Uploaded byCompuware APM
Delta Air Lines Shares Best Practices for Becoming a Top Performing Website
The document focuses on the performance and improvements of delta.com, highlighting its significant web traffic and user expectations for speed. It presents a case study of updates made to the website in 2010 that resulted in increased online check-ins and flight searches. Key metrics and collaborative strategies are outlined for continuous performance measurement and enhancement across digital platforms.
More Related Content
Similar to Delta Air Lines Shares Best Practices for Becoming a Top Performing Website
Delta Air Lines Shares Best Practices for Becoming a Top Performing Website
- 1. sW D W sW W ^ / W /
- 2.
- 3. DELTA.COM: A TWOTIME WINNER
- 4. DIGITAL CHANNELS OVERVIEW DELTA.COM 450+ million visitors annually 1+ million flight searches daily 5+ million online check-ins annually MOBILE mobile.delta.com – 1+ million visits monthly Mobile Apps – iPhone, Android, Blackberry 1.8 million unique downloads
- 5. DELTA.COM: STATS ACTION RESPONSE TIME Homepage Download 3.3 Seconds Flight Search 5.3 Seconds Flight Selection 0.6 Seconds Trip Summary 0.6 Seconds
- 6. HOW FAST ISFAST ENOUGH? AMAZON 100 ms of extra load time led to a 1% drop in sales (Source: Greg Linden, Amazon) GOOGLE 500 ms of extra load time caused 20% fewer searches (Source: Marrissa Mayer, Google) Trimming page size by 30% resulted in 30% more map requests (Source: Marrissa Mayer, Google) YAHOO! 400 ms of extra load time caused a 5 to 9% increase in the number of people that clicked back before the page even loaded (Source: Nicole Sullivan, Yahoo!) 6
- 7. WHY PERFORMANCE MATTERS CUSTOMERSDEMAND IT (Source – Forrester) 79% percent of unhappy online shoppers will likely not shop your site again 46% are more likely to develop a negative perception of your company 44% will tell their friends and family about the experience MOBILE COMMERCE AND EXPECTATIONS ARE ON THE RISE In 2015, mCommerce will equate to11% of total retail e-commerce sales1 85% of customers expect the mobile experience to equal the online experience2 43% of mobile customers who run into purchase problems will abandon the mobile transaction2 1 eMarketer 2 Harris Interactive 7
- 8. DELTA.COM CASE STUDY InAugust 2010, the Delta.com homepage was updated WHAT CHANGED New look and feel Streamlined navigation Update to global site elements MAJOR CONSIDERATIONS Image size Download time Personalization Browser compatibility 8
- 9. DELTA.COM CASE STUDY ACTIONSTAKEN Image size standardization. Despite size requirements, page size did increase and was closely monitored Edge caching was implemented for style sheets and static images Reduction in the amount of data retrieved to generate personalized experiences Some experience updates were compromised to ensure older browser compatibility RESULTS Consistent performance pre and post launch 10% lift in online check-in initiation 1% lift in flight search initiation 9
- 10. WEB PERFORMANCE GOALS Toptier position for speed and reliability, beyond travel industry Exceed customer expectations for functionality, support and services without sacrificing performance Maintain a consistent experience and superior performance across all digital touch points 10
- 11. KEY METRICS FORMEASUREMENT Speed and availability of website, mobile site and mobile app Customer satisfaction Online sales Online check-ins 11
- 12. LEVERAGING GOMEZ BENCHMARKS Continuousmeasurement of site performance, availability and consistency Insights into performance metrics of direct competitors and beyond Incentive to exceed industry standards for top performance 12
- 13.
- 14. BUSINESS AND ITTOGETHER Share metrics and goals across Business and Technology teams Engage technical teams early to understand experience trade-offs Employ continuous measurement and analysis to identify and correct performance bottlenecks Co-author solutions that will be successful for your customers, the business and digital performance 14
- 15. KEY ELEMENTS FORSUCCESS UNDERSTAND MEASURE, TRADE-OFFS OBTAIN USER BENCHMARK BETWEEN FEEDBACK AND TRACK EXPERIENCE EARLY AND KEY METRICS AND OFTEN PERFORMANCE
- 16.
- 17. W ^ D W sW W ^
- 18.
- 19. d / W t W t W s ^ • • • D • / • K /d K D
- 20. Z / t W d ^ '
- 21. K d ^ Z :
- 22. t d W h d d • Z • • ^ W W • / /^W • W s W • ^ • W t • E : ^ D ^ ^ ^ D • /^W • W • E : Ed • • W • •E • / • ^• ^ ^Y t E •/ •K • ^ E t D t E ^ K D • • K WKW • W • • E • • ^D^
- 23. ' E h D d Z Z d • D • / d Z d Z D D • • • D • D /^W /
- 24. ' E Z W W ' K d/D WZ/s ZEZ d/D d ^ ^ / / / ^ ' Z h D • Z • • • h^ K •
- 25. ' E Z W d ^ W Z d ^ ' Z h D • Z •
- 26. W E d d W d ^
- 27. Z s /^W z D
- 28. Z / W W K ^ E ^ ^ D
- 29. D z , E z E , Z d ^
- 30. ^ ' D h d K K
- 31. / s WZs ^/s s • KWd/D/ s • h d/s s • Z • h t Z s • • Z d/s h • • • • / • h • W • Z • W • d K W /d W h / s
- 32. W ^ • Z • Z • • •
- 33. Y • / • Z • Z • ^ • Z • / • / • Z ^ W