When marketing strategy is developed, the question of how to stitch together imagination and data surfaces. The framework chosen to build an executable marketing strategy is not always obvious at the outset of the process. How it takes shape reflects a collection of objectives and resources, the knowledge of the marketing team and the support of senior leadership.
For a taste of how all this can work, I recently asked Harte Hanks CEO Brian Linscott to take us inside the process.
Paul Talbot: When your clients look to your team for guidance on marketing strategy, what are some of the common needs you identify?
Brian Linscott: While all clients and industries pose unique sets of challenges, in every case, there are commonalities that need to be addressed. So, developing compelling marketing strategies requires that we are grounded in certain collective marketing frameworks.
Every client comes to us with data, sometimes mountains of it. But when it comes to data, more is not necessarily better. To create unique insights that benefit and meet our client demands, we use our expertise to identify unique data points and distinguish them from all the background noise.
Talbot: Gathering data is one thing… properly analyzing it is another. How should these two disciplines coalesce?
Linscott: This is where data science and creativity intersect. Data is like raw evidence. But building a convincing case that will impress or captivate a customer, move them emotionally and physically to act, depends on the ability to turn points of data into solutions that satisfy customer needs or wants.
This process begins with creating alignment on business objectives. This helps us define exactly what we are looking for. Sometimes, we discover surprises along the way that will redirect us. But if you don’t begin the search looking for something specific to solve, you can often overlook critical clues.
You always need to keep asking yourself, ‘If this is true, what then?’ We proactively put qualitative thinkers on our quantitative teams.
Based on our experience, the choice is not then left brain or right brain thought, it’s whole brain thinking for the benefit of the client. In all cases, we need to recognize and embrace the fact that data itself is not definitive. It is dynamic, growing and ever-changing along the way.
Talbot: For clients whose data isn’t exactly top shelf, yet have an interest in guiding marketing strategy with data, what sort of short-term workarounds leading to longer-term solutions work best?
Linscott: You need to begin to think indicatively and not conclusively. It’s like forensics.
You can begin to build strategies and narratives based on the available clues. Clients often have more actionable data than they think. Often, the answer lies in being able to look at the data the client presents to us from different perspectives, and rethink how to use it.
In the short term, if we identify that there is a gap in the client’s data, we work in the best interest of the client to find a source to supplement the incomplete data set. We do this in a way that focuses on the client’s initiatives and goals so the client will receive the quickest and greatest ROI.
The first step would be a rigorous data cleansing operation followed by enrichment with available third-party data sources to begin to paint a clearer picture of our clients’ customers.
Isolating the data truly matters, even if it is sparse, then we can be proactive and move the ball downfield. Through each of these steps we rely heavily on our many years of experience, which include our keen instincts for what is the best way to move forward.
Talbot: How should data be used, and how shouldn’t data be used, in efforts to expand our often-flimsy understanding of consumer behaviors?
Linscott: Marketing has become so data driven that we often rely on a false sensibility that all the answers are at our fingertips. While consumer behavior may be predictable, it can often be unsettling and fickle.
It is important to recognize that all data is not created equal. A client should not fall into the trap of looking at data superficially. What appears to be obvious often hides deeper consumer motivations. What data tells you is not nearly as important as knowing the ‘why’ behind the data.
The ‘what’ is simply the first step. Metaphorically, we pick up a shovel and start digging – and we ask questions, lots of questions during the process.
A good starting point is first party data, and then focusing on critical data inputs. We then shrink this universe, and we stay focused. We constantly remind ourselves why we are using the data in the first place. Is it driving relevancy? It is optimizing the customer’s experience with your client’s brand or product?
Talbot: Any other insights on marketing strategy you’d like to share?
Linscott: We know from experience that data-driven consumer trends and insights happen in real time with no lag time between external events. Given that news cycles never sleep we know that this trend affects consumer attitudes and behavior, which in turn directly impacts brands.
In an always on world, annual data marketing plans, while still necessary, seem outdated and unreliable.
Good data protocol is fundamental to real-time, effective marketing strategy, so that you always know what’s going on and how you need to react to drive positive business outcomes for your clients.
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