DATA-DRIVEN MARKETING
AND ADVERTISING
A GLOBAL PERSPECTIVE
1
Jodie Sangster,
CEO, ADMA
Jonathan Margulies
Managing Director,
Winterberry Group
Marek Rucinski,
Managing Director,
Accenture Interactive
2
Use the text box at the
end of the presentation
to ask questions
DATA DRIVEN MARKETING AND ADVERTISING
• Data = feedback.
• Enables rich customer insights.
• Allows for hyper-targeted messaging, offers and
content that drive response.
• A means of learning about changing markets in
real time.
• An omnipresent customer survey evolving us
toward a customer-centric approach to doing
business.
• Data-driven marketing and advertising is a
means of putting data to work; leveraging a wide
range of channels delivering creative content
that’s appropriate to each, in order to establish
and grow relationships with consumers.
5
SESSION OBJECTIVES
• Rise of data driven marketing and analytics
• Paths to mastery of data driven marketing analytics
• Activating analytical talent
6
THE GLOBAL REVIEW
of Data-driven Marketing and Advertising
Explores the role of data-driven marketing and advertising across 17 countries from
more than 3,000 practitioners.
N = 3,053 Panelists
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THE RISE AND RISE
AND RISE OF DATA
 92% say data is growing in importance to
marketing and advertising
 63.2% say spending up over last year
 73.5% predict further growth
DATA IS DIGITAL. DIGITAL IS DATA
Major shifts in channel spend
CUSTOMER-CENTRICITY IS DRIVING DDMA
Factors responsible for driving investment
AROUND THE WORLD TALENT IS THE BIG ISSUE
Respondents that believe that better skilled talent would
generate value from DDMA
Global Panel
Argentina
Australia
Belgium
Brazil
France
Germany
Hungary
India
Ireland
Italy
Netherlands
New Zealand
Singapore
South Africa
Sweden
United Kingdom
United States
42.1%
28.3%
41.7%
50.0%
34.7%
39.1%
40.4%
53.3%
29.3%
61.1%
41.9%
45.5%
57.8%
62.1%
52.2%
61.9%
51.5%
46.5%
TALENT AND TECHNOLOGIES
What resources would help drive DDMA most
HYBRIDS WANTED
Most valued skillsets for DDMA investment
Source: iapa.org.au/Article/2014IAPASkillsAndSalarySurveyResults
SESSION OBJECTIVES
• Rise of data driven marketing and analytics
• Paths to mastery of data driven marketing analytics
• Activating analytical talent
15
5-stage Maturity Model for Analytics
Analytical master – fully competing on analytics
Build broad Analytic capability – analytics for
differentiation
5
4
Analytical
Competitors
Analytical
Practitioners
• Data insight drives all decisionmaking
• Google Analytics
• Founding father of retail analytics
• Tesco trials transactional in-store
kiosks
• Analytics recognised as a separate
business unit
• Business Sphere
• Pioneers of telco data monetisation
(Precision Market Insights)
Use analytics to improve distinct
capability
Use analytics to improve one
or more functional activities
Get accurate data to
improve operations
1
3
2
Analytical Aspirations
Localised Analytics
Analytical Novice
This document makes descriptive reference to trademarks that may be owned by others. The use of such trademarks
herein is not an assertion of ownership of such trademarks by Accenture and GDMA and is not intended to represent or
imply the existence of an association between Accenture and/or GDMA and the lawful owners of such trademarks.
• Implementing single source of truth
• RFID Drink Dispensers: Coke
Freestyle
• Pockets of localised analytics
capability
• Market optimisation for 30% uplift
with SAS
• Pockets of localised analytics
capability
• Kraft foods listening to social media
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to inform product placements
DELTA Model…path to industralisation of Data Driven Marketing
1
2
Localised
Analytics
3
Analytical
Aspirations
4
Analytical
Practitioners
5
Analytical
Competitors
Inconsistent, poor quality and
unstandardized data; difficult to
do substantial analysis, no
groups with strong data
orientation
Standardized and structured
data, mostly in functional or
process silos; senior executives
do not discuss data
management
Key data domains identified and
central data repositories created
Integrated, accurate, common
data in central repositories; data
still mainly an IT matter, little
unique data
Relentless search for new data
and metrics leveraging
structured and unstructured
data (e.g. text, video); data
viewed as a strategic asset
Quantitative
Methods
Mostly ad hoc, simple math,
extrapolation, trending
Basic statistics, segmentation
database querying, tabulations
of key metrics are leveraged to
gain insights
Simple predictive analytics,
classification and clustering;
dynamic forecasts
Advanced predictive methods
deployed to discover insights;
advanced optimization,
sentiment analytics, text and
image analytics
Neural nets, genetic algorithms,
advanced machine learning
Tools &
Technology
Desktop technology, standard
office packages
Basic statistics, database
querying, tabulations
Enterprise platforms and
predictive analytical packages
Cloud-based Big Data
Prescriptive analytics and
cognitive computing
ENTERPRISE
No enterprise perspective on
data or analytics; poorly
integrated systems
Islands of data, technology, and
expertise deliver local value
Process or business unit focus for
analytics; infrastructure for
analytics beginning to coalesce
Key data, technology and
analysts managed from an
enterprise perspective
Key analytical resources focused
on enterprise priorities and
differentiation
LEADERSHIP
Little awareness of or interest in
analytics
Local leaders emerge but have
little connection
Senior leaders recognize
importance of analytics and
developing analytical
capabilities
Senior leaders develop
analytical plans and build
analytical capabilities
Strong leaders behave
analytically and show passion for
analytical competition
No targeting of opportunities
Multiple disconnected targets,
typically not of strategic
importance
Analytical efforts coalesce
behind a small set of important
targets
Analytics centered on a few key
business domains with explicit
and ambitious outcomes
Analytics integral to the
company’s distinctive capability
and strategy
Few skills which are attached to
specific functions
Unconnected pockets of
analysts; unmanaged mix of skills
Analysts recognized as key talent Highly capable analysts explicitly
and focused on important
recruited, developed, deployed,
business areas
and engaged
Leading edge professional
analysts; cultivation of analytical
amateurs across the enterprise
DATA
ELEMENTS OF THE MODEL
Analytical
Novice
TARGETS
ANALYTICAL
TALENT
DIFFERENT LEVEL OF MATURITY
17
Copyright © 2015 Accenture. All rights reserved
SESSION OBJECTIVES
• Rise of data-driven marketing and analytics
• Paths to mastery of data driven marketing analytics
• Activating analytical talent
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Analytics talent integration into the fabric of the organisation
Sponsors
1%
5-10%
15-20%
60-70%
• Drive the vision
• Lead analytical and data initiatives
Scientists
• Apply analytics methods to solve business challenges
• Build models, algorithms and visualisations
Experts
• Apply analytical models to improve business decisions
• Link insights to business realities and process
Specialists
• Put the output of analytical models to work
• Provide tactical level direction and execution
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Copyright © 2015 Accenture. All rights reserved
THE NEW HYBRID ANALYST
=
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Analytical Unicorns & Hybrids vs. power of Teams
• Leading companies are relying more on analytical teams vs. unicorns
• Team size varies from a handful of people to ten, twenty or more people for on going work
• On business side, teams can include quantitatively oriented analysts and visualisation designers
• Some of these roles may already exist, but it can be difficult to identify and free up the talent
Quantitative
Analyst
Systems
Architect
Business
Analyst
Software
Engineer
Visualization
Designer
Low
Med
Skillsets:
Data
Scientist
Advanced Analytics
Business Acumen
Communication &
Collaboration
Creativity
Data Integration
Data Visualisation
Software Development
Systems Administration
High
21
Copyright © 2015 Accenture. All rights reserved
3 KEY ANALYTICS INTEGRATION ARCHETYPES
Distributed
Hub and Spoke
Centralized
Enterprise
WHERE ?
Cons
Pros
Basic Analytics / Reporting
Intermediate Analytics
 Business has control of resources / investments
 Analytics resources have better understanding of
business opportunities





Resource constraints based on capacity and skills
Disjointed and duplicative work efforts
Inconsistent quality across business units
Difficult to set enterprise-wide priorities
Lack of career path development
 Complex business structure
 Immature reporting and analytics capabilities
Advanced Analytics
Central
Analytics
Business
Units
Corporate
Centers
Enterprise
Analytics
Business Unit
Analytics
Corporate
Center
Analytics
Tools / Processes /
Governance
Analytical Data
 Flexibility in resource allocation to optimise
productivity
 Accommodates varying levels of analytics maturity
across enterprise
 Common standards, tools, and sharing of leading
practices
 All analysts reside in a central unit enabling flexible
resourcing
 Reduced variance in Insight development and
application
 Minimal duplication of work effort
 Potential contention for resources
 Potential independent analytics efforts by spokes if
hub can not meet demand
 Creates distance between analysts and the business
lessening business acumen
 Loss of control over analytics resources within business
groups…lower trust levels
 Autonomous business units or complex business
structure
 Advanced analytics need specialised knowledge
 Straightforward business structure
 Less time critical requirements
 Mature reporting and analytics capability22
Copyright © 2015 Accenture. All rights reserved
TREND TOWARDS HUB & SPOKE MODEL
Centralised
Model
Analytics Operating Model Trend & Level of Maturity
Convergence towards
Hub & Spoke model
driven by:
• Shift from functional
to cross-functional
analytics
Hub &Spoke
Model
• Increasing pace of
technology
innovation
• Scarcity of analytics
talent
Distributed
Model
• Need for more
complex and real
time solutions
ANALYTICAL
NOVICE
LOCALISED
ANALYTICS
ANALYTICAL
ASPIRATIONS
ANALYTICAL
PRACTICIONER
ANALYTICAL
COMPETITORS
This document makes descriptive reference to trademarks that may be owned by others. The use of such trademarks herein is not an assertion of ownership of such 23
trademarks by
Accenture and GDMA and is not intended to represent or imply the existence of an association between Accenture and/or GDMA and the lawful owners of such trademarks.
Copyright © 2015 Accenture. All rights reserved
Challenges to scaling data driven & analytics capabilities
• Leadership - Leadership will get greater transparency
micromanage my function….
and will use it to
• Mindset - Leadership today grew up using instinct to drive decision making due to
the lack of timely actionable insight….
• Culture - Unwritten rules around how information is used in an organisation…
• Information as a power broker to pocket-veto decisions.
• Always have the answer to senior management’s questions.
• Comfort in nebulous data as a means to avoid accountability.
• Education - Needs to have context and be targeted to level of maturity and intent
– focus on content, process and technology in that order.
• Behavioural Change - This typically takes 4 – 6 months to bed down once
deployed
• Think Differently + Act Differently = Drive Different Outcomes.
• Governance - Necessary and sufficient minimalist approach - organisational,
content and business process focus.
Copyright © 2015 Accenture. All rights reserved
How to scale data driven and analytics capabilities….
1.
Be an analytical leadership role model
2.
Experiment!
3.
Think BIG…
4.
Ask smarter questions and question conventional wisdom
5.
Identify and seek out valuable data and then generate NEW insights
6.
Identify factors that lead to stronger business performance to make it REAL
7.
Develop integrated analytics vision – business priorities , structure, talent, tools and data
8.
Prioritise efforts on high value challenges … solve real problems to prove the value
9.
Embed analytics broadly and deeply throughout the enterprise
10.
Continue to push the boundaries … DO NOT SETTLE !
Copyright © 2015 Accenture. All rights reserved
Q&A
26
Our content experts
For further information or to learn more, please contact:
Jodie Sangster
CEO, ADMA & Chair, GlobalDMA
jodie.sangster@adma.com.au
Marek Rucinski,
Managing Director, Accenture Interactive
Australia, New Zealand and Asia Pacific lead for the Digital Marketing
and Analytics Practice
marek.rucinski@accenture.com
Jonathan C. Margulies
Managing Director
Winterberry Group LLC
jmargulies@winterberrygroup.com
27
Our organisations
About GlobalDMA
The GlobalDMA is an organisation that represents, supports and unites marketing associations from around the globe that focus on
data-driven marketing. It leads worldwide initiatives aimed at providing marketers with global trends, thought leadership and
know-how on data-driven marketing and advertising across all sectors, disciplines and channels. In excess of 30 affiliate
organisations are part of GDMA. Collectively, they represent a significant proportion of the world's major brands, corporations,
suppliers and agencies. Through its members associations, the GlobalDMA provides access to the world's largest network of datadriven marketing organisations and influencers.
About Accenture
Accenture is a global management consulting, technology services and outsourcing company, with more than 319,000 people
serving clients in more than 120 countries. Combining unparalleled experience, comprehensive capabilities across all industries
and business functions, and extensive research on the world’s most successful companies, Accenture collaborates with clients to
help them become high-performance businesses and governments. The company generated net revenues of US$30.0 billion for
the fiscal year ended Aug. 31, 2014. Its home page is www.accenture.com. Accenture, its logo, and High Performance Delivered
are trademarks of Accenture.
Accenture Digital
Accenture Digital, comprised of Accenture Analytics, Accenture Interactive and Accenture Mobility, offers a comprehensive
portfolio of business and technology services across digital marketing, mobility and analytics. From developing digital strategies to
implementing digital technologies and running digital processes on their behalf, Accenture Digital helps clients leverage
connected and mobile devices; extract insights from data using analytics; and enrich end-customer experiences and interactions,
delivering tangible results from the virtual world and driving growth. Learn more about Accenture Digital at
www.accenture.com/digital.
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Our organisations cont.
About Winterberry Group
Winterberry Group is a unique strategic consulting firm that supports the growth of advertising, marketing, media and
information organizations. Our services include:
Corporate Strategy: The Opportunity Mapping strategic development process helps clients prioritize their available
customer, channel and capability growth options, informed by a synthesis of market insights and intensive internal
analysis.
Market Intelligence: Comprehensive industry trend, vertical market and value chain research provides in-depth analysis
of customers, market developments and potential opportunities as a precursor to any growth or transaction strategy.
Marketing System Optimization and Enterprise Data Strategy: Process mapping, marketplace benchmarking and holistic
system engineering efforts are grounded in deep industry insights and “real-world” understandings—with a focus on
helping advertisers, marketers and publishers better leverage their core assets.
Mergers & Acquisitions Due Diligence Support Services: Company assessments and industry landscape reports provide
insight into trends, forecasts and comparative transaction data needed for reliable financial model inputs, supporting
the needs of strategic and financial acquirers to make informed investment decisions and lay the foundation for valuefocused ownership.
Additionally, Winterberry Group is differentiated through its affiliation with Petsky Prunier LLC, the leading investment
bank serving the technology, media, and marketing, e-commerce and healthcare industries. Together, the two firms
provide one of the largest and most experienced sources of strategic and transactional services in their addressable
markets.
For more information, please visit www.winterberrygroup.com.
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