Multi-channel marketing takes a different kind of measurement

In fact, siloed metrics can actually be misleading. For example, if you see one tactic outperforming everything else, you might pull money for another vehicle, and your overall results might actually decline because the effect of the vehicle that was reduced or eliminated wasn’t properly accounted for. Therefore, in addition to output metrics, such as impressions, response rates, etc. associated with individual tactics, marketers also need Metrics for integrated programs that capture the synergy created by multi-channel programs.

Develop Models to Understand the Relationship Between Content and Channels

Sophisticated marketers are creating models that help them understand the relationship between channel vehicles and the additional value derived from integrating channels. These models need to structure the data to properly reflect the effect of multiple channels. One way to structure your data is to view your channels similar to your investment portfolio, where each investment and the entire portfolio is important in terms of creating value and reducing risk.

With this approach, just as we would develop a set of specific outcomes associated with our investment portfolio, which may or may not change over time, our channel portfolio should be measured in terms of the performance of that individual asset and the specific business outcomes it is intended to produce. Ideally, each vehicle should reinforce the other vehicles. As with your investment portfolio, your channel portfolio will be easier to monitor if it’s all under “one roof.” Therefore, it will help to have a single point of integration. This will greatly aid you in monitoring, measuring, and comparing the contribution of your portfolio.

To determine how well your multi-channel programs are performing, we recommend that you evaluate your multi-channel programs against these six customer-centric metrics designed to affect one overarching key performance indicator- customer engagement. These six metrics correlate to five of the six stages of the customer initial buying process:

connection (reflect ability to create action),

conversation (reflects the level of exchange),

consideration (reflects the intent to purchase),

consumption (reflects conversion to customer), and

community (reflects trust, loyalty and referral).

Take a different approach to measuring marketing channels

Measuring Multi-Channel Marketing

The idea here is that all Marketing programs and associated channels are designed to affect one or more of these stages and therefore should be measured in terms of how well the program achieves the performance target. Each of these Metrics provides insight into the degree of customer engagement. By using the customer-buying stages, engagement Metrics and Analytics, you have a common way to compare multi-channels and programs.

FAQ:

(written by Penn of Sintra.ai)

Q1: What measurement problem is created by the proliferation of marketing channels?
A: Many organizations run multi-channel programs, but measurement remains channel-specific—so metrics are siloed and fail to reflect how tactics work together.

Q2: Why is measuring channel tactics in isolation risky?
A: Siloed metrics can be misleading. If one tactic appears to “outperform,” you may cut another channel that is actually amplifying results—causing overall performance to decline because synergy wasn’t measured.

Q3: Isn’t attribution the answer to multi-channel measurement?
A: Attribution helps identify which channels are doing the “heavy lifting,” but if you believe in integrated marketing, you need a measurement approach that captures synergy, not just credit assignment.

Q4: What is a better approach for integrated, multi-channel measurement?
A: Build models that structure data to reflect the combined effect of channels and the incremental value created by integration—so you can evaluate both the individual channel and the program-level outcome.

Q5: How should marketers think about channels to improve measurement?
A: Treat channels like an investment portfolio—each “asset” matters, and the portfolio must be measured for both value creation and risk reduction relative to specific business outcomes.

Q6: Why does a “single point of integration” matter?
A: Putting the channel portfolio “under one roof” makes it easier to monitor, measure, and compare contribution across channels—improving consistency and decision-making.

Q7: What customer-centric metrics can be used to evaluate multi-channel programs?
A: Use engagement metrics aligned to buying stages—often framed as the Six C’s of Engagement: connection, conversation, consideration, consumption, and community (with the set designed to roll up to customer engagement).

Q8: How do these engagement-stage metrics help in practice?
A: They create a common measurement language across channels and programs—so you can compare performance based on how well each program advances customers through buying stages and hits defined performance targets.

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