Web Analytics: Marketing Beyond Online Customer Data


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Documento partilhado por Jorge Cunha no âmbito da sua apresentação "Analítica Digital - O teu melhor amigo" no IPAM Digital Session.

O IPAM Digital Session foi um evento organizado pela AE do IPAM Lisboa no âmbito da Semana Nacional do Marketing da APPM.

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Web Analytics: Marketing Beyond Online Customer Data

  1. 1. January 2012 Web Analytics: Marketing Beyond Online Customer Data Analyst InsightAs the volume of customer-related data (transactional, behavioral and Aberdeen’s Insights provide theunstructured) continues to grow, marketing organizations are in danger of analyst perspective of thebecoming increasingly data-rich, but insight-poor. In July and August 2011, research as drawn from anAberdeen surveyed 176 organizations regarding their use of analytical tools aggregated view of the researchand processes in marketing campaigns and programs, with 93 of the surveys, interviews, andresponding businesses indicating that they are actively using web analytics to data analysissupport their marketing activities. This Analyst Insight will identify how Best-in-Class companies among those 93 respondents track, measure and useonline customer data to improve their performance in key indicators ofmarketing program success. These metrics include marketings contributionto company revenue, and the incremental sales lift resulting from marketing Aberdeen’s PACE Methodologycampaigns and programs. The analysis review key factors that help Aberdeen applies a methodologybusinesses move beyond simply collecting customer data through their to benchmark research thatwebsites, to using this information as a strategic lever to help marketing evaluates the business Pressures,become a truly data-driven function that has quantifiable impact on company Actions, Capabilities, andresults. Enablers (PACE) that indicate corporate behavior in specific business processes:Business Context √ Pressures — external forcesThe rising and falling tides of economic instability over the past three years that impact an organization’shave left many organizations engaged in fierce competition to survive and market position,thrive. Aberdeens Q2 2011 Quarterly Business Review study shows that the competitiveness, or businesstop challenges organizations face in meeting their business goals are operations.economic conditions (39%) and increased competition (36%). These harshrealities put marketing at the forefront of the organizations drive to make √ Actions — the strategicthe business stand out from its competitors, and to maintain and improve its approaches that an organization takes in responsefinancial health. to industry pressures.Table 1: Top Pressures Driving Marketing Agendas √ Capabilities — the business process competencies All Analytics Users (process, organization, performance and knowledge Pressure to increase the returns from management) required to  52% marketing spend execute corporate strategy. Organizational pressure to deliver higher √ Enablers — the key  51% quality sales leads functionality of technology solutions required to support Faster response time to customer activities the organization’s enabling  30% required for business impact business practices. Source: Aberdeen Group, August 2011This document is the result of primary research performed by Aberdeen Group. Aberdeen Groups methodologies provide for objective fact-based research andrepresent the best analysis available at the time of publication. Unless otherwise noted, the entire contents of this publication are copyrighted by Aberdeen Group, Inc.and may not be reproduced, distributed, archived, or transmitted in any form or by any means without prior written consent by Aberdeen Group, Inc.
  2. 2. Web Analytics: Marketing Beyond Online Customer DataPage 2Aberdeens October 2011 study, The Marketing Executives Agenda for 2012,reflects these rising organizational expectations from marketing. Fifty-onepercent (51%) of all companies surveyed indicated they are holdingmarketing accountable for demonstrating quantifiable returns on investment.Data from Aberdeens current study shows that 52% of the companies usinganalytical tools (e.g. web analytics) to support their marketing programs arestruggling with organizational pressure to demonstrate quantifiable ROIfrom their marketing spend, as shown in Table 1. Marketers need to useonline customer data for more than just managing website content--theymust leverage web analytics tools strategically, to improve targeting andpersonalization and provide the right messaging / offer(s) at the right time toeach customer, leading to increased returns.What better way is there to demonstrate the value of marketing besidescorrelating marketing programs with selling results? Unsurprisingly, one outof two companies using analytical tools to support marketing activitiesindicated that they expect their marketing departments to deliver higher-quality leads to support sales reps - see Table 1 above. Marketers arechallenged with using web analytics tools to convert information capturedthrough the website into high-quality leads for their sales teams. AberdeensDecember 2011 Sales and Marketing Alignment: The New Power Couple studyaffirms this finding; the second top organizational goal after increasing top-line revenue is improving the quality of leads marketing sends to sales. Defining MetricsBest-in-Class Results The performance criteria in Table 2 are defined as follows;Aberdeen used two performance criteria to study how web analytics helpBest-in-Class businesses differentiate themselves from Industry Average and √ Marketings contributionLaggards; to company revenue: The percentage of company revenue that is attributableTable 2: Top Performers Earn Best-in-Class Status to multi-channel marketing Definition of Mean Class Performance campaigns and programs. It is typically measured by Maturity Class determining the percentage  65% of all closed business coming from marketing of closed business that was Best-in-Class: campaigns and programs generated or influenced Top 20%  7.1% average year-over-year improvement in (nurtured, touched) by of aggregate marketing campaigns before incremental sales lift resulting from marketing performance scorers resulting in a sale. campaigns  11% of all closed business coming from marketing √ Incremental sales lift Industry Average: campaigns and programs from marketing Middle 50%  1.7% average year-over-year improvement in programs: Year-over-year of aggregate incremental sales lift resulting from marketing performance measure performance scorers campaigns demonstrating the impact of marketing activities on Laggard:  2% of all closed business coming from marketing improving organizations Bottom 30% campaigns and programs selling results. of aggregate  1.9% average year-over-year decline in incremental performance scorers sales lift resulting from marketing campaigns Source: Aberdeen Group, August 2011© 2012 Aberdeen Group. Telephone: 617 854 5200www.aberdeen.com Fax: 617 723 7897
  3. 3. Web Analytics: Marketing Beyond Online Customer DataPage 3Why These Metrics?Aberdeen asked the survey respondents to rate the value of specificperformance metrics to measuring the effectiveness of analytical tools, inthis case web analytics, in improving marketing results. The top twomeasures identified were Return on Marketing Investments (72%) andincremental sales lift from marketing programs (66%). As for the formermeasure, research findings reveal that most companies (66%) usemarketings contribution to sales pipeline and company revenue todetermine the ROI of their marketing activities.In the world of web analytics, these metrics translate into identifying howeach online customer activity is converted into an online or offline purchase.While marketings contribution to company revenue is an enterprise-levelmetric measuring overall marketing effectiveness, sales lift from marketingcampaigns can be measured by identifying how each multi-channel marketingcampaign drives business in various forms, including in-store purchase,online order and phone order.The Best-in-Class PACE ModelIntegrating web analytics as a strategic differentiator to achieveorganizational goals and mitigate the pressures mentioned above requires acombination of strategic actions, business processes, and enablingtechnologies summarized as shown in Table 3.Table 3: The Best-in-Class PACE Framework Pressures Actions Capabilities Enablers Pressure to  Improve the  Executive support for  Data management / cleansing increase the targeting of using customer analytics  Marketing content management returns from marketing offers to in marketing programs  Marketing automation marketing optimize marketing  Test effectiveness of  Predictive analytics program spend ROI campaign content  Gain insight into  Measure customer effectiveness of profitability specific marketing  Customer behavior is campaigns and used to segment and channels target marketing audiences  Disseminate knowledge on marketing campaigns to key decision makers  Capture customer sentiment data Source: Aberdeen Group, August 2011© 2012 Aberdeen Group. Telephone: 617 854 5200www.aberdeen.com Fax: 617 723 7897
  4. 4. Web Analytics: Marketing Beyond Online Customer DataPage 4Best-in-Class StrategiesThe study results indicate that Best-in-Class companies focus oncustomizing their marketing messages based on each website visitor personaand identify which marketing efforts provide the greatest impact on drivingmarketing effectiveness - Figure 1.Using online customer data captured through web analytics tools is a keyenabler in helping organizations better personalize their marketingcampaigns in order to improve their marketing ROI. Aberdeens September2011 Customer Relevancy Drives Precision Marketing in the Mobile Channel studydemonstrates the value of this strategy; companies using customer data tocreate customized marketing campaigns achieve 72% greater (6.4% vs. 3.7%)year-over-year improvement in marketings contribution to companyrevenue, compared to those dont.Figure 1: Best-in-Class Web Analytics Strategies 40% 38% Best in Class 33% 30% 20% 10% 0% Improve the targeting of Gain insight into effectiveness marketing offers to optimize of specific marketing marketing ROI campaigns and channels Percent of respondents, n=176 Source: Aberdeen Group, August 2011 "Having timely and accurateIn addition to their focus on using customer information to customize their insights into which marketingmulti-channel marketing activities and improve ROI, Best-in-Class marketers campaigns were successfulare also keen on getting granular with the specific impact of each marketing helps us to eventually optimizechannel and campaign. This helps those businesses integrate their web our marketing programs basedanalytics deployments with broader multi-channel and cross-channel on prospect activity."marketing efforts, and provides the ability to trace the results of each ~ Chris Kuelbs, Lead Projectmarketing campaign. Using this strategy in conjunction with personalization Manager, Polarisefforts allows the Best-in-Class to go beyond operational reporting of webactivities to strategic marketing activities that impact returns from their webspend.© 2012 Aberdeen Group. Telephone: 617 854 5200www.aberdeen.com Fax: 617 723 7897
  5. 5. Web Analytics: Marketing Beyond Online Customer DataPage 5 Case Study - Mid-size Financial Education Services Company A leading financial education provider in North America broadcasts one of the largest independent radio shows, and providing a wide array of products and services to its customers. To align the online delivery of these products and services with its business strategy, the company launched a new web site and adopted a marketing automation solution to manage the site. “We changed our approach to marketing by automating it and making it a more data-driven function, with precise measures to assess marketing campaign results and utilizing web analytics is a key ingredient of this strategy,” says the companys Lead Web Analyst. One of the first steps the company took was to use a web analytics tool to track results (visitations and click-throughs) to understand the paths visitors take online. “The ability to understand how to effectively utilize our online real estate was an immediate benefit for us. It allowed us to improve the impact of our marketing assets, thus truly integrating the content on our new web site with our business.” Another key component of the company’s marketing automation strategy is disseminating marketing campaign results to relevant stakeholders. Today, 20 individuals from different roles, ranging from executive management to marketing staff, can view campaign results. While putting these capabilities in place, the company kept a keen eye on the costs of its campaigns to determine which were successful. “Our new solution enabled us to associate returns from each marketing campaign with its respective costs and as a result, we are able to determine marketing campaigns that would deliver the maximum return on investment (ROI) for us,” adds the Lead Web Analyst. Careful planning and implementation of a marketing automation strategy allowed the company to reap many fruits of its labors. The first year after implementing the new solution, it increased ROI 5-fold. Marketing’s contribution to online business has jumped to 50%. Time- to-market (time to create and deliver marketing assets or content to market) also improved significantly. “It used to take us weeks to create content and put on our website; today we do it virtually in real-time,” concludes the Lead Web Analyst at the company.Key CapabilitiesAs illustrated in Table 4, Aberdeen has identified six key business processesand four technology enablers required to successfully implement the coreweb analytics strategies above, and achieve Best-in-Class results.© 2012 Aberdeen Group. Telephone: 617 854 5200www.aberdeen.com Fax: 617 723 7897
  6. 6. Web Analytics: Marketing Beyond Online Customer DataPage 6Table 4: The Competitive Framework Best-in-Class Average Laggards Test effectiveness of campaign content 76% 51% 21% Process Customer behavior is used to segment and target marketing audiences 65% 56% 41% Executive support for using customer analytics in marketingOrganization programs 76% 61% 38% Disseminate knowledge on marketing campaigns to key decision makers Knowledge 62% 49% 28% Capture customer sentiment data 57% 41% 14%  62% Data  56% Data  46% Data management / management / management / cleansing cleansing cleansing  57% Marketing  45% marketing  34% marketing Enabling content content contentTechnologies management management management  50% Marketing  41% marketing  24% marketing automation automation automation  43% Predictive  33% Predictive  17% Predictive analytics analytics analytics Measure customer profitabilityPerformance 67% 48% 36% Source: Aberdeen Group, August 2011Capabilities and EnablersBased on the findings of the Competitive Framework and interviews withend user companies, Aberdeen’s analysis of the Best-in-Class demonstratesthat these top performers are dedicated to using a certain set of businessprocesses and technologies, which help them succeed at web analytics.Process • Measure effectiveness of each marketing campaign content. Maximizing marketing ROI requires that the business understand which marketing campaign(s) deliver the greatest results / returns, in order to help them identify and repeat successful campaigns, and avoid unsuccessful ones. Using web analytics tools to evaluate the effectiveness of campaign content is an essential step in this process, along with determining the proper timing and channel(s) of the campaign. Aberdeens November 2010 Marketing© 2012 Aberdeen Group. Telephone: 617 854 5200www.aberdeen.com Fax: 617 723 7897
  7. 7. Web Analytics: Marketing Beyond Online Customer DataPage 7 Asset Management report notes; "…Best-in-Class companies are keenly aware of utilizing both fundamental and innovative performance management measures to advance their marketing materials and content in a manner that directly supports the business," highlighting the importance of measuring the effect of each content in multi-channel and cross-channel marketing campaigns on business results. • Using customer behavioral data for segmentation and targeting. This process lets organizations use customer behavior data captured through the web analytics to craft different marketing strategies based on the unique needs and characteristics of various customer segments. Companies can use one or many criteria (e.g. age, location, historical spend) to segment their customer base. In addition to streamlining the management of typically exhaustive customer databases, this process also enhances companies ability to contextualize marketing messages. For example, using prior customer spend history (which can typically be obtained through web analytics tools), a company can identify high-value / spend customers and create customized marketing messages for these VICs (Very Important Customers). Companies using this process achieve 82% greater incremental sales lift from marketing campaigns, compared to organizations that dont use customer behavioral data to segment and target their customers - Figure 2.Figure 2: Performance Impact of Customer Segmentation Companies using customer behavioral data for segmentation6% and targeting All Others 4.8%5%4% 82% greater 2.6% performance3%2%1%0% Average incremental sales lift resulting from a marketing campaign Percent of respondents, n=176 Source: Aberdeen Group, August 2011OrganizationExecutive-level support for integrating customer analytics withinmarketing programs. To target customers through the web in apersonalized fashion, companies must use web analytics to understandcustomer personas in order to pair the right content with the rightmessage. Data shows that Best-in-Class companies are twice as likely asLaggard businesses to have executive support for leveraging customer© 2012 Aberdeen Group. Telephone: 617 854 5200www.aberdeen.com Fax: 617 723 7897
  8. 8. Web Analytics: Marketing Beyond Online Customer DataPage 8analytics within marketing programs. Using customer analytics with webanalytics tools helps companies unlock insights otherwise hidden behindonline customer data. These insights can in turn be used to tune marketingprograms and enhance the contextualization of marketing campaigns.Companies without executive-level support for customer analyticsexperience 80% lower (0.5% vs. 2.7%) year-over-year performance gains inmarketing program contribution to company revenue compared to theircounterparts who lack executive-level support for their broader webanalytics initiatives.Knowledge Management "The focus of most marketing • Share knowledge of marketing campaign results with key organizations has changed dramatically; we are no longer decision-makers. Best-in-Class companies in this study are 49% leading the marketplace, we are more likely than all others to provide executive-level insights to key simply following the customers. decision-makers within the organization. Using web analytics tools If companies can do a good job allows companies to track and measure the specific impact of each managing customer marketing program on online conversions and customer behavior information, then the results (e.g. sign-up for newsletters or download a coupon). Sharing these will translate into improved insights is a crucial part of both marketing and organizational marketing effectiveness.” success. It provides company leadership with much needed ~Virginia Bonofiglio, Ex- information about the organizations strategic position within the Marketing Manager of a marketplace, as well as data-driven insights required to manage the Chemicals Company based in existing product / service portfolio and create new products that the U.S. meet customers needs. Furthermore, as illustrated in Table 1, when marketers are under constant pressure to demonstrate ROI from their activities, this process lets them share the impact of their marketing campaigns on business results. • Capture customer sentiment data. Using analytical tools and processes to capture website visitation data is different from capturing customer sentiment information. The former provides businesses with insight into the behavior patterns of website visitors, whereas the latter reveals what drives these behaviors. Customer sentiment data can be captured in many ways--for example, by monitoring likes, product / service ratings, online comments, forums and social media status updates. Combining online customer activity data with sentiment information through analytical tools lets companies take their web analytics to the next step - it opens the door to the hearts and minds of customers and helps businesses improve the results of their marketing initiatives. This process is an integral part of web analytics activities for 57% of Best-in-Class companies, compared to 30% of other companies.TechnologyWhen it comes to leveraging technology tools to support existing webanalytics deployments, Best-in-Class companies focus on four keytechnologies (Figure 3);© 2012 Aberdeen Group. Telephone: 617 854 5200www.aberdeen.com Fax: 617 723 7897
  9. 9. Web Analytics: Marketing Beyond Online Customer DataPage 9Figure 3: Adoption of Technology Enablers70% Best in Class All Others 62%60% 57% 52% 50%50% 43% 41%40% 34%30% 27%20%10% Data Marketing content Marketing automation Predictive analytics management/cleansing management solution Percent of respondents, n=176 Source: Aberdeen Group, August 2011 • Data management/cleansing. Customer data is one of the most important tangible assets any organization owns. Managing and cleansing databases that store this information is paramount in helping companies use this data. Data management and cleansing tools support businesses by ensuring the accuracy of customer data obtained through web analytics. This information can be used to generate targeted marketing campaigns. There are various methods of integrating customer data with web operations; for example, companies can use reverse-IP technology to gather information on website visitors and customize their marketing messages. Companies using data management / cleansing tools are 39% less likely (19% vs. 31%) to struggle with interpreting customer data from web analytics. • Marketing content management. This technology is associated with the second process capability in Table 3 - testing the effectiveness of marketing content. Marketing content management tools automatically update web marketing content based on customer information, typically gleaned through web analytics deployments. When a business lacks prior data on a website visitor, it uses information captured from other customers to personalize the visitors web experience. For example, a client visiting a clothing companys website for the first time might click to see more coats. Based on this information, the company can use data from other visitors sessions to make an offer to the first-time customer with trending coats or complementary products, such as gloves and scarves, that other visitors view or purchase when they click on coats. Businesses using marketing content management achieve 2.3- times greater (4.3% vs. 1.9%) year-over-year gains in cross-sell/up- sell revenue compared to those that dont. • Marketing automation. One out of every two Best-in-Class companies currently uses this technology to support their web analytics activities. Marketing automation tools help businesses use online customer data within the scope of their broader multi-© 2012 Aberdeen Group. Telephone: 617 854 5200www.aberdeen.com Fax: 617 723 7897
  10. 10. Web Analytics: Marketing Beyond Online Customer DataPage 10 channel marketing campaigns. Customer information helps companies coordinate different touch-points for each account across multiple digital and off-line channels. In addition to providing timely and broad communication capabilities, this technology also enhances the consistency of multi-channel marketing messages. Data from Aberdeens August 2011 Metric-Driven Mobile Marketing research shows that companies using marketing automation technology are 2.3-times (43% vs. 19%) more likely to indicate that they have established consistency within their marketing messages across all channels. • Predictive analytics. These tools let organizations take advantage of online customer data captured through the companys website by using web analytics tools to predict what customers will want, as well as how, when and where they will want it. Despite being currently used by less than half of Best-in-Class, the deltas in adoption of this technology between Industry Average (43%) and Laggards (153%) are significant. This reflects the value of this technology in helping companies achieve the Best-in-Class results demonstrated in Table 1. The table below illustrates the planned adoption patterns of this technology among all web analytics users.Table 5: Planned Adoption of Predictive Analytics Tools All Web Analytics Users Plan to Implement by August 2012  34% Plan to Implement after August 2012  21% Source: Aberdeen Group, August 2011Performance Management • Measure customer profitability. Sixty-one percent (61%) of all organizations participating in Aberdeens upcoming January 2012 Customer Experience Management: Using the Power of Analytics to Optimize Customer Delight study indicated customer profitability as a key measure of the effectiveness of customer management activities. Improving this measure begins with understanding each customer or accounts impact on the companys top-line and bottom-line results. Establishing visibility into customer profitability begins with back-end data systems that capture and store customer data, typically collected from myriad sources including web analytics tools. Organizations with a well-structured customer data system can drill down into information on historical customer spend, and correlate this information with the costs of acquiring and targeting each customer. With this net number, businesses have a quantified measure of the profitability of each customer and marketing© 2012 Aberdeen Group. Telephone: 617 854 5200www.aberdeen.com Fax: 617 723 7897
  11. 11. Web Analytics: Marketing Beyond Online Customer DataPage 11 channel, including the web. Research results from the Customer Experience Management study indicate that businesses conducting a cost / benefit analysis of each customer interaction improved their average profit margin per customer by 4.7% year-over-year, compared to a 1.2% decrease for businesses that are not performing such calculations.Free or Paid Web Analytics?This research document has noted the business impact of web analyticstools and the differentiating business processes and technologies whichsupport them. However, which tools should businesses use? The web Fast Factanalytics market is a mix of free, paid and mix (free and paid) tools. Figure 4below and the sidebar illustrate the impact of each model. The breakdown of companies indicating that they are currently satisfied with theFigure 4: Business Value of Free vs. Paid Web Analytics quality of information delivered Free web analytics users through their web analytics50% Paid web analytics users deployments is as follows; Free and Paid web analytics users 41%40% √ Free web analytics users: 10% 30%30% 25% √ Paid web analytics users: 29%20% √ Free and paid web analytics10% users: 32% 0% We are not getting the full value from our web analytics solution Percent of respondents, n=176 Source: Aberdeen Group, August 2011Companies using free web analytics are more likely to struggle to interpretdata output from these systems, compared to peers using paid or mixed(free and paid) web analytics deployments (Free: 31% vs. Paid: 27% vs. “There are free analyticsMixed: 24%). Interestingly enough, however, those businesses that deploy solutions out there that areonly paid web analytics are 64% more likely to indicate they are not getting good at providing click-throughthe full value from these tools. On the other hand, paid web analytics users data; however, if a companyare 2.9-times more satisfied than free web analytics users with the quality of doesn’t associate thatinformation they receive from their web analytics tools - see sidebar. Lets information with conversionsput the findings into context and observe the disconnect between why paid on the site, it’s useless data.”web analytics users are more satisfied with the quality of data, yet indicate ~ Ex-SVP of Marketing at Largethat they are not receiving the full value from their solutions. Is it related to North American Consumerthe sub-par performance of these companies? Or are organizations not fully Services Companyleveraging the capabilities of their paid web analytics deployments? Figure 5below demonstrates the year-over-year performance results of companiesusing all three models of web analytics.© 2012 Aberdeen Group. Telephone: 617 854 5200www.aberdeen.com Fax: 617 723 7897
  12. 12. Web Analytics: Marketing Beyond Online Customer DataPage 12Figure 5: Free vs. Paid - Year-over-Year Performance Comparison 6% 5.4%Year-over-year percent change, n=176 4.7% 3.7% 3.6% 4% 3.3% 2.0% 2% 0% -2% Fast Fact -2.1% While findings demonstrated -2.5% -4% in Figure 5 show that mixed analytics users outperform -6% -5.0% free analytics users, close Marketing’s contribution Average incremental Return on Marketing analysis of the data reveals to closed business sales lift resulting from Investment a marketing campaign that focusing on fully utilizing the capabilities of paid Free web analytics users platforms helps businesses Paid web analytics users achieve further performance Free and Paid web analytics users gains, compared to peers Source: Aberdeen Group, August 2011 using a mix of free and paid web analytics.The figure above indicates that companies using only free web analyticssolutions experience a year-over-year decline in marketing campaignperformance. Companies that use paid web analytics tools, on the otherhand, achieve consistent improvements in year-over-year marketing results.Paid web analytics users are not experiencing sub-par performance gains; onthe contrary, they reap the greatest benefits compared to businesses usingfree or mixed web analytics. The main reason these companies feel they arenot getting the most from their investment is that they lack strategies andbusiness processes to track, capture and comprehend the impact of theirweb analytics deployments. The following section presents practicalguidelines to mitigate this challenge.Key TakeawaysWhether a company is trying to improve its performance in web analyticsactivities from Laggard to Industry Average, Industry Average to Best-in-Class or maintain Best-in-Class results, the following actions will help spurthe necessary performance improvements:Laggard Steps to Success: • Determine key metrics. Sixty-six percent (66%) of Laggard businesses still dont have defined measures to evaluate the effectiveness of their marketing campaign performance. Establishing a process and metrics for measuring online marketing results with web analytics is a critical step toward creating a data-driven view of marketing results. This should be complemented with frequent© 2012 Aberdeen Group. Telephone: 617 854 5200www.aberdeen.com Fax: 617 723 7897
  13. 13. Web Analytics: Marketing Beyond Online Customer DataPage 13 reports to the key stakeholders within the organization, to build a Demographics clear picture of how marketing contributes to the health and success of the organization. Of the 176 responding organizations, demographics • Test the effectiveness of each marketing campaign. Despite include the following: the plethora of techniques and tools available to test marketing campaign results, only 21% of Laggard organizations are testing their √ Job title: Senior Management (34%); EVP / SVP / VP (19%); campaign effectiveness. Using web analytics to conduct such tests Director (21%); Manager helps businesses set expectations on how upcoming marketing (13%); Other (13%) campaigns might perform, and use this information to fine-tune their activities to achieve desired results. Companies testing the √ Department / function: Sales effectiveness of each marketing campaign achieve 3.8-times greater and Marketing (54%); IT (3.2% vs. 0.9%) year over-year improvement in return on their (9%); Business Management (16%); Operations (6%); marketing investments compared to companies that dont. Other (15%)Industry Average Steps to Success: √ Segment: IT consulting / services (22%); Software • Improve the relevancy of your web content. The increasing (17%); Telecommunications adoption of social media portals and mobile devices lets customers equipment & services (7%); easily access almost any information, anytime and anywhere. To Financial services (6%); Retail attract customers attention in this environment, businesses must (13%); Other (35%) deliver the most relevant marketing messages through the most √ Geography: Americas (73%); relevant channel(s) at the opportune time(s). This is best APAC region (10%) and accomplished by customizing web content based on customer EMEA (17%) behavioral data captured through web analytics tools. Approximately half (49%) of Industry Average companies currently √ Company size: Large implement this process; there is ample opportunity for all Industry enterprises (annual revenues Average companies to adopt and constantly improve this process. above US $1 billion)- 26%; midsize enterprises (annual • Ensure the quality of your customer database. The ability to revenues between $50 personalize marketing messages hinges on an organizations ability million and $1 billion)- 27%; to use customer data gleaned from their web analytics deployments. and small businesses (annual Aberdeens upcoming January 2012 Customer Experience Management revenues of $50 million or study shows that businesses that adopt technology tools to ensure less)- 47% the quality of customer information within their customer database achieve approximately two times the year-over-year improvement in their annual company revenue compared to organizations that are not using these tools.Best-in-Class Steps to Success: • Use predictive capabilities. Less than half (43%) the Best-in- Class use predictive analytics tools and processes to forecast customers future behavioral patterns based on historical and existing data. While web analytics tools provide a lens to focus on the past and recent information, adding predictive capabilities into the mix will strengthen forecasts about how customers will respond to upcoming marketing campaigns, resulting in greater success. • Go beyond collecting customer data; conduct sentiment analysis. Customer sentiment data is a powerful tool that allows© 2012 Aberdeen Group. Telephone: 617 854 5200www.aberdeen.com Fax: 617 723 7897
  14. 14. Web Analytics: Marketing Beyond Online Customer DataPage 14 businesses to understand what drives their customers behavior. Businesses often note that what the customer says they want is not the same as what they actually want. Capturing customer sentiment information can solve or mitigate this challenge. Best-in-Class can take customization to the next step by combining it with web analytics to identify the drivers motivating their customers: their thought processes and even their feelings. Data validates this strategy; companies capturing customer sentiment data are 36% more likely (34% vs. 25%) to improve the contribution of marketing programs on top-line revenue results year-over-year.For more information on this or other research topics, please visitwww.aberdeen.com Related Research Customer Experience Management: Results Speak Louder than Words: Using Using the Power of Analytics to Optimize Marketing to Improve Sales Effectiveness; Customer Delight; January 2012 December 2010 Metric-Driven Mobile Marketing: Web Analytics: Actionable Insights for Increase Marketings Revenue Unlocking the Hidden Potential of Online Contribution; August 2011 Data; April 2009 Social Media Connecting B2C Companies Web Analytics: The Crystal Ball of with Generation Y and Z Consumers; Customer Behavior; April 2007 March 2011 Author: Omer Minkara, Senior Research Associate, Customer Management Technology Group (omer.minkara@aberdeen.com)For more than two decades, Aberdeens research has been helping corporations worldwide become Best-in-Class.Having benchmarked the performance of more than 644,000 companies, Aberdeen is uniquely positioned to provideorganizations with the facts that matter — the facts that enable companies to get ahead and drive results. Thats whyour research is relied on by more than 2.5 million readers in over 40 countries, 90% of the Fortune 1,000, and 93% ofthe Technology 500.As a Harte-Hanks Company, Aberdeen’s research provides insight and analysis to the Harte-Hanks community oflocal, regional, national and international marketing executives. Combined, we help our customers leverage the powerof insight to deliver innovative multichannel marketing programs that drive business-changing results. For additionalinformation, visit Aberdeen http://www.aberdeen.com or call (617) 854-5200, or to learn more about Harte-Hanks, call(800) 456-9748 or go to http://www.harte-hanks.com.This document is the result of primary research performed by Aberdeen Group. Aberdeen Groups methodologiesprovide for objective fact-based research and represent the best analysis available at the time of publication. Unlessotherwise noted, the entire contents of this publication are copyrighted by Aberdeen Group, Inc. and may not bereproduced, distributed, archived, or transmitted in any form or by any means without prior written consent byAberdeen Group, Inc. (2011a)© 2012 Aberdeen Group. Telephone: 617 854 5200www.aberdeen.com Fax: 617 723 7897