This article was originally published in Dutch in 2012 and has been translated and updated in October 2026.
Gut feeling is a fine thing: you have a campaign in your head that you are certain will be a huge success. The reality, however, is that these days there is little room for ‘trying things out’. Preparing a business case that gives the best possible estimate of the campaign’s chances of success is therefore essential if you want to put your plans into action. As a marketer or communications professional, you can only spend your budget once. A business case also shows you which things could be organised better or differently. And sometimes you simply need a business case to convince senior management.
A business case gives insight into the financial risks we are taking and the return on our marketing efforts (profit or non-profit objectives). A business case is an economic justification of the feasibility and desirability of a (strategic) plan, project or campaign; in other words, a business rationale. When you start a business case, it pays to team up with your finance director, finance manager or controller. Build the business case together. As an added bonus, you will immediately have support when you take it to the board, the executive team or senior management.
Most of us probably work out business cases on a regular basis. But it is good to go back to basics every now and then and check whether every component is getting the attention it deserves. So, for those who are interested, here they are once more:
1. Starting points
Here we describe the starting points for the plan or campaign. These include:
- critical success factors
- future developments
- history
- problem areas
Clearly define the scope of your plan or campaign. What exactly are you planning to do? What will you do, and what will you not do?
2. Objectives and benefits
We describe the objectives or benefits we want to achieve.
3. Costs
Based on the strategy we have formulated, we estimate the costs of:
- product development/co-creation
- branding
- cross-media and social media
- web presence
- marketing intelligence
- marketing technology
We also look at the impact on the organisation:
- staffing in FTEs (do you need temporary extra staff?)
If you find these costs hard to estimate, ask a number of potential suppliers for quotes. Also make sure you show when the costs will ‘fall’. This matters for cash flow management and shows the time difference - the ‘gap’ - between costs and income.
4. Revenue
Indicate when you expect income to come in. Back up these figures with ‘evidence’. Perhaps you have run tests, or you are basing your expectations on historical data or other information. Be realistic. It is better to under-promise and over-deliver than the other way round. Use different scenarios to show how the result might turn out differently. Decision-makers often want to know the maximum risk.
5. Organisational impact
Here we set out the impact of the new (strategic) plan or campaign on the organisation and its (temporary or new) employees. Working methods may need to change, and new roles and positions may emerge.
6. Risks
Decision-makers often look at the risks first. That is understandable, but not always desirable. Sometimes it helps decision-makers to decide a little more freely and with less fear. Mapping out as many risks as possible prevents the decision-making process from grinding to a halt. That means the financial risks, but also legal, organisational, production and societal risks, for example. Map them out carefully and be realistic.
Different phases
When you work out a business case, you go through several phases.
(1) Drafting the business case -> (2) Testing & improving -> (3) Finalising the business case ->
(4) Execution -> (5) Delivery of the plan/project/campaign -> (6) Operation ->
(7) Monitoring against KPIs -> (8) Adjusting course
You have a new (strategic) plan and you work out the business case. You then test the business case and make improvements. Once the business case has been finalised, the execution phase begins. After implementation, ‘the plan’ has been delivered. From then on, the costs of running - or operating - the plan kick in (for example staffing in FTEs, maintenance work or parts).
Over time, the real benefits will become visible: cost reductions, revenue, higher customer satisfaction, an easier time attracting and retaining talented employees, and greater appeal to investors or donors. By measuring against the Key Performance Indicators (KPIs) you have set, you can monitor whether everything is going to plan or whether you need to adjust course. In this way, a business case allows you to steer your plans, projects and campaigns.
Conclusions and recommendations
Based on a fully worked-out business case, you draw your conclusions. In effect, you act as your own adviser. Try to look independently at the plan or campaign, and at the business case you have written yourself. If you are satisfied and convinced of its success, you will - where necessary - be able to get that across to management as well.