The document discusses the importance of analytics in business, emphasizing the need for effective measurement metrics to track progress and growth. It highlights the integration of tools like Google Analytics and the concept of Lean Analytics, which focuses on building, measuring, and learning. Additionally, it introduces various analytics frameworks and the significance of identifying the 'one metric that matters' for a business.

1. Lean
Analy)cs
@LucaBastos
ThoughtWorks

2. TDC2013
-­‐
Florianópolis
Trilha
Empreendedorismo
25/05/2013

3. Luca Bastos,
conhecido apenas na família e pelo gerente do
banco como Luiz Arnaldo de Gusmão Bastos.

4. Luca Bastos,
conhecido apenas na família e pelo gerente do
banco como Luiz Arnaldo de Gusmão Bastos.
Empreendedor por 17 anos e dev do tempo da
Carochinha.

5. Luca Bastos,
conhecido apenas na família e pelo gerente do
banco como Luiz Arnaldo de Gusmão Bastos.
Empreendedor por 17 anos e dev do tempo da
Carochinha.
Eterno aprendiz. Fazer com paixão, aprender e
compartilhar sempre.

6. Luca Bastos,
conhecido apenas na família e pelo gerente do
banco como Luiz Arnaldo de Gusmão Bastos.
Empreendedor por 17 anos e dev do tempo da
Carochinha.
Eterno aprendiz. Fazer com paixão, aprender e
compartilhar sempre.
Minha receita de vida que sigo aplicando na
ThoughtWorks Brasil.

8. hBp://join.thoughtworks.com

9. Let’s
talk
about
analy)cs

10. Business
Analy:cs
-­‐
Where
money
comes
from
-­‐
How
much
things
cost
-­‐
How
many
customers
you
have
-­‐
The
effec)veness
of
your
customer
acquisi)on
strategies,
etc.

11. Business
Analy:cs
-­‐
Where
money
comes
from
-­‐
How
much
things
cost
-­‐
How
many
customers
you
have
-­‐
The
effec)veness
of
your
customer
acquisi)on
strategies,
etc.

12. •
The
whole
world
is
inves)ng
in
analy)cs
now

13. •
The
whole
world
is
inves)ng
in
analy)cs
now
•
TW
is
taking
a
unique
approach
with
data
scien)sts
doing
exci)ng
work
using
Agile
Analy:cs.

17. Disclaimer:
"There
are
three
kinds
of
lies:

18. Disclaimer:
"There
are
three
kinds
of
lies:
lies,
damned
lies
and
sta)s)cs.”
Mark
Twain

19. Let’s
start

20. The
easiest
thing
to
do
is
to
integrate
in
Google
Analy:cs
with
a
snippet
of
javascript
code
See
Establish
a
Standard
Measure
of
Progress

21. Instantly,
you
have
hundreds
of
numbers
to
ponder
over.

22. Instantly,
you
have
hundreds
of
numbers
to
ponder
over.
You
log
in
mul:ple
:mes
a
day
scanning
your
page
views,
traffic
sources,
visitor
demographics,
etc.

23. But
these
numbers
don't
tell
you
how
to
make
your
product
beHer.

24. You
start
drowning
in
a
sea
of
informa:on
but
find
yourself
no
closer
to
knowing
if
your
product
is
geIng
beHer
or
worse

26. Disclaimer
2:
Most
of
the
content
that
follows
are
direct
from
the
great
book
Lean
Analy)cs
by
Allistair
Croll
and
Ben
Yoskovitz,
the
best
reference
I’ve
read.

27. Lean
Analy:cs
Is
about
measuring
progress
through
the
Lean
Startup
process
of
Build
-­‐>
Measure
-­‐>
Learn

29. Lean
Analy:cs
Is
about
tracking
the
metrics
that
are
cri:cal
to
your
business

30. Lean
Analy:cs
Is
about
tracking
the
metrics
that
are
cri:cal
to
your
business
at
each
stage
of
growth

31. What
Makes
a
good
Metric?

32. A
good
metric
is
compara:ve

33. A
good
metric
is
understandable

34. A
good
metric
is
a
ra:o
or
a
rate

35. A
good
metric
changes
the
way
you
behave

36. 8
vanity
metrics
to
watch
out
for

37. Number
of
hits

38. Number
of
hits
Number
of
page
views

39. Number
of
hits
Number
of
page
views
Number
of
visits

40. Number
of
hits
Number
of
page
views
Number
of
visits
Number
of
unique
visitors

41. Number
of
hits
Number
of
page
views
Number
of
visits
Number
of
unique
visitors
Number
of
followers/friends/likes

42. Number
of
hits
Number
of
page
views
Number
of
visits
Number
of
unique
visitors
Number
of
followers/friends/likes
Time
on
site/number
of
pages

43. Number
of
hits
Number
of
page
views
Number
of
visits
Number
of
unique
visitors
Number
of
followers/friends/likes
Time
on
site/number
of
pages
Emails
collected

44. Number
of
hits
Number
of
page
views
Number
of
visits
Number
of
unique
visitors
Number
of
followers/friends/likes
Time
on
site/number
of
pages
Emails
collected
Number
of
downloads

45. Tes)ng
Usually
involves
comparing
two
things
against
one
another

46. Tes)ng
Usually
involves
comparing
two
things
against
one
another
through
segmenta)on,
cohort
analysis,
or
A/B
tes)ng

47. Segmenta)on

48. Segmenta)on
Is
simply
a
group
that
shares
some
common
characteris:c

49. Cohort
analysis

50. Cohort
analysis
Is
a
group
that
shares
some
common
characteris)c
…

51. Cohort
analysis
Is
a
group
that
shares
some
common
characteris)c
during
a
par)cular
:me
span

52. A/B
and
mul)variate
tes)ng

53. A/B
and
mul)variate
tes)ng
Two
versions
(A
and
B)
are
compared,
which
are
iden)cal
except
for
one
varia:on
that
might
impact
a
user's
behavior

54. Four
ways
of
slicing
users
into
sub-­‐
groups
and
analyzing
or
tes)ng
them

55. AARRR
Analy)cs
Frameworks
by
Dave
McLure’s

56. Dave
McLure’s
Pirate
Metrics

57. Dave
McLure’s
Pirate
Metrics

58. Dave
McLure’s
Pirate
Metrics

59. Dave
McLure’s
Pirate
Metrics

60. Dave
McLure’s
Pirate
Metrics

66. Other
analy)cs
frameworks
Eric
Ries’s
Engines
of
growth
Ash
Maurya’s
Lean
Canvas
Sean
Ellis’s
Startup
growth
Pyramid
Stages
&
gates
(book
Lean
Analy)cs)

67. The
most
important
concept

68. One
Metric
That
MaBers
Finding
the
right
thing
to
track
at
the
right
:me

69. One
Metric
That
MaBers
Finding
the
right
thing
to
track
at
the
right
)me,
based
on
the
type
of
business
you
are
in

70. One
Metric
That
MaBers
Finding
the
right
thing
to
track
at
the
right
)me,
based
on
the
type
of
business
you
are
in
and
the
stage
you
are
at.

71. Four
reasons
why
you
should
use
the
One
Metric
That
MaHers

72. It
answers
the
most
important
ques:on
you
have

73. It
forces
you
to
draw
a
line
in
the
sand
and
have
clear
goals

74. It
focuses
the
en:re
company

75. It
inspires
a
culture
of
experimenta:on

76. References

77. Q
&
A