Data Marketing Trends for 2019 & Beyond

Data Marketing Trends with Jon Lorenzini | ChannelEdge Ep. 16

  • December 13, 2018

Jon Lorenzini is the founder and CEO of a startup called Crabbr who are solving a fun and frustrating problem in the travel space,  but his background includes several years at each of Google and Facebook where he and his team helped evolve the emerging big  data marketing opportunities for Fortune 50 companies.  Jon has worked at the leading edge of data-driven marketing for almost his entire career, and he’s got a ton to share with all of you who are out there working hard to use data and data insights to refine how you do marketing for your brands. 

Resolving the Creepiness Tension

A hot topic to address right up front is the issue of companies using data to go a little too far in their initiatives to use data for marketing personalization.  Hey, it’s a new tool, and there are going to be some growing pains and the occasional bout with clumsiness, right?

Cartoon about data marketing personalization

As marketers, it’s vital for us all to think hard about context. Significant content contributors in marketing personalization are product and funnel stage, so your team will need to determine what is best for guiding the desired behaviours of your prospects.

“Personalization is everything, after they’ve purchased,” says Jon as he shares a business framework called See,Think, Do, Care, the brainchild of Google resident genius Avinash Kaushik.  For our discussion in the podcast, the framework suggests that the time to leverage personalization to maximum effect would be after the consumer has become a customer.  Opportunities for you to add value via personalization will then present themselves, depending on your product and its role in the lives of your new customers. (He even suggests a consumer rebate program as a great way to build a bridge to future connectivity between buyer and brand.)

Building a Data Marketing Testing Culture

Another topic about which there is much enthusiasm in our space is the idea of creating a testing culture with your department. The ability for us to run low-stakes testing has never been more readily available, but there are some caveats to consider.

For one, it’s imperative to stick to first principles and have them guide your experimentation.  What does your team do and what are you optimizing for?  Are you trying to drive sale conversions on a consumer website?  Are you driving web traffic to specific pages on the corporate website?  Are you looking to drive warranty registrations? 

Secondly, consider the context you finally have available.  If you come from a background of marketing and advertising and are tenured enough to have worked in a pre-Google, pre-Facebook world of more traditional print and media channels, you will need to re-examine what you think your data are telling you.  Jon gets very deep into context in the episode, and this point alone is worth the listen.

Jon is a big fan of running a broad spectrum of small, frequent experiments, the cumulative learning of which inform ever-improved strategy and execution, a process he refers to as a gradual march to doing better.  The idea is to be driving toward some desirable future state for which you and your team have already developed a plan.

Who’s On the Team?

If you’ve listened to a few episodes of this podcast, you know that one recurring theme is that of change management. That’s because, in times of upheaval, effective change management is a crucial ingredient in the antidote to the chaos that upheaval brings.  A key question that surfaces once an organization has embraced the decision to make changes and is that of building or buying employees.  Meaning, should they staff the new positions with new educated and re-tasked but existing team members, or should they bring in experts who understand the new role and have the skills, but may not have a grasp on the company’s business?

If your organization is ramping up a team to leverage big data marketing, Jon recommends hiring an experienced senior leader that you trust and then getting out of their way.  “That first person, who has that C-level title, should be bought because they need to be an agent of change and they need to have the runway to work.”

“If you’re an oyster and you invite sand into your shell, it’s going to irritate the heck out of you,” he adds.

Change can sometimes be uncomfortable, can’t it? 


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