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How to manage and measure a digital action plan: what are the right performance indicators?
Unlike other media, the Internet doesn’t exactly suffer from a lack of data or traceability – quite the contrary!
These two seemingly separate problems are linked because they both come from the same starting point: when we start at the operations level, comparing the web and TV (for instance) could give us the impression we are mixing apples and oranges, and may lead to endless debates. To know what we should measure, we shouldn’t start by looking at what we can measure, but rather by examining the results we want to achieve, and what our criteria of success and failure would be. This approach immediately makes the apparent singularity of any digital strategy stand out: the good and bad practices we can find described in abundance should serve only as a source of inspiration, never as a model to be applied literally (and the same goes for KPIs), since integration and the contribution of digital media to a company strategy can vary widely from one company to another, and from one possible strategy to another.
Depending on the strategy chosen, an indicator may be key for one company, and less important for another, as in the example above.
KPIs relating to final objectives are those which confirm the strategy chosen, the ultimate goal of which could be the sustainability of the company, its sale within 5 years or keeping its commitments (to shareholders, etc) in terms of sales targets, margin, profitability, financial stability… Once they have been defined by senior management, they are then broken down at a functional level in line with the strategy. Intermediate KPIs are those we can check along the way to confirm that we are on the right track, but they should not be thought of as goals in themselves. How to steer a project is something that can be defined retrospectively in relation to the strategic goals to be achieved, not from the data available at the moment: we move forward by looking at the distance to the horizon, not by looking down at our feet!
In conclusion, you don’t need to be a web expert to set up good KPIs for your objectives and to steer a strategy. The following and final article of this series focuses on how to integrate digital innovation in a permanent way to a digital communication strategy.
BUTTER CAKE – Digital Food For ThoughtButter Cake a pour objectif le partage d’expertises et d’experiences, a travers une approche plutot detaillee et developpee des sujets abordes, notamment dans les interviews realisees. Enter your email address to subscribe to this blog and receive notifications of new posts by email. Begin with a plan and strategy for integrating marketing communications between your print and online efforts. Keep the feel and look of each printed piece similar to one another as well as any online advertising you do and your website.
If you are promoting an event, product, or service through your print advertising and you are directing your target audience to your website, direct your target audience toward a specific landing page that looks very similar to your print advertising. Integrating your print and online efforts is part of your IMC (Integrated Marketing Communications) effort. If you are selling products, it may not be cost effective to have everything you offer online, in print. When possible, use video on your website to further illustrate or demonstrate your product or services. Integrating marketing communications between print and online channels is not rocket science, the key ingredient is to keep both your print and your online collateral, consistent in look and message.

This is the starting viewpoint that distorts the situation: if we start focusing on operations and what is measurable, any additions or comparisons will be shortsighted and made at the wrong level. It provides so much data and so many indicators that the risk is more one of going “measuring-crazy” in a way that is of no more help than their total absence, as it creates bias. Is it really useful to measure absolutely everything, or is it more a question of defining the right indicators based on the objectives sought? They can only be compared from the strategic perspective, looking to see at which level each action contributes, and how – both quantitatively and qualitivately. At a company strategy level, this means that the role of the Internet, in its different components and possible contributions to strategy, has been clearly defined (with a margin of error and with slight room for adjustment based on feedback, of course). Internet and mobile goals and targets must therefore be linked to strategic objectives if we want to know the level at which they are situated and how to compare them to other channels, before we put down our nose to the webanalytics grindstone. For this reason, we need to be able to prioritise KPIs and differentiate between those relating to final objectives and those which are more tactical. What may seem obvious is in fact a mistake that is commonly made, often as a result of strong internal pressure to “show” results. If we check more regularly than that, we risk moving away from strategic steering to the tracking of tactical indicators. How easily and how quickly certain data can be collected on the Internet can allow for a more regular monitoring during the launch phase, for instance, or during the test phase, but this should not be used to create an artificial “rush” that contributes to one of the misconceptions that exist about the Internet: no, everything is not immediate – the customers or clients on the other side are the same human beings, whether they are clicking a link or passing in front of your store.
It is a question of common sense and logic, which requires the strategy and the priorities to be clearly defined. Interview Audrey Neveu, developpeuseAudrey Neveu interview on Programming Introduction to children – Devoxx4Kids dans Comment initier les enfants a la programmation ?
Ce qui m’interesse et m’inspire, c’est de decouvrir et de comprendre le fonctionnement et la maniere de reflechir de mes interlocuteurs, et cette richesse ne peut se reveler qu’en y consacrant un peu de temps.
In this post, I wanted to share with you 7 tips for actually integrating marketing communications between your print campaigns and your online marketing campaigns.
Ensure that your printed message is in sync with your online message and that your online message is in sync with your printed message.
You want to not only tie in the two delivery channels, but it isA  a good idea to have a separate landing page to track and see if the message on your print advertising is working. You can look at the two as separate communication channels that are tied together as part of your brand image. However, if you are promoting a product or have a small catalog, then you need to ensure that the products showcased in your print advertising is available online, because your customers will look for more information n about it fromA  your website.
Give your reader an incentive for visiting you online where you can provide more information and resources about your products and services.
If you would like to learn more about integrating marketing communications, visit the journal of IMC from Northwestern University.

We need to start from strategic objectives and criteria for success and failure to define the right indicators, and to avoid confusing indicators relating to goals with tactical indicators.
On the one hand, it can lead to too much importance being placed on quantative data at the expense of a qualitative assessment of the events measured; and on the other hand, it can restrict the freedom to stand back and reflect, any missing link between two pieces of information becoming problematic, to name but two. Is it useful to have hordes of indicators if we can’t get a view of how the different types of actions interact, not only on the web but also with other media and channels? Confusion often exists between these two types of indicators, not least because of the mechanics of how businesses are run: what is simply a tactical indicator for a senior manager may become a goal for her direct report!
As part of a communications campaign, for instance, TV or radio audiences are measured after several months, and the same is true for measuring brand awareness or brand image.
For instance, setting up actions aimed at improving SEO could take quite some time before they have a visible impact, and we need to accept that we will have to wait to see the results before changing strategy again. The right level of tactical indicators for monitoring the different actions may require more extensive web expertise, in particular knowledge of the different tools available, but this should not lead to madly “measuring everything” or you risk losing track of the real objective.
If your printed piece looks completely different than your online efforts, chances are you will be confusing your audience and hurting your bottom line. Always reference your online presence; website, social media channels, on your print advertising. Working like this may make it easier to create dashboards at the beginning of the year or set annual objectives for employees, but it also means that the company can become blinkered in a way that prevents it from changing tactics en route! We need to know beforehand what we expect from each level and frequency of measurement, to be sure that we don’t miss our target, and to remain measured in our judgement: we mustn’t move too quickly, but we mustn’t wait too long before making adjustments either.
Even buying key words can take a few weeks, for instance, depending on how long you have been a client of Google. Benchmarks and case studies available on the market can be especially useful and interesting when launching new actions – it is up to the company to apply its own experience and establish its own internal criteria, which is the only way it can be sure to follow its own path rather than being forever dependent on trends and the strategies of others. The opposite holds true for placing and catalog, brochure, or print promotion on your website for download by your visitors and customers.
The final objective should be the same for all employees, whatever their position in the hierarchy of the department. We mustn’t forget that dashboards and scorecards are tools to help manage an activity, and they are not the activity itself: setting up a rate for reporting that is faster than the time needed for the actions to take effect can create internal pressure to produce figures in a way that means teams spend more time filling out Excel spreadsheets than working on the actions themselves, and can even lead to decisions being taken simply to be able to complete a scorecard on time.
It isn’t the goal that needs to be adjusted at different hierarchical levels, but the room for manoeuvre that exists in the contribution required to achieve it.
Tactical indicators can show both the “right” track and the “wrong” track: thresholds for alerts, levels under which certain measurements should not fall, etc.

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