1

Post Graduate Program in Business Analytics

MMCRM: Marketing Metrics

Prof. Jones Mathew, PhD

Great Lakes Institute of Management, Gurgaon
jones.m@greatlakes.edu.in
2018
 2

Agenda
• Marketing metrics and firm performance
• Customer intelligence - scope
• Conceptualizing marketing measurement and
marketing metrics
• Measuring customer experience for profitability
• Product category and customer profitability metrics
• Sales force and channel metrics
• Advertising; social media and web metrics
• CMO Metrics
 3

Firms that cannot measure performance at the

customer level may be failing to understand the
outcomes of successful marketing programs and
decisions.
 4

Measuring marketing
• ‘Marketing’ => management process responsible for
identifying, anticipating & satisfying customer
requirements profitably
• For most marketers therefore measuring profitability is
the main imperative; as there are only 4 or 5 ways to
make more money:
• More customers
• Buying more products
• More often
• At higher prices
• And/or with lower costs
 5

Metrics and marketing metrics

• A metric is a system that quantifies a trend to explain
a phenomenon, diagnose causes, share findings, and
project the results of future events

• Marketing metrics are simply measures marketers can

use to assess both the efficiency (doing things right –
e.g. speed; frugality) & effectiveness (doing the right
things – e.g. customer satisfaction; value; loyalty); of
both their strategic & tactical marketing efforts.

(Jobber, 2010)
 6

Why metrics?

• “If you can’t measure it, you can’t manage it” (Kaplan & Norton, 1996)

• There is a drive towards quantitative measurement and

evaluation in marketing

• Today Marketing Managers need to quantify market

opportunities and competitive threats, to justify the
financial risks and benefits of their decisions
 7

Marketing
Metrics:
What is to
be
measured

(Farris et al., 2011)

 8

Walmart – increasing “share”

• Walmart – continues to open retail stores, more customers are
buying gifts, apparel and groceries from Walmart, 22% of
consumers buy groceries from Walmart only, Walmart keeps
pushing the share of hearts, minds and markets ownership.

• Market share appears simple. Us/(Us+Them). Who is Them?

How is the competitive universe to be defined? Which units are
to be used? Where in the value chain do we capture our
information?
 9

Marketing measurements:
I. Customer Experience
 10

Customer Experience (CE)?

• CE is the internal & subjective response customers
have, to any direct or indirect contact with a
company (Meyer and Schwager, 2007)

• Direct contact mostly occurs in the course of purchase,

use, and service and is usually initiated by the customer
• Indirect contact most often involves unplanned
encounters with representatives of a co.’s products,
services, or brands; and takes the form of word-of-
mouth recommendations or criticisms, advertising, news
reports, reviews etc.
 11

Why CE has become paramount

• The new service-dominant logic of marketing posits co-creation of value, with the
brand per se as the ‘experience’ (Vargo et al., 2004)

• Co-creation involves customers engaging in dialogue & interaction with service

providers during – product design, production, delivery & subsequent
consumption

• So, branding is NOT so much about advertising & conventional brand-related

activities, but about building processes to shape customer experience (Frow &
Payne, 2007)
• Changing consumer behavior perspectives – from the traditional information-
processing (CAB) & decision oriented approach to the experiential perspective
(utilitarian vs emotional/symbolic motive of consumption)
• Value resides not in the object of consumption but in the experience of
consumption.
 12

Interpreting CE: Retail

• Many retailers are realizing that their growth &

profitability are being determined by the little things that
make a big difference in customer satisfaction & loyalty.
For instance –
• Easy interactions between the customers & the firm
• Consistency of the message across all the communication
channels, providing multiple channels to interact and shop
• Being responsive to customer needs & feedback

(Grewal et al., 2009)

 13

Determinants of CE
• The secret to a good CE isn’t the multiplicity of features
on offer
 14

Determinants of CE
The brand story/image also shapes CE by embedding the fundamental
value proposition in every feature of the offering
 15

Determinants of CE
CE is majorly a function of what happens at various “touch points”: i.e.
instances of direct contact either with the product/service itself; or with
representations of it by the company; or some 3rd party.

Finally, CE can also be shaped by market conditions, the competition,

and the customer’s personal situation
 16

The customer experience landscape

MARCOM
Previous
Experience Continuous Measurement and Improvement
W-o-M

Thoughts

Expectation
+ Interaction
= Customer
Experience Impact
Behavior
What do
users think about Are our • Customer
us? customers: Conversion
What do Engaged? • Brand Retention
How do they users do?
expect to be Frustrated? • Productivity
treated? What are they • Customer Service
thinking? Confused?
What do they • Revenue
want to do? Do they succeed? Why?
Maximization
 17

Customer Experience Mgt. versus CRM

• CEM and CRM differ in their subject matter, timing,
monitoring, audience, and purpose
CEM

(Meyer and Schwager, 2007)

CRM
 18

Measures of Customer Experience(CE)

• Most popular CE metrics are –
• Customer satisfaction
• Net Promoter Score

• Companies are increasingly also trying to measure the–

• Impact of CE on customer retention
• Impact of CE on revenue
• Impact of CE on CLTV
 19

Measures of CE contd…
METHOD FOCUS
Identify the most satisfied customers. Build “voice of
customer” research into the customer relationship
Customer development process to track what people DO, not
satisfaction just what they SAY. Calibrate what they DO with what
they SAY.
Identify those who promote or recommend your
Net Promoter company. Track recommendations & results, correlate
Score to profit patterns.
Data-mine for those who bought most recently, most
RFM frequently and those who have made the largest
Transactional purchases. Improve upon predictive modeling by
Analysis adding real-time operational data to historical data.
 20

Measures of CE contd…
METHOD FOCUS
Calculate CLTV, the potential future profits expected
from customers. Linked either to attitude/perception
research or to cash flow. Link CLTV to profit not just
CLTV cash-flow; the customer relationship development
process; and what people DO and not just what they
SAY.
Compare customers’ anticipated CLTV or contribution
CLTV to to profit to their actual contribution in real-time. Track
Contribution customer relationship metrics & patterns to see what
to Profit customer interactions lead to success or failure to
repeatedly and continuously improve the process.
 21

Measures: (1) Customer Satisfaction

• Measures: The no. of customers (or % of total customers) whose
reported experience with a firm and its products/services exceeds
specified satisfaction goals
• Purpose: Indicates likelihood of repurchase. Reports of dissatisfaction
show aspects that require improvement to enhance loyalty.
• Process: Generally measured on a 1 to 5 scale, in which customers
declare their satisfaction with a brand in general or with specific
attributes

3. 5.
1. 2.
Neither 4. Somewhat
Very Somewhat Very
satisfied nor satisfied
dissatisfied dissatisfied satisfied
dissatisfied

• Peripheries: Subject to response bias; Captures views of current

customers, not lost customers; Satisfaction is a function of
expectations.
 22

(2). NPS aka “Willingness to recommend”

• Measures: The percentage of surveyed customers who indicate

that they would recommend a brand to friends
• Purpose: Shows strength of loyalty, potential impact on others.
• Process: Generally measured via ratings across a 1–10 scale.
• 9-10 (Will almost certainly recommend) Promoters
• 0-6 (will almost never recommend) Detractors
• 7-8 (might/might not recommend) Passives
• (% Promoters - % Detractors = NPS)
 23

(3) CLTV
• Measures: The present value of the future cash flows attributed
to the customer relationship

• Purpose: Customer relationship management decisions should be

made with the objective of improving CLTV. Acquisition budgeting
should be based on CLTV.

• Process: Requires a projection of future cash flows from a

customer relationship. Easier to do in a contractual relationship.
 24

Calculating CLTV
• In general CLTV for a customer can be written as -

• CLTV (Rs)= Margin (Rs) x Retention Rate (%)

-------------------------------------------------------------------
[1+Discount Rate (%)-Retention Rate (%)]

• CLTV is a multiple of the (cash) margin

• The multiplicative factor represents the present value of the expected
length (number of periods of the customer relationship)
• If the retention rate is zero the customer will never be retained
• If the retention rate is one (1) the customer will be retained in perpetuity
• https://blog.kissmetrics.com/how-to-calculate-lifetime-value/?wide=1
 25

CLTV Exercise - 2
• In 2017 a cruise ship company had the following information on
its customers
• In 2012 the cruise ship acquired 6094 customers
The average
• These 6094CLTV of eachwere
customers customer is Rsfor
observed 27,916,614/
five years 6094 = Rs. 4581. Right
now they
• The arenet
total spending
presentRsvalue
3000ofinthese
marketing to acquire
customers each customer.
was found to be Rs. This
means there is a margin of Rs 1581 for more spending that can happen. But if
27,916,614.
the company spends more the profitability comes down. Therefore the
• Beforemust
marketer they make
beganathis
veryanalysis, thecall
calculated company
how muchwould
morenottospend
spend.more
than Rs. 3000 acquiring each customer

• What is your suggestion on whether they are already spending too much
on acquiring each customer?
• Can they spend more?
• How and why?
 26

(4) Net Promoter Score

• Measures: the degree to which current customers will
recommend a product, service or company
• Purpose: to measure how well the brand or co. is succeeding in
creating satisfied, loyal customers.
• Process: Customers are surveyed and asked (on a 10 point scale)
how likely they are to recommend the co./brand to a
friend/colleague, based on which customers are divided into –
• Promoters (willing to recommend)
• Passives (satisfied but unenthusiastic customers)
• Detractors (unwilling to recommend)

• NPS = (% of Promoters) – ( % of Detractors)

 27

Interpreting the NPS Score

• Let’s say NPS (1) is:
• 30% Promoters, 40% Passives, 30% Detractors.
• NPS = ZERO
• This could mean the market is polarized, it is ambivalent, or 100% Passive

• Now let’s say a competitor takes away 2/3rds of the detractors. What
happens to NPS now?
• 30% Promoters becomes (30%)/(100%-20%)= 37.5% of customers remaining
• 40% Passives becomes (40%)/(100%-20%)=50% of customers remaining
• 30% Detractors becomes (30%-20%)/(100%-20%) = 12.5% of customers remaining.
• When NPS is recalculated, the score becomes? 37.5%-12.5% = a very healthy
looking 25% +. How do you interpret this result?
• Lesson: The numbers have to be understood PROPERLY to make the right decision
 28

II. Product category & customer

profitability metrics
• What volumes can marketers expect from a new product?
• How will sales of existing products be affected by the new
launch? (cannibalization metrics)
• Is brand equity increasing or decreasing?
• Product Metrics: Trial; Repeat Volume; Penetration; YoY Growth;
CAGR etc.
• Customer Profitability Metrics: CLTV; RFM Analysis; Avg.
Acquisition Cost; Avg. Retention Cost; Customer Cost
 29

Acquisition versus Retention Cost

• Measures: the firm’s cost of acquisition and retention

• Avg Acquisition Cost (Rs) = Acquisition Spending (Rs)

------------------------------------------------------------
Number of Customers Acquired (#)

• Avg Retention Cost (Rs) = Retention Spending (Rs)

------------------------------------------------------------
Number of Customers Retained (#)
 30

Acquisition versus Retention Cost- Ex

• During 2017, a pest control company spent Rs 1.4 million and
acquired 64,800 customers. Of the 154,890 customers that
existed at the beginning of the year, only 87,957 remained at the
end of the year despite the company having spent Rs 500,000 in
the year to retain the beginning of the year number of
customers.
• Calculate the AAC, ARC and interpret the meaning of the findings.
• AAC = 1400000/64800 = Rs. 21.60
• ARC = 500000/87957 = Rs. 5.68
• Interpretation: The cost of acquiring a new customer for the
company is approximately 4 times the cost of retaining an
existing customer.
Venkatesh/MM-CRM/GLIM-PGPBA/2016 31
 32

III. Sales force and channel metrics

• Measure the adequacy & effectiveness of systems that provide
customers with reasons & opportunities to buy their products – i.e.
sales & distribution
• Pipeline analysis: useful in sales forecasting & allocating sales force effort in
different stages of sales process. e.g. Workload (calls/day); Successful
calls/day; Target achievement; Sales potential forecast etc.
• Product distribution and availability: e.g. Listing (% stores carrying co. brand);
Product Category Volume (share in penetrated outlets for the category); All
Commodity Volume (yields the degree to which given brand has access to
retail traffic) etc.
• Marketing logistics tracking metrics: Measure the operational effectiveness of
the systems that service retailers/distributors. e.g. Inventory turns; Out-of-
stocks; Service levels achieved etc.
• Profitability/efficiency metrics: basically to measure RoI. e.g. –
• Gross Margin RoI = Margin/Avg. Rs. Value of Inventory Held (this is a measure of
RoWC –Return on Working Capital - invested in inventory)
 33

Sales Force Coverage: Territories

• Workload = [Current Accounts (#) x Avg Time to Service an Active Account] +
[Prospects (#) x Avg Time to Convert Prospect into Active Account].

• Sales Potential (Rs) = Number of Possible Accounts x Buying Power (Rs).

[Buying Power is a factor of average income levels, number of businesses in

territory, average sales to those businesses, and population demographics.]

Ex: A copier manufacturer identifies 6 SEs, 8 MEs and 3LEs in its territory
with annual copier purchases worth Rs 50,000, Rs 85,000 and Rs 120,000
p.a. respectively. What is the sales potential?
Sales Potential (Rs) = (6*50,000) + (8 * 85,000) + (3*120,000) = Rs.
13,40,000
 34

Sales Force Effectiveness Ratios

• =Sales (Rs)/No. of Customer Contact Calls
• =Sales (Rs)/No. of Potential Accounts
• =Sales (Rs)/No. of Active Accounts
• =Sales (Rs)/Buying Power (Rs)
• =Expenses (Rs)/Sales (Rs) – also called Cost of Sales
• =Total Sales (Rs)/ Rupee Sales of New Accounts
• =Total Sales (Rs)/Rupee Sales of Old Accounts

• What does it suggest if a salesperson’s “sales to contact calls” ratio is low?

• LACK OF CLOSING SKILLS/INABILITY TO MOVE CUSTOMERS TO BIG TICKET
ORDERS
• What is suggested if “sales per potential account” of a salesperson is low?
• POOR PROSPECTING AND LEAD DEVELOPMENT
 35

Sales Funnel Metrics

COLD LEAD INTEREST

CREATION

WARM LEAD

PROSPECTS
PRE-
1ST
MEETING PURCHASE

2ND MEETING
PURCHASE
SALE

DELIVERY POST
PURCHASE
 36

Spreadsheet Sales Funnel

Interest Creation Pre-Purchase Purchase Post Purchase
Sales Cold Warm Prospects 1st 2nd/3rd Delivery Support
person Leads Leads Meeting Meeting
Ravi 56 30 19 5 4 3 25
Mohan 79 51 33 16 7 5 35

• Ravi and Mohan’s boss, Madhulika wants to forecast the number of sales that will require
fulfillment in the next 5 months. Certain historical averages are available to Madhulika to
make the forecast. They are:
• 2% of cold calls are converted into sales
• 14% of warm calls are converted into sales
• 25% of prospects are converted to sales
• 36% of customers who agree to a first meeting are converted to sales
• 53% of customers who agree to a purchase meeting are converted to sales

• The Upcoming Sales then becomes =

[(56+79)*2%]+[(30+51)*14%]+[(19+33)*25%]+[(5+16)*36%]+[(4+7)*53%]=approx 41
 37

Sales Goal Setting

• Sales Goal in Rs. (also called Quota; Target) =
Salesperson’s share of prior-year sales in area (%) x
Forecasted sales for the territory

• Sales Goal (based on area’s potential) (Rs) =

Territory’s sales potential in the area (%) x Area sales goal
for the target period

• Sales Goal based on prior year sales (Rs) + (Sales Potential of

the territory x Target increase in the area’s sales for the coming
year)
 38

Sales Goal Setting

• Rohit, a territory salesman achieved prior year sales of Rs 16,20,000
which represented 18% of the sales in his Area. (An area consists of
multiple territories). Rohit’s territory was responsible for 12% of the
sales potential in the Area. His boss has mandated an Area sales target
of Rs 10,000,000 for the coming year –representing an overall increase
of Rs 10,00,000 over last year’s target. Now Rohit’s individual sales
goals can be calculated in different ways using different methods.

• Sales Goal in Rs. (also called Quota; Target) =

Salesperson’s share of prior-year sales in area (%) x Forecasted sales
for the territory

• = 18% x Rs. 10,000,000 = Rs. 18,00,000

 39

Sales Goal Setting

• Rohit, a territory salesman achieved prior year sales of Rs
16,20,000 which represented 18% of the sales in his Area. (An area
consists of multiple territories). Rohit’s territory was responsible
for 12% of the sales potential in the Area. His boss has mandated
an Area sales target of Rs 10,000,000 for the coming year –
representing an overall increase of Rs 10,00,000 over last year’s
target. Now Rohit’s individual sales goals can be calculated using
another method:

• Sales Goal (based on area’s potential) (Rs) =

Territory’s sales potential in the area (%) x Area sales goal for
the target period
• = 12% x Rs. 10,000,000 = Rs. 12,00,000
 40

Sales Goal Setting

• Rohit, a territory salesman achieved prior year sales of Rs
16,20,000 which represented 18% of the sales in his Area. (An area
consists of multiple territories). Rohit’s territory was responsible for
12% of the sales potential in the Area. His boss has mandated an
Area sales target of Rs 10,000,000 for the coming year –
representing an overall increase of Rs 10,00,000 over last year’s
target. Now Rohit’s individual sales goals can be calculated in yet
another way.

• Sales Goal based on prior year sales (Rs) + (Sales Potential of the
territory x Target increase in the area’s sales for the coming year)

• = Rs 16,20,000 + (12% x Rs 10,00,000) = Rs. 17,40,000

 41

IV. Sales promotion metrics

• Promotions refer to short term incentive programs,
targeting- customers, channel partners & sales force, to
enhance the uptake of chosen categories of products
• Price promotions vs non-price promotions
• Usual metrics –
• Incremental Sales → Total sales less baseline sales. To determine
short term effects of marketing effort
• Redemption Rates → Coupons redeemed/total distributed.
Measure of ‘extra’ sales due to coupons
• Percentage Sales with Coupons → Sales via coupons/Total sales
• Percent Sales on Deal → Sales with temporary discounts as a
percentage of total sales.
 42

V. Advertising metrics
• The positioning & communications conveyed by advertising often set the
tone & timing for many other sales & promotion efforts
• Advertising is expensive and notoriously difficult to evaluate, as it’s not easy
to track incremental sales associated with advtg. decisions
• Some of the metrics are –
• Gross Rating Points (GRP) → Measures impressions in relation to the number of people in
the audience for a campaign. (= Reach x Avg Freq)
• Cost per thousand impression (CPM) → Cost of advertising divided by impressions
generated (in thousands)
• Net reach → No. of people who receive an advt.
• Effective frequency → The no. of times an individual must see an ad to register its
message
• Effective reach → Reach achieved among individuals who are exposed to an ad with a
frequency greater than or equal to the effective frequency
• An Impression occurs each time an ad is viewed.
• # of impressions achieved = ad’s reach (# of people seeing it) x frequency (# of times they
see it)
 44

GRPs (Gross Rating Points)

Rating Points
Total (Impressions/Populat
Individual Impressions Population ion)*100
Insertion A B C D E

1 1 1 0 0 1 3 5 60
2 1 1 0 0 1 3 5 60
3 1 1 0 1 0 3 5 60
4 1 1 0 1 0 3 5 60
5 1 1 0 1 0 3 5 60
6 1 0 0 1 0 2 5 40
7 1 0 0 1 0 2 5 40
8 1 0 0 0 0 1 5 20
9 1 0 0 0 0 1 5 20
10 1 0 0 0 0 1 5 20

TOTAL 10 5 0 5 2 22 440

Alternatively GRPs = (Total Impressions/Total population) x 100%

=(22/5) x 100% = 440
 45

TRPs (Target Rating Points)

Rating Points
Total (Impressions/Pop
Individual Impressions Population ulation
Insertion A B C D E

1 1 1 0 0 1 3 5 60
2 1 1 0 0 1 3 5 60
3 1 1 0 1 0 3 5 60
4 1 1 0 1 0 3 5 60
5 1 1 0 1 0 3 5 60
6 1 0 0 1 0 2 5 40
7 1 0 0 1 0 2 5 40
8 1 0 0 0 0 1 5 20
9 1 0 0 0 0 1 5 20
10 1 0 0 0 0 1 5 20

TOTAL 10 5 0 5 2 22 440

The campaign has reached 2/3 of the TA = 66.67% of targeted individuals.

Among those reached avg frequency has been 15/2 = 7.5 Thus
TRPs = Reach (%) x Avg Freq x 100 = 66.67% x 7.5 x 100 = 500

Another method: TRPs = [No. of Impressions / No. of Targets] x 100 = 15/3 * 100
= 500
 47

VI. Social Media Metrics

Business objective of using SMM
• Brand awareness
• Customer insights
• Lead generation
• Communicating/implementing a promotion campaign
• Crowd-sourcing (ideas/funding etc.)
• Social responsibility/community outreach
• Employer branding
• Competitive action etc.
 48

VI. SM Metrics: Marketers can tailor their

use of SM for each stage of the consumer
decision journey

(Divol et al, 2012)

 49

VI. SM metrics contd…

• e.g. Hootsuite: Helps measure and analyze the
effectiveness of social media outreach and campaigns,
and share results with easy-to-grasp reports
• Tracks engagement and conversions with insights from
Twitter, Facebook, LinkedIn, Google+, and Google
Analytics
• For more insights and methods also visit: http
://sproutsocial.com/insights/social-media-metrics-that
-matter
/
KPI’s for SMM

Listen

Engag
e

Analyz
e
 Important KPIs for Organic SMM
(Which KPIs mean most for SMM)

• Number of own and competitors’ followers and their

followers and growth rate (per day, week, month, year)
• Audience demographics and location
• Active and engaged followers
• Traffic Data
• Public Sentiment
• Mentions or Tags
• Engagement (Likes, Comment, Shares)
• Engagement Rate (engagement per post/total audience)
 Important KPIs for Organic SMM
(Which KPIs mean most for SMM)

• Time spent on site

• Number of leads (per day, week, month)
• Cost of leads, conversions, sales
• Lead conversion rate
• Revenue (per follower, lead, customer)
• Lifetime value of customers
• Support cost (per customer in social channels)
• Share of repeat customers (from social media vs other
channels)
 Important KPIs for Paid SMM
(Which KPIs mean most for SMM)

• Paid Reach and Engagements

• Impressions, Clicks, Likes, Actions
• Engagement & Conversion Rate
• Cost per Click (CPC)
• Cost per Acquisition (CPA)
• Click Through Rate (CTR)
• Ad ROI
 What to listen to?
(Social Media Conversations You Should Attend To)

• Social CRM (Your Page’s) Conversations

• Social Media Analytics Data
• Leads and potential customer data
• Your Competitor Pages’ Conversations
• Global Trending Topics/News
• Your Industry Relevant Trending Topics/News
• Brand Reputation and Public Sentiments
• Customer satisfaction, loyalty, advocacy data
• Customer problems and solutions
• Keywords in Social Media Listening and Monitoring Tools
• Industry Influencers and their conversations
 Keywords to Listen to?
(Social Media Interactions You Should Monitor)

• Your brand keywords (? )

• Your product keywords (?)
• Your product type keywords (?)
• Customer problems or content demand
keywords (?)
• Lead Generating Keywords (?)
 Keywords to Listen to?
(Social Media Interactions You Should Monitor)

• Your brand keywords (Cadburys Chocolate)

• Your product keywords (Fruit and Nut Chocolate)
• Your product type keywords (Chocolate)
• Customer problems or content demand keywords (Damp
chocolate; Ingredients of F&N Chocolate)
• Lead Generating Keywords (Buy Chocolate; Virtual
Factory Tour)
 58

VII. Web metrics

• Pageviews → The no. of times a Web page is served. This
provides a top-level measure of the popularity of a Web
site
• Clickthrough rate → No. of click-throughs as a fraction of
the no. of impressions. Measures effectiveness
• Cost per click → Advtg. cost divided by no. of clicks
generated
• Abandonment rate → The rate of purchases started but
not completed. Measures the rate of closure of internet
business
• Bounce rate → Fraction of website visitors who view a
single page. An indicator (or lack) of a site’s relevance and
ability to generate interest
 59

Digital Marketing: Web Analytics

 Questions to be Answered

• Are corporate strategies identified in the Internet Marketing

Strategy being met?

• Are marketing objectives defined in the Internet Marketing

Strategy being met?

• Are marketing communication objectives identified in the

Internet Marketing Plan achieved?
How to set up Google Analytics (GA)

• https://www.youtube.com/watch?v=b5AHWFGJl04
 Steps to Setting up GA
• #1 Get a Google account on Google Webmasters or Google Adsense
• #2 Go to google.com/analytics
• #3 Create a new account and sign up by providing all the details
asked for
• #4 Go to the UA (Tracking id and property number) code page
• #5 Select the appropriate checkbox under “what are you tracking?”
label
• #6 Highlight and copy the code in the “Paste this code on your site”
label
• #7 Go to your web master coding script page
 Steps to Setting up GA
• #8 Paste the GA code you copied at the bottom of the script
• #9 The GA code must be at the bottom of the script of every single
page you want tracked
• #10 Hit Save
• #11 Then press upload button on the right
• #12 Go to the UA page and press save. It will show “Success”
• #13 Then go to the Home button on the GA page. Sometimes the
GA code might take hours to get connected to your website.
• #14 Now you can go to the overview page and see details of your
traffic
Google Analytics - A Primer

https://www.youtube.com/watch?v=WC3ONXJn9FQ
 BEHAVIOUR

CONVERSION
ACQUISITION
 ORGANIC SEARCH

DIRECT

PAID SEARCH

SOCIAL
A LINE BY LINE REPORT OF EACH VISITOR
AND THEIR SOURCE OF ARRIVAL AT THE
WEBSITE. IT IS NOT GROUPINGS BUT
INDIVIDUAL VISITOR DATA
HELPS YOU SEE HOW
GOOGLE SEES YOUR
WEBSITE. WEBMASTER
RESULTS OF DATA SHOULD
BE INCORPORATED INTO
YOUR GA.

GIVES CTRs, SERP POSITION,

etc

CTR = NO. OF PAGE RESULTS /

NUMBER OF CLICKS
BOUNCE RATES DON’T
NECESSARILY MEAN A
BAD THING. IT IS AN
OPPORTUNITY TO ADD
MORE ENGAGEMENT
OPTIONS FOR THE
VISITOR
 93

References
• Demand Metrics Research Corporation (2014) Social Media Analytics: Enabling and Optimizing Use Cases with Analytics. Available at:
http://info.netbase.com/rs/netbase/images/NetBase-SV-DemandMetric-SocialMediaAnalytics-1003-01.pdf. Accessed: 23 Feb 2014.
• Divol, R., Edelman, D. and Sarrazin, H. (2012) Demystifying social media. McKinsey Quarterly, April. Available at: http://
www.mckinsey.com/insights/marketing_sales/demystifying_social_media. Accessed: 20 Aug 2015.
• Farris, P.W., Bendle, N.T., Pfeifer, P.E. and Reibstein, D.J. (2011) Marketing Metrics, 2/e. New Delhi: Dorling Kindersley (India) P. Ltd.
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