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looking at the report, you see that google provides you with the most visits,
then Yahoo!, and on to the smaller search engines. But this doesn't tell you much, does
it? i suggest that you append the metrics with something that describes the value of the
visit and sort on that metric.
i deleted the Visit percentage, applied a Revenue metric, changed to a different
sorting, and ended up with the result report shown in figure 8.25.
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Figure 8.25 Customized search engine referrals report
When looking at figure 8.25, you might have concluded to primarily focus on
google if visit was your only metric. this conclusion is obviously wrong, which is vis-
ible when you apply a revenue metric.
the revised report shows that google only generates half the revenue (based
on the applied direct attribution) and that sources like Yahoo! search (with one sixth
of the traffic) generate half the revenue of google search. even more significant is that
aol search, which is powered by google, is generating $5,158.86, with one tenth of
the traffic of google ($14,684.16).
You can append the custom report with the avg. order Value and Visit to sale
conversion Rate metrics and change the sorting to avg. order Value. this strategy
is bound to reveal obscure engines in the top 10 that randomly gave you a few visits.
apply a filter on minimum visits as well so that you get the true cream of the crop. the
report result, shown in figure 8.26, paints a different picture than what we started
with. not only that, we have a good understanding of why our revenue generated from
organic search engines is distributed as it is.
imagine if you could get your google visits to convert at the same rate as your
aol visits; that would be another $15,000 for this retailer every month.
You probably noticed that i use Revenue as a success metric in a lot of my exam-
ples. You can change that for other actions, such as signups, leads, subscriptions, and
catalog requests. the Revenue success metric is just a great way to illustrate a point,
using dollars as a metric.
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