Web Analytics is like shopping

Picture came from sanjose.com

I know that this is not something you would normally think about when thinking about the "sexiness of Web Analytics", but this was something that I came to realize was true recently.

For you to understand where I am coming from, we need to step back on how I came to this conclusion.  I was shopping with the wife this past Christmas season for items that I would normally consider a no-brain item - clothing.  I remember back in my university days, I used to spend 3 hours going to three stores and complete my clothes shopping for the year.  No fuss, easy task.  But coming back to local times, I realised after the third day of clothes shopping, we kept saying the same phrase over and over: "It is nice, but I think we can find something better".  Now do not get me wrong, there were times where this phrase did not occur, both good and bad.  But this phrase was said more often than not. 

But what does that phrase mean?  "It is nice, but I think we can find something better".  Each time we say this, we do put it back and 90% of the time, never purchase.  But why do we say this if it seems that it will be a no.  And how do we know that we could find something better?  We did not know that this statement was true, but our gut feeling was this was true.  After several months of thinking about this, I have come to the following conclusion; we make a snap judgment based on the following criteria:

1. Quality of the product
2. Cost of the product
3. How long will the product last
4. How much is this item needed

 

Picture came from vatsgroup.com/Quality.htm

As I thought about this more, these are the same questions we should be asking before starting down any analysis.  And how much our lives would change if we did rate each analysis on these four criteria’s before we began our work.

Quality of the Product

When shopping, this is always the first thing we look at, even if it may be unknowingly.  Each person has their own preference in brand name and knows which brands to stay away from.  This decision happens very quickly and normally happens by the choice of store you shop at (are you shopping at a supermarket or on the High Street).

For Web Analytics, this can be how reliable is the data being captured.  If you know the data is inaccurate, you stay away from these reports without even thinking twice.  But then there are the reports which there is nothing to clearly indicate that the report should not be trusted, but the data just does not seem to be correct.  This is where you need to decide, should you invest time checking everything is correct, or should you go with the phrase "it is nice, but I think we can find something better".  Depending on your gut will depend on if this is something which you should invest time in.

Cost of the Product

Picture came from ct.componenteng.com

After the product has caught your eye and you have decided the Quality is good enough for your needs, the next action happens without any thought as well.  A quick glance.  A hidden hunt.  A flick of the wrist.  No matter what your technique may be, the end result remains the same.  How much will this item cost me?  If I am going to commit myself to this purchase, what will this mean to my overall budget? 

We cannot help thinking about this.  Except for a few items, the purchase is for one person with multiple options in the market.  If this item had no other competitor or limited edition, than your judgment on how reasonable the cost is will drastically change.  But, just like the scenario where the item is for multiple people, the scenario where there are no other options for this particular item due to its rarity. 

But using the same scenario for Web Analytics, there is a finite resource of analysts with an infinite amount of reports possible.  And there can be other occasions where that resource may be even rarer (Senior Analyst) where the cost of that resource is even higher.  There is never an end in request for data, so there is no reason to consider any scenario where finding work is essential.

To solve this problem, I have come up with a simple mathematical solution to decide if the cost of the project is worth the time of your analysts.  Before any request is submitted (or even if this is a tangent you want to go down), you should request or estimate how much of a saving this would bring to the business.  You also know how much each of your analysts (or yourself) day rate is.  The last variable you need to consider is estimated days it will take to complete the project. 

Once you have this information, calculate the following mathematical formula:

The resulted calculation will return how much of a saving you will receive for each pound you invest in the project.  To take an example, if a project is estimated to save the company £500,000, take 5 days to complete and the analyst's day rate is £600, the business is saving £166.67 for every £1.00 invested. 

 Once all the projects are calculated, you can easily see which projects give you the best ratio.

 How long will the product last 

  

You have already decided that the product is of good quality and that the cost of the item is reasonable.  The next question you must ask is "How long will this product last".  Are we talking about purchasing something which will need to be replaced in a few weeks or years?  Will the quality of the product degrade just as quickly or will the value last during this time period?  Will this purchase be for the here and now, or are you planning for the future?

These are questions that we always have to ask ourselves - how much value do we get per each use.  For example, I know that shoes last me 1 year, no matter how much money I spend or the brand I buy.  That way, when I look at spending money, I think of how much money I am spending to wear these shoes for 365 days?  Do I want to spend £50 for a normal pair of trainers or £200 for a high street brand?  I do not notice any difference between these brands, so I normally choose the lesser as I get the same type of shoes, same quality and longevity of product but for a cheaper rate.

And that is how you must think when choosing the next project.  You have a list of projects before you and the overall value of the project for the business spend, but which one do you choose if they have roughly the same value and urgency?  That is when I think about how long will this data last.  

• Are we performing a one off analysis or will this be an automated dashboard that can be used for the next year?    
• Is this a time sensitive data where next week, the data request will be meaningless since it was delivered a week later?

I cannot tell you how many times where the last point has caught the business by surprise as it was not taken into consideration.   People would not normally think of this as a longevity question, but it really is.  This is a one off analysis that will last for a very short time.  I like to consider these as roller coasters - you pay a significant price for a ride that you must wait in line for a long time but only last 45 seconds.  It is thrilling at the time, but fades quickly after it is done.  When choosing your work, you want to try and stay away from these Roller Coaster projects.

How much NEED is there for this? 

That is the keyword in this question - how much need is there for this.  When you go shopping, there are several categories your purchases fall into:

1. This is needed for the household 
2. This is too cheap to pass up
3.  I would like this for the household
4.  What was I thinking when I bought this.

 Those that you absolutely need will always be given more consideration than those that are luxury purchases.  You may even be more willing to spend more for the item due to this need.  You may not like the fact you have to purchase it, but you know it is for the better good.

And that is the final question you must answer before you decide which projects are going to be played.  Each of your projects should be assigned to each of these four categories, even though the fourth list may be hard to assign at first.  But when you have ranked each of your projects, you should always aim to stay within the first two categories and avoid where possible the bottom two.

 Those that are needed cannot be avoided; no matter how long you put these on hold, the question will always come back.  You cannot avoid doing these requests, do not try.  If you fail in these categories, you are putting your company at risk; including your reputation and job security.  These will normally focus around your companies KPI, making these easy to point out.

Then you have those that do not need much time to complete and have significant return.  If the return is not there, then this may not be the correct category for you.  These requests are normally referred to as the "Quick Win" projects.  Several analysts will normally try and complete these as soon as they come in, but I personally believe this is a wrong approach.  While these requests can be completed quickly, they do not always have as big of an impact as those that are needed.

 I am sure we have all heard the famous "I just want to know" or "It would be nice to know".  These projects have no real value for the business and would not have any significant impact if this project is put on hold for a while.  If the business cannot justify a business reason for these requests and you have any projects that fall into the first two, I would always leave these alone.  If they "want to know", I would rather teach a group "how to find it" themselves then run the report for them.  "Give a man a fish, feed him for a day.  But teach a man how to fish, feed him for life".

The final category, and the most heart wrecking feeling in the world, is "What was I thinking!!"  I know what you must be thinking now; if I knew what I know now back then, than I would have changed the priority of this project.  And that is why I said, you will need some time and practice before you can possibly put anything in this category.  But here is how I place items in this category - if I can say the phrase "I am not quite sure" when I am thinking about Quality and Cost.  The quality of the data and the time for completing the project are all estimates.  And just like any estimates, you could easily over estimate; but just as easily as you could have under estimated.  Any projects which fall into this category, where you "follow your gut" can always come back and bite you.

I remember a recent project where the priority was high, significant cost savings and the estimated time to completion was a couple of weeks.  In the end, after 3 months of work and the stakeholder had time to review results - they decided they want to look at the same data but slightly different.  This may be the most of extreme, but you get an idea of what you need to think about
 

1. How positive are you that your estimate is correct?  If you believe this may need more than 20% more time and would significantly drop the cost effectiveness rating; your project falls into this category. 
2. How positive are you that your data is accurate?  There is nothing more stressful than getting near the end of a project and finding out the data is inaccurate.  If you are unsure about the data or you have a feeling that the data could be missing leading, you can easily include this project here. 
3. If you know the person you are delivering this project to is known to change the project, even so slightly, after you deliver the project.  That request, without a shadow of doubt, falls into the "WHAT WAS I THINKING!!!" (I am sure everyone wanted to scream when they find out all their hard word went for nothing as the business owner "changed their mind").

 When I first started prioritising work for the team, determine which projects should be played first was the hardest lessen that I had to learn.  Every requester screams loudly how important their work is, every person believes they are more important than anyone else and they all believe you should drop everything to help them.  If you have something simple that you can show them how you prioritised the work, it becomes very easy to justify why their work is not being worked on.  Even if you decide that this method is not right for you, any way of proving why you are working on the current work instead of another will help this argument when it happens.

I hope you find this helpful in your upcoming work.

Now, it is your turn.  How do you prioritise your work?  What issues have you had with stakeholders when it came to getting work prioritised?  How did you handle it?  

Initial Results - Moving To Measurable KPIs

In my last post, I mentioned that I changed my team’s KPI to those that could be measurable: measuring the analyst’s and team’s “KPI”.  These KPI’s span across 4 areas: Business, Developers, Analysts and Training, the four focal points which we impact the business.  I knew before I started the survey a few points which were going to show up in the survey and I was not disappointed when I saw these come true.  But there were a few results that were un-expected, things that I could not have foreseen.


BASELINE

I ran these surveys for three weeks, getting a baseline figure to base our future ratings.  I felt this was just long enough for the recipients to answer the questions, but not too long that it would impact any future surveys.  Some of the areas that we were falling short were the more obvious areas: communication between the business and our team and our documentation needs improvement.  But a few comments that were a surprise are:

1)    While we were highly ranked in knowing regarding the tools and answering the business questions, people felt that it was too complicated to understand.  They wished we could have multiple levels have training – those that just want to use the tool for basic information and up to those that want to understand the tool inside and out.

2)    Frequent updates about the project, even if the project is waiting for prioritisation.  We always indicated when the project is started and when it was completed, but we never stated where the project was currently at.

3)    Before the developers begin work on implementing the changes, explain how the business will us this information; how will this help the bottom line.

But then there were some suggestions that everyone would like to do, but is just not possible.  Here is one of those examples: allocate dedicated resource for the project as it gets distracting when the analyst is working on multiple projects at one time.  As much as I would love to dedicate a person to work on a single project, our team is too small to handle such a suggestion for every project we receive.

CHANGES WE MADE

Based on the results we received, there were several quick wins that were implemented immediately:

1)    SiteCatalyst Wiki page – a place for announcements that anyone within the business can read.  This is currently being used for any changes or issues to the tool, or a way we can communicate with the business changes we have implemented within the team.

2)    Web Analytics Guidance Board – a group of SiteCatalyst users across the different business areas to help direct future usage of the tool.  This also enables the different business areas an opportunity to communicate with other parts of the business, understanding how they use the tool to make their own decisions.  Finally, the business begins to think of the tool more globally, instead of their individual area.

3)    Weekly Training – a dedicated hour each week for training in using the SiteCatalyst.  This proves to each individual user that we are dedicated to their future usage of the tool and we want them to self-serve.

4)    Digital Board – a dedicated site where the business can see what we are currently working and the progress on it.  It is hard to remember every person within each progress, but having a single place anyone can see where their cards are; priceless!  We wanted to the business to be more self-serve, this only helps that transition.




NOTICEABLE CHANGES

In every category (business, analyst, training, developers), we have noticed a slight increase in our survey ratings as the business notices the changes being implemented.  The more open we are, the more appreciative the business has become.  If there is any helpful hint that I can give to any analytical manager, that is to become more open about what your team is doing.  They may not like the fact there is a backlog, but they are very understanding when they know what else the business is demanding.  If there is an issue, they will understand if you are open about the problem when they notice you already have a plan to resolve the issue.  After one month of implementing these changes, we have noticeable improvements; shouldn’t you benefit from our tests?

Measuring the Analyst's KPI

All professions, no matter the company, have some type of objective or goal which the employee needs to achieve before the end of the financial year.  It may be a cashier at a local grocery market to a director of a Fortune 500 company, the one thing these two people have in common is the need to meet a set goal. 

Employee goals are like checklists, we mark off each goal when we have acheived them.

But what is the quality of those goals?  For me, during the last decade of working, the best objective I was given was at a low paying hourly rate job.  The reason I say this particular job had the best objectives as because they had a numeric value indicating what I needed to achieve.  This numeric value makes a difference in  the relationship between the direct and the manager - the direct knows exactly what needs to be achieved and the manager knows exactly how to measure the success of the objective.  Everything is black and white. 

But why did my hourly paid job have better objectives than any professional job?  Is there something different between employees that are paid hourly vs. salary?  Does a company expect a salary employee to behave and work differently vs. those that are paid hourly?  The answer to this, I do not know nor will I try to attempt to figure it out.  But what I do know is how I feel about the situation and what I would like to be different.

About 4 months ago, I was promoted to manager of a web analytics team.  Immediately upon receiving this promotion, I began my search on what is expected from a manager.  I did not do this because I needed to, but I wanted as much information about being a manager to ensure I can be effective.  Just like any other project, gather the facts and use them to build a solution.

That is when I found a great podcast - Manager Tools.  While I am not going to go in great detail about this podcast except the goal of the podcast is to help managers become better managers.  While listening to the podcast, they were talking about a manager of a security team which wanted help defining goals for his team.  He did not do this because he wanted to – he already knew he had a great team – but the business is forcing everyone to define goals which measure the effectiveness of the team.  As mentioned, he knew his team was great, but he did not know how to measure how great they really are.  After listening to the goals which he could measure (how often the gates were opened on time & how often the guards are friendly), I contemplated on the goals I have been assigned and the goals my own directs were assigned.  That is when I realised - how can analysts measure the success of the website without a way to measure the success of ourselves?

What tools are you using to be an effective Manager?  Picture was taken from The Manager Tools

To give you examples, the goals I was assigned before my promotion:

1. Help the web analytics manager run an effective team.
2. Understand how to use the Adobe Omniture tool to ensure you can effectively do your job.
3. Complete one project without the assistance of the analytical manager
4. Use all tools available to effectively implement the web analytics tool on the site. 

WOW!  Only one goal had any form of numeric number assigned to it.  How can you measure “Help the web analytics manager run an effective team”?  As analyst, how can we bear to have such vague objectives when we are used to dealing with rich detailed data?

Now, without raising hands, how many of your goals match something similar to the above?   Or how many have given similar goals to your own directs?  If I was asked to give examples of what the KPI of a site should be and told them "The site should assist the increase of revenue for the overall company", this would not be well received by anyone as well as ruin my own reputation in the industry.  So why should we give an objective to an analyst that is un-measurable when we would never suggest such a goal for a website?  When we talk about the KPI of the site, these are measurable metrics which we can compare over time.  When we think of our own directs, we need to think of their objectives the same way; what can we measure over time to prove there is a noticeable difference. 

I can tell the direct "you did not help me run an effective team" and list out the reasons why I feel they did not.  But what stops the direct from saying back "I did help you run an effective team" and give me a list of reasons why he believed he did?  Who says that he is wrong except the gut feeling of the manager?  This should not be allowed.  As an analyst, we have spent too much time to get away from the HIPPO to a data driven society.  Why not use this same philosophy and let the data decide how well the direct did?  We insist we know how to optimise the site based on the data we have; but what KPI's do we have to know how to optimise our own skills?

All goals should be measurable - even better if it has a numeric value against it.  Picture came from here.

And that is my first suggestion: All goals / objectives should be measurable - what I call the Analysts KPI's.  Some of the suggestions I have come up with are:

• Have an average NPS score of 7 based on the surveys given by stakeholders.
• 80% of all working days should be complaint free.
• 90% of projects completed on time.
• 85% of all requests that come in should not be for basic reporting (proving our effort to make stakeholders self-serve)
• 85% of time that was used effectively (# of hours it took to complete a project / # of hours completed)
• 30% of your suggestions are actually implemented by the business.

These goals can be used for an individual analyst or for the team as whole - but there is nothing stopping you from creating goals that are purely focused purely on the team as a whole.  As the old saying goes “there is no I in team”.  One team goal I have created is "Help the team to achieve a 76% effective rate for all training sessions".  These training sessions are used to help stakeholders become more self-serve, freeing the analysts time to do exactly what they are hired to do - analyse the data.  If we can free up 20% of our teams time by getting the business to be more self-serve, that means each analyst is has at least one day a week extra time to work on true analysis – not basic reporting.  This effective rate is based on a survey we deliver to the business using Google Doc's "Forms". 

 

Focus on those that bring in value - magnify what it has done,  Picture was taken from here.

And that is my final suggestion for this post - use everything at your disposal to help understand how effective you are as an analyst.  Google doc's is not the best tool as this data is being held outside your company’s servers.  This means you have to be careful on what data you will be capturing on the survey.  But Google doc is a great place to start analysing your teams effectiveness within the business.  For example, I do not capture the name of the person taking the survey as this will be transmitted to Google.  But I find that this works better as you can get the respondent to be more honest about what they really felt about the training. 

I am still in the middle of testing these changes within the team so I cannot tell you what impact this has had.  But when this test is completed, I will release the results in the following manner:

1. What impact did these changes have on the team (moral, work ethic, professionalism...)?
2. What impact did these changes have on the business?
3. What was the completion rate of the surveys that were sent out?
4. What were the changes in each category (positive or negative)?

Till next time, I would like to know what you think about the changes mentioned above.  Are you currently using measurable goals?  If not, are you thinking about changing your team’s goals?

Saint Classification User Manual

I recently received a question regarding how Saint Classification can be done.  I know from my own experience with clients that this is a topic that several people do not understand how or what the reports mean. I to try and help clear up some of the confusion by creating a user manual to help explain what Saint Classification is, how it can be done, and some of the limitations you need to know.  I know it would have been easier to direct people to Adobe's own documentation that explains the subject, but I did not feel it was very friendly.  While I am not fully happy with my own documentation yet, I wanted to offer the Saint Classification User Manual in its first draft as it will work for the majority of users now.  Later, I will update the documentation to include Numeric 2, Classification Heirachies and Saint Bernard instructions. 

As always, please leave feedback on what you think about the documentation.  Did the documentation help you?  If not, what was missing?  What documenation would you like to see next time?

Campaign tracking is not scary - it is essential for success

Every day, we are inundated with ads to buy products.  Just think about it for a moment; how many of these ads are targeting you in a single day?  According to Wiki.answers, the average person living in a developed country will see 150 ads.  But I feel that this figure is too low.  When I was on Wiki.answer, I saw 5 ads alone on that single page.  I also looked into my email and received 10 emails from companies telling me about their up-coming promotions.  The TV, which is currently on for a sporting event, had advertisement for the sponsor of the event.  If you include the two commercial breaks I sat through while looking for the answer, I would say in 20 minutes, I have seen at least 21 ads. 

Either way we live a life that is plastered with ads.  Billboards, flyers, magazine, newspaper, radio, television, direct mail, email, mobile apps and banners are everywhere you look.  I have even seen a person wear a t-shirt that had a campaign advertisement.  I still remember seeing in a video game that a company put their advertisement directly into the game!  Everywhere we look, there is some form of ads which a company is trying to perform a particular action.  We can argue if this is right/wrong or if there should be some legislation to keep this from getting out of hand.  Instead, I want to ask the marketers, do you know what your ROI from your marketing activities?  Are you doing everything you can to measure your activity?

I cannot tell you how many times I have seen an advert that talks about a particular feature but gives a normal URL to their site.  To give an example, on the television right now, there is an advert for a beach resort sale taking place.  They give you a phone number you could call, but they also give you their website homepage.  Why would they send us to their company’s homepage when they are trying to get people to partake in this sale?  Why not us an FURL to take potential customers directly to their “beach resort sale” page?  Instead, I had to go their website, click on the “no I do not want to join your newsletter” and click on their banner to “view more information” about their up to 40% off sale.  By the time that I get here, I am already mad because I typed this address in because I wanted to see their sales.  And if this was not bad enough; I would have had to call them as there was no feature to purchase on the internet for these sales products.

Finally, since I did go to their home page, they do not know I came here due to their TV advert.  BUT, if they did give a FURL with campaign codes, they would have.  But Beach Resorts is not the only company which has this problem; there is an advert for Channel 4 about the “best of the British cinema”.  But at the end, they give the URL for the microsite they are using for this campaign.  Regardless of the fact that this is a microsite dedicated for this campaign, they do not know that I saw this advert on TV and came to their microsite.  If you are going to spend the amount of money it takes to produce the ad and pay for advertising on another channel, you should know what your return is on this campaign.  Without this tracking, they will never know with any accuracy what their reach was for this particular TV advert. 

But why would a marketer allow their campaigns to go live without this tracking in play?  If the benefits for proper tracking out weights any issues, why are there so many adverts without the basic campaign tracking?  I asked this to several marketers and complied the most common answers:

1. The FURL should get tracked in our analytics tool automatically as the customer is going to this site. 
   
   
   a.       I wish this was true, but unfortunately, it is not.  An FURL redirects the user to the page you want, so they actually never land on a page with the URL actually equals the FURL you used.
    
2. Doesn't the FURL automatically have campaign code put on?
   a.       While this would be nice, nothing happens without someone actually doing this.  At the minimum, you should mention in your brief you submitted for the FURL to be created that you would like for campaign tracking to be enabled.
3. Isn’t it the analytics team responsibility to ensure this happens?
   a.       There are normally only two people who know that this campaign is happening; the marketer raising the request and the person who fulfil the request.  Between these two people, only one person knows how this FURL will be used: the marketer.  Ultimately, the marketer is creating the campaign; the marketer should be responsible for all aspects of the campaign including the tracking.
4. It doesn’t matter how many people we drive to the site, this is only brand awareness.
   a.       The company trusts their marketers to spend their money wisely.  If you cannot prove this, how can you prove that you deserve a big bonus?  Analytics helps prove what you have done has had a positive impact for the business.  The analyst is here to help you prove this, but we need you to do everything to ensure we can prove this point.

But putting out a campaign without tracking is not the only issue we are currently facing.  I have seen several adverts that does not even give you an option of self-serving; they give you a phone number instead.  While this phone number is unique and we can use this to link up some sessions, why limit your customers to only one route of market.  Why would the marketer do this?  I think the answer I received when asking this question will surprise you, as it did me.

1. We are running this campaign for a very short time and we want to get as many people purchasing as possible.

a.       I was completely blown away by this answer.  Especially since everyone I asked this question to give the same answer.  How does the length of the campaign matter for if you direct them to your website or not?  And if you are trying to get as many people purchasing, wouldn’t you open the options for all avenues of purchasing?  Next time you think of doing this, think about the following:

                                                               i.      You are beating the purpose of a cheap self-serve option.  Think about your ROI as a phone number is an extra cost to the business ( having the new phone number, employees to man the phone, and building/maintenance for this department)

                                                             ii.      Give your customer their choice for how they want to convert.  If I have the option to complete an online order, I will always choose this option VS talking on the phone.  To be honest, I will always choose the internet if I do not have to talk on the phone as I am tired of talking to “Joe” in different country for a product I am purchasing in my own country.

Marketers, I plead to you, help out your analytics team, your company and yourself.  Ensure you have proper tracking put in place for each individual campaign.  Every campaign and its medium should be available to be tracked, ensuring you know how to reach your customers effectively.  While it would be difficult, I would give each billboard its own tracking code to know which billboard is performing the best.  “Knowledge is power”.  Those who know history are more likely to avoid repeating the same mistakes. How important will this be for marketers if they know exactly which methods work for each type of campaign?  If you know email campaigns do not work for targeting new customers, but an ad put in a particular newspaper does the best; why would you use email campaign for targeting new customers again?

Before you start creating campaigns for the company, you should ensure that you are following all guidelines for your company.   This will make sure you can get to the level of confidence to know which campaign channel works best for your type of campaign.  Work with other marketers, the analytics team, or whoever is in charge of ensuring tracking is done correctly.  Keep in mind on the following:

1.  Know your companies tracking format and follow it.  Look at how they know what channel you are using and if there are any requirements for the format of the campaign.  If you do this, you can only increase your chances of getting better informed decisions on your marketing campaigns.
2. Test your campaigns - ensure they are working.  I cannot tell you the look of horror that comes on the marketers face when they realize that:

a.       There is no campaign tracking at all for the campaign they did.

b.      The format was done wrong, causing the campaign not to be captured.

c.       The campaign stopped working because the page they were pointing to is redirecting customers to a new page.

d.      They were using an illegal character in the URL that broke the code (using “?” or “&” in the campaign tracking).

Yes, you will be spending part of your time on an activity that is not glamorous or even fun, but an activity that is essential for your end results; proving that you deserve a large bonus.    

Analytics is not a scary concept; it is a learning tool to understand how your activities are impacting the company.  Think of it as a learning tool for you to understand what does and does not work.  If your particular campaign does not work, no problem; learn from it.  Tell your colleagues about it to ensure no one else in the company makes the same mistake. Work with each team that spends on marketing campaign and share the experience.  There is no “I” in team, department or company.  Each one of you is hired for one purpose and one purpose alone – to earn the company as much money as possible for the company for the budget you are given. 

I would like to hear your stories about campaign tracking.  Are you having the same issues?  What are you doing to keep this from being an issue?