Measurement design
About two weeks to agree what leadership will see, which metrics count, where each number comes from and who owns it.
Settle the numbers on paper first
Most reporting grows one request at a time, so nobody can say which number the board should trust. Design settles that before anything is built, because changing a page of definitions costs far less than changing a data pipeline.
It follows a Diagnostic or a Maturity assessment, because the metrics have to serve a diagnosis.
A scorecard built around each executive's question
| Who | Their question | What answers it |
|---|---|---|
| CEO | Are we growing, and gaining share? | Category growth, Share of Search, market share where it exists |
| CFO | What does the money return, and can we forecast it? | The figure finance trusts, cost per result on it, forecast ranges |
| CIO or CTO | Can the data be trusted? | Share of spend passing the checks, data coverage, refresh status |
| CMO | What do we do next? | The eOS KPIs with their counter-metrics, and the decisions needed |
The scorecard fits on one page. Channel and campaign detail goes in the weekly report for the team and agencies.
What you get
- Board scorecardOne page, with a target, trend and counter-metric for each KPI, and how far each one is proven.
- Metric list by eOS rowEvery KPI for Brand, In-market, Performance and Customer, with its counter-metric and one written definition.
- Data source mapWhat feeds each number, how the sources join, who controls access and what's missing. We review it with your IT team.
- Ownership planWho owns each number, who produces it, who checks it and who uses it, across marketing, finance, agencies and IT.
- Build proposalThe route, stages, effort and price for the Measurement build.
How the two weeks run
| Days | What happens |
|---|---|
| 1–2 | We draft the scorecard and metric list from the diagnostic findings. |
| 3–5 | A 45-minute session with each executive, and the data map review with IT. |
| 6–7 | An ownership session with marketing, finance and your agencies, settled metric by metric. |
| 8–10 | We finish the documents, walk the CMO through them, and present to leadership with the build proposal. |
What we need from you
45 minutes with each executive, an hour with IT, and one ownership session with marketing, finance and your agencies. If an executive can't attend, their delegate can, and the executive signs off in writing.
A metric without an owner stays off the scorecard
If nobody will answer for a number, it can't be relied on in a board meeting, so it moves to the team report or is dropped. And if the metric list starts to look like a standard job spec, we go back to the diagnosis.
A measurement plan the board can sign off, with a proposal for the build.
Metric definition
| KPI | Cost per new customer |
| eOS row | Performance (Do) |
| Description | Paid media spend for the month, divided by customers who hadn't bought in the past 24 months |
| Source | Ad platform spend; new customers from the sales system, joined by campaign code |
| Counter-metric | Share of attributed sales from existing customers |
| Owner | Head of Marketing |
| Produced by | Measurebyte, from the daily refresh |
| Checked by | Finance business partner, monthly |
| Proven? | Tracked but not tested |
Cost per new customer is easy to improve by reaching people who would have bought anyway. The counter-metric shows when that's happening.
This definition is made up to show the format.
Where this comes up
When the board asks for the numbers, have the answer.
Tell us where it hurts: the budget conversation, the agency relationship, or numbers nobody trusts. We'll suggest where to start.
TALK TO NEIL →