Your online shop can sell more! Arrange a free strategy appointment with Jörg Dennis Krüger now: https://jdk.de/termin/
Do you really have to relaunch? And if so, what questions do you have to ask? Conversion hacker Jörg Dennis Krüger asks the right questions, shows when a relaunch is necessary and when not - and what advantages and disadvantages the relaunch has compared to continuous optimization.
Make your own shop more successful with conversion hacking? Make an appointment with Jörg Dennis Krüger now: https://jdk.de/termin/
TRANSLATION OF THIS SEQUENCE OF THE PODCAST
Welcome to the fourth episode of the Conversion Hacking Podcast. My name is Jörg Dennis Krüger and as my welcome command already said, yes, I am the conversion hacker. My topic today are relanuches. Relanuches especially in the online shop and why they should perhaps be avoided.
First of all, another note: On November 5.11.2019th, XNUMX, Think-Conversion will take place in Berlin. My little event with two seminars on conversion thinking and conversion hacking. There are still tickets! More information at Think-Conversion.de. I am looking forward to seeing so many there in Berlin.
But now to the subject of relanuches. Because honestly, relanuches are bad relanuches: I don't know why so many companies are always thinking about the next re-launch. Because with such a re-launch you can do so much wrong! Such a re-launch is incredibly complicated, incredibly risky and the re-launch bankruptcy is not a fairy tale, it has happened often enough. And maybe just the risk of bankruptcy.
But you are building a lot and you think, yes, everything will be better now. But you develop completely away from what the users actually want, what the users are used to and so on and build something where nobody feels at home anymore.
And then you wonder why all these great thoughts you have made don't work. But actually it should be clear that everything we think up, what we design ourselves, what we think up in endless meetings, is usually bullshit somehow after all and we have to think much more from the user perspective.
Okay, let's start: Why are you doing a relaunch? What am I hearing? Well, we don't like the shop anymore, it's no longer up to date or, well, we want to reposition ourselves. Somehow it doesn't work anymore. So we somehow have to do everything differently or the technically obsolete shop. Or there is a new version of the shop software. Or maybe yes, we want to modernize our brand, present the brand differently.
There are a few arguments that I would accept. So just repositioning. Well, we have strategically decided based on market research, the best. We have to change a bit in order to continue to be active in the market, to be able to keep up with our competition or to simply continue to be a leader in its market.
Then of course you have to change something in the shop, then you can't stay that way. So repositioning. It has to be planned very well, of course. But that can really be a good reason for a relaunch. Likewise, if the shop is really technically outdated, then you might have to run it at some point and really do it again and then you can't somehow keep anything but have to start completely over and really see the relaunch. But the other points. We don't like that anymore. Oh come on, just because we no longer like the shop has nothing to do with it. A hippo problem - often the high-speed pines and pine trees.
The boss says: “Oh, we have to change again. My wife said the site doesn't look great, something new makes it hip! ” Oh, that's no reason for a re-launch. Or when we say: “Well, somehow our marketing doesn't work that way anymore. We have to think of something else. " This is really not a reason for a re-launch. And the biggest mistake for a re-launch is only because the shop software comes around the corner and says: “There is a new version now I have to use it and therefore launch it”. It just creates huge problems and is not worth it. But I also don't understand why one so often thinks directly I have to do a re-launch, there is something alternative to the relaunch.
And that is the permanent optimization, i.e. the relaunch. We make everything new, mostly technically and graphically, and often the processes and the optimization is well, we change the existing one. And what is the basis for these two approaches to get better to get different. Let's start with data. Such a relaunch is mostly based on relatively little data but on a lot of discussion. Because I don't know how the individual things that I think of new work. That means I can take inventory data and look, yes, the products have sold well, there was a jump and something like that. If that is taken into account at all and the re-launch does not take place in a purely emotional manner in a lot of discussions about how you want to present it anew and where you add hope and so on.
Whereas an optimization that takes place a little bit step by step can always work incredibly well with data. I see what is causing the change and then I know okay, we continue to use that or we just leave it out because it didn't work well. Accordingly, the risk of a re-launch and optimization is completely different. The risk of a re-launch is unbelievably high. So it doesn't have to work. It's just so common and it's simply because it's completely re-planned. The risk that an optimization will not work is pretty low. Well if I see that something doesn't work then I take the step back and so on as before and I can try the next thing.
I never fall into this deep hole like many shops after a re-launch, but of course the chances are generally greater with a relaunch because I really have the opportunity to change everything, the chance to develop something totally ingenious is of course huge. When optimizing, the chance is a little smaller, rather so medium, because of course you are just slower, somehow working in an existing framework in the existing grid. You can't throw everything right away. The expectations of a re-launch are therefore incredibly high.
You expect everything will get better after the re-launch and I keep talking to Shop. You say yes yes we are already working on the re-launch in six months, it will be finished and will then be completely reorganized. Then everything is different anyway. We don't need to worry about any issues. When optimizing this expectation is relatively low, I would often argue too pessimistically. Well, if we only change a few things, change such small things, then we won't achieve a lot and things like that. And then I ask myself why? Because you can achieve a tremendous amount in optimization and change things bit by bit.
And you don't have this high risk, because this high risk combined with high expectations, because you see these high opportunities, is simply a plan for disaster because you think we have these opportunities and you give this huge pressure. We have to achieve a lot, high expectations and then with this high risk. It's just incredibly likely that I will go wrong and then not meet these expectations and really fall a deep hole. When optimizing, on the other hand, if I play well then I can exceed expectations very, very well and use the low risk to still use my chances and achieve a lot more, which is why I actually do not see why one really has to relaunch so often.
In addition, there is so much and it usually takes a very, very long, very long time until I see results my resources are tied up and so on and the optimization is just continuous I keep getting successes again and again my convergent increases, my shopping cart value increases, mine increases Customer satisfaction I can deal with current problems and so on so that simply optimizing has a great many advantages. That means if I'm not rooting and then I really shouldn't relaunch because this risk should not be underestimated even if the chances are great and yes, the expectations are usually very high but you really have to dampen this expectation because the risk. As I said, very high even if the chances are very high.
And if I have to relaunch now, then I should try to ask the right questions. Because the wrong questions are asked quite often; what do we have to do differently? or - how do we want to show ourselves in the future? What is our future strategy? How would that work in the future? Which innovations do we want to use in our new Gere-Launchtem shop. Which new image do we want to use? or the worst question from the shop software corner. What can the new shop software do? The already very jittery oh so many new functions really really great.
We have to implement it somehow now Ah great, you can do something, then says Marketing. And then they really think about what to do with all the things that are there. But the real right question is completely forgotten because the really important question is what has worked well so far. Because what has worked well so far, we absolutely have to keep it because that is the reason why our customers are there, why they come back, why we have regular customers, why we are successful and we are not just relaunching a shop because nothing works at all.
Then I would also optimize to find out why nothing works, but we optimize, yes we are relaunching because we are in a good position, because we want to continue to look good and very often the child with the beard is really traditionally poured out by simply pouring everything out remodels and leaves out what has worked well so far, because it is considered ugly, because you think we have been in the shop for so long. It has to be new and what do I know. But these are very often the elements that simply drove the conversion in the past, where the customers found themselves, where why the customers made a purchase decision.
Some time ago I received an inquiry from a shop that said: "Oh, we have tapped into the new Shopware version and since then we have seen the business collapse by 50 percent."
How can that be? The shop was out of date beforehand, it wasn't responsive, it was just bad and no longer looked good. And now we have a brand new shop. But we don't sell anymore. Why is that? I thought about it for a moment: Where can I see how the shop used to look? I went to Akajew.org because I looked at the old shop design, it was archived so well at Agricultural Research and I noticed, yes, the shop was really out of date and difficult to use, everything a bit small, not responsive at all and such. But there were so many individual arguments, so many individual statements. The shop really had a face of its own. It really was a really individual shop. You immediately felt comfortable, I mean a connection with it. There were also so many USP's so it's kind of a unique selling proposition. And over time we had optimized this old shop so well that the right things were also up there, they had great filters just right and it was all such a cup.
I noticed that it is old and it is simply no longer state of the art - far from it, but it was really thought through! It was properly geared towards the user and had matured properly and sold well. And then you wanted to be up-to-date with all of this maturation. All this thought-out thing was thrown away because you said, you take a template Shopware wonderful and you use the options of the template and in the end it just looked like a Shopware shop like the run-of-the-mill Shopware Shop. And all this maturation was gone and accordingly the customers ran away because they said: “Yes, that's kind of - I don't even remember. This is something completely different here now. This is no longer the shop I fell in love with, where I thought people were here because I really got caught. " One had become interchangeable. You were technically great, but the rest was just awesome. and now you had to optimize back, so to speak.
All these things that had been built out in the re-launch had to be laboriously put back in if you asked this question beforehand; what has worked well so far and what we do not have to maintain. So how do we go about relaunching? We ask ourselves what has worked well so far. We change as little as possible. We make a consistent concept from the start so that the new shop is just as well thought out and mature as the shop we have up to now and we look at the concept from the old shop and then transfer it to the re-launch so that it can be used If possible, no one gets lost and everyone says: “Yes, it looks different and is more chic and modern, but I still feel right. I still feel good. I can still find my way. Because it's kind of like the old shop. But better." And we have to achieve that. The best way to do this is to use wireframe. I love wireframe for planning a Veda and the Royer Performing really really great and function follows form. So first think about how this stuff should work. And then we think about what it should look like. And there are no ready-made icons here, there is something ready-made here, we are using that now. Or we paint what you find beautiful and then somehow baumall purify the function: No, we first think about how it should work. And then we think about how we do it and how it should work.
Means, for example, that the filters are high up, the right filters are there for my products, that I can properly penetrate the product range and so on and fan zone function Function is important. Form is then really part 2 everyone buy at Aldi although it looks ugly but the function is there. So plan only then and do not put the technology in the foreground. A relaunch that only takes place for technical reasons and where in the end the design of the shop depends on the technology that is crap. Correspondingly: no, we really have to plan and develop from a user perspective.
And please don't fall into a relanuch rigidity six months in advance where everyone says: No, we can't change anything, we are planning a relaunch. Then you optimize yourself dead in two directions. You no longer update the shop, you no longer learn, you are no longer state of the art in terms of customer needs and then at some point the relaunch comes and it is based on old knowledge and then somehow it all bursts so a relaunch has to be integrated smoothly, organically into the entire Schopp marketing strategy and must not be such an eternal project where everything else is postponed for six months until finally the vina and ribbon is because that would also be one of the quasi negative secret recipes for how to look worse after a relaunch. And you mustn't invest so much work on Nylons project that the thought arises so now we're done. Because such a relaunch has to be the start of permanent optimization.
You don't have to start with a thousand finished items, you have to start a relaunch. It just has to fit exactly into this organic one, which I also develop with a few bigger changes but then immediately have a plan to optimize further so as not to stand and say, so that the relaunch we try out now to then start right away with okay. We immediately have 20 ideas that we can further optimize. Here the relaunch will be further developed so that it really becomes an overall concept and it is best to never launch again afterwards but to develop step by step. We can think about when elections are the last relaunch of Amazon.
Tip There was never a why you wanted to do one. But then you noticed that it doesn't work at all, you have to develop step by step. Amazon has changed extremely in the long time that there is now 20 years 15 years no idea in which Amazon has changed extremely From bookstores to all providers with a marketplace and so on but never really Guillaumes but always changing bit by bit. Tested a lot and so on and that is ultimately also a secret from Amazon but actually a secret for every shop. The fact that you somehow connect that with each other, of course, there were sometimes major changes at Amazon that were almost like a relaunch but were always covered in the overall strategy and always learning with it and not easy. We want to look different but always connected with a clear goal and then Tia generates more convergence because the goal must be to generate more convergence from the relaunch.