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Admit it: If you’re like many marketers, when you read or hear about “big data privacy,” you’re ready to move onto the next topic or swipe to the next screen. Even though you know the discussion is important, you know it’s not fun, it’s sometimes creepy, and it’s not easy to navigate its complexities. But please bear with me.
For this blog post, I’ve pulled out five steps from a recent webcast I did for the Association of National Advertisers (ANA) called “A Marketer’s 5-Step Guide to Data Privacy in a Big Data World.” It builds on the idea that big data privacy is caught in this tug-of-war between consumers, constituents, and the private and public sectors. There are steps we can take based on each of these perspectives.
Step 1. Take digital control and reduce your digital footprint.
This step applies to all of us as consumers. I could easily spew out hundreds of tips and tricks on how to take digital control of your life, but for the sake of space and time, I’ll highlight three ideas:
- Make sure all the information you share passes the Mom test. Or the Thanksgiving dinner test. The Mom test considers what your mom would think if she saw the information online. Would she approve? The Thanksgiving dinner test asks: Would you be willing to share this information at the turkey table? If you can’t pass these two tests, red flags should be going up.
- Create professional and personal personas with your online networks. Use different email addresses. Use a different browser for each persona so there is no cross-tracking.
- Become a stealth browser user. Here are two simple things you can do immediately: block third-party cookies and enable anti-tracking software like Disconnect. There’s a lot of options here. Google it.
Bottom line: If you don’t share it, they can’t use it or abuse it.
Step 2. Give customers easy access and rights to their data.
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Marketing has evolved - thankfully - from the days when everyone just thought of us as the brochures and tradeshows people. Nowadays, we're as likely to be focused on creating digital content that's worth sharing as we are putting a tradeshow sponsorship together, but all of it is data-driven.
Marketing, while sometimes magical, is not this kind of magic.
So what does it really mean for marketing to be data-driven? And how does marketing turn data "magically" into profits? In the spirit of full disclosure, it's not magical in an abracadabra or Harry Potter sort of way, and it's not entirely mystical in a crystal ball sort of way. But the results can indeed be magical and quite profitable. And the best
magician marketer I can think of to illustrate that point is Jim Foreman, most recently Director of Analytics and Customer Insight at Staples Corp.
Jim spoke recently at a DMA Annual Conference and provided some good, specific examples of how to turn customer insight into profit with analytically-driven marketing automation. So once you collect the customer data and apply the analytics and start getting the insights, what can you actually do with it? That's what Jim delved into and I'm happy to share with you here.
Very simply - the magic starts when you begin to launch successful campaigns. Per Jim, SAS Marketing Automation software "takes all of the good work that our analysts are doing for us – descriptive work, segmentation, modeling – and it lets us bring that right into a campaign, on the fly if we want to." To illustrate his point, he detailed three types of campaigns he led at Staples to great success:
- Attrition campaigns:
Find predictors of existing customers' likely attrition and design campaigns to proactively address those factors. Read More
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Try as we might, we aren’t ubiquitous creatures. When you can’t be everywhere at once, there is usually data somewhere to fall back on. So you review that data, gain insights. If you’re smart, you take notice those insights, evolve and then forecast what’s next. (That’s analytics by the way.) In case you didn’t make our SAS and IndustryWeek-sponsored Twitter chat on quality, join me for a few highlights.
With a set of pre-determined questions and a collaborative effort between industry and independent thought leaders, manufacturing customers and SAS experts, the conversation around quality was lively. If a 140-character limit responses were difficult for our participants, you sure wouldn’t know it.
Starting out with definitions of quality, there were a wide range of responses from traditional to more modern insights. What was once product-focused and intended to be a measure of excellence, quality now resides more in the realm of total experience, from research of a purchase to service after the sale.
Amid the stream of commentary was an overarching theme became apparent, a foundational concept for quality that’s been around for decades thanks to methodologies of Six Sigma:
voice of the customer, or VOC. Read More
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It seems like every retailer nowadays has a loyalty program. From the local coffee house to “big box” national retailers to almost any online merchant, everyone has a loyalty program. But do people really want them? It turns out the answer is yes – a resounding yes. But are those programs actually what drive loyalty, or is something else driving behavior?
That question loomed on my mind this year as I had the opportunity to work with two organizations to research customer loyalty - one project focused on the enterprise view, and other to get the consumer view. For the consumer view, I had the privilege to work with graduate students from Northwestern University’s Kellogg School of Management, and that study confirmed a few suspicions I had about customer loyalty programs. And it’s a combination of good news / bad news.
The Bad News
Let’s start with the bad news and get it out of the way. It seems that consumers have come to expect loyalty programs, so in many situations not having one may put you at a disadvantage if your direct competitors have such programs. The other bad news is that so many loyalty programs are tied to discounts and have been aggressively promoted as such that it’s the benefit that consumers associate most strongly with loyalty programs. So, the upshot is that with a loyalty program in place you’ll need to figure out how to operate on slimmer margins, or make other accommodations.
The other bad news is that loyalty programs designed to keep the customer coming back do little to trump a bad customer experience. As a result, retailers must first ensure that they are delivering quality shopping experiences before offering perks for return trips. So as they are designed today, do loyalty programs actually engender loyalty? Apparently not, according to the Kellogg study – it’s a combination of factors.
The Good News
It’s not all doom-and-gloom, however. The good news is that the combination of factors to drive loyalty have many elements that are within your control. Read More
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Back in 2007, the NY Times published an article about “The Google Way.” The premise behind the Google Way is to give engineers 20% of their time to spend on new company related ideas and projects that interest them. For a while this became the management strategy du jour as every large company attempted to inject a culture of spirit and creativity into their businesses (with very mixed results).
Even Google recognized that the strategy was flawed. Large initiatives generated from The Google Way projects begin to distract them from their core business.
Taking the reins as CEO in 2011, Larry Page announced a new focus with “more wood behind fewer arrows.” Google put guardrails on how innovation time is spent: “Urgency without alignment is wasted energy.”
Marketing organizations have taken a page from the Google playbook. In my previous post, I noted the disparity in organizations with marketing innovation budgets (who has them, who doesn’t), and highlighted some examples of organizations putting their innovation dollars to good use. But how do we validate and prioritize those innovation ideas, align them to our marketing goals, and execute? Read More
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Marketing attribution has been a hot topic for marketers as long as we’ve had marketing. Everybody talks about it, few really know how to do it, and everyone thinks everyone else is doing it - so everyone claims they’re doing it.
This may be different where you are, but what I've seen here in Europe is that many folks are not aware of the full potential of marketing attribution modeling. They don't know which types there are, if it's only online or offline data, and all the other permutations and nuances. So let me see if I can sort it out for you.
What is marketing attribution?
Marketing attribution is all about understanding how marketing channels impact the customer experience and drive revenue for the company. In other words, it answers the perennial question - which lever works best (or not at all)? Christopher Ratcliff from @econsultancy gives a good definition for attribution modeling:
"Marketing attribution is the practice of
determining the role that any given channel plays
in informing and influencing the customer journey"
Why is marketing attribution important?
During any given purchase journey, a customer engages with different marketing channels, such as catalog, email, website, contact center and so on. When he finally is comfortable to place an order and the sale is made, all the marketers that touched that sale wants to claim responsibility. And why not? The web team will cite the great web design, the direct marketing team will trumpet the beautifully crafted email, the contact center has their transcripts to document the interactions, and so on. And the truth is that they probably all had an impact. But in order to make fact-based informed decisions for future strategy, knowing the value of all the marketing efforts is key. Read More
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The big data privacy discussion is subtle, complex and complicated – and we each have a role to play. What’s yours going to be?
It was 9:53 AM. Sarah was racing against the clock: she wanted to finish a long overdue email to a Canadian colleague before her team’s weekly 10:00 AM meeting. Just as she clicked the ‘Send’ button, her manager, Mason, appeared outside her cubicle.
“Are you headed to the meeting?” he asked her.
“Yep, I was just heading over.”
“Great. I’ll walk with you. I was wondering if you had time after the meeting to go talk with Angie in HR. I got a call from her this morning, and a situation has developed that she wants to talk to us about.”
“What’s going on?” Sarah asked.
“I don’t know. She wouldn’t tell me. She said she wanted to discuss it with the both of us at our earliest convenience.”
“Well, I hope everything’s okay,” Sarah replied, trying not to think too much about it.
It was 11:05 AM. Mason and Sarah sat down in the two chairs across from Angie in her office. “Thank you for meeting with me on such short notice,” Angie began. “I wanted to talk to you about the summer picnic your department had a week and a half ago.” Read More
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The online dating website OKCupid recently posted the results of some real life experiments that they had performed on their user community. The experiments included three tests to evaluate the influence of certain user profile changes in compatibility matching (manipulating compatibility scores, suppressing user profile photos and the impact of rating scales and photos – the cool versus pretty test).
OKCupid CEO Christian Rudder posted on the company’s blog: “If you use the Internet, you’re the subject of hundreds of experiments at any given time, on every site. That’s how websites work.” He goes on to say “OKCupid doesn’t really know what it’s doing. Neither does any other website…Most ideas are bad. Even good ideas could be better. Experiments are how you sort all this out.”
Like OKCupid, more and more data-centric companies are using rapid experimentation approaches (also called test-and-learn) to better understand how consumers react to their products and services.
This not only influences product development cycles, but drives more effective marketing and contact strategies. Read More
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A Twitter what? Chat? With @SASAnalytics and @IndustryWeek? About World Quality Day?
How do I get in on this? #whatsatwitterchat #whydothis
See how I did that? In 139 characters too. Yep, I thought that would catch your eye. Now that I have your attention, please mark your calendar for our World Quality Day Twitter chat event with IndustryWeek magazine – it’s well worth an hour of your time. It happens on Thursday, November 13, 2015 at 11:00a.m. - 12:00noon ET on Twitter at #WQChat
If you’re not familiar with it, a Twitter chat (or tweet chat) is a free online event at a designated time with a set of questions around one topic. The host account poses questions to their followers using a specific hashtag. Anyone in the Twitter sphere can search that hashtag and participate in the conversation – usually involving thought leaders, practitioners and many people who are simply interested in the topic.
Why a chat on quality, you ask? Simply put, the manufacturing business world revolves around quality and it’s a core element of business strategy. TQM, ISO 9000, Six Sigma, Lean Manufacturing, Deming, Baldridge are all terms you may have heard in relation to quality management.
And quality is important for manufacturing to be sure – but it’s also important to marketers because it usually forms the basis for the customer experience. Read More