Gain stakeholder buy-in and secure future investment in optimization efforts.
Specify how often you will monitor.
Identify the metrics that are likely to have the most significant impact on your stakeholder’s attitudes. If in doubt, speak to your stakeholders.
For example, a finance director will be concerned about return on investment, while a marketing lead will be more interested in lead generation. A common mistake here is reporting on metrics that are easy to gather, such as dwell time and page views, rather than those stakeholders care about.
Look at overall organizational goals and pinpoint additional metrics that you can show to support those goals.
Mapping the work you are doing in conversion rate optimization against company objectives is always a good way of ensuring future investment. For example, if an organizational objective is to increase market share, focus on engagement and awareness metrics.
Review the metrics you have identified and work out how feasible it will be to gather those metrics. What work is involved, and will the process be manual or automated?
A survey might be required for some metrics, while you can find others in Google Analytics.
Shortlist a small selection of metrics based on their importance to stakeholders and the effort involved in reporting on them.
If you have limited resources, try to limit this to 6 metrics.
This will allow you to demonstrate how some campaigns support top-of-the-funnel activities and provide value even if they don’t lead to more final conversions in the short term.
Decide how often you wish give progress reports to stakeholders, based on the frequency with which you make changes and the amount of effort involved in gathering the appropriate data.
For example, a short presentation once a quarter is often more compelling than a dashboard of numbers nobody ever looks at. A dashboard that compares different business units side by side can encourage competition between business units and lead to more investment in conversion optimization.