This 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.January 2012Web Analytics: Marketing Beyond OnlineCustomer DataAs the volume of customer-related data (transactional, behavioral andunstructured) continues to grow, marketing organizations are in danger ofbecoming increasingly data-rich, but insight-poor. In July and August 2011,Aberdeen surveyed 176 organizations regarding their use of analytical toolsand processes in marketing campaigns and programs, with 93 of theresponding businesses indicating that they are actively using web analytics tosupport 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 marketingcampaigns and programs. The analysis review key factors that helpbusinesses move beyond simply collecting customer data through theirwebsites, to using this information as a strategic lever to help marketingbecome a truly data-driven function that has quantifiable impact on companyresults.Business ContextThe rising and falling tides of economic instability over the past three yearshave left many organizations engaged in fierce competition to survive andthrive. Aberdeens Q2 2011 Quarterly Business Review study shows that thetop challenges organizations face in meeting their business goals areeconomic conditions (39%) and increased competition (36%). These harshrealities put marketing at the forefront of the organizations drive to makethe business stand out from its competitors, and to maintain and improve itsfinancial health.Table 1: Top Pressures Driving Marketing AgendasAll Analytics UsersPressure to increase the returns frommarketing spend 52%Organizational pressure to deliver higherquality sales leads 51%Faster response time to customer activitiesrequired for business impact 30%Source: Aberdeen Group, August 2011Analyst InsightAberdeen’s Insights provide theanalyst perspective of theresearch as drawn from anaggregated view of the researchsurveys, interviews, anddata analysisAberdeen’s PACE MethodologyAberdeen applies a methodologyto benchmark research thatevaluates the business Pressures,Actions, Capabilities, andEnablers (PACE) that indicatecorporate behavior in specificbusiness processes:√ Pressures — external forcesthat impact an organization’smarket position,competitiveness, or businessoperations.√ Actions — the strategicapproaches that anorganization takes in responseto industry pressures.√ Capabilities — the businessprocess competencies(process, organization,performance and knowledgemanagement) required toexecute corporate strategy.√ Enablers — the keyfunctionality of technologysolutions required to supportthe organization’s enablingbusiness practices.