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Lean Analytics & Analytics Dashboards

Analytics is more than "slap on the google analytics tag and we're done". Any good Digital project starts out with a good set of Goals & Objectives...but when was the last time that you measured the result of those goals & objectives? Lean Analytics is about integrating the analytics in the whole process...from the start. In a LEAN way

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Lean Analytics & Analytics Dashboards

  1. 1. LEAN ANALYTICS LEANUX FEST #LEANUXFEST – SEP 16, 2014 YVES FERKET - NASCOM Image Source: istrategy2009.com
  2. 2. I AM YVES FERKET HI! AND I WORK AT NASCOMIN BELGIUM.
  3. 3. I USED TO DO UX
  4. 4. But switched to...
  5. 5. The dark side...
  6. 6. Sales Analytics Analytics Excel Excel Timesheets coffee
  7. 7. The planet internet case
  8. 8. The planet internet case
  9. 9. InT 5 fihgurees: Planet Internet Portal Case • 1999 • 2th biggest Belgian site • +60.000 visitors/day • +30.000 pages changed • 600 comments received
  10. 10. AbTout thhe ceomm ePnts:lanet Internet Portal Case • 6 likes… • Friends/Family/Colleagues • All the other mails & comments: • I can’t find my e-mail? • Where’s the SMS button? • You misplaced my favorite section? • Where is X? • I can’t find Y? • (multiply 594 times)
  11. 11. so: Lessons Learned (1999) • People don’t care about design • Don’t mess with top tasks • Measure before you change • 1999 isn’t always a party
  12. 12. So I stopped designing & started measuring users
  13. 13. Picture source: Daniel Dare https://www.flickr.com/photos/danieldare/6193235979/
  14. 14. Analytics some basics
  15. 15. <Google Analytics code inserted in HTML> Button Button website website with analytics <Javascript code on buttons to track events>
  16. 16. Done!
  17. 17. Building a Site @Nascom
  18. 18. A So where do we start Analytics? Design Develo p Discove r B Goals User Journeys Wireframes …. Art Direction Page Models Copy …. CMS HTML CSS ….
  19. 19. A So where do we start Analytics? Design Develo p Discove r B Goals User Journeys Wireframes …. Art Direction Page Models Copy …. CMS HTML CSS ….
  20. 20. A Analytics starts here Design Develo p Discove r B Goals User Journeys Wireframes …. Art Direction Page Models Copy …. CMS HTML CSS ….
  21. 21. A Design Develo p Discove r B Goals User Journeys Wireframes …. Art Direction Page Models Copy …. CMS HTML CSS …. Not here
  22. 22. Image source: http://kustomculture.skynetblogs.be/archive/2007/06/27/cad-attack-1949-custom-cadillac.html Just slappin’ on Google Analytics code is putting a screwdriver on the hood of a car and expect it to fix the engine.
  23. 23. So, start with a set of Goals & Objectives
  24. 24. A project’s Goals & Objectives 1. Define your goals 2. Translate your Goals in “Human questions” 3. Kpi’ify your human questions 4. Create your data/triggers 5. Create an actionable dashboard
  25. 25. What do you expect as an outcome? What would be a success factor? Why are we doing this?
  26. 26. This is something we do in every project. It’s clear, simple & agreed on. Distribute 100 points to your goals By everybody
  27. 27. A project’s Goals & Objectives 1. Define your goals 2. Translate your Goals in “Human questions” 3. Kpi’ify your human questions 4. Create your data/triggers 5. Create an actionable dashboard
  28. 28. Translate Goals in Human understood by everybody. Marketing Sales Management CEO Which human question would lead to your goal. E.g. Do people do x on our site?
  29. 29. Human Questions are a bit like a hypothesis "We believe [TYPE OF USER] has a problem [DOING THING]. We can help them with [OUR SOLUTION]. We'll know we're right if [CHANGE IN METRIC]."
  30. 30. A project’s Goals & Objectives 1. Define your goals 2. Translate your Goals in “Human questions” 3. Kpi’ify your human questions 4. Create your data/triggers 5. Create an actionable dashboard
  31. 31. You know what would be a cool new feature? Shut up and explain why KPI 2 is down by 12% If a big change in a KPI doesn’t cause somebody to pick up a phone or run to someone’s desk it’s not a good KPI
  32. 32. What figure , indicator or ratio would give an answer to the Human Questions ?
  33. 33. A project’s Goals & Objectives 1. Define your goals 2. Translate your Goals in “Human questions” 3. Kpi’ify your human questions 4. Create your data/triggers 5. Create an actionable dashboard
  34. 34. A project’s data/triggers Where is your data coming from? • online metrics? • exports from tools? • External partners (travel, ticket sales offices,...) • ... In what format is it available • document format: excel, MySQL, CSV, PDF, … • timing: live, hourly, daily, weekly, monthly, random, ...
  35. 35. A project’s data/triggers Triggers? Data triggers are events that generate data on the answer of the human questions • a click on a website • a money transfer in a sale • a scan of a bracelet • a click on a like button • a click on a buy button • result of a survey • ….
  36. 36. A project’s Goals & Objectives 1. Define your goals 2. Translate your Goals in “Human questions” 3. Kpi’ify your human questions 4. Create your data/triggers 5. Create an actionable dashboard
  37. 37. THE DEFINITION: “AN INFORMATION RADIATOR IS A DISPLAY POSTED IN A PLACE WHERE PEOPLE CAN SEE IT AS THEY WORK OR WALK BY. IT SHOWS READERS INFORMATION THEY CARE ABOUT WITHOUT HAVING TO ASK ANYONE A QUESTION. THIS MEANS MORE COMMUNICATION WITH FEWER INTERRUPTIONS.
  38. 38. Dashboards
  39. 39. Image source: http://www.hotbutterstudio.com/
  40. 40. Sales in excel Google Reports Facebook Your data Insights Web Analytics Insights LinkedIn Stats YouTube Stats Pinterest Stats Twitter Stats Google+ Stats A calendar in Google Docs A survey result in a dropbox
  41. 41. Dashboard basics 2 3 Create (or connect to) a data source(s) with the data you need choose a graphic style that suits your data enrich data with indicators and info to tell a story Create “queries” on your data to fill your graph 1 3
  42. 42. Dashboard basics 1. Is it quantifiable? Your metric should be measurable. 2. Is it visible, understandable and clearly communicated? Your metric should serve as a reference point in conversations. 3. Is it comparative? You should be able to compare the metric to benchmarks or other points in time. 4. Is it a rate or ratio? Showing a rate of change is more illustrative than an absolute number. 5. Does it change your behavior? If the metric you choose doesn’t enact change, you need a different one (Is it attributed to revenue/cost? ) Attributing your efforts to value for the business. It’s not a dashboard basic but will get you the budget to create one + will get CEO attention ;) Adapted Sources of : Kissmetrics, Ben Yoskovitz and Alistair Croll, Author of Lean Analytics
  43. 43. Dashboard example: human question: do they read our new content People who spend +180 secs grow from 12%... … to 22% by changing content in 6 weeks 1. Is it quantifiable? Your metric should be measurable. We created extra “time on page” segments In low (-30secs), medium (-180secs) and High (+180 secs)
  44. 44. Dashboard example: human question: how’s Facebook doing 1: these Facebook Posts 4: also in % change… 2: created this effect 3: which is compared to the same previous period with indicators 5: …and in in human terms 6: and explained. 2: Is it visible and clearly communicated? Your metric should serve as a reference point in conversations.
  45. 45. Dashboard example: human question: how’s Facebook growth doing 3: Is it comparative? You should be able to compare the metric to benchmarks or other points in time.
  46. 46. Dashboard example: human question: what social channel drives conversion? 4: Is it a rate or ratio? Showing a rate of change is more illustrative than an absolute number.
  47. 47. Dashboard example: human question: which channels works best? Which affiliate partner or channel generated most conversion and should we invest in? 5: Does it change your behavior? If the metric you choose doesn’t enact change, you need a different one
  48. 48. Dashboard example: human question: are we on campaign budget Daily budget automatically updated through API Budget goal from Campaign budget Google Doc (Is it attributed to revenue/cost? ) Attributing your efforts to value or cost for the business. We do get calls if we are in the red here ;)
  49. 49. “Understand the Customer Experience so that you can influence the optimal customer behavior that will lead to win-win outcomes” The Holy Analytics Trinity Outcome Orders/Leads/Revenue How, Why Conversion Rates Problem resolution Behavior Clickstream Click Density Analysis Segmentation Key Metrics, Search Intent Experience Research Customer Satisfaction A/B Testing User Tests Voice of customer Source: avinash kaushik
  50. 50. “Understand the Customer Experience so that you can influence the optimal customer behavior that will lead to win-win outcomes” The Holy Analytics Trinity Outcome Orders/Leads/Revenue How, Why Conversion Rates Problem resolution Behavior Clickstream Click Density Analysis Segmentation Key Metrics, Search Intent Experience Research Customer Satisfaction A/B Testing User Tests Voice of customer Analytics User research & tests, surveys Business data Source: avinash kaushik
  51. 51. “Understand the Customer Experience so that you can influence the optimal customer behavior that will lead to win-win outcomes” The Holy Analytics Trinity Outcome Orders/Leads/Revenue How, Why Conversion Rates Problem resolution Behavior Clickstream Click Density Analysis Segmentation Key Metrics, Search Intent Experience Research Customer Satisfaction A/B Testing User Tests Voice of customer Analytics User research & tests, surveys Business data DASHBOARD Source: avinash kaushik
  52. 52. That’s a lot of Analytics where’s the “lean” part?
  53. 53. A Analytics starts here Design Develo p Discove r B Goals User Journeys Wireframes …. Art Direction Page Models Copy …. CMS HTML CSS …. I re-use the wireframes of the UX-people and annotate them how the frontend people should place the triggers (because some companies need a metrics report )
  54. 54. Dashboards • This expensive looking dashboard cost about 20$/user/month • To create: • is more work up front • …but a lot less work then a monthly report • Plays really well with • ….
  55. 55. Dashboard data sources
  56. 56. Dashboard data sources
  57. 57. Remember these? "We believe [TYPE OF USER] has a problem [DOING THING]. We can help them with [OUR SOLUTION]. We'll know we're right if [CHANGE IN METRIC]."
  58. 58. "We believe [Ann] has a problem [using our product selector]. We can help them with [starting from moods vs products]. We'll know we're right if [she spends more time in the collection pages]." Can we test Ann? • 36 years old • Living in a city • Married ?
  59. 59. Facebook Ad Homepage V1 Homepage V2 1000 Clicks 1000 Clicks Google Analytics Result validation
  60. 60. Facebook Ad
  61. 61. Homepage V1
  62. 62. Homepage V2
  63. 63. “Ann” who spend +180 secs can grow from 12%... … to 27% by a new homepage in 4 weeks Not real data from this customer, for explanatory purpose only Google Analytics
  64. 64. Test your results in http://isvalid.org/ Result validation
  65. 65. Create a PLANNING We don’t use expensive planning tools, but Google sheets • To make a planning for each channel, we can show in the dashboard • To pick up the changes, posts, events, e-mail lists… we created and pushed out in the dashboard • …and correlate with visitor data
  66. 66. Create a PLANNING • Pick up events from the Google Sheets Calendar…and correlate with visitor data
  67. 67. Consumer Satisfaction • We don’t use expensive customer satisfaction tools • We use Google Customer Survey’s • …or a simple Google Form that sends data to a Google sheet… • Which we pick up in our Dashboards
  68. 68. We don’t build Sites @Nascom
  69. 69. We do service design @Nascom
  70. 70. “We need a site” As seen by developers: The customer needs to go from A to B. Let’s build him a car
  71. 71. “We need a site” As seen by an agency: The customer needs to go from A to B. Let’s build him a fancy good looking car
  72. 72. “We need a site” As seen by an Nascom: The customer needs to go from A to B. Let’s see what his clients need. And give them a map. Learn them to drive. Provide a dashboard… And improve so we can get to point C
  73. 73. So where do we start Analytics? Start here Do not stop here. Keep measuring/improving
  74. 74. Measure to improve Slide 1. Is it comparative? You should be able to compare the metric to benchmarks or other points in time. Source: Shana Rusonis, Content Marketeer, KissMetrics
  75. 75. We pick one KPI and improve on that. Go on to the next. Source: avinash kaushik
  76. 76. TWITTER ME: @NODESKTOPHERO LINKEDIN: WWW.LINKEDIN.COM/IN/YVESFERKET
  77. 77. Questions? NASCOM INFO@NASCOM.BE @NASCOM ON TWITTER

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