Designing the next generation customer experience in multi-channel retailing

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March 18, 2010

Online Logistics/Reverse Logistics Marketplace - The concept

Over the last decade the concept of an online market-place and e-commerce have gained all the requisite importance. The way the Logistics/Reverse logistics is handled on a market-place generally depends upon a number of factors including but not limited to the business policy of the Marketplace. For e.g consider a marketplace which takes care of your deliveries if you are a seller, and you returns if you are a customer. The way this would work from an e-commerce perspective would be as follows: 1. A seller would create shipments on a front-end system and on requesting a carrier to collect the same - the Marketplace carrier would collect and deliver the product to the customer address. 2. A Customer would create return parcels on a front-end system and on requesting a carrier to collect the same - the Marketplace carrier would collect and return the product to a return address.  

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March 12, 2010

flip-flop-flit

I have always been advocating the point of providing physical store experience over the online stores. The idea is to provide great usability experience. A customer entering the stores normally looks after the labels and gets the product. He might flip- flop through various brands within the store.

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February 16, 2010

Knowing the Customer

Much has been written about the need for customer understanding and indeed, customer intimacy.  We hear from all quarters about how we need to know who is buying our products, in what combinations and why.  We can then target our marketing at them with a laser-like focus providing them with offers and information that will be interesting to them.  This benefits the customer by reducing the amount of marketing that we are sending them and saves money for the organization by reducing the total number of marketing items.

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Growing out of ecommerce packages

Most of the large retail enterprises start multi channel commerce transformation initiatives with a strategizing and package evaluation phase - the idea being that the selected ecommerce package would act as the center pin of their multichannel strategy. But is it really about the package or is it about what is done over and above to what the package provides that really matters?

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November 13, 2009

Mobile Momentum – What’s the Hold-up?

Every retailer in the eCommerce world is excited about the prospect of interacting with their customers via mobile devices like iPhones.  They dream of the day when a customer places an order using an iPhone app, then drives by the store to pick it up.  They envision their customer creating a shopping list, pushing a button, and getting an ordered pick list mapped to the layout of their local store.  They also want to create an item-Finder where the customer walks into the store, enters an item description on their phone and gets an aisle and shelf location for that item returned to them on their screen.  They would love for their customers to be able to access product reviews, video demonstrations and detailed specifications from their mobile device so that the purchasing decision could be made on the spot, even for expensive items like cameras and TV sets.

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Mobile Momentum – What’s the Hold-up?

Every retailer in the eCommerce world is excited about the prospect of interacting with their customers via mobile devices like iPhones.  They dream of the day when a customer places an order using an iPhone app, then drives by the store to pick it up.  They envision their customer creating a shopping list, pushing a button, and getting an ordered pick list mapped to the layout of their local store.  They also want to create an item-Finder where the customer walks into the store, enters an item description on their phone and gets an aisle and shelf location for that item returned to them on their screen.  They would love for their customers to be able to access product reviews, video demonstrations and detailed specifications from their mobile device so that the purchasing decision could be made on the spot, even for expensive items like cameras and TV sets.

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September 30, 2009

Why is my Web Site Slow - Part 2

In my last posting, I talked about the impact of requirements on performance.  Another reason for the slowness of Web sites is the number of moving parts that could be performing poorly. Let’s look at  the most important components in your customer’s Web experience:

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September 12, 2009

Why is my Web Site Slow?

This is a question that I hear frequently.  Everyone seems to recognize that a quick response time is the ultimate feature, but very few people understand all of the factors that can harm performance.  In this series of blogs, I will try and shed some light on the different factory that combine to determine your site’s ability to perform.  In this blog, we will discuss the impact of requirements on the overall performance of the site. 

 

I saw a cartoon some years ago that showed a businessman frantically searching for a lost item in a room labeled “Testing”.  Another character walks up and asks, “What are you looking for?”  “Site performance”, the searcher answered.  “Where did you lose it?”, asked the visitor.  “In Requirements”, he answered.  “Then why are you looking for it in “Testing?”  He answered back, “The light is better here”.

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June 06, 2009

The Proliferation of Third Parties

In the early days of eCommerce development, the world was a simpler place.  You created the user experience, configure the payment servers, set up the fulfillment channels, and turned it on.  The browsers were fairly simple HTML rendering engines that took what you sent it and drew them on the screen.   You could control the user experience by tuning your servers to deliver the resulting HTML quickly.

Fast forward to today.  It is not unusual for a modern  eCommerce site to use twenty-five or more third party sites.  These sites help to satisfy both the non-functional and functional requirements.  For example, an eCommerce site needs to know how many shopping carts are being abandoned, how many orders are being placed, how many pages are being accessed, how often certain pages are being viewed, etc.  Enter Web Analytics vendors.  You place a JavaScript snippet in your important pages and there you have it.  Do you need to understand the detailed  performance of your site’s pages?  Just  add more scripts  that send data to a Web Performance Company.  Do you want to provide consistent performance in spite of the geographical location of your customers; you need a content delivery network.  Do you want to sell travel, conduct auctions, sell credit cards and gift cards?  There are services for all of these. 

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April 22, 2009

Build, Buy or Outsource - the Retailers Online Commerce conundrum....

Over the last few years, this subject has preoccupied the management at the all Retailers world over. There are significant benefits & drawbacks in each of the options which I cover in the following sections. Initial thoughts during the early days of online commerce has been around how retailers can control their destiny by creating a site that they could manage & control. Alternate options were considered surrounding how this could be outsourced to a MSP (Managed Services Providers) who could start with the construction of the web site and manage the entire commerce lifecycle from site to Order capture to Fulfillment within a short turnaround cycle. The recent trends have been to move towards a packaged implementation where there has been a significant progress made by a few leading vendors.

 

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April 17, 2009

Key Roles in an eCommerce Development Project

Creating the correct management roles in an eCommerce project is a critical step when embarking on a new site ( or a replacement for an existing site).  If you consider that a typical retail site will contain 50,000 item numbers(skus), take 10,000 orders per day and interact with 75-100 external touch points to legacy and third-party systems, you will see how complex the project can get.  The management of this complexity is a challenge, especially if no one on your team has been through this before (and only a few people have).

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February 16, 2009

The First Step

It is easy to agree with the need for a performance model, but how do you build one.  Here is one approach that is suited for a transactional site:

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February 12, 2009

What was that all about?!! - Thinking about The Acquisition Funnel and Conversion Rates – Part II

This post is Part II of a series that discusses the online customer acquisition funnel and how to improve conversion rates.  The customer acquisition funnel is a construct that helps visualize the junctions at which an online portal looses the attention of a visitor. 

A side note about online shopping cart abandonment…  Wouldn’t it be interesting if people behaved the same way in a real store as they do online?  I could imagine people at the grocery store piling a basket high with goods and then for whatever reason just ditching it in an aisle and then running out the store.  Most cases one would think, “What was that all about?!!”.  That’s pretty much what happens in the E-Commerce world, whether it is shopping cart abandonment or at the landing page.

In this post I will be talking mainly about landing pages.  Landing pages are the first thing that a user sees when they access your portal.  This might be your main page, or if you are savvy, it might be a personalized page based on the traffic driver that brought the user to the site.  As a general rule of thumb, you have about 3 seconds to grab the user’s attention before they decide to click the back button.  In analytics terms, the rate of ‘back button pushing’ is called the landing page bounce rate and is defined as (Visitors who leave on landing page) / (Total visitors to landing page). 

Ideally, you would want to have a landing page bounce rate associated with each “high traffic” landing page on your website.  This allows you to get a picture of not only which landing pages are working but which traffic drivers are driving qualified visitors to your site who are interested in the products you are trying to sell.  However, in order to disambiguate the influence of each factor on the bounce rate, it will take a little analytics.

Landing page optimization can loosely be categorized into two classes: 1) Subjective optimization based on design, usability or other bases such as our perception of the users intended goals; and  2) Mathematical optimization based on analytical models and behavioral data.  The most powerful landing page optimization schemes utilize both simultaneously.

I have always found the mathematical optimization portion quite interesting because it allows you to test several different design scenarios on a population of people.  This can produce some very interesting results as populations of human beings can sometimes behave in unanticipated ways.  For instance, you might find that increasing the size of the title font from 16 to 18 on the landing page decreases the bounce rate by 5%.  Does it make any sense? I say no, but it is sure easy to conjecture some reason after you have the answer!

The best way I have found of performing these types of mathematical optimizations is through multivariate statistics.  This class of statistics differs from split A/B testing, which is the testing of two different scenarios during a single experiment, in that it allows you to test multiple variables at one time without a huge magnification in the number of behavioral samples you need to capture.  For instance, you can test the title font height, background color, header image and body text in a single experiment.  Simply speaking, strict A/B testing would require four separate experiments.

The combination of subjective landing page optimization with mathematical optimization allows you to finely tune your landing pages to decrease bounce rates.  It also allows you to disambiguate the influence between a traffic driver and the actual landing page on the bounce rate.  If you then perform these optimization exercises on all of the high-traffic landing pages, a picture begins to emerge as to which design elements are working, which ones are not, which audiences need to see what content and how to best capture their attention.  This then sets you up for being able to personalize content and user experience based on the traffic driver source and other user specific incoming information. 

Since the landing page is the first and largest junction in the ‘Acquisition Funnel’, changes as small as a percent in bounce rate can have dramatic effects on the downstream number of visitors who become engaged in the site.  I can’t stress enough how important it is to get a landing page optimization program in place and get it done correctly.

February 02, 2009

Indian Railways - Epicenter of Indian Online Travel Industry Revolution

In the past year, online travel industry faced a lot of challenges globally but amidst all this the best thing that has happened to the Indian online travel industry was the opening of railways reservation APIs by Indian Railways. Currently, OTA (online travel agency) business in India is expected to be approx. $800 million and depends largely on air travel related transactions. Till now, Indian Rail Catering and Tourism Corporation (IRCTC) was the only provider for online train ticket bookings in India but with the Railways opening its inventory for private players this space is ripe for some huge changes this year.

Why this move by Indian Railways is noteworthy?

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December 23, 2008

Web Analytics – Year 2008 in Retrospection

I love to read predictions made at the beginning of the year and look back at those predictions at the end of the year in retrospect. Click here to take a look at what people were talking about web analytics at the beginning of this year.

As we approach end of the year 2008, I have put together a timeline representation below to give the readers a snapshot view of the key developments in the area of Web Analytics and the direction taken by key players in the industry in the past year. I have tried to provide references wherever possible but this post can be best received if you are familiar with the Web Analytics market dynamics.

Web Analytics 2008 Timeline.png

(For the benefit of the readers the links for each of these announcements are provided at the end of this post)

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November 22, 2008

Going Live: A White-Knuckle Experience

If someone were to write a book called “Great eCommerce Site Launches in History”, the book would be very thin.  With few exceptions, the replacement of an existing eComm Platform with a new one is a wild ride filled with crashes, slow-downs, time-outs, and roll-backs.  In this post, I will discuss the source of these bad experiences, and how to improve the situation on your next project.

Early in the project, the team is focused on gathering the requirements, creating the customer experience and designing the back end connections to the legacy systems.  “Going live” seems safely in the distant future, and gets very little attention up front.  As a result, the deployment is handled by a team that is exhausted from the push to finish the coding on time.  Errors are made and sites crash.  Revenue is lost, managers are embarrassed, programmers are stressed out, etc.  There has to be a better way.

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November 05, 2008

A new Beginning for Obama?

With the polls now shut, votes counted, and electoral college votes apportioned, we now have a new President-Elect in the U.S. It is a historic moment watched by all around the world, and as the previous blog entry discusses, it is one where the internet has played a pivotal role - in campaign funding, debates, electoral registration and voting. The new President-Elect will be tasked with implementing his programme as quickly as possible to harness this landslide win. However, it is easy to get lost in the detail, and this is where the parallel for MCC deployments is apt. While a grand plan and key actions are key, the devil will truly be, "In the detail".

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October 06, 2008

Thinking About The Acquisition Funnel and Conversion Rates

Conversion rates are often on the forefront of the mind when operating a website.  In the simplest of models, increasing conversions can be lumped into those that increase the total number of visitors making it to the point of conversion and those that increase the conversion rate by increasing the probability that a visitor completes a transaction.  Ideally you would like to increase both simultaneously.  A useful way to look at and diagnose problems related to web conversions is through an acquisition funnel model.  This is the first post in a series that will be discussing this model in the context of a generic eCommerce site. 

The acquisition funnel model analyzes the macro behavior of visitors from the traffic drivers that brought them to the site up until to the transaction conformation page.  The premise is that at each stage in the model is associated with a probability that the visitor will leave the site or effectively not complete a transaction.  Thus the total conversion rate can be approximated by a multiplicative function whose variables are the individual probabilities of each stage in the funnel.  Although this does assume independence between the events that caused the visitor to leave the site or abandon the transaction it overall offers a reasonable approximation. 

The first stage of the acquisition funnel examines the relationship between traffic drivers and how effectively the website encourages visitors to stay on the site past the landing page.  This critical step affects not only the total volume of visitors browsing further into the website but also is a direct factor in influencing the effectiveness or cost per visitor to the site. 

An effective means of optimizing the cost per visitor and marketing spending is to link an individual traffic driver to the probability that a visitor will engage with the site.  This probability is typically referred to as the “bounce” rate on a landing page.  This allows one to correlate the effectiveness of a marketing campaign directly to the cost per click.  It also can be fashioned into a marketing effectiveness dashboard to clearly denote which campaigns are working and bring attention to those that are not.  Common reasons for high bounce rates typically include an inconsistent user experience and/or content that differs greatly from the users expectations when they clicked on the advertising link.  Tracking a specific traffic driver all the way through conversion can also be useful to understand the quality of visitor that a specific traffic driver is bringing to the site.

In my next post, I will be discussing landing page optimization in the context of the acquisition funnel model.

September 16, 2008

User-Generated Requirements - Part I

A few weeks ago, I was talking to a friend of mine who is employed with one of the leading web portals in the world. Besides discussing other things, our chat ventured into the realm of customers, how to work with them better and what has changed in requirement extraction in the recent days, etc. One thing lead to another and not long into the conversation, my friend threw in an interesting statement – “Its relatively easier for us, we have got just one customer – our own company”. There was something odd about this statement that was making it hard to digest but I could not pin point it for a few minutes. When my thoughts caught up with me, I replied –“Hmmm, instead of just one customer, shouldn’t the whole world be the customer for you? After all, your apps are used by the whole world and I am sure a lot of people out there have ideas of about how to make them better. How can a bunch of business analyst think on behalf of the whole world and draw requirements for you?”

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September 15, 2008

Your Site's Performance

It is finished.  After months of working weekends, you are finally ready to go live.  The bug list is now short and manageable.  You have done your performance testing and you are good to go.  You go live with the redesigned site, breathe a sigh of relief and book tickets to the Caribbean.  Then something happens.  Support calls are spiking.  It seems that your customers are complaining about the speed of the new site.  The calls are coming mainly from customers in Ontario and in Florida.  Your boss has been called in to the CEO’s office and gotten chewed out.  He comes to see you with a stressed-out look on his face.  He isn’t yelling but …

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June 18, 2008

Flying Blind

I am often called upon to review a design.  The first things that I ask for are the performance goals and the scaling assumptions, often called the Load Model.  More than half the time, they don’t exist, or they are pure fantasy.  (I have heard business types specify sub-second response and infinite scalability.)  The Load Model tells us how many transactions, page hits, orders, etc. a system will be experiencing per unit of time for a certain number of years in the future, often the next 5 years.  This table or graph will determine the type of design that you have to create.  Without it you are “Flying Blind”.  For example, if you are told that you will have 45 orders per hour at peak then you have any number of ways that a system could be built.  In fact, almost any design can handle such a light load.  On the other hand, if you are told that you will have 45,000 order per hour you will have to examine every aspect of the design to detect bottlenecks as quickly as possible.  Many times, no one really knows what the load numbers will be.  Often, the business people will try to pawn the estimation off on the technical people.  Resist this!  You must make the business people take the bottom line for this.  If you don’t, you will be accepting the risk that the business people are paid to accept.  If you create the Load Model yourself, you will be ultimately responsible for its correctness.  This is especially important when the load is unknowable.  In that case, the business must pick a number out of the air.  Once picked, you should ensure that everyone agrees to design to it.  Later, if your approach is correct for the assumed load, but incorrect for the actual load, you will be able to defend the design. 

April 18, 2008

eCommerce Engineering is Hard

What makes it hard?  First, you have to write or acquire an eCommerce engine, integrated it with an order management system, a content management system, and a payment service.  Then you have to interface these products with 20-40 legacy applications so it fits into your corporate structure.  You have to design a user experience that is better (or at least no worse) than you have on your old site. Finally, after you have managed to get all of the projects, and subprojects done, it must perform well today and scale well over time.  If it won't perform, then you have to go to your boss and get $X million more for additional licenses and CPUs.  This is clearly in the hard category!

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