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Learn How to Use Rich Data

to Crush Your Competition

How do Marketing teams create value? By finding, keeping, and growing the value of customers. In fact, research finds that best-in-class (BIC) marketers who can demonstrate and measure their impact, value and contribution either join the C-Suite, or gain them as their champion. The research goes on to show that this elite group of value creators do four things consistently better and differently to achieve business results and C-suite support: alignment, accountability, assessment, analytics and activation. They are relentless in their pursuit of marketing excellence and regularly assess and benchmark their capabilities.

Becoming a BIC marketer on the performance management front, achieving marketing excellence, and serving as a value creator takes aspiration, perspiration, and commitment. But isn’t your credibility in the organization, your ability to influence “the big decisions,” and less resistance to securing the needed resources — worth it?

Improve and prove the value of your marketing initiatives with the countless practical resources in this learning center. To access many of these resources, you will need to join and use your log in.

Marketing Analytics

Keep an eye on today’s value creators, the best-in-class (BIC) marketers who build more proficient skills around insights from analytics than their counterparts. Crushing their way to victory, they are impressive masters of data and analytics.

Their priorities?

  • Making strategic decisions
  • Improving marketing effectiveness
  • Implementing course adjustments
  • Discovering operational efficiency

Analytics guru Tom Davenport calls these customer-centric marketers analytical competitors. Why?

They understand customers and are quick to share customer insights. Plus, they enable the organization to use their data to drive satisfaction, loyalty, and revenue. With deeper customer insights, BIC marketers create competitive advantage by using data to:

  • Understand customer segments, personas, associated buying journeys
  • Envision how to create and improve customer experience
  • Create analytical models for customer risk and revenue opportunities

Increase Your Competitive Edge With Analytics Mastery

Improving Marketing effectiveness and competitive advantage takes analytical prowess.

Strengthen your ranking among BIC marketers by implementing formal processes to collect and manage data and analytics. BIC marketers invest in skills and tools to harness data, analytics, and modeling so they can successfully discern patterns, glean insights, and predict outcomes. You can, too.

How do you get there?

Marketing excellence requires mastery of new skills, particularly in terms of data and analytics. It’s essential every Marketer excels at these skills:

  • Accessing accurate, reliable data
  • Collecting, storing, and managing data
  • Analyzing and reporting on data
  • Creating data visualizations
  • Improving marketing effectiveness with analytics insights
  • Providing data that helps the organization make better customer, marketing and solution decisions
  • Using data to link marketing activities to business outcomes

Improve your data and analytics proficiency with the resources below. Ready to cross the divide from being data rich to being competitively superior?

Marketing Analytics & Insights Case Studies

  • Whether you're an early stage company or one that's ten years old, opportunity development and lead generation remain an integral part of marketing's charter. This case study for Baxter Planning Systems in the supply chain management space, provides an excellent example of how primary research, sharp strategic positioning and rapid-fire execution of a lead generation plan can have a measurable impact on a company's buying pipeline, in this case a 500% improvement. The case study also contains good advice on how to get the most results from key industry trade shows.
  • When the market changes a shift in business strategy may be required. This was the case for Amicus, a company that helps companies in the financial services industry improve their business processes. This case study reviews how competitive analysis, primary research, and a strategic positioning platform can provide the ingredients for changing business strategy. It certainly worked for Amicus, resulting in the company closing large deals far more quickly than previously possible.
  • More and more companies are relying on the phone to identify and qualify new prospects. Oftentimes, traditional telemarketing isn't as effective as hoped. This case study reveals how EPSIIA used VisionEdge Marketing for intelligent phone follow up to gather data and assess the needs of the targets resulting in identifying new and immediate business opportunities.
  • Companies can be quite successful with their products in certain markets and still decide they want to identify new markets for these existing products. This case study explores how Vignette, a content management and portal solutions company, used the VisionEdge Marketing's MarketSmart™ methodology to evaluate the relative business opportunity of a number of potential markets. As a result of this work, the company was able to identify several new markets they could quickly tackle.
  • This case study examines how VisionEdge Marketing used its market analysis methodology for a successful private software company to identify new commercial opportunities for its new product family. A key goal of the assignment was to help the CEO of Infoglide Software inform the Board of Directors on where the company should invest next and the overall market potential of the company.
  • TengoInternet, a wireless Internet service provider, wanted to shift its growth into high gear by quickly and thoroughly analyzing potential market segments for expansion. They needed to outsource the work and asked VisionEdge Marketing to conduct the research, analysis, and make recommendations.
  • This case study examines how tablet PC innovator, Motion Computing, relied on VisionEdge Marketing's research capabilities to validate product features and make informed decisions on feature trade-offs prior to freezing product specifications. The research methodology utilized a cost-effective mix of focus groups, one-on-one interviews and Web interviews to gather input from across the nation.
  • This case study recaps how a model developed by VisionEdge Marketing helped BOXX Technologies better estimate their total available market; align sales and marketing processes for greater effectiveness; and develop an action plan to increase market share and incremental revenue. NOTE: Only registered users may download case studies. To login or register for an account, please click the login link at the top of the page.
  • This case study explains how VisionEdge Marketing's research and metrics capabilities were utilized to help Tektronix, a worldwide leader in the test, measurement and monitoring industry, capture customer information and create customer metrics designed to expand Tektronix's ability to service their customers. The research methodology used to help Tektronix better understand the current and potential Share Of Wallet among their customers as well as how brand preference and loyalty impact customer purchasing behaviors is outlined in the study, along with a brief overview of new customer metrics created. As a result of the work, VEM's research identified the three most critical purchasing factors for buyers of products provided by Tektronix and greater insight into Tektronixís competitive advantage.
  • This case study explains how VisionEdge Marketing's worked with ClearCube, a leader in PC Blade Solutions, to redefine their pipeline to make sales forecasts more reliable and accurate and improve alignment between marketing and sales. The case study discusses the process used over a three month period to create and validate the pipeline stages and to integrate the process with Salesforce.com.
  • VEM's MarketSmart Segmentation Model™ provides a repeatable process a company can apply on an on-going basis to power growth. This case study outlines how VisionEdge Marketing helped HyPerformix establish objective data-driven criteria and use the process for analyzing and prioritizing customer and market segments. Learn how HyPerformix used the segmentation approach to improve conversion rates and reduce selling time. The case study outlines the process and describes how the model enables companies to evaluate market and customer segments along two axes: Accessibility and Opportunity.
  • Many companies need more external data to make important decisions regarding sales and marketing processes. This case study describes how Howden Buffalo Inc. used cost-effective qualitative research to gain insight into customers' and prospects' buying criteria and the supplier selection process. Learn how Howden used this information to understand supplier preferences and perception in order identify new opportunities and reduce the sales cycle.
  • Northwest Federal Credit Union (NWFCU), a full-service financial institution located in Virginia, is one of the top 50 credit unions in the nation. Similar to other marketers, the NWFCU marketing team faced data access and quality challenges. Learn how VisionEdge Marketing helped this experienced marketing team use market and customer data and analytics to create a marketing strategy and a measurable marketing plan to create a segmentation-based strategy to accelerate growth.
  • The National Renewable Energy Lab (NREL) is the U.S. Department of Energy’s (DOE) primary national research and development laboratory for renewable energy and energy efficiency. NREL works with agencies and public and private organizations around the world to support the appropriate deployment of renewable energy technologies. To facilitate the adoption process of new energy technologies, entities known as Regional Resource Centers (RRCs), serve on the front line to provide needed information and introduce new technologies to stakeholders. Learn how NREL employed VisionEdge Marketing’s process to create a data-driven metrics approach for evaluating the impact of the RRCs on the adoption process.

Marketing Analytics & Insights White Papers

  • Over 400 organizations participated in the 16th Annual Marketing Performance Management (MPM) Benchmarking Study. This year we wanted to tease out the subtle nuances that separate the Best-in-Class Marketing organizations from the rest of the pack when it comes to being able to prove Marketing’s value, contribution and impact. Turns out this elite group of marketers are significantly better in 5 key areas of performance management and leverage Marketing Ops differently. Find out how to join their ranks.
  • Marketing suffers from a crisis of credibility. Typically, executives outside the marketing department perceive that marketing exists solely to support sales, or that it's an arts and crafts function. Either way, marketing often does not command the respect it deserves. What can marketers do so they are seen as part of a machine that drives revenue and profits? How can marketers take more control over the revenue process, build the respect of their organizational peers, and earn a seat at the revenue table? This guide will help you do just that. We will help you answer key questions like: What are the most important marketing metrics for me to use? How can I measure my various marketing programs’ impact on revenue and profit? How can I best communicate marketing results with my executive team and board? Which personnel, procedural, and cultural changes need to occur within my organization so I can implement marketing measurement? And many more. NOTE: Only registered users may download white papers. To login or register for an account, please click the login link at the top of the page.
  • Marketing organizations demonstrate value, make an impact, wisely use company resources, and know as much as possible about their customers by measuring the impact of the three things marketers do: find, keep and grow the value of customers. When “finding” new customers, marketers often use language based on pipeline stages built from the selling as opposed to the buying process to configure the pipeline and measure their customer acquisition effectiveness. Today’s customer-driven environment outdates this traditional approach and dictates more focus on customer behavior. This white paper recommends six essential C’s marketers must understand to properly engineer a customer-centric buying pipeline and outlines how to use it to better accelerate revenue and align marketing and sales.
  • This paper explores what it takes for marketers to implement a fact-based decision making process that will support strategic direction, course adjustments, and performance management. This process typically entails four phases: measurement, analysis, insights, and action. Whether you are sitting in the driver’s seat or being driven, sales and marketing teams are expected to build their data and analytics muscle. Use this paper to learn how to master the process.
  • Every organization seeks growth. It is a common business objective, however, less than 20% of organizations are able to achieve their growth objectives. Growth relies on becoming more competitive and getting closer to the customer; activities in which marketing plays a huge role. To improve the rate of success, organizations are increasingly implementing an analytics Centers of Excellence (CoE.) as a way to efficiently and effectively make strategic and tactical market, customer, and product decisions. This paper examines the value of an analytics CoE and outlines the components you need to implement an analytics CoE in your organization.
  • Thank you for your interest and participation in the VisionEdge Marketing (VEM) session, "Measuring Beyond the Lead to Drive Revenue."
  • Strategy, Planning and Investment Management are the focus of this first installation of the three-part series dedicated to helping you excel at Marketing Performance Management. This first installment to a three-part ebook provides guidance for how to win corporate buy-in, use planning to improve performance, create internal systems of record, and shift your budgeting from a cost-accounting approach to a business outcome-based approach. This series is must-read for Marketing leaders committed to building a high performing team that drives business results.
  • Delivering maximum impact from your Marketing takes enablement and execution. This second installment to a three-part ebook explore how to position your marketing team to achieve your corporate outcomes, implement effective team processes, maintain accuracy and flexibility with your budget, and select and integrate smart technologies that will help you achieve your goals. If you’re focused on building a high performing team that drives business results this series is valuable addition to your library.

Marketing Analytics & Insights Recordings

Marketing Analytics & Insights Presentations

  • Customer insight is an essential element for achieving market leadership, so more companies are implementing Customer Advisory Boards (CABs). When planned and executed correctly CABs help you improve existing products, validate new ideas, beta test and provide constructive feedback on upcoming products and releases, improve messaging in existing markets and target new markets, and provide competitive insights. But if poorly planned and executed, they can backfire – resulting in lost customers and lost opportunity. During this session, Laura will share proven practices for how to gain executive sponsorship; create a mission/charter; identify, recruit, and reward members; organize productive meetings; and follow-up appropriately.
  • It’s easy to collect data without insight, but to gather insight without data is next to impossible. Big Data continues to trend because companies believe it will help them deliver a competitive advantage. While the importance of Big Data is well known, many marketing organizations experience problems when attempting to translate data into the insights needed to inform strategy. Today’s hyper-competitive business environment necessitates the creation and execution of data-driven strategy.
  • The “sexiest” job of the new century—that’s how the Harvard Business Review characterized the practice of sifting through data to find hidden, below-the-surface meaning and subsequently extrapolating the underlying knowledge. In today’s highly competitive business environment, the ability to capture, analyze, and use data to make critical business decisions is a pivotal skill for marketers. Learn how to use data-driven decisions to formulate an action-based, measurable Marketing Plan, which can successfully drive business decisions for their organizations. In particular, attendees understand how to sift through the abundance of data available today, learn methods for analyzing the data and translating it into actionable insights, and have the knowledge to be able to develop content that matches the customer buying process to impact the bottom line of their organizations.
  • The volume of data available to marketers is overwhelming. More new channels, competition, and distinct segments to manage, as well as shorter product lifecycles, greater price transparency, and higher customer experience expectations, are creating an exponential increase in the amount of available marketing data. But unless all of this data can be effectively collected, analyzed and transformed into meaningful and actionable insights, and then used to tell a compelling, actionable story, it is useless. With a tsunami of data, the ultimate challenge for marketers is to use the data to create stories. This presentation outlines how to visualize your data in such a way as to foster insight-driven decisions and communicate marketing’s value.
  • Analytics are key to making your company agile, and to making better market, customer, and competitive decisions. An analytics center of excellence provides the company with valuable insights, protects privacy and brand reputation, and guides the prioritization and selection of opportunities for greatest growth.
  • This presentation explores how Marketing can use analytics and insights to make data more relevant to the business. A case study based on our work with a full-service financial institution demonstrates how market and customer data along with analytics created a segmentation-based strategy and measurable marketing plan designed to accelerate growth.
  • The importance of data is well known and marketers are ideally situated to leverage actionable data. Successfully combining data and analysis helps marketing identify new customer segments that will deliver higher profits, current customers with the greatest value potential, and new products that will be the most relevant both to new and current customers. In this presentation learn how to transform data into Actionable Insights.
  • You’ve invested in collecting data, built numerous marketing models, established an analytics team, even developed a data governance process, but one of the biggest challenges for many marketers is how to translate the value of the data and associated insights into something meaningful to the C-Suite. According to the 12th annual Forrester/ITSMA/VEM study less than 10% of the C-Suite uses the data provided by marketing to make strategic decisions. Laura shares best-practices and practical tips on how to make Marketing and the Data more relevant to the C-Suite.
  • In today's highly competitive business environment, it's not enough for the marketing team to have skill and proficiency at marketing–whether inside or outside the organization. The ability to capture, analyze, and use data to demonstrate your business acumen and to make critical business decisions is a pivotal skill. A great indicator of marketing's business acumen is the degree to which others in the organization rely on the data provided by marketing to make decisions. Yet, according to Demand Metric, Forrester, ITSMA, and VisionEdge Marketing, 10% or less of the C-Suite uses the data provided by marketing to make strategy, tactical, and investments decisions. This presentation explores the 5 best practices of how best-in-class marketers apply data to the strategy development and execution process, the 5 data categories every marketing organization needs, and the models that should be in your library. Check out the practical tips offered on how to make marketing and the data more relevant to the C-Suite.
  • This presentation explored some of the key things marketing executives and professionals need to do to create a performance-driven marketing organization that enables marketing to measure its contribution and value to the business. The program presented a framework any marketing organization can adopt, along with tangible steps and metrics every marketing organization can take and use to improve its accountability. We hope you can use this framework to develop your outcome-based customer centric metrics.
  • In today’s data-driven evidence-based environment, every marketer needs to embrace analytics. Analytics for the sake of analytics isn’t enough. To be effective and valuable you need to make your analytics relevant to your business leaders. Analytics can be the key to becoming a corporate change agent provided you understand the bigger picture. This presentation sheds light on what it means to live an Analytics Life, how to make your boss look better with numbers and how to live and grow as a marketing analyst in any organization.
  • There is an art and science to the process of creating personas. This presentation walks through the concept and creation process and calls out the differences between profiles, roles and personas – three concepts that often get confused or conflated by marketers. “Personas should resemble a real buyer or user of your products; they need to be tangible, and easy to envision and empathize with. . . persona-based marketing is part Hollywood characterization and part business analytics – it’s both an art and a science.” Even though creating powerful personas requires mixing quantitative analysis with old-fashioned imagination, it’s an essential capability for today’s marketers.
  • Learn some of the key things marketing executives and professionals need to do to create a performance-driven marketing organization. Enable your marketing team to measure its contribution and value to the business. The program presented a framework any marketing organization can adopt, along with tangible steps and metrics every marketing organization can take and use to improve its accountability. We hope you can use this framework to develop your outcome-based customer centric metrics. Key Topics Covered included: Creating a Performance-Driven Marketing Organization Metrics Enable Us to Respond to the C-Suite Tactical vs. Strategic Measures A Metrics Framework to Elevate Your Game Recommendations for Metrics that Link Our Work to the Business Bringing Your Metrics to Life – Dashboards Culture, Process and Proficiency Play a Role
  • One of the first questions large and small business owners ask in an economic downturn is, “Where can I cut costs?” When times are tough, the natural inclination is to reduce marketing expenditures. You may not have a choice, but you can effectively control where to cut if you know what is and is not working. And that means you need data, analytics and metrics. Tough Times Call for Tough Measures examines how any company can quantitatively evaluate their marketing effectiveness and efficiency and determine where to cut and what to save.
  • All marketers are digital marketers but to be effective and valuable you need to make your analytics relevant to your business leaders. Analytics can be the key to becoming a corporate change agent provided you understand the bigger picture In this session, Laura sheds light on what it means to live an Analytics Life, how to make your boss look better with numbers and how to live and grow as a marketing analyst in any organization.
  • This session presented in partnership with The H-J Family of Companies at the ISBM Conference explained how and why to use ecosystem mapping to identify information gaps and the best point of market entry, and to develop a go-to-market strategy. Manufacturing and healthcare case studies were used to discuss how this approach can be applied to gain access to the end-user market to ensure faster and better market traction for a new product and positively impact the rate and degree of success.

Marketing Analytics & Insights Articles

  • As it has been shown in a variety of ways over the past decade or so, the days of math-less, mindless, off-the-hip marketing have long set sail. So how do the once gun-slinging marketers of the past begin to tackle the voluminous unstructured data that is collected from nontraditional sources to harness the power of analytics? Big Data, derived from blogs, social media, email, sensors, photographs, video footage, etc. is and has always been the answer. Although Big Data isn’t new, most marketers are still wrapping their heads around the transformation of raw data into action.
  • When the time comes to begin creating the next year's marketing budget, many marketers submit their budget before even creating their Marketing Plan. If you don't have a plan for the initiatives you and your organization plan to employ for next year, how can you expect your colleagues in Finance to approve your budget? This is why marketing budgets are oftentimes returned from Finance with major monetary slashes and cutbacks. This article explores a new way to tackle the creation of a Marketing Budget that will greatly enhance your organization's ability to get its budget approved.
  • Are marketing metrics and marketing analytics the same thing? Definitely not. Metrics and Analytics go hand in hand and are used by marketers to prove and improve the value of marketing, however, they have different purposes and are used to achieve different objectives. This article distinguishes the differences between these two capabilities and outlines the purpose of each. Use the checklist in this article to help you assess what you need to address to improve your marketing metrics and analytics.
  • In today’s data-driven environment it’s important not to confuse marketing analytics with business acumen. Analytics may help facilitate or enhance business acumen or astuteness, but it certainly doesn’t replace it. This article outlines four tips for ensuring your Marketing Analytics are being put to work and not to waste.
  • In an environment where the CMO is being asked to prove Marketing’s value every day, what can a CMO do to not merely survive, but to thrive? To survive and thrive, CMOs need to see themselves as champions of growth who can anticipate customers, develop their organizations’ Marketing capabilities, and measure Marketing’s impact on the business in terms that matter to their CEOs, CFOs, and leadership teams.
  • To survive and thrive, CMOs need to see themselves as champions of growth who can anticipate customers, develop their organizations’ Marketing capabilities, and measure Marketing’s impact on the business in terms that matter to their CEOs, CFOs, and leadership teams.
  • Most, if not all marketing leaders in the process of seeking to prove and continuously improve the value of marketing have at times found themselves “too busy chopping wood to sharpen the axe.” Best-In-Class marketers, however, stop chopping, step back, and allocate time to sharpen their axe. BIC marketers understand that sharpening the axe, not the number of times they swing their axe, is what will lead them to prove and improve the value of marketing. In this article, learn how to sharpen your axe and what you need to develop a high-performance marketing operations function.
  • Although having a “loud megaphone” is beneficial to many companies, it is only one of many tactics that a marketer has at their disposal. The modern marketer must understand the mental process that their potential customer goes through in solving their problem at hand. By fully mapping and understanding this, the company can strategically place themselves in the customer’s buying journey.
  • The concept of Marketing serving as a Center of Excellence (CoE) within an organization is beginning to see traction. Marketing organizations must operate as CoEs to eliminate the inefficiencies of being a siloed organization. Recently, the American Marketing Associate declared that “to keep up with marketing’s continuous evolution, companies could get a jump on their competitors by creating a “center of excellence.” We concur. Marketing CoEs are more than an exercise, they positively impact the bottom line, which is why, back in 2012, we began offering practical advice on how to create a Marketing CoE. Learn How to Drive Repeatable and Predictable Marketing Performance.
  • Without a doubt, data and analytics have become central to every organization's business strategy. To be successful, a company needs to have strong analytics. Tom Davenport posits that those who are competitive in their analytics approach use data and analysis capabilities to discern what customers want, how much they're willing to pay, and what keeps them loyal. The challenge lies in how to implement his advice.
  • Selecting the right performance metrics and developing an actionable marketing dashboard is something many organizations are tackling. However, if the link between marketing activities and business results isn’t clear, you may find yourself wallowing in data.
  • At a time when marketers are being asked to be more accountable, more is being measured. The challenge, however, is to find the right things to measure, i.e., the marketing metrics that improve and prove the value of your investments. Read on for a primer on how to do this successfully.
  • In anticipation of her presentation at eMetrics Summit in New York City, October 23-27, 2016, we asked Laura Patterson, President at VisionEdge Marketing, a few questions about digital marketing analytics. Check out Laura’s interview in relation to her eMetrics Summit presentation entitled, Moving Up the Leadership Ladder with Analytics.
  • With the millions of bits and pieces of data available for us to collect, marketers must be capable of applying a discerning eye to identify the important patterns that lie within. This article addresses five data pattern detection approaches that all marketers should know, explaining their differences and when it is best to use each one. The marketers that are able to identify data patterns and distill them into something meaningful and actionable will be the ones to succeed in today's data-driven business environment.
  • Marketing jointly and equally shares the responsibility for generating revenue with our very important partners in the sales organization. That being said, I must confess I am confused by the recent emphasis on Marketing being focused on revenue.
  • Over the past few weeks, I've had recurring conversations with marketers from several companies. One afternoon, a marketer from a well-known global manufacturing company in the transportation industry called and wanted to talk about measuring her campaigns. She was asked by the company's leadership team to start reporting on some metrics, and she wanted me to give her a list of metrics she should use.
  • Good marketers desire to engage in long-term relationship with data. They develop a deep attachment for the abundant riches embedded with their data. These marketers recognize all the possibilities data makes available. Yet, the continuous onslaught of data, leaves many marketers feeling somewhat overwhelmed maybe even smothered. In this case, the love affair with data comes to a chilly halt.
  • Whether to hire a marketing consulting company is a question every CMO and marketing leader addresses at some time or another. As marketer, it is important to know when to buck it up and tackle an initiative internally versus when is it time to secure an outside expert, ideally before the situation becomes critical or spirals into something more challenging. This articles suggests three questions to help you decide whether to tackle the effort on your own or seek outside help. And if you decide to engage outside expertise, what kind of expert might be best suited to the task and the key information you need to bring to the conversation.
  • Many marketers prefer to do as much internally as possible and before leveraging external experts. We begin to see some organizations considering change. Why? Because the value of speed is a big concern for many organizations and we are talking about strategic speed not operational speed. Does that really matter? Yes it really does. Studies show that increasing your strategic speed will increase your sales and higher operating profits. In this article you will learn how to foster strategic speed through two key marketing areas: Alignment and Analytics.
  • Learn what best-in-class marketing organizations do to win over the C-suite and steps that any marketing organization can take to fulfill its potential. The starting point for this discussion is a set of findings from the past 15 “Marketing Performance Benchmark” studies, which revealed year after year that the C-suite consistently has 4 primary expectations of its marketing organizations.
  • Your marketing organization like any team is a system. And for it operate at its full potential everyone on the team needs to be in the right position at the right time. This takes exceptional communication and synchronization. Sometimes teams have an overly strong player which can actually be harmful to a team’s performance. Consider the example of “outkicking your coverage.” This article explores how “outkicking your coverage” applies to business and marketing and steps to manage it.
  • A very limited number of Marketing organizations can prove their contribution, value, and impact. How many? According the 2017 Marketing Performance Management (MPM) Benchmark Study, now in its 16th year, only 23 percent, or just slightly more than 1 in 5 Marketing groups. The number of Value Creators or BIC Marketing organizations seems to have stalled out while D-rated Marketing organizations continue to climb.
  • How do you know where to aim and how far? One valuable approach is to use benchmarks. A benchmark, that is a measure, serves as a standard or point of reference against which things may be compared or assessed. If the benchmark is the “what”, benchmarking is the “how.”
  • Customer and/or market research and intelligence is essential to fact-based decision making. Many of our customers don’t have experienced researchers on staff. Should you try to tackle this internally or engage an external expert? Since this is a common question we are asked, this article includes six best practices for conducting research and reasons to hire an external resource.
  • You’re full swing into the year and are cranking out marketing campaign after marketing campaign.... Great! Now the question is, how’s your batting average? Are you mostly producing better than expected results? Just the expected results? Are you having less than you hoped for? While we all wish that every marketing tactical effort was a home run, unfortunately, that is not the case.
  • Increased choices, channels, and competitive proliferation have changed the way companies and customers engage with each other. As a result, many organizations are designing new approaches in order to be able to pilot themselves successfully in this modern environment.
  • We’ve just come out of planning season for many organizations. To support our customers we’ve been reviewing their plans. When we conduct these reviews we’re evaluating a number of aspects, such as how well the plan is aligned to the business, the measurability and performance targets of the plan, and whether the plan is focused on creating value for the customers and the organization. One of the characteristics we examine is the analysis supporting the plan.
  • Because of explosive increase in the data available, the real challenge for marketers is to transform marketing data from a collection of charts and graphs into something much more engaging and appealing. This work requires marketers and data scientists to tease out the story hidden within the data to help facilitate decisions. Creating an engaging story is not an easy task. Many marketers which whom we have worked with have asked us for ideas to help them develop this skill. This article outlines 5 tips to do just that.
  • Research suggests that nearly nine in 10 organizations “expect their CEO to lead the organization on a strategic growth trajectory.” Perhaps you are among this group who holds these expectations. Maybe you are among those to whom this expectation is applied. If you fall into the latter group, likely you also expect to be able to lead from a solid foundation.
  • Analytics-based insights derived from Marketing's data have become the lifeblood of both Marketing and the business. These data driven decisions are the critical component in improving Marketing's effectiveness as well as proving Marketing's value to the business.
  • Many organizations now have teams that produce reports bursting with numbers, charts, and graphs as if they were Model T automobiles – all in the same fashion, but with only the basic features. Often, these reports are referred to as dashboards. However, we, at VisionEdge Marketing, would like to be so bold as to say that you’re probably missing a few design capabilities when it comes to having an effective Marketing dashboard.
  • There are no lack of gizmos, gadgets, and tools when it comes to Marketing Technology (MarTech). It is one of the tricks of the Marketing trade that there is a suitable MarTech platform available to meet just about any company’s requirements and budget. Despite the proliferation of MarTech, many organizations are struggling with it, especially when it comes to employing it to improve marketing performance. Follow these steps to make sure the magic of your Martech results in more than an Illusion.
  • As the CEO, or member of the leadership team, you know how important data, and the ability to draw actionable insights from the data, are to making fact-based strategic decisions. As your company attempts to deal with increasing market pressure and competition, it is imperative that you can depend on your marketing organization for relevant and timely data about the market, customers, competition, and about which marketing investments are, and are not, effective and efficient. Here are the three ingredients your marketers need to ensure analytics are a gateway to your organization’s revenue growth.
  • As marketing budgets and spending return to pre-recession levels... B2B marketers feel increasing pressure to justify their activities and results. Jack Loechner for Research Brief writes on several factors that make measuring marketing’s impact a constant struggle, and common metrics they shouldn't measure.
  • Although many have embraced the collection of large amounts of data, many are still struggling with the synthesis of it. By firstly choosing the correct data sets, marketers can then follow this 5 step process to pull actionable, valuable insights from their collected data.
  • Marketers everywhere know they need to increase their analytical and accountability prowess. However, this effort is only worth the investment of time, people and money if you can use these capabilities to drive strategic decisions, actionable recommendations, and improve and prove marketing effectiveness. In fact, we believe the line between marketing analyst and marketing strategist will increasingly blur. Strategists need the analytics to stay ahead of emerging opportunities, respond quickly to unexpected threats, and make timely decisions.
  • Marketers everywhere know they need to increase their analytical and accountability prowess. However, this effort is only worth the investment of time, people and money if you can use these capabilities to drive strategic decisions, actionable recommendations, and improve and prove marketing effectiveness. In fact, we believe the line between marketing analyst and marketing strategist will increasingly blur. Strategists need the analytics to stay ahead of emerging opportunities, respond quickly to unexpected threats, and make timely decisions.
  • Performance management and measurement is here to stay. It is now a routine business practice. Yet the challenges Marketing organizations face in demonstrating impact persists. Marketers need to measure to provide focus, to guide direction, and to facilitate action. And of course to justify budgets. Metrics provide Marketing with a way to document actual results compared to expected results. The challenge is that the list of marketing metrics has become nearly limitless.
  • You may have heard the quote: it’s not whether you win or lose, it’s how you play the game. In the business world, however, wins and losses mean everything, and understanding why you won or lost, in a timely manner, is vital to increasing revenue and improving your competitive advantage. Successful win/loss programs are institutionalized so that every aspect of the buyer’s journey is analyzed (not just the sales team touch points), to capture unbiased, in-depth information with all the key decision makers and influencers. Just as importantly, this key initiative is not done internally, it is outsourced to third parties who can provide interviewing expertise, and deliver an unbiased report that identifies the strengths and weaknesses of your competition (beyond their product), and surfaces patterns that you can use for setting and adjusting strategic and tactical direction.
  • Some marketing questions require robust analytics. For example understanding what mix of channels are driving sales for a particular product or in a particular customer set or what sequence of channels is most effective. These types of questions often require large sets of data, or what is being referred to as Big Data. Study after study shows that marketers are struggling with mining and analyzing data in order to derive valuable insights, actionable intelligence and managing performance. This article explains Big Data, why it is important, and suggests six steps for using it.
  • The world of Marketing is becoming more and more complex, and as the field becomes more data-driven and measurement-oriented, specialties have emerged. Whether you are a marketer in a small business or a major corporation, marketing specialists have become a necessity. In this article, learn how you can determine when you need a specialist and how to go about finding the right one.
  • In a recent article, Marketing Activity Metrics Mean Little: Here’s How to Really Prove Marketing’s Value, we asserted that 'marketers need to be smarter about the performance metrics they select', we also found ourselves concurring with David Dodd’s claim that 'many senior leaders are no longer satisfied with the tactical performance indicators (campaign response rates, content downloads, etc) that marketers have traditionally used to describe marketing performance.'
  • In our MarketingProfs article, Marketing Activity Metrics Mean Little: Here's How to Really Prove Marketing's Value, we asserted that "marketers need to be smarter about the performance metrics they select." We also found ourselves concurring with David Dodd's claim that "many senior leaders are no longer satisfied with the tactical performance indicators (campaign response rates, content downloads, etc.) that marketers have traditionally used to describe marketing performance." From these two sentiments (and a lot of other research) we have concluded that far too many Marketing metrics are tied to activities and efficiency rather than Marketing effectiveness.
  • In the world of athletics, good coaches have the tactical knowledge to teach needed skills and the ability to motivate the players and the team, they help athletes develop to their full potential.
  • Many organizations are opting for listening as a way to gain insights rather than trying to secure dollars for research. There are some very important differences, so you need both. We hate to break it to you, while listening is good it is NOT research. Social media listening, although an important tool, won’t give you the insights into customer behavior you need to innovate and gain competitive advantage.
  • More new channels, competition, and distinct segments to manage, as well as shorter product lifecycles, greater price transparency, and higher customer experience expectations, are creating an exponential increase in the amount of available marketing data. Unless all that data can be effectively collected, analyzed, and transformed into meaningful and actionable insights—and then used to tell a compelling, actionable story it is useless. Many marketing organizations are employing data scientists to capture, manipulate, and transform data into meaning. The ultimate challenge for data scientists is to use the data to create stories. This article offers five coaching tips to help data scientists go beyond the data to become compelling storytellers.
  • Some days it may seem like the weather forecast came from gazing into a crystal ball. In fact, being able to forecast the weather is the single most important reason for the existence of meteorology as a science. Forecasting is the process of making predictions of the future based on past and present data and analysis of trends. Despite being fraught with risk and uncertainty, forecasting is as important in business as it is in the weather. Business depends on forecasts for financial and staff planning and prioritizing investments and initiatives.

 

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