A thought leader in the worlds of CRO and experimentation, Bhavik Patel founded popular UK-based meetup community, CRAP (Conversion Rate, Analytics, Product) Talks, seven years ago to fill a gap in the event market – opting to cover a broad range of optimization topics from CRO, data analysis, and product management to data science, marketing, and user experience.

After following his passion throughout the industry from acquisition growth marketing to experimentation and product analytics, Bhavik landed the role of Product Analytics & Experimentation Director at product measurement consultancy, Lean Convert, where his interests have converged. Here he is scaling a team and supporting their development in data and product thinking, as well as bringing analytical and experimentation excellence into the organization.

AB Tasty’s CMO Marylin Montoya spoke with Bhavik about the future of experimentation and how we might navigate the journey from the current mainstream approach to the potentialities of AI technology.

Here are some of the key takeaways from their conversation.

The evolution of experimentation: a scientific approach.

Delving straight to the heart of the conversation, Bhavik talks us through the evolution of A/B testing, from its roots in the scientific method, to recent and even current practices – which involve a lot of trial and error to test basic variables. When projecting into the future, we need to consider everything from people, to processes, and technology.

Until recently, conversion rate optimization has mostly been driven by marketing teams, with a focus on optimizing the basics such as headlines, buttons, and copy. Over the last few years, product development has started to become more data driven. Within the companies taking this approach, the product teams are the recipients of the A/B test results, but the people behind these tests are the analytical and data science teams, who are crafting new and advanced methods, from a statistical standpoint.

Rather than making a change on the homepage and trying to measure its impact on outcome metrics, such as sales or new customer acquisition, certain organizations are taking an alternative approach modeled by their data science teams: focusing on driving current user activity and then building new products based on that data.

The future of experimentation is born from an innovative mindset, but also requires critical thinking when it comes to planning experiments. Before a test goes live, we must consider the hypothesis that we’re testing, the outcome metric or leading indicators, how long we’re going to run it, and make sure that we have measurement capabilities in place. In short, the art of experimentation is transitioning from a marketing perspective to a science-based approach.

Why you need to level up your experiment design today.

While it may be a widespread challenge to shift the mindset around data and analyst teams from being cost centers to profit-enablement centers, the slowing economy might have a silver lining: people taking the experimentation process a lot more seriously. 

We know that with proper research and design, an experiment can achieve a great ROI, and even prevent major losses when it comes to investing in new developments. However, it can be difficult to convince leadership of the impact, efficiency and potential growth derived from experimentation.

Given the current market, demonstrating the value of experimentation is more important than ever, as product and marketing teams can no longer afford to make mistakes by rolling out tests without validating them first, explains Bhavik. 

Rather than watching your experiment fail slowly over time, it’s important to have a measurement framework in place: a baseline, a solid hypothesis, and a proper experiment design. With experimentation communities making up a small fraction of the overall industry, not everyone appreciates the ability to validate, quantify, and measure the impact of their work,  however Bhavik hopes this will evolve in the near future.

Disruptive testing: high risk, high reward.

On the spectrum of innovation, at the very lowest end is incremental innovation, such as small tests and continuous improvements, which hits a local maximum very quickly. In order to break through that local maximum, you need to try something bolder: disruptive innovation. 

When an organization is looking for bigger results, they need to switch out statistically significant micro-optimizations for experiments that will bring statistically meaningful results.

Once you’ve achieved better baseline practices – hypothesis writing, experiment design, and planning – it’s time to start making bigger bets and find other ways to measure it.

Now that you’re performing statistically meaningful tests, the final step in the evolution of experimentation is reverse-engineering solutions by identifying the right problem to solve. Bhavik explains that while we often focus on prioritizing solutions, by implementing various frameworks to estimate their reach and impact, we ought to take a step back and ask ourselves if we’re solving the right problem.

With a framework based on quality data and research, we can identify the right problem and then work on the solution, “because the best solution for the wrong problem isn’t going to have any impact,” says Bhavik.

What else can you learn from our conversation with Bhavik Patel?

• The common drivers of experimentation and the importance of setting realistic expectations with expert guidance.
• The role of A/B testing platforms in the future of experimentation: technology and interconnectivity.
• The potential use of AI in experimentation: building, designing, analyzing, and reporting experiments, as well as predicting test outcomes. 
• The future of pricing: will AI enable dynamic pricing based on the customer’s behavior?

About Bhavik Patel

A seasoned CRO expert, Bhavik Patel is the Product Analytics & Experimentation Director at Lean Convert, leading a team of optimization specialists to create better online experiences for customers through experimentation, personalization, research, data, and analytics.
In parallel, Bhavik is the founder of CRAP Talks, an acronym that stands for Conversion Rate, Analytics and Product, which unites CRO enthusiasts with thought leaders in the field through inspiring meetup events – where members share industry knowledge and ideas in an open-minded community.

About 1,000 Experiments Club

The 1,000 Experiments Club is an AB Tasty-produced podcast hosted by Marylin Montoya, AB Tasty CMO. Join Marylin and the Marketing team as they sit down with the most knowledgeable experts in the world of experimentation to uncover their insights on what it takes to build and run successful experimentation programs.

The post The Past, Present, and Future of Experimentation | Bhavik Patel appeared first on abtasty.

Good things happen to those who change. And that’s exactly what we did.

Change is what propels us towards progress.
Change is how we find our better.
Change is how we dare to go further.

Today marks a significant day in our history as a company. Today, we’re thrilled to share our updated brand identity with you. We’re stepping into a new era that better aligns our forever commitment to “test and learn” with our position in the market as a partner that helps brands push ideas even further.

With over 13 years in the industry, we’ve seen dynamic changes in the market. Brands now understand the importance and impact of continual experience optimization. The thriving experimentation sector has launched us into our most successful financial quarters following our strategic technology acquisitions. Beyond our strengthened AI and personalization portfolios, it’s become crystal clear that what makes us unique is our people. And our people are what make our customers happy.

Time to Talk Tasty

You may have noticed a few recent changes to AB Tasty – and we don’t mean just our new brand colors.

“Electric Blue” and “Crash Test Yellow” 

Although our vibrant visual identity may catch you by surprise, our rebrand is much more than just a cosmetic makeover. We’ve been very intentional with our decisions at each step of the way. 

Over the past 14 months, we’ve embraced some exciting technological advancements within our platform: 

• In October 2022, we saw a big need in the market for more personalization and acquired a company specializing in recommendations and search solutions. 
• In June 2023, we extended our personalization offering to help teams better cater to their different audiences and compete on a higher level. We acquired an emotions-based, personalization technology that enriches and expands our portfolio.
• Then, we unified those platforms with our own API-based experimentation, personalization engine, and web solution.

Now, we’re happy to say that we are one unified platform offering everything that brands need for complete experience optimization. With our new brand identity, we proudly promote everything we are, everything we can be, and everything we want to be. 

Our strategic shift in branding was the logical next step after our tremendous period of growth.

New Look, Same Commitment

One thing hasn’t changed – and that’s our commitment to our clients. They are, and always will be our focus. 

Everything we’ve done will better suit the needs of our clients. Unifying our products into one harmonious platform allows for endless optimization opportunities and our our messaging reflects our human touch and leading expertise.

We are the optimization partners pushing brave ideas from the inside out.

Our Brand Story

Our clients need to be different, not just better. And for that, they need an optimization partner in their progress. Our commitment to customer support is consistently recognized on G2 and is something our clients rave about. Our team and the level of support we offer our clients have always been and will always be what makes AB Tasty great. That’s why we embed ourselves at the heart of company culture to push brave ideas from the inside out. 

How can we do that? By focusing on our three pillars as our foundation. 

1. Human Touch: Our people are everything – they bring the soul and substance to our technology. We build relationships with our clients to transcend the transactional with our deep partnerships and client understanding.
2. Leading Expertise: We back brave ideas with data and knowledge. We stay ahead as leaders of the industry and continue to learn with our “test and learn” culture. We make every move by choice, not chance by de-risking brave ideas. 
3. Unifying Product: Our product connects teams, platforms, tools, and collaborators. We transform cultures changing the way our clients work and think. We work as a team with one vision and common goals. 

We do all of this so our clients can level up. We make their next step our next challenge. Giving them the courage and push they need to dare to go further. 

Conclusion

Every next step looks different for our clients, company, and people. That’s why we provide the courage and conviction to make it happen. 

We help our customers DARE TO GO FURTHER.

The post Finding Our Better: AB Tasty’s New Brand Identity appeared first on abtasty.

Ruben de Boer is a lead CRO Manager and consultant with over 14 years of experience in data and optimization. At Online Dialogue, Ruben leads the Conversion Managers team, developing team skills and quality as well as setting the team strategy and goals. He spreads his knowledge far both as a teacher with Udemy with over 12,000 students and as a public speaker on topics such as experimentation, change management, CRO and personal growth.

In 2019, Ruben founded his company, Conversion Ideas, where he helps people kick start their career in Conversion Rate Optimization and Experimentation by providing affordable, high-quality online courses and a number of resources.

AB Tasty’s VP Marketing Marylin Montoya spoke with Ruben about exciting trends and evolutions within the world of experimentation, including  the various ways AI can impact the optimization of the experimentation process. Ruben also shares ways to involve cross-functional teams to implement a successful culture of experimentation within the organization and why it’s important to steer these teams towards an outcome- rather than an output-driven mindset.

Here are some key takeaways from their conversation. 

The goal should always be outcome-driven

Based on his experience, Ruben believes that one of the biggest pitfalls companies face when trying to kick start their experimentation journey is they focus more on outputs rather than outcomes.

“When a company is still very much in an output mindset, meaning we have to deliver an X amount of sprint points per sprint and we have to release so many new features this year, then of course experimentation can be seen as something that slows it down, right?  Let’s say as a rule of thumb, 25% of A/B tests or experiments result in a winner and so 75% of what was built will not be released, which means the manager does not get the output goals.”

In this scenario, experimentation becomes an obstacle that slows down these outputs. Whereas, when a company shifts towards an outcome mindset, it makes more sense to run experiments with the goal to create more value for the customer. With an outcome-mindset, teams embrace experimentation with customers at the heart of the process.

When teams are more outcome-oriented, the product is based more on research and experiments instead of a fixed long-term roadmap. According to Ruben, it’s vital that companies adopt such a way of working as it helps create better products and business outcomes, which ultimately helps them maintain their competitive advantage.

Importance of cross-functional teams

Ruben argues that experimentation is maturing in that it’s becoming more embedded within product teams.

He notes there’s a rising trend of different teams working together, which Ruben believes is essential for knowledge sharing when it comes to learning new things about the customer journey and the product itself. For Ruben, this helps create an ideal, healthy experimentation environment for teams to experiment better and get the results they want. 

Ideally, there would be experts in experimentation coming in from different teams sharing knowledge, ideas and insights on a regular basis which helps drive inspiration and innovation when it comes to future test ideas. 

The recipe behind the success of these experimentation teams varies and depends on the maturity of the experimentation program and the skills of these teams.  

This could start with a look into the culture of the organization by sending questionnaires to various teams to understand their work process and how autonomous they are. This analysis would also help teams to understand what their current state of experimentation is like such as how accepting they are of experimentation. This helps to devise a strategy and roadmap to successfully implement a culture of experimentation throughout the whole organization.  

This culture scan also helps determine the maturity of an experimentation program.

“Process, data, team, scope, alignment, and company culture: that’s what I generally look at when I assess the maturity of an organization. Is there a CRO specialist throughout the different product teams? How’s decision-making being done by leadership? Is it based on the HIPPO decisions or fully based on experimentation? Then there’s the outcome versus output mindset, the scope and alignment of experimentation as well as the structure of the team- is it just a single CRO specialist or a multidisciplinary team? What does the process look like? Is it just a single CRO process or is it a process embedded in a project team?” Ruben says.

A world of possibilities with AI

With the advent of AI technology, Ruben believes there’s a lot of possibilities with what can be done with it, particularly in the experimentation process. 

While he admits it’s still too early to speculate and that there are also the many privacy concerns that come with such technology, he believes AI can bring a lot of exciting things in the future.

“It would be so nice to have an AI go over experiments on the product detail page with all the results and all the learnings, and just ask the AI, what did I actually learn and what would be good follow up experiments on that? And that would be enormously interesting to have an AI run through all the experiments in the database,” Ruben says.

Therefore, Ruben admits there are a number of possibilities of what teams can do when it comes to designing experiments and saving time and steps in the experimentation process. 

“And just think about maybe three or four years from now, everyone will just have an AI app on their phone and say, I need to buy this and I will buy it for you. And maybe a website with only AI apps on it to purchase stuff, who knows? And then optimization becomes very different all of a sudden.” 

There’s also significant potential with AI when it comes to changing the way people work as well as provide inspiration and ultimately optimize and bring innovation to the experimentation process.

“Maybe based on all the input we give from chat logs, social media channels, reviews, surveys, we can make the AI behave like a user at some point in the future somewhere, which you then don’t have to run user tests anymore because you just let AI see your website.”

What else can you learn from our conversation with Ruben de Boer?

• Evolving trends in experimentation 
• His take on change management to help organizations adopt experimentation
• His own experiences with building cross-functional teams
• How to tackle resistance when it comes to experimentation   

About Ruben de Boer

With over 14 years of experience as a lead CRO manager and consultant in data and optimization, Ruben is a two-time winner in the Experimentation Elite Awards 2023 and a best-selling instructor on Udemy with over 12,000 students. He is also a public speaker on topics such as experimentation culture, change management, conversion rate optimization, and personal growth. Today, Ruben is the Lead Conversion Manager responsible for leading the Conversion Managers team, developing team skills and quality, setting the team strategy and goals, and business development.

About 1,000 Experiments Club

The 1,000 Experiments Club is an AB Tasty-produced podcast hosted by Marylin Montoya, CMO at AB Tasty. Join Marylin and the Marketing team as they sit down with the most knowledgeable experts in the world of experimentation to uncover their insights on what it takes to build and run successful experimentation programs.

The post Taking an Outcome-Driven Approach | Ruben de Boer appeared first on abtasty.

Experimentation opens the door to fresh insights that are only found through testing, compelling you to continuously refine different facets of your website for an improved digital experience across the board. Once you take your first steps down your experimentation roadmap, your path toward optimization evolves to the point where you can become a more prominent digital player.

However, experimentation success will introduce growing pains – especially if you’re a company starting its CRO journey. Allocating your CRO resources early and efficiently is important to set your business up for continued success, prosperity, and evolution.

A firm foundation and building good habits from the start is the best way to ensure that your growth won’t stop.

How to build out your CRO team following the centralized model

A successful CRO team needs to be well-equipped with the necessary resources to carry out their missions which include time, tools, people and technology.

The first step in creating your team is to focus on leadership. The leader of your team needs to set an example by prioritizing experimentation and making it a part of your organization’s values. Your leader needs to value and encourage experimentation by creating a safe environment for testing where failures are seen as learning opportunities. CRO organizations need to create a culture of collaboration and communication where everyone works together to achieve a common goal.

It’s important to keep in mind that experimentation requires a lot of collaboration. By having a vast team equipped with different skills, you’ll need to facilitate communication between different teams, such as designers, developers, marketers, and data analysts.

This means that everyone needs to be aware of the goals and deliverables of each experiment, the roles of each stakeholder, the project timeline, and certainly if there are changes to the roadmap. This requires constant and open communication to keep everyone prepared. Each team member needs to be able to trust their teammates to perform certain tasks and have confidence in their own individual role.

With open communication and frequent regroups to check progress and share ideas, you can ensure that everyone is aligned and working towards the same objectives. Sharing results builds trust between team members and gives everyone an opportunity to celebrate wins, support each other through the learning opportunities and create a positive environment where feedback is welcome.

What is the ideal CRO team structure?

When picking the ideal structure for your CRO team, you have to keep in mind that this will vary depending on your organization’s size, goals, and resources at hand.

A small CRO team following the centralized model will need to have individuals responsible for covering all core responsibilities – from ideation to implementation to examination. Ideally, this would include:

• CRO Manager
• UX/UI Designer
• Data Analyst
• Web Developer
• Content Specialist

To continue CRO team expansion, a medium-sized or large team should adopt the positions above and some or all positions listed below:

• Product Manager
• Product Designer
• Data Scientist
• Content Designer
• Content Writer
• Conversion Rate Optimizer/Tester
• Technical Web Analyst
• Website Animation Specialist

The skills needed to perform CRO are vast. A person equipped to be a great addition to your CRO team will most likely have a background in one of the following areas:

• Chief Data Officer
• Full Stack Developer
• Functional Designer
• Digital Marketing Specialists
• Data Scientist (Specializing in CRO)
• Web Analyst

Keep in mind that a CRO team is typically a cross-functional team and team members may be involved in other projects simultaneously. As each organization is completely unique, there are no hard and fast rules for the “perfect” team. Your ideal structure may shift as you go, reminding you of the importance of flexibility.

Rapid CRO growth

To put the rapid growth of CRO teams into context, let’s take a quick look at one global leader in the premium cosmetics industry: Shiseido.

Even though Shiseido already had a CRO team in place, they wanted to grow and turn their constricted experimentation strategy into an intuitive and scalable optimization program. They went from running four tests per year to over 10 tests per month using AB Tasty and expanded their team accordingly to cover more ground and expand their experimentation goals. Growth can happen quickly when setting new priorities and adopting a new mindset. See how Shiseido revitalized its experience optimization strategy with AB Tasty.

Steps for successful CRO implementation

Mindset shift

Building a culture of experimentation is crucial for a successful CRO organization. There needs to be a mindset shift towards data-driven decision-making, embracing bold decisions and viewing failure as an opportunity to learn and improve.

One of the most significant obstacles in establishing this culture is the fear and apprehension linked to failure. CRO teams need to recognize that failure is a natural part of the experimentation process and that every failed experiment provides valuable insights and learnings. By embracing what doesn’t work, CRO teams can create a culture that encourages experimentation and embraces risks.

All data derived from tests is valuable for building out future steps. The sooner an organization can adapt to this mentality, the more stable its CRO foundation will be.

LOOKING FOR MORE about the culture of experimentation? 

Listen to the 1000 Experiments Club Podcast. The only podcast that interviews industry experts who have run over 1,000 experiments.

Set goals for your CRO team

CRO teams need to define exactly what they want to achieve through experimentation and how they will measure success. With this being said, data should be at the heart of all experimentation. Decisions should be made based on data collected and not only a gut feeling. By setting goals and assigning metrics to track progress, CRO teams can stay focused on their vision to achieve their objectives and track their progress.

Define the challenges of CRO implementation

There will be challenges to any success story. It’s important to address the potential challenges that may arise early on to keep your team prepared for any tough moments.

Barriers to continual success could include time restrictions, lack of adequate resources, employees with sub-par attitudes, pressure from HIPPOS, technology or anything that could potentially interfere with your roadmap.

After setting your goals and defining the next steps on your roadmap, it’s easier to outline the barriers that may prevent you from achieving those objectives, such as technical limitations or budget constraints.

Outline the team’s roles and responsibilities

Next, define the team’s roles and responsibilities. All team members should be aware of their personal objectives and how their work contributes to the overall success of the project (and their impact on the organization).

This includes identifying who will be responsible for testing, analyzing data, creating content, and making technical improvements to the website or app. Especially if team members have cross-functional roles where their time is divided, their responsibilities during each project should be clearly defined.

Standardize the A/B test process with your CRO Team

To standardize the A/B test process in your organization, there needs to be coordination of all digital teams around A/B tests and your overall CRO strategy. Your testing roadmap should outline the experiments your team will conduct, the hypotheses they will test, and the metrics they will use to measure success. By developing a testing plan, CRO teams can ensure that their experiments are aligned with their goals and that they are testing the right elements of the website or landing page.

With your new CRO team, it’s important to always start with identifying the most valuable tests at the right time. By brainstorming with your team to identify multiple elements, you will have various high-value optimization paths available to you when your team has the bandwidth.

When implementing a test, you must have a team ready to create the design and content for the test and another team available to put it all into production.

As a post-launch follow-up plan, you will need to develop an optimization plan to cater to the results.

• Implement the winning variation – If your variation shows better results when compared to the original, plan for adequate time in your roadmap to incorporate any permanent changes.
• Develop a new variation – Let’s say your variation wasn’t more influential than the original version. You’ve learned more about your audience that you can use in the future. If you’ve found what doesn’t work, leave room in your plans to go back to the drawing board to find a variation that resonates better with your audience.
• Accept the original version – If you and your team are happy with the performance of the original version of your webpage, it’s time to move on to the next priority on your optimization list.
• Re-challenge the winning variation – Consumer preferences are constantly changing. What worked 6 months ago might not resonate with your audience in the same way down the road. Plan time in your roadmap for more challenges to see continued success.

To promote communication, your experimentation roadmap and the results of each experiment should be accessible to everyone and promote transparency. This keeps your team aligned to standardize your process.

In CRO, you need to be adaptable. You won’t know the outcome of a test until it’s over (you don’t want to develop a bias by trying to guess the results either!). Based on the results, you and your team need to be ready to react quickly to follow the next steps of whichever path you choose.

A centralized CRO team built for sustainable growth

Developing a CRO team that’s built to grow and build a sustainable culture of experimentation is not the easiest task. There is always room for trial and error when figuring out what works best for your organization.

With a mindset shift, a well-equipped team, and a clear understanding of goals, barriers, and team roles, your organization will be prepped to carry out your winning strategy. With these elements in place, your organization can continuously test and optimize all digital e-commerce channels, leading to increased conversions, higher customer satisfaction, and ultimately, better business results.

The post The Ideal CRO Structure for Sustainable Growth appeared first on abtasty.

With over 15 years of experience in digital businesses, David Mannheim has helped many companies, such as ASOS, Sports Direct and Boots to improve and personalize their digital experience and conversion strategy. He was also the founder of one of the UK’s largest independent conversion optimization consultancies – User Conversion.

With his experience as an advisor helping e-commerce businesses to innovate and iterate personalization and creativity at speed, David has recently published his own book where he tackles the “Person in Personalisation”, why he believes personalization has lost its purpose and what to do about it. David is currently building a solution to tackle this epidemic with his new platform; Made With Intent – a product that helps retailers understand the intent and mindset of their audience, not just their behaviors or what page they’re on.

AB Tasty’s VP Marketing Marylin Montoya spoke with David about the current state of personalization and the importance of going back to the basics and focusing on putting the person back in personalization. He also highlights the need for brands to build a relationship with customers based on trust and loyalty, particularly in the digital sphere instead of focusing on immediate gratification.

Here are some key takeaways from their conversation. 

Personalization is about being personal

David stresses the importance of not forgetting the first three syllables at the beginning of personalization. In other words, it’s imperative to remember that personalization is about being personal and putting the person at the heart of everything- it’s all about customer-centricity.

For David, personalization nowadays has become too commercialized and too focused on immediate gratification. Instead, the focus should be on metrics such as customer lifetime value and loyalty. Personalization should be a strategic value add rather than a tactical add-on used solely to drive short-term sales and growth. 

“If we move our metrics to focus more on the long-term metrics of customer satisfaction, more quality than quantity, more about customer lifetime value and loyalty as well as recognizing the intangibles, not just the tangibles, I think that puts brands in a much better place.”

He further argues that there is a sort of frustration point when it comes to the topic of personalization and who actually does it well. This frustration was clear after David interviewed 153 experts for his book, most of whom struggled to answer the question of “who does personalization well” and found it difficult to name any brands outside of the typical “big players” such as Netflix and Amazon.

This frustration, David believes, stems from the difficulty of replicating an in-store experience in a human-to-screen relationship. Nonetheless, when customers are loyal to a brand, that same loyalty should be reciprocated from the brand side as well to make a customer feel they’re more than just a number. The idea is to achieve a sort of familiarity and acknowledgment with the customer and create a genuine, authentic relationship with them. This is the key to unlocking customer-centricity. 

It’s about offering a personalized experience that focuses on adding value for each individual customer, rather than exploiting value where only customers end up with a commercialized experience geared towards driving growth for the company itself.

Disparity between brands’ and customers’ perceptions of personalization 

Citing Salethru’s Personalization Index, David refers to a particular finding in their yearly report where 71% of brands think they excel in personalization but only 34% of customers actually agree with that.

In that sense, there’s a mismatch between customers’ expectations and brands’ own expectations of what is competent customer service.

He refers to recommendations as one example that brands primarily incorporate into their personalization strategy. However, he believes recommendations only address the awareness part of the AIDA model (Awareness, Intent, Desire and Action).

“Product discovery for me is only one piece of a puzzle. If you take personalization back to what it’s designed to be, to be personal, well, where is the familiarity? Where’s the acknowledgment? Where’s the connection? Where’s the conversation?” David argues.

What’s missing is a core, intangible ingredient that helps create a relationship between two individuals, in this case, a human and a brand. Because brands have difficulty pinpointing what that is, they choose instead to base their personalization strategy on something more tangible and visible – recommendations.

For brands, the recommendations narrative is fully immersed within customer expectations and so encompasses the idea of personalization, particularly as that’s the approach that the “bigger” brands have adopted when it comes to personalizing the user experience. 

“It becomes an expectation. I go on X website so I expect the bare minimum which is to see things that are relevant to what I search for or the things that I’m interested in…..This is what people associate personalization to,” David says. 

Recommendations are an essential first step of personalization but David argues the future of personalization requires brands to go even further.

Brands should focus on building trust

In order for brands to build that sense of familiarity and truly become more personal with customers, brands need to take personalization to the next stage beyond awareness. For example, customers should be able to trust that a brand is recommending to them what they actually need rather than what makes the most profit.

David believes that the concept of trust is missing in a human-to-screen relationship, which is what’s hindering brands from reaching that next level.

In other words, it’s all about transforming the whole approach of personalization along with its purpose to demonstrate greater care with the few rather than “trying to get the many” to establish trust with customers. Brands should shift their focus to care, which David believes is what makes a brand truly customer-centric.

“I think it’s an initiative, if you can call it that, to focus on care. It does make the brand more customer-centric. You’re putting the customer, their experiences and expectations first with the purpose of providing a better experience for them.”

 In that sense, two crucial aspects play into the concept of trust, according to David: competence and care. 

Brands need to be able to be competent in that customers can trust they’re being recommended the most suitable products for their needs rather than the one that has the higher profit margin; in other words, recommending products that are best for the business instead of the customer. At the same time, brands need to demonstrate care by being more personable with customers to be able to create a connection between brand and consumer. 

“The more caring you are, the more you can demonstrate trust,” David says.

Think of banking. Banking demonstrates all the competence in the world, but no care whatsoever. And that therefore destroys their trust. Think of the other way around. Think of your grandma giving you a sweater at Christmas. I’m sure you trust your grandma, but you won’t trust her to buy you a Christmas present, for example.”

For David, context is a prerequisite for trust and the best way to understand user context is through intent, which is where the difference between persuasion and manipulation lies. This is why he has been busy building Made With Intent for the past 8 months focused on that very same concept. 

When it comes to recommendations, in particular, it’s essential to contextualize them and understand customer intent. Only then can a brand excel at its recommendation strategy and create a relationship of trust where customers can be confident they’re being recommended products unique to them only.

What else can you learn from our conversation with David Mannheim?

• His take on AI and its role in personalization
• Ways brands can demonstrate care to build trust and familiarity with their consumers
• How brands can shift their personalization approach

About David Mannheim

David has worked in the digital marketing industry for over 15 years and along with founding one of the UK’s largest independent conversion optimization consultancies, he has worked with some of the UK’s biggest retailers to improve and personalize their digital experience and conversion strategy. Today, David has published his own book about personalization and is also building a new platform that helps retailers understand the intent and mindset of their audience, not just their behaviors or what page they’re on.

About 1,000 Experiments Club

The 1,000 Experiments Club is an AB Tasty-produced podcast hosted by Marylin Montoya, VP of Marketing at AB Tasty. Join Marylin and the Marketing team as they sit down with the most knowledgeable experts in the world of experimentation to uncover their insights on what it takes to build and run successful experimentation programs.

The post Personalization Approach Remastered | David Mannheim appeared first on abtasty.

Before becoming a leading specialist in CRO and A/B testing, Marianne Stjernvall was studying computer and systems science when a company reached out to her on LinkedIn for a position as a CRO specialist, which for her turned out to be the perfect mix of logic programming data and business and people. 

Since then she founded the Queen of CRO where Marianne acts as an independent CRO consultant helping many organizations with experimentation, CRO, personalization and creating a data-driven culture for growth. 

Previously, Marianne worked for companies such as iProspect, TUI and Coop Sverige where she spearheaded their CRO roadmap and developed a culture of experimentation. Additionally, she was awarded CRO Practitioner of the Year in 2020.

AB Tasty’s VP Marketing Marylin Montoya spoke with Marianne on the importance of contextualizing A/B test data to make better-informed decisions. Marianne also shared her own take on the much debated build vs buy topic and some wise advice from her years of experience with CRO and experimentation.

Here are some key takeaways from their conversation. 

The importance of contextualizing data

For Marianne, CRO is becoming a big part of product development and delivery. She highlights the importance of this methodology when it comes to collecting data and acting on it in order to drive decisions. 

Marianne stresses the importance of putting data into context and deriving insights from that data. This means companies need to be able to answer why they’re collecting certain information and what they plan to do with that information or data. 

CRO is the key to unlocking many of those insights from the vast amount of data organizations have at hand and to pinpoint exactly what they need to optimize. 

“What are you going to do with that information? You need context to provide insights and that, I think, is what CRO actually is about,” Marianne says. 

This is what makes CRO so powerful as it enables organizations to take more valuable actions based on the insights derived from data. 

When done right, testing within the spectrum of CRO can help move organizations into a completely different path that they were on before onto a more innovative and transformative journey.

Centralize and standard your experimentation processes first

When companies are just starting to create their experimentation or CRO program, Marianne recommends having parts of it centralized and to run tests within a framework or process to avoid teams running their own tests and executing these tests all over each other. 

Otherwise, you could have different teams, such as marketing, product development and CRO teams, executing tests with no set process in place which could potentially lead to chaos. 

“You will be taking decisions on A/B tests on basically three different data sets because you will be checking different kinds of data. So having an ownership of that to produce this framework and process, this is how the organization should work with these kinds of tests,” says Marianne. 

With established frameworks and processes in place, organizations can set rules on how to carry out tests to get better value out of them and create ownership for the entire organization. The trick is to start small with one team and build in these processes over time onto the next team and so on.

This is especially important as Marianne argues that many organizations cannot increase their test velocity because they don’t have set processes to act on the data they get from their A/B tests. This includes how they’re calculating the tests, how they’re determining the winning or losing variation and what kind of goals or KPIs they’ve set up.

In other words, experimentation needs to be democratized as a starting point to allow an organization to naturally evolve around CRO. 

Putting people at the center of your CRO program

When it comes to the build vs buy debate, Marianne argues that an A/B testing tool will not automatically solve everything. 

“A great A/B testing tool can make you comfortable in that we have all the grounds covered with that. Now we can actually execute on this, but the rest is people and the organization. That’s the big work.”

In fact, companies tend to blame the tech side of things when their A/B testing is not going as planned. For Marianne, that has nothing to do with the tool; the issue primarily lies with people and processes. 

As far as the build vs buy debate, before deciding to build a tool in-house, companies should first ask themselves why they want to build their own tool beyond the fact it’s more cost-efficient. This is because these tools need time to get set up and running. It may not be so cost-effective as many tend to think when choosing to build their own tool.  

Marianne believes that companies should focus their energy and time on building processes and educating teams on these processes instead. In other words, it’s about people first and foremost; that’s where the real investment lies. 

Nevertheless, before starting the journey of building their own tool, companies should evaluate themselves internally to understand how teams are utilizing and incorporating data obtained from tests into their feature releases. 

If you’re just starting on your CRO journey, it’s largely about organizing your teams and involving them in these processes you’re building. The idea is to build engagement across all teams so that this journey happens in the organization as a whole. (An opinion that was shared by 1,000 Experiments Club podcast guest Ben Labay). 

What else can you learn from our conversation with Marianne Stjernvall?

• What to consider when choosing the right A/B testing tool 
• Her own learnings from experiments she’s run
• How to get HIPPOs more involved during A/B testing
• How “failed” tests and experiments can be a learning experience

About Marianne Stjernvall

Having worked with CRO and experiments for a decade and executed more than 500 A/B tests, Marianne Stjernvall has helped over 30 organizations to help them grow their CRO programs. Today, Marianne has transformed her passion for creating experimental organisations with a data-driven culture to become a CRO consultant at her own company, the Queen of CRO. She also regularly teaches at schools to pass on her CRO knowledge and show the full kind of spectrum of what it takes to execute on CRO and A/B testing and experimentation.

About 1,000 Experiments Club

The 1,000 Experiments Club is an AB Tasty-produced podcast hosted by Marylin Montoya, VP of Marketing at AB Tasty. Join Marylin and the Marketing team as they sit down with the most knowledgeable experts in the world of experimentation to uncover their insights on what it takes to build and run successful experimentation programs.

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With two degrees, in Evolutionary Behavior and Conservation Research Science, Ben Labay spent a decade in academia with a wide-ranging background in research and experimentation dealing with technical data work. 

Now as CEO of experimentation and conversion optimization agency Speero, Ben describes his work in experimentation as his “geek-out” area which is customer experience research and dealing with customer data. 

At Speero, Ben works to scope and run research and test program strategies for companies including  Procter & Gamble, ADP, Codecademy, MongoDB, Toast and many others around the world.

AB Tasty’s VP Marketing Marylin Montoya spoke with Ben on how to create mechanisms for companies to not only optimize but also be more disruptive when it comes to web experimentation to drive growth.

Here are some of the key takeaways from their conversation.

Consider a portfolio way of management in experimentation 

Inspired by Jim Collins’ and Jerry I. Porras’ book “Built to Last”, Ben discusses a framework that the book provides on the ways a company can grow based on the best practices from 18 successful companies. 

He identifies one big pillar that many organizations are often neglecting: experimentation. To tackle this, Ben suggests taking a portfolio management way of doing experimentation made up of three portfolio tags which provide a solution spectrum around iterative changes for optimization. 

The first level consists of making small tweaks or changes to a website based on customer feedback such as improving layouts and the second which includes more substantial types of changes such as new content pieces.

But there’s a bigger third level which Ben refers to as more “disruptive” and “innovative” such as a brand new product or pricing model that can serve as a massive learning experience. 

With three different levels of change, it’s important to set a clear distribution of time spent on each level and have alignment among your team.

In the words of Ben, “Let’s put 20% of our calories over into iterating, 20% onto substantial and 20/30/ or 40% over on disruptive. And that map – that framework has been really healthy to use as a tool to get teams on the same page.”

For Ben, applying such a framework is key to getting all teams on the same page as it helps ensure companies are not under-resourcing disruptive and “big needle movers”. Velocity of work is important, he argues, but so is quality of ideas.

Let your goal tree map guide you 

Every A/B test or personalization campaign needs to be fed with good ingredients which determine the quality of the hypothesis. 

“Every agency, every in-house company researches. We do research. We collect data, we have information, we get insights and then they test on insights. But you can’t stop there.” Ben says. 

The trick is not to stop at the insights part but to actually derive a theme based on those insights. This will allow companies to pick underlying strengths and weaknesses to map them into their OKRs. 

For example, you may have a number of insights like a page underperforming, users are confused about pricing and social proof gets skipped over. The key is to conduct a thematic analysis and look for patterns based on these different insights. 

Consequently, it’s important for companies to create a goal tree map to help them understand how things cascade down and to become more tactical and SMART about their goals and set their OKRs accordingly to organize and make sense of the vast amount of data. 

When the time comes to set up a testing program, teams will have a strategic testing roadmap for a particular theme that links to these OKRs. This helps transform the metrics into more actionable frameworks. 

And at the end of each quarter, companies can evaluate their performance based on this scorecard of metrics and how the tests they ran during the quarter impacted these metrics.

Build engagement and efficiency into your testing program strategy 

The main value prop of testing centers around making profit but Ben advocates for a second value prop which revolves around how a business operates. This requires shifting focus to efficiency and how different teams across an organization work together.

Ben parallels the A/B testing industry with Devops as it strives to bring in elements from the DevOps cultural movement when we refer to a culture of experimentation and being data-driven. In many ways, this echoes the DevOps methodology, which is focused on breaking down silos between development and operation teams to enhance collaboration and efficiency between these teams. “The whole idea is to optimize the efficiency of a big team working together”, Ben says. 

This means organizations should take a hard look at their testing program and the components that make up the program which includes getting the right people behind it. It’s also about becoming more customer-centric and embracing failure. 

Ben refers to this as the “programmatic side” of the program which serves as the framework or blueprint for decision making. It helps to answer questions like “how do I organize my team structure?” or “what is my meeting cadence with the team?”

Ultimately, it’s about changing and challenging your current process and transforming your culture internally by engaging your team within testing your program and the way you’re using data to make decisions.

What else can you learn from our conversation with Ben Labay?

• Ways to get out of a testing rut 
• How to structure experimentation meetings to tackle roadblocks 
• How experimentation relates to game theory 
• The importance of adopting a actionable framework for decision making 

About Ben Labay

Ben Labay combines years of academic and statistics training with customer experience and UX knowledge. Currently, Ben is the CEO at Speero. With two degrees in Evolutionary Behavior and Conservation Research Science (resource management), Ben started his career in academia, working as a staff researcher at the University of Texas focused on research and data modeling. This helped form the foundation for his current passion and work at Speero, which focuses on helping organizations make decisions using customer data.

About 1,000 Experiments Club

The 1,000 Experiments Club is an AB Tasty-produced podcast hosted by Marylin Montoya, VP of Marketing at AB Tasty. Join Marylin and the Marketing team as they sit down with the most knowledgeable experts in the world of experimentation to uncover their insights on what it takes to build and run successful experimentation programs.

The post How to Leverage Disruption in Experimentation | Ben Labay appeared first on abtasty.

Now Cynthia Bevilacqua, who leads EMEA
e-commerce CRO & digital product roadmaps,
wants to harness it.

• 6 Markets Testing
• 11 tests per month
• 1 Year WIth AB Tasty

When it comes to the beauty industry, competition is fierce. New brands pop up every day and that means legacy brands need to evolve or risk getting left on the shelf.

With a company philosophy rooted in the artful blend between beauty and science, Shiseido has fully embraced digital transformation in pursuit of being the leader in the data-driven beauty industry.

Today, the company works with AB Tasty to optimize e-commerce experiences for brand Shiseido and NARS in the EMEA region. Just one year into the partnership, Shiseido is now actively running around 11 tests per month across six markets.

But it wasn’t always like this.

At the start of 2022, Shiseido wanted to transform their existing but constricted experimentation strategy into an intuitive and scalable optimization program. The product team was eager to reach a new level of A/B testing capabilities as well as better optimize the time and resources spent on implementation and execution.

Cynthia Bevilacqua, digital product and user experience manager at Shiseido, knew it was time for a change. “This was March 2022, so the CRO mindset was new. We were doing some A/B tests, but it was limited to three or four tests in one year,” she recalls. “Up until this point, optimization was not a core focus. And I really wanted to change that.”

Place alternative payment options closer to “add to cart”

Offering payment installments is one way to motivate users to add more items to their cart. Even if a user doesn’t take advantage of the offer, having the option helps alleviate hesitancy around pricing.

The team at Shiseido wondered whether moving the Klarna payment copy block closer to the “add to cart” CTA could improve the click rate. With an A/B test targeted to the NARS and brand Shiseido UK markets, the team tested placing the price, Klarna copy and CTA closer together.

This small layout change led to a massive improvement with 129% increased clicks on “add to cart” for mobile and 159% for desktop.

ORIGINAL / VARIATION

Mobile

• 129% increased clicks on “add to cart”
• 24% increased clicks across all payment options

Desktop

• 159% increased clicks on “add to cart”
• 72% increased clicks across all payment options

New partner. New mindset.

A large global footprint requires a lot of cross-team collaboration. From their vantage point within the regional division, Cynthia’s team fields incoming requests from their local markets while also balancing strategic brand ideas from the global HQ in Tokyo.

With oversight on A/B testing and CRO strategies for the Shiseido EMEA region, Cynthia’s next hurdle would be setting a strategy for experimentation across each of the region’s unique markets. More frequent testing enabled by AB Tasty meant simply replicating any test in a new country wouldn’t cut it if they wanted to grow strategically.

“When we made the switch to AB Tasty, we wanted a partner who could help us with specialized testing in each market. We knew a one-size-fits-all did not work for our brand. You cannot say that because a test works well in the UK, that it will equally be successful in France or Germany because the consumer behavior can be quite different across each market.”

To sift through the prioritization of rolling out tests to new regions, Cynthia leveraged AB Tasty’s testing capabilities to implement internal processes. First, evaluating hypotheses through testing and data. Then, successful tests are added to the development roadmap, while the learnings from unsuccessful ones are shared with regional stakeholders and a new round of iterations starts.

“This process helps us ensure that we are not wasting valuable resources and bandwidth. AB Tasty not only enables us to quickly validate the hypothesis with data, but they also help us to say ‘no’ to a request because the data shows it’s not beneficial to the end customers.”

“AB Tasty not only enables us to quickly validate the hypothesis with data, but they also help us to say ‘no’ to a request because the data shows it’s not beneficial to the end customers.”

Cynthia Bevilacqua
Digital product and user experience manager at Shiseido

Boost engagement with a higher visibility virtual try-on CTA

Shiseido collected insights that showed customers who interacted with a feature during their decision-making process had a tendency to convert.

Focusing on the French market, the team set up a variation giving the virtual try-on CTA a complete makeover. A small image, camera icon and brighter button color helped increase the CTA’s visibility on the product page.

Compared to the original CTA (which saw an average of 10% click rate), the revamped virtual try-on button saw a whopping 95% increase in clicks. “Add to cart” clicks also increased by 73% for those who used the feature.

ORIGINAL / VARIATION

• 95% clicks on virtual try-on
• 73% clicks on “add to cart” for virtual try-on users
• 16% overall clicks on “add to cart”
• 61% in transaction rate

Celebrating a culture of experimentation

After a year of working with AB Tasty, the team at Shiseido is thrilled by the tangible results and internal adoption of a CRO mindset. Since moving from four tests per year to over 10 tests per month with AB Tasty, Shiseido has significantly improved the customer experience. The success from 2022’s experimentation rollout resulted in an opportunity for Cynthia to grow the expertise of her team notably on strategic decision-making and roadmap management.

“The partnership we have with AB Tasty’s customer success team is great because we strategize together about our objectives. They feed us different ideas for testing and understand what’s working from other clients. It is fuel to get us thinking about our roadmap and what we should try to implement next.”

The experimentation mindset also fits perfectly into Shiseido’s desire to be a key player within data-driven beauty companies. With stakeholders invested in the testing mindset, Cynthia’s team is empowered to continue putting ideas to the test first before rolling them into a development roadmap.

“The test-and-learn approach is important to have because it’s not about what you think. ‘I think’ is not something we can use. We need data to tell that story,” Cynthia explains. “And now, this is our new reality with AB Tasty.”

WINNING TOGETHER
5 tips for operational excellence

It’s not easy (or practical) to tell someone their opinion is wrong. That’s why Cynthia Bevilacqua, digital product and user experience manager at Shiseido, advocates for using experience optimization platforms like AB Tasty to deliver data-driven decision-making from individual team members all the way up to stakeholders. It’s essential to sustainable growth.

Here are five tips to optimize team operations:

• Monthly team meetings for individual tests and results
• Quarterly stakeholder meetings for KPI deep dives and macro-insights
• Clear KPIs and tracking dashboard
• Gradual data-backed rollout to other relevant teams
• Business performance or customer pain points at the center of every test

Deepening the partnership with AB Tasty

One learning that Cynthia’s team is incorporating into their 2023 strategy is giving tests more room to breathe in order to collect better data. Launching fewer tests and running them for a longer duration of six weeks with a minimum detectable effect (MDE) calculation allows the team to gather accurate data to inform the actions for the next iteration.

Entering year two of the partnership with AB Tasty, Cynthia is looking to unlock the next level of experience optimization by expanding the solution to Shiseido’s other EMEA brands. For Shiseido’s mature markets, the team plans to introduce personalization campaigns and build more mature testing. And by encouraging digital to local market teams to incorporate experimentation and the testing-first mindset, Cynthia is further driving Shiseido’s data-driven beauty company vision.

“Initially, we were focused on setting up the team for success through processes and an embedded CRO strategy. Now, we’re ready to accelerate with AB Tasty by using the data intelligence from the past year to drive our global experimentation program,” Cynthia says. “We won’t test just anything — we need to always make sure our tests are addressing a user pain point.”

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• 55 new features brought to users in 2022
• 10 market releases per year
• 1545 feedback requests processed

To go one step further, we have decided to launch our User Club!

The AB Tasty User Club is a new opportunity for you to share your feedback, experiences, and needs with us. Being part of the Club means you’ll have exclusive access to:

• Our new features
• A way to interact directly with our Product Managers and Designers
• Our product related events 
• A real community where you can share your usage and hear best practices from other users

A successful launchpad for our User Club

As a first step, we organized our first User Games of the year in January 2023 in Paris, France on the theme of data, monitoring and performance analysis in CRO activities.

This event was a great success for our Product teams and for the 5 customers who attended to discuss their data understanding and analysis needs. We welcomed participants from different industries, all interested in data analysis techniques and how to use them to improve products and services. We also invited experts in the field of data analysis to share their experience and knowledge.

Baptiste Deroche, Product Designer @AB Tasty:

“This event was the perfect opportunity to validate and challenge assumptions we have about the product. We learned a lot from our customers that day, and it’s a really good start to getting closer and closer to our end users.”

Stéphanie Duchemin, Product Design Team Leader @AB Tasty:
“It was a pleasure to meet our users again in a real session and not remotely, and I think that the pleasure was shared. This reinforces my conviction that feedback is not the same in a face-to-face session as in a remote one. Through our discussions we learned and discovered some pain points that were not necessarily related to the initial topic and that will feed our roadmap for at least 6 months!”

Mariza Baxevani, Web Conversion Specialist @Prestashop:

“It was a collaborative and enriching moment where each participant presented their feedback, their experimentation process and their vision of the tool. It’s really reassuring to know that AB Tasty values its users’ feedback. I will gladly participate in this type of event again!”

The AB Tasty User Club was created to offer our customers a space to discuss and share their opinions and suggestions. We have received a lot of positive feedback from participants and this gives us even more motivation to create other similar projects and events where you will be at the forefront.

Stay tuned for the upcoming events or announcements! If you are not part of the Club yet, do not hesitate to talk about it with your dedicated Customer Success Manager!

The post AB Tasty User Club: Empowering Customers Through Better Feedback and Engagement appeared first on abtasty.

Clarins uses testing and experimentation for all feature or product launches on their site. Learn how it informs their work and how they measure impact with AB Tasty.

Clarins is the number one global company for premium skincare and beauty products with a commitment to responsible beauty and an entrepreneurial spirit that informs everything they do. Their vision is to promote well-being and cosmetics for all women.

With over 150 markets around the world, the UK market is one of the strongest performers so we popped over to the Clarins UK office to speak with Roisin O’Brien, e-commerce trading manager, and Alejandra Salazar, e-commerce content manager, on their experimentation strategy.

Both Roisin and Alejandra use testing and experimentation as part of their everyday work. Their priority is to create the best experience that they can for their users. Data gathered from testing is analyzed to help them better optimize and personalize the customer experience.

The Importance of Continually Testing and Experimenting for Clarins UK

For Clarins, experimentation is woven into the fabric of the company. With the help of AB Tasty, their global team has enabled the company to become a leader in digital transformation, launching e-shops around the world and ensuring a consistent brand experience online and offline.

Clarins only pushes out significant features or products online once they have done testing first. As Alejandra describes it, “For us, backing up all experimentation with data is very important. The importance is that customers find products and what they need on the website, rather than complicating their journey.”

For us, backing up all experimentation with data is very important. The importance is that customers find products and what they need on the website, rather than complicating their journey.

Alejandra Salazar
E-commerce Content Manager

In order to drive that experience, both in-store and online, experimentation and optimization are key to how they continuously improve. Experimentation enables them to try out new ideas, improve the customer journey as well as reach their commercial targets.

We wouldn’t be able to drive the numbers that we do without being able to test the experiences that we offer. We always run tests on new promotions and offers to make sure that we’re delivering a great customer experience as well as ensuring the commercial priorities of the website 

Roisin O’Brien E-Commerce Trading Manager

Two variants that allowed the Clarins UK to effectively promote their gift sets with AB Tasty

Testing Gift Set Promotion

Because of this culture of experimentation, the UK team has deployed many different tests on their site – and shared those results with the global team.

One of their most successful tests was one where they encouraged users to opt for a gift set when shopping for certain items. Using AB Tasty to badge different products that were available as a gift set on the product listing and description pages, this simple test not only increased awareness, but also improved the transaction rate.

Roisin confirms: “Testing, experimenting, optimizing are all really important to continually improve on what we are already doing” We wouldn’t be able to drive the numbers that we do without being able to test the experiences that we offer. We always run tests on new promotions and offers to make sure that we’re delivering a great customer experience as well as ensuring the  commercial priorities of the website.”

Adding the wishlist functionality to the product listing pages and the product description pages allowed users to save their favourite products and remember to purchase them later on.

Creating a wish list for customers

Many e-commerce managers are aware of how important the PDP pages are to tell the story of your brand. Today, they can often be the point of entry for your users on your site, which means they need to quickly communicate a sufficient amount of information about your brand. With that in mind, using AB Tasty, Clarins was able to provide an option for visitors to create a wishlist on these pages.

This test meant users could save a product they liked, or keep an eye on their favorite products to buy them later. The test proved to be a success as it resulted in a boost to their basket page views and a 1.84% increase in transactions.

As Alejandra explains, “By adding the wishlist option, you’re simplifying the customer’s journey and you are also making their decision a little bit simpler once they decide to convert.”

AB Tasty helps Clarins to test and experiment at speed. In a short space of time, they can assess whether new features or changes are working on the site in order to give a seamless customer journey. As Roisin points out, “We’re really passionate about continually optimizing what we’re already doing well, whilst also testing new theories to drive a great customer experience.”

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