April 2011
Beginner to intermediate
256 pages
5h 59m
English
CHAPTER 7
Working with Lag Information
What if I told you how all your processes currently are doing and how to optimize them—would that be of interest to you?
Chapters 3 to 6 have presented a long series of data sets, algorithms, and how they can enable improved business processes given competitive and organizational preconditions. This chapter looks deeper into how you can work with lag information, which is how to use process performance information to make decisions of a more operational character during campaign execution.
Most marketers who have launched a campaign have at one point felt: “Now that we have launched the campaign, we can only hope for the best.” It does not have to be like this; if you do proper performance tracking, you can abort or adapt the campaign at an early stage if things do not succeed above planned expectations. This is the essence of all performance management and tracking. It is about maintaining the agility of your business processes. Also keep in mind that a campaign can overperform and therefore possibly be rolled out more broadly before your competitors have time to make the expected counterattack after they realize that market share must be regained.
Some old-school sales managers will argue that it is a waste of time to sit and monitor and analyze campaign performance. All the resources that go into analyzing might just as well have been spent on selling even more. This could sound like a good argument to some, but try to imagine a society ...
