TaylorMade experiments deliver $3.47M

Architecting insights.
Delivering growth.™

The power of
experimentation in
direct-to-consumer
eCommerce
KEYNOTE
CHRIS GOWARD
CEO
Designing a rigorous customer
experience optimization program
BRANDON MASKELL
Manager Digital Optimization,
Analytics and Retention

© Copyright 2007-2020 Widerfunnel. All rights reserved.
● 13+ years in industry
● Author of industry bestseller
You Should Test That!
● Creator of the LIFT®
Model, PIE Framework®
,
PACET®
, and Inﬁnity Experimentation Process®
● Global keynote speaker at 300+ events
Chris Goward: Behavioral Design and
Experimentation Thought-Leader
Chris Goward
Founder & CEO, Widerfunnel
To learn more, email iwant@widerfunnel.com

We are the
Behavioral Experimentation company.
We design digital experiences that work,
proven through rigorous experimentation systems.

Today:
How TaylorMade ﬁnds millions of dollars in
uncovered revenue from 24 hypotheses tested
(so far).

● Currently leads Optimization, Retention
and Analytics at TaylorMade Golf
● Focus on maximizing lifetime value from
the traﬃc driven by the brand’s acquisition
eﬀorts.
● 10+ years applying ecommerce and digital
marketing expertise at highly recognized
brands in the sports apparel and
equipment industries.
Brandon Maskell
Manager Digital Optimization,
Analytics and Retention
Brandon Maskell: Digital Transformation Leader

Golf Rounds Played (US)

The situation: long drive ahead
• Golf industry is slow to evolve digitally.
• TaylorMade has historically been generally risk-averse.
• Highly competitive industry with a constant ﬁght for market share.
• Need to innovate and optimize faster!

Challenges: in the bunker
• Low executive & team knowledge or buy-in initially.
• No formalized process or methodology in the previous testing program.
• Optimization team was limited to 1-2 people.
• Competition for internal dev & design resources.

Solution: eagle needed!
• Brandon brought ecommerce & digital marketing expertise.
• Needed to bring credibility and rigorous process with experimentation.
• Found Widerfunnel to ﬁll knowledge, process, credibility, and execution gaps.

© Copyright 2007-2020 Widerfunnel. All rights reserved. Download the full research report at: Widerfunnel.com/research
Growing the experimentation competency

© Copyright 2007-2020 Widerfunnel. All rights reserved. Download the full research report at: Widerfunnel.com/research
State of Experimentation Research
We've been studying the world's best
experimentation programs since 2007.

5 Components of Experimentation Success: PACET®
The way people coordinate their eﬀorts
How the program is measured
Shared beliefs that support experimentation principles
Tools that enable customer insights and testing at scale
The right talent and experience capacity

®
Inﬁnity Experimentation Process℠
Inﬁnity Experimentation Process and the diagram are service and registered design marks of Widerfunnel Marketing, Inc.

®

The LIFT Model®
for customer experience design
®

The PIE℠ Prioritization Framework
The PIE framework prioritizes ideas by assigning ratings to speciﬁc criteria. The results is a
prioritized experimentation roadmap that is continuously updated as new data is collected.
Potential
P
How much improvement
can be made?
Importance
I
How much impact can these
improvements have on our
primary business goal?
Ease
E
How easy would it be
to actually make these
improvements?
Service and registered design marks are property of Widerfunnel Marketing, Inc.

PIE: Where to Test
LIFT Zone PIE Score
XYZ Page 8
Potential
7 7
ABC Page 7 6 8 7.0
7.3
Importance Ease
Data analysis
Heuristic analysis
Voice of customer
Cost/ROI
Traﬃc volume
Goal alignment
Technical
Political

Design of Experiments: Results vs Insights
Results Insights
A/B test Multivariate testFractional factorial test

A: Variable Cluster Clarity improvement
Clarity:
Free shipping prominence
Clarity:
Eyeﬂow design cleanup.
Clarity:
New Features functionality.
Clarity:
Payment plan and trade-in
prominence

B: Isolation FUD reducers
Anxiety:
Reducing uncertainty with
assurance messages.

C: Isolation Spec. and FAQ prominence
Clarity:
Increasing Clarity with easy
speciﬁcations access and FAQs

Which on won?
Winner
A: Clarity improvement B: FUD reducer C: Spec. & FAQ prominence

But wait...

Results analysis revealed segmentation insights
Aggregate result
Variation A Variation B Variation C
All Devices Loss Win Loss
Desktop Win Loss Loss
Mobile Loss Loss Win
Segmented result
Variation A Variation B Variation C
+31.6%
revenue

A: Clarity improvement C: Spec. & FAQ prominence
Desktop winner Mobile winner

Overall program impact:
4,700% Return on Investment

Insights for creating a strong
experimentation program

Executive
support for
experimentation
is critical.
Research Insight

80%of fast growth executives see
the value or are fully bought
into experimentation.
Source: "Harnessing the Experimentation Mindset to Drive Growth, 2019, Widerfunnel.
Research Insight

What's worked at TaylorMade to gain
leadership buy-in?

Brandon's dashboard

You also need
program evaluation
metrics
Experimentation Insight

Productivity metrics
Experiment Velocity - number of experiments launched / time period
Variant Velocity - number of variations launched / time period
Quality metrics
Actionable Rate - the proportion of experiments that produce actionable results
Hardcode Rate - the percentage of positive conclusive experiments that end up as deployed code
Impact metrics
Uncovered Revenue Ratio - total revenue lift / time period
Test Coverage - the percentage of visitors who are included in a test
Program evaluation criteria

How do you inspire enthusiasm?

The fastest growth
companies were
more likely to report
a strong
knowledge-sharing
culture.
What good are customer
insights if no one knows about
them?
Source: "Harnessing the Experimentation Mindset to
Drive Growth, 2019, Widerfunnel.

Shared customer insight database
To request access, visit Liftmap.com

How do you manage resource constraints?

Taking action:
Improve your organization's
experimentation competency

The goal: scaling experimentation

Stage 1:
Expertise constraint
Goal:
Improve expertise
Stage 2:
Process constraint
Goal:
Improve process

Process
Accountability
Culture
Expertise
Technology
1
2
3
4
5

Add CTA slide.

"When I started at TaylorMade in
2012, nearly 100% of our revenue
was wholesale.
Today, digital direct-to-consumer
is our most signiﬁcant growth
engine."
Listen to John's story on an upcoming
episode of the Insights for Growth podcast:
Widerfunnel.com/podcast
John Gonsalves
VP Direct to Consumer & Digital

Add Q&A slide.

Original New
+ $3.47
million
Clarity:
PDP redesigned for conversion dramatically
increases enterprise value.

TaylorMade experiments deliver $3.47M

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