Newsletter

April 2008: Volume 134



Analytics and a framework for Marketing decision making.

Jim Magill
Sapient
www.sapient.com


Marketing is the growth engine for companies, but which aspects of marketing contribute to that growth? It's an age-old problem now exacerbated by the availability and complexity and amount of data, and the avalanche of analytical tools and software. Based on Sapient research and interviews with marketing executives in industries ranging from consumer electronics and automotive to financial services and high technology, four key areas help correctly guide this growth engine and provide a framework for success:

1. Avoiding the Sinkhole Analytics is considered an essential marketing strategy today, but metrics and analytics alone are not silver bullets, and marketers are still struggling to measure the right values and leverage data to make decisions and drive results that are meaningful to the corporation. Marketers have to ensure analytics are providing value, uncovering actionable insights and aligning to the vision and goals of the overall organization, and also need to measure marketing performance in ways that are meaningful to corporate business goals.

Marketers are frequently offered an expensive analytics application and a generic list of metrics to track. The marketers fall victim to measuring siloed marketing tactics --such as Web analytics, search or advertising -- without gaining a holistic view into overall marketing performance linked to indicators like profitability, customer retention and new product adoption. Further, many marketers say disparate analytics often report results, but fail to help them glean real insight or meaning from data.

 

2. Beyond Measurement: Strategic Opportunities Analytics is must-have for companies that want to gather and interpret data to allow for strategic and actionable insights, and for making faster and better decisions and measure performance. Indeed, analytical capability separates high-performing companies from their low-performing counterparts. As former Harvard Business Review strategy editor Joan Magretta says, "Quantification helps, sometimes enormously, to depoliticize the difficult decisions about priorities that are critical to any organization's performance."

 

3. Six Obstacles that Prevent Creating a Successful Marketing Analytics Strategy
1. Lack of agreement on platforms and metrics and support from senior executives
2. The gap between corporate goals and tactical analysis
3. The ROI black hole
4. Misleading insights from measuring silos
5. Patience to perform change-management heavy lifting
6. Understanding fundamental types of analytics and measures

 

4. The Five Guiding Principles for Strategic Accountability
1. Get on the same page about the few measures that matter the most
2. Adopt just a few measures
3. Use a portfolio approach
4. Build analytics into marketing strategy
5. Know the devil is in the data: collaborate early with IT

 

Analytics is not a measurement exercise. It is about successfully aligning with corporate goals, and generating meaning from data to guide future business decisions. As Steve Wilhite, former COO of Hyundai Motor America said, "People are spending a tremendous amount of money to generate data, much of which is useless. At the end of the day, being able to measure what you're trying to accomplish is what's important in business planning and development -- and just as important when it comes to execution."

 

In 2008, analytics has become the absolute, must-have essential for all marketing teams. Without an effective analytics tool that can measure and fine-tune all online marketing campaign channels, marketers will be left in the dark wondering if they actually reached potential buyers in the dynamic social networking world. Sapient felt analytics was so critical to its client's businesses, it has developed its own tool called BridgeTrack 5.0 (www.bridgetrack.com) - the only digital marketing suite that delivers real-time analytics, reporting and optimization across all media channels, including social networking and is designed to provide complete campaign management for clients, media or agencies. Whatever you use, building the way you approach the validation of your marketing strategy is becoming a critical part of the strategy.



Jim Magill - VP, Client Partner
Jim joined Ogilvy & Mather, San Francisco in 1979 and working with Hal Riney on clients as diverse as California First Bank, Henry Weinhard's Beer, the Oakland A's and Swanson Foods. He opened Riney's Chicago office and managed the Anheuser-Busch account, spent 2 years at Y&R Chicago building a global marketing program for Bond Brewing, and then returned to Riney in SF to run the Stroh Brewery account as well as See's Candies, Ca Prune Board, Mirage Resorts, and the Aspen Skiing Company. In late 2005, Jim joined Sapient Corporation to help launch their Experience Marketing practice. With an MBA from the Darden School at the University of Virginia and involvement in almost every aspect of local and national AAF and a charitable organization he and his wife founded dedicated to awareness of mental illness for preteens in honor of their daughter Grace, Jim still finds time for his wife Anne, daughters Carlie and Erin, tennis and skiing.

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