To clarify what I think @mag_sobieszuk is asking:
When you work at a company that provides software or services that other companies use, a lot of the traditional measures of UX success go out the window.
Take for example the product I currently work on. I’m a designer for a site that works as a stock trading and client management platform for registered financial advisors. We also serve as a custodian, meaning we hold onto our clients’ money for them.
The way we gain users is by signing up advisory firms to use our service. This is done entirely through our sales team, and while great UX design certainly helps, there’s no organic way that we attract new business. Someone can’t come to my site and just sign up to use it - you must be part of a firm that has agreed to buy and use our services.
The upshot of this is that you have a captive userbase that’s forced to use your product.
This means that many of the usual metrics you’d use to measure UX success - particularly in e-commerce situations - go entirely out the window. Some examples of common UX metrics we don’t track include:
Bounce rate is always stupidly low for us. People sign into our site and spend most of their working day using it. It’s not an important metric to track or understand, as it has no indication whatsoever on the effectiveness of our product.
- We can’t measure conversions as we don’t sell anything on the site.
Time on page also isn’t usually indicative of anything for most of our flows. Many of our pages are informational, and depending on the task a user may drop by for a second or spend hours looking at data flowing through.
Retention means nothing. Retaining customers more often has to do with the fact that once you’ve chosen a platform and moved your accounts, it is often extremely painful and costly to move to a new platform. Moving from one to another has much more to do with the overall value proposition.
Return visits are the rule, and first-time visits are the exception.
New account creation is a function of our sales team bringing on new clients, and not a successful flow or ease-of-use consideration. If the firm you work for signs up with us, you will open an account, usability be damned.
So now, hopefully, you can begin to see a bit of the problem from a UX metrics perspective. Most of the metrics you might track have more to do with your sales team getting out there and landing key accounts than your skill as a UXer.
On the other hand, a well-designed product makes the sales team’s job way easier.
My advice: ditch the metrics analysis and spend your time doing as much testing as you possibly can. . It’s generally a much better way of spending your research time.
Personally, instead of focusing on metrics analytics, I spend most of my research time doing moderated and unmoderated testing. It’s much more useful for me to focus on whether or not a new or potential feature is easy to use and provides the required value to the user.
When I do analytic evaluations, they more focus on the task success rate for new features. The how-to behind that is much more in-depth than there’s scope for in this post, but suffice it to say that some of these metrics come back into focus on a micro-level when pertaining only to one page or a single flow.