How to Control Marketing Effectiveness: KPI-Driven Diagnostics and ROI Governance Approach by Avetik Andreasyan
Marketing remains one of the most difficult functions to manage. With analytics, a large amount of data, and reporting, businesses often cannot clearly answer basic questions: which marketing actions affect the financial result and which ones should be scaled.
As a result, decisions are often made based on individual metrics, local improvements, or short-term effects. This creates a sense of control, but does not provide a systematic understanding of effectiveness. Campaigns work, indicators change, budgets are reallocated, but the connection between marketing decisions and the real economy of the business remains opaque.
Avetik Andreasyan, one of the best Ukrainian specialists in the field of marketing effectiveness, growth management, and systematic application of business solutions, works with this very issue. His professional activity goes beyond traditional work with individual channels or campaigns: at the heart of his approach is the interrelationship of marketing analytics, commercial specializations, customer value and financial efficiency.
This difference is especially noticeable in the example of work with OKKO Group, one of the largest Ukrainian business groups in the energy, retail and services sectors. Within the framework of this cooperation, Andreasyan did not work with an isolated marketing task, but with cross-functional issues, the result of which depended on the coordination of several directions at the same time. His work included the assessment of external marketing channels, identification of the most promising customer segments, search for lost growth potential and structuring interaction with customers taking into account their long-term value.
This experience became one of the factors shaping Andreasyan’s signature approach, which was later systematized in the MARKETING OS methodology: KPI-Driven Diagnostics, Growth Prioritization and ROI Governance. This key idea is implemented in the transition from fragmented marketing analysis to system management, where indicators are used not for reporting, but as a basis for decision-making.
Based on the traditional approach to marketing analytics, MARKETING OS considers marketing as part of a business management system, where decisions affect resource allocation, positive growth and financial efficiency of the company.
KPI-Driven Diagnostics in this logic provides not just the collection of indicators, but the use of data to identify the causes of inefficiency. It is about understanding where exactly the business is losing potential, which processes support growth and which indicators really matter for commercial results.
The next element is Growth Prioritization. Its task is to help the company move from simultaneously launching a large number of products to concentrating resources in those areas that have the greatest impact potential. For the business, this means not only less budget dispersion, but also a more informed choice of where exactly to invest.
ROI Governance complements this system with financial logic. Marketing investments are not evaluated ex post facto and not only through local KPIs, but through their contribution to the overall economy of the business. This approach allows you to link marketing decisions with payback, profitability and long-term value of the client.
The practical effect of this logic was also manifested in Andreasyan’s work with Kernel. After implementing approaches to assessing external marketing channels, structuring client scenarios and redistributing ratings, the company was able to more accurately distribute marketing investments, improve conversion at key points of the client journey and reduce the loss between individual stages of interaction.
At the same time, one of the final results was not only the dynamics of indicators, but also a change in the management logic itself. Decisions are made based on cause-and-effect relationships between data, client scenarios and commercial benefits, and not through the analysis of isolated metrics. This made it possible to move more quickly from analytical conclusions to specific management actions.
This is where Andreasyan sees one of the key differences between system marketing and traditional marketing. Having a lot of data does not create competitive advantages in itself. It is only when a company is able to understand the cause-and-effect relationships between indicators and turn them into decisions about resources, customers and growth directions.
Therefore, within the MARKETING OS marketing is assessed not as a separate function responsible for the offering, but as an element of the business management system. Its task is to help management answer three applied questions: where the company is losing efficiency, which direction has the greatest growth potential and whether the investments aimed at their development justify themselves.
Andreasyan’s experience working with large companies and digital businesses shows that it is precisely this integration of analytics, prioritization, and financial control that allows you to move from marketing as a set of activities to a managed decision-making system.
Given the increasing competition and the increasing cost of errors, the ability to control not only marketing indicators, but also their impact on the business economy is becoming increasingly important. In this context, Andreasyan’s approach suggests changing the very question that a company asks of marketing: not “which channel showed the best metric?” but “which solution creates the most value for the business and why?”.
Text by Petro Babych
