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Disrupt or be disrupted
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Defining our terms: survey
methodology
Leaders vs. laggards
Leaders:
Organizations in the top
third in bottom-line profitability
and new product introductions
during the previous 24-month
period.
Laggards:
Organizations in the
bottom third on those same
measures during the same
time period.
Advanced analytics:
Complex
predictive and prescriptive
analysis requiring data sets to
be combined and analyzed by
statisticians or data scientists
using sophisticated techniques
and specialized software
packages (e.g., SAS, SPSS or R);
dashboards, reporting and general
business analysis are not included
for the purpose of the survey.
Part 2:
Leaders vs. laggards across industries: what top
performers think, know and do
The survey methodology sought to provide a clear view of the approach and practices
of top-performing organizations across industries in terms of their use of new data and
emerging technologies.
The clearest difference between leaders and laggards is that leaders are much better at
advanced analytics, thanks to a holistic and broad-based approach.
See Figure 4.
Qualitatively,
leaders have more of what they need to know about their customers when they need to know
it. Specifically, they have better insight into:
• Who their customers are: persistent facts about life/business stage, preferences,
demographics, and social and professional networks
• What they do and think: transactions and trackable interactions, plus a sense of values,
wants, needs and attitudes
• How they change: evolving circumstances and where they are headed
Looking deeper, leaders continually seek more context in terms of customer data and insights
by prioritizing the integration of external sources and enabling more business users, while
laggards optimize the status quo. What’s more, 75% of laggards are dissatisfied with their
company’s advanced analytics capabilities — meaning this is a status quo that is likely not
worth optimizing. On the other hand, leaders are quite satisfied with their advanced analytics
capabilities, though they clearly have a bias toward continuous improvement.
See Figures 5
and 6.
Figure 4:
Near/at best-in-class customer information
0%
25%
50%
75%
25%
50%
75%
Leaders
All respondents
Laggards
actions transactions behaviors channels
life/business stage demographics
Who customers are and how they’re changing
What customers do and their attitudes