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Addressability at Scale:
How to Get Started
John Lee
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Addressability at scale (AAS)
Addressability At Scale Addressability at scale (AAS) is the application of data and
analytics to drive to highly efficient individual level targeting and
personalization at massive scale.
Enterprises able to exploit AAS create sustainable competitive
advantage that can lead to market leading financial
performance
Targeting and
personalization
at massive scale
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There are 9 core competencies of the Platform Marketer
Identity
Management
Audience
Management
Customer
Privacy &
Compliance
Platforms
Utilization
Media
Optimization
Channel
Optimization
Measurement
& Attribution
Marketing
Technology
Stack
Organization
Platform
Data
Platform
Execution
Platform
Enablers
Platform Marketing Competency Matrix
4
Marketing
Technology
Stack
So how do I get started?
• Develop the business case and size the AAS financial opportunity for
your organization
• Develop stakeholder and executive buy-in
• Conduct an assessment across the 9 competencies of The Platform
Marketer within your organization
• Develop multi-year roadmap
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Size the scale and financial impact of the funnel for your organization
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• 1%-3% increase in customer acquisition over 5 years
• Increased response/conversion from digital media efficiency by connecting
Anonymous Data to CRM data for better targeting, measurement and segmentation
• Increased effectiveness of remarketing and personalization (offer/package) in Search,
Display, Site and Email
$15MM $43MM $73MM $206MM
Quantify the multi-year financial benefit
$39MM $104MM $170MM $382MM NPV of Revenue Impact
• Roughly 1bp (~31k subs) reduction in Voluntary Churn YoY over next 5 years
• Combine Customer service, Billing contacts with customer data to improve churn
rates
$24MM $61MM $97MM $176MM
YEAR 1 YEAR 2 YEAR 3 YEARS 4+5
AAS Acquisition
AAS Customer
Remarketing
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Platform Marketer Maturity Models
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Platform Marketer Scorecard
Identity
Management
Audience
Management
Customer
Privacy &
Compliance
Platforms
Utilization
Media
Optimization
Personalization
Measurement
& Attribution
Marketing
Technology
Stack
Organization
Platform
Data
Platform
Execution
Platform
Enablers
Sample Client Scorecard
The Competency
Matrix framework
was used to score
based on a scale
of 1 – 5:
1.Poor
2.Fair
3.Good
4.Very good
5.Excellent
Overall score = 1.8
Category Score = 2.0
Category Score = 2.0
Category Score = 1.7
1.4 2.2 2.3
2.3 1.8 2.0
1.7 2.3 1.2
Some traction
No traction
Significant Traction
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Maturity Scale – Identity Management Identity
Management C
ap
ab
ilit
y M
atu
rity
Level 1 Level 2 Level 3 Level 4 Level 5
Le
ve
l 1
L
eve
l 2
L
eve
l 3
L
eve
l 4
L
eve
l 5
Operating Model Maturity
• Lack of enterprise CDI capabilities
• Numerous, disconnected consumer IDs spread across multiple systems
• Lack of DDI capabilities
• No enterprise level mandate to consolidate and manage single customer view
• Enterprise, batch CDI capability being used in database marketing
• No centralized service to collect and update sales, service systems
• Digital ID being maintained within silos (by media/channel) without ability to link to
online ID
• Identity management function embedded in IT to support DM
• Lack of clear business role in strategic identity management – no metrics being tracked
• Pervasive, enterprise cross-media and channel identity management capability
(integrated online/offline view)
• Consumer identity and knowledge data collection maximized including digital and
social IDs
• Real-time ID management service deployed to all channels
• ID management a C-level mandate owned at exec (VP+) level with clear metrics
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Cap
ab
ilit
y M
atu
rity
Level 1 Level 2 Level 3 Level 4 Level 5
Le
ve
l 1
L
eve
l 2
L
eve
l 3
L
eve
l 4
L
eve
l 5
Operating Model Maturity
• Lack of enterprise CDI capabilities
• Numerous, disconnected consumer IDs spread across multiple systems
• Lack of DDI capabilities
• No enterprise level mandate to consolidate and manage single customer view
• Enterprise, batch CDI capability being used in database marketing
• No centralized service to collect and update sales, service systems
• Digital ID being maintained within silos (by media/channel) without ability to link to
online ID
• Identity management function embedded in IT to support DM
• Lack of clear business role in strategic identity management – no metrics being tracked
• Pervasive, enterprise cross-media and channel identity management capability
(integrated online/offline view)
• Consumer identity and knowledge data collection maximized including digital and
social IDs
• Real-time ID management service deployed to all channels
• ID management a C-level mandate owned at exec (VP+) level with clear metrics
• MetLife scores a 4.6 out of 10 and ranks in the top
60% of 55 Merkle clients benchmarked
• Batch CDI process in 3DB supports database
marketing and sales in batch
• No DDI capabilities on top of limited
capture/storage of digital media IDs
• Centralized analytics function owns CDI but no
clear ownership of DDI
• 2014 cCRM cR initiative will dramatically improve
score as real-time and online/offline cR process go
live
4.6
Maturity Scale – Identity Management Identity
Management
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Data: Identity Management
The development and ongoing management of the unique consumer and business identity across media and channels to enable targeting and personalization
1.5
Maximizes collection of consumer and business addressability data through development of compelling experiences that incent consumers to provide IDs as well as effectively utilizes 3rd party data enhancement
1
Entails the matching of disparate consumer records across data sources into a single, persistent consumer key 2
Aggregates all anonymous digital and known interactions at the individual level into a singular “event stream” for measurement and analytics 1
Identity Management
1.4
Average:
Score:
• The data isn’t sufficiently integrated (especially multi-channel), and that will require a major investment and time
• Data coming into GMDB, especially from Xco internal sources, is poor; this is causing negative ‘downstream’ impact and leading to a negative perception of data quality. The net effect is that there are downstream costs to fix broken data and inefficiency in marketing execution. For example, order data is received with un-mailable addresses, and corrected address (from shipping company) doesn’t make it back to Xco and therefore is not making it to GMDB.
• Xco does not have a 360o view of customer purchase history and interaction history
Comments & Observations
12
Pri
vacy
/Pre
fere
nce
Iden
tify
Man
agem
ent
Att
rib
uti
on
/In
sigh
t
On
bo
ard
ing
Dec
isio
nin
g
Enterprise Data & Analytic
Services
Digital Database
CRM Database
Data Ingestion
DMP Email CRM DSP
Search Site DM Video
Integration Services
Audience Platforms
Segment
Next Best
Offer
Marketing Applications
Marketing
Technology
Stack
The Platform Marketer takes this a step further and implements the data, analytic,
and integration “nervous system” required to deliver on AAS
The Platform Marketer – Marketing Technology
Internal Data Sources
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We have a services organization that
optimizes Audience performance
We develop, integrate and manage
Audience Management systems.
Consulting
Analytics
Marketing
Technology Provider
Connected Recognition (cR)
Marketing Database
Attribution & Insights
Interactive Marketing Hub
Decision Management
Digital
Agency
Search
Digital Media
Social
Site & Mobile
Creative & UX
Technology Agency
Architecture Assessments
Roadmap & Blueprints
Digital Readiness UX Audits
Attribution
Media Mix
Targeting
How we can help
