优化电商策略：利用数据分析提升业务效益

电子商务分析

数据分析

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ABOUT THE AUTHOR xv

About the Author

Judah Phillips helps companies create value with analytics

and data science by improving business performance. Judah has led

analytics and data science teams for Fortune 500 companies and has

improved their financial performance through the applied analysis of

data, the management of analytical and technical resources, and the

alignment and optimization of analytics strategy against short-term

roadmaps and long-term strategic visions. Judah strongly believes

that cutting-edge technology is critical and necessary but often

becomes technical overhead unless strategy is aligned with excellence

in organizational development, operational management, and

delivery execution that is solidly tied to impacting material financial

goals. Judah has worked for or been hired as a consultant by Internet

companies, media companies, consumer product companies, financial

services firms, and various types of agencies.

• He is the sole author of three books on analytics, including

Ecommerce Analytics, Building a Digital Analytics Organiza-

tion, and Digital Analytics Primer. Judah has also authored

chapters, edited, or contributed to the development of other

books: Measuring the Digital World, Advanced Business Ana-

lytics, Sales and Marketing Analytics, Digital Is Changing

Everything, The Complete Guide to B2B Marketing, and Multi-

channel Marketing Metrics.

• He served on various boards of or advised established and

start-up technology companies, including global leaders in digi-

tal analytics, mobile analytics, ecommerce, mobile apps, and

advertising technology.

• He is an Adjunct Professor at Babson College and has guest

lectured on analytics and data science at the business schools

for New York University, Boston College, Northeastern

University, and others.

• He is the former V.I.P. at Harvard Innovation Lab, where he

advised Harvard start-ups about analytics and data science.

2 ECOMMERCE ANALYTICS

Ecommerce analysis will continue to be an important activity for

generating such growth and new levels of revenue. Puma generated

a 7% conversion lift using analytics. PBS increased conversions and

visits by 30% using analytics to track customer events in the funnel.

WBC cited a 12% boost in conversion rate through customer segmen-

tation. Watchfinder claimed a 1,300x increase in ROI remarketing

based on analytics. Marketo claims a 10x higher conversion rate for

personalized campaigns using analytics. BT used conversion testing to

increase form completions by more than 60%. Amari Hotels increased

online bookings and sales by 44% by using analytics to optimize online

advertising (Google 2015). Companies that do ecommerce analysis

increase their business performance.

Ecommerce is transacted on pure-play B2C ecommerce sites

that have no physical storefront, such as Zulily, eBags, and Wayfair,

and by omnichannel B2C retailers, such as Walmart and Staples, that

have physical stores. Even pure-play ecommerce sites, like Amazon

and Warby Parker, are opening stores. As a result, existing companies

that already sell goods and services are now selling online and vice-

versa. New companies are almost required by the market to have an

online presence. Although some companies that sell physical prod-

ucts use an online presence only for branding to drive offline sales,

that’s increasingly rare. Even luxury brands are selling their goods

directly to consumers on retail sites. B2B ecommerce is even larger

than B2C ecommerce. Major global companies execute ecommerce,

such as Ford, GM, Coca-Cola, Chevron, IBM, General Mills, Kraft

Heinz, ExxonMobil, General Electric, and Microsoft. The largest 300

B2B ecommerce companies were projected by eMarketer to grow

13.3% this year to $547 billion (from $483 billion in 2014)—figures

that easily eclipse the U.S. B2C ecommerce market.

Ecommerce isn’t just about the site anymore. The most popu-

lar ecommerce sites have a mobile experience, whether mobile web

or mobile app. 30% of U.S. ecommerce sales in 2015 were gener-

ated on a mobile device (Brohan 2015). Many ecommerce sites also

have physical stores. And in the future, ecommerce will be embed-

ded into “things” and pervasive in Internet-connected devices—with

mobile payments just a touch away both online and in-store. Internet

Retailer predicts that in 2015 the U.S. mobile commerce sales will

total $104.05 billion, which is up 38.7% from $75.03 billion in 2014.

CHAPTER 1 • ECOMMERCE ANALYTICS CREATES BUSINESS VALUE 3

AND DRIVES BUSINESS GROWTH

They estimate that mobile commerce in 2015 will grow 2.58 times

faster than desktop ecommerce sales, which they predict will grow

15% this year to an estimated $350.64 billion globally. Note that 30%

of mobile customers leave an ecommerce site when it is not optimized

for mobile (Dorian 2015).

Ecommerce is an extremely competitive space. It takes huge

amounts of capital to even try to compete with the major ecommerce

players. This competition can create razor-thin margins or revenue

that can be driven primarily through discounting. Ecommerce can be

considered a zero-sum game. Thus companies are competing by cre-

ating digital experiences that enable a person to quickly and easily find

and buy. Whether on a desktop, tablet, or mobile device, the compa-

nies that are winning in ecommerce make it easy and frictionless to

find the product or service desired, understand how it fits the need,

and buy it. Then these sites can compel their customers to come back

again and again to buy more online and in-store. To do so, ecommerce

companies use marketing and advertising that is tightly coupled with a

user experience that ladders up to a prospect or customer’s notion of

the brand and works to meet their intent. People come to ecommerce

experiences with certain goals in mind: to learn more about a product

by reading product information and social reviews, to compare prices

and promotions, and to purchase products. Ecommerce sites that win

at this zero-sum game can match that intent to a product and create

commerce.

Leading ecommerce companies use data and analytics to com-

pete—and they use a lot of different data to do so. Data is collected

and analyzed about who visits an ecommerce site, when they visit,

what pages they view, and what site or source they came from (the

referrer or marketing channel). Other information is also collected

about user behavior, such as user interactions and events on the site,

data related to products viewed, promotions used, pages visited, time

spent, the different paths and clickstreams on the site, the queries

entered in search, and many other data points, such as the order

value, the price of products, the shipping method used, and the pay-

ment information. Customer data may be captured or inferred, such

as who the customers are or could be, where they live, what they like

and their preferences or propensities, what they’ve bought, and other

demographic and psychographic information.

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优化电商策略：利用数据分析提升业务效益

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