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Planning and budget cycles differ across firms, but most marketing teams are already part-way into their 2026 thinking: asking themselves; what are our priorities, what will we deliver, and how will we prove impact?

With pressure to 'do more with less', marketing ROI is front and centre.

The good news, however, is that thoughtful alignment, disciplined measurement, and clearer governance can turn planning from perilous to purposeful.

The longer-term vision must be there

The ambitions of the distribution function are inextricably intertwined with marketing's ability to plan and deliver effectively. 

It almost goes without saying that your firm's distribution strategy has to be clear and aligned with the longer-term goals of the organisation. This alignment does more than inform tactical choices, it gives people direction, purpose, and a framework for decision making.

When teams see how their daily work ladders up to a multi-year goal; engagement and focus naturally follow.

Practical steps:

  • Document the distribution strategy on one page. Ensure it includes key details, such as audience, channels, and three-year targets.
  • Share it widely (not just with marketing, but with sales, CX and product), so decisions are made against the same north star.
  • Revisit the strategy quarterly to confirm assumptions still hold.

Focus on outcomes

By establishing a clear purpose, aligned to the long-term vision of your organisation, you are less likely to be derailed by minor setbacks or short-term challenges. This allows for a more focused and confident approach. 

Challenge yourselves with some key questions to ensure that all the activity you have mapped out for the year truly ladders up to your sales and marketing goals.

  • What makes your activity meaningful?
  • How are you tracking against objectives? (assess regularly)
  • What does growth look like and how do you make it tangible? (i.e. gain 5% more clients in 2026)
  • What are the leading indicators to inform course correction? (brand awareness lift, MQL volume, CTRs)
  • What are the lagging indicators to demonstrate ROI? (revenue contribution, client acquisition cost, retention)

CX, sales and marketing need joint objectives

The client is no longer solely owned by sales; firms have more information at their fingertips than ever before, which helps to better define client behaviours, needs and challenges. 

Taking a more holistic approach around how to create a better client experience can increase retention and, ultimately, drive business growth.

When CX, Sales and Marketing are aligned and working towards a common goal, the outcome is often better lead quality, stronger brand positioning, and higher revenue.

These practical tips can help you set the wheels in motion:

  • Define two-to-three shared KPIs across CX, Sales and Marketing (e.g., conversion rate of high-intent leads, NPS by segment, revenue per client).
  • Create cross-functional rituals: joint monthly pipeline reviews, shared dashboards, and a single source of truth for lead status.
  • Build SLAs for handoffs and measurement rules so 'lead' means the same thing to everyone.

Strategy vs plan

Do not confuse strategy with planning; they are different disciplines. Strategy defines your high-level approach to long-term goals, while planning is the roadmap of tactical steps to execute that strategy.

Recognise and resource both.

  • Strategy: led by senior marketers and cross-discipline specialists to interpret market trends, competitor moves, and distribution implications. This is a convening role; synthesise inputs and set priorities.
  • Plan: owned by team leaders who translate strategy into campaigns, channels, timelines and budgets. The plan is specific, measurable and resourced.

Finally, compile this quick checklist to take into planning meetings to ensure that you are asking the right questions and are well prepared.

  • Is our distribution strategy documented and shared?
  • Do we have two-to-three outcome-led KPIs tied to revenue?
  • Are CX, Sales and Marketing accountable to the same targets?
  • Have we scored initiatives by impact and effort?
  • Do we have a clear attribution approach for the sales cycle?
  • Is there a governance forum with the right stakeholders? 

Planning needn’t be perilous

With a clear long-term vision, outcome-focused discipline, joined-up objectives across sales and CX, and a practical governance and measurement framework, marketing becomes a reliable growth engine — not a guessing game.

Start simple, measure what matters, and build momentum from actual performance.

That’s how planning can become a competitive advantage.