Both “above the line” and “below the line” contributions could add millions of dollars to the bottom line of your company. However, all may not apply, and they certainly don’t apply equally. Look at the “big rocks” that affect your organization, and concentrate on those – don’t sweat the small stuff. Focus on the magnitude, not the exact amount, of your ROI – you shouldn’t worry about having a large potential range in your ROI calculation if even the low end of that range is still a great return. Ask yourself the following questions:

• What large areas of revenue increase and/or cost savings will I be able to realize?
• What is the magnitude of this number in comparison to what I’m spending?
• Are there areas I haven’t thought of that offer the potential for revenue or savings (e.g., other vendors that can be used only minimally – if at all, etc.)
• Could my decision positively impact other budgets within my company, even if those budgets are not under my direct control? (If this is true, you should be able to find an ally in the organization to make the internal case for investment).

Secondly, ensure you follow through. Returns calculated on paper require coordination and organizational buy-in to make it a reality. Often there are organizational or cultural changes required to get the maximum benefit out of any technology. If you agree that you need to test a certain number of Web pages before pushing them live, then make sure testing is part of your launch process. If you can now launch landing pages and microsites on your own instead of paying your outside agency, make sure your internal folks are trained to use the tool to its fullest extent and therefore reduce the use of costly outside agencies for landing pages and microsites.

Lastly, demand that your vendors partner with you to calculate your ROI. Sure, they’re biased – they want to sell you something (now more than ever) – but they do have experience with many customers and probably have some good insights that you do not. Their role should be to help walk you through this ROI discussion, understand your company’s requirements, and uncover areas of value specific to your organization. If they’re doing their job right, they’ll bring up areas of business value that you may have overlooked. Ultimately this will arm you to have the conversation with your management to justify your decision. And in 2009, this will be essential.

The best news here is that your business has the equivalent of an unlimited football field – your goal is not just trying to get the First Down, or even the Touchdown. Often your true ROI – although difficult to precisely measure – may be more than enough to win the game handily.