Website Analysis: E-business key digital Optimization Online section (PART I)

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"One sentence per issue"

No numbers and no analysis, no e-commerce.

Objective】

Engaged in e-commerce work for some time, found that their ideas for the data has changed a lot. In the past, we took foreign theories and then stood on the bank of the river, pointing at the people swimming in the river. Today, when you jump into the river, it's a totally different feeling. On the one hand, the river is icy cold, on the other hand, it is beginning to understand why people in the river used all kinds of "weird posture" to fight. This article, I was in Hangzhou to participate in CAR product awareness teacher, "Intellectual business Road, the West Lake Autumn School" activities of the speech finishing, but also recorded my "feeling in the river."

Body】

This is a big, hard question that every electric trader will ask-how can I optimize the key figures in my business?

I also face this problem--there are hundreds of kinds of questions, not tens of thousands of different kinds of answers. The optimization of key business figures, there is no fixed strategy, so there is no fixed answer, but it is not without trace, but there are chapters of the law. In fact, these methods do not need you to go to the beginning of the exploration, the predecessors have already prepared a lot of nourishment, only you have the heart to follow.

Even so, let us first look at what our predecessors have given us this nourishment.

Critical first Step

What is the first step in optimizing E-commerce key numbers?

To be funny, the answer to this question is--what is the key number of E-commerce? But that's a serious answer, and of course, it's a serious question.

Analysis is not analyzed for analysis, no clear purpose analysis, is "whining". Analysis is about consuming resources, and it's all about "sunk resources"--time, and you can't put your analysis into areas that you don't need to analyze. Therefore, the first step in E-commerce key digital optimization is precisely to identify the key numbers.

The identification of key digital e-commerce starts with "KBR". KBR is a word that I was brainwashed when I was in Adobe Omniture, which means key Business requirement. Of course, it's just a erguotou bottle. KBR is nothing new, but it points out that your analysis starts with your organization's key business needs.

But this thought is very important, in essence, this way of thinking is our familiar "pyramid method of thinking"-things have a fundamental point, everything will eventually return to this point. When we were analyzing, we were often guided by interest, found the sparrow chasing sparrows, found the rabbit and went to the rabbit, this is the analysis of the first to attract newcomers to the very important reason-it seems that everything is very novel and interesting. But business analysis, you can not waste your "sunk cost", we do not guide the interest, we do everything we need to constantly ask ourselves whether it is around the KBR.

KBR means an organization's "top priority". For E-commerce, especially domestic e-commerce, the business is clear and clear--increase sales, reduce costs. But this is not KBR, because it is too extensive and not specific enough. But in this direction, we'll find that most e-commerce companies are essentially focusing on the following two things--volume and rate--in terms of increasing sales and reducing costs.

Quantity, of course, is the bottom line of sales, but the volume of sales is clearly determined by the flow, registration, and conversion rate and turn heads. Therefore, our thinking is that to promote sales, we need to increase the flow and registration, and improve the transformation and the opportunity to turn back. This is similar to making a key digital indicator of a offline store-the amount of people who get into stores and how many people return.

Say a little digression. I think the domestic e-commerce companies, because they have the "stock company" characteristics, profit margins, and so on, instead of really they care about. An interesting indicator of what e-commerce companies care more about profit margins is whether they get outside investment. Profit margins are important when they are not externally invested and maintained on a smaller scale, but profitability is an indicator that can be sacrificed or even sacrificed when investment is entered, scaled up, and rivals become the main line. This is interesting, for consumers, when a power company has just been invested, the promotion must be very strong, when the goods are worth buying.

Of course, whether the electronic commerce has any other key figures, depends on the company's own operating characteristics and business characteristics, here no longer repeat. To emphasize that we are concerned with the methodology itself, the first step in E-commerce key digital optimization is to truly identify the key numbers of your business. KBR does not recommend the biggest universal goal (for example, revenue), but should be a clear quantitative goal (such as the amount and rate of e-commerce) under this big goal to achieve a real connection to your big goal. It's worth taking some time to find the real KBR.

Establish an optimization path

Now you know what KBR is by your own thinking or "Boss's instructions". What are you going to do now?

We all know that any complex problem can be solved in a certain way, if not solved, because no method has been found. For example, Goldbach guesses, people are not looking for answers, they are looking for ways. Similarly, KBR cannot be optimized, not because it cannot be optimized, but because we may not have found the right approach or not to implement these methods properly.

Here's my method, and you can certainly build your own way. The effective method is a good method, there is no standard answer.

The above diagram is the optimized path of the KBR I summarized. This path seems to be a lot of text, cumbersome steps, in fact, the idea is very simple. You can also read my following text description, which may be easier to understand:

Define the drivers of kbr--decomposition that affect KBR performance-determine which of these drivers are the underlying drivers and which are not the underlying drivers-try to analyze the underlying drivers and start to improve-again, try to analyze the non-underlying drivers and start to improve- Test your improvements for effectiveness and fix effective improvements (optimization)--optimization is not possible for all people and interests, so finally you have to do dynamic processing (customization) on the basis of optimization.

Or complex enough, simple, with the vernacular!

Define the kbr--decomposition that affects KBR-which ones have more global impact? What are the local?—— find a way to get through these things-really done? Test to see--the reliable way to fix it--can't be done in one way, a few more methods for different situations!

I think that's how KBR was handled. Just each step behind each dash reflects the level. Website analysis is not even a technical life, after all, we do not engage in advanced mathematical models, but it does require careful thinking, rich experience, a sensitive sense of smell, and the courage to continue to try.

Of course, you might still think that the above model, which is called the model, is, after all, a very abstract thing that you may not understand, what is the driver? Why is there a foundation and not a foundation? Test how? How to dynamically customize? A series of questions, let me slowly.

Base and non-underlying drivers

Driving factor really TMD is a mouthful of words. The driving factor is a western word, not ancestor Chinese, but we have to use it because modern science and management are people in Western set up, we Chinese also only become Westerners (joined other countries), it seems to have a little achievements. But our country build building road Fangweising run games train than speed line, also not be worthless.

The driving factor is the translation of initiative, which is an adjective or a noun. Can't find a better translation, so our countrymen translate it into a driving factor.

Nonsense is not much to say, you understand it as an influence factor also line (Kao ..., factor this word is also a family, is factor translation, alas ...), is to affect the KBR performance of those factors. For example, the driving factor that affects the KBR of traffic is how much resources (such as how much money is spent), the level of marketing activity, SEO levels, and so on. That should be well understood.

So what are the underlying drivers and the underlying drivers? This is my own thinking, no theoretical basis, but I think it works.

The underlying drivers are those that will change (optimize) KBR for a long time when you change it (optimized).

Rather than the underlying drivers, those impact factors that change (optimize) KBR When you change it (optimize it).

In our Chinese, the basic driving factor is the internal strength, not the basic driving factor is the moves. The internal strength often, the moves will have to wrestle when only occurs.

Now maybe you understand something I want to say. However, the best way to do this is to give us a real example of KBR optimization, and let's look at how the path and drivers above help us optimize KBR.

Case study: How to optimize the conversion rate of KBR (1)--the subdivision of driving factors

The conversion rate is one of my favorite things to talk about because there's been a lot of research in the industry, but we don't seem to have cracked its mystery.

According to the KBR optimization path we mentioned earlier, we need to find the KBR driver of the conversion rate and distinguish between the underlying and the non-underlying drivers. Then analyzed and optimized separately.

This is how I break it down, as shown in the following figure:

The underlying drivers that affect the conversion rate are determined by:

Key transformation Process

Navigation (category)

Search

Trust

......

Non-underlying drivers are determined as:

Products Page

Landing page

Activity and flow matching degree

External flow itself quality

......

Let's take a look at the basics of determining the driver. The key transformation process, is commonplace, is in the conversion path of the key links. One or more of these links do not do well, the impact on the overall sales transformation will be very large, that is, we often say that the wooden bucket short board effect. Navigation and classification, is essentially the user to traverse or find the logic of the effective organization or organization, bad navigation and classification, so that users do not find the right location in the right goods, disappointing and return, conversion rate impaired. Search is similar to navigation and classification, but it is easier for people to expect more from it and more likely to give up after the expectation has been dashed.

These factors all affect the conversion rate KBR. Regardless of the quality of traffic (crowd value), no matter how attractive your activity page is, these factors do not work well, conversion rate will be low. Because these factors are fundamental to the impact. The attraction of the active page is not basic, a activity of the page is not good, then in the next B activity to be improved, there are still opportunities, but the key transformation path buried in a stunning failure, but not the activity of the design itself can be saved.

So I use them as a basic driver. There are a lot of basic driving factors, limited to space no longer redundant, friends may wish to leave a message list.

"Free to read a little more"

As with conversion rates, the rate of retention is also driven by both basic and non underlying factors. A friend asked about the question at the meeting and sparked a long discussion.

The underlying drivers for turning heads are often:

Segment population attributes

Consumer behavior of subdivided groups

Competitive goods

Competitive price

First consumer Experience

Conversion rate (higher conversion rate will promote the turnover)

......

Non-basic drivers are:

Marketing and promotional activities

Fine-Looking back marketing

External market environment (dynamic change)

......

Relative to the conversion rate, the measurement of the number of heads is more difficult, the impact of more factors. The basic method of optimizing it must pass through the subdivision of the crowd, according to the consumption behavior, the subdivision of the population attribute, excavating which attribute, the behavior of the different loss of people. To identify the relationship between the loss tendency and the population. Another subdivision dimension is the breakdown of the population by commodity category. What kind of goods buyers are more likely to lose. To identify possible problems with competing goods and prices.

The non basic driving factors of conversion rate are obvious, they are all local, and the time limit is relatively short. For example, the product page, the introduction of the product page on the conversion rate of the product has a great impact, but does not affect other products, and the product has a clear life cycle. Landing page Similarly, they affect the transformation effect of an activity, but are limited to activities that affect them. Flow itself is also dynamic, although traffic is always there, but it does not guarantee that daily traffic can match landing page, or to maintain a higher quality.

Now, you should be able to understand the underlying drivers and the non basic drivers. So what is the point of dividing us?

Case study: How to optimize the conversion rate of KBR (2)--What is the significance of the driving factors subdivision

The point of Subdivision and non-basic drivers is that you know where to start. The previous article said, analysis is the need for resources, the most important resource is time, is sunk costs, you are not too able to analyze all the factors, so the art of analysis is to grasp the focus of the theme of straight-cut art.

The basic drive and the KBR drive both, in the conversion rate this electronic commerce, manifests the very obvious not to grasp the key tendency. Without it, we tend to focus less on the underlying drivers rather than on the underlying drivers. Moves easy to learn, internal strength difficult to practice.

E-commerce shows a very obvious importance to the activities of the flow itself, but often overlooked the key transformation process whether there are obvious short board, whether there are better user guidance, and ignore the establishment of the initial and long-term trust. These are not comparable to the revised product page, to the user promotion, as well as product page persuasion induced quick results, so rightfully be put to the second important position.

This is a myth. Internal skills to practice, no recruit wins there are strokes, the move is done, but nothing but empty showy. The base driver should be put on a higher priority, at least it should be focused and optimized along with the non base drive.

Well, these are plain truths, and I'm not going to be long-winded. It's hard to find a big part of the time to share the relationship. Stop the pen and get here first. The future may one day, I will not be so busy, I stopped to be able to share more with friends. More content, please look forward to the second part of this article!

Welcome everyone to leave a message, think what to say!

Original address: http://www.chinawebanalytics.cn/kpi_optimization_part1/

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