5 Key Building Blocks for a Successful Analytics Program
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This webinar covers the five critical competencies a manufacturer should develop for a successful analytics program. The conversation compares and contrasts the roles and capabilities of MI and BI and discusses the common focus on analytics-based management decision making. What can be learned from the parallel discipline of Business Analytics that can be applied to increasing the EMI role in corporate management? Comparing and contrasting Business Intelligence and EMI provide insights into the training, culture and commitment needed to realize the benefits of analytics as a key decision support strategy. On August 8, Sarah Gates, VP of Research at the International Institute for Analytics, discusses the five critical competencies businesses should develop to build a successful analytics program. Using the DELTA model framework, Sarah tells how successful executives develop and create significant business value from analytics, especially with predictive modeling and prescriptive capabilities that are essential for organizations to compete in the 21st Century. Our Guest - Sarah Gates is the VP of Research at IIA. In this role, Sarah delivers leading analytics insights and guidance to companies in the US and abroad, helping them use analytics to improve decision-making. Prior to joining IIA, Sarah worked for 20 years in a variety of financial, analytical and operational leadership positions in business and in Oregon state government. The recorded webinar is available at: http://www.nwasoft.com/resources/webinars/five-key-building-blocks-successful-analytics-program
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Technical and engineering buyers live within vertical markets. The products and services are specialized as is the expertise used to specify, purchase and implement them. Effective marketing and sales methods will then focus on targeted narrowcasting methods with high information content. The industrial marketer will find the Web 2.0 model an excellent fit.
Successful outreach establishes the vendor’s expertise and credibility as a dependable resource for a successful project. Well developed topic specific content is critical to the task. The industrial marketer’s task is to identify the topics, produce the content and make it as visible and accessible as possible. The content should be presented at multiple events and in multiple formats that mutually reinforce each other. The goal is to use the Write Once, Publish Many principle to employ Web 2.0 to successfully reach Technical Customer 2.0.
A typical content creation sequence begins with developing technical conference or trade show platform presentations that can also be recorded as a screencast and then repurposed as articles, whitepapers, eBooks, etc. This video/audio/text content can then be published on the vendor’s site, trade press web sites, special interest blogs, and professional group sites.
Developing a webinar series is an effective next step. To be credible, the webinars should be more than product demos. The most effective approach is to choose a current industry topic that includes the industrial marketer’s product as part of the solution. This is a high value, low cost vehicle to establish credibility while getting quality attention and collecting qualified leads. The industrial marketer will do best to recruit speakers from professionals who are motivated by mutual benefit for presenting and establish a win- win partnership. Identifying motivation is critical. If it is not there, there will be poor cooperation and limited opportunity to develop useful alliances and gain leverage.
The cycle is repeated when this content is repurposed into videos, articles, white papers, etc. Social media provides the perfect tools for event promotion, content publication and distribution. Web 2.0 resources such as LinkedIn, Twitter, Blogs, and YouTube are used in an integrated campaign. The industrial marketer uses analytics to monitor the results and works to improve the process with each cycle.
The underlying case study is of a yearlong promotional effort focused on explaining a major topic in food processing, the Global Food Safety Initiative (GFSI) and ISO 22000 standards. The products being sold are process based analytics and quality information systems. Since these are part of the solution to successfully comply with GFSI, the webinar series positions the company and its offerings as solutions of choice. The company is positioned as a vendor who understands the larger issues and is a desirable project partner.
Web 2.0 Strategies to Reach Vertical Markets by Jeff Cawley, Northwest Analyt...
Web 2.0 Strategies to Reach Vertical Markets by Jeff Cawley, Northwest Analyt...ISA Marketing & Sales Summit
Recommandé
Technical and engineering buyers live within vertical markets. The products and services are specialized as is the expertise used to specify, purchase and implement them. Effective marketing and sales methods will then focus on targeted narrowcasting methods with high information content. The industrial marketer will find the Web 2.0 model an excellent fit.
Successful outreach establishes the vendor’s expertise and credibility as a dependable resource for a successful project. Well developed topic specific content is critical to the task. The industrial marketer’s task is to identify the topics, produce the content and make it as visible and accessible as possible. The content should be presented at multiple events and in multiple formats that mutually reinforce each other. The goal is to use the Write Once, Publish Many principle to employ Web 2.0 to successfully reach Technical Customer 2.0.
A typical content creation sequence begins with developing technical conference or trade show platform presentations that can also be recorded as a screencast and then repurposed as articles, whitepapers, eBooks, etc. This video/audio/text content can then be published on the vendor’s site, trade press web sites, special interest blogs, and professional group sites.
Developing a webinar series is an effective next step. To be credible, the webinars should be more than product demos. The most effective approach is to choose a current industry topic that includes the industrial marketer’s product as part of the solution. This is a high value, low cost vehicle to establish credibility while getting quality attention and collecting qualified leads. The industrial marketer will do best to recruit speakers from professionals who are motivated by mutual benefit for presenting and establish a win- win partnership. Identifying motivation is critical. If it is not there, there will be poor cooperation and limited opportunity to develop useful alliances and gain leverage.
The cycle is repeated when this content is repurposed into videos, articles, white papers, etc. Social media provides the perfect tools for event promotion, content publication and distribution. Web 2.0 resources such as LinkedIn, Twitter, Blogs, and YouTube are used in an integrated campaign. The industrial marketer uses analytics to monitor the results and works to improve the process with each cycle.
The underlying case study is of a yearlong promotional effort focused on explaining a major topic in food processing, the Global Food Safety Initiative (GFSI) and ISO 22000 standards. The products being sold are process based analytics and quality information systems. Since these are part of the solution to successfully comply with GFSI, the webinar series positions the company and its offerings as solutions of choice. The company is positioned as a vendor who understands the larger issues and is a desirable project partner.
Web 2.0 Strategies to Reach Vertical Markets by Jeff Cawley, Northwest Analyt...
Web 2.0 Strategies to Reach Vertical Markets by Jeff Cawley, Northwest Analyt...ISA Marketing & Sales Summit
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5 Key Building Blocks for a Successful Analytics Program
- 1. Copyright © 2013 IIA All Rights Reserved
- 2. Copyright © 2013 IIA All Rights Reserved
- 3. Copyright © 2013 IIA All Rights Reserved IIA is an independent research firm that guides organizations to better leverage the power of analytics. Working across a breadth of industries, IIA uncovers actionable insights, learned directly from our network of analytics practitioners, industry experts and faculty. We deliver critical information that helps your business run smarter. IIA co-founder and Research Director, Thomas H. Davenport
- 4. Manufacturing Intelligence • Real-time connectivity • Manufacturing analytics • Data-source independent • Manufacturing operations • Manufacturing processes • Plant floor level integration • Data source integration Business Intelligence • Static connections • Business analytics • Proprietary • Business operations • Business processes • ERP/Data warehouses • Constrained integration Copyright © 2013 IIA All Rights Reserved
- 5. Copyright © 2013 IIA All Rights Reserved Adapted from Competing on Analytics, Davenport and Harris, 2007
- 6. Copyright © 2013 IIA All Rights Reserved • Conceptually they are the same – insights into the operation to make better decisions. • At the system level – a traditional BI system may be different from a MI system • As with other industries, manufacturers are having to become more predictive and prescriptive in order to drive better performance HOW DOES BI/ANALYTICS RELATE TO MANUFACTURING INTELLIGENCE?
- 7. Copyright © 2013 IIA All Rights Reserved MATURING YOUR USE OF ANALYTICS It is not just having the data or the talent…..
- 8. Copyright © 2013 IIA All Rights Reserved Adapted from Competing on Analytics, Davenport, and Harris, 2007
- 9. LEVELS OF ANALYTICAL MATURITY Copyright © 2013 IIA All Rights Reserved Adapted from Analytics at Work, Davenport, Harris and Morison, 2010
- 10. Copyright © 2013 IIA All Rights Reserved LEVELS OF ANALYTICAL MATURITY 5. Analytical Competitors. “Analytical nirvana.” Use analytics across the enterprise as a competitive differentiator and in strategy. 4. Analytical Companies. “Good at analytics.” Highly data oriented, have analytical tools, and make wide use of analytics. Lack commitment to fully compete or use strategically. 3. Analytical Aspirations. “See the value of analytics.” Struggle mobilizing the organization and becoming more analytical. 2. Localized Analytics. “Use reporting.” And analytics or reporting is in silos. 1. Analytically Impaired. “Not data-driven.” Rely on gut feel and plan to keep doing so. They aren’t asking analytics questions and/or lacks the data to answer them.
- 11. Copyright © 2013 IIA All Rights Reserved Adapted from Competing on Analytics, Davenport, and Harris, 2007
- 12. BIG IDEAS • You need to think about each of the DELTA model competencies when evaluating analytics maturity • Measure your progress and set goals that will push you to continue to improve • Analytics for offense and defense are critical • Learn from other firms and industries • Take advantage of the power of predictive and prescriptive analytics. Copyright© 2013 IIA All Rights Reserved
- 13. Copyright © 2013 IIA All Rights Reserved View Recorded Webcast