Insights Engine: ACA Executive Forum Keynote
•Download as PPTX, PDF•
3 likes•779 views
Building an Insights Engine The document discusses building an insights engine to drive customer-centric growth. It outlines 10 key dimensions for developing an insights engine, including having a forward-looking orientation, synthesizing data, embracing whole-brain thinking, collaborating across functions, and experimenting. It describes building blocks for an insights engine such as engaging partners, developing customer-centric strategies, executing in real-time, accessing diverse data sources, distilling insights, and equipping the organization for excellence. The insights engine approach focuses on the total customer experience, actionability of data, experimentation, and co-creating with customers.
Recommended
Recommended
More Related Content
What's hot
What's hot (20)
Similar to Insights Engine: ACA Executive Forum Keynote
Similar to Insights Engine: ACA Executive Forum Keynote (20)
Recently uploaded
Recently uploaded (9)
Insights Engine: ACA Executive Forum Keynote
- 1. Building an Insights Engine MARIO SIMON October 2016
- 2. 2014 HBR: Marketing2020 Big Insights Purposeful Positioning Total Experience
- 3. The world is growing more connected 212 Billion devices 2008 2015 2020 7 Billion 25 Billion !Connected Society Data People Process Devices
- 4. ... and competitive advantages are deteriorating 1900 - 1960 1960 - 1990 1990 - 2010 2010 - PRESENT Age of Manufacturing Age of Distribution Age of Information Technology Age of the Connected Customer
- 5. 2015: Insights2020 Advisory Board Keith Weed Unilever Sir Martin Sorrell WPP Diego Scotti Verizon Julian Prynn BAT Jerry Wind Wharton Harish Bhat TATA Gayle Fuguitt ARF Rob Norman GroupM Tony Fagan Google Barbara Lamprecht Volkswagen
- 6. The Insights2020 Coalition Founding Partners Publishing Partners
- 7. Largest and most global I&A study 60 Markets 337 Vision Interviews 10,495 Survey Respondents • LinkedIn Behaviorial Analysis • Wharton Crowd Sourcing • 8 Global research teams • Cross-industry, Cross-function
- 8. Customer Centricity and Revenue Growth go hand in hand R² = 0.971 0 1 2 3 4 5 6 7 8 20 30 40 50 60 70 80 90 100 RevenueGrowth Customer Centricity (%)
- 9. Insights2020 Focus HOW to achieve Customer Centricity? WHAT are the drivers of Customer Centricity? HOW is customer centricity linked to business?
- 10. Overarching opportunities Insights into action across all touchpoints ` Behavioral Data Personalization Purposeful Marketing Especially true for overperformers Globalization & ability to influece business
- 11. Common challenges Internal silos & bureaucracy Legacy of structure & functions Infobesity & making sense of data Recruiting wholebrain people Especially true for underperformers Especially true for overperformers Touchpoint consistency & doing more with less
- 13. Revenue growth over-performers excel in 3 dimensions: CUSTOMER CENTRIC GROWTH TOTAL EXPERIENCE CUSTOMER OBSESSION INSIGHTS ENGINE
- 14. 10 Drivers of Customer Centric Growth 8. Leading role of I&A 9. Unlocking the power of data 10. Critical capabilities 4. Embraced by all 5. Leadership priority 6. Collaboration 7. Experimentation 1. Purpose-led 2. Data-driven customization 3. Touch point consistency
- 15. Key Dimensions of Customer Centric Growth CUSTOMER CENTRIC GROWTH TOTAL EXPERIENCE CUSTOMER OBSESSION INSIGHTS ENGINE
- 16. Key Dimensions of Customer Centric Growth 1. Purpose-led 2. Data-driven customization 3. Touch point consistency TOTAL EXPERIENCE CUSTOMER OBSESSION INSIGHTS ENGINE CUSTOMER CENTRIC GROWTH
- 17. Driver 1. Purpose-led Link everything to a clear brand purpose
- 18. Driver 1. Purpose-led 4 3 2 1 North Star for all decisions Integrated in total marketing mix Brand communications Societal movement Uplifting mind and body
- 19. Driver 2. Data-driven customization Creating experiences based on data driven insights
- 20. Driver 2. Data-driven customization 4 3 2 1 Broad value proposition Segmentation Micro-targeting Full 1-to-1
- 21. Key Dimensions of Customer Centric Growth 4. Embraced by all 5. Leadership priority 6. Collaboration 7. ExperimentationTOTAL EXPERIENCE CUSTOMER OBSESSION INSIGHTS ENGINE CUSTOMER CENTRIC GROWTH
- 22. Driver 4. Embraced by All Customer Centricity is fully embraced by all functions
- 23. 4 Infused in all functions processes and decisions Seamlessly aligned with external partners Driver 4. Embraced by All 3 2 1 Owned by I&A function Infused in customer facing functions
- 24. Driver 5. Leadership Priority Customer Centricity is a top priority for leaders Incentives are based on customer related KPIs
- 25. Driver 5. Leadership Priority 3 2 1 Leadership advocates customer centricity Translated into personal measures & incentives CC as key metric / guiding principle
- 26. Driver 7. Experimentation Embracing risk and experimentation
- 27. Driver 7. Experimentation 4 3 2 1 Managing risk Stimulating experimentation Allocating budget for experimentation Full empowerment
- 28. Driver 7. Experimentation 4 3 2 1 Managing risk Stimulating experimentation Allocating budget for experimentation Full empowerment
- 29. Driver 7. Experimentation 4 3 2 1 Managing risk Stimulating experimentation Allocating budget for experimentation Full empowerment
- 30. 2016 HBR: Building an Insights Engine CUSTOMER CENTRIC GROWTH INSIGHTS ENGINE TOTAL EXPERIENCE CUSTOMER OBSESSION
- 31. Building an Insights Engine – Driving Customer-Centric Growth ENGAGE PARTNERS Collaboration Business Marketing/Innovation Customer DEVELOP STRATEGIES Integrate Planning Go To Market Digital/Social/Total Experience In Store EXECUTE IN REAL-TIME Affinity for Action Other Functions Suppliers Consumers/Super Users ACCESS SOURCES Forward looking Internal: Care-Line Traditional: Focus Groups New Data: Wearables .. INTEGRATE DATA Data Synthesis One version of the truth DISTILL INSIGHTS Whole-brain thinking Analytic, Creative & Empathetic EMBRACE DISRUPTION Experimentation Test and scale Incentives EQUIP for EXCELLENCE Independence Structure, Operating Model KM Infrastructure Training, Tools WHO: Insights Leaders Business Acumen Storytelling ©2016 Copyright Kantar Vermeer
- 32. Building an Insights Engine – Driving Customer-Centric Growth ENGAGE PARTNERS Collaboration Business Marketing/Innovation Customer DEVELOP STRATEGIES Integrate Planning Go To Market Digital/Social/Total Experience In Store EXECUTE IN REAL-TIME Affinity for Action Other Functions Suppliers Consumers/Super Users ACCESS SOURCES Forward looking Internal: Care-Line Traditional: Focus Groups New Data: Wearables .. INTEGRATE DATA Data Synthesis One version of the truth DISTILL INSIGHTS Whole-brain thinking Analytic, Creative & Empathetic EMBRACE DISRUPTION Experimentation Test and scale Incentives EQUIP for EXCELLENCE Independence Structure, Operating Model KM Infrastructure Training, Tools WHO: Insights Leaders Business Acumen Storytelling ©2016 Copyright Kantar Vermeer 1. Forward looking orientation 2. Data synthesis 3. Whole brain thinking 4. Integrated planning 5. Collaboration 6. Experimentation 7. Independence 8. Affinity for action 9. Business acumen 10. Storytelling
- 33. 1. Forward Looking Orientation
- 34. 1. Forward Looking Orientation UAE
- 36. 3. Whole-brain thinking 71% 42% Skilled at whole-brain thinking
- 37. 3. Whole-brain thinking Where the “Magic” Happens
- 38. 6. Experimentation 40% 13% Embrace risk & experimentation
- 40. 7. Independence 29% 12% Leaders report directly to C-suite
- 41. 10. Storytelling 61% 37% Convey messages through engaging narratives
- 42. Focus on products and services Focus on Total Experience
- 43. Focus on detail of data Focus on actionability of data
- 45. Deliver to customers Co-create and innovate with customers
- 46. Next Steps 5 4 3 2 Step 2 Step 4 Step 3 1 Step 1 Step 5
- 47. Data collecting Join The Conversation Collaborating Experimenting movement Sharing Publishing Crowd Sourcing Networking
Editor's Notes
- In 2014, The Leading Global Brand Study, Marketing2020 was published in the Harvard Business Review. Thanks to the M2020 study, we have identified key drivers for getting a powerful marketing machine. Marketing effectiveness in M2020 is all about having the right “What” and “How” of marketing in place in order to improve the marketing effectiveness of the organization.
- Welcome to the Connected society By 2020, more than 200 billion connected devices...
- Not only we now CAN truly serve our customers differently, we also MUST...
- In 2015, a new initiative was undertaken. Insights 2020 is being supported by a world-class, cross-industry Advisory Board Keith Weed, Chairman – Global CMO - Unilever Sir Martin Sorell – CEO - WPP Diego Scotti – CMO - Verizon Julian Prynn – Marketing Director Middle East - BAT Jerry Wind – Lauder Professor / Professor of Marketing - Wharton University Harish Bhat – Group Executive Council - Tata Gayle Fuguitt – CEO/President – ARF Rob Norman – Chief Digital Office – GroupM Tony Fagan – VP research – Google Barbara Lamprecht – Director Brand & Marketing Strategy - Volkswagen
- …and a strong and broad coalition of founding partners ESOMAR – the overarching industry association for market research ARF (Advertising Research Foundation) – a large advertising industry association in the US. Korn Ferry - a world-wide executive recruitment, leadership and talent consulting service LinkedIn – the world’s largest professional social network Kantar - home to the world's leading research, data and insight companies Kantar Vermeer – global marketing strategy consultancy firm
- Insights2020 is a combination of qualitative (331 vision interviews) and quantitative surveys. As well as distilling learning from behavioral data, for which we were able to use the LinkedIn database, and crowdsourcing which we did in collaboration with an expert pool from Wharton University. And of course we did quite a lot of desk research to make sure that we are building on all the knowledge and learning that was already available.
- And more specifically, these are the two questions Insights2020 will answer: WHAT are the drivers of Customer Centricity? And HOW to achieve Customer Centricity?
- Throughout our analysis, we looked at what overperforming and what underperforming companies do. We compare the scores of companies that grow faster and outperform their competitors in terms of business growth, to those companies that lag behind in terms of growth; the underperformers
- The I2020 study included 66 variables related to I & A that surfaced from our qualitative interviews...
- We’ve grouped these drivers into 3 different dimensions…
- So lets look at Total Experience first…
- Over-performers link everything they do to a clear brand purpose…
- Looking a little deeper into this driver of CC across brands, we see a journey of living the purpose...
- Over-performers much more often than under-performers create experiences based on data...
- In developing positioning and innovation territories segmentation is very powerful…
- I now turn to the second dimension of CC – customer obsession, the mindset companies have…
- For over-performers, Customer Centricity is embraced by all levels and functions in the organization... In fact, this turns out to be the strongest driver of growth than any other driver we investigated
- I was with Eric Ryan, founder of Method last week... I was impressed by how...
- Over-performers consistenly make CC a priority for leadership, and base their incentives on truly customer centric KPIs much more than under-perfromers do
- The guys at ABInBev truly embody Customer Centricity from a leadership perspective They not only…
- Over-performers systematically embrace risk and experiment Yet even the proportion of over-performers is low This is no surprise, as the very institution of the corporation was designed to...
- When we started I2020 we approached a research executive at LinkedIn to ask about being an official partner on the study...
- Amazon has a culture of experimentation where it’s ok to fail...
- Google is another example of experiemntation mindset Many innovations at Google...
- Case study Unilever All Things Hair Real-time media monitoring resulted in the successfull All Things Hair YouTube channel Allowed to anticipate hairstyle trends and shape demand for related products Using a custom tool to analyze hair-related Google searches (about a billion per month), the program identifies styling trends and rapidly creates how-to videos featuring Unilever products on a Youtube channel Over 125M views since launch in 2013
- Case study LinkedIn – The Economic Graph LinkedIn can look at every LinkedIn member with a specific skill set in each region (for example, computer science – C/C++) and look at the attention they receive from recruiters to map out supply and demand. Our data can show that for example London is a highly competitive market, with lots of supply and lots of demand. Copenhagen is significantly less competitive – what LinkedIn would call a “hidden gem” market. In addition, governments such as the UAE and city councils are leveraging this data to inform and understand how to attract talent to their workforce and economies and to understand potential shifts. Looking at migration trends for every region in the world, for any skills set combined with census and additional sources is one example of the power of data. Again, because of LinkedIn’s ability to store, compute, and transmit this information at increasing speed and accuracy, LinkedIn can quantify previously un-seeable phenomenon like the migration of human capital. In this case, how STEM talent migrated across the globe in 2013. Using the LinkedIn data to keep a close eye on migration trends across the world can be a powerful signal in the creation of economic opportunity. Knowing how careers, companies and countries fit into the ever-shifting global economy can be a source of individual empowerment.
- Case Study SAB Miller – How world’s second largest beer brewer SABMiller truly unlocked the power of data SAB Millers has gone through a 3 year journey in order to unlock the power of data In a very early stage, a data vision statement and data standards was created the task became to link different data sources into 1 system The core of this was Horizontality of data: Google Analytics, FB, Twitter, Advocacy, data all put into the Global Digital Reporting Platform (GDRP). The full integration of data, on- and offline was the next challenge Secret is dont go for perfect All data into one, fully open system; no walled gardens. System is built to insert more future sources. Building a flexible and open system that can host more future (on- and offline) data sources. THE RESULT: Media efficiency in market that have adopted and trained increased up to 50%. Markets that use it are more successful Global tool, local usage. Everything can be rolled up from country to region to global level Won the Data Integration Award. They also received highly commended recognition for the Data Driven Business category.
- Whole-brain thinking - Insights functions are skilled at whole-brain thinking What does this mean: There is a need to develop an insights function that combines creativity with analytical and quantitative depth. The Challenge: Todays insights teams must think holistically, exercising creative “right-brain” skills, as well as traditional “left-brain” analytical orientations. This requires recruiting whole-brain talent and encouraging the mindset across the existing organization. FROM insights function primarily favoring analytical thinking TO insights function seamlessly integrating creative and analytics perspectives
- Case Study Unilever Eliminating unnecessary reporting created space for creative “Magic” skills workshops as well as hands-on customer home visits from Marketers and R&D Staff Upping your Elvis workshops Interactive and energetic trainings Pushes people out of their default thinking styles and tets them to engage in creative problem solving with colleagues they might not normally connect with Recent workshop: brought together people from marketing, R&D, CMI and other areas and asked them to brainstorm ways to boost hair-conditioner sales in Southeast Asia Other CMI workshops: focus is on linking data about markets and brand performance to the actual consumer experience. Marketers, R&D staff, and others in the organization will go to people’s homes to wash clothes or cook a meal, seeing first-hand how users engage with Unilever products In all cases, employees leave workshops with new collaboration tools, and they become role models and evangelists for whole-brain thinking
- Experimentation – Insights teams embrace risk & experimentation What does this mean: It is becoming critical to cultivate a culture of experimentation where employees can freely commit a part of their time, resources or even budget to fuel innovation. The Challenge: The biggest challenge is in shifting the internal mindset, which for years has focused on managing risk by creating systems and process around risk mitigation and management. FROM managing risk TO embracing risk
- Case Study Unilever Unilever has formalized experimentation in a variety of ways – most visibly in its 2014 launch of the Foundry. Originally a marketing-technology start-up incubator, the Foundry has since expanded to include: Hackathons A collaboration platform for addressing sustainability issues Another platform that sources and gives prizes for creative marketing concepts And a mentoring program that connects start-ups with Unilever experts who advise on product and brand development and marketing strategy Foundry investments include: ‘Shark Tank’ initiative - Inviting start-ups to pitch for investment and collaboration Acquisition of Dollar Shave Club - example of experimenting with e-commerce, something not native to UL’s expertise. Percolate - System for building a global consistent brand presence across channels BrandTone - Mobile platform to build brands by using consumer’s mobile data to create custom awards and targeted promotional brand campaigns
- Independence – Insights team leaders report directly to C-suite executives What does this mean: Winning companies recognize that there is a need for their insights team leaders to have a seat at the table, reporting not just into marketing but also to other C-suite executives. The Challenge: In most organizations, insights leaders report into marketing only, making it difficult for them to collaborate fully with other functions and even set the strategic direction of projects. FROM biased insights treams serving marketing only TO independent insights teams with an objective perspective across all business projects
- Storytelling – Insights teams convey messages through engaging narratives What does this mean: Insights teams should communicate data in the form of relatable stories, which are more memorable and persuasive than traditional data heavy analyses. The Challenge: Insights presentations are extremely data-intensive and typically focused on “facts” with an attitude that “more is more.” There is a need to move to a “show, don’t tell” approach in order to better persuade audiences and connect with end-users. FROM fact-filled messaging and communication TO fact-based storytelling
- So what are some learnings you can immediately implement? Beyond focusing on just products and services, start focusing on
- Beyond focusing on the correctness of the data...
- Beyond managing risk… Embrace the paradox
- Beyond delivery to our customers to...
- Each of you will likely be at a different point on the journey... Over the next months...
- We want you to join the conversation True to the nature of the of I2020, the findings presented here are not static... I2020 is not a study It is a movement, that will grow over the years to come Thank you for listening We have time for a few Questions