SurveyMonkey's Secrets to Keeping Customers Happy for Twenty Yearssaastr
This document discusses how measuring customer happiness through Net Promoter Score (NPS) can drive business growth. It notes that NPS is the best leading indicator to predict growth and that companies with higher NPS outgrow competitors twice as fast. It emphasizes that survey design is key to gathering actionable insights and looking for patterns in customer feedback. Lastly, it states that achieving great success with NPS requires extraordinary effort and that automation can help power customer experience programs.
Methods to Measure Marketing & The Metrics We MoveTeacup Analytics
How do you measure the impact of your marketing strategy? Are you a victim of misleading data spikes up and down? Do you even know which metrics matter when?
The document discusses the Net Promoter Score (NPS), a customer loyalty metric. NPS divides customers into three categories: Promoters (score 9-10), Passives (score 7-8), and Detractors (score 0-6). Apple uses NPS to improve customer service and increase loyalty. Their NPS has risen from 57 to 72 since 2007 as they call each detractor and turn dissatisfied customers into loyal ones. NPS can help companies assess growth, benchmark performance, and focus on improving customer experience. However, some argue NPS oversimplifies loyalty and does not fully capture customer behavior.
Net Promoter Score - A 10 Slide IntroductionGenroe
We talk to lots of people about Net Promoter Score and there are many mis-conceptions about it. So we put together this brief introduction to answer the questions we hear most often.
Dr Robert East: Net Promoter Score - is there a better alternative?WOMMA UK
The document examines alternatives to the Net Promoter Score (NPS) for measuring word-of-mouth (WOM). It finds that the NPS does not adequately measure the impact and volume of both positive and negative WOM. An alternative measure called the Net Effect of WOM is proposed that considers both positive and negative WOM volume and impact on purchase propensity. Initial tests find the alternative measure differs from the NPS and ACSI in predicting sales, supporting further validation with larger sample sizes.
No Mans Land - Doug Tatum - BRAG Denver Business NetworkingArif Gangji
This document discusses the challenges that businesses face when transitioning from small to large. It refers to this transitional stage as "No Man's Land" where businesses are too big to be small but too small to be big. Some key points:
- Businesses in No Man's Land experience much faster growth and job creation than average US businesses, yet make up a small percentage of total establishments.
- Navigating No Man's Land successfully requires addressing challenges in four areas: realigning with the market, hiring senior management, understanding your business model, and raising money.
- Common blind spots for businesses in this stage include lack of team alignment, accountability, clear value proposition, and understanding of profitability
SurveyMonkey's Secrets to Keeping Customers Happy for Twenty Yearssaastr
This document discusses how measuring customer happiness through Net Promoter Score (NPS) can drive business growth. It notes that NPS is the best leading indicator to predict growth and that companies with higher NPS outgrow competitors twice as fast. It emphasizes that survey design is key to gathering actionable insights and looking for patterns in customer feedback. Lastly, it states that achieving great success with NPS requires extraordinary effort and that automation can help power customer experience programs.
Methods to Measure Marketing & The Metrics We MoveTeacup Analytics
How do you measure the impact of your marketing strategy? Are you a victim of misleading data spikes up and down? Do you even know which metrics matter when?
The document discusses the Net Promoter Score (NPS), a customer loyalty metric. NPS divides customers into three categories: Promoters (score 9-10), Passives (score 7-8), and Detractors (score 0-6). Apple uses NPS to improve customer service and increase loyalty. Their NPS has risen from 57 to 72 since 2007 as they call each detractor and turn dissatisfied customers into loyal ones. NPS can help companies assess growth, benchmark performance, and focus on improving customer experience. However, some argue NPS oversimplifies loyalty and does not fully capture customer behavior.
Net Promoter Score - A 10 Slide IntroductionGenroe
We talk to lots of people about Net Promoter Score and there are many mis-conceptions about it. So we put together this brief introduction to answer the questions we hear most often.
Dr Robert East: Net Promoter Score - is there a better alternative?WOMMA UK
The document examines alternatives to the Net Promoter Score (NPS) for measuring word-of-mouth (WOM). It finds that the NPS does not adequately measure the impact and volume of both positive and negative WOM. An alternative measure called the Net Effect of WOM is proposed that considers both positive and negative WOM volume and impact on purchase propensity. Initial tests find the alternative measure differs from the NPS and ACSI in predicting sales, supporting further validation with larger sample sizes.
No Mans Land - Doug Tatum - BRAG Denver Business NetworkingArif Gangji
This document discusses the challenges that businesses face when transitioning from small to large. It refers to this transitional stage as "No Man's Land" where businesses are too big to be small but too small to be big. Some key points:
- Businesses in No Man's Land experience much faster growth and job creation than average US businesses, yet make up a small percentage of total establishments.
- Navigating No Man's Land successfully requires addressing challenges in four areas: realigning with the market, hiring senior management, understanding your business model, and raising money.
- Common blind spots for businesses in this stage include lack of team alignment, accountability, clear value proposition, and understanding of profitability
QuestionPro CX - Not Just a Number: Using NPS to Improve Customer ExperienceQuestionPro
In this special webinar, CX Expert, Shep Hyken will not only discuss NPS, but divulge his best tips on measuring Net Promoter Score to deliver a better customer experience. Join us and gain a better understanding of how you can use Net Promoter Score to measure and improve your customer experience to ultimately increase revenue.
You'll learn:
1. CX Trends in 2017
2. The differences between Customer Experience and Customer Service
3. Ways to measure CX and the metrics
4. CX and Revenue Correlation
5. Top ways to improve CX
The document discusses the Net Promoter Score (NPS) metric for measuring customer loyalty and satisfaction. NPS is based on asking customers how likely they are to recommend a company to others. It categorizes customers as Promoters, Passives, or Detractors. A company's NPS is calculated by subtracting the percentage of Detractors from the percentage of Promoters. Research shows that companies with higher NPS scores experience greater growth rates. The document provides examples of how various companies use NPS and statistical analysis to improve customer experience and drive business growth.
On May 12th and 13th, over 2000 Customer Success executives convened in San Francisco for Pulse Conference 2015. Attendees chose from over 50 sessions in 5 unique tracks, while learning from the top 150 minds in Customer Success. Join us on June 2nd to review:
The key Customer Success themes presented on stage
The audience feedback and post-event survey results
The best practices and content shared during Pulse
Nilfisk – Net Promoter Score® ExperienceCustomerGauge
1) The document discusses Nilfisk's experience with Net Promoter Score (NPS) as a metric to measure customer satisfaction and loyalty over time.
2) Initial challenges included low response rates to surveys and a lack of engagement across the organization. Actions taken focused on improving communication to customers and internal training.
3) By integrating NPS into key processes and communicating results regularly, it became a core business metric that influenced strategy and identified areas for structural change based on customer feedback.
How a former Email Summit attendee achieved a 270% increase in conversion. MarketingSherpa
In this session, Daniel Burstein and Rachel Hoppe will show you how Rachel and her team:
+Improved conversion rate from 20% to 70%
+Increased marketing contribution to revenue from 5% to 70%
+Are now receiving high-fives from the sales force after deals close
Rachel and Daniel will also be speaking at MarketingSherpa Email Summit 2013 (http://www.meclabs.com/emailsummit).
AskNicely - more valuable customers with NPSKai Crow
This document provides an introduction to Net Promoter Score (NPS), a framework for measuring customer satisfaction and loyalty. It discusses how NPS works, including that it uses a single survey question that asks customers how likely they are to recommend a business on a 0-10 scale. Responses are categorized into Promoters (9-10), Passives (7-8), and Detractors (0-6) to calculate an overall NPS score. The document explains that NPS aims to provide useful customer feedback with minimal questions. It also provides tips for implementing an NPS program, such as scheduling relationship and transactional surveys.
We pulled together 10 of the top thought leaders and industry experts in the world of B2B pricing to ask them one question: What is the best advice you could give a fellow pricing strategist?
How to run a perfect Net Promoter Score campaign [Webinar]Retently
We explain the basics of Net Promoter Score and how to choose a good service to get started with. We’ll show you how to personalize your survey, what are the advantages and disadvantages of various survey channels. You will learn the main differences between on demand and transactional NPS, how to avoid the most common mistakes, how to efficiently close the feedback loop and finally - what is a good NPS score.
You can watch a recording of this webinar here: https://retently.wistia.com/medias/jrorlz4ie2#
This document discusses the Net Promoter Score (NPS) metric and how it can be used to measure customer experience and loyalty. NPS is calculated by subtracting the percentage of detractors (customers who are unlikely to recommend) from the percentage of promoters (customers who are very likely to recommend). The document recommends following up with detractors to understand their feedback and implement strategies to improve the customer experience based on NPS data. Both bottom-up transactional surveying and top-down strategic surveys are discussed as ways to measure NPS.
The document describes Dealmaker, a sales opportunity and account management software suite. It helps sales professionals maximize opportunities from key accounts, increase win rates, improve forecasts and sales performance. The suite provides world-leading sales methodologies, a step-by-step sales process, deal coaching, forecasting and performance insights, and virtual learning. It aims to deliver sustained, profitable revenue growth for users.
How Cisco Built a Best-In-Class Customer Success PracticeGainsight
Let's face it: the customer lifecycle has evolved irreversibly. Your business has no choice but to evolve to encompass it and the subscription economy head on. Join Ed Daly (Global Virtual Services and Customer Success Adopt and Expand team, Cisco), Jeff McEachern (Global Customer Success, Cisco), and Ashvin Vaidyanathan (Sr. Director, Client Outcomes, Gainsight) as they deep dive into how Cisco built a best-in-class Customer Success practice and how you can too.
This document presents results from a Net Promoter Score benchmark study conducted in Romania. It includes NPS scores for various consumer product categories such as gas stations, yogurts, margarine, water, juices, analgesics, banks, and household products. For each category, the NPS is provided for major brands as well as an average NPS. The NPS measures customer satisfaction and likelihood to recommend on a scale of 0 to 10. It provides a metric for companies to improve customer loyalty and growth.
7 Marketing Automation Strategies That Actually Drive Business ResultsThree Deep Marketing
IBM Marketing Cloud and Three Deep Marketing have teamed up for a back-to-school marketing session! Join us as we chat about building bridges between Marketing and IT departments. Here's the slides from our panel discussion on September 22, 2016
OpsStars Boston Session | A B2B Revenue Ops Success Framework and Maturity ModelLeanData
This document presents a revenue operations success framework and maturity model for B2B companies. The framework includes seven elements: target market, sales cycle, team, message, reach, enabling technology, and metrics of success. Each element is defined and described. A five-level maturity model (initial, ad-hoc, defined, managed, optimized) is provided to assess capabilities for each element. Research findings are shared showing increasing complexity in revenue operations and the benefits of implementing related tools and practices. Alignment between sales and marketing and understanding customer needs are highlighted as important.
Beyond NPS: How to Measure the Entire Customer JourneyJeff Reekers
Presented by Aircall (http://aircall.io)
NPS has become a staple for companies to track their customer experience. We use it to forecast churn, appease investors, and view our customer base from a 10,000 foot view.
However, is surveying the customer base for an NPS rating enough? And are there other measurements that we should be considering for rolling out a credible NPS process while additionally assuring we monitor the entire experience a customer has throughout the customer lifecycle?
Aaron Bleiweiss, Director of Customer Success at Handshake, discusses how to effectively rollout and measure Onboarding Satisfaction surveys (OSAT) and Customer Satisfaction surveys (CSAT), how to drive decisions that instigate change based on the trends and how to use all measurements cohesively to create an end-to-end optimal customer experience.
Net Promoter Recession-Proof Growth StrategyPaul Marsden
This document discusses how Net Promoter can be used as a recession-proof growth strategy. It argues that focusing on customer loyalty through recommendations can help drive sustainable profitability even during economic downturns. The Net Promoter system aims to simplify customer feedback into a single metric to make it easy for companies to prioritize improving the customer experience and aligning the organization around customer-centric goals. Relying on word-of-mouth networks activated by promoters is also presented as a way to cut through marketing clutter during recessions when companies have smaller budgets.
This document provides an overview of a discovery morning session on permission marketing. The objectives are to explore 12 key competence areas related to permission marketing, provide a self-assessment, and outline practical steps for improvement. The session will cover topics such as challenges in digital marketing, the importance of permission in marketing, best practices for data collection and management, design considerations for email marketing, and maximizing email delivery. Attendees will assess their current marketing strategies in several areas and identify opportunities for enhancement.
Transforming your email marketing - 2014Sign-Up.to
Understand the 6 key competencies of email marketing, assess your current strengths and weaknesses and get practical tips and insights to improve your results.
This document discusses strategies for measuring social media success. It emphasizes the importance of (1) planning measurable executions, (2) ensuring measurements influence strategies, and (3) reporting on successes. It provides tips for setting goals around reach, reaction, and response. It also discusses qualitative and comparative measurement techniques as well as integrating offline and online measurement.
This document discusses strategies for measuring social media success. It emphasizes the importance of (1) planning measurable executions, (2) ensuring measurements influence execution, and (3) reporting on success. It provides tips for setting goals based on reach, reaction, and response metrics. It also discusses qualitative and comparative measurement techniques as well as integrating offline and online measurement.
QuestionPro CX - Not Just a Number: Using NPS to Improve Customer ExperienceQuestionPro
In this special webinar, CX Expert, Shep Hyken will not only discuss NPS, but divulge his best tips on measuring Net Promoter Score to deliver a better customer experience. Join us and gain a better understanding of how you can use Net Promoter Score to measure and improve your customer experience to ultimately increase revenue.
You'll learn:
1. CX Trends in 2017
2. The differences between Customer Experience and Customer Service
3. Ways to measure CX and the metrics
4. CX and Revenue Correlation
5. Top ways to improve CX
The document discusses the Net Promoter Score (NPS) metric for measuring customer loyalty and satisfaction. NPS is based on asking customers how likely they are to recommend a company to others. It categorizes customers as Promoters, Passives, or Detractors. A company's NPS is calculated by subtracting the percentage of Detractors from the percentage of Promoters. Research shows that companies with higher NPS scores experience greater growth rates. The document provides examples of how various companies use NPS and statistical analysis to improve customer experience and drive business growth.
On May 12th and 13th, over 2000 Customer Success executives convened in San Francisco for Pulse Conference 2015. Attendees chose from over 50 sessions in 5 unique tracks, while learning from the top 150 minds in Customer Success. Join us on June 2nd to review:
The key Customer Success themes presented on stage
The audience feedback and post-event survey results
The best practices and content shared during Pulse
Nilfisk – Net Promoter Score® ExperienceCustomerGauge
1) The document discusses Nilfisk's experience with Net Promoter Score (NPS) as a metric to measure customer satisfaction and loyalty over time.
2) Initial challenges included low response rates to surveys and a lack of engagement across the organization. Actions taken focused on improving communication to customers and internal training.
3) By integrating NPS into key processes and communicating results regularly, it became a core business metric that influenced strategy and identified areas for structural change based on customer feedback.
How a former Email Summit attendee achieved a 270% increase in conversion. MarketingSherpa
In this session, Daniel Burstein and Rachel Hoppe will show you how Rachel and her team:
+Improved conversion rate from 20% to 70%
+Increased marketing contribution to revenue from 5% to 70%
+Are now receiving high-fives from the sales force after deals close
Rachel and Daniel will also be speaking at MarketingSherpa Email Summit 2013 (http://www.meclabs.com/emailsummit).
AskNicely - more valuable customers with NPSKai Crow
This document provides an introduction to Net Promoter Score (NPS), a framework for measuring customer satisfaction and loyalty. It discusses how NPS works, including that it uses a single survey question that asks customers how likely they are to recommend a business on a 0-10 scale. Responses are categorized into Promoters (9-10), Passives (7-8), and Detractors (0-6) to calculate an overall NPS score. The document explains that NPS aims to provide useful customer feedback with minimal questions. It also provides tips for implementing an NPS program, such as scheduling relationship and transactional surveys.
We pulled together 10 of the top thought leaders and industry experts in the world of B2B pricing to ask them one question: What is the best advice you could give a fellow pricing strategist?
How to run a perfect Net Promoter Score campaign [Webinar]Retently
We explain the basics of Net Promoter Score and how to choose a good service to get started with. We’ll show you how to personalize your survey, what are the advantages and disadvantages of various survey channels. You will learn the main differences between on demand and transactional NPS, how to avoid the most common mistakes, how to efficiently close the feedback loop and finally - what is a good NPS score.
You can watch a recording of this webinar here: https://retently.wistia.com/medias/jrorlz4ie2#
This document discusses the Net Promoter Score (NPS) metric and how it can be used to measure customer experience and loyalty. NPS is calculated by subtracting the percentage of detractors (customers who are unlikely to recommend) from the percentage of promoters (customers who are very likely to recommend). The document recommends following up with detractors to understand their feedback and implement strategies to improve the customer experience based on NPS data. Both bottom-up transactional surveying and top-down strategic surveys are discussed as ways to measure NPS.
The document describes Dealmaker, a sales opportunity and account management software suite. It helps sales professionals maximize opportunities from key accounts, increase win rates, improve forecasts and sales performance. The suite provides world-leading sales methodologies, a step-by-step sales process, deal coaching, forecasting and performance insights, and virtual learning. It aims to deliver sustained, profitable revenue growth for users.
How Cisco Built a Best-In-Class Customer Success PracticeGainsight
Let's face it: the customer lifecycle has evolved irreversibly. Your business has no choice but to evolve to encompass it and the subscription economy head on. Join Ed Daly (Global Virtual Services and Customer Success Adopt and Expand team, Cisco), Jeff McEachern (Global Customer Success, Cisco), and Ashvin Vaidyanathan (Sr. Director, Client Outcomes, Gainsight) as they deep dive into how Cisco built a best-in-class Customer Success practice and how you can too.
This document presents results from a Net Promoter Score benchmark study conducted in Romania. It includes NPS scores for various consumer product categories such as gas stations, yogurts, margarine, water, juices, analgesics, banks, and household products. For each category, the NPS is provided for major brands as well as an average NPS. The NPS measures customer satisfaction and likelihood to recommend on a scale of 0 to 10. It provides a metric for companies to improve customer loyalty and growth.
7 Marketing Automation Strategies That Actually Drive Business ResultsThree Deep Marketing
IBM Marketing Cloud and Three Deep Marketing have teamed up for a back-to-school marketing session! Join us as we chat about building bridges between Marketing and IT departments. Here's the slides from our panel discussion on September 22, 2016
OpsStars Boston Session | A B2B Revenue Ops Success Framework and Maturity ModelLeanData
This document presents a revenue operations success framework and maturity model for B2B companies. The framework includes seven elements: target market, sales cycle, team, message, reach, enabling technology, and metrics of success. Each element is defined and described. A five-level maturity model (initial, ad-hoc, defined, managed, optimized) is provided to assess capabilities for each element. Research findings are shared showing increasing complexity in revenue operations and the benefits of implementing related tools and practices. Alignment between sales and marketing and understanding customer needs are highlighted as important.
Beyond NPS: How to Measure the Entire Customer JourneyJeff Reekers
Presented by Aircall (http://aircall.io)
NPS has become a staple for companies to track their customer experience. We use it to forecast churn, appease investors, and view our customer base from a 10,000 foot view.
However, is surveying the customer base for an NPS rating enough? And are there other measurements that we should be considering for rolling out a credible NPS process while additionally assuring we monitor the entire experience a customer has throughout the customer lifecycle?
Aaron Bleiweiss, Director of Customer Success at Handshake, discusses how to effectively rollout and measure Onboarding Satisfaction surveys (OSAT) and Customer Satisfaction surveys (CSAT), how to drive decisions that instigate change based on the trends and how to use all measurements cohesively to create an end-to-end optimal customer experience.
Net Promoter Recession-Proof Growth StrategyPaul Marsden
This document discusses how Net Promoter can be used as a recession-proof growth strategy. It argues that focusing on customer loyalty through recommendations can help drive sustainable profitability even during economic downturns. The Net Promoter system aims to simplify customer feedback into a single metric to make it easy for companies to prioritize improving the customer experience and aligning the organization around customer-centric goals. Relying on word-of-mouth networks activated by promoters is also presented as a way to cut through marketing clutter during recessions when companies have smaller budgets.
This document provides an overview of a discovery morning session on permission marketing. The objectives are to explore 12 key competence areas related to permission marketing, provide a self-assessment, and outline practical steps for improvement. The session will cover topics such as challenges in digital marketing, the importance of permission in marketing, best practices for data collection and management, design considerations for email marketing, and maximizing email delivery. Attendees will assess their current marketing strategies in several areas and identify opportunities for enhancement.
Transforming your email marketing - 2014Sign-Up.to
Understand the 6 key competencies of email marketing, assess your current strengths and weaknesses and get practical tips and insights to improve your results.
This document discusses strategies for measuring social media success. It emphasizes the importance of (1) planning measurable executions, (2) ensuring measurements influence strategies, and (3) reporting on successes. It provides tips for setting goals around reach, reaction, and response. It also discusses qualitative and comparative measurement techniques as well as integrating offline and online measurement.
This document discusses strategies for measuring social media success. It emphasizes the importance of (1) planning measurable executions, (2) ensuring measurements influence execution, and (3) reporting on success. It provides tips for setting goals based on reach, reaction, and response metrics. It also discusses qualitative and comparative measurement techniques as well as integrating offline and online measurement.
Unfortunately I do not have a specific department. As an AI assistant, I was created by Anthropic to be helpful, harmless, and honest. I don't have personal performance metrics. Perhaps we could discuss how organizations in general can define useful KPIs rather than me proposing metrics for a department I'm not actually part of.
Driving Key Account Growth: Planning and Execution to Access the White SpaceRichardson
Decreasing customer loyalty, higher expectations, and constant competitive threats are making forecasted business from your best customers anything but a certainty. The presentation will cover the following:
1. The guiding principles for excellence in strategic account planning
2. Quantitative and qualitative factors to consider in choosing accounts for strategic account planning
3. How to align to the customer’s strategy
Account plan execution
DNX Conference: Measuring growth and setting a North StarJuliana Mendez
What is growth and basic concepts of ARRR, Lean Startup Cycle and Lean Analytics, What are good, bad and Vanity metrics, KPI and Goal Setting Strategies (North Star Metric and the One Metric that Matters), The AHA Moment, Growth Case Studies
Do the Math: The Smart Analysis your CEO and CFO Expect (even if they haven’t...Actuate Corporation
For the first time, Marketers have the ability to collect and measure almost any data imaginable. As a result, too many of us find ourselves violating Robert McNamara’s maxim – we try to make what’s measurable important, vs. making the important measurable. How do we reach that elusive Goldilocks state of measuring not too much, not too little, but just the right things? Start with the executive management team. What metrics are they using to run the business, and how can you help?
This session will review real dashboards and reports you can use to communicate to stakeholders in sales and finance, inform long-term plans, and continually optimize execution. The result? Marketing’s credibility increases, your forecasts become more accurate even than those of Sales, and you assume your rightful place as indispensable consigliore to your C-levels.
This document discusses lead scoring and how it can improve marketing and sales results. Some key points:
- Lead scoring uses analytics to assign a score to sales prospects based on their interests, profile, and buying intentions to prioritize leads. Companies that implement lead scoring see up to a 77% lift in lead generation ROI.
- When building a lead scoring program, marketing and sales should agree on what qualifies as a good lead and collaborate on selecting relevant data dimensions to score, like website interactions, content downloads, and demographic information.
- Dimensions are assigned weight and impact levels. The program is modeled and tested before implementation to refine how it classifies leads as hot, warm or cold.
-
Aligned to Achieve: How to Unite Your Teams into a Single Force for GrowthInsideView
Marketing and Sales teams are frustrated with each other. Aligning these two teams is an age-old problem, but companies must get their collective act together in order to survive today's evolved buyer-centric market.
Originally presented at Marketing Nation Summit 2017, this session is based on original research, content, and contributions from "Aligned to Achieve", a groundbreaking new book. The authors will discuss highlights of the book and give tips on how and why to get aligned. Want to know what misalignment is really costing you? Need practical advice on how to go after the problem? We’ll discuss real-world actions for improving your culture, processes, and technology, and you’ll learn the financial and strategic impact of getting alignment right.
Preparing for board meetings can be a daunting task. In this week's webinar, our VP of Customer Success, Allison Pickens, discusses how to use Gainsight's rules and reporting capabilities to slash prep time and deliver an effective board meeting presentation.
Beyond the Basics of ABM: Using Account-Based Strategies to Unite Sales & Mar...InsideView
This document discusses using account-based strategies to unite sales and marketing. It begins by noting the long-standing challenges in aligning these teams. Account-based marketing (ABM) can act as a forcing function to drive alignment by focusing teams on specific accounts. Success is measured through metrics like opportunities, relationships, pipeline, and deals within targeted accounts. The document outlines various ABM models and provides examples of engagement strategies and activities across teams. It emphasizes the importance of data, defining customer profiles, and orchestrating a consistent plan with clear metrics to work towards alignment and dominance in the market.
Creating Digital Benchmarks and Reporting ProgressMegan Huxhold
This presentation talks about the importance of aligning your digital activities to business objectives. It gives a starting point on how to track progress and report on your digital activities' impact on the overall business strategy.
Best Practices of World-Class Sales Organizations and their performance against Key Performance Metrics; Data for specific industry segments is available; call or eMail Medio Waldt, 610 659 3489, medio.waldt@millerheimangroup.com
STRATEGY IS VANITY, STRATEGY EXECUTION IS SANITY - Bridge the gap between str...AchieveIt
You’ve invested your time, energy and resources in planning your organization’s strategy. Unfortunately, most strategy leaders invest a disproportionate amount of time in strategic planning, rather than in strategy execution!
Strategy is just a useless façade without effective strategy execution, monitoring and tracking.
Within these slides, Bahaa Moukadam, founder of SeeMetrics Partners and contributing author of Scaling Up, explains how to shift the organizational focus from strategic planning to strategy execution, which metrics to focus on and how to effectively communicate your execution-focus throughout your organization.
You will learn:
- How many ‘priorities’ are too many priorities, and what to do about it
- The must-know metrics to close the gap between strategy and execution
- Practical ways to overcome communication obstacles to boost organizational productivity and results
The document discusses the challenges facing C-suite executives and their need for strategic partnerships with marketing agencies. It outlines five key issues for C-suites: trust, teamwork, focus, confidence, and passion. It argues that for agencies to become true strategic partners, they must shift their paradigms in several ways - by putting skin in the game, improving the client's business not just marketing, being willing to say no to non-strategic work, insisting on objective metrics and data-driven decisions, and going the extra mile to demonstrate passion for the client's success. The document provides approaches agencies can take to redefine their value, relationship, and metrics of success with C-suite partners.
The document provides guidance on effective advertising and campaign planning. It discusses setting objectives, key performance indicators (KPIs), and measuring campaign effectiveness. Objectives should be set with clients and span both soft and hard measures. Effectiveness is measured by comparing metrics like awareness, sales, and profits to objectives. A campaign effects model is recommended to plan how communications create business value by driving attitudes, behaviors, and outcomes. The model helps ensure campaigns are evaluated properly and convince stakeholders of the communications' role and value.
Companies spends precious money on online advertisements, organic optimization but yet they are unsatisfied with the outcome. Typical problems faced by a Website/Portal are as following.
1) High Traffic but high bounce rate.
2) High Traffic but low conversion rate (sale or enquiry).
3) Low Overall Traffic
4) Ever increasing budget on Digital Marketing without improvement in average cost of customer acquisition.
5) Low Average Order Value.
Are you facing any of these issues?
Some Global statistics.
Conversion rate typically range from 1 to 3 percent
Companies typically spend $92 to bring customers, but only $1 to convert
Only 22 percent companies are satisfied with their conversion rate
About 75 percent of businesses have problems finding suitable expertise to optimise their landing page
Businesses with over 40 landing pages generated a whopping 12 times more leads than those with 1-5 landing pages
The presentation will help you to work out a Digital Marketing Strategy with quick ROI.
It’s 2015, and the customer experience is increasingly being driven by techniques like A/B testing and optimization.
Optimizely recently surveyed digital experience owners to learn just how they think about and allocate resources towards their testing and optimization programs.
These slides answer the questions:
- How often do teams optimizing run A/B and multivariate tests?
- What are the top benefits that optimization programs are seeing?
- How do optimization teams manage their experiment process?
How to plan effective roadmaps for your MVT and AB Testing program. A process for initial engagement, analysis, ideas, experiment design and execution to deliver reliable and scalable testing success.
As presented by Tim Stewart at MeasureFest in Brighton, November 2015
LSA17: Best Practices for Local Advertiser Retention (Green Banana, Boostabil...Localogy
The document provides best practices for advertiser retention based on research conducted with small and medium sized businesses. The research found that the top reasons advertisers cancelled were poor results, poor customer service, and high costs. Additional findings indicated that customers cared more about customer experience than the product or sales. The company analyzed the findings and implemented solutions like improved communication of success milestones, personalized customer service, and entry-level pricing packages. As a result, the company saw a reduction in churn, happier employees and clients, improved brand, and a more energetic company culture.
Similar to ESADE Business Analytics Master: Metrics that matter (20)
4th Modern Marketing Reckoner by MMA Global India & Group M: 60+ experts on W...Social Samosa
The Modern Marketing Reckoner (MMR) is a comprehensive resource packed with POVs from 60+ industry leaders on how AI is transforming the 4 key pillars of marketing – product, place, price and promotions.
Global Situational Awareness of A.I. and where its headedvikram sood
You can see the future first in San Francisco.
Over the past year, the talk of the town has shifted from $10 billion compute clusters to $100 billion clusters to trillion-dollar clusters. Every six months another zero is added to the boardroom plans. Behind the scenes, there’s a fierce scramble to secure every power contract still available for the rest of the decade, every voltage transformer that can possibly be procured. American big business is gearing up to pour trillions of dollars into a long-unseen mobilization of American industrial might. By the end of the decade, American electricity production will have grown tens of percent; from the shale fields of Pennsylvania to the solar farms of Nevada, hundreds of millions of GPUs will hum.
The AGI race has begun. We are building machines that can think and reason. By 2025/26, these machines will outpace college graduates. By the end of the decade, they will be smarter than you or I; we will have superintelligence, in the true sense of the word. Along the way, national security forces not seen in half a century will be un-leashed, and before long, The Project will be on. If we’re lucky, we’ll be in an all-out race with the CCP; if we’re unlucky, an all-out war.
Everyone is now talking about AI, but few have the faintest glimmer of what is about to hit them. Nvidia analysts still think 2024 might be close to the peak. Mainstream pundits are stuck on the wilful blindness of “it’s just predicting the next word”. They see only hype and business-as-usual; at most they entertain another internet-scale technological change.
Before long, the world will wake up. But right now, there are perhaps a few hundred people, most of them in San Francisco and the AI labs, that have situational awareness. Through whatever peculiar forces of fate, I have found myself amongst them. A few years ago, these people were derided as crazy—but they trusted the trendlines, which allowed them to correctly predict the AI advances of the past few years. Whether these people are also right about the next few years remains to be seen. But these are very smart people—the smartest people I have ever met—and they are the ones building this technology. Perhaps they will be an odd footnote in history, or perhaps they will go down in history like Szilard and Oppenheimer and Teller. If they are seeing the future even close to correctly, we are in for a wild ride.
Let me tell you what we see.
Predictably Improve Your B2B Tech Company's Performance by Leveraging DataKiwi Creative
Harness the power of AI-backed reports, benchmarking and data analysis to predict trends and detect anomalies in your marketing efforts.
Peter Caputa, CEO at Databox, reveals how you can discover the strategies and tools to increase your growth rate (and margins!).
From metrics to track to data habits to pick up, enhance your reporting for powerful insights to improve your B2B tech company's marketing.
- - -
This is the webinar recording from the June 2024 HubSpot User Group (HUG) for B2B Technology USA.
Watch the video recording at https://youtu.be/5vjwGfPN9lw
Sign up for future HUG events at https://events.hubspot.com/b2b-technology-usa/
The Ipsos - AI - Monitor 2024 Report.pdfSocial Samosa
According to Ipsos AI Monitor's 2024 report, 65% Indians said that products and services using AI have profoundly changed their daily life in the past 3-5 years.
The Building Blocks of QuestDB, a Time Series Databasejavier ramirez
Talk Delivered at Valencia Codes Meetup 2024-06.
Traditionally, databases have treated timestamps just as another data type. However, when performing real-time analytics, timestamps should be first class citizens and we need rich time semantics to get the most out of our data. We also need to deal with ever growing datasets while keeping performant, which is as fun as it sounds.
It is no wonder time-series databases are now more popular than ever before. Join me in this session to learn about the internal architecture and building blocks of QuestDB, an open source time-series database designed for speed. We will also review a history of some of the changes we have gone over the past two years to deal with late and unordered data, non-blocking writes, read-replicas, or faster batch ingestion.
06-04-2024 - NYC Tech Week - Discussion on Vector Databases, Unstructured Data and AI
Discussion on Vector Databases, Unstructured Data and AI
https://www.meetup.com/unstructured-data-meetup-new-york/
This meetup is for people working in unstructured data. Speakers will come present about related topics such as vector databases, LLMs, and managing data at scale. The intended audience of this group includes roles like machine learning engineers, data scientists, data engineers, software engineers, and PMs.This meetup was formerly Milvus Meetup, and is sponsored by Zilliz maintainers of Milvus.
ESADE Business Analytics Master: Metrics that matter
1. Metrics That Matter
Juliana Méndez
juliana@saleside.co
10 YEARS YEARS IN GROWTH MARKETING • FOUNDER AT SALESIDE • STARTUP AND
CORPORATE CONSULTANT • INNOVATION MENTOR • DATA ADVOCATE
2. 1. The Growth Concept
2. Make Metrics Your Friend
3. Goal and KPI Setting Strategies
4. Finding Your OMTM
5. Growth Experiments
6. Real Life Cases
8. No data
no learnings
This is where
things fall apart
People love
this part
Everyone’s idea
is the best, right?
The Core of Growth
DATA PRODUCT
IDEAS
BUILDLEARN
MEASURE
10. • Measure your movement towards your
Business goals
• Know what you will become when you
grow up (before the money runs out)
• Keeps us honest and let’s us learn
• Stay ahead of competition
Analytics Helps
12. • Data “puking” & drowning in data
• Making things look good & lying to ourselves
• Failing to focus, measure the wrong thing
• Everyone in the teams optimises for something else
• Not understandable for everyone in the teams
• False positives and negatives
• Not changing anything based on data
Analytics Fails
13. Things you can measure, but don’t matter
really….
• Hits and page views
• # of visits
• Unique visitors
• Followers & fans
• Time on site
• Brand affinity & presence
Careful With Vanity Metrics
14. • Unstructured
• Hard to aggregate
• Anecdotal
• Warm and fuzzy
→ These explain the why
Qualitative Quantitative
• Numbers and statistics
• Hard facts
• Easier to analyse and aggregate
• Cold and hard
→ These explain the where, how
many and how often
Types: Qualitative vs. Quantitative
15. • Historical
• Reports how you are doing
• Outcome measures
• Typical financial KPIs
→ e.g. sales, net revenue and ROI
• Forward-looking
• Performance goals
• Number today that predicts tomorrow
→ e.g. pipeline, customer
satisfaction, new market growth,
innovation speed and conversion rate
Types: Lagging vs. Leading
Lagging Leading
16. • Increase activation rate
by 20%
Metric Types: Pros and Cons
Example Pros Cons
Relative
Percentage
Absolute
Percentage
Absolute
Number
• Increase conversion
rate from 30% to 40%
• Increase users per
month by 10K
• None
• Feels easier for team to
control
• More focused/stable
• Gets rid of denominator
• Tied more directly to
key output
• Can hide small goals
• Decrease in
denominator
• Decreases in
denominator
• Can be hard to
calculate vs baseline
(Seasonality etc.)
SOURGE: REFORGE
17. • Understandable
• Comparative
• Rate or a ratio
• Measures uniques, not totals only
• Causal relationship towards a goal
• Actionable: Behaviour Changing
A good metric
19. The North Star Metrics
The North Star Metric is the single metric that best
captures the core value that your product
delivers to customers.
20. • Understand the main value of your business for your customers
• Try to quantify this value in a single number
• It’s not just marketing, it’s a team effort, and a common goal
Nights booked
Finding the North Star Metric
21. …breaks down North Star to the
drivers to be optimised right now.
5% more new visitors per day
3 repeat orders per month/user
$15 Avg. Unique Order volume
1.25 Viral coefficient
8% new activated customers
OMTM – One Metric That Matters
22. • Tells you which are the most important questions you have
• Forces you to draw a line in the sand and set the right goals
• Avoids “data puking” & focuses the entire company
• Inspires experimentation
• Tool that contributes to long term sustainable growth
5 Reasons to Use The North Star Metric and OMTM
25. Do we offer the right solution for
the right problem to the right
people?
How do we increase success
more efficiently, how do we
double down?
Which are the right channels,
how do shorten the path to
success?
The Startup Lifecycle
Searching for product-market fit Search for repeatable, scaleable,
and profitable growth model
=
“Stacking the odds”
Scaling the business
(Doubling down)
Empathy Stickiness Virality Revenue Scale
26. Efficiency
CAC /
LTV Ratio
Do users have a great first
experience?
(High activation rate?)
What does retention
look like? (>80%?)
High NPS Score (>5?)
Efficient Growth
process
Qualitative data
Traffic, users
CTR’s
Conversion
Rate
Optimisation
Acquisition
Net
Revenue
Share Value
Lifecycle Metrics
Activation Retention Referral Acquisition Revenue
Searching for product-market fit Search for repeatable, scaleable,
and profitable growth model
=
“Stacking the odds”
Scaling the business
(Doubling down)
27. AARRR is not the the order in which you should optimise.
Ordered depends on the business model and the user
experience
B2C Free
RRAAR
B2C or B2B Freemium
RRRAA
Enterprise B2B
RRRAA
Standard Pirate Metrics
AARRR
Business - The AARRR Order
3
3
1
2
3
1
2
1
2
3
3
1
2
28. eCommerce SaaS App2-Sided Marketplace Media & UGC
• Conversion-rate, Cart
Abandonment
• Avg. transaction value,
CAC, CLV
• Buyer Reactivation
• Shares, NPS
• Email Opt-ins
• Inventory/Listings Ratio
• Liquidity, CAC, CLV
• Engagement, Shares,
SEM, NPS
• Avg. Transaction value,
Commissions/rates
• Engagement/Churn, MRR
Growth Rate
• MRR Churn, Revenue per
Account, Expansion/
Upselling
• Lead Velocity, Reactivation
Rate
• CLV, CAC
• Downloads, churn, DAU/
MAU
• App ratings, CAC,
Retention Rate
• Daily Sessions, Shares
• ARPDAU, CLV, CAC
• Traffic, visits, returns,
pages per visitor, Content
quality
• Ad Fill Rate, Revenue/
page or visitor, eCPM,
• Revenue per Segment,
Engagement, ratings,
comments
• Loyalty, Influencer Ident.,
Volume
Find Your North Star Metric
Your Business Model
SOURGE: LEAN ANALYTICS
30. Create a Growth Experiment
DRAW A LINE IN THE SAND
FIND A POTENTIAL
IMPROVEMENT
WITH DATA
FIND A
COMMONALITY
WITHOUT DATA
MAKE A GOOD
GUESS
DESIGN A TEST
MAKE CHANGES IN
PRODUCTION
CREATE HYPOTHESIS
MEASURE THE RESULTS
DID WE MOVE THE
NEEDLE?
YES
NO
PICK A KPI
NEXT
IMPROVEMENT
SUCCESS
PIVOT OR GIVE UP
CHANGE THE TEST
CHANGE THE
HYPOTHESIS
Execute Roadm
ap
&
Responsibilities
Goals
Identify
Opportunities
Hypothesis
& Design
Prioritise
Analyse
SOURGE: AVINASH KAUSHIK
31. Form an hypothesis
• What is the Problem you are solving and
for which target group?
• What is the observation and assumption?
• What is the proposed solution?
• Which KPI will be impacted and what is
the predicted outcome?
Growth Experiment Elements
+ =
+ ++
→ If proposed solution is successful, this KPI will increase by predicted outcome/amount,
because assumption based on observation and problem
33. Prioritisation Methodologies
Confidence Upside Ease
How many people is
the campaign reaching
compared to
alternatives (1-10)
What is the minimum
and the maximum
result the experiment
can reach? (1-10)
What is the long-term
impact, how does it
compound over time?
(1-10)
Reach
Ceiling
Time
How long does it take
to reach results?
How much external
costs? Agencies,
Software, Content, ads
etc.
How much do you or
your team need to
invest for preparation
and running?
Time
Costs
Resources
New areas you never
worked on and don’t
know anything about
Some experience and
knowledge here but
not extremely confident
A lot of experience and
are confident based on
previous campaigns/
learnings
1-3
4-6
7-10
35. Started as group in Facebook for friends
10M users.
Metrics
• OMTM: User engagement
• KPI: No of active users; no of circles with
activity
• Current: > 80% circles without activity
• Question: who is most engaged?
Segmented users
• Highest Engagement = Mothers
Hypothesis
“Moms will join, relate and engage in a
community targeted at them more and improve
active circles and engaged users by X%?”
Circle of Moms
36. Circle of Moms
Results:
• Messages 50% longer
• 115% more likely to attach a
picture
• 110% more likely to converse in
thread
• 60% more likely to accept
invitations
Pivot
• Initial huge user base drop
• User base growth
ENOUGH TO GROW
FOCUS ON MORE ENGAGED
GROUP OF USERS
WITH DATA
FIND A COMMONALITY
PRODUCTION
COMPANY REBRANDING
HYPOTHESIS
MOMS ARE MORE ENGAGED
RESULTS
MUCH BETTER
DID WE MOVE THE NEEDLE?
YES
PICK A KPI
NEXT IMPROVEMENT
SUCCESS
37. Hypothesis
“A better targeted landing page design will
improve the revenue per visitor by X“
• KPI: Revenue per visitor
• Developed and A/B tested 3 design
variations
• Winner 41% increase in revenue per
visitor
• Not focus on conversion
38. Freemium Model (Payed plans)
Main KPI
• Payed churn < 5% (Paying users who
downgrade to free or cancel)
• Engagement (Product used in the last
month)
Answers Questions:
• Does Marketing messaging work?
• Is feature development progressing in the
right direction?
• Bugs
39. Launch Hypothesis
“Our target group wants to have a Browser
experience. Offering a improved browser
solution improves engagement by X”
→ Hypothesis invalidated through
browser experiment (no engagement)
Pivot
Adding mobile applications > Success
40. • Growth = holistic effort across product, marketing and
sales
• No growth or learnings without measuring data
• Measure the right thing: Avoid bad or vanity
metrics. The right metrics aligns all teams.
• Stage and business model determines your OMTM
• Fast and metric-focused experimenting accelerates
growth. Failed experiments can be wins too.
• A good hypothesis describes a potential solution to
a problem, predicts an outcome of an experiment and
is prioritised before execution.
Business Analytics as a driver for innovation
Learnings and validation
of assumptions
Innovation through
uncovering patterns
Long-term success
→→
41. Books
• Lean Analytics
• Hacking Growth
• Web Analytics 2.0
Blogs
• Avinash Kaushik
• Andrew Chen
Articles
• Dave McClure – Startup Metrics for Pirates
• Avinash Kaushik – Lean Analytics Cycle
• a16z – 16 Startup Metrics
• a16z – 16 More Startup Metrics
Recommended Reading