3. Gut or Data?
How does your organization make website
decisions?
Monday, June 1, 2009
4. Gut or Data?
How does your organization make website
decisions?
Gut or Data?
Monday, June 1, 2009
5. Gut or Data?
How does your organization make website
decisions?
Non-data based
Gut or Data? No good data
decisions to be
available
made
Insufficient
Lack of
analytical skills
analytical talent
in employees
Multiple
versions of the
“truth”
Monday, June 1, 2009
6. Research says…
Source: Quantitative Acenture Online Survey, July 2008
https://www.accenture.com/Global/Technology/Information_Mgmt/Information_Mgmt_Services/R_and_I/SurveyAchieved.htm
Monday, June 1, 2009
7. 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 2008
https://www.accenture.com/Global/Technology/Information_Mgmt/Information_Mgmt_Services/R_and_I/SurveyAchieved.htm
Monday, June 1, 2009
8. 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 2008
https://www.accenture.com/Global/Technology/Information_Mgmt/Information_Mgmt_Services/R_and_I/SurveyAchieved.htm
Monday, June 1, 2009
9. 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 2008
https://www.accenture.com/Global/Technology/Information_Mgmt/Information_Mgmt_Services/R_and_I/SurveyAchieved.htm
Monday, June 1, 2009
10. 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 2008
https://www.accenture.com/Global/Technology/Information_Mgmt/Information_Mgmt_Services/R_and_I/SurveyAchieved.htm
Monday, June 1, 2009
12. Why?
61% - No good data
available
Monday, June 1, 2009
13. Why?
61% - No good data
available
55% - Qualitative
(emotional) factors
Monday, June 1, 2009
14. Why?
61% - No good data
available
55% - Qualitative
(emotional) factors
23% - Insufficient
quantitative skills in
employees
Monday, June 1, 2009
15. 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
16. Why?
61% - No good data No good data
Non-data based
decisions to be
available available
made
55% - Qualitative
Insufficient
(emotional) factors Lack of
analytical talent
analytical skills
in employees
23% - Insufficient
quantitative skills in
employees
36% - Shortage of
analytical talent
Monday, June 1, 2009
17. Why?
61% - No good data No good data
Non-data based
decisions to be
available available
made
55% - Qualitative
Insufficient
(emotional) factors Lack of
analytical talent
analytical skills
in employees
23% - Insufficient
quantitative skills in Multiple
employees versions of the
“truth”
36% - Shortage of
analytical talent
Monday, June 1, 2009
18. Why?
61% - No good data No good data
Non-data based
decisions to be
available available
made
55% - Qualitative
Insufficient
(emotional) factors Lack of
analytical talent
analytical skills
in employees
23% - Insufficient
quantitative skills in Multiple It’s the way
employees versions of the
“truth”
we’ve always
done it
36% - Shortage of
analytical talent
Monday, June 1, 2009
20. 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
21. 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
22. 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
23. 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.”
quot;We need to move from a mass-market approach to a more
segmented, targeted approach which requires significantly
more analysis.”
Monday, June 1, 2009
24. 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.”
quot;We need to move from a mass-market approach to a more
segmented, targeted approach which requires significantly
more analysis.”
quot;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
25. So why give up on your gut?
Monday, June 1, 2009
26. So why give up on your gut?
To quickly react to changes in customer
demand
Monday, June 1, 2009
27. So why give up on your gut?
To quickly react to changes in customer
demand
Increase sales
Monday, June 1, 2009
28. So why give up on your gut?
To quickly react to changes in customer
demand
Increase sales
Increase profit margin
Monday, June 1, 2009
29. 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
30. 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
31. 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
32. 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
33. 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
35. Example
A January 2008 report from Aberdeen
Group on retailers using “best in class”
analytics tools and techniques increased
Monday, June 1, 2009
36. 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
37. 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
38. 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
40. In short…
Using analytics can help you
Monday, June 1, 2009
41. In short…
Using analytics can help you
Understand your customers
Monday, June 1, 2009
42. In short…
Using analytics can help you
Understand your customers
Quantify and improve marketing results
Monday, June 1, 2009
43. In short…
Using analytics can help you
Understand your customers
Quantify and improve marketing results
Make better decisions
Monday, June 1, 2009
44. In short…
Using analytics can help you
Understand your customers
Quantify and improve marketing results
Make better decisions
Increase EBITDA
Monday, June 1, 2009
46. On Web Analytics
In the April 2007 report quot;Web Analytics:
The Crystal Ball of Customer Behavior,quot;
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
47. On Web Analytics
In the April 2007 report quot;Web Analytics:
The Crystal Ball of Customer Behavior,quot;
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
53. Everything is Measurable
Example – Should I authorize my CMO to spend ½ million
dollars on a 6 month branding campaign?
Monday, June 1, 2009
54. 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
55. 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
56. 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
57. 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
58. 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
59. 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
61. Ready to lose your gut?
Here’s how to get started
Monday, June 1, 2009
62. 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
63. 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
64. 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
65. 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
66. 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
68. 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
69. 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
70. 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
71. 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
72. 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
79. What you and your analyst should be doing…
Monday, June 1, 2009
80. What you and your analyst should be doing…
Define Objectives
Monday, June 1, 2009
81. What you and your analyst should be doing…
Define Objectives
Map Objectives to Site
Monday, June 1, 2009
82. What you and your analyst should be doing…
Define Objectives
Map Objectives to Site
Look for Opportunities
Monday, June 1, 2009
83. 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
84. 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
85. 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
86. 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! Repeat
Measure Results & Optimize
Monday, June 1, 2009
87. What you and your analyst should be doing…
Define Objectives
Map Objectives to Site
Look for Opportunities Repeat
Set Targets and Segment Audience
Test the Change! Repeat
Measure Results & Optimize
Monday, June 1, 2009
88. Thanks for your time!
dan@webanalyticsbuzz.com, danlinton@gmail.com
Monday, June 1, 2009
