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Marketing Meeting Templates

The complete set of meeting agenda templates for every marketing meeting
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Wondering how great marketers meet?

Meetings can be the lifeblood of your marketing team, keeping everyone aligned and moving forward. Often there are so many moving parts to any given marketing initiative, meetings are a necessity. Having a solid agenda is your first step in keeping your meetings from getting bogged down. Make sure you send your agenda to attendees at least a day in advance so they have a chance to review all of the marketing meeting agenda topics.

To help you create your next marketing meeting’s agenda, below is a selection of agenda formats for common marketing meetings. For more meeting agenda samples, check out these 80+ agenda templates. 👇

Preview the templates

Ad Campaign Ideas Brainstorm

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Overview & Objective

State your campaign’s objective in a clear and focused way, e.g. What are some creative ways we can get customer success teams to try out Hugo.


State the Ground Rules

Brainstorming is a place and time where anything goes. Rules:

  • All ideas are welcome. Negativity is not.
  • Build on ideas. Don't shoot them down.
  • Do not censor yourself. Just say it.
  • Encourage participation from everyone
  • No interruptions from outside.

First Half: Brainstorm

Start sharing ideas. Note them somewhere where everyone can see (whether that be a poster, whiteboard, or in your Hugo meeting notes in the highlighted area below). To keep your creative juices flowing you may also want to provide toys, coloring books, magazines, doodling pads etc.

Halftime: Refine

Stop and take a vote on each idea. Thumbs up or down. Toss the ideas that lack support.

Improve on the Best Ideas

Look at the best ideas from halftime. Ask if there are ways to improve them, or come up with ideas that are similar.

Brainstorm Round Two

Once you’ve covered each of the good ideas, generate more new ideas just as you did at the beginning of the session.

Brainstorm


Next Steps

  • @name Task by DUE-DATE

Content Planning Meeting

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Theme

What topics do we need to cover now? What key themes are important?

  • Review recent success stories with your customers
  • Look at trends happening in the industry
  • Where are the current content gaps?

Brainstorming

Open discussion. There are no wrong answers. 

  • List ideas here

Deciding priority

Decide what ideas to move forward with. What projects should have priority.

  • Paste all projects that you’ve decided to move forward with here

Scheduling

Return to the above list, adding who will be responsible and when. Assign and send tasks to your project management software, or use @-mentions and manually note due dates.

Marketing Campaign Planning

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Campaign Name:

Timeline:

Helpful Links:

--

What are the goals of this campaign?

  • Decide on campaign goals. 
  • Goals should be SMART (Specific, Measurable, Achievable, Realistic, Timely)

Audience & value proposition

  • Who is the target audience?
  • What is the value proposition?

Decisions that need to be made

  • What decisions need to be made? (Name)
  • List topics for discussion/decision here, specifically noting what needs to be decided

Coordination

  • Set the overall timeline

Next Steps

  • @name Task by DUE-DATE

Marketing PR Meeting

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What’s New

Share any new developments with the business/product that the PR team may not be aware of.


News Pipeline & Media Relations

Coverage


Pending


Content

Live


Pending


Events & Awards

In Consideration


Submitted


Next Steps

  • @name Task by DUE-DATE

Product Marketing Brief

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Product Overview


Target Audience

  • Specific, animate detail about who we’re talking to and they’re state of mind related to the product launching

Core Benefits

  • List each one using bullet points for easy reference

Marketing Strategy

Key Audience

Core Message

Not copy, but the primary message you want all channels to convey.

Value Proposition

Value Prop #1:

  • What are we selling?

Value Prop #2

  • What makes it valuable?

Value Prop #3

  • What is the positive impact?

Secondary message

  • Use sparingly. Try to keep your messaging single minded.

Notes

  • Key things to be aware of.

Channel Plan

  • Channel | Tactic | Owner | Due date
    e.g. Email Marketing | Create a series of emails for the product launch to send to priority customer accounts | Josh | March 20

Success Metrics

  • [Project name], led by [marketing champion name] aims to increase [primary metric] from X per week to Y per week within Z weeks or by [date].

For example:

  • Awareness (increase site traffic to XX page reviews)
  • Acquisition: (increase installations by XX)
  • Activation ( increase % of referrals)

Key Dates

Projected launch date:

Comms launch date:  


Key Insights & Data

Summary

Data

Any relevant charts or data


Project Kick-Off Meeting

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Project Name:

Timeline:

Helpful Links:

What are the goals of this project?

  • Review or decide on project goals. 
  • Goals should be SMART (Specific, Measurable, Achievable, Realistic, Timely)

Audience & Value Proposition

Quick reminder of who the target audience is for the project and what the core value proposition is

Major tasks and timeline

  • Make sure every part of the project has an owner and timeline

Decisions that need to be made

  • What decisions need to be made? (Name)
  • List topics for discussion/decision here, specifically noting what needs to be decided

Next Steps

  • @name Task by DUE-DATE

Team Post-Mortem

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Purpose

Capture learnings from [initiative] and identify what went wrong so we can get better

The Situation

Put all the details of what happened here. Only the facts. Make sure you answer who what where when why. Customer feedback is good to include if we have it. Include any and all mistakes and what went well. Break up into sections, like “research” “engineering” “customer feedback” “the feature” “marketing efforts” etc.

The results

What happened as a result of the situation? This could include how an initiative performed, what happened as a result of a bug, how a feature fared, etc. Support this section with data

What went wrong

All the details of what went wrong. Opinions are welcome here. Be fair to other people who were involved and let them add to the postmortem or give you context as needed. In the case of bugs, what we could have done better to prevent a problem can be included here as well.

What we can do better next time

Whatever we learned that will affect how we do things next go around, it goes here. This is the synthesis of everything we’ve figured out from doing the postmortem.

Action items

Any action items we have, and who owns each of them, plus dates if possible

Weekly Marketing Meeting

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Celebrate wins

  • What are victories we can celebrate, big and small?

Goals & metrics to review

  • Put all relevant metrics in the agenda here, or add links to reports/dashboards

Roundtable - Recap last week

  • Each person briefly runs through bullet points of what happened

Priorities for next week

  • Discuss and agree on priorities for next week
  • All priorities should have a DRI (directly responsible individual)
  • Note any decisions that need to be made
  • Are there any opportunities to test our marketing hypotheses or optimize our digital experiences?

Where are we stuck/blocked?

  • How can the team help unblock each other so we can sustain a high velocity?
  • Are any priorities blocked or dependent on other work being completed?

Action Items

  • @name Task by DUE-DATE
Marketing

Agenda Template FAQs

How do you prepare for a customer meeting?

Whether your next customer meeting is your first or 15th with that client, you need an agenda. To build an agenda, you focus should be on answer these three questions:

  1. What is the current state of the customer’s progress toward their goals?
  2. What issues need to be solved to move the customer closer to their goals?
  3. How can these issues be solved?

How to specifically structure your agenda may vary based on your customer, but our library of 80+ meeting agenda examples should give you a good starting point.

How do you start a customer meeting?

As you get your meeting started, you want to grab everyone’s attention, set expectations, and then launch right into it!

  1. While small-talk is great for building rapport before a meeting, don’t let the chatter go on more than a couple of minutes into the official meeting time
  2. If there are participants who don’t know each other, introduce them (and yourself!)
  3. As you get the meeting started, reaffirm why you’re meeting, and what everyone will get out of it. Spending 20 seconds summarizing the agenda shows that you have and plan and you’re in control
How do you end a customer meeting?

As you wrap up your customer meeting, you should revisit any action items you’ve noted during the meeting and affirm that you’re on top of things. This is a good time to note who will be responsible for what, and when the customer can expect an update.
Then, end on a positive note, showing enthusiasm for your partnership and thanking your customer for their time.

How do you have an amazing first client meeting?

Relax and smile
You may be stressed in an attempt to get started on the right foot. Don’t let that impact your body language (even on video conferencing).
 
Offer something of value for free
In addition to any materials in your welcome package, set the stage for a strong relationship by making an offer. This could be a resource, like a research or an ebook, or it could be to set up a training or consultation. It could even be minor, like providing advice based on the customer and your experience with other customers like them. Whatever it is, find a way to show your client that you’re deeply invested in their success.

Listen more than you speak
You may have landed this client, but you still have a lot to learn about their expectations, goals, and priorities. Ask a lot of questions, and listen actively. Even if you think you already know the answers, being a good listener will help build rapport, and you never know—you may learn something incredibly valuable after all.

Be specific about what you offer and how you can help
A common pitfall in initial client meetings is to be overly general. Instead, now is the time to be specific. What exactly will you do together? Who, how much, how often, measured in what way?

Do you have a guide to running great customer meetings?

As a matter of fact, we do. This short, downloadable guide walks you through running a customer meeting that both strengthens customer relationships and improves company wide collaboration.

Get your free download:
The Art of the Customer Meeting.

How do you run a design meeting?

How to run your design meeting will depend a lot on what kind of design meeting it is. Is this a sync up between just a PM (or other product owner) and the designer? Is it a weekly meeting for the design team? A critique? Or is it a cross-functional meeting, with many stakeholders present?
 
Each of these types of meetings requires a slightly different approach. What is common between them, is a need to be upfront and clear about what the goals of the meeting are (and what they aren’t).

For example, here are some typical examples of design meetings:

  • Brainstorm approaches for an early design
  • Seek feedback on an in-progress design
  • Get buy-in on a nearly completed design
  • Plan, decide, and organize your team’s design process
Should non-designers be invited to a design meeting?

Successful design projects usually need involvement from other stakeholders, but too much meddling can throw a wrench in the design process. As a general rule (that can sometimes be broken), input from non-designers is the most helpful at the beginning and end of a design process.

Early in the project, in the research phase, non-designers can be incredibly helpful. They can clarify how a design will be used, describe customer needs, and reveal requirements that might not be obvious about how the design should be used. If designers have experimented with multiple approaches to a problem, it can be useful to share these sketches early on.

Once the design specifications are clear, however, it’s often a good idea to let designers and project people iterate through the problem in a small team with minimal distraction. It’s during this time that small details can become a distraction for non-designers.

When a design is nearly complete, it’s once again helpful to invite key stakeholders to make sure the design is successful, and get buy-in before more resources are invested in making the design come to life.

How do you have a good team meeting?

Consider what can be removed from your agenda… and your invite list
Possibly the most common complaint about team meetings is that they are a waste of time. So the first step toward having a good team meeting is asking yourself whether everything on your agenda needs to be part of the meeting, and whether everyone needs to be there. By keeping a tight agenda and a smaller group, you’re sending a signal that people’s time is important.

Share your agenda in advance
Speaking of agendas, be prepared. Share your agenda in advance, so that the rest of the team know what will be discussed. This way, they can prepare their thoughts, and the meeting will run smoothly. If you surprise people with topics, those parts of a meeting can take longer.

Let other people talk
Many leaders and executives make the mistake of thinking that if they are running a meeting, they need to talk the whole time. Instead of Presenting on a topic for 30 or 60 minutes, structure your meeting so that others participate and even take the spotlight. 

For a more in-depth structure to follow, check out Vital Meetings, the free guide to having shorter, fewer, and better meetings.

How do you make sure real decisions are made in executive meetings?

With executive time being so valuable, it’s important that exec meetings focus not on information sharing, but rather on discussion that leads to decision-making.

One strategy that works here, is to use action-oriented agendas. For example, instead of an agenda item called, “Priorities for next quarter” make a bold statement on your agenda: “Decide on top 3 priorities for next quarter.” This leaves no wiggle room for failing to meet the goal of the meeting.

If you’re a manager or leader, how much time should you spend in meetings?

If you take a look inside a manager’s calendar, it’s not uncommon to see 50-90% of their time blocked off in meetings. At first glance, this seems to make sense. If your primary function is leadership, should you spend the majority of your time with others? However, this kind of distribution often doesn’t leave enough time for strategic thinking and planning.

If you’re attending lots of meetings out of a need to stay in the loop, a better approach is to ask your team to take notes on important meetings, and share them with you (and other relevant stakeholders). A meeting management platform like Hugo can help, and many managers whose teams use Hugo report spending 20-50% less time in meetings because they can rely on skimming notes for less important meetings instead.

What is an HR meeting?

HR (human resources) is responsible for supporting recruitment, hiring, training, and managing. HR professionals meet with job applicants and current workers to support these goals in a variety of meetings, ranging from job interviews, to trainings, to one-on-one coaching sessions.

What should you do if HR wants to meet with you about your behavior?

If your behavior at work is in the process of being addressed, you may need to meet with HR. This can be a stressful situation, but ultimately, if you handle yourself professionally, you should be able to come out of the meeting in good shape (and keep your job).

Here are a key tips to keep in mind:

  • Request examples of behaviors that need to be addressed
  • Write down any specific requests
  • Ask for clarification to avoid misunderstandings
  • Listen and repeat back what you hear to show you are listening
  • Take ownership of your mistakes
  • Ask for help if you need it
  • Show your commitment by setting clear next steps
  • Stay positive (and avoid being defensive)
  • Say thank you. Be gracious for the opportunity to improve
How do I tell my boss about a bad co-worker?
  • Schedule a meeting so that you know you have private time set aside to have the conversation
  • Focus on the behavior, not the person. Avoid personal attacks and instead focus on what they are doing
  • Show up prepared. Put some thought into what you want to say. Taking notes about the behavior in question may help
  • Stick to the facts, and not what you think someone is thinking/feeling
  • Keep a cool head. Even if the issue is serious, try to avoid arguing, shouting, and cursing
  • Request help in finding a solution
How should you handle yourself in an HR meeting?
  • Focus on the facts of the situation
  • Be calm, even when under pressure
  • Consider other people’s points of view
  • Be aware of negative body language
  • Practice good listening. (Don’t cut anyone off)
  • Make sure your effort matches the importance of the issue. (Don’t go crazy over something small)
Who should be at a marketing meeting?

Invite necessary decision-makers, but don’t cast too wide of a net. Since marketing often involves or impacts a lot of departments, it can be tempting to invite a lot of people to some marketing meetings. Instead, try to pair it down. If someone is being invited to the meeting only as an FYI, send them meeting notes instead.

How do you set an agenda for a marketing meeting?

The common structure for many marketing meetings is the following:

What are common types of marketing meetings?
How do you make team meetings more engaging?

The best meetings involve the whole room, not just one or two presenters. Here are a few ways to encourage more engagement:

  • Ask others to contribute to the agenda. Having a shared agenda helps everyone in the room feel responsible for the meeting’s success.
  • Make small talk as people are settling in. When you show up early, get the conversation flowing instead of burying your head in your laptop or your phone.
  • Don’t do all the talking. Invite fellow participants to lead discussions and provide updates.
  • Give updates before the meeting. Provide materials to review before the meeting so that you can focus on the discussion and decision-making when everyone is together.
  • Do a deep dive into one topic. Focus on a single challenge to tap into the collective intelligence of everyone attending.
  • Keep a sense of humor. Cracking the occasional joke will help meeting participants feel open to expressing their own ideas.
What agenda topics are most common in team meetings?

Team meetings are among the most common and most important meetings in any workplace. Agendas for these types of meetings range wildly, but all topics usually fall into one of these categories:

  • Introductions. If they don’t already, make sure everyone in the room knows who each other are.
  • Updates. Updates are extremely common in team meetings, but often they are also the hog a lot of time without providing a lot of value. Summarize updates on the agenda when possible and keep them brief.
  • Discussions.
  • Decisions. If a decision needs to be reached during the meeting, note it explicitly on the agenda.
  • Next steps. While not a significant part of the agenda, it’s important to always agree on action items from a meeting and who owns them.
What are some fun and cool team meeting ideas?
  • Go around the table with an icebreaker. Get to know each other by having everyone answer the same question.
  • Change up the location. Get out of the conference room and into the break room, or on the lawn outside.
  • Start at a weird time. Pick something memorable like 1:23 pm.
  • Get some exercise. Switch things up during a long meeting by having everyone take a run around the block, do as many pushups they can do, or some other physical activity to get the blood pumping.
  • Pass out prizes. Have a pile or swag, or candy bars, or coffee gift cards up at the front of the room. Whenever someone makes a spectacular contribution, toss them a prize.
What are good questions to ask in a one-on-one?

Personal/rapport-building:

  • What worries you? What keeps you up at night?
  • What are you most excited about?
  • How’s life outside work?
  • What do you like to do on the weekends?
  • Do you feel like you’re making progress on your career goals?
  • What are your big dreams in life outside of work?

Career growth:

  • What skills would you like to develop?
  • Do you feel challenged in your role?
  • Is there any training or education we should be investing in for you?
  • How do you see your role evolving?
  • Do you feel like you’re making progress on your career goals?
  • Who in the company would you like to learn from?

Giving/receiving feedback:

  • Do you feel you’re getting enough feedback?
  • What’s an area where you would like help or coaching?
  • What’s an aspect of your job you’d like to improve?
  • How can I help you be more effective?
  • What is something I can do better?
  • What have past managers done that you’d like me to do as well?
Why have one-on-ones with your employees?

One-on-one meetings have many benefits:

  • Help employees build better relationships with their managers 
  • Provide opportunities for coaching and training
  • Encourage employees to feel valued at work
  • Discuss performance and areas of improvement
  • Find out what employees are (and are not) excited about
  • Learn how managers can better help employees
Who should set the agenda for a one-on-one meeting?

It’s good for the employee to feel ownership of their one-on-one because the meeting is primarily for their benefit. So, rather than having a manager set the agenda every time, the majority of the agenda should be driven by the employee. Of course, there should still be opportunities for managers to lead the conversation, especially when it comes to topics like coaching and performance. Using a meeting notes app that allows for easy, collaborative agendas can help.

Should one-on-one be hyphenated?

Yes. The word one-on-one is always hyphenated, regardless of whether it is used as a noun, adjective, and adverb.

What are other ways to spell one-on-one?

Writing all three hyphenated words out as one-on-one can be tedious. For brevity in your calendar invites, try using: "1:1" or "Name <> Name."

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