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Digital Marketing Priorities 2016
Brought to you by:
Digital Marketing: Key Metrics
Jill Quick
Data Driven Digital Marketing
Consultant and Trainer
Break down the jargon, and understand the concepts needed for a solid
data driven approach for your marketing. Learn how to build a KPI
dashboard with the right metrics, with insights from key industry
influencers, for you to find nuggets of insights that drive your business in
a profitable direction.
Digital Marketing: Key Metrics with Jill Quick & Dave Chaffey
Recommended resources
for Expert members
Coming soon…
Google Analytics API – Google Sheets
dashboard for Expert members

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Best practices and trends on Influencer Relationship Management from the Smart Insights Digital Marketing Trends summit 2018.

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TFM&A - Content Marketing ROI 2015 - Dave Chaffey - Smart Insights
TFM&A - Content Marketing ROI 2015 - Dave Chaffey - Smart InsightsTFM&A - Content Marketing ROI 2015 - Dave Chaffey - Smart Insights
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This document summarizes Dave Chaffey's presentation on evaluating content marketing ROI. It discusses techniques for proving the value of content marketing, including using dashboards, analytics segments, page value metrics, attribution models, and tools for showing social media amplification. It recommends using the VQVC framework to cover volume, quality and value of visits, as well as costs. The presentation provides examples from companies on how to measure ROI at both the overall investment level and for individual content initiatives and assets.

content management
TFM Martech giants panel - Technology for Marketing visuals
TFM Martech giants panel  - Technology for Marketing visuals TFM Martech giants panel  - Technology for Marketing visuals
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To support a panel discussion with IBM and Oracle at TFM London 2018. Includes the Smart Insights 30 categories of martech tools and AI options visuals available via our blog

martech2018 digital marketing trends
Digital Marketing: Key Metrics with Jill Quick & Dave Chaffey
6
 We need to get better at this data-drive-metrics-malarkey
 A framework for your digital metric planning:RACE
 What key metrics should you use?
 The good, bad, lagging, leading and casual metrics
 Why is this hard work?
 Where to go from here, next steps and tips to create your
KPI dashboard
Agenda
7
About Me
 Digital Marketing Consultant and Trainer
 Data Driven Approach supporting established brands, start
ups and small businesses to make the most out of digital
 Lead Instructor at General Assembly
 Author for Smart Insights
 Loves finding that ‘aha moment’ that drives growth
@jillquick
https://uk.linkedin.com/in/jillquick01
jill@quick-marketing.co.uk
www.quick-marketing.co.uk
8
You are not the colouring in department
 The ability to track ROI gives marketing respect
 Finding insights backed up by data gives you a
competitive edge

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This document summarizes a webinar on digital marketing priorities for 2018 presented by Imran Farooq. The webinar discusses 7Ps (Pathway, Positioning, Proficiency, Prosperity, Productivity, Propel, Productise) that marketers should focus on to avoid becoming redundant. It encourages marketers to have a clear direction and destination; create a magnetic presence; commit to mastery; get client success quickly; be in a flow state; use tools to accelerate; and generate revenue through productized models. The webinar provides advice on developing one's career from a £20k freedom seeker to a £200k+ master of influence and discusses creating a personal learning plan to focus

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3 ways you're wasting your biddable media budget... and how to fix it!
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How to maximize the returns from your biddable media budget There are more opportunities to buy media than ever before but, do you know exactly where you’re spending your budget, what you’re spending it on and how to optimise your campaigns to get the best returns? In this webinar, Sarah Barker, Head of Biddable Media at digital marketing agency Stickyeyes will take you through the three most common mistakes brands make when investing in biddable media and importantly…how to fix them. You will learn: - The minefield of marketing metrics and how you can use data to understand your audience - Cross-channel cannibalisation and the danger of a silo-mentality - Why last-click attribution isn’t the answer - Risk-taking – why it’s not just for James Bond!

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This document provides tips and techniques for omnichannel marketing. It discusses the importance of viewing the customer experience across all channels from the customer's perspective. The document also outlines key success factors for various stages of the customer lifecycle, including boosting reach through content marketing and paid promotion, encouraging interaction through optimized content and customer journeys, boosting conversion through retargeting and testing, and increasing loyalty through lifecycle marketing and customer experience improvements. Implementation plans and metrics are suggested for each stage.

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9
Stages of Accountability
Denial
marketing is
an art not a
science
Fear
what if my
marketing
doesn't impact
revenue?
Self promotion
hey come see all
my charts
Confusion
i know i should
measure, i just
don't know how
Accountability
revenue starts
with
marketing
10
What stage are you?
Where would you say you are in terms of
your stage of marketing accountability?
1 – Denial
2 – Fear
3 – Confusion
4 – Self-Promotion
5 – Full Accountability
NOTE: There is one answer only per vote
11
The Lingo
 A metric is a number that gives you information about an
aspect if your business.
 Dimensions are attributes that give context to what your
metrics are measuring. More formally: dimensions are
qualitative characteristics, identifying the who, where, and
when of a particular metric
Dimensions
Metrics
12
What is a KPI?
A KPI is a “promoted metrics”
unique to your business

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This document discusses how to measure the performance of content and track return on investment (ROI). It recommends identifying key metrics based on business goals like lead generation, sales, and brand awareness. Common metrics include website traffic, downloads, and social engagement. The document provides a framework for organizing content by channel, type, and goals to ask the right questions of data. It suggests establishing a scoring system and standardizing content to adapt and improve based on insights. Finally, the document outlines calculating content ROI at the campaign, type, and customer lifetime value levels to include in metrics reporting.

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My presentation for the Chartered Institute of Marketing in Leeds updated to cover Smart Insights RACE planning framework for an April 2019 talk for West Yorkshire CIM members.

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13
What are you trying to achieve?
CurationMe Content SaaS Business
Business Objectives
Sell more online
subscriptions
Keep more
customers
Up sell basic
users to next
package
Goal More Sales
Reduce churn
by 20%
Upgrade
packages
KPI MMR Churn Rate
Purchased
Upgrades
Best Case
Worst Case
£20,000
£10,000
25%
15%
50 accounts p/m
20 accounts p/m
14
Micro Goals
 Share content via social media
 Subscribe to newsletter
 Watch video
 Play game
 Use calculators
 Livechat
 Customise a product
 Add product to cart
 View special content
 Store location
 Property search
15
Are you tracking everything?
RACE Macro & Micro Goals Tracking/Goal Type Tracking
Reach Scroll Read Event Tracking
Bounce Rate Dimension in GA
Act Read Blog Dimensions in GA
Watch Video Event Tracking
Live Chat Event Tracking
Social Share Event Tracking
Convert Create Account Destination URL Goal
Activate Account Destination URL Goal
Free Trial Destination URL Goal
Engage Buy Subscriptions Destination URL Goal
Repeat Purchase Destination URL Goal
Upgrade Package Event Tracking
16
What do these guys say?

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17
If you could take 5 to the board?
 Customer Lifetime Value
 Cost of Customer Acquisition
 Churn/Retention Rate by Cohort
 Growth Rate (of customers and revenue)
 Traffic & Customer Acquisition by Channel
Rand Fishkin
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18
Metric Overview
CUSTOMER LIFETIME
In marketing, customer lifetime value (CLV or often CLTV),
lifetime customer value (LCV), or life-time value (LTV) is a
prediction of the net profit attributed to the entire future
relationship with a customer.
19
Metric Overview
LIFETIME VALUE (LTV)
Roughly defined, LTV is the projected revenue that a
customer will generate during their lifetime. This is just
looking at Simple LTV
Annual profit contribution per customer x average number
of years that they remain a customer - the cost of customer
acquisition.
20
Metric Overview
EXAMPLE
Average subscriber is 14 months
based on your churn rate
CPA is £50
They spend £14.96
Your lifetime value is
14.96 * 14 = £209.44 - cost to acquire £50 = £159.44

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If you could take 5 to the board?
 Commitment / Brand Love
 Share of wallet
 Channel preference
 Spend/Frequency
 Coverage (what proportion of spend the top x% of
customers account for)
Edwina Dunn
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Metric Overview
How do you calculate Purchase Frequency?
You can work out your purchase frequency by using this simple
calculation. You can define your time periods to one that best fits with
your business model, here I have just gone ahead with a 1 year period.
This metric is going to tell you the average number of times
that your customers are making a purchase with you over
your chosen time period.
Your Total Orders (365 days) / Unique customers (365 days) = Purchase
Frequency
If you want to understand the time between your customers purchased use this
formula to see how long a typical customer takes before making a repeat
purchase.
365 days / purchase frequency = time between purchases
23
If you could take 5 to the board?
 Sales Made
 Cost of Acquisition
 Monthly Recurring Revenue
 Church Value in £ and # of clients
 Sales Pipeline / Forecast with Dates
Tink Taylor
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Metric Overview
How quickly are your customers leaving you. It is cheaper and easier to
retain customers than it is to get new ones. Monitor churn to understand
how good you are at keeping your customers.
Customers Lost during x period/starting customers = churn rate %
CHURN

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25
If you could take 5 to the board?
 Increased Revenue
 Lowered Costs
 Improved Customer Satisfaction (NPS)
 Increased Capabilities
Jim Sterne
Founder eMetrics Summit &
Digital Analytics Association
26
Metric Overview
The NPS system gives you a percentage, based on the
classification that respondents fall into—from Detractors
to Promoters.
NET PROMOTOR SCORE
https://www.netpromoter.com/
27
Metric Overview
NET PROMOTOR SCORE
So to calculate the percentage, follow these steps:
Enter all of the survey responses into an Excel spreadsheet.
Now, break down the responses by Detractors, Passives, and Promoters.
Add up the total responses from each group.
To get the percentage, take the group total and divide it by the total number of
survey responses.
Now, subtract the percentage total of Detractors from the percentage total of
Promoters—this is your NPS score.
28
Metric Overview
NET PROMOTOR SCORE
(Number of Promoters — Number of Detractors) /
(Number of Respondents) x 100
Example: If you received 100 responses to your survey:
10 responses were in the 0–6 range (Detractors)
20 responses were in the 7–8 range (Passives)
70 responses were in the 9–10 range (Promoters)
When you calculate the percentages for each group, you get
10%, 20%, and 70% respectively.
To finish up, subtract 10% (Detractors) from 70%
(Promoters),
www.npscalculator.com/en

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A webinar for Smart Insights members from Mike Berry, author of "The Best of Global Digital Marketing"

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29
If you could take 5 to the board?
 Ratio of Daily Average Users: Monthly Average
Users (DAU:MAU)
 CPA: Cost Per Acquisition
 CLT: Customer Lifetime Value
 Customer Referral Rate
 Customer Churn
Matthew Eisner
Global Marketing Manager at
Startup Bootcamp
30
Metric Overview
VIRAL GROWTH FACTOR: K
How likely are your users to send on to a
friend/ referrals ?
I = number of invites sent by each
customer
C = the percent conversion of each invite
K = I*C
31
Metric Overview
WHAT IS VIRAL?
Situation 1
1250 users send 2000
invites (2000/1250) = 1.6
580 convert as customers
(580/2000) = 0.29
1.6*0.29 = 0.464
Situation 2
1250 users send 2000
invites (2000/1250) = 1.6
1250 convert as customers
(580/2000) = 0.625
1.6*0.625 = 1
32
Good and Bad Metrics
VANITY METRICS
Feel good measurements to justify marketing spend
 Facebook likes
 Number of names gathered at a trade show
When metrics go wrong…

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33
Good and Bad Metrics
FOCUS ON
QUANTITY, NOT
QUALITY
We have a database of 50,000 people
We created 1 million leads, yadayadayada…..
When metrics go wrong…
34
Good and Bad Metrics
ACTIVITY, NOT
RESULTS
Activity is easy to see and
measure.
Your boss may see this as just
costs going out of the door.
When metrics go wrong…
FINANCE
METRICS
Revenue metrics
Incremental contributions
of individual marketing
programmes.
35
Good and Bad Metrics
LAGGING VS
LEADING
Lagging metrics: Historical, shows you how you are doing, its like reporting
the news, its happened. E.g. sales this month
Leading metrics: Forward looking, number today that predicts tomorrow.
EG pipeline
When metrics go right…
36
Correlated and Casual Metrics
Correlated: Two Variables that
are related - but may be
dependent on something else.
E.g. Ice cream and drowning
Causal: An independent
variable that directly impacts a
dependent one.
E.g. summertime and drowning

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Find a leading, casual metric…
…Find Your Superpower
38
Paired Metrics
Consider matching your KPI with a paired metric
Eg if your KPI is to shorten time on customer enquiries you
should pair this with customer satisfaction.
39
Remember…
If it won’t change how
you behave,
it’s a bad metric.
40
What To Do
FILL OUT RACE FOR MACRO AND MICRO GOALS

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41
What To Do
WHERE ARE YOU GETTING YOUR DATA FROM?
ARE YOU TRACKING THE METRICS YOU NEED TO DO THE MATH?
42
What To Do
WHO ARE YOU REPORTING TO, WHAT DO THEY WANT TO SEE?
Your VP of marketing may
want…
Reach = Events per session
Act = Number of Free Trials
Convert = Return on Investment
Engage = Churn Rate
Your CFO may want…
Reach = Cost per Visitor
Act = Cost per Acquisition
Convert = Return on Investment
Engage = Monthly Recurring
Revenue
43
What To Do…
GET FAMILIAR WITH METRICS AND HOW TO WORK THEM OUT
Your questions please?
All members can also ask questions through our ‘Answers’ community

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Digital Marketing: Key Metrics with Jill Quick & Dave Chaffey

  • 1. Digital Marketing Priorities 2016 Brought to you by: Digital Marketing: Key Metrics Jill Quick Data Driven Digital Marketing Consultant and Trainer Break down the jargon, and understand the concepts needed for a solid data driven approach for your marketing. Learn how to build a KPI dashboard with the right metrics, with insights from key industry influencers, for you to find nuggets of insights that drive your business in a profitable direction.
  • 4. Coming soon… Google Analytics API – Google Sheets dashboard for Expert members
  • 6. 6  We need to get better at this data-drive-metrics-malarkey  A framework for your digital metric planning:RACE  What key metrics should you use?  The good, bad, lagging, leading and casual metrics  Why is this hard work?  Where to go from here, next steps and tips to create your KPI dashboard Agenda
  • 7. 7 About Me  Digital Marketing Consultant and Trainer  Data Driven Approach supporting established brands, start ups and small businesses to make the most out of digital  Lead Instructor at General Assembly  Author for Smart Insights  Loves finding that ‘aha moment’ that drives growth @jillquick https://uk.linkedin.com/in/jillquick01 jill@quick-marketing.co.uk www.quick-marketing.co.uk
  • 8. 8 You are not the colouring in department  The ability to track ROI gives marketing respect  Finding insights backed up by data gives you a competitive edge
  • 9. 9 Stages of Accountability Denial marketing is an art not a science Fear what if my marketing doesn't impact revenue? Self promotion hey come see all my charts Confusion i know i should measure, i just don't know how Accountability revenue starts with marketing
  • 10. 10 What stage are you? Where would you say you are in terms of your stage of marketing accountability? 1 – Denial 2 – Fear 3 – Confusion 4 – Self-Promotion 5 – Full Accountability NOTE: There is one answer only per vote
  • 11. 11 The Lingo  A metric is a number that gives you information about an aspect if your business.  Dimensions are attributes that give context to what your metrics are measuring. More formally: dimensions are qualitative characteristics, identifying the who, where, and when of a particular metric Dimensions Metrics
  • 12. 12 What is a KPI? A KPI is a “promoted metrics” unique to your business
  • 13. 13 What are you trying to achieve? CurationMe Content SaaS Business Business Objectives Sell more online subscriptions Keep more customers Up sell basic users to next package Goal More Sales Reduce churn by 20% Upgrade packages KPI MMR Churn Rate Purchased Upgrades Best Case Worst Case £20,000 £10,000 25% 15% 50 accounts p/m 20 accounts p/m
  • 14. 14 Micro Goals  Share content via social media  Subscribe to newsletter  Watch video  Play game  Use calculators  Livechat  Customise a product  Add product to cart  View special content  Store location  Property search
  • 15. 15 Are you tracking everything? RACE Macro & Micro Goals Tracking/Goal Type Tracking Reach Scroll Read Event Tracking Bounce Rate Dimension in GA Act Read Blog Dimensions in GA Watch Video Event Tracking Live Chat Event Tracking Social Share Event Tracking Convert Create Account Destination URL Goal Activate Account Destination URL Goal Free Trial Destination URL Goal Engage Buy Subscriptions Destination URL Goal Repeat Purchase Destination URL Goal Upgrade Package Event Tracking
  • 16. 16 What do these guys say?
  • 17. 17 If you could take 5 to the board?  Customer Lifetime Value  Cost of Customer Acquisition  Churn/Retention Rate by Cohort  Growth Rate (of customers and revenue)  Traffic & Customer Acquisition by Channel Rand Fishkin Wizard of Moz
  • 18. 18 Metric Overview CUSTOMER LIFETIME In marketing, customer lifetime value (CLV or often CLTV), lifetime customer value (LCV), or life-time value (LTV) is a prediction of the net profit attributed to the entire future relationship with a customer.
  • 19. 19 Metric Overview LIFETIME VALUE (LTV) Roughly defined, LTV is the projected revenue that a customer will generate during their lifetime. This is just looking at Simple LTV Annual profit contribution per customer x average number of years that they remain a customer - the cost of customer acquisition.
  • 20. 20 Metric Overview EXAMPLE Average subscriber is 14 months based on your churn rate CPA is £50 They spend £14.96 Your lifetime value is 14.96 * 14 = £209.44 - cost to acquire £50 = £159.44
  • 21. 21 If you could take 5 to the board?  Commitment / Brand Love  Share of wallet  Channel preference  Spend/Frequency  Coverage (what proportion of spend the top x% of customers account for) Edwina Dunn CEO Startcount
  • 22. 22 Metric Overview How do you calculate Purchase Frequency? You can work out your purchase frequency by using this simple calculation. You can define your time periods to one that best fits with your business model, here I have just gone ahead with a 1 year period. This metric is going to tell you the average number of times that your customers are making a purchase with you over your chosen time period. Your Total Orders (365 days) / Unique customers (365 days) = Purchase Frequency If you want to understand the time between your customers purchased use this formula to see how long a typical customer takes before making a repeat purchase. 365 days / purchase frequency = time between purchases
  • 23. 23 If you could take 5 to the board?  Sales Made  Cost of Acquisition  Monthly Recurring Revenue  Church Value in £ and # of clients  Sales Pipeline / Forecast with Dates Tink Taylor Founder Dot Mailer
  • 24. 24 Metric Overview How quickly are your customers leaving you. It is cheaper and easier to retain customers than it is to get new ones. Monitor churn to understand how good you are at keeping your customers. Customers Lost during x period/starting customers = churn rate % CHURN
  • 25. 25 If you could take 5 to the board?  Increased Revenue  Lowered Costs  Improved Customer Satisfaction (NPS)  Increased Capabilities Jim Sterne Founder eMetrics Summit & Digital Analytics Association
  • 26. 26 Metric Overview The NPS system gives you a percentage, based on the classification that respondents fall into—from Detractors to Promoters. NET PROMOTOR SCORE https://www.netpromoter.com/
  • 27. 27 Metric Overview NET PROMOTOR SCORE So to calculate the percentage, follow these steps: Enter all of the survey responses into an Excel spreadsheet. Now, break down the responses by Detractors, Passives, and Promoters. Add up the total responses from each group. To get the percentage, take the group total and divide it by the total number of survey responses. Now, subtract the percentage total of Detractors from the percentage total of Promoters—this is your NPS score.
  • 28. 28 Metric Overview NET PROMOTOR SCORE (Number of Promoters — Number of Detractors) / (Number of Respondents) x 100 Example: If you received 100 responses to your survey: 10 responses were in the 0–6 range (Detractors) 20 responses were in the 7–8 range (Passives) 70 responses were in the 9–10 range (Promoters) When you calculate the percentages for each group, you get 10%, 20%, and 70% respectively. To finish up, subtract 10% (Detractors) from 70% (Promoters), www.npscalculator.com/en
  • 29. 29 If you could take 5 to the board?  Ratio of Daily Average Users: Monthly Average Users (DAU:MAU)  CPA: Cost Per Acquisition  CLT: Customer Lifetime Value  Customer Referral Rate  Customer Churn Matthew Eisner Global Marketing Manager at Startup Bootcamp
  • 30. 30 Metric Overview VIRAL GROWTH FACTOR: K How likely are your users to send on to a friend/ referrals ? I = number of invites sent by each customer C = the percent conversion of each invite K = I*C
  • 31. 31 Metric Overview WHAT IS VIRAL? Situation 1 1250 users send 2000 invites (2000/1250) = 1.6 580 convert as customers (580/2000) = 0.29 1.6*0.29 = 0.464 Situation 2 1250 users send 2000 invites (2000/1250) = 1.6 1250 convert as customers (580/2000) = 0.625 1.6*0.625 = 1
  • 32. 32 Good and Bad Metrics VANITY METRICS Feel good measurements to justify marketing spend  Facebook likes  Number of names gathered at a trade show When metrics go wrong…
  • 33. 33 Good and Bad Metrics FOCUS ON QUANTITY, NOT QUALITY We have a database of 50,000 people We created 1 million leads, yadayadayada….. When metrics go wrong…
  • 34. 34 Good and Bad Metrics ACTIVITY, NOT RESULTS Activity is easy to see and measure. Your boss may see this as just costs going out of the door. When metrics go wrong… FINANCE METRICS Revenue metrics Incremental contributions of individual marketing programmes.
  • 35. 35 Good and Bad Metrics LAGGING VS LEADING Lagging metrics: Historical, shows you how you are doing, its like reporting the news, its happened. E.g. sales this month Leading metrics: Forward looking, number today that predicts tomorrow. EG pipeline When metrics go right…
  • 36. 36 Correlated and Casual Metrics Correlated: Two Variables that are related - but may be dependent on something else. E.g. Ice cream and drowning Causal: An independent variable that directly impacts a dependent one. E.g. summertime and drowning
  • 37. 37 Find a leading, casual metric… …Find Your Superpower
  • 38. 38 Paired Metrics Consider matching your KPI with a paired metric Eg if your KPI is to shorten time on customer enquiries you should pair this with customer satisfaction.
  • 39. 39 Remember… If it won’t change how you behave, it’s a bad metric.
  • 40. 40 What To Do FILL OUT RACE FOR MACRO AND MICRO GOALS
  • 41. 41 What To Do WHERE ARE YOU GETTING YOUR DATA FROM? ARE YOU TRACKING THE METRICS YOU NEED TO DO THE MATH?
  • 42. 42 What To Do WHO ARE YOU REPORTING TO, WHAT DO THEY WANT TO SEE? Your VP of marketing may want… Reach = Events per session Act = Number of Free Trials Convert = Return on Investment Engage = Churn Rate Your CFO may want… Reach = Cost per Visitor Act = Cost per Acquisition Convert = Return on Investment Engage = Monthly Recurring Revenue
  • 43. 43 What To Do… GET FAMILIAR WITH METRICS AND HOW TO WORK THEM OUT
  • 44. Your questions please? All members can also ask questions through our ‘Answers’ community

Editor's Notes

  1. Relate to different roles of attendees and to introduce
  2. if we are going to change the way people see marketing, as the rev maker not revenue taker then we must get better at
  3. credit to Marketo 5 stages of accountability from 2007
  4. Pool ask people on the webinar where they are.
  5. More formally: metrics are quantitative measures, describing events or trends on a website. Metrics typically look at two aspects: scale (or volume) and efficiency. Scale tend to be regular numbers, such as Visits or Time-On-Site. Efficiency are expressed as a ratio, as with Return-On-Investment (ROI) or Average Order Value (AOV).
  6. A KPIs can be UNIQUE to your business. Best practices" are what works well for most businesses in a given industry. example AOV metrics you could report on for commerce - number of orders, conversion rate , AOV
  7. identify your objectives do you have a goal to show the metric has happened what is the kph for that goal set expectations - best case worst case
  8. macro and micro goals map it all to race what type of tracking do you need to see if it is working and then check to see if its tracked or not
  9. Knowing this, would you up the budget? would you invest in keeping them for 15 months ?
  10. Churn/Retention Rate by Cohort Growth Rate (of customers and revenue) Traffic & Customer Acquisition by Channel
  11. Net Promoter or Net Promoter Score (NPS) is a management tool that can be used to gauge the loyalty of a firm's customer relationships. It serves as an alternative to traditional customer satisfaction research and claims to be correlated with revenue growth.
  12. Net Promoter or Net Promoter Score (NPS) is a management tool that can be used to gauge the loyalty of a firm's customer relationships. It serves as an alternative to traditional customer satisfaction research and claims to be correlated with revenue growth.
  13. Vanity. don't just measure whats easy Marketers can sometimes end up using metrics that stand in for the big ones…….like profit and revenue
  14. Too many cooks…
  15. costs going out of the door frame the question - what you do links back to the bottom line. Revenue metrics - the impact marketing has on company performance Marketing programme performance metrics - incremental contributions of individual marketing programmes. Don't forget about your cohorts and segmentation