Goals and Metrics

In the first workshop, we analysed and discussed the online analytics maturity of 16 dutch museums.

First part of the workshop
Workshop 1 focussed on goals and metrics. In the first part of the workshop, Jane Finnis presented the key learnings from the Let's Get Real research in the United Kingdom. Here is a short resume of what we discussed:

  • In order to understand the impact of museums online, it is relevant to collect statistics about internet usage in the Netherlands;
  • A better understanding of the online audiences of museums is essential. Rob Stein work is a great first step;
  • Jane talked about the importance of correctly installing Google Analytics and defining useful segments;
  • Jane mentioned that once website visits are over 20% mobile, museums should start thinking about creating a website suited for mobile;
  • We discussed the use of dashboards by museums to increase internal awareness of analytics (see Tate example);

 

Second part of the workshop
In the second part of the workshop, facilitated by Rui Guerra, participants have been encouraged to discuss their organizational strengths and weaknesses in web analytics and digital measurement, following the online analytics maturity model (OAMM) defined by Stéphane Hamel. We have created a graph showing, for each area, the average response of the 16 participants. What can we learn from the participants average graph?

 Average-OAM

Organizational strength
The average graph shows clearly that the participants organisational strength is its online scope. Basically, scope is about setting the online playground boundaries. Will you focus on a single or multiple websites? Most participants have a very broad scope of online platforms on which they are active often including multiple websites, social media platforms, video platforms and publishing platforms such as blogs. However, to aim at a broad scope might not necessarily represent an organisational strength. In fact, a too broad scope might be detrimental to the museum online strategy. Instead, it is recommended to try to focus on specific items in order to bring more value and demonstrate success.

Organizational point of improvement
The area 'continuous improvement process & methodology' is often the weakest area of most organisations. This is also the case of the 16 participant museums. Hamel states that “data and analysis brings knowledge and insight and in turn, they initiate new questioning and possibilities. This continuous learning process should be structured and managed.” Hamel recommends to start small by analyzing and evaluating the results of a single project or online area. Based on the gained insights you can start reworking strategies and processes step by step.

An ideal online analytics model is well balance across the several key process areas as they are all equally important. In case you interested in how your organisations can improve online analytics check our article which includes 6 concrete actions.

How does your organization relate to the average of the participating Dutch museums? How do you deal with continuous evaluation and improvement?

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