TIM ASH, CEO OF SITETUNERS Conversion maturity is a function of your whole organization and it encompasses much more than just landing page testing. See how your company rates on dimensions of people, technology, process, and culture in this session featuring Tim Ash, CEO of Sitetuners. Find out where you stand and how to take your company’s optimization to the next level.

1. The
Conversion
Maturity
Model
A
Roadmap
to
Profitability
Tim
Ash
CEO
SiteTuners
@>m_ash

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About
SiteTuners
• San Diego based conversion rate optimization agency
• Large and small company clients worldwide
Practice areas:
– Conversion-focused website blueprints (full redesigns & quick facelifts)
– Landing page test plans & testing strategy development
– Conversion management, team mentoring & training

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M O R E T H A N
s i n c e 2 0 0 2
1200CLIENTS

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The
Conversion
Maturity
Model

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The
Four
Dimensions
Who
-­‐
People
&
Structure
How
–
Tools
&
Technology
What
–
Measurement
&
Accountability
Why
–
Process
&
Culture

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The
Four
Stages
IV
–
Advanced
III
-­‐
Intermediate
II
-­‐
Basic
I
-­‐
Unop$mized

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Who
–
People
&
Structure

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GeRng
a
seat
at
the
grown-­‐up
table

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Unop$mized
• There
are
no
full-­‐$me
formal
posi$ons
devoted
to
CRO
• Employees
have
no
training
of
any
kind
in
CRO
• CRO
is
not
on
the
organiza>onal
chart
• Marke>ng
focus
is
on
traffic
acquisi$on
volumes
• Most
website
changes
need
assistance
&
approval
from
IT
Who
-­‐
People
&
Structure

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Basic
• Some
full-­‐$me
non-­‐management
posi$ons
are
devoted
to
CRO
within
certain
departments
• A
few
addi>onal
employees
have
some
informal
training
in
CRO
• Marke>ng
focus
is
on
profitable
traffic
acquisi$on
• Basic
website
content
changes
can
be
made
without
IT
involvement
• Some
landing
pages
and
microsites
are
under
control
of
online
marke$ng
• Main
site
design,
messaging,
and
structure
are
s>ll
largely
under
control
of
brand/marke>ng
(with
support
from
IT)
Who
-­‐
People
&
Structure

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Intermediate
• There
is
a
formal
CRO
team
with
full-­‐$me
posi$ons
and
a
manager
within
a
specific
department
(not
strategic)
• CRO
team
members
have
periodic
formal
training
in
CRO
and
are
given
the
opportunity
to
get
addi>onal
informal
training
• CRO
team
periodically
conducts
informal
training
for
a
wider
internal
audience
• Marke>ng
focus
is
on
profitable
traffic
acquisi$on
and
conversion
• Website
content
and
many
structural
(page-­‐flow
and
func>onality)
changes
can
be
made
without
IT
involvement
• All
landing
pages
and
microsites
are
under
control
of
online
marke>ng
• Some
parts
of
the
main
website
are
under
the
control
of
online
marke>ng
Who
-­‐
People
&
Structure

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Advanced
• There
is
a
formal
stand-­‐alone
CRO
team
with
full-­‐>me
posi>ons
and
a
manager
which
reports
to
the
CMO
(or
higher)
• CRO
team
sets
strategic
priori$es
company-­‐wide
via
a
formal
intake
process
• CRO
team
members
have
regular
formal
training
in
CRO
• CRO
team
regularly
conducts
informal
training
for
a
wider
internal
audience
• Marke>ng
focus
is
on
increasing
profits
over
the
life$me
of
the
customer
• Almost
all
website
content
and
structural
changes
can
be
made
without
IT
involvement
• All
landing
pages
and
microsites
are
under
control
of
online
marke>ng
• Most
parts
of
the
main
website
are
under
the
control
of
online
marke>ng
Who
-­‐
People
&
Structure

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How
–
Tools
&
Technology

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Having
the
right
tools
to
go
faster

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• Websites
are
mostly
sta$c
content
• Proprietary
content
management
systems
(CMS)
are
difficult
to
maintain
• Different
technology
plaYorms
exist
across
divisions
• Few
qualita$ve
or
quan$ta$ve
diagnos$c
tools
are
used
anywhere
to
uncover
conversion
issues
• When
diagnos>c
tools
are
available,
they
are
not
applied
consistently
How
–
Tools
&
Technology
Unop$mized

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• Websites
are
mostly
in
commercial
content
management
systems
• More
standardized
technology
plaYorms
across
divisions
• No
qualita>ve
or
quan>ta>ve
diagnos>c
tools
are
used
company-­‐wide
• Split
tes$ng
tools
are
used
opportunis$cally
by
small
teams
• Very
basic
segmenta>on
and
analysis
is
done
on
test
results
• No
easy
way
to
update
web
content
with
test
winning
content
• Websites
changes
are
frequently
made
without
measuring
their
impact
• Website
redesigns
are
led
by
branding
and
marke$ng
(without
a
deep
diagnos>c
phase
focused
on
visitor
needs)
How
–
Tools
&
Technology
Basic

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• All
websites
are
in
commercial
content
management
systems
• Technology
plaYorms
are
standardized
across
divisions
• Some
qualita>ve
and
quan>ta>ve
diagnos>c
tools
are
used
company-­‐wide
• Split
and
mul>variate
tes$ng
tools
are
used
rou$nely
by
small
teams
• Some
split
tests
are
segmented
by
traffic
source
or
other
single
parameters
• Marke$ng
automa$on
systems
and
CRM
systems
are
in
place
but
are
not
integrated
into
the
tes>ng
• Some
longer-­‐term
prospect
and
client
behaviors
(e.g.
trial
comple>on,
re-­‐subscrip>on
rates,
client
surveys
and
research
studies,
and
life>me
value
es>mates)
are
provided
to
CRO
team
upon
request
by
other
departments
How
–
Tools
&
Technology
Intermediate

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• All
websites
are
in
commercial
content
management
systems
and
integrated
with
CRM,
marke$ng
automa$ng,
and
traffic
acquisi$on
• Technology
plaYorms
are
standardized
across
divisions
• Wide
variety
of
qualita>ve
and
quan>ta>ve
diagnos$c
tools
are
used
company-­‐wide
• Split
and
mul>variate
tes$ng
tools
are
used
rou$nely
companywide
• Real-­‐$me
content
changes
are
made
on
an
individual
visitor
basis
using
predic>ve
analy>cs,
behavioral
targe>ng,
and
lead
scoring
• Winning
versions
of
tests
are
automa$cally
deployed
(and
back-­‐tested
on
a
con>nual
basis
to
ensure
sustainable
improvements)
• All
web-­‐facing
experiences
are
easily
reconfigurable
and
can
be
rapidly
tested
How
–
Tools
&
Technology
Advanced

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What
–
Measurement
&
Accountability

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Tracking
the
right
metrics
&
reac$ng
quickly

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• Repor>ng
of
key
metrics
involves
manual
work
and
is
infrequent
• Web
analy>cs
does
not
cover
all
web
proper>es
&
campaigns
• Campaign-­‐level
or
more
granular
ROI
is
not
tracked
or
measured
• Marke$ng
budgets
are
fixed
(regardless
of
outcomes
or
profitability)
• There
is
no
culture
of
measurement
within
the
company
• Marke>ng
decisions
are
frequently
overruled
by
execu$ves
without
a
quan>ta>ve
basis
Unop$mized
What
–
Measurement
&
Accountability

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• Repor>ng
of
key
metrics
is
done
via
near-­‐real-­‐$me
dashboards
• Web
analy>cs
covers
all
web
proper>es
&
campaigns
• Campaign-­‐level
or
more
granular
ROI
is
o]en
measured
• Marke$ng
budgets
are
fixed
at
regular
intervals
(based
on
past
ROI
of
similar
ac>vi>es)
• There
is
a
culture
of
measurement
within
web
analy$cs
and
traffic
acquisi>on
teams
• There
is
li_le
culture
of
measurement
in
the
branding,
crea>ve,
opera>ng
divisions,
or
offline
marke>ng
teams
Basic
What
–
Measurement
&
Accountability

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• Repor>ng
of
key
metrics
is
done
via
near-­‐real-­‐>me
dashboards
• Automa$c
alerts
are
triggered
if
key
metrics
are
out
of
line
• Web
analy$cs
covers
all
web
proper$es
&
campaigns
and
is
combined
with
a
strong
business
intelligence
team
that
all
departments
and
opera>ng
divisions
have
access
to
• Campaign-­‐level
and
more
granular
ROI
is
always
measured
• Marke>ng
budgets
are
flexible
and
may
be
periodically
repriori$zed
depending
on
the
current
mix
and
profitability
of
acquisi>on
ac>vi>es
• There
is
a
culture
of
measurement
within
web
analy>cs
and
traffic
acquisi>on
teams
and
the
opera>ng
divisions
• There
is
some
culture
of
measurement
in
the
branding
and
crea$ve
departments
(and
changes
oaen
require
a
quan>ta>ve
proof)
Intermediate
What
–
Measurement
&
Accountability

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• Repor>ng
of
key
metrics
is
done
via
near-­‐real-­‐>me
dashboards
• Automa$c
alerts
and
correc$ve
ac$ons
are
automa>cally
triggered
if
key
metrics
are
out
of
line
• There
is
an
understanding
and
a
tolerance
for
nega$ve
test
outcomes
• Web
analy>cs
team
main
focus
is
developing
predic>ve
analy>cs
models
and
deploying
them
in
the
form
of
website
business
rules
and
triggers
to
change
the
site
experience
on
an
individual
basis
• There
are
no
fixed
marke$ng
budgets
and
spending
is
quickly
repriori>zed
depending
on
the
current
mix
and
profitability
of
acquisi>on
ac>vi>es
• There
is
a
culture
of
measurement
within
all
departments
and
opera>ng
divisions
of
the
company
Advanced
What
–
Measurement
&
Accountability

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Why
–
Process
&
Culture

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Who
controls
your
company’s
des$ny?

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• There
are
no
formal
processes
for
CRO
• Marke$ng
is
driven
by
branding
and
crea>ve
campaigns
• Financial
rewards
are
not
>ed
to
improvements
in
online
efficiencies
• There
is
no
execu$ve
management
awareness
of
CRO
• Posi>oning,
messaging,
product
offerings
are
largely
defined
by
brand/marke>ng
• Offline
and
broadcast
content
and
messaging
is
reused
without
changes
for
the
web
Unop$mized
Why
–
Process
&
Culture

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• There
are
formal
processes
for
tac$cal
split
tes$ng
• Marke>ng
is
driven
by
a
mix
of
crea>ve
campaigns
and
high-­‐impact
CRO
ac>vi>es
• Some
teams
or
opera>ng
divisions
have
compensa$on
$ed
par$ally
to
improvements
in
online
efficiencies
• There
is
some
execu$ve
management
awareness
of
CRO,
but
not
much
ac>ve
support
(championing
of
projects
or
ini>a>ves)
• There
are
turf
issues
between
accountability-­‐driven
teams
and
brand/marke>ng
Basic
Why
–
Process
&
Culture

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• There
are
formal
processes
for
tac$cal
split
tes$ng
and
implemen>ng
permanent
changes
based
on
winning
test
versions
• Marke$ng
is
driven
mostly
by
high-­‐impact
CRO
ac$vi$es
• All
opera>ng
divisions
have
compensa>on
>ed
to
improvements
in
online
efficiencies
• There
is
broad
execu$ve
management
awareness
of
CRO,
and
some
ac>ve
support
for
projects
or
ini>a>ves
that
are
on
a
long-­‐term
roadmap
created
by
execu>ve
management
• Web
visitor
behavior
and
the
results
of
CRO
ac>vi>es
are
informally
fed
back
to
marke>ng
to
revise
value
proposi>ons
and
product
offerings
Intermediate
Why
–
Process
&
Culture

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• There
are
ongoing
and
largely
automated
processes
for
tac$cal
split
tes$ng
and
implemen>ng
permanent
changes
based
on
winning
test
versions
• Marke>ng
is
driven
exclusively
by
high-­‐impact
CRO
ac$vi$es
which
are
priori>zed
via
a
structured
submission
and
evalua>on
process
• All
opera$ng
divisions
have
compensa$on
$ed
to
improvements
in
online
efficiencies
• There
is
universal
execu>ve
management
awareness
of
CRO,
and
ac$ve
support
for
all
projects
ini$ated
by
the
CRO
group
• There
is
solid
coopera$on
among
all
departments
• Web
visitor
behavior
and
the
results
of
CRO
ac>vi>es
are
ac/vely
and
systema/cally
fed
back
to
marke>ng
to
create
new
value
proposi>ons
and
product
offerings
Advanced
Why
–
Process
&
Culture

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Copyright © 2013, SiteTuners - All Rights Reserved. @tim_ash
Final
Thoughts

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Not
all
dimensions
will
be
at
the
same
stage

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The
Keys
to
Success
• Dedica$on
–
Some
people
in
your
organiza>on
must
have
CRO
as
their
only
job,
and
have
higher-­‐level
support
• Honesty
–
Problems
and
shortcomings
should
be
addressed
directly
&
openly
• Focus
–
Well-­‐defined
business
goals
should
be
set,
executed,
tracked,
and
incen>vized
• Flexibility
–
Everything
should
be
quickly
changed
when
necessary:
business
models,
branding,
allocated
resources,
and
tools

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Contact
Info
and
Q&A
tim@sitetuners.com
(619) 990-9062 mobile
(619) 223-8020 work PST
twitter @tim_ash
www.linkedin.com/in/timash
facebook.com/tim.ash1
skype tim_ash1

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The
Conversion
Maturity
Model
A
Roadmap
to
Profitability
Tim
Ash
CEO
SiteTuners
@>m_ash