E N G A G E M E N T K P I S

A P P P R O M O T I O N S U M M I T

B E R L I N 2 0 1 6

L I O R B A R A K

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L I O R B A R A K – M A R K E T I N G I N T E L L I G E N C E

Marketing analyst

From: Israel

MA in Decision Making and BA in Business

Favorite app: Vivino

@liorb | lior.barak@zalando.de

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Intro

About Zalando

Creating the Story

Our Do’s and Don’t’s

A G E N D A

FA C T S & F I G U R E S

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Z A L A N D O AT A G L A N C E

~3billion EURO

net sales 2015

>50%orders coming from mobile devices

~160million

visitspermonth

~19millionactive customers

>200,000product choices

11,000+employees in Europe

15countries

~65%mobile visits

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2008-2009

2010

2011

2012-2013

W E B R I N G FA S H I O N TO P E OP L E I N 1 5 C O U N T R I E S

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H O W C A N W E M E A S U R E T H E Q U A L I T Y O F O U R E N G A G E M E N T E F F O R T S ?

C R E AT I N G T H E S TO RY

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WAUs

Orders

Quality Indexes

Sessions

PCII

I T ’ S N O T A L L A B O U T O R D E R S ?

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• We all know there is a difference between Product(developers), Finance and Marketing

1. Marketing/Channel managers – Have I achieved my goal?

2. Finance people – How much have we spent?

3. Product managers and developers – How does the user behave?

H O W C A N W E A L I G N ?

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I N C R E A S I N G S P E N D I N G D O E S N O T A LWAY S B R I N G I N C R E A S E I N P R O F I T

Profit

Spending

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A U S E R I S N O T C O M I N G O N C E A Q U A R T E R .

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W E M A D E E N G A G E M E N T M E A S U R E M E N T S O S I M P L E E VE N O U R D E V E L O P E R S C A N S T E E R W I T H I T.

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M A N Y P E R S O N S TA K E N O C A R E O F T H E I R M O N E Y T I L L T H E Y C O M E N E A R LY TO T H E E N D O F I T, A N D O T H E R S D O J U S T T H E S A M E W I T H T H E I R T I M E . J O H A N N W O L F G A N G V O N G O E T H E

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W E F O U N D T H AT A R E A L I M PA C T O V E R O U R E N G A G E M E N T S TA R T S W I T H S I M P L E D ATA S ET S .

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W H AT A R E O U R Q U A L I T Y I N D E X E S ?

D O ` S A N D D O N ` T S , W O R K I N G W I T H K P I S

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S E T T I N G K P I S

• Do Before setting the KPIs, define the team goals.

• Don’t Force the team to use KPIs that make no sense for them.

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• Do Ask one main question, define what affects this question.

• Don’t Define your question as a purpose.

Q U E S T I O N S

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D ATA S T R U C T U R E

• Do Understand the difference between your data sources.

• Don’t Take the date structure as granted, know how to align the different sources.

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U S E R S

• Do Understand who are your users, they are not the same but they needs to be aligned.

• Don’t Create too many data sources and reports to answer your users needs.

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A L I GN T H E K P I S

• Do Always make sure you align with other departments about how the KPIs are calculated.

• Don’t Create a data war zone.

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C H E C K Y OU R D ATA R E L E VA N C E

• Do Every quarter ask for the relevance of the reported KPIs and adopt them according to the changes.

• Don’t Let people forget why you constructed the dashboards to begin with.

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C R E AT E O N E T R U E S O U R C E

• Don’t let excel files control your data.

• Connect as many APIs as you can.

• Go as low as you can with the data and only then aggregate it.

• Keep control over the data.

L I O R B A R A K

L i o r . b a r a k @ z a l a n d o . d e

@ l i o r b

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M A R K E T I N G I N T E L L I G E N C E