The Conversion Maturity Model: A Roadmap to Profitability

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TIM ASH, CEO OF SITETUNERS

Conversion maturity is a function of your whole organization and it encompasses much more than just landing page testing. See how your company rates on dimensions of people, technology, process, and culture in this session featuring Tim Ash, CEO of Sitetuners.

Find out where you stand and how to take your company’s optimization to the next level.

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The Conversion Maturity Model: A Roadmap to Profitability

  1. 1. The  Conversion  Maturity  Model   A  Roadmap  to  Profitability     Tim  Ash   CEO   SiteTuners   @>m_ash  
  2. 2. Copyright  ©  2014,  SiteTuners  –  All  Rights  Reserved. #Op$Con2014    @$m_ash   About  SiteTuners   •  San Diego based conversion rate optimization agency •  Large and small company clients worldwide Practice areas: –  Conversion-focused website blueprints (full redesigns & quick facelifts) –  Landing page test plans & testing strategy development –  Conversion management, team mentoring & training
  3. 3. Copyright  ©  2014,  SiteTuners  –  All  Rights  Reserved. #Op$Con2014    @$m_ash   M O R E T H A N s i n c e 2 0 0 2 1200CLIENTS
  4. 4. Copyright  ©  2014,  SiteTuners  –  All  Rights  Reserved. #Op$Con2014    @$m_ash  Copyright © 2013, SiteTuners - All Rights Reserved. @tim_ash The  Conversion  Maturity  Model  
  5. 5. Copyright  ©  2014,  SiteTuners  –  All  Rights  Reserved. #Op$Con2014    @$m_ash   The  Four  Dimensions   Who  -­‐  People  &  Structure   How  –  Tools  &  Technology   What  –  Measurement  &  Accountability   Why  –  Process  &  Culture  
  6. 6. Copyright  ©  2014,  SiteTuners  –  All  Rights  Reserved. #Op$Con2014    @$m_ash   The  Four  Stages   IV  –  Advanced  III  -­‐  Intermediate  II  -­‐  Basic  I  -­‐  Unop$mized  
  7. 7. Copyright  ©  2014,  SiteTuners  –  All  Rights  Reserved. #Op$Con2014    @$m_ash  Copyright © 2013, SiteTuners - All Rights Reserved. @tim_ash Who  –  People  &  Structure  
  8. 8. Copyright  ©  2014,  SiteTuners  –  All  Rights  Reserved. #Op$Con2014    @$m_ash   GeRng  a  seat  at  the  grown-­‐up  table  
  9. 9. Copyright  ©  2014,  SiteTuners  –  All  Rights  Reserved. #Op$Con2014    @$m_ash                  Unop$mized   •  There  are  no  full-­‐$me  formal  posi$ons  devoted  to  CRO   •  Employees  have  no  training  of  any  kind  in  CRO   •  CRO  is  not  on  the  organiza>onal  chart   •  Marke>ng  focus  is  on  traffic  acquisi$on  volumes   •  Most  website  changes  need  assistance  &  approval  from  IT   Who  -­‐  People  &  Structure  
  10. 10. Copyright  ©  2014,  SiteTuners  –  All  Rights  Reserved. #Op$Con2014    @$m_ash                  Basic   •  Some  full-­‐$me  non-­‐management  posi$ons  are  devoted  to  CRO  within  certain  departments   •  A  few  addi>onal  employees  have  some  informal  training  in  CRO   •  Marke>ng  focus  is  on  profitable  traffic  acquisi$on   •  Basic  website  content  changes  can  be  made  without  IT  involvement   •  Some  landing  pages  and  microsites  are  under  control  of  online  marke$ng   •  Main  site  design,  messaging,  and  structure  are  s>ll  largely  under  control  of  brand/marke>ng   (with  support  from  IT)   Who  -­‐  People  &  Structure  
  11. 11. Copyright  ©  2014,  SiteTuners  –  All  Rights  Reserved. #Op$Con2014    @$m_ash                  Intermediate   •  There  is  a  formal  CRO  team  with  full-­‐$me  posi$ons  and  a  manager  within  a  specific   department  (not  strategic)   •  CRO  team  members  have  periodic  formal  training  in  CRO  and  are  given  the  opportunity  to   get  addi>onal  informal  training   •  CRO  team  periodically  conducts  informal  training  for  a  wider  internal  audience   •  Marke>ng  focus  is  on  profitable  traffic  acquisi$on  and  conversion   •  Website  content  and  many  structural  (page-­‐flow  and  func>onality)  changes  can  be  made   without  IT  involvement   •  All  landing  pages  and  microsites  are  under  control  of  online  marke>ng   •  Some  parts  of  the  main  website  are  under  the  control  of  online  marke>ng     Who  -­‐  People  &  Structure  
  12. 12. Copyright  ©  2014,  SiteTuners  –  All  Rights  Reserved. #Op$Con2014    @$m_ash                  Advanced   •  There  is  a  formal  stand-­‐alone  CRO  team  with  full-­‐>me  posi>ons  and  a  manager  which   reports  to  the  CMO  (or  higher)     •  CRO  team  sets  strategic  priori$es  company-­‐wide  via  a  formal  intake  process   •  CRO  team  members  have  regular  formal  training  in  CRO     •  CRO  team  regularly  conducts  informal  training  for  a  wider  internal  audience   •  Marke>ng  focus  is  on  increasing  profits  over  the  life$me  of  the  customer   •  Almost  all  website  content  and  structural  changes  can  be  made  without  IT  involvement   •  All  landing  pages  and  microsites  are  under  control  of  online  marke>ng   •  Most  parts  of  the  main  website  are  under  the  control  of  online  marke>ng     Who  -­‐  People  &  Structure  
  13. 13. Copyright  ©  2014,  SiteTuners  –  All  Rights  Reserved. #Op$Con2014    @$m_ash  Copyright © 2013, SiteTuners - All Rights Reserved. @tim_ash How  –  Tools  &  Technology  
  14. 14. Copyright  ©  2014,  SiteTuners  –  All  Rights  Reserved. #Op$Con2014    @$m_ash   Having  the  right  tools  to  go  faster  
  15. 15. Copyright  ©  2014,  SiteTuners  –  All  Rights  Reserved. #Op$Con2014    @$m_ash   •  Websites  are  mostly  sta$c  content     •  Proprietary  content  management  systems  (CMS)  are  difficult  to  maintain   •  Different  technology  plaYorms  exist  across  divisions   •  Few  qualita$ve  or  quan$ta$ve  diagnos$c  tools  are  used  anywhere  to  uncover  conversion   issues   •  When  diagnos>c  tools  are  available,  they  are  not  applied  consistently   How  –  Tools  &  Technology                  Unop$mized  
  16. 16. Copyright  ©  2014,  SiteTuners  –  All  Rights  Reserved. #Op$Con2014    @$m_ash   •  Websites  are  mostly  in  commercial  content  management  systems   •  More  standardized  technology  plaYorms  across  divisions   •  No  qualita>ve  or  quan>ta>ve  diagnos>c  tools  are  used  company-­‐wide   •  Split  tes$ng  tools  are  used  opportunis$cally  by  small  teams   •  Very  basic  segmenta>on  and  analysis  is  done  on  test  results   •  No  easy  way  to  update  web  content  with  test  winning  content   •  Websites  changes  are  frequently  made  without  measuring  their  impact   •  Website  redesigns  are  led  by  branding  and  marke$ng  (without  a  deep  diagnos>c  phase   focused  on  visitor  needs)   How  –  Tools  &  Technology                  Basic  
  17. 17. Copyright  ©  2014,  SiteTuners  –  All  Rights  Reserved. #Op$Con2014    @$m_ash   •  All  websites  are  in  commercial  content  management  systems   •  Technology  plaYorms  are  standardized  across  divisions   •  Some  qualita>ve  and  quan>ta>ve  diagnos>c  tools  are  used  company-­‐wide   •  Split  and  mul>variate  tes$ng  tools  are  used  rou$nely  by  small  teams   •  Some  split  tests  are  segmented  by  traffic  source  or  other  single  parameters   •  Marke$ng  automa$on  systems  and  CRM  systems  are  in  place  but  are  not  integrated  into   the  tes>ng   •  Some  longer-­‐term  prospect  and  client  behaviors  (e.g.  trial  comple>on,  re-­‐subscrip>on  rates,   client  surveys  and  research  studies,  and  life>me  value  es>mates)  are  provided  to  CRO  team   upon  request  by  other  departments   How  –  Tools  &  Technology                  Intermediate  
  18. 18. Copyright  ©  2014,  SiteTuners  –  All  Rights  Reserved. #Op$Con2014    @$m_ash   •  All  websites  are  in  commercial  content  management  systems  and  integrated  with  CRM,   marke$ng  automa$ng,  and  traffic  acquisi$on   •  Technology  plaYorms  are  standardized  across  divisions   •  Wide  variety  of  qualita>ve  and  quan>ta>ve  diagnos$c  tools  are  used  company-­‐wide   •  Split  and  mul>variate  tes$ng  tools  are  used  rou$nely  companywide   •  Real-­‐$me  content  changes  are  made  on  an  individual  visitor  basis  using  predic>ve  analy>cs,   behavioral  targe>ng,  and  lead  scoring     •  Winning  versions  of  tests  are  automa$cally  deployed  (and  back-­‐tested  on  a  con>nual  basis   to  ensure  sustainable  improvements)   •  All  web-­‐facing  experiences  are  easily  reconfigurable  and  can  be  rapidly  tested   How  –  Tools  &  Technology                  Advanced  
  19. 19. Copyright  ©  2014,  SiteTuners  –  All  Rights  Reserved. #Op$Con2014    @$m_ash  Copyright © 2013, SiteTuners - All Rights Reserved. @tim_ash What  –  Measurement  &  Accountability  
  20. 20. Copyright  ©  2014,  SiteTuners  –  All  Rights  Reserved. #Op$Con2014    @$m_ash   Tracking  the  right  metrics  &  reac$ng  quickly  
  21. 21. Copyright  ©  2014,  SiteTuners  –  All  Rights  Reserved. #Op$Con2014    @$m_ash   •  Repor>ng  of  key  metrics  involves  manual  work  and  is  infrequent   •  Web  analy>cs  does  not  cover  all  web  proper>es  &  campaigns   •  Campaign-­‐level  or  more  granular  ROI  is  not  tracked  or  measured   •  Marke$ng  budgets  are  fixed  (regardless  of  outcomes  or  profitability)   •  There  is  no  culture  of  measurement  within  the  company   •  Marke>ng  decisions  are  frequently  overruled  by  execu$ves  without  a  quan>ta>ve  basis                  Unop$mized   What  –  Measurement  &  Accountability  
  22. 22. Copyright  ©  2014,  SiteTuners  –  All  Rights  Reserved. #Op$Con2014    @$m_ash   •  Repor>ng  of  key  metrics  is  done  via  near-­‐real-­‐$me  dashboards   •  Web  analy>cs  covers  all  web  proper>es  &  campaigns   •  Campaign-­‐level  or  more  granular  ROI  is  o]en  measured   •  Marke$ng  budgets  are  fixed  at  regular  intervals  (based  on  past  ROI  of  similar  ac>vi>es)   •  There  is  a  culture  of  measurement  within  web  analy$cs  and  traffic  acquisi>on  teams   •  There  is  li_le  culture  of  measurement  in  the  branding,  crea>ve,  opera>ng  divisions,  or  offline   marke>ng  teams                  Basic   What  –  Measurement  &  Accountability  
  23. 23. Copyright  ©  2014,  SiteTuners  –  All  Rights  Reserved. #Op$Con2014    @$m_ash   •  Repor>ng  of  key  metrics  is  done  via  near-­‐real-­‐>me  dashboards   •  Automa$c  alerts  are  triggered  if  key  metrics  are  out  of  line   •  Web  analy$cs  covers  all  web  proper$es  &  campaigns  and  is  combined  with  a  strong   business  intelligence  team  that  all  departments  and  opera>ng  divisions  have  access  to   •  Campaign-­‐level  and  more  granular  ROI  is  always  measured   •  Marke>ng  budgets  are  flexible  and  may  be  periodically  repriori$zed  depending  on  the   current  mix  and  profitability  of  acquisi>on  ac>vi>es   •  There  is  a  culture  of  measurement  within  web  analy>cs  and  traffic  acquisi>on  teams  and  the   opera>ng  divisions   •  There  is  some  culture  of  measurement  in  the  branding  and  crea$ve  departments  (and   changes  oaen  require  a  quan>ta>ve  proof)                  Intermediate   What  –  Measurement  &  Accountability  
  24. 24. Copyright  ©  2014,  SiteTuners  –  All  Rights  Reserved. #Op$Con2014    @$m_ash   •  Repor>ng  of  key  metrics  is  done  via  near-­‐real-­‐>me  dashboards   •  Automa$c  alerts  and  correc$ve  ac$ons  are  automa>cally  triggered  if  key  metrics  are  out  of   line   •  There  is  an  understanding  and  a  tolerance  for  nega$ve  test  outcomes   •  Web  analy>cs  team  main  focus  is  developing  predic>ve  analy>cs  models  and  deploying  them   in  the  form  of  website  business  rules  and  triggers  to  change  the  site  experience  on  an   individual  basis   •  There  are  no  fixed  marke$ng  budgets  and  spending  is  quickly  repriori>zed  depending  on  the   current  mix  and  profitability  of  acquisi>on  ac>vi>es   •  There  is  a  culture  of  measurement  within  all  departments  and  opera>ng  divisions  of  the   company                  Advanced   What  –  Measurement  &  Accountability  
  25. 25. Copyright  ©  2014,  SiteTuners  –  All  Rights  Reserved. #Op$Con2014    @$m_ash  Copyright © 2013, SiteTuners - All Rights Reserved. @tim_ash Why  –  Process  &  Culture  
  26. 26. Copyright  ©  2014,  SiteTuners  –  All  Rights  Reserved. #Op$Con2014    @$m_ash   Who  controls  your  company’s  des$ny?  
  27. 27. Copyright  ©  2014,  SiteTuners  –  All  Rights  Reserved. #Op$Con2014    @$m_ash   •  There  are  no  formal  processes  for  CRO   •  Marke$ng  is  driven  by  branding  and  crea>ve  campaigns   •  Financial  rewards  are  not  >ed  to  improvements  in  online  efficiencies   •  There  is  no  execu$ve  management  awareness  of  CRO   •  Posi>oning,  messaging,  product  offerings  are  largely  defined  by  brand/marke>ng   •  Offline  and  broadcast  content  and  messaging  is  reused  without  changes  for  the  web                  Unop$mized   Why  –  Process  &  Culture  
  28. 28. Copyright  ©  2014,  SiteTuners  –  All  Rights  Reserved. #Op$Con2014    @$m_ash   •  There  are  formal  processes  for  tac$cal  split  tes$ng   •  Marke>ng  is  driven  by  a  mix  of  crea>ve  campaigns  and  high-­‐impact  CRO  ac>vi>es   •  Some  teams  or  opera>ng  divisions  have  compensa$on  $ed  par$ally  to  improvements  in   online  efficiencies   •  There  is  some  execu$ve  management  awareness  of  CRO,  but  not  much  ac>ve  support   (championing  of  projects  or  ini>a>ves)   •  There  are  turf  issues  between  accountability-­‐driven  teams  and  brand/marke>ng                  Basic   Why  –  Process  &  Culture  
  29. 29. Copyright  ©  2014,  SiteTuners  –  All  Rights  Reserved. #Op$Con2014    @$m_ash   •  There  are  formal  processes  for  tac$cal  split  tes$ng  and  implemen>ng  permanent  changes   based  on  winning  test  versions   •  Marke$ng  is  driven  mostly  by  high-­‐impact  CRO  ac$vi$es   •  All  opera>ng  divisions  have  compensa>on  >ed  to  improvements  in  online  efficiencies   •  There  is  broad  execu$ve  management  awareness  of  CRO,  and  some  ac>ve  support  for   projects  or  ini>a>ves  that  are  on  a  long-­‐term  roadmap  created  by  execu>ve  management   •  Web  visitor  behavior  and  the  results  of  CRO  ac>vi>es  are  informally  fed  back  to  marke>ng  to   revise  value  proposi>ons  and  product  offerings                  Intermediate   Why  –  Process  &  Culture  
  30. 30. Copyright  ©  2014,  SiteTuners  –  All  Rights  Reserved. #Op$Con2014    @$m_ash   •  There  are  ongoing  and  largely  automated  processes  for  tac$cal  split  tes$ng  and   implemen>ng  permanent  changes  based  on  winning  test  versions   •  Marke>ng  is  driven  exclusively  by  high-­‐impact  CRO  ac$vi$es  which  are  priori>zed  via  a   structured  submission  and  evalua>on  process   •  All  opera$ng  divisions  have  compensa$on  $ed  to  improvements  in  online  efficiencies   •  There  is  universal  execu>ve  management  awareness  of  CRO,  and  ac$ve  support  for  all   projects  ini$ated  by  the  CRO  group   •  There  is  solid  coopera$on  among  all  departments   •  Web  visitor  behavior  and  the  results  of  CRO  ac>vi>es  are  ac/vely  and  systema/cally  fed  back   to  marke>ng  to  create  new  value  proposi>ons  and  product  offerings                  Advanced   Why  –  Process  &  Culture  
  31. 31. Copyright  ©  2014,  SiteTuners  –  All  Rights  Reserved. #Op$Con2014    @$m_ash  Copyright © 2013, SiteTuners - All Rights Reserved. @tim_ash Final  Thoughts  
  32. 32. Copyright  ©  2014,  SiteTuners  –  All  Rights  Reserved. #Op$Con2014    @$m_ash   Not  all  dimensions  will  be  at  the  same  stage  
  33. 33. Copyright  ©  2014,  SiteTuners  –  All  Rights  Reserved. #Op$Con2014    @$m_ash   The  Keys  to  Success   •  Dedica$on  –  Some  people  in  your  organiza>on  must   have  CRO  as  their  only  job,  and  have  higher-­‐level   support   •  Honesty  –  Problems  and  shortcomings  should  be   addressed  directly  &  openly   •  Focus  –  Well-­‐defined  business  goals  should  be  set,   executed,  tracked,  and  incen>vized     •  Flexibility  –  Everything  should  be  quickly  changed  when   necessary:  business  models,  branding,  allocated   resources,  and  tools  
  34. 34. SPECIAL  PRICING     THROUGH  APRIL  22!              REGISTER  FOR     JUST  $697     • increase your revenue and profit" • generate more leads" • land more customers" • boost sales and paid memberships" • maximize your marketing ROI" " CHICAGO  |  June  17-­‐19,  2014  –  Last  U.S.  show  of  the  year   Register   Now!  USE  CODE:  OPTICON2014     Join  us  in  Chicago!  
  35. 35. Copyright  ©  2014,  SiteTuners  –  All  Rights  Reserved. #Op$Con2014    @$m_ash   Express  Review  -­‐  Special  Offer   •  45  or  90-­‐min  interac>ve  review  of  your  landing  page  or  website   •  Video  transcript  recorded  via  GoToMee>ng   •  Includes  A_en>onWizard  “a_en>on  heatmap”  of  page               h_p://ExpressReviewOffer.com  –  $699  single  page,  $1099  full  website      “Op$Con2014”  promo-­‐code  to  get  $150  off  (must  order  by  4/22/2014)  
  36. 36. Copyright  ©  2014,  SiteTuners  –  All  Rights  Reserved. #Op$Con2014    @$m_ash   Contact  Info  and  Q&A   tim@sitetuners.com (619) 990-9062 mobile (619) 223-8020 work PST twitter @tim_ash www.linkedin.com/in/timash facebook.com/tim.ash1 skype tim_ash1
  37. 37. Copyright  ©  2014,  SiteTuners  –  All  Rights  Reserved. #Op$Con2014    @$m_ash   The  Conversion  Maturity  Model   A  Roadmap  to  Profitability    Tim  Ash   CEO   SiteTuners   @>m_ash  

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