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December 02, 2005
Getting Marketers and Analysts To Speak the Same Language
The marketers and analysts within a firm seem to have a constant communication gap. One reason for this difference is the fact that since campaign analysis focuses on the past. Due to this, there is a time difference in when the results are delivered, and when data is required for future planning. Assembling facts is a strong point of the analyst, but designing the report fails to provide critical insights that are required for marketing efforts. It may also be that analysts are not provided with the context of the marketing campaigns, and that is why their analyses are not as meaningful to the context.
In order to bridge this gap, it is important for both teams to agree on a joint operating manifesto. Since each section has its own unique acronyms and slang, it is vital to develop ways to help get everyone to a common language. It is also important to align and tie organizational metrics and measures to all marketing. CRM Today reports:
Develop a balance between performance and predictive analysis. Organizations need to understand how their prior marketing investments performed. However, they also should know how to invest the next dollar – which may not be in the same fashion. As such, forecasts and forward-looking analyses are critical to looking at a complex and rapidly changing market. Using last year’s numbers as a starting point for measuring current performance may no longer be an acceptable approach.
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