Leveraging Technology and Colgate-Palmolive’s Provision of ......Colgate toothpaste is the number...

RUNNING HEAD: LEVERAGING TECHNOLOGY & COLGATE’S PROVISION OF CARE

Leveraging Technology and Colgate-Palmolive’s Provision of Care: Establishing Presence

Within the Ecommerce Landscape

Dok Chon, Hyunjung Kim, Jahnvi Manek, Juan Camilo Sanchez, Rasha Shihabi, Rebecca Paul

Pratt Institute, February 2013

LEVERAGING TECHNOLOGY & COLGATE’S PROVISION OF CARE

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Abstract

This analysis examined the growth of the Ecommerce landscape, mobile technology, and how

the convergence of these two sectors has changed consumer behavior. Within that scope, key

trends have been identified and applied to the development of a viable Ecommerce strategy for

Colgate-Palmolive. These trends include: increased consumer spending online facilitated by

mobile devices, and an increase in use of mobile technology as a tool for consumers to obtain

information about products and personal care. This strategy is focused on Colgate-Palmolive’s

Oral Care division, and the target demographic is Young Professionals living in the United States.

The components for this strategy include: amplifying Colgate-Palmolive’s value of care;

establishing a strategic partnership with an existing retailer; and the development of a mobile

application that connects consumers’ activity online and offline. Ultimately this strategy allows

Colgate Palmolive to move forward within the Ecommerce space without exhausting their

financial or human resources.

Keywords: Colgate-Palmolive Ecommerce strategy, consumer trends and personal care products,

app and mortar business strategy, QR Codes and consumer goods marketing


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Introduction

The digital and technological revolution present in today’s society has transformed how people

engage with commerce. From purchasing cosmetics and ordering groceries, to reading books and

planning vacations, the use of technology has been ingrained into almost all facets of people’s

daily life. With this understanding it is imperative for businesses, regardless of type, to

understand how this will affect their organization. Colgate-Palmolive is currently number one

within the global oral hygiene market, and their sales account for 25.8 percent of the market’s

value ("Oral hygiene: Global industry guide," 2012).

In order for them to stay viable and maintain this position they need to infuse new

business strategies within their existing networks. As a starting point, Colgate-Palmolive is

looking to strategically enter into the Ecommerce ecosystem, and to set the foundation for them

to adapt and grow with this rapidly changing landscape.

As a team of strategic Design Managers we have years of experience in the tech start-up

and Ecommerce industries. We are in-tune with the latest trends in Ecommerce technology and

have the foresight to decipher, which trends are obsolete, and which ones will be successful. We

have combined this experience with our traditional business training to develop a viable

Ecommerce strategy for Colgate-Palmolive’s Oral Care products that can be implemented within

the United States immediately. Looking into the future this strategy has the potential to expand to

other demographics in Europe and Asia.

I. Landscape Analysis

For the first phase of our strategy development we conducted extensive research

surrounding the digital revolution. Based on this broad level research we have isolated several


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key trends as potential opportunities for Colgate-Palmolive to make a strategic and sustainable

entry into the Ecommerce ecosystem.

Ecommerce and the Digital Revolution

Digital technology and its surrounding framework are rapidly growing, and with that

growth comes evolution in both form and significance. Commerce has evolved into Ecommerce,

and cell phones have been replaced with smartphones and tablets. These changes in behavior

have also changed the way that people consume and interact with brands and products.

Understanding growth within the Ecommerce landscape. In 2012 Comscore showed

record numbers in web traffic on E-commerce websites, as well as a 15 percent increase in

Ecommerce retail sales, with consumer spending reaching 186.2 billion dollars. Q4 of 2012 was

the first quarter to report online sales of over 50 billion dollars (Protalinski, 2013). The

Ecommerce retail industry accounts for 10 percent of the market with the exclusion of food, gas

and automobiles, and there is a consistent 14 percent annual increase in Ecommerce spending in

the United States (Protalinski, 2013).

Use of mobile devices. In the United States 123.3 million people own a smartphone

making up 53 percent of the mobile phone market. 54.2 percent of mobile subscribers used

applications downloaded to their devices (Flosi, 2013). In response to this increase, many

businesses have introduced downloadable applications that allow consumers to purchase their

products through mobile technology. The term “app and mortar” is now being used to describe

Ecommerce revenue that is generated over smartphones and tablets. In a report from the digital

marketing research company, eMarketer, the sales from mCommerce are expected to reach

roughly 40 billion dollars in 2013 ("More shoppers reach for mobile to browse, buy -

eMarketer", 2013)


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Within this sector, the largest increase of use was seen on applications associated with

large retailers like Wal-Mart, the Gap and Macys. From 2011 to 2012 these mobile retail

applications saw a 525 percent increase in use, as opposed to already existing online

marketplaces like eBay and Amazon who only saw 178 percent increase. Even still, eBay’s

mobile revenue was 13 billion dollars in 2012, while Amazon’s sales from mobile is estimated to

be between 3 billion to 5 billion dollars (Duryee, 2013).

Trends in consumer behavior. The combination of these two factors, Ecommerce and

Mobile technology, has caused several shifts in consumer behavior. If leveraged correctly, these

shifts could be potential opportunities for Colgate-Palmolive to engage and communicate with

their consumers to support the sales of Colgate’s Oral Care products. The following statistics

reveal key insights into these new behaviors and support several components of the strategy that

we have developed.

Using mobile devices at home.

● 93 percent of smartphone users use their devices at home.

● 72 percent of users engage with their smartphone while consuming other media.

● 39 percent of users engage with their smartphone in the bathroom.

Using mobile devices in-store.

● In store shoppers find their smartphones to be an important tool for decision making

and purchasing.

● 70 percent of consumers utilize their mobile phones to download coupons, look up

specific product reviews or ratings, compare prices and search for in store inventory.

Use of mobile devices to purchase goods.


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● 79 percent of smartphone users whom are purchase driven shoppers use their

smartphones to facilitate transactions (benchmarking prices, locating merchandise, etc.).

● When tracking a purchase path from within a store, 70 percent of users started online or

on their phone (Pham, 2011).

● Nine out of ten smartphone searches usually end in action.

The use of tools such as social media, QR and bar code scanners for mobile ads and

coupons, have a potential to open new channels of communication between Colgate-Palmolive

and consumer. Additionally, if Colgate-Palmolive moves forward with the proposed strategy the

company would also have the potential to collect data and insights about their consumers’ habits

in real-time outside of the traditional purchasing scenario.

Colgate’s Strengths and Weaknesses

Colgate-Palmolive has a strong financial standing, great brand loyalty among consumers,

and a strong relationships with their customers (vendors). Colgate-Palmolive’s Oral Care

division is ranked number one globally. Consumers associate Colgate brand with “Oral Care

specialist.” Colgate toothpaste is the number one toothpaste recommended by hygienists and

dentists and the brands specialist line of products are exclusively sold through dental

professionals ("Colgate Total® Toothpaste - clean teeth, mouth - tooth protection from plaque,

Gingivitis and cavities"). Colgate-Palmolive’s long-standing dominance within this category is

undeniable. However, with the adoption of the Internet, the company’s traditional business

model could prove to be a potential weakness. Colgate-Palmolive is late to enter into the

Ecommerce landscape, especially in comparison to their competitors, P&G being the most

significant ("Colgate Product Locator", n.d.).


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To understand potential obstacles that Colgate-Palmolive might face we conducted

several SWOT analyses focused on Colgate-Palmolive, their competitors and the digital

landscape. Based on this research we have identified potential problems Colgate Palmolive

could face when entering the world of Ecommerce.

Colgate’s existing resources. Colgate-Palmolive’s Oral Care division has a significant

amount of unique online content (Colgate-Palmolive has an extensive online oral and dental care

resource center). Presently, this information is difficult to locate and navigate. One of the

strategy’s goals is to enable Colgate-Palmolive to organize this content in a manner that is

consistent with their existing offline presence. This user-centric platform would smooth the in-

store, online and mobile user experience. The strategy will also help Colgate-Palmolive, based

on the brand’s relationships with Oral Care specialists and its positioning as Oral Care experts, to

build on the existing relationship they have with their consumers and amplify their message of

trust, care and confidence (See Appendix A).

Internal weaknesses. Colgate-Palmolive’s existing resources for processing and

distribution were constructed to supply products in bulk to retailers and not for individual sale—

while many online retailers are set-up to ship products directly to consumers. Unfortunately,

building the internal systems needed to support individual transactions is extremely costly, and

would be taxing on Colgate-Palmolive’s financial and human resources. Therefore we have

incorporated into this strategy a strategic partnership that would allow for Colgate-Palmolive to

sell their products online without making changes to their existing distribution system.

Competitive Landscape

One of the outstanding threats for Colgate-Palmolive is ever increasing competition

among rivals. These rivals such as Proctor & Gamble, Unilever and Johnson & Johnson also


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have strong financial resources as well as positive brand reputations. However unlike Colgate-

Palmolive, many of their competitors have already established themselves within the

digital/Ecommerce community.

In 2010 Procter & Gamble entered into the Ecommerce game when they introduced the

pgestore.com. This online portal was part Procter & Gamble’s “Living Learning Lab” an

initiative they put in place to gain additional insights about online shopping behaviors. Their

main goal as a company is to optimize sales through their customers, but Procter & Gamble is

also interested in establishing a presence where consumers are shopping. (Birchall, 2010).

Procter & Gamble’s Oral Care division presents a wide range of products including: Oral

B, Scope and Crest. Crest currently represent the largest share of the toothpaste market the

United States (“Crest/Colgate brand profiles”, 2013). Procter & Gamble has also focused

resources towards social media marketing, and has successfully created an innovative spirit that

has increased online sales both for Procter & Gamble and its Ecommerce partners (customers).

Procter & Gamble’s has already established Ecommerce partnerships with Wal-Mart and

Amazon, and is working to leverage mobile marketing to their advantage within the Oral Care

division (See Appendix B).

Identifying Opportunities from Landscape Analysis

Based on the information presented above, we have identified the following trends as

potential areas of opportunity for Colgate-Palmolive:

● The Ecommerce landscape is rapidly evolving, and the amount of money being spent by

consumers through this platform is increasing in size exponentially.

● Within the digital landscape consumers use their mobile device as a tool, to help them

organize their daily routines.


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● Colgate-Palmolive’s association with “Oral Care experts,” has resulted in an extensive

amount of valuable content. This content could be leveraged to provide Colgate-

Palmolive with additional value if made easily accessible to their consumers.

● Within the oral care industry, Colgate-Palmolive’s direct competitors have already

established a presence within both the Ecommerce and digital/mobile eco-system, and

they need to get involved in order to stay current.

II. Strategy Development: Leveraging Opportunities

This strategy was developed around the relationship that Colgate-Palmolive has with

their customers (retailers). Colgate-Palmolive generates revenue from a B2B exchange between

themselves as a supplier of goods, and their customers— the retail locations that sell Colgate

products directly to the consumer. The success of this relationship is directly dependent on the

financial stability of Colgate-Palmolive’s customers, which is driven by the consumers’ ability

and desire to purchase goods. Colgate-Palmolive can help to support this stability by

strengthening their relationship with consumers. This approach is strategic because it ultimately

creates value for all stakeholders (See Appendix E).

Below, we have broken down this strategy into several different components. We start by

identifying the strategy’s target demographic and message. We then describe the need for

Colgate-Palmolive to establish a strategic partnership with an existing customer, what this

customer will looks like, and how this strategy and partnership will be mutually beneficial for

both parties. We also outline the mobile application that will be developed as part of this plan;

how it will leverage Colgate’s existing content and expertise, and how it will align Colgate

products and supporting materials to trends in Ecommerce, mobile technology and consumer

behavior.


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Target Demographic

While crafting this strategy it was important for us to define a target demographic that

would be the most receptive to the strategy and its technological elements. Elizabeth Wilson at

Enterpreneur.com wrote, “Understanding your target customers' demographics helps you

determine exactly what your products or services will be, and what kind of customer service

tactics work best” (Wilson, 2009).

For this strategy, we have identified Young Professionals living in the United States as

the ideal demographic. Young Professionals are described as— an ambitious group that

embodies the work hard, play hard mentality (Morrill and Reitsma, 2012). The daily record

identifies Young Professionals as college educated adults between the ages of 24-39, heavy

consumers of news and information ("The Daily Record: Target Audience: Young Professionals",

2010, n.d.).

Research and trends show that this category will continue to increase their income in the

next 20 to 30 years, and it is important for brands to capture their interest early on and to

continually track this relationship into the future. Young Professionals are considered to be early

adopters of trends and technology, they are very competitive when it comes to their career, they

have a high average household income, and only one quarter of them have children to look after.

This gives the giving them a significant spending power (Reitsma & Morrill, 2012).

Key insights about Young professionals spending habits:

● 95 percent of Young Professionals use coupons.

● 96 percent of Young Professionals dined out in the past 30 days.

● 84 percent of Young Professionals shopped at a department store in the past 3 months

("The Daily Record: Target Audience: Young Professionals", 2010, n.d.).


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● Young Professionals account for several segments of the populations considered to be

early adaptors (Fetterman & Hansen, 2005).

Whether they are shopping in-store or purchasing goods online this demographic values

information. They use their mobile devices to access information as quickly as possible to help

them make informed purchasing decision. They also enjoy engaging in new retail services like

web pick-up, a service that allows consumers to shop from home and then pick up their orders at

the nearest retail location. This service allows them to enjoy the convenience of shopping at

home or at the office without having to wait or use excess shipping materials.

Communication Strategy

To influence the relationship that Colgate-Palmolive has with Young Professionals the

marketing components developed for this strategy have been guided by the following questions:

● What does Colgate-Palmolive’s Oral care stand for?

● How can Colgate-Palmolive connect with their target demographic (Young

Professionals)?

● How can Colgate-Palmolive utilize new technologies to better service these needs?

What does “care” stand for? One of Colgate-Palmolive’s core values is to provide care

(Colgate's Core Values - Caring, Global Teamwork and Continuous Improvement, n.d.). This is

quite visible through the naming of their product divisions: Oral “Care”, Home “Care” and

personal “Care.” Colgate-Palmolive is about communicating the provision of care, and this idea

can be represented by one simple message, a “Bright Smile.” How does a “Bright Smile”

connect with the provision of care? “Bright Smiles” are a result of Care:

● “Care” by providing product recommendations from specialists that reflects confidence

in the quality of the brand and product to make consumers happy.


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● “Care” by educating consumers and providing them with access to specialist advice,

giving them confidence about their oral hygiene choices.

● “Care” by caring for others and giving back to others through community programs

(“Colgate-Palmolive Bright Smiles, Bright Futures Program”, n.d.).

The mobile application that will be developed as part of this strategy further

communicates Colgate-Palmolive’s message of care, and is appropriately named the “Bright”

app. This message will be emphasized in the following ways:

• “Bright” because the app’s features help consumers maintain a brighter, whiter, healthier

smile.

• “Bright” because Young Professionals want to work hard, and play hard, and are looking

for smarter faster solutions.

• “Bright” because this app provides convenient solutions catered around consumers’ needs

and preferences giving them access to a brighter smile and brighter future right at their

fingertips.

Establishing a Strategic Partnership

Establishing a partnership with one of Colgate-Palmolive’s existing customers is integral

to this strategy for two reasons. First, Colgate-Palmolive needs to gain access to existing

resources that can support the distribution required to sell products online; second, because it is

beneficial for Colgate-Palmolive to gain access to an established user base.

The Colgate’s Bright app will be available for consumers to download independently.

However, it will also be included within their partners (customer’s) existing online and mobile

presence. The specialized content provided by Colgate will allow their partner to add to the

existing services they currently provide to their customers. In summary the “Bright app” will be


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a seamless hybrid of engaging oral care information combined with a sound and smart buying

experience, both online and in-store. Colgate’s knowledge of oral care and loyal consumer base

will be leveraged to encourage consumers to complete their purchases through their partner.

Key to the success of this multi-channel “app and mortar” strategy is for Colgate to

establish a partnership with a customer that has the following attributes:

● an existing network of brick and mortar locations,

● an established Ecommerce platform with excellent distribution capabilities,

● and the capacity to combine the customer’s experience both online and offline with new

technologies.

Walgreens as a strategic partner. Walgreens’ large chain stores, established

Ecommerce presence, and user-friendly online/mobile products make them an ideal candidate to

help Colgate-Palmolive to move forward in the digital space. They have enhanced their

relationship with their customers through the features they offer to them via their mobile app.

The Walgreens mobile app allows consumers to scan product barcodes and locate the specific

isle within Walgreens stores where they can find the products they are looking for. The

Walgreens mobile app also gives consumers the option of buying products online for delivery or

in-store pick-up. Additionally, Walgreens has already positioned its mobile applications to

public/third party developers as an open source API. Walgreens would make a good Ecommerce

partner for Colgate-Palmolive because:

● Walgreens is the nation’s largest drugstore chain, operating 7,700 stores in all 50 states.

● Nearly 75 percent of Americans live within five miles of a Walgreens store.

● Walgreen’s has developed an award winning app that has already been rated five-stars

from 3,330 users (total ratings 4,382).


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● Walgreens acquired Drugstore.com in 2011 giving them access to over 3 million online

customers and approximately 60,000 online products.

Why is this beneficial for Walgreens or another potential partner? As the leading brand

in Oral Care, Colgate-Palmolive has access to millions of consumers in the United States. If

entering in this partnership, Colgate-Palmolive will direct all purchase inquiries from consumers

through their “Bright app” to either the nearest Walgreens retail stores, or to the Walgreens

online property. Colgate-Palmolive is investing a significant amount of their resources into their

Ecommerce strategies. If Walgreens builds this relationship with Colgate-Palmolive a large

portion of these efforts will be co-branded. This co-branded campaign will provide Walgreens

with a massive amount of exposure they would otherwise not have access to (without investing a

portion of their financial resources). The technical details for this structure are outlined within

later sections of this plan.

Colgate’s New Bright Mobile App and Supporting Campaign

The technical functions included within the application’s features allow users to engage

with Colgate-Palmolive through several channels: E-commerce, in-store communications and

social media.

In-store components. The in-store experience for this strategy gives consumers access to

“Bright” information about the best products and procedures for a sound oral health. Consumers

will be encouraged to download the Bright app via their mobile device through in-store

communications (shelf signage advertising) that feature touch-codes or QR codes. Colgate’s

Bright app will then enhance the in-store buying experience in the following ways:

● Recommend Oral Care products based on the consumer’s needs or purchasing history.


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● Provide consumers with coupons and special offers for Colgate-Palmolive Oral Care

products.

● Give consumers the ability to set reminders to buy Colgate oral care products when

added to their shopping list.

● Inform consumers about complementary Colgate products and where they are located.

Mobile components. Consumers that download the app can access a wealth of relevant

specialists information about the best products and procedures for a sound oral health. This

information will be the first offer to attract the target segment to download the application. This

information will be gathered, in the first stage, from what Colgate already has online. The

website and mobile application will be redesigned to be but distributed in a direct and easy-to-

navigate way, and tailored to the “always on-the-go” attitude of Young Professionals. This

advice will be focused on the following categories:

● tooth sensitivity

● maintaining healthy teeth and gums

● advice about oral care for parents and kids

● and tips for and tricks for looking and feeling good

In addition to information about recommended products to suit their needs, the Bright app

will also give consumers the opportunity to buy the products online, or to set reminders to pick-

up what they need the next time they are near a Walgreens location. These experiential features

will include the following:

● Connecting the consumer to customers’ online stores to order Colgate products.

● Providing consumers access to offers in the form sales and coupons.

● Providing consumers access to information about where to buy Colgate products.


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● Allowing consumers to set friendly reminders to buy Colgate products when they pass by

or enters the partner’s (Walgreens) brick and mortar locations.

The app will also feature Geo-location services allowing consumers to easily locate the

closest Walgreens location at any time. These services will provide information about the aisle

and section within the store where Colgate products are stocked. An important component of the

Bright application is the barcode scanner. This barcode scanner will function as an entry point

for consumers to buy Colgate products from home. When a Colgate product is scanned, the user

will be prompted to fulfill the set of actions described above.

Social media components. The main social media component for this strategy is an Oral

Care specialist twitter account where users are encouraged to submit specific inquiries related to

Oral Care and oral care products. This will allow Colgate to communicate with their consumers

in real-time. The interaction will be filtered and categorized into a “specialist feed” that will

enrich the brand experience for consumers both online and offline.

Financial Benefits of Strategy

This strategy is financially beneficial for Colgate-Palmolive for several reasons. The

value provided from, access to new consumer data, increased online exposure and consumer

engagement provide value for several departments within the company including: Marketing,

Advertising and Research and Development. This strategy also allows Colgate-Palmolive access

to the Ecommerce landscape without investing the financial resources needed to set up a

distribution system to support individual B2C purchases.


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Estimated Budget

Cost of Campaign Production and Human Resources (not including app development)

Cost for Ad Agency (either fee based on cost of production

10%-20% of production flat fee, in some cases combination

of both)

$20K

Production of signage to go into 489 locations $4K

Media placement in 489 locations $10K

Social Media Campaign $75K

Costs to Colgate for Human Resource $35K

TOTAL (estimated) $144K

Cost for Application and Web Development

Integration of existing content $20K

Design/Development of new features $20K

Design/Development mobile/Web $40K

Integration with Walgreens app $20K

TOTAL $100K

TOTAL ESTIMATED PRODUCTION BUDGET $244K


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Implementation and Phases

Phase I.

Phase one will be implemented in three parts. Part 1 will lay the ground for Colgate-

Palmolive to establish a partnership with Walgreens; Part 2 is focused on developing and

designing the technical and marketing materials, and Part 3 is when these components will be

presented to the public (See Appendix blah)

Part 1 - 16 Weeks: Establish Strategic Partnership With Walgreens. The first phase

of implementation is for Colgate to establish a partnership with Walgreens. This step is first

because it will determine how the rest of the strategy components are designed.

Part 2a – 16 Weeks (Technology): Design, Develop, and Test. There are two parts to

Part two. The first is designing, developing and testing the technological components for the

website and application.

Part 2b – 16 Weeks (Marketing): Design, Develop, and Produce. The second part of

phase two will include the development, design, production and coordination of the supporting

marketing materials needed for this strategy.

Part 3 – 3 Weeks: Rollout Final Deliverables. The third part of this strategy is the

launch and publicity surrounding the application and the supporting materials. A more detailed

schedule outlining how this will look and how the execution of each component will be

determined at the end of Part 1.


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Phase II.

In Phase II of this strategy Colgate-Palmolive will expanding this offering to other online

and offline retail stores such as Wal-Mart, Target and CVS. At the end of Phase I and II the

success of this program will be evaluated. Based on this evaluation, the application will be

updated to better serve its ecosystem as intended. (See Appendix F)

Phase III.

Once this ecosystem operates well with the retailers in the United States, the next phase

will be focused on expanding to other markets outside the United States. The first testing markets

outside of the United States will be the United Kingdom among the matured markets, and China

among emerging markets.

The fact that the UK “leads the world” in ecommerce makes a good testing ground for the

Colgate application and the report from Internet Retailer Magazine supports this: “Online

shoppers in United Kingdom will spend an average of $3,878 each this year, up from $3,585 per

shopper in 2012, when it took the global lead for highest average e-commerce spending per

shopper” (The Internet Retailer Magazine, 2013). When introducing these services within the

United Kingdom we suggest Colgate-Palmolive partner with Boots, the leading name in health &

beauty in United Kingdom for over 160 years.

China is a promising market for expanding this offering in Asia. According to Financial

Times reports: “China drives most of Asia-Pacific’s e-commerce growth. China’s nearly 220

million online shoppers in 2012—a number expected to double by 2016—is greater than the

number of online shoppers in any other country” (Financial Times, 2012).


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Conclusion

In conclusion there are two main concepts that Colgate-Palmolive should incorporate into

their future strategies. First, Ecommerce has created a new “space” for companies to display,

advertise and sell their products; Colgate-Palmolive needs to understand this transition from the

traditional offline shelf, to the new virtual Ecommerce self, and the interplay between the two.

The second is, consumers are increasingly interested in “self-care,” and they are looking to

utilize technology as a tool to make this as convenient as possible.

This strategy incorporates both concepts seamlessly within each one of its components.

Not only can this strategy be implemented immediately, it also provides Colgate-Palmolive with

the tools they need to understand Ecommerce within the context of their business.


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Appendix A


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Appendix B


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Appendix C


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Appendix D

Appendix E

market share in U.S

digital engagement

Competitive Landscape


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Appendix F

KPI for Strategy/App Evaluation

To measure the loyalty to the brand, we can track

● Number of daily or monthly active users: People who have downloaded the app

● Number of people who open an app a designated number of times: How many visitors

visit the app in how many time in a day and how often people visit the app

● Average time in a section of an app: How long does visitor use the app when they access

it and the average time in a section of the app.

And also customer's usage of application can be measured by tracking

● Number of items users engaged with: number of products viewed, put in shopping cart

and purchased

● Transactions per time on app: Number of transactions during a specific time period

● Task Completion Rate: Which section of the app is open for visitors’ intended purposes


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