A company runs campaigns, pays an agency or its own marketing team — and at quarter's end gets a report full of numbers. The problem is nobody decided in advance which numbers matter, or what value would count as a good result. The board asks "so what did we get for this", the honest answer is "depends how you look at it". Setting marketing KPIs reverses that order: indicators and target values are agreed before the work starts, so you know upfront what should improve, and by how much.
A company runs campaigns, pays an agency or its own marketing team — and at quarter's end gets a report full of numbers. The problem is nobody decided in advance which numbers matter, or what value would count as a good result. The board asks "so what did we get for this", the honest answer is "depends how you look at it".
Setting marketing KPIs reverses that order: indicators and target values are agreed before the work starts, so you know upfront what should improve, and by how much.
Most often a company has run marketing for months, but nobody formally decided how to recognise that it's paying off. Reports contain whatever is easy to measure — reach, clicks, likes — not necessarily what matters: enquiries and sales. Sometimes a company measures plenty, with arbitrary indicators, no target values tied to its actual situation.
Either way, there's no way to judge whether marketing is working, or hold an agency accountable for anything beyond activity — without KPIs, a marketing strategy or annual plan can't really be written either.
We analyse the company's business model: sales cycle, the channels that actually bring customers in, the funnel stage they're at today. We select indicators that fit the situation, not a generic list, and for each one we set a target value and how and how often it's measured. The outcome is a document that becomes the reference point for every future review.
The right indicators depend on the business model, sales cycle, and channels of the specific company, so we don't offer a generic list from a guide. We work in a fixed order: analysing goals, matching indicators to the funnel stage, then setting target values and measurement methods.
The person in charge is named in the contract, and the cost is deducted from the first implementation. What we don't do: propose indicators a company has no realistic way of measuring.
This work concerns a specific company's internal data, so we don't publish case descriptions here. Every engagement ends with a written document: indicators grouped by funnel stage, a target value and measurement method for each, plus a summary for the board.
Setting marketing KPIs covers the full path from analysis to a finished document:
Price depends on how many processes and channels the analysis covers, whether historical data exists, and whether KPI-setting is ordered alone or alongside a strategy document. You learn the exact amount after the first conversation — and if you implement marketing with us, the cost is deducted from that implementation.
Cost deducted from implementation. The cost of this advisory work is deducted from the first implementation.
Named person in charge. The contract names the specific person responsible for the project.
Honesty over a hard sell. If we can't help, we say so directly.
A full document set for procurement. The document is ready for the client's internal procurement procedures.
A schedule with milestones. Dates are set at the start, with a penalty clause for delays that are our fault.
How long it takes depends mainly on the number of processes to analyse and on how quickly the client supplies data — that factor, not our workload, decides the real timeline.
Book a conversation about setting KPIs for your company — in the first meeting we'll establish the scope and prepare a quote matched to your situation.
Every month of marketing without agreed KPIs is a month with no way to judge whether the spend is paying off.
Indicators matched to the business model, not a generic list · Target values and measurement methods set for each KPI individually · A written document as the basis for accountability · Cost deducted from the first implementation · Person in charge named in the contract · A full document set ready for procurement
KPI-setting is a narrower piece — a set of indicators and target values. Strategy is a broader document that also covers direction and execution.
The reference point is the company's current situation and historical data, not averaged industry benchmarks.
Yes. The document is a starting point, not fixed for years.
No. If a company measures nothing today, we start from zero.
That depends on the channels the company actually uses — offline activity is covered where relevant.
Ideally a decision-maker who knows the business model — the owner, managing director, or the person responsible for marketing.