Web Analytics: Models of Engagement Metrics in New Media

Authors

  • Sionara Ioco Okada Unb

DOI:

https://doi.org/10.5585/remark.v10i3.2271

Keywords:

Web analytics, Metrics, Digital strategies.

Abstract

The measurement and continuous monitoring of market actions leads to knowledge of consumer behavior, not only on variables such as frequency, recentness, and value for money, but also engagement in questions and interaction with the product and / or trademark. The development of metrics for different medias increases the amount of useful information on the consumption profile enabling the optimization of digital strategies to targeted audiences. This article is an update that aims to review the latest publications on models of metrics - web analytics- WA Consistent digital strategy and emerging media platforms. The methodology used is a secondary research, particularly reviewing literature, aiming to update and conduct a comparative analysis of three models of web analytics- wa for organizations that operate in electronic retailing, using different digital channels. The study focuses on: i) Model of Five Stages of competition analysis, proposed by Davenport ii) Model maturity in web analytics, proposed by Hammel iii) Model Web analytics Scorecard proposed by Giuntini & Morier. In order to strengthen the interaction and metrics engagement as the main protagonists of contemporary digital strategies the expansion of M-commerce and the advent of Social Commerce are assumed to be irreversible trends. It requires the participation of organizations that operate in electronic retailing, metrics and performance indicators for continuous monitoring of consumer behavior. 

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Author Biography

Sionara Ioco Okada, Unb

Doutoranda em Administração pela Universidade de Brasília - Unb. Docente na área de Administração com ênfase em Gestão Estratégica, Tecnologia da Informação e Marketing Digital.

Published

2012-02-14

How to Cite

Okada, S. I. (2012). Web Analytics: Models of Engagement Metrics in New Media. ReMark - Revista Brasileira De Marketing, 10(3), 107–126. https://doi.org/10.5585/remark.v10i3.2271