CP Analytics Team: Brian Kastelein, Director of Analytics, and Diane Zhou, Data Analyst 

It is estimated that nearly 30 million websites use Google Analytics (GA) so when Google decides to make a change to their methodology for website tracking, saying it’s a BIG deal is not hyperbole. Such a change happened at the end of 2020 with the official launch of Google Analytics 4 (GA4).

If you are just learning about GA4 or, like most organizations, are in the early stages of exploring what this new tool has to offer, here are ten things you should know.

1. Google Analytics 4 (GA4) is a completely new version of Google Analytics

During the past 16 years, Google Analytics (GA) has undergone an evolutionary process from improving accuracy to expanding features to refining the user interface, culminating in the version of GA that most people are familiar with called Universal Analytics (UA). In late 2020, however, Google brought its newest version, GA4, out of beta. More than just a continued evolution of the UA environment, GA4 is a fundamentally new Google Analytics platform that heralds the cookie-less future.

2. GA4 is built on an event-based data model

The baseline unit of measurement in UA is a “hit.” A hit contains information about a user’s interaction with a web page. Hits are predefined in UA and consist of pageview hits, event hits, ecommerce hits, exception hits, user timing hits, and screen hits (apps) so opportunities to customize tracking of user behaviors is limited. UA consequently relies on cookies to store and recall user interactions and translate them into sessions, repeat visits, etc. By contrast, GA4’s event-based unit of measure represents a fundamental data model difference compared to UA. The event-based tracking in GA4 allows for greater flexibility and customization in measuring user interactions across an organization’s online properties. GA4 is also “smarter” in its use of machine learning so that it is not dependent upon cookies for tracking and reporting key metrics.

3. GA4 is more user-focused and provides a more holistic view of cross-device behavior

If you have a website and an app, congratulations – GA4 provides a more holistic customer view through its cross-device and cross-platform tracking abilities. Its event-based data model allows detailed tracking of user behaviors by appending custom parameters to each event. Here again, in the absence of cookies, machine learning plays a critical role in tracking and measuring user traffic, engagement, etc. Beyond just tracking user behaviors, GA4 will help to make predictions, identify segments most likely to convert, and optimize return.

4. GA4 generates more accurate measures of user engagement

There are many new dimensions and metrics in GA4, especially engagement metrics, to solve the inherent inaccuracies of hit-based tracking in UA. For instance, UA measures session length by next-page interactions with ‘hits’ or requests sent to the server. Single-page visits, therefore, record no time since there is no subsequent user action taken. This methodology results in some inaccuracies in metrics such as bounce rate, average time on page, and session duration. GA4’s methodology solves these inaccuracies. By way of an example, a 10-second session with no further action in UA would be considered a bounce. In GA4, that same behavior is defined as an engaged session and ultimately contributes to a new set of engagement metrics including engagement rate, engaged sessions, engaged sessions per user and average engagement time.

5. GA4 integrates event configuration within the analytics interface

With GA4, a single tag in Google Tag Manager (GTM) is used for initial configuration and then all other events can be set up in GA4 directly. When creating or modifying events, up to 25 parameters can be added to capture more details, such as item_name, item_category for eCommerce, and page_title, page_location, and page_referrer for views. While GA4 events have no notion of Category, Action, and Label, the standard convention that is used in UA, these descriptors can be used as GA4 event parameters if desired. Along with there being greater event tracking flexibility in GA4, there are also new challenges as organizations will need to develop a more disciplined approach to planning, implementing, and managing event tracking.

6. The basic setup of GA4 is relatively easy using the embedded Setup Assistant

If you already have a Universal Analytics property set up in GA, creating a new GA4 property is easily accomplished using the GA4 Setup Assistant that is now featured in the Property admin panel. The Setup Assistant provides a step-by-step guide to completing the basic configuration and deployment of the GA4 property. That said, more advanced event tracking, ecommerce configuration, account linking to Google Ads, Big Query, or other platforms within the Google ecosystem requires additional manual configuration once the basic property is deployed.

7. GA4 has no historical data and sets maximum data retention at 14 months 

Because GA4 uses a fundamentally different unit of measurement than UA, no historical data from an existing Google Analytics account is accessible in the GA4 property. Given that, data collection in the GA4 environment only begins once the property is launched, and as such, it is in an organization’s best interest to deploy GA4 as soon as possible so that a set of historical data can begin to accumulate. Additionally, it is worth noting that while UA had few restrictions on data retention, GA4 has a maximum data retention limit of 14 months.

8. GA4 is still evolving and rolling out new features

Since officially bringing GA4 out of beta in late 2020, it is now the default view for anyone setting up a new GA property. That said, Google has continued to evolve the functionality and features of the GA4 environment, offering deeper integrations to other platforms within the Google ecosystem and more robust functionality based on underlying machine learning capabilities (e.g., predictive audiences, attribution settings, etc.) The bottom line is that the GA4 product we see today is far from being a final version and ongoing improvements and enhancements can be expected (And you have one analytic team here at CP that is hoping to see one of our favorite UA features, Google Annotations, brought into the new GA4 environment!).

9. GA4 can (and should be) run in parallel to existing Universal Analytics properties

While the UA version of GA will likely be the primary source of truth for most organizations for the balance of 2021, GA4 should be set up and run in parallel to any existing UA property. As noted above, data in the GA4 environment is not retroactive so it’s advisable to begin building up a base of historical results. Additionally, running UA and GA4 in parallel will afford organizations an adjustment period during which the results between the two platforms can be monitored and compared. There is definitely a learning curve with GA4 and gaining familiarity with the environment, sooner rather than later, will help organizations anticipate likely impacts of fully migrating over to the GA4 environment sometime in 2022.

10. Organizations should launch their GA4 property as soon as possible

Excited, surprised, panicked, or suspicious, no matter how you feel about this completely new way of tracking website and app data, organizations using GA should launch their GA4 property today. As of now, UA will continue to be fully supported by Google, but with GA4 being the anticipated move to prepare for the cookie-less future, it is worth the time and effort to begin to get comfortable with the new way of tracking, the new interface, and the new functionality of the tool. The CP analytics team is actively helping organizations manage the setup, configuration, and comparative tracking of results between UA and GA4. Our services include:

• Basic GA4 Property Set Up
• Event and Conversion Configuration
• Comparative Dashboard Deployment (side-by-side tracking of results between a UA and GA4 property)
• Data Warehousing (ensuring data accessibility for multi-year trending and analysis)
• Full GA4 Migration Project Planning

 

CP Strategy Team

Each month our strategy team dedicates their time to unearth new consumer trends to help our existing clients and intrigue potential prospects. This month we share four trends that, with the right lens, can create meaningful opportunities for brands to create deeper connections with their audiences. 

Check out why consumers are reflecting, laughing, fixating and celebrating new discoveries.

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Consumer Behavior #1: 

The pandemic is accelerating pre-existing trends. One of them is retro love. Nostalgia. Looking back.

Times of trauma lead to times of nostalgia. Sometimes nostalgia is considered a kind of depression associated with the pain of wishing something could stay the same. The author Don DeLillo describes it as a “settling of grievances between the present and the past.” However, the designer of Burger King’s new retro logo would prefer that we think of the nostalgia involved as going inward instead of going backward. That’s baloney in a good way.

The pandemic has created an environment of opportunity for brands willing to celebrate comfort items from our pasts. This was a trend pre-pandemic, but has accelerated because of lockdowns and life under stress. Brands can remind people of the power of a good old fashioned handshake, someone knowing your name, rewarding hard work…the kind of actions and behaviors that we remember fondly.

 

Consumer Behavior #2: 

The power of laughter.

The pandemic set the stage for humor to play an even bigger role than usual. 

A study found even barely funny leaders are about 23% more respected and seem more competent and confident. As long as bosses aren’t outright inappropriate or aggressive, employees who rated them as having any sense of humor also reported being 15% more satisfied and engaged in their jobs. These leaders were also found to be 27% more motivating and admired. 

People want to laugh, and they appreciate people who make them laugh. The brands that make people smile are increasingly brands you will invite into your life. You don’t have to be a “funny brand,” but associating the brand with other brands (or people) who make people laugh could have a powerful residual effect/impact.

 

Consumer Behavior #3: 

Stop living with your head down.

The pandemic and lockdowns further accelerated our fixation and preoccupation with our devices – phones/tablets/screens. We have been increasingly living our lives with our heads down, and your brand could be the brand to remind people to lift your head up, see what’s around you, what’s going on, what you’re missing by being digitally preoccupied. The real conversations that can happen and the real manifestation of dreams as people build businesses. 

You can’t make your move with your head down. Live life head up. Just saying this might give your brand the positioning that would resonate with people.

 

Consumer Behavior #4: 

The pandemic was a period of discovery and the birth of new behaviors. Celebrate them.

During the pandemic, people got more in touch with their biophilia—the idea that humans are genetically drawn to and fulfilled by nature. People purposefully engaged in outdoor activities like never before and there was a soar in plant purchasing. 

People reinvented themselves, looked at changing the way they look at the world, their jobs, their priorities. Formerly decisions that we felt were set in stone were being re-looked at. The unimaginable took place. We became open to change. 

Sometimes it is difficult for consumers to consider change. But if companies are changing the way they ask their employees to come to work, can changing to something better be that hard?

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Sources⏤Consumer Behavior #1:

Bradley et al. (2020). The great acceleration. Strategy & Corporate Finance Practice. McKinsey & Company.

Sabanoglu T. (2021, March 26). Global retail e-commerce sales 2014-2024. https://www.statista.com/statistics/379046/worldwide-retail-e-commerce-sales/

Frost, P. (2020). An accelerant to social change? The Spanish flu of 1918-19. International Political Anthropology, (13)2, 123-133. 

Galloway, S. (2020). Post corona: From crisis to opportunity. Platforma.

Moore, G. A. (1991). Crossing the chasm. Collins Business Essentials.

 

Sources⏤Consumer Behavior #2:

Aaker, J. & Bagdonas, N. (2021). Humor, seriously: Why humor is a secret weapon in business and life (And how anyone can harness it. Even you.). Penguin Random House.

Apte, M. L. (1985). Humor and laughter: An anthropological approach. Ithaca, New York: Cornell University Press.

Bitterly, T. B. & Schweitzer, M. E. (2021). Humor and coping in a pandemic. HKUST Business School, 012.

Fayyad, S. (2020). The role of employee trust in the relationship between leaders’ aggressive humor and knowledge sharing. Journal of Association of Arab Universities for Tourism and Hospitality, 19(1), 143-157.

Hu, W. & Luo, J. (2020). Leader humor and employee creativity: A model integrating, pragmatic and affective roles. Asian Business & Management.

Xu et al. (2020). Language skills in business negotiation from the perspective of adaptation. International Journal of Multidisciplinary and Current Educational Research, 2(4), 181-187. 

Yang, C. et al. (2021). Linking leader humor to employee creativity: The roles of relational energy and traditionality. Journal of Managerial Psychology.

 

Sources⏤Consumer Behavior #3:

Alberts, I. (2014). Challenges of information system use by knowledge workers: The email productivity paradox. Proceedings of the Association for Information Science and Technology, 50(1). 

Mark et al. (2016). Email duration, batching and self-interruption: Patterns of email use on productivity and stress. CHI Proceedings, 1717-1728.

Newport, C. (2021). A world without email: Reimagining work in an age of communication overload. Portfolio.

Palmer, M. (2011). The end of email? Financial Times.

 

Sources⏤Consumer Behavior #4:

Crawford & Woodworth (2020). Biophilia and human health. New Design Ideas 4(2), 112-118.

Duhigg, C. (2012). The power of habit: Why we do what we do. Penguin Random House.

Edersheim, E. H. H. (2017). The definitive Drucker: Challenges for tomorrow’s executives—Final advice from the father of modern management. McGraw-Hill.

Kahenman, D. (2011). Thinking, Fast and Slow. Farrar, Straus and Giroux.

Madison, A. (2021). How the pandemic has changed the houseplant industry—and why. https://www.housebeautiful.com/lifestyle/a35966943/how-the-pandemic-has-changed-the-houseplant-industry/

Reis, S. et al. (2020). Pandemic, social isolation and the importance of people-plant interaction. Oram. Hort. 26(3).

Sullivan, E. (2021). Covid lockdowns turned buying plants into the next big pandemic trend—for good reason. https://www.nbcnews.com/think/opinion/covid-lockdowns-turned-buying-plants-next-big-pandemic-trend-good-ncna1256223

Wilson, E. O. (1984) Biophilia. Harvard University Press.

 

Steve Connelly, President and Copywriter & JoAnne Borselli, Group Brand Director

Did you miss our presentation at ANA’s Brand Management Committee meeting? Not to worry. Here are the Cliffs Notes version.

The team at Connelly Partners spoke at the ANA Brand Management Committee meeting to bring attendees through the Williamsburg Tourism Council case study and the importance of investing in your brand and maintaining ad spend during a downturn.

 Being Quiet Gets You Nowhere

Most travel brands and destinations were staying dark, watching and waiting to determine when to come back. WTC had the courage to keep investing because they knew that the best time to spend is when others are not. 

From an advertising perspective, we counsel clients to think hard before pulling out of the market. Why? According to Nielsen: “on average, it takes three to five years to recover equity lost because of halted advertising, and long-term revenue can take a 2% hit for every quarter a brand stops advertising.”  

The recovery period on the other side kills a lot of brands. Colorado tourism learned that the hard way back in the 90’s.

Value Anthropology as Much as Data 

Together with the client, we conducted a mix of quantitative, qualitative and observational human behavior research to better understand the perspective and concerns of our audience. But beyond the “traditional” research, we believe in digging deeper and observing people in their day to day lives. Watching them as much as asking them.  

We learned things that are obvious to us now, but weren’t back then. Life was feeling hectic is a way that was uncomfortable; people were anxious to fly; road trips took on a nostalgic feel and began to increase in frequency and distance; people missed being with family and friends; and were embracing outdoor activities like never before.

This Isn’t About You

The research helped us to better connect with our audience. Because the reality is, it’s about finding a way to fit into our customers lives, not the other way around. We heard what they were concerned about and what they felt comfortable doing. Since much of what the region offers was outdoors and easy to drive to, WTC would be a great choice for the first post pandemic vacation destination. We wanted to be first in line when the world started to open. 

While other destinations were focusing their messaging on soft-sells about being there when consumers were ready to getaway, Williamsburg Tourism Council to take a took a more direct approach about being there now for how consumers wanted to get away. The Life. At Your Pace. campaign was born.

It featured TV, Digital, Search and more. We also met our audience where they were as time on social media had increased. We knew they had safety concerns. Beyond inspiration, they needed validation when they were starting to make travel decisions. So we leaned in hard on Influencer Marketing as a big part of the awareness strategy and were third party ambassadors who could tell a genuine story and to show by example what the experience was really like, the safety protocols in place and to answer any questions from their own follower base. 

Things Will Go Wrong  

We knew from the start that we weren’t going to win on overnight stays. Occupancy was still in the tank, restaurants were sometimes empty. We had to drive awareness and manage stakeholder expectations. We had to be in this for the long-haul. This wasn’t just about 2020, it was about how we were going to recover over the long-term. 

Since June 2020 when the campaign launched, the work kept going. The launch itself was really only the beginning. On top of this campaign, we had to be constantly listening to the market and to our local businesses to anticipate and quickly respond to changes. It was all about trying new things–and knowing some would stick and others might not.

We created a local print and digital campaign that ran over the winter to encourage the local market to support restaurants and retail stores. We hosted a webinar for local businesses to educate and guide them on social and influencer marketing opportunities. We created a campaign “subset” to support families managing their kid’s education at home.

Data Is An Action, Not A Number

All of the work we did was rooted in data–from the research that led to the concept and to the media strategy. We had a measurement plan in place from the beginning and we are reviewing performance multiple times each month. 

But what is imperative is not just capturing the data (there’s always more than any marketer knows what to do with), and rather, using the data to ask “so what?”

What action will we take with this information? Is it going to drive a shift in targeting? Do we need to shift dollars from one market to another? Is it time to rotate out creative?

Data that’s not tied to action is useless. 

Results

Needless to say, it pays to invest during a downturn.

Williamsburg Tourism Council’s web traffic is up 78% from same time in 2019 (considered peak period for travel in recent years). 80% of that traffic is from first-time visitors to the site – opening up new opportunities.

With an ongoing advertising investment since June 2020, we’ve driven an 16% increase in awareness, 18% increase in positive perception and 157% increase in “likelihood to visit in the next 12 months”