Take a look at the stories and statistics behind some of Dun & Bradstreet’s most successful analytics projects with our enterprise analytics case study look book.
In partnership with a leading global technology analyst firm, Dun & Bradstreet commissioned a new study to examine how Customer Data Management (CDM) impacts business development and overall performance. This exclusive study proves that smart CDM is essential for driving growth and staying ahead of the data explosion
Marketing Data Renovators Guide: 10 Steps to Prime Your B2B Database for Anal...Shelly Lucas
What do a fixer-upper and your marketing database have in common? More than you think. Learn 10 clear steps for making your database analytics-ready in this e-book.
Target Better, Nurture Better and Close Better. Learn how Dun & Bradstreet data within Oracle Cloud can help businesses grow relationships and revenue.
Scaling Account-Based Marketing in the Digital AgeDun & Bradstreet
Despite spending billions of dollars in pursuit of growth, only a select few companies actually achieve it. Rishi Dave, CMO of Dun & Bradstreet, explores the marriage of data, technology and account-based marketing via a “relationship platform” that can be your company’s springboard to growth.
In this presentation, Paul Ballew, D&B's Chief Data and Analytics Officer, explains the three levels of insight needed to gain an informed perspective for smarter decisions involving big data.
The D&B U.S. Economic Health Tracker exhibited resilience in May 2014. Readings on the small business community continued to stabilize although the anticipated bounce back has so far failed to materialize. In the meantime, some 297,000 new non-farm jobs were created, driven by strong gains in the business services and trade/transportation/utilities segments. Finally, the U.S. Business Health Index strengthened once again in May, registering a 54-percent index value, the highest recorded level since the index began in December 2010. U.S. businesses show sustained balance sheet and financial health, based on the weighted average of D&B's Viability Rating, Delinquency Predictor, and Total Loss Predictor. In spite of accelerating business expansion, lackluster economic growth and uncertainty remain significant restraints and should be monitored closely heading into the third quarter.
The Hidden Gems: Optimizing your DNB Credit ReportsDun & Bradstreet
The following presentation explores how businesses can mine maximum insight from their D&B credit reports, including finding the right business to identifying high-risk and special event triggers.
The State of B2B Lead Nurturing - 2014 ReportBizoInc
In May 2014, Bizo, in association with Oracle Marketing Cloud, surveyed more than 500 business executives about their companies’ lead nurturing challenges and strategies. The survey revealed that, even as the importance of marketing’s role has grown, many organizations are still struggling to develop comprehensive, multi-channel lead nurturing programs, and that tremendous opportunities lie ahead.
In partnership with a leading global technology analyst firm, Dun & Bradstreet commissioned a new study to examine how Customer Data Management (CDM) impacts business development and overall performance. This exclusive study proves that smart CDM is essential for driving growth and staying ahead of the data explosion
Marketing Data Renovators Guide: 10 Steps to Prime Your B2B Database for Anal...Shelly Lucas
What do a fixer-upper and your marketing database have in common? More than you think. Learn 10 clear steps for making your database analytics-ready in this e-book.
Target Better, Nurture Better and Close Better. Learn how Dun & Bradstreet data within Oracle Cloud can help businesses grow relationships and revenue.
Scaling Account-Based Marketing in the Digital AgeDun & Bradstreet
Despite spending billions of dollars in pursuit of growth, only a select few companies actually achieve it. Rishi Dave, CMO of Dun & Bradstreet, explores the marriage of data, technology and account-based marketing via a “relationship platform” that can be your company’s springboard to growth.
In this presentation, Paul Ballew, D&B's Chief Data and Analytics Officer, explains the three levels of insight needed to gain an informed perspective for smarter decisions involving big data.
The D&B U.S. Economic Health Tracker exhibited resilience in May 2014. Readings on the small business community continued to stabilize although the anticipated bounce back has so far failed to materialize. In the meantime, some 297,000 new non-farm jobs were created, driven by strong gains in the business services and trade/transportation/utilities segments. Finally, the U.S. Business Health Index strengthened once again in May, registering a 54-percent index value, the highest recorded level since the index began in December 2010. U.S. businesses show sustained balance sheet and financial health, based on the weighted average of D&B's Viability Rating, Delinquency Predictor, and Total Loss Predictor. In spite of accelerating business expansion, lackluster economic growth and uncertainty remain significant restraints and should be monitored closely heading into the third quarter.
The Hidden Gems: Optimizing your DNB Credit ReportsDun & Bradstreet
The following presentation explores how businesses can mine maximum insight from their D&B credit reports, including finding the right business to identifying high-risk and special event triggers.
The State of B2B Lead Nurturing - 2014 ReportBizoInc
In May 2014, Bizo, in association with Oracle Marketing Cloud, surveyed more than 500 business executives about their companies’ lead nurturing challenges and strategies. The survey revealed that, even as the importance of marketing’s role has grown, many organizations are still struggling to develop comprehensive, multi-channel lead nurturing programs, and that tremendous opportunities lie ahead.
The D&B U.S. Economic Health Tracker showed dogged improvement in April 2014. Small business health stabilized after a number months of decline. Although wintry weather took its toll in the Northeast and Midwest earlier in the year, small businesses continue to demonstrate strong on-time bill and credit-card payments. Meanwhile, an estimated 208,000 new jobs were created, driven by strong gains in the retail and manufacturing segments. Finally, the U.S. Business Health Index strengthened yet again in April, registering a 53.7-percent index value, the highest recorded level since the index began in December 2010. U.S. businesses show sustained balance sheet and financial health, based on the weighted average of D&B’s Viability Rating, Delinquency Predictor, and Total Loss Predictor. Overall, the American economic recovery remains a choppy one, albeit with signs of hope in specific sectors.
In this presentation, learn how DNBi can help your business to prescreen and enable instant decisions to shorten the sales cycle, reduce credit holds and find upsell opportunities, and optimize and segment your portfolio to find the profile of your best customers.
Anti-Bribery and Corruption Compliance for Third PartiesDun & Bradstreet
In this white paper, Kelvin Dickenson, Managing Director of D&B Global Compliance Solutions, discusses thoughtful approaches to buidling a scalable, effective and proportionate anti-corruption program for third-party due dilligence.
How the CFO can Fuel Sales with Data InspirationDun & Bradstreet
Growth and profitability are driven by relationships. Finance and sales are increasingly compelled to work together to drive customer value and company profitability. Learn how together, with a data-inspired approach to collaboration, they can discover new ways to improve customer relationships, optimize risk and opportunity and build a long-term sustainable growth.
How Finance & Marketing Can Accelerate Growth with Data InspirationDun & Bradstreet
Traditionally, marketing has been in the driver’s seat when it comes to revenue growth, while finance tracked numbers back in the garage. With information that was siloed and hard to quantify, the revenue engine often failed to reach top speed. Learn how finance and marketing can work together to accelerate growth with data inspiration.
Netsuite Webinar: Easy Data and Credit Management with Dun & BradstreetDun & Bradstreet
Learn about the importance of business relationship data and how our Netsuite solutions can help you obtain the insights necessary to streamline your data management and credit decisioning needs.
Annual Trends & Perspectives from B2B Buyers & Sellers
Review the current state of B2B sales and marketing and how these trends are affecting the buyers and sellers across B2B industries. Understand the challenges sales teams are facing and how customer centric marketing, coupled with targeted sales strategies, can contribute to sales acceleration.
D&B tools can shed light on effective account based marketing campaigns, and sales prospect research strategies. These sales acceleration tools are essential to emerging B2B sales approaches.
Big Data and Marketing: Data Activation and ManagementConor Duke
Data Management and Activation
Crevan O’Malley – Evangelist, Oracle Marketing Cloud
Modern Marketers rely on data-driven marketing solutions to deliver more personalised customer experiences across every channel—helping attract and retain the ideal customers who become brand advocates. Discover how to aggregate, enrich, and analyze all your customer data on a single data management platform.
Why Marketers need to know about Data
Tara Grehan - Managing Director at Datalytics
Why Marketers need to know about Data
Tara Grehan - Managing Director at Datalytics
Despite starting out as a qualitative researcher, roles and projects frequently brought me back to data. And so I decided to tackle it and have developed some interesting insights into data management along the way.
Having worked in Marketing both agency and client side for fifteen years now in a variety of roles from Market Research and Customer Insights to Change Management, being comfortable with data has made all the difference and this evening I’ll tell you why.
Using Big Data to Grow on a Budget
Michael Waldron - Marketing and Sales Manager at AYLIEN
AYLIEN is an Artificial Intelligence content analysis startup and Mike will be speaking on their growth journey over the past 6 months. With a focus on how they have delivered growth by optimising their budget, focusing on Data Points that matter and what to points to obsess on through the marketing funnel.
Taking an Analytical Approach to Sales AccelerationDun & Bradstreet
Taking a statistical approach to determining the right mix of qualifying criteria removes the guess work, delivers higher conversion rates and increased revenue. With the right business analytics tools, your marketing and sales teams will accelerate pipeline with meaningful insights. Waste less time on unlikely prospects with target market analysis and customer analysis.
Watch this SlideShare to understand how impactful our predictive sales analytics can be for sales and marketing alignment and customer acquisition.
Adweek 2019 Data-Driven Marketing at the CrossroadsMark Osborne
Survey of over 300 Marketing Leaders for trends and insights on data-driven marketing, includes trends in technology investment, challenges to implementation of data-driven marketing strategies, prioritization of objectives, challenges with improving the customer experience, impacts of privacy and compliance and forward looking predictions
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.
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.
Unlocking the Value of Big Data (Innovation Summit 2014)Dun & Bradstreet
Big Data is central to the strategic thinking of today’s innovators and business executives as companies are scrambling to figure out the secret to transforming Big Data to Big Insight and that Insight into Action. As many companies struggle with the emerging technologies and nascent capabilities to discover and curate massive quantities of highly dynamic data, new problems are emerging in the form of how to ask meaningful questions that leverage the “V’s” of large amounts of data (e.g. volume, variety, velocity, veracity). In the Business-to-Business space, these challenges are creating both significant opportunity and ominous new types of risk. This presentation discusses how companies are reacting to these changes and provide valuable insight into new ways of thinking in a world with overwhelming quantities of data.
The 4C’s of Master Data - The Fundamental Elements of Commercial RelationshipsDun & Bradstreet
Customer, vendor, partner and prospect are the fundamental elements of commercial relationships. To manage those entities, they need a common structure. Here are four ways to master your data.
Acquire Grow & Retain customers - The business imperative for Big DataIBM Software India
The emergence of Big Data and Analytics has changed the way marketing decisions are made. Marketing has moved away from traditional ‘generalisation’ practices such as customer segmentation, geographical targeting etc. and is focussing more on the individual – the ‘Chief Executive Customer’.
Customer Hunters Data-Savvy Marketing Tips for Finding Your Dream BuyersDun & Bradstreet
What buyer’s real estate agents know: Missing customer information leads to missed (or misleading) opportunities. The same is true for B2B marketers. Get data-savvy marketing tips for finding your dream customers in our fun slideshow.
How Credit Departments Can Build Relationships and Drive GrowthDun & Bradstreet
As Finance organizations increasingly become drivers of growth, Credit departments can take a lead role in data strategy and management. With smart data on customers and prospects, Credit can be a powerful force in contributing to sales and identifying new business opportunities.
The D&B U.S. Economic Health Tracker showed dogged improvement in April 2014. Small business health stabilized after a number months of decline. Although wintry weather took its toll in the Northeast and Midwest earlier in the year, small businesses continue to demonstrate strong on-time bill and credit-card payments. Meanwhile, an estimated 208,000 new jobs were created, driven by strong gains in the retail and manufacturing segments. Finally, the U.S. Business Health Index strengthened yet again in April, registering a 53.7-percent index value, the highest recorded level since the index began in December 2010. U.S. businesses show sustained balance sheet and financial health, based on the weighted average of D&B’s Viability Rating, Delinquency Predictor, and Total Loss Predictor. Overall, the American economic recovery remains a choppy one, albeit with signs of hope in specific sectors.
In this presentation, learn how DNBi can help your business to prescreen and enable instant decisions to shorten the sales cycle, reduce credit holds and find upsell opportunities, and optimize and segment your portfolio to find the profile of your best customers.
Anti-Bribery and Corruption Compliance for Third PartiesDun & Bradstreet
In this white paper, Kelvin Dickenson, Managing Director of D&B Global Compliance Solutions, discusses thoughtful approaches to buidling a scalable, effective and proportionate anti-corruption program for third-party due dilligence.
How the CFO can Fuel Sales with Data InspirationDun & Bradstreet
Growth and profitability are driven by relationships. Finance and sales are increasingly compelled to work together to drive customer value and company profitability. Learn how together, with a data-inspired approach to collaboration, they can discover new ways to improve customer relationships, optimize risk and opportunity and build a long-term sustainable growth.
How Finance & Marketing Can Accelerate Growth with Data InspirationDun & Bradstreet
Traditionally, marketing has been in the driver’s seat when it comes to revenue growth, while finance tracked numbers back in the garage. With information that was siloed and hard to quantify, the revenue engine often failed to reach top speed. Learn how finance and marketing can work together to accelerate growth with data inspiration.
Netsuite Webinar: Easy Data and Credit Management with Dun & BradstreetDun & Bradstreet
Learn about the importance of business relationship data and how our Netsuite solutions can help you obtain the insights necessary to streamline your data management and credit decisioning needs.
Annual Trends & Perspectives from B2B Buyers & Sellers
Review the current state of B2B sales and marketing and how these trends are affecting the buyers and sellers across B2B industries. Understand the challenges sales teams are facing and how customer centric marketing, coupled with targeted sales strategies, can contribute to sales acceleration.
D&B tools can shed light on effective account based marketing campaigns, and sales prospect research strategies. These sales acceleration tools are essential to emerging B2B sales approaches.
Big Data and Marketing: Data Activation and ManagementConor Duke
Data Management and Activation
Crevan O’Malley – Evangelist, Oracle Marketing Cloud
Modern Marketers rely on data-driven marketing solutions to deliver more personalised customer experiences across every channel—helping attract and retain the ideal customers who become brand advocates. Discover how to aggregate, enrich, and analyze all your customer data on a single data management platform.
Why Marketers need to know about Data
Tara Grehan - Managing Director at Datalytics
Why Marketers need to know about Data
Tara Grehan - Managing Director at Datalytics
Despite starting out as a qualitative researcher, roles and projects frequently brought me back to data. And so I decided to tackle it and have developed some interesting insights into data management along the way.
Having worked in Marketing both agency and client side for fifteen years now in a variety of roles from Market Research and Customer Insights to Change Management, being comfortable with data has made all the difference and this evening I’ll tell you why.
Using Big Data to Grow on a Budget
Michael Waldron - Marketing and Sales Manager at AYLIEN
AYLIEN is an Artificial Intelligence content analysis startup and Mike will be speaking on their growth journey over the past 6 months. With a focus on how they have delivered growth by optimising their budget, focusing on Data Points that matter and what to points to obsess on through the marketing funnel.
Taking an Analytical Approach to Sales AccelerationDun & Bradstreet
Taking a statistical approach to determining the right mix of qualifying criteria removes the guess work, delivers higher conversion rates and increased revenue. With the right business analytics tools, your marketing and sales teams will accelerate pipeline with meaningful insights. Waste less time on unlikely prospects with target market analysis and customer analysis.
Watch this SlideShare to understand how impactful our predictive sales analytics can be for sales and marketing alignment and customer acquisition.
Adweek 2019 Data-Driven Marketing at the CrossroadsMark Osborne
Survey of over 300 Marketing Leaders for trends and insights on data-driven marketing, includes trends in technology investment, challenges to implementation of data-driven marketing strategies, prioritization of objectives, challenges with improving the customer experience, impacts of privacy and compliance and forward looking predictions
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.
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.
Unlocking the Value of Big Data (Innovation Summit 2014)Dun & Bradstreet
Big Data is central to the strategic thinking of today’s innovators and business executives as companies are scrambling to figure out the secret to transforming Big Data to Big Insight and that Insight into Action. As many companies struggle with the emerging technologies and nascent capabilities to discover and curate massive quantities of highly dynamic data, new problems are emerging in the form of how to ask meaningful questions that leverage the “V’s” of large amounts of data (e.g. volume, variety, velocity, veracity). In the Business-to-Business space, these challenges are creating both significant opportunity and ominous new types of risk. This presentation discusses how companies are reacting to these changes and provide valuable insight into new ways of thinking in a world with overwhelming quantities of data.
The 4C’s of Master Data - The Fundamental Elements of Commercial RelationshipsDun & Bradstreet
Customer, vendor, partner and prospect are the fundamental elements of commercial relationships. To manage those entities, they need a common structure. Here are four ways to master your data.
Acquire Grow & Retain customers - The business imperative for Big DataIBM Software India
The emergence of Big Data and Analytics has changed the way marketing decisions are made. Marketing has moved away from traditional ‘generalisation’ practices such as customer segmentation, geographical targeting etc. and is focussing more on the individual – the ‘Chief Executive Customer’.
Customer Hunters Data-Savvy Marketing Tips for Finding Your Dream BuyersDun & Bradstreet
What buyer’s real estate agents know: Missing customer information leads to missed (or misleading) opportunities. The same is true for B2B marketers. Get data-savvy marketing tips for finding your dream customers in our fun slideshow.
How Credit Departments Can Build Relationships and Drive GrowthDun & Bradstreet
As Finance organizations increasingly become drivers of growth, Credit departments can take a lead role in data strategy and management. With smart data on customers and prospects, Credit can be a powerful force in contributing to sales and identifying new business opportunities.
This report outlines the global macroeconomic trends that are expected to impact businesses over the next five years. Valuable insight includes the challenges of the post-recession recovery, as well as the risks and opportunities facing businesses in established and emerging regional economies.
Based on proprietary data and analytic insight, this report gives Dun & Bradstreet's perspective on gloal business conditions for the first half of 2012.
With US residential construction spending up 5 percent compared to 2011, it appears the industry may be through the worst of the post-recessionary storm.
T
The Small Business sector continues to slow and may have stalled. All sectors have been impacted, with the Automotive Index registering the largest decline. Financial pressure may be increasing as components have weakened, including the previously favorable rate of small business failures.
While the overall index tracks with pre-recession performance, small businesses continue to struggle in key areas. A drop in the credit card utilization subcomponent, typically a bellwether for larger Index performance, is cause for concern. Nevertheless, a rise in the credit card delinquincy subcomponent hints that small businesses are steering their fiscal ships in the right direction. A few more months may reveal whether the small business sector is truly headed toward complete recovery.
This report highlights US economic performance via three key indices. The Small Business Health Index measures year-over-year small business performance through equally weighted payment patterns and credit use. U.S. Jobs Health combines Small Business Health Index industry data with BLS figures to forecast monthly nonfarm payroll employment. The U.S. Business Health Index provides a year-over-year equally weighted average of D&B’s Viability Score, Delinquency Predictor and Total Loss Predictor.
D&B's Global Economic Outlook to 2018 (2013 Update)Dun & Bradstreet
Through the analysis of D&B's proprietary business data, this report provides D&B's perspective on global business conditions in 2013, as well as a prediction of what to expect in the coming years.
D&B’s Small Business Health Index declined nearly 2 points in May 2013, revealing continued challenges for the small business sector. The across-the-board decline brought the monthly Index below May 2012 levels, and marked the third consecutive decrease since March 2013.
D&B Analysis | Flat Spot in US Economic Recovery (Fall 2012)Dun & Bradstreet
In this report, D&B confirms a flat spot in US economic recovery for the first half of 2012. Unfortunately, the second half of 2012 is likely to reflect the same.
D&B by the Numbers #DnBData- Women and Minorities in businessDun & Bradstreet
This deck showcases several of our top info-graphics that were created using D&B data. These mainly include statistics of women and minorities in the business world.
Global Business and Financial Consultant For SMEs, StartupsDNA Growth
Are you looking for business and financial consulting services for your small business? Don't hesitate to call us. We have a large team of analysts who have deep knowledge of market research, financial analysis and business analysis and others.
Building Digital Brands with Data Insights - A Lowe Profero Case StudyGoodData
Lowe Profero’s teams were finding themselves spending multiple days a week on client gathering, organizing and reporting on volumes of data from myriad sources in bulky Excel spreadsheets and manually-assembled PowerPoint presentations. That time would have been better spent on strategic work. And knowing that data sources and volume could only multiply given the increasingly digital nature of the marketing landscape, they knew it was time to take preemptive action.
Lowe Profero: Building Digital Brands with Data Insights (Case Study)Jessica Legg
One of a series of new case studies written as Manager of Content Marketing at GoodData.
Lowe Profero’s teams were finding themselves spending multiple days a week on client gathering, organizing and reporting on volumes of data from myriad sources. Knowing that data sources and volume could only multiply, they knew it was time to take preemptive action. Learn how Lowe Profero:
Launched in just 6 weeks
Generated a new line of revenue
Reduced report generation time from days to minutes
Ist Big Data wirklich in der Praxis des Marketings angekommen? Was heißt das eigentlich Big Data im Marketing? Was bewirkt der Einsatz von Marketing Data Science? Und welchen Einfluss hat das auf den Return on Marketing Investment?
Vortrag auf dem Big Data Summit von Bitkom und IHK Berlin, Oktober 2016
The Marketing Assessment: How to Use Your Marketing Score to Build Campaigns,...Marketing Score
Every element of an organization, as it relates to marketing, can be divided into assets, neutrals and escalators. Assets are existing strengths that can accelerate marketing success, and escalators are weaknesses that require additional resources to build and improve.
By evaluating and scoring these elements, you can devise marketing strategies; select the right marketing agency partners; allocate time, money and talent; and adapt resources and priorities based on performance.
Marketing Score is powered by PR 20/20. Visit www.TheMarketingScore.com to sign up free, and get your Marketing Score today.
Digital marketing can be powerful - but only if it’s done right. Content marketing, social and SEO can all be effective tools for your business, but without the right strategy in place, you won’t get the results you need.Making the most of your marketing all comes down to the strategy you put in place at the beginning of the journey, and how well you tailor your activities to your products, channels - and, most importantly - your audiences. This session isn’t about spouting buzzwords and following trends, we’ll discuss tried and tested digital marketing tactics tailored to business’ unique needs. We’re dedicated to helping businesses every step of the way, from strategy and creation to implementation and beyond. But it all starts with that first step.The right digital marketing strategy can make or break your business. So where do you start? Join Adam to learn from real life examples that can be applied to your own business.
Key Takeaways:
- How to create and deliver a cohesive marketing strategy
- How marketing can help scale your business
- new markets, new regions, new customer audiences
- Some of the newest tools and techniques on the market
- and how to determine if they're right for you (or, more importantly, your audience)
At our core, we’re data experts – helping you pinpoint the exact audience that is most likely to buy. But we’re also a team of highly responsive, data-agnostic, client-obsessed professionals that will execute your campaigns with an unwavering attention to detail and a focus on results.
Accelerate Revenue with a Customer Data PlatformLattice Engines
This webinar covers two things:
1. Steve Casey of Forrester Research walks through what a CDP is and key use-cases
2. Steve Scotkin, Senior Director of Marketing Technology at Thomson Reuters gives an inside look at how a Customer Data Platform is enabling Thomson Reuters transform into a customer-centric company.
4 ways data analytics can kick your annual B2B marketing planning into shapeThe Marketing Practice
Do you need to make a case for more marketing budget? Expand your target market? Grow revenues from existing customers? Data analytics can help you achieve all these things and more as part of your annual planning process.
Similar to The Enterprise Analytics Case Study Look Book (20)
D&B Optimizer – Dun & Bradstreet Account and Lead Data for SalesforceDun & Bradstreet
D&B Optimizer for Salesforce via Lightning Data delivers Live Business Identity - the information clarity and consistency you need to drive your sales and marketing initiatives forward with confidence. With D&B Optimizer, you maintain a high level of data quality and completeness so you can efficiently prioritize accounts based on critical data insights, align territories, segment markets, and identify and link companies in the same family tree to keep sales and marketing strategies on track.
https://www.dnb.com/products/marketing-sales/salesforce-data-management.html
✔ Automatically improves the account and lead data powering your Salesforce environment to accelerate sales with 80 fields of rich D&B firmographic attributes
✔ Refreshed every 15 days – 300- million business records - 30k sources - 190 countries - updated 5 million times a day
✔ Provides visual resolve/remove duplicate records to create one master record of data truth
✔ Identifies and links corporate relationships to uncover new opportunities and upsell/crosssell.
Do you have slow or late payments reported on your Dun & Bradstreet business credit file? These types of negative payment experiences can impact your business credit scores and ratings, which can affect your ability to get contracts, loans, investors, and more. We’ve created the infographic below to help business owners understand the importance of making timely payments to suppliers and other partners.
Learn how to build business credit, how credit scored are impacted, and how Dun & Bradstreet's Credit Builder can improve trade credit scores. See how businesses report their late payments, and how these signals can be interpreted by suppliers, partners and banks. Get advice on what steps businesses can take for business credit repair, and how companies can combat negative business credit signals.
For more information about how Dun & Bradstreet can help your business establish a strong business credit score, or how we can improve a struggling trade credit score, please visit our site:
http://www.dnb.com/products/finance-credit-risk/dnb-credit-products.html
Forrester Research surveyed over 500 B2B data strategy and management decision makers to discover their biggest challenges and what they are doing to overcome obstacles on their path to data activation.
Investments into CRM software are not paying off for companies who continue to foster data silos. Learn how impactful the right database management system can be for companies. See how companies are connecting disparate data silos with enterprise data management systems, and how this is driving business growth for them.
Review examples of companies who are seeing huge benefits from bringing disparate information together. See how integrating customer data into marketing and sales can drive profitable, fact based decisions in customer acquisition and targeted marketing.
Don't get left behind, see how implementing the right B2B data management strategy can improve your CRM system. For more information about how Dun & Bradstreet can help connect customer, marketing, and sales data, check out D&B Direct for Marketing:
http://www.dnb.com/products/master-data/dnb-direct/dnb-direct-for-marketing.html
Get more information about the Forrester Research on The B2B Data Activation Priority here:
http://www.dnb.com/marketing/media/b2b-data-activation-priority.html
D&B Spend Intelligence provides full visibility into corporate spending with customizable dashboards and actionable data. Quickly gain deeper insights into corporate spending to make better-informed decisions and capture greater opportunity.
Stay ahead of constantly changing contact data for suppliers and buyers. Provide up to date procurement Master Data so your Procurement and Finance team can enhance everyday business processes.
Review the fast rate of change of business relationship data on our infographic. The insights reveal why up-to-date Vendor Master Data provides deeper insights for Procurement teams. You will be shocked by how frequently vital business data shifts around the country in just 60 minutes.
Political Risk Could Undermine the Global Recovery. Review Dun & Bradstreet's research on global trade and the political risks that could impair global economic outlook. Dun & Bradstreet partners with international finance departments, World Bank Governance Indicator publications, and other global economic outlook experts to create comprehensive fiscal world view.
In today’s global marketplace, a number of factors make it difficult to act upon an effective global risk management process.
https://www.brighttalk.com/webcast/13997/280437
2017 Global Economic Outlook by Dun & BradstreetDun & Bradstreet
Learn from Dun & Bradstreet’s economists as they share our 2017 global economic outlook. Discover the top five economic game changers, take a look at the short-term economic outlook and view deep-dive analyses on featured countries.
Data Centers - Striving Within A Narrow Range - Research Report - MCG - May 2...pchutichetpong
M Capital Group (“MCG”) expects to see demand and the changing evolution of supply, facilitated through institutional investment rotation out of offices and into work from home (“WFH”), while the ever-expanding need for data storage as global internet usage expands, with experts predicting 5.3 billion users by 2023. These market factors will be underpinned by technological changes, such as progressing cloud services and edge sites, allowing the industry to see strong expected annual growth of 13% over the next 4 years.
Whilst competitive headwinds remain, represented through the recent second bankruptcy filing of Sungard, which blames “COVID-19 and other macroeconomic trends including delayed customer spending decisions, insourcing and reductions in IT spending, energy inflation and reduction in demand for certain services”, the industry has seen key adjustments, where MCG believes that engineering cost management and technological innovation will be paramount to success.
MCG reports that the more favorable market conditions expected over the next few years, helped by the winding down of pandemic restrictions and a hybrid working environment will be driving market momentum forward. The continuous injection of capital by alternative investment firms, as well as the growing infrastructural investment from cloud service providers and social media companies, whose revenues are expected to grow over 3.6x larger by value in 2026, will likely help propel center provision and innovation. These factors paint a promising picture for the industry players that offset rising input costs and adapt to new technologies.
According to M Capital Group: “Specifically, the long-term cost-saving opportunities available from the rise of remote managing will likely aid value growth for the industry. Through margin optimization and further availability of capital for reinvestment, strong players will maintain their competitive foothold, while weaker players exit the market to balance supply and demand.”
As Europe's leading economic powerhouse and the fourth-largest hashtag#economy globally, Germany stands at the forefront of innovation and industrial might. Renowned for its precision engineering and high-tech sectors, Germany's economic structure is heavily supported by a robust service industry, accounting for approximately 68% of its GDP. This economic clout and strategic geopolitical stance position Germany as a focal point in the global cyber threat landscape.
In the face of escalating global tensions, particularly those emanating from geopolitical disputes with nations like hashtag#Russia and hashtag#China, hashtag#Germany has witnessed a significant uptick in targeted cyber operations. Our analysis indicates a marked increase in hashtag#cyberattack sophistication aimed at critical infrastructure and key industrial sectors. These attacks range from ransomware campaigns to hashtag#AdvancedPersistentThreats (hashtag#APTs), threatening national security and business integrity.
🔑 Key findings include:
🔍 Increased frequency and complexity of cyber threats.
🔍 Escalation of state-sponsored and criminally motivated cyber operations.
🔍 Active dark web exchanges of malicious tools and tactics.
Our comprehensive report delves into these challenges, using a blend of open-source and proprietary data collection techniques. By monitoring activity on critical networks and analyzing attack patterns, our team provides a detailed overview of the threats facing German entities.
This report aims to equip stakeholders across public and private sectors with the knowledge to enhance their defensive strategies, reduce exposure to cyber risks, and reinforce Germany's resilience against cyber threats.
Opendatabay - Open Data Marketplace.pptxOpendatabay
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Leverage these privacy-preserving datasets for training and testing AI models without compromising sensitive information. Opendatabay prioritizes transparency by providing detailed metadata, provenance information, and usage guidelines for each dataset, ensuring users have a comprehensive understanding of the data they're working with. By leveraging a powerful combination of distributed ledger technology and rigorous third-party audits Opendatabay ensures the authenticity and reliability of every dataset. Security is at the core of Opendatabay. Marketplace implements stringent security measures, including encryption, access controls, and regular vulnerability assessments, to safeguard your data and protect your privacy.
1. The Enterprise Analytics
Case Study Look Book
The stories and statistics behind some of
Dun & Bradstreet’s most successful analytics projects
2. 20
18
14
12
6
4
Foreword
Assess Total Risk & Opportunity | H O S P I T A L I T Y
Identify Global Business Prospects | B A N K I N G
Discover High-Value Lookalike Prospects Across the Globe | H I - T E C H
SPOTLIGHT: Pitney Bowes Strengthens Its Customer Acquisition Strategy
Identify Supply Chain Risk | A E R O S P A C E
Expand into New Markets | F O O D S E R V I C E
DATA DIALOGUE: JBKnowledge Builds an Effective Analytics Strategy
Identify the Most Valuable Customers | F I N A N C E
Assess Growth Potential | H E A L T H C A R E
SPOTLIGHT: Dun & Bradstreet Transforms its Go-To-Market Strategy
TABLE OF CONTENTS
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9
16
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3. FOREWORD
Analytics begin and end with asking the right questions – and having the right data. If the data is
wrong, the model won’t perform. At Dun & Bradstreet, we’re fortunate to have access to the largest
global commercial database on the planet. But just having rich proprietary data assets isn’t valuable if
you don’t use it to uncover opportunities for growth.
With a world-class team of data scientists, analysts and PhDs, we illuminate the path to growth through
unique, global analytics capabilities. We help companies enhance and scale their use of fact-based
strategies to connect with the prospects, customers and suppliers that matter the most to them. It’s
no wonder 90% of the Fortune 500™ and companies of all sizes worldwide rely on us for the data,
analytics and advanced expertise to create competitive, winning business strategies.
But don’t take my word for it…
In the pages of our “Customer Story Look Book” are diverse examples of how Dun & Bradstreet
applied the latest statistical methodologies, such as: scorecard build, regression, decision trees,
machine learning and material change to uncover meaning in data. The examples represent global
brands across critical industries – Financial Services, Insurance, High-Tech, Aerospace, Manufacturing
and others – where we used analytics to help answer their most challenging business questions.
How can Dun & Bradstreet help you?
Nipa Basu
Chief Analytics Officer
4. Analytics Goal: Assess Total Risk & Opportunity
International Hotel and Resort Brand Uses Analytics to Ensure It Has No Reservations About Where
to Build its Next Property
OBJECTIVE
One of the world’s largest hospitality brands
wanted to identify the most promising locations
for constructing new properties. Instead of
being reactive and evaluating potential new
sites submitted by its hotel franchise owners,
the organization wanted to be proactive and
recommend sites that were poised for success.
With over 100 applications for new hotels a
month, it was imperative to take the guess work
out of the equation when deciding the location
of its next property.
SOLUTION
The company tasked Dun & Bradstreet’s advanced analytics team with building custom site
selection models to evaluate new location opportunities. The models leveraged a mixture of
Dun & Bradstreet’s own firmographic data, the company’s first-party data, as well as third-party
travel-related information.
Dun & Bradstreet’s analytics team created models that featured 170 different metrics to characterize
specific zip codes being evaluated from the client’s list of 1,000 hotels in 1,000 different zip codes
with ‘high performer’ and ‘low performer’ indicators. Zip codes were profiled by SIC, size, sales,
employees, inquires, risk, etc. It also included Dun & Bradstreet’s proprietary small business health
index. A logistic model was built to differentiate between the high-performing/profitable sites and
the low-performing/unprofitable sites and will be re-validated every five years to strengthen the
accuracy of future location opportunities.
2
H O S P I T A L I T Y
5. H O S P I T A L I T Y
3
RESULTS
The models accurately
classified 79%
of
high-performers and 78%
of low-performers.
50%
-75%
lift over random
in the top four deciles
(best scoring 40%
).
Performance was also
strong on validation sample.
The analytic model helps
not only determine ideal
location, it helps decide
which type of property best
fits specific locales.
6. Analytics Goal: Identify Global Business Prospects
Global Bank Capitalizes on Custom Analytics to Identify Worldwide Prospects
OBJECTIVE
As the international flow of goods and services
continues to expand, the opportunity for growth
has never looked brighter. For one of the world’s
largest banks, the need to expand its trade finance
business had become critical and the company
was tasked with identifying and engaging new
prospects who did business across the globe.
Before working with Dun & Bradstreet, the
banking giant was relying on basic segmentation
like market insight, import/export indictors,
linkage and annual sales volume to identify their
target audience. The company sought a more
efficient and effective way to identify U.S.
businesses that were doing business globally.
SOLUTION
Dun & Bradstreet’s advanced analytics team built a custom model to help identify globally active
companies that fit the criteria of the bank. Utilizing our depth and breadth of real-time, global
data, the analytic model leveraged multiple data assets to identify and rank global business
entities including:
• Custom-developed annual sales estimation model
• Global trade repository
• U.S. Customs import data
• Firmographic data with international job titles
• Proprietary Dun & Bradstreet customer behavior (i.e. cross-border inquiries, contracts, country risk
report purchases, etc.)
B A N K I N G
4
7. B A N K I N G
5
RESULTS
Identified 195K net new
prospects for bank.
Provided valuable
knowledge on the type
and extent of global
activities for each entity.
Dun & Bradstreet insight
contributed to the bank’s
very own study assessing
the link between global
expansion and profitability.
8. Analytics Goal: Discover High-Value Lookalike Prospects
Across the Globe
Global Business Services Company Leverages Advanced Analytics to Replicate High-Value
Customers Overseas
OBJECTIVE
One of the world’s leading manufacturers of
hi-tech business products and services wanted
to grow its European hardware business.
Unfortunately, the company was challenged to
find and prioritize its best prospects overseas.
In an effort to produce a comprehensive, global
marketing solution and increase sales, the
business manufacturer needed to identify
potential new customers that were similar to
those known for having purchased bulk
quantities of its products.
H I - T E C H
6
SOLUTION
The company tasked Dun & Bradstreet to help identify high-value prospects. To achieve this goal,
Dun & Bradstreet’s analytics team developed two custom analytic models to uncover an audience
that met the company’s prerequisite attributes. This included lookalike models – finding audiences
with similar attributes of previous customers, as well as applying purchase propensity scores for
prospects. Each model leveraged both the client’s existing data and Dun & Bradstreet’s own data
including:
• Total Employees
• Industry
• Age
• Annual Sales
• Family Tree Size
• Location Status
• Legal Type
• Customer Purchase Data
9. H I - T E C H
7
RESULTS
The company considered
results a “home run.”
The model isolated 80%
of customers within
the top 30%
of the
development data.
The company’s direct sales
teams were able to prioritize
the prospects with best
propensity score.
10.
11. GOAL
Today, acquiring new business is dependent
on connecting with prospects at the right time.
Data-inspired Pitney Bowes engaged Dun &
Bradstreet to ensure their new client acquisition
strategies were tapping into the latest data
insight and modeling techniques to score the
prospect records used to drive leads into their call
centers for small business solutions. With Pitney
Bowes’ own customer data combined with Dun
& Bradstreet data, the goal was to identify
prime targets to build and maintain specific
data variables to help drive data modeling.
Data Modeling and Scored Prospect Records Helps
Drive ROI for Client Acquisition
At Pitney Bowes innovation and growth go hand-in-hand with long-held ideals on
collaboration, integrity and accountability to deliver value for its customers.
Everything they do has one goal—to help customers achieve their goals. The global
brand powers billions of physical and digital transactions in the connected and
borderless world of commerce.
COMPANY SPOTLIGHT: PITNEY BOWES
The main objective was to improve the call-
to-order appointment ratio and ultimately the
campaign return on investment (ROI). The
combined data was modeled using a patented
Predictive Weight of Evidence (PWE) method
that combines widely recognized Information
Theory and Bayesian Probability (a way of
quantifying uncertainty), scoring all non-Pitney
Bowes company records by the propensity to
become a customer. The resulting contacts
identified were then called by the Pitney
Bowes outbound call center.
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12. This activity exceeded
our campaign average when
viewed against past campaigns.
The quality, depth and detail
of the data from Dun &
Bradstreet combined with a
team to build out the modeled
universe meant we could be
more targeted, precise and
accurate in our marketing
program, resulting in a more
successful outcome.”
Andrew Ford VP for Marketing and
Communications, Europe, Pitney Bowes
SOLUTION
Dun & Bradstreet’s Market Insight is a powerful data visualization and modeling tool that
effectively leverages access to the full Dun & Bradstreet data universe at both global and local
market levels. The tool allows for basic list building, selections, through to complex segmentation
and drill down for full-market analysis.
The data in Dun & Bradstreet’s global business database is virtually always used in a custom
way. However in this situation, it was essential to combine and model the data in an accessible
environment where it could be easily used as needed in the call center. Here’s how they used the
data:
• A custom prospect pool was built and pre-loaded into the Dun & Bradstreet Market Insight tool
for ongoing use in the call center.
• Next, the highest ranked prospects are pulled first for outbound calling.
• Finally, the file is quickly re-scored and updated to ensure the lead funnel is consistently full so
new call plans can be set.
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13. RESULTS
Results for Pitney Bowes were based on Dun
& Bradstreet calculations of “won” orders vs.
their data pool. These results delivered an
initial ROI of 138.6% with an eventual lifetime
value of 415.9% when viewed over a contract
period of three years. For Pitney Bowes,
these results significantly outperformed their
previous acquisition activity.
In the last year, 78% of the orders secured have
come from prospects that scored positively
using the patented Predictive Weight of
Evidence (PWE) method that scored all non-
Pitney Bowes company records to assess the
propensity to become a customer. Use of PWE
has enabled Pitney Bowes to:
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• Target 47,500 prospects that would
otherwise have been missed.
• Increase orders by 21% as total orders in the
last six months have come from this 47,500.
14. Analytics Goal: Identify Supply Chain Risk
Major Aerospace & Defense Contractor Goes On the Offense to Prevent Defects in its Supply Chain
Before It Occurs
OBJECTIVE
In the aerospace industry, the margin of error
is tiny one defective part per million is a
problem. With little to no visibility into its
sub-tier suppliers, a major aerospace company
was experiencing persistent quality problems
with 360 critical Tier 1 suppliers and wanted to
prevent them. Ultimately, the company needed
to understand how they could predict and
prevent supply disruption.
SOLUTION
Dun & Bradstreet mapped the customer’s global supply chain through Tier N in three weeks by
applying its patent pending “supplier network discovery” process. Next, it quantified the nature and
level of risk of each supplier in the chain using a highly scalable, proprietary scoring methodology.
Finally, our analytics team was able to identify a distinct correlation between the historical poor
performance of Tier 1 suppliers and specific patterns of risk levels over time with Tier 2 suppliers.
By analyzing the Tier 2 suppliers that were the riskiest over time, Dun & Bradstreet correlated those
with the list of the 360 suppliers and correctly identified each of the top 120 worst performing Tier 1
suppliers from the list.
A E R O S P A C E
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15. A E R O S P A C E
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RESULTS
The customer was able
to predict quality defects
six months ahead of
time.
It prevented 65%
of all
quality problems with
Tier 1 supplier by focusing
preemptive action on
just 1%
of their Tier 2
suppliers.
The customer was able
to avoid future quality
and delivery issues.
*You can read more about this specific
customer story on www.DNB.com.
16. Analytics Goal: Expand into New Markets
Century-old Food Service Company Uses Advanced Analytics to Serve Up Qualified Sales Leads
OBJECTIVE
The largest food distributor in North America
had plans to expand into new markets and was
in need of qualified leads for its expanding
sales force. Unfortunately, previous methods of
uncovering qualified leads through surveys
and other rudimentary criteria proved to be
inadequate. The company turned to Dun &
Bradstreet for a data-driven, statistically-based
solution that was easy to use and would be
embraced by its sales team.
SOLUTION
Dun & Bradstreet’s analytics team leveraged over 16,000 company records with known spend on
food products and services to develop a logistic regression propensity model. This enabled the team
to score the prospect universe across entire geographical territories and rank the orders based on
propensity to spend in the top 25%. Furthermore, the model refined priorities based on level of
company growth and overall financial health.
F O O D S E R V I C E
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17. F O O D S E R V I C E
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RESULTS
70%
lift across top five
deciles when evaluating
the models ability to
identify the top spends
versus using a random/
judgmental approach.
Model correctly classified
66%
of the top spenders and
69%
of the bottom
spenders.
Initial in-market test of
qualified leads produced
good results on close rates
and new revenue.
18. The construction industry isn’t usually the first one you would think of for innovative adoption of
technology. As director of product and partnerships at JBKnowledge, a leading provider of IT solutions
for the industry, Adam Denno is doing his part to change that. And he knows how necessary it is given
how global construction has become. “There used to be a saying – Faster, Better, Cheaper – in the
construction industry,” he says. “You have to have the ability to move with market demand, and we are
seeing increased stress starting to come from outside of the domestic markets.”
More than ever, Denno relies on Dun & Bradstreet’s predictive analytics to make critical connections
on customers – completing a picture on who these companies are and how they operate. He knows it
has become imperative that JBKnowledge have a clear understanding of its customer data, and Denno
endeavors to create that customer clarity.
In this edition of Data Dialogue, he describes industry pressures and how data and analytics continue
to play an increasing role in corporate success.
In a time of growth, how do you keep up? How do you stay ahead of where things are going?
That’s a million-dollar question, and you have to continue to evolve your delivery methods. Our
partners are continually stressed with finding the right opportunity to pursue construction. A typical
margin is two to three percent. During the downturn there was a hypercompetitive nature in going
after work, reducing margins, reducing fees to secure work, and staying afloat.
As the U.S. construction market continues to grow, a lot of other economies globally are seeing
stagnation or even a decline in what their construction markets are experiencing. So we are starting to
see outside contractors come in to our markets. Case in point: Here in New York if you look down the
way there is a large development project headed by a recognized Chinese outfit. That’s something that
we hadn’t seen during the downturn.
JBKnowledge Constructs a Strategy for
Effectively Using Data and Analytics
A Q&A with JBKnowledge’s Director of Product & Partnerships
DATA DIALOGUE: JBKnowledge
What I’ve done
recently is really take a
step back and look at the
accuracy of the foundation
of those models, which
is pure data. I’ve learned
that Dun & Bradstreet
is a significantly strong
component of that model.”
16
Adam Denno
JBKnowledge
19. PARTING WORDS
Quicker access to more
consistent and reliable
customer information is
key to moving ahead in
the construction industry,
Denno concludes. “There
is an evolution in the
consumption of data,” he
says, “and we look to Dun
& Bradstreet as a partner to
make that happen.”
So we have clients ask us when the impact of foreign competition will start to come into play. I can take
a walk down the street right now and say, ‘It’s not coming. It’s here. And it’s going to continue to grow.’
That’s going to increase the stresses on the ability to find capable contractors, laborers and owners for
these projects that are growing.
You spend a lot of time understanding the dynamics that your customers face. How are you using
data, technology and analytics to truly understand your market?
In construction, we’re historically very slow to adopt technology and the consumption of data. Recent
market reports find construction investment to be right around one percent of technology revenue. If
you look at complimentary markets like insurance or banking, that’s upwards of seven to eight percent.
So construction is slow to adopt technology, but that’s changing because it has to. With the help
of Dun & Bradstreet, we want to give the end user information in a much quicker, better and more
consistent fashion.
Due diligence is an important part of working with your customers and making investment decisions.
Why is Dun & Bradstreet part of your portfolio?
Historically I’ve been an analyst, and I love to look at numbers and make inferences. I love to connect
the dots. I love to have the ability to make a more informed decision moving forward. What I’ve done
recently is really take a step back and look at the accuracy of the foundation of those models, which is
pure data. I’ve learned that Dun & Bradstreet is a significantly strong component of that model.
We need to have a foundation to begin with, so what we’ve done at JBKnowledge is work with Dun &
Bradstreet at the front end of our data model to ensure that when we start to collect data from clients,
businesses, owners, architects and engineers, we have them go through an initial Dun & Bradstreet
cleanse through D&B Direct. That allows us to ensure that there’s one accurate record that’s current
and actionable.
From there we are able to generate a profile on those companies and link them to our master database
in master data format for our clients. Again, the D-U-N-S®
Number is a significant component of that
relationship. It’s a unique number that, outside of social security numbers and federal identification
numbers, you need to create a true family relationship, provide a holistic view of what your dollar
spend is, and see what your relationship is with that company as a structure.
So working with Dun & Bradstreet as a global leader in company verification and credit is a
huge component.
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20. Analytics Goal: Identify the Most Valuable Customers
Leading Financial Institution Credits Advanced Analytics for Identifying High-Value Customers
OBJECTIVE
High-growth companies typically make the
strategic investment of capital a top priority.
Understanding this, one of the world’s leading
financial institutions wanted to prioritize
targeting these burgeoning companies with
offers for loans or lines of credit before they
sought financing from competitors. Therefore,
the company needed a tool to identify existing
customers that were poised for growth.
SOLUTION
To meet its objective, the worldwide financial company looked to Dun & Bradstreet for advanced
analytics and professional services. Dun & Bradstreet employed Material Change, an analytic capability
that builds on existing predictive modeling by adding anticipatory signals, such as a company’s
payment behavior and financial obligations, to provide a long-range view of the firm’s risk profile.
Leveraging Material Change, we were able to append “growth” and “decay” segments to an
audience test file to differentiate the trajectory that their small business customers were displaying.
We measured the year-over-year increase in loans/lines of credit for each segment and measured
the percent of dollar change in each. This helped understand future plans based on the predicted
stability of those commercial entities and identify likely prospects.
F I N A N C E
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21. F I N A N C E
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RESULTS
Material Change did
an excellent job of
identifying companies
with increasing loan needs.
The top growth segments
had increases in both
number of lines/loans
and dollar amounts
associated with borrowing,
and represented the most
attractive businesses.
The bottom decile
segments showed negative
growth in either number of
lines/loans or dollar amounts
of lines/loans.
22. Analytics Goal: Assess Growth Potential
Global Health Insurance Company Leverages Analytics to Take the Pulse of Companies
Poised for Growth
OBJECTIVE
As a leading provider of health insurance for
companies worldwide, this organization was
looking to streamline its sales and marketing
efforts by being able to identify both current
customers and prospects with the most
potential for enrollment growth. This would
enable them to appropriately align resources
and budgets to craft personalized campaigns
and communications to those segments.
SOLUTION
Dun & Bradstreet’s analytics team looked at several different data elements and factored in external
economic health indices to build custom models that would determine accurate enrollment growth
for specific entities. The team also performed retroactive analysis on the client’s customer file with
enrollment growth data to determine growth segments.
H E A L T H C A R E
20
23. H E A L T H C A R E
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RESULTS
Four growth segments
were created.
The top segment grew
at 16X the rate of the
lowest segment.
Customer can now
effectively assign best
sales and marketing
resources toward prospects
with higher predicted
growth.
24.
25. Analysis indicated that
Dun & Bradstreet had
been overlooking valuable
sales opportunities with
high-value customers
because its resources were
not matched with customer
complexity and needs.
THE GOAL
Modernize and streamline our sales account
and prospect segmentation through data and
analytics – our very own data and analytics.
We wanted to recommend relevant, high-value
customers for sales to call on based on real-time
insights and move away from categories like
spend as the primary segmentation attribute.
Analysis indicated that Dun & Bradstreet had
been overlooking valuable sales opportunities
with high-value customers because its resources
were not matched with customer complexity
and needs. By consolidating resources,
prioritizing customer needs over internal
measures such as spend and shifting
accounts to the appropriate sales model, the
expectation was to foster an environment for
sales to grow, nurture and retain customers.
Practicing What We Preach
How We Used Our Own Data & Analytics to Significantly Improve Account &
Prospect Segmentation
COMPANY SPOTLIGHT: Dun & Bradstreet
CHALLENGES
Historically, Dun & Bradstreet’s sales mindset
was driven by an inside-out approach –
allocating our resources to clients based on
customer spend and broadly targeting what
we determined to be the “best” prospects.
In order to better serve customers and
prospects, the team would need to modify its
segmentation methodology and institute a
more outside-in, data-inspired approach. The
new account segmentation policy (ASP) would
be built with more advanced insights such as
opportunity, risk and complexity of need to
help sales appropriately allocate resources to
customer need.
Finally, some customers were being served
by multiple sales reps, with different points
of their organization (family tree) assigned to
various channels. This resulted in a sub-optimal
customer experience and duplication of
efforts. The new ASP would examine the entire
relationship and consolidate ownership to
optimize the customer experience.
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26. Strong analytics facilitate
firms in grouping
customers with similar
needs into sales and
service models that best
serve their needs, leading
to increased opportunities
for cross-sell, upsell and
superior retention and
customer satisfaction.
THE SOLUTION
Dun & Bradstreet’s customer analytics team recognized the opportunity to enhance its account
segmentation policy based on external best practices and emerging data & analytics capabilities.
With a full understanding of the limitations inherent in the existing segmentation process and
embracing the newly launched corporate value of an outside-in mindset, sales leaders sought a
more data-driven, customer-centric approach to account allocation.
Dun & Bradstreet’s customer analytics team led the charge, combining art and science to establish
a data-driven, analytic approach that was optimized by leveraging sales intelligence and put into
practice through a partnership with sales operations.
The new segmentation plan was developed using Dun & Bradstreet’s proprietary data and
firmographic information as well as applying advanced analytic techniques to identify the right set
of criteria for each account, leveraging:
• Customer-centric data such as company size and industry metrics (e.g. growth/decline).
• Predictive models that measure proclivity to purchase Dun & Bradstreet solutions.
• Attrition risk models developed by Dun & Bradstreet for its customers and solutions.
• Historical factors such as renewals, payment history and complexity of purchase.
The new approach would re-segment accounts within the three existing sales channels (Strategic
Vertical Accounts, National Accounts and Inside Sales) to map our “best” customers/prospects with
our “best” sales executives and to take advantage of team-based selling. This meant rebalancing
portfolios and reprioritizing accounts. In order to mitigate any potential customer or internal
disruption caused by account reassignment, the sales, sales operations and service teams were
involved in every step of the process. It was critical to integrate their feedback in order to address
concerns and devise resolutions to conflicts before they became obstacles to smooth customer
transition.
24
27. GAME CHANGER: ANALYTICS
In the segmentation game, the gold standard is to create segments of one – companies being
flexible enough to meet each customer’s needs in custom ways. Pandora is a great example of
this. While segments of one are difficult to achieve in a direct sales model, analytics, including
anticipatory analytics, is the lynchpin to creating successful outcomes. Strong analytics facilitate
firms in grouping customers with similar needs into sales and service models that best serve
their needs, leading to increased opportunities for cross-sell, upsell and superior retention and
customer satisfaction.
Beyond purchase behavior and firmographic indicators, the predictive analytical ingredients used
for Dun & Bradstreet’s segmentation were:
• Propensity models, which predict the likelihood of a customer or prospect to purchase
Dun & Bradstreet products and services. These use firmographics, purchasing behavior
and other predictive variables and are tailored for Dun & Bradstreet’s line of products.
• Attrition risk models predict the likelihood of a customer to attrite from a product and
these use some of the same indicators as are used in propensity models.
RESULTS
Given the length of any enterprise sales cycle, it
is still early to determine the long-term revenue
impact of the segmentation. However, we have
seen early signs of increased pipeline indicating
a majority of the upward moves are having the
desired impact in terms of either shifting or
increasing the account trajectory.
Overall, accounts that moved up-channel,
National Accounts to Strategic and Inside Sales
to National Accounts, as well as those that
moved from Verticals down to National Accounts
(low sample) look relatively healthy. There is no
indication that we should discontinue aligning
accounts based on this segmentation.
The growth rate of the accounts moved from
Inside Sales to Strategic slowed, but outpaced
the negative growth of the non-transfers.
Thus far, the response has been very positive,
with the sales team feeling more empowered
to focus their time on addressing the highest
opportunity customers. Customers themselves
are getting the service and attention they
deserve. The marketing and sales teams are
more precisely enabled by an analytically-
prioritized prospect target list, making them
more efficient in allocating resources and
launching programs with ranked targeting.
Moving forward, Dun & Bradstreet will continue
to assess market conditions and evaluate
new data and analytic capabilities in order
to continually enhance the new account
segmentation policy and drive our modern
go-to-market sales and marketing strategy.
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