This document discusses the importance and benefits of master data management (MDM) for consumer packaged goods companies and retailers. It argues that MDM could help trace supply chain issues like the 2007 pet food contamination problem more effectively. MDM provides a single, accurate view of critical data like suppliers, products, customers and transactions. This allows for improved decision making, identification of inefficiencies, and more accurate demand forecasting and pricing strategies. The document advocates that companies develop their "information maturity" by implementing MDM to gain a competitive advantage through better use and management of data.
This document discusses how data-driven marketing is transforming due to the rise of "Big Data" and the ability to access consumer data in real-time. It outlines how the volume of consumer data generated annually has exceeded six exabytes and covers trends like the growth of social media users and smartphone adoption. Additionally, it explores how brands can harness real-time streaming consumer data from these digital channels to develop insights and personalized marketing approaches.
The document is a whitepaper about using data to align sales and marketing. It discusses how technological developments have transformed sales and marketing and increased the importance of interdepartmental alignment. It emphasizes that data is key to realizing the benefits of aligning sales and marketing, as data can provide insights to ensure each department is working towards the same goals. The whitepaper also provides tips on how to use data in specific ways to improve alignment, such as agreeing on common lead definitions, implementing lead scoring, and using marketing automation to better generate and nurture leads.
The document discusses how retailers can create competitive advantage by leveraging big data. It notes that today's shoppers generate vast amounts of data through their online and in-store activities. It then outlines three key reasons why retailers should focus on big data: (1) the amount of data being generated is huge and growing rapidly, (2) big data can significantly increase retailer profits and productivity, and (3) big data analytics has become critical to competition between retailers. The document then introduces McKinsey's Consumer Marketing Analytics Center (CMAC), which helps retailers integrate diverse data sources, generate insights from big data, and embed these insights into decision-making.
- The document discusses a study on how sales organizations use data intelligence and technology. It finds that only about 15% of sales organizations are "best-in-class", integrating these capabilities most effectively.
- Best-in-class organizations outperform competitors in adapting to changing customer behaviors and managing data effectively. They also have stronger financial performance and future opportunities.
- The study identifies four categories of organizations based on their use of data intelligence and technology: best-in-class, steady performers, patchy performers, and laggards. Best-in-class organizations are ahead of competitors in both dimensions.
This document provides an overview and guide to data management for modern marketers. It discusses the importance of data management and outlines strategies for collecting cross-channel customer data, defining target audiences, and activating meaningful marketing across channels. The guide emphasizes centralizing data from various sources, conducting data audits to understand goals and identify gaps, and using unified customer profiles to deliver personalized experiences.
7 COMPONENTS OF AN OUTSTANDING DATA-DRIVEN MARKETING STRATEGY.Infocrest
According to a Insights Report, which surveyed 162 U.S.-based senior executives, a “ 64% of survey respondents ‘strongly agree’ that data-driven marketing is crucial to success in a hyper-competitive global economy.” While both executives and marketers enjoy the benefits of data-driven marketing, there are still a lot of hurdles in this path.
ClickZ has launched an innovative new series of buyers guides, created with the aim of cutting through the complexity of the technology landscape to help our community of readers make better decisions about vendors. The first of this series is dedicated to bid management platforms, which help brands maximize the returns on their PPC, social media, and display advertising budgets.
The role of a bid management platform has changed significantly over the past decade, in line with the increased sophistication of the digital media industry. With over $90 billion spent on paid search in 2017, these software packages play a vital role in deriving maximum value from a brand’s digital media budget.
The core component of the ClickZ bid management vendor guide is our customer survey, which received over 1,600 responses.
This document discusses how data-driven marketing is transforming due to the rise of "Big Data" and the ability to access consumer data in real-time. It outlines how the volume of consumer data generated annually has exceeded six exabytes and covers trends like the growth of social media users and smartphone adoption. Additionally, it explores how brands can harness real-time streaming consumer data from these digital channels to develop insights and personalized marketing approaches.
The document is a whitepaper about using data to align sales and marketing. It discusses how technological developments have transformed sales and marketing and increased the importance of interdepartmental alignment. It emphasizes that data is key to realizing the benefits of aligning sales and marketing, as data can provide insights to ensure each department is working towards the same goals. The whitepaper also provides tips on how to use data in specific ways to improve alignment, such as agreeing on common lead definitions, implementing lead scoring, and using marketing automation to better generate and nurture leads.
The document discusses how retailers can create competitive advantage by leveraging big data. It notes that today's shoppers generate vast amounts of data through their online and in-store activities. It then outlines three key reasons why retailers should focus on big data: (1) the amount of data being generated is huge and growing rapidly, (2) big data can significantly increase retailer profits and productivity, and (3) big data analytics has become critical to competition between retailers. The document then introduces McKinsey's Consumer Marketing Analytics Center (CMAC), which helps retailers integrate diverse data sources, generate insights from big data, and embed these insights into decision-making.
- The document discusses a study on how sales organizations use data intelligence and technology. It finds that only about 15% of sales organizations are "best-in-class", integrating these capabilities most effectively.
- Best-in-class organizations outperform competitors in adapting to changing customer behaviors and managing data effectively. They also have stronger financial performance and future opportunities.
- The study identifies four categories of organizations based on their use of data intelligence and technology: best-in-class, steady performers, patchy performers, and laggards. Best-in-class organizations are ahead of competitors in both dimensions.
This document provides an overview and guide to data management for modern marketers. It discusses the importance of data management and outlines strategies for collecting cross-channel customer data, defining target audiences, and activating meaningful marketing across channels. The guide emphasizes centralizing data from various sources, conducting data audits to understand goals and identify gaps, and using unified customer profiles to deliver personalized experiences.
7 COMPONENTS OF AN OUTSTANDING DATA-DRIVEN MARKETING STRATEGY.Infocrest
According to a Insights Report, which surveyed 162 U.S.-based senior executives, a “ 64% of survey respondents ‘strongly agree’ that data-driven marketing is crucial to success in a hyper-competitive global economy.” While both executives and marketers enjoy the benefits of data-driven marketing, there are still a lot of hurdles in this path.
ClickZ has launched an innovative new series of buyers guides, created with the aim of cutting through the complexity of the technology landscape to help our community of readers make better decisions about vendors. The first of this series is dedicated to bid management platforms, which help brands maximize the returns on their PPC, social media, and display advertising budgets.
The role of a bid management platform has changed significantly over the past decade, in line with the increased sophistication of the digital media industry. With over $90 billion spent on paid search in 2017, these software packages play a vital role in deriving maximum value from a brand’s digital media budget.
The core component of the ClickZ bid management vendor guide is our customer survey, which received over 1,600 responses.
When_will_Marketers_be_promoted_to_the_boardroomJo Lane
Marketers are well positioned to benefit from big data due to their skills and focus on customers, but they need to establish ownership over big data analysis to fully capitalize. Currently big data ownership is shared across marketing, IT, and dedicated big data teams. For marketers to gain influence, they must be specifically trained in big data analysis and clearly communicate how it will meet business objectives. As more companies adopt big data, it will become central to strategic decision making and increase marketers' status within their organizations.
What people think about when they say data drivenDrPaulWeber
The document discusses different perspectives people have on what it means to be data-driven. Some see it as measuring and tracking key performance indicators to observe metrics like conversion rates. Others view it as acting on shifting demands by analyzing trends to create content or forecast anomalies. Additionally, some consider data-driven to mean using data to prioritize tasks and decide where to focus efforts.
The document discusses the data-driven marketing revolution and how predictive analytics and a customer 360 view are enabling more personalized 1-to-1 experiences. It outlines that data democratization is allowing all companies, not just large ones like Amazon, to utilize these techniques. The agenda presented covers topics like building a customer 360 view, data-driven acquisition, loyalty and retention, bridging online and offline data, personalized 1-to-1 experiences, and becoming a more data-driven organization.
Data driven marketing - Inspiration & Steps to move forwardGus Murray
How digital insights and personalisation are changing the way organisations use their corporate website.
Propeople’s Chief Digital Strategy officer and former SMW Speaker of the Year Gus Murray, delivers an evening of insights, predictions & cocktails. Join us as he shares his experiences working for leading Nordic & Global brands on the future of Data Driven Marketing, B2B / B2C Communications, Insights and digital strategy.
Covered in this session:
> How personalisation is changing the way B2B communicate with their customers
> Content as your customers first purchase
> Using social to better inform your audience understanding
> Social as a service opportunity, and
> The Attention web.
Successful sales organizations are transforming the way they sell in order to create compelling customer engagements in today's constantly changing environment. To compete, sales teams need to be prepared and insightful with real-time customer insights, collaborative and connected through social and mobile tools, and highly productive with qualified leads and 360-degree customer views. Leading vendors are helping sales teams develop these dynamic characteristics to outsmart competitors and close more deals faster.
Content marketing is becoming increasingly important for pharmaceutical brands due to changes in the media landscape. Paid media is being replaced by owned and earned media, where brands can directly communicate with consumers and physicians through high-quality content. While pharmaceutical companies have been slow to adopt content marketing strategies, it is critical they do so by focusing on transparency, peer influence, curating relevant information from various sources, and moving away from disruptive marketing tactics like television ads towards more meaningful engagement.
To build a data-driven marketing organization, companies should first assess their available technology, data assets, and business strategies. They should then map out use cases to grow revenue or customers. Creating a long-term road map that ties marketing initiatives to strategic objectives and leverages available technology and partners is important. Addressing attribution capabilities is also critical when adopting a data-driven approach. Taking the time for proper planning increases the chances of success in transforming the marketing organization.
The document discusses how companies can leverage big data and analytics to improve their marketing efforts. It notes that while big data presents a $200 billion opportunity, many marketers struggle to make sense of and take action on the large amounts of data they have access to. Specifically, it states that 40% of marketers report having a strategy for big data, while 37% do not and 23% are unsure, showing most are still trying to figure out how to effectively use big data. However, it provides examples of some companies like Neiman Marcus, GE, and Amazon that have successfully used analytics to improve conversions, engagements, and sales. The document advocates that marketers prepare strategies to make the most of big data and realize its
How Artificial Intelligence is Impacting Marketing Today and How Smart Market...Mark Osborne
Overview of Artificial Intelligence AI and Machine Learning technologies that are impacting marketing today, and how marketers can plan their career and build the relevant computer science / engineering / statistics / and data-driven decision-making skills to excel in the future. Covers relevant algorithms, and marketing strategies like segmentation, targeting, and positioning, and how marketers can prepare
Tendências que irão transformar o marketing digital
Para 2013 os profissionais especializados apostam em big data, mobile e mídias sociais, revela relatório da ExactTarget
This document discusses how marketing automation can help address challenges facing modern marketers, such as unstructured data, siloed teams, high costs, and long sales cycles. It provides examples of how marketing automation solutions from Eloqua have helped companies in healthcare, insurance, financial services, and manufacturing industries by centralizing data, automating tasks, integrating systems, and providing metrics to measure effectiveness. Overall, the document argues that marketing automation can help empower marketers and drive revenue growth.
Consumer demand for personalized experiences makes information the most valuable currency. Data is a hot topic - and for good reason. Gus Murray, our Chief Strategy and Insights Officer will talk through the fundamentals of how to approach data driven marketing, how any organization can use data to improve results, uncover insights, promote customer loyalty, and be used in the creative process.
While it may not be possible to accurately predict the future, examining marketing’s past and present helps us shape and inspire what’s yet to come. That’s why we’ve collected the predictions of the industry’s top interactive marketing experts—bringing you exclusive insight into marketing trends that will be relevant to your brand in 2013.
In this year’s annual guide, Inspired Marketing Predictions for 2013, you’ll encounter predictions about the future of email, mobile, social media, marketing automation, and cross-channel marketing from industry thought leaders, including:
- Matt Fleckenstein, Microsoft
- Jay Baer, Convince and Convert
- Jeff Eden, DEG Digital
- Brent Hieggelke, Urban Airship
- Marcus Nelson, Addvocate
- Joe Pulizzi, Content Marketing Institute
- David Berkowitz, 360i
Ready to see the future of interactive marketing? Download the guide today.
In 2013, email marketers will focus on optimizing the first impression of emails by:
1. Recognizing that mobile will become the dominant platform for viewing emails.
2. Leveraging inbox preview technologies that automatically organize and display email content based on consumer rules to impact how emails are viewed.
3. Extensively testing email content, design, and subject lines to improve open and click-through rates given the importance of the first impression on mobile and with inbox preview technologies.
The document discusses the skills and capabilities needed to build a modern marketing organization, including customer insights, digital marketing, social media, integrated engagement planning, content development, evaluative analytics, and predictive analytics. It provides examples of how leading companies are developing these skills within their marketing teams and shifting certain functions, like digital marketing, from centralized groups to being embedded within broader marketing. The goal is to transform marketing organizations to effectively use data, technology, and content across all touchpoints.
Modern sales organizations recognize that customers are now empowered with information and often make purchase decisions before engaging with sales reps. To be effective in this new environment, sales teams need modern tools that allow them to engage customers earlier in the sales process through mobile and data-driven insights. Oracle Sales Cloud provides a cloud-based solution that makes sales teams fast, easy to use, mobile, insight-driven and collaborative to build strong pipelines and drive sales results.
Best data science training Institute: Kellytechnologies is the best data science training Institutes in Hyderabad.Providing greate data science training by realtime faculty in hyderabad.
Juan Manuel Fleitas presents his experience managing various mobile network projects in Central and South America, including:
1. Managing initial tuning projects for 2G/3G/4G networks in Nicaragua and Panama.
2. Leading optimization of 3G networks for Cable & Wireless in Panama and Miami.
3. Implementing features to achieve best-in-class performance for C&W's 3G network.
4. Modernizing 2G/3G networks for GT&T in Guyana.
5. Managing an indoor solution trial for a mall in Panama.
Lego cubes building blocks stacked building blocks logical process 7 stages p...SlideTeam.net
The document describes a 7-stage Lego blocks process. Each stage has editable text and images that can be customized. The stages include ungrouping objects, editing colors, and changing the size and orientation of icons to suit one's needs. The overall process allows for highly customizable PowerPoint presentations.
This document discusses master data management (MDM). It begins by explaining that quality information is important for business strategies and that MDM bridges operational and information management solutions. It then discusses that MDM promotes efficiency, simplicity and data quality to improve business value. The document also outlines different MDM implementation styles including external databases, persistent databases, registries and composites. Finally, it provides an illustrative example of a persistent master data repository and recommends assessing the current state and selecting technologies to develop an MDM implementation roadmap.
Lego cubes building blocks stacked building blocks logical process 5 stages p...SlideTeam.net
The document describes a 5-stage Lego blocks process. It includes steps such as downloading diagrams, bringing presentations to life, and ungrouping or editing objects. The diagrams allow customizing icons by changing their color, size, and orientation.
When_will_Marketers_be_promoted_to_the_boardroomJo Lane
Marketers are well positioned to benefit from big data due to their skills and focus on customers, but they need to establish ownership over big data analysis to fully capitalize. Currently big data ownership is shared across marketing, IT, and dedicated big data teams. For marketers to gain influence, they must be specifically trained in big data analysis and clearly communicate how it will meet business objectives. As more companies adopt big data, it will become central to strategic decision making and increase marketers' status within their organizations.
What people think about when they say data drivenDrPaulWeber
The document discusses different perspectives people have on what it means to be data-driven. Some see it as measuring and tracking key performance indicators to observe metrics like conversion rates. Others view it as acting on shifting demands by analyzing trends to create content or forecast anomalies. Additionally, some consider data-driven to mean using data to prioritize tasks and decide where to focus efforts.
The document discusses the data-driven marketing revolution and how predictive analytics and a customer 360 view are enabling more personalized 1-to-1 experiences. It outlines that data democratization is allowing all companies, not just large ones like Amazon, to utilize these techniques. The agenda presented covers topics like building a customer 360 view, data-driven acquisition, loyalty and retention, bridging online and offline data, personalized 1-to-1 experiences, and becoming a more data-driven organization.
Data driven marketing - Inspiration & Steps to move forwardGus Murray
How digital insights and personalisation are changing the way organisations use their corporate website.
Propeople’s Chief Digital Strategy officer and former SMW Speaker of the Year Gus Murray, delivers an evening of insights, predictions & cocktails. Join us as he shares his experiences working for leading Nordic & Global brands on the future of Data Driven Marketing, B2B / B2C Communications, Insights and digital strategy.
Covered in this session:
> How personalisation is changing the way B2B communicate with their customers
> Content as your customers first purchase
> Using social to better inform your audience understanding
> Social as a service opportunity, and
> The Attention web.
Successful sales organizations are transforming the way they sell in order to create compelling customer engagements in today's constantly changing environment. To compete, sales teams need to be prepared and insightful with real-time customer insights, collaborative and connected through social and mobile tools, and highly productive with qualified leads and 360-degree customer views. Leading vendors are helping sales teams develop these dynamic characteristics to outsmart competitors and close more deals faster.
Content marketing is becoming increasingly important for pharmaceutical brands due to changes in the media landscape. Paid media is being replaced by owned and earned media, where brands can directly communicate with consumers and physicians through high-quality content. While pharmaceutical companies have been slow to adopt content marketing strategies, it is critical they do so by focusing on transparency, peer influence, curating relevant information from various sources, and moving away from disruptive marketing tactics like television ads towards more meaningful engagement.
To build a data-driven marketing organization, companies should first assess their available technology, data assets, and business strategies. They should then map out use cases to grow revenue or customers. Creating a long-term road map that ties marketing initiatives to strategic objectives and leverages available technology and partners is important. Addressing attribution capabilities is also critical when adopting a data-driven approach. Taking the time for proper planning increases the chances of success in transforming the marketing organization.
The document discusses how companies can leverage big data and analytics to improve their marketing efforts. It notes that while big data presents a $200 billion opportunity, many marketers struggle to make sense of and take action on the large amounts of data they have access to. Specifically, it states that 40% of marketers report having a strategy for big data, while 37% do not and 23% are unsure, showing most are still trying to figure out how to effectively use big data. However, it provides examples of some companies like Neiman Marcus, GE, and Amazon that have successfully used analytics to improve conversions, engagements, and sales. The document advocates that marketers prepare strategies to make the most of big data and realize its
How Artificial Intelligence is Impacting Marketing Today and How Smart Market...Mark Osborne
Overview of Artificial Intelligence AI and Machine Learning technologies that are impacting marketing today, and how marketers can plan their career and build the relevant computer science / engineering / statistics / and data-driven decision-making skills to excel in the future. Covers relevant algorithms, and marketing strategies like segmentation, targeting, and positioning, and how marketers can prepare
Tendências que irão transformar o marketing digital
Para 2013 os profissionais especializados apostam em big data, mobile e mídias sociais, revela relatório da ExactTarget
This document discusses how marketing automation can help address challenges facing modern marketers, such as unstructured data, siloed teams, high costs, and long sales cycles. It provides examples of how marketing automation solutions from Eloqua have helped companies in healthcare, insurance, financial services, and manufacturing industries by centralizing data, automating tasks, integrating systems, and providing metrics to measure effectiveness. Overall, the document argues that marketing automation can help empower marketers and drive revenue growth.
Consumer demand for personalized experiences makes information the most valuable currency. Data is a hot topic - and for good reason. Gus Murray, our Chief Strategy and Insights Officer will talk through the fundamentals of how to approach data driven marketing, how any organization can use data to improve results, uncover insights, promote customer loyalty, and be used in the creative process.
While it may not be possible to accurately predict the future, examining marketing’s past and present helps us shape and inspire what’s yet to come. That’s why we’ve collected the predictions of the industry’s top interactive marketing experts—bringing you exclusive insight into marketing trends that will be relevant to your brand in 2013.
In this year’s annual guide, Inspired Marketing Predictions for 2013, you’ll encounter predictions about the future of email, mobile, social media, marketing automation, and cross-channel marketing from industry thought leaders, including:
- Matt Fleckenstein, Microsoft
- Jay Baer, Convince and Convert
- Jeff Eden, DEG Digital
- Brent Hieggelke, Urban Airship
- Marcus Nelson, Addvocate
- Joe Pulizzi, Content Marketing Institute
- David Berkowitz, 360i
Ready to see the future of interactive marketing? Download the guide today.
In 2013, email marketers will focus on optimizing the first impression of emails by:
1. Recognizing that mobile will become the dominant platform for viewing emails.
2. Leveraging inbox preview technologies that automatically organize and display email content based on consumer rules to impact how emails are viewed.
3. Extensively testing email content, design, and subject lines to improve open and click-through rates given the importance of the first impression on mobile and with inbox preview technologies.
The document discusses the skills and capabilities needed to build a modern marketing organization, including customer insights, digital marketing, social media, integrated engagement planning, content development, evaluative analytics, and predictive analytics. It provides examples of how leading companies are developing these skills within their marketing teams and shifting certain functions, like digital marketing, from centralized groups to being embedded within broader marketing. The goal is to transform marketing organizations to effectively use data, technology, and content across all touchpoints.
Modern sales organizations recognize that customers are now empowered with information and often make purchase decisions before engaging with sales reps. To be effective in this new environment, sales teams need modern tools that allow them to engage customers earlier in the sales process through mobile and data-driven insights. Oracle Sales Cloud provides a cloud-based solution that makes sales teams fast, easy to use, mobile, insight-driven and collaborative to build strong pipelines and drive sales results.
Best data science training Institute: Kellytechnologies is the best data science training Institutes in Hyderabad.Providing greate data science training by realtime faculty in hyderabad.
Juan Manuel Fleitas presents his experience managing various mobile network projects in Central and South America, including:
1. Managing initial tuning projects for 2G/3G/4G networks in Nicaragua and Panama.
2. Leading optimization of 3G networks for Cable & Wireless in Panama and Miami.
3. Implementing features to achieve best-in-class performance for C&W's 3G network.
4. Modernizing 2G/3G networks for GT&T in Guyana.
5. Managing an indoor solution trial for a mall in Panama.
Lego cubes building blocks stacked building blocks logical process 7 stages p...SlideTeam.net
The document describes a 7-stage Lego blocks process. Each stage has editable text and images that can be customized. The stages include ungrouping objects, editing colors, and changing the size and orientation of icons to suit one's needs. The overall process allows for highly customizable PowerPoint presentations.
This document discusses master data management (MDM). It begins by explaining that quality information is important for business strategies and that MDM bridges operational and information management solutions. It then discusses that MDM promotes efficiency, simplicity and data quality to improve business value. The document also outlines different MDM implementation styles including external databases, persistent databases, registries and composites. Finally, it provides an illustrative example of a persistent master data repository and recommends assessing the current state and selecting technologies to develop an MDM implementation roadmap.
Lego cubes building blocks stacked building blocks logical process 5 stages p...SlideTeam.net
The document describes a 5-stage Lego blocks process. It includes steps such as downloading diagrams, bringing presentations to life, and ungrouping or editing objects. The diagrams allow customizing icons by changing their color, size, and orientation.
The document discusses the first stage of an IT optimization methodology called Portfolio Rationalization. This stage involves inventorying the current application and technology portfolio, mapping applications to business capabilities, and analyzing the portfolio against criteria to identify opportunities for standardization, consolidation, and modernization. The goal is to rationalize the portfolio to reduce complexity, costs and risk while improving support for business strategies.
Good systems development often depends on multiple data management disciplines. One of these is metadata. While much of the discussion around metadata focuses on understanding metadata itself along with associated technologies, this comprehensive issue often represents a typical tool-and-technology focus, which has not achieved significant results. A more relevant question when considering pockets of metadata is whether to include them in the scope of organizational metadata practices. By understanding metadata practices, you can begin to build systems that allow you to exercise sophisticated data management techniques and support business initiatives.
Learning Objectives:
How to leverage metadata in support of your business strategy
Understanding foundational metadata concepts based on the DAMA DMBOK
Guiding principles & lessons learned
This document outlines a presentation on developing a data-centric strategy and roadmap. It discusses the importance of aligning data management goals to business needs through frameworks like Porter's competitive strategies and operating models. Metrics and success criteria must be defined by collaborating with business partners to measure improvements in specific opportunities. An example shows how a chemical company defined objects of measurement and metrics to quantify increased efficiency from a data integration solution. Developing a holistic solution requires understanding a business's competitive advantage, goals and needs.
Enterprise Data World Webinar: How to Get Your MDM Program Up & RunningDATAVERSITY
How to get your MDM program up & running”
This session will deliver a Master Data Management primer to introduce:
Master vs Reference data
Multi vs Single domain MDM solutions
A MDM reference architecture and
MDM implementation architectures
This will be illustrated with a real world example from describing how to identify & justify the appropriate data subjects areas that are right for mastering and how to align an MDM initiative with in-flight business initiatives and make the business case.
The document discusses strategies for managing master data through a Master Data Management (MDM) solution. It outlines challenges with current data management practices and goals for an improved MDM approach. Key considerations for implementing an effective MDM strategy include identifying initial data domains, use cases, source systems, consumers, and the appropriate MDM patterns to address business needs.
The enterprise marketer's playbook: Building an integrated data strategy.
An integrated data strategy can help any business see customer journeys more clearly ― and then give customers more relevant ads and experiences that get results. So why doesn't everyone have such a strategy? We look at what sets the marketing leaders apart.
Let marketing data be your guide
If you've ever felt too swamped by data to find the customer insights you need, you're not alone. But there's a new and better approach to gaining deeper audience insights: building an integrated data strategy.
Read this report to learn how:
86% of senior executives agree that eliminating organizational silos is critical to expanding the use of data and analytics in decision-making.
75% of marketers agree that lack of education and training on data and analytics is the biggest barrier to more business decisions being made based on data insights.
Leading marketers are 59% more likely to use digital analytics to optimize the user experience in real time.
ClickZ/Fospha: The State of Marketing Measurement, Attribution, and Data Mana...Clark Boyd
This report covers:
The data challenges marketers are confronting today
The business impact of a complex (and oft-misunderstood) data culture
The role of marketing intelligence software in a modern organization
How to define and use metrics like customer lifetime value
The features marketers wish their current technologies had
How to assess your own company’s data maturity
A new approach to agile, accessible marketing measurement
Occam - Building Your Own Data-driven Marketing StrategyRoger Stevens
This document outlines a five-stage strategy for building a data-driven marketing strategy. The stages are: 1) Make data a habit by defining key performance indicators; 2) Analyze your data landscape by auditing what data you have; 3) Fill data gaps by gathering needed data while respecting customer privacy; 4) Commit to data quality by investing in people, processes and technology; 5) Leverage technology to turn raw data into insights. Implementing this strategy in a careful, step-by-step manner can help marketers avoid common pitfalls and ensure their data delivers actionable insights to inform decisions.
The document discusses building an integrated data strategy for marketing. It describes the challenges of accessing and integrating large amounts of customer data from various online and offline sources. An integrated data strategy can help marketers gain a complete view of customer journeys across channels to deliver more personalized experiences. The document outlines three pillars of an effective integrated data strategy: having the right data, culture, and technology. It emphasizes using data to guide marketing decisions rather than relying solely on intuition.
Age Friendly Economy - Improving your business with dataAgeFriendlyEconomy
The objective of this module is to gain an overview how you can use the data you already have available to improve your business.
Upon completion of this module you will:
- Learn the tips of how take advantage of the existing data you already have
- Be able to locate where internal data already lies within your company
- See how data can help you to build your brand
This document outlines a five-stage process for building a data-driven marketing strategy. The stages are: 1) Make data a habit by defining key performance indicators; 2) Audit your current data landscape to understand what data you have; 3) Identify gaps in your data and strategies to fill them; 4) Commit to improving data quality; and 5) Leverage technology to turn raw data into insights. Following these stages will help organizations avoid common pitfalls and create an effective data-driven marketing strategy.
This document discusses how a big box retailer utilized big data to improve its business. It outlines the steps the retailer took:
1) It identified where big data could create advantages, such as predictive analytics to forecast sales declines. This would allow the retailer to be more proactive.
2) It built future capability scenarios to determine how to leverage big data, such as using social media data to predict problems.
3) It defined the benefits and roadmap for implementing big data, including investing millions over 5 years for a positive return. Benefits would include more consistent, faster information and insights.
The document provides details on how the retailer methodically planned and aligned its big data strategy to its business needs
Six Mistakes Companies Are Making Today And How You Can Avoid ThemFindWhitePapers
"Look for additional opportunities to use business intelligence to uncover value and drive
improvements. Consider advanced planning tools that can help close the gap between
strategy and execution. Expand the use of sophisticated what-if analyses to model the
operational and financial impact of multiple scenarios on revenue, costs, and cash flow."
CMOs now have access to vast amounts of consumer data through social media, which is shifting the marketing landscape. This data provides insights into customer characteristics beyond just demographics, allowing for highly personalized and predictive marketing. The convergence of marketing and advertising technologies (MadTech) further empowers CMOs by automating processes and providing insights driven by predictive analytics. This new environment has elevated the role of the CMO to make strategic business decisions across the company using customer insights.
RIS November tech solutions guide - analyticsiinside
Through precise location analytics, retailers now can monitor the entire path to purchase. With this data, marketers better understand what led to the purchase providing the ability to move beyond the traditional blanketed “campaign” to a year-round interaction based on consumer behavior. Customers “opt-in” by mobile app to receive highly-targeted promotions, information about merchandise they may have “visited” but didn’t purchase, and discounts for major events – based on correlations like visits, dwell and intent – to drive sales like never before.
Through precise location analytics, retailers now can monitor the entire path to purchase. With this data, marketers better understand what led to the purchase providing the ability to move beyond the traditional blanketed “campaign” to a year-round interaction based on consumer behavior. Customers “opt-in” by mobile app to receive highly-targeted promotions, information about merchandise they may have “visited” but didn’t purchase, and discounts for major events – based on correlations like visits, dwell and intent – to drive sales like never before.
1) Big data is defined as large volumes of structured and unstructured data that is growing exponentially. It can be analyzed to provide more accurate insights and better decision making.
2) The key aspects of big data are volume, velocity, variety, and variability of data from multiple sources.
3) Companies that effectively analyze big data can improve marketing ROI by 15-20% and increase productivity and profits by 5-6% over peers.
Business Intelligence for Consumer Products: Actionable Insights for Business...FindWhitePapers
While historically consumer packaged goods (CPG) organizations have made significant investments in data collection and integration, much of the data stored in their IT infrastructures has not been analyzed or deployed to further the firms business performance.
The document discusses how big data is changing marketing by providing unprecedented tools to understand consumer behavior with more precision. Marketers who use big data at least 50% of the time are more likely to exceed their goals and see benefits like improved ROI and insights into customer behavior compared to those using big data less. While executives believe they are using big data sufficiently, the data shows room for more use of big data in marketing decisions. Machine learning systems that can quickly generate insights from changing consumer data will become increasingly important for marketing success.
Data-Analytics-Resource-updated for analysisBhavinGada5
Data analytics is the analysis of large volumes of data to draw insights. It is important for cost reduction, faster decision making, revenue growth, and risk management. There are four main types: descriptive analyzes what happened, diagnostic analyzes why it happened, predictive analyzes what will happen, and prescriptive recommends actions. Data analytics helps financial reporting and auditing through risk understanding, process improvements, and continuous monitoring. Businesses use analytics for insights to transform models and gain deeper customer insights. While investment in analytics is widespread, cultural challenges of people and processes are a larger barrier than technology.
The document discusses the challenges and opportunities of data-driven marketing based on a global survey of over 2,200 marketers. Some key findings include:
1) Marketers want an integrated view of customers by combining online and offline data sources, but many struggle with data integration challenges.
2) While most marketers feel pressure to be more data-driven, over 40% give their department's use of data low grades of C or below.
3) Marketers recognize opportunities to better leverage data insights, but lack of processes to operationalize insights into marketing decisions is a major obstacle.
4) Hiring marketing data scientists is one way companies are addressing skills gaps, and departments with these roles tend
The Mandate for Agile Measurement by BECKONAmanda Roberts
It’s no secret that the marketing landscape is changing faster than ever. Savvy marketers use this relentless pace to their advantage, testing, experimenting and optimizing their way to the top.
As data proliferates at a dizzying rate, marketing’s age-old questions haven’t changed. Agile marketing is, at heart, a way to answer and act on these fundamental questions at the speed and scale of modern marketing. And it mandates a new approach to measurement—one based on speed, iteration and business-building insights.
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M A S T E R
M A N A G E M E N T
By THOMAS WROBLESKI, MANAGING DIRECTOR,
GAURAV GULATI, MANAGER, CONSUMER MARKETS PRACTICE and
MICHAEL FORHEZ, INDUSTRY DIRECTOR, CONSUMER PRODUCTS PRACTICE
I
MAGINE, WHEN THE RECENT PET
FOOD CONTAMINATION PROBLEM
BROKE, , that it would have been
possible to see via a private search
engine exactly what trans-global
trading partner was responsible for a
key product additive that has pet
owners so upset.
Imagine being able to trace the
movement of that additive through
the supply chain at every point up to
and including where the final prod-
uct was on the shelf.
Imagine this, and you can see what
could have been possible in a master
data management (MDM)-enabled
world.
Before MDM
Despite the buzz around “master
data management,” only a handful of
manufacturers and retailers have
truly implemented such initiatives.
In an industry where competition is
fierce, margins are tight, and product
quality is everything, having accu-
rate facts about your suppliers, prod-
ucts, customers and transactions,
including the ability to tie all these
together, has become more crucial
then ever. This article explores how
master data (information) manage-
ment initiatives can empower the
CPG / retail value chain.
“KNOWLEDGE IS POWER,” OBSERVED
FRANCIS BACON IN THE 1600’S. .
Yet, 400 years later we are still strug-
gling to empower knowledge across
our organizations.
In the 1990’s, technological advance-
ments enabled us to capture data
from every transaction that compris-
REDUCING YOUR WORRY QUOTIENT with
DATA
RECENT FOOD SAFETY CONCERNS RANGING FROM SPINACH TO PEANUT BUTTER TO
PET FOOD HAVE BEEN ON THE MINDS OF EVERYONE LATELY –– including con-
sumers and customers, government agencies, corporate boards, and, of
course, shareholders. In the rush to figure out what went wrong, and where
and when, we are seeing –– in the most dramatic way possible –– just how
important is the need for trusted information –– at the ready. IS IT TIME FOR
YOU TO GET SERIOUS ABOUT MASTER DATA MANAGEMENT?
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Lead formulation and
implementation of the
strategy and vision of
the company
Create an environment that
enables growth by making
well-informed decisions
Plan, organize, control and
direct overall operation of
the company
Ensure financial stability
of the firm at all times
Make sure all systems
and processes that
impact financial reporting
provide clear and
accurate information
about the company
Serve as a technical
expert on profit and
loss (P&L)
Ensure seamless
integration of people
process, and technology
within the company
Make sure strategic
objectives are supported
with enabling technologies
and methodologies
Lead information
management, security
and quality
More hands-on then the
CEO responsible for
day-to-day management of
operations of the company
Manage overall issues
related to marketing,
sales, production and
personnel
Propose organizational
charges to carry out the
organization’s strategy
and vision
CIOCFOCEO COO
es our businesses. At the time, we
thought that capturing this data
would provide or reveal insights that
would impact the business.
It wasn’t until the earlier part of this
decade that the momentum for busi-
ness analytics picked up and we
began to get a clearer picture, up
from the transaction level, about
consumer behavior. Soon, the prob-
lem became too much data and not
enough business information.
As of today, a considerable amount of
time and money has been spent to
capture and analyze this data, to gain
competitive advantage and to opti-
mize operations from point of manu-
facture to point of sale and even to
point of return.
That said, how does an organization
ensure that it is getting the most value
from all available information,
whether gathered internally or from
second and third parties?
A variety of efforts have transpired
over the past two decades to address
the information quality and reliability
issue, such as:
■ Efficient Consumer Response
(ECR)
■ Enterprise Content Management
(ECM)
■ Global Data Synchronization
(GDS)
■ Collaborative Planning,
Forecasting, and Replenishment
(CPFR)
■ Vendor Managed Inventory (VMI)
■ World Wide Retail Exchange
(WWRE)
■ UCCnet Data Registry
T
HE ABOVE EFFORTS (AND MANY MORE)
HAVE ATTEMPTED EITHER TO ADDRESS
ORTOIMPROVEINFORMATIONMANAGE-
MENT. All such efforts were geared toward
streamlininginformationuponwhichspecif-
ic operational processes relied, often –– but
notalways––withthegoalofcostreduction
and/orrevenueincreasesinmind.
These efforts have created a more effi-
cient operating environment for many
companies and for the industry as a
whole by better managing the costs of
raw commodities sourcing, reducing
inventory levels, improving stock-outs,
and introducing new products, thereby
improving margins.
THE MISSING THREAD TO THE ABOVE IS
MDM, which would make possible a
linking of all these data subjects in
order to gain deeper insight –– and
make more appropriate and timely
decisions about –– our businesses.
To get to this idea, however, one
must put aside a common miscon-
ception that MDM enables only a
single view and/or provides a single
source for products, suppliers and
customers across the organization.
Although certainly true, the vision of
MDM is not just that; it is also the
idea of preserving the quality and
control of information and ensuring
that your organization is able to
KEY STAKEHOLDERS: Responsibilities Tied to Information Management
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achieve trusted, consistent, sustain-
able value from information gathered
year over year.
In addition to the above, we are all so
focused today on decision support
systems (DSS) including replenish-
ment forecasts, customer segmenta-
tion and marketing mix models,
trade promotion optimization and
other efforts and initiatives intended
to help people manage more proac-
tively and effectively.
BUT WHAT IF THESE TOOLS RELY ON
INACCURATE DATA?
Just count of the number of off-line
spreadsheets your teams work with
each month, and it is easy to imagine
the potential for compound errors.
Taking an MDM Approach
ARBITRAGE OPPORTUNITIES IN THE US
FINANCIAL MARKETS LAST ONLY A FEW
SECONDS. MDM has the potential to
reveal similar opportunities within
your organization, opportunities that
may have gone unnoticed for years,
by connecting disparate data that
might not easily be visible or accessi-
ble to those who need or want it.
I
F THE UNDERLYING OBJECTIVE OF A
COMPANY’S LEADERSHIP IS TO
INCREASE SHAREHOLDER VALUE, why
not exploit this untapped resource
and reap its benefits?
Customization of products at the
request of retailers, localization of
planograms at the store level, replen-
ishment models, pricing strategies,
analysis for new product introduc-
tions, product recalls –– the success of
each of these leans heavily on the
quality and availability of trusted
information within the value chain.
CONSIDER THE FOLLOWING: A cup of
yogurt comes in five flavors. A con-
sumer decides to buy one vanilla, one
peach and three strawberry-flavored
yogurt cups. At the register, the
cashier scans the vanilla yogurt and
punches in the quantity as five.
Over time, such false spikes in
“demand” can lead to replenishment
orders that are not aligned with real
consumer demand.
INFORMATION MATURITY MODEL: A Defined Path
Data quality is a strategic initiative, issues are either
prevented or corrected at the source, and best-in-class
solution architecture is implemented. Focus is on
continuous improvement.
Information managed as enterprise asset and well developed
engineering processes and organization structure exist.
Data quality is part of the IT charter and enterprise
information management processes exist.
Awareness and action occur in response to issues.
Action is either system or department specific.
There is awareness that problems exist but the organization
has taken little action regarding data quality.
Level 5
OPTIMIZED
Level 2
REACTIVE
Level 3
PROACTIVE
Level 4
MANAGED
Level 1
AWARE
HIGH
LOW
InformationMaturity,
Accuracy,&Organizational
Confidence
Today, we are all so focused on decision support systems (DDS) (and tools) to help people
manage more proactively ... But what if these tools rely on inaccurate data?
4. SO, HOW DOES MDM PLAY A ROLE IN
THIS SCENARIO?
MDM helps identify the root causes
of such issues and can enable the right
actions and key indicators. Being
aware of the root cause allows you to
put controls in place to correct errors
and the anomalies that result from
them.
Smart companies are also starting to
develop “leading indicators” that trig-
ger alerts to an occurring change.
Understanding the information flow
across end-to-end processes leads to
improvements in the capture and
traceability of transactions. This can
ultimately yield deeper insights about
your entire business, which in turn
enables a better understanding of
consumer demand.
The question here is: What are you will-
ing to do to ensure a clearer, more accurate
picture of brand, category, product and SKU
level consumer demand?
LET’S EXPLORE ONE LEVEL DEEPER THE
IMPLICATIONS OF MDM FOR PRICE
ELASTICITY MODELS. Many factors play
a role in pricing strategy –– product
substitution and cannibalization,
cross-category sales, material cost,
and –– most importantly –– the con-
sumer’s willingness to pay for any
product on a given day or time.
Not having the ability to accurately
tie together this information within
your organization can lead either to a
surplus or a short-ship. You could
also price yourself completely out of
the targeted market or segment.
Although historical price points for
existing or similar products do give
some insight into consumer demand,
the key determinant is actually the
quality of the data.
Taking an MDM approach would
enable you to identify and monitor
where the breakpoint or inconsisten-
cies in your data lie.
Potential issues could be related to
off-invoice and bill-back allowances,
promotions not being tied accurately
to sales, or to a simple data entry
error.
T
he capacity to identify and take
corrective action before mis-
takes are made can have a
demonstrable impact on everyone’s
bottom line.
As another example, consider the
possible impact of RFID –– when or if
this technology takes hold –– on the
amount of data we will have to man-
age and analyze. If we do not have this
future data house in order, the impli-
cations will be felt throughout the
supply chain.
Successful retailers pride themselves
in achieving supply chain excellence
through the adoption of enabling
technologies and by successfully
incorporating them within the busi-
ness.
But what has really led to their suc-
cess, apart from enforcing strict oper-
ational compliance with their trading
partners? The key element has been
the liberation of information.
Empowered with information (point-
of-sale, loyalty data, store inventory
levels, factory shipments, etc.), manu-
facturers and retailers have been able
to more accurately forecast and
reduce inventory costs.
When you consider the benefits
already realized among trading part-
ners –– with data transparency ––
just imagine the possibilities with
more accurate and reliable informa-
tion across your own organization.
Poor data quality and the lack of an
information management program
not only adds costs and time to the
supply chain, it also limits the ability
of new supply chain programs to
deliver their forecasted value,
whether these are initiatives geared
towards reducing inbound or out-
bound freight, improving direct-
store-delivery (DSD) receiving capa-
bilities, or improving replenishment
times.
CPG companies that have adopted an
MDM approach are able to improve
supply and demand management effi-
ciencies from raw suppliers, through
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all points of the distribution channel
up to and including the final moment
of consumer purchase. A recent study
of the benefits of GDS, conducted by
the GMA in 2006, revealed that one
manufacturer’s data audit efforts
resulted in a $2.2 million annual sav-
ings in transportation cost for one
product line alone!
SO, WHAT IS THE RETURN ON INVEST-
MENT (ROI) OF AN MDM INITIATIVE in
your organization? The answer: It’s all
in the approach and who gets involved.
The Nuts and Bolts:
MDM and C-Suite Involvement
MDM IS A POWERFUL EQUATION
COMPRISED OF PEOPLE, PROCESSES, AND
TECHNOLOGY. It is not a one-time
effort, but rather one that is regular-
ly refined and updated. It is also not
just another implementation of a
software application package, but
rather an idea that is embedded in
how you gather and manage data
within your organization.
Successfully incorporating MDM
can lead to improved product quali-
ty, business efficiency, customer
service and, ultimately, corporate
valuation.
The first step on your MDM journey
is a survey to identify the initial set
of pain points, baseline the current
REDUCING YOUR WORRY QUOTIENT with
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MANUFACTURER RETAILER
Out of Stocks
Shrink
Inventory Turn
Inbound/Outbound
Freight Costs
DSD Receivings
Gross Margin
Time to Shelf
BENEFITS REALIZATION: Key Metrics Improvement
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state and develop a business case
that justifies the desired results from
both a quantitative and qualitative
perspective.
This process should include an
impact analysis on the three vari-
ables in the MDM equation (people,
process, and technology) that tradi-
tionally comprise any enterprise ini-
tiative.
The next step includes designing the
future state and strategic roadmap.
This will be followed by the execu-
tion of the required transformation.
Overall strategy around information
management for an organization
generally falls under the responsibil-
ity of the CIO.
H
OWEVER, TO OBTAIN THE
DESIRED IMPACT, THERE NEEDS
TO BE A CONSENSUS across
the entire C-suite in order to ensure
corporate commitment to the consis-
tent flow of valuable, business sus-
taining information.
Why? Because, not only do you as a
business rely on this information, but
our entire ecosystem –– from suppli-
ers of the suppliers to retailers to
consumers to shareholders –– rests
on your ability to operate and report
against reliable data.
Therefore, to empower your organi-
zation with a well-executed master
data management initiative, you will
want to:
■ Look hard at where you fall within
the Information Maturity Model
(IMM), opposite page.
■ Start with the key components
that fall under master data and work
through the entire value chain
■ Understand your data flow as it
relates to your business processes,
including suppliers and customers
■ Evaluate current metrics and con-
sider other possible key measures
The hidden costs in your organiza-
tion will appear in a number of areas.
B
UT THERE WILL BE AREAS TO
CONSIDER OTHER THAN COST-
TAKEOUT. As suggested earlier,
MDM is more than having processes
and the enabling technology where
necessary. It’s about improving, sus-
taining and protecting your business
through a continuous stream of
available and actionable information.
Data Beyond Borders
AS YOU FOCUS ON GROWING YOUR
TOP LINE, IMPROVING YOUR BOTTOM
LINE, CAPTURING UNTAPPED SEG-
MENT(S), and maybe even creating
the best chocolate-coated ginger
mint –– all while setting up manu-
facturing and distribution plants in
China and Mexico –– ask yourself
the following question:
How is my organization going to ensure that
business-critical information is available,
reliable, consistent, and borderless?
Most of the Global 500 have taken
globalization to heart and begun
tackling it head-on. Now is the time
to undertake the globalization of
information to make well informed
decisions that will ensure success in a
world without borders – filled, inci-
dentally, with a world of new con-
sumers.
Francis Bacon’s famous words prove
to be truly timeless: “Knowledge is
power.” ■
EMPOWERING THE ORGANIZATION: How It All Comes Together
LEADERSHIP
OPERATIONS PEOPLE
STRATEGY
Insight
Knowledge
Information
Data
Information
Architecture
Information
Maturity
MDM is more than having processes and the enabling technology where necessary.
It’s about improving, sustaining and protecting your business through a continuous stream
of available and actionable information.