There is a lot of misunderstanding on the difficulty of using Adobe Test&Target. There are all sorts of uses of the tool, and in a lot of cases, people confuse their inability to set-up a proper infrastructure with limitations of the tool. The wonderful thing about the tool is that it has 5000 different uses. The difficult thing about the tool is that it has 5000 different uses. Figuring out what to do, when to use it, and how to tackle that problem is paramount to a mature program.

Before we get to specific suggestion however, I want to make it clear what I consider a proper technical infrastructure. It comes down to how you answer this question? Can you get 80% of all tests live, with the proper amount of variations, live in 30 min or less. That is from concept to launch. That number seems crazy to people at first, but the reality is that you can get a test fully live in 5 min if you have everything ready to go. That is the sign of a successful infrastructure: speed of execution, understanding and flexibility. In order to do that, you have to have things set-up in a way that will make you successful. Here are the key things to do and avoid in that quest for speed and execution without sacrificing (in fact improving) results.

Do – Make sure that you can test on all major parts of your site today

Make sure that you have mboxes on all key parts of your site. You will most likely want to make sure that you have multiple mboxes on those key pages, usually leveraging a mixture of global and wrapped mboxes throughout the page. Global mboxes are ones that do not wrap any content, but exist at the very top of the page to control CSS, redirects, and other functions. Wrapped mboxes are ones that wrap key elements of the page, with the best practice of never wrapping more then 1/3rd of the viewable page with a single mbox. The key here is to make sure you are not adding and removing mboxes for each test. One of the nice things is that even if you do have those mboxes on the page, you can disable them easily in the console so that you are not charged for them.

Don’t – Have more then 5-6 mboxes on any page

Just because you want to prepare a page to succeed does not meaning going crazy with mboxes. The reality is that each request does have a minor impact on site performance, and any noticeable interaction with the page will result in the validity of a test result being highly questionable. Keeping the number to a meaningful limit stops this from ever being an issue. Setting up a page to be able to do 80% of the things you can do is important, just as prioritizing those efforts to leverage what you can do today to learn about the other 20% that require additional resources. If you can do 80% of possible things today, then do those things, and you will find that often the tests you are not sure about are the ones that produce the biggest and most meaningful winners.

Do – Make sure that you are tracking key information about your users

This is both an on-page and in console element and may require a bit more time and discipline to think about before you act on anything. This means leveraging one of the most under-utilized but extremely valuable parts of the tool in the profile system. Make sure that you are passing key information you might have from your CMS or other systems about your users where necessary, and also make sure that you are recording key pieces of information in the profile system. The key here is to look into it, but not believe it blindly, to search for value and not predetermine outcomes. Just because you really want to target to a certain membership level does not mean you should ever target to them before you test and measure the value of that change compared to other alternatives. Even if you aren’t leveraging it today, having this type of information can be leveraged in the future, and it allows you to easily analysis things today that you are not directly thinking about.

Don’t – Delay your infrastructure for unnecessary pieces of information

Most groups tackle optimization as just the end function of a number of different inputs. The worst examples of this is when groups go through and interview for a list of all possible pieces of data a group may want to look at or segment information by. While it might make your life easier since you don’t have to correct anyone, the reality is that you are most likely causing massive damage to your program. It is a good idea to get a read on what people may want, but the primary directive should be to help groups think and act differently with data. As part of that, you need to ask the fundamental question of “will the data I am collecting improve our business enough to be worth it, and even so, can I get better outcomes from using those same resources?” There will be cases when the answer is yes, but in most cases if you are honest the answer will be a resounding no. In those cases, do not delay other actions just to make others happy. Use what you have to get the most with what you got, don’t waste time waiting for everything to be perfect.

Do – Make sure that you can get tests live without IT involvement.

You should be able to do 80% of tests with some very basic understanding of how a webpage works. After you get your infrastructure in place, you do not need IT support except in one off cases. You should not need IT except I extreme circumstances and only then once you have proven via discovery that the item you are using those resources on is the most efficient use of everyone’s time. Where groups run into major problems is when they view each test as a technical project, which gives both the wrong impression about the difficulty of testing and makes things much slower to react then they should be. Even worse are groups that think that technically complex means valuable, which is almost always the opposite of the truth. Difficult means difficult, valuable means valuable, those two things do not have much to do with the other.

Prioritize tests by how much effort they are to get live, as well as how many different feasible alternatives you will get, and how much they challenge assumptions. Do that, and you will dramatically improve the outcomes and reduce the resources needed for your program.

Don’t – QA testing like you do everything else on your site

There is nothing worse for testing then having a test ready to go and then having to wait weeks for it to go through a standard QA process. Make sure you do a good job of QA, but keep in mind that nothing will ever be perfect, and that you can get most QA done for most tests by simply passing around a few QA links to a couple of colleagues and having everyone use a couple of browsers. You will most likely want to do more QA for efforts that dramatically change site function, but the reality is that you should be fewer of those tests and far more of the more basic tests anyways. Add better rights control so that fewer people can then push things fully live also adds meaningful limits to make sure you are accomplishing what is needed without sacrificing speed and efficiency.

The promise of the tool is that marketers start having control of their site, so why then do people so willingly give up that control? You need to be able to understand why you need to QA differently, and how different types of tests impact site function, so that you can have a meaningful conversation with yoru tech team and help them understand that you are not going to be constantly breaking their site. Be thorough, but don’t go crazy or just dump the responsibility onto others.

Do – Make sure that everyone is aware of when you are running a test

One of the benefits of setting up your campaigns to use QA parameters is that those links can be shared with everyone and you can therefor make more people aware of a campaign. There is nothing worse than having a campaign live for a few days and then having to stop it because some VP randomly hit a test variant and thinks the site is broken. Communicating both launch and results and especially lessons learned across tests is also part of a successful infrastructure.

This will also help build awareness and interest in the results of the tests. If you design tests with enough variants and challenge enough assumptions, in almost all cases you will get results that make other groups fundamentally challenge their own ideas of what works.

Don’t – Ever launch a test without a clear idea of how you are going to act on the data

There is no point in any test if you are not clear on how you are going to act. This means knowing your single success metric, but also what happens to push a winner, or how you are going to follow-up, or what you will do with segment information. Having those conversations outside of the specifics of a test and having groups aware of their roles before the launch is vital to a speedy and successful infrastructure.

Being prepared to act and having your groups ready to act quickly and efficiently can many times be against the entire history of some organizations. This is why it becomes so vital to build a proper infrastructure on every level to enable testing to work. Focusing on what matters, instead of just how to get a single test live, is one of the key differences between groups who just test and those that run successful testing programs. Make sure that you focus on the things outside of a specific test and help move the various groups involved towards an end goal, and you will be amazed at how fast you will act and the results you will achieve.

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