Web analytics governance: who’s in charge?
Web data is a gold mine to marketers. As its value grows, the web analytics function is jostling its way into the organisational structure. Yet where is its rightful place, who sets the rules, and how do policies evolve to ensure its efficacy?
Opinions about which department ‘owns’ web analytics vary. In the 2007 Australian Web Analytics Survey, 57% respondents said that web analytics is the responsibility of the web team, 22% place the responsibility within marketing, and 10% in IT.
In other organisations, web analytics may fall on operations’ shoulders or a standalone role may be created.
Many organisations lack a concrete governance model for web analytics, and the price is paid when new web campaigns are launched with great fan-fare but little concrete measurement to satisfy the business owners.
To rectify this, businesses must ensure that the web analytics governance model is a subset of the general governance structure, with a steering committee charged with the task of defining expectations, granting power and verifying performance.
A good web governance model should include the following attributes:
- Accountability: Roles, responsibilities, actions – create precise definitions about who does what, when, why and how.
- Accessibility: Access to data and information – ensure that analytics and reports are accurate, timely, and of value to stakeholders.
- Participation across business areas – work with business owners for engagement and support.
- Standards for outputs, definitions, calculations – develop standards and policies for all aspects of the web analytics function.
This model can be broken down even further, depending on the complexity of the website and the organisational structure.
Web analysts tell it like it is
So just what does web analytics governance mean for the web analysts at the coalface? We spoke to leaders at a number of Australian organisations about their views on the issue.
For Benn Glazier, Head of eBusiness Marketing, Russell Investment Group, it’s a hot topic. Currently, no web governance model exists at Russell – but they are pouring resources into developing one.
Globally, the financial organisation is conducting a study on web governance, seeking to resolve issues such as the integration of web analytics, how resources should be allocated and who should have input.
The report’s existence highlights the growing importance organisations are placing on governance issues and its impact on web performance.
“Our immediate web analytics efforts are stalled as we switch vendors. However, the new software coupled with our report on web governance will ensure that we have the right policies and procedures in place for future success with web analytics,” said Glazier.
Also on the side of marketing is Brendan Halloran, Information Services Manager, Tourism Victoria. Halloran, who is responsible for web analytics and research, reports to the Manager of eMarketing and believes the function is best located within the marketing team.
“The website and web analytics data are marketing tools – it makes complete sense for the marketing department to control it,” said Halloran.
Yet, in a clear demonstration that there are no hard and fast rules for web analytics governance, Tourism Victoria’s controlling body, the Department of Industry, Innovation and Regional Development (DIIRD), has placed web analytics within the Information Management and Technology branch.
“For DIIRD, the benefits of having web analytics within IT include fast action on technical issues and SEO, and the ability to tweak the site quickly to test new ideas,” said Michael Doherty, Web Developer, DIIRD.
Doherty said that a web governance model exists, but the challenge lies in educating long-time employees of the web function.
“Governance is talked about, and people know that it exists. To me, the main role of web analytics governance is letting people know what our service offers and how they can best utilise it for actionable results,” said Doherty.
The Australian Bureau of Statistics (ABS) also houses web analytics outside of marketing’s control.
Andrew Mair is the Director of Customer Insights and Strategies at ABS, and is part of a whole branch which works on the website. While there is some strong governance in place, Mair and his team mostly work to historical precedent when it comes to reporting.
Web analytics at ABS is in a period of change. As part of the process of implementing a new vendor solution this year, the ABS plans to use the change to implement a more rigorous governance model by aligning the website KPIs with corporate objectives.
“Our goal is to reach out to business areas and address their needs with true granular analysis. We want employees to recognise that web analytics is a specialist function with specialist skills – it’s not just a matter of pressing a button,” said Mair.
“I believe that web analytics is on a similar path to the mainstream as business intelligence – in other words, moving from the back office into the front office – but just a few steps behind,” he said.
If his predictions are right, then web analytics governance will be mandatory policy within all organisations. Yet even then, there is no right answer about who should hold the reins.
You need to look at your core business function, how your business is set up, and what your customers’ needs are.
No matter who controls web analytics, just remember that web analytics adds dollars and cents value to the web investment, and is a win-win across all departments.