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1330 keynote angle

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Gary Angel

Publicado en: Datos y análisis
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1330 keynote angle

  1. 1. Analytics Transformation Why Analytics doesn’t make a difference with Gary Angel
  2. 2. Page 2 Transforming the digital channel with analytics A story Here’s a story about how digital decisions get made and work gets done.
  3. 3. Page 3 Transforming the digital channel with analytics Where budgets get made As CMO, I decide marketing budgets and overall strategy. Gillian We need to be more customer focused and better at serving customers outside the store. For both we need to invest in digital. What she says: I’m growing digital marketing budgets by 10% this year. I’m doubling the size of our Mobile effort, and I’m making improving our Net Promoter Score (NPS) a top KPI for my team. What she decides: What’s wrong with this picture Gut rules. Gillian is just making up budget numbers because they feel right. Bad KPIs are set. NPS is a dangerous and incomplete metric in the digital world. No walking the walk. Gillian talks customer first but isn’t using ANY voice of customer data.
  4. 4. Page 4 Transforming the digital channel with analytics Channels get selected Digital Channel Manager – I decide how digital budgets get deployed. Michael Gillian’s got the right idea, but 10% just isn’t enough. We’re wasting all that money on mass media. The ROI on paid search was two times any other digital channel. In last year’s POC, I invested $10,000 in Twitter and got 30 million impressions. Mobile? We need to be responsive like everyone else. What he says: I’m adding the new budget to PPC and Twitter. I’m investing my mobile dollars in responsive design. What he decides: What’s wrong with this picture No understanding of success. Michael’s metrics are partial and conflicting. Best-practices not data drive decisions. Michael has no idea if responsive will drive business. Strategic priorities get lost. Michael isn’t thinking customer at all!
  5. 5. Page 5 Transforming the digital channel with analytics Specific initiatives are formed I create our campaign strategy in brainstorming sessions with our agency. Janet I’ve got to find some way to spend this budget on Twitter and Paid Search. My agency says branded search converts at a high rate. Twitter tells me dedicated experiences work best. What she says: Buy branded search, and maybe I can create a youth campaign for Twitter that drives to a microsite with videos. What she decides: Every campaign is a one-off. Past campaign learnings aren’t accessible and aren’t shaping future plans. The agency wears the pants. Agencies lack the data and are too self-interested to drive measurement. Customer isn’t driving creative. Janet lacks a comprehensive customer journey map AND any real VoC. What’s wrong with this picture
  6. 6. Page 6 Transforming the digital channel with analytics Content is developed and deployed I design creative that is clean and beautiful. Jay What he says: What he decides: Building a microsite is no problem. I’ll lay it out with a main video, some content blocks and then a link to more videos. All these videos I have are boring product stuff except this one from YouTube about our involvement in rebuilding neighborhoods. I’ll feature the cool video on the main page – that’s what younger Twitter users will want. Data? What data? Jay isn’t using data to inform his creative at all! “Young” isn’t a creative brief. Performance? Jay doesn’t have any past performance data on video and has no idea what success looks like. Testing? Jay isn’t thinking about how testing can/should be part of the design strategy. What’s wrong with this picture
  7. 7. Page 7 Transforming the digital channel with analytics Success is measured I look at site and campaign performance and generate reports for stakeholders. Byron What he says: What he decides: Janet and Jay can’t even tell me what this Twitter campaign is supposed to accomplish – how am I supposed to measure it? There’s not even a call to action on the microsite to start an account. I’ll just use “played a video” or non-bounce as the success. I guess the best measure of this Twitter stuff is reach – but it doesn’t make a lot of sense. Byron’s KPIs are one- offs. Every project determines it’s own success metrics. Made-up metrics. Byron picks success metrics with no evidence they indicate success, value, etc. Reporting isn’t analytics. Byron isn’t shaping decisions or setting best- practices. He’s just cutting down trees. What’s wrong with this picture
  8. 8. Page 8 Transforming the digital channel with analytics And digital properties are optimized I manage site experience and conversion rate optimization. Todd What he says: What he decides: It’s a good thing these campaigns drive to microsites; otherwise, they would kill my conversion rates. The microsites are marketing’s concern. My job is to optimize the funnel. Stupid siloes. Marketing, site experience, conversion rate optimization and testing are all part of the same thing. No integrated customer journey. Everyone owns their little piece of the experience. No one owns the customer. What’s wrong with this picture
  9. 9. Page 9 Transforming the digital channel with analytics Is this you? I generate reports based on KPIs set by the business. I create our campaign strategy in brainstorming sessions with our agency. I allocate dollars by channel. PPC drives more conversions, so I spend more there. I design creative that is clean and beautiful. I like this video to feature. I manage site experience, but I’m not much involved with marketing campaigns. I decide how much to spend on digital marketing. I’m growing digital by 10% this year.
  10. 10. Page 10 Transforming the digital channel with analytics Because here’s the simple truth If you want to be good at something, you have to be able to make consistently good decisions about it. When it comes to digital decision-making, the vast majority of traditional enterprises Fail.
  11. 11. Page 11 Transforming the digital channel with analytics Here’s why They “do” analytics, but they don’t use it. They “test,” but they don’t learn. They “talk” customer first, but they don’t listen. They “do” agile, but they aren’t.
  12. 12. Page 12 Transforming the digital channel with analytics Getting digital right requires fundamental change Integration of CRO, testing and Marketing with a single customer- based framework Continuous controlled experimentation embedded in decision-making Optimization at every juncture – no exceptions How to make a difference Analytics for the truly strategic decisions Customer-driven framework built into every aspect of measurement and optimization Objective and proven measures of success
  13. 13. Page 13 Transforming the digital channel with analytics The key ingredients Comprehensive and continuous experience engineering Fully integrated analytics Controlled experimentation Continuous improvement Constant customer research Journey mapping that never stops, is finely segmented, is truly multi-channel and drives a shared enterprise understanding of the experience the enterprise needs to provide. Analytics integrated at every step of the digital process. From strategic decisions around product and price, to channel investments, to content development, to specific marketing decisions. Controlled experimentation at every juncture to constantly explore decision points, enforce agile methods and deliver continuous improvement. No project ever stops. If it’s important to do, it’s important enough to keep improving. No timelines. No end points. Just continuous measurement, change and improvement. You listen to customers. You learn about them. You make customer focus and constant customer research a part of every project, every decision and every measurement.
  14. 14. Page 14 Transforming the digital channel with analytics Tackling the C-Suite Keep in Mind: You aren’t always (or maybe ever) going to be a top priority. Even senior execs have a limited amount of political capital – help them use it wisely. Behavior trumps words. If you can get Execs USING data you’ll be much better off than if you have them talking about it. Strategies: C-Suite Analytics Advisor: Can’t get a CAO? Having an analytics advisor may be easier and more practical and will keep analytics in the ear of your executive team. Focus on Strategic Analytics: Are you really answering important questions? So much of what we do is tactical we shouldn’t expect Execs to be interested. VoC is a particularly strategic analytics channel – but only when you take it beyond Scoreboard metrics like NPS. Provide Questions not just Answers: Executives asking good questions can be a powerful driver of analytics in the organization. Arm executives with the right questions and they can drive the organization to better answers.
  15. 15. Page 15 Transforming the digital channel with analytics A Quick Detour into Voice of Customer VoC is the single biggest strategic opportunity in analytics. Why doesn’t it do more?
  16. 16. Page 16 Transforming the digital channel with analytics Key systems are often too narrow ► Online survey research is significantly under-utilized: − Site-side metrics like ACSI and NPS are used as the primary barometers of success and little attention is paid to what DRIVES success. − Surveys are too long, leading to low take-up rates and survey fatigue. − Surveys are stuffed with questions about the site rather than the customer. This example survey lacks questions about real drivers of customer decision-making. − Survey sample rates are too low to support behavioral integration. − Questions are siloed from offline tracking, making comparability impossible.
  17. 17. Page 17 Transforming the digital channel with analytics From online surveys to social media ► Social media measurement is often limited: − Most social media systems are set up without thought to sampling issues and with improper governance. The result is a mishmash of paid opinion and noise. − Statistics like brand mentions and sentiment lose meaning when aggregated across source and type, yet are routinely populated in enterprise dashboards. − Social measurement lacks customer value or segmentation, leading to questions such as, “What is the value of a ‘fan’?,” and empty metrics such as, “social media ‘fan’ comparisons.” − The teams running social media measurement are often PR or social agencies that lack experience in audience measurement or analytics. 9% 72% 6% 5% 8% Firm 1 News Social media #1 Blogs Comments Social media #2 5% 84% 3% 4% 4% Firm 2
  18. 18. Page 18 Transforming the digital channel with analytics From social media to help desk ► Call-center and Help Desk systems are often very siloed – problems aren’t surfaced outside the area and classification of problems can be problematic: − Data quality standards around operator encoding of call/ query purpose are often poorly monitored and checked. − Many organizations lack the necessary strategies for tying web to call-center. − Call-Center surveys – like site surveys – often focus on top-line satisfaction rather than drivers of satisfaction. − Available call-center data is usually siloed and lacks integration with other behavioral streams. − Call/ Query types are non-standard and non-comparable to web or other touch points. Source:
  19. 19. Page 19 Transforming the digital channel with analytics Re-thinking Your Work Keep in Mind: Most of what you do doesn’t matter. Organizations don’t usually zero- base budget. Just like marketing attribution, you should be concerned about creating lift. Don’t ignore the packaging. That’s a tip, kids. Write it down. Strategies: Do less work but do it better. Spend more time on the packaging and storytelling. Find the people who can package stories and use them appropriately. Analytic reporting. Stop building reports and integrate – don’t ignore – BI. Tell people what will happen. Tell your own story. Claim successes. The importance of an end-of year round up and putting dollar numbers to what you do.
  20. 20. Page 20 Transforming the digital channel with analytics Find the right problems Keep in Mind: Analytics has to be operationalized to be useful. Always evaluate the path to action for an analysis. Some problems are like the Russian winter (I’ve had issues with changing call-centers) – best avoided by invading armies. Strategies: Stakeholder interviews and analytic priorities. Don’t ask people about data, start with what decisions people have to make. Set the background. If the organization is going to build a new mobile app, publish a report on what gets used in the existing one. Experimentation is often a great “political” solution to resolving organizational debates. Courage matters. Don’t be afraid to have a point- of-view. Good execs respect contrary opinions (even when they don’t listen). Nobody cares what you think if you won’t say what you think.
  21. 21. Page 21 Transforming the digital channel with analytics Contact