This document discusses achieving meaningful measurement through integrated dashboards framed around the customer decision journey. It begins with many organizations starting from a place of multiple spreadsheets and ad-hoc reporting. The first steps involve connecting KPIs to objectives and reporting metrics in the context of awareness, action, and advocacy stages. The goal is to create live, multi-channel dashboards with metrics tied to KPIs and objectives that are customer-focused rather than platform-focused. Common challenges include having multiple separate reports and limited priority/engagement with digital metrics. Attribution modelling is also tentatively explored to better understand impact across channels.

1. A journey to
meaningful
measurement
Stats that matter
Beth Granter
April 2014
@bethgranter
brilliantnoise.com

2. A journey to meaningful measurement
- How to achieve live integrated dashboards
framed by customer decision journey
- From a starting point of multiple spreadsheets,
ad-hoc reporting
- Organisational implementation
- Challenges
- What’s next?

3. Customer journeys

4. Forrester engagement framework

5. IAB framework

6. The customer (or campaigner, or
fundraiser) decision journey
Model first published Harvard Business Review
Mckinsey & Co’s Consumer Decision Journey Model
(or take campaign action,
or donate)

7. Awareness Action Advocacy
Traffi
c
Bounce-rate
View
s
Uniques
Sign-ups
Com
m
ents
Dow
nloads
Tim
e
w
atching
In-bound
links
Recom
m
endations
M
entions
Positive
sentim
ent
Engagement
Scale and control
Returns
Purchases
M
edia
uploads
Fans&
follow
ers
Blog
posts
Engagement
Low effort / cost High effort / cost
The three As

8. Multi channel
integrated
dashboards

9. Multi channel integrated dashboards
- Multiple users
- Live data
- Meaningful as connected to KPIs
- Actionable as each metric challenged
- CDJ simplified (Awareness, Actions, Advocacy)
- Customer focused not platform/channel focused

10. Integrated dashboards
Awareness

13. From
spreadsheets...

14. Where many start their journey
- No measurement framework
- Ad-hoc digital stats reporting
- Multiple spreadsheets
- Reporting not tied to KPIs
- KPIs not tied to objectives

15. First steps
- Connect KPIs to objectives
- E.g.
Objective: increase reach of brand content
KPI: website visits, Facebook reach, Twitter followers,
email opens
- E.g.
Objective: increase advocacy
KPI: NPS, Facebook shares, retweets

16. Multi-channel
Report metrics in context of awareness, action and
advocacy stages of CDJ

17. Multi-channel

18. Multi-channel

19. Social insights
Additional, separate monthly social report based on
Brandwatch data, provided as PDF document

20. Mid level progress
- Partial measurement framework
- KPIs tied to objectives
- Integrated multi-channel spreadsheets (sales,
membership, email, social, website)
- Monthly stats and insights reporting
- Reporting still not tied to KPIs and not all actionable

21. Towards
actionable
metrics
4

22. Actionable metrics
- Ask the question, “what action should I take as a
result of this metric going down?”
- If unknown, what is the purpose of reporting on the
metric?
- What knowledge will you gain about customer
behaviour as a result of knowing about that stat?
- Many stats don’t tell a clear story e.g. bounce rate

23. Rationalising metrics
- What stage of the CDJ are we measuring?
- What channel are we measuring?
- What is the metric?
- Do you need daily/weekly/monthly data points?
- Where does the data come from?

24. Rationalising metrics
- Is there an API where you can get the data from?
- What will this metric tell us?
- Is this metric covered by another metric you’re
already reporting on?
- How often do you need to look at this metric?

25. Rationalising metrics
- What action could you take as a result of this metric
going down (or up)?
- What impact would that action have on the
organisation?
- Based on all of the above, what’s the value of this
metric out of 5?
- Would this metric be useful to others in the
organisation, not just centrally?

26. Picturehouse Cinemas: rationalising metrics
- Start with the customer decision journey
- Define organisational objectives based on CDJ
- Derive departmental objectives from organisational
- Define KPIs from objectives
- Check relevance
rationalising
metrics

27. Action focused
measurement
framework
our
branch
branch
branch
branch
branch
branch

28. Live data, daily data points
- Live data means you can be more responsive. Monthly
reports sometimes provide the information when it’s
too late to act.
- Daily data points mean you can see exactly when
something happened, rather than a broad trend. This
makes it easier to understand why numbers changed.

29. Customer before platform
- Presenting reports with data grouped by phase of the
customer decision journey rather than by channel
better reflects the user experience
- Makes recommendations / actions customer focused
- Makes your organisation customer focused

30. Advanced measurement & reporting
(reminder)
- Multi-channel integrated dashboards
- Multiple users (building a culture of data)
- Live data
- Meaningful as connected to KPIs
- Actionable as each metric challenged (avoid vanity metrics!)
- CDJ simplified (Awareness, Actions, Advocacy)
- Customer focused not platform/channel focused

31. Detail remains in platform specific tools

32. Common
challenges
5

33. Common challenges
- Multiple reports remain
- Competing priorities of different reports, limited time
- Priority of social/digital culturally (“what’s the impact
on the bottom line?”)

34. Goals
- Create a unified dashboard: incorporate sales data
with website, social, online
- Prove (some of) the value of social (attribution
modelling), to increase priority of social/digital
culturally, and improve engagement with data
- Regularly re-evaluate how actionable the insights
really are around each metric

35. Some final thoughts…
- In itself, reporting is unlikely to drive a cultural change
- Make data/stats central to people’s roles and reviews
- Ensure reports are highly valuable and actionable, not just
box checking
- Less is more – start with minimum essential metrics to get
reporting embedded
- Keep metrics framed in context of why they’re important
e.g. what organisational objective do they relate to?

36. Summary
- Start with the customer decision journey
- Define organisational objectives based on CDJ
- Derive departmental objectives from organisational ones
- Define KPIs from objectives
- Present data in terms of CDJ (customer focused not platform
focused)
- Integrate channel data where possible
- Check relevance – what are you going to do about it? If unsure, cross
reference with assumed ideal actions (but don’t start with these)
- Keep detail in channel specific tools

37. Attribution
modelling
6

38. Tentative steps in attribution modelling
- Consider impact of
online on offline
sales (voucher
codes)
- Google Analytics:
multiple touch
points not just last
visit conversion

39. Tentative steps in attribution modelling
Google Analytics: multiple touch points not just last
visit conversion

40. Tentative steps in attribution modelling

41. Tentative steps in attribution modelling

42. Tentative steps in attribution modelling

43. The end!
Questions?
Stats that matter
Beth Granter
April 2014
@bethgranter
brilliantnoise.com