The Conversion Maturity Model: A Roadmap to Profitability
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Transcript of The Conversion Maturity Model: A Roadmap to Profitability
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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
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M O R E T H A N
s i n c e 2 0 0 2
1200 CLIENTS
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The Conversion Maturity Model
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The Four Dimensions
Who -‐ People & Structure
How – Tools & Technology
What – Measurement & Accountability
Why – Process & Culture
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The Four Stages
IV – Advanced III -‐ Intermediate II -‐ Basic I -‐ Unop$mized
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Who – People & Structure
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GeRng a seat at the grown-‐up table
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Unop$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$on volumes • Most website changes need assistance & approval from IT
Who -‐ People & Structure
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Basic
• Some full-‐$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$ng • Main site design, messaging, and structure are s>ll largely under control of brand/marke>ng
(with support from IT)
Who -‐ People & Structure
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Intermediate
• There is a formal CRO team with full-‐$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
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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
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How – Tools & Technology
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Having the right tools to go faster
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• 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
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• 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$ng (without a deep diagnos>c phase
focused on visitor needs)
How – Tools & Technology
Basic
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• All websites are in commercial content management systems • Technology plaYorms are standardized across divisions • Some qualita>ve and quan>ta>ve diagnos>c tools are used company-‐wide • Split and mul>variate tes$ng tools are used rou$nely by small teams • Some split tests are segmented by traffic source or other single parameters • Marke$ng automa$on systems and CRM systems are in place but are not integrated into
the tes>ng • Some longer-‐term prospect and client behaviors (e.g. trial comple>on, re-‐subscrip>on rates,
client surveys and research studies, and life>me value es>mates) are provided to CRO team upon request by other departments
How – Tools & Technology
Intermediate
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• All websites are in commercial content management systems and integrated with CRM, marke$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$cally deployed (and back-‐tested on a con>nual basis
to ensure sustainable improvements) • All web-‐facing experiences are easily reconfigurable and can be rapidly tested
How – Tools & Technology
Advanced
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What – Measurement & Accountability
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Tracking the right metrics & reac$ng quickly
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• 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$mized
What – Measurement & Accountability
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• Repor>ng of key metrics is done via near-‐real-‐$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
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• 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$ve departments (and
changes oaen require a quan>ta>ve proof)
Intermediate
What – Measurement & Accountability
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• Repor>ng of key metrics is done via near-‐real-‐>me dashboards • Automa$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
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Why – Process & Culture
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Who controls your company’s des$ny?
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• There are no formal processes for CRO • Marke$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
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• 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$ve management awareness of CRO, but not much ac>ve support
(championing of projects or ini>a>ves) • There are turf issues between accountability-‐driven teams and brand/marke>ng
Basic
Why – Process & Culture
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• There are formal processes for tac$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$ve management awareness of CRO, and some ac>ve support for
projects or ini>a>ves that are on a long-‐term roadmap created by execu>ve management • Web visitor behavior and the results of CRO ac>vi>es are informally fed back to marke>ng to
revise value proposi>ons and product offerings
Intermediate
Why – Process & Culture
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• There are ongoing and largely automated processes for tac$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
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Final Thoughts
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Not all dimensions will be at the same stage
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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
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