When conducting the design phase of any new website build (or redesign) the fundamental pillars of ecommerce simultaneously collide: digital and business strategy, user experience, usability, creative, branding, marketing, IT (infrastructure), and data/insights.
This collision is made difficult when contending with the varying opinions and views of multiple stakeholders. They all want to have a say on what is to be presented to consumers.
Normally the influence during design stage reverts to positional power within the organisation, with business goals overriding all others including the needs and goals of the consumer. Not anymore.
The purpose of this article is to shed light on how to properly utilise wireframes, how this tool maintains the integrity of the strategic plan and how it can simplify the implementation of the project, shorten timeline and reduce costs.
Tackling the topic of product detail page layouts is daunting because there is no short answer. Saying one element such as large product images increases conversion, though it's proven, does not tell the full story.
The product detail page needs to be dealt with as a whole. This article will do just that. It will focus on the 'must have' page elements, recommend where they should appear on the page, explain why, and provide tips on how to maximize the value of each.
To support recommendations, experienced online retailers will be used as examples, known experts will be quoted, and for those who are visual, a wireframe has been put together for reference.
A recent article on the Econsultancy blog discussed the issue of page load times getting slower with some helpful tips on what can be done to help speed things up.
The article stimulates other questions that I thought it would be interesting to tackle in more depth.
Building an ecommerce product database to satisfy your target consumer requires three disciplines in order to get it right: usability, the use of filters and naming convention.
In this context to 'satisfy' is to display navigation in an intuitive manner, to use navigation techniques to compliment the buying process, and to name category titles your consumers recognise and understand.
This topic normally falls into the 'too hard' category, and is driven by legacy product database systems with little or no flexibility. If you have the time, and the infrastructure to manage the database from the perspective of the consumer experience, then work to these disciplines.
Retail and e-tail collide creating internal chaos for bricks and mortar retailers. The result is a non-performing channel.
Ecommerce is a long term strategic play, and must be thought of as a business channel not to be rushed.
Bricks and mortar retailers venturing into ecommerce find themselves stuck in this chaotic period characterised by poor profitable performance, marred with consumer complaints, operational inefficiency, and no proactive management.
The entire business is reactive to the problems it creates.
My last article detailed the benefits of focusing on website analytics specifically around site search data.
This article continues with the same theme of valuing website analytics, but the focus turns to unbranded keyword traffic.
In the context of reviewing analytics, “unbranded keywords” are those words/phrases not containing the retailer’s name.
People who type “Apple iPod Nano” into Google and land on the JB Hifi website is an unbranded keyword phrase from the perspective of JB Hifi. The keyword phrase “JB Hifi” is a branded term for this retailer.
Understanding the dichotomy between branded and unbranded keyword phrases is necessary in order to effectively assess site performance and build a focused plan for growth.
Though the introduction of new engagement metrics is exciting, focusing on foundation metrics (available to retailers for years) still make big a impact on conversion rates.
One such series of foundation metrics is the analysis of site search, understanding what people are typing into your websites search box and their behaviour afterwards.
How many times have you heard of or have been a part of a failed digital project? Why do you think it failed?
Was it the people? The technology? Strategy? Unrealistic expectations of senior management or client?
It could be all of the above or none of the above. However, across the majority of digital project failures there is one common denominator… a scientific best practice methodology was not followed.
How many times have you been into a physical retail store wanting to purchase a product, but needed a question answered first?
As soon as you begin looking for help, you find an employee who provides a response giving you the confidence to purchase. This is usually a great experience.
But, what about the same scenario, only this time there are no employees around to help?