provides the key color slides for each chapter in the book, helping with course preparation from text book

1. It’s Not the Size of the Data
– It’s How You Use It:
Smarter Marketing with
Analytics and Dashboards
© Koen Pauwels, 2017

2. “The manager with reams of computer output is
hopelessly uninformed. That’s why it’s so important
to exploit the computer’s ability to give us only the
information we want—nothing else. The question we
must ask is not, “How many figures can I get?” but
“What figures do I need? In what form? When and
how?” We must refuse to look at anything else. We
no longer have to take figures that mean nothing to
us and read them like a gypsy reads tea leaves.”
Guess the quote

3. “The manager should use the computer to control
the routines of business, so that he himself can
spend ten minutes a day controlling instead of five
hours. Then he can use the rest of his time to think
about the important things he cannot really know—
people and environment. These are things he cannot
define; he has to take the time to go and look. The
failure to go out and look is what accounts for most
of our managerial mistakes today”
Peter Drucker, Manager & Moron (1967)

4. Case studies on brand tracking, data management, offline +
online marketing communication, direct mail, social media,
search, promotions, pricing, product age, retargeting,…
Large and small companies, B2C and B2B across 3 continents
Even a small improvement in using marketing analytic
dashboards brings companies on average 8 % higher Return on
Assets compared to their peers (Germann et al., IJRM, 2012)
Decisions that data + analytics can inform

5. ACROSS INDUSTRIES IN CASE STUDIES
Fast moving consumer goods: P&G, Unilever, snacks, delicacies
Financial services: Discover, Vanguard, First Tennessee Bank
Consumer durables: cars, furniture, male shaving
Entertainment: EB Games, Harrah’s
Services: online retail, fashion retail, online travel, insurance
Business-to-business: Avaya, Unisys, global packaging
Not-for-profit: Atlanta city dashboard

6. Analytic Dashboard: a concise set of interconnected performance
drivers to be viewed in common throughout the organization
It helps you deal with:
1. poor organization of data,
2. managerial biases in information processing and decision-
making,
3. the increasing demands for marketing accountability, and
4. the need for cross-departmental integration when needed
Chapter 1: What Marketing Analytics
Dashboards Can Do for You

7. VIEW PERFORMANCE DRIVERS: EXAMPLES
EUROPEAN SME US-BASED LARGE FIRM
SOURCE: HTTP://WWW.MARKETDASHBOARDS.COM HTTP://WWW.DUNDAS.COM/

8. CONNECT YOUR ACTIONS WITH RESULTS

9. Chapter 2: Dashboard vs. Scorecard
How do we look to
shareholders?
What must we
excel at?
How do customers
see us?
Can we continue
to improve and
create value?

10. From reporting to insightful analysis
A common pitfall in the data-driven journey is the
emphasis on reporting than deep-dive analysis.
The analytics team’s time is primarily spent on
maintaining the existing reports and responding
to ad-hoc reporting requests. Almost no emphasis
is placed on advanced analysis, which can provide
significantly more value to the business
Brent Dykes, Evangelist for Customer Analytics,
Adobe

11. Commonalities Differences
Provide a snapshot of a firm’s
performance
Dashboard metrics proven to lead
performance by data analytics
Dashboard integrates short- and
long-term objectives of a firm,
scorecard is rather focused on
long-term deliverables
Align marketing (other functional
unit) objectives with a firm’s
strategy
Scorecard lacks flexibility,
dashboard is highly customizable
Dashboard focuses on a firm’s
context, scorecard is rather weak
on competition
perspective/analysis
Link inputs with outputs Scorecards’ users are
predominantly top managers,
dashboards can be used at any level
of organizational hierarchy
Chapter 2: Dashboard vs. Scorecard

12. A. Is it CONCISE?
1.Doesit giveyourbossorCEOanat-a-glance overview ofkeybusiness drivers?
2.Doesit focusonakeyfewoutputmetrics ateachlevel ofdecision making?
3.Doesit focusonafewinputs thedecision maker caninfluence ateach level?
B. Is it INTERCONNECTED?
1.Doesit connectkeyperformance indicators toeach other?
2.Doesit connectmarketing inputs torelevant outputsfordecision makers?
3.Doesit allow users tochangetheinputandobserve howoutputschange?
C. Is it used ORGANIZATION-WIDE?
1. Doesithave short-term +long-term metrics fortactical +strategic decisions?
2. Doesithelpmanage, notjustmeasure performance ateachdecision level?
3.Isit used inmeetings andperformance reviews?
IS YOUR REPORTING SYSTEM AN ANALYTIC DASHBOARD?

13. “It is possibly the single most important opportunity, in a
decade, for your management to reinvent.
But to do so you need to have good metrics, measurements you
can trust and from which you can make sound decisions that
advance your company's business plan.
You need to measure what really counts. Once identified, these
metrics should then be placed in your Dashboard.”
Borenstein, 2009
Chapter 3: Start With the Vision

14. Better performance by analytic dashboards =
Goal alignment with company’s vision
*
Top management support
*
Employee engagement
Chapter 3: Start With the Vision

15. CONNECT OFFLINE WITH ONLINE MARKETING
DOES YOUR GUY SMELL LIKE OLD SPICE GUY ?
Funny, creative, consistent:
1) TV ad with Isaiah Mustafa
around Superbowl
2) You Tube and fan response
3) Isaiah answers on YouTube
> 100 M views, > 30 K twitter
 Old Spice sales double in 1 y

17. COMBINE FAST ONLINE ACTION (AUTOBAHN)
WITH SLOW MOVING ATTITUDE (BOULEVARD)
Web visits
KNOW
COGNITION
Aware
Consider
Buy
LIKE
Click
Visit
AFFECT
Prefer
Loyalty
Experience
& Express
DO
Search

18. How goal alignment and metrics consensus get results
Ability to
measure brand
equity
Goal alignment
Ability to
measure
financial
returns
Use of a
dashboard
Metrics
consensus
Revenue
improvement
Learning
Measurement
Enablers
Measurement
Abilities
Outcomes
+
-
++
+
++
++
+
+
++

19. Today’s marketers must possess a hybrid of traditional
marketing skills and quantitative skills – mixing both art and
science. But it’s not enough to have both on the team; you
have to some of each in everyone (like having a major and
minor in college). We’ve started living this at SAP. To let the
science influence the art, we gather data and feedback on our
marketing ideas before we make a full commitment
Jonathan Becher, Chief Marketing Officer, SAP
Chapter 4: Assemble Your Team

20. 5 out of 12 steps to build + maintain your project team:
1. Identify the skills needed
2. Find the right mix of personalities
3. Recognize what motivates/demotivates your people
4. Know the stage your team is in
5. Lead, don’t micromanage your team
Chapter 4: Assemble Your Team

21. 5.1 IT is from Jupiter, and Business from Mercury
5.2 How IT and business can grow closer together
5.3 Garner+sustain IT support: what business can do
Chapter 5: Gain IT support on data big & small

22. Chapter 5: Build a Database and
Measurement System
The main goal of a database is to collect, analyze, and distribute
information to the right people at the right time.
5 out of 10 tips on how to manage your database:
1. Make sure your data is accurate and up-to-date
2. Distribute key information to all stakeholders
3. Customize your database
4. Keep it simple and clean
5. Utilize your database at its full capacity

23. Chapter 6: Garner IT Support
7 pilars to bridge IT and business units into cooperation
1. IT understands its role is to support business
2. IT knows strengths and quirks of its customer, i.e. business
3. IT does not get isolated, but integrated into decisions
4. Business sees how its ‘need for speed’ creates IT problems
5. Business develops self-discipline for long-term feasibility
6. Business understands set-up costs and maintenance efforts
7. Standardize IT service, but do leave the room for flexibility

24. Chapter 7: Generate KPIs
Key business
drivers
Aligned with
strategic goals
and objectives
Few in
number
KPIs

25. KPI WHEEL
OF
DISCOVERY
© BRIGHTPOINT
CONSULTING

26. Chapter 8: Select Leading Indicators
That Drive Performance
Direct Methods Indirect Methods
Directly asking the “why” question Brand attribution approach
Employing ratings, rankings
and/or check-offs
Conjoint analysis
From possible KPIs without proven performance impact:
4 quantitative research methods to find out what
(prospective) customers think, feel and do

27. To Leading KPIs that drive performance
Research and Marketing Input
Metric Source
Potential Key Performance
Indicators (KPIs)
Experience
Attitudes, Benefits, Claims
(ABCs)
Insight, qualitative &
quantitative
Leading Performance
Indicators
Lead/Lag
Causality test
Leading Key Vector
Performance Autoregression
Indicators Analysis
Brand
Performance

28. How Your Systems Fit Together to
Identify Leading KPIs
Brand Health
Monitoring
Marketing
Pressure
Marketing Mix
Modeling
Vector Autoregression (VAR)
Consumer
Response
Sales/Share

29. Chapter 9: Include Emerging Channels:
Online and Social Media
3 rules for social media marketing:
1. Begin with setting clear marketing goals and objectives and
then move on to metrics
2. Use both quantitative and qualitative metrics: there is no
“silver” metric
3. Use metrics specific to your company, business and marketing
goals and objectives

30. Consumer-Initiated Contracts
and Metrics
Metrics
Quantity: e.g. Facebook likes and “talked about”, Twitter
followers and retweets
Sentiment: how many of the social media mentions are
positive, negative or neutral?
Dispersion: do most social media mentions share similar
sentiment, or do they differ a lot?
Topic: what exactly are they talking about?
Consumer-Initiated
Contracts
Content separated activities Content integrated activities

31. 31
Positive Negative
54%36%
12%
7%
17%
14%
9%
10%
21%
11%
0%
5%
10%
15%
20%
25%
Excited for
Content & Apps
Netbook/Kindle
Killer
Likes the iPad Wrong
Feature/Size
Combo
Just a Big
iPhone
Data
Plan/Provider
Concerns
Unimpressed Wait & See
11%
Neutral
AT INTRODUCTION, APPLE IPAD TALK TOPICS

32. Chapter 10: Include and Leverage
Learning From Emerging Markets
3 key differences between mature and emerging markets
Mature Markets Emerging Markets
Communication awareness is LESS
responsive to marketing
communication
Communication awareness is
MORE responsive to marketing
communication
The brand attitudes, consideration
and liking are MORE responsive to
marketing communication
The brand attitudes, consideration
and liking are LESS responsive to
marketing communication
Brand liking has a HIGHER sales
conversion
brand liking has a LOWER sales
conversion

33. Conceptual Framework and Findings
for Emerging Markets
Regulative:
Lower Consumer
Protection
Cultural:
Collectivism
Economic:
Lower Income
Communication
Awareness
Brand
Consideration
Brand Liking
Responsiveness
Responsiveness
Sales Conversion
Institutional Context Influences Effectiveness Criteria of Mindset Metrics
[F.1]
[F.2]
[F.3]
(+)
(-)
(-)

34. Advertising has a
harder time to win
consumer minds in
mature markets,
and to win
consumer hearts in
mature markets
(long-term elasticity)
ADVERTISING RESPONSE OF MIND METRICS

35. Awareness drives
sales more in
emerging market,
brand liking drives
sales more in
mature market
(long-term elasticity
of sales to MS metric)
SALES CONVERSION OF MINDSET METRICS

36. Chapter 11: Design Your Dashboard
Dashboard design key attributes:
• Simplicity
• Focus
• Clarity
• Compactness
• Leading to action
• Readability
• Insightfulness
• Flexibility

37. Source: http://www.dashboardinaction.com/, © 2010 Koen Pauwels

38. Chapter 11: Design Your Dashboard
5 out of 10 tips on how to visualize your dashboard:
1. Highlight key metrics that require attention
2. Categorize information with color
3. Present data on dashboards in a consistent way
4. Use meaningful and descriptive titles
5. Avoid cluttering dashboards

39. Source: http://www.dundas.com/

40. Source: http://www.dundas.com/

41. Chapter 12: Launch Your Dashboard
7 things to remember for your dashboard project success:
1. Dashboards should be useful
2. Dashboards should be aligned with strategy
3. Dashboards should contain the right KPIs
4. Dashboards should be clear and easy-to-read
5. Dashboards should be well planned
6. Dashboards require effective execution and committed people
7. Dashboard projects do not finish

42. Chapter 13: Change Your Decision
Making: From Interpretation to Action
Adapt the dashboard output to the needs and
decision making style of the user (heatmap,
slide bar, more tactical planning tools)
Decide on rules for setting marketing budget
and allocation (budget allocation only, budget
size and allocation)
Design a (field) experiment to compare
marketplace results of proposed action vs.
status-quo (optimal budget setting rule)
Address implementation challenges

43. CONSTANT EFFECT VS CONSTANT ELASTICITY
0
2
4
6
8
10
12
1 2 3 4 5 6 7 8 9 10
SalesIncrease
Marketing Spending
Linear Sales (constant effect)
Multiplicative Sales (constant
elasticity)

44. HEATMAPS EXPLORE FEASIBLE PROFIT LIFTS
Heat Map of the Interaction of Two Marketing Variables on Profits
Price in $
#REF!
10 15 20 25 30 35 40 45 50 55 60 65 70 75
TVadvertisinginthousandsof$
0
0.02 1.04 1.92 2.64 3.22 3.65 3.93 4.06 4.04 3.87 3.56 3.09 2.47 1.71
250 0.65 1.68 2.56 3.28 3.86 4.29 4.57 4.70 4.68 4.51 4.19 3.73 3.11 2.35
500 1.25 2.27 3.15 3.87 4.45 4.88 5.16 5.29 5.27 5.10 4.79 4.32 3.70 2.94
750 1.79 2.81 3.69 4.41 4.99 5.42 5.70 5.83 5.81 5.64 5.33 4.86 4.24 3.48
1000 2.28 3.30 4.18 4.91 5.48 5.91 6.19 6.32 6.30 6.13 5.82 5.35 4.73 3.97
1250 2.72 3.74 4.62 5.35 5.92 6.35 6.63 6.76 6.74 6.58 6.26 5.79 5.18 4.41
1500 3.11 4.13 5.01 5.74 6.32 6.74 7.02 7.15 7.13 6.97 6.65 6.18 5.57 4.80
1750 3.45 4.48 5.35 6.08 6.66 7.09 7.37 7.50 7.48 7.31 6.99 6.52 5.91 5.14
2000 3.74 4.77 5.65 6.37 6.95 7.38 7.66 7.79 7.77 7.60 7.28 6.82 6.20 5.44
2250 3.99 5.01 5.89 6.62 7.19 7.62 7.90 8.03 8.01 7.84 7.53 7.06 6.44 5.68
2500 4.18 5.21 6.08 6.81 7.39 7.81 8.09 8.22 8.21 8.04 7.72 7.25 6.64 5.87
2750 4.32 5.35 6.23 6.95 7.53 7.96 8.24 8.37 8.35 8.18 7.86 7.40 6.78 6.02
3000 4.42 5.44 6.32 7.05 7.62 8.05 8.33 8.46 8.44 8.27 7.96 7.49 6.88 6.11
3250 4.46 5.49 6.36 7.09 7.67 8.10 8.38 8.51 8.49 8.32 8.00 7.54 6.92 6.15
3500 4.46 5.48 6.36 7.09 7.66 8.09 8.37 8.50 8.48 8.31 8.00 7.53 6.91 6.15
3750 4.40 5.43 6.30 7.03 7.61 8.04 8.32 8.45 8.43 8.26 7.94 7.48 6.86 6.09
4000 4.30 5.32 6.20 6.93 7.50 7.93 8.21 8.34 8.32 8.15 7.84 7.37 6.75 5.99
4250 4.14 5.17 6.04 6.77 7.35 7.78 8.06 8.19 8.17 8.00 7.68 7.22 6.60 5.84
4500 3.94 4.97 5.84 6.57 7.15 7.57 7.85 7.98 7.97 7.80 7.48 7.01 6.40 5.63
4750 3.69 4.71 5.59 6.32 6.89 7.32 7.60 7.73 7.71 7.54 7.23 6.76 6.14 5.38
5000 3.38 4.41 5.29 6.01 6.59 7.02 7.30 7.43 7.41 7.24 6.92 6.46 5.84 5.08

45. Chapter 14: Nurture Accountability
Culture
Dashboard implementation is an everyday responsibility and
requires a cultural shift towards adoption of measurement practices
3 ways to boost dashboard use as part of accountability culture
1. Make dashboard software a part of user desktops
2. Make dashboard a corporate standard tool to view your
business
3. Tie dashboard system to employees’ incentives and
performance

46. For questions and feedback, please
contact the author!
Distinguished Prof. Koen Pauwels
D’Amore-McKim School of Business
Northeastern University
205E Hayden, 360 Huntington Avenue
Boston, MA 02118
kpauwels@northeastern.edu
@romimarketer
http://notsizedata.com/
analyticdashboards.wordpress.com