26 Analytics Leaders Share Their Metrics & Measurements
For Success

Mass-market analytics systems don't measure what matters, and can't deliver actionable insights. Businesses need custom analytics, configured to answer their own specific questions and to truly understand ROI.

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In the dynamic world of ecommerce, staying competitive is increasingly challenging. The key to gaining a competitive edge often lies in effectively utilizing data and analytics to understand your customers and marketing, and make the right decisions. However, there are so many different metrics to consider and there is not one simple, uniform approach.

There is not a one-size-fits-all solution to accurate data-driven decision making. Every business is different, with unique products, target markets, and goals. What works for one company might not work for another. Recognizing this diversity, a successful analytics approach necessitates a high degree of customization. It is essential to identify and focus on those key performance indicators (KPIs) that are most relevant to your business, rather than blindly following popular trends.

To shed light on this complex issue, we have reached out to some of the brightest minds in the field; 25 Data and Analytics leaders in the ecommerce space. They have generously agreed to share their insights and experiences, outlining the top three metrics and measures that have proven instrumental in driving success within their respective businesses. This collective wisdom provides a goldmine of tried-and-tested approaches to measurement that can help you harness the full potential of your data and analytics, even in the most competitive of arenas: ecommerce.

Scroll through them below, where you can jump to their responses.

The Expert Panel

Mattia De Felice

Digital Analytics Manager at Luxottica
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Bio

Mattia De Felice is a digital expert and passionate marketer with a strong background in data analytics. He has played key roles in major digital transformation projects and successfully implemented some of Europe's largest traffic driving websites.

He currently serves as the Digital Analytics Manager at Luxottica, leading the cross-brand function within the global analytics team. Previously, as the Senior Manager of Digital Analytics at EXL, Mattia played a pivotal role in supporting Sky UK's massive digital transformation project and was responsible for marketing multi-touch attribution and ownership of marketing tracking and GA implementation.

Top 3 Metrics
- Demand & Traffic
- Experience
- Retention & 1st Party

Robbie Evans

Commercial Analytics Manager at eBay
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Bio

Robbie Evans is an experienced Analytics Manager at a senior level, with a deep-rooted background in both traditional and online retail markets. Skilled in Interpreting Data, Retail Sales Analysis, Data-Driven Instruction, IT systems development, and Data Management, he excels in fulfilling business needs through data mining and report creation. With a leadership background, Robbie has managed teams of analysts, guiding their growth and development.

Currently, Robbie serves as the Commercial Analytics Manager at eBay, leveraging his expertise to drive insights and strategic decision-making. Prior to eBay, he held the position of Senior Insight Manager at Superdrug, where he played a key role in driving data-driven strategies.

Top 3 Metrics
- Conversion Rate
- Average Order Value
- Customer Lifetime Value

Stefan Gehlen

Digital Insights & Analytics Manager at Healthylife
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Bio

Stefan Gehlen is a Digital Insights & Analytics Manager at Healthylife, part of the Woolworths Group. With a background in data modeling, strategy, and data analysis, Stefan leads the Insights & Analytics team, utilizing a tech stack that includes Data Warehouse, ETL, Website Analytics, and Visualization tools.

Prior to Healthylife, Stefan served as the Marketing Performance, Data & Operations Lead at Shippit, where he optimized acquisition campaigns, built and maintained marketing data and dashboards, and managed SEO efforts. He supported growth, product, content, and lifecycle initiatives with insights and proactive optimization, while also focusing on marketing automation.

Top 3 Metrics
- Contribution Margin
- Return on Ad Spend
- Net Promoter Score

Aodhan Brownlee

Customer Analytics Manager at ASDA
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Bio

Aodhan Brownlee is an accomplished Customer Analytics Manager with a proven track record of success in driving data-driven insights and commercial strategies for leading organizations. Currently serving as the Customer Analytics Manager at ASDA, Aodhan leverages his extensive expertise to optimize business performance and enhance customer experiences.

With a strong background in business intelligence and analysis, Aodhan has held key roles in esteemed companies, including Northern and Hermes, where he spearheaded commercial insights, data analysis, and web merchandising initiatives.

Top 3 Metrics
- Average Order Value
- Conversion Rate
- Cart Abandonment

Jacob Ooi

Customer Analytics and Market Insights Lead at Woolworths Group
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Bio

Jacob Ooi is a dynamic and forward-thinking Retail Strategy & Innovation Leader with a passion for Web3 technology. He currently serves as the Customer Analytics and Market Insights Lead at Woolworths Group, driving strategic initiatives to gain comprehensive insights into customers both within and outside the Woolworths ecosystem.

Previously Jacob excelled as the Program Technical Lead, spearheading the acceleration of analytics adoption and fostering data fluency for organizational transformation. Additionally, he served as the Vendor Manager and Steering Committee Chair for MarketDial, Woolworths' A/B testing platform, leading its integration and driving remarkable efficiency improvements.

Top 3 Metrics
- Conversion Rate
- Customer Acquisition Cost
- Cart Abandonment Rate

Hannah Grant

Analytics Transformation Manager - Finance Lead at Halfords
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Bio

Hannah Grant is an experienced Assistant Director in the accounting industry. Skilled in financial reporting and business strategy, she currently serves as the Analytics Transformation Manager - Finance Lead at Halfords. With a Bachelor of Science (BSc) focused on Management with a Marketing specialism from The University of Manchester, Hannah brings a unique blend of analytical skills, sales acumen, teamwork, and leadership to her roles.

Prior to Halfords, she held the position of Senior Finance Business Partner in the West Midlands. With a demonstrated history of success, Hannah Grant continues to drive impactful changes in the finance sector.

Top 3 Metrics
- Online Customer Engagement Metrics
- Repeat Purchases
- Average Order Value

John Greca

Head of Digital commerce and Retail Media Partnership at GroupM
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Bio

John Greca is a highly experienced professional with a strong focus on Retail Media Partnerships, Omni x Digital Commerce, and an mMBA in Marketing. John's expertise lies in result-oriented strategies, data and transformation strategy, commercial execution, platform model value creation, and forming valuable partnerships.

As the Head of Digital Commerce and Retail Media Partnership at GroupM Belgium, John is responsible for driving digital commerce transformation and on/off platform channel consulting. He excels in identifying potentials, leveraging data-led insights, and is continuously striving to improve and shape solutions that create leverage and margin expansion.

Top 3 Metrics
- Return on Ad Spend
- Expected CPA
- Advertising Cost of Sale

Zeeshan Javed

Head of Media Performance and Analytics at Foxtel
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Bio

Zeeshan Javed is a highly experienced Head of Media Performance and Analytics at Foxtel with over 15 years of expertise in digital marketing and agency management. He excels in strategic optimization of digital assets, employing natural SEO, SEM, web analytics, and marketing automation. Throughout his career, he has led world-class teams, delivering performance marketing strategies for renowned brands.

With a passion for innovation, Zeeshan consistently finds new ways to leverage digital mediums, ensuring best-in-class campaigns and substantial revenue growth. As a keynote speaker and CDAO Sydney Advisory Board member, he actively contributes to industry advancements.

Top 3 Metrics
- Cost per Visit
- Checkout Start
- Omni-channel Cost per Acquisition

Melissa Feeney

Data Scientist at PVH Corp.
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Bio

Melissa Feeney is a Data Scientist with a passion for leveraging analytical abilities and curiosity to drive business value through data science and machine learning initiatives. With over 7 years of professional experience, Melissa's expertise spans various industries, including retail, where she currently works at PVH Corp—the parent company of Calvin Klein and Tommy Hilfiger. Throughout her career, Melissa has demonstrated proficiency in SEM, SEO, Native, Video, Social, Programmatic, Content, Data, CRO, Analytics, Consumer Insights, Data modeling, AI, and BI/Visualization.

Eager to advocate for new technological strategies, Melissa continues to innovate in the data science space, empowering organizations with data-driven decision-making mindsets.

Top 3 Metrics
- Customer Lifetime Value
- Customer Acquisition Cost
- Customer Retention Rate

Daniel Schein

Director, CRM Analytics & Insights at Tory Burch
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Bio

Daniel Schein is an analytics leader with 8 years of expertise in retail analytics, with a distinct focus on eCommerce. Throughout his career, he has demonstrated proficiency in loyalty and CRM initiatives, digital analytics and implementation, supply chain optimization, as well as real estate planning, among all other areas within eCommerce. Daniel is currently responsible for CRM Analytics at Tory Burch and previously held many roles within Analytics and within the Business at Foot Locker Inc. 

Daniel has a passion for all things data and digital, with a particular fondness for harnessing the potential of cutting-edge technologies. His commitment to excellence and adaptability have consistently driven innovative solutions and delivered tangible results.

Top 3 Metrics
- Session Conversion Rate
- Revenue per User
- Contribution to Growth

Ashraf Ali K M

Director, Data Analytics at Foot Locker
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Bio

Ashraf Ali K M is a seasoned Director of Data Analytics with a decade of experience in the digital and technology industry. including; Digital Marketing, E-commerce, Data & Analytics, Mobile, and CRM. Currently leading the Data Science & Analytics domain for EMEA & APAC at Foot Locker, Ashraf manages a team of data and business analysts, driving data-centric initiatives and delivering data-driven value propositions across multiple geographies.

In previous roles at AkzoNobel and Mindtree, Ashraf showcased his expertise in customer intelligence, data engineering, business intelligence/reporting, and digital marketing. His profound understanding of technology and strategic vision make him an indispensable asset in creating ever-purposeful futuristic ecosystems for businesses.

Top 3 Metrics
- Return on Investment
- Customer Acquisition
- Customer Feedback

Pascal Janus

Vice President Center for Data & Analytics Insights at Fressnapf Holding SE
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Bio

Pascal Janus is the Vice President of the Center for Data & Analytics Insights at Fressnapf Holding SE. With a strong background in Business Intelligence, Data Science, and Web Analytics, Pascal has been a driving force in the company's data-driven journey. He has been instrumental in shaping the BI strategy and implementing data-driven software development.

Pascal's expertise also spans areas such as machine learning, personalization, and data management. With an impressive track record, Pascal Janus continues to lead the way in leveraging data and analytics to deliver valuable insights and business automation.

Top 3 Metrics
- Share of Wallet
- Net Promoter Score
- Conversion Rate

Nicolas Casiez

Senior Analytics Manager at Decathlon
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Bio

Nicolas Casiez is a Senior Analytics Leader with 12+ years of experience, leading teams of Data Analysts and BI & Data engineers for leading European Retailers like Decathlon and Kingfisher. Currently, he serves as a Senior Analytics Manager at Decathlon Technology, focusing on business intelligence, digital transformation, and key performance indicators. Previously, Nicolas held significant roles at EPSILON France, Kingfisher plc, and SAD Marketing, showcasing his expertise in team management and data analytics.

Top 3 Metrics
- Conversion Rate
- Customer Lifetime Value
- Average Revenue per User

Maria McGourty

Data Analytics Manager at Lidl Ireland
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Bio

Maria McGourty is an experienced and passionate Data Analytics Manager at Lidl Ireland with 12+ years of practical experience and degrees in International Business Management and Business Analytics (MSc).

Maria is a dynamic leader who fosters a fast-developing team focused on actionable solutions. Her technical expertise includes designing customer-focused data strategies, implementing ETL processes, and utilizing world-class platforms like Databricks and Snowflake. With a commitment to data governance, integrity, and safekeeping, Maria continuously promotes a data-focused approach to decision making.

Top 3 Metrics
- Expansion of the Total Size of the Ecommerce Market
- Customer Retention & Churn
- Promotion Performance

Trevor Ballard

Director | E-Commerce Analytics & Strategy at Carewell
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Bio

Trevor Ballard is a seasoned professional with over 8 years of experience in E-Commerce/Consumer Retail Analytics. He is an expert in measuring Customer LTV, Return on CAC, and E-Commerce Business Modeling. Trevor serves as the Director of Digital Analytics at Carewell.

Prior to that, he held senior management roles in digital analytics at GameStop, SEPHORA, and Chewy. His expertise in Google Analytics, Google BigQuery, SQL, and Tableau has been consistently demonstrated in his work in various corporate strategies and growth marketing initiatives.

Top 3 Metrics
- Conversion Rate
- Customer Lifetime Value
- Average Revenue per User

Vidhi Arora

Head of Analytics at Stark Group
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Bio

Vidhi Arora has an exceptional track record in driving data-driven strategies. With over 8 years of experience in E-Commerce/Consumer Retail Analytics, Vidhi has proven expertise in measuring Customer LTV, Return on CAC, and E-Commerce Business Modeling. Currently, Vidhi holds the position of Head of Analytics and Insights at STARK Group, where she leads the team in leveraging data to make strategic decisions.

Prior to this role, she served as the Lead Data Analyst at MADE.COM, contributing to data-driven decision-making processes. Her professional journey also includes key positions like Business Intelligence & Analytics Manager at thortful, Senior Business Intelligence Analyst, Sales Performance Analyst at Eurostar, and Digital Optimisation Analyst at eToro.

Top 3 Metrics
- CAC/LTV Ratio
- Retention %
- ROAS

Charlotte Tyson

Digital Analytics Manager at Arco
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Bio

Charlotte Tyson is a highly skilled Digital Analytics Manager at Arco: Experts In Safety. Her responsibilities encompass managing Google Analytics and Tag Manager implementations, measuring metrics, and building reporting dashboards. She excels in providing valuable insights into web performance, customer pain points, and marketing campaigns.

Beyond her professional role, Charlotte actively volunteers as an e-mentor for students at the University of Hull and participates in the HEY Marketing Network in Hull and East Yorkshire. Her dedication and expertise make her an invaluable asset to her organization and the community she serves.

Top 3 Metrics
- Revenue
- Active Customers
- Average Order Value

José João M. G. Rodrigues

Head of Data & Analytics at Mercadão & Lola Market
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Bio

José João M. G. Rodrigues is a highly experienced Head of Data & Analytics at Mercadão and Lola Market. With a solid background spanning over 20 years in data-related fields, he possesses a wealth of expertise in Analytics, Data Engineering, Data Science, Business Intelligence, and more.

In his current role, he leads the Data and Analytics department from scratch, collaborating closely with business teams to provide insights and data tools that support day-to-day and strategic decision-making. His proficiency in various visualization, ETL, and data technologies, combined with his management skills, enables him to lead high-performing teams effectively.

Top 3 Metrics
- Number of Users with Orders
- Average User Frequency
- Average Order Value

Chris J. Chung

ECom Strategy & Growth at PENCILZ
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Bio

Chris J. Chung is a seasoned professional with a focus on e-commerce strategy and growth. Over the years, he has mastered the art of running Direct-to-Consumer (D2C) brands, notably increasing their revenue and profits.

Chung's career history also includes a significant role as VP of Ecommerce and Partnerships at Wildfire Digital Limited, a full-service global digital marketing agency specializing in customer and client acquisition. Before moving to New York, he was the Director of International E-Commerce at GRACE, a leading distribution and marketing company for national and international beauty and wellness brands based in Gangnam-gu, Seoul. With a global perspective and extensive experience in all aspects of e-commerce, Chung continues to aid in the successful expansion of D2C brands.

Top 3 Metrics
- Payback Period
- Contribution Margins
- LTV/CAC Ratio

Erik Brignall

Owner Director, Data Consultancy & Delivery at Alt24
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Bio

Erik Brignall is a seasoned Digital and Data specialist, having been Head of eCommerce AI & Automation at Reckitt, with over 20 years of experience in both Agency and Client settings. He is a firm believer in continuous learning and stays focused on data-led approaches for digital and eCommerce, with a particular interest in AI & Automation.

Recently, Erik embarked on his own data strategy and delivery consultancy, driven by his passion for leveraging data to fuel business success. His expertise in digital marketing, eCommerce, and AI-driven strategies makes him a valuable asset in navigating the dynamic digital landscape.

Top 3 Metrics
Unspecified

Elena Burykh

Analytics Engineer at Graze
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Bio

Elena Burykh is an accomplished Analytics Engineer with a strong background in Python and data analytics and experience with implementing data stacks, configuring data warehouses, and modeling data into insightful schemas.

Prior to Graze, she worked as a Data Analyst at Bonhams, where she performed data modeling, built critical dashboards, and provided clean, transformed data for analysis. Elena's passion for data science led her to complete a Data Science Immersive program at General Assembly UK & Europe. During this program, she worked on a significant capstone project that used medical data to develop a machine-learning algorithm predicting successful birth after IVF treatments.

Top 3 Metrics
- Shopping Cart Abandonment Rate
- Customer Lifetime Value
- Customer Acquisition Cost

Adrian Goller

Teamlead Performance Marketing / Analytics at ETERNA Mode GmbH
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Bio

Adrian Goller is a skilled professional with expertise in Web & Data Analytics, Performance Marketing, Tag Management, and Tracking. Currently serving as Teamlead Performance Marketing / Analytics at ETERNA Mode GmbH, he is responsible for overseeing all data-driven marketing channels. This includes comprehensive planning, implementation, and management of online activities across various channels, such as E-Mail, SEM, Affiliate, Social, and Display.

Adrian leads and develops the Online Marketing team, guiding them in identifying potentials using various tools and bridging the gap between Marketing, CRM, and Web Development.

Top 3 Metrics
- Conversion Rate
- CLV
- Checkout Duration

Julia Sobishchanska

Head of Finance & Analytics at Jimmy Brings
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Bio

Julia Sobishchanska is an accomplished finance and strategy leader with a strong background in driving growth, optimizing financial performance, and spearheading transformative initiatives. With an MBA and significant experience, she has honed her skills in cross-functional team leadership, financial planning and analysis, business partnering, and strategic decision-making.

Currently serving as the Head of Finance & Analytics at Jimmy Brings, she continues to make valuable contributions to the company's finance and transformation endeavors.

Top 3 Metrics
- Sales Conversion Rate
- Average Order Value
- Customer Lifetime Value

Marcin Bernad

Head of Analytics at Eobuwie/Modivo
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Bio

Marcin is a data-driven professional with over 10 years of experience. Currently, he is the Head of Analytics (Marketing & Product), leading a team of 14 members and influencing strategic decisions. He specializes in implementing big data solutions, data integration, and driving data science initiatives. With expertise in Google Analytics and campaign optimization, he has a passion for analytics and leadership, consistently achieving remarkable results for companies in the e-commerce sector.

Top 3 Metrics
- Contribution Margin
- Revenue per Session
- Customer Lifetime Value

John Bowman

Chief Analytics Officer at Returnalyze
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Bio

John Bowman is a highly accomplished Chief Analytics Officer at Returnalyze, specializing in data science, ecommerce, and solutions for profitable growth. With over a decade of experience in driving profit for businesses across retail, industrial distribution, and marketing.

John's career highlights include impressive achievements such as launching a rapid test and learn initiative at Grainger that drove over $20 million from digital marketing optimization and deploying optimization algorithms at Epsilon to efficiently deliver $55 million in digital ad spend. With his strong technical acumen and strategic mindset, he has consistently delivered tangible results in data infrastructure management, predictive modeling, optimization testing, and customer data platforms.

Top 3 Metrics
- Cost per Site Visit
- Conversion Rate
- Avg Order Value

Melanie E. Denyer

Head of Marketing at People Tree
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Bio

Melanie E. Denyer is an ethical data practitioner and strategic marketing enthusiast. Her data journey began in the mid-nineties, utilizing paving slab-sized Nielsen panels at L'Oreal to uncover stories and solve problems. She holds an MSc in Applied Artificial Intelligence and Data Analytics from the University of Bradford, acquired through a scholarship from the Office for Students in 2020.

As the Group Chief Marketing Officer (CMO) at People Tree, Melanie places data and analytics at the core of marketing efforts for Japanese, UK, and EU operations. Her expertise covers content marketing, user journeys, e-commerce, competitive intelligence, quantitative analytics, and digital marketing, among others.

Top 3 Metrics
- Unspecified

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Back to Leaders
Mattia De Felice | Digital Analytics Manager at Luxottica
When it comes down to identify the right measurement framework and KPIs it is never a "one size fits all" kind of thing and frankly it should not be. However, there are still some aspects that by experience every company (or most) that operates in the digital space should consider, measure and optimise.

These are my 3 main areas and streams I have identified and feel like should always be measured:

- Demand & traffic: Here the main objective is to be able to attract, intercept and generate new demand. My suggestion here is always to look at branded and unbranded traffic, social media reach and any other aspects that focus on upper funnel and acquisition.

- Experience: Here the main objective is to facilitate how users consume content and navigate the site. My suggestion here is always to combine KPIs such as CR, funnel drop outs with more technical KPis such as core web vitals & errors.

- Retention and first party: It's no secret the most valuable segment of users are users who have a bond with the brand. In my view, it's absolutely pivotal have a measurement stream dedicated. Companies should invest heavily in this space and measure the impact. Here the framework can go from basic to extremely complex but some basic KPIs can be looking at performance of logged-in users as well as include details of the audiences in the DEMs tracking codes.
Robbie Evans | Commercial Analytics Manager at eBay
Having been involved in the retail analytics space for more than a decade, I understand the vital role that data-driven decision-making plays in the success of ecommerce businesses. Today, I want to shed light on the top three metrics that should be at the forefront of every ecommerce company's analytics strategy. One thing to note is that the key metrics to track are highly dependent on a bsuiness's strategy and direction they're heading in. The metrics below are highly relevant to most ecommerce businesses, and tracking them will empower businesses to better optimise their performance in the market.

1️. Conversion Rate: The conversion rate is a key indicator of how effectively your website and marketing efforts are turning visitors into customers. By tracking the percentage of website visitors who complete a desired action, such as making a purchase, you can assess the overall success of your customer acquisition and user experience strategies. A low conversion rate may signal issues with website design, product relevance, or pricing, while a high conversion rate indicates that your business is successfully engaging and converting visitors into customers.

2. Average Order Value (AOV): The average order value represents the average amount of money spent by customers in a single transaction. Monitoring the AOV is crucial for evaluating pricing strategies, cross-selling and upselling effectiveness, and overall customer spending patterns. By identifying opportunities to increase the average value per transaction, ecommerce businesses can boost profitability without necessarily acquiring more customers. Understanding the AOV empowers businesses to optimize their product offerings and implement strategies to increase customer spending, thus driving revenue growth.

3. Customer Lifetime Value (CLV): CLV measures the net profit a business can expect to earn from a customer over their entire relationship. By considering factors such as purchase history, average order value, purchase frequency, and customer retention rates, CLV provides insights into the long-term value of your customer base. Monitoring CLV helps you identify your high-value customers, enabling you to allocate resources effectively for personalized experiences, loyalty programs, and targeted marketing efforts. By maximizing CLV, ecommerce businesses can foster customer loyalty, drive repeat purchases, and enhance overall profitability.

While these three metrics serve as a foundation for ecommerce analytics, it's important to note that every business is unique, and additional metrics may be relevant based on specific goals and industry nuances. Therefore, establishing a comprehensive analytics framework tailored to your business objectives is crucial.

Remember, data is a powerful asset that can guide strategic decision-making and drive growth in the highly competitive ecommerce landscape. By monitoring conversion rate, average order value, and customer lifetime value, you can gain actionable insights and make informed decisions that will propel your ecommerce business forward.
Stefan Gehlen | Digital Insights & Analytics Manager at Healthylife
When it comes to monitoring e-commerce metrics, it is vital to avoid solely focusing on individual metrics in isolation. Instead, it is crucial to analyze how these metrics can be disaggregated to gain a comprehensive understanding of the underlying factors contributing to any deviations from forecast or baseline. A prime exemplification of this lies in e-commerce revenue, which can be effectively broken down using the following metrics: Traffic, Average Order Value, and Conversion Rate. To further enhance the analysis of these three metrics, it is valuable to examine them using various dimensions such as traffic channels, landing page groups, new/returning user or devices, as it provides additional insights into performance.

Additionally, here are three other essential metrics that every e-commerce business should monitor:

- Contribution Margin (CM3): Calculated as Revenue minus Cost of Goods Sold (COGS), Marketing Expenses, Shipping Expenses, Fulfillment Expenses, and Payment Transaction Fees, this metric is critical for the financial sustainability of a business. A higher CM3 signifies greater financial stability.

- Return on Ad Spend (ROAS): This metric measures the revenue generated per dollar invested in paid advertising. Monitoring ROAS is particularly important in the early stages of an e-commerce business when reliance on paid ads tends to be higher. Businesses should determine their break-even ROAS and adjust their target ROAS based on the observed trade-off between revenue and profit. It's important to note that maximizing both simultaneously is challenging due to the law of diminishing returns. Google Ads provides the option to set a target ROAS (tROAS) for this purpose. However, it is essential to remember that optimizing paid ads performance should not rely solely on adjusting the tROAS level. It is advisable to conduct thorough testing and consider other optimization levers for achieving optimal results.

- Net Promoter Score (NPS): Calculated by subtracting the percentage of Detractors from the percentage of Promoters, NPS helps e-commerce businesses understand the number of customers who would recommend their products or services to others. This metric can be highly valuable if businesses design NPS surveys in a way that allows them to take meaningful action based on the insights received. A high NPS indicates positive performance, while a low NPS prompts businesses to delve into customer feedback and identify areas for improvement.

By monitoring and analyzing these metrics, e-commerce businesses can gain valuable insights for driving growth, improving financial health, and enhancing customer satisfaction and loyalty.
Aodhan Brownlee | Customer Analytics Manager at ASDA
Average Order Value - "How much do customers usually spend with us?!”
Average Order Value or ‘Basket’ as it is known by big retailers is a great metric for understanding customer behaviour. The math is simple: total revenue over the number of orders. Usually, the higher the number, the better, but during promotional periods, a lower basket is maybe what you are after (hopefully with more orders). Commercial and pricing teams should be engaged with this metric as it gives a more holistic view of the customer. For instance, teams may be quick to shout about individual product sales, but this may mean customers are spending less or cannibalising from other product categories. If your business works across numerous channels, Basket is a good way of getting to grips with how customer behaviour occurs across your entire offering, such as in-store or online, etc.

Top tip: track Basket alongside other metrics such as Average Unit Price and Average Order Quantity.

Conversion Rate - “Once someone gets to our site, how likely are they to buy something?!”
A common question banded about meeting rooms globally; unbeknown to stakeholders, they are actually asking what their ‘Conversion Rate’ is. A critical metric, it illustrates how effectively a website is at transforming visitors into customers; put simply, it is the percentage of visitors who make a purchase. Naturally, a high conversion rate is what you are after, a sign your site is well-optimised and underpinned by successful marketing campaigns. On the other hand, a low conversion rate is usually down to a combination of issues, such as ineffective marketing campaigns or product offerings, but a full UX audit should get you closer to the answer. It is important for ecommerce businesses to set up regular and accessible reporting for ‘conversion’. Improving this metric should lead to increased sales! Bear in mind, it is common to see conversion rate jump up through seasonal or promotional events.

Cart Abandonment - “Customers add to their but don’t actually buy!"
Cart Abandonment or Abandonment is the percentage of customers who add items to their basket but don’t check out. Picture this: you own a shoe shop. You’ve pulled together a great marketing campaign getting customers in-store; once customers are in, your salespeople explain your products well, resulting in customers trying on shoes! However, you notice that half the people who try on a pair of shoes don't actually buy a pair. These customers may say things like “I’m going to shop around” or “let me have a think”; this is cart abandonment (well, it's as good an analogy as I could come up with). High abandonment could be down to a number of reasons, but a few things to look out for are issues or sticking points at checkout, high shipping costs, or a small selection of payment options.

Top tip: make sure your focus on UX extends to the entirety of the customer journey; checking out should be as easy as adding to your cart! And remember, while a customer could have something in your basket, they also could have items in other baskets on other sites!
Jacob Ooi | Customer Analytics and Market Insights Lead at Woolworths Group
Monitoring the right metrics is crucial for the success of any ecommerce business. While there are numerous metrics to consider, I believe that the following 3 metrics supports the highest chances of better data-driven decisions, improvement of performance, and ultimately increase their revenue and profitability.

1) Conversion Rate: The conversion rate represents the percentage of website visitors who complete a desired action, such as making a purchase. It is calculated by dividing the number of conversions (purchases) by the total number of visitors and multiplying by 100. Monitoring the conversion rate is essential because:

- Business Performance: It directly reflects the effectiveness of your website in turning visitors into customers. A high conversion rate indicates that your website and marketing efforts are resonating with your target audience.
- Profitability: Improving the conversion rate can boost your revenue without increasing your marketing spend, leading to higher profitability.
- Identifying Issues: If your conversion rate is low, it signals potential issues in your website design, checkout process, or product offerings, which can be addressed to enhance the overall shopping experience.

2) Customer Acquisition Cost (CAC): Customer Acquisition Cost measures how much money it takes, on average, to acquire a new customer. It's calculated by dividing the total marketing and sales expenses by the number of new customers acquired within a specific time frame. Monitoring CAC is crucial for the following reasons:

- Budgeting and Planning: It helps you understand how much you need to invest in marketing and sales efforts to attract new customers. This information is valuable for budgeting and strategic planning.
- Profitability Assessment: Comparing the CAC with the Customer Lifetime Value (CLV) allows you to determine if your acquisition efforts are generating profitable, sustainable customer relationships.
- Efficiency Improvement: A high CAC may indicate inefficient marketing campaigns or targeting the wrong audience. Monitoring this metric can help you optimize your marketing strategies and reduce acquisition costs over time.

3) Cart Abandonment Rate: The Cart Abandonment Rate measures the percentage of online shoppers who add items to their cart but leave the website without completing the purchase. It's calculated by dividing the number of completed transactions by the number of initiated transactions and multiplying by 100. This metric is important for the following reasons:

- Identifying Revenue Leakage: High cart abandonment rates indicate potential revenue loss. By understanding why customers abandon their carts, you can implement strategies to reduce abandonment and recover potentially lost sales.
- User Experience Improvement: Cart abandonment can be a symptom of a suboptimal user experience, such as a complicated checkout process or unexpected additional costs. By addressing these issues, you can improve the overall shopping experience.
- Conversion Rate Optimization: Addressing cart abandonment can directly impact your conversion rate, leading to increased sales without necessarily driving more traffic to your website.
Hannah Grant | Analytics Transformation Manager - Finance Lead at Halfords
1. Online Customer engagement metrics are invaluable for any ecommerce business, this could include things like time spent on your website, pages viewed per session and bounce rate. Website analytics are crucial in helping an ecommerce business measure these metrics which aid decision makers in improving the customer journey and increasing engagement.

2. Repeat purchases (% of customers who make repeat purchases) are critical in understanding who is buying from the business and how often, which informs consumer behaviours (and how this may change over time).

3. Average Order Value (the amount a single customer spends in one transaction) I think is one of the most important metrics. This enables an ecommerce business to track customer spending habits, and is particularly important in our current economic climate as customers are switching between the good, better, best product ranges.

This metric also provides insight into how successful a business is at upselling and cross-selling.Increasing customer engagement, repeat purchase and the average order value combined will certainly put you on the right track to grow your ecommerce business.
John Greca | Head of Digital commerce and Retail Media Partnership at GroupM
1. ROAS = AOV/CPO
Why? Acquisition what should be my CPA/CPO to stay profitable? Do I have sufficent budget to hit my goal?
Retention; what should a profitable customer be in terms of AOV: Frequency x Basket Size

2. eCPA (expected CPA) = Ad Spend / (Impressions x CTR x CVR)
Why? It's based on current performance metrics and is used to forecast the cost-effectiveness of future campaigns.

3. ROAS = 1/ACoS --> ACoS = Ad Spend / (Impressions * CTR * CVR * AOV)
Why? To minimise ACoS work on quality traffic, improve retail readiness, improve bundles, cross/upsell to improve AOV.
Zeeshan Javed | Head of Media Performance and Analytics at Foxtel
Ultimately, most e-commerce business are selling a product or variety of products/services/subscriptions and as such all key metrics need to tie back to the business goal.

The three metrics that I find are quite valuable for this are:

Cost per Visit: Depending on the composition of your brand and acquisition activities, this will scale up or down relative to investment. If you are bringing cheaper traffic to site, and this is not driving sales, this visit will help you isolate the source of your less desirable traffic. It will also validate if the improvement is simply due to better omni-channel mix.

Checkout start: I feel this is often an understated metric for e-commerce businesses who either become focus on volume of traffic or the ultimate sale. Checkout start will help an e-commerce business determine if the visitors to site are even commencing the process of buying or are they simply too far away from purchase consideration. By optimising this variable, you can in essence improve both the inbound traffic and the the sales outcome you desire.

Omni-channel Cost per Acquisition (CPA): It is easy to look at a channel like search and say it is the best performing because it has the lowest cost per acquisition, but that is simply because it is at the bottom of the funnel. A true measure is using a media mix modelling or MTA style approach to understand true contribution and CPA for each product/category. This is how you determine the true mix of marketing touchpoints that it requires to sell the product, compare it against sourcing costs and margins and see if that is product/category you should even be selling. Companies have finite budgets, so spreading them too thinly across is the same as not spending at all in my opinion.
Melissa Feeney | Data Scientist at PVH Corp.
Every ecommerce business should be monitoring customer lifetime value, customer acquisition cost, and customer retention rate.

Customer lifetime value; defined as the revenue expected from a customer over their “lifetime” with the business, can help to understand the types of customers that are sustaining a business- are they predicted to be high-revenue lifelong customers, or lower-revenue lapsed customers?

Customer acquisition cost; defined as the cost it takes to acquire a new customer, is important to consider against customer lifetime value. It is crucial to consider the balance of customer lifetime value and customer acquisition cost. If newly acquired customers are anticipated to spend less than their acquisition cost, that might be a signal to adjust cost and/or invest in revenue growth strategies. On the contrary, if newly acquired customers are anticipated to spend more than their acquisition cost, maintaining their loyalty is of utmost importance.

Customer retention rate; defined as the percentage of customers that engage with the business year over year, goes hand in hand with customer lifetime value and customer acquisition cost. Retained customers drive value from both a financial and brand health perspective, and it is typically more costly to acquire new customers than it is to retain existing ones. Understanding and knowing how to action from these customer-centric metrics are essential to gauging the health of an ecommerce business.
Daniel Schein | Director, CRM Analytics & Insights at Tory Burch
Top 3 Metrics every e-commerce business should be looking at are: 1) session conversion rate, 2) revenue per user, and 3) contribution to growth.

I prefer session conversion rate over user conversion rate quite simply to treat all variable factors the same. Whether this is marketing channel, returning visitors, or simply which analytical platform you are using - session conversion rate is the number one way to determine what is working and what isn’t working in the moment. Improving conversion is everyone’s goal hence why it unsurprisingly is my number 1 KPI that every e-commerce business should be looking at.

To determine how much something is working (magnitude) I prefer KPI #2, revenue per user. RPU is the perfect supplement to conversion rate to inform just how much that conversion is leading to from a zoomed out perspective across your customers. Let’s say for example a site has 2000 sessions from 2000 users, 1000 each of new and returning. If we have a 5% conversion rate (50 purchases) from returning users but a 1% conversion (10 purchases) from new users we might assume that returning users are performing better than new. But if the value of transactions is much higher across those new users (enough to substantially increase RPU), this group of customers might just be more valuable during that time period.

And finally, to explain why for changes in these metrics, as well as every other, is contribution to growth. I find this metric to be underutilized but essential in answer the question of why. Bounce rate is high on the site? Landing page A’s bounce rate has increased 800% - this must be the culprit. But if the traffic that enters on this page is so minuscule that it doesn’t affect the aggregate picture it’s CTG is low and thus not the reason why bounce rate is up. This same thought process can be applied to any other metric/dimension combination within e-Commerce. Conversion by marketing channel, DMA, etc. Funnel Abandonment by landing page, entry channel, and more. CTG can help you explain what is working. In cases of negative CTG (contraindications) we can even see what is offsetting the observed difference in either direction.
Ashraf Ali K M | Director, Data Analytics at Foot Locker
1. Return on Investment: As Ecom operates on process & technical overhead compared to physical stores esp. for an omni channel retailer, it is important to keep track of the returns on investment (from both capital & operations costs) and keep making commercial sense out of it. Though ecommerce helps drive the futuristic customer landscape and their behavior expectations geared towards convenience, competitive pricing etc. there will be continuous onus on the ecom business leaders to justify the investment to the executive leadership and the opportunity costs lost with it in the omni-channel environment.

2. Customer acquisition (New customers acquired to the Company): Diversifying the customer portfolio based on the target audience segment esp. through the digital marketing activities is critical for sustained business growth. Therefore it is important to drive new customer acquisition and in turn convert them into loyal customers driving repeat purchases. Healthy mix of new customers and capturing the buying moments of the existing customers would deliver an efficient Ecom operational strategy.

3. Customer feedback (NPS) score: In addition to product/commercial & customer strategy, the seamless experience & customer delight delivered while purchasing the products in the website continues to evolve in two ways:
a. Ensure that the ecommerce site is technically robust and operational esp. with the fundamental functionalities to complete the purchases. In addition to that the post purchase experiences and customer service also plays a big role in brand recall and customer retention
b. Personalized experiences (promotions for loyal or recurring customers, showing the assortment of customer's on top of the page etc.) to have a better chance of converting each customer visiting the website
Pascal Janus | Vice President Center for Data & Analytics Insights at Fressnapf Holding SE
Share of Wallet to actually know the potential market share of your current and potential customers in order to be able to optimize it along your continuous optimization and testing measures for all relevant dimensions like product categories, services and also to find out the relevant triggers, which can increase the individual customer value for your business.

Net Promoter Score is important to identify your overall satisfaction across your services and offers. As it is highly standardized it helps you to compare yourself with competition, but also across industries. If you connect this measure deeply into your core offers, processes and customer data, you will gain the ability to see very granularly, if your current development activities are truly customer oriented and will help you to push customer loyalty sustainably.

Last but not least are Conversion Rates. They are important to project the core funnels of the offers and services in a very reduced way. They can be essential in daily operational and testing activities along the development process of core solutions. With a quick glance at them you know, if your basics are working in the way they should be. This can be essential after a major release of technical fix and also while optimizing marketing efforts and offer presentation along all touch points with your customers.

All three of them will already offer you a very comprehensive overview of your business performance and market fit. They will offer you possibilities for short term optimization and long term monitoring and can be central for every strategic decision process. They get really powerfull, when combined with other core dimensions and data of your business so you can drill down to the level where optimization is necessary.
Nicolas Casiez | Senior Analytics Manager at Decathlon
CONVERSION RATE: Important metric as is it provides a quantitative indicator to measure the site's ability to generate it purpose, such as sales, sign-ups, or clicks. By analyzing conversion rates, analysts and business teams can deepdive in the funnel, conduct evidence-based testing and optimizations to enhance user experience, checkout process, and overall site performance.

CUSTOMER LIFETIME VALUE (CLV): An other valuable metric ! CLV offers a long-term perspective on a customer's total value, guiding strategic decisions and resource allocation. It helps identify high-value customers, assess marketing effectiveness, brand attachment, and can help to predict churn. Adopting a CLV-focused approach promotes customer satisfaction and profitability, ensuring sustainable growth to the business!

ARPU: This 3rd metric is crucial for e-commerce as it evaluates revenue generated per customer. It helps business teams to adjust customer retention strategies, segmentations, and it's also an important metric to consider in order to 'wisely' optimize pricing strategies.
Maria McGourty | Data Analytics Manager at Lidl Ireland
1. Expansion of the total size of the ecommerce market: While Lidl is currently only engaging in certain ecommerce areas, we always keep a keen eye on how the overall ecommerce market performs and which concepts appeal to customers the most. Things can change here even quicker than in 'traditional' retail areas, so it is vital to keep yourself up to date!

2. Customer retention and churn: Gaining a new customer is always harder and more costly than retaining and rewarding existing customers. Building a good reputation and loyalty with customers is just as important online as it is with brick and mortar business.

3. Promotion performance: Do customers only engage for special offers, or are they realising their full shopping potential through your ecommerce channel? This will also affect ROI of promotion spend and overall profitability, which is crucial to any retailer.
Trevor Ballard | Director | E-Commerce Analytics & Strategy at Carewell
1. LTV to CAC Ratio - this is the holy grail of E-Commerce assessments and ultimate leadership compass guiding strategic decision making; are we most efficiently deploying acquisition dollars across marketing channels, are we acquiring the "right" customer that achieves a positive return quickly enough on their acquisition cost, do we have the potential to scale the business with increased marketing budgets, and will we be profitable at scale?  

2. Net Promoter Score - E-commerce companies without a proprietary product to sell dont have natural moats: theyre bringing goods online for the convenience of the consumer to deliver right to their doorstep as opposed to a retailer or other etailer.  Inevitably, friction arises in this highly competitive landscape; however, it is crucial not to surrender to the potential loss of customers due to a single negative experience. Take Chewy for example - odds are you've seen at least one viral linkedin post about how Chewy's customer service team has gone above and beyond to 'wow' their customers and turn pain points into viral opportunities that yield even more acquisitions. Their hawk-like focus on NPS/customer experience is a significant driving force behind their customer retention.

3. Revenue Per User - E-Commerce companies need to reconsider their sole reliance on Conversion Rate as a performance metric. Instead, they should shift their focus more heavily towards Revenue Per User/RPU. While Conversion Rate provides insights into initial transaction success, it falls short in capturing the true revenue potential and long-term value of customers. RPU, on the other hand, paints a more comprehensive picture by quantifying the actual monetary value derived from each user. By prioritizing RPU, businesses can emphasize profitability, optimize CLV to CAC, and explore cross-selling and upselling opportunities across user cohorts. While at Sephora, we transitioned from Conversion Rate as our main KPI in AB Testing to RPU for this reason.
Vidhi Arora | Head of Analytics at Stark Group
1. CAC/LTV Ratio: Monitoring the CAC/LTV ratio is crucial because it allows you to assess the efficiency of your customer acquisition efforts and the long-term value those customers bring. A low ratio indicates cost efficiency and profitability, while a high ratio highlights the need for optimization and sustainability.

2. Retention %: Monitoring customer retention is important as it measures customer loyalty and satisfaction, ultimately leading to repeat purchases. Higher retention rates mean lower customer acquisition costs, improved customer lifetime value, and increased profitability in the long run.

3. ROAS: ROAS is a key metric for evaluating the effectiveness of your advertising campaigns. It helps you determine how well your marketing investments are generating revenue, enabling you to optimize your advertising spend, allocate budgets wisely, and improve overall advertising efficiency.
Charlotte Tyson | Digital Analytics Manager at Arco
My top three metrics would have to be revenue, number of active customers and average order values.

I think revenue is the one everyone will jump to agree with, but it's so important to track for a number of reasons, not only does it indicate performance, but also allows you to forecast and track the effect of seasonality, marketing campaigns and the impact of any changes to your website.

The number of active customers will indicate whether acquisition methods are working and whether they are converting, but monitored in parallel with revenue and average order values, it can dictate whether customers are ordering more or less than they used to, helping to drive data-driven marketing strategies if aligned with baskets.

Average Order Value is great to track if you're looking to up-sell or cross-sell online. The only thing to play caution to is the extent in which inflation affects this number. It may be best to pair this with lines per order to see if the true average basket size is increasing!
José João M. G. Rodrigues | Head of Data & Analytics at Mercadão & Lola Market
Selecting just three metrics for an ecommerce business is indeed a challenging task due to the diverse areas that need consideration, each with its own set of metrics. However, after careful consideration, I would prioritize the following three key metrics:

- "Number of Users with Orders" (also known as the number of customers): This metric provides valuable insights into how many users have made purchases within a specific timeframe, offering a fundamental understanding of the customer base.

- "Average User Frequency": By dividing the "Number of Orders" by the "Number of Users with Orders," we can calculate how frequently, on average, a user makes purchases. This metric helps gauge customer engagement and loyalty.

- "Average Order Value" (also known as the order basket): Analyzing the monetary value of an average order within the specified timeframe gives essential insights into customer spending behavior and revenue generation.

These three metrics are pivotal for several reasons. First, ecommerce businesses often possess significant advantages in understanding their customers, and monitoring these metrics allows for a deeper comprehension of customer behavior and preferences. Second, the combination of these three metrics enables us to construct a sales equation, providing a comprehensive view of sales performance. By multiplying the "Number of Users with Orders," "Average User Frequency," and "Average Order Value," we obtain the total sales figure for the period. This powerful equation helps isolate the impact of each metric on sales and allows for insightful analysis when comparing variations between different periods. For instance, suppose we observe a significant increase in total sales compared to the previous period. With the sales equation, we can dissect this growth and understand which specific metrics contributed the most to the upturn. Was it primarily driven by an influx of new customers ("Number of Users with Orders"), an increase in the number of purchases per user ("Average User Frequency"), or a rise in the average spending per order ("Average Order Value")? Analyzing these individual components helps us pinpoint the exact drivers of success or areas that require improvement. This level of granularity empowers us to make data-driven decisions and implement targeted strategies to address specific challenges.By employing the sales equation as an analytical tool, ecommerce businesses can fine-tune their strategies, optimize marketing efforts, and tailor their offerings to meet customer demands more effectively. It facilitates a deeper understanding of the dynamics within the business and offers valuable insights for driving continuous growth and improvement.

While these metrics are highly valuable, I would also like to acknowledge the importance of "Session Conversion Rate" as an honorable mention. This metric serves as a critical indicator of site or app effectiveness, reflecting the percentage of online sessions that convert into orders. Monitoring session conversion rate is essential for understanding and optimizing the overall user experience and conversion funnel.

Overall, the combination of these three core metrics and the honorable mention provides ecommerce businesses with a solid foundation for data-driven decision-making, enabling them to optimize performance, enhance customer experiences, and achieve sustainable growth.
Chris J. Chung | ECom Strategy & Growth at PENCILZ
Payback Period: The payback period is the time it takes for a business to recoup its investment. This metric is crucial as it impacts cash flow and liquidity management, which are critical in the fast-paced e-commerce world. A high payback period might lead to cash crunches and necessitate prioritization of investments or initiatives that have shorter payback periods. Sub-metrics affected could be customer acquisition costs (CAC), lifetime value, repurchase rate, or churn rate if you're selling a subscription product. These metrics will need to be monitored and improved to reduce the payback period.

Contribution Margins: The contribution margin is the revenue per unit sold minus the variable costs associated with selling that unit. Other lingo for referring to this metric is unit economic and landed costs. In e-commerce, decisions on product mix, pricing strategy, and cost management are driven by this metric. Sub-metrics affected could include product-specific costs, average order value, and sales volume per product. Your contribution margin is essentially your profit, and is used to calculate your payback period.

LTV/CAC Ratio: The LTV (Lifetime Value) to CAC (Customer Acquisition Cost) ratio is an indicator of the long-term value of a customer compared to the cost to acquire that customer. This metric is essential for understanding the effectiveness of your marketing spend and the value you're getting from your customers over the entire customer journey. A high LTV/CAC ratio means you're getting a good return on your marketing investment. This metric influences decisions in marketing spend, customer retention strategies, and product development. The sub-metrics affected by this ratio could include customer churn rate, customer retention cost, and customer purchase frequency.
Erik Brignall | Owner Director, Data Consultancy & Delivery at Alt24
I always start with a tree based approach to defining a KPI strategy and it’s underpinning metrics. Working from the core objectives for the business through the tactical branches of execution to the metrics that illustrate performance. So all roads (and metrics) lead to Rome, i.e. driving the business objective. That being said, whatever the core eCommerce objective everyone’s monitoring strategy will start with the metrics that determine revenue i.e Visitors, Conversions and Order value. Combine these with your product, content and marketing dimensions and you have the basis of most eCommerce reporting. Once you understand what is happening you can then start focusing on the metrics that deliver the why.
Elena Burykh | Analytics Engineer at Graze
Shopping Cart Abandonment Rate - can aid in locating design flaws and is frequently a sign of how trustworthy or not the checkout process is to a customer. Prior to majorly investing into gaining new customers, it is good to investigate a pattern of customers who are not motivated to checkout (if there is one).

Customer lifetime value (CLV) - can show a better grasp on the long-term financial return on efforts. Accordingly, marketing expenditures can be assessed to support or cut time spent gaining clients of lower value.

Customer Acquisition Cost (CAC) - ultimately it defines how expensive growth is for your business, so the priorities can be set accordingly.
Adrian Goller | Teamlead Performance Marketing / Analytics at ETERNA Mode GmbH
1) Conversion Rate - obviously one of the most important KPIs in ecommerce as it gives a shorthand for the overall effectiveness of your ecommerce website and points to the general efficiency of your marketing funnel.

2) CLV - super important, but still and unfortunately in most companies not frequently used. CLV in short, gives you the total monetary value of a customer to a business over the entirety of their relationship. Thus, it provides a better picture of your business long-term. With a proper CLV calculation in place, you’re learning, in essence, what your average customer is “worth” to your company. Because if you don’t know what a client is worth, you don’t know what you should spend to get one or what you should spend to keep one. It teaches you to understand the economic value of each customer and helps you to make smart decisions about your investments.

3) Checkout Duration - thats a personal recommendation and maybe no out of the box standard KPI. With the average checkout duration you get a pretty good understanding of the heartbeat of you ecommerce. It is essentially kind of the "good" twin to checkout abandonment rate. Optimizing for this KPI assumes that less time needed for checkout makes the checkout generally speaking more easy and convenient for your customers, which gives a greater likelihood of purchase. Vice versa a high checkout duration or outliers, are a strong indicator, if something is off in the checkout funnel.
Marcin Bernad | Head of Analytics - Eobuwie/Modivo
Everything depends on the stage of business development we are in. The metrics we choose may differ depending on whether we are at the beginning of building our eCommerce venture or if we are talking about a mature and large organization.For a large business, selecting only 3 metrics is incredibly challenging. Numerous areas of the company are crucial and require measurement and monitoring. Nevertheless, I will attempt to provide a general response, allowing me to indicate 3 metrics while encouraging exploration of other business areas that influence them.

1. Contribution Margin Level 3 - from an operational perspective, this is a crucial metric that tells us how profitable our activities are. Its usefulness will, of course, depend on the dimensions we want to analyze. It works well to determine whether we have profitability issues in specific markets, product categories, or marketing actions.

2. Revenue per Session - I like this metric because it provides an overall view of how Conversion Rate (CR) and Average Order Value (AOV) work together (AOV is further influenced by average price and the number of products in the cart). It shows how effectively we monetize the traffic driven to our website. Most eCommerce development teams can find ways to improve this metric in their work. It is straightforward to calculate and understandable to everyone.

3. Customer Lifetime Value (CLTV) - having a metric that addresses the profitability of our actions and the monetization of our traffic, it's time for a metric that revolves around the customer and the value they bring throughout their lifecycle. From a healthy business perspective, acquiring new website traffic (new customers) is essential, but to optimize marketing efforts, customer loyalty is crucial. Increasing their value over time allows for redistributing marketing budgets to other areas/actions aligned with the company's strategy.
Julia Sobishchanska | Head of Finance & Analytics at Jimmy Brings
1. Sales Conversion Rate - You'll get a better ROI as your conversion rate increases; this is one of the most important metrics to monitor.

2. Average order value (AOV) - shows the average amount customers spend once they shop online.

3. Customer lifetime value (CLV) - a good indicator of a business's long-term financial viability.
John Bowman | Chief Analytics Officer at Returnalyze
1. Cost per Site Visit - How much are you paying for traffic to your site (including paid search, social media ads, etc.)?

2. Conversion Rate - what % of site visits result in a sale?

3. Avg Order Value - average value of each sale.

To grow your business, you must either
(a) spend more on advertising,
(b) reduce cost per site visit (for example, by incentivizing customers and prospects to come back organically, by increasing reach of "owned" media such as your blog, or by improving organic search ranking),
(c) improve conversion rate (by making your site easier to navigate, reducing friction in purchases, offering promos and satisfaction guarantees, improving onsite search, improving quality of product information and images, selling a bigger assortment, etc.), or
(d) increasing average order value (by raising prices, capitalizing on cross-sell opportunities, etc.).

Of course, improving in one of these dimensions may create headwinds in other dimensions. I recommend a rigorous test and learn approach to refine the strategy through a series of quick controlled experiments (such as matched market tests to prove out advertising strategy and A/B tests on the site experience).
Melanie E. Denyer | Head of Marketing at People Tree
If there is one thing that I've seen in recent weeks as GA4 has taken over from UA, it's that people are often slavishly tracking metrics in inherited dashboards, without really considering their true value. This has naturally led to a constant flow of 'how do I track X in GA4?' in online analytics communities, and the disappointing discovery that people are tracking things that are now fairly meaningless, and that they have genuinely not thought about data as a live, actionable business asset that can have a far more active role in supporting their decisions.

So for me, rather than prescribing the metrics people should be following, I would encourage them to go back to first principles and think about what it is that they are trying to learn from the data. While I wouldn't quite say that dashboards are dead, the attitude that says we should rely on a constant dashboard, purely because that's what the company has always tracked, or because some self-appointed expert on the internet says so, certainly should be, because it lulls people into complacency.

Data for the sake of it is a waste of resources. So by all means track your tripwire metrics - things like changes in your conversion and bounce rates, your traffic. But it's really important to get curious. Sometimes it's not so much the metric you follow but the filter you apply that brings actionable insights to the fore. I commonly compare metrics based on language, for example, because I can quickly see where things are working - or not - for a given market, learning what content and products are performing best at a regional level so that I can tailor email campaigns that will convert better because of what I've learned. Data to insight to action.

Incendium Gives You More!

Meaningful Performance Measurement

Whilst most analytics platforms provide you with an entry point to look at top level channel performance, or visits and engagement over time, the data is not organized in a way which leads to actionable insights. So you got more traffic? Why? Who were those visitors? What did this do for your business?

Incendium tracks a much broader array of metrics, but organizes the data in a way that is completely customized to your own customer journeys. Insights jump straight out of the dashboard, and allow you to make bold changes to your business with confidence.

Our aligned Sales & Marketing dashboard tracks Prospects through each stage of their journey to becoming a customer. It can quickly show you where your optimization opportunities are and what the potential impact will be. Quickly cut wasteful marketing expenditure, improve your sales team performance and grow your lead pipeline.

Unparalleled Attribution Scope

Mass-market analytics are fundamentally flawed when it comes to measuring b2b pipelines. Even with custom coding and APIs it is impossible to pull revenue data into them and match it to a user journey. So you can never know the ROI of a keyword in a PPC campaign and forget trying to carry out attribution modeling for channel performance.

Incendium solves this, closing the loop and providing full attribution modeling on top.

Understanding Engagement With Completely New Metrics

With all the engagement metrics in the world, from Time in View to Scroll velocity, measurement of behavior is still subjective. What is a good Time-On-Page? How many pages should people visit in a session?

Incendium uses a new metric called ‘Page Effectiveness’ which takes into account audience data, buying journey stages and the purpose of the page they are visiting to decide if the pageview should be marked ‘Effective’ or not. For example, if someone lands on a category page, and clicks through to a product straight away, traditionally this would be seen as negative due to a quick time on page. However the page did it’s job, and the speed actually suggests it did it very well. Incendium sees this in-content click from a landing visit on a category page and registers an effective pageview.

Analytics has evolved. Book a demo with our team and find out how we can change the way you look at your data and optimize your pipelines.

Meaningful Performance Measurement

Whilst most analytics platforms provide you with an entry point to look at top level channel performance, or visits and engagement over time, the data is not organized in a way which leads to actionable insights. So you got more traffic? Why? Who were those visitors? What did this do for your business?

Incendium tracks a much broader array of metrics, but organizes the data in a way that is completely customized to your own customer journeys. Insights jump straight out of the dashboard, and allow you to make bold changes to your business with confidence.

Our aligned Sales & Marketing dashboard tracks Prospects through each stage of their journey to becoming a customer. It can quickly show you where your optimization opportunities are and what the potential impact will be. Quickly cut wasteful marketing expenditure, improve your sales team performance and grow your lead pipeline.

Unparalleled Attribution Scope

Mass-market analytics are fundamentally flawed when it comes to measuring b2b pipelines. Even with custom coding and APIs it is impossible to pull revenue data into them and match it to a user journey. So you can never know the ROI of a keyword in a PPC campaign and forget trying to carry out attribution modeling for channel performance.

Incendium solves this, closing the loop and providing full attribution modeling on top.

Understanding Engagement With Completely New Metrics

With all the engagement metrics in the world, from Time in View to Scroll velocity, measurement of behavior is still subjective. What is a good Time-On-Page? How many pages should people visit in a session?

Incendium uses a new metric called ‘Page Effectiveness’ which takes into account audience data, buying journey stages and the purpose of the page they are visiting to decide if the pageview should be marked ‘Effective’ or not. For example, if someone lands on a category page, and clicks through to a product straight away, traditionally this would be seen as negative due to a quick time on page. However the page did it’s job, and the speed actually suggests it did it very well. Incendium sees this in-content click from a landing visit on a category page and registers an effective pageview.

Analytics has evolved. Book a demo with our team and find out how we can change the way you look at your data and optimize your pipelines.

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