|
Cable Competes Using Advanced Insight |
 |
|
Don Ryan, Senior Partner |
|
|
|
The cable industry is beginning to flex its muscles regarding Big Data strategy. Cable's rich stores of customer data can enable high-value customer experiences and offset subscriber attrition. Further, viewership and network performance data, text analytics and customer service interaction records give operators proprietary insight that can't be copied by competitors. And experiments done in a Big Data Lab environment feed large-scale decision-making with true business value. |
|
|
 |
|
|
|
Big Data's 5 Missing Ingredients |
|
|
|
Bill Duffy, Managing Partner |
|
|
|
While the raw material that is data has become more
plentiful and emerging technologies more powerful, many
organizations have not progressed very far in the way they
mine, disseminate, and apply the kind of consumer intelligence
we are now able to cultivate. So, what missing ingredients should business leaders looking to reap big benefits from Big Data investments focus on? My short list would include five strategic imperatives. |
|
|
|
|
|
|
|
Using Marketing Optimization to Drive Incremental Sales and ROI |
|
|
|
Niren Sirohi, Ph.D. Vice President, Predictive Analytics |
|
|
|
Successful marketing programs begin with an understanding of which individual customers are most likely to provide incremental sales. The word “incremental” is important since some customers would buy even if they were not targeted by a marketing program. However, finding customers with a propensity to buy more can be difficult. Marketers must be able to identify who these customers are, as well as the incremental sales that can be expected by each customer, for each levels of offers that make-up the marketing program. As difficult as this task can be, it is a critical first step as this understanding is the key to driving both incremental sales, as well as reductions in cannibalized revenue. |
|
|
|
|
|
|
|
How to Identify Pockets of Marketing Opportunity within Your Customer Base |
|
|
|
Marcy Riordan, Senior Vice President, Consulting Services |
|
|
|
Nearly every marketing professional has been faced with the challenge of breaking down a broad population into
meaningful segments. The purpose of that exercise may be to identify opportunities to improve a marketing campaign,
offer relevant products to consumers, or identify higher-potential targets or subsegments within a given population. |
|
|
|
|
|
|
|
10 Secrets to Segmentation Success |
|
|
|
Marcy Riordan, Senior Vice President, Consulting Services |
|
|
|
Some customer segmentation approaches last, many don’t. Some have driven entire organizational structures, marketing strategy, and financial success, while others were barely actionable upon arrival. What is the secret to segmentation success, and how can you avoid the pitfalls? This article outlines the 10 critical steps required to develop and implement a successful customer segmentation scheme. |
|
|
|
|
|
|
|
Customer Engagement Pattern Analytics |
|
|
|
Niren Sirohi, Ph.D., Vice President, Predictive Analyics |
|
|
|
Customer engagement is a key indicator of marketing and value proposition performance of an organization, and everyone agrees that improved customer engagement will lead to better business results. The challenge is that organizations need a simple way to understand how engaged their customers are at every phase of the customer lifecycle.
However, the reality is that the number of definitions and approaches to measuring and implementing customer engagement are too many, confusing, and in many cases too complex to implement.
In this paper, we are forwarding a simple approach to understanding customer engagement that hinges on three basic ideas surrounding customer engagement patterns. |
|
|
|
|
|
|
|
The Analytics Checklist |
|
|
|
Don Ryan, Senior Partner |
|
|
|
In recent years, there have been many books, articles, lectures,
conferences, and online discussions devoted to analytics and the power of fact-based decision making. Unfortunately, many analytic efforts do not deliver on their promise. However, based on our success with using The Analytics Checklist, we believe that it can help ensure that the projects you commission and the results that are produced will generate better gains for your business. |
|
|
|
|
|
|
|
Behavioral Segmentation and Predictive Modeling It's not an either / or decision |
|
|
|
Mike McGuirk, Senior Vice President, Behavioral Sciences |
|
|
|
A baseball player would not leave for the game without a glove and a bat, just as a sculptor is not expected to choose between a chisel or hammer. So why do so many marketing professionals practice their trade with an incomplete set of marketing analytic tools. Two must-have tools are customer segmentation and predictive models. |
|
|
|
|
|
|
|
Integrated Marketing Performance Using Analytic Controls and Simulation (IMPACSSM) |
|
|
|
Don Ryan, Senior Partner |
|
|
|
Marketers are constantly looking for an edge in the marketplace, and increasingly this means looking for ways to use information about individual customers to sell them more things, or at the very least communicate with them in more relevant and timely ways. This need has spawned a large, and growing, industry in data aggregation and information technologies aimed at interacting with consumers in many channels and on a one-to-one basis. Furthermore, as the stakes have gone up, marketers have depended more and more on these types of investments, hoping they will improve their marketing efforts and provide the sizable business results needed to achieve their goals. |
|
|
|
|
|
|
|
Finding and Capturing Customer Value |
|
|
|
Don Ryan, Senior Partner |
|
|
|
Slowing U.S. population growth and nearly maxed-out levels of personal debt mean that the economic pie will not expand as rapidly as it once did. Add in accelerating global competition and rising customer acquisition costs and it is apparent that businesses will have to turn increasingly to their customer databases to find and capture additional value. |
|
|
|
|
|
|
|
Quantifying the Impact of Advertising on Business Results |
|
|
|
Don Ryan, Senior Partner & Doug Rae, Director of Optimization Solutions |
|
|
|
Understanding and quantifying the benefits of advertising is a problem as old as advertising itself. The problem stems from the many purposes advertising serves: building awareness of products, creating brand equity, and generating sales. Many of these aims are not easily measured or related to the advertising that may have affected them. Moreover, today's marketers have to deal with several other important developments that have either made measurement more difficult or added pressure to getting it done. |
|
|
|
|
|
|
 |
| For more information, call us at 781-494-9989 or email us.
|
