Chapter 10:
Managing Conflict
Introduction
Workplace conflicts are often not productive
Take time away from one’s job
Take time away from providing customer service
Strained emotion often lingers
Conflict can lead to innovation and creativity
Conflict must be managed – not ignored
Conflict Defined
An expressed struggle between at least two interdependent parties, who perceive incompatible goals, scarce rewards or resources or expectations that are not being met, and interference from the other party or parties in achieving their goals
Conflict vs. Difference of Opinion
Interdependent parties
Incompatible goals
Interference
If we perceive something, we will often act as if it is true
Managing Conflict
Dimensions of Conflict
History: experiences with the party or other conflicts
Source: can be the other person or something less personal
Perceptions: assumptions and prejudices often make us think something is true even if it is not
Emotions: controlling emotions in a positive manner can lead to positive conflict resolution
Behavior: good, controlled behavior can move us toward positive results
Effective vs. Dysfunctional Responses
Differentiation: “Parties raise the conflict issues and spend sufficient time and energy clarifying positions, pursuing the reasons behind those positions, and acknowledging their differences stage determines differences” (Stutman, 2009, p. 14)
Opportunities to develop understanding during this stage
Case Study: Zest Manufacturing Wars
A small group of managers met for their weekly meeting, and conflict arose
Two managers were at odds because both failed to ask for rationale and allowed their emotions to flare
A third manager facilitated a conversation to help both parties see how to resolve the conflict
Perception was key; both managers perceived that the other was questioning their ability to do their job
Have their been times when emotion influenced your perception of something? Did it help or hurt?
Conflict Within the Organization
Personality conflicts: arise out of differences in the collection of qualities that make people who they are but that also don’t meet our expectations
Role confusion: lack of clarity over expectations of our position or fulfilling our job duties
Intragroup conflict: conflict within a group
Intergroup conflict: conflict between two or more groups
Intraorganizational conflict: conflict within an organization
Critical Thinking Questions - Conflict
Why does conflict often escalate so quickly?
In today’s modern society, what other potential sources of conflict within organization can you think of?
Styles of Dealing with Conflict
Avoiding
Those who prefer avoidance recognize a conflict exists, but tend to want to withdraw from, ignore, or suppress it
Low concern for satisfying concerns of themselves or others
Can be useful when issues are trivial, there is no chance of satisfying your concerns, or disruption outweighs benefits of resolution
Competing
Individuals wh.
1. Chapter 10:
Managing Conflict
Introduction
Workplace conflicts are often not productive
Take time away from one’s job
Take time away from providing customer service
Strained emotion often lingers
Conflict can lead to innovation and creativity
Conflict must be managed – not ignored
Conflict Defined
An expressed struggle between at least two interdependent
parties, who perceive incompatible goals, scarce rewards or
resources or expectations that are not being met, and
interference from the other party or parties in achieving their
goals
Conflict vs. Difference of Opinion
Interdependent parties
Incompatible goals
Interference
If we perceive something, we will often act as if it is true
Managing Conflict
2. Dimensions of Conflict
History: experiences with the party or other conflicts
Source: can be the other person or something less personal
Perceptions: assumptions and prejudices often make us think
something is true even if it is not
Emotions: controlling emotions in a positive manner can lead to
positive conflict resolution
Behavior: good, controlled behavior can move us toward
positive results
Effective vs. Dysfunctional Responses
Differentiation: “Parties raise the conflict issues and spend
sufficient time and energy clarifying positions, pursuing the
reasons behind those positions, and acknowledging their
differences stage determines differences” (Stutman, 2009, p. 14)
Opportunities to develop understanding during this stage
Case Study: Zest Manufacturing Wars
A small group of managers met for their weekly meeting, and
conflict arose
Two managers were at odds because both failed to ask for
rationale and allowed their emotions to flare
A third manager facilitated a conversation to help both parties
see how to resolve the conflict
Perception was key; both managers perceived that the other was
questioning their ability to do their job
Have their been times when emotion influenced your perception
of something? Did it help or hurt?
Conflict Within the Organization
Personality conflicts: arise out of differences in the collection
3. of qualities that make people who they are but that also don’t
meet our expectations
Role confusion: lack of clarity over expectations of our position
or fulfilling our job duties
Intragroup conflict: conflict within a group
Intergroup conflict: conflict between two or more groups
Intraorganizational conflict: conflict within an organization
Critical Thinking Questions - Conflict
Why does conflict often escalate so quickly?
In today’s modern society, what other potential sources of
conflict within organization can you think of?
Styles of Dealing with Conflict
Avoiding
Those who prefer avoidance recognize a conflict exists, but tend
to want to withdraw from, ignore, or suppress it
Low concern for satisfying concerns of themselves or others
Can be useful when issues are trivial, there is no chance of
satisfying your concerns, or disruption outweighs benefits of
resolution
Competing
Individuals who use competition place their own concerns as
more important than the concerns of others
“I win, you lose” approach
Can work when quick action is necessary
Can spur creativity and innovation
Can lead to one-sidedness and harmful for building trust
4. Accommodation
The opposite of competing
Putting one’s needs and concerns aside in order to focus on
concerns and needs of others
Useful when one is wrong about an issue, or an issue is far more
important to others, maintaining cooperation as a goal
Compromise
Often considered the best strategy because it is in the middle of
the grid
Both parties get something without excessive disruption
Balance of loss and gain can be useful and seen as fair
Often leaves both parties feeling dissatisfied
Collaboration
Ideal because of a high concern for needs of all parties involved
Win-win result is the goal
Collaborative people help to solve problems by being creative
and looking for joint gains
Trust is an important component of collaborative processes
Strategic Objectives
We need to consider the importance of the relationship as well
as our goals and desires as we decide which tactic to use
Managing conflict requires the ability to recognize the tactics of
others and adjust our own tactics to complement and/or counter
the other party in an effort to achieve the final goal
5. Organizational Conflict and Power
Power can determine:
How conflict gets resolved
What goals a group will pursue
How a group’s resources will be distributed
Many conflicts have asymmetrical power
Forms of Power
Formal power is based on an individual’s position in an
organization:
Coercive power
Reward power
Legitimate power
Personal power is derived from one’s unique characteristics:
Expert power
Referent power
Critical Thinking Questions - Power
Consider conflicts in which you have been involved where
power has been used by either yourself or the other party
Was power used in a productive way?
How did the parties to the conflict feel after power was used?
Third Party Intervention
• In the following three special types of organizational
conflicts, it is necessary to bring in a third party.
Whistle-blowing, sexual harassment, discrimination
• To deal with conflicts via third party intervention:
Negotiation
Mediator
6. Arbitration (conventional interest arbitration, final offer
arbitration)
Judicial approach
Case Study- Email Fiasco
Phil is unhappy with the hiring of new manager Marshall, and
the promotion of Trish
Marshall suggested changing the inventory process, and Trish
supported it while Phil did not
Marshall sent an email to the entire company that derided both
Trish and Phil
What types of conflict exist in this case?
What other issues contributed to this conflict situation?
Conflict Outside: Dealing with an Angry Public
When conflict has moved outside the organization and we are
dealing with a potentially angry public, remember there are
some key variables to consider in our response:
What are the facts of the situation?
What emotions are driving the publics’ perception?
What are the contextual variables that create and sustain the
crisis?
What are/should be the organizational actions taken in response
to the critical event(s)?
Organizations must recognize the various emotions involved
and seek to “step into the shoes” of others and understand their
varying perspectives
Context Matters
For-Profit Organizations
Dealing with conflict takes time, which can be both positive and
7. negative
Family Entrepreneurship
Conflict can be dealt with more quickly but can also infect an
entire organization faster
Nonprofit Organizations
Presence of volunteers complicates conflict processes
Government Sector
Unique rules and guidelines may produce additional
interorganizational conflicts
1 page
Go to - https://www.alexa.com/siteinfo
Lookup these three websites on the above sit search bar. -
https://www.doordash.com
https://www.ubereats.com
https://www.grubhub.com
-Click on the Traffic Metrics section for each page (you will
need to do this three times and record/write down or screen shot
the metrics)
-Review the Alexa Rank and Site Metrics for each page
-Answer the following two questions in two short paragraphs
Based on the metrics;
1- which site do you think is reaching the most customers
2- Which site needs the most improvement and why
A V I N A S H K A U S H I K
KAUSHIK
8. SERIOUS SKILLS.
Web Analytics 2.0
Shift to Data-Driven Decision Making and
Leverage the Complete Power of All Web Data
W
eb A
nalytics 2.0
THE ART OF ONLINE ACCOUNTABIL ITY
& SCIENCE OF CUSTOMER CENTRICITY[ ]
TH
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The Web, online marketing, and advertising have been
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29393ffirs.indd 2 9/17/09 1:57:27 AM
Praise for Web Analytics 2.0
When it comes to the digital marketing channels and
understanding what and why people do
things online, there is no one smarter than Avinash Kaushik.
His first book, Web Analytics: An
Hour a Day, should be on every marketer’s desk. Now, with
Web Analytics 2.0, there’s a wor-
thy accompaniment. When people ask, ‘Who is the smartest guy
in the room when it comes to
online marketing?’ only one name comes to mind: Avinash. I’d
tell you to buy this book, but I
would prefer if you didn’t. I’d love to keep these concepts and
theories all to myself and my cli-
ents. Yes, it’s that powerful, awesome, and actionable.
13. —Mitch Joel, president of Twist Image and author of Six Pixels
of Separation
Analytics is vitally important, and no one (no one) explains it
more elegantly, more simply, or
more power fully than Avinash Kaushik. Consider buying up all
the copies of this book before
your competition gets a copy.
—Seth Godin, author, Tribes
Lots of companies have spent lots of time and money collecting
data—and sadly do little with
it. In Web Analytics 2.0, Avinash Kaushik helps us grasp the
importance of this underused
resource and shows us how to make the most of online data and
experimentation.
— Dan Ariely, professor of Behavioral Economics, Duke
University and author of
Predictably Irrational
Kaushik takes the witchcraft out of analytics. If venture
capitalists read this book, they would
fire half of the CEOs that they’ve funded.
—Guy Kawasaki, co-founder of Alltop & Garage Technology
Ventures
29393ffirs.indd 1 9/17/09 1:57:27 AM
29393ffirs.indd 2 9/17/09 1:57:27 AM
14. Web Analytics 2.0
29393ffirs.indd 3 9/17/09 1:57:27 AM
29393ffirs.indd 4 9/17/09 1:57:27 AM
Web Analytics 2.0
The Art of Online Accountability &
Science of Customer Centricity
A v i n a s h K a u s h i k
29393ffirs.indd 5 9/17/09 1:57:27 AM
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Dear Reader,
Thank you for choosing Web Analytics 2.0: The Art of Online
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29393ffirs.indd 8 9/17/09 1:57:27 AM
Acknowledgments
Were it not for the love, patience, and support of my family, it
would be impossible
to write this book and hold down a few full-time jobs, advise
three companies, write
a blog, and travel the world evangelizing the awesomeness of
data. I’m lucky. My
wife Jennie is my biggest cheerleader and counsel, and for that I
shall remain in debt
to her for several lifetimes. My daughter Damini’s courage and
kindness is a constant
source of inspiration. My son Chirag’s intellect and energy
reminds me to always be
curious and strive for more.
19. I would like to express my deep appreciation to the readers of
my blog,
Occam’s Razor. In approximately three and a half years I have
written 411,725
words in my 204 blog posts, and the readers of my blog have
written 615,192 words
in comments! Their engagement means the world to me and
motivates me to make
each blog post better than the last. It is impossible to thank each
person, so on their
behalf let me thank three: Ned Kumar, Rick Curtis, and Joe
Teixeira.
As the song goes, I get by with a little help from my friends…
in the last
few years I have benefited from the help of two dear friends in
particular. Bryan
Eisenberg, the author of Always Be Testing, has consistently
shared life lessons about
this business and helped a ton with my own journey. Mitch Joel,
the author of Six
Pixels of Separation, has helped me become a better public
speaker and, as if that
were not enough, connected me with anyone worth connecting
to! Thanks, guys.
A huge motivation behind this book was the incredible work
done by The
Smile Train, Doctors Without Borders, and Ekal Vidyalaya.
They make the world
a better place, and I feel blessed that the money raised by my
books helps me be a
small part of their mission.
Last, but not least, my fantastic team at Wiley. This book was
written and
20. published at a pace that would drive mere mortals crazy, but not
them. They worked
harder than I did, they pushed deadlines (and me!), and they
made the impossible hap-
pen. Stephanie Barton, Kim Wimpsett, Liz Britten, and Willem
Knibbe, you rock!
To the wind beneath my wings, my inimitable wife Jennie.
29393ffirs.indd 9 9/17/09 1:57:27 AM
29393ffirs.indd 10 9/17/09 1:57:27 AM
About the Author
Avinash Kaushik is author of the best-selling book Web
Analytics: An Hour a Day (http://www.snipurl.com/wahour).
He is also the analytics evangelist for Google and the
cofounder of Market Motive, Inc.
As a thought leader, Avinash puts a commonsense
framework around the often frenetic world of web analyt-
ics and combines that framework with the philosophy that
investing in talented analysts is the key to long-term success.
He is also a staunch advocate of listening to the consumer
and is committed to helping organizations unlock the value
of web data.
Avinash works with some of the largest companies
in the world to help them evolve their online marketing and
analytics strategies to become data-driven and customer-
centric organizations. He recently received the 2009 Statistical
21. Advocate of the Year award from
the American Statistical Association.
He is also a frequent speaker at industry conferences in the
United States and Europe, such
as Ad-Tech, Monaco Media Forum, iCitizen, and JMP
Innovators’ Summit, as well as at major
universities, such as Stanford University, University of
Virginia, and University of Utah.
You’ll find Avinash’s web analytics blog, Occam’s Razor, at
www.kaushik.net/avinash.
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Contents
Introduction xxi
Chapter 1 The Bold New World of Web Analytics 2.0 1
State of the Analytics Union . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . . 2
State of the Industry . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . . . . 3
Rethinking Web Analytics: Meet Web Analytics 2 .0 . . . . .
. . . . . . . . . 4
The What: Clickstream 7
The How Much: Multiple Outcomes Analysis 7
22. The Why: Experimentation and Testing 8
The Why: Voice of Customer 9
The What Else: Competitive Intelligence 9
Change: Yes We Can! . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . . . 10
The Strategic Imperative 10
The Tactical Shift 11
Bonus Analytics 13
Chapter 2 The Optimal Strategy for Choosing Your Web
Analytics Soul Mate 15
Predetermining Your Future Success . . . . . . . . . . . . .
. . . . . . . . . . . . . 16
Step 1: Three Critical Questions to Ask Yourself Before
You Seek an Analytics Soul Mate! . . . . . . . . . . . . . . .
. . . . . . . . . . . . . 17
Q1: “Do I want reporting or analysis?” 17
Q2: “Do I have IT strength, business strength, or both?” 19
Q3: “Am I solving just for Clickstream or for Web Analytics 2
.0?” 20
Step 2: Ten Questions to Ask Vendors Before You Marry Them
. . . . . 21
Q1: “What is the difference between your tool/solution and free
tools
from Yahoo! and Google?” 21
Q2: “Are you 100 percent ASP, or do you offer a software
version?
Are you planning a software version?” 22
Q3: “What data capture mechanisms do you use?” 22
Q4: “Can you calculate the total cost of ownership for your
tool?” 23
Q5: “What kind of support do you offer? What do you include
23. for free,
and what costs more? Is it free 24/7?” 24
Q6: “What features in your tool allow me to segment the data?”
25
Q7: “What options do I have for exporting data from your
system into
our company’s system?” 25
Q8: “What features do you provide for me to integrate data from
other
sources into your tool?” 26
Q9: “Can you name two new features/tools/acquisitions your
company
is cooking up to stay ahead of your competition for the next
three years?” 26
Q10: “Why did the last two clients you lost cancel their
contracts?
Who are they using now? May we call one of these former
clients?” 27
Comparing Web Analytics Vendors: Diversify and Conquer . .
. . . . . . 28
The Three-Bucket Strategy 28
Step 3: Identifying Your Web Analytics Soul Mate
(How to Run an Effective Tool Pilot) . . . . . . . . . . . . .
. . . . . . . . . . . . 29
29393ftoc.indd 13 9/16/09 8:35:19 PM
xiv
C
o
25. Web Metrics Demystified . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . 59
Four Attributes of Great Metrics 59
Example of a Great Web Metric 62
Three Avinash Life Lessons for Massive Success 62
Strategically-aligned Tactics for Impactful Web Metrics . . . .
. . . . . . . 64
Diagnosing the Root Cause of a Metric’s Performance—
Conversion 64
Leveraging Custom Reporting 66
Starting with Macro Insights 70
Chapter 4 The Awesome World of Clickstream Analysis:
Practical
Solution
s 75
A Web Analytics Primer . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . . 76
Getting Primitive Indicators Out of the Way 76
Understanding Visitor Acquisition Strengths 78
Fixing Stuff and Saving Money 79
Click Density Analysis 81
Measuring Visits to Purchase 83
26. The Best Web Analytics Report . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . 85
Sources of Traffic 86
Outcomes 87
Foundational Analytical Strategies . . . . . . . . . . . . . .
. . . . . . . . . . . . . 87
Segment or Go Home 88
Focus on Customer Behavior, Not Aggregates 93
Everyday Clickstream Analyses Made Actionable . . . . . . .
. . . . . . . . . 94
Internal Site Search Analysis 95
Search Engine Optimization (SEO) Analysis 101
Pay Per Click/Paid Search Analysis 110
Direct Traffic Analysis 116
Email Campaign Analysis 119
Rich Experience Analysis: Flash, Video, and Widgets 122
Reality Check: Perspectives on Key Web Analytics Challenges
. . . . . 126
Visitor Tracking Cookies 126
Data Sampling 411 130
The Value of Historical Data 133
27. 29393ftoc.indd 14 9/16/09 8:35:19 PM
xv
■
C
O
N
T
E
N
T
S
The Usefulness of Video Playback of Customer Experience 136
The Ultimate Data Reconciliation Checklist 138
Chapter 5 The Key to Glory: Measuring Success 145
29. Measuring Success for a Non-ecommerce Website . . . . . . .
. . . . . . . 162
Visitor Loyalty 162
Visitor Recency 164
Length of Visit 165
Depth of Visit 165
Measuring B2B Websites . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . 166
Chapter 6 Solving the “Why” Puzzle: Leveraging Qualitative
Data 169
Lab Usability Studies: What, Why, and How Much? . . . . . .
. . . . . . 170
What Is Lab Usability? 170
How to Conduct a Test 171
Best Practices for Lab Usability Studies 174
Benefits of Lab Usability Studies 174
Areas of Caution 174
Usability Alternatives: Remote and Online Outsourced . . . .
. . . . . . 175
Live Recruiting and Remote User Research 176
30. Surveys: Truly Scalable Listening . . . . . . . . . . . . . . .
. . . . . . . . . . . . 179
Types of Surveys 180
The Single Biggest Surveying Mistake 184
Three Greatest Survey Questions Ever 185
Eight Tips for Choosing an Online Survey Provider 187
Web-Enabled Emerging User Research Options . . . . . . . .
. . . . . . . . 190
Competitive Benchmarking Studies 190
Rapid Usability Tests 191
Online Card-Sorting Studies 191
Artificially Intelligent Visual Heat Maps 192
29393ftoc.indd 15 9/16/09 8:35:19 PM
xvi
C
o
n
31. t
e
n
t
s
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Chapter 7 Failing Faster: Unleashing the Power of Testing and
Experimentation 195
A Primer on Testing Options: A/B and MVT . . . . . . . . .
. . . . . . . . . 197
A/B Testing 197
Multivariate Testing 198
Actionable Testing Ideas . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . 202
Fix the Big Losers—Landing Pages 202
Focus on Checkout, Registration, and Lead Submission Pages
202
Optimize the Number and Layout of Ads 203
32. Test Different Prices and Selling Tactics 203
Test Box Layouts, DVD Covers, and Offline Stuff 204
Optimize Your Outbound Marketing Efforts 204
Controlled Experiments: Step Up Your Analytics Game! . . . .
. . . . . 205
Measuring Paid Search Impact on Brand Keywords and
Cannibalization 205
Examples of Controlled Experiments 207
Challenges and Benefits 208
Creating and Nurturing a Testing Culture . . . . . . . . . . .
. . . . . . . . . 209
Tip 1: Your First Test is “Do or Die” 209
Tip 2: Don’t Get Caught in the Tool/Consultant Hype 209
Tip 3: “Open the Kimono”—Get Over Yourself 210
Tip 4: Start with a Hypothesis 210
Tip 5: Make Goals Evaluation Criteria and Up-Front Decisions
210
Tip 6: Test For and Measure Multiple Outcomes 211
Tip 7: Source Your Tests in Customer Pain 211
Tip 8: Analyze Data and Communicate Learnings 212
Tip 9: Two Must-Haves: Evangelism and Expertise 212
Chapter 8 Competitive Intelligence Analysis 213
33. CI Data Sources, Types, and Secrets . . . . . . . . . . . . .
. . . . . . . . . . . . 214
Toolbar Data 215
Panel Data 216
ISP (Network) Data 217
Search Engine Data 217
Benchmarks from Web Analytics Vendors 218
Self-reported Data 219
Hybrid Data 220
Website Traffic Analysis . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . 221
Comparing Long-Term Traffic Trends 222
Analyzing Competitive Sites Overlap and Opportunities 223
Analyzing Referrals and Destinations 224
Search and Keyword Analysis . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . 225
Top Keywords Performance Trend 226
Geographic Interest and Opportunity Analysis 227
Related and Fast-Rising Searches 230
Share-of-Shelf Analysis 231
Competitive Keyword Advantage Analysis 233
Keyword Expansion Analysis 234
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Audience Identification and Segmentation Analysis . . . . . .
. . . . . . . 235
Demographic Segmentation Analysis 236
35. Psychographic Segmentation Analysis 238
Search Behavior and Audience Segmentation Analysis 239
Chapter 9 Emerging Analytics: Social, Mobile, and Video 241
Measuring the New Social Web: The Data Challenge . . . . .
. . . . . . . 242
The Content Democracy Evolution 243
The Twitter Revolution 247
Analyzing Offline Customer Experiences (Applications) . . . .
. . . . . . 248
Analyzing Mobile Customer Experiences . . . . . . . . . . .
. . . . . . . . . . 250
Mobile Data Collection: Options 250
Mobile Reporting and Analysis 253
Measuring the Success of Blogs . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . 257
Raw Author Contribution 257
Holistic Audience Growth 258
Citations and Ripple Index 262
Cost of Blogging 263
Benefit (ROI) from Blogging 263
36. Quantifying the Impact of Twitter . . . . . . . . . . . . . . .
. . . . . . . . . . . 266
Growth in Number of Followers 266
Message Amplification 267
Click-Through Rates and Conversions 268
Conversation Rate 270
Emerging Twitter Metrics 271
Analyzing Performance of Videos . . . . . . . . . . . . . . .
. . . . . . . . . . . . 273
Data Collection for Videos 273
Key Video Metrics and Analysis 274
Advanced Video Analysis 278
Chapter 10 Optimal
