Beyong Big Data: Organizing for Customer Information Management

St. Edward's University
St. Edward's UniversityProfessor, Creator/Disseminator of Digital Marketing Content, Author: Textbooks & Articles, Digital Strategy Consultant
Copyright by Debra Zahay 2013
Beyond Big Data:
Organizing for Customer
Information Management
Dr. Debra Zahay
Full Professor of Marketing at Aurora University
and President, Zahay, Inc.
Chicago Booth Alumni Roundtable: September 25, 2013
Gleacher Center
Copyright by Debra Zahay 2013
Starting Question: What is the
relationship between Customer
Information Management and
Firm Performance?
Copyright by Debra Zahay 2013
Customer Information
Management Breeds Success
Copyright by Debra Zahay 2013
My Journey Studying Customer
Data Management
Information
Systems
Sales/Marketing
/Databases
IMC &
More Databases
????
Ph.D.
Copyright by Debra Zahay 2013
Starting Question: What is the
relationship between Customer
Information Management and
Firm Performance?
Copyright by Debra Zahay 2013
Learning Organization: Information
and its management are intangible
assets that can create a competitive
advantage which can lead to
improved company performance.
Copyright by Debra Zahay 2013
Research Scope 1998-2013
• Over 400 companies
• Over ten years of research
• B2B and B2C
• Qualitative and Quantitative
• 20 academic papers
• Over 500 citations (Debra Zahay on Google
Scholar)
Copyright by Debra Zahay 2013
Results: Over 600 Article Citations
Copyright by Debra Zahay 2013
Editor: Journal of Research in
Interactive Marketing
Copyright by Debra Zahay 2013
Textbook Co-Author
Copyright by Debra Zahay 2013
Titles have changed, basics are the
same
Buzzwords: Database Marketing, Direct Marketing
Payton, F. & Zahay, D. L.
(2003). Understanding Why
Marketing Doesn't Use the
Corporate Data Warehouse
for CRM Applications.
Journal of Database
Marketing, 10 (4), 315-326.
Zahay, D. L. & Griffin, A.
(2003). Information
Antecedents and
Consequences of
Personalization and
Customization in Business-
to-Business Service Markets.
Journal of Database
Marketing, 10 (3), 255-271-
326.
Copyright by Debra Zahay 2013
We want to find best
customers, treat segments
differently
Buzzwords: Customer Relationship Management/Marketing
Zahay, D., Peltier, J., &
Krishen, A. (2012). Building
the Foundation for
Customer Data Quality in
CRM Systems for Financial
Services Firms, Journal of
Database Marketing and
Customer Strategy
Management formerly
Journal of Database
Marketing, Vol. 19 (1), pp. 5-
16.
Copyright by Debra Zahay 2013
Data Analytics is “Now”
Buzzwords: Marketing Data Analytics, Big Data
Peltier, J., Zahay, D.
& Krishen, A.
(2013). A
Hierarchical IMC
Data Integration
and Measurement
Framework. The
Journal of
Marketing
Analytics, formerly
Journal of Database
Marketing and
Customer Strategy
Management, Vol.
1, 1, 32-48.
Copyright by Debra Zahay 2013
Copyright by Debra Zahay 2013
Research Issues Covered
• Customer Data Management Practices and
Measurement
• Data Management/Performance
Relationship
• Customer Data Quality
• Organizing for data quality
• Personalization and customization
• Transactional vs. relational
data, differences, contribution to
performance
Copyright by Debra Zahay 2013
Successful CRM Hinges On Data
Quality
Innovative Systems, Inc.
Author: Jeffrey Canter, VP of Operations
Copyright by Debra Zahay 2013
Successful CRM Hinges On Data
Quality
Innovative Systems, Inc.
Author: Jeffrey Canter, VP of Operations
May 2002 Issue of CRM Magazine
Copyright by Debra Zahay 2013
Why Do CRM Projects Fail?
• Silent killer: lack of accurate customer
information (Gartner Group report)
• Ensuring accurate customer information is
a difficult task
• High CRM spends will not protect companies
from losing sales opportunities and valued
customers and many CRM Projects will fail
Copyright by Debra Zahay 2013
The Solution…
• CRM applications need to present a unified, real-time, view
of the customer and to achieve this goal customers need a
comprehensive CDQ
Customer Data Quality
Management Program
Copyright by Debra Zahay 2013
So if everyone knows data
quality is important, why isn’t
it being done?
Copyright by Debra Zahay 2013
8 Gartner CRM Building
Blocks
• CRM Vision: Leadership, Market Position, Value Proposition
• CRM Strategy: Objectives, Segments, Effective Interaction
• Valued Customer Experience
• Organizational Collaboration
• Culture and Structure
• Customer Understanding
• People: Skills, Competencies
• Incentives and Compensation
• Employee Communications
• Partners and Suppliers
• Processes: Customer Lifecycle, Knowledge Management
• Information: Data, Analysis, One View Across Channels
• Technology: Applications, Architecture, Infrastructure
• Metrics: Value, Retention, Satisfaction, Loyalty, Cost to Serve
Copyright by Debra Zahay 2013
FactorsInfluencing Success of Digital
Outcomesare Managerial
• Senior management buy-in (32%)
• Internal leadership (30%)
• Alignment between organizational structure and
initiative’s goals (21%)
• Good management of and sufficient organizational
support for the initiative (also 21%)
• Source: McKinsey and Company via Marketing Charts 850 C-Level executives
asked about digital engagement of customers, big data, digital engagement of
employees, automation, and digital innovation of products
Copyright by Debra Zahay 2013
FactorsContributingto Failures of Digital
Outcomesare Also Managerial
• Lack of senior management buy-in 23%
• Lack of technology infrastructure and IT
systems (22%)
• Quality data (21%),
• Absence of internal leadership (17%).
• Source: McKinsey and Company via Marketing Charts 850 C-Level executives asked about
digital engagement of customers, big data, digital engagement of employees, automation, and
digital innovation of products
Copyright by Debra Zahay 2013
Companiesmustconsiderhavingthreecapabilitiesto
manage customerinformationwell:
1. A corporate strategy consistent
with data collected
2. A clear mission and vision for data
collection and use
3. Shared data and organizational
cooperation
Copyright by Debra Zahay 2013
Study No. Description
1 Quantitative survey with 209 insurance and software b2b
marketers of customer information management practices and
link to strategies and performance
2 Series of focus groups in a single health care payer regarding
implementation of a corporate data warehouse for marketing
purposes
3 Follow-on qualitative study with respondents to Study 1 and
one other firm, uncovered organizational factors in customer
information management to test in Study 4
4 Quantitative pre-test of important organizational factors in
customer information management success in 43 firms across
all industries
5 Series of interviews with marketers in the new product area,
primarily, software and chemical, on customer information
management needs, follow on survey
6 Quantitative survey 166 executives in Financial Services, both
B2B and B2C, included organizational factors, data quality and
performance (Latest work)
Copyright by Debra Zahay 2013
Is Data Quality Bigger than Big Data?
• 53% of companies in the recent TDWI (The Data
Warehousing Institute) study reported they have suffered
losses, problems, or costs due to poor data quality
(Quaero, December 2012)
• Moveo Integrated Branding, February 2013
• Customers report 23% undeliverable emails
• 11% Duplicate records
• 54% phone numbers “unconnectable”
• Poor quality data is the biggest barrier to effective email
marketing: Econsultancy Report, April 2013
Copyright by Debra Zahay 2013
Companiesmustconsiderhavingthreecapabilitiesto
manage customerinformationwell:
1. A corporate strategy consistent
with data collected
2. A clear mission and vision for
data collection and use
3. Shared data and organizational
cooperation
Copyright by Debra Zahay 2013
Companiesmustconsiderhavingthreecapabilitiesto
manage customerinformationwell:
1. A corporate strategy consistent
with data collected
2. A clear mission and vision for data
collection and use
3. Shared data and organizational
cooperation
Copyright by Debra Zahay 2013
Organizational
Capability
“Ideal” Company Reality
Use Data to Create Value
(Strategy Formation is
important to the organization,
data supports strategy, Study 1
Selects strong competitive strategy
and develops customer
information management
capability to support that strategy.
Many firms have no strategy or an
average customer information
management capability.
Establish Quality standards
(Information quality
management processes are in
place, Study 1, 2, 4
Organization speaks the language
of data quality and quality data is
an organizational priority, with
processes in place to manage.
Organization complains about data
quality but does not have
processes to manage data and to
create quality.
Involve Functional
Departments
(Functional areas are involved
and work together, Study 2, 3,4
Functional areas, particularly
marketing, are involved in the
development of data warehouse
and applications. Marketing and IT
areas work together to manage
customer information.
Customer information
management is responsibility of
each functional area
Use Relational and
Transactional Data
(Both Relational and
Transactional Data are
collected and integrated;
Systems/Data Integration,
Study 1,4
Company is organized
to integrate data, as
the highest form of knowledge
management, using appropriate
systems; relational as well as
transactional data is emphasized.
Informational ‘silos’ and multiple
systems abound and not all
systems can talk to each other; no
central data repository or way to
access data, emphasis is on
integration of transactional data
Copyright by Debra Zahay 2013
Organizational
Capability
“Ideal” Company Reality
Organize for Success I
Organization includes
Teamwork, Top
Management
Vision/Support, Study 3,4
Company uses a dedicated
team to develop a new
approach to managing
customer information in the
firm; people are given leave
from their jobs to work on
team. Middle management
plays a key role as it translates
for Top Management. Top
Execs in turn support effort and
are able to understand it due to
sales/marketing background.
Team may be established but is
not dedicated; people try to
create new vision while
working in current positions.
Middle management does not
translate well and top
management has little
understanding of the need to
manage customer information
in the organization
Organize for Success II
Middle-Management has
input to Strategy
Formation, Study 2,4
Middle management has
strong input to strategy
function, bringing the need for
customer information
management to top
management’s attention;
interactively, they create
customer-based strategy
Middle management is not
involved in decision-making in
terms of bringing customer
information management
needs to the attention of upper
management
Use Data to Create Future
Value
New Product Development
integration with Customer
Information Systems, Study
5
Information about the
customer from information
systems as well as other
sources is integrated into the
NPD effort, often held in a
single repository.
Customer data is scattered
throughout the organization
and not integrated into NPD
efforts.
Copyright by Debra Zahay 2013
TheKeyRoleoftheTopExecutive
Organizational
Culture
Data
Quality
Cross-
Functional
Cooperation
Customer
Performance
Business
PerformanceData
Sharing
Marketing/IT
Integration
Copyright by Debra Zahay 2013
1. Do you have an agreed vision for managing Customer
information?
2. Is there a common purpose?
2. Is the vision shared?
3 Do you use cross-functional teams?
Do you reward teams for good performance?
How should you organize for Customer
Information Management?
Copyright by Debra Zahay 2013
1. Overall data quality?
2. Data quality of
transactions, touchpoints, interactions?
3. Overall quality of
contact/loyalty/satisfaction data?
How do you rate in Customer Data Quality?
Copyright by Debra Zahay 2013
1. Customer Retention
2. Customer Satisfaction
3. Cross-selling
What is Customer Performance?
Copyright by Debra Zahay 2013
1. Can you store it in one place?
2. Can you query it?
3. Can your employees get at it?
Three Questions Assess Customer Data
Sharing
Copyright by Debra Zahay 2013
Starting Question: What is the
relationship between Customer
Information Management and
Firm Performance?
Research suggests that
Customer Information
Management is a multi-faceted
organizational operation and
that strategy, shareability and
quality data each play a key role,
but that results must be driven
by the executive suite.
Copyright by Debra Zahay 2013
Contact information
• Dr. Debra Zahay-Blatz
• http://www.zahay.com
• Best email debrazb22@gmail.com
• dzahayblatz@aurora.edu
• Cell 630-300-8838
• THE BLOG: datadrivendigitalmarketing.blogspot.com
• The G+ Community Data-Driven Digital Marketing
• Watch for the Data Book!
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Beyong Big Data: Organizing for Customer Information Management

  • 1. Copyright by Debra Zahay 2013 Beyond Big Data: Organizing for Customer Information Management Dr. Debra Zahay Full Professor of Marketing at Aurora University and President, Zahay, Inc. Chicago Booth Alumni Roundtable: September 25, 2013 Gleacher Center
  • 2. Copyright by Debra Zahay 2013 Starting Question: What is the relationship between Customer Information Management and Firm Performance?
  • 3. Copyright by Debra Zahay 2013 Customer Information Management Breeds Success
  • 4. Copyright by Debra Zahay 2013 My Journey Studying Customer Data Management Information Systems Sales/Marketing /Databases IMC & More Databases ???? Ph.D.
  • 5. Copyright by Debra Zahay 2013 Starting Question: What is the relationship between Customer Information Management and Firm Performance?
  • 6. Copyright by Debra Zahay 2013 Learning Organization: Information and its management are intangible assets that can create a competitive advantage which can lead to improved company performance.
  • 7. Copyright by Debra Zahay 2013 Research Scope 1998-2013 • Over 400 companies • Over ten years of research • B2B and B2C • Qualitative and Quantitative • 20 academic papers • Over 500 citations (Debra Zahay on Google Scholar)
  • 8. Copyright by Debra Zahay 2013 Results: Over 600 Article Citations
  • 9. Copyright by Debra Zahay 2013 Editor: Journal of Research in Interactive Marketing
  • 10. Copyright by Debra Zahay 2013 Textbook Co-Author
  • 11. Copyright by Debra Zahay 2013 Titles have changed, basics are the same Buzzwords: Database Marketing, Direct Marketing Payton, F. & Zahay, D. L. (2003). Understanding Why Marketing Doesn't Use the Corporate Data Warehouse for CRM Applications. Journal of Database Marketing, 10 (4), 315-326. Zahay, D. L. & Griffin, A. (2003). Information Antecedents and Consequences of Personalization and Customization in Business- to-Business Service Markets. Journal of Database Marketing, 10 (3), 255-271- 326.
  • 12. Copyright by Debra Zahay 2013 We want to find best customers, treat segments differently Buzzwords: Customer Relationship Management/Marketing Zahay, D., Peltier, J., & Krishen, A. (2012). Building the Foundation for Customer Data Quality in CRM Systems for Financial Services Firms, Journal of Database Marketing and Customer Strategy Management formerly Journal of Database Marketing, Vol. 19 (1), pp. 5- 16.
  • 13. Copyright by Debra Zahay 2013 Data Analytics is “Now” Buzzwords: Marketing Data Analytics, Big Data Peltier, J., Zahay, D. & Krishen, A. (2013). A Hierarchical IMC Data Integration and Measurement Framework. The Journal of Marketing Analytics, formerly Journal of Database Marketing and Customer Strategy Management, Vol. 1, 1, 32-48.
  • 14. Copyright by Debra Zahay 2013
  • 15. Copyright by Debra Zahay 2013 Research Issues Covered • Customer Data Management Practices and Measurement • Data Management/Performance Relationship • Customer Data Quality • Organizing for data quality • Personalization and customization • Transactional vs. relational data, differences, contribution to performance
  • 16. Copyright by Debra Zahay 2013 Successful CRM Hinges On Data Quality Innovative Systems, Inc. Author: Jeffrey Canter, VP of Operations
  • 17. Copyright by Debra Zahay 2013 Successful CRM Hinges On Data Quality Innovative Systems, Inc. Author: Jeffrey Canter, VP of Operations May 2002 Issue of CRM Magazine
  • 18. Copyright by Debra Zahay 2013 Why Do CRM Projects Fail? • Silent killer: lack of accurate customer information (Gartner Group report) • Ensuring accurate customer information is a difficult task • High CRM spends will not protect companies from losing sales opportunities and valued customers and many CRM Projects will fail
  • 19. Copyright by Debra Zahay 2013 The Solution… • CRM applications need to present a unified, real-time, view of the customer and to achieve this goal customers need a comprehensive CDQ Customer Data Quality Management Program
  • 20. Copyright by Debra Zahay 2013 So if everyone knows data quality is important, why isn’t it being done?
  • 21. Copyright by Debra Zahay 2013 8 Gartner CRM Building Blocks • CRM Vision: Leadership, Market Position, Value Proposition • CRM Strategy: Objectives, Segments, Effective Interaction • Valued Customer Experience • Organizational Collaboration • Culture and Structure • Customer Understanding • People: Skills, Competencies • Incentives and Compensation • Employee Communications • Partners and Suppliers • Processes: Customer Lifecycle, Knowledge Management • Information: Data, Analysis, One View Across Channels • Technology: Applications, Architecture, Infrastructure • Metrics: Value, Retention, Satisfaction, Loyalty, Cost to Serve
  • 22. Copyright by Debra Zahay 2013 FactorsInfluencing Success of Digital Outcomesare Managerial • Senior management buy-in (32%) • Internal leadership (30%) • Alignment between organizational structure and initiative’s goals (21%) • Good management of and sufficient organizational support for the initiative (also 21%) • Source: McKinsey and Company via Marketing Charts 850 C-Level executives asked about digital engagement of customers, big data, digital engagement of employees, automation, and digital innovation of products
  • 23. Copyright by Debra Zahay 2013 FactorsContributingto Failures of Digital Outcomesare Also Managerial • Lack of senior management buy-in 23% • Lack of technology infrastructure and IT systems (22%) • Quality data (21%), • Absence of internal leadership (17%). • Source: McKinsey and Company via Marketing Charts 850 C-Level executives asked about digital engagement of customers, big data, digital engagement of employees, automation, and digital innovation of products
  • 24. Copyright by Debra Zahay 2013 Companiesmustconsiderhavingthreecapabilitiesto manage customerinformationwell: 1. A corporate strategy consistent with data collected 2. A clear mission and vision for data collection and use 3. Shared data and organizational cooperation
  • 25. Copyright by Debra Zahay 2013 Study No. Description 1 Quantitative survey with 209 insurance and software b2b marketers of customer information management practices and link to strategies and performance 2 Series of focus groups in a single health care payer regarding implementation of a corporate data warehouse for marketing purposes 3 Follow-on qualitative study with respondents to Study 1 and one other firm, uncovered organizational factors in customer information management to test in Study 4 4 Quantitative pre-test of important organizational factors in customer information management success in 43 firms across all industries 5 Series of interviews with marketers in the new product area, primarily, software and chemical, on customer information management needs, follow on survey 6 Quantitative survey 166 executives in Financial Services, both B2B and B2C, included organizational factors, data quality and performance (Latest work)
  • 26. Copyright by Debra Zahay 2013 Is Data Quality Bigger than Big Data? • 53% of companies in the recent TDWI (The Data Warehousing Institute) study reported they have suffered losses, problems, or costs due to poor data quality (Quaero, December 2012) • Moveo Integrated Branding, February 2013 • Customers report 23% undeliverable emails • 11% Duplicate records • 54% phone numbers “unconnectable” • Poor quality data is the biggest barrier to effective email marketing: Econsultancy Report, April 2013
  • 27. Copyright by Debra Zahay 2013 Companiesmustconsiderhavingthreecapabilitiesto manage customerinformationwell: 1. A corporate strategy consistent with data collected 2. A clear mission and vision for data collection and use 3. Shared data and organizational cooperation
  • 28. Copyright by Debra Zahay 2013 Companiesmustconsiderhavingthreecapabilitiesto manage customerinformationwell: 1. A corporate strategy consistent with data collected 2. A clear mission and vision for data collection and use 3. Shared data and organizational cooperation
  • 29. Copyright by Debra Zahay 2013 Organizational Capability “Ideal” Company Reality Use Data to Create Value (Strategy Formation is important to the organization, data supports strategy, Study 1 Selects strong competitive strategy and develops customer information management capability to support that strategy. Many firms have no strategy or an average customer information management capability. Establish Quality standards (Information quality management processes are in place, Study 1, 2, 4 Organization speaks the language of data quality and quality data is an organizational priority, with processes in place to manage. Organization complains about data quality but does not have processes to manage data and to create quality. Involve Functional Departments (Functional areas are involved and work together, Study 2, 3,4 Functional areas, particularly marketing, are involved in the development of data warehouse and applications. Marketing and IT areas work together to manage customer information. Customer information management is responsibility of each functional area Use Relational and Transactional Data (Both Relational and Transactional Data are collected and integrated; Systems/Data Integration, Study 1,4 Company is organized to integrate data, as the highest form of knowledge management, using appropriate systems; relational as well as transactional data is emphasized. Informational ‘silos’ and multiple systems abound and not all systems can talk to each other; no central data repository or way to access data, emphasis is on integration of transactional data
  • 30. Copyright by Debra Zahay 2013 Organizational Capability “Ideal” Company Reality Organize for Success I Organization includes Teamwork, Top Management Vision/Support, Study 3,4 Company uses a dedicated team to develop a new approach to managing customer information in the firm; people are given leave from their jobs to work on team. Middle management plays a key role as it translates for Top Management. Top Execs in turn support effort and are able to understand it due to sales/marketing background. Team may be established but is not dedicated; people try to create new vision while working in current positions. Middle management does not translate well and top management has little understanding of the need to manage customer information in the organization Organize for Success II Middle-Management has input to Strategy Formation, Study 2,4 Middle management has strong input to strategy function, bringing the need for customer information management to top management’s attention; interactively, they create customer-based strategy Middle management is not involved in decision-making in terms of bringing customer information management needs to the attention of upper management Use Data to Create Future Value New Product Development integration with Customer Information Systems, Study 5 Information about the customer from information systems as well as other sources is integrated into the NPD effort, often held in a single repository. Customer data is scattered throughout the organization and not integrated into NPD efforts.
  • 31. Copyright by Debra Zahay 2013 TheKeyRoleoftheTopExecutive Organizational Culture Data Quality Cross- Functional Cooperation Customer Performance Business PerformanceData Sharing Marketing/IT Integration
  • 32. Copyright by Debra Zahay 2013 1. Do you have an agreed vision for managing Customer information? 2. Is there a common purpose? 2. Is the vision shared? 3 Do you use cross-functional teams? Do you reward teams for good performance? How should you organize for Customer Information Management?
  • 33. Copyright by Debra Zahay 2013 1. Overall data quality? 2. Data quality of transactions, touchpoints, interactions? 3. Overall quality of contact/loyalty/satisfaction data? How do you rate in Customer Data Quality?
  • 34. Copyright by Debra Zahay 2013 1. Customer Retention 2. Customer Satisfaction 3. Cross-selling What is Customer Performance?
  • 35. Copyright by Debra Zahay 2013 1. Can you store it in one place? 2. Can you query it? 3. Can your employees get at it? Three Questions Assess Customer Data Sharing
  • 36. Copyright by Debra Zahay 2013 Starting Question: What is the relationship between Customer Information Management and Firm Performance? Research suggests that Customer Information Management is a multi-faceted organizational operation and that strategy, shareability and quality data each play a key role, but that results must be driven by the executive suite.
  • 37. Copyright by Debra Zahay 2013 Contact information • Dr. Debra Zahay-Blatz • http://www.zahay.com • Best email debrazb22@gmail.com • dzahayblatz@aurora.edu • Cell 630-300-8838 • THE BLOG: datadrivendigitalmarketing.blogspot.com • The G+ Community Data-Driven Digital Marketing • Watch for the Data Book!

Editor's Notes

  1. Discovery & AnalysisData Conversion & CleansingData Quality MaintenanceCDQ in Enterprise-wide CRM
  2. So the answers are still somewhat down in the details, still see merge/purge, dedup, etc. in practitioner solutions.
  3. This research shows a link between managing data well (especially data quality) and company performance and is vetted through a rigorous review process.
  4. http://quaero.csgi.com/blog/456-data_quality_still_bigger_than_big_dataPoor quality data is the biggest barrier to effective email marketing: reportby David Moth 24 April 2013 13:08 0 comments PrintWhat I like about this question is that it brings the conversation back to what I study and what I think is important, dq.
  5. This research shows a link between managing data well (especially data quality) and company performance and is vetted through a rigorous review process.
  6. This research shows a link between managing data well (especially data quality) and company performance and is vetted through a rigorous review process.