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Transcript

Hi, everyone. Thank you for joining. We’ll be getting started the next couple of minutes. If you’d like, please introduce yourself in the chat. And, will have, some interesting dialog there. Introduce yourself where you’re located. What company with, what you’re hoping to get out of this session. We’ll get underway shortly.

As mentioned, we’re just, waiting to get started, and we’ll be starting in the next couple of minutes. I didn’t introduce myself, but I am today’s host. My name is Christos Sarkis. I’m a principal consultant on the Ultimate Success team. And today’s session will be focus on impactful insights, helping you to craft strategies for effective measurement. LED by Kamiya Chika. And as mentioned, we’ll just wait another minute or two for attendees to filter in and we’ll get started. And I said earlier. While we wait, if you can comment in the chat where you’re located, perhaps what company or industry you’re in. And perhaps what you’re looking to get out of this session.

Thank you.

And while we wait for individuals to filter in, I wanted to let you know that we have several other sessions coming up this quarter that are open for you to attend as well. So, as you can see here, we have, two upcoming webinars on personalization as well as, am sites. I am going to copy and paste the links to each of these webinars, if you would find these interesting.

To register.

And we are looking like we’re getting some folks to join in. And I wanted to just share, before we kick off this session today, this session is being recorded and a link to the recording will be sent out to everyone who has registered. This is a live webinar in a listen only format, but it’s very much so intended to be interactive. And that as we go through the content in today’s session, feel free to ask questions in the chat. We’ll try to answer questions, within the chat. And we also have some reserve time to discuss questions that come up, towards the end of the session. If there are any questions that, we can’t get to during the session, we will take a note and, and follow up on those questions.

Additionally, we distribute a survey at the end of the presentation. And we would love your participation to help us shape, future sessions. So with that, let’s get started.

I will hand it on over to Camilla. Thank you. Thank you Chris. So, so welcome, everyone, and thank you for joining again for today’s session. Focus on impactful insights, crafting strategies for effective measurement. My name is Camilla Cejka, and I work at ÃÛ¶¹ÊÓƵ’s, Ultimate Success organization as a customer success manager. Where I focus on helping customers get as much value as possible from their ÃÛ¶¹ÊÓƵ solution. So as I mentioned, today’s, webinar is on impactful insights and crafting strategies for effective measurement.

So here is today’s agenda. We’ll start by discussing the core elements of a measurement strategy. So what does that measurement strategy entail. We’ll proceed to outline the measurement strategy components. Then we’ll explore the process of crafting a measurement strategy, follow up with some key takeaways, and conclude with some closing discussions and Q&A session, as well as our survey.

So let’s get started on our first topic of the session today. What does a measurement strategy entail? I always like to start with a definition. A measurement strategy is a structure and collaborative framework that guides how an organization collects, analyzes, and uses data to evaluate its performance again against its business objectives. It aligns teams, fosters a culture of data driven decision making, and drives continuous improvement.

Oftentimes, when a company operates without a measurement strategy, it faces significant challenges that can hinder its growth and performance. Some common, common challenges include, lack of alignment across teams. So oftentimes communication gaps can affect departments and make it really hard to collaborate effectively or prioritize initiatives. Another common challenge is inability to measure success. Sometimes organizations struggle to track progress towards business objectives. Inability to prove ROI. Organizations. Sometimes I find it challenging to justify its investments in new initiatives or technology without data to demonstrate their impact. Inconsistent customer experience without a strategy to measure customers behavior and feedback, business struggles to deliver personalized and cohesive experiences across channels. And lastly, increased operational efficiencies. Oftentimes, teams may duplicate efforts or focus on tasks that do not contribute to overarching objectives.

And as a result, there’s some risk that comes with without having a measurement strategy implemented. For instance, it can affect efficiency, customer satisfaction, and long term value creation without a clear measurement strategy. Organizations can fall into inefficient practices such as redundant meetings and data analysis efforts that yield little value. This efficiency can drive up operational cost while delivering limited insight for decision making. Additionally, when measurement strategies are absent or not defined, businesses can lose access to accurate and actionable customer insight, which results in a gap in reduced customer trust and engagement and ultimately leading to dissatisfaction.

And finally, without a clear measurement strategy, organizations struggle with slower development of use cases and feature activations, which can delay. And it hampers the speed at which businesses can unlock value from their digital initiatives and as a result. This is why it’s so critical to have a measurement strategy in place. When you design it effectively, it serves as a business management framework in which organizations can relate to make information or informed decisions and boost performance. In fact, when and implement. When implemented successfully, a measurement strategy can connect tactics tactics so it can provide a shared understanding of priorities, ensuring all departments, all departments, work together towards a common objective using consistent metrics. It can track and evaluate performances. So by identifying key performance indicators, it allows the business to monitor progress and measure success against desired outcomes. Uncover actionable insights. It can guide the collection and analysis of data to generate meaningful recommendations that support decision making. It can improve customer experience by analyzing customer behavior and feedback, and helps businesses create more tailor relevant and impactful interactions across all channels. It can support strategic planning. It can connect long term business strategies with tactical actions, ensuring that all efforts at all levels are aligned and measurable. And lastly, it can provide feedback that guides changes. It emphasizes ongoing evaluation and optimization, helping the organization stay agile and responsive to evolving market conditions, customer behavior, and business needs.

So now that we have discussed and have an understanding of what a measurement, strategy is, let’s dive into some elements and themes that we can see within our measurement strategy.

So let’s get started with some of the, some core elements needed in the measurement strategy, which are defining the, define innovation and objectives, for assembling your team governance and documentation and telling a story. When we talk about defining visions and our and this define innovation and objectives, we want to have a North Star. Because in an organization, when you have, defined visions and objectives, it helps, businesses know where they’re headed and why. And it helps define strategic focus areas and establishes again some objectives which then will inform mapping, use case prioritization and key performance indicators. Without a clear vision and objectives, teams can end up working in silos with conflicting priorities. When it comes to assemble a team, it is crucial to assess if there are any gaps or resources gaps on your team that need in order to create a measurement strategy. Without defining roles and responsibilities in team and team skills, you miss out on capabilities and value, so it’s crucial to ensure everyone has ownership of task and all tasks are covered accurately. When it comes to governance and documentation, it is crucial to create a plan that prioritizes getting rules into writing and establishing a regular cadence for reporting. Without governance and documentation, the tool usage and reporting can become disconnected. And lastly, telling a story is crucial because it helps create a framework for sharing insights that prioritize the customer and shares insights. As a story, we react best to human story, and the data should be giving you the tools to tell that story better. Without an effective framework for sharing data, insights, reporting can fall flat or be hard to act on.

Besides talking about some core elements, let’s talk about some things that are needed or need to be seen in a measurement strategy, which are being customer focused and fostering a culture of data. So by being customer focused, we want to build this strategy around being customer obsessed. Prioritize customer experience value and relevant metrics include operational business metrics, but never at the cost of the customer experience. Let the customer experience drive your technology choices. What we mean by, fostering a culture of data is that we expect accurate, actionable data on a recurring basis, conduct productive data and insights review paired with effective storytelling. Don’t limit reporting to measuring teams or individual success, and focus reviews on action steps and continuous improvement. And just to talk a little bit farther on these themes that we should be, seen in our measurement strategy, let’s take a look at an example of how companies can use customer focus approach. Here you will find a customer focus approach framework with four different stages. The set, the call, the walk in the run, a roadmap for building customer centric business practices. So in the sit stage, organizations prioritize internal metrics and value with little focus on experience, customer experience, their limited ability to influence customer outcome. And different teams may be using conflicting metrics. The emphasis here is on a feasible desire. Want speed to market? When you move to this crawl stage, customer segments are getting some consideration, but the focus is still mainly internal. There is minimal impact on customer experience with similar risk around inconsistent metrics. Attention, though, is shifting towards targeting high value customers while maintaining speed to market. In the walk stage, the focus now moves to delivering value for customers and prioritizing specific segments. Business are now aiming to create impactful experiences but still face risk as customers move through their journey. The goal is to expand segments, grow value share, and serve high value customers. And in the round stage, which is the most optimal that everyone wants to be in is the customer experience takes center stage fully integrated into the customer journey. Organizations deliver consistent, similar, seamless experience across their entire journey. This. This leads them to a greater loyalty, lifetime value, and market share growth. In short, this framework shows how companies can transition from internal priorities to fully embracing a customer mindset, creating better experiences, and driving a long, long term value.

Here you will discuss a little bit farther the foster foster a culture a data culture approach with a data information, knowledge, wisdom framework, which explains how data evolves into meaningful insights and actionable wisdom. This type framework directly supports building culture of data by guiding how organizations transform raw data into meaningful, actual insights. So in the data stage, we want to promote a mindset where teams value high quality data and understand the importance of identifying the right data resources. We want to encourage data literacy by helping teams ask what data do we need and why? In the information stage, we want to reinforce the idea that data is invaluable into its prepare and structure for analysis. We want to drive collaboration between data teams and business users to model, identify trends, and contextualize data for decision making in the knowledge stage. We want to cultivate critical thinking by teaching teams how to interpret data and connect it to business outcomes. We want to help our teams turn data into actionable insights that inform strategy and operations. And lastly, in the wisdom stage, we want to invent a culture of accountability by focusing on measuring the impact of data driven decisions, encouraging learning and adaptation based on insights to continuously improve. Together, these stages establish a framework for organizations to value, trust, and rely on data.

Core part of decision making and innovation, which is essential to building a data driven culture.

And lastly, now that we have covered our themes, I want to go back to some core elements within, measurement strategy. And one of the most important ones is for the measurement strategy to be cyclical. And what we mean by that, by this is that measurement strategies need to be regularly reviewed. Redefine and optimize to stay effective and relevant. Why? Because business goals, market dynamics and customer behavior are constantly evolving. AI strategies. Static strategy can quickly become outdated. So in order to room to remain responsive, organizations should focus on three actions the learning, the process, and engaging. So in the learning phase, it is about continuous observation and discovery. It is about evolving. Engage in gaining a deepened understanding of the customer and gathering data that generates actionable insights in. Focus on asking the right questions, uncovering patterns and identifying opportunities for improvement. In the second stage, we’re it’s the process here insights our turn into actions. This includes redefining frame workflows, aligning strategies with the business goals, and connecting learnings to measurable KPIs. This is where data from is transformed into a clear road roadmap for execution. And then engaging stage. This is where a strategy comes to life. It’s about delivering meaningful, relevant and engaging experiences across all channels and touchpoints, ensuring that every interaction and resonates with the customer.

And as you are reviewing your measurement strategy, here are some phases and where you can start thinking about your measurement strategy and how is it going in terms of the initial run through after the implementation, just repeatedly throughout, and then also in the budgetary review as well? We have provided some best back or some questions that can help you when you are reviewing your measurement strategy. So in the first stage, the Mitchell run through, you can review your study or your measurement strategy on questions like, is everything available to perform to plan which KPIs and metrics that currently tracked our stakeholders satisfied with the insight provided in the after the implementation stage is about the data and how it’s performing. So you want to ask questions around how are there? Are they tracking the right segments? Is the data that’s being capture accurate and consistent, or are there any gaps in the data collection that are hindering your decision making? When you are just, reviewing it regularly, it is crucial to just review your goals, your KPIs, your targets, and still see if they’re appropriate. Review your metrics and see if they’re underperforming or they’re not falling fall, failing to provide value. And most importantly, try to see if there are any new strategic priorities that have emerged that require you to adjust your measurement, strategy. And then lastly, when it comes to budgetary reviews, it’s just trying to understand what budget, adjustments are needed in order to support your measurement strategy or what else needs to be done, or is there anything that’s baked into the business vocabulary where there’s not that much need to measure? And now we can focus on something else? So these are some key questions that you can be utilizing as you are reviewing your measurement strategy.

And we now that we’ve talked about the approaches and some elements, you’re wondering why is this so important. And this is because a measurement strategy is the cornerstone for achieving personalization at scale a measurement strategy. When implemented properly, it helps you personalize experience for every customer on every channel. It lets you learn your customer’s motivation, wants and needs. And most importantly, it helps you get the tools you effectively or you need to effectively create, create, manage, and distribute personalized experiences.

And so now that we have talked about the core elements, let’s actually build a measurement strategy.

But before we dive into all of the components that are coming together, let’s take a look at example of a structured one. So here at the top you have your business or your KPIs or your business objectives and overall vision. Which is then followed by specific use cases. Each use case is tied to a relevant KPI, which are further measured by specific metrics. As you move down each level, the focus becomes more detailed and channel specific. Ensure an alignment for high level goals to actionable insights.

So now let’s focus on some core elements. We said that we were gonna see how everything is coming together. So let’s talk a little bit more about defining the vision and objectives and providing you some, best practices for it. So as you start building your measurement strategy, it is crucial to conduct, discovery workshops, because these discovery workshops will help you uncover the behaviors, skills, and knowledge capabilities that you will need to realize your digital goals. Some examples of some workshops that you can, you can have while you are building your customer or your measurement strategy. Our business objectives and challenges. Current measurement. Definition strategy is defining your customer journey. Data uses an application deployment process, organization structure, marketing strategy, and execution. And just to this is just a few that you can utilize. Because again, it is so crucial to have these conversations as you’re building your customer strategy and specifically all of the business objectives, visions, KPIs and use cases just to ensure that everything is falling in that hierarchical structure that we saw earlier today.

And here are just some best practices or some questions for, when it comes to these workshops and just kind of starting to understand your business and what it needs in terms of KPIs, business goals and so forth. So these are just some guiding questions that you can utilize as you’re doing your workshops. So for example, you can just ask what are your current KPIs, how your KPIs created and agreed upon? How are your top customers identified? What are the your main business objectives? Are there consistent through the use case and journeys? Are your business KPIs aligned? What are your short term business goals and long term business goals? Is a measurement strategy a key requirement for measuring success for new cross-channel use cases? Journeys? How or what is the business in business? Impact of complex reporting and unreliable data? How are audiences and performer and personas identified today? And as you’re defining your objectives and use cases, it is super important to align them with your organization’s vision so it’s the key here is to utilize your smart framework, which is an effective tool for shaping these kinds of elements. So in our when we mean smart we are including the criteria of being specific, measurable, achievable, relevant and time bound. So by being specific we want to ensure that we clearly defined what you aim to achieve. When being measurable, you want to incorporate metrics that allow you to monitor progress. Achievable. You want to ensure that the objectives are realistic and within your capabilities relevant. You want to focus on objectives that matter most to your business. Time bound. You want to set a deadline or time frame for achieving each objective.

Here are some use. Here are some best practices when it comes to objectives and use cases. The first one is incorporating a customer centric perspective. And that is again the thing that we’re talking about being customer obsessed, making sure that the objectives don’t focus only on the business needs, but also on improving customer experience, defining success criteria, defining what success looks like for each objective and use case, ensuring clarity across use cases and journeys, and importantly, focus on stakeholder needs. Engage with stakeholders across teams to understand what insights are valuable to them.

And now that we’ve talked a little bit about objectives and use cases, let’s talk about some best practices when it comes to developing KPIs and metrics or KPIs. You want to make sure that they’re quantifiable, measurable, and actionable, and make back to a link. Back to objectives, KPIs can be an associated. Metrics are chosen to lead and drive use cases and business objectives. At the beginning of each use case, define a primary metric or set a measure of metrics to gauge success. Include a balanced focus on predictive and retroactive outcomes. Establish direct observable links between KPIs and the organization’s strategic objectives, and crafting KPIs to undercover root causes.

When it comes to metrics, we want to make sure we avoid vanity metrics, and these types of metrics are the ones that try to make you look good to others, but do not help your understanding of your own performance in a way that informs future strategies. So we have here provide some questions that can help you reveal whether your team is to focus on vanity metrics. So the first question is what business decision can we make from the metric? What can we do to intentionally reproduce the result? And is the data a reflection of the truth? And now that we’ve talked a little bit about, defining use cases, let’s talk about assembling a team and how it’s so crucial to have, the or to have roles defined and responsibilities in order to have a measurement strategy in place. So in order to build a team, it is crucial to have a diverse experience, expertise. So we want to make sure that different stakeholders are being brought in order to provide that, valuable knowledge. We want to align, we want to have alignment on goals. A collaborative team ensures that everyone agrees on what success looks like and how it will be measured. When I make sure is a scale. There’s scalability. So a well assembled team can adapt, their strategy as business needs evolve, making it scalable for future growth, effective communication. So cross-functional collaboration ensures everyone speaks the same measurement language and understands how insights connect to actions.

And as you are building your team, it is crucial to have specific roles assigned in order to have ownership of task and that all tasks are covered accurately. So here are some, roles that are crucial when it comes to assemble a team. The first one is executive sponsor, which is critical for the overall success of your program. They will define they will help define long term goals, allocate resources, and build partnership and alignment across teams to grow the practice. They help define the strategy, key performance indicators and overall objective based on the business goals. The product owner is the person that’s fundamental to your success. With any solution, they will be the key contact for executive and business partners on the desire solution within your organization. Focus on corporate level issues while maintaining, visibility into regional or business unit issues. Drive cultural change and product adoption with the organization. Create a training plan that helps each business unit become self-sufficient in the desired solution. Look for opportunities spanning across businesses and of course, managing the core team, helping them support the organization’s CBOs.

Some other honorable mentions that are needed that roles are needed within your, team are data analysts, developers, marketing specialists, and data governance. When it comes to data analyst. They’re the ones that are bringing the strategy to life by making the data understandable and actionable. Without this role, insights may be shallow or disconnect, disconnected from decision making. Hey developer, it helps to, build scalable, reliable systems for, capturing and processing data marketing specialist translate measurement insights into campaign and testing opportunities, ensuring frequent improvements. And lastly, data governance. It helps maintain ethical and legal data collection practices to protect users data and build trust.

Here are some best practices when it comes to building a team. So again, to assess skill gaps. Create enable compliance documents skills requires. Define clear roles and responsibilities, define checking schedules for features and capabilities, and most importantly, encourage curiosity, risk taking and innovation.

We are going to now discuss a little bit about governance and documentation, and provide you with some best practices, because it’s so important to have everyone working from the same rules so you can focus on other important task. So here are some best practices when it comes to, governance and documentation. Establishing meaning purposes and cadences. Documenting rules and requirements. Make sure that those rules and requirements are shareable and available to everyone. Clearly document metric definitions align on nomenclature across teams or across teams and channels. Document processes and built in adherence standards. Develop a formal tagging intake process.

And lastly, we want to talk a little bit farther about telling a story. It is important to have this because we best react or we are best react to data. If we are crafting a story that can, we can connect with.

So there’s two types ways to reporting or telling a story reporting versus data storytelling. When it comes to reporting, it can involve some presenting raw data, numbers and statistics without much interpretation. While data storytelling simplifies, it simplifies complex data by focusing on key insights and presenting them in a more digestible format by adding narrative and visual techniques. In fact, a data storytelling begins with an insight. So oftentimes we think of observations, but observations are typically objective, focusing on the identification and reporting of facts or data points. A trend may be presented itself as a result of an observation observation. However, insights here is when you notice a trend in the data that’s unexpected and changes. Your perspective and insight may not be immediately detected. And that is why is so crucial to do this. Data storytelling.

Some key elements when it comes to data storytelling include words, category, characterization, and structure. So when we mean words, you want to add a commentary and annotations within your visualization. Consider the difference between being descriptive of your data versus explaining the data. Combine observations with supplemental information to enrich the story. When it comes to character, characterization, you want to determine which core user, segment or persona matters most to you or matters to your story, and build a data driven profile of your main character. Showcase their digital journey. And lastly, structure, layout your data in a logical sequence with a beginning, middle, and end. Begin with a introduction to capture attention, provide context and set up your insights and lead the audience to a resolution or specific call to action.

In fact, here’s a great example of what a data storytelling looks like in terms of structure. Here we highlight the importance of setting clear expectations. That means that we want to outline what the audience should expect. Information of mythology and data highlight, we want to show the data that was gather and emphasize the importance of what is needs to be highlighted, making it relatable, or want to make sure that we are sharing meaningful customer insight or stories that resonate or connect to a data data to a real experience, focus on key takeaways. So we want to highlight the key insights and impacts of what you’re telling and want to following up that we want to provide recommend ation. So we want to make sure we’re suggesting actions to address the the the takeaway and explain the potential impact of implementing them. And lastly, collaborate plan the next steps. So you want to collaborate on breaking down the work and set expectations for the next story. Here we’re just reinforcing the importance of storytelling in a measurement strategy. Well earlier we have covered objective defining objectives, building a team and driving data focus approaches with, fostering, the customer approach. This brings it all together by showing how to communicate insights in a way that is engaging, relevant, relatable and actionable. This ensures that the strategy not only delivers insight, but also drives impactful actions and improvements.

And lastly, when you are, crafting your data storytelling, you want to ensure that you’re, selecting the right visualizations to tell that story. So here are some best practices you want to start simple, then evolve visualizations over time. Bar columns or bar column charts are most impactful for comparison. While line graphs are effective to highlighting trends over time. Don’t use overly complex visualizations initially. When it comes to drawing attention, you want to use visual cues on your data tables, so analyze customer data to identify patterns and trends that can inform personalized experiences. Audiences and personas. Enhance your table visual with color or emphasize to highlight specific areas of the table you want to your own audience to focus on. And lastly, choose your visualization with intent. A common pitfall with visualization, selection is not aligning with the intended purpose. So on the right you. You can use the included graphic as a quick guide to map the data intended to visualize that shines. So on the left on the right you’ll see four different types of chart. So we got the comparison trends part whole relationships, comparisons. You want to use vertical bars or horizontal bars or even stacked bars, because those are more impactful for comparisons. When it comes to trends, you want to use line graphs or or vertical bars to show and highlight trends over time. Parts to whole pie charts or donut charts are always great, same as the stacked bars and in horizontal bars. And when it comes to relationships, a good Venn diagram or scatter plot are always the best to use. Utilize, and just to highlight some best practices when it comes to telling the story. Again, keep it simple. Define metrics as needed. Make sure all the required people are at the table. Lead the customer perspective. Make sure to include a customer impact and business impact. Identify clear next steps and responsibilities. Document need or blockers and align back to vision pillars and objectives. Again, it is so important to have to create a framework for shared insights that helps prioritize the customer and shares insights as a story. Because without an effective framework for sharing data and insights, reporting can fall flat or be hard to act on.

And now that we have covered all the great content for today, let’s let’s end with some key takeaways. So a measurement strategy is a structured and collaborative framework that guides how an organization collects, analyzes, and uses data to evaluate its performance against business objectives. It aligns teams, fosters a culture of data driven decision making, and drives continuous improvement. Organizations that prioritize a strong measurement strategy can gain several competitive advantages. Three of them include improved operational efficiency, so by streamlining processes and reducing redundancy, a measurement strategy can align teams around common goals and metrics. Actionable insights. It’s all about the data driven culture because it enables the delivery of practical, data driven recommendations that enhance decision making. And lastly, enhancing, enhanced customer experience, again, is about being customer focused. Obsess is about creating a measurement strategy that can help you meet customers expectations by creating more tailored and impactful experiences across all touchpoints.

And with that said, we are now moved to our Q&A portion of our webinar. Are there any questions that we like to discuss or anything that, we need to talk a little bit further down? Yeah. Thank you. Camila, I’m looking at one question from Edwin. Who is curious to see some examples of vanity metrics and how possibly we can recreate them into a smart metric. I was, going to to reply, and I can I can sort of chime in and Camila, feel free to also, shed any light on that, but I think, you know, vanity metrics definitely vary from work to org depending on what, what your website or experience is looking to do or accomplish. But, you know, things like high level traffic metrics like, hey, we had X amount of traffic yesterday. Well, it’s really peeling away the onion a bit and understanding more about what was that qualified traffic was that traffic that ended up converting at a higher rate, or is it just traffic? And traffic may sound good to one organization, but in reality to the business. Does it align? Other things like, we sold this amount of products yesterday. Well, maybe a level down. What was the average order value for those products? I don’t know if you wanted to chime in as well or if you have any other ideas there. No, I think those are great. I also think like, for instance, like website page views or number of likes on a post, like something that is super high level, that’s not giving you enough information, that enough good information that you can use to even double down on, like what your metrics can be. So just more of high level metrics that are not double down or like they can’t just go and explain more are things that are vanity metrics. Yeah, yeah. So thinking about like, hey, can we make a decision off of that information? Can we take that one line of whatever that metric is, and make an informed decision? And that’s where, you know, going back to those smart KPIs or smart metrics that you covered, ensuring that they’re measurable, relevant. I think relevance is, is a really important thing. But, just just simply stating, hey, we had X amount of likes or X amount of page views isn’t really telling me much as the decision maker. So great question, great question.

I don’t see any other questions in in the chat pod, or any comments in the chat.

That’s great. Well, thank you so much for that question. So right now we’re going to move on our poll. Portion. So we really appreciate if you if you answer our poll for today’s webinar as well, the different topics that you want to see for in other sessions, because we really appreciate the feedback that we get. And we you really utilize it to bring other webinars, or other topics into different webinars. So please feel free to answer the poll and we’ll give you a couple of minutes so you can answer the survey or, and so forth. So Chris is do you have any questions, on our session today or do you want to highlight anything else? No, no, I think this was this is really great. You know, as somebody else who works in this space, it’s a topic that isn’t new. It’s a topic that has been around since the dawn of analytics organizations. And, now I think it’s it’s particularly relevant for, for teams as, they’re responsible for measuring not just web performance, but cross-channel performance and understanding how, behavior on one channel may impact another channel. And, having that kind of well structured and well thought out measurement strategy in place, for cross-channel experiences, for, rolling up into an org wide, measurement strategy is really critical. So, I think I think, you know, what what was laid out here is really, really helpful. And, yeah, please feel free to fill out this this poll here. It’s it’s really valuable for us, as we continue to develop, more content for you all. And, but that I think we’re good. Good to go get some time back. Yeah. And again, thank you so much for joining today’s session. I’m going to give a minute or so so you guys can answer the, the survey or the poll.

It’s just 1 to 2 questions or. I’m sorry, two questions. They take literally like 30s to answer. So feel free to answer it again. I’ll give you a minute. And then after that weekend and the session.

Okie dokie. So I will end the session. Thanks everyone for joining today again. I hope you found it helpful. My name is School Chica and have a wonderful day.