January 12, 2026
Effective marketing measurement fails not because of bad data, but because of undefined goals; establishing a structured, pre-launch framework turns performance noise into actionable growth.
Brian Malinowski | EVP, Performance Architecture
What makes or breaks your measurement success? It isn’t just the numbers. It’s ensuring the right discussions are happening at the right time. Millions of marketing touchpoints are occurring every day, and validating delivery against objectives becomes the primary lever for an agency to prove “we did it, and we did it well!”.
But measurement doesn’t need to be complex — in fact, the more simplified and understandable your approach, the more traction your performance narrative will gain. Easily consumable intel with straightforward results requires structured design. Just as with any other annual planning, it should occur well before launch.
As we close the ‘25 calendar year and finalize ‘26 campaigns, we know the first question shortly after launch will be “Is my campaign working?”. In theory this should be a binary response, yes or no. In practice we know this can turn even the best analytics teams on their heads if they’re not set up for success.
Most marketing measurement doesn’t fail because the data is wrong — it fails because leadership didn’t decide what success meant before launch.
This brings me back to an earlier stage in my career working with a pharma client who, despite our recommendations of partnering with a third party for an absolutely critical set of data, decided to forgo the expensive investment. They’d instead focus on the data already available.
Fast forward to the performance report review and a senior leader jumped in before I could even finish my introductory spiel, “Is my campaign driving sales?!”. They expected a yes or no answer. But without the right measurement approach in place, that wasn’t the case, much to the client’s dismay.
Their disappointment wasn’t unfair. It was, unfortunately, pointed in the wrong direction. The team had to make tradeoffs, and they chose to invest more in working media over building a solid data foundation.
What followed were numerous meetings focused on defining and solving the problem of what to measure and how, only to end up back where we began. The solution meant going with the original recommendation of investing in a third party to obtain the critical data necessary to measure campaign success.
I share this anecdote because it helped me establish a critical approach to managing media planning, no matter the company, industry, or client. Avoid measurement theater or post-hoc justification.
We always establish a holistic and comprehensive measurement framework before any report goes out the door. We partner with clients to sign off on measurement plans to avoid any confusion about how we are measuring or what campaign success means. And, we lay out any risks, tradeoffs, or contingencies so that we can discuss and identify solutions ahead of time.
The concept of “it’s too expensive to measure the right way” often results in “we actually can’t measure the critical piece that validates financial impact for our brand.”
You get what you pay for, and when you don’t invest in the correct approach that will validate your media planning, you get what-ifs and a missed opportunity to show tangible performance value.
While analytics as an afterthought should not be the case in our modern media landscape, attention to the right approach for establishing how success will be defined, measured, optimized, and accomplished isn’t always top-of-mind. And it’s paramount to a brand's business success.
So now that you have your client’s attention by hammering home that everything they’re putting into market may be meaningless without the right measurement, where do we go from here?
Going back to the basics, we have to start with the overarching objective: what are we trying to accomplish?
This may seem like a no brainer, but I’ve seen this critical moment in planning bypassed many times. Simple clarifications, additional detail, and even basic requests from a media brief aren’t always completed because of time constraints, capacity or, frankly, a lack of accountability. This is exactly when we need to push for clarity, even when it’s uncomfortable.
It’s only when we have a clearly defined outcome that we can evaluate the necessary inputs and align Key Performance Indicators (KPIs).
Measurement planning then becomes more disciplined and less complicated. At this point, there are three key questions:.
First: What are you measuring?
It seems like a simple question, but if you ask various stakeholders their answers will likely vary. Consider these your dimensions, or the cuts of data you’ll need to evaluate. Whether channel, partner, influencer, creative, device, or theme, these should be as prescriptive as possible.
This is where analytics support can be managed in parallel with activation. Designing measurement alongside production supports better quality control, cleaner tagging and management, and drives cost efficiencies before anything goes live.
Second: How are you measuring success?
This is key in understanding what data points you require as well as the source of truth for your metrics. This could be a qualitative study partner, a web analytics platform, or a third-party market mix modeling. Bottom line, there are different signals with different sources of truth, and they’re crucial to understand at the beginning of any analytics work.
Third: Are you clear when you will have a strong enough signal to evaluate and make a recommendation?
You wouldn’t put cookies in the oven, set a timer for 20 minutes, and pull them out after two minutes to give them a taste, would you? Similarly, with measurement analytics, we must specify when we’ll have enough data to make critical decisions. That way we know the outcome is not random. Yes, time-bound reporting will help, and you also need to highlight where you need a broader scale of data before making a decision. Otherwise, that decision becomes “half-baked,” so to speak.
The goal of having a measurement framework is to provide tangible evidence of impact against brand objectives. This measurement plan can take multiple forms, documenting in detail the critical questions from above.
There’s no room for interpretation about whether the campaign is working because you have clearly defined the success criteria.
You’ve removed the noise from any future performance discussions by delivering exactly what you planned to measure and focusing the group on the metrics and dimensions that truly matter.
There may never be a silver bullet measurement solution. The real risk isn’t imperfect data or failing to get that one perfect metric. It’s unclear intent.
As analytics leaders, our responsibility is to be firm when needed, bringing the discussion back to reality. That reality is: measurement and data needs are must haves, not nice to haves. Everything worth marketing is worth measuring. Otherwise, data without direction is just noise, and noise has never driven meaningful growth.
When measurement is foundational, it becomes a force multiplier, clarifying priorities, accelerating optimization, and turning performance conversations into growth conversations. At the end of the day, the best analytics teams do more than report performance; they inspire confidence.
Learn more about how we can partner with you to design meaningful measurement, solve for the previously unanswerable questions, and deliver actionable insight across your marketing ecosystem.
