Web Analytics Value Proposition For Executives
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WEB ANALYTICS VALUE PROPOSITION FOR EXECUTIVES
The case for data driven website decision making
Monday, June 1, 2009
Gut or Data?
Monday, June 1, 2009
Gut or Data? How does your organization make website
decisions?
Monday, June 1, 2009
Gut or Data? How does your organization make website
decisions? Gut or Data?
Monday, June 1, 2009
Gut or Data? How does your organization make website
decisions? Gut or Data? No good data
availableNon-data based decisions to be
made
Insufficient analytical skills in employees
Lack of analytical talent
Multiple versions of the
“truth”
Monday, June 1, 2009
Research says…
Source: Quantitative Acenture Online Survey, July 2008https://www.accenture.com/Global/Technology/Information_Mgmt/Information_Mgmt_Services/R_and_I/SurveyAchieved.htm
Monday, June 1, 2009
Research says… Accenture surveyed more than 250 executives
in July 2008 about their companies' use of and investment in business analytics to remain competitive.
Source: Quantitative Acenture Online Survey, July 2008https://www.accenture.com/Global/Technology/Information_Mgmt/Information_Mgmt_Services/R_and_I/SurveyAchieved.htm
Monday, June 1, 2009
Research says… Accenture surveyed more than 250 executives
in July 2008 about their companies' use of and investment in business analytics to remain competitive.
Source: Quantitative Acenture Online Survey, July 2008https://www.accenture.com/Global/Technology/Information_Mgmt/Information_Mgmt_Services/R_and_I/SurveyAchieved.htm
Monday, June 1, 2009
Research says… Accenture surveyed more than 250 executives
in July 2008 about their companies' use of and investment in business analytics to remain competitive.
Source: Quantitative Acenture Online Survey, July 2008https://www.accenture.com/Global/Technology/Information_Mgmt/Information_Mgmt_Services/R_and_I/SurveyAchieved.htm
Monday, June 1, 2009
Research says… Accenture surveyed more than 250 executives
in July 2008 about their companies' use of and investment in business analytics to remain competitive.
Nearly half of major corporate decisions are based on the good 'ole gut. (And that’s only what they say)
Source: Quantitative Acenture Online Survey, July 2008https://www.accenture.com/Global/Technology/Information_Mgmt/Information_Mgmt_Services/R_and_I/SurveyAchieved.htm
Monday, June 1, 2009
Why?
Monday, June 1, 2009
Why? 61% - No good data
available
Monday, June 1, 2009
Why? 61% - No good data
available 55% - Qualitative
(emotional) factors
Monday, June 1, 2009
Why? 61% - No good data
available 55% - Qualitative
(emotional) factors 23% - Insufficient
quantitative skills in employees
Monday, June 1, 2009
Why? 61% - No good data
available 55% - Qualitative
(emotional) factors 23% - Insufficient
quantitative skills in employees
36% - Shortage of analytical talent
Monday, June 1, 2009
Why? 61% - No good data
available 55% - Qualitative
(emotional) factors 23% - Insufficient
quantitative skills in employees
36% - Shortage of analytical talent
No good data available
Non-data based decisions to be
made
Insufficient analytical skills in employees
Lack of analytical talent
Monday, June 1, 2009
Why? 61% - No good data
available 55% - Qualitative
(emotional) factors 23% - Insufficient
quantitative skills in employees
36% - Shortage of analytical talent
No good data available
Non-data based decisions to be
made
Insufficient analytical skills in employees
Lack of analytical talent
Multiple versions of the
“truth”
Monday, June 1, 2009
Why? 61% - No good data
available 55% - Qualitative
(emotional) factors 23% - Insufficient
quantitative skills in employees
36% - Shortage of analytical talent
No good data available
Non-data based decisions to be
made
Insufficient analytical skills in employees
Lack of analytical talent
Multiple versions of the
“truth”
It’s the way we’ve always
done it
Monday, June 1, 2009
So what?
Monday, June 1, 2009
So what? Nearly three-quarters (72 percent) of respondents say
they are striving to increase their organization's analytics use. Two-thirds surveyed recognize their decision-making failings and want to reduce their dependency on their gut.
Monday, June 1, 2009
So what? Nearly three-quarters (72 percent) of respondents say
they are striving to increase their organization's analytics use. Two-thirds surveyed recognize their decision-making failings and want to reduce their dependency on their gut.
Some key quotes from the research:
Monday, June 1, 2009
So what? Nearly three-quarters (72 percent) of respondents say
they are striving to increase their organization's analytics use. Two-thirds surveyed recognize their decision-making failings and want to reduce their dependency on their gut.
Some key quotes from the research: “There’s a strong concern over the future lack of analytical
skilled resources.”
Monday, June 1, 2009
So what? Nearly three-quarters (72 percent) of respondents say
they are striving to increase their organization's analytics use. Two-thirds surveyed recognize their decision-making failings and want to reduce their dependency on their gut.
Some key quotes from the research: “There’s a strong concern over the future lack of analytical
skilled resources.” "We need to move from a mass-market approach to a more
segmented, targeted approach which requires significantly more analysis.”
Monday, June 1, 2009
So what? Nearly three-quarters (72 percent) of respondents say
they are striving to increase their organization's analytics use. Two-thirds surveyed recognize their decision-making failings and want to reduce their dependency on their gut.
Some key quotes from the research: “There’s a strong concern over the future lack of analytical
skilled resources.” "We need to move from a mass-market approach to a more
segmented, targeted approach which requires significantly more analysis.”
"Companies can become mired in the past, i.e., ‘that’s the way we’ve always done business.’ Today’s marketplace and available technology requires the ability to revamp marketing and customer service strategies.”
Monday, June 1, 2009
So why give up on your gut?
Monday, June 1, 2009
So why give up on your gut? To quickly react to changes in customer
demand
Monday, June 1, 2009
So why give up on your gut? To quickly react to changes in customer
demand Increase sales
Monday, June 1, 2009
So why give up on your gut? To quickly react to changes in customer
demand Increase sales Increase profit margin
Monday, June 1, 2009
So why give up on your gut? To quickly react to changes in customer
demand Increase sales Increase profit margin Increase customer loyalty and retention
Monday, June 1, 2009
So why give up on your gut? To quickly react to changes in customer
demand Increase sales Increase profit margin Increase customer loyalty and retention Improve EBITDA
Monday, June 1, 2009
So why give up on your gut? To quickly react to changes in customer
demand Increase sales Increase profit margin Increase customer loyalty and retention Improve EBITDA
Measurement
Monday, June 1, 2009
So why give up on your gut? To quickly react to changes in customer
demand Increase sales Increase profit margin Increase customer loyalty and retention Improve EBITDA
Measurement Accountability
Monday, June 1, 2009
So why give up on your gut? To quickly react to changes in customer
demand Increase sales Increase profit margin Increase customer loyalty and retention Improve EBITDA
Measurement Accountability ROI
Monday, June 1, 2009
Example
Monday, June 1, 2009
Example A January 2008 report from Aberdeen
Group on retailers using “best in class” analytics tools and techniques increased
Monday, June 1, 2009
Example A January 2008 report from Aberdeen
Group on retailers using “best in class” analytics tools and techniques increased Average year-over-year same-store sales by
11.7 percent
Monday, June 1, 2009
Example A January 2008 report from Aberdeen
Group on retailers using “best in class” analytics tools and techniques increased Average year-over-year same-store sales by
11.7 percent Average profit-margin by 9.3 percent
Monday, June 1, 2009
Example A January 2008 report from Aberdeen
Group on retailers using “best in class” analytics tools and techniques increased Average year-over-year same-store sales by
11.7 percent Average profit-margin by 9.3 percent Customer retention by 12.2 percent
Monday, June 1, 2009
In short…
Monday, June 1, 2009
In short… Using analytics can help you
Monday, June 1, 2009
In short… Using analytics can help you
Understand your customers
Monday, June 1, 2009
In short… Using analytics can help you
Understand your customers Quantify and improve marketing results
Monday, June 1, 2009
In short… Using analytics can help you
Understand your customers Quantify and improve marketing results Make better decisions
Monday, June 1, 2009
In short… Using analytics can help you
Understand your customers Quantify and improve marketing results Make better decisions Increase EBITDA
Monday, June 1, 2009
On Web Analytics
Monday, June 1, 2009
On Web Analytics In the April 2007 report "Web Analytics:
The Crystal Ball of Customer Behavior," Aberdeen found that 89% of Best-in-Class companies used, or planned to use, web analytics solutions as a method to measure corporate goals, such as improving the customer experience.
Monday, June 1, 2009
On Web Analytics In the April 2007 report "Web Analytics:
The Crystal Ball of Customer Behavior," Aberdeen found that 89% of Best-in-Class companies used, or planned to use, web analytics solutions as a method to measure corporate goals, such as improving the customer experience. Of these top performing companies, 28%
admitted that the data delivered by a web analytics solution was difficult to interpret.
Monday, June 1, 2009
What about “subjective” stuff?
Monday, June 1, 2009
What about “subjective” stuff?
Monday, June 1, 2009
What about “subjective” stuff?
Everything online is
Monday, June 1, 2009
What about “subjective” stuff?
Everything online isMEASURABLE
Monday, June 1, 2009
Everything is Measurable
Monday, June 1, 2009
Everything is Measurable Example – Should I authorize my CMO to spend ½ million
dollars on a 6 month branding campaign?
Monday, June 1, 2009
Everything is Measurable Example – Should I authorize my CMO to spend ½ million
dollars on a 6 month branding campaign? Traditional – Do campaign (or not) and then do a focus
group before and after to see if your brand appeal increased
Monday, June 1, 2009
Everything is Measurable Example – Should I authorize my CMO to spend ½ million
dollars on a 6 month branding campaign? Traditional – Do campaign (or not) and then do a focus
group before and after to see if your brand appeal increased Answer – Yes, people are liking our brand more, or
ooops, not.
Monday, June 1, 2009
Everything is Measurable Example – Should I authorize my CMO to spend ½ million
dollars on a 6 month branding campaign? Traditional – Do campaign (or not) and then do a focus
group before and after to see if your brand appeal increased Answer – Yes, people are liking our brand more, or
ooops, not. Problem – You don’t know until it’s over
Monday, June 1, 2009
Everything is Measurable Example – Should I authorize my CMO to spend ½ million
dollars on a 6 month branding campaign? Traditional – Do campaign (or not) and then do a focus
group before and after to see if your brand appeal increased Answer – Yes, people are liking our brand more, or
ooops, not. Problem – You don’t know until it’s over
The Web Analytics Way – Ongoing measurement of brand keywords typed in search engines and direct/bookmarks for people who arrive at your site.
Monday, June 1, 2009
Everything is Measurable Example – Should I authorize my CMO to spend ½ million
dollars on a 6 month branding campaign? Traditional – Do campaign (or not) and then do a focus
group before and after to see if your brand appeal increased Answer – Yes, people are liking our brand more, or
ooops, not. Problem – You don’t know until it’s over
The Web Analytics Way – Ongoing measurement of brand keywords typed in search engines and direct/bookmarks for people who arrive at your site. Answer – Authorize two months, test and optimize the
campaign, then when your “brand” index is increasing X% monthly, keep the spend going!
Monday, June 1, 2009
Everything is Measurable Example – Should I authorize my CMO to spend ½ million
dollars on a 6 month branding campaign? Traditional – Do campaign (or not) and then do a focus
group before and after to see if your brand appeal increased Answer – Yes, people are liking our brand more, or
ooops, not. Problem – You don’t know until it’s over
The Web Analytics Way – Ongoing measurement of brand keywords typed in search engines and direct/bookmarks for people who arrive at your site. Answer – Authorize two months, test and optimize the
campaign, then when your “brand” index is increasing X% monthly, keep the spend going!
You know while it’s going on and can adjust
Monday, June 1, 2009
Ready to lose your gut?
Monday, June 1, 2009
Ready to lose your gut?
Here’s how to get started
Monday, June 1, 2009
Ready to lose your gut?
Here’s how to get started Hire an experienced web analyst, or a geeky
marketer with some analytics experience, or choose an interested geek internally and send them for training.
Monday, June 1, 2009
Ready to lose your gut?
Here’s how to get started Hire an experienced web analyst, or a geeky
marketer with some analytics experience, or choose an interested geek internally and send them for training.
Invite said geek to every decision making meeting and ask for his/her applicable data.
Monday, June 1, 2009
Ready to lose your gut?
Here’s how to get started Hire an experienced web analyst, or a geeky
marketer with some analytics experience, or choose an interested geek internally and send them for training.
Invite said geek to every decision making meeting and ask for his/her applicable data.
Listen to their data.
Monday, June 1, 2009
Ready to lose your gut?
Here’s how to get started Hire an experienced web analyst, or a geeky
marketer with some analytics experience, or choose an interested geek internally and send them for training.
Invite said geek to every decision making meeting and ask for his/her applicable data.
Listen to their data. Whenever you feel that tingle in you gut, ask
your analytics person to prove it.
Monday, June 1, 2009
Ready to lose your gut?
Here’s how to get started Hire an experienced web analyst, or a geeky
marketer with some analytics experience, or choose an interested geek internally and send them for training.
Invite said geek to every decision making meeting and ask for his/her applicable data.
Listen to their data. Whenever you feel that tingle in you gut, ask
your analytics person to prove it. Enjoy your improved EBITDA
Monday, June 1, 2009
Why a Web Analyst?
Monday, June 1, 2009
Why a Web Analyst? Aberdeen’s “Crystal Ball” report also identified
the number one issue for organizations who are evaluating web analytics solutions:
Monday, June 1, 2009
Why a Web Analyst? Aberdeen’s “Crystal Ball” report also identified
the number one issue for organizations who are evaluating web analytics solutions:
“There is little direction from vendors on how to maximize the use of the data for
better business decisions”
Monday, June 1, 2009
Why a Web Analyst? Aberdeen’s “Crystal Ball” report also identified
the number one issue for organizations who are evaluating web analytics solutions:
“There is little direction from vendors on how to maximize the use of the data for
better business decisions”
Monday, June 1, 2009
Why a Web Analyst? Aberdeen’s “Crystal Ball” report also identified
the number one issue for organizations who are evaluating web analytics solutions:
“There is little direction from vendors on how to maximize the use of the data for
better business decisions”
Monday, June 1, 2009
Why a Web Analyst? Aberdeen’s “Crystal Ball” report also identified
the number one issue for organizations who are evaluating web analytics solutions:
“There is little direction from vendors on how to maximize the use of the data for
better business decisions”
Monday, June 1, 2009
Why a Web Analyst?
Monday, June 1, 2009
Why a Web Analyst?
Monday, June 1, 2009
Why a Web Analyst?
Monday, June 1, 2009
Why a Web Analyst?
Monday, June 1, 2009
Why a Web Analyst?
Monday, June 1, 2009
Why a Web Analyst?
Monday, June 1, 2009
What you and your analyst should be doing…
Monday, June 1, 2009
What you and your analyst should be doing…
Define Objectives
Monday, June 1, 2009
What you and your analyst should be doing…
Define Objectives Map Objectives to Site
Monday, June 1, 2009
What you and your analyst should be doing…
Define Objectives Map Objectives to Site Look for Opportunities
Monday, June 1, 2009
What you and your analyst should be doing…
Define Objectives Map Objectives to Site Look for Opportunities Set Targets and Segment Audience
Monday, June 1, 2009
What you and your analyst should be doing…
Define Objectives Map Objectives to Site Look for Opportunities Set Targets and Segment Audience Test the Change!
Monday, June 1, 2009
What you and your analyst should be doing…
Define Objectives Map Objectives to Site Look for Opportunities Set Targets and Segment Audience Test the Change! Measure Results & Optimize
Monday, June 1, 2009
What you and your analyst should be doing…
Define Objectives Map Objectives to Site Look for Opportunities Set Targets and Segment Audience Test the Change! Measure Results & Optimize
Repeat
Monday, June 1, 2009
What you and your analyst should be doing…
Define Objectives Map Objectives to Site Look for Opportunities Set Targets and Segment Audience Test the Change! Measure Results & Optimize
Repeat
Repeat
Monday, June 1, 2009
dan@webanalyticsbuzz.com, danlinton@gmail.com
Thanks for your time!
Monday, June 1, 2009
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