GERRY McGOVERN: Better Connected Live 2016

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Embedding digital culture Gerry McGoverncustomercarewords.com May 24, 2016

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Customer Carewords Ltd. customercarewords.com

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Customer Carewords Ltd. customercarewords.comExperts2

Hes not a serious candidateKarl RoveJune 2015

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Customer Carewords Ltd. customercarewords.comExpertsDonald Trump

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Customer Carewords Ltd. customercarewords.comEuro Grexit4

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Customer Carewords Ltd. customercarewords.comExperts5

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Customer Carewords Ltd. customercarewords.comEuro Grexit6

2012: The Irish property market is still in freefall, according to the ratings agency, Moodys, which is predicting house prices will fall a further 20%

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Customer Carewords Ltd. customercarewords.comExperts7

TYPEINCREASECEO PAY535%STOCK MARKET300%PROFITS115%WORKER PAY32%INFLATION28%

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Customer Carewords Ltd. customercarewords.com8The numbers are in on 2014 CEO compensation, and as the old Seinfeld joke goes, they are real and they are spectacular. CEO pay is also controversial as the income gap widens in America.The average S&P 500 company CEO made 373 times the salary of the average production and non-supervisory worker in 2014, up from 331 times in 2013, according to the AFL-CIO.

Why is CEO pay rising sharply, and how are CEO pay packages structured to maximize executive compensation? Here are the basics you need to know to understand the big numbers behind the CEO headlines.1. How much do CEOs get paid?

The average pay package last year was $22.6 million, up from $20.7 million in 2013, according to an analysis of companies' proxy disclosures by executive-compensation data firmEquilar.The average gain in total compensation for the 200 highest-paid U.S. CEOs worked out to 9.1 percent last year. That handily thrashed the 2.4 percent economic growth and meager increase in personal income that other Americans enjoyed.Read MoreThe top paid CEOs of 2014 are The average U.S. family made $51,939 in 2013, according to the Commerce Department. The average worker makes $24.87 an hour, up 2.2 percent in the last 12 months, according to the most recent unemployment report from the Labor Department.

Rob Friedman | E+ | Getty Images2. How much of the money comes from salary, and how much from bonus and stock options?

A little more than a third of CEO pay comes in cashthe exact percentage fluctuates based on market conditions.

A survey by the Hay Group forThe Wall Street Journal, released last month, found that 37 percent of CEO pay was in cash last year, up from 35 percent in 2013, while the percentage paid in stock and stock options dropped 4 percentage points, to 54 percent. Pensions and perks made up the rest of the CEOs' package at the 50 major companies studied.

Hay found that companies added to the stock portion of CEO packages after the 2008 financial crisis, when stock prices were low and giving execs equity was likely to make them richer in the long term. The shift toward cash now may reflect higher stock prices, according to the study.

3. How tightly is CEO pay tied to performance?

Not very tightly at all, according to a much-cited 2000 study in theJournal of Management. It found that variations in company performance account for only about 5 percent of the variation between how much companies pay their top executives. The No. 1 variable is the size of the company, accounting for 40 percent of the difference.Last year, the CEO compensation growth of 9.1 percent trailed the S&P 500's 13.4 percent total return.

CEO compensation is not a good proxy for long-term company performance, either.Of executives who were among America's top 25 highest-paid CEOs in any year between 1993 and 2012, 22 percent worked for financial firms that took federal bailout money, according to the left-leaning Institute for Policy Studies.4. What do CEOs need to do to cash in big?

Equilar's data shows that there is a connection between the biggest CEO checks and companies that have been making deals, such as going public, doing big mergers or divestitures and reorganizations. Examples abound.YahooCEO Marissa Mayer made $42.1 million, up 69 percent from 2013, as the search-engine company sold its shares in Chinese e-tailerAlibaba's initial public offering. That drove a 25 percent total return for Yahoo shareholders.John Malone's unending deal-making has long helped spawn big paydays for the executives who have led a multiyear effort to spin off many of the businesses ofLiberty Media, where Malone is chairman, without having to pay taxes. Among the beneficiaries are Liberty CEO Greg Maffei ($74 million, paid by Liberty),Discovery Communicationschief David Zaslav ($156 million), and Tom Rutledge ($16 million) of Malone-controlledCharter Communications.GoProfounder Nicholas Woodman made $77.4 million. GoPro went public last June, and has zoomed in value to $6.88 billion.5. What can shareholders do about runaway CEO pay?

The short answer: Not much.Read MoreCEO compensation needs to be gutted by shareholders: AFL-CIO

Under the 2010 Dodd-Frank law, public companies must hold an advisory shareholder vote on executive compensation every three years. But the vote is nonbinding unless a company decides otherwise.

6. How is executive compensation regulated?

Not heavily. The tax code limits a company's ability to deduct pay of top executives above $1 million a year, but the provision exempts some forms of performance-based pay and has been criticized by politicians of both major parties as loophole-ridden.The Securities and Exchange Commission is considering a proposal to make companies explain their executive compensation, including explicitly comparing executive pay to stock performance, both at the company and its peers and competitors. The proposal passed a preliminary vote last month and is now in a public comment period.By Tim Mullaney, special to CNBC.com

SIMPLICITY

PREDICTABILITY

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Customer Carewords Ltd. customercarewords.comExpertsDonald Trump

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COMPLEXITY

UNPREDICTABILITY

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Customer Carewords Ltd. customercarewords.comExpertsDonald Trump

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DIGITALCOMPLEX

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Customer Carewords Ltd. customercarewords.comExpertsDonald Trump

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Customer Carewords Ltd. customercarewords.com12Government eu

COMPLEXITY

2015

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Pew, 2015Government Fairness

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Customer Carewords Ltd. customercarewords.com14US government

The long-term erosion of public trust in the federal government has been mirrored by a steep decline in the belief that the government is run for the benefit of all Americans.The 1960s were a period in which Americans had highly favorable attitudes toward the federal government. In 1964, 64% said that the government was run for the benefit of all the people, according to the National Election Study. Just 29% said that the government was pretty much run by a few big interests looking out for themselves.At the same time, an overwhelming majority of the public (77%) said they could trust the federal government just about always or most of the time.Yet within a decade, trust had plummeted and the share of Americans who said the government was run for the benefit of all had fallen nearly 40 percentage points from 64% in 1964 to 25% in 1974.Over the course of the past half-century, the two measures have mapped very closely. Currently, just 19% say the government is run for the benefit of all and an identical percentage says they can trust the federal government just about always or most of the time.

Religious belief in BritainSource: newsbatch.com

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Customer Carewords Ltd. customercarewords.com15UK religion

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Customer Carewords Ltd. customercarewords.com16Trust media

EthicalSkepticalAnalyticalCynic alDisloyalMillennial

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Source: Pew, Edelman, Gallup, Eurobarometer

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Brad Tuttle, Customer Service Hell, 2011.YESyes

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Source: Economist Intelligence Unit , 2015

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Customer Carewords Ltd. customercarewords.com21The pressure is on organisations to optimise the value of social media, cloud-based computing, mobile technology and big data analytics by embracing digital transformation from the top down.Yet according to a new study, one third of companies still have businesses split between digital and traditional practices, and only one in 20 claim a seamless customer experience across channels throughout the purchase cycle.So what can companies do better to embrace digital transformation, and which ones are doing it right?Dont stop half-wayA new study released by the Economist Intelligence Unit revealed companies ahead of the digital transformation curve have made greater progress in a fully digitally transformed business model and have seen greater results.The Digital Evolution: Learning from the leaders in digital transformation report,sponsored by Accenture and Pegasystems,wasbased on a global survey of 444 executives from the healthcare, finance and telecommunications industries. It suggested that digital transformation aspirations are high, yet making progress can be complex.One third of companies surveyed still have their business split evenly between digital and traditional practices, with most companies admitting their digital processes are only partially integrated. Meanwhile, only 5 per cent of executives surveyed globally were able to claim they had a seamless customer experience across channels throughout the purchase cycle.Adapt to customer expectationsThe growing sophistication of digital consumer technologies such as smartphones and social media platforms means that customers now have high expectations for their digital interaction with businesses. This rapid shift in customer expectations is now seen as one of the biggest drivers for digital transformation, the report found.Companies ahead of the game showed they are more likely to present a seamless, omni-channel customer experience, while more advanced companies showed success in integrating their digital processes seamlessly into other functions of the business.To be truly digital, you have to give your customers that end-to-end experience, Pegasystems A/NZ managing director, Scott Leader, said. Its not good enough to have the front-end bit, like the website or the mobile app. You need to have that seamless experience moving through to back-end fulfilment. And I think the first step there is really a maturity assessment and look at what they need to do to become a truly digital organisation.At the same time, companies identified as being ahead of the curve are driven by a wider range of forces. They were more likely to cite the pace of technological chance in their industry and growing competitive pressure as drivers than those behind the curve.Meeting customer needs and expectations is the key driver behind digital transformation but really, companies ahead of the curve are keeping ahead both in terms of innovation and those competitive pressures, Leader said.Looking at the new age and millennial consumer, Leader said expectations around service have risen substantially higher.Weve seen with Uber, for example, people expecting that level of service, he said. They want to know where their car is, when its arriving and how long its going to take. They want that seamless payment experience until the end, and to walk away a happy customer.Another example I could use is Dominos Pizza, which is really selling technology and the experience of being able to track your driver and know exactly when your pizza is arriving and who your driver is. Customers are now demanding that type of experience.Leverage real-time dataWhen it comes to the core capabilities companies sought to improve through digital transformation, 57 per cent of respondents identified the ability to support real-time transactions, more than any other capability. In addition, over one third cited improving employees with real-time information from any device as a top priority.Real-time data also played a part in personalising the customer experience and gaining new insights into customer behaviour, the report found.READ MOREChief digital officer interview: Day in the life of Penguins digital storytellerReal-time interaction management or real-time transactions, where youre engaged with the customer, could be along any of the channels - it could be a call centre, on a mobile app or a website, you could transfer between those channels, Leader explained. And the customer expects you to know who they are, so if they start on your website and come into your call centre, you need to know what theyre interested in, what their issue is and how to fix it in real time. It is an area that is there much more scope to deliver in.Consider separating and externalising digital capabilitiesThe two most common challenges identified by companies facing digital transformation were finding the right organisation and governance model moving forward.While the majority of companies have adopted a centralised strategic approach that reports to a c-suite executive, the report found ahead-of-the-curve companies are more likely to set up distinct digital business units in order to introduce new digital practices without the burden of legacy processes and systems.Ahead-of-the-curve companies also showed a greater propensity to look outside the organisation to boost their digital capabilities. These companies were more likely to outsource their digital processes, invest in digital startups or form joint ventures or partnerships to boost their digital capabilities.Embrace executive collaborationCompanies leading the way for digital are also more likely to have a chief digital officer (CDO) leading their transformation initiatives, the report found. While over half of survey respondents reported the CIO or CTO holding a primary leadership role in digital transformation, the report stressed digital transformation is rarely a one person job. The majority (69 per cent) of companies have at least two members of senior management taking a primary leadership role in digital transformation.Leader agreed CDOs will need to have a more collaborative role in organisations as digital transformation takes hold.If you look at companies that are ahead of the curve, they have set up a separate unit with a responsive ability for digital and have a CDO who is driving that, he said. The report, however, did also flesh out that for the ahead-of-the-curve companies, you cant just rely on the CDO, you need that push from c-suite executives.READ MOREThe role of chief digital officer: Destined to become redundant?A good example of effective executive collaboration Ive seen recently is ME Bank, where you have Jamie McPhee as CEO and Mark Gay as CIO both really driving the digital transformation of their business. And we see that drives the most success.Companies like Philips have also embraced a more collaborative approach to digital transformation, which is overseen by both a digital policy board and a governing body that meets every month.The governing body includes the CEO and the heads of marketing, IT and strategy, Philips global head of digital and social marketing, Blake Cahill, explained. The governing body serves as a place to unblock logjams.For CEO and founder of analyst firm Constellation Research, Ray Wang, the role of the CDO is important but transitional, as more organisations embrace the digital evolution. He suggested executives need to become more digitally savvy across the board.As with any transformation project, it is good to have a leader in the beginning and a CDO is a great way to get it started, he said. But if you still have a CDO in 3-5 years, your company has seriously gone down the wrong path.Boost the CMO functions leadership qualitiesDespite the report showing a more collaborative approach with the digital and tech executive leadership, Leader highlighted when it comes to marketing taking the lead on digital transformation efforts, the report showed a surprisingly low number of CMOs playing leadership roles within their organisation.The report showed only a quarter of respondents felt their marketing capabilities and functions could fulfil the role in digital transformation and that it was a strong capability, Leader said. I see that as a real opportunity for CMOs to collaborate with CIOs, or if they havent, to collaborate with CDOs, to really impact the customer experience.Dont waitREAD MOREANZ CTO: Digital disruption is fundamental change acceleratedAccording to Wang, many organisations are being driven towards digital transformation by fear of disruption by new competitors in the market.This fear of non-traditional competitors, and an awareness of the fact that almost everybody needs to have digital transformation on their agenda, is causing a lot of worry, he said. Things are moving so fast and companies that have been built over 100 years are disappearingdigital Darwinism is unkind to those who wait.Cahill agreed, and stressed digital transformation remains at the top of the agenda for Philips moving forward.Weve been around for 124 years and we want to be around for the next 124, Cahill said. But you wont even be in business in 2025 if you dont digitise.

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Customer Carewords Ltd. customercarewords.comWe already know that click-through rates on online display ads are abysmal. Now astudyfrom the startup Pretarget and ComScore revealed that even when a user clicks on an ad, the correlation between that click and a conversion is virtually nonexistent.Over nine months, Pretarget analyzed more than 260 million ad impressions across the campaigns of 18 advertisers, the company said, and tracked conversions ranging from filling out an online form to downloading software. In the analysis, Pretarget found that the Pearson correlation (a common correlation methodology) between clicks and a conversion was 0.01, the lowest correlation rate among metrics tracked in the study (a 0 result would mean there is absolutely no correlation, while 1.0 would signify the strongest possible correlation.)At the high end of the correlation spectrum for the metrics tracked was what the companies referred to as "ad hover/interaction," or when a web user moves his or her cursor over an ad, thus "engaging" with it. That interaction registered a correlation of 0.49.The study found a slightly weaker but still significant correlation between viewable impressions and conversion, coming in with a Pearson result of 0.35. Gross impressions served registered a modest correlation of 0.17.The findings lend credence to those who have long said it's time that the industry makes a serious move away from measuring campaign success based on click-throughs, the foundation of online display advertising that 's looking more flawed by the day."My key takeaway," said Pretarget founder and CEO Keith Pieper, "is that optimizing to viewable impressions or hover time is a better proxy for a brand advertiser than a click-through rate."Pretarget used ComScore's validated Campaign Essentials product to gather data on viewability and "ad hovering." Pretarget, which helps advertisers target web users who have searched online for a specific keyword, used a demand-side platform to collect data on clicks as well conversion data based on cookies.Kirby Winfield, senior VP-corporate development at Comscore, said the findings could push direct-response marketers to focus on metrics that have largely been the domain of brand advertising."Metrics like 'hover' and 'view' that have typically been thought of as more brand-focused metrics actually can end up being superappropriate for direct marketers," he said.ComScore did not underwrite the study.

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Every video did worse than every image

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Customer Carewords Ltd. customercarewords.com23Every video did worse than every image Dan Siroker , Campaign Manager

Learn More did the best by a huge marginThe video that the team thought was the best did by far the worst4 million extra email sign ups out of 13 million in total because of testing

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DONATE NOW PLEASE DONATE WHY DONATE?

DONATE AND GET A GIFT

CONTRIBUTE

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Customer Carewords Ltd. customercarewords.com25http://www.siroker.com/archives/2009/05/14/obama_lessons_learned_talk_at_google.html

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We made the new platform 60% faster and this resulted in a 14% increase in donation conversions.

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Customer Carewords Ltd. customercarewords.com34Meet the Obama campaign's $250 million fundraising platformNov 27, 2012The numbers6 month life span$250 million dollars, 4,276,463 donations81,548,259 page views, 17,807,917 unique visitors60% faster time to paint than previous platform240 a/b tests, 49% increase in donation conversion rate1,101 frontend deploys4,000 lines of JavaScript23% of traffic is mobile (including tablet)The web stackStatic HTML pages generated byJekyllServed by Akamai CDN, origin hosted on Amazon S3Version control with GitHubConversion optimization withOptimizelyLESS for CSS preprocessor, JavaScript compiled by CodeKitRedundant, REST payment processorBlue State Digital(vendor) APIInternal PHP based API, Amazon EC2 hostedBuilding the new platformWhen I first joined the Digital team at the Obama campaign back in June of 2011 the fundraising stakes were as high as they could get. There was speculation in the press that we would raise a jaw dropping $1 billion and while that seems like (and is) a lot of money, we were up against newly instituted Super PACs that could raise an unlimited amount of money (thanks Citizens United!). Not to mention that we would also eventually have a "businessman" opponent that would surely have a strong fundraising operation.In the end though we astonished even ourselves by beating the expectations and raising$1.1 billiontotal. $690 million of that came through our various web properties. Because the competition was so steep and because we would be working at such scale, we knew we had to get very serious about our online fundraising platforms.In the early days of the campaign (April 2011 - May of 2012) all of our online fundraising went through a single platform which was hosted and managed by one of our vendors,Blue State Digital(Blue State). This was a good platform for us at the time because it was easy for content managers to edit and produce fundraising pages without the help of our lone frontend engineer (me). Soon enough the campaign started hiring aggressively and that one frontend engineer turned into fourteen frontend engineers with six specifically focused on fundraising. By early 2012 we had the staff we needed to take our donation platform to the next level and we were certainly eager for the task.Blue State was very helpful in working with us to create a new donation platform that met the campaign's unusual needs. We settled on a very simple solution of turning the hosted platform into a REST API. The only big change was adding JSON as an output option instead of HTML. Blue State was able to turn this around in only three days which was a huge win for the campaign because we were working on such a short timeline and already bringing in about $15 million a month. After this work was complete we had a very flexible donation API and now it was time to figure out what would consume it.We knew from the very beginning that our new donation platform needed to be as fast as we could reasonably make it. We were very familiar with all the stories from huge companies likeAmazonandGoogleabout how only 100 milliseconds of latency can affect conversions by as much as 1%. Needless to say, performance was was one of our very top priorities.After working closely with our Devops team to plan the architecture of the platform we decided to go static. We consumed the newly created donation API using JavaScript on static HTML pages which were served by our CDN (Akamai). We chose to do it this way in no small part because this is the fastest possible way to get the HTML document to the user since Akamai has over 50,000 edge servers and the system routes users to their closest server so that the file transfer time is extremely minimal. In our Chicago office we consistently saw HTML transfer times around 20 milliseconds!Aside from performance, another high priority for the platform was stability. Our online fundraising tended to come in spurts based on what was happening in the news at the time or campaign fundraising emails. For example, our highest surge was $3 million an hour so any down time would have been very costly.To ensure that the platform was as stable as possible we worked with backend engineers on the campaign's Tech team to make the Blue State API redundant. The Tech engineers built out a duplicate payment processor/API and hosted it on Amazon EC2 (itself redundant across data centers). At this point we had two APIs that we could switch between if one went down, but our Devops team had a great solution to make this automatic. They sprinkled a little Akamai magic and we had an Akamai health check which would automatically divert traffic to one API or the other based on the health check. By the time this was fully functional there was not a single moment in time that our new platform was not able to accept donations.Testing the new platformWhen all the infrastructure was complete we built an identical page on the new platform and compared it to the old platform. We were pretty blown away with the results. We used webpagetest.org to compare the performance between the two and Optimizely to test the conversion rate difference.We made the new platform 60% faster and this resulted in a 14% increase in donation conversions. In the screenshot below, we compared the time-to-paint between the two platforms on IE8 (the new platform is on top).After we saw those results we launched the platform oncontribute.barackobama.comand it quickly became the source of most of the Digital team's fundraising. If you were browsing the site and clicked donate, donated from Facebook or Twitter or if you received a fundraising email from the campaign you probably landed on contribute.barackobama.com.Once we had this platform in production we used Optimizely to execute about 240 a/b tests to optimize the design/interaction of the donation pages for better conversion rates.By the end of the campaign our 240 a/b tests lifted the donation conversion rate by 49%!Here is a comparison of what we started with and what we ended with (click for high res).Looking backNow that the campaign is over I've had some time to look back on the success of this platform and I can say with 100% certainty that this is the best development environment I have ever worked on. There are a lot of incredible numbers above on how we increased conversions with a/b testing and performance improvements, but I think one of the biggest accomplishments with this platform is the ROI it provided our entire team. By using Jekyll we managed to avoid the complexity that comes with most CMS (databases, server configuration) and instead focus on things like optimizing the UI and providing a better user experience. To work in this environment the most a frontend engineer had to learn was the Liquid template language that Jekyll uses and boy is that simple. We didn't have to work with Devops to deploy because all we had to do was overwrite files on S3 and invalidate a URL on our CDN. There is a lot to be said about simplicity.If you haven't already, I suggest you go take a look atJekyll. It's not perfect for every project, but when it makes sense it will make your life so much easier (and faster!).What's the best part though? When we wake up January 21st, 2013, Barack Obama will still be President of the United States of America. Cheers!

By the end of the campaign our 240 a/b tests lifted the donation conversion rate by 49%!$250MILLION

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Customer Carewords Ltd. customercarewords.com35Meet the Obama campaign's $250 million fundraising platformNov 27, 2012The numbers6 month life span$250 million dollars, 4,276,463 donations81,548,259 page views, 17,807,917 unique visitors60% faster time to paint than previous platform240 a/b tests, 49% increase in donation conversion rate1,101 frontend deploys4,000 lines of JavaScript23% of traffic is mobile (including tablet)The web stackStatic HTML pages generated byJekyllServed by Akamai CDN, origin hosted on Amazon S3Version control with GitHubConversion optimization withOptimizelyLESS for CSS preprocessor, JavaScript compiled by CodeKitRedundant, REST payment processorBlue State Digital(vendor) APIInternal PHP based API, Amazon EC2 hostedBuilding the new platformWhen I first joined the Digital team at the Obama campaign back in June of 2011 the fundraising stakes were as high as they could get. There was speculation in the press that we would raise a jaw dropping $1 billion and while that seems like (and is) a lot of money, we were up against newly instituted Super PACs that could raise an unlimited amount of money (thanks Citizens United!). Not to mention that we would also eventually have a "businessman" opponent that would surely have a strong fundraising operation.In the end though we astonished even ourselves by beating the expectations and raising$1.1 billiontotal. $690 million of that came through our various web properties. Because the competition was so steep and because we would be working at such scale, we knew we had to get very serious about our online fundraising platforms.In the early days of the campaign (April 2011 - May of 2012) all of our online fundraising went through a single platform which was hosted and managed by one of our vendors,Blue State Digital(Blue State). This was a good platform for us at the time because it was easy for content managers to edit and produce fundraising pages without the help of our lone frontend engineer (me). Soon enough the campaign started hiring aggressively and that one frontend engineer turned into fourteen frontend engineers with six specifically focused on fundraising. By early 2012 we had the staff we needed to take our donation platform to the next level and we were certainly eager for the task.Blue State was very helpful in working with us to create a new donation platform that met the campaign's unusual needs. We settled on a very simple solution of turning the hosted platform into a REST API. The only big change was adding JSON as an output option instead of HTML. Blue State was able to turn this around in only three days which was a huge win for the campaign because we were working on such a short timeline and already bringing in about $15 million a month. After this work was complete we had a very flexible donation API and now it was time to figure out what would consume it.We knew from the very beginning that our new donation platform needed to be as fast as we could reasonably make it. We were very familiar with all the stories from huge companies likeAmazonandGoogleabout how only 100 milliseconds of latency can affect conversions by as much as 1%. Needless to say, performance was one of our very top priorities.After working closely with our Devops team to plan the architecture of the platform we decided to go static. We consumed the newly created donation API using JavaScript on static HTML pages which were served by our CDN (Akamai). We chose to do it this way in no small part because this is the fastest possible way to get the HTML document to the user since Akamai has over 50,000 edge servers and the system routes users to their closest server so that the file transfer time is extremely minimal. In our Chicago office we consistently saw HTML transfer times around 20 milliseconds!Aside from performance, another high priority for the platform was stability. Our online fundraising tended to come in spurts based on what was happening in the news at the time or campaign fundraising emails. For example, our highest surge was $3 million an hour so any down time would have been very costly.To ensure that the platform was as stable as possible we worked with backend engineers on the campaign's Tech team to make the Blue State API redundant. The Tech engineers built out a duplicate payment processor/API and hosted it on Amazon EC2 (itself redundant across data centers). At this point we had two APIs that we could switch between if one went down, but our Devops team had a great solution to make this automatic. They sprinkled a little Akamai magic and we had an Akamai health check which would automatically divert traffic to one API or the other based on the health check. By the time this was fully functional there was not a single moment in time that our new platform was not able to accept donations.Testing the new platformWhen all the infrastructure was complete we built an identical page on the new platform and compared it to the old platform. We were pretty blown away with the results. We used webpagetest.org to compare the performance between the two and Optimizely to test the conversion rate difference.We made the new platform 60% faster and this resulted in a 14% increase in donation conversions. In the screenshot below, we compared the time-to-paint between the two platforms on IE8 (the new platform is on top).After we saw those results we launched the platform oncontribute.barackobama.comand it quickly became the source of most of the Digital team's fundraising. If you were browsing the site and clicked donate, donated from Facebook or Twitter or if you received a fundraising email from the campaign you probably landed on contribute.barackobama.com.Once we had this platform in production we used Optimizely to execute about 240 a/b tests to optimize the design/interaction of the donation pages for better conversion rates.By the end of the campaign our 240 a/b tests lifted the donation conversion rate by 49%!Here is a comparison of what we started with and what we ended with (click for high res).Looking backNow that the campaign is over I've had some time to look back on the success of this platform and I can say with 100% certainty that this is the best development environment I have ever worked on. There are a lot of incredible numbers above on how we increased conversions with a/b testing and performance improvements, but I think one of the biggest accomplishments with this platform is the ROI it provided our entire team. By using Jekyll we managed to avoid the complexity that comes with most CMS (databases, server configuration) and instead focus on things like optimizing the UI and providing a better user experience. To work in this environment the most a frontend engineer had to learn was the Liquid template language that Jekyll uses and boy is that simple. We didn't have to work with Devops to deploy because all we had to do was overwrite files on S3 and invalidate a URL on our CDN. There is a lot to be said about simplicity.If you haven't already, I suggest you go take a look atJekyll. It's not perfect for every project, but when it makes sense it will make your life so much easier (and faster!).What's the best part though? When we wake up January 21st, 2013, Barack Obama will still be President of the United States of America. Cheers!

@gerrymcgovern

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Customer Carewords Ltd. customercarewords.com36

+353 87 238 6136

@gerrymcgovern

gerry@customercarewords.com

Thank you

customercarewords.comWWW.

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