Marketing metrics should not be seen only as control tools, but as an essential strategic asset for decision making. Its use is key to optimize strategies, anticipate market movements and understand both the behavior of the public and the impact of the actions taken. Fernando Beneitez, Director of Digital Marketing at IEBS BizTech School and founder of Hannapy, sums it up by stating that “metrics are not just numbers, but represent the result of practical actions.” This means that each data has a context and a purpose, reflecting the effectiveness and relevance of the decisions made. Therefore, companies must focus “not only on measuring results, but also on the actions and events that impact their movement.”
The choice is directly linked to the objectives to be achieved and the type of analysis that needs to be carried out. There is no universal tool, but the options depend on what you want to measure, optimize or understand in each case, points out Fernando Angulo, Partnership & Communications Manager at Semrush. And “that is why it is essential to make the right choice.” Each company decides which metrics are ideal for its global strategy. This diversity arises from several factors that complicate standardization, such as the different areas or departments involved, differences in measurement units, and the time periods that are considered evaluable. For example, a sales department might prioritize metrics like cost per acquisition (CPA) or return on advertising spend (ROAS), while a social media team might focus on reach, engagement, or follower growth. . Although both may be working toward a common goal, such as increasing revenue, the metrics they use to measure progress are tailored to their specific roles and therefore differ in their nature and calculation.
On the other hand, although it is crucial that each objective is linked to a specific main metric, within a strategy it is common to have secondary metrics, explains Isabel Romero, Head of Marketing at Metricool. For example, if the goal is to generate sales, the primary metric could be the number of clicks on a link. However, it is also relevant to measure secondary metrics such as reach, since the more people see the content, the more likely they are to click and ultimately make a purchase.
Tools
When the objective is to analyze the performance of a website, tools such as Google Analytics are essential, as they offer detailed metrics on traffic, user behavior, conversions and visit sources. However, if the goal is to optimize SEO strategies, platforms such as Semrush, Ahrefs or Moz Pro are more suitable, as they allow you to analyze keywords, external links and competitors, as well as evaluate how changes in algorithms affect them.
To measure and improve internal site processes, ‘testing’ or CRO tools are often used, which allow you to do different types of tests on groups of users to make decisions based on results. In this area, for example, one of the most common is Visual Website Optimizer.
In the field of social networks, the approach may be different depending on whether the reach, interaction or impact of mentions is prioritized. From Metricool, a social media analytics and planning tool, Romero explains to us that “measuring is essential because each strategy must adapt to the audience and the platforms used. What works well today might not work in the future. Social networks are a clear example, since they are constantly evolving with new formats, trends and changes in algorithms. This requires establishing frequent measurement cycles, not just annually or punctually, but continuously. This regular monitoring allows us to identify patterns, optimize what works and adjust what doesn’t, ensuring that strategies remain relevant.
Challenges
The main challenge for companies when working with data lies in identifying the right sources to obtain it from and determining how to make the most of it, says Angulo. For example, a company that uses a basic CRM already has an internal data source, but to obtain a deeper and more aligned analysis, it may be necessary to turn to specialists. Another problem is the reliability and relevance of the data. “Without clear objectives, companies can waste time and resources working with data that does not generate real value.” And finally, as a company grows and diversifies its strategies, it faces the need to integrate multiple analysis tools.
In social networks, Romero points out, “companies make the mistake of focusing on superficial metrics, such as the increase in followers, without considering whether these really align with business objectives.” Another major challenge is overanalysis or analysis paralysis. Instead of testing, measuring and adjusting, “many companies spend too much time examining data without making concrete decisions, slowing their ability to respond in a competitive environment that demands speed.” This is the problem of misalignment between social networks and business objectives. Many companies manage networks as independent channels, disconnected from their global strategy, which makes effective and real measurement difficult.
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