This article is a summary of Steve Jackson and Vincent Kermorgant's presentation during the Omniture Summit in London on April 21st 2009.
Steve Jackson, a well known blogger and Web Analytics consultant to some of the worlds’ biggest companies, took us through an 8 step process designed to show what’s needed in an organisation to get the best from the Analytics investment. In big companies, it’s a change management programme and Vincent Kermorgant a Senior Web Analyst at Nokia discussed how Nokia built up their own culture and came up with the same processes as described by Steve Jackson.
Key messages:
- The following maturity model has been used at Nokia:
Level 0: customer data ignored.
Level 1: some value of concept data acknowledged (initial visibility via KPI reporting)
Level 2: management based on facts i.e. consumer data (touch point reporting established and service personalization)
Level 3: consumer-analytics driven management and operations
Level 4: some opportunities leveraged Nokia-wide (cross-nokia targeting, up/cross sell and traffic generation)
Level 5: major opportunities leveraged Nokia-wide (personalized content)
- To move from one level to another level, you must comply with all levels (Business use, data set, people and process, tools and architecture, data quality & privacy compliance).
- The 8 step process toward a data-driven culture:
1. Urgency,
2. Led top down,
3. Vision,
4. Communication,
5. Actionable,
6. Quick wins,
7. Continuous Organizational Improvement
8. Routinely used.
- Urgency has to be present. Without a sense of urgency, you won't get management buy-in. Create it. For instance: what are your competition doing while you don't do analytics? IF you don't do this in the next months/years, what will happen?
- Has to be led top town. Speak the CEO's language: $$$ instead of bounce rates. Transmit urgency. Create awareness with the tools. In 2008, Nokia established the Customer Data & Integration Program (CDIP) to build consumer data into a strategic asset: 3 years program, centrally funded and reporting to top management, guided by a steering group including all business parties, more than 50 persons (internals and externals).
- Vision (with analytics at the core): the vision shouldn't be about analytics, the vision should be great than that. But, in order to support and deliver the vision, you need to have an analytics approach based on the customer needs and behaviors.
- Internal communication: communication is of course important, but it should be targeted (for instance, communicate only on the KPIs that are relevant to the users). Communicate the urgency "we need improvement in these results in 3 weeks". Communicate also what is happening in the market place.
- Actionable: you need to build a cycle of analysis of analysis and action. Nokia is using the AECR model (Acquire, Engage, Convert and Retain). Scorecards are preferred to reports (that nobody reads anyway).
- Quick wins: these should be planned and monetized.
- Continuous organizational improvement: create roles that support analytics. Reward passion and create incentives to find business insights.
- Routinely used: one of the main challenges is to ensure that the web analytics approach becomes part of the day-to-day processes of the company on the long run.
Note: this post has been written live. Please excuse any typos and brievety.
