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网站重新设计致营收上升34%

(2011-02-04 15:38:54)
标签:

网站建设

网络营销

邮件营销

网站优化

网站分析

案例

it

分类: 白的

原帖发布在MarketingSherpa收费区,只公开十天吧,翻译如下)

------------------------------------------------------------

CASE STUDY #CS31819:

Website Redesign Leads to 34% Increase in Revenue


SUMMARY: Budgetary concerns affect all marketers, but they are especially tough on small business marketers who might want or need to fulfill multiple objectives with relatively little money. One B2C marketer faced a complete website overhaul along with a rebranding and redefined marketing strategy, all on a shoestring budget. 

Learn how he completed the process in three months and ended up with an efficient website that drives sales and excites customers. The reward for all this work? A 34 percent increase in revenue.

by David Kirkpatrick, Reporter

CHALLENGE

"Our first objective was drive revenue usability. Second objective was build brand while driving sales," states Phil Edelstein, Marketing Director, Two Leaves and a Bud Tea Co., on redesigning the company website.

Two objectives, one problem -- the budget. Two Leaves and a Bud is a small company with eight employees that specializes in premium-priced whole-leaf teas. Its product is distributed internationally to outlets such as Whole Foods, and also offers its products directly online. Edelstein faced revamping an underperforming website and revitalizing the overall brand on what he describes was a "tiny budget." Not an easy task.

The Two Leaves and a Bud site was mired in usability and functionality issues and was not capable of generating as much revenue as Edelstein wanted from e-commerce. He was looking for the online channel to create ten percent of the company's business and knew that number was reachable with a new website. He saw that channel as incredibly efficient and effective for two reasons. First, it is measurable. Changes can be made to the website and those changes can be instantly monitored to track how they affect revenue. Secondly, from a marketing standpoint, the website is a great way to reach customers.

Edelstein, even given the small budget, decided to revamp the company's entire brand, with the new website as a core piece of the entire rebranding strategy and process. Development and design on the new site began in June 2010, and the new website launched in September.

Because the website redesign was such an integral part of the rebranding effort, it also tied very closely into a content marketing strategy involving blog posts, e-newsletters and social media outreach. Find out how Edelstein turned a website redesign into a complete overhaul of Two Leaves and a Bud's brand and marketing efforts on a shoestring.

CAMPAIGN

Because a new website was the centerpiece of an entire rebranding and marketing effort, the starting point was the steps taken to turn limited funds into a website that can drive at least ten percent of the company's revenue.

Phase #1. Build a new website

Edelstein broke the site redesign into four steps, taking the process from planning to launch over just three months.

Step #1 -- Research

A major part of the research was interviews with:
o customers
o wholesalers
o company employees

Edelstein also conducted comparative competitive analysis to see how the competition was presenting their message. He looked at market data, went to trade shows and interacted with customers.

He says, "I think the experiential aspect is a form of research, because that is the best way to learn." He adds this experiential research allowed him to "glean insights" on what was happening in the world of tea and try to find a niche for the company to fill.

Step #2 -- Analysis and internal rebranding

After conducting research, Edelstein went through a period of analysis, pulling together everything he learned through experiential research and determining what was important, and what wasn't. During this step he began developing a more in-depth marketing plan for capturing new customers and began rebranding at the same time.

Another part of this step was building the new brand internally while consolidating all the data from the research stage. The internal rebranding began with instituting office policies that reflect the new brand attitude -- in this case all employees were given a day to take off work and enjoy an adventure of their choosing -- and establishing the new brand with the key stakeholders in the company.

The analysis of information created during the research stage helped create the internal brand now ready to become an external brand, and helped drive development of the new website.

Step #3 -- Begin building the site

Edelstein conducted a great deal of experiential research and gleaned insight that led to a rebranding of the company internally, and to a new in-depth marketing plan. As the new website began taking shape, all of this work defined the external branding for the new site and for the company.
At the same time, the Web designer was going through an in-depth discovery process as well.

This process included:
o reviewing the new brand for the company
o reviewing the old site's Google Analytics data
o interviewing the team to find out what each member wanted from the new site, changes they wanted to see made and elements to be left intact

After the discovery process, the Web designer began wire framing the new website. Edelstein worked closely with the designer to plan the site's architecture and determine how the site would be organized, and most importantly, the user flow experience. He gave the designer a set of objectives, the three most important being -- in order -- usability, brand building and product selling.

"We wanted a highly usable, highly efficient, highly effective (website)," Edelstein states, "But we still need to get that brand message across."

Step #4 -- Implement research insight

All the information collected by Edelstein during the research stage led to insights to apply to the new website. He found there is a lack of education about the world of tea, so the new site provides deep knowledge about where tea comes from and the different types of tea the company offers.

Another piece of insight came from looking into the retail channel. Edelstein found when ten boxes of a type of the company's tea was on a grocery store shelf instead of five, sales doubled. He dubbed this the "billboard effect," reflecting that the larger amount of product on the shelf acted as a billboard for the tea.

The billboard effect was replicated on the website with a navigation bar at the top of the page showing images of boxes of every type of tea the company offers.

Phase #2. Marketing the new website

Once the new site was built and launched, the budget constraints really began to show.

As Edelstein puts it, "We wanted (our customers) to do our marketing for us because we don’t have the budget to (heavily) advertise."

The result was a marketing effort that largely relied on an enthusiastic customer base to share their love of the company and its products.

Edelstein encouraged sharing through a number of offers and strategies:

o $5 gift certificate to send to a friend for a website sign-up
o customer reward points for sharing with friends
o customer reward points for purchasing
o utilizing the Facebook "like" button
o a homepage widget promoting blog, Facebook and Twitter content

The overall marketing strategy involved three main areas.

#1. Content marketing

Content marketing became a major element of the effort to encourage customers to share their love of the company. The idea was the more meaningful the content the company provided, the more the company expected customers to share that content through social media channels.

Content comes via email, four or five blog posts a month created for the company, and active use of social media to offer promotions and encourage communication with customers.

Edelstein says a future goal for the content marketing effort is to develop a content sharing or distribution model where the company has blog partners and publication partners for informational and educational content instead of only promotional content for SEO and link-building purposes. The idea is to share and leverage the company's content in a manner that quietly promotes its products.

#2. Rewards and incentive programs

Currently customers can receive rewards points that result in a $10 gift certificate for 100 points earned. Points are earned in three ways:
o 10 points for signing up for an account
o one point for every dollar spent at the website
o five points for every shared gift certificate redeemed

This program works threefold -- it builds the customer database, it drives sales and it is a major piece in the effort to promote sharing as a marketing effort.

#3. Email

Before the site redesign, the company was using email about once a week, but the email content was heavily tilted toward promotions and discounts. For a premium brand, too much discounting can be detrimental to the image. Edelstein was aware of the issue, but the promotional email sends were driving revenue. 

After the website redesign, the frequency of email hasn't changed. The type of email has, however, changed as part of the new marketing effort. The company now still sends promotional email, but also sends transactional and content email as well. This means the frequency of promotional email has been reduced dramatically. And Edelstein is finding content and transactional email sends both drive open rates and actual sales.


RESULTS


Given the budget constraints, and short timeframe, for the website redesign, rebranding and revamped marketing effort, the results are very impressive. These numbers compare pre-launch of the new website to post-launch (September-December 2010)

Revenue
o Overall revenue is up 34%

Conversion
o Conversion rate increased to 5.79%, a 63% increase over pre-launch numbers
o Returning visitor conversion rate increased 20% -- from 6.24% up to 7.49% 
o New visitor conversion rate increased 17% -- from 2.77% up to 3.26% 
o Organic (non-paid) search traffic conversions increased 85% -- from 2.14% up to 3.98% 

Site Visitors
o Bounce rate decreased 14.5% -- from 42.11% down to 36% 
o Overall number of page views increased 20% 
o Average page views increased 6.34% -- from 5.33 up to 5.67 
o Exit rate decreased 9.62% -- from 20.37% down to 18.41% 

Content Marketing
o Days when e-newsletter were sent out, sales were 300% higher than average daily sales 
o 14% higher open rate for content based emails over promo emails: 3.56% open rate for content vs. 3.135% open rate for standard promo emails 
o Blog visits are down just 3% (Edelstein expected an increase), but value-per-visit up 350% from $.69 per visit up to $3.11 per visit -- this metric is based on Google Analytics, the dollar figure is the average amount of dollars spent per visitor to the blog

Facebook-Referred Traffic
o Increased by 135% 
o Facebook fans increased 10% since site launch 

Coupons
o 13% of $5 gift certificates sent out to new customers through the refer-a-friend system were redeemed 
o 15% of newsletter signups were redeemed and turned into sales 

Useful links related to this article

Creative samples
1. Old homepage
2. New homepage
3. Consumer newsletter
4. Old promo email
5. New promo email

Two Leaves and a Bud



案例研究

网站重新设计致营收上升34%


摘要:预算上的担心会影响所有的营销者,但对小企业营销者尤为艰难,他们总是要用相对有限的资金,来满足多个目标。一家B2C公司面临着网站的彻底改版,以及品牌重建和重新定义营销策略,所有这一切都基于小额预算。

了解一下他是怎样在三个月内完成这一过程,并最终交出了一个有效提升销售的网站,而让客户激动的。这一工作的回报?是公司营收上升34%。

 

记者 David Kirkpatrick

 

挑战

 

对于重新设计公司网站,两片叶子一片芽茶公司(Two Leaves and a Bud Tea Co.)的营销主管Phil Edelstein说:“我们第一个目标是驱动收入的可用性。第二个目标是在推动销售时建立品牌。”

 

两个目标,一个问题——预算。两片叶子一片芽是一家8个员工的小公司,专营优质的整叶茶。其产品被国际分销到诸如Whole Foods等销售点,也在网上直接出售。Edelstein面临着,要在他描述为“微预算”的情况下,翻新一个表现不佳的网站,并振兴整体品牌。不是件容易的事。

 

两片叶子一片芽的网站,在可用性和功能性问题上陷入了困境,不能够产生Edelstein希望从电子商务所得到的收入。他在寻找网络渠道,以撑起公司业务的10%,并认为用一个新的网站,可以达到这一数字。他觉得网络渠道非常有效和有用,有两个原因。第一,它可测量。网站能被改变,而且这些改变能立即被监测到它们会怎样影响收入。第二,从营销的立场来说,网站是抵达顾客的极佳方式。

 

尽管得到的预算很少,Edelstein还是决定翻新公司的整个网站,并把新网站作为整体重建品牌策略和过程的核心部分。新网站的开发和设计始于2010年6月,9月上线。

 

由于网站重新设计是重建品牌努力的整体性部分,也就紧密结合了一套内容营销的策略,包括博客帖子、e-newsletter以及社会化媒体的延伸。让我们看看,Edelstein是如何在小额预算基础上,把网站的重新设计,变为整体重建公司品牌和营销努力的。

 

营销活动

 

由于新网站是整体品牌重建和营销努力的中心,那起点就在于这些步骤,把有限资金放在网站上,产生至少10%的公司收入。

 

阶段 #1 建立一个新网站

Edelstein把网站的重新设计分为4个步骤,这一过程从规划到上线,为期仅3个月。

 

步骤 #1 —— 研究

研究的主要工作就是与下列人员面谈:
o 顾客
o 批发商
o 公司员工

Edelstein还做了比较竞争力分析,以了解竞争是怎样表现为讯息的。他查看市场数据,走访展览会,还与顾客互动。

他说:“我认为经验方面也是研究的一种形式,因为这是认知的最好方式。”他补充说,对于茶叶界发生的事情,以及发现公司所进入的利基市场来说,这些经验性研究使他能“收集见解”。

 

步骤 #2 —— 分析和内部的品牌重建

研究之后,Edelstein进入一段时间的分析,把他通过经验性研究所得到的一切汇总起来,判定什么是重要的、什么不是。在这一步骤期间,他开始形成一个针对发展新顾客的更加深入的营销计划,并同时着手品牌重建。

这一步骤的另外一部分,是结合研究阶段获得的所有数据,在内部建立新的品牌。内部的品牌重建,始于制订反映新品牌态度的公司政策——这样,所有员工离开工作一天,享受他们选择的冒险——并在公司里借助关键的利益相关人员,建立新的品牌。

对研究阶段得到的信息进行分析,现在有助于把内部的品牌,准备好转变为外部品牌,并有助于推动新网站的开发。

 

步骤 #3 —— 开始建设网站

Edelstein做了很多经验性研究也收集了不少见解,这些被引向内部的公司品牌重建,以及一个新的深度营销计划。鉴于新网站已初见端倪,这项工作被界定为针对新网站和公司的外部品牌推广。
同时,网页设计师也在参与一个深度发现的过程。

这个过程包括:
o 为公司评估新品牌
o 评估老网站的Google Analytics数据
o 与团队面谈,找出每个成员希望从新网站得到什么、他们希望看到哪些变化,以及完整保留的元素。

在这个发现过程之后,网页设计师开始新网站的线框图(wire framing)。Edelstein与设计师紧密合作,规划网站架构,决定网站如何组织,以及最重要的,用户流畅体验(flow experience)。他给设计师设置了一系列目标,最重要的三个依次是可用性、品牌建设、产品销售。

“我们要一个高度可用、高度效率、高度有用的(网站),”Edelstein说,“但我们仍需要传达品牌讯息。”

 

步骤 #4 —— 研究见解

Edelstein在研究期间收集的所有信息,达成应用于新网站的见解。他发现缺乏关于茶叶的教育,所以新网站提供公司的茶叶来自哪里、有哪些不同种类等深入知识。

另一种见解来自对零售渠道的观察。Edelstein发现,公司的一种茶若有十盒放在杂货店货架上而不是五盒时,销售会翻番。他称之为“广告牌效应”,反映出更多量的产品在货架上,起到了茶的广告牌作用。

广告牌效应被复制到了网站上,在页面顶部有个导航条,显示公司提供的每一种茶的包装盒图片。



 

阶段 #2 营销新的网站

当新网站建好上线后,预算的局限才真正开始表现出来。

Edelstein表示,“我们希望(我们的顾客)替我们做营销,因为我们没有预算(大量)投广告。”

结果是营销努力很大程度依赖于热心的顾客,以分享他们对公司及其产品的热爱为基础。

Edelstein鼓励分享,通过一系列提议和措施:
o 发送给朋友在网站注册可以得到5美元礼品
o 向朋友分享的顾客可奖励积分
o 购买的顾客可奖励积分
o 利用Facebook的“like”按钮
o 主页上用widget推广博客、Facebook和Twitter的内容



 

整体营销策略包含三个主要领域:

 

#1 内容营销

在鼓励顾客分享他们对公司的热爱方面,内容营销已成为一个主要成分。想法是,公司提供的内容越是有意义,公司所期待的顾客就越多会通过社会化媒体渠道来分享这些内容。

内容来自公司发送的邮件、每月发布的四或五个博客帖子,并且积极利用社会化媒体提供促销,鼓励与顾客的交流。

Edelstein说,内容营销的未来目标是,形成一种内容分享或分发的模式,公司有针对信息性、教育性内容的博客伙伴和发布伙伴,取代只是为了SEO和链接建设为目的的促销内容。这一想法打算以一种安安静静推销其产品的方式,来分享和促动公司的内容。


 

#2 奖励和激励计划

目前,顾客能得到奖励积分,每100积分可得10美元礼品。积分获得有三种方式:
o 注册一个账户得10个积分
o 在网站每消费1美元得1个积分
o 每分享一个所得到的礼品可得5个积分

这个计划起到三重目的——它建立了顾客数据库,它推动了销售,它在把推广分享作为一种营销努力方面是主要部分。

 

#3 邮件

在网站重新设计之前,该公司大约每周利用一次邮件,但邮件内容严重倾向于促销和打折。对于一个优质品牌,太多的打折会损害形象。Edelstein意识到了这个问题,但促销邮件的发送,能推动收入。

在网站重新设计之后,邮件的发送频率没有改变。然而,邮件的类型有了改变,作为新的营销尝试的一部分。公司目前依然发送促销型邮件,但也发送事务型和内容型的邮件。这意味着促销型邮件的发送频率被大幅降低了。Edelstein发现,内容型和事务型邮件的发送,既能提高打开率,又能带来实际销售。


 

结果

 

考虑到预算限制和时间仓促,对于网站的重新设计、品牌重建和翻新营销努力来说,结果非常令人印象深刻。以下数字是新网站上线前与上线后(2010年9-12月)的对比。

 

营收
o 整体收入上升34%

转化
o 转化率提高到5.79%,较上线前提升63%
o 回访者的转化率提升20%,从6.24%提高到7.49%
o 新访客的转化率提升17%,从2.77%提高到3.26%
o 自然(非付费)搜索流量的转化提升85%,从2.14%提高到3.98%

网站访问者
o 弹出率下降14.5%,从42.11%降至36%
o 总体页面浏览数提升20%
o 平均页面浏览数提升6.34%,从5.33升至5.67
o 退出率降低9.62%,从20.37%降至18.41%

内容营销
o 在e-newsletter发出的当天,销售额比平均日销售额要高300%
o 基于内容的邮件比促销邮件的打开率要高14%:内容邮件的打开率为3.51%,标准的促销邮件打开率为3.135%
o 博客访问减少了仅3%(Edelstein预期是增加),但每次访问的价值(value-per-visit)提升350%,从每次访问0.69美元提高到每次访问3.11美元——这一指标基于Google Analytics,美元数指的是博客的每个访问者消费的平均金额

Facebook带来的流量
o 增加135%
o 网站上线后Facebook的Fans增加10%

优惠券
o 通过发给朋友系统发出的给予新顾客5美元礼品中有13%得到了兑换
o newsletter注册中有15%得到兑换并转变为销售

 

关于此文的有用链接:

创意样例(见下)
1. Old homepage
2. New homepage
3. Consumer newsletter
4. Old promo email
5. New promo email

Two Leaves and a Bud 两片叶子一片芽 公司网站

 

1. 原来的主页

网站重新设计致营收上升34%

2. 新的主页

网站重新设计致营收上升34%

3. newsletter

网站重新设计致营收上升34%

4. 原来的促销邮件

网站重新设计致营收上升34%

5. 新的促销邮件

网站重新设计致营收上升34%

(以上所有内容和图片均来自MarketingSherpa的原帖

------------------------------------------------------------

另外,补充一个Two Leaves and a Bud公司网站的菜单式样(还得翻墙...)

网站重新设计致营收上升34%

 

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