Recently I moderated another Social Media Today webinar as part of their Best Thinker webinar series, this time on the topic of Leading Companies for Customer Service, On and Off Social. This webinar featured Jason Kapler (@jasonkapler) Vice President of Marketing at LiveWorld, Dan Gingiss (@dgingiss) Head of Digital Customer Experience and Social for Discover Card and Kristina Libby (@KristinaLibby) Head of Consumer Communications at Microsoft. We discussed a ton of ideas on how customer services on and off of social need to scale.

Here are three key takeaways from the webinar:

1. Customer Service on Social needs to Scale – with all the tools out there is pretty easy to get started in customer service via social media the real trick is knowing how to scale a program to include a tool that can do routing and tracking so nothing gets lost in the shuffle.
2. Social customer service won’t fix a bad customer service program – while social customer service sounds great if your underlying program for customer service isn’t great – social won’t fix that. Focus on the core program and get that right before scaling to social media.
3. Reporting success of your customer service program – be sure to frame your results in a way that is meaningful to the business and not just focused on how you won over a unhappy client.

To get a copy of the slides or to listen to the replay, please click here. You can also scan the highlights of this webinar on Twitter by reading the Storify below.

Our next webinar is titled How Social Data Powers Customer Experience; be sure to sign up for it or view the schedule of other upcoming webinars here.

I had a chance to catch up with Columbia Business School professor and fellow author, Rita McGrath to discuss her latest book called – The End of Competitive Advantage: How to Keep Your Strategy Moving as Fast as Your Business (Harvard Business Review Press, 2013). I also look forward to seeing her speak about this topic at the upcoming World Business Forum held in New York at Radio City Music Hall on October 7-8.

Tell us why sustainable competitive advantage really a failed notion these days?

Because it causes companies to do a lot of dysfunctional things like just focusing on the bottom line.  If you’re looking for things to stay the same and you’re looking for reasons to keep just doing what you’re doing every day, then chances are that you’re going to be taken by surprise by the changes in the environment or changes in the competitive intensity of your business or things that are just not going to take you in a positive direction.

So the assumption that change is the weird thing and stability is the normal thing is something that causes a lot of companies to get taken by surprise.  That’s why I argue that if you have this bias for sustainable (as in long-lasting, not as environmentally sustainable) it sets you up to make a lot of poor decisions in an environment that’s changing rapidly.

So how should companies think about and organize themselves to take advantage of short-term sustainable advantages?

The first big thing that companies need to do is to look at the elements of their business portfolio as an integrated whole, see that some things you’re doing that are driving today’s core business and that are going to continue to drive tomorrow’s core business.   And you should keep doing them.  Then you’ve got some things that you’re investing in which may be candidates to be part of the next generation core business, things that you’re doing today that could lead to a big, healthy business in the future.  When Apple – just to take a common example – goes from making computers to making music players, but that’s an investment in one of these new platforms.

Then you’ve got to have things that you’re working on that are what I call “options,” which are small investments you’re making today that buy you the right but not the obligation to make some kind of future investments or take advantage of some future opportunity but that you don’t necessarily have to follow through on.

What does “good” in this new age look like?

If you look in the book, there’s this set of ten growth outliers that I think get a lot of this right. The kinds of things that they’re good at doing are letting their structure change as their business opportunities change.  Things like making sure that leaders don’t get too calcified in any one role or any one spot.  Making sure that they do things fast, they make decisions quickly.  Their pace is quicker than a lot of other firms.

The problem with a lot of companies, particularly with respect to things like innovation, is that their structures were built to serve some of their business purpose in the past.  So the structure they have today was built to help deliver yesterday’s business.  When tomorrow’s business requires doing something different, you might need a different structure to go after it.  But very often, the phrase I hear all the time is it “falls between the cracks” of the existing business.  So what you want to be thinking about is building the right structure to deliver the business of the future.

What role can marketing play in helping to define a new opportunity?  Is it the classic role that marketing plays, or is it something more?

I think it’s something different, and I think the world of marketing is about to undergo the most ginormous upheaval.  And it has to do with the fact that on the one hand, the analytics that form the cornerstone of traditional marketing are really changing rapidly.  When I was doing my PhD, it was all about conjoint analysis and co-word grouping and feature-function maps.  Today with the advent of big data and the ability to combine data across many different, previous-unrelated databases, the onus on marketing to get really smart about how they use data and what discoveries they find from them is going to be very strong.  There’s going to be a huge amount of pressure for that.

So I’ll give you a specific example.  My colleague at Columbia, Oded Netzer did a big data project involving the use of the entire Edmunds database.  It was a big, involved study, but he was able to use social media mentions from the Edmunds database to identify the General Motors push to rebrand the Cadillac to be more in line with a European luxury car and less like an American family car, which is how many people were beginning to think of it.  He was able to demonstrate that that a particular set of investments actually got traction in the perception of the brand using only social media.  I think that’s totally different than a lot of the tools that are in the marketing toolkit today.

What could this mean for the average marketer’s career?  What does the ability to take advantage of these sorts of transient advantages mean for marketers?

I would suggest – don’t let yourself get stale.  My watchwords are – if you come to work every day and all you’re doing is coming to work every day, you’ve got a long-term problem!

Moreover you’ve really got to know what’s going on out there.  And I’ll give an example of a friend of mine at a big publishing company.  She’d been let go and was meeting with a friend of mine who runs the learning and development department of this particular company.  This marketing woman was saying I can’t get interviews.  Or if she got interviews, she didn’t get offers because they want to know about things like search engine optimization, big data, social, and she had never had to learn any of that stuff.  My friend meanwhile was completely outraged because she had arranged for online courses this woman could have taken advantage of, but she didn’t.  The woman just came to work and did her job.  As a consequence, she wasn’t even aware that a lot of this stuff was beginning to become a real for any company she considered going to.

So the point is I think you’d need to constantly be thinking about where are your skills in relationship to where the demand is going to be?  Are you learning new things?  Even if you don’t directly and immediately see the connection between your job and those skills, are you learning something new on a regular basis?

It’s apparent that there’s a missing vital component in the quest to modernize marketing. Today’s marketing organizations are aggressively modernizing, automating and adding more digitally centered marketing tactics as they focus on their mandate to discover prospects and create new customers. To meet the challenge, CMOs have turbocharged Marketing Ops teams and are building their “Marketing Clouds,” leveraging marketing automation to nurture prospects, adding CRM to manage pipeline and customer relationships, while spending millions on branded websites and social pages, coupled with billions on media to promote their offerings.  We are not connecting that media investment, the prospects generated, nor their data, with our marketing systems and processes. Integration between the two is a critical missing link.

The prospect marketing effort, which is predominantly driven by third-party media investments in content syndication, search and advertising, is still very fragmented and, worse, seldom measured or optimized. Disconnected and unable to adequately track and optimize media spend, marketing organizations struggle with lead velocity, mixed data quality and a lack of ability to attribute results back to the source or measure ROI. This is a tough hit for marketing executives as they realize how much money they’re actually spending on media to create prospects—$40 billion+ on digital advertising alone in 2013, according to the IAB.

Here are 3 areas of focus for CMOs and marketing pros who are out to modernize their approach in order to drive a higher return on media and technology investment should consider:

• Integrate third-party media investment and data with marketing systems and processes.  Today, engaging with the media community (publishers, affiliates and other sources) combined with the internal marketing processes necessary to get data into systems, requires numerous manual processes—hours of data scrubbing and lots of spreadsheets passed between media providers and marketing teams.  A more efficient approach is to automate by integrating the prospect and lead data garnered from media campaigns and partners directly with your marketing automation system and/or your CRM. Ensuring the data is delivered directly into your current systems eliminates numerous manual, resource-intensive tasks.
• Validate prospect information in order to inject quality, actionable data, and thereby increase lead velocity and lower media costs.  Once you decide to directly inject prospect data from your third party media sources, it becomes essential that the media-driven data you’ve paid for is validated, cleansed and formatted for your marketing systems (Eloqua, Marketo, Salesforce, Pardot, etc.). This not only ensures that you get what you paid for from your media investment, it also allows you to more rapidly get down to the business of nurturing and developing customers.
• “Close the Loop” to garner actionable insights that can be applied to optimize media campaigns and marketing programs. Today, we have the ability to gather data from every campaign we run but most of it we can’t and don’t act on.  Whether you leverage banners, email, content syndication, telemarketing, search or a combination and whether you utilize cost per acquisition, lead, sale, click or incoming call, you need to analyze marketing performance data by media channel, media source, creative, content, offers and campaigns all in one place.  Then you can more easily acquire insights that can be applied to optimize campaigns by focusing on higher performing tactics, redistributing media spend across the most successful media sources, and applying the resulting audience data to fine tune targeting parameters.

Taking action on the missing link is a necessity. If you are investing in media to generate prospects and acquire customers, be certain to connect those media programs with the rest of your marketing systems and process.

This post was written in collaboration with Integrate – learn more about Integrate at http://www.integrate.com

With constant access to a growing list of channels and devices, today’s connected customers are no longer satisfied with vanilla, one-size-fits-all experiences and offers. To stand out in the increasingly crowded and competitive marketplace, many C-level executives from the world’s most iconic brands are not content with just “Keeping Up With the Joneses.” Instead, they are actively seeking opportunities to better understand their high-value customers across every channel and device.

The reason for this is simple: These customers are more often than not brand loyalists and willing to persuade others to become regular brand purchasers if they’re kept happy and engaged consistently in every single place they are interactive with brands. But the task of keeping brands happy and engaged beyond one big “win” isn’t easy. It requires CMOs and the entire business, for that matter, to combine their internal resources with technology that’s both powerful and agile enough to boost customer engagement and revenue long term. And a brand’s success today, in this hyperconnected and digitally dependent environment we live in, depends heavily on leveraging digital to reward high-value customers. Rather than spout out a to-do list of tactics that show high-value customers they’re appreciated, here are some specific benefits instead that can be derived from deep and sophisticated forms of segmentation:

Don’t confuse high-value customers for high-volume customers.

In the less digitally savvy days, brands and their teams of analytics “experts” would navigate through Excel spreadsheets with massive amounts of data. In those days, there was sometimes confusion and lack of knowledge as to what constitutes a high-value customer. As a result, high-volume customers would often be mistakenly categorized, and subsequently treated, as high-value customers. But the reality was, and still is today, that people who interact with a brand frequently aren’t necessarily going to be the ones that have the most value from the perspective of consistent engagement, conversions and sales across multiple channels – from being inside a physical store to making a last-minute purchase on their mobile devices or shopping from their PCs. So it was common for those brands to see a huge surge in traffic for a short burst of time, but after the excitement faded, so did the engagement and ROI.

Marketers today need to adopt a more realistic and accurate definition of value that’s based on “the combination of opportunities to convert and increase potential order value, and maximizes both, while at the same time, yields your highest value customers.” But identifying the best customers online and serving them the content they need is easier said than done. The key to obtaining a 360-degree view of high-value customers means personalizing and differentiating every message by offering an array of online content to drive maximum conversion and revenue uplifts.

To get there, the modern brands of today must, and I repeat must, push beyond the basic forms of personalization – think product recommendations or ads that chase you around on the Web. Instead, these brands are likely to be best served by leveraging the power of technology, real-time data and automated segmentation to effectively profile individuals who are in actuality high-value customers. That identification is the first hurdle that brands need to overcome. From there, it’s all about extending personalization across every device and channel to delight and please consumers with the most humanly relevant, easy-to-navigate and engaging offers.

Tap into the beauty of data to boost cross-channel ROI.

The urgency to identify high-value customers online is being fueled by a number of factors. First, the online channel represents the biggest growth opportunity for most brands. According to a new Forrester Research global eCommerce report, e-commerce revenues are going to continue to grow in 2014 as customers’ online buying habits evolve. Meanwhile, a new study released by IBM in 2014 reveals that brands stand to lose $83 billion due to poor customer experiences.

When you think about it, that’s a lot of revenue that could be left on the table if brands don’t put every segment of their customers first. For example, brands are able to gather intelligence on channels shopped — including Web, tablet, mobile phone or store — and then integrate data from a CRM system, POS, DPM or other source to help augment customer profiles. By combining intelligence on shopping history, search history and Web behavior, this combined intelligence can help brands identify when to offer an in-store promotion, extend a seasonal offer or make a product recommendation. If brands are able to identify their high-value customers, then they can scale the business more efficiently and ensure that every decision and action they make is focused on delivering the right actions defined by the right data.

Discover unique attributes of unique markets.

One common challenge that today’s brands face is a tendency to make decisions based on data points as opposed to data profiles. In these instances, it’s not that uncommon for brands to use pre-existing data models to identify their buyer personas as well as the content and offers they deliver on their websites and mobile sites.

By using automated segmentation and targeting, brands should be able to detect segments unique to their brands and industries. This process turns traditional targeting on its head because buyer profiles and offers are all determined by real-time intelligence gathered against real-time customer behavior. One example of such a data profile could be a “weekend shopper” persona. Based on their digital behavior and purchase activity, these shoppers may spend significantly more money (at multiple channels) than mid-week shoppers. So it’s more than likely these shoppers would be frustrated and intolerant of being shown irrelevant and mismatched offers that would better suit mid-week shoppers. That is where many brands today realize that even with all the benefits of technology, they have made shoppers that much less tolerant and patient with poor experiences.

Move away from campaign analysis; bring it back to the customer.

One of the ways brands have traditionally gathered intelligence on customer behaviors is through basic A/B testing of different content and offers. Building on the quantifiable value of testing, many innovative brands are now shifting from campaign-driven analysis to a more holistic and accurate customer-driven analysis. By doing so, marketers can get a more robust and humanistic view of every single customer segment, as well as being able to identify which segments are performing better than others. With businesses – across all teams – being challenged to consistently demonstrate ROI, this ability to gauge the value of high-value customers and appropriately target them with the best content on the best devices at the best times and places, is especially critical to success.

When faced with multiple products, the time it takes for a shopper to make a purchase decision between them is usually three to seven seconds. These critical moments are known as the First Moment of Truth (or FMOT), and they determine whether or not all the advertising and promotion marketers have invested will pay off. Thanks to the Internet, another critical moment for consumer/brand interactions is also getting attention: the Zero Moment of Truth (or ZMOT). ZMOT encompasses the time between consumers’ first exposure to advertising for a product and the ultimate purchase decision—with emphasis what happens in between those two things: online research of the product.

According to a study by Google (who came up with the ZMOT concept), before deciding whether or not to buy:

• 50% of shoppers used a search engine to get more information on a product or brand
• 38% comparison shopped online
• 36% checked out the brand/manufacturer’s website
• 31% read online endorsements, reviews or recommendations

These behaviors have redefined the way marketers now plan for online shoppers—causing a tremendous shift away from the way they used to plan their campaigns.  Marketers who sell high-end goods like electronics, furniture or cars are no strangers to these shopping patterns, but these days, customers apply them to practically everything they buy. Having a good product and a solid awareness campaign is no longer enough; now there’s a more informed and discerning customer base to cater to. They check in with their trusted third-party sources, and expect your message to be consistent from desktop to mobile to tablet and back again. It’s a tall order…but not an impossible one.

Here are some ideas to help win at the Zero Moment of Truth:

Mobile Optimization

Back in the day—uh, about 10 short years ago—marketers knew more about their products than their consumers did, and had the luxury of acting as the gatekeepers of brand information. These days, consumers aren’t as passive; they’re active, engaged and are likely to know as much about what’s being sold as the people selling it to them (if not more). When they have something to say about a product, they’re not just saying it to the company that sold it to them, they’re talking to each other, at an exponential rate.

Mobile tech and devices are crucial to this process. On the go, customers search for store locations, compare prices and features, and call family and friends to get opinions. At home, they’ll respond to a TV or radio ad by firing up search engines on their second screens. So optimizing company websites for mobile is a no-brainer.

Here are some things to consider when doing so:

• Improve page load speeds by leaving out huge graphics and Flash content.
• Make sure your site design translates to smaller smartphone screens as well as it does to larger tablet and desktop ones.
• Use A/B and Multivariate testing on as many site elements as possible—namely, content, design, shopping cart process—to see what gets your mobile audience excited.
• Don’t be afraid to track mobile marketing separately from other web campaigns; according to Google’s study, mobile-only campaigns perform 11.5% better than hybrid desktop/mobile ones.

Brand Credibility

You already know people are talking about your brand on the Web, so you need to do your utmost to embrace and be a part of that conversation.

If people are searching for your brand online with questions, you’d better have useful and engaging answers for them—because if you don’t, your competition surely will.  Product reviews and recommendations are major resources for consumers doing research; make sure they’re prominently displayed on the product pages of your website.

Don’t be nervous about opening up your site to user comments and feedback, because honestly…most reviews are good reviews. According to a Bazaarvoice study, 80% of online reviews on a given retail site are written by the top 20% of the site’s most committed and loyal customers. Even the occasional thumbs-down is a good sign; shoppers see negative reviews as proof of an unbiased, truthful environment.

Video is another crucial aspect of ZMOT; product showcases, how-to demonstrations, B2B case studies…whatever your market, customers will want to see what you have on offer before opening their wallets. Shoppers love to send videos to each other via email, post them to social networks or embed them in their blogs or personal websites, so make sure your videos are easy for customers to share. Try adding a YouTube channel to your social media arsenal. Increase the reach of your TV advertisements by posting them online.

Brand Consistency

If there’s no stylistic connection between your company’s main website, your social media pages, and your offline marketing campaigns, shoppers are bound to get confused or challenge the legitimacy of your online presence. Keep branding elements and logos consistent between all your marketing channels, so consumers trust that they’re exactly where they need to be and know precisely who they’re dealing with.

Don’t just pay attention to style—your content also has to be consistent across channels and campaigns. Shoppers are using various pathways to find you; if they see conflicting product descriptions or huge price discrepancies between channels, they’re likely to lose confidence in your brand and look elsewhere. Also, it’s important to keep your online content fresh and updated. If customers keep seeing the same old commentary on your main site, or your social media sites haven’t been updated in months, they might think you’ve gone out of business—and you’ll lose their business.

Personalization

A huge part of succeeding at ZMOT is being able to define and understand your target audience, in order to provide them with specific experiences attuned to their needs. Not only are consumers seeking information about your products, but their searches also allow you to gain insight that helps you give them exactly what they’re looking for.

Use information gathered from website behaviors to create user profiles that can be segmented by various attributes: geography, time of day, viewing device, media channel, web browser, etc. This personalized approach can be as simple (one or two collected insights) or as complex (mathematical algorithms that dynamically adjust and predict displayed content) as your specific campaigns require.  Once created, these profiles provide better, more relevant customer engagement.

Product reviews and recommendations come back into play here, because when consumers engaging in ZMOT use them, they’re not thinking of them as opinions from strangers—instead the reviews and recs are perceived as coming from people like themselves, who’ve been in the same situation and had similar questions. Personalization helps online marketers connect consumers with the product advice most suited with their particular need, which can lead to a desired purchase. Those customers can then post their own reviews or recommendations, informing other consumers undergoing their own ZMOT…and the beat goes on.

ZMOT is a fantastic way to gain awareness on customer interest and satisfaction; putting these various methods to work for you will keep your brand in the forefront of shoppers’ minds and attentions, giving you the ability to trounce your competition and make the sale.

The phenomenon of big data certainly comes with big promise. After all, having terabytes of data on customer history and behavior is certainly better than trying to extrapolate from just a few data points.

For sure, online marketers who make sense of big data are going to be better able to build customer experiences around hard data and evidence rather than on hunches and guesswork. Instead of working on intuition, or crude analytics, you could use definitive evidence to design product pages that lure your best customers directly toward the shopping cart. You’d know exactly when to introduce your promotions and offers, and you’d know which promotion would work best with each particular customer. You could optimize your online interface, so that everything from search to registration to “Place Order” was virtually friction-free.

Getting to that point, however, requires first harnessing the data. It is no small feat to integrate huge amounts of data from a variety of sources. It is even trickier to figure out exactly how to translate that information into more visits and fuller shopping carts—in real time, customer by customer.

The good news is, there are technologies and tools that make it much easier to find the gold hidden in the data—and use it to refine your online marketing with laser precision. But there’s a mind-set at work here, too—a way of thinking about data that may involve some shifts in culture, depending on where your organization is right now.

Having worked with a number of online marketers who needed to tame big data, here are six steps to help you get there:

1) Think continuous evolution and iteration, not instantaneous.

Yes, big data can fundamentally shift the way you do business. But don’t try to change everything at once. It’s far more productive to adopt a “test and learn” philosophy. Two dozen incremental improvements in site design or wording or personalization can get you much further than trying to “innovate” in one fell swoop. We see this every day.

The most successful marketers are optimizing and refining all the time. They steadily move ahead, with a thousand baby steps, finding something to improve almost every day.

Note: This tactic may call for some adjustments to Web development processes. The most agile marketers can typically go “live” with tweaks, adjustments or tests in a matter of hours. (Slow marketers wait for the next release. Don’t do that.)

2) Align big data goals with your individual business goals.

Create separate initiatives or projects for each of your business goals, such as acquiring new customers, boosting conversion rates, improving customer loyalty or increasing lifetime customer value. This approach makes it much easier to determine what type of data to reel in, and exactly how to use it. Focus a team or a project on one objective at a time.

3) Sell the concept internally.

In some organizations, moving toward data-driven, evidence-based marketing may call for some extra communication to get everyone on board:

• Encourage knowledge sharing, continual learning. Let everyone know what you found out.
• Simplify everything. Present data and outcomes in easy-to-understand terms that managers can use to make decisions. Use pictures and graphs.
• Communicate plans and achievements across the organization. Don’t hide results.

 4) Create one team for big data.

You will need to include marketing strategists, analytics gurus and Web developers. And especially creatives, who may sometimes feel threatened or hampered by having to work with hard evidence.

Then integrate with those responsible for e-commerce and site optimization. No silos allowed.

Find a committed, obsessed, dedicated executive to drive the process and act as a focus for future customer experience innovations.

5) Your own data is best. By far.

The real-time data that your website and CRM systems are gathering is far more valuable than anything you can obtain from an outside vendor. Because it’s about your own living, breathing customers, it is data that your competitors don’t have. Advantage, you.

Examples of the typical aggregate data you can capitalize on in a big data strategy:

For most marketers, the goal should be to make in-session decisions as to what customers should see, what offers you recommend and what you say to them.

Craft a custom experience for each visitor, and they’ll buy more.

Do all of this, and they’ll be back.

This article was originally published on iMedia Connection

Recently there has been a lot of conversation against the importance of relationships in selling such as this recent Harvard Business Review article on Selling is Not about Relationships which makes it seem like social media would not make a good fit for sales people.

But a new RAIN Group report proves otherwise and shows that sales people that truly “connect” with buyers in this “always on” environment we live in to win more often. So here are 3 reasons why …

Social media provides great way to connect with potential buyers

• Social media provides the sales person with unprecedented ways to connect with potential buyers, increase likes or followers to the business, build relationships and most importantly start conversations.
• Social media provides the sales person with a platform to allow for their online personality to shine and begin that trusted relationship which can create affinity with the buyer
• Social media provides the sales person a platform for sharing value, which builds reputation and affinity for the seller

Social media provides a platform to collaborate with potential buyers

• Sales people can use popular online meetings tools like Google Hangout or even GoToMeeting to create spontaneous meetings with potential buyers
• Other technologies like Postwire can be used for more direct collaboration with more middle of funnel prospects
• Social listening technologies like Radian6, Hootsuite (or whatever your favorite is) will allow you to chime in at most relevant times with potential buyers, middle of funnel prospects or even existing customers – keeping you top of mind at all times!

Social media allows you to educate potential buyers with new ideas

• Social media provides plenty of ways to do this. Sales people that tweet their own ideas or find blogs articles that espouse their position – make it easy to connect with buyers. Content is king so being able to use it to your advantage is key.
• Marketing teams provides the platform and resources to sales to be able to do this. Too many companies in my opinion leave it to the sales team to figure this out all this by themselves. Content is the new collateral. If marketing creates the platform and the sales team can bring it to life with customers then sales will surely flow.

An integral part of the sales process is getting to know your prospects and establishing relationships—and it turns out social media can help you accomplish this quickly and easily. Follow the steps above to help your sales team make the cash register ring using social media. Remember – when you’re there alone there is no one to compete!

As the shelf life of ecommerce sites gets shorter, it becomes harder for marketers to balance the latest trends while maintaining a seamless customer experience. When constant upgrades and revamps become daily tasks, or the functionality just isn’t meeting your growth demands, it might be a sign that it’s time to replatform—or migrate your site to a more stable, streamlined infrastructure.

The bad news is that if you’re considering a replatform, it’s likely because your ecommerce site is highly complex and dynamic, with rich content, targeted merchandising, interactive customer support and advanced search capabilities. The good news is that it doesn’t have to be tricky. Here’s a checklist of six things to help ensure a smoother process.

Think long-term

According to Forrester Research, 39% of surveyed companies see a drop in conversion rates after replatforming, while 44% note slower load times once a new platform goes live. It’s a given that ecommerce sites will need to be further tested and tweaked after replatforming. Therefore, selling the process as a singular project with a definite end date is counterproductive. Replatforming should be treated as a long-term program that caters to the site’s goals and capabilities. Be upfront about this so stakeholders realize that a post-launch dip is part of the plan. And ensure them that you can bring things back into balance through testing and optimization.

Be realistic

The average delay for a replatforming program is 4.2 months; so promising a three-month turnaround is setting your company up for failure. Functionality and usability issues are common once the transition takes place, so be aware of that when devising a timeline. Companies that rush their replatforming efforts often have to spend more time dealing with unexpected snafus, unlike those who allocate enough time to get things right at the first pass. Pro tip: don’t schedule a replatform in Q3 or Q4—unless you enjoy needless holiday chaos! Instead, plan to make the shift earlier in the year (right now is actually a good time!) so any delays that arise are dealt with during the summer, and the bigger issues can get resolved before shopping season begins.

Use teamwork

While it’s tempting to keep replatforming decisions strictly within the marketing department—perhaps under the assumption that less cooks in the kitchen will make things go faster—remember that other departments (IT, sales, executives) are bound to have their own goals for the project, each with their own key performance indicators. Having all that input and feedback is highly valuable, and crucial to a successful replatforming. Keeping everyone in the loop in a diplomatic and transparent way results in a consolidated master KPI list for the program with fair and effective prioritization.

Stay focused

A big replatforming no-no is trying to fix too many problems at once. New site features, design changes, cross-channel implementations, updated order management solutions…implementing all those changes at the same time will make the possibility of things going haywire even more likely. Adding excess scope at the start often leads to trimming things down later on—in other words, wasted time, money and effort. Figure out what the most important changes will be at the start, and implement those in a focused, rational manner.

Know what you need

Replatforming is not the end…only the beginning. Therefore, it’s important to have a clear idea of what tools and interdepartmental support are needed to keep things running smoothly once the transition takes place, and to make those needs clear during preliminary discussions so there’s no surprises. Any manual effort or IT hours should be estimated in advance, as well as any possible ongoing financial outlay beyond upfront costs.

Test everything

Forrester notes that an astounding 63% of companies decide to re-platform based on “perceived ROI” (otherwise known as hunches), while 54% are motivated by internal company demands (also called wishful thinking). That’s a whole lot of guesswork, when what’s needed is actual customer experience testing to see what really improves matters. Any variable you can think of—site traffic, bounce rates, navigation, checkout processes, layout/design, revenue per visitor—can be tested both before and after replatforming to ensure the changes taking place will actually make a difference to the bottom line.

Although the average online shopping cart abandonment rate is a staggering 65 percent, incomplete purchases are largely credited to controllable issues: high shipping prices presented too late in the game, a long or confusing checkout process, not enough payment options, too many requests for customer information, etc. Sealing the deal comes down to being able to provide a great deal of information in as few clicks as possible.

Like many things in marketing, the solution lies in listening: listening to your customers, that is. And if you listen carefully enough, they have likely told (or showed) you why—and when—they are leaving without completing the sale.

Think about it: how do things like the existence of hidden shipping costs, lack of early shipping cost estimates, out of stock items and lengthy registration forms affect your overall conversions? Would reduced or free shipping increase the number of conversions? Are you telling visitors upfront when items are out of stock, or are you waiting to spring that on them when they go to checkout? Are they forced to leave the shopping cart to read your return policy when it strikes them that, “I’m not sure whether Aunt Susie is a size 4 or a 6 — I wonder if she’ll be able to return this?” The list of variables that create a good (or bad) checkout experience goes on and on.

According to Forrester Research, the top six reasons for abandoning a cart before making a purchase are:

1. Shipping and handling costs are too high (55%!)
2. Wasn’t ready to purchase the product
3. Wanted to compare prices on other sites
4. Product prices higher than they were willing to pay
5. Wanted to save products to the cart for lower comparison
6. Shipping costs were listed too late in the checkout process

Consumers are openly fickle, and telling. They want to make sure they are getting the best deal and experience possible, and it’s up to you to give it to them. To achieve this, here are some tried and true do’s and don’ts when it comes to your cart:

1. Ditch hidden shipping costs and fees. Be honest about what the cost is upfront; consumers appreciate integrity.

2. Offer free shipping promotions. Whether it’s via an offer, a time frame (act now!) or “buy a certain amount, get free shipping,” showing customers you know shipping fees are a pain point for them is an easy win. After all, by throwing them a bone with shipping fees, you’re sure to make up for those costs in additional sales and Average Order Values.

3. Make registration simple. Make sure your registration process is easy to get through, perhaps even with a progress indicator—lengthy or confusing forms cause frustration. Frustration causes visitors to wander.

4. Leave room for virtual lay-a-way. A “save for later” button, though doesn’t lend to the immediate sale, can be great for those who are in browse – not buy – mode. Consumers who can easily log back in to retrieve their item and buy it will convert faster than those who have to start over.

5. Make it safe and secure. While online shopping has become a very credible way to receive goods and services, many websites still display a “security logo” during the checkout process to ensure visitors that they are using a trusted site for their online purchases.

6. Test everything. A/B and multivariate testing will help you immediately pinpoint your trouble areas, rather than playing guessing games. And based on the data gathered in testing, you can optimize your checkout process to reflect the most popular combination of variables. For example, if testing reveals that last-minute or lengthy registration forms are a primary issue, you may decide to replace those with auto-filled forms for return visitors; let new users login with their social media accounts instead of filling out a new form, or simply provide guest checkouts.

With consistently greater demand for online shopping, comes greater opportunity. Putting customers at the heart of any online content and user experience decisions is crucial for not only surpassing revenue and conversion goals, but also to sustain lasting consumer relationships. Your online shopping cart is the moment of truth: is it ready?