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The Softer Skills that analysts need to help Creatives

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Presentation given at Chartered Institute of Marketing (CIM)'s "Marketing Analytics & Creative Conference" in Cardiff.

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The Softer Skills that analysts need to help Creatives

  1. 1. © Laughlin Consultancy Ltd, not to be used without permission. Paul Laughlin, Managing Director, Laughlin Consultancy The Softer Skills your analysts need Why just hiring a Data Scientist isn’t all you need
  2. 2. Background in developing Customer Insight teams and driving value from insights (‘client side’) ❖ Created & lead customer insight teams for all the major insurance brands, products and channels used by Lloyds Banking Group over 13 years ❖ Added over £11m incremental profit annually ❖ Worked with FCA on Behavioural Economics in comms testing ❖ Developed ‘in house’ capability up to a team of 44 ❖ Mentored next generation of leaders ❖ Trains & marks for Institute of Direct & Digital Marketing ❖ Qualified Executive Coach with ILM (Level 7)
  3. 3. Helping insight leaders maximise value “Helping businesses make money from customer insight” Laughlin Consultancy helps companies maximise sustainable value from their customer insight, for example by growing their bottom line, improving customer retention and demonstrating to their regulator that they treat customers fairly.
  4. 4. Laughlin Consultancy clients have benefitted from our training, consultancy & coaching services ❖ Helping our clients maximise the value of their customer insight ❖ Our services are bespoke to clients, but include: ❖ “Health Check” diagnostic of your Customer Insight capability ❖ Customer Insight Strategy development ❖ Conduct Risk & Customer Insight training ❖ Consultancy Skills training for analysts ❖ Career paths for customer insight roles ❖ Leadership coaching
  5. 5. Relevancy trumps Creative: The critical role of Targeting in Marketing Effectiveness slide 6 The New Rules of Engagement (The DMA) www.royalmail.com/corporate/marketing/data-services criti driv and app are rele in ti W sele focu mes Qualityofcontactdata Targetingandanalysis Deliveringcampaign atrighttime Personalisedcontent Creativedesign Fig. 1.5 - Life events and marketing opportunities Provides a reason to engage with the customer 70.3% 32.7% New sales opportunity 49.7% 15.7% Provides an opportunity to update contact data 44.1% 30.1% Increased likelihood that customer might switch 33.1% 11.8% None of these are important 8.3% 9.8% the whi sco resp life maj is p curr to m the upo 1.5 opp The that the to m con opp resp S that life the mo Insightintolife-event purchasingtriggers n 2014 n 2015 W el se m fo pr m co
  6. 6. Customer Insight is a key component for implementing Customer Centricity successfully ❖ In largest study of its kind, “Insights 2020” talked to over 330 leaders & 10,000 practitioners across 60 markets. ❖ Analysed commercial performance & digital behaviour. ❖ Confirmed that Customer Centric companies out-performed others across a range of financial metrics (profit, cross-sell, retention etc). ❖ What distinguished the best performers? 1. Purpose-led, data-driven, consistent customer experiences (across all channels & through whole customer journey) 2. Embedded ‘customer obsession’ in culture (decision making, performance management & embracing experimentation) 3. Customer Insight team is a proactive, equal, business partner slide 7
  7. 7. 9 Step Analysis Model © Laughlin Consultancy Ltd, not to be used without permission.
  8. 8. Breadth not Depth
  9. 9. Getting a better brief Question
  10. 10. The problem with requests
  11. 11. Socratic questioning ❖ Aim is to help client have clarity on need not just what they want: ❖ Concept clarification questions ❖ Probing assumptions ❖ Probing rationale, reasons & evidence ❖ Questioning viewpoints & perspectives ❖ Probe implications & consequences © Laughlin Consultancy Ltd, not to be used without permission.
  12. 12. Failing to Prepare is preparing to Fail 14 Question Planning & Design
  13. 13. Design Map What do we already know? What am I missing? How could I fill this gap? How am I going to communicate findings? What are the Hypotheses? You could start at any point in the cycle but you should look to address all elements in completing your analysis © Laughlin Consultancy Ltd, not to be used without permission.
  14. 14. Who Use / Involvement / Experience Shopping/Buying Engagement / Influences▪What characterises the customer/ segment −demographics −stage of life −attitudes −behaviours −dissatisfactions −routines −etc ▪What are their chief concerns in life (attitudinal data)? ▪What are their key needs and aspirations? ▪What are their circumstances and what is going on in their lives that impacts how they see the category? ▪What motivates them? ▪ What are their preferred channels for researching and purchasing products and how does this compare with other types of products? ▪ How do they make a purchase decision and what factors are important? ▪ What are their attitudes to advice? What prompts/triggers them to seek advice? ▪ How do they perceive your brand vs other brands? (product category and wider) ▪ How do they become aware of the category? ▪ What is there attitude to planning for the future? When do they think ahead, what triggers this? ▪ When do they reconsider their choices? What prompts change? ▪ What and who influences them and their choices? Who do they turn to for guidance/information/ recommendations? ▪ What competitive product holdings do they have and why? ▪ When are they receptive to messages? ▪ What does the segment need and want when buying your products? ▪ What products are they most likely to buy and why? ▪ What is the current customer experience? ▪ What are the key dissatisfactions (irritations, frustrations etc) with the current process? Pricing/Finances ▪ How engaged/informed/involved are they with regard to competitive pricing? ▪ What products do they hold? How does this contrast with other segments? ▪ What triggered their purchase? What stops them buying? ▪ Do they go on to buy something else? (us or competitor) ▪ What are their goals and to what extent do they plan their spend (budgets)? Context questions © Laughlin Consultancy Ltd, not to be used without permission.
  15. 15. Achieving Stakeholder Buy-In 17 Question Planning & Design Buy-in
  16. 16. Stakeholder Mapping
  17. 17. Technical stages (Data & Analytics) Question Data Analysis Insight Planning & Design Buy-in
  18. 18. Generating Customer Insights Question Data Analysis Insight Planning & Design Buy-in © Laughlin Consultancy Ltd, not to be used without permission.
  19. 19. Converging sources of evidence
  20. 20. Agreeing Sign-off and Tactics Question Data Analysis Insight Planning & Design Buy-in Sign-off
  21. 21. Communicating your analysis effectively Question Data Analysis Insight Planning & Design Presentation & Distribution Buy-in Sign-off © Laughlin Consultancy Ltd, not to be used without permission.
  22. 22. Hierarchies of communication ❖ Hierarchies of headlining ❖ Short, eye-catching, wording
  23. 23. Storytelling ❖ People are engaged by stories ❖ Psychological studies show better attention & recall (esp. feelings) ❖ Common templates: ❖ “Just imagine, if…” ❖ “Wow! I’m going to tell… about this” ❖ The Burning Platform
  24. 24. Tufte’s rules for Data Visualisation ❖ Graphical integrity ❖ Data-Ink ❖ Chart Junk ❖ Data Density ❖ Small Multiples
  25. 25. Negative examples of Data Visualisation
  26. 26. Checkout Viz.WTF
  27. 27. Positive example of Data Visualisation
  28. 28. Influencing the Action needed as a result Question Data Analysis Insight Planning & Design Presentation & Distribution Solution Buy-in Sign-off © Laughlin Consultancy Ltd, not to be used without permission.
  29. 29. It’s all about taking Action ❖ Ensuring request is for action ❖ Designing analysis for action ❖ Including recommended actions ❖ Progress updates on action ❖ Measure effect of actions
  30. 30. 9 Step Analysis Model © Laughlin Consultancy Ltd, not to be used without permission.
  31. 31. Action orientated learning One thing I will do differently as a result of this presentation is…
  32. 32. linkedin.com/in/paullaughlin paul@laughlinconsultancy.com +44 (0)7446 958061 How to keep in touch customerinsightleader.com laughlinconsultancy.com @LaughlinPaul

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