Editor's Notes
- #10: Tom’s central thesis …
- #11: Tom’s definition …
- #12: Tom’s definition …
- #13: Gary Loveman, Harrah’s CEO is said to repeat W. Edwards Deming’s quote, “In God We Trust; all others bring data!”
- #16: Reference Sisyphus …
- #17: The boulder has a tendency to roll down-hill …
- #18: So what can you do?
- #23: I would offer this small revision of Tom’s thesis, essentially “starting small” by working out the kinks in your online division first, then tackling capital “A” Analytics
- #24: The reality is that as more businesses shift online, the competitive advantage gained by Competing on Web Analytics will shift back into the larger business!
- #28: “Web analytics is hard” is a reminder to set your expectations, and those of your organization, appropriately. Too many people who profess to be “thought leaders” still try and obfuscate this simple truth, often with disastrous results
- #29: So what can you do?
- #30: I’d like to spend the rest of my time talking about three critical areas you all need to focus on to begin to Compete on Web Analytics
- #35: The eventual goal is to create an integrated view of visitor behavior that feeds a continual testing and improvement processThis is not a black box methodology: This is the process of UNDERSTANDING YOUR VISITORS and evolving that understanding over time
- #36: This slide is used with permission from Tom’s presentation on Competing on Analytics
- #45: Architecting your technology is not about buying the “next big thing” or spending money on technology because the UI is pretty …Architecting your technology is about determining which tools you need to actually have an positive impact on your online relationships
- #48: YouMUST have executive sponsorship to truly compete on analyticsSadly there does not appear to be any way around this observationWork to make the boss successful to reinforce the idea of competing on analytics
- #49: There are analytics amateurs throughout your organization but they’re too busy to learn the detailsAmateurs essentially need to be “spoon fed” information and insightsSome will self-identify as “web analytics geeks” --- work with them whenever possible!
- #50: Dedicated analytical professionals are the critical “must have” resourceYou can outsource if need be, but better are in-house 1.0 FTE analytical minds
- #51: I first wrote about the need for dedicated staff in 2005, back when “web analytics was easy” and all you needed was software … big hug for me!
- #52: The critical question on staffing has long been “how much should you spend?”Many have offered answers --- in 2004 I suggested “at least one full time resource”Based on my recent research the answer may be surprising but it provides clear guidance …
- #53: Prepare to spend at least another 50% (?!?) on partial FTE for your analytics amateurs and executive’s time!
- #54: What I have long recommended is the “hub and spoke” model for web analytics, a centralized/decentralized approachRegarding spending: depending on your organization you may spend another 50% in the spokes on partial FTE
- #56: Always keep in mind that ANALYTICS IS A TEAM EFFORTTeams are not transient groups of people > teams develop cohesion over time and learn to work togetherIf you’re in management you need to recognize this > ANALYTICS IS NOT ABOUT TECHNOLOGY IT IS ABOUT PEOPLE!
- #63: That playbook and a clear plan will help you move up the web analytics maturity spectrum …
- #67: There is a lot of hand-waving lately about “new” models for how analytics is done …But driving your company up the Hierarchy of Analytical Needs is, and always has been, the path to successAs an analyst, PUSH to provide LESS and MORE VALUABLE outputAs a manager, ASK for insights and recommendations, not data and information
- #68: Still with me?
- #75: Backcountry.comfrom Heber City, Utah~$3M in revenues and ~10 employees in 2001>$200M in revenues and 800 employees in 2008
- #79: Mention Coremetrics and Engagement white papersMention Twitalyzer