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May 10, 2007

Google Analytics V2 - Jeffrey Veen Podcast

Veen3.jpgWhile at the emetrics conference earlier this week I had the chance to sit down with Jeffrey Veen, just a few minutes after he unveiled Google Analytics Version 2 to the world. I recorded our conversation and am pleased to present our first PodCast™ below.

Jeffrey is UI Design Manager at Google, formerly of Adaptive Path, and author of The Art & Science of Web Design. Jeffrey is very well known and respected for his design work, and his impact is very clear in the fantastic UI advances in the new GA version.

In our 12 min talk, we covered:

  • The design and usability goals and process they used to improve them
  • The presentation of 'related data' on report screens
  • New segmentation abilities
  • Report distribution features
  • New date selection and data-range features

Before you listen, I must admit that it sounds very much like I called him Jeffrey Been (which I may have although I knew his name long before that day - if so offer my apologies) but I assure you his name is Jeffrey Veen.

To listen, either click the Play button or download the MP3.

-- Download the MP3 --

I've had only a few minutes with the new version myself since then, and hope to share some more thoughts soon. There is extensive coverage from other bloggers, including a pretty detailed look from Avinash Kaushik. UPDATE: Full round-up of coverage is here.

May 5, 2007

Al Gore & Conversion Rates

Finding the cartoon below in my reader this morning, along with the insightful comment by Ben at Church of The Customer, and I immediately thought of a host of recent conversations regarding conversion rate improvement.

avoidance.gif

Neither clear proof (low revenues) nor documented causation (fall-out reports) seems able to push the site managers (or their CEO’s) to make a priority of the kind of action required to fix the problem.

There is one important difference: it’s not denial, competitive interests, or selfishness that is stopping them. It’s some combination of not wanting to touch the website because modifications often have such technical complexity, not having any staff or budget allocated to modifying the site (because you only do that during redevelopment projects, right?), and the complete lack of a ‘measure-test-improve’ attitude towards the site and its architecture or content.

Interestingly some of these same organizations do have that attitude towards their traffic acquisition activities. But even in the face of huge potential revenue improvements, the idea of testing changes to the site (and certainly the shopping cart) is met with reluctance and resistance if not outright dismissal.

Conversion rate improvements are the next great land rush for online marketers. They should start setting expectations within their organizations that web development isn’t an occasional project it’s an ongoing process. This means that ecommerce platform vendors and IT depts. need to figure out how to assist rather than prevent. And budgets and headcount expectations need to reflect the required planning, implementation, measurement, and analysis.

It’s not going to be economically feasible to do business online with bounce rates in the 50%-60% range, and shopping cart abandonment rates above 25% for very much longer because those with higher conversion rates will continue to drive up the price of paid search terms and other traffic sources. Pretending the change isn’t coming is not a recommended strategy.

May 3, 2007

When Analytics Don't Compute

If website analytics are such powerful tools which reveal truth and/or insight into online marketing, why is everyone so reluctant and even resistant to using them as a central part of their daily routine? Why does using these tools feel like such a chore?

As something of an analytics nut, I’m in some ways amazed at how active online marketers seem to view and treat a dip into their analytics package with the zeal usually reserved for a trip to the dentist or doing your taxes. One would think that marketers couldn’t help but check these ‘scorecards’ nearly constantly to see how they’re doing, catch mistakes early, figure out how to improve, etc. But it seems that analytics are treated (in terms of actual use not conceptual approval) like a necessary evil rather than an exciting or empowering experience.

I’ve come to the conclusion that it’s because the marketers are process centered and the analytics tools are data centered. The marketers want a nice comfortable chair to sit in and the analytics software keeps handing them some sticks, a box of nails, a hammer and a roll of fabric. That may be ok if you have a carpenter (or an analyst) around, but it gets tiring when it happens every time you want to sit down.

There are too many levels of ‘translation’ necessary to get from the process I’m thinking about relative to my SEM campaign, website content update, or client segmentation issue to how the information in these reports tells me anything near a complete picture.

I want to know how the new SpiderMan-3 keywords are doing relative to our spidy-pajama bottoms and lunch boxes. As a product manager or marketer, or even a search marketer, this means what I’d like to see is a quick snapshot summary of the spend, traffic, and results for the related keywords, how these visitors used my site (consumed or interacted with pages and content), who they were (how many were first time visitors vs frequent buyers) and how purchasers really behaved (what else they bought in the same order, over time what they came back and bought later, how their basket size compared to other current product groups or promotions), and maybe a few more things. That’s a lot of stuff, but I spent some money, dedicated some time, and I want to know what happened.

Does a non-analytics-expert have any chance of getting the answers to those questions using today’s analytics software? Could even a moderately experienced analyst get the majority of these answers in less than 30 minutes?

PPC-tracking, path analysis, segmentation controls, lifetime value information, fallouts and revenue analysis are distinct in terms of how analytics software tracks data and present reports. Many of these data elements cannot be joined or cross-referenced in any way within the current interfaces. Analysts know and (begrudgingly) accept this. Non-analysts are surprised and appropriately befuddled by those facts.

PS: I’m heading out to emetrics.org in SF next week, where I look forward to righting all these wrongs with my vendor friends, and drinking to the challenges we must endure with the analysts.