The document discusses a presentation given by Trish Mathe of Life Line Screening and Ozgur Dogan of Merkle on driving results through strategic data sourcing and optimization. It provides background on the presenters and an overview of their session topics, including the evolution of the marketing landscape, developing a framework to assess data value, and a case study on Life Line's data sourcing and optimization. The key trends discussed are the data explosion, challenges of increased costs and complexity, and the need for integrated and analytical approaches to data to improve ROI and customer focus.
The document outlines an upcoming digital analytics course hosted by Datalicious Pty Ltd. The one-day course will cover topics such as metrics frameworks, campaign tracking, attribution modeling, and Google Analytics. It will include introductions, presentations, group activities, and breaks. The goal is to help participants improve their digital marketing strategies and insights. Datalicious is a data agency that works with clients across industries to optimize their marketing and analytics efforts.
Driving Results through Strategic Data Sourcing and Optimization: Life Line G...Vivastream
Life Line Global is a leading provider of preventative health screenings that screens over 1 million people annually. They were looking to rapidly grow their customer base in the US and globally. Merkle developed an analytical data sourcing and optimization solution for Life Line to improve targeting and performance. For the US, Merkle analyzed contact history, developed predictive models, and tested new targeting methods, increasing response rates by 38%. For the UK expansion, Merkle built separate predictive models for those with and without prior contact, yielding up to 62% improved performance. Merkle continues working with Life Line to further optimize targeting globally through advanced analytical solutions.
Conversation impact social media measurement by irfan kamal and john bellJohn Bell
To help guide brands on social media spending decisions, Ogilvy’s global social media marketing group, 360° Digital Influence, has developed and introduced a
new business objective-driven model that provides a quantitative measurement framework for [social] media effectiveness—Conversation Impact.
This document discusses using consumer media consumption patterns to develop targeted integrated marketing communication plans. The author proposes segmenting consumers based on their different media usage and analyzing this to determine the optimal mix of advertising, PR, interactive and word-of-mouth methods for each segment. As a case study, a survey was conducted to identify segments for a new e-commerce company based on consumers' media habits and perceptions of online shopping. The segments identified from this data could then be used to develop customized messaging and placement in the appropriate media channels for each segment.
Crystal Light PDRF Paper FINAL with cover 02-06-2017Phillip Keefe
This document describes a study conducted by Time Inc. and Nielsen Catalina Solutions to develop a new methodology for measuring the sales impact of cross-platform advertising campaigns. The objectives were to create a holistic approach to quantifying cross-media impact, understand how consumers respond to different media platforms, quantify synergistic effects, and directly measure the impact of print advertising on secondary audiences. Key findings included that a combined print and online campaign generated higher response than TV alone, and that synergistic effects resulted in $1.6 million in additional sales. The methodology combined multiple data sets to measure individual media impacts and calibrate results to accurately measure cross-media effects.
The document summarizes the key findings of Unica's annual survey of marketers. Some of the main findings include:
1) Marketers see turning data into actionable insights as their top challenge and believe technology can help address this issue.
2) Demand is growing for more integrated marketing suites and technologies to better connect online and offline customer data.
3) While interest in interactive and personalized marketing is high, many marketers report only partially achieving this goal due to organizational barriers.
4) Most marketers recognize the value of web data but still struggle to apply it effectively to customer analysis and campaign decision making.
Direct mail elicits greater consumer attention and recall than digital advertising according to the study. It held participants' attention 118% longer than digital ads and stimulated 29% higher brand recall. Direct mail invites exploratory engagement from consumers through its tactile qualities, prolonging attention and allowing marketing messages to be fully noticed and absorbed. This results in more positive emotional and motivational responses from consumers compared to digital ads alone.
The document analyzes social media data from the 2011 Super Bowl to evaluate the effectiveness of advertiser's social strategies. It found that (1) conversations about some ads had reach of over 100 million people, far more than the TV audience; (2) Volkswagen and Chrysler generated the most positive engagement both during and after the game due to their compelling ads and social media use; (3) brands that used social media strategically before and after the game were able to significantly extend the lifespan of their campaigns. The analysis demonstrates how social media can help quantify and maximize the impact of big marketing events like the Super Bowl.
The document outlines an upcoming digital analytics course hosted by Datalicious Pty Ltd. The one-day course will cover topics such as metrics frameworks, campaign tracking, attribution modeling, and Google Analytics. It will include introductions, presentations, group activities, and breaks. The goal is to help participants improve their digital marketing strategies and insights. Datalicious is a data agency that works with clients across industries to optimize their marketing and analytics efforts.
Driving Results through Strategic Data Sourcing and Optimization: Life Line G...Vivastream
Life Line Global is a leading provider of preventative health screenings that screens over 1 million people annually. They were looking to rapidly grow their customer base in the US and globally. Merkle developed an analytical data sourcing and optimization solution for Life Line to improve targeting and performance. For the US, Merkle analyzed contact history, developed predictive models, and tested new targeting methods, increasing response rates by 38%. For the UK expansion, Merkle built separate predictive models for those with and without prior contact, yielding up to 62% improved performance. Merkle continues working with Life Line to further optimize targeting globally through advanced analytical solutions.
Conversation impact social media measurement by irfan kamal and john bellJohn Bell
To help guide brands on social media spending decisions, Ogilvy’s global social media marketing group, 360° Digital Influence, has developed and introduced a
new business objective-driven model that provides a quantitative measurement framework for [social] media effectiveness—Conversation Impact.
This document discusses using consumer media consumption patterns to develop targeted integrated marketing communication plans. The author proposes segmenting consumers based on their different media usage and analyzing this to determine the optimal mix of advertising, PR, interactive and word-of-mouth methods for each segment. As a case study, a survey was conducted to identify segments for a new e-commerce company based on consumers' media habits and perceptions of online shopping. The segments identified from this data could then be used to develop customized messaging and placement in the appropriate media channels for each segment.
Crystal Light PDRF Paper FINAL with cover 02-06-2017Phillip Keefe
This document describes a study conducted by Time Inc. and Nielsen Catalina Solutions to develop a new methodology for measuring the sales impact of cross-platform advertising campaigns. The objectives were to create a holistic approach to quantifying cross-media impact, understand how consumers respond to different media platforms, quantify synergistic effects, and directly measure the impact of print advertising on secondary audiences. Key findings included that a combined print and online campaign generated higher response than TV alone, and that synergistic effects resulted in $1.6 million in additional sales. The methodology combined multiple data sets to measure individual media impacts and calibrate results to accurately measure cross-media effects.
The document summarizes the key findings of Unica's annual survey of marketers. Some of the main findings include:
1) Marketers see turning data into actionable insights as their top challenge and believe technology can help address this issue.
2) Demand is growing for more integrated marketing suites and technologies to better connect online and offline customer data.
3) While interest in interactive and personalized marketing is high, many marketers report only partially achieving this goal due to organizational barriers.
4) Most marketers recognize the value of web data but still struggle to apply it effectively to customer analysis and campaign decision making.
Direct mail elicits greater consumer attention and recall than digital advertising according to the study. It held participants' attention 118% longer than digital ads and stimulated 29% higher brand recall. Direct mail invites exploratory engagement from consumers through its tactile qualities, prolonging attention and allowing marketing messages to be fully noticed and absorbed. This results in more positive emotional and motivational responses from consumers compared to digital ads alone.
The document analyzes social media data from the 2011 Super Bowl to evaluate the effectiveness of advertiser's social strategies. It found that (1) conversations about some ads had reach of over 100 million people, far more than the TV audience; (2) Volkswagen and Chrysler generated the most positive engagement both during and after the game due to their compelling ads and social media use; (3) brands that used social media strategically before and after the game were able to significantly extend the lifespan of their campaigns. The analysis demonstrates how social media can help quantify and maximize the impact of big marketing events like the Super Bowl.
The document discusses strategic sourcing and ADMA-OPCO's plans to implement it. The goals of strategic sourcing are to increase customer satisfaction, improve internal service levels and product quality, and significantly reduce total costs through coordinated purchasing across the organization. ADMA-OPCO aims to leverage its buying power to obtain goods and services efficiently for end users. The document outlines the strategic sourcing process and opportunities for ADMA-OPCO to analyze spending, the supplier base, and develop a sourcing strategy to better meet its goals.
The document discusses strategic sourcing consulting and training services provided by Procexcellenz. It outlines key topics in strategic sourcing like total cost of ownership and technology enabling procurement. It also lists training programs in areas like six sigma strategic sourcing methodology, APQP, and total cost of ownership. The training can be delivered through various options like primary, secondary, and tertiary models depending on the number of participants. Procexcellenz provides multi-channel consulting and training solutions in strategic sourcing, six sigma, lean, cost management and strategy planning.
Professional Procurement Training Helps To Increase Your SkillPeter Desilva
Blue Ocean Academy in Dubai offers procurement training courses to help professionals and students improve their skills in purchasing and procurement management and achieve a broad education in these principles. The training increases participants' skill levels. More details can be found at the URL provided.
The document discusses Pitney Bowes' strategic outsourcing initiative led by Joann Martin. Some key points:
1) In 2005, Pitney Bowes decided to outsource to cut costs, limit investments, and improve flexibility. Martin led partner selection.
2) Pitney Bowes selected best-in-breed global partners before involving business units. This included Sitel for call centers.
3) To gain internal support, Martin had to show how outsourcing would manage risks, reduce costs, and expand capabilities globally. Metrics ensured partners delivered value.
Data Sourcing Best Practices for Reporting (Webinar slides)Yellowfin
Why watch?
Are you trapped in reporting hell?
Do you spend hours struggling to manually produce the reports management demands? Are you working with disparate islands of outdated data? And, after all that hard work, are the reports produced inaccurate and untrustworthy?
Watch this on-demand Webinar from SolveXia and Yellowfin – Data Sourcing Best Practices for Reporting – to discover how to build reliable supply chains of data in just 30-minutes. Learn how to quickly and easily go from source data to killer report – every time.
Only dependable and repeatable processes can produce quality data and reports. Ensure your reporting generates the business insights you need. Let SolveXia and Yellowfin show you how.
What will you learn?
Think the ability to deliver world-class, up-to-date and accurate reports that anyone can access, analyze and act on is important? Then this Webinar is a must.
Watch the on-demand version to learn how to:
•Create business critical reports on which you and your organization can rely
•Deliver sleek, sexy and intuitive charts, reports and dashboards to anyone, anywhere, anytime on any device
•Become the information Superhero you were meant to be!
The data that underpins any reporting system must be managed properly to make sure it’s clean, relevant and delivered in a timely manner to maximize the ability of enterprise BI solutions to produce actionable insights. Do you know how?
This document provides an overview and outline of a procurement training course. The course will cover procurement fundamentals including clarifying industry terms, the procurement process, determining needs, finding suppliers, bidding, negotiation, selecting suppliers, and formalizing agreements. It will be delivered by Business Services Support Limited and produced by Sheila Elliott, an expert in business, accounting, and management. The objectives are to provide an introduction, structure the content, and convey key outcomes.
Summary of Case studies on the sourcing hub concept by Anupam Agarwal, Arnoud...Haris Naved Ahmed
This paper that I have analyzed is about a concept called the Sourcing Hub. This paper includes various concepts pertaining to Sourcing and Supply chain management. The primary objective of this study is to fit in information on upstream Raw Material suppliers so as to add value to the Supply chain.
This document outlines an agenda for a procurement audit training course. It discusses getting the most out of the training by actively participating and focusing on the subject matter. The course objectives are to understand the procurement life cycle, emerging risks and trends, how to audit the cycle, and lean audit techniques. The outline includes an overview of procurement, the procurement cycle components, emerging risks and trends, performing procurement audits, and lean audit techniques.
Characteristics of high maturity organisations - how CMMI & LSS integration can improve product quality, processes, bottom line and customer satisfaction
Category Management is Capgemini's approach to managing procurement categories. It aims to increase efficiency and realize cost savings. Key elements include end-to-end supply chain management, market awareness, technical knowledge, strong supplier relationship management, and understanding consumer needs. Capgemini provides strategic procurement, category support, and an on-demand procurement platform to help clients implement effective category management. Realizing savings and ensuring governance are top priorities in all category management initiatives.
The document discusses strategies for managing strategic supplier relationships and collaboration. It outlines key questions purchasing officers should consider around understanding their supply base and spend. It then covers the strategic sourcing process, including analyzing spend, identifying requirements, analyzing the market, developing a strategy, managing negotiations, awarding contracts, and implementing the strategy. It also discusses optimizing the supplier base, performing supplier financial analysis, managing risk, and improving supplier performance.
The document discusses strategies for developing model suppliers and optimizing a company's supply base. It defines attributes of model suppliers, such as managing quality systems, demonstrating technology leadership, and supporting business goals. It also outlines steps for a mature supply management process, including defining a preferred supplier base, establishing strategic partnerships, integrating suppliers, and conducting supply base segmentation. Commodity source plans are developed annually based on supplier performance data and input from stakeholders to guide one-year and three-to-five-year sourcing strategies.
This document outlines the key aspects of category management. It discusses that category management is a process where categories are managed as strategic business units to maximize sales and profits. It involves defining categories, assessing performance, setting goals and strategies, implementing category plans, and ongoing review. Category management is a collaborative approach where retailers and suppliers work together to deliver value to consumers.
The document discusses various types of waste ("muda") that can occur in service industries and how eliminating them can increase speed and flexibility while reducing costs. It identifies eight main types of waste: 1) information, 2) energy and water, 3) defecting customers, 4) untapped human potential, 5) materials, 6) customer time, 7) service and office processes, and 8) inappropriate systems. The document advocates applying "Lean Thinking" principles like Toyota Production System to identify and remove waste using an approach that starts with Theory of Constraints and then progresses to Plan-Do-Check-Act cycles. Eliminating waste can lower operating and production costs without passing them on to customers.
The document discusses CMMI (Capability Maturity Model Integration), a framework for process improvement and appraising the maturity of processes. It provides definitions of CMMI's key aspects including maturity levels, process areas, usage, benefits, and differences compared to other frameworks like ISO and Lean Six Sigma. CMMI aims to help organizations measure, monitor, and manage processes to improve performance, quality and reduce risks through a defined process improvement path.
This document outlines a waste walk/audit process to identify and eliminate waste using Lean tools. It defines different types of waste including transportation, excess inventory, excess motion, waiting, overproduction, overprocessing, defects, and underutilized talent. For each waste type, potential causes are identified along with recommended countermeasures. The waste audit process involves measuring and observing waste, identifying improvement ideas, and planning follow-up activities to ensure waste is removed on an ongoing basis. The overall goal is to structure a process to eliminate waste through the appropriate application of Lean principles and tools.
The document discusses material management in healthcare facilities. It defines material management and outlines its key aims and principles, which include obtaining supplies of the right quality, quantity, time and place at the lowest cost. It describes the various functions and elements of material management like procurement, storage, inventory control and equipment maintenance. The primary objectives are economy, continuity of supply and developing good supplier relationships.
The document discusses implementing lean six sigma principles and eProcurement/strategic sourcing in a heavy machinery industry's MRO environment. It outlines the implementation highlights, including a focus on change management over technology. Benefits achieved included reduced costs, improved compliance, and faster processing times. The strategic sourcing roadmap included spend analysis, supplier evaluation, contracting, and an eProcurement system to streamline the procure-to-pay process. Key success factors included cross-functional involvement, standardization, and benefits realization monitoring.
The document discusses sourcing strategies for recruitment and hiring. It defines sourcing as an organization's ability to use effective recruitment approaches to fill vacant positions. A sourcing strategy is needed to determine the best methods for different types of roles based on skills required, position needs, and available resources. The strategy should include both internal and external recruitment methods with a focus on targeted recruitment. An effective sourcing strategy drives down candidate interviews while ensuring a proper fit between the candidate and company requirements.
Personalization and the Future of Database Marketing - Michael Stich, Bridge ...Michael Stich
The document discusses database marketing and its benefits. It defines database marketing as using consumer databases to send personalized communications. The key benefits are creating ongoing relationships with large, diverse consumer groups. Best practices include prioritizing data quality over quantity and segmenting consumers. Emerging trends include data consolidation to get a unified view of consumers and more analytics-driven marketing. The future of database marketing involves simplified, real-time access to unified data to deliver more meaningful, relevant experiences.
Changing faces of direct marketing e briks infotechebriksinfotech
The document discusses integrated marketing and how using multiple marketing channels together can drive better results than individual channels alone. It provides an overview of key social media channels like Facebook, Twitter, LinkedIn, and blogs. It also discusses other digital channels like email, mobile, and QR codes. The document advocates developing campaigns that leverage different channels in an integrated way to increase efficiency, flexibility, visibility, and customer loyalty. It provides an example campaign using paid search, content marketing, social media, and radio/TV to promote a light bulb offer.
The document discusses strategic sourcing and ADMA-OPCO's plans to implement it. The goals of strategic sourcing are to increase customer satisfaction, improve internal service levels and product quality, and significantly reduce total costs through coordinated purchasing across the organization. ADMA-OPCO aims to leverage its buying power to obtain goods and services efficiently for end users. The document outlines the strategic sourcing process and opportunities for ADMA-OPCO to analyze spending, the supplier base, and develop a sourcing strategy to better meet its goals.
The document discusses strategic sourcing consulting and training services provided by Procexcellenz. It outlines key topics in strategic sourcing like total cost of ownership and technology enabling procurement. It also lists training programs in areas like six sigma strategic sourcing methodology, APQP, and total cost of ownership. The training can be delivered through various options like primary, secondary, and tertiary models depending on the number of participants. Procexcellenz provides multi-channel consulting and training solutions in strategic sourcing, six sigma, lean, cost management and strategy planning.
Professional Procurement Training Helps To Increase Your SkillPeter Desilva
Blue Ocean Academy in Dubai offers procurement training courses to help professionals and students improve their skills in purchasing and procurement management and achieve a broad education in these principles. The training increases participants' skill levels. More details can be found at the URL provided.
The document discusses Pitney Bowes' strategic outsourcing initiative led by Joann Martin. Some key points:
1) In 2005, Pitney Bowes decided to outsource to cut costs, limit investments, and improve flexibility. Martin led partner selection.
2) Pitney Bowes selected best-in-breed global partners before involving business units. This included Sitel for call centers.
3) To gain internal support, Martin had to show how outsourcing would manage risks, reduce costs, and expand capabilities globally. Metrics ensured partners delivered value.
Data Sourcing Best Practices for Reporting (Webinar slides)Yellowfin
Why watch?
Are you trapped in reporting hell?
Do you spend hours struggling to manually produce the reports management demands? Are you working with disparate islands of outdated data? And, after all that hard work, are the reports produced inaccurate and untrustworthy?
Watch this on-demand Webinar from SolveXia and Yellowfin – Data Sourcing Best Practices for Reporting – to discover how to build reliable supply chains of data in just 30-minutes. Learn how to quickly and easily go from source data to killer report – every time.
Only dependable and repeatable processes can produce quality data and reports. Ensure your reporting generates the business insights you need. Let SolveXia and Yellowfin show you how.
What will you learn?
Think the ability to deliver world-class, up-to-date and accurate reports that anyone can access, analyze and act on is important? Then this Webinar is a must.
Watch the on-demand version to learn how to:
•Create business critical reports on which you and your organization can rely
•Deliver sleek, sexy and intuitive charts, reports and dashboards to anyone, anywhere, anytime on any device
•Become the information Superhero you were meant to be!
The data that underpins any reporting system must be managed properly to make sure it’s clean, relevant and delivered in a timely manner to maximize the ability of enterprise BI solutions to produce actionable insights. Do you know how?
This document provides an overview and outline of a procurement training course. The course will cover procurement fundamentals including clarifying industry terms, the procurement process, determining needs, finding suppliers, bidding, negotiation, selecting suppliers, and formalizing agreements. It will be delivered by Business Services Support Limited and produced by Sheila Elliott, an expert in business, accounting, and management. The objectives are to provide an introduction, structure the content, and convey key outcomes.
Summary of Case studies on the sourcing hub concept by Anupam Agarwal, Arnoud...Haris Naved Ahmed
This paper that I have analyzed is about a concept called the Sourcing Hub. This paper includes various concepts pertaining to Sourcing and Supply chain management. The primary objective of this study is to fit in information on upstream Raw Material suppliers so as to add value to the Supply chain.
This document outlines an agenda for a procurement audit training course. It discusses getting the most out of the training by actively participating and focusing on the subject matter. The course objectives are to understand the procurement life cycle, emerging risks and trends, how to audit the cycle, and lean audit techniques. The outline includes an overview of procurement, the procurement cycle components, emerging risks and trends, performing procurement audits, and lean audit techniques.
Characteristics of high maturity organisations - how CMMI & LSS integration can improve product quality, processes, bottom line and customer satisfaction
Category Management is Capgemini's approach to managing procurement categories. It aims to increase efficiency and realize cost savings. Key elements include end-to-end supply chain management, market awareness, technical knowledge, strong supplier relationship management, and understanding consumer needs. Capgemini provides strategic procurement, category support, and an on-demand procurement platform to help clients implement effective category management. Realizing savings and ensuring governance are top priorities in all category management initiatives.
The document discusses strategies for managing strategic supplier relationships and collaboration. It outlines key questions purchasing officers should consider around understanding their supply base and spend. It then covers the strategic sourcing process, including analyzing spend, identifying requirements, analyzing the market, developing a strategy, managing negotiations, awarding contracts, and implementing the strategy. It also discusses optimizing the supplier base, performing supplier financial analysis, managing risk, and improving supplier performance.
The document discusses strategies for developing model suppliers and optimizing a company's supply base. It defines attributes of model suppliers, such as managing quality systems, demonstrating technology leadership, and supporting business goals. It also outlines steps for a mature supply management process, including defining a preferred supplier base, establishing strategic partnerships, integrating suppliers, and conducting supply base segmentation. Commodity source plans are developed annually based on supplier performance data and input from stakeholders to guide one-year and three-to-five-year sourcing strategies.
This document outlines the key aspects of category management. It discusses that category management is a process where categories are managed as strategic business units to maximize sales and profits. It involves defining categories, assessing performance, setting goals and strategies, implementing category plans, and ongoing review. Category management is a collaborative approach where retailers and suppliers work together to deliver value to consumers.
The document discusses various types of waste ("muda") that can occur in service industries and how eliminating them can increase speed and flexibility while reducing costs. It identifies eight main types of waste: 1) information, 2) energy and water, 3) defecting customers, 4) untapped human potential, 5) materials, 6) customer time, 7) service and office processes, and 8) inappropriate systems. The document advocates applying "Lean Thinking" principles like Toyota Production System to identify and remove waste using an approach that starts with Theory of Constraints and then progresses to Plan-Do-Check-Act cycles. Eliminating waste can lower operating and production costs without passing them on to customers.
The document discusses CMMI (Capability Maturity Model Integration), a framework for process improvement and appraising the maturity of processes. It provides definitions of CMMI's key aspects including maturity levels, process areas, usage, benefits, and differences compared to other frameworks like ISO and Lean Six Sigma. CMMI aims to help organizations measure, monitor, and manage processes to improve performance, quality and reduce risks through a defined process improvement path.
This document outlines a waste walk/audit process to identify and eliminate waste using Lean tools. It defines different types of waste including transportation, excess inventory, excess motion, waiting, overproduction, overprocessing, defects, and underutilized talent. For each waste type, potential causes are identified along with recommended countermeasures. The waste audit process involves measuring and observing waste, identifying improvement ideas, and planning follow-up activities to ensure waste is removed on an ongoing basis. The overall goal is to structure a process to eliminate waste through the appropriate application of Lean principles and tools.
The document discusses material management in healthcare facilities. It defines material management and outlines its key aims and principles, which include obtaining supplies of the right quality, quantity, time and place at the lowest cost. It describes the various functions and elements of material management like procurement, storage, inventory control and equipment maintenance. The primary objectives are economy, continuity of supply and developing good supplier relationships.
The document discusses implementing lean six sigma principles and eProcurement/strategic sourcing in a heavy machinery industry's MRO environment. It outlines the implementation highlights, including a focus on change management over technology. Benefits achieved included reduced costs, improved compliance, and faster processing times. The strategic sourcing roadmap included spend analysis, supplier evaluation, contracting, and an eProcurement system to streamline the procure-to-pay process. Key success factors included cross-functional involvement, standardization, and benefits realization monitoring.
The document discusses sourcing strategies for recruitment and hiring. It defines sourcing as an organization's ability to use effective recruitment approaches to fill vacant positions. A sourcing strategy is needed to determine the best methods for different types of roles based on skills required, position needs, and available resources. The strategy should include both internal and external recruitment methods with a focus on targeted recruitment. An effective sourcing strategy drives down candidate interviews while ensuring a proper fit between the candidate and company requirements.
Personalization and the Future of Database Marketing - Michael Stich, Bridge ...Michael Stich
The document discusses database marketing and its benefits. It defines database marketing as using consumer databases to send personalized communications. The key benefits are creating ongoing relationships with large, diverse consumer groups. Best practices include prioritizing data quality over quantity and segmenting consumers. Emerging trends include data consolidation to get a unified view of consumers and more analytics-driven marketing. The future of database marketing involves simplified, real-time access to unified data to deliver more meaningful, relevant experiences.
Changing faces of direct marketing e briks infotechebriksinfotech
The document discusses integrated marketing and how using multiple marketing channels together can drive better results than individual channels alone. It provides an overview of key social media channels like Facebook, Twitter, LinkedIn, and blogs. It also discusses other digital channels like email, mobile, and QR codes. The document advocates developing campaigns that leverage different channels in an integrated way to increase efficiency, flexibility, visibility, and customer loyalty. It provides an example campaign using paid search, content marketing, social media, and radio/TV to promote a light bulb offer.
Changing faces of direct marketing e briks infotechebriksinfotech
The document discusses integrated marketing and how using multiple marketing channels together can drive better results than individual channels alone. It provides an overview of key social media channels like Facebook, Twitter, LinkedIn, and blogs. It also discusses other digital channels like email, mobile, and QR codes. The document advocates developing campaigns that leverage different channels in an integrated way to increase efficiency, flexibility, visibility, and customer loyalty. It provides an example campaign using paid search, content marketing, social media, and radio/TV to promote a light bulb offer.
This document discusses how companies can leverage big data and social media analytics to drive business strategy and increase sales effectiveness. It defines big data for marketers and examines social media's role in integrated marketing. The key takeaways are how to use social analytics to optimize activities, focus on meaningful metrics like sentiment tracking, and examples of how companies have increased conversions. Strategies presented include developing segmentation using data mining to create nurturing programs that drive conversions. Case studies show applications in fashion, manufacturing and healthcare. The document encourages turning digital output into targeted messaging to improve ROI and eliminate silos between tactics.
The document provides an overview of Datalicious, a digital marketing agency that specializes in campaign measurement and data services. It discusses Datalicious' history and clients, as well as the wide range of data, insights, and action services it offers. Key aspects covered include metrics frameworks, conversion funnels, data sources, and the importance of calendar events for proper data interpretation.
Big data comes from a variety of sources and in different formats. It is characterized by its volume, velocity, and variety. Organizations are using big data to gain business insights through analytics. This allows them to increase revenue, reduce costs, optimize processes, and manage risks. Examples of big data uses include marketing campaign analysis, customer segmentation, and fraud detection. Companies must overcome technological and organizational challenges to successfully leverage big data.
How B2B Marketers Use Digital Media to Accelerate Marketing and Sales Perform...Joel Book
This presentation was delivered at the 2011 DMA B2B Marketing Symposium in Boston.
It provides a concise overview of why and how innovative B2B marketers are using Email, Social Media and Websites in combination with CRM and marketing automation technology to attract, engage, sell, and retain customers.
Interactive Innovation: How Smart and Successful BtoB Marketers Use Digital M...Vivastream
Volvo Construction Equipment uses a multi-channel digital marketing strategy to accelerate marketing and sales performance. They integrate customer data across online marketing, email communications, and their CRM system to personalize campaigns. Their email newsletters achieve high open and click-through rates, driving traffic to their website and generating leads for new and used equipment sales. Analytics from email campaigns provide insights to improve content and measure ROI.
The document discusses the challenges facing CMOs and digital marketers in today's fragmented digital marketing ecosystem. It notes the opportunities presented by media fragmentation but also the need for measurement to prove ROI given barriers around uncertain returns. Mobile and social media are highlighted as major opportunities that are growing exponentially but also have unique success metrics. The presentation emphasizes building a unified view of customers across channels to better target and personalize experiences.
1) Marketers are looking to bridge the gap between data analysis and taking action based on insights. Many have abundant data but struggle to use it effectively.
2) Marketers are increasingly letting customers lead interactions through inbound channels like websites and call centers, delivering personalized messages during customer-initiated transactions.
3) Marketers see behavioral web data as highly valuable for understanding customers and will increasingly leverage it in campaign decision-making over the next year.
1) Marketers are looking to bridge the gap between data analysis and taking action based on insights from customer data. Many have abundant data but struggle to use it effectively.
2) Marketers are increasingly letting customers lead interactions through inbound marketing like websites and call centers, responding to customer-initiated contacts.
3) Marketers see online customer behavior data from websites as highly valuable for understanding customers and will increase use of this data in campaign decision-making. Leveraging different data sources is key to improving personalization.
1. The document summarizes the key marketing trends for 2011 based on Unica's annual marketing survey.
2. Some of the top trends include marketers bridging the gap between data analysis and action, letting customers lead interactions through inbound marketing, and leveraging online behavioral data.
3. Marketers are also focusing on improving email integration and segmentation, treating mobile as multiple channels, and getting more serious about cross-channel attribution to understand effectiveness.
The document discusses challenges in social media marketing analytics and metrics. It presents a four step process for social performance management: 1) Align social goals to business objectives, 2) Establish key performance metrics and targets, 3) Track and measure performance, and 4) Analyze data to optimize strategies. The workshop sections provide examples of connecting business objectives to social goals and metrics. Overall the document advocates for standardizing measurement across channels to efficiently track performance and optimize social investments.
This document discusses big data and how it presents both challenges and opportunities for businesses. It defines big data as the massive amounts of both structured and unstructured data being created every day through various digital channels. The three key facets of big data are volume, velocity and variety. The document provides examples of how social media, mobile, and cloud computing are contributing to the big data phenomenon. It also outlines some potential applications of big data for marketing functions like customer service, lead generation, product development, and influencer outreach. Finally, it discusses key principles for strategically leveraging big data such as engaging customers across channels and creating usable insights to act upon.
This document summarizes the key findings of an annual marketing survey. It identifies 11 major marketing trends for 2011, including marketers focusing on improving integration between data analysis and campaign execution, letting customers lead through inbound interactions, and leveraging online behavioral data. Other trends include keeping email relevant through better segmentation/targeting, treating mobile as multiple channels, and adopting an integrated marketing suite to improve effectiveness. The majority of marketers agree that an integrated approach across channels is needed to achieve interactive marketing.
Compete provides marketers with data and metrics on online consumer behavior through its large online consumer panel. It combines data from its proprietary recruited panel of 350,000 consumers who have installed meter software, with clickstream data licensed from partners. This multi-source panel totaling over 2 million consumers in the US allows Compete to provide more detailed metrics than other audience measurement providers. Compete uses harmonization algorithms to integrate these multiple data sources and normalization techniques to project accurate base audience metrics. This comprehensive data helps marketers optimize digital media strategies, measure success across the consumer purchase pathway, and gain insights to increase traffic, sales and reduce churn.
This document discusses social media analytics and how to measure the effectiveness of social media marketing efforts. Some key challenges in measuring social media ROI are a lack of clear objectives, focusing only on conversions, and not having robust website and social media analytics. The document recommends establishing reliable analytics practices by tagging the website with a solution that provides granular data, captures all visitor behaviors, and offers data warehousing and support. This will help marketers overcome challenges, measure multiple objectives, attribute results to different channels, and optimize their marketing mix and budgets.
This document discusses social media analytics and how marketers can measure the effectiveness of their social media initiatives. It outlines some common challenges marketers face in obtaining clear performance measures from social media. The document then provides an overview of Coremetrics' approach to social media analytics for platforms like Twitter, social networks, videos, blogs, and user reviews. It explains how Coremetrics helps marketers uncover ROI from social media and optimize their online marketing efforts.
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Notes Version: Driving Results through Strategic Data Sourcing and Optimization Life Line Global Case Study
1. 9/30/2011
October 5th, 2011
Driving Results through Strategic
Data Sourcing and Optimization:
Life Line Global Case Study
Trish Mathe – Vice President of Database
Marketing, Life Line Screening
Ozgur Dogan – General Manager, Data
Solutions Group, Merkle
Presenter Backgrounds
• Trish Mathe
• Vice President of Database Marketing at Life Line Screening
• Over 10 years of database marketing experience both in financial services
and healthcare industries
• Areas of expertise include: building and maintaining marketing
infrastructure and automation, prospect and customer database
management, campaign management and measurement
• Experienced in marketing to the fifty plus crowd, healthcare professionals,
and several other specialty market segments
• Ozgur Dogan
• General Manager of Data Solutions Group at Merkle
• Oversees the delivery of analytical data sourcing and optimization solutions
for Merkle’s clients across all industry verticals
• Spent 7 years at Merkle and has 15 years of industry experience in building,
implementing and integrating database marketing solutions
• Technical MBA Degree from the University of Georgia
2
Session Overview
1. Evolution in the CRM Data Landscape
2. Developing a quantitative framework to assess value of data
3. Future Trends and Innovation Opportunities
4. Life Line Data Sourcing & Optimization Case Study
3
1
2. 9/30/2011
Evolution of the Marketing Landscape
Global Market Trends
• Fundamental changes in the consumer decision making and
buying process
• Advancing and evolving technology use
• Expanding fragmentation – media and channels
• Data explosion driven by emergence of digital media
• Clutter and confusion in the data landscape
• Increased Accountability and Measurement
Ultimately, these influencers are changing the way marketers will create
competitive advantage in the future.
5
Consumers are More Connected Today than Ever
Blog
Email Search
27%
actively
read blogs
87% use email
87% 27% 86%
86% use search
1+ times per day frequently
Social Display
63% use
20% click on
Facebook 63% banner ads
weekly IM Mobile 20%
33% use IM 51% are active
regularly 51% texters
33%
6
2
3. 9/30/2011
Database Marketing Landscape is Evolving
DbM 1.0 DbM 2.0
Single Campaign/ Media Targeting Integrated Media Optimization
Direct/Identified Model New Entrants
Key Trends
Domestic US and International Solutions
Offline focus Digitalization
Cost Pressure Increased Cost Pressure
7
Data Explosion!
Today, the codified information base of the world
is believed to double every 11 hours
15 out of 17 sectors in the United States have more data stored
per company than the US library of Congress
“We create as much information in two days now as we did from
the dawn of man through 2003.”
Eric Schmidt, Google CEO
“Organizations are overwhelmed with the amount of data they
have and struggle to understand how to use it to drive business
results.” (2010 MIT Sloan/IBM Study)
8
Major Factors Driving Opportunity
Emergence Challenges Objectives Solution
New Channels
& Media
Cost
Pressures
Improve
Customer ROI
Centricity
Increased Analytic
Focus on
Complexity Data Sourcing
The Customer
Accountability & Optimization
&
Measurement
Integrated
Approach
Increased
Message
Technology Volume
9
9
3
4. 9/30/2011
Business Impact of Analytical Data Sourcing
Leading direct marketer saved $2 MM in list sourcing cost in it first four 4 months
through analytical data sourcing optimization without negatively impacting
response
Total List Spends and Savings
$4,000,000
$3,500,000
$3,000,000
$2,500,000
$2,035,459
$2,000,000
$1,500,000
$820,040
$1,000,000
$490,515 $456,425
$500,000 $268,479
$0
Jun Jul Aug Sep Total
2010 Costs 2011 Costs Savings
10
CRM Data Landscape
CRM Data Provider Landscape
COMPANY TYPES
SEGMENTATION TOOL SYNDICATED
COMPILERS LIST MANAGEMENT SPECIALTY COMPILERS CREDIT DATA DIGITAL DATA
PROVIDERS RESEARCH
Aggregators,
Lifestyle/Behavioral, Generic Clusters - utilizing Panel data representing
Demographics & Credit Scores, Owners,
Response Data Realty, Transactional, attitudinal, demographics, or consumer attitudes &
Firmographics Credit Attributes Audience,
Life Events credit information behaviors
Analytics
12
4
5. 9/30/2011
Common Data Types and Constraints
Type of Data Examples Common Constraints
Compiled & Experian INSOURCE, ‐ Can only afford one source
Aggregated Data Epsilon TotalSource, ‐ It is difficult to determine unique value
Data Source so only purchase single source
Syndicated Research MRI, Scarborough ‐ Unable to implement beyond basic
messaging and product design
Vertical Lists New parents, ‐ Too many choices on the market, hard
magazine subscribers to evaluate
‐ Selection limited to a small number of
data card attributes
13
Analytical Data Sourcing and Optimization
14
How to Assess the Value of Data
Framework
Predictive Power Descriptive Power
Composite Score
Source Quality Universe Coverage
Key Dimensions for Evaluation:
– Predictive Power: Does the source add incremental lift to my predictions?
– Descriptive Power: Does the new source provide the ability to better
segment my target audience or lend new insights?
– Universe Coverage: Does the source provide access to new and unique
prospects (or overlay to existing customers)?
– Source Quality: Does the source provide accurate and high quality data?
15
5
6. 9/30/2011
Data Optimization Lab
16
Evaluating Value of Data Sources ‐ Example
Key Dimensions for Evaluation
Predictive Power Descriptive Power Example
Composite Ranking
Composite Score Vendor 1 Vendor 2 Vendor 3 Vendor 4 Vendor 5 Vendor 6 Vendor 7 Merkle
Composite Score 2.50 6.90 4.60 5.85 4.85 3.90 6.40 1.00
Score Rank 2 8 4 6 5 3 7 1
Source Quality Universe Coverage
Module Ranking
Vendor 1 Vendor 2 Vendor 3 Vendor 4 Vendor 5 Vendor 6 Vendor 7 Merkle
Score 0.2% 0.2% 2.1% 2.5% 4.4% 2.5% 0.2% 0.1%
Source
Rank 2 4 5 7 8 6 3 1
Quality
Rating High High Medium Medium Low Medium High High
Score 76.7% 62.6% 68.2% 66.1% 81.6% 83.2% 69.3% 94.0%
Universe
Predictive Power By Expert Model Rank 4 8 6 7 3 2 5 1
Coverage
Rating Medium Low Medium Medium High High Medium High
Score 150 138 144 150 145 149 134 151
Overall Model X Model Y Model Z Predictive
Rank 2 7 6 3 5 4 8 1
Power
Vendor A Rating High Low Medium High High High Low High
Vendor B Score 95% 31% 53% 81% 80% 63% 45% 100%
Descriptive
Vendor C Power
Rank 2 8 6 3 4 5 7 1
Rating High Low Medium High High Medium Low High
Vendor D
Low Medium High
17
Analytical Data Sourcing & Optimization
Traditional Data Analytical Data
Sourcing Sourcing
Incented to increase list
Incented to increase list
Incentive volume
performance and
reduce list costs
Not fully aligned with Client’s Fully aligned with Client’s
Alignment business goals cost efficiency and growth goals
Recommendations driven by Analytically Driven Optimization
Recommendations Experience and Relationship Approach
Dedicated Team focused on
Team Driven to increase commissions
Driving performance
World Class Analytics Team with
Analytics No real analytics or science
data optimization experience
18
6
7. 9/30/2011
List Optimization Dynamics
The purpose of the list optimization process is to balance cost and value
Maximize List
Value
Increase Performance
Expand Universe
Minimize List Cost
Reduce List Costs
Reduce Run Charges
Reduce Duplication
19
Analytic Approach to List Universe Optimization
Existing Universe Lists Future Universe Lists
List
List List
List List
List List
List List
List List
List List
List List List
List
List List
List
List
List List List
List
List
List
List List List
List List
“N” lists
Merkle’s approach is to inform the
source /list pool and universe
optimization process with analytics to ROI
define the right mix and number of lists
that maximize ROI
N lists
# of Lists
20
Optimized Source Mix Illustration
The ratio of the Base File names increases in the optimized source mix scenario
21
7
8. 9/30/2011
Optimization Performed At Multiple Levels
LEVEL 1 Source Optimization
Identify lists with high performance and lower
Expand Universe Through New Lists
costs
LEVEL 2 Universe Optimization
Replace lists with low performance and/or high overlap
LEVEL 3 Campaign Optimization
Model Scoring Segmentation
Today’s
Focus
HIGHER PERFORMANCE
LOWER COSTS
HIGHER VISIBILITY
22
Optimization Lab – Data Sourcing and Integration Process
Data Source Source Source
Sourcing Optimization Integration Effectiveness
Source
Optimization Derived Data
Life Event Development
Triggers
Vertical Data Campaign 1
Performance
Compiled Data Audience Defined Campaign Optimization
Optimization Campaign 2
Optimization Universe
Campaign ROI
Enhanced
messaging &
Credit Data segmentation
Source
Effectiveness
Campaign 3
Partner Data
Customer Data Deploy Campaign Level
Create the best Analytics
Marketable Universe
Source Evaluation
23
Trends and Innovation Opportunities
8
9. 9/30/2011
Data Sourcing and Optimization As Enabler of
Customer Centricity
• Effective ICM™ demands a broad
set of core competencies in order
to be effective. Data plays a
central role in delivering on the
vision of ICM.
• Understanding the optimal mix
of data, both third party and
customer enables optimal
analytics.
• Analytics informed effectively
through data enables
segmentation, customer
optimization, marketing mix,
media targeting, and predictive
modeling in support of the four
functional areas within ICM.
25
Data Sourcing As Strategic Engagement
Phase I ‐ Evaluation Phase 2 ‐ Implementation
(Months 0 – 3) (Months 3+)
Establish KPI’s
Illustrative
List Simulation/Optimization on
Optimization Historical Campaigns Refine Optimization Models
Evaluation of New Compiled
& Vertical Sources
Execute Test Campaign
Early Harvest
Eliminate list sources with
high duplication rates
Develop list optimization tool
Optimized list sourcing for
Rollout Highlights (incl. brokerage services)
26 Strategic data research and analysis
2626
List Optimization Engine Automates the Process
27
9
10. 9/30/2011
Economic and Environmental Data Integration
Economic and Environmental Data
Examples
New house starts and vacancy rates
Unemployment rate and per capita personal
income
Consumer pricing and sentiment index
Precipitation and temperature data
Disaster areas
Business Impact
Better targeting of products and services
that are sensitive to environmental factors
More predictive media mix optimization
and allocation models
Ability to explain performance changes
due to environmental factors
2
Digital Data Innovation and Integration
Online Data
• Place scripts on publisher sites to collect data about interests and in
Aggregators market activity (travel, auto, etc) at a cookie level
Anonymous (cookie) • Use the data to optimize online communications like Display Ads
audience targeting
Online Data
• Collect data across publisher, portal sites on in market activity, user profiles
Aggregators
• Includes “in market” data and IP‐email connected to postal address
PII Targeting
Offline to Online • Providers that own offline data assets match specific offline customer or
prospect audiences to online anonymous IDs
Audience Targeting • Several partner with Yahoo!, MSN, AOL for match
• Collect online data focused on specific niche areas – B2B, video, semantic
Niche Providers context, network provider, etc.
• Online panels evaluate user activity across sites, profiling companies tag
Online Panels sites to profile visitors
• The Rapleaf model of providing customer emails to determine social
Social behavior and identify influencers was shut down.
• No clear path to licensing data – most usage is in display
29
Key Take Aways
• CRM data landscape is changing rapidly due to digital
media emergency and data explosion
• Innovative optimization approach delivers ROI by
reducing data costs and increasing marketing
performance
• It’s important to cut through the clutter and identify the
most valuable data assets in the market place including
newly emerging sources like digital
• Integrating analytics expertise with data market
knowledge is necessary to gain access to best and most
comprehensive marketable universe
30
10
11. 9/30/2011
Data Sourcing & Optimization Case Study
Life Line Screening Overview
• Leading provider of community‐based preventive
health screenings and employs approximately 1000
employees in the U.S. and abroad
• Mission is to make people aware of the existence of
undetected health problems and guide them to seek
follow‐up care with their personal physician
• Since their inception in 1993, Life Line has screened
over 6 million people, and currently screens 1
million people each year at 20,000 screening events
globally
32
32
Screening Process: Participant’s Experience
• “Results Letter”
mailed within 3
Participant Screened At weeks.
Screening Local Venue: Church,
• Advised to share
Scheduled Club, Community Center
with physician for
appropriate
follow‐up.
• If anything critical
participant is
provided a
Results are reviewed “Doctor’s Review
by a board certified Kit” immediately
physician and advised to go
to a physician or
emergency room
within 24 hours.
33
11
12. 9/30/2011
Life Line’s Global Expansion Strategy
What? Where? Why?
Copy & paste model British Commonwealth • English speaking
• Cultural similarities
• Low regulatory barriers
Proof of concept #1: India • English speaking
Grass root marketing • Market potential
partnership • DM challenging
Proof of concept #2: Continental Europe • Non-English speaking
Franchise operations • Fragmented regulatory
landscape
• Good customer
response
34
Life Line Projected Global Presence
35
Life Line Business Challenge
• Interested in rapidly growing the customer base in US
and across the globe
• Using multiple compiled lists provides support to the
large‐scale Direct Mail acquisition program
• Limited universe and heavy mailing volume causing
contact fatigue
• Applying the learnings generated in US to support the
global expansion strategy with UK as the first pilot
market
36
12
13. 9/30/2011
CRM Solution Roadmap
High
Targeting
Insight
Program Development
Measurement
Source Incremental P&L and
Hierarchy
Integration of Promotion
History Prospect Segmentation
“Silo” Sources Marcom Contact Strategy per
Prospect and Customer level
Insights Segment
Impact
Brief knowledge on the 50‐75 LTV & Profitability Tracking
years old target population Integration of Sources
@ The Customer Level
Multi‐Source Interaction
Creative & Source Testing
Campaign Approach
Single level source campaign
level measurement
Phase I Phase II Phase III
Low High
Program Sophistication
37
Analytics and Targeting Solution for US
• Started with an in‐depth analysis of Life Line’s historical campaign
data and quantified the impact of contact history on campaign
performance
• Learnings from the analysis were used to develop a segmented
modeling strategy based on prior contact history that drove the
selection of best prospect names
• A new targeting methodology was developed and tested against
the current compiled data vendors in a head to head test
• Segmented modeling solution increased response rate by 38%
and generated 62K incremental customers given the same mailing
quantity
38
Analytics Solution Framework
STEP 2 – DEVELOP A
STEP 1 – PERFORM CONTACT
PREDICTIVE MODELING
HISTORY ANALYSIS
SYSTEM
Base Universe Selection Model
Universal M odel #3
Segmented Segmented
Model #1 Model #2
Global
STEP 3 – DEVELOP
Optimal
Solution OPTIMIZATION
Local
Maximum
Local ALGORITHM TO
Maximum
MAXIMIZE DIRECT
MAIL CAMPAIGN
PERFORMANCE
39
13
14. 9/30/2011
Targeting Evolution – Gen3.0
• LLS models continue to be redeveloped to keep current and the
approach refined to gain incremental lift.
• Gen3.0 segments out prior contacts from non‐prior and also
urbanicity. Promotion history as a predictor is removed and
used outside of the model to remove bias that comes from
having it in the model.
• In head to head testing Gen3.0 is winning over Gen2.0 in 5 out
of 7 campaigns and driving an incremental 6% improvement on
average over an already strong Gen2.0 model.
Modeling Approach
Gen1.0 – Gen3.0
40
UK Predictive Modeling Solution
• We developed a Modeling System consisting of multiple
Customer Clone and Response Models to support Life
Line’s UK business
• Detailed analysis of the promotion history revealed that
two separate response models were needed (Prior and No
Prior) given the large performance differences between
the two contact strategy segments
• All of the models performed well and will provide a steady
stream of high performing target prospects going forward
41
UK Modeling and Selection
Leveraging the learning's from the US:
UK Models
1. A customer clone model is used to
eliminate 50‐75 year olds who do National Canvas
50‐75 yr olds
not look like current Life Line
customer customers
Customer Clone Model
2. Prospects are then separated
between those who received an
offer from Life Line in the past 12
Priors No‐Priors
months vs. those who did not Response Response
Model Model
3. Segment‐specific response models
are used to improve identification
of prospects with prior and no Optimization Algorithm To
prior contacts Combine The Predictive Models
42
14
15. 9/30/2011
UK Segmented Model – Summary
• Modeling process identified the characteristics among each
segment that best defined the responders
• Predictors of response for households without prior contact:
• Have a shorter length of residence
• Pay higher property tax
• Shorter distance to the screening location
• Reside in areas of higher concentration of existing Life Line UK customers
• Predictors of response for households with prior contact:
• Number of individual promotions received over previous 12 months
(the fewer the better)
• Reside in an area where others have responded to a past campaign
• Households that place orders by mail and the amount of the order
• Donate to charity
• Have a shorter length of residence
43
UK Results
UK Results
• Prospects identified through the Segmented Models yielded up to 62%
improvement in performance relative to campaign average
• Merkle and Life Line Teams are working on the next generation segmented
models to further increase the response performance
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Trish Mathe
tmathe@llsa.com
Ozgur Dogan
odogan@merkleinc.com
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