Google Analytics mit allen Limits

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Es gibt viele Gerüchte um die vielen Limits von Google Analytics – hier eine aktuelle Übersicht

 

Google Analytics ist bekannt für seine Limits. Aber welche sind es wirklich? Brian Clifton hat in seinem Blog eine detaillierte Übersicht all dieser verschiedenen Limits aufgelistet und beruhigt gleichzeitig die Inhaber kleinerer Websites, da diese solche Limits nicht zu spüren bekommen werden.

 

Google Analytics Limits

Google Analytics Limits – aktuelle Übersicht

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Aus Web Analytics Europa wird INTELLIGENCE EUROPE

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Auch wenn sich die Domain aufgrund der Bekanntheit und häufigen Nutzung nicht ändert – aus Web Analytics wird INTELLIGENCE. Aus Europa wird Europe.

Beides führt zurück auf die letzten Inhalte dieses Blogs. Weit über Web Analytics hinaus gingen die Beiträge der letzten Wochen und Monate – und diese erschienen nicht mehr nur auf Deutsch sondern auch in Englisch.

Daher habe ich beschlossen, den Namen zu ändern und damit noch mehr den Inhalten gerecht zu werden. „Aus Web Analytics Europa wird INTELLIGENCE EUROPE“ weiterlesen

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A Dashboard is A Dashboard…

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The topic of dashboards has quickly transformed from a luxury to a necessity

Inspired by the need to visualise data for executive management, nowadays pretty much every department is clamouring for data that is digestible in a glance.

While dashboards are no doubt sleek, not everyone will understand the details – let alone know what they should do with data.

As dashboards multiply, the life of an analyst will get easier & harder at the same time: easier due to faster, cleaner dissemination of data; harder due to requests popping up from new recipients who are suddenly part of the data ecosystem.

 

Dashboard

Just one smart way of Dashboarding: Webtrekk Dashboard

The easier the data to merge, the more company data is interesting to company employees, the more the top-level involvement, the more dashboards you will see in your daily work.

That leads to following new assumption:

Easyness of Data1

The quantity of dashboards will increase year by year, project by project. This will get more brains thinking in the language of data, which is good, but will also give voice to people who never handled data in the pre-dashboard days.

If a future dashboard does not have recommendations included, it will be a useless graphic. Recommendations about what to do next or even what to expect will happen next will be every bit as important as engaging design.

 

Easyness of Data and Dashbaord

 

Data action is still the key element missing from most dashboards today. The next step of the dashboard development is including smart recommendations to further improve the communicated numbers.

The bigger the surface of the triangle below, the more you will need to find a solution to communicate data in a meaningful way:

 Triangle Dashboard

 

If you apply this to your current situation:
– How easy is it to integrate data in your analytics tool?
– How easy is it to merge data?
– How engaged are you with company data?
– How many power users vs normal users would you have in your company?
– How involved is top level in understanding or acting on data?

If power users are focused solely on analytics, you might not even need a dashboard: They would already know what the data tells them.

Dashboards will solve old problems (merging and visualising data in a comprehensible way) as it creates new ones (introducing complexity outside of people’s normal comfort zone). They are a turning point that change how we consume data, not a tipping point that enable anyone-and-everyone to suddenly be an expert analyst.

Brainpower will still be needed to dive into data deliverables, expertise will still be needed to link different sources and create a more powerful overview.

A dashboard that turns pure figures into colourful visualisation might be a nice first step, but will also not solve your mission: maximising profit, acting on data, recommending upcoming actions.

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Big Data im Marketing

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…so heißt das neue Buch von Herausgeber Torsten Schwarz, der bereits viele Experten in vorherigen Fachbüchern vereinen konnte

Das Buch
Big Data im Marketing“ behandelt aktuelle Themen rund um das Buzzword „Big Data“. Und zwar jeweils mit praktischem Bezug.

Big Data

Inhalte
– Neue Anforderungen an das Marketing der Zukunft.
– Big Data: Daten sammeln, aggregieren, analysieren, nutzen.
– Streaming Analytics: Management in Echtzeit.
– Umsetzung in konkrete Marketingmaßnahmen.
– Kundenwünsche in Echtzeit erkennen und bedienen.
– Alles zur Rechtslage und zum Datenschutz rund um Big Data
– u.v.m.

Auf mehr als 300 Seiten erklären also über 20 führende Experten aus Praxis und Wissenschaft die Marketingrevolution Big Data: von den technischen Grundlagen bis hin zur Customer Journey, von der System-Integration bis zum Social Media Monitoring.

Lesenswert. Aktuell. Und praxisnah: „Big Data im Marketing„.

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Top 11 Tips for the CMO

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11 Tips for the CMO of Tomorrow The C-Suite becomes digital, the CMOs must align

Digital business is carving out a bigger and bigger place in the C-Level management.

A quick glance at the backgrounds and titles occupying your own company’s C-Level probably proves this. But if you need further confirmation, check out Korn Ferry’s “Top 15 for 2015: The most in-demand C-level positions for the year ahead”.

Korn Ferry, the largest executive search firm in the world, lists Chief Innovation Officer, Chief Cyber Security Officer and Chief Digital Officer among the top five most in-demand positions. Chief Information Officer (CIO) and Chief Technology Officer (CTO) appear as well.

In other words, data and technology are going to be all of our bosses before long. Chief Marketing Officer is still firmly entrenched in the modern C-Suite. It’s just that the position itself is evolving. Fast. And as the C-Suite becomes more digital, so, too, must the CMO.

Let’s take a look at 11 tips that will enable the modern-day CMO to stay relevant in the rapidly evolving C-Suite.

Top Tips for CMOS

1. Get Digital. Now.

Any CMO in the future will understand that marketing campaigns need to utilise digital channels and be underpinned by digital optimisation techniques. But it is hard to overstate the scope of the shift to digital. Gartner, for instance, projects that by 2018, digital business will require half as many business process workers – and 500% more key digital business jobs, compared to traditional models. It will be impossible for a CMO to stay afloat without riding the high digital wave.

2. Let ROI Rule

Numbered are the days when a CMO can simply say, “Oh, the ROI on that campaign isn’t important. It was just for branding.” Smartphones, in-depth analytics and user-centric tracking are ushering in an era of unprecedented measuring. And the CMO of tomorrow (and today) needs to be able to measure, to prove that campaigns are working. The percentage of marketing campaigns that don’t have a clear-cut ROI is on a one-way track towards zero.

3. Acknowledge and Embrace Data Domination

Everyone wants to be data-driven. And with good reason. Data helps to optimise processes, maximise returns, allocate resources. Data-driven, though, will soon give way to data-dominated. Data will not assist marketing campaigns; data will dominate them. “Real time relevance is moving to become table stakes & the quickest to move will win,” analytics and data warehouse provider Teradata wrote in its 2015 Global Data-Driven Marketing Survey. In other words, CMOs who see data not as seasoning, but as the entire meal, will be the ones getting ahead.

4. Don’t Forget Offline

Digital advertising expenditures are expected to eclipse $160 billion in this year alone. That’s huge. But even so, it will only account for 30% percent of total ad spending, according to Magna Global. In four years, that number is projected to rise – but only to 38%. So the focus shouldn’t be ditching offline campaigns, but rather incorporating data-dominated principles into the offline world.

5. Assist Your Team

Nowadays, a lot of experts are hired in diverse team set ups. This is a very positive thing. But it also means aligning those experts towards a joint goal. A company goal. In general, a superior should always also be an assistant for the team, but in a digitally-oriented team, those experts might even need stronger assistance because of their dedicated expertise on a specific technical field. Managing will get less important. Assisting is the new management. The more your company is focusing on online and online business, the more global the business will become. Core competencies, time zones, cultures. Bringing everything together is the number one task for a professional CMO.

6. Learn More and Get Social

Even the most progressive and data-driven CMO ten years ago would have had no idea about so many things that, today, we take for granted. In 2005, Twitter didn’t exist. Bitly didn’t exist. The iPhone was two years away. Facebook was in its infancy. It is impossible to forecast each and every evolution in digital marketing. But it is not impossible to keep your ear to the ground and, if not anticipate what’s next, at least be at the forefront of adopting what’s next. That means you need to be on Twitter, on LinkedIn, on whatever platform pops up next. You don’t need to tweet your every thought or Instagram what you ate for lunch. But being present on social media will let you see what’s developing as it develops, no afterwards.

7. Delegate Competence

The definition of marketing continues to expand. Analytics is now an essential element of marketing, for instance, as are web design, social media and more. A CMO would need 36 hours a day to micromanage all of this stuff. And that’s why the Future-CMO will delegate, delegate, delegate. This will increase efficiency and make your business scalable. Let the experts be experts.

8. Join Forces

People outside Marketing know different things than the CMO or the Marketing Executive. That is clear. But what isn’t obvious to a lot of CMOs is that this external knowledge can be a huge boon for the marketing team. Virtual, interdepartmental teams facilitate cross-pollination of ideas. You can ensure “Eureka!” moments – or at least “Maybe we should try that” moments – when external perspectives are brought into the fold.

9. (Re)Connect with the CTO

Everybody has heard that the CMO will own more budget to spend on IT than the CTO himself. That is exciting and challenging. The growing responsibility within the technical sector gives great freedom to the CMO. The CTO has much more experience picking the right vendor, the right tool, the right partner. So as a CMO, you better make sure the CTO is and will be your friend.

10. Listen to Your Customers. Seriously.

This one is really as old as data domination is really new. And it is more important than ever. Customers – or readers or viewers or whatever your target group looks like – have infinite choices. They also have power to influence others. They’re on social media, too, and you shouldn’t underestimate the power of negative marketing. Use data. Use analytics. But put customers at the centre of what you do. If you don’t, someone else will.

11. Relax

You can not achieve everything in life. Not in private life, not in business life. You just need to focus on the important stuff, and for CMOs, the important stuff boils down to optimisation. Determine which factors you are able to improve. Step by step and with smart decisions. And besides, even though the world seems to be spinning faster than ever, you will probably have more time to act than your prede†cessors: Gartner projects that by 2020, life expectancy of people in the developed world will increase by a half-year thanks to the widespread adoption of wireless health monitoring technology. Use those 6 months to get a head start on these tips above.

Find the World`s most influential CMOs here: Top CMOs of the World

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Deutschland und Deine Datenschutz-Paranoia – jetzt bewiesen

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Wir wussten es immer: Deutschland ist etwas datan-paranoid

Jetzt haben wir es schriftlich. In einem Vergleich zwischen USA, Indien, China und UK schneidet Deutschland am daten-sensitivsten ab. Und ich finde, das ist gut so. Während andere Länder hierzu Witze machen und den Kopf schütteln, empfinden viele Experten dies in der heutigen Daten-Welt als sehr gerechtfertigt.

Data Protection Germany

Der Bericht entstammt aus einem Harvard Business Review Artikel, in dem es um Customer Design, Transparenz und Vertrauen geht.

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