Percentage of customers using your business entity's website for information gathering on your business entity's products/services

This measure calculates the average percentage of customers that gather information on a business entity's products/services via the website (companyname.com). It is part of a set of Supplemental Information measures that help companies evaluate additional variables not covered elsewhere for the "understand markets, customers, and capabilities" process, which helps a company make sense of the market and identify the right opportunities to be capitalized.

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Measure Category:
Supplemental Information
Measure Id:
104740
Total Sample Size:
759 All Companies
Performers:
25th
Median
75th

Compute this Measure

Units for this measure are percent.

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Percentage of your customers uses your website (your company name.com) for information gathering or research on your products/services

Key Terms

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Supplemental Information

Supplemental information is data that APQC determines is relevant to decision support for a specific process, but does not fit into the other measure categories such as cost effectiveness, cycle time, or staff productivity.

Business Entity

For survey purposes, a business entity is defined as an entity that:

  1. performs significant aspects of the processes for the surveys identified, or
  2. is part of a cost or revenue center within the company.

Within your organization, diverse departments may be geographically co-located, with closely integrated operations that form part of one "business entity" which may be a great distance apart. When trying to determine if related parts of your operation should be considered a single business entity, look for the following characteristics:

  • Do they operate closely together?
  • Do they serve many of the same customers?
  • Do they support the same region or product group?
  • Do they share any performance measures?
  • Is data meaningful at a consolidated level?

Examples of business entity definition:

  1. A general ledger accounting unit located in Germany has two groups. One performs general ledger accounting for the corporate headquarters, which has three business units. The other group does general ledger accounting for one of the three business units. In spite of their geographic co-location, their roles are substantially different and consolidating their data into a single response would make it less meaningful. Each group should be treated as a separate business entity.
  2. Three business units within a corporation use a shared services center for accounts payable and expense reimbursement, but are self-supporting for the other financial processes. The best approach is to make the shared services centre a separate business entity for accounts payable and expense reimbursement, and to retain the three original business units for the other financial processes.
  3. A global manufacturing company has five plant locations, each manufacturing product and each with its own logistics operations. For purposes of completing a manufacturing and logistics survey, they should be treated as five separate business entities.

Measure Scope

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Cross Industry (7.2.1)

  • 3.1.1 - Perform customer and market intelligence analysis (10106) - Gathering intelligence on the market and customers. Closely examine the inherent attributes and collective behavior of the various market and customer segments. Track trends in the market. Determine what drives the customers to make purchasing decisions in order to identify opportunities in the market.
    • 3.1.1.1 - Conduct customer and market research (10108) - Carrying out research studies to understand the behavior of customers and the realities of the market. Undertake research to understand the market conditions as well as the characteristics, drives, and desires of prospective customers. Gather highly contextualized intelligence through primary and secondary research methods, with the objective of gaining insights over how to best seize a market opportunity. Consider assistance from professional research services.
      • 3.1.1.1.1 - Understand consumer needs and predict customer purchasing behavior (10114) - Identifying the factors that drive the targeted market segment. Model customer purchasing patterns, and forecast their future purchasing behavior.
    • 3.1.1.2 - Identify market segments (10109) - Identifying a section of the customer population to target for marketing products/services. Create segments within the customer population for targeted marketing campaigns, which increase the efficacy of marketing outlay. Determine the right customer segments, craft effective marketing messages, and efficiently communicate them. Determine the optimal pricing mix. Consider assistance from professional services for market segmentation studies, with coordination and oversight from the marketing/sales functions.
      • 3.1.1.2.1 - Determine market share gain/loss (10115) - Determining the increase or decrease of the company's sales volume in the targeted markets. Conduct an analysis to determine the factors and underlying causes that affect the changes in the demand for products or services offered. Consider changes in offerings or in the business strategy to regain or increase the market share.
    • 3.1.1.3 - Analyze market and industry trends (10110) - Examining large-scale shifts and trends, with relevance to the organization's products/services. Vet the industrial and larger market landscape to identify broad-based movements that could have a direct or tangential impact on the uptake of the organization's products/services. Examine, among other things, the market capitalization of similar products, the profitability of organizations offering competing products/services, the stock price of key vendors/suppliers in the organizational value-chain, the rate and scale of innovation activity in the organization's product/service category, the price and availability of raw materials, and the shelf-life of similar products/services. Conduct primary and secondary research, and consider enlisting professional services.
    • 3.1.1.4 - Analyze competing organizations, competitive/substitute products/services (10111) - Examining the strengths and weaknesses of competing organizations. Assess competing organizations for offerings, product strategy, marketing and delivery channels, etc. Analyze the usability experience, durability, USP, and other key attributes of competing and substitute products. Gather competitive intelligence, and consider enlisting professional services.
    • 3.1.1.5 - Evaluate existing products/services (10112) - Examining the brands owned and products offered in the market. Determine the relative position of the existing products/brands in the marketplace.
    • 3.1.1.6 - Assess internal and external business environment (10113) - Understanding the culture and environment in which you're operating. Analyze how internal decision-making, thought processes, financial circumstances, and more affect the ability to bring new products to market. Survey or analyze the market into which the products would be introduced.
  • 3.1.2 - Evaluate and prioritize market opportunities (10107) - Appraising market opportunities by quantifying and subjecting them to prioritization, as well as validation tests. Closely examine the market opportunities that have been identified by Perform customer and market intelligence analysis [10106]. Triangulate those opportunities to capitalize by finding a fit between identified opportunities and the composite of organizational capabilities and business strategy.
    • 3.1.2.1 - Quantify market opportunities (10116) - Attaching quantifiable indicators to opportunities that have been identified in the market. Compute estimated figures of the approximate value that can be captured with the provision of existing products/services (i.e., the extent of financial benefits that can be reaped in the market).
    • 3.1.2.2 - Determine target segments (10117) - Identifying the targeted segment of customers. Deduce those particular customer segments that are to be targeted from among the market segments.
      • 3.1.2.2.1 - Identify under-served and saturated market segments (18941) - Determining which groups of potential customers do not yet, or already do have access to the product or a service that the company produces or markets. Use those findings to create specialized product offerings and differentiated marketing campaigns.
    • 3.1.2.3 - Prioritize opportunities consistent with capabilities and overall business strategy (10118) - Creating an index of market opportunities, and arrange them in order of preference. Prioritize based on the opportunities' adherence to the overall business strategy. Correlate with the competencies and capacities that the organization, as a whole, processes.
    • 3.1.2.4 - Validate opportunities (10119) - Confirming the practicability and reasonableness of the market opportunities that have been identified. Give substance to the real-time feasibility of the market opportunities.
      • 3.1.2.4.1 - Test with customers/consumers (10120) - Validating identified market opportunities by testing company's offerings on limited-size samples of the consumer population that are hypothesized to be representative of the target market at large and to have similar purchasing behavior. The feedback gained through consumer testing can be used to modify or reject product offerings before their full scale launch, saving the company valuable resources, should the initial offering not be successful.
      • 3.1.2.4.2 - Confirm internal capabilities (10121) - Verifying that the company has sufficient infrastructure and resources to deliver their offerings in a timely and cost-effective manner, and that it is able to scale up from the small-scale market samples, used for consumer testing, to the entire identified market segment.