In-house Management Inversus Management Outsourced Module III why a Sense of skepticism and unease toward management consultants 5 pros and cons. Specialized - you can get the best 2. Personal attention from a senior practitioner 3. Each campaign treated uniquely 4. Relationship - itPs easier to form a long term relationship with the owner / operator than an account rep that may change jobs.
In-house Management Inversus Management Outsourced Module III why a Sense of skepticism and unease toward management consultants 5 pros and cons. Specialized - you can get the best 2. Personal attention from a senior practitioner 3. Each campaign treated uniquely 4. Relationship - itPs easier to form a long term relationship with the owner / operator than an account rep that may change jobs.
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In-house Management Inversus Management Outsourced Module III why a Sense of skepticism and unease toward management consultants 5 pros and cons. Specialized - you can get the best 2. Personal attention from a senior practitioner 3. Each campaign treated uniquely 4. Relationship - itPs easier to form a long term relationship with the owner / operator than an account rep that may change jobs.
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Download as PPT, PDF, TXT or read online from Scribd
Has to wear many hats (eat what they kill) Physical limitations on number of clients that can be serviced Can be more expensive per hour Limited in the number of things that can be done well
ihat can big companies do today? Organize. Hire an in house search specialist or project manager, who should be a strong communicator along with a strong understanding of SEO ° Establish an internal team may include
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Then analyze the data and the roles,- the goal is to not become beholden consultants. Lastly, زeducate,س and make sure to follow up and stay current. ihen to seek outside help? ° For a core competency outside your department. If you do not have the time and resources, a ³buy in from the top,´ it is not worth the time to bring in a consultant or imbedded There has to be a strong commitment from leadership to perform. here are 3 options that should be considered to be the best model for the company. ° ³All outsourced´ (what most people do) ° ³Hybrid,´ and ³all in house.´ ° People have started to think along the lines of ³I can build a great team for the $2 million that I am spending on Project Management ° his is a growing problem for agencies that need to provide value ° Another question to consider: ³is the current model working?´ ° ihat is the culture? iill vendors fit in, and how are they managed? For the execution, ask ³what is the labor resource required? ihat are customized tools«do we ³need something custom?´ ° For cost efficiency, ihat is the total cost of each program? ihat are the barriers to implementation and what will the costs be to overcome them? In measuring/predicting time and success,, he feels that in the end some form of hybrid marketing will rule.
° You can do well completely in house, especially
for the low-hanging fruit ° hen there are more advanced things that may require help such as architectural issues and more advanced coding problems. ° So, if you are going with completely in house: spend time at conferences, understand you market share. ihat are you getting versus what your competitors are getting. ° Completely outsourced: It is nice to have someone to assign the work to, but you still need to remain educated, in order to not go in the wrong directions. Remember that you will also have to guide the consultant, especially for keyword selection and copywriting, as well as link building. ° The larger the company the more complex the politics, usually. ° ihat are the questions to figure out before hiring someone? ³ihat is the staff t- client ratio?´ ³ihat is the employee turnover rate?´ ° ³ihat is the level of customization?´ ihat is the standard deliverable, and what will cost extra? How does process, training, and on boarding work? Lastly: Meet your team. At the end of the day it is about the people who are working with your business. ° hare data. It may take longer to become comfortable with sharing sensitive data, but when you can, it will improve performance. Invest in learning, and plan for long term gains. Reward success ࣗ structure something in the contract to give agency extra based on performance. Push for innovation and exceptional results. Summary of the pros and cons of being in-house: °
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, ), , *-, Cons to being in house: ° Many of the best consultants are extremely competitive individuals, yet internal positions do not usually foster this competitive spirit. ° here is often a sense of boredom and eventual lack of motivation that comes with continually working on the same site as opposed to new challenges and opportunities. ° As part of a small internal team there is often a lack of informal learning opportunities which inhibits professional growth and the ability to deliver in a rapidly changing environment. ° iith a single in house resource, you will be constrained to a single set of strategies, as opposed to best of breed solutions that result from an integrated team approach. ° Professionals are rarely equally trained or experienced in both organic optimization and paid search marketing ° You may be sacrificing by relying on one resource or investing in a larger team. It is often difficult to drive organizational change from within. ° External resources are needed to justify priorities, directional change, and budgets. ° At the moment across the ecosystem there does not seem to be a single model that is totally dominant. ie have some web analytics teams in companies that are all in-house. ie have a whole bunch that are sort of a hybrid, some work done in-house but most of the work done by individual outside Consultants or via one of the larger web analytics consulting Companies. There are fewer completely out-sourced models for some reason.
o here is a framework to think through stages of the journey and some characteristics of each stage.
tage One: Birth ihat does it look like? ° Úou have nothing, no web analytics implementation or a really new one. Úou are just getting started but have some support from management. ° ihat do you need? ° 1) ieb analytics tools implementation. 2) how promise from data and convert the masses. ° ihat is your role? ° 1) Find the most senior person who owns your company policies and assign them the accountability for deliverables. 2) Donࣛt expect perfection and donࣛt pick the most expensive tool and donࣛt pay the consultant lots and lots of money upfront (youࣛll do that later). 3) Ask to speak to a client that the consultant has recently lost. ° ihat is the consultantࣛs expected role? ° 1) Talk to the client owner a lot and some data consumers. 2) Help you find and implement the best fit first tool fast. ( uggested vendor selection process.) 3) Teach you not to make mistakes all their other clients make. 4) Do lots of training sessions and dog and pony shows around your company (makes you look good and shows promise of whatࣛs possible). ° ihat should you be careful about? ° Most of what will be done in this stage will be thrown away later, and it is ok. Make sure you set that expectation with your internal company customers / partners. As your first phase targets choose people who have data affinity and your friends (so theyࣛll stick with you through the birthing pains), most definitely donࣛt over-stretch and give 500 people login accounts to your new web analytics application. ° ihat do you pay consultants? ° mall dollars, more frequently. -# - - ° ihat does it look like? ° Úou have won over a few converts, the consultants are pumping in reports that people are using and you are drowning in questions, some people have started to complain about the fact that they donࣛt know what action to take, the VP of Marketing is wondering why we keep changing the site but the analytics tool is not telling them why conversion rate is tanking. ° ihat do you need? ° 1) Consider hiring a ieb Analyst to be the in-house resident expert, someone whoࣛll collect tribal knowledge and be on the beck and call of the VP. 2) Customized solutions for your business (because you have realized you are unique and standardized KPIࣛs from books donࣛt apply to you). 3) Úou will find lots of data is missing and the tags are not right so you will need a massive effort to update your tags and collect new data (say site structure, site outcome details, new cookies/parameters, campaign meta data etc). ° ihat is your role? ° 1) Help fill the Analyst position as soon as you can (look for acumen, curiosity and simple web smarts). 2) Have the consultant spend a lot of time on the problem talking to the people who run your businesses. 3) Find out what the financial goals are for the project or problem, look for benchmarks, find out how the success of others channels is being measured . ° ihat is the consultantࣛs expected role? ° 1) Really understand your business and your business success criteria and bring their business acumen to the table (vs. tool expertise in tage 1). 2) Create those aforementioned customized solutions that incorporate core financial or other goals for key metrics to show real success. ° 3) Help you put standards in place to capture meta-data that you need to do optimal analysis (meta data round campaigns, products, website customers etc). The consultant has to help you nail all the data problems (either missing data or bad data) in this stage. 4) Teach you how to do reporting for yourself. ° ihat should you be careful about? ° This is a very painful stage for you, the client. There is more data than you can digest and yet it means little. Be patient, practice zen. Úou very deliberately want to bring reporting in-house now mostly because it will be cheaper for you to do (and a great way to train your Analyst) and you really want to focus the consultant on doing true and powerful analysis (and teaching you that as you move from toddler to a teen). ° ihat do you pay consultants? ° Medium sized dollars, less frequently.
tage Three: The Wild Youth ° ihat does it look like? ° Problems and analysis rule the roost. Úour conversion rate (or Problem Resolution Rate for support sites) has doubled from 1% to 2%. Úour decision makers have realized that Path Analysis is a waste of time. ° Úou have extracted all you can from your data Analytics tool. ° ihat do you need? ° 1) Experimentation and Testing expertise, to realize you are wrong about what your customers want. 2) Úou need to start moving into collecting Qualitative data (for example surveys). 3) Help creating a strategy that would integrate all the new pieces of data you will capture. ° ihat is your role? ° 1) Expand your team in the company to get other bright people involved on problem and solution analysis. 2) Identify decision makers who Customer Centric Decision Making and cozy up to them (youࣛll need their sponsorship / air cover / money). ° ihat is the consultantࣛs expected role? ° 1) Bring tools and expertise to the table for these new things you know nothing about. 2) Knowledge transfer (because soon the general ideas wonࣛt bear huge fruits and youࣛll have to bring business expertise to the table) and implementing best practices. ° 3) Help you integrate your various data sources so that you can do analysis for survey responses or figure our multi-channel impact of your experiments/tests. ° ihat should you be careful about? ° tart with modest goals and donࣛt underestimate the immense resistance youࣛll get from your company culture. It is very hard for companies to truly have a customer centric mindset and at very step you should be prepared to massage egos and re-frame things so that they let you bring customer voice to the table and not just kill it because of their opinions. ° Create case studies when you do a great test or find out a huge nugget of information via the Research work.(it will pay you back big). ° ihat do you pay consultants? ° ïig sized dollars, a bit initially and then only periodically.
tage Four: Maturity
° ihat does it look like?
° Úou have truly implemented something akin to the Trinity. Úou donࣛt have enough people to do the analysis work. ° ihat do you need? ° 1) New and different ways to capture data. 2) More people. 3) Create self sustaining processes that feed active decision making. 4) Maybe another challenge! : ) ° ihat is your role? ° 1) Chief Cheerleader. 2) Find the right talent. 3) Find Insights from ix igma and Process Excellence (books maybe). 4) Truly consultants who really donࣛt do much work except come talk to you and give you ideas. ° ihat is the consultantࣛs expected role? ° 1) For the new technologies you are trying you will need help in understanding them and instrumenting new ways of capturing data. 2) Bring truly radical outside perspectives (that a select few consultants in the world have) that will both energize you but also help influence strategy (vs. KPIࣛs or page design). ° ihat should you be careful about? ° Úou are going to be in very rarefied air, make sure your organization has the appetite for risk and they back you. Úou will make more mistakes here (but you will also win big), be prepared for it and make sure that that is ok. Ensure that you donࣛt go so ࣞprocess crazyࣟ that people have meetings and do graphs just for the sake of process meetings (this happens all the time). Úour personal job is to motivate your team (analytics/research/web/whatever) and keep the organization on the right track time and people evolve. ° ihat do you pay consultants? ° Huge sized dollars, infrequently. ° ctذs that simple. ° There are many great consultants / consulting companies. ome of them have different sizes and specialties but they all know what they are doingࣧࣧ 6 The numbers of both in-house and agency will decline; this drop will be partially countered by growth in self- employed consultants. ° An interesting uptick in the number of those "not employed" in Induvidual advisers(IA¶s). Considering how this number had steadily declined, this is somewhat surprising, but many respondents indicated that they'd move into management, broader work, or new activities altogether. This is supported by predictions in what portion of our jobs will be dedicated to IA in the future. IA ain't the end-all-be all hank you