Clash Media : Clash-Media étend son activité européenne et ouvre un bureau en France. Clash-Media, créé en 2006, livre aujourd'hui près de cinq millions de leads qualifiés chaque mois pour des clients répartis tout autour du globe, dont Whiskas, Toyota, Cheapflights et AXA. Clash-Media possède actuellement des bureaux à Londres, New York, Copenhague, Munich et Paris, et planifie de s'étendre en Espagne et en Italie, puis en région Asie-Pacifique. Afin d'étendre ses activités en Europe, Clash-Media, l'un des plus grands spécialistes européens du marketing en ligne, vient d'ouvrir un nouveau bureau à Paris et en a nommé directeur général l'un des spécialistes du secteur, Cédric Stucki qui sera chargé de développer l'offre de Clash-Media en matière de marketing en ligne à destination des entreprises françaises qui, pour la première fois, pourront bénéficier de leads hautement qualifiés en provenance des marchés français, mais aussi européen et américain. L'approche originale de la génération de prospects en ligne (Online Lead Generation, OLG) de Clash-Media permettra aux annonceurs de l’Hexagone d'augmenter de manière spectaculaire leurs taux de conversion .
«Le marché français reste encore attaché au marketing direct 'off-line',» explique Cédric Stucki, directeur général de Clash-Media France.
«Cependant, les entreprises commencent à réaliser les avantages que peut leur apporter – en termes de leads pertinents et qualifiés – une méthode de génération de prospects en ligne bien ciblée. La génération de prospects en ligne est l'une des techniques les plus fructueuse, l'une de celles dont le rapport coût/efficacité est le plus intéressant, au sein du mix marketing interactif, d'autant que la nouvelle implantation parisienne de Clash-Media permettra aux entreprises françaises de générer des leads commerciaux directs issus des marchés européen, britannique et nord-américain.» - Regies Publicitaires en France
Comment augmenter ses taux de conversion s ? : Cibler le public, adapter l'offre en conséquence et améliorer la qualité de sa présentation: 3 points à suivre pour améliorer la conversion visiteurs acheteurs sur un site de commerce en ligne. - Taux de transformations et de conversion
Construire et lire des tableaux de bord d'audience : Formation de Benchmark.fr. Programme de la formation 1. Les enjeux de la mesure d'audience pour l'entreprise
a. Analyse d'audience, au cœur de votre stratégie web
b. Analyse d'audience, un process : collecter les données, analyser et assurer le reporting
c. Analyse d'audience, des tableaux de bords personnalisés : des tableaux de bords différents en fonction des objectifs du site et du destinataire
2. Les données sources et les méthodes de collecte
Que peut-on mesurer ? Par quels procédés ? Les limites ? Quels sont les types de mesure ? Où sont les limites ? Autant de questions fondamentales pour comprendre la mesure sur Internet… Des données de base aux notions plus complexes, nous abordons les fondamentaux essentiels à connaître.
a. Les types de mesure site centric
- Les types de mesure (fichiers log, cookies tiers, IP)
- Les terminologies principales et définition (visiteurs uniques,
pages vues, etc.)
- Les limites de ce type de mesure
b. Les types de mesure user centric
- Les types de mesure (webcentric, panels)
- Les terminologies principales et définition
- Les limites des données collectées
c. Comprendre les écarts entre les deux systèmes et les interpréter
- Présentation des données type OJD et données type Médiamétrie
- Analyse comparée, constat des écarts et interprétation
d. Mesure, certification et législations
- Cookies, tracking…les limites imposées par la législation
- Certifications d'audience : Comment faire auditer ses chiffres ?
e. Collecte de données et outils du marché
- Présentation des principales solutions du marché
- Les outils collectent-ils tous les mêmes données ?
- Sécurisation des données
- Précision sur le tracking et les plans de taggage
3. Passer des données aux indicateurs
Calculés à partir des données collectées, de nombreux indicateurs peuvent être suivis sur un dispositif Internet. Dans cette partie, nous passerons en revue la liste des indicateurs selon les trois grandes catégories couramment distinguées par les outils d'analyse.
a. Les indicateurs de trafic
- Analyse des composantes du trafic entrant (moteurs, web,
direct, marketing)
- Nature du trafic (nouveaux visiteurs, visites entrantes, durée visite,
pages vues, etc.)
- Profil des visiteurs, données d'équipement, données géographiques
b. Les indicateurs de comportement des internautes sur le site
- L'utilisation des menus de navigation et les modes de déplacement
- Les zones, pages et services utilisés
- Le suivi des boutons d'action (liens suivis, téléchargement, etc.)
- Identifier les zones faibles
c. Les indicateurs d'action et de conversion
- Suivi des conversion s (vente, formulaires, utilisation des outils
relationnels, etc.)
- Suivi des coûts d'acquisition et ROI
d. Les indicateurs suivant les outils du marché
- La gestion des indicateurs clés selon les outils utilisés
4. Des indicateurs à la construction de tableaux de bord efficaces ?
Au-delà des multiples indicateurs possibles, il conviendra pour l'entreprise de déterminer des indicateurs clés de performance en fonction de son type de présence et de ses objectifs. Comment définir ces bons indicateurs et mettre en place les tableaux de bord pertinents pour les différents destinataires concernés ? Comment éviter l'inflation des chiffres ? Comment délivrer des informations permettant des prises de décisions ?
a. Qu'est ce qu'un bon tableau de bord ?
- Des tableaux de bord pourquoi ? Pour qui ?
- Tableaux de bord, tableaux de pilotage, baromètres
- Agréger les données d'audience avec d'autres données externes
- Garantir la pertinence et la lisibilité
- Assurer le suivi dans le temps des informations
- L'indépendance vis à vis des outils d'analyse
- Les pièges à éviter
b. Exemples de tableaux de bord sur quatre types de site
- Site de contenu
- Site e-commerce
- Site de services
- Site de génération de formulaire
c. Les tableaux de bord et les principaux outils du marché
- Les tableaux de bord standard des principaux outils
- Construire des tableaux personnalisés
- Exporter les données vers d'autres outils (Excel, base de données, etc.)
- Trafic de site Internet
Conversion s sur un site marchand : Guide sur l'amelioration des taux de conversion d'un site de ecommerce.Conseil Ecommerce
e-tailing group : Cabinet de conseil spécialisé sur le ecommerce, les tendances de la vente en ligne, l'ameliroation des taux de conversion . Ressources, liens utiles, statistiques et articles sur la vente en ligne. - Conseil Ecommerce
Impact du Rich Media sur les reservations : Etude aux Etats-Unis montrant que les services de reservation en ligne utilisant le rich media augmentent de 67% leur taux de conversion visiteurs-acheteurs. - Comportement du consommateur et Voyages sur Internet
Internet in 2009 : 1. Consumers seek cheap thrills
Even in a recession, people will still want to be entertained. The Great Depression saw resilience and even growth in movie ticket sales as one of the cheapest ways for people to entertain themselves. As this economy tightens through 2009, we’ll find growing numbers of “time rich-cash poor” consumers seeking today’s lowest cost methods to entertain themselves. In general, this will benefit two categories of consumer Internet companies.
First, social media and social networks. These are free and endlessly entertaining. As mainstream media companies cut costs, the relative value and quality of user generated content increases. MySpace, YouTube and Facebook all rank in the top 10 Web sites by aggregate time spent according to comScore. The most popular applications on Facebook and MySpace are all games, entertainment and lightweight communication, and these can provide endless hours of entertainment for users. It isn’t just Facebook and MySpace that will benefit though. Smaller social media sites that have built enough of a critical mass to have a self sustaining community will also see growing usage over the next year.
Second, games. Games are one of the most cost effective means of entertainment available. While a $10 movie ticket can provide 90 minutes of entertainment, a $60 computer game can easily provide 50-100 hours of entertainment. Free-to-play web based games make this math even more compelling, whether they be casual game portals like Pogo, virtual worlds like Gaia or massively multiplayer games like Runescape. The Web site with the highest amount of time spent per visitor in October was Pogo.com with 444 minutes/visitor. Number two was Yahoo, with just 291 minutes/visitor in the same period. Games in general, and free games in particular, can provide a lot of cheap thrills.
2. Trading real money for virtual goods
In Asia people have been paying real money for virtual goods for years. It is the primary business model for games and Internet companies in China and Korea, far more important that advertising. We’re starting to see similar behavior in the U.S., also led here by online games and social networks. On the back of the rise of social networks and games, 2009 will be the first real breakout year for this business model in the US.
To people who do not spend time on social networks, it seems crazy that people would pay real money to buy each other virtual gifts - pictures of things ranging from birthday cakes to hugging penguins - and then display them on their profile pages. But estimates peg Facebook’s digital gifts sales in the $35 million – 50 million range this year. As more human interaction moves online, these social tokens of appreciation move online in parallel.
In the same way, gamers are more than willing to buy virtual goods In 2007, Nexon made $30 million selling virtual goods to U.S. players of their games. These items either allow players extra powers in the game (e.g a bigger gun), or allow players to customize the way that their character looks (e.g. cool sunglasses). People want to win, and they want to look good doing it. Dozens of other games companies are now employing this model in the U.S.
Why would this recession be a time for virtual goods to take off in the U.S.? It actually has nothing to do with the economy, Rather, two new payment mechanisms are becoming available now that allow gamers, many young and without credit cards, to play these games to their full capacity. The first is that prepaid game cards are now being sold at retail, with Target leading the charge. The second is incentive marketing. If a player take an action (like signing up for a ring tone service, or completing a survey) the advertiser who benefits will fund the purchase of that players desired virtual goods. One virtual world company, Gaia, used to have three full time employees who did nothing but open envelopes of cash that their teen and ‘tween players sent them to buy virtual goods. Since rolling out their new payment mechanisms, their revenues have doubled and they no longer have to open envelopes full of pocket money.
Asia and Europe have led the US in the adoption of free to play games because they have had good alternative payment mechanisms in place for longer, including mobile payments and credits available for sale at internet cafes. Now the U.S. is ready to catch up.
3. Web 2.0 leaders pull further away from the pack
In a recession, when advertising budgets are cut, there is a flight to quality among advertisers. Size and “brand name” are good proxies for quality. Advertisers will want to buy advertising on big, well known websites. The big online media companies like Yahoo and AOL will benefit from this. However, they are already so big that they cannot escape the overall shrinkage of ad budgets.
On the other hand, many Web 2.0 companies, like Facebook and Digg, have build large user bases but have not yet built out their capacity to monetize their traffic. These companies will see the benefit of the advertiser flight to quality. However, as they are only now building out their sales forces, they will likely continue to see strong revenue growth in 2009.
4. Online ad prices continue to fall, alternatives help make up some of the ground
The Internet advertising market, like all markets, responds to changes in supply and demand. In the current recession, demand for advertising is likely to decrease. At the same time, supply of online inventory, page views, is continuing to increase. Social networks and other social media sites in particular are creating masses of new inventory. As a result, the price of online advertising will continue to fall in 2009.
Targeting may mitigate some of this fall. Better targeting is steadily improving the effectiveness of direct response advertising (the equivalent of TV infomercials). This targeting takes many forms, but all have demonstrated an ability to lift conversion rates over “run of network” advertising. As targeting technology improves, and as the data that publishers and networks collect about users increases in quantity and quality, we will see a better ability to match the right ad to the right person, and charge more for that ad.
5. Getting serious about monetizing non U.S. traffic
The U.S. led the way on the internet, and for a long time the U.S. dominated overall Internet usage. In the past couple of years this situation has changed. China passed the U.S. as the country with the most internet users this year. Top sites like Yahoo, MSN, Facebook and MySpace all have more users internationally than in the US. Serving an international user costs the same as serving a U.S. user, but making money from an international user is much harder. In 2009, I expect Internet companies to get serious about making money from their international traffic.
The US market represents about half of all online advertising, which is partly what makes monetizing international traffic so difficult. Building up direct ad sales teams (and networks) internationally will partially help to bridge the gap, but this will not be enough. As noted previously, in Asia direct monetization models (i.e. selling things directly to users) have proven to be a better business model than advertising. U.S. companies will need to understand and embrace the direct monetization models that have worked well overseas, principally mobile monetization, premium subscriptions models and digital goods models based on selling greater functionality, scarcity or status. - Prospective Internet et Technologies
La facilité d'utilisation est la valeur d'un site : Conseils de Laure Sauvage du Benchmark Group sur l'amélioration de l'ergonomie, de la navigation et du design des sites Internet afin d'optimiser l'expérience utilisateur ou la conversion visites - achats. - Conseils en design de site
mydeco CEO David Kelly on e-commerce : Launched in beta earlier this year by a team of
20+, mydeco is an
affiliate-cum-online media property focused on selling interior design products and
hosting a community for home furnishing shoppers. We caught up with CEO David Kelly
to talk about the site's planned launch of widgets, its focus on driving conversion s
through 3D room-planning
software, and the way it has gone about building its design and development team.
Can you give us an update on how the business is going? What's the plan for the
recession?
It's going well. All the reasons why we built the business in the first place look
pretty solid. There was always a big market opportunity and that's still there. The
passion centre of the home still exists now.
Even with the economy as it is now, people are still spending money on the home. On
the shopping side, people are looking to save money and take advantage of good
deals. On the community side, people will continue to use the site, which is very
engaging.
We went through our Series
B funding in July and the timing of that was pretty good. We made sure we got some
good investors in the business, which we are excited about.
What's the next stage for the site?
In the short term, it's about making the site more effective. Since launching the
site in beta in February, we've proved that the overall model will work and have
started to improve the functionality on the site, based on feedback from consumers.
We've improved the shopping experience by adding more retailers and introducing new
ways of searching - by style and colour, for example. We're always adding new
features and functionality.
In the longer term, we're aiming to do more partnerships with media companies and
other partners. Rather than just bringing consumers to mydeco, we are starting to
take mydeco and move it out onto other sites. In Q4, we will offer mydeco content
widgets to blogs and other news sites both in and outside the UK, such as 'top ten
articles' or 'top ten items sold on mydeco'. That way, consumers get to see mydeco
on all these great blogs and sites out there that are focused around the home.
Beyond that, we're planning to offer our search tools to other sites, as well as our
3D tool, which is called the Room Planner, which just went live on Channel 4. We're
also looking to syndicate content out to other sites.
What's your business model? Is mydeco essentially a very advanced affiliate operation?
The way we are structured at the moment is around three revenue streams. We get
sales commissions through being a super-affiliate, I guess. We have products from
over 700 retailers on our site now. We also have advertising and sponsorship,
including product placement, competitions, advertorials and so on.
The third one is almost a B2B play to allow us to monetise the tools we offer. For
example, we are offering the Room Planner through real estate portals such as
thinkproperty.
The real estate market is having problems at the moment, but once people see we have
hit the bottom and start to come back, conversion will become key. Portals will be
able to use our tools to convert floor plans into 3D spaces - a bit like Grand
Designs. People will literally be able to see how their home would look if they
moved around the furniture and converted kitchens and so on. They would also be able
to change all the materials in the room. That should increase conversion and become
financially attractive to real estate sites.
Going forward, on the affiliate model, we are looking at the introduction of an
e-basket. The reason for that is we are starting to increasingly see people wanting
to buy multiple items on the site. If we stay just as an affiliate, we might not be
serving our retail partners as well as we would like. People are increasingly
looking to buy for little areas in their rooms. At the moment, if you buy two items,
you can shortlist everything but you would need to buy the products individually. We
need to keep ahead of the market.
Is there a trend among some customers to do all their research on mydeco and then
visit the high street to buy? Do you have any plans to do offline tracking?
We knew that would happen when we created the business. But we are doing a couple of
things to grow the business in that context. We have built a voucher system, which
is being experimented with a couple of retailers at the moment, where if you like a
product, you click a button and put your mobile number in, and the retailer will
give you a special voucher code for you to reclaim when you go into the store.
We know that some consumers are going to want to use the site and see high-end
products physically, and the voucher allows the retailer to get those customers into
the store. The traditional concern is that people might decide to go to a particular
retailer, but by the time they have got in their car and got to the high street,
their attention has been distracted to another retailer. Groups of retailers tend to
be situated next to each other.
Secondly, we're also extending that with geospatial search where with some
retailers, we will map products to locations where you can go and see them, with
directions. We will know where the shopper is living or working as they will be
registered on the site. Then we will be able to tell retailers that we have sent
them x number of customers in a month, and which stores we have sent them to. They
will start to see us not just as an affiliate but also as a lead generation and
brand awareness partner.
We see that integration of online and offline as a big opportunity for us, rather
than a problem.
How important is faster broadband uptake in creating a lush environment for users?
Does the experience suffer on slower broadband connections?
I don't know what the average on BT Broadband is, but we tested the site on BT
Broadband on different browsers and it seemed to be performing pretty well on those
broadband connections. It's quite an image rich site, as you would expect, so we
have tried to focus in on page load times. For search results, we might return 20
results rather than 40, and we have given users the option of an image-only view so
they just get the thumbnails of each product. With the 3D Room Planner, we're also
working to improve performance on that, but we don't seem to have any negative
feedback on those issues.
How did you go about building the team and structuring the business?
What we wanted to do was to create a core team, with a hub and spoke-like structure,
with the best people we could find in marketing, tech, design and so on. We have
multiple skills for multiple areas. We have tried to stay at around 30 people
because academic research shows communication becomes a bit more tricky if you move
beyond that. We also use temporary staff wherever necessary.
We have tried to create the best technical team we possibly can, because we are a
very tech-heavy organisation. We have lead architects for search, for 3D and for
back end systems, and these guys engineer the business and have full knowledge of
how the systems work. The work itself is performed by our partners in different
parts of the world. We have dedicated teams in Montevideo and Kiev, where we can get
highly skilled and motivated but cost-effective resources. That's working really
well. You need to create the right balance where you keep the knowledge in-house.
What are you looking for from your retail partners?
There are some simple things. Having a website that works really well is really
important, as the differences in conversion rates between retailers are often
explained by how well websites work. If the site doesn't work or is difficult to
use, or the product isn't available, that is disappointing for a consumer. When a
consumer leaves our site, they are excited about the prospect of buying a product so
having an effective site is very important. That's the fundamental one.
The other thing that explains differences in conversion is the focus the retailer
has on online merchandising, and the integration between online and offline
merchandising. If consumers see a product in search results, in editorial,
newsletters and so on, that integrated approach drives conversion .
If a retailer has a team dedicated to making sure that the consumer gets multiple
messages around particular products, and those messages are clear, there will be
good results. People like Sofa.com, who we work with us on giveaways in our
newsletters and on our homepage, do that very well.
- Editeurs de sites de loisirs creatifs
Nom de domaine comme outil marketing : Il existe trois principaux types d’utilisation active des noms de domaine génériques à des fins marketing :
redirection URL du ou des noms de domaine vers le site principal de l’entreprise. Quelques exemples : assurance.fr qui pointe vers le site de la BNP Parisbas, electromenager.com qui redirige vers le site corporate de Brandt ou encore crabe.fr, racheté sur Sedo en mars 2008 par la société Nautilus.
utilisation du domaine comme portail vertical thématique, souvent à vocation informative. Cette méthode est certes plus fastidieuse et donc coûteuse, mais également plus encline à générer un trafic croissant sur le long terme et des taux de conversion supérieurs. Par ailleurs, elle contribuera à renforcer la position de leader d’une entreprise sur un marché donné. Quelques exemples : stockoptions.fr (Société Générale), croquonslavie.fr (Nestlé) ou encore lycopene.org (Heinz Ketchup)/
utilisation du nom de domaine comme nom de marque et recentrage de la communication sur le nouveau nom de domaine générique. Il s’agit à première vue du cas le plus extrême, mais les avantages offerts par une communication sur un nom de domaine générique sont multiples :
renforcement de votre crédibilité en tant que leader sur un marché donné
optimisation de vos taux de conversion , économies sur les dépenses en marketing et en promotion de la marque.
Quelques adeptes du concept : DealTime and Epinions se sont rebaptisés shopping.com, ice.com est devenu diamond.com, Dynamic Web a opté pour webhosting.com. Au niveau français, les exemples ne manquent pas non plus : neuf.fr pour Neuf Télécom, masculin.com pour Zedcom, ecrans.fr pour Libération. - Choix du nom de domaine
Optimiser les conversion s : Conseils pour optimiser les taux de conversion des "landings pages": contenu proposé, forme utilisée, tests à effectuer (PDF à télécharger). - Taux de transformations et de conversion
Schibsted : une conversion réussie : Après un parcours boursier impressionnant ces cinq dernières années, le groupe de médias norvégien a trébuché avec des résultats décevants au troisième trimestre de 2007. Malgré la hausse des coûts d'investissement, l'éditeur du gratuit «20Minutes» est, du point de vue des courtiers, le seul européen à avoir réussi sa migration vers Internet. - Presse en ligne
Sites de ecommerce américains : Etude de e-tailing sur les taux de conversion des sites marchands aux Etats-Unis. La moyenne est de 2 à 3% des visiteurs, mais le taux peut depasser les 15%. - Taux de transformations et de conversion
Taux de conversion Ecommerce : Exemples de taux de conversion (moyenne de 4.9%) et de paniers moyens pour les sites de Ecommerce aux Etats-Unis (source : Nielsen Netratings). - Taux de transformations et de conversion
Taux de conversion et OS Commerce : Discussion sur les taux de transformation entre les gérants de petits et moyens sites de vente en ligne. - Taux de transformations et de conversion
Taux de conversion sur les moteurs de recherche : Etude sur les taux de conversion . Les liens "naturels" donnent en moyenne un taux de 3,13%, contre 3.4% pour les liens sponsorisés (Etude Websidestory). - Taux de transformations et de conversion
thetrainline.com's user experience : thetrainline.com is making a big effort to solve online usability issues, including a
research project with agency cxpartners and the relaunch of its site in September.
Here, we speak to Iain Hildreth, the company's director of marketing, about the
challenges of making a complex booking service a smooth process for users.
Can you give us a quick summary of how thetrainline has tried to improve the user
experience in the last year?
At the back end of last year and the first quarter of this year, we took a step
back, I guess, and looked at the website with new eyes. The site had been running
since 1999. Not much had been done from a usability perspective, and with Web 2.0
happening, it was clearly time for us to look at the site.
We started off doing some usability research with
(http://www.e-consultancy.com/go/NL4133-3/1OSK-N36T-DZY) cxpartners, including
in-depth qualitative research and user goal interviews. We spent some time listening
in at our call centres and speaking to customers and people behind the counters at
train stations, and that was a really good way of getting inside the mind of people
when they go about buying train tickets. We wanted to find out the mental model and
map that they go through, and identify the key barriers they face to buying tickets
online.
A whole bunch of things came out of the research, including the front end of how
people search for tickets, and how they book them. For instance, if you are going to
Bristol and buy a ticket to Bristol Temple Meads, you end up in the city centre. But
if you buy a ticket to Bristol Parkway, you end up four miles outside. People were
getting a bit frustrated with that. Now, within the search box, if you type in
Bristol it comes up with both stations and tells you where they are.
We also looked into the purchase process itself, which is not as simple as you would
imagine. There are lots of variables - different times, prices and types of tickets
- and one of the things we are trying to improve is the fare presentation page. We
are not there yet and we have further improvements to make on this. From a usability
perspective, it is a real challenge to put together.
The new site went live in September. It included a series of relatively small
usability improvements which overall, have improved the experience for people. There
wasn't a silver bullet.
What impact have these changes had? Have they justified the investment?
Yes, they have. I can't give you any hard numbers for confidentiality reasons, but
we have seen an improvement in the conversion rate since launching the new site.
We are also making further enhancements. We see usability as a bit of a journey.
There were things that came out of the research that we haven't put in place yet,
for technical reasons. One thing we have coming up is to present all the ticket
types - singles and returns - on the same screen, so it's easier to compare them.
We want to make it as fast and convenient as possible for people to get the right
ticket for them at the best prices. That requires small enhancements, rather than a
radical overhaul. Unless the way tickets are classified changes fundamentally, the
trade-offs customers need to make when choosing a ticket will remain the same. We
want to understand how different types of customers make those trade-offs, and allow
them to make them in the most efficient way possible.
An example of that is the 'Best Fare Finder' tool that we just launched. We noticed
that there were lots of people that were more interested in getting a cheap ticket
than about the time they travel. So it's about identifying those customer segments
and making the usability of the site as easy as we can.
What can qualitative customer feedback offer you that doesn't necessarily show up in
web stats, or from automated optimisation tools?
The difference is your web analytics tells you the 'what', but it doesn't tell you
the 'why'. The qualitative stuff really helps you get under the skin of why people
are doing stuff on the site.
One of the key things that came out of the research was that people like booking
tickets at stations, because they want the personal touch and feel more confident,
rightly or wrongly, that they will get the right ticket at the best price. You
wouldn't get that kind of thing through web analytics. You need to talk to people.
Any do's and don'ts when conducting the research?
There's the classic stuff like making sure you are asking the right questions and
aren't leading them through the task. You have to resist that temptation, even if
they are tying themselves in the knot.
Recruitment is also extremely important. We recruited both business and leisure
customers and tried to identify the issues for different types of customers. It's
important to get respondents that are opinionated. There's nothing worse than
sitting with someone that is obviously stuck, but just doesn't say anything.
What are you doing in the area of split testing?
We use the Epiphany campaign management system, so we have the ability to change our
messaging on our homepage and throughout the site based on user behaviour. We are
increasingly focusing on that area. We have a lot of people coming to our site to
check train times, not to necessarily buy tickets, and we have a real opportunity to
convert more of those people.
For instance, we found out that there are many people that are worried about the
fulfillment of their ticket; how they will get their ticket delivered. We are
running a real-time test so we are putting up information that is relevant to ticket
delivery, and we've seen our conversion rate improve as a result of that.
Have you looked at offering a co-browsing service?
It's not something I'm aware we have looked at. We are looking at launching a 'live
help' system and we have also looked to make the phone number much more accessible
on the site, in case people have questions.
What trends are you seeing from travelers in the way they use your different
channels to research and book tickets?
We are obviously working towards making the online booking process as smooth as
possible, so people don't need to call to book their ticket. It's fine if that is
their preferred method, but we aspire to a website where they don't need to.
In general terms, people are becoming more comfortable with the web, and usability
is improving. A lot of work has been done to improve payment and trust in the last
four or five years, and people are becoming much more comfortable about buying
online.
Can you give us an update on your mobile and print-at-home ticketing strategies?
We want mobile ticketing to happen and we have been running a couple of trials for
the last year or so, on some of the train operating company websites we run. One is
print-at-home ticketing and one is mobile ticketing, where the ticket is sent to
your mobile device.
With mobiles, usability is a challenge. People have to register their handset, and
there are quite a lot of usability barriers. But from people that do sign up to use
mobile, we are seeing pretty high repeat purchase rates.
On print-at-home, uptake has been higher than mobile and higher than we expected. We
are in the process of rolling out print-at-home on a lot of the West Coast routes.
One of the issues with both mobile and print-at-home is validation. Someone at the
station or on the train has to validate that ticket so it requires a level of
investment from the train operating companies as well. Everyone needs to work
together; can't do it on our own. But it's what customers want and expect now - in
our research, customers were asking why they can print off their easyjet plane
ticket but they can't print off their train ticket.
It's something that will come and we should start to see some momentum build towards
having it on a national basis across all routes.
- Vente en ligne de Voyages
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Website Optimizer : Service gratuit de Google Adwords permettant d'améliorer les taux de conversion des campagnes de publicité par mots clés. - Google Adsense
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