Business Analytics for Sales and Marketing Managers: How to Compete in the Information Age
by Gert H.N. Laursen
SEEING THE ACQUISITION PROCESS FROM A DYNAMIC PERSPECTIVE
This chapter is about how to use lead information for acquisition processes and is structured according to how your organization is set up to perform these processes, as illustrated in Exhibit 4.25. Based on what data you have available, customer analytics will, to a varying extent, be able to create value for your organization. It is therefore important to recognize that you must invest in data before you can harvest the benefits from customer analytics. Whether you should invest in customer analytics as a starting point or not is essentially a strategic question for your organization. You can look into your organizational or marketing strategy and identify whether customer analytics can make your organization meet its strategic objectives. If you find that customer analytics can enable your organization to meet its strategic objectives, you can investigate where in Exhibit 4.25 from a strategic perspective you should be and where you are. Based on the discrepancies you find, you will also get a clear indication about what challenges lie ahead of you.
Exhibit 4.25 Improving Your Lead Information for Acquisition Processes
Chapter 8 provides some tools that enable you to analyze the current maturity level of your organization when it comes to customer analytics from an overall CRM/marketing process perspective.
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