Table of Contents
This text is therefore for most of us. From triggers to omnichannel orchestration: a version for companies that get it.
The arrangement of marketing automation (MA) processes begins with 3 practical steps. And none of them requires you to buy the most expensive license of the most advanced system. You don’t need a digital utopia, but you do need to:
For teams that: send emails, sometimes text/push messages, have a mess of exclusions and consents, want greater impact, but not necessarily migrate to a new platform.
A contact policy is a set of rules that determine how often, in which channels and under what conditions you can communicate with the recipient. Its purpose is to:
A contact policy is a document that helps keep control of CRM and MA, especially in an organisation composed of various stakeholders. Overload of messages, their cannibalisation, lack of personalisation or regular attempts to send to incorrect, dead or unsubscribed addresses are the shortest way to self-limiting the effectiveness of communication.
The assumptions of the contact policy should be adapted to the characteristics of a given organisation, its industry and the needs of customers. A contact policy is not static – it is subject to evaluation and change. However, when a document is created for the first time and its authors lack input data, it is worth making even very general assumptions.
For example:
| Element | Description / Value |
|---|---|
| Daily CAP | Max. 1 contact per 24 hours per person |
| Weekly CAP | Max 3 contacts per 7 days per person |
| Channel priority | Push > inApp > Email > SMS > phone call |
| Capping | After clicking in the last 24 hours – capping of mass offers |
| Windows of Silence | 22:00–07:00 (text message/push) |
| Global exclusions | No consent, complaint, hard bounce, last purchase <72h (retail) |
| Policy owner | CRM Lead |
| Policy Review | Every 2 weeks |
Open Rate (OR) and Click Through Rate (CTR) are the so-called proxy KPI. These are obvious and basic communication KPIs, but at the same time they are indirect indicators. Improving them does not guarantee a better return on campaigns. Conversion measurement is necessary to evaluate activities. Unfortunately, in many industries, P&L per contact is methodologically correct but operationally unattainable. In such a context, the per-segment metric is not only reasonable, but often the only feasible one.
Measuring conversions and campaign profitability should start by defining 3 basics:
Creating a control group (i.e. a separate part of the segment to which we intentionally do not send any communication).
The control group should be statistically significant, but small enough not to distort the campaign results.
Recommendation:
With smaller samples, the risk of random differences increases, and with larger samples, the risk of losing potential revenue increases.
Definitions for which we intend to measure the effectiveness of communications/channels.
They must:
Recommended segmentation axes:
Each cohort should have:
Without clearly defined cohorts, comparisons across channels and campaigns lead to false conclusions, even with a properly set control group.
KPIs that will be key for us. They vary depending on the industry and organisation. For example, they might look like this:
| KPI segment | Description |
|---|---|
| Revenue per segment | Total revenue generated by a given segment during a specific time window (e.g., 7–14 days) after the campaign. |
| Campaign ROI for the segment | Profit to campaign costs ratio: (segment revenue—campaign costs) ÷ campaign costs. |
| Segment Conversion Rate | The share of people in a segment who completed a defined action (e.g. purchase, registration, visit). |
| Opt-out rate in the segment | The share of opt-outs in the segment; indicator of communication pressure and base hygiene. |
| Segment CLV uplift | Increase in average customer value over time in a given segment. |
This set of KPIs allows you to evaluate the effectiveness of communication at the segment level, even with integration limitations and long purchasing cycles. It is crucial to analyse them together and in comparison to a control group to distinguish the real impact of communication from the natural behaviour of the base.
If a customer clicked on a push in the last 24 hours, the system caps the email regarding the same offer. This is orchestration: a set of rules that govern the order and frequency of communication between channels.
In a broader sense, orchestration encompasses segmentation principles and customer preferences, decision-making processes, and systems integration. Its goal is a coherent customer contact strategy throughout the entire lifecycle, not the optimisation of a single channel.
The starting point – and the scope that existing CRM/MA tools most often support – are basic cross-channel rules. Their implementation improves the reach of the offer (using channels in line with customer preferences) and reduces costs, e.g. by using the more expensive text message channel only in specific situations and selected segments.
Example of basic rules:
| Cross-channel rule | Condition (IF) | Action (THEN) | Business effect |
|---|---|---|---|
| Push suppresses email with the same offer | The customer clicked on the push in the last 24 hours | Promotional email for the same offer is not sent | Less channel cannibalisation, lower communication fatigue |
| Text message as escalation after email | Email not opened within 6–12 hours and active consent to text messages and customer in the selected segment | Sending a text message with a short message and a link | Text message cost control, reaching high-value situations |
| Offline event triggers email | A hard event was recorded in CRM (meeting, visit, conversation) | Follow-up email with dynamic sender and contextual content | Higher relevance, sales support instead of competition between channels |
Organising marketing automation does not start with changing the tool, but with the decision: who, when and why we communicate. A clear engagement policy reduces operational chaos; well-chosen KPIs make it possible to distinguish the actual impact of communication from the natural behaviour of the customer base; and basic cross-channel rules transform parallel campaigns into a cohesive orchestration. Only on such a foundation can technology begin to amplify the effect, rather than mask the problems. In practice, these three steps are enough to move from ‘sending campaigns’ to managing communications in a way that is predictable, measurable and business-justified.
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Administratorem Pana/Pani danych osobowych jest Human2Human Sp. z o.o. z siedzibą w Poznaniu, przy ul. Bastionowej 37, 61-663 Poznań (dalej „Administrator”). Administrator wyznaczył Inspektora Ochrony Danych, z którym można skontaktować się we wszystkich sprawach związanych z przetwarzaniem Pani/Pana danych osobowych pod adresem mailowym: m.soczko@h2h.tech.
Pani/Pana dane osobowe będą przetwarzane w celu umożliwienia przesłania raportu, na podstawie art. 6 ust. 1 lit. a RODO, tj. zgody osoby, której dane dotyczą oraz wysyłki informacji marketingowych drogą elektroniczną, w przypadku wyrażenia dodatkowej zgody.
Podanie przez Panią/Pana danych jest dobrowolne, ale konieczne w celu przesłania raportu. Będą one do czasu wycofania zgody, ale nie dłużej niż do czasu zakończenia wysyłki. Pani/Pana dane mogą zostać przekazane osobom współpracującym z Administratorem oraz upoważnionym pracownikom.
W zakresie wynikającym z RODO, przysługuje Pani/Panu prawo do dostępu do treści danych osobowych, w tym uzyskania kopii danych, żądania sprostowania lub uzupełnienia danych osobowych, żądania usunięcia danych osobowych, żądania ograniczenia przetwarzania danych, wyrażenia sprzeciwu wobec przetwarzania, przenoszenia danych. W przypadku uznania, iż przetwarzanie Pani/Pana danych osobowych przez Administratora narusza przepisy o ochronie danych osobowych, przysługuje Pani/Panu prawo do wniesienia skargi do Prezesa Urzędu Ochrony Danych Osobowych.
Administratorem danych osobowych jest Human2Human Sp. z o.o. z siedzibą przy ul. Bastionowa 37, 61-663 Poznań. Wysłanie poczty elektronicznej lub tradycyjnej jest równoznaczne z wyrażeniem zgody na kontakt w celu udzielenia odpowiedzi, w tym przedstawienia oferty produktów i usług Administratora, zgodnie z art. 6 ust. 1 lit. a ogólnego rozporządzenia o ochronie danych osobowych z dnia 27 kwietnia 2016 r. (dalej RODO). Następnie dane osobowe mogą być przetwarzane w celu zawarcia i realizacji umowy (zgodnie z art. 6 ust. 1 lit. b RODO) lub w związku z jej zawarciem, jeśli stroną umowy jest osoba prawna (przetwarzanie danych kontaktowych jest wówczas prawnie uzasadnionym interesem Administratora, zgodnie z art. 6 ust. 1 lit. f RODO).
Odbiorcami danych są pracownicy i współpracownicy Administratora oraz podmioty, którym Administrator może powierzyć działania wynikające z realizacji w/w celów, na podstawie umowy powierzenia przetwarzania; dane osobowe nie będą przekazywane do państwa trzeciego ani organizacji międzynarodowej i będą przechowywane do czasu wycofania zgody, załatwienia sprawy wynikającej z korespondencji tradycyjnej lub momentu przedawnienia roszczeń z tytułu zawartej umowy.
Ma Pan/Pani prawo dostępu do treści swoich danych, w tym uzyskania ich kopii oraz prawo ich sprostowania, usunięcia, ograniczenia przetwarzania, prawo do przenoszenia danych, prawo wniesienia sprzeciwu oraz prawo do cofnięcia zgody (np. w ten sam sposób, w jaki została wyrażona); a ponadto, prawo wniesienia skargi do organu nadzorczego, tj. Prezesa Urzędu Ochrony Danych Osobowych, w przypadku uznania, iż przetwarzanie Pana/Pani danych osobowych narusza przepisy RODO.