MITSUBISHI MOTORS CANADA · MARKETING DATA STRATEGY
Defining success before redesigning the experience.
Before Mitsubishi Motors Canada rebuilt its digital experience, it needed a reliable view of what the existing website could measure and where customer intent disappeared. Working through WongDoody, I established a baseline and shaped measurement direction for the experience ahead.
- Role
- Marketing Data Analyst
- Engagement
- WongDoody contractor
- Timeline
- April to July 2026
- Focus
- Analytics, customer journey, KPI strategy
S / SITUATION
One customer journey crossed businesses that did not share one view of it.
Mitsubishi supported consideration. Independent dealers completed the commercial relationship.
Vehicle purchase journeys are long and nonlinear. Shoppers compare models, explore technology, configure vehicles, calculate financing, check inventory, and revisit decisions before contacting a dealer.
Mitsubishi could observe much of that activity on its national website. Once a shopper entered a dealer experience, visibility became inconsistent. Dealers reported sales, but Mitsubishi could not reliably connect those outcomes to leads and digital journeys it generated.
National digital journeyMeasurement baseline
Corporate visibility
Outcome feedback became limited after dealer handoff
T / MEASUREMENT PROBLEM
Analytics showed starts and finishes. Customer meaning between them remained thin.
Inside national website
Tools produced activity without consistent behavioral context.
Existing events emphasized tool starts, completions, forms, and outbound actions. Signals such as saved deals, financing engagement, technology interest, reviews, and component interactions were not consistently available.
After dealer handoff
Referral traffic could not explain lead quality or sales outcomes.
Cross-domain measurement was incomplete, dealer implementations varied, and lead sources were not always clear to dealers. Mitsubishi lacked dependable feedback needed to assess downstream performance.
The core challenge was not collecting more data. It was defining signals that could explain intent before the customer journey left Mitsubishi's control.
A1 / DIAGNOSIS
Start with evidence the current environment could support.
I reviewed Mitsubishi's GA4 and GTM environment, website pages, embedded tools, cross-domain setup, dealer connections, internal analytics, marketing reports, and planned experience changes.
Evidence was complemented by Mitsubishi stakeholder discussions, ongoing WongDoody planning sessions, on-site workshops, and a dealer interview. Together, these sources exposed technical gaps and commercial expectations behind the redesign.
GA4 and GTM auditPage and tool performanceWebsite reports
Marketing reportsStakeholder interviewsDealer perspective
A2 / STRATEGIC RESPONSE
Make lead quality visible before asking dealers for better outcome data.
Stronger behavioral context could help Mitsubishi understand journey stage, improve remarketing, and send dealers leads carrying clearer evidence of customer interest.
01Understand intent
Measure progress, not isolated clicks
Organize signals around how shoppers move from model research into configuration, financing, inventory, and dealer contact.
02Improve decisions
Give every proposal a baseline
Use current performance to support decisions about navigation, search, tools, site structure, and new experience components.
03Prepare continuity
Design measurement into the new platform
Connect reusable CMS components, CRM events, audience signals, and future reporting through consistent measurement requirements.
Behavioral signals→Intent profile→Better-informed lead→Dealer handoff→Outcome feedback
A3 / CONTRIBUTION
Research became decision support for strategy, UX, and technology.
My role was diagnostic and advisory. I did not build the redesigned website. I gave the project team the evidence, baselines, and measurement direction needed to shape what should be built and how success should be evaluated.
Current-state baseline
Reviewed website and marketing reports, page performance, traffic patterns, embedded tools, conversion paths, and existing success measures.
Analytics ecosystem audit
Assessed GA4, GTM, subproperties, dealer-domain connections, event conventions, cross-domain behavior, and gaps affecting reporting trust.
Intent and KPI framework
Defined behavioral, conversion, and experience signals, from tool engagement and vehicle interest to Build and Price completion and dealer handoff.
Redesign decision support
Translated evidence into recommendations used by strategy and UX teams to support sitemap, search, tool, CMS, and component decisions.
PROPOSED SIGNAL MODEL
From exposure to commercial intent
Each layer adds meaning without pretending every interaction is a conversion.
- 01ExposurePage and component viewed
- 02ExplorationTechnology, reviews, content, search
- 03ConfigurationBuild and Price, finance, save a deal
- 04HandoffDealer Locator, inventory inquiry, form
- 05OutcomeCRM status and dealer conversion feedback
R / OUTCOME
A stronger foundation for deciding what the new experience needed to do.
Strategic value
Redesign proposals gained evidence. Future measurement gained structure.
Research helped WongDoody teams validate proposals involving site structure, search, tool usage, reusable components, and CMS direction. Mitsubishi gained a clearer baseline and more useful definition of success centered on customer intent, lead quality, and dealer handoff.
Current performance supported UX and strategy recommendations instead of relying on opinion alone.
Behavioral, conversion, and experience signals created clearer language for evaluating future journeys.
Evidence helped frame component-aware measurement requirements for the planned CMS change.
NEXT OPPORTUNITY
Close the loop from intent to sale.
Next phase would validate implementation, connect CRM and dealer outcomes where consent permits, and compare redesigned experience against baseline using lead quality instead of traffic volume alone.