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MKT640
Digital Marketing Analytics
MIDTERM-Review update
2023-2024-II
1- Exam Structure
Question type
Number of
questions
Marks per
question
Total
Multiple-Choice
10
0.5
5
Essay
2
2.5
5
Total Grade
1 0 Marks
2- Required Material
▪ Course
Textbook
▪ Course’ Slides
Included Chapters for MIDTERM
The exam will cover all modules (Mod-1 to Mod7) / Ch-1 to Ch-8
All chapters taught will be included in the MCQ
and Essay questions
Ch 1
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Describe the Evolution of the Digital Ecosystem
What is business strategy?
What is Data strategy?
Discuss measure of central tendency?
What do you know about paid and owned Media?
What is Clickstream (Web Analytics)
What do you know by SAS application?
What do you know by Porter’s Model?
Ch 2
• Discuss Traditional Analytics?
• What is Customer Behavior?
• What is Tracking and Measuring Performance in Marketing
Analytics?
• What do you know about paid search and organic search?
• Discuss Data management platforms (DMPs) and its role.
• What do you know understand by the term Bounce rate?
• Discuss Visitor analytics?
• Understanding different social media platforms, like
Facebook, Instagram, Youtube etc
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Ch 3
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Discuss the term, Channel mix.
Discuss the term marketing stack
Why creating a strong organizational structure for your marketing stack
is so important?
Proprietary data sets and Audience data
What are the four key segments of Cisco’s marketing technology stack?
How does Intel maintain a strong organization of its marketing
technology stack?
What are the two types of statistical analysis?
Describes the multicollinearity issues.
Understand the terms, Return on Investment, Dual Analysis and
Correlation analysis
What is another name for ordinary regression? .1
Ch 4
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Discuss the term, Brand audience.
Understand Brand share dimensions.
What are the Brand audience dimensions?
What is the Brand Window framework?
Discuss the term Collinearity.
Benefits of Digital Brand Analysis.
Identify the strengths and weaknesses of your branding techniques and
methods overall.
Discuss, Brand Analysis in the Digital Age.
Understand the terms, Brand share, Brand audience, and Brand and
consumer alignment
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Ch 5
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Discuss the term, Audience analysis
Discuss Search engine optimization
What are some common use cases for audience analysis?
Understand some terms, Audience segmentation, Engagement strategy
development, and Digital strategy development
Which Digital intelligence technologies do marketers use most.
The four Ps of strategic marketing
What is a key reason for conducting segmentation
Why would segmentation improve predictive modelling accuracy?
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Ch 6
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Discuss the term, Ecosystem Analysis
Discuss the terms like Return on Investment, Return on Engagement
(ROE) and Return on Influence.
Discuss Digital Marketing Effectiveness
What is Survival Analysis? And What are the TYPES OF SURVIVAL
ANALYSIS
Discuss terms like LOGIT and PROBIT.
Define the term Digital ecosystems
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Ch 7
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What is the disadvantage of trying to use panel regression?
Return on investment (ROI) is one of the most common financial
metrics that companies use to evaluate marketing effectiveness. How is
ROI calculated?
Understanding the Top-Down Revenue Measurement Approaches
Understanding Correlation Analysis.
Understanding the Top-Down Revenue Measurement Approaches
Ch 8
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Digital Influence.
Five core elements of digital influence
What is Panel Data?
Digital Influence
Define Klout tool.
Discuss Klout’s Future
Understand the terms, Shared media and Earned media
Reality of Digital Influence
Remember that,
Hard work is the formula for success,,,
Good luck
3
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Choosing
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The practice of digital analytics involves both tools and the human analysts
who use them. Tools make the data collection process easier and give an
analyst a jumpstart on providing actionable insights. They also provide a
way to scale data collection and insights across a large company.
The tools are critical, but so is the analyst. The analyst provides valuable
context on the business, the goals of the data collection and research, the
ability to cross-reference multiple data sets toward the solution of a business problem, and, most importantly, the selection of the tools themselves.
A world of data is available to communicators and analysts alike, and
many tools are available to collect that data.
In the first two chapters of this book, we have given you an overview of
the synergetic media landscape and some background on the practice of
digital analytics. In both of those chapters, we make reference to how the
available data has exploded over the past several years as new channels
have proliferated. In response to that explosion of data, hundreds, or
maybe even thousands of tools that help companies collect data across a
wide variety of channels have cropped up. In the first edition of this book,
we spent a considerable amount of time going through tools for social
media listening; search; and audience, content, engagement, and influencer analysis. While we think those chapters were helpful, we also realize that with the speed in which this industry moves, those chapters have
a tendency to be out of date quickly. For this second edition, we instead
focus our discussion about tools in one chapter, with some reference to
specific tools in later chapters but only as examples for you to consider
and evaluate on your own.
Over the course of the coming pages, we provide you a framework to
manage your marketing capabilities. We discuss at length the process by
which you can evaluate new capabilities that your organization may be
exposed to, how your technology stack should be organized for maximum
effectiveness, what tools you should consider as mandatory, and, critically, how to achieve adoption and usage of these tools. Let’s start with a
framework to evaluate new technologies.
Evaluating New Marketing Technologies
If you work in an agency or for a big company, you have likely been sent
an email or some sort of correspondence through LinkedIn about some
new-fangled marketing technology. Although it can be aggravating to be
constantly inundated by these vendors, it shouldn’t be surprising.
Consider for a moment the growth of the marketing technology industry.
According to ChiefMartec.com, the definitive source on the marketing
technology industry, 5,381 marketing technology solutions are now available to consumers.1 Of that number, 4,891 are unique companies. What
does the growth rate look like? From 2016 to 2017, both numbers grew
nearly 40%. Even more staggering, only 4.7% of the solutions from 2016
were removed from the consideration set, and another 3.5% changed in
some fundamental way. These aren’t just tools developed by a few developers in the basement of their parents’ homes. Of the solutions available
to consumers, 6.9% are enterprises with more than 1,000 employees or
are public, 44.2% are private businesses with less than 1,000 employees,
and 48.8% are investor-funded startups at any pre-exit stage. In most
cases, these are well-funded organizations with something to offer to
marketing organizations around the world. The long-tail of marketing
technologies is significant, but shouldn’t be dismissed completely out of
hand.
Because of the growth of these solutions, doing the proper due diligence
has become difficult because which tools should be evaluated isn’t always
clear. In addition, a number of tools that have been developed are better
for midsized businesses than for enterprise customers. Unfortunately, unless marketers spend a considerable amount of time using the tools themselves, they might not necessarily be able to make that distinction. With
that being the case, how should you go about evaluating these solutions?
First and foremost, let us make a plug for hiring a marketing technology
leader. This is a growing field within marketing, driven largely by the explosion of tools. The individuals who fill these roles typically come from
an information technology (IT) background or have a technical background as part of a marketing department. They play a critical role in
bridging the divide between what the business requirements are and
what the technological capabilities can deliver. They also can be a critical
bridge between different departments within large companies who might
be utilizing these solutions. If you can’t hire a marketing technology specialist, the next best solution is to actively engage with your IT department to help with organization and evaluation. Do not be afraid of your
IT department; it can be your best friend.
Whether you have a marketing technology department or not, what are
some ways that you can effectively evaluate the tools you might be exposed to via email, LinkedIn, or at a conference? In our experience, a
handful of criteria are the most effective for performing an evaluation:
Proprietary data sets—You might be wondering how something is
proprietary if it’s clearly a marketing technology solution that’s marketing itself to end consumers? The answer is actually quite simple. Almost
every organization collects data on its key audiences, whether those are
marketing audiences or customers. There will be data sets that you come
across that provide more information on those audiences or customers,
and when joined with your proprietary data, add significant value to the
organization. If you come across a data set like this, consider it of maximum priority.
Audience data—This should be fairly self-explanatory if you have
been in the marketing or communications profession for almost any
length of time, but any data set that allows you to understand your audiences more effectively should be prioritized. A number of solutions are
on the market that can help, whether you work in pharmaceuticals, technology, or consumer industries. Again, consider whether or not this data
set can be joined with proprietary data or if collecting this data set can
give you a competitive advantage in your market.
Better measurement—We talk throughout this book about the value
of measuring bottom-line impact. It shouldn’t be the only thing you measure, as we discuss later in Chapter 7, “Return on Investment,” but understanding return on investment from your marketing programs is critical. If collecting a set of data helps you perform better measurement, prioritize it for evaluation.
Content performance—Many of you have likely heard the expression,
“content is king,” and because of that a number of solutions are on the
market that help you evaluate content engagement effectiveness.
Similarly, a number of tools on the market can help you distribute content effectively to your target audience(s). If a marketing technology solution could help you understand content marketing performance or do
better distribution, evaluate it.
Channel mix—After audience and content, another critical evaluation
criterion is understanding the right channel mix. We realize that this criterion could be broad. It could incorporate anything from social media
listening vendors to syndicated research partners. This is where a marketing technology leader could be extremely effective for your business
because it can understand the business requirements and the technological capabilities of the various vendors available. Our best advice, in the
absence of a marketing technology leader, is to follow the business requirements. If the requirements take you toward a social media listening
vendor for you to understand the right channel mix, follow it.
Ability to integrate and adopt—One of the barriers to adoption,
which we discuss toward the end of this chapter, is a marketing
capability’s inability to integrate with another data set. If you are exposed
to a solution and you think it might be tough to achieve adoption or integrate with something else that might already be part of the stack, pass on
the evaluation altogether.
Cost—We list cost last in this list intentionally. In most cases, if you focus on the value a marketing capability could deliver to your organization first, then the cost will become easier to justify. Cost should not be
the primary consideration when evaluating a marketing technology
solution.
We do not foresee a scenario where the number of tools available to marketers will slow down any time soon. New requirements will continue to
pop up as the field of digital marketing continues to evolve. With those
new requirements will come new tools attempting to help those marketers scale whatever it is they are trying to execute on behalf of their
company. We believe this evaluation framework should help you with the
ongoing barrage of communications you are likely to receive from these
vendors.
After you begin to evaluate new solutions and onboard them, organizing
them in some sort of meaningful way that the business can understand is
critical. We dive into that topic next.
Organizing Your Marketing Technology Stack
As mentioned earlier, literally thousands of marketing technology solutions are available to companies today. If a lack of understanding exists in
the market about how to evaluate them, similar confusion exists about
how to organize the technology stack after you have decided on a set of
solutions. You might be wondering, “What does organization matter? Isn’t
it about identifying, evaluating, and then adopting the capability?” If you
are someone who thinks that way, you are not totally incorrect. It is about
identifying, evaluating, and adopting the solution(s) that help your business the most. From our perspective, there are three reasons why organization of your marketing technology stack is so critical:
Essential to adoption—In most cases, when you are evaluating marketing technology solutions, you are doing so on behalf of other stakeholders within your organization. Given the wide range of tools available
to you, it’s likely clear that there isn’t one solution that can do everything
that your organization needs. If it isn’t clear to those stakeholders how
the tools are organized for their benefit, it’s likely that they will not be
adopted.
Continued investment—Marketing technology solutions, particularly
for large enterprises, are not cheap. The investment in them requires senior management approval, in many cases, before purchasing. It is also
almost a given that you will need to continue justifying the investment as
new solutions become available that can help your business. If the marketing stack isn’t clearly organized, then the investment isn’t likely to
follow.
Success measurement—We do not discuss it in significant detail in
this chapter, but an important component of any marketing technology
program is establishing clear key performance indicators (KPIs). Those
KPIs could be anything from adoption, to return on marketing investment
as a result of having the capability in-house, or delivering marketing programs more efficiently (cost savings). If the technology stack isn’t organized well, properly evaluating effectiveness becomes hard.
Hopefully, you will agree that organization is critical to any marketing
technology program, whether you currently access five tools or hundreds
(hopefully not hundreds). Assuming you do agree, how should you go
about organizing it to further adoption and demonstrate value to the
business? In our experience two companies, Cisco and Intel, have pioneered the development and adoption of marketing technology. Over the
course of the next few pages we dive into how each has organized its
marketing technology stack, including a detailed case study from Intel.
First, let’s discuss how Cisco structures its marketing technology stack.
Cisco’s Marketing Technology Stack
One of the earliest adopters and pioneers of marketing technology was
Cisco. The company recognized early on that it was faced with a complex
ecosystem of tools that required a significant amount of investment and
organization. It also realized early on that the organization and adoption
hinged on a dedicated team whose sole function was the management of
the stack. The Cisco marketing technology stack is an excellent example of
a well-organized, best-of-breed marketing stack. How it is organized and
the level of adoption it has achieved organization-wide are truly
masterful.
The marketing technology stack that Cisco deploys is customer-centric,
with literally the customer at the center of every part of the diagram.
Four concentric circles flow from the center of the diagram that represent
the four stages of Cisco’s buyer’s journey:
1. I’m aware
2. I shop and buy
3. I install and use
4. I renew
Each of the solutions is identified by the stages of that journey in which it
operates. Some are focused on one stage, whereas others provide service
across all four as “systems of record.”
The circles themselves are divided into four segments:
1. Customer
2. Partner
3. Seller
4. Data and operations
The first three are meant to service direct and indirect engagements with
customers. The last segment is focused on internal marketing operations,
including collaboration services, content management, and analytics.
This particular view of the stack is helpful because Cisco is a company
that employs direct and indirect methods of selling to its customers.
What we like most about the way the company has organized and explained its marketing technology stack is that it does not focus on the
number of solutions. As we have hinted at throughout this chapter, the
number of solutions is not relevant. But, in the event that you are wondering, Cisco’s marketing technology stack features 39 different solutions.
It has components of the largest marketing technology solutions offered
by Google, Adobe, and Salesforce, as well as several from leading point solutions. In the next section of this chapter we discuss some of the specific
tools that Cisco and Intel deploy that you should consider as essential
parts of your technology stack.
Although we do not know for sure whether or not these solutions are well
integrated or adopted, it is a fair to infer that they are given the nature of
the solutions that Cisco is using. Most, if not all of them talk about integrating with other point solutions as part of their marketing materials.
Also, having spoken to several members of the Cisco marketing team as
part of events and conferences, we know that adoption is relatively high.
We chalk that adoption up to its stellar organization.
Cisco isn’t the only marketing technology stack that is extremely well organized. Intel is another. Let’s dive into Intel’s marketing stack next.
Intel’s Marketing Technology Stack
The Cisco marketing technology stack is widely regarded as one of the
best enterprise marketing stacks currently deployed. We would agree
with that assessment but would stipulate that it is a close race between
Cisco and Intel for best-in-class. Both brands started their marketing
stacks around the same time, both deploy similar solutions to scale marketing programs, and both have dedicated teams whose sole focus is the
development of the stack.
As part of the writing of this book, we solicited feedback from Geoff Ivey,
Senior Director of Marketing Capabilities at Intel on how he has structured the company’s marketing technology stack. He is a former colleague
of Chuck Hemann, one of the co-authors of this book, and has spent a considerable amount of time in this industry. He is one of the foremost leaders in the area of marketing technology, so we thought his case study on
how the company has organized its technology stack would be useful.
Toward the end of this chapter, we also include another case study from
Geoff on how the company has achieved adoption. First, though, here is
Geoff’s case study on organization.
“Organizing an ecosystem of tools in a large enterprise can be challenging
but is actually pretty straightforward. The process of doing it requires
structure. It starts with clarity around business priorities and goals and
how we measure success. We draw this from our annual business planning processes. Then, we define the set of capabilities needed to support
these business priorities. This collection of people-processes-systems defines your business capability. Inside of each capability zone, we then define a set of technology services, which becomes your service portfolio or
what we refer to as our “gold stack.” Finally, for that portfolio, we identify
the discrete set of technologies (platforms, tools, vendors) that we will invest in, and then scan across our technology infrastructure to ensure our
analysis is representative of what is actually deployed. In taking this approach, we start with what the business needs to accomplish, and end
with the set of tools and vendors we intend to prioritize. This ensures that
we have the right mix of tools and helps identify gaps and overlaps that
we need to reconcile.
“The next major step in our process is to complete a maturity lifecycle assessment of each capability zone and the platforms and tools inside of
them. By completing this exercise, we get a directional sense of how mature each capability is and ensure that the vendor and tool choices stay
relevant to the needs of the business:
“Where we need to consider piloting a new capability to advance
innovation
“Where we need to invest in scaling a capability more broadly for a
stronger ROI
“Where we have achieved maturity in a capability, but need to evolve
certain features
“Where our business needs have changed, and we have to course
correct
“And finally, where a capability has outlived its business need and is
under consideration for an ‘end of life’
“But, getting organized is generally the easy part. Staying organized is
usually the challenge. Unfortunately, it is a little too easy for people
within the organization to source their own capabilities. When this happens, you run into three risks:
“Overinvesting in redundant capabilities and confusing users of the
tools. “Which is the right tool to use?”
“Fragmenting your customer journey. Your user experience becomes
inconsistent, platforms lack integration, and your customer becomes lost
down a dead end.
“First-party data becomes siloed. You are unable to connect all the customer touchpoints, and lose the ability to yield end-to-end insights, as
well as the ability to use that data to deliver a more relevant experience
(through targeting and personalization).
“So, there are three things we do to try to maintain alignment and organization across our integrated stack of technology and tools. We’re certainly
not perfect, but we find that these three things allow us to spend far less
time playing ‘whack-a-mole’ on the latest capability to sneak into the environment. It starts with clear ownership and decision making, requires
good communication and education, and is followed up with a strong set
of controls and governance:
“Decision making and ownership: It is critical to have a defined
process for bringing in a new technology, and have a documented view of
ownership, both on the business and IT side, for each tool. Furthermore,
have a well-established decision-making forum for technology decisions
and be clear that this is a prerequisite for any onboarding of new tools.
We use a forum, called our Digital MRC (for Management Review
Committee), that chairs both business and IT decision makers.
“Communication and education: The best way to stop new tools is to
make sure the organization knows what is available. In my experience,
people don’t want the hassle of onboarding something new if we already
have a good capability. Use the existing forums you have to share what
you have, where you are evolving, and how the business can engage.
“Governance and controls: In our world, this does ‘take a village.’ We
partner with key business stakeholders, our IT organization, finance, and
procurement. In doing so, we close the opportunity for someone to bring
in a new technology unbeknownst to us and gives us sufficient opportunity to intercept before going too far down a path.”
We hope you will agree that the way Geoff and his team at Intel have organized its marketing technology stack makes a lot of sense. While we
recognize that not all readers of this book work for or represent companies the size of Intel and Cisco, we also recognize that the structures the
two companies have set up are universally applicable. Whether you work
for a small business or nonprofit, we think elements of each of these organizational structures offer some takeaways.
Note
You probably noticed as we walked through each of those organizational structures that we did not discuss tools in a lot of detail. In the
next section we dive into specific marketing capabilities that your
business can acquire and then organize like Cisco and Intel have organized their stacks.
Identifying Critical Marketing Technology Solutions
As we mentioned at the beginning of this chapter, the first edition of our
book focused heavily on tools. That approach made sense in 2013 as
many in the industry were just starting to get up to speed on an emerging
marketing technology solution ecosystem. In the four years since that edition was published, the industry has matured significantly. We’ve documented already that the number of solutions continues to grow, and the
end consumer of these solutions is more educated than ever.
Because of that, and because the industry changes so rapidly year after
year (recall the statistic earlier in this chapter about the 40% turnover
from 2016 to 2017) we have decided to focus much of this chapter on the
frameworks you need to evaluate, organize, and adopt marketing solutions. That being said, we do feel that it is important to document some
marketing technology solutions that are critical for you to have as part of
your stack. The list that we are about to outline is not intended to be exhaustive. Rather, these are several solutions that we have worked with in
the past and are known to deliver value to customers. They are also critical components of the Cisco and Intel marketing stacks, which we’ve previously identified as best-in-class. Here are some solutions that we consider to be critical:
BlueKai or similar data management platform (DMP)—In Chapter
2, “Understanding Digital Analytics Concepts,” we talked a little about
what a data management platform is. As a refresh, a DMP is a way for
companies to organize first-, second-, and third-party data that they can
use to create strategies and tactics to reach core audiences more effectively. A number of DMPs are on the market today, but one that we consider to be best-in-class is BlueKai from Oracle. Google and Adobe both
have competitive DMP solutions, and a number of smaller solutions are
available to customers. Regardless, our view is that the DMP is the central
component to any good marketing technology stack.
Social media listening vendors—A number of social media listening
vendors exist, as we make mention of throughout this book. However,
our view is that one of the best-in-class solutions comes from Crimson
Hexagon. Crimson’s platform integrates with other content distribution
platforms (more on this in a moment), offers sophisticated machine
learning techniques to understand conversational trends, and has a robust capture of social media data. Regardless of the solution that you select, social media listening should be a part of your technology stack.
Sprinklr or Spredfast—Over the last four years significant consolidation has occurred in the social media content distribution market. The
two primary vendors today that most large companies turn to are
Sprinklr and Spredfast. Both offer strong capabilities, rich data, and excellent customer support teams to manage the implementation. Before
picking one or the other, please refer to the evaluation criteria that we
outlined at the beginning of this chapter.
Google or Adobe Analytics—While there are other web analytics vendors out there, most enterprises have standardized on either Google or
Adobe. Both have benefits and drawbacks, but both offer users the ability
to thoroughly understand how a consumer interacts with an owned property. The decision on which one of these platforms to go with is often dependent on your organization’s ability to implement these new tools, and
how often it integrates with existing tools. Again, please refer to the beginning of this chapter on how best to evaluate these solutions.
Eloqua—A significant number of email marketing platforms are available to customers, but our preference is Eloqua. It provides rich data and
the ability to segment a company’s audience, but it also integrates well
with BlueKai and other DMP solutions. As we mentioned earlier, the DMP
is the most critical part of any marketing technology stack. The ability to
integrate that comes inherent with Eloqua makes it a clear winner in our
estimation.
Data visualization software—This is a book on digital analytics, so
you must have known that this would be a critical component of the marketing technology stack. A number of vendors are out there, but the two
we prefer are Domo and Tableau. Domo is a cloud-based visualization
platform that allows users to connect multiple data endpoints together in
a seamless way. Domo is excellent for marketers who need a clean platform to understand marketing performance, whereas Tableau is better
for analysts because it offers its users the ability to more easily manipulate data. Tableau is also a favorite of any IT department because it seamlessly integrates with internal data warehouses. For those organizations
that have a smaller budget but still want great data visualization,
Microsoft’s PowerBI has a lot to offer in this area as well.
Tealium—This platform offers many solutions to its customers, but its
two primary benefits are in tag management and audience analysis. If
you are managing a complex website with many different types of events
that need to be tagged, having something like Tealium is essential to managing that process cost effectively. The company’s AudienceStream product allows users to create a unified view of the customer’s audience
across channels. This is invaluable as you consider marketing to your audiences based on a customer journey as opposed to an individual
channel.
Adobe Experience Manager—Adobe Experience Manager doesn’t receive the industry trade publicity that the DMPs do, but that does not
mean it is any less important. AEM is critical to managing the deployment
of content optimization on websites and communities. If your organization has a web footprint, AEM is an essential tool to consider.
While there are literally thousands more solutions for you to possibly select, we view these solutions as the starting place for your marketing
technology stack. Before you start adding other point solutions, we recommend you properly evaluate the vendors listed, onboard them, and
put together a plan for adoption. As you are identifying these tools, involving other parts of the organization in the process is important.
Whether they are critical to the purchasing decision or not, they are essential to the adoption process.
Who Decides Which Tool to Buy?
Everybody wants to be the person who makes the final decision. In large
companies with multiple decision makers, finding one person to make
the call is likely going to be a challenge. However, the decision to buy a
marketing technology solution is probably being led by someone in marketing or IT. That person, whoever he or she is, should be the final decision maker after consulting with a cross-functional team. The cross-functional team should include representatives from the following
departments:
PR or marketing—As mentioned earlier, one of these departments is
likely driving the ship toward an eventual purchase. Someone from the
other department should be on this team, as well.
Legal—Someone needs to be there to negotiate the final contract
terms.
Procurement—Someone also needs to be there to write the check, of
course.
Customer support—Many digital marketing programs now have a
dedicated customer support function. It is important that they be consulted on any specific needs related to both a listening tool and engagement software.
IT—IT professionals have largely received a bad rap in digital media
circles, but in this case, they serve a vital purpose. Having IT in the room
early might mitigate challenges you might face technologically while
adopting a marketing technology solution.
After a tool has been selected and the various parties have agreed to onboard it, the next critical step becomes adoption. A discuss