When analyzing for Digital Transformation, focus on the customer perspective, the technology perspective and the marketing perspective, all of which are tied closely to website analysis and the top line revenue.

Customer Perspective

Digital transformation should mean that customers get more personalized services and products.  They should be able to get it from a variety of channels.  The customer’s experience across this omnichannel landscape will be how most customers develop loyalty to companies and brands.  There is of course a privacy concern as companies develop a profile of their customers.  This is a common benefit exchange; the customer gets something they want for a little bit of privacy being given away to the company.

That is a lot of consumer data in one place though and it should raise concerns.  The bigger the target, the more resources an attacker will marshal to their cause.

Creating a trusted environment requires respect of the data and a proper security stance.  The risk of personally identifiable information (PII) exposure becomes more troubling as the profile becomes more complete.

If the company is treating that data with the respect required, we will see that personalization can bring substantial meaning to what has been a relatively cold buying experience online.  This is an important component of a web analysis framework, which can ensure that there are no major security vulnerabilities or attack vectors on your site.

Marketing Perspective

Serving segments of customers means an even larger focus on content.  Developing alternative content for various customer segments is one of the key components of personalization and is enabled by the technology stack, usually underpinned by a CMS, CRM or both.  Optimizing the content requires A/B testing, measurement and a culture of iteration and improvement.

Many Marketing departments themselves are hampered because they are still stuck in a traditional organizational model.  They don’t align the budgetary spend with the best outcomes with the organization chart.  Some will spend millions on tradeshows, even if those tradeshows yield very few results.  They do this while Digital Marketing is left begging for 1/10th of that budget even if the business case shows equivalent spend gets only 1/10th the value at the tradeshow.

“Content is king” is shouted loud, but there exist no content creators or curators on the team.  Sorely lacking are publishing roles to create unique content, to tell the company’s story and evangelize the message on social media and in their local networking events.  I would guess that many enterprise marketing departments should be re-organized around digital marketing or at least have a team charged with digital and content.

Without these items in place, marketing effectiveness goes down.  This marketing effectiveness can be measured and should also be a component of a web analysis framework.

Technical Perspective

From a technology standpoint both integration and data security are paramount.  This includes integration of data sources internal to an organization such as CRM, POS, Customer Support, Social Media and Web Site data.  But it also involves third party data sources for enrichment. Creating segments requires good data from both online and offline resources. Once these are federated together, companies know a lot about customers and setting up proper processes.

The complexity of the marketing technology landscape can certainly be a barrier to enabling marketing.  I don’t think Marketing is used to discussing application portfolios like IT teams might be.

That level of complexity constantly fights back against an organization trying to deliver a “world-class” experience.  New technology adoption is quite high, but integration of that data into something useful is harder resulting in manual processes.  There is very little orchestration or reuse in marketing technology.  There is very little experimentation, optimization, or simplification.

Many companies, even large ones, may still see their website as a brochure rather than a tool to drive prospects into their sales funnel.  Some will even push paid traffic to genuinely awful website experiences, then wonder why no one comes knocking because of the website.  Their conclusion is that the website isn’t important to their business, rather than the obvious better conclusion – their site isn’t good for their potential customers and they didn’t experiment enough to see what works on their website.  There is a need to test and improve and iterate.