Tools Don’t Matter – Duane Schutz – Vice President – Internet Marketing – Xerox
Duane went into what he learned in the first day of the Emetrics Summit where he listened closely to what others were saying (much of which I covered yesterday). This is his first Emetrics Summit – he referred to himself as a “new comer”.
Xerox at a Glance – 15 Billion Dollar Company
We’re a shared service for the entire company. Millions of visitors/month, 160 countries, 2 technology platforms, Portland OR, Rochester NY, Uxbridge UK. Headquartered in Portland OR.
We have a very agile group – we don’t write down requirements
8th registered domain name on the internet – we were the 3rd node on the “internet”.
2003 – Day to day activities prioritized by list of projects
- Key accomplishments focused on platform implementations
-Complex strategy articulation
-Trade-offs tough to make
In was also difficult to figure out where we were going. Our business articulation document was 67 pages long and I was having a hard time understanding it (came into this area in 2004). What Jim said yesterday resounded with me – do you know what your site is for.
Me: I got the impression Xerox uses log files and use an Oracle Database and pull all the data out of it –don’t have a web analytics solution .
We need more tools
Analytics an afterthought
Strong desire for new tools
Metrics team continually hammered with unexpected, ad hoc requests, yet fundamental.
Why are we here?
- Primary direction was established = Drive revenue growth = simple and aligned with company strategy.
Setting the Table
- Segregate into 6 buckets and only care about 2 – we want to know how many people who come to the site are thinking about buying something. We had come up with the definition of “positive service”
o Steps to a new dashboard
§ Establish key measures
§ Develop Data Collection Process
§ Design Visualization
§ Begin dashboard production
Artist – that’s where the artist comes in – how do you make that information understood to people who need to see it. Had to have people - trained in this – invested in it. If you can’t see, in plain language, from the point of view of the business owner, how do you expect them to take action?
Visitors
CTR/Next Clicks
Marketing traffic
Positive Actions
We started conversations about the dashboards
Old Model - Build and Measure
New Model – Measure and Improve.
We talk what we can do about this - don’t tell the executives what to do – we layout the 3 or 4 important choices and let them choose. That’s a key thing
Something Marshall needs to learn about, by the way – I can’t tell you how often I am telling my clients, especially the house plan architects – what to do. If I learn anything from Duane Schutz – it’s to give people choices and let the architect chose what they want to do.
Year on year improvements
Traffic Up by 20%
- Positive actions up 75%
- eCommerce revenue up 50%
- Analytics initiates actions
- Dashboards are propagating
Another Xerox Metrics Story - FreeColorPrinters.com
Started in 1999 as a new venture, at launch 13 metrics were identified with daily focus on analytics and extremely high growth resulted.
Lean Six Sigma and Xerox.com
Emetrics and Lean Six Sigma make natural partners
Xerox Global Service inquires nearly 400% increase in leads within 6 months.
Analytics across Xerox
Strategy development / fact base
Marketing dashboarding / ROI
Channel development and expansions
Finance scorecarding
Xerox Lean Six Sigma
Have a Corporate Marketing Dashboard
- Channels evolve
- Use metrics and analytics to understand channels
- Channel development and expansion
- Finance scorecarding
- Xerox Lean Six Sigma – had a HUGH impact on the firm – we have thousands of projects running on a yearly basis and all are successful.
What we have learned.
- Clarity of purpose
- Identify the questions
- Packaging and synthesis – Empathy – Synthesis – The Artist
- Discussion drives action (Face Time with people to run the business – we can hang out with any senior exec at Xerox)
- Executive audience
- OK –Maybe Tools do matter.
Question about who produces and packages the metrics and to arrange and lead the discussion. We don't have the analysts doing that - we have a strong corporate strategy team and maybe it's also helped by me working in strategy. We call this a Web Marketing Manager.
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