{"id":1420,"date":"2015-09-15T11:27:02","date_gmt":"2015-09-15T15:27:02","guid":{"rendered":"http:\/\/www.acaweb.ca\/en\/?p=1420"},"modified":"2017-11-03T13:57:41","modified_gmt":"2017-11-03T17:57:41","slug":"qa-david-johnson-on-managing-the-data-explosion","status":"publish","type":"post","link":"https:\/\/acaweb.ca\/en\/2015\/qa-david-johnson-on-managing-the-data-explosion\/","title":{"rendered":"Q&A: David Johnson On Managing The Data Explosion"},"content":{"rendered":"
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The digital age is being defined by an empowered consumer who demands offers that are tailored to them. CMOs are doing their best to respond but they face a stiff challenge to optimize all of the customer data at their disposal. Just how they are dealing with this \u201cdata explosion\u201d is explored in a white paper by marketing analytics firm Ebiquity.\u00a0<\/em>ACA spoke with David \u201cDJ\u201d Johnson, VP Account Development at Ebiquity sister-company Stratigent, to dig a little deeper into the findings.<\/p>\n
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ACA: Your research indicates that CMOs are looking to new partners to help them manage data. What impact does that have on traditional marketing partners? Do you expect they will adapt to meet client\u2019s needs?<\/strong><\/p>\n
Johnson: No doubt they will have to and in many ways they have already taken steps to adapt. Almost every agency talks about the use of data to drive decisions. The drive now is towards transparency of the data, prompted in large part by the rise of programmatic. It\u2019s no longer acceptable to clients to make statements on performance and strategy without at least some data to back up the findings. \nThe thing about data \u2013 and the insights derived from data \u2013 is that it\u2019s addictive. No one has ever looked at a performance report that contains a raft of clear and well-documented insights and replied \u201cThis is great, but next time cut back on the analysis.\u201d CMOs will always crave more data, more insights and more access.<\/p>\n
ACA: Do you think pressure to control costs will drive data management services into traditional agencies or are these \u201cperformance partners \u201c going to become the go-to partner?<\/strong><\/p>\n
Johnson: CMO\u2019s ultimately are going to put partners to their highest and best use, and traditional partners have not typically been relied on for measurement and optimization of owned channels, or for big data initiatives. I think you\u2019ll see the traditional partners adapt to the push for data transparency\u2026 to perform better, differentiate themselves and earn the business of the CMO. But looking from the other side, an independent partner will quickly lose their independence if they cross over too much into what an agency can do. If an organization has a vested interest in selling the creative and strategy, then as hard as they try, they can never fully divorce that from the advice and analysis they are delivering. Even if they do, the perception of bias is still there. I think they should remain separate but it goes back to using the partner for what they are best at delivering.<\/p>\n
ACA: Is there another option for organizations looking to better manage data? Is building in-house capabilities a practical solution?<\/strong><\/p>\n
Johnson: Building an internal team and solution stack is an option, but organizations have to understand that it is not a simple undertaking free of risk. There is a lot of reorganization, resourcing and funding to make this a reality. The people you need are also in incredible demand; you are not only competing with other companies in your space, but also technology vendors and independent partners as well. There is an interesting shift in how people expect to balance work and life, and working flexible hours from home is an incredibly attractive option. An organization may be large enough to hire a great resource at a competitive rate, but if the existing work culture insists on a rigid team structure and hierarchy, as well as five-days-a-week of 9-5 office hours, the talent often won\u2019t accept the job. There is just too much opportunity for them to get exactly what they want. If you do hire someone \u2013 especially someone junior with less experience but eager and willing to learn \u2013 moulding them into an expert takes considerable time and expense, there\u2019s an opportunity cost as they are getting up-to-speed, the cost of training and certification and, once they attain that expert level, retention is going to be the main issue for the reasons explained above.<\/p>\n
This is one of the benefits of a strategic consulting partner like Stratigent \u2013 our business is hiring the best talent and quickly building their skill set through day-to-day work with existing experts. The most successful companies mix independent partners and technology vendors with key internal resources to quickly realize results with data.<\/p>\n
ACA: What advice would you have for marketers who want to better structure their organization for success? <\/strong><\/p>\n
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