Which sources can be used to estimate monetary impact when ROI data is unavailable?

Which sources can be used to estimate monetary impact when ROI data is unavailable?

• A. Internal audits of past projects.
• B. Customer's marketing plans.
• C. Public benchmarks, industry averages, or a structured value model.
• D. Random guesses.

Answer: (C)

When you don’t have ROI data, use external benchmarks and a structured value model to estimate monetary impact. Public benchmarks and industry averages give a realistic reference point by showing what similar initiatives typically achieve, which you can translate into dollars using relevant metrics like revenue lift, cost savings, or productivity gains. A structured value model lays out a clear, repeatable method to quantify benefits: you specify baseline performance, target improvements, and unit economics, then compute the expected monetary impact with explicit assumptions and ranges. For example, for a new training program, you’d look at industry ROI for similar trainings, estimate the expected uplift per participant, and multiply by the number of participants to estimate total value. Internal audits of past projects rely on prior ROI data, which you don’t have in this scenario, so they’re not as useful for new estimates. Marketing plans are plans, not actual outcomes, so they don’t provide reliable monetary estimates. Random guesses have no basis and aren’t defensible.

When you don’t have ROI data, use external benchmarks and a structured value model to estimate monetary impact. Public benchmarks and industry averages give a realistic reference point by showing what similar initiatives typically achieve, which you can translate into dollars using relevant metrics like revenue lift, cost savings, or productivity gains. A structured value model lays out a clear, repeatable method to quantify benefits: you specify baseline performance, target improvements, and unit economics, then compute the expected monetary impact with explicit assumptions and ranges. For example, for a new training program, you’d look at industry ROI for similar trainings, estimate the expected uplift per participant, and multiply by the number of participants to estimate total value. Internal audits of past projects rely on prior ROI data, which you don’t have in this scenario, so they’re not as useful for new estimates. Marketing plans are plans, not actual outcomes, so they don’t provide reliable monetary estimates. Random guesses have no basis and aren’t defensible.