10 Essential Google Analytics Reports And How They Matter to B2B Executives
Web Analytics Value Proposition For Executives
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Transcript of Web Analytics Value Proposition For Executives
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WEB ANALYTICS VALUE PROPOSITION FOR EXECUTIVES
The case for data driven website decision making
Monday, June 1, 2009
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Gut or Data?
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Gut or Data? How does your organization make website
decisions?
Monday, June 1, 2009
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Gut or Data? How does your organization make website
decisions? Gut or Data?
Monday, June 1, 2009
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Gut or Data? How does your organization make website
decisions? Gut or Data? No good data
availableNon-data based decisions to be
made
Insufficient analytical skills in employees
Lack of analytical talent
Multiple versions of the
“truth”
Monday, June 1, 2009
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Research says…
Source: Quantitative Acenture Online Survey, July 2008https://www.accenture.com/Global/Technology/Information_Mgmt/Information_Mgmt_Services/R_and_I/SurveyAchieved.htm
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Research says… Accenture surveyed more than 250 executives
in July 2008 about their companies' use of and investment in business analytics to remain competitive.
Source: Quantitative Acenture Online Survey, July 2008https://www.accenture.com/Global/Technology/Information_Mgmt/Information_Mgmt_Services/R_and_I/SurveyAchieved.htm
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Research says… Accenture surveyed more than 250 executives
in July 2008 about their companies' use of and investment in business analytics to remain competitive.
Source: Quantitative Acenture Online Survey, July 2008https://www.accenture.com/Global/Technology/Information_Mgmt/Information_Mgmt_Services/R_and_I/SurveyAchieved.htm
Monday, June 1, 2009
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Research says… Accenture surveyed more than 250 executives
in July 2008 about their companies' use of and investment in business analytics to remain competitive.
Source: Quantitative Acenture Online Survey, July 2008https://www.accenture.com/Global/Technology/Information_Mgmt/Information_Mgmt_Services/R_and_I/SurveyAchieved.htm
Monday, June 1, 2009
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Research says… Accenture surveyed more than 250 executives
in July 2008 about their companies' use of and investment in business analytics to remain competitive.
Nearly half of major corporate decisions are based on the good 'ole gut. (And that’s only what they say)
Source: Quantitative Acenture Online Survey, July 2008https://www.accenture.com/Global/Technology/Information_Mgmt/Information_Mgmt_Services/R_and_I/SurveyAchieved.htm
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Why?
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Why? 61% - No good data
available
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Why? 61% - No good data
available 55% - Qualitative
(emotional) factors
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Why? 61% - No good data
available 55% - Qualitative
(emotional) factors 23% - Insufficient
quantitative skills in employees
Monday, June 1, 2009
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Why? 61% - No good data
available 55% - Qualitative
(emotional) factors 23% - Insufficient
quantitative skills in employees
36% - Shortage of analytical talent
Monday, June 1, 2009
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Why? 61% - No good data
available 55% - Qualitative
(emotional) factors 23% - Insufficient
quantitative skills in employees
36% - Shortage of analytical talent
No good data available
Non-data based decisions to be
made
Insufficient analytical skills in employees
Lack of analytical talent
Monday, June 1, 2009
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Why? 61% - No good data
available 55% - Qualitative
(emotional) factors 23% - Insufficient
quantitative skills in employees
36% - Shortage of analytical talent
No good data available
Non-data based decisions to be
made
Insufficient analytical skills in employees
Lack of analytical talent
Multiple versions of the
“truth”
Monday, June 1, 2009
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Why? 61% - No good data
available 55% - Qualitative
(emotional) factors 23% - Insufficient
quantitative skills in employees
36% - Shortage of analytical talent
No good data available
Non-data based decisions to be
made
Insufficient analytical skills in employees
Lack of analytical talent
Multiple versions of the
“truth”
It’s the way we’ve always
done it
Monday, June 1, 2009
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So what?
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So what? Nearly three-quarters (72 percent) of respondents say
they are striving to increase their organization's analytics use. Two-thirds surveyed recognize their decision-making failings and want to reduce their dependency on their gut.
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So what? Nearly three-quarters (72 percent) of respondents say
they are striving to increase their organization's analytics use. Two-thirds surveyed recognize their decision-making failings and want to reduce their dependency on their gut.
Some key quotes from the research:
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So what? Nearly three-quarters (72 percent) of respondents say
they are striving to increase their organization's analytics use. Two-thirds surveyed recognize their decision-making failings and want to reduce their dependency on their gut.
Some key quotes from the research: “There’s a strong concern over the future lack of analytical
skilled resources.”
Monday, June 1, 2009
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So what? Nearly three-quarters (72 percent) of respondents say
they are striving to increase their organization's analytics use. Two-thirds surveyed recognize their decision-making failings and want to reduce their dependency on their gut.
Some key quotes from the research: “There’s a strong concern over the future lack of analytical
skilled resources.” "We need to move from a mass-market approach to a more
segmented, targeted approach which requires significantly more analysis.”
Monday, June 1, 2009
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So what? Nearly three-quarters (72 percent) of respondents say
they are striving to increase their organization's analytics use. Two-thirds surveyed recognize their decision-making failings and want to reduce their dependency on their gut.
Some key quotes from the research: “There’s a strong concern over the future lack of analytical
skilled resources.” "We need to move from a mass-market approach to a more
segmented, targeted approach which requires significantly more analysis.”
"Companies can become mired in the past, i.e., ‘that’s the way we’ve always done business.’ Today’s marketplace and available technology requires the ability to revamp marketing and customer service strategies.”
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So why give up on your gut?
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So why give up on your gut? To quickly react to changes in customer
demand
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So why give up on your gut? To quickly react to changes in customer
demand Increase sales
Monday, June 1, 2009
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So why give up on your gut? To quickly react to changes in customer
demand Increase sales Increase profit margin
Monday, June 1, 2009
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So why give up on your gut? To quickly react to changes in customer
demand Increase sales Increase profit margin Increase customer loyalty and retention
Monday, June 1, 2009
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So why give up on your gut? To quickly react to changes in customer
demand Increase sales Increase profit margin Increase customer loyalty and retention Improve EBITDA
Monday, June 1, 2009
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So why give up on your gut? To quickly react to changes in customer
demand Increase sales Increase profit margin Increase customer loyalty and retention Improve EBITDA
Measurement
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So why give up on your gut? To quickly react to changes in customer
demand Increase sales Increase profit margin Increase customer loyalty and retention Improve EBITDA
Measurement Accountability
Monday, June 1, 2009
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So why give up on your gut? To quickly react to changes in customer
demand Increase sales Increase profit margin Increase customer loyalty and retention Improve EBITDA
Measurement Accountability ROI
Monday, June 1, 2009
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Example
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Example A January 2008 report from Aberdeen
Group on retailers using “best in class” analytics tools and techniques increased
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Example A January 2008 report from Aberdeen
Group on retailers using “best in class” analytics tools and techniques increased Average year-over-year same-store sales by
11.7 percent
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Example A January 2008 report from Aberdeen
Group on retailers using “best in class” analytics tools and techniques increased Average year-over-year same-store sales by
11.7 percent Average profit-margin by 9.3 percent
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Example A January 2008 report from Aberdeen
Group on retailers using “best in class” analytics tools and techniques increased Average year-over-year same-store sales by
11.7 percent Average profit-margin by 9.3 percent Customer retention by 12.2 percent
Monday, June 1, 2009
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In short…
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In short… Using analytics can help you
Monday, June 1, 2009
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In short… Using analytics can help you
Understand your customers
Monday, June 1, 2009
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In short… Using analytics can help you
Understand your customers Quantify and improve marketing results
Monday, June 1, 2009
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In short… Using analytics can help you
Understand your customers Quantify and improve marketing results Make better decisions
Monday, June 1, 2009
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In short… Using analytics can help you
Understand your customers Quantify and improve marketing results Make better decisions Increase EBITDA
Monday, June 1, 2009
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On Web Analytics
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On Web Analytics In the April 2007 report "Web Analytics:
The Crystal Ball of Customer Behavior," Aberdeen found that 89% of Best-in-Class companies used, or planned to use, web analytics solutions as a method to measure corporate goals, such as improving the customer experience.
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On Web Analytics In the April 2007 report "Web Analytics:
The Crystal Ball of Customer Behavior," Aberdeen found that 89% of Best-in-Class companies used, or planned to use, web analytics solutions as a method to measure corporate goals, such as improving the customer experience. Of these top performing companies, 28%
admitted that the data delivered by a web analytics solution was difficult to interpret.
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What about “subjective” stuff?
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What about “subjective” stuff?
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What about “subjective” stuff?
Everything online is
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What about “subjective” stuff?
Everything online isMEASURABLE
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Everything is Measurable
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Everything is Measurable Example – Should I authorize my CMO to spend ½ million
dollars on a 6 month branding campaign?
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Everything is Measurable Example – Should I authorize my CMO to spend ½ million
dollars on a 6 month branding campaign? Traditional – Do campaign (or not) and then do a focus
group before and after to see if your brand appeal increased
Monday, June 1, 2009
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Everything is Measurable Example – Should I authorize my CMO to spend ½ million
dollars on a 6 month branding campaign? Traditional – Do campaign (or not) and then do a focus
group before and after to see if your brand appeal increased Answer – Yes, people are liking our brand more, or
ooops, not.
Monday, June 1, 2009
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Everything is Measurable Example – Should I authorize my CMO to spend ½ million
dollars on a 6 month branding campaign? Traditional – Do campaign (or not) and then do a focus
group before and after to see if your brand appeal increased Answer – Yes, people are liking our brand more, or
ooops, not. Problem – You don’t know until it’s over
Monday, June 1, 2009
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Everything is Measurable Example – Should I authorize my CMO to spend ½ million
dollars on a 6 month branding campaign? Traditional – Do campaign (or not) and then do a focus
group before and after to see if your brand appeal increased Answer – Yes, people are liking our brand more, or
ooops, not. Problem – You don’t know until it’s over
The Web Analytics Way – Ongoing measurement of brand keywords typed in search engines and direct/bookmarks for people who arrive at your site.
Monday, June 1, 2009
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Everything is Measurable Example – Should I authorize my CMO to spend ½ million
dollars on a 6 month branding campaign? Traditional – Do campaign (or not) and then do a focus
group before and after to see if your brand appeal increased Answer – Yes, people are liking our brand more, or
ooops, not. Problem – You don’t know until it’s over
The Web Analytics Way – Ongoing measurement of brand keywords typed in search engines and direct/bookmarks for people who arrive at your site. Answer – Authorize two months, test and optimize the
campaign, then when your “brand” index is increasing X% monthly, keep the spend going!
Monday, June 1, 2009
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Everything is Measurable Example – Should I authorize my CMO to spend ½ million
dollars on a 6 month branding campaign? Traditional – Do campaign (or not) and then do a focus
group before and after to see if your brand appeal increased Answer – Yes, people are liking our brand more, or
ooops, not. Problem – You don’t know until it’s over
The Web Analytics Way – Ongoing measurement of brand keywords typed in search engines and direct/bookmarks for people who arrive at your site. Answer – Authorize two months, test and optimize the
campaign, then when your “brand” index is increasing X% monthly, keep the spend going!
You know while it’s going on and can adjust
Monday, June 1, 2009
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Ready to lose your gut?
Monday, June 1, 2009
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Ready to lose your gut?
Here’s how to get started
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Ready to lose your gut?
Here’s how to get started Hire an experienced web analyst, or a geeky
marketer with some analytics experience, or choose an interested geek internally and send them for training.
Monday, June 1, 2009
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Ready to lose your gut?
Here’s how to get started Hire an experienced web analyst, or a geeky
marketer with some analytics experience, or choose an interested geek internally and send them for training.
Invite said geek to every decision making meeting and ask for his/her applicable data.
Monday, June 1, 2009
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Ready to lose your gut?
Here’s how to get started Hire an experienced web analyst, or a geeky
marketer with some analytics experience, or choose an interested geek internally and send them for training.
Invite said geek to every decision making meeting and ask for his/her applicable data.
Listen to their data.
Monday, June 1, 2009
![Page 65: Web Analytics Value Proposition For Executives](https://reader033.fdocuments.us/reader033/viewer/2022051411/54436491b1af9f2d0a8b491d/html5/thumbnails/65.jpg)
Ready to lose your gut?
Here’s how to get started Hire an experienced web analyst, or a geeky
marketer with some analytics experience, or choose an interested geek internally and send them for training.
Invite said geek to every decision making meeting and ask for his/her applicable data.
Listen to their data. Whenever you feel that tingle in you gut, ask
your analytics person to prove it.
Monday, June 1, 2009
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Ready to lose your gut?
Here’s how to get started Hire an experienced web analyst, or a geeky
marketer with some analytics experience, or choose an interested geek internally and send them for training.
Invite said geek to every decision making meeting and ask for his/her applicable data.
Listen to their data. Whenever you feel that tingle in you gut, ask
your analytics person to prove it. Enjoy your improved EBITDA
Monday, June 1, 2009
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Why a Web Analyst?
Monday, June 1, 2009
![Page 68: Web Analytics Value Proposition For Executives](https://reader033.fdocuments.us/reader033/viewer/2022051411/54436491b1af9f2d0a8b491d/html5/thumbnails/68.jpg)
Why a Web Analyst? Aberdeen’s “Crystal Ball” report also identified
the number one issue for organizations who are evaluating web analytics solutions:
Monday, June 1, 2009
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Why a Web Analyst? Aberdeen’s “Crystal Ball” report also identified
the number one issue for organizations who are evaluating web analytics solutions:
“There is little direction from vendors on how to maximize the use of the data for
better business decisions”
Monday, June 1, 2009
![Page 70: Web Analytics Value Proposition For Executives](https://reader033.fdocuments.us/reader033/viewer/2022051411/54436491b1af9f2d0a8b491d/html5/thumbnails/70.jpg)
Why a Web Analyst? Aberdeen’s “Crystal Ball” report also identified
the number one issue for organizations who are evaluating web analytics solutions:
“There is little direction from vendors on how to maximize the use of the data for
better business decisions”
Monday, June 1, 2009
![Page 71: Web Analytics Value Proposition For Executives](https://reader033.fdocuments.us/reader033/viewer/2022051411/54436491b1af9f2d0a8b491d/html5/thumbnails/71.jpg)
Why a Web Analyst? Aberdeen’s “Crystal Ball” report also identified
the number one issue for organizations who are evaluating web analytics solutions:
“There is little direction from vendors on how to maximize the use of the data for
better business decisions”
Monday, June 1, 2009
![Page 72: Web Analytics Value Proposition For Executives](https://reader033.fdocuments.us/reader033/viewer/2022051411/54436491b1af9f2d0a8b491d/html5/thumbnails/72.jpg)
Why a Web Analyst? Aberdeen’s “Crystal Ball” report also identified
the number one issue for organizations who are evaluating web analytics solutions:
“There is little direction from vendors on how to maximize the use of the data for
better business decisions”
Monday, June 1, 2009
![Page 73: Web Analytics Value Proposition For Executives](https://reader033.fdocuments.us/reader033/viewer/2022051411/54436491b1af9f2d0a8b491d/html5/thumbnails/73.jpg)
Why a Web Analyst?
Monday, June 1, 2009
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Why a Web Analyst?
Monday, June 1, 2009
![Page 75: Web Analytics Value Proposition For Executives](https://reader033.fdocuments.us/reader033/viewer/2022051411/54436491b1af9f2d0a8b491d/html5/thumbnails/75.jpg)
Why a Web Analyst?
Monday, June 1, 2009
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Why a Web Analyst?
Monday, June 1, 2009
![Page 77: Web Analytics Value Proposition For Executives](https://reader033.fdocuments.us/reader033/viewer/2022051411/54436491b1af9f2d0a8b491d/html5/thumbnails/77.jpg)
Why a Web Analyst?
Monday, June 1, 2009
![Page 78: Web Analytics Value Proposition For Executives](https://reader033.fdocuments.us/reader033/viewer/2022051411/54436491b1af9f2d0a8b491d/html5/thumbnails/78.jpg)
Why a Web Analyst?
Monday, June 1, 2009
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What you and your analyst should be doing…
Monday, June 1, 2009
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What you and your analyst should be doing…
Define Objectives
Monday, June 1, 2009
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What you and your analyst should be doing…
Define Objectives Map Objectives to Site
Monday, June 1, 2009
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What you and your analyst should be doing…
Define Objectives Map Objectives to Site Look for Opportunities
Monday, June 1, 2009
![Page 83: Web Analytics Value Proposition For Executives](https://reader033.fdocuments.us/reader033/viewer/2022051411/54436491b1af9f2d0a8b491d/html5/thumbnails/83.jpg)
What you and your analyst should be doing…
Define Objectives Map Objectives to Site Look for Opportunities Set Targets and Segment Audience
Monday, June 1, 2009
![Page 84: Web Analytics Value Proposition For Executives](https://reader033.fdocuments.us/reader033/viewer/2022051411/54436491b1af9f2d0a8b491d/html5/thumbnails/84.jpg)
What you and your analyst should be doing…
Define Objectives Map Objectives to Site Look for Opportunities Set Targets and Segment Audience Test the Change!
Monday, June 1, 2009
![Page 85: Web Analytics Value Proposition For Executives](https://reader033.fdocuments.us/reader033/viewer/2022051411/54436491b1af9f2d0a8b491d/html5/thumbnails/85.jpg)
What you and your analyst should be doing…
Define Objectives Map Objectives to Site Look for Opportunities Set Targets and Segment Audience Test the Change! Measure Results & Optimize
Monday, June 1, 2009
![Page 86: Web Analytics Value Proposition For Executives](https://reader033.fdocuments.us/reader033/viewer/2022051411/54436491b1af9f2d0a8b491d/html5/thumbnails/86.jpg)
What you and your analyst should be doing…
Define Objectives Map Objectives to Site Look for Opportunities Set Targets and Segment Audience Test the Change! Measure Results & Optimize
Repeat
Monday, June 1, 2009
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What you and your analyst should be doing…
Define Objectives Map Objectives to Site Look for Opportunities Set Targets and Segment Audience Test the Change! Measure Results & Optimize
Repeat
Repeat
Monday, June 1, 2009