Email marketing succeeds when it follows a well-planned strategic programme. This must be defined by goals and objectives that can be measured to determine whether those goals have been achieved.
With this guide, marketers can learn how to use metrics and other measures to determine how effectively they are meeting their goals.
Reporting on campaign and programme performance is an essential marketing activity. Hence, this guide also presents updated information and advice for effective reporting. Topics include the benefits of effective reporting and ways to streamline the reporting challenge.
The methodology involved two main phases:
Econsultancy would like to thank the following interviewees who contributed to this report:
Winner of the 2021 ANA/EEC Email Marketers Thought Leader of the Year, Kath is an industry veteran of 23 years. She is the author of the best-selling and award-winning book Holistic Email Marketing, and is a sought-after international keynote speaker, blogger, expert contributor and trainer.
linkedin.com/in/kathpay
kath@holisticemail.com
@kathpay
As with any business operation, email marketing succeeds when it follows a well-planned strategic programme, complete with marketing goals and marketing objectives, which can be measured to determine how well those marketing goals have been achieved.
KPIs and metrics are often confused. To illustrate the difference, take the previous example:
1. A marketing team’s goal is to increase revenue from email by 20%.
2. One of the objectives it calls on to achieve this goal is to increase the permission database by 30%.
3. The KPI it chooses to measure to determine whether this goal is achieved is reducing subscriber turnover by 50%.
4. One of the contributing metrics it uses to measure that KPI is unsubscribe rate. Another metric could be retention rate (the percentage of subscribers who opt to change their preferences instead of unsubscribing).
Email marketers can call on many sets of metrics to measure performance, but not all of them are equally useful or appropriate. Section 3 of this guide explains each set of metrics and how marketers can use them in campaign-level performance assessments and insight gathering.
Email marketing has wider applications within an organisation.
Email marketing, no matter how successful, should be aligned with high-level strategic marketing and business goals. Sending emails at random times does not tend to lead to a successful email marketing programme. Similarly, programmes should not lurch from one promotional campaign to another with no plan. An approach like this will waste effort and money and likely not support overall marketing objectives.
As a first step, strategic objectives should be clearly defined. Based on these objectives, appropriate tactics can be designed.
The lack of a strategic objective can create an inability to measure performance and thus redirect focus to other activities, such as investing in technology solutions. Technology solutions, while useful, will do little to improve performance unless they are deployed as part of the marketing strategy.
For most organisations, the marketing department is usually given an annual revenue goal to hit. Marketers will often have team-level and individual objectives in service of the overall company goals. Strategic planning will help marketers choose the appropriate tactics for achieving these objectives, which in turn support the business goals.
Revenue is not always the primary goal for a campaign. When brand awareness or customer retention is the goal, a classic email format designed to convert prospects into leads will be less effective. For that reason, it is essential that emails align with campaign objectives. This effort must follow on down to the choice of metrics used to measure how close the campaign came to achieving its objectives.
A strategic approach to email marketing will involve breaking email lists into segments that can be prioritised based on their value and relative position in a marketing lifecycle. Segmentation is covered in further detail in the Segmentation and Personalisation guide that is part of Econsultancy’s Email Marketing Best Practice bundle.
Across various segments and campaigns, marketers can utilise metrics such as open reach and click reach, though other value-based metrics include:
To illustrate this alignment, take the example of a marketing team that wants to reduce the unsubscribe rate as a strategy to increase email activity, improve list quality and eventually achieve more sales. Making unsubscribing more difficult is not a feasible strategy for achieving that goal, as it usually increases spam complaints and inactivity.
Alternatively, the team may define, and carry out, the following:
Now that the roles and values of goals, objectives, KPIs and metrics have been established, this section will present the criteria an organisation should consider when selecting appropriate metrics and KPIs.
When selecting KPIs and metrics, it is important to ensure that the campaign KPIs being tracked map to the campaign objectives. For example, if a campaign is simply intended to raise awareness with no action requested, then open rate might be a satisfactory metric for monitoring performance, flawed though it is. (See Section 3.4.2 for a detailed discussion on using the open rate as a metric.)
For a new product announcement with a call to action that asks readers to click to a landing page and purchase a product, the KPI should reflect conversions such as sales or total revenue.
Section 3.1 details how different KPIs can be used to track email marketing campaign performance.
KPIs can be measured by metrics that can be grouped into four categories: activity metrics (also known as engagement metrics), objective metrics, business metrics and inbox performance metrics.
These are the metrics marketers most often report on. They are easy to obtain, usually in reports sent during and after the campaign. Primarily used as indicators, they might not (and often do not) reflect campaign objectives, which might call on metrics not available through basic reports from an email platform. They also do not deliver useful insights into campaign performance, customer preferences and other data beyond the open and click. Some email activity metrics are as follows:
These objective-based metrics reflect campaign objectives for campaigns that aim to achieve more than awareness. They reflect subscriber activity but go beyond the inbox level to measure whether the campaign achieved its objective.
Business metrics measure the results of an ecommerce campaign and should map back to the campaign objectives. They include:
Accurate measurements for these metrics usually require that the email service provider (ESP) be closely integrated with an ecommerce or customer relationship management (CRM) system. They also should be tracked not just for one campaign but over time to indicate trends. This allows marketers to optimise their campaign emails or automations to correct problem areas.
A system of integrated platforms enables an automated flow of data and allows marketers to clearly evaluate campaign performance. Many ESPs as well as other platforms optimise their reporting using data visualisation in graphs and charts rather than raw numbers.
“One of the most important [metrics] is lifetime value. All organisations should consider this and aim to keep their consumers in the long term, providing value to them along their journey.”
Beata Linz, Global CRM Director, AdBirds
Inbox performance metrics measure how well the campaign performed at an ISP (internet service provider) or mailbox provider such as Outlook, Gmail, AOL, etc. They measure whether campaigns are successfully reaching subscribers’ inboxes. (For strategies on optimising email deliverability, see Econsultancy’s report on Email Marketing Best Practice: Optimisation.)
Simple Mail Transfer Protocol (SMTP) refers to the internet standard for email transmission. When an email is sent, it is sent via these protocols for the most successful email deliverability possible.
When emails experience a delivery issue, an SMTP error code will be returned. Each type of error has its own individual code. Marketers should always review failure messages in their delivery reports sent during and after a campaign send to understand why the error occurred.
The Internet Assigned Numbers Authority (IANA) is responsible for coordinating some of the key elements that keep the internet running smoothly. It maintains a full list of SMTP codes. Some common SMTP error codes are as follows:
IANA | The Internet Assigned Numbers Authority[2]
Email campaigns can have ripple effects across other channels and support initiatives beyond the immediate conversion goal. The following three metrics help marketers determine whether a brand’s email campaigns are helping achieve these broader business objectives:
Table 1: Email marketing metrics as key performance indicators
| Email activity metrics | |
| Metric | Purpose |
| Email clickthrough rate (CTR) |
|
| Unique open rate |
|
| Click-to-open rate (CTOR) |
|
| Response rate |
|
| Unsubscribe (opt out) rate |
|
| Unsubscribe rate of opens |
|
| Spam complaint rate |
|
| Objective metrics | |
| Metric | Purpose |
| Conversion rate |
|
| Return on investment (ROI) |
|
| Business metrics | |
| Metric | Purpose |
| Total campaign revenue |
|
| Revenue per email |
|
| New leads produced |
|
| Average order size |
|
| First-time vs repeat purchases |
|
| Customer lifetime value |
|
| Inbox performance metrics | |
| Metric | Purpose |
| Deliverability (acceptance) rate |
|
| Bounce rate |
|
| SMTP error codes |
|
| Metrics beyond the email campaign | |
| Metric | Purpose |
| Site traffic |
|
| List growth |
|
| Brand awareness and affinity |
|
Conversions are often referred to as ‘goals’ to include the breadth of different outcomes that an email campaign might be aiming to achieve. Measuring campaign goals – such as a customer downloading a whitepaper or completing a survey – requires a combination of email marketing data, web analytics and business reporting systems.
Marketers must consider specific objectives for the campaign when planning campaigns in order to evaluate success. Campaigns will have different success metrics depending on their objectives. Conversions should be defined according to these objectives.
For campaigns that are aimed at driving engagement, conversions may be more difficult to define. Instead, marketers can start to model engagement metrics to build a picture of performance. For example, marketers can analyse:
Marketers can also review metrics from integrated channels to create a more complete picture of performance. For example:
A cloud-based, integrated marketing stack that includes an ESP, CMS and analytics platform will allow marketers to examine these metrics in a single dashboard.
Despite many warnings against basing a campaign’s success or failure on the open rate and its many variations, it remains the most popular measurement, according to a 2023 benchmark report from Mailjet by Sinch.[3]
In Mailjet’s Inbox Insights 2023 study,[4] 42.7% of email marketers said the open rate is one of their most important success metrics, which was very closely followed by 42.1% who selected clickthrough rate. In contrast, the most frequently cited business or objective-related metric was conversion rate (26%), while just 7.6% of marketers cited ROI as an important metric.
It is easy to understand why marketers might rely on some metrics more than others. Activity metrics are gathered and compiled in most ESP reports and are easily accessed, while strategic or business metrics require a close integration of all the platforms a marketer uses in an email programme and are seldom reported in a common dashboard. Further, marketers might not easily gain access to the key revenue or cross-channel engagement metrics that can shed even more light on programme performance.
The consequences of using the wrong success measurements can be significant. It can lead marketers to declare a campaign or email programme as having achieved its goal when it might actually be failing, or to undervalue a successful one.
“We’ve moved away from open rate, but there was still a business need for us. Some of our customer reports are based on predictive open rate, which we worked on with our ESP. Depending on what the business need is, there’s a report or a resource available to get there.”
Kelly Haggard, VP, Marketing Innovation, Synchrony
Marketers using open rate as a success metric should bear the following points in mind:
“When Apple’s Mail Privacy Protection [MPP] was first introduced in September 2021, it threw off our reporting like crazy. We had been trying to work out what a healthy metric would be to replace it. Now that we have annualised the data, we know it’s not super-accurate, but we can do a fair year-on-year comparison when we are looking at older metrics.
“We also had to go to generic numbers like clickthrough rate. Understanding the impacts of our subject lines for that first year was very hard. But when you use user engagement with the communications, [you can ask] ‘Are they actually clicking?’ and ‘What’s your unsubscribe rate?’
“Losing the open rate didn’t affect our automations or targeting because our segmentation at that point was more based on purchase rate and engagement, and actual clickthrough engagement.”
Jess Evans-Tudor, Head of CRM, Rated People
Marketers can use spreadsheets to build models of measurement and start estimating the response to a campaign. Marketers can model best- and worst-case performance scenarios (Figure 1).
A model of sales performance can be forecasted by using past performance data. The example illustrated in Figure 1 shows that with a list of 100,000, a modelled response of sales could vary between 26 and 149. The model demonstrates the value of optimising engagement metrics such as open rates, clickthroughs and landing page performance to reduce attrition and optimise sales performance.
Figure 1: Conversion model for email response showing best- and worst-case scenarios
Source: Econsultancy
Marketers running transactional sites will have objectives relating to the customer’s place in the funnel. These stages can generally be aligned to the objectives given in Table 2.
Table 2: Funnel stages and objectives
| Stage | Stage objective |
| Acquisition |
|
| Conversion |
|
| Retention |
|
| Reactivation |
|
Accurately identifying where emails with these different stage objectives can be deployed requires a thorough understanding of the customer journey and the behavioural triggers that signal where a potential customer is on that journey. When the different stages in the customer lifecycle are understood, a communications plan to facilitate progression through the lifecycle can be mapped accordingly. For more information on mapping the stages, see Econsultancy’s Customer Journey Mapping Best Practice Guide.
For B2B organisations, it is particularly important to track the influence of email on conversion rate, as for considered purchases of high value, the final conversion will likely come from another channel. In addition, the final conversion may be completed offline.
B2B marketers must track engagement over time through a lead nurturing programme to gauge the value of email marketing. They should consider mapping out the key stages in their buying cycles before auditing their approach to email to facilitate customers’ movement through the sales cycle. For purchases that require a longer consideration cycle, marketers must focus more on engagement than the hard sell. This means creating and distributing valuable content to prospects.
Good email marketers will demonstrate their expert knowledge of the market to the customer in order to gain trust and establish credibility in the mind of the customer before they transact. This is where valuable content comes in.
Traditional sources of valuable content include company newsletters that report on industry news, developments, best practice and educational conferences. There is still a place for promotional material in the cycle, though this content should be focused on helping readers accomplish their own goals. Brands can create and publish this kind of content themselves.
Vimeo, a video hosting platform, publishes an excellent company email newsletter (see Figure 2) that skilfully combines news as well as how-tos for video creators, producers and Vimeo users. The brand’s promotional message is subtle but authoritative. There is no sales pitch, not even for its free services. Instead, Vimeo highlights its expertise through a user profile, offers how-to and problem-solving guides and produces an aspirational and inspirational video ‘magazine’.
Figure 2: Example of a B2B newsletter that provides information for users and prospects
Source: Vimeo[6] via MailCharts[7]
The behaviour of different segments of customers should be measured separately and over time. For example, a brand could review engagement for periods of time such as 0–3 months, 3–6 months, etc., and determine minimum acceptable rates for list quality and engagement. Categories with percentages that exceed negative rates, such as ‘never opened’ or ‘never clicked’, should be addressed with strategies to build engagement. Removal from the list should be considered the last resort as the company has already invested time and, perhaps, budget in acquiring those addresses through incentives or discounts.
This analysis is useful for uncovering insights about which segments are most valuable and which segments should be prioritised. It will also reveal which accounts appear to be dormant. The DMA 2023 Consumer Email Tracker found that 10% of consumers said they had email accounts they no longer used,[8] up from 8% in the 2020 report. Therefore, it is important to use lifetime email tactics while continually focusing on email list growth to minimise the impact of these potentially dormant accounts on email opens, clicks and conversions.
Over time, the company’s ‘minimum acceptable rates’ should be used to set goals for list quality and engagement. They can be broken down by subscriber activity.
Table 3 shows an analysis of engagement for a sample consumer email list. It is not to be viewed as a benchmark of activity for all uses. Rather, it is presented here as a representation of what a company might find in its analysis.
Table 3: Analysis for longer term engagement with email marketing
| Measure | Period | Number of subscribers | Percentage of list total |
| Never opened | All time | 48,000 | 16% |
| Last 6 months | 168,000 | 56% | |
| Never clicked | All time | 96,000 | 32% |
| Last 6 months | 144,000 | 48% | |
| Never bought | All time | 48,000 | 16% |
| Last 6 months | 192,000 | 64% | |
| Never clicked | All time | 96,000 | 32% |
| Last 6 months | 216,000 | 72% |
Attribution remains a challenge for even the most advanced organisations. Part of the reason for the challenge is outdated workflows, while the tendency for marketers to focus on channels in isolation can also muddy the waters.
Organisations that struggle with attribution will find it difficult to identify underserved or overserved channels and optimal marketing tactics. Email can be under-recognised in its contribution to marketing performance, particularly if the organisation relies on an attribution model that uses the last click before the conversion to apportion responsibility for that conversion.
The 2023 Consumer Email Tracker,[9] published by the DMA, looked at the activities that email subscribers are most likely to take upon receiving an email from a brand. These highlight that while the email might kick-start the customer’s journey, the purchase might happen on another channel, and email will not receive the attribution for this conversion.
The nudge effect can be seen in other actions, such as saving the email for a later date, visiting the company’s social media channels, going directly to the company’s website rather than clicking a link to it in the email, or visiting a physical location.
As Figure 3 shows, out of the all the possible actions a consumer can take, as listed by the DMA, only two are likely to be attributed to email – click on link and reply to the sender.
Figure 3: Actions users are most likely to take with interesting emails (pre-purchase)
Source: DMA Consumer Email Tracker 2023
The role of email might not be to facilitate an immediate transaction; it might be to facilitate engagement throughout the customer lifecycle, and so different design, copy and behavioural triggers should be used at different points in the lifecycle to maintain engagement.
The topic of finding attribution models that properly quantify each channel’s contribution to a conversion is beyond the scope of this guide. (For more information on attribution models, See Econsultancy’s Measuring Digital Marketing Effectiveness Best Practice Guide.) However, it is appropriate to advise marketers to also review situations in which email’s role can be overestimated. For example, it could be the final touchpoint that nudges a customer into taking an action after a lengthy exchange of communication via other channels.
Marketers should look beyond open and clickthrough rates as key measures of success. Email, like other marketing tactics, needs to be considered in the context of its role as part of an integrated strategy for marketing communications. See Section 3.1.1 for definitions of open and clickthrough rates.
Open rate and CTR
Taken alone, a campaign CTR or an average campaign CTR cannot say how the customers are interacting as a whole. While open rate can offer insight into a specific campaign’s performance, it cannot serve as a measure of email engagement patterns over time. (However, if each campaign is only ever considered in isolation, then this is not a problem.)
Customers can have relationships with brands that extend beyond a single campaign. For example, engagement can occur long after a campaign is over. An email campaign may deliver new subscribers who ultimately become customers after further campaigns.
Thus, to avoid under-reporting campaign performance and to capture a more accurate picture of engagement, marketers must measure customer interaction over time and across the entire subscriber base. This is where the metrics ‘open reach’ and ‘click reach’ come into play.
Open rate and clickthrough rate vs open reach and click reach
With open reach, the marketer measures engagement over a period. To put this into context, marketers who send monthly emails would likely need a longer time period to measure the effectiveness of those emails rather than measuring each month in isolation.
Open reach is the percentage of subscribers who opened at least one email during a set period of time, such as a business quarter. If open reach is defined as the total number of unique opens divided by the total number on the list or segment, then click reach is the total number of unique clicks divided by the total number of subscribers in the list or segment.
Figure 4: Calculating open reach and click reach
Both metrics are measured against a set period (e.g. a month, quarter or year) and will vary depending on the nature of the business and its typical buying cycles. For example, FMCG companies may look at this over a quarter while insurance companies may use a time period of a year or 18 months.
It is imperative that marketers do all they can to capture meaningful metrics. Simply understanding if they are headed in the wrong or right direction can be a good start. This simple two-step exercise can help show what happens when the wrong metrics are used to declare success or failure.
1. Create three lists
Assuming the conversion calculation is not tied to the open rate but based on emails delivered, the campaigns on these three lists should have little overlap. The outcome will demonstrate whether you can use open rates and clickthrough rates as proxies for conversion rate.
2. Compare the campaigns in each of the three categories
This review might reveal differences or similarities between top-converting campaigns and those with the highest opens or clicks. Campaigns with high open or clickthrough rates might not drive the greatest conversions. If a campaign’s objective is conversions rather than opens or clicks, basing a success declaration on opens or clicks could lead to faulty conclusions.
Consider the following factors to help identify tactics for more successful campaigns:
Studying data with an eye toward goal-oriented results, rather than focusing on data that is simple to collect, can point the way toward more useful insights that can be used to set strategy, optimise campaigns and generate better results.
Holistic Email Marketing’[10]
Reports are summations of email performance issued at different time intervals. These can include post-campaign reports, weekly, quarterly or annual reports, or reports created to support budget requests or evaluate the effectiveness of an overall email marketing programme.
“We have tailor-made reports that are sent to us automatically on a monthly basis from our email marketing platform. This has been saving us a lot of manual work. All this data is used and analysed by other departments who provide a 360-degree vision of the marketing campaigns and how they have had a positive impact on the business.”
Mar Juárez, CRM Manager, IVI RMA
Note that email service providers may define metrics in subtly different ways. These subtle differences may affect the accuracy and consistency of measurement. As such, it is important to define each unit of performance for accurate and consistent comparison. Companies that do not define units of performance, such as clickthrough or conversion rate, might observe a change in performance if they change email service providers (ESP). This may not be due to an actual performance change but simply a change in how the ESP measures and presents metrics like ‘open rate’ (something that is impossible to detect with 100% accuracy).
Up to this point, this guide has focused on finding the correct metrics for measuring email success. However, metrics need context to give them meaning. Effective reporting comes into play here.
Despite the uncertainties that can complicate data collection and analysis, good reporting can help the marketing team drive success in six key ways:
Reporting is a key responsibility for email marketers at every level, but it can be a major challenge for many email teams. Reporting often takes a backseat when the email team has one person on it, or the team manages many other channels besides email.
Relying on the data delivered by an ESP can be a first step in building an effective reporting process, but it often does not deliver the depth or reliability that an accurate report requires. Further, ESPs often vary in how they collect, analyse and categorise data. Also, when a company moves from one ESP to another, that older data might either be lost or might not line up with the data reported out of the new platform.
Having an email system that makes reporting easy should be a factor in choosing an ESP. The ideal setup automates as much of the data compilation as possible. This reduces the drudgery of manually importing data from spreadsheets and creating visuals for presentations.
Alternatively, using a third-party tool that plugs into both the ESP and analytics tool, such as Seino.io, can be incredibly helpful – not just for reporting, but also to gain insights. Seino’s easily customisable dashboard is shown in Figure 4.
Figure 4: Seino dashboard
Source: SEINō[11]
“For reporting, we use Microsoft Power BI. This is online, so the data populates those reports and automatically refreshes. We can look at them at any time and ask: ‘Where are we today? What’s happening with this campaign?’ Our metrics focus on average transactional value, or ATV. We also have opens and clicks for emails along with value per email.
“We work with a customer engagement data analysis team that builds the reports for us, but we can isolate and manipulate the data in them. For example, we might have the whole of our northern European region, which is Denmark, Sweden, Finland, Norway and the Netherlands. We can slice and dice data per country and do some manipulation such as moving the data range.”
Lisa Pettit, CRM Lead Developer, Specsavers
“We have a number of resources we can use for metrics. We use self-service tools that can provide any of our groups with directional feedback on how their campaigns are doing. We also have a fairly large analytics team that can provide more in-depth and targeted research. We want to make sure that we’re returning some value to the business for every dollar spent. It could be a cost-saving value, revenue-generating or improving customer satisfaction. Everything we do is aligned with the broader organisation.”
Kelly Haggard, VP, Marketing Innovation, Synchrony
A company’s brand, industry vertical, and email goals and strategies will determine what goes into an email report. The following sections should be part of most reports:
1. Essential performance data: This includes campaign-level data involving email activity, as well as objective and business metrics. (See Section 1 for an explanation of each category.)
2. Historical data: This indicates trends, and ideally provides week-on-week, month-on-month and year-on-year comparisons. The data should cover list growth, campaign metrics, all the automated email programmes and other relevant data.
In this section, marketers can analyse the numbers in many different ways when they go beyond the formats provided by the ESP or other marketing platform. The following useful metrics can be calculated:
3. Insights: These are extrapolations based on the data, such as suggestions for changes to email content, segmentation strategies and acquisition tactics, or suggestions for new programmes or technologies that could help a marketing team achieve its goals more effectively. It is essential to provide context and other enlightening information that can affect performance, such as changes in the audience or email strategy, external events such as holidays and new product launches, or local or worldwide economic factors.
4. Hypotheses to test: Email data influences the testing programme. In this section, marketers can use the data in the platform to discover new things to test, such as frequency, content or segmentation strategy, audiences and more.
5. Questions and concerns: Separate from insights, this space can highlight problems that the numbers reveal, such as declining performance of a specific email programme, an increase in inactivity or challenges in acquisition.
6. Recommendations: In contrast to suggestions based on insights, recommendations are to be actioned. This is the ideal location for putting forward ideas that can improve performance which can be pulled out from Insights, both by using the currently available capabilities as well as by using new technology. It also shows how the use of new technology can help brands achieve specific objectives.
7. Screenshots of recent email campaigns: Here, too, data can reveal the best performing email campaigns. Visuals like these keep decision-makers informed about the progress or results of an email programme. In many cases these can be revelations for higher ranking members of staff who are not as well informed about the value of email programmes.
As with any organisation, a marketing team needs a clear set of objectives and strategies to make the most efficient use of its time, budget and human resources. The ability to set achievable objectives rests in large part on what the marketing team knows about the email programme based on past performance.
Being able to measure that performance is one of email’s greatest benefits. Data enables marketers to build a good understanding of who the brand is contacting, what recipients like to receive, what motivates them to click and convert, what happens after they move from the email to the website – all of these factors, and more, can be measured with a rich set of metrics. Having KPIs that use the right metrics to measure progress towards a goal can help marketers know if they are on the right track or whether it is time to chart a new course.
Because objective-setting relies on historical guidance, the need for confidence in KPIs cannot be overstated. Marketers must be certain that the KPIs that measure the progress and the metrics they use for that measurement are being used as intended and that they align with the programme’s objectives and strategies. This will help ensure the team is using its resources wisely and giving the email programme the chance to shine that it deserves.
Econsultancy | Quick Guide to Why Email Still Matters
https://econsultancy.com/reports/quick-guide-why-email-matters/
Econsultancy | Email Marketing Best Practice: Segmentation and Personalisation
https://econsultancy.com/reports/email-marketing-segmentation-personalisation
Econsultancy | Email Marketing Best Practice: Communication Strategy https://econsultancy.com/reports/email-marketing-communication-strategy
Econsultancy | Email Marketing Best Practice: Copywriting
https://econsultancy.com/reports/email-marketing-copywriting
Econsultancy | Email Marketing Best Practice: Layout and Creative
https://econsultancy.com/reports/email-marketing-layout-creative
Econsultancy | Email Marketing Best Practice: Optimisation
https://econsultancy.com/reports/email-marketing-optimisation
Econsultancy | Email Marketing Best Practice: List Quality and Deliverability
https://econsultancy.com/reports/email-marketing-list-quality-deliverability
Econsultancy | Achieving Omnichannel Excellence Best Practice Guide https://econsultancy.com/reports/achieving-omnichannel-excellence
Econsultancy | Customer Journey Mapping Best Practice Guide https://econsultancy.com/reports/customer-journey-mapping-best-practice-guide/
Econsultancy | Customer Lifetime Value Best Practice Guide
https://econsultancy.com/reports/customer-lifetime-value-best-practice-guide/
Econsultancy | Data-driven Marketing Best Practice Guide
https://econsultancy.com/reports/data-driven-marketing-best-practice-guide/
Econsultancy | Ecommerce Best Practice Guide
https://econsultancy.com/reports/ecommerce-best-practice-guide/
Econsultancy | The Fundamentals of Marketing Measurement and Analytics Best Practice Guide
https://econsultancy.com/reports/the-fundamentals-of-marketing-measurement-and-analytics/
Econsultancy | Measuring Digital Marketing Effectiveness Best Practice Guide
https://econsultancy.com/reports/measuring-digital-marketing-effectiveness-best-practice-guide/
DMA | The Importance of Email Preferences
https://dma.org.uk/article/consumer-email-tracker-series-the-importance-of-email-preferences
DMA |The Relevance of Email Marketing
https://dma.org.uk/article/consumer-email-tracker-series-the-relevance-of-email-marketing
DMA |The Omnichannel Communication Race
https://dma.org.uk/article/consumer-email-tracker-series-the-omnichannel-communication-race
Mailjet by Sinch | Inbox Insights 2023
https://www.mailjet.com/resources/research/inbox-insights-2023/
Validity | What the Heck is Mail Privacy Protection? The Impacts of MPP – One Year Later (And What’s Coming Next!)
https://www.validity.com/resource-center/what-the-heck-is-mail-privacy-protection/
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