Measuring the ROI of a PIM project: which KPIs should you track?

In a context where the quality, consistency and rapid distribution of product data have become key challenges for businesses, PIM (Product Information Management) software has emerged as a strategic asset.

This solution enables product information to be centralised, enriched and distributed across all channels, both internally and externally. Investing in a PIM means choosing a foundational framework to support the company’s growth and digital transformation. But how can the value generated by such a tool be measured in practical terms? Which KPIs should be tracked to assess the return on investment (ROI) before, during and after implementation?

This article offers a framework for managing and objectively assessing the benefits of a PIM project.

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Before the PIM project: laying the foundations for ROI

Even before considering how to measure the return on investment of a PIM project, it is essential to build a solid foundation. This involves a two-pronged approach: auditing the current situation and defining measurable objectives.

All too often, companies embark on a PIM project without having clearly identified their starting point or the levers they wish to activate. Yet it is precisely this initial snapshot that will subsequently enable them to demonstrate the gains achieved.

Assessing the current situation (initial audit)

First step: carry out a review of your current product data management. What tools are being used? How many Excel files are circulating between teams? Is your DAM linked to your ERP? These are all questions that help identify the complexity of the existing system.

Another key indicator is the time spent on manual tasks: re-entering data, multiple updates, exports and re-imports, cross-checking, etc. All these hours of low value-added work add up and place a strain on teams. This time can easily be quantified to reveal part of the ‘hidden cost’.

It is also important to assess the impact of poor data quality: errors in product listings, missing images, inconsistent information. These issues lead to product returns, dissatisfaction amongst customers and distributors, and even a loss of revenue from SEO or on marketplaces.

Setting quantifiable targets

Once the current situation has been mapped out, it becomes possible to define precise and measurable objectives. It is not simply a matter of ‘managing data better’, but of achieving concrete targets:

• Reducing time-to-market by 30 per cent, for example by cutting the time taken to launch a new product from 6 to 4 weeks.
• Halving the rate of errors or duplicates in product listings.
• Reducing the time taken to prepare product listings for a distribution channel (e-commerce site, marketplace, retailer, etc.) by 40 per cent.

These metrics will serve as benchmarks to track the project’s progress over time and demonstrate the value generated by the PIM. All these metrics are detailed in our webinar on calculating PIM ROI, delivered in collaboration with our partner A5SYS.

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During the PIM project: measuring progress and making adjustments

The implementation phase of a PIM should not be a ‘black box’: it is crucial to monitor specific indicators to steer the project, adjust actions and ensure it runs smoothly. Two categories of indicators are particularly useful: KPIs relating to technical implementation and those measuring operational transformation.

Implementation KPIs

The proportion of staff who have been trained and are working independently is an excellent indicator of internal adoption. A good PIM is of no use if it is not mastered by business users. This figure helps to verify that the training has been effective and that teams can operate without constantly relying on IT.

The rate of functional coverage achieved (e.g. integration of the DAM, activation of e-commerce, ERP and marketplace connectors) enables you to monitor compliance with the scope initially defined. It reflects both technical progress and the ability to fulfil functional commitments.

Finally, the number of products migrated compared to the total planned enables concrete monitoring of the progress of the migration project, which is often complex but fundamental.

Process transformation indicators

The number of steps eliminated from the product management chain (e.g. manual approvals, back-and-forth exchanges via Excel) demonstrates the simplification of workflows. Fewer steps = greater agility.

The autonomy of business teams, measured by a reduction in reliance on developers or ancillary tools, is a strong sign of transformation.

Finally, the number of channels activated more quickly or automatically (websites, marketplaces, B2B partners) illustrates the tangible acceleration enabled by the PIM. This is a good sign that the project is heading in the right direction.

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Post-deployment: measuring the real impact on the business

Once the PIM has been deployed, the key challenge is to move from subjective impressions to quantifiable evidence. To demonstrate the return on investment, it is essential to measure the tangible impact on operational efficiency, commercial performance and stakeholder satisfaction.

Operational gains

The first tangible indicators relate to time savings. The PIM drastically reduces the time needed to update a product — sometimes by a factor of two or three, depending on the initial level of complexity.

There is also a significant reduction in the number of errors detected after publication, thanks in particular to better-structured validation workflows and the centralisation of data sources. This increased reliability enables teams to increase the frequency of product updates, thereby supporting greater commercial responsiveness (such as the rapid promotion of a special offer, a new product or a change in packaging, for example).

Commercial benefits

The enrichment and consistency of product listings often lead to an improvement in search engine optimisation (SEO): greater visibility on search engines and more qualified organic traffic.

On e-commerce sites and marketplaces, this translates into a higher conversion rate, as shoppers find comprehensive, reassuring and well-illustrated product pages. The combined effect leads to an increase in turnover across digital channels, particularly in omnichannel or international contexts.

Stakeholder satisfaction

Retailers gain greater autonomy and reliability in their online listings, thanks to structured data that complies with industry standards (GDSN, PIES, ETIM, etc.).

Internally, marketing, e-commerce and sales teams often report better collaboration and increased satisfaction: fewer frustrations caused by errors, more time for value-added tasks, and a greater ability to address business challenges.

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How to choose your KPIs?

A PIM project is not merely a technical implementation: it is a genuine driver of overall business performance. Measuring its ROI means safeguarding the investment, reassuring stakeholders, and demonstrating the benefits achieved in concrete terms, beyond mere impressions. By tracking the right KPIs before, during and after deployment, you ensure the PIM forms part of a measurable, gradual and results-oriented digital transformation strategy.

Our advice: don’t wait until the end of the project to discuss results. Incorporate a precise measurement plan right from the audit phase, so that you can capture and capitalise on every step of progress throughout the journey.