Beth Granter stats that matter workshop - 23 april 2014
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This document discusses achieving meaningful measurement through integrated dashboards framed around the customer decision journey. It begins with many organizations starting from a place of multiple spreadsheets and ad-hoc reporting. The first steps involve connecting KPIs to objectives and reporting metrics in the context of awareness, action, and advocacy stages. The goal is to create live, multi-channel dashboards with metrics tied to KPIs and objectives that are customer-focused rather than platform-focused. Common challenges include having multiple separate reports and limited priority/engagement with digital metrics. Attribution modelling is also tentatively explored to better understand impact across channels.
Beth Granter stats that matter workshop - 23 april 2014
- 1. A journey to meaningful measurement Stats that matter Beth Granter April 2014 @bethgranter brilliantnoise.com
- 2. A journey to meaningful measurement - How to achieve live integrated dashboards framed by customer decision journey - From a starting point of multiple spreadsheets, ad-hoc reporting - Organisational implementation - Challenges - What’s next?
- 6. The customer (or campaigner, or fundraiser) decision journey Model first published Harvard Business Review Mckinsey & Co’s Consumer Decision Journey Model (or take campaign action, or donate)
- 7. Awareness Action Advocacy Traffi c Bounce-rate View s Uniques Sign-ups Com m ents Dow nloads Tim e w atching In-bound links Recom m endations M entions Positive sentim ent Engagement Scale and control Returns Purchases M edia uploads Fans& follow ers Blog posts Engagement Low effort / cost High effort / cost The three As
- 9. Multi channel integrated dashboards - Multiple users - Live data - Meaningful as connected to KPIs - Actionable as each metric challenged - CDJ simplified (Awareness, Actions, Advocacy) - Customer focused not platform/channel focused
- 14. Where many start their journey - No measurement framework - Ad-hoc digital stats reporting - Multiple spreadsheets - Reporting not tied to KPIs - KPIs not tied to objectives
- 15. First steps - Connect KPIs to objectives - E.g. Objective: increase reach of brand content KPI: website visits, Facebook reach, Twitter followers, email opens - E.g. Objective: increase advocacy KPI: NPS, Facebook shares, retweets
- 16. Multi-channel Report metrics in context of awareness, action and advocacy stages of CDJ
- 17. Multi-channel
- 18. Multi-channel
- 19. Social insights Additional, separate monthly social report based on Brandwatch data, provided as PDF document
- 20. Mid level progress - Partial measurement framework - KPIs tied to objectives - Integrated multi-channel spreadsheets (sales, membership, email, social, website) - Monthly stats and insights reporting - Reporting still not tied to KPIs and not all actionable
- 22. Actionable metrics - Ask the question, “what action should I take as a result of this metric going down?” - If unknown, what is the purpose of reporting on the metric? - What knowledge will you gain about customer behaviour as a result of knowing about that stat? - Many stats don’t tell a clear story e.g. bounce rate
- 23. Rationalising metrics - What stage of the CDJ are we measuring? - What channel are we measuring? - What is the metric? - Do you need daily/weekly/monthly data points? - Where does the data come from?
- 24. Rationalising metrics - Is there an API where you can get the data from? - What will this metric tell us? - Is this metric covered by another metric you’re already reporting on? - How often do you need to look at this metric?
- 25. Rationalising metrics - What action could you take as a result of this metric going down (or up)? - What impact would that action have on the organisation? - Based on all of the above, what’s the value of this metric out of 5? - Would this metric be useful to others in the organisation, not just centrally?
- 26. Picturehouse Cinemas: rationalising metrics - Start with the customer decision journey - Define organisational objectives based on CDJ - Derive departmental objectives from organisational - Define KPIs from objectives - Check relevance rationalising metrics
- 28. Live data, daily data points - Live data means you can be more responsive. Monthly reports sometimes provide the information when it’s too late to act. - Daily data points mean you can see exactly when something happened, rather than a broad trend. This makes it easier to understand why numbers changed.
- 29. Customer before platform - Presenting reports with data grouped by phase of the customer decision journey rather than by channel better reflects the user experience - Makes recommendations / actions customer focused - Makes your organisation customer focused
- 30. Advanced measurement & reporting (reminder) - Multi-channel integrated dashboards - Multiple users (building a culture of data) - Live data - Meaningful as connected to KPIs - Actionable as each metric challenged (avoid vanity metrics!) - CDJ simplified (Awareness, Actions, Advocacy) - Customer focused not platform/channel focused
- 31. Detail remains in platform specific tools
- 33. Common challenges - Multiple reports remain - Competing priorities of different reports, limited time - Priority of social/digital culturally (“what’s the impact on the bottom line?”)
- 34. Goals - Create a unified dashboard: incorporate sales data with website, social, online - Prove (some of) the value of social (attribution modelling), to increase priority of social/digital culturally, and improve engagement with data - Regularly re-evaluate how actionable the insights really are around each metric
- 35. Some final thoughts… - In itself, reporting is unlikely to drive a cultural change - Make data/stats central to people’s roles and reviews - Ensure reports are highly valuable and actionable, not just box checking - Less is more – start with minimum essential metrics to get reporting embedded - Keep metrics framed in context of why they’re important e.g. what organisational objective do they relate to?
- 36. Summary - Start with the customer decision journey - Define organisational objectives based on CDJ - Derive departmental objectives from organisational ones - Define KPIs from objectives - Present data in terms of CDJ (customer focused not platform focused) - Integrate channel data where possible - Check relevance – what are you going to do about it? If unsure, cross reference with assumed ideal actions (but don’t start with these) - Keep detail in channel specific tools
- 38. Tentative steps in attribution modelling - Consider impact of online on offline sales (voucher codes) - Google Analytics: multiple touch points not just last visit conversion
- 39. Tentative steps in attribution modelling Google Analytics: multiple touch points not just last visit conversion
- 40. Tentative steps in attribution modelling
- 41. Tentative steps in attribution modelling
- 42. Tentative steps in attribution modelling
- 43. The end! Questions? Stats that matter Beth Granter April 2014 @bethgranter brilliantnoise.com