Category: Small Business Improvement
March 14th, 2014 by Elma Jane
Merchant and Consumer Groups Seek Senate Support To Forego EMV Chip and Signature As Breach Concerns Rise
There’s no shortage of answers in trying to put a stop to hackers set on throwing chaos into the way consumers transact at the point of sale, or online for that matter. Yesterday, the Banking, Housing and Urban Affairs subcommittee on national security and international trade and finance got its chance to hear some of them.
During the hearing, William Noonan, deputy special agent in charge, U.S. Secret Service, noted the advances in computer technology and greater access to personally identifiable information online, which have created a virtual marketplace for transnational cyber criminals to share stolen information and criminal methodologies. As a result, the Secret Service has observed a marked increase in the quality, quantity, and complexity of cyber crimes targeting private industry and critical infrastructure. These crimes include network intrusions, hacking attacks, malicious software, and account takeovers leading to significant data breaches affecting every sector of the world economy.
The recently reported data breaches of Target and Neiman Marcus represent only the most recent, well-publicized examples of this decade-long trend of major data breaches perpetrated by cyber criminals intent on targeting the nation’s retailers and financial payment systems. The increasing level of collaboration among cyber-criminals allows them to compartmentalize their operations, greatly increasing the sophistication of their criminal endeavors and allowing for development of expert specialization. These specialties raise both the complexity of investigating these cases, as well as the level of potential harm to companies and individuals.
So how should the industry react to prevent further breaches? Those opinions provided during testimony at the hearing varied widely, though both consumer and merchant groups would like the card networks to give up requiring only signatures for smart card purchases at the point of sale.
Consumer program director at the U.S. Public Interest Research Group, called for myriad of changes, citing that the greater risk from the recent breaches is less related to identity theft than it is to fraud on existing accounts, and he said it’s time for players on both sides of the transaction to focus more on protecting consumers than on managing their own risk.
Until now, both banks and merchants have looked at fraud and identity theft as a modest cost of doing business and have not protected the payment system well enough. They have failed to look seriously at harms to their customers from fraud and identity theft -including not just monetary losses and the hassles of restoring their good names, but also the emotional harm that they must face as they wonder whether future credit applications will be rejected due to the fraudulent accounts.
As a first step, Congress should institute the same fraud cap, $50, on debit/ATM cards that exists on credit cards, or eliminate the $50 cap entirely, since it is never imposed because of the zero-liability policies issuers have voluntarily have imposed. Congress also should provide debit and prepaid card customers with the stronger billing-dispute rights and rights to dispute payment for products that do not arrive or do not work as promised, just as many credit card users enjoy.
Congress should endorse a specific technology, such as EMV smart cards and if it does, require the use of PINs when initiating smart card transactions. The current pending U.S. rollout of chip cards will allow use of the less-secure chip-and-signature cards rather than the more-secure chip-and-PIN cards. Why not go to the higher-and-PIN authentication standard immediately and skip past chip and signature? There is still time to make this improvement.”
Retailers have spent billions of dollars on card-security measures and upgrades to comply with PCI card security requirements, but it hasn’t made them immune to data breaches and fraud. The card networks have made those decisions for merchants, and the increases in fraud demonstrate that their decisions have not been as effective as they should have been.
The card networks should forego chip and signature and go straight to chip and PIN. To do otherwise would mean that merchants would spend billions to install new card readers without they or their customers obtaining PINs’ fraud-reducing benefits. We would essentially be spending billions to combine a 1990’s technology chips with a 1960’s relic signature in the face of 21st century threats.
Posted in Best Practices for Merchants, Credit card Processing, Credit Card Reader Terminal, Credit Card Security, Digital Wallet Privacy, Electronic Payments, EMV EuroPay MasterCard Visa, Financial Services, Merchant Services Account, Payment Card Industry PCI Security, Point of Sale, Small Business Improvement, Visa MasterCard American Express Tagged with: banking, Breach, card networks, card-security, chip and signature, chip cards, chip-and-PIN cards, computer technology, credit applications, credit cards, critical infrastructure, cyber crimes, cyber-criminals, data breaches, debit atm cards, EMV, hackers, hacking attacks, international trade and finance, malicious software, managing risk, merchant, national security, netwrok intrusions, new card readers, online, payment system, pci card security requirements, PIN, point of sale, prepaid card customers, smart card transactions, technology chips, the secret service, transnational cyber criminals, virtual marketplace, world economy
March 12th, 2014 by Elma Jane
To succeed in customer service, a business must be customer-obsessed. Businesses should genuinely want to listen to their customers and provide the best service possible. But it’s even more important for businesses to differentiate themselves from the competition. Customers crave differentiation.
Tips for improving customer service:
Go beyond average. The baseline for service has been raised. Average is no longer good enough it’s forgettable. Ask customers specific questions about their experience, and listen for words like fine and okay that scream mediocrity, and then ask what you can do to make their next experience better.
Hire the right people. Building the right team from the start is vital to great customer service. Look for candidates who are the absolute best people for the job and who also genuinely care about providing great service.
Keep up with your competition. Business owners should keep their fingers on the pulse of the industry, to understand what their competitors are doing. They can then use that knowledge to do something more unique. Always network and look for opportunities to figure out how you can be a step ahead.
Posted in Best Practices for Merchants, Small Business Improvement Tagged with: businesses, competitors, customer service, experience, great service, small business
March 12th, 2014 by Elma Jane
As a startup, gaining new customers is only half the battle. Earning those customers’ trust and getting them to come back to your company can sometimes be even trickier than convincing them to try your product or service in the first place. With an ever-increasing number of competing businesses and savvy consumers, lack of product variety and poor marketing strategies can make it tough for a small business to stand out from the crowd.
Employing these strategies in your small business are ways to keep your customers coming back.
Don’t bombard existing customers. One of the biggest mistakes companies make is trying to communicate with their existing customers too frequently. People are not constantly looking for information from the places they shop. Finding the right balance of frequency and communication style is key to an effective marketing strategy. Pushing information at your customers too often can become annoying, and end up driving them away.
Pay attention to what’s selling and what isn’t. Retaining customers is all about providing continued value to your buyers. Survey customers frequently to find out which of your products they like and don’t like, and what they’d like to see from your business. With that information, you can eliminate products or services that aren’t selling, to make room for ones that will.
Really know who your customers are. Sales records tell companies what their customers purchased and how much those customers spent. In order to earn repeat business, however, you have to dig deeper into the data about who your customers are, and market to them based on that information. Knowing your customers’ ages, locations and exactly how your product affects their lives can help make your marketing tactics more targeted. This, hopefully, will provide a better experience for your customers.
Posted in Best Practices for Merchants, Small Business Improvement Tagged with: communication, continued value, customers, customers coming back, marketing strategies, marketing tactics, repeat business, retaining customers, savvy customers, small business, startup, targeted
March 6th, 2014 by Elma Jane
MPOS Mobile Point-of-sale.
Mobile point-of-sale is evolving as more merchants and consumers begin to accept payment through smartphones and tablets. The end of 2013 saw a number of acquisitions and new players shape the market, and all the signs are pointing to 2014 as the year in which MPOS goes mainstream.
Indeed, 2014 should be a defining year for MPOS. Data contained in the most recent MPOS Tracker as an indication that the major players are moving seriously to capture market share, educate merchants on the benefits of MPOS and work to make interaction with the systems simpler for consumers.
Existing companies bringing out new platform enhancement, new players popping in, partnership made it was more active, and it’s been very active in the past. This technology is going in the market, and where this industry is headed is upmarket and globalization. In order for each of these things to happen, it’s much more about the application programming interfaces and the platform that enables than the actual app itself.
A critical trend this year is global expansion outside of the U.S. This growth will help promote MPOS and push it into the mainstream as a vehicle for payment.
More adoption happening as major retailers start to integrate MPOS into their existing systems. Over time, consumers will start to use their mobile devices to make payments more frequently.
In the past, most of the activity has been in the small and midsize business space in the U.S. A lot of the use cases were niche markets, as this technology moves up to major retailers, it will become more visible to consumers that it’s not just a niche application, but it’s a regular, day-to-date encounter for them to run into MPOS.
As for the future, the signs point to continued growth both in terms of new players appearing and in market consolidation among the smaller players. However, some will have a tougher time than others as new MPOS companies seek both market share and relevance in the wider ecosystem.
Posted in Best Practices for Merchants, Credit card Processing, Credit Card Reader Terminal, e-commerce & m-commerce, Electronic Payments, Internet Payment Gateway, Merchant Services Account, Mobile Payments, Mobile Point of Sale, Point of Sale, Small Business Improvement, Smartphone, Visa MasterCard American Express Tagged with: accept payment, app, application programming interfaces, integrate mpos, major retailers, make payments, Merchant's, Mobile Devices, mobile point of sale, MPOS, platform, Smartphones, tablets
March 6th, 2014 by Elma Jane
Informative knowledge on how to manage and apply innovative cost cutting in your business.
Innovative cost cutting that yields results – small business profit margins hit a six-year high in 2013, but maitaining or widening these margins will require creative cost-cutting measures this year. Many B2B businesses are looking for imaginative ways to reduce expenses without sacrificing talent or businesses performance. Here are innovative – and pain-free – ways to trim small business expenses.
Create test run for new hires
A one-hour interview is unlikely to show whether someone will be a good hire for your small business, so consider bringing on new employees under a 60-day contract and using that time as a trial period. This can help you avoid paying for expensive benefits before you know if a staffer will be a good long-term fit.
Cut down on in-person meetings – by reducing business travel and holding more meetings via videoconferencing, you can take a big bite out of your expenses. While it may not be appropriate for every discussion, conducting virtual meetings has become an increasingly accepted practice.
Lead management software can help improve the efficiency of this process by allowing your business to track which prospects are paying attention to your messaging and then score them based on their potential. Ultimately, you want to spend the most time and money on prospects who are more likely to become repeat customers. B2B marketing firm performs regular audits of its prospects lists and segments them according to their potential value and level of responsiveness. Purging non-responders boosts the company’s sales effectiveness by focusing outreach on the smaller but critically important segment of motivated prospects.
Purge non-responders from your prospects list – wasting time targeting unresponsive prospects is a hidden cost that often goes ignored. If your business regularly sends out direct mail but a large number of the targets never respond or are duplicates it could drive down the ROI for your campaign. You could cut mailing costs by eliminating those addresses from your list.
Work Space – Rethink. Since lease costs can be as much as 5% to 8% of sales, thinking creatively about your workspace is one of the most effective ways to cut expenses. Consider sharing extra space at your location with another business. That can mean leasing anything from a seldom-used conference room to an extra desk. Another option is using a co-working site, where businesses rent desks and space on a monthly basis. Worksite networks can be used to find these types of facilities.
Posted in Best Practices for Merchants, Financial Services, Small Business Improvement Tagged with: b2b business, business travel, cost cutting, innovative, lead management, leasing, prospects, reduce expenses, repeat customers, small business, time and money, trim small business expenses, virtual meetings, worksite network
March 4th, 2014 by Elma Jane
Setting the right price for your products or services can be challenging, particularly given the many outdated ideas and misconceptions surrounding pricing structure. The problem with conventional wisdom is that it’s not always wise to follow. Let’s consider four commonly held ideas about pricing and why they may be standing in the way of increased profit for business.
Price Drives Sales More Than Anything Else (Quantity/Price)
Price is definitely a key component in a customer’s having decision but managers overestimate its importance. A computer error caused prices for online retailer products to be displayed at wholesale rather than retail prices for a weekend. The company expected a huge surge in sales, but increase was only marginal, revealing that the company’s customers were more motivated by other factors, such as customer service and the quality of the products themselves, rather than price.
Managers remember the 10-15% of customers that balked at buying due to price instead of noting that 85-90% of customers did not have a problem with the price.
Price Reign Supreme
Finding the perfect price is not the Holy Grail. Small businesses would do better to treat price as function of the value they provide to customers. The greater the value, the higher the price that can be set. Value represents a customer’s return on spending. The benefits receives for each dollar paid. Customers don’t mind paying more if we get more in return, whether the benefits are real or perceived.
Pricing Structure Always Depends On Your Competition
Small businesses set their prices based on what their competitors are charging, but this approach may end up hurting the company. Instead, try to understand how your customers view your product and your brand. Pricing structure shouldn’t depend on your competitors prices unless you and your competitors offer the same bundle of benefits.
Spread Out Price Increases
People gripe about air travel, but many small businesses might benefit by taking a page out of the airline industry’s dynamic pricing playbook. Don’t treat prices as set in stone. Sell 2014 products and services at 2014 prices. Consumers are less likely to grumble about regular, incremental price adjustments than larger increases spread further apart specially, if they aren’t linked to any visible improvements. You’re also more likely to fall out of sync with market realities if you initiate significant price hikes at multi-year intervals.
If you haven’t raised prices since 2006, you might not be losing money, but you’re still losing margin. Your customers want you to stay in business, and you can’t do that if the times change but your prices don’t.
What are you offering that the competition isn’t? (Yours VS Theirs)
Are your locations or hours more convenient?
Do you offer training or other support?
Is same-day delivery available?
Is your sales staff more knowledgeable?
Marketing isn’t about paying people to buy from you by giving away margins. It’s about creating valuable perceived differences between you and your competition, in the eyes of buyers and charging buyers for those differences. Anything out of the ordinary gives existing and potential customers a reason to drop by or click.
Posted in Best Practices for Merchants, Credit card Processing, Small Business Improvement Tagged with: greater value, losing margin, losing money, online retailer, price, pricing, pricing playbook, pricing structure, products or services, profit for business, retail prices, small businesses
March 3rd, 2014 by Elma Jane
Interchange is a word that’s talked about a lot in the payments industry. If you didn’t have to pay interchange fees, what would your business spend the money on? At its most basic, interchange is the fees businesses pay to credit card processors to swipe your credit and get paid – or the cost of moving money. Businesses are sick and tired of paying high fees and getting very little in return. Customers are sick and tired of seeing prices of items tick upwards as businesses are forced to charge more to cover the cost of interchange.
Businesses spend an exorbitant amount of money each year to accept credit cards – to the tune of $50B. Businesses could reinvest the money they’ve been spending on interchange to better connect with customers, enhance marketing initiatives and grow faster and smarter. Just imagine for a second the economic stimulus the country would get if all that money was put back into the business to drive growth, or back into the pockets of customers to lower costs.
In the past 30 years, interchange fees have mainly gone in only one direction: up. Luckily, things are starting to change, and I think we’re going to start seeing interchange being driven down. The days of a 3 -or 4-percent interchange rate are beginning to look numbered and here’s why:
Competition
There are nearly 200 players in the mobile payments space, with more entering daily. New opportunities are providing businesses with alternative payment options that are outside of Mastercard and Visa’s clutches. While there might be 1,000-plus credit card processing companies, they’re all based on the Mastercard/Visa rails, which provides a fixed floor. But not so with many of these new payment options. As such, traditional methods of payment (cash, credit cards) are facing an increasing amount of competition, and merchants are starting to pay attention.
It’s unlikely that cash and credit cards are going away anytime soon, but it only takes a small shift in volume (maybe 5 percent) for the card issuers to start paying attention. There are a number of ways for them to react, but if history is any guide, one of them will be to start lowering their prices. Alternatively, they could find ways to offer more value to their merchants. Either way, competition is offering merchants new ways to accept payments, and this will lower fees over time.
Innovation
The second thing driving down costs for merchants is rapid innovation, and like a good deal of innovation these days, much of it is centered around mobile. Mobile payments are starting to gain significant traction among consumers, accounting for $640M in 2012 and expected to have grown by an additional 234 percent in 2013.
QR codes, NFC, peer-to-peer payments, card emulation – the list of new technologies trying to disrupt the payments space goes on and on. These new alternatives are challenging the current payments system and shedding light on the opportunities for businesses. This innovation is beneficial in two ways. The first, as discussed above is that more competition will naturally drive costs down. The second is that alternative payment options are focusing on value beyond the transaction.
There are new payment options out there that provide tangible information, such as data analytics, which help companies drive sales and increase revenues. New options are allowing small businesses access to the same technology and analytics that were previously reserved for big-box retailers or e-commerce sites only. These additional value propositions not only help businesses, they also provide new ways for payments companies to monetize, removing the need for them to make all of their money from interchange. With two (or more) revenue lines, lowering interchange is suddenly a lot more feasible.
Legislation
The Durbin Amendment is designed to introduce competition in the debit card processing network and limit fees for businesses. For all of its unintended consequences, Durbin legislation is actually helping to drive down interchange; it’s opening up competition for non-card-brand network players and lowering debit card fees. While it is certainly rife with controversy, this amendment is opening up new ways to move money that will, over time, contribute to a less expensive payment processing ecosystem.
Merchant demand
Business owners are smart and savvy. They pay attention to trends, focusing on finding new ways to set their business apart. Business owners are also conscious of ROI, and how much they’re spending to attract and retain customers. They understand there is some cost to accept payments, but are becoming more and more frustrated at the high swipe fee costs from traditional credit card processors and minimal return for those fees.
Businesses are looking to new, innovative solutions to provide more than just payment processing – they want to understand and better connect with their customers. In short, merchants are ready for a new payments ecosystem, and where there’s this much demand from a group this big and influential, a solution can’t stay away for too long.
Interchange rates are not going away entirely in the near future, although it will happen eventually. A lot of powerful wheels are in motion to significantly reduce the interchange rates that merchants currently pay. Right now the impact might be small, but it’s growing quickly. In a few years, 3- to 4-percent interchange could be relegated to the same bit of history as $1.99 international phone calls.
Posted in Credit card Processing, Electronic Payments, Financial Services, Gift & Loyalty Card Processing, Internet Payment Gateway, Small Business Improvement Tagged with: accept credit cards, accept payments, alternative payment, credit card processing, credit card processors, credit cards, debit card processing network, e-commerce, interchange, interchange fees, interchange rates, lowering debit card fees, lowering interchange, Merchant's, Mobile Payments, payment processing, payments, payments industry, swipe your credit card
March 3rd, 2014 by Elma Jane
A solution for mobile commerce will be needed eventually, whether you’re an ecommerce merchant or you run a brick-and-mortar shop.
There are mobile payment platforms for digital wallets, smartphone apps with card-reader attachments, and services that provide alternative billing options. Here is a list of mobile payment solutions.
Boku enables your customers to charge their purchases directly to their mobile bill using just their mobile number. No credit card information, bank accounts or registration required. The Boku payment option can be added to a website, mobile site, or app. Price: Contact Boku for pricing.
Intuit GoPayment is a mobile credit card processing app from Intuit. It accepts all credit cards and can record cash or check payments. Intuit GoPayment transactions sync with QuickBooks and Intuit point-of-sale products. Intuit GoPayment works with iOS and Android devices and provides a free reader. Price: $12.95 per month and 1.75 percent per swipe, or 2.75 percent per swipe and 3.75 per keyed transaction.
iPayment MobilePay is a mobile payment solution from Flagship Merchant Services and ROAMpay. The service accepts all major cards and can record cash transactions. To help build your customer database, the app completes customer address fields for published landlines. The app can handle taxes, tips, and can record transactions offline. You can use the service month-to-month. The app and the reader are free. Price: $7.95 per month; Each transaction costs $0.19 plus a swipe fee maximum of 1.58 percent, or a key fee between 1.36 and 2.56 percent.
ISIS mobile commerce platform enables brick-and-mortar stores to collect payments (via an NFC terminal) from the mobile devices of their customers. Provide your customers with a simplified checkout process through the contactless transmission of payments, offers, and loyalty integrated in one simple tap. Price: Isis does not charge for payment transactions in the Isis Mobile Wallet. Payment transaction fees will not be increased by working with Isis.
LevelUp is mobile payment system that uses QR codes on smartphones to process transactions. Use LevelUp with a scanner through your POS system, or use a standalone scanner with a mobile device. You can also enter the transaction through the LevelUp Merchant App, using your smartphone’s camera to read the customer’s QR Code and entering the amount to complete the transaction. LevelUp also provides tools to utilize customer data. Price: LevelUp charges a 2 percent per transaction fee. Scanner is $50; tablet is $200.
MCX is a mobile application in development by a group of large retail merchants. Details on the solution are vague, but MCX is intended to offer a customizable platform that will be available through virtually any smartphone. MCX’s owner-members include a list of merchants in the big-box, convenience, drug, fuel, grocery, quick- and full-service dining, specialty-retail, and travel categories. Price: To be determined.
mPowa is a mobile payment app to process credit and debit card transactions, and record cash and check sales. mPowa will soon launch its PowaPIN chip and PIN reader for the EMV (“Europay, MasterCard, and Visa”) card standard. (Developed in Europe, EMV utilizes a chip embedded in a credit card, rather than a magnetic strip.) The EMV standard is likely to gain footing to combat credit card fraud. mPowa is a good solution for merchants with a global presence. Price: 2.95 percent per transactions, or .25 percent or $0.40 per transaction when used as a current processor’s point-of-sale system.
PayAnywhere is a solution to accept payments from your smartphone or tablet with a reader. It features an automatic tax calculation based on your current location, discounts and tips, inventories with product images and data, and more. Bilingual for English and Spanish users. PayAnywhere provides a free credit card reader and free app, available for iOS and Android. Price: 2.69 percent per swipe, 3.49 percent plus $0.19 per keyed transaction.
PayPal Here gives you a variety of options for accepting payments, including credit cards, PayPal, check, record cash payments, or invoice. With PayPal Here, you can itemize sales totals, calculate tax, offer discounts, accept tips, and manage payment email notifications. Available for iOS and Android. The app and reader are free. Price: 2.75 percent per swipe and 3.5 percent plus $0.15 per manually-entered transaction.
Square is a simple approach to mobile credit card processing. Square provides a free point of sale app and a free credit card reader for iPhones and iPads. Square offers a selection of tools to track sales, taxes, top-purchasing customers, and more. Square’s pricing is on the higher end, but with no monthly fee Square may be a good fit if you have infrequent mobile transactions. Price: 2.75 percent per swipe and 3.5 percent plus $0.15 per manually-entered transaction.
Posted in Credit card Processing, Credit Card Reader Terminal, Credit Card Security, Digital Wallet Privacy, e-commerce & m-commerce, Electronic Check Services, Electronic Payments, EMV EuroPay MasterCard Visa, Financial Services, Internet Payment Gateway, Mail Order Telephone Order, Mobile Payments, Mobile Point of Sale, Near Field Communication, Point of Sale, Small Business Improvement, Smartphone, Visa MasterCard American Express Tagged with: accepts all credit cards, alternative billing, Android, bank accounts, brick and mortar, check payments, contactless transmission, credit and debit transactions, credit card reader, credit-card, database, Digital wallets, ecommerce merchant, EMV, free app, iOS, itemize, keyed transaction, mobile commerce, mobile credit card processing, mobile payment platforms, mobile site, mobile transactions, nfc terminal, point of sale, process transactions, qr codes, record transactions offline, smartphone apps card-reader attachments, transactions
February 24th, 2014 by Elma Jane
When someone asks what business you are in, how do you typically respond?
For many online sellers, the answer is likely I sell (name of the product), I’m an ecommerce merchant or I’m an online retailer.
Make the focus of your business your customers and its value proposition, not the fact that you sell online. It’s time to simply answer the question of what business you are in with a response that is more or less, “I am a (distributor, retailer, reseller) of (name your products) for (name your market).”
Back then, most business owners who sold products online described themselves as “ecommerce businesses” or “online retailers,” to differentiate from brick-and-mortar or catalog retailers. Most operated their own pure-play online stores. Some sold products on eBay. Amazon’s marketplace was mostly comprised of larger retailers. There’s an evolution in how e-commerce owners describe themselves.
Today, you will still hear many online sellers describe themselves as “ecommerce businesses” or “online retailers.” But, in 2014, those terms don’t really apply. Whatever you sell, you are delivering a set of products to meet the needs of a specific market. “Ecommerce” or “online retailing” is simply a technology and a sales channel.
There is now no difference between “ecommerce” and “commerce.” It’s time to get rid of the “e” in ecommerce. Most businesses participate in ecommerce in some fashion. You engage your customers in many different channels — your own e-commerce site, brick-and-mortar, online marketplaces. Regardless, you and virtually every other B-to-C or B-to-B company are selling goods to customers across those channels.
Why Worry about Labels?
Today, commerce is multichannel and highly competitive. It’s done online, on the phone, face-to-face, and on desktop, mobile, and tablet devices. Make sure your business has an omnichannel strategy, so your shoppers can find you. Make sure the information about your company and products is consistent regardless of the channel. Focus on whom your prospective customers are, what they want to buy, and how much they are willing to pay.
Business owners should think strategically. Part of strategic thinking is focusing on the bigger picture, such as having the right products and ensuring that your buyers can find them.
Omnichannel Focus
Think about omnichannel commerce every day. Get your brand and products in front of your target customers regardless of where they are shopping. Below are some things to consider to facilitate an omnichannel strategy.
Chat and phone. If you don’t offer online chat or take phone orders, consider doing so.
Marketplaces. If you aren’t selling your products in marketplaces outside of your own online store, consider doing so.
Mobile. If you don’t have a mobile strategy, you need one.
Payment options. If you only take credit cards for payments on your website, add alternative payments like PayPal, Google Wallet, or Amazon Payments.
Social media. If you don’t have a social media presence, your market share is likely declining.
Customer Focus
Twenty-five years ago, if you asked a brick-and-mortar retailer or a catalog vendor what business she was in, she would likely respond as, say, “jewelry retailer,” “men’s clothing store,” “a department store,” or “hardware store.” She knew her target customer niche, how to reach them, and what products they wanted to buy. Those businesses that did the best job of (a) matching products to the consumer, (b) offering low prices, and (c) utilizing the right distribution likely won most of the business.
It’s time to get back to that focus. It’s more challenging than it used to be because the purchase cycles are far more complex than in 2002. There is no longer a straight path from identifying the need to research to purchase. Consumers typically identify a need and purchase intent, research products, research prices, research products further, conduct social media research, and then purchase a product and demand instant gratification and free shipping.
To be successful in 2014, commerce – not just ecommerce – requires the following.
Emphasize your value proposition. Regardless of how a shopper finds you, be sure he can quickly find out that you are a leading retailer of products in your market. Being clear on what your business is will also help establish trust with your shoppers.
Execute the 4 Ps of sales and marketing – “product,” “price,” “promotion,” and “place.”
First, make sure you know your target customers and what problems they are trying to solve or the need that you fulfill with your products. Know their demographics, their buying cycles, price tolerance, and where they research and shop.
Know your competitors.
Posted in Credit card Processing, Digital Wallet Privacy, e-commerce & m-commerce, Electronic Payments, Internet Payment Gateway, Mail Order Telephone Order, Mobile Payments, Small Business Improvement, Smartphone Tagged with: alternative payments, Amazon, brick and mortar, catalog retailers, catalog vendor, commerce, credit cards for payments, e-commerce site, ebay, ecommerce, ecommerce merchant, mobile and tablet devices, omnichannel, omnichannel commerce, online retailer, online sellers, online stores, phone orders, sales channel, sell online
February 18th, 2014 by Elma Jane
For Ecommerce Testing, Clarify Conversion Goals
Before you can start any testing on your ecommerce site, you need to clarify your goals. Setting the right goals is the first step to making any improvements. There’s a saying, “Whatever you measure grows.” So, make sure you measure the right thing.
Goals may seem like the obvious part. After all, you already know you want more sales, right? But there’s more to goal setting than just deciding to try and increase your sales.
The Goals Waterfall
Your goals for your conversion-optimization tests should flow from your marketing goals, which ultimately flow from the organization’s overall goals and strategy.
Business Goals – Marketing Goals – Conversation Optimization Goals.
The goals from optimization testing should follow from a company’s overall goals and strategy
Your business goals should determine your website goals, which should be prioritized to determine your leading conversion optimization goal.
The conversion optimization goal for any test should be selected based on how well it supports the website’s goals. This is often an area where there’s confusion about what are the priority metrics to improve. Don’t get off track by following website goals that don’t support marketing goals.
Prioritize Goals
Most sites will have several key goals, so you’ll need to prioritize them. You can do this in three steps.
Rank your goals in terms of their relative value to your business:
Assigning values to goals. The values don’t have to be absolutely accurate revenue-producing numbers to begin. Pick a median goal on your list, and assign it an arbitrary amount, and then estimate the relative value of goals above and below it.
Estimating actual goal values. Now, to get even better results, you can refine these relative numbers with whatever hard data you have, such as average order value, lifetime value of a customer, or the close rate and value your sales team sees when following up on quote requests. Don’t worry about 100 percent accuracy. It’s better to start testing with relatively firm numbers than to delay until everything’s perfect.
Priority Goal
1 Product Sale
2 Quote Request
3 Whitepaper Download
4 Blog Comment
5 Social-Media Profile Activity
Tracking Your Goals
Once you’ve identified your most important conversion goal for your experiment, make sure you track it. Goals are a crucial part of your web analytics setup. If you don’t have keys goals in place, you’re missing out on half the value of your various reports.
That means translating your testing goal into a technical goal trigger that will be tracked by the analytics and testing tools you’re using. The goal you track must be represented by a specific action the visitor takes on the website, like a button click or a visit to a page. Think about an action on the site that the visitors will do only once they have completed the goal.
The key is that it should be an action as close to revenue as possible. So, if your goal is to sell a product, you should track a post-sale thank you page as the goal trigger. (If you also accept phone orders, you may need to tackle some advanced tracking techniques to get reliable test results.)
Goals with values attached to them, as explained above, are the only way to find your most valuable visitors, they’re crucial for effective conversion optimization testing.
Be sure to set up ecommerce revenue tracking as well. Increasing average order value can be just as effective as boosting your sales conversion rate, and you’ll want to be able to include that in your results analysis.
A Single Goal
Web analytics tools can provide a ton of information, and it’s not uncommon for e-commerce sites to have a handful of key performance indicators. Example, you may track time on page and the add-to-cart rate, but when it comes to conversion optimization A/B testing, it’s important to focus on only the revenue-producing goals or goals for each test. Always make sure you are tracking revenue for each test variation. Otherwise, you could pick a conversion rate winner that inadvertently sells lower-value products.
Track revenue-producing goals for your A/B tests, but those other goals are still useful too. While not all web analytics goals are the best for A/B testing, they still may be helpful to generate hypotheses and explore new testing opportunities.
By paying attention to secondary goals, you can discover new testing avenues that help you get even more value from your ecommerce website.
Track as many goals and actions as you can with your web analytics tools so you can be free to explore your visitors’ behavior. Within web analytics is where you can do freeform exploration to generate ideas or hypotheses for your A/B tests. Then, validate those ideas through revenue-tracking controlled tests.
Posted in Best Practices for Merchants, Credit card Processing, Small Business Improvement Tagged with: a/b testing, accuracy, advanced tracking techniques, analytics, business goals, conversion, conversion rate, conversion-optimization, e-commerce, ecommerce, goal trigger, goals, hard data, increase your sales, marketing goals, optimization, post-sale, prioritize, revenue, revenue-producing goals, sell a product, strategy, website
