I’ve been running cross-market campaigns for about a year now, and I have solid case studies sitting in my files. The problem: when I present them to leadership, I get confused looks and “that’s nice, but what’s the ROI?”
The issue is that cross-market campaigns are inherently messy from a metrics perspective. You’ve got creators working in two languages, audiences in two different regions, different purchasing behaviors, different seasonality. My case studies have all this context, but when I distill it down to a single ROI number, I either sound like I’m hiding something or the number just… doesn’t land.
I’ve noticed that the best case studies aren’t just about the numbers. They’re about the decisions I made, the risks I took, and the partnerships that made it possible. Like, we partnered with a Russian agency that had been operating for five years, which meant we avoided six months of trial-and-error. That’s not a line item in the budget, but it’s huge.
So I’m trying to build a framework that captures both: the hard ROI (conversions, CAC, LTV) and the soft ROI (time saved, team capacity, relationships built for next campaigns). Has anyone figured out how to structure this narrative in a way that actually moves executives? What metrics do you track that aren’t just standard performance metrics but show the return on building infrastructure?
Это хороший вопрос, потому что большинство упускает именно эту часть. Вот что работает:
Метрика 1: Cost per campaign to launch. Первая кампания с русским партнером стоила 50k (включая переговоры, legal, адаптацию). Вторая кампания с тем же партнером стоила 22k. Это 44% экономии. Leadership это видит и понимает.
Метрика 2: Time to market. первый кросс-маркет проект—8 недель от идеи до лайва. Третий проект—3 недели. Это означает, что ты можешь запустить 2-3 кампании за время, за которое раньше запускал одну. То есть один человек теперь может управлять в 2.5 раза больше revenue.
Метрика 3: Partner retention rate. Если 80% партнеров работают с тобой повторно, это не просто удовлетворенность—это косвенное подтверждение, что структура работает.
Повезет, если ты собираешь это данные параллельно с кампаниями. Если нет, начни сейчас прямо. За 3-4 кампании соберешь достаточно данных для убедительного рассказа.
Еще один совет: построй компаративный анализ. Бери данные из 1-2 своих кампаний ДО системы (когда ты руб-бай-маркетолог в одной стране) и сравни с 2-3 кампаниями ПОСЛЕ того, как ты внедрил кросс-маркет систему. Даже если рубрики разные, разница будет видна.
Я дам совет изнутри основателя. Когда я нанимаю людей и смотрю на их результаты, я не ищу идеальные цифры. Я ищу направление движения и понимание того, почему.
Твой кейс должен выглядеть так:
“Проект X имел Y проблем. Я применил стратегию Z. Результат—30% прирост конверсии в разные 2 месяца с сохранением качества. Это позволило нам привлечь больше партнеров и запустить третий рынок.”
Видишь? Это не просто про цифры. Это про то, что ты научился чему-то, и теперь это перетекает в следующие проекты. Leadership хочет видеть масштабируемость, не просто счастливую случайность.
Here’s the structure I use when I present to stakeholders:
Slide 1: The Challenge
What was broken? In your case, it’s probably something like “we had pockets of success in US and Russian markets separately, but no way to coordinate cross-market campaigns efficiently.”
Slide 2: The Assumption
What did we think would happen if we built a system for this? “If we invest in partnerships and standardized processes, we can run campaigns 3x faster and reduce partner onboarding friction by 60%.”
Slide 3: What We Actually Did
Here’s where you show the infrastructure: hired bilingual coordinators, built an SLA template, created a vetted partner network.
Slide 4: The Numbers
First project: 8 weeks, $50k, 1.2% CAC relative to LTV. Second project: 3 weeks, $22k, 1.1% CAC. Third project (if you have it): 2.5 weeks, $18k, 1.05% CAC.
See? You’re showing improvement over time, not just one good campaign.
Slide 5: The Hidden Win
This is the soft stuff: “We now have 5 proven partners we can tap immediately for the next 8 projects. If each project used to take 2 weeks just to find the right partners, we’ve built $80k of institutional value.”
Leadership doesn’t care about eloquence—they care that you’re thinking like a founder, not just an executor.
One tactical thing: use the hub to pull testimonials from your US partners and Russian partners. Even quick quotes like “Working with [Alex’s agency] cut our onboarding time by 60%.” That’s social proof that your system actually works, not just your opinion. Leadership buys testimonials.
I’ll give you the data framework I use for international expansion campaigns:
Tier 1 (Core metrics):
- ROAS (Return on Ad Spend) by market
- CAC (Customer Acquisition Cost) by market
- LTV (Lifetime Value) by market
- LTV:CAC ratio (should be 3:1 or higher)
Tier 2 (Efficiency metrics):
- Cost per campaign to launch (decreases over time = process improvement)
- Days to first result (decreases over time = team competency building)
- Revision cycles to approval (should stabilize = better partner alignment)
Tier 3 (Compounding value):
- Repeat partner rate (80%+ is healthy)
- Revenue from repeat partnerships vs. new partnerships (compounding effect)
- Fully-loaded team cost vs. campaign revenue (shows whether you need to hire or can do more with same team)
When you present to leadership, lead with Tier 1 (the money stuff), support with Tier 2 (the efficiency stuff), and close with Tier 3 (the compound growth story).
The compound growth story is what actually sells the next round of funding. It’s not “this campaign was profitable.” It’s “this campaign cost $22k in month 6, and because we’ve built the infrastructure, the month 18 campaign will cost $15k with the same outcome.”
That narrative sells.
From a creator perspective, here’s what translates to “ROI” for us: if a brand works with me once through your system and it goes smooth, I’ll tell other creators. If it goes messy, I’ll tell them to avoid.
So in your case study, maybe highlight: “We worked with 7 creators. 6 of them wanted to work with us again. 5 of them brought in referrals.”
That’s not in your standard ROI sheet, but it’s huge because it means your system scales—not just for you, but for your whole ecosystem. Leadership should care about that.