How to achieve the best combination of website analysis and optimization team

In the past, we have combined the teams within the advertising company in several different ways, while also referencing the patterns of other enterprise portfolio teams. Some modes work very well, while others are not very successful.

Earlier, many network teams were in the IT department, because people thought the magic of pure technology could build websites. Over time, many companies have broken the practice of putting online teams together, and some have even established independent businesses.

Many enterprises have found that the network is an important marketing tool, so it integrated into the marketing department. The network is an important marketing tool, the enterprise now realizes that the network and the enterprise's many departments have the correlation, should with several departments combine.

There are different ways to integrate network actions. In one case, the network team can exist as an independent department that identifies its strategy and activities by a management committee representing the different sectors of the enterprise.

Today, we look at the benefits of integrating network analytics with the site optimization team. You know, it has to do with whether you have a good staff, whether the staff have their own duties and so on.

If you analyze and optimize your team in the house, focus on the data, and test ways to improve your personal web pages, there is a big risk that you don't know how other businesses work. They must understand why customers buy, why they are negligent, and what is the key point of sale. It is very limited in its value if only a meeting is held to illustrate their findings, without a holistic discussion.

This approach is more appropriate to the optimization department than the analysis department, which revolves around the company's brand standards. It may be specific to the wording and design elements, etc.

The optimization team must understand the brand standards and maintain continuity when the right person is required to test the adjustment. A team should know beforehand what these standards are. The team should be aware of this standard and be able to test the adjustments.

Unless you know what these standards are, you can't effectively collaborate with them and launch a counterattack if needed.

Typically, network analytics and optimization teams focus on online channels that they don't pay attention to offline. This may include other media campaigns, offline promotions, PR campaigns, social events, etc.

All of these actions can affect people's activities on your site or how people think about your site. Without this foresight, you will lose a lot of opportunities.

Analysis and optimization should be related to the enterprise's overall goals, network goals, important activities and so on. The analysis team should focus on analyzing the most important activities and the Web channel that helps the network team. Without this, your analysis may be focused on secondary areas. Optimization, is the same reason.

Because all resources are limited, make sure that the optimization effort is focused on testing, focusing on improving the most influential areas of the network, and linking to key goals and activities.

Consolidation and tuning can be achieved regardless of where the team is located in the enterprise. For those who want to really impact your business, they must be seen as part of the core team.

Below, we discuss the importance of integrating network analysis and site optimization teams.

-Understand the flexibility of the business;

-Understand brand and network standards;

-Understand what is happening online and offline.

Now, let's analyze some of the risks that you face if you integrate too much and lose the Web site optimization and network analytics value. Of course, this cannot be an excuse to avoid consolidation, but it helps to ensure your long-term success.

When you integrate these teams into other businesses, there are three common scenarios that can occur when dealing with excess:

--Too close to the business. This situation is often overlooked, but it is a matter of concern. Some people put the business too close so that they can't see the different ways. If you always describe a product in one way or always have someone register to collect information, you may not consider different approaches. Most likely, you are surrounded by people who are too integrated. We often hear, "we need people who really understand the industry."

If too much integration, people are sometimes worried about getting opportunities and failing. Even if testing is a mission, they are worried about interrupting their position. What worries them most is that they will not be able to get the perfect result when they readjust the site or upgrade the site. They don't want to show the rest of the network team.

Another common scenario is that the optimization team is limited to one area. This limitation may be related to site classification, brand standards, etc.

We analyzed the importance of consolidation and the risk of excessive integration, so what is the answer? What does moderate integration and partial integration look like?

The answer is not how to integrate, but in the transformation of culture. This means adjusting the way the enterprise moves, initiating new content or designing, is not based on the easiest or safest, but on the most potential impact on the business. This means that the business executives will support the network team. Integration is critical, but changing the corporate culture and changing the team's model of improving the site are equally important.

Author Introduction

Jason Burby

Zaaz is the chief analyst and SEO director of the organization. Zaaz is a network business consulting firm that provides data-type business solutions for long-term partners across the United States, using scorecards, A/b tests, tool configurations, and other technology handsets for market analysis. He has worked with Microsoft, Sprint, Alaska Airlines, T-mobile and many other companies. He is also one of the co-Chairmen of the METRICS/KPI Committee of the Network Research Association.