A day in the life of a digital analyst

A DAY IN THE LIFE
OF A DIGITAL ANALYST
BY JIM STERNE

WHI TE

PAPER


ABOUT JIM STERNE

Jim Sterne is an international consultant who focuses
on measuring the value of the Web as a medium for
creating and strengthening customer relationships.
Sterne has written eight books on using the Internet
for marketing, is the Founding President and current
Chairman of the Digital Analytics Association and
produces the eMetrics Summit and the Media Analytics
Summit.

AT INTERNET / WHITE PAPER / ABOUT JIM STERNE

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SUMMARY

Introduction

Start of a new day
Chapter 1: First Interruption: Advertising

4
5



6

Chapter 2: Second Interruption: Product Marketing

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Chapter 3: Third Interruption: Product Merchandising

15

Chapter 4: Fourth Interruption: Customer Experience

19

Chapter 5: First Actual Meeting:

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Lunch with the New CMO

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/ SUMMARY

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INTRODUCTION
Do you know if your company’s digital strategy is truly
working? Is your digital performance reflective of your
business goals? When it comes to making choices, are the
best decisions immediately clear?
Our solutions are designed to help crystallise insights,
enabling you to answer these questions with a confident
"yes." Intuitive and fully customisable, our tools let everyone
at your company access, visualise and share the specific data
they need, right when they need it. The result? More agile,
effective, intelligent decisions.
In this white paper, renowned digital analytics expert Jim
Sterne explores how different teams might use AT Internet’s
tools to go beyond the data and make truly agile business
decisions. Step into the shoes of John – a digital analyst on
a mission to ask the questions that truly matter – and learn
how to awaken decision-makers company-wide to the power
of real-time, flexible data.

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START OF A NEW DAY

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/ START OF A NEW DAY

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CHAPTER 1: FIRST INTERRUPTION:
ADVERTISING

"Hey, John. Sorry to pop in unannounced but I was sent to
get the first trends of the new campaign on our fives top
sites. We started it yesterday with our top ‘sponsors’. We’ve
got this meeting this afternoon and we really need to show
that display ads on identified websites are performing."
JOHN

"We want to know if the
new campaign is having
a good start and how the
audience is responding
to it."

"Good morning, Andrew. Nice to see you. I hope you had a
nice weekend."

"I, well, yes. Uhm, thank you and, uh, you too."
JOHN

"Thank you."
"The numbers?"
JOHN

"Not this time. This time, we’re going to discuss what
business decisions you’re making with these numbers and
why it’s so important to show those particular ads are better.
That way, I can actually help your whole team accomplish
your goals."
"Well, it’s no big thing... it’s just a meeting... We want to know
if the new concept/campaign is having a good start and how
the audience is responding to it."
JOHN

"And what if they’re not?"

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"Well, then... We might stop it sooner after giving it a try for
a few days. Depends on the results. Actually what we are
expecting is that the KPIs are above the average so we can
justify extending it to more sponsors. That’s the second step

of the campaign plan. Can you show me those numbers?"
JOHN

"You can do that tagging
thing yourself. We can
show you how to create
your own tags...And then
we can give you all the
results."

"Certainly. What was the campaign label?"
"We didn’t get the chance to label it."
JOHN

"I see. Tell me something. Last night, did that 2012, blue
Peugeot drive by this office faster than the 2013, green
Citroën?"
"What? I’m sorry... I didn’t... I wasn’t..."
JOHN

"My point exactly. You want to know how well your ads
performed after the fact, but you didn’t ask us to track
them."
"But we only had an hour to get that ad delivered and it
would take days for the 20 sponsors to add the tag..."
JOHN

"You know, you can do that tagging thing yourself. We can
show you how to create your own tags and make sure
nothing leaves the building without one and then we can

give you all the results. And fortunately, AT Internet, that’s
our digital analytics tool, has this great feature called the
Data Manager. This is one of those tricky situations where
it can save the day. You sent that banner ad to 20 partners
and I can, right here, integrate a custom source for the 20
different referrers."
Fill in the referer URLs

They will be associated with
the right campaign

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Just need to push it live
JOHN

"So here’s exactly what you were looking for. But for next
time, we have a very straightforward process for tagging
anything we put out there so we can track it and tell you how
well it did."
"But if we only have an hour to..."
JOHN

"Then you’ll have to squeeze in another fifteen seconds to
get the right tagging in place."
"Fifteen seconds? And I can do that?"
JOHN

"Yep."
"But we need this for display ads and search ads and emails
and sponsored links and we need to track which did the best
in a given campaign."
JOHN

"We’re all set up for that and we can show you how to use
our Data Manger in about half an hour. Each banner within
a given campaign is uniquely identified and we can see how
many times it was displayed and all the traffic generated to
your landing page by traffic source."
"But we’ve got so many requirements from publishers.
Sometimes it’s JavaScript or in an iFrame and sometimes
they use different adservers like DART, and then we’ve got all
the search engines."
JOHN

"Yes, we can handle all of that. See, the thing I’m trying to
explain is – if you will take just a moment to put the tags
onto whatever promotion you’re running – we can manage
all the data collection and report generation...
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JOHN

That means you and I can talk about what you’re trying to
get out the other end rather than spending all this time on
the minutia of tagging. So now, let’s shift this conversation a
little. What do you want to know about your campaigns?"

"There’s a lot of interesting
behavioral and contextual
information that can
help you leverage your
campaign globally."

"Like I said, we need the regular campaign KPI for each of
our five websites and the details per sponsor, and then need
to compare it with the sales of the promoted product as well
as the ‘side effects’ on other products..."
JOHN

"Why?"
"I beg your pardon?"
JOHN

"What do you hope to learn from those particular numbers?"
"Well obviously, we want to know which ads are doing better
when shown on which websites or networks."
JOHN

"The campaign optimization is mainly based on campaign
performance comparison. Do you use other metrics and
analyses feeding the optimization?"

"Where is this going?"
JOHN

"My question exactly. There’s a lot of interesting behavioral
and contextual information that can help you leverage your
campaign globally. For instance, if we look at the timing,
here, you see that generally all the navigation and content
consumption is happening during the day, but if we add the
conversions, we see they’re mostly made in the afternoon or
on weekends."

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"That’s interesting! Especially for basket abandonment,
special offers and all the campaigns we’re running to
accelerate the purchase process and..."
JOHN

"Our system is flexible
enough to accommodate
all the weird things that
happen in real life."

"And there is a lot more to dig into and get, but for that
we have to get away from the Emergency Tagging thing.

Basically, you want to know which ads are getting the most
attention, bringing the most people back to our landing
pages, encouraging the most engagement with our website
and eventually causing more people to buy stuff so you
know where you should spend your advertising budget next
time, right?"
"Yes, of course."
JOHN

"Great! Let’s focus on that end of the conversation instead of
on the bits and bytes. First, let’s map out your next campaign
and together, we’ll set up the tracking, the reporting, the
dashboards and the majority of the work we do will be in
place for next time. And, our system is flexible enough to
accommodate all the weird things that happen in real life,
like grabbing data from a live event on a tablet or tweaking
our dashboards on the fly."
"Can you come to our meeting this afternoon and explain..."
JOHN

"Explain why I didn’t just give you the numbers your boss
wanted? Sure, but I’m going to send Margaret instead. She’s
our liaison to your department and you’ll be working directly
with her. She can walk your whole team through insight
creation and data-driven business decision-making, and sign
up the right people for do-it-yourself tagging training. I’ll let
her know."

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"That would be great."
JOHN

"Glad I could help. Now, if you’ll excuse me, I see the head of
Product Marketing wants a word. Come on in, Michael..."

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CHAPTER 2: SECOND INTERRUPTION:
PRODUCT MARKETING


"You didn’t give me the pageviews per visit by source I asked
for and I need to create my PowerPoint deck for my meeting
this afternoon."
JOHN

"What is the end game?
What are you really trying
to learn when you ask for
those numbers?"

"Right. And I see you didn’t respond to my question about
your request."
"You mean your snide, ‘Why do you want to know?’ I want to
know so I can do my job!"
JOHN

"Oh dear. I’m so sorry. I meant that question in the best way
possible – really. Please have a seat and let me explain. What
I wanted to know was this: What is the end game? What are
you really trying to learn when you ask for those numbers?"
"Well, if I know which promotions are driving the most
pageviews then I can do more of those types of promotions."
JOHN

"Right. But when you’re counting pageviews, what are you
really after? What is it that pageviews represent?"
"Oh, I see what you’re saying. I’m trying to figure out which of
our product launches in the past two weeks are generating
the most interest. We’re only going into production on half of
them so I need to know which are the most interesting to the
public."
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JOHN

"Let me show you how easy it is to pull solid information
out of our system so we can refine the question. Pageviews
won’t inform you about sales. Pageviews per product may
be interesting to get a view of the global interest in the
product, but we can reveal some interesting phenomena if
we overlay that indicator with the click-to-basket rate and the
conversion rate per product."
"Yeah, but the last time I asked for that, it took days."
JOHN

"The last time I asked
for that, it took days."

"Not any more. I just drag and drop this, and then drag and
drop this, and here it is. We can call this first group Popular
But Non Seller. People are really after those products
– there’s a huge number of pageviews but almost no
conversion. So we have to figure out what’s blocking sales. Is
it uncompetitive pricing? Delivery time? Negative feedback?"
"OK, I know who can chase that down for me."
JOHN

"Then you have Missed Best Sellers. These products have
impressive conversion rates but really low pageviews. These
are the ones you have to promote and really push in your
merchandising. They just need more exposure. Or try to see

how to help people find those products more easily. Is it a
wording or search engine problem, or maybe we didn’t list
them on affiliate sites?"

Popular but non seller

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Missed best sellers

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"OK, wait. This is great but I have to run. Is there some way I
can access this report, just like you have it now?"
JOHN

"Sure. Like this... here it is. I just integrated it into your
current dashboard. Look over these numbers but come back
next week and we can examine more interesting aspects like
the profitability per product."
"Thanks. We’ll talk more. This is going to be really useful. I
can’t wait to tell Melissa in product merchandising, but I have
to go now."
JOHN

"Don’t worry, I will. She’s right behind you. Thanks for
dropping by, Michael. Come on in, Melissa."

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CHAPTER 3: THIRD INTERRUPTION:
PRODUCT MERCHANDISING


"I feel like I should have been in this meeting. Product
marketing and product merchandising should be looking at
the same info at the same time, right?"
JOHN

"That’s a really good idea. In fact, it’s crucial! I can manipulate
the data but only those responsible for getting the work done
can really understand what it means. I can point things out,
but it’s the synergies between the right people and the data
that make the magic happen."
"Well, I don’t need magic at the moment, I just need to know
how long it’ll take to find out what’s selling in the stores
compared with what’s selling online."
JOHN

"Not long at all. But if you tell me the question behind the
question, I can come up with some useful insights."
"That would be great. Now that we’ve changed our strategy

to the web supporting the stores instead of competing with
them, we’re trying to understand why people buy some things
online and some things in the store. There’s a lot involved in
a consumer decision like that, so I want to start with in-store
versus online sales by geographic regions just to see what it
looks like."
JOHN

"And what do you think the reasons are?"

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"I’ve been in this business for a long time and the one thing
I know for sure is that my guesses are wrong about as often
as they’re right, and the only reason I’m still in this business
is that I can quickly change my mind when I’m wrong. I want
to know what’s actually happening instead of flipping coins
or depending on pundits."
JOHN

"You just made me happy. You are going to love how flexible
our data collection and management tools are."

"Can we correlate weather
data to our online
behavior and in-store
sales figures?"

"I want to really be able to dig into the numbers and have a
conversation with the data we have and a lot more besides."
JOHN

"A lot more?"
"Whatever I can get. If store sales are down and online sales
are up in the same location for all our product lines then I
assume the weather is bad. Can we correlate weather data
to our online behavior and in-store sales figures?"
JOHN

"Yes."

Gender
Age
Revenue
Education
Household

Gender

Age

Revenue

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"And segment our customers by age, location, hobbies and
topics of interest?"
JOHN

"We have relationships with third-party data brokers and
can segment by gender, size of household, employment
status, income, number of kids in the house, stuff like that.
We integrate sociographic and demographic data made up
of nearly 100 criteria per profile just based on anonymous
surfing habits. And I can set up periodic reports or give you a
dashboard once we settle on what view works best for you."
"OK, good. But dashboards are good for sales or finance,
not for me. Oh, sure, I want to be notified if something goes
haywire, but what I really want is to have the keys and drive
the data myself."
JOHN

"OK, you just made me very happy. Jessica is your
department liaison. I’d like to set up a one-hour, initial
training session and then weekly meetings so you can get to
know how to bend the system to your will."
"I’ve done this before and frankly, I find it too frustrating."
JOHN

"Really? Why?"
"Twice, I’ve spent hours learning about system limitations
instead of learning how to make it answer my questions. ‘We

don’t have a variable for that,’ or, ‘That tag was implemented
the wrong way and we didn’t collect that data,’ or, ‘We can
only show that sort of thing on a monthly basis.’ Really
frustrating."
JOHN

"Wow, you really have been down this road before, haven’t
you? Those are the exact reasons why we chose AT Internet.
We can correct tagging mistakes without tearing everything
apart and starting from scratch. We can create our own
custom variables and there’s no limit. And it’s pretty near
real time so you won’t wait a month or even a day to see
up-to-date data. Look at this dashboard we just put together.
This is what the CEO sees, and here is a much more detailed
view for the managers. You don’t have to think about the
limits – just think about what information would be useful for
each group and we’ll build the dashboard. This is extremely
flexible. We can add or modify any information on the fly so
think of it as a ‘continuous improvement process’."
"Which way is Jessica’s office?"

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JOHN

"Right over here. Let me introduce you. Jessica, I’d like you to
set up some meetings with Melissa and get her up to speed.

She’s our latest convert and wants to get her hands on the
data."
"Wonderful! Nice to meet you, Melissa."
JOHN

"I’ll leave it to you two while I see what Edward wants.
Hi, Ed."

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CHAPTER 4: FOURTH INTERRUPTION:
CUSTOMER EXPERIENCE


"Hi, John. I’m hoping you have some magic data that can tell
me how our customers are acting differently on different
devices."
JOHN

"I’m headed over for lunch with our new CMO. Care to walk
and talk?"

"You want to be sure
you’re tracking from, say,
a mobile ad to an app to

our website to the store?"

"Yeah, that’d be nice. Listen, I just got back from a
conference where the head of one of the biggest retailers
and the head of one of the biggest online publishers talked
about how people of different ages are behaving differently
on tablets versus phones, and how they act differently
depending on whether they started their product search on
one or the other. We’re putting hashtags on billboards so
tracking website data alone just doesn’t cut it."
JOHN

"So you want to be sure you’re tracking from, say, a mobile
ad to an app to our website to the store?"
"Yes, I know, it’s too much to ask, but that’s the direction we
have to go in."
JOHN

"We are going that way. In fact, we have the technology to do
that now."

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JOHN

"We just need to sit down with you and your team to figure
out how to incentivize people to identify themselves on each
of their devices."
"But nobody does that."
JOHN

"We can do this without
fingerprinting or IP
addresses?"

"I do that with Amazon. I want Amazon to recognize me on
every device I have and if they had a store, I’d use my loyalty
card every time."
"That’s right. Me too. So we can do this without fingerprinting
or IP addresses?"
JOHN

"That’s right. We just have to get them to want to log in, like
we do on Amazon. Once they log in, not only will we have a
clear vision of each specific behavior on each device, but we’ll
have it at the visitor level so we can correlate it to any action
made on any platform."
"Like, did he put the product in his basket on his mobile
phone, and later buy it on his computer?"

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JOHN

"Right, and we can combine mobile, tablet and computer
funnel performances... the whole thing. We’ll have a real endto-end, multi-device perspective. Then, we just have to ask
the right questions. So, when can you come by? We’ll map
out the next few months of promotions to see how we can
capture the brand experience from the customer’s point of
view."
"How soon can you convince our new CMO that it’s a good
idea?"
JOHN

"In about a minute when I sit down to lunch with him. That’s
him over there."
"Good luck!"
JOHN

"Thanks."

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CHAPTER 5: FIRST ACTUAL MEETING:
LUNCH WITH THE NEW CMO

JOHN

"Hello, Paul, I’m John."
"Thanks for making the time, John. Have a seat."
JOHN

"How can we dramatically
improve things within
our current resources and
solution?"

"Thank you. I understand you’ve worked with our new CEO
before."
"Twelve years. That’s why I’m your new CMO. Mary brought
me in to help get this place into shape. We’re certain that
this company is primed for leveraging data so we’re here to
shake things up."
JOHN

"Once we shifted our focus to getting a decent data
governance plan in place, we zeroed in on the best analytics
engine we could find. I’m enthused by our tech, so now it’s all
about people. We simply have to have more people..."
"You know we have zero budget for new hires? Let me ask
you a straight question. How can we dramatically improve
things within our current resources and solution?"
JOHN

"Indeed! My current team could pull so much more value

from the data and tools we already have if only we could
be insights creators instead of just generating thoughtless,
useless reports. The people who do come in see the value...

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JOHN

...I just had four encouraging conversations this morning,
but I can’t get everybody to see the whole picture all at
once. I don’t need more people, I just need managers to
switch gears and start leveraging the data. We have to have
more buy-in to the idea that analytics is a tool and not a
judgment."
"This is all about the business value of our analytics
investment. Is our current implementation of AT Internet
easy enough to use that we can get our business decisionmakers comfortable slicing and dicing?"
JOHN

"I want to raise revenue,
lower costs and increase
customer satisfaction...
How well is the money
we’re spending
contributing to the
growth of our higher
value customers?"

"Yes, it is. But let’s start with the business problems we’re
trying to solve. If you want to drive from Paris to Berlin, our
conversation about data is very different than if you want to
get from Paris to London."
"Well, I want to do both and get to San Francisco as well.
So here’s the problem: I want to raise revenue, lower costs
and increase customer satisfaction, but the most important
question to answer is how well the money we’re spending on
all our different promotional efforts in different marketing
channels is contributing to the growth of our higher-value
customers. For example, we have a content marketing
program but no strategy. We barely have a content
marketing philosophy. How can we measure the success of
our videos, white papers and blog posts so we know what we
should be doing more of and what we should stop doing?"
JOHN

"Well, first we have to define success. What’s the goal?"
"Standard marketing metrics, right along the customer life
cycle: intent to purchase, purchase, customer satisfaction."
JOHN

"OK. So, Jennifer runs the Behavioral group and they share
intent with Research. Research does the text analysis stuff
– what people say – and Susan’s group looks at what people
do: clicks, time on site, recency, frequency and such. Think of
it as Research looking outside the company and Behavioral
watching what happens on our own properties."
"OK. But I’ve been thwarted by tools that offer a massive

number of reports, but throw up technical roadblocks or
charge exorbitant fees when we want to drill. People learn
not to ask really good questions because of how long and
how much money it takes to get answers. I’m not as familiar
with the AT Internet suite as I’d like, so walk me through it."

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JOHN

"It’s a really flexible system but without the pain and
suffering of a raw SQL query so yes, we can slice and dice
without the questions needing to go through a programmer.
We just need to get people trained on asking really good
questions."
"OK, fine. Let’s say people get beyond the regular, basic
behavioral or consumption stuff. Can we readily derive more
important metrics like customer lifetime value?"
JOHN

"Well, this is a bit more complicated because of the variables.
I mean, one piece of content can be consumed in multiple
versions across multiple devices and even on lots of different
websites because we syndicate it through affiliates. It’s not as
daunting as it sounds; with the content tagged appropriately,

we can tell you which type of content in which format works
best on which devices."
"But let’s say some new business unit wakes up to the power
of analytics, comes to your team and starts asking a bunch
of questions. The first answer is inevitably, ‘We don’t know,’
because they haven’t followed your tagging protocol. Their
data is meaningless. How do you keep them interested?"
JOHN

"The AT Internet Data Manager is powerful, but like any tag
management system, it relies on a straightforward tagging
protocol in order to assure current and historical data quality
and consistency. So, to keep them from walking away and
not coming back, maybe our new CMO can make our tagging
protocol law. Then we could answer questions, provide
insights and turn this place into a data-driven insights
machine."
"Are we getting enough detail out of AT Internet to let
product managers and merchandisers and store managers
freely ask a wide variety of questions?"
JOHN

"We’re tagging and tracking the usual stuff from up at the
category level to monitor the marketplace, down to internal
search to see where our menus are failing. We can do
multivariate testing. We can watch Flash content and mobile
sites..."
"But what if we want to create something new, like a tag that
denotes a specific interaction like a combination of behaviors
over a certain time period that indicates interest in one

product segment over another?"

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JOHN

"Yes, we can create custom metrics which means unlimited
customer dimensions. In other words, we have a true
analytics engine instead of pre-canned reports."
"Alright, let’s try this: We have multiple stores online and
offline, selling the same product in different colors and sizes
sometimes under different brand names. Can you tell me
how many blue, size 6, cap sleeve, knee-length dresses we
sold in each store and in total, and what sort of customers
bought them and what got them to us in the first place?"
JOHN

"We can analyze the
interaction between
online and offline. ...AT
Internet’s system gives us
a real end-to-end view."

"Yes to all of that. You can also break it down by zip code
or customer catchment area, which not only shows the
sales turnover generated on and offline, but identifies
cannibalization between the two. We can even integrate

our CRM data or use an AT Internet profiling partner to
link consumption to specific profiles. We can recognize
the difference between online and offline shoppers and
serve relevant content and offers in real time and then we
can analyze the interaction between online and offline. For
example, a customer who bought online and picked up their
order in store, but cancelled one item. AT Internet’s system
captures the updated order information and gives us a real
end-to-end view."
"Good. But how well are we doing with data integration?"
JOHN

"We look at three types of data integration. First, new
data sources come into the Analytics Center of Excellence
and I monitor all of that. Second, we make sure those
numbers show up properly in dashboards. We’re very big
on automating reports, so we spend a lot of time getting the
dashboard right and as little time as possible grinding them
out. Think of these two as input and output."
"I’ve found reports are fine for accounting, but we need to
operate based on thresholds, alerts and the development
of insights. I have yet to see a new idea pop up out of a
dashboard."
JOHN

"Our delivery team prides itself on providing meaningful
dashboards with standard gauges to assure you things are
running fine. We show pops-and-drops, which are the alerts,
and then comments, which are inklings and hunches and
questions. This is where they work with our senior analysts

who are the discovery folks...

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