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The
Data Game I have been a witness to many, shall we say “contentious”, discussions over the years between marketing professionals and technology specialists regarding data. The marketing folks, having a very clear picture of their information needs, see supporting data as a mirage that keeps moving further and further away. Technologists fear their precious resources will be drained with visions of multiple merges, transformations, and processes because of data requests that are too broadly defined. Here are the most frequently stated (obstacles) that I have heard when the issue of data and analysis is raised: “We have no data”, “We can’t get to the data”, or “We are waiting for <insert optimal solution here>”. It has been my experience, more likely than not, there is an overabundance of data -- and while it may be difficult to get at, waiting for an optimal solution is not preferable to starting somewhere. Starting somewhere, no matter how seemingly small, both provides business users with valuable information while larger solutions are in the works, as well as gives valuable insights into the development of those larger solutions. We live in a data-rich world. Emails are built from data; data generates lists and creates targeting; data forms the foundation of valid strategy; reporting is based on data. It’s everywhere. Yet data remains an elusive and stubborn thing -- and, as mentioned above, a point of contention between the users and the keepers. To develop a picture of how our efforts are impacting consumers we need to connect the dots between data that describe who we are communicating with, how they have been communicated with (both at the macro channel level and the micro content level), how they have responded, and the value of those responses. Without data on each of those fundamental components we are flying blind. The importance of data to drive intelligent strategic decisions certainly justifies efforts to wrestle with data -- yet so often decisions are made in the absence of data, or plans drawn up without it, simply because it is not readily or easily available. When data are difficult to access, don’t simply throw your hands in the air and quit -- bring in a data expert. A data expert links business intelligence and strategy in much the same way that a creative expert links your brand and strategy. In a broad sense, the difference between the areas of expertise when the topic is data is as follows:
So a data expert essentially bridges the gap between users and keepers by translating information needs into data elements, and by building roadmaps for getting from “here” to “there” – in ways that are meaningful, logical and practical. It’s never too early to start using available data – anything you learn about the data and its uses helps you with the “ultimate solution”, as defined by systems, applications and anything in-between. A strategy for the effective use of data is no less valuable than strategic planning for product development of creative/branding, yet too often the plans for data are an after-thought rather than built in on the ground floor. This “avoidance” behavior can create many more problems in the long run. When you find yourself in a situation where it’s a bit like pulling teeth to get valuable data and analyses, call in a data expert. A data expert can provide very practical services when an impasse occurs between marketing and IT in the following ways:
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