How Data-Driven Marketing Analysts Boost Campaign Efficiency

There is an ongoing debate in the advertising and media world about whether or not brands should pay their publishing partners for social promotion of the branded content they create together. As organic reach across social media declines year-after-year, it's easy to see why spending money on paid promotion makes sense. Some publishers also argue that audiences will be more responsive to their social media ads, as opposed to those from brands. The 

reason is that consumers are more inclined to trust their favourite media companies compared to brands. On the other hand, some advertisers and media agencies feel that they can pay to promote content themselves, and shouldn’t have to pay a premium for media publishers to do it. Whether or not you include paid social media promotion in your branded 

content campaigns is a choice best made on a case by case basis, dependant on your client and publishing partners.Instagram built its success as a photo sharing service, but since launching video in 2013, the platform has turned into a serious competitor in the video market, making it an important distribution channel for branded content. In March of 2016, the 

company announced that its 500 million users had increased the amount of video being watched on the platform by more than 40% in six months. With its longer 60- second video format, Instagram stories, and new video channels in the Explore feed, it’s evident that the company is placing an emphasis on video for the future.

The SaaS approach rather than 

installing software on their own hardware, treat  software as anoperating expense. They simply treat software costs, based on a per-user monthly fee, as an operational expense that can be allocated to marketing, sales or service budgets. Many of these costs and benefi ts are measurable, but there are also likely to be some important strategic benefi ts that are much harder to value, for example, development of a customer-centric way of doing 

business, better customer experience, improved responsiveness to changes in the market or competitive environments, more information sharing between business silos, improved customer service, more harmonious relationships with customers and the development of an information-based competitive advantage. The business case should span a period equivalent to the economic life of the proposed solution. This is particularly important when comparing 

different implementation models such as on-premise and SaaS (software–as–a–service). While the upfront costs of these two approaches are vastly different, the total cost of ownership can even out over a year period. The result of this analysis may be summarized in a range of statistics including total cost of ownership, payback period, internal rate of return and net present value, as shown in Figure The fi rst step is to identify stakeholders. Stakeholders include any party that will be impacted by the change – this could 

Include senior management users

of any new system, marketing staff, salespeople, customer service agents, channel partners, customers and IT specialists. Their participation in the CRM project may be required at some future point. Research suggests that the early involvement of parties affected by change helps pre-empt later problems of resistance. Vendor experience indicates that the early involvement and participation of senior management is likely to promote a more successful 

implementation. System users are important stakeholders. The importance of involving system users in the implementation of new technologies is reinforced by research conducted by Fred Davis and others. Davis found that intention to use a new technology is predicted by the perceived ease-ofuse of the technology and the perceived usefulness of the technology. This is expressed in the Technology Acceptance Model which has been subjected to 

considerable testing and validation since Davis’s initial work.8 Early engagement of user stakeholders can help ensure that the technology is perceived as both easy-to-use and useful by usersThe programme director (PD) plays an important role in this structure. Ultimately, the PD has responsibility for ensuing that the project deliverables are achieved and that project costs are controlled. In larger projects the PD will be a full-time appointment. The PD has a 

Spanning role one foot is in the CRM

steering committee, the other is in the programme team. Another key member of the steering committee is the executive sponsor. This is typically a board level senior executive who commits real time to the project and ensures that resources are made available. The steering committee makes policy decisions about the CRM implementation – for example, which technology to buy, which consultants to hire – and ensures that the implementation stays on 

track and within budget. Other senior executives may sit on the steering committee to ensure that the project remains business-focused and does not slide into becoming an IT-dominated project. The programme team is composed of representatives from the major stakeholders (shown in Figure 3.7 as ‘Lead’ roles). They have the responsibility of implementing the project successfully. The Leads may have their own advisory groups that ensure that stakeholder 

needs and concerns are known and brought to the programme team. More importantly, the Leads are responsible for ensuring that the right people are brought in for specifi c project activities. For example, if the selling process is being reviewed, the sales Lead would ensure the participation of highly regarded sales representative and sales managers. CRMown internal IT resources which might be called on to perform several project-related roles. The 

Developer role ensures that the CRM 

software is customized to meet the needs of users. The database developer role ensures that customer-related data held in disparate databases is made available to end-users in the form required for operational and analytical CRM applications. The front-end developer role ensures that the user interface is easy to understand and use. It is not uncommon for CRM projects to import resources and talents to help deliver the project. This governance structure 

will have a CRM consultant working with the steering committee. It is unlikely that an inhouse steering committee will have suffi cient experience of CRM project implementation. An experienced consultant can help the steering committee overcome problems as the project progresses. A systems implementer is also shown in this governance structure as an important external resource. For an installed CRM system, vendors generally supply 

technical help to ensure that the system is properly implemented. The implementer has a boundary-spanning role, being an employee of the vendor but working onsite as the client’s advocate. A systems integrator may also be needed to align disparate systems into a coherent whole to support the project objectives. Systems integration can be defi ned as follows: Systems integration is the practice of aligning and combining system components 

Conclusion

such as people, processes, technology and data for the achievement of defi ned outcomes. Very often desired CRM outcomes are impeded by the poor interoperability of IT systems. For example, the IT system that supports web operations may be incompatible with the IT system that supports the call centre. The result is that there may be two different databases containing important customer-related information. A systems integrator might be needed to 

programme the interface that links the two systems. Finally, the governance chart shows that the voice of the customer has to be heard in the project team. Customers of companies that implement CRM are important stakeholders, because their experience of doing business will change. Some CRM projects fail to deliver optimal outcomes because the project team fails to ask ‘ What would the customer think? ’ Identify change management needs Even small CRM 

projects can prove challenging in terms of change management. A sales-force automation project might involve centralizing data that is presently kept on individual representatives ’ computers and making that information available to everyone in the team. Representatives will need to learn to share. In a distributed sales-force, these representatives may not have 

even met each other. If they also have to change their selling methodology, record keeping and reporting habits, there might be some worries, if not outright resistance. According to consultants Booz Allen & Hamilton, ‘ Leadership teams that fail to plan for the human side of change often fi nd themselvesthe participation of highly regarded sales representative and sales managers. CRMown internal IT resources which might be called on to perform several 

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