Business Analytics for Sales and Marketing Managers: How to Compete in the Information Age
by Gert H.N. Laursen
SEEING THE RETENTION PROCESS FROM A DYNAMIC PERSPECTIVE
This chapter is about how to use lead information for retention processes and structures according to how your organization is set up to do these processes, as illustrated in Exhibit 6.10. Based on the data you have available, customer analytics will, to a varying extent, be able to create value for your organization. Thus it is important to note that you must invest in data before you can harvest the full benefits from customer analytics. Whether you should invest in customer analytics as a starting point is essentially a strategic question for your organization. Look into your organizational or marketing strategy, and identify whether customer analytics can make your organization meet its strategic objectives. If customer analytics can do so, investigate where in Exhibit 6.10 from a strategic perspective you should be and where you are. Based on the discrepancies that you find, you will get a clear indication about what challenges lie ahead of you.
Exhibit 6.10 Improving Your Lead Information for Retention Processes
Chapter 8 provides some tools to enable you to analyze the current customer analytics maturity level of your organization from an overall CRM/marketing process perspective.
NOTES
1. Gert Laursen and Jesper Thorlund, Business Analytics for Managers: Taking Business Intelligence beyond Reporting (Hoboken, NJ: ...
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