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Erfolgreicher Aufbau einer Data Science Kompetenz

Judith Kniepeiss our consultant managing the role
Author: Judith Kniepeiss
Posting date: 3/7/2017 1:03 PM

Ich habe gerade ein interessantes Interview mit dem Geschäftsführer der Fraunhofer-Allianz Big Data gelesen und stimme ihm zu, dass ein erfolgreiches Data Science Team unterschiedliche Kompetenzen bündeln sollte.

Ich bin mit vielen Unternehmen in Kontakt, die am Aufbau und Ausbau ihrer Data Science Teams arbeiten. Ein entscheidender Erfolgsfaktor für die Zusammenstellung eines neuen Teams sind realistische Erwartungen.

Der Trugschluss - ich stelle einen einzigen Data Scientist ein und somit sind alle meine Data Themen gelöst – führt zu mehr Enttäuschung als Mehrwert, sowohl bei dem Kandidaten als auch bei dem Unternehmen. Um das volle Potenzial eines Data Scientists ausschöpfen zu können, ist ein Team mit unterschiedlichen Kompetenzen sowie die Unterstützung durch Data Engineers und Data Architekts von hoher Bedeutung.

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With over 10 years experience working solely in the Data & Analytics sector our consultants are able to offer detailed insights into the industry.

Visit our Blogs & News portal or check out the related posts below.

The Evolution Of CRM Marketing – A Q&A With Catherine Allan

We recently spoke to Catherine Allan, an Associate Director of CRM at Babylon health, a Digital healthcare service with a mission to put accessible and affordable health service into the hands of everyone.  After starting her career in journalism, Allan moved into Marketing, a seemingly natural transition given her copywriting experience. Given the transformation in technology and the use of Data within Marketing, she has seen the significant impact that it has had within the space.  Reflecting on what attracted her into CRM Marketing in the first place, she explains, “It’s that ability to really get to know the audience, what they look like. You have a very defined group of people that you can look at exactly how they are responding – you can get to know their likes, dislikes and respond to them in ways that you can engage them more. You can keep them working with or using your product or organisation”.  Initially working for Ten Lifestyle Group, her clients varied from travel businesses to large financial brands. Like many at the time, they had their traditional methods but, as would soon become a trend within the industry, they started to change things up. Allan expands, “We started experimenting with CRM with the members of our concierge to see if we could. How much better would those people respond to tailored communication over those who received a newsletter of generic stuff?”. Enter the use of Data to tailor CRM offerings. Their first application was to their travel clients, “If we knew someone had a skiing holiday versus a holiday in September one year, we would follow up the following year. Isn’t it time to pick a holiday?”. It seems natural now, but it signified that shift from the mass-communication to segmented customer profiles.  As Marketing teams became more Data-driven, however, customers had to get used to that change of communication. Allan remembers the shift well, “When I first started in CRM, it wasn’t personalised at all but I started to see that people got more used to you knowing their Data and using it. It became less freaky to show that you knew something about them. At the beginning, we were having to be careful about how much we evidenced that we knew, you couldn’t really say I know you’ve had a Ski Holiday. But over the course of the years people have started to expect that, almost like it would be weird if marketeers didn’t know that. The culture towards that use of Data and personalisation has changed”.   However, she explains, there is a limit, “With what people are expecting from your CRM, there is a scaling to how you present stuff. You don’t want to be creepy, you don’t want to overstep it by knowing too much”.  Now, moving into the health-tech space at Babylon, her work revolves around the products that they have on the market. Everything from applications that allow you to log your mood and sync your wearable tech, through to a health check function where you’re given a digital twin of your body. The use of Data within these products is, of course, on another level. The products produce Data-driven recommendations that are very specific to each users. She explains, “obviously in the Marketing team we don’t have access to people’s health records or any health information which they input into the app. So it’s about finding the right cadence to actually engage people with the product, as well as personalising using the Data we can see, such as demographics. Men and women have different health concerns and they differ for younger and older age groups.” Moving into the health space has opened up a different way of engaging with customers. Allan and her team were able to use their Data and produce newsletters that actually engaged their audience on a wider basis. She expands, “We found great success in sending regular newsletters just about health in general, people love to know how they compare to other people and they also want to know to be empowered to manage their own health”.  Naturally, a company like Babylon feel the pressures of a global pandemic in what their customers expect from them to say and do. This is exactly what Allan’s team are now focused on. “When the pandemic came to the UK, as a healthcare company the first thought for the Marketing team was how can we support our members? What can we offer which is unique to Babylon which will add value. The answer we came to was offering information, guides and videos verified by doctors to counteract all those false stories out there about COVID-19”.  Despite the technology to innovate, with things like interactive emails and unique content, there was still a need to strip things back. As Allan explains, “people are anxious, they are worried, they just want the right information, you’ve already got their attention”.  Her team was responsible for launching this new product to members and developing lifestyle communications, whilst also keeping the members engaged and updated. Naturally, the communication during the pandemic shifted, “We upped our newsletter frequency from twice a month to twice a week for the first three weeks of lockdown, then down to once a week, a cadence which we are still maintaining with no drop off in interest” What were the results of these changes? “Our open rates went up, our click through rates went up and our unsubscribes reduced, although they were very low to start with) We reduced sends to once a week when we felt that there was less to say, which I think was better than continuing to send more and becoming boring. Our results over the last 6 weeks have been off the charts averaging a 34% open rate across the whole base of subscribers vs the 24% we were averaging before.”  It’s clear that regardless of industry, from lifestyle to healthcare, the world of CRM has progressed. The information that we gather on customers is evolving, as is the way that we can speak to those customers too. One thing is clear however, from Allan’s experience, especially in the current circumstances, nothing takes away from a clear message.  If you’re looking for your next CRM role or to build out your team, Harnham may be able to help. Take a look at our latest opportunities or get in touch with one of our expert consultants to find out more. 

Talitha Boitel-Gill

Talitha Boitel-Gill

04. June 2020

Marketing Analytics - Then, Now & In the Future: A Q&A with Sarah Nooravi

We recently spoke to Sarah Nooravi, an Analytics professional with a specialism in Marketing who was named one of LinkedIn’s Top Voices in Analytics.  Sarah found herself working in Analytics after being attracted to the culture, creativity and the opportunity to be challenged. Having spent the first four years of her career working within the Marketing space, she has seen a real transition in the way that Analytics and Data Science has informed Marketing decisioning.  “I started my career in a Marketing agency within the entertainment industry, at the time it was doing things that most of the entertainment industry hadn’t considered doing yet”.  At the start of her career she’d meet entertainment giants with advertising budgets of millions of dollars who were, at the time, making mostly gut decisions with how to approach campaigns. “It was common that I’d hear, ‘I think our audience is females over the age of 35 with a particular interest and we should just target them’” she expands.  However, agencies quickly recognised the need for something more Data-driven. Entertainment businesses were going too narrow and were misunderstanding their audiences. The next step was to embed into these businesses the insights from a greater variety of sources, including social media, and to introduce more testing. That translated into a better media buying strategy that could be continuously optimised. It was a big step forward in the utilisation of Data within this realm and its clear focus on ROI.  Suddenly, the market was changing, “There was a massive spike of agencies popping up and claiming to leverage Data Science and Machine Learning to provide better optimisations for entertainment companies, mobile gaming – you name it. There was a huge momentum shift from using these gut decisions to leveraging agencies that could prove that”.  What she saw next seemed only natural, with more agencies offering Data-driven optimisation, companies looked to develop this capability internally. Sarah elaborates; “Now I am seeing these companies starting to take ownership of their own media buying and bringing the Marketing and Data Science in-house”. This shift in-house has been propelled by the major players, companies like Facebook, Google and Nooravi’s own company, Snapchat, working directly with companies to help them optimise their campaigns. This shift has changed the landscape of Marketing Analytics, specifically within the advertising space. Sarah explains, “You no longer need an agency to optimise your, for example, Facebook campaigns, because Facebook will do it for you. They are minimising the number of people behind the campaigns. You give up a little of your company’s Data for a well optimised campaign and you don’t have to hire a media buyer. There is definitely a movement now to becoming more Data-driven. Companies are really leveraging A/B tests and also testing out different creatives”.  It is this change in strategy that is seemingly taking the Marketing Analytics challenge to the next level. With opportunities to pinpoint specific audiences, companies are using their Data to understand how to approach their content, take the opportunity to experiment, and to find out what it takes to resonate with their audience. Sarah has seen the potential of this first hand: “We are starting to see a lot of AR and VR. There are meaningful ways to engage with technology to connect with the world. Moving forward, content will have to become more engaging. People’s attention spans are becoming shorter and with each decision someone makes it is changing the direction of content in the future. There has been a massive shift from static images to video advertisement and, more recently, from video into interactive video like playable adverts. People want to engage with adverts in order to understand a company’s message”.  It is within this space that she sees a gap for the future of ROI positive advertising:  “The biggest issue that I find with the creative and the content is that the value add is missing. The resonance with the brand or company, their values and mission is what is missing. Analytics alone cannot fix that. You need to understand what the company stands for, people want to connect with brands because of what they stand for – whatever it is. Especially in a time like we are dealing with right now, a pandemic, advertising spending has gone down. However, maybe there is a way to properly message to people that would resonate. Not that you want them to buy your stuff but maybe right now is the perfect time to do outreach and to help people understand your brand”. The ability to understand and predict customer behaviour is evolving, but with that, so is the customer. Whereas at the moment, you can build out experiments, you can create models that will be able to, as Sarah explains, “in real-time decide whether a user’s behaviour is indicative of one that is going to churn” and then try and create offers to increase retention.   This is the challenge of the current analytics professional – our behaviours in a global pandemic have shifted consumers into a new world. Now working for Snap Inc, she sees the potential of this from a new perspective. Naturally, like most social media channels and communication technologies, they have seen an increase in usage over the last month.  “People are wanting to communicate more as we are forced to social distance. However, we are seeing different regions engaging a lot more heavily. For example, it's Ramadan right now, people want to share those moments with one another and at the moment the way that they are having to do that is changing”.  So, it will be a question for all those required to predict behaviours to determine how many of these new lines of communication, these new habits, will have evolved. Once people are out of quarantine, are they going to continue to utilise the apps, games, social channels in the same way that they are currently? It certainly is going to be something that many within the marketing analytics space will be trying to forecast.  If you’re looking to take your next step in Marketing Analytics, or are looking to build out your team, Harnham may be able to help.  Take a look at our latest opportunities or get in touch with one of our expert consultants to find out more. 

Charlie Waterman

Charlie Waterman

28. May 2020

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