UBS needed a systematic way to measure the contribution of its global brand marketing investment — across events, media, digital, and CRM channels — to actual business outcomes. Without a unified dashboard, marketing investment decisions were made in silos, making it impossible to optimize across the full mix.
Vivaldi built a globally scalable brand marketing dashboard that integrated data across all major marketing touchpoints, creating a single view of brand performance and its relationship to business metrics. The dashboard was designed to be used across UBS's global marketing teams.
The dashboard enabled UBS to quantify marketing's contribution to business results for the first time — enabling more data-driven investment decisions and giving the marketing function a credible performance measurement framework.
UBS partnered with Vivaldi to build a globally scalable brand marketing dashboard that integrated data across events, media, digital, and CRM into a single view of brand performance. The dashboard enabled UBS to quantify marketing’s contribution to business results for the first time, giving the marketing function a credible performance framework and supporting more data-driven investment decisions across the world’s largest wealth management firm.
UBS Group AG is the world’s largest private bank and wealth management firm, with invested assets exceeding $4 trillion and operations in over 50 countries. Headquartered in Zurich, Switzerland, UBS provides investment banking, asset management, and personal and corporate banking services to a global client base. The firm employs approximately 74,000 people and is widely recognized as the leading brand in global wealth management.
Vivaldi built a globally scalable brand marketing dashboard that integrated data across events, media, digital, and CRM into a single view of brand performance and its relationship to business metrics. The dashboard enabled UBS to quantify marketing’s contribution to business outcomes for the first time, gave the marketing function a credible performance measurement framework, and supported more data-driven investment decisions across global teams.
The dashboard architecture started by defining the brand and business metrics that mattered most across the marketing mix, then mapped each channel’s data into that common framework rather than letting each channel report on its own terms. Standardizing the metric layer is what allowed a globally scalable dashboard to actually be used by marketing teams in different regions and channels, instead of becoming yet another central reporting tool that nobody trusted.
Wealth management buying decisions form slowly across many touchpoints, which means no single channel can claim attribution honestly, and the channels that get measured easily end up overfunded relative to the ones that drive long-term brand preference. A cross-channel dashboard exposes those imbalances and gives leadership a way to allocate marketing investment based on what actually moves brand health and business performance, not on which channel produces the cleanest near-term metric.
When marketing can show its contribution to business outcomes in language the CFO and the board recognize, the conversation shifts from defending budget to negotiating where additional investment goes. That repositions marketing from a discretionary cost line into a quantified driver of business results, which is the precondition for sustained funding, executive sponsorship, and the credibility marketing functions need to lead longer-cycle brand-building work.
