A leading automotive brand wanted to modernize its marketing measurement tool set and implement measurement best practices to pave the way to a new era of marketing insight and performance. The brand engaged Carat USA to help finalize their data ecosystem. The first step was to select an attribution provider. After evaluating analyst reports, Carat recommended Google Attribution 360, part of the Google Analytics 360 Suite, as the best option. The goal was to improve overall return on investment and improve overall planning and strategy.

Česká spořitelna, the largest bank in the Czech Republic, was struggling with its data management processes. The bank had a sophisticated data gathering system, but it was more focused on collecting data than using it. Employees were manually importing data into spreadsheets, and the media agency had its own reporting workflows, leading to frequent communications and wasted time. Recognizing that data is the company’s most important asset, Česká spořitelna decided to make it a key part of every business process — from strategy to daily tasks. However, the bank needed a better solution for managing data.

Genesys, a leader in customer engagement solutions, was facing challenges in data efficiency and communication across the company. The marketing and product teams at Genesys were passionate about using data to optimize their user experience and marketing channels. However, the problem wasn’t getting the data, it was showing the data. The different offices and executives around the world had trouble logging in to view the data — and once they did, the reports were intimidating and confusing. To improve this situation, Genesys turned to Analytics Pros, a digital analytics agency.

Mango, a global fashion retailer, was facing a challenge with its mobile platform. Despite a 50% year-over-year increase in mobile traffic, accounting for 62% of all website traffic, the number of mobile transactions was still lagging behind desktop transactions. The company wanted to improve the mobile shopping experience and increase the number of transactions on mobile devices. They needed to understand where users were in their path to purchase, including: opening a menu, searching for (and clicking on) a particular product, and choosing a shipping method. They also wanted to track exactly how many users reached each of these steps and see where users were exiting the purchase process.

Lenovo, a global leader in personal technology, was facing challenges in marketing measurement. The company was using a rules-based measurement model that allowed multiple channel owners to claim credit for the same sales. Each channel reported results separately, resulting in inflated last-click attributed results of 371% of actual sales. This made it impossible to tell which marketing investments actually drove sales. Lenovo also had a blind spot regarding who was purchasing what. The company wanted to effectively reach existing customers to drive repeat purchases.

HelloFresh, a meal kit delivery company, was looking to grow its customer base in the American and European markets. To achieve this, they needed to gain a better understanding of the entire customer journey and optimize their bids, budgets, and keywords. They wanted to evaluate all digital marketing interactions based on their actual impact on conversions and increase channel effectiveness and efficiency. The challenge was to understand the whole path, not just evaluate the final click. They needed a solution that could measure the customer journey across devices and channels, from banner advertising on price search engines to online video platforms.

GoPro, the world's leader in wearable and gear-mountable cameras and digital devices, was facing a challenge with the management of its digital marketing activities. The growing popularity of GoPro products led to an increase in the complexity of their digital marketing activities. This resulted in dozens of tags measuring countless engagement activities across its web properties. Over time, managing versions, deployments, and changes of these tags had become a burden. As the company grew, it was critical to find a way to manage tags that would scale as the marketing strategy evolved.

Founded in 2006, ideeli is one of the fastest growing retailers in the US. With more than 6 million members and more than 1,000 brand partners, ideeli has pioneered a new way to shop the hottest brands at exceptional prices online. As the business scaled, so did the brand’s marketing needs. In 2011, ideeli noticed that marketing measurement data was failing to provide meaningful insights. Inconsistencies from looking only at last-click attribution were clouding the ideeli team’s view. Their audience engaged with so many touchpoints before purchasing, it was impossible to tell which ones really mattered. The team couldn’t even tell whether sales conversions were from repeat customers or new customers. Without understanding which touchpoints were the most useful to each kind of customer, optimizing marketing efforts became a guessing game. The brand was both over- and under-spending across channels as a result.

The Motley Fool, a company dedicated to helping the world invest better, was facing a challenge with their newsletter order page. Despite email campaigns driving visitors to the page, a high percentage of those sessions were not leading to an order. The company's marketing team's main goal was to attract new visitors to its content and convert them to paid newsletter subscribers. They used Analytics 360 to measure their performance against this goal and to better understand customer behavior on their website. However, they identified a weak link in the sales chain and decided to try a new approach to improve the conversion rate.

The Next Web, a technology-media company, hosts two annual conferences in New York City and Amsterdam, attracting over 20,000 attendees. The company uses promotional messages within articles on its website to drive potential attendees to the conference website and sell tickets. However, finding the right combination of messages to increase traffic to its conference website was a challenge. The process of testing new messages required significant effort from several teams, including marketing, analysts, developers, and quality assurance. The process was time-consuming and inefficient.

Transavia Airlines, a Dutch low-cost airline, was facing a challenge with its digital experience, particularly on mobile devices. With an increasing number of consumers researching and booking travel on mobile devices, the brand wanted to help customers find the relevant product as quickly and easily as possible. The company shifted its focus from introducing new products to optimizing existing ones, with the goal of improving the digital experience to drive revenue and internet check-in rates. Transavia had a process for continuous optimization in place, but it needed a more efficient and effective solution.

Wyndham Vacation Rentals, a company that helps families find the ideal professionally managed vacation rental for their travel needs, faced several challenges. With more than 9,000 North American properties, the company struggled to ensure that all available and relevant properties appeared in customers’ search results. This was crucial to avoid being left with remnant inventory. Additionally, with so many options to choose from, some customers were having difficulty finding the property that best met their needs. Wyndham recognized that the site’s user experience needed improvement. The company also wanted to better understand how seasonality affected vacation search lead time. This insight would help the marketing team better align marketing programs and spend with peaks in consumer demand.

airBaltic, a regional airline based in Latvia, was facing a challenge with its data and analytics strategy. The company's data was siloed in separate proprietary systems like booking platforms and revenue management tools. This made it difficult for the company to make data-driven decisions. Additionally, the company was spending a substantial amount of time and investment generating reports from different data systems. Sharing information across teams and third-party agencies was also a challenge. The executives at airBaltic recognized the need for change and sought to streamline all of its different data sources across Google (AdWords Performance, Bigquery pulls) and internal systems.

Shueisha, a major Japanese publishing company, has embraced the digital revolution by developing apps, including Shonen Jump+, which has been downloaded more than 8 million times and boasts over 2 million monthly active users. The company uses the Google Analytics 360 Suite to measure the success of the Shonen Jump+ app by viewing data related to views and billing. However, Shueisha wanted to make its data even easier to analyze. One of Shueisha’s main goals was to increase the number of active users. Shueisha also wanted to increase revenue by improving the lifetime value of their customers. In the past, generating a report at Shueisha’s typically took several weeks — employees either had to create reports manually or outsource the work.

Sigma Sport, a global retailer of bicycles and sports gear, was looking to increase its customer base with high potential lifetime value. The company realized that it needed to change its website experience to better engage these customers. Sigma Sport's agency, Merkle | Periscopix, discovered that 40% of Sigma Sport’s returning customers came through the homepage, but less than 2% of them were using the prominent homepage carousel to browse highlighted brands. The challenge was to understand why the number was so low and how to improve the user experience to increase engagement and sales.

Pegasus Airlines, Turkey’s leading low-cost airline, was seeking to improve their digital user experience to drive sales of supplemental products. The company had been working with Hype, a Google Analytics Certified Partner, to use Google Analytics to develop an infrastructure to measure every action and dimension of the business. However, analysis of the data revealed bottlenecks in the conversion funnel. The Pegasus and Hype teams decided to focus on driving sales of Flex, an add-on product that enables customers to make unlimited ticket changes. It seemed that customers were not really aware of the benefits of the service, so Hype hypothesized that improving the copywriting and how pricing was presented could in turn improve sales performance.

Open Colleges, Australia’s leading online educator, was struggling to understand the impact of their TV advertisements on online leads and enrolments. They wanted to see how TV ads translated into real leads, understand the cross-channel customer journey, and find new opportunities in their marketing mix. The key user base for Open Colleges is women ages 25–54, and direct response marketing was its traditional way of generating leads and enrolments. But television advertising was still a significant mystery for them: they felt it could be a powerful tool to reach their audience, but in a data-driven and lead-driven culture they were finding it harder and harder to measure the actual impact of TV ads.

Algeco, a French modular space company, was struggling to understand how their advertising with Google was driving client acquisition. The company was using a cost-per-lead approach but was unable to see exactly what part of digital was contributing to contracts being signed. Algeco's marketing was 75% in digital, with Google representing 25% of its digital spending. The company needed a modern marketing technology to drive new client acquisition and turned to AWE, a data-minded digital marketing agency, for insight. AWE was tasked with integrating Algeco's Salesforce customer information with information from their ads on Google and Google Analytics to provide a comprehensive view of their marketing performance.

Ascribe, a leading provider of verbatim analysis and coding software and solutions, was looking to expand their offering to include an online survey solution. They wanted a tool that could provide researchers with industry-leading verbatim coding, data mining, sentiment analysis, and visualization of customer feedback. However, finding the right solution was a challenge. Ascribe spent years seeking the optimal survey tool to embed within its advanced text analysis solution to drive down the cost of high-quality survey data collection. They evaluated the preeminent survey technologies in the market, but none of them offered a flexible API coupled with a low-cost, global population sample.

The Westchester Track Club had a vision to establish a profitable, multi-day training program aimed at amateur runners while also providing former East African Olympians the opportunity to apply their skills and knowledge in a post-Olympics world. However, they were unsure of how best to implement the concept, or gauge its potential market value. They needed to determine what should be included in the program, how much it should cost, how they could market to interested runners, and what matters most to them. To help them with this, they consulted with a group of Wharton MBA students.

The 2016 Presidential Election presented several challenges for predictive analytics firm, Echelon Insights. With 17 candidates vying to represent the Republican Party, it was difficult for pundits to gauge the nation's pulse. The firm sought to understand the widespread popularity of Donald Trump and define his base. Traditional polling methods were no longer considered the 'gold standard', and the firm needed a new approach to reach audiences that traditional pollsters struggled to contact. Echelon Insights also aimed to validate Google Surveys as a legitimate polling platform, following its ranking as the second most accurate poll in determining the outcome of the last presidential race.

A global coffee retailer, despite having nearly 100% brand awareness, was struggling to prove the value of its advertising. The challenge was to demonstrate the effectiveness of its advertising campaign on a top streaming platform, particularly on Over-The-Top (OTT) media, which has been notoriously difficult to measure. The campaign aimed to achieve objectives across a variety of attitudinal and behavioral Key Performance Indicators (KPIs), including ad awareness, message association, brand favorability, positive brand perceptions, likelihood of purchase, retailer site visits, competitor site visits, category site visits, branded search activity, competitive search activity, and category search activity. The streaming platform and the coffee retailer needed a neutral measurement partner who could deploy survey- and behavior-based research on the campaign to provide a complete view of impact on the metrics that mattered most to the client.

An established apparel brand was struggling to measure the impact of their multi-platform social media campaign on consumer attitudes and actions. Traditional ad measurement approaches were proving inadequate due to the siloed nature of social media platforms and the difficulty of merging disparate data sets. Furthermore, most measurement solutions could only provide attitudinal metrics and were unable to reveal the impact of the campaign on consumer behavior. The brand needed a unified, single-source solution that could accurately measure campaign impacts across all platforms and provide insights into both consumer attitudes and behaviors.

A major US retailer wanted to assess the performance of digital advertising in driving online purchases on Black Friday and throughout the holiday season. Traditional measurement of advertising effectiveness, which relies exclusively on surveys to capture consumer attitudes, might not capture the true campaign impact. The retailer wanted to understand the linkage between exposure to the end-of-year advertising campaign and site visitation and purchases. They also wanted to learn if their campaign had an impact beyond its core audience of affluent consumers and if the holiday campaign produced any lasting impact. They needed a neutral measurement partner who could deploy survey and behavior-based research on the campaign to provide a complete view of impact on the metrics that mattered most to the client, including attitudinal metrics and behavioral metrics.

Evrensel Newspaper, a daily newspaper for the working class in Turkey, faced a challenge in adapting to the mobile revolution. The publisher had built a significant audience before the advent of mobile technology and was wary of alienating its loyal readers with drastic changes. However, they also recognized the risk of being left behind by failing to adapt to new technologies. Evrensel sought a mobile platform that would enhance their performance and speed, provide access to new formats like AMP, but would not fundamentally alter their identity as a newspaper or a brand.

Den of Geek, a blog dedicated to serving the superfan, was facing challenges with its mobile website. The site was not adaptive to various mobile devices and did not offer a complete monetization suite, which resulted in low mobile interaction and small earnings from mobile. The primary audience of Den of Geek consists of 18-44 year olds, who are passionate about their entertainment choices. The publisher was looking for a solution that would optimize new mobile user discovery, increase user engagement, and monetize mobile traffic generated by mobile site’s visits. Marfeel’s partnership with Google and its allowance for publishers to plug in their own ad partners was especially appealing to the publisher.

National Review, a leading US conservative magazine and website, was facing challenges with its mobile website. The website was slow and had an outdated user experience (UX), leading to low engagement and high bounce rates. This resulted in poor monetization and lost ad revenue. The magazine's core audience, predominantly males aged between 35-64, visit the site for political commentary and analysis. However, due to limited internal resources, National Review was unable to build a new mobile website or implement a robust solution for delivering content using Google AMP within a reasonable timeframe. The challenge was to develop an intuitive UX to keep readers engaged, achieve higher numbers of newsletter signups, boost monetization, and improve speed and search visibility to increase inbound traffic.

Extra.ie, an Irish website specializing in News, Sport, Business, and Entertainment, and part of DMG Media Ireland, faced a significant challenge after losing a substantial organic traffic channel due to a Facebook algorithm change. The company needed to rely on assets within their control. Despite reaching a large user base with their content, limitations with their mobile user experience (UX) meant they were struggling to fully utilize the scale of the content they had. With 92% of their traffic coming from mobile, Extra.ie understood that increasing the page views from every user would significantly impact their bottom line.

Gizchina, a leading mobile technology media, was struggling to maintain a high-performance website that could monetize without compromising the reader experience. The standards for mobile experience were constantly evolving, and Gizchina found it challenging to keep pace with these changes. This was limiting their growth as a publication. They needed a solution that would reflect their commitment to quality and editorial integrity, without drawing resources away from their editorial team or limiting their ability to monetize their content.

Mejor Contigo SLU, a global media company specializing in software development and online content creation, faced a challenge with its mobile sites. The company's mobile sites were initially developed and maintained in-house. However, as traffic began to grow and audience usage shifted to mobile, the company realized the need for a more professional-looking, faster-loading website. The company's main projects, www.mejorconsalud.com and www.lamenteesmaravillosa.com, along with other publications, needed improved design and user experience, improved SEO, increased mobile traffic and time spent on websites, and maximized mobile monetization through increased page views.