Marketing attribution is consistently one of the most debated topic. With increase in the number marketing and sales channels it becomes harder to give proper credit to each initiatives.
In this show, we will discuss the five key elements of implementing the marketing attribution model. We will drill down into each best practice and discuss it in detail to help our users fully understand the mechanics of marketing attribution.
5 Best Practices for Implementing Multi-Touch Attribution
Best Practice #1: Define a steering committee
Best Practice #2: Define Key Performance Indicators (KPIs) and metrics
Best Practice #3: Identify the offline and online channels
Best Practice #4: Create a data and model plan
Best Practice #5: Start small and take baby steps
Best Practice #6: Select a vendor
Best Practice #7: Deliver recommendations
Today’s topic is called seven best practices for implementing multi-channel attribution and I think and let me know if I’m correct in this we’re trying to talk about here today is not the fact that we want to tell you about the best way to do multi-channel distribution, we’re not giving you multi-channel attribution best practices when you know how that compares to linear, or first click, last click or anything that’s legacy. Today, we’re talking about a team’s practice or strategy to implement it within their company. Correct? Absolutely. And having been through the implementation cycle with various organization multiple times, I think it’s critical for users. And, you know, especially people who are starting to use attribution and multi touch attribution is critical to have the right setup. What people don’t realize is a setup is kind of an afterthought, you know, they usually implement the platform and say, okay, it’s implemented, we’re all good. And now we’re going to go figure out how do we do multi touch attribution? for here, exactly like you said, it’s the focus is not necessarily how to do attribution once you already have the platform implemented more so if once you decide on the platform or even before you decide what platform you can implement. How do you plan for it? Yeah.
Cool. let’s go through number one. number one has multiple parts. And let’s make sure that that when we describe these things, we define it, how we see it, because as we know, business lingo changes and so on. Okay, for instance, to start with, let’s define the steering steering committee, right? Where will it reside? Who will own it? Who will sponsor it? Who are the stakeholders? Okay, talking about residing. Typically, attribution resides what on servers, on cloud environments, on tools in house on, you know, shared environments, what are you talking about here? what do we say, you know, the first step in the process of implementing an attribution platform is defining a steering committee. And what I mean by that is you need to have a team of people you know, before you when you get to the technology and infrastructure you need to have a team of people and
Close agreement and collaboration of how you plan for an attribution technology. And as you’re pointing to earlier, which is the team and constituents of people from marketing department, people from marketing operations, your leadership, you know, whoever is going to be the leadership is like VP level C level executives, your sponsors, your finance department and in my, in my personal view having finance as a part of the process, yes, you get more successful ideals, upper operations it is it is definitely a critical component and sales operations is also the other piece because from time to time, when you introduce new attribution ideas in methodologies and models. You must have your sales people’s buy in and the best way to do that is to include sales operations in the process from the get go completely agree that’s what we’re proposing, like having a very strong steering committee from the beginning who are collaborating and sharing ideas. Developing strategy is
This comes away before the technology component or the vendor. You know, a lot of lot of times, like, hey, marketing just goes and purchases an attribution vendor. they implement the technology. And now they’re dealing with finance sales. And I didn’t try to figure out how do we get the ducks in the row, which becomes really complicated. so one of the things let me ask you this, when you’re defining that steering committee, in your experience in the past, did you have to have only decision makers within that steering committee where they’re doers where they’re just strategic people? Did you have different subsets? You know, how high Did you feel like you needed to go and then what is the point? What’s the limit to the size of the team that that makes it effective? That’s a great point. It depends on the organization. if it’s a smaller organization with very limited number of people, you know, more like a startup your steering committee will probably buy be like two three people like maybe one for marketing, one for sales and one finance head of the department right or find is if there was one but if you get it to the mid-size
Companies, normally your steering committee will be anywhere from five to 15 people.
And for larger companies, you will, you will even be 30 people. But I would not go more, you know, I would not go more than 30. Even if it’s a large organization, you need to figure out who are the key members that you need to be included in those members doesn’t necessarily all have to be decision makers. There’s soccer finance may not be a decision maker, but this will impact some of the financial metrics. Let’s say if you start you know, one of the examples that I give is a place where I implemented attribution.
we involve finance from the beginning, because finance was ultimately presenting the company wide revenue model. And it was very important for the finance team to know what the changes are going to be within these marketing and sales channel that will impact their revenue model. So that’s, you know, they’re essentially the end user not the decision maker but they benefit a lot from attribution I agree, and I think it’s the respective
possibility and the opportunity of that person who’s leading that steering committee to set expectations and they must be very clear and defined expectations of saying okay we know it’s this is planning it’s three months, out right? We’re not going to do we’re just planning and talking here’s my expectations with you know, attendance for meetings which is actually a big deal so the critical right participation in the event like as active versus passive you know, some people are expected to be active in in those committee meetings some people are just there passively like you said finance and the other thing is you know, at the end of the day what are they responsible for you know people are going to have a set of deliverables that they need to bring in and have a set of responsibility and as you said they’re going to be people that are decision makers and not people that have power people that don’t but if you clearly define who does what you’re never in that point in the meeting Raul a sudden so
Somebody asked you said I don’t really understand why we’re here all the time. Yeah. Or this seems like a waste of time. Well, maybe they weren’t in that meeting
set the expectation that meeting. Yeah, I think, you know, keeping well keep, sometimes people will tend to get audacious and your try to include as many people as possible just so that they want to provide everyone the update, but my general advice is keep it short. Keep it limited, keep it concise. And only if you feel like there should be someone FYI, you can like lead, send the meeting notes later and just leave them update about your project. Yeah, yeah,
it’s in. It’s not it’s not a you know, it’s not beneath somebody to be able to say, Yeah, I my job is to take notes. My job is to make sure that I sit there, and I take notes and write down everything that happened in that meeting, what the outcomes are and everything because sometimes that is the only communication backup to leadership. They just want to read those notes and you become the
voice in really the key from let’s say the president or the C level person to that committee, even though you’re just the person that take notes, you’re sometimes the most important person in their eyes.
So yeah, totally. Yeah. Sweet. Cool. It’s good. Number two. identify the channels. we talked about different types of channels. There’s the traditional channels, there’s digital, there’s online and offline, what are we talking about here?
Yeah, when you say identifying the channel, this is also very important, especially if you’re implementing a multi-channel attribution model. So we’re not just talking about digital, right, you’re going to have offline traction let’s such as your trade shows and events, you’re going to have your salespeople going after the customer and chasing meetings and you want to be able to capture that piece of information, you’re going to have some of your Salesforce data if you’re using Salesforce as a CRM. you want to capture some of the interaction that the sales people are having using Salesforce less, such as outbound calling outbound prospecting.
LinkedIn prospecting, you know, LinkedIn navigator integrates with Salesforce. you want to be able to take that as one of the channels. when we talk about identifying the channels, obviously, you’re going to identify by your digital marketing channels, which are standard, your SEO, sem, and email and all those, but at the same time, all your offline channels as well. what happens is, once you put the list of all these different
ways that your organization reaches to the customer, it becomes very easy for you to say, okay, when I think about multi-channel attribution, I’m not just thinking about this one area, or what I’m thinking about my website, yeah, to website and all the offline stuff as well. Like, how do these things interact? Right? You know, one of the channels that I’m currently dealing in the current organization is
how do we figure out the synergy between all the offline activities that we’re doing and how does that correlate with online, so we can become better at planning and marketing budgets? So that’s why
In the whole emphasis around identifying the right types of channels so you can use that when you build your attribution models. So back in the day when you and I are both at IBM there was that study that went out that talked about how many different marketing tools does the average department have and it was 35
you know what 35 okay if you really add it up and one of the things people even forget is you know, one of the biggest
channels that people forget is sometimes offshore channels like the call center. The call center is part of that and sometimes there’s that correlation between Hey Why is there a relevance these relevancy between or an attribution
you know, effect between what’s happening in social media versus what’s happening in the call center like how’s there a correlation What does the cost center and social media have to do with anything well as close to what if you post to the wrong promo
Or the wrong price and off some a call center blows up and everybody starts calling. It’s just one of those things to where you don’t really, you don’t really see how one can affect the other. And that’s why it’s important to really look at every single possible channel out there, you got to really look at every single thing and you know that the sky’s limit there’s even those channels do you have to go in and say, You know what, this may be something really touch that often it’s a channel that we don’t really hit up, but we need to have that in there. It needs to be Yeah, if that’s where because and it’s important to look at it because then when you decide on the model
that’s at that point, your model planning will take into consideration the impact of each channel. if the impact is substantial, and you know that is going to be a critical will channel in the journey of your visitor a buyer then you’re going to be able to give that more credit or more contribution impact or says the channel that are subtler.
You know, something that probably like a download they downloaded and a case study from your website. It’s not substantial. But it’s an important piece that you want to give a limited credit. When you design the model. It’s a trend. You could identify that look, every other, every customer that it has a highest average order value, all of them downloaded some type of documentation. All of them did this specifically this and it could be that one little minute thing that that made the difference. So yeah, good. let’s go to number three. define KPIs. And let me first define a KPI or key performance indicator, right, so we’re on the same page. define KPIs and metrics so we’re talking about shared metrics between the different
you know the difference between the orgs or the different teams Try not to create silos, are we talking about collective metrics? Are we talking about people looking at siloed metrics, and then bringing them together?
To look at the collective KPIs, you know,
we’re talking about metrics within each stage of the funnel. What are we really talking about here? Yeah, it’s a great point, what we’re talking about is having an agreement between these stakeholders that are part of the steering committee in terms of what are the metrics that we’re going to report back to the business? What are the metrics that we’re going to measure the business performance with? And that’s where we come down to,
are we going to look at, you know, visitor metrics, the user level metrics, are we going to go drill down into the opportunity pipeline metrics in terms of, you know, what’s the pipeline, you know, what does the stage movement looks like, from one stage to the other? Are we going to be able to understand like, okay, we’re not just trying to figure out what are the most effective marketing channels and acquiring these customers? We also would like to know the marketing channels and the sales channels that are most effective and drop it means customers step further along the journey. Yeah, so those are critical, you know,
value, you could say, Okay, I would say the metrics for me are number of leads, acquired number of SQL, the marketing, qualified leads, generated number of SQL created number of opportunities, and pipeline. And so, for, those are core metrics, and then, you know, finance could come and say, you know, average, what’s the average order value per visitor? What is the, what is a cost per visitor, or cost per acquisition costs for those are all the key things and cost per lead. Exactly. So those are the things that you need to identify and list them, document them. So when we started getting into the reporting aspects of multi-channel attribution, then you are very effective because you have already an agreement from the business like, hey, these are all the key metrics that value to me, and it will be really good because now you’re going to reporting on things that people have agreed upon, and not just, you know, some pseudo numbers or metric
and I know this is going to question a question that always is going to come up and somebody said, they’re like, Okay.
Jeremy, you’re talking about KPIs, they’re probably going to ask the question, well, how many three to five is 20 too much? Will if you have different teams and everybody if you have five different teams and everybody has five, are you looking at 25 different KPIs, what works and what doesn’t. My rule of thumb here is take a handful, the most important ones to you and bring them all together and then identify what’s important for your team, but also what’s important for the collective what’s important for that steering committee and just work through it. You know, the thing is, you can’t say hey, here’s the set of KPIs or we’re going to keep forever and we’re never going to change Well, yes, I mean, you have to have a core set of KPIs because if you’re doing something a year later, you want to be able to do an apples to apples comparison of a core set of KPIs to a year ago. Is core set of KPIs to compare Yeah, absolutely.
Yeah, because think about it could change it can change that’s the thing.
Know that it can absolutely change. Yeah. Because I think the company grows and business changes, you must go revisit your KPIs every six months or depending on how fast your organization growing. But the point that you brought up, I want to reiterate that, that a handful of KPIs is a very good practice to start with. And especially when you’re talking about it, we’re not talking about the reporting the entire company’s business, we’re talking about attribution, right. when you’re thinking about multi-channel attribution, what really matters is what are your acquisition channel mix looks like? What are your,
you know, marketing automation and funnel enablement channel mix looks like what are your revenue drivers and how does the revenue need to flow between all these channels based on media makes and contribution. very few things that you’re trying to measure are with the help of attribution, you’re not trying to solve everything without patients with that in mind, you know, handful of metrics is
very good points. Very good places.
started. Cool. let me take one side question with regards to that. and this is something that I’ve had discussions with people in the past for number three, when we talk about defining KPIs and defining metrics, and you’re trying to you’re working with steering committee, is it appropriate for that team to create a hypothesis of what may what they’re looking to accomplish? Are they trying to create a hypothesis of what their end goal should be? Or is this something that they should do kind of lean startup style agile, slowly get there do one thing at a time? What’s your thought on that?
Yeah, that’s a great point. And that’s one of the best practices that we’re going to talk about, which is created data and attribution model plan. Sure. And that’s where you start to think about what are your use cases? You know, because once you have the use cases, so it kind of goes in hand in hand like you once you have your use cases, you can go look at your metrics and see okay, if these use you, what are the metrics from the
of metrics that we selected fit into this use case, versus what are the metrics that fit to the other use case. And in part of the reason why we’re proposing coming up at metrics ahead of time before you when you get to the modeling and use cases is the reason because you could not
Oh, like, and you will find the metrics you have already defined.
True, true. and so what that is, or maybe, yeah, I was just going to say one last thing is, once you define use case, human,
they find that for that use case, and maybe it’s a high priority when you don’t have a metric associated with that you can go look, go look at it and say, okay, you know, business from a standpoint, we should go and add this metric and modified because that maps to this use case.
And I think what you’re talking about is one of our best practices we’re calling create a data and model plan. we’re talking about what data where is it coming from? How will be integrated are we taking one step at a time so really what it is it’s all about planning it
I think the important thing there is that it can’t just reside in your head. There’s a lot of people who lead these committees and they have this end goal and it sits in their head and they’re very cerebral. And these are the people that sit there and just, you know, they think and ponder and they’re trying to figure it out. But they never open their mouth and share that idea with their team. It sounds like such sounds like kindergarten speak, right? It sounds like I was teaching you how to do things in kindergarten. But it’s it really is that important in business to really verbalize what you’re thinking, right? If you have a plan in your head and you’re trying to accomplish something verbalize to your team because then you be able to use a collective mind and it’s really important to be able to create that plan because if you don’t create that plan alongside of your team, you’re basically living on the island and all of a sudden something’s going to happen and everybody’s going to look at you and say, dude, what happened here? You know, yeah, yeah, absolutely anything. So that’s the next the next breath practice which is created
And model plan. So since we already talking about that, yes, it’s important to identify what data like for example, if you’re trying to track the journey of the visitor on your digital properties, obviously it’s going to be your digital footprint data, i.e. the visitor data, the session data and trying to figure out how are you going to be able to capture that the next piece of data you’re going to be able to capture as your CRM interaction day. Yep. people calling someone you do you want to capture that information? You want to call it? You want to capture the information by responding to an email using a marketing automation platform? Do you want to be able to capture a face to face meeting?
event that’s occurring? You know, do you want to capture your trade show? there are all these different types of data sources that are coming together. You need to figure out what’s materialistic as a part of this attribution conversation that you would like to capture and there is some good attribution plus
platforms which we’re going to get into later we talk about the partner but there is platform that allows you to connect all these data sources together in one view. you can do much rather faster but and then the modeling part is okay, there are different types of models you know, there is a
realization modeling what channels are driving leads to your website and your properties or customers your website what channels are moving these leads from one point to the other, like your marketing automation,
what channels are motivating the buyers to take the next step like your SD ours, your tele sales representative, and then what channels are converting these into deal? Yep, your sales to input so you need to figure out like what is my model going to look like? Am I going to take into consideration all these different pieces of the puzzle and design a model that suffice the needs of my organization or I’m just going to go with standard models such as you know, first interaction last interaction
Linear interaction, exactly. so forth. Is it okay to?
And here’s another question, is it okay to change models? Or is it something to bring? We stick to it, you stick to it? No, it’s okay to change. In fact, I highly recommend comparing models. when you have a model that is customized the organization, and that’s already defined very well, and it’s working, it’s good to go validate that model against
another model, which could be like, you know, acquisition only model or conversion only model or maybe a predictive model that you have built and you just want to test it against your current custom model and say, okay, as a predictive model better, or should I continue to use a customer so I always recommend revisit and evaluating a model from like, at least six to eight months and seeing how that’s impacting your business results completely agree. Cool. let’s go to another one. It’s called start small, right? We say start small. What do you mean? We’re talking about taking one approach at a time.
One step at a time. And then with that starting small, if you take one step at a time, are you trying to define success in that first step before you go to the next step, or you prematurely just continuing to move on and hoping everything can catch up? Yeah, that’s it. That’s a great point. And I can give you a very specific example. when I, when we say start small, what we’re suggesting is start with one marketing channel to prove the value of the attribution.
in one of the organization that I worked, we implemented multi touch attribution. But before going to finance and sales and everyone in communicating what’s happening in the business. We started with our paid search channel. we said, okay, let’s go see the true value of your paid search channel and let’s see if we can grow our business using paid search. So previously, before we implemented attribution, what was happening is
we were not able to give enough credit to the paid search channel
Because the paid search used to bring the traffic and after that the other channel used to take over. you know, people click the Add, they come to the website. And then after that they might probably come by either direct traffic, they might go to a trade show, they might communicate an email. And that’s where the sales happen. it was a last click attribution model, which was limiting the credit paid search. When we implemented multi-channel attribution, we identified that paid search is contributing a whole lot than you originally had envisioned. with that,
armed with that data, we work with their agency and we significantly grew the revenue from paid search because now we had so much more to go work with. And that’s when we came back to the businesses say, you know, this is one powerful a success story where we pretty much double the paid search revenue using multi touch attribution. We started small then we went to the finance and said, okay, hey, look, this is working. We may want to start looking at implementing
You know, impacting the revenue model that you’re proposing to the executive leadership with the help of this multi-channel attribution data? let me throw a wrench here. What if you start small and the channel that you choose, you don’t find success?
What do you do love, you know, move on to the next one?
It’s a learning process, like the whole attribution. One other company that I was consulting with, they also had very limited insight on what was going on with their business, you know, their problems different they were getting thousands and thousands of leads, but at the end of the day, the revenue was in significantly small and they had no clue like, what’s going on. I can’t understand what’s happening, why are we getting so many leads and we’re not getting these people to buy from us. And then when we implemented multi-channel attribution for them immediately showed where the leads are coming from what channels they’re interacting which leads are come You know, so we identified the channels where we need
That the leads are not good quality at all. Any switch off that channel. So going back to your point is if we know that there are some channels that are not going to be performing well you take action you either discontinued spending there depending on how your organization budgets are or you try to tweak that channel to bring more and better quality customers from complete agree I had a similar type of client to where we’re bringing in, you know,
hundreds of leads, right and then suddenly, we found out we did a lifetime value model to understand who was bringing in which customer types are segments we’re bringing in the highest value and they were customers were losing money, you know,
we decided, hey, we need to make an executive decision and let’s go ahead and cut them completely, even though it helped build the books and it helped you know, show that we were growing at the end of the day it was costing us more money and it was taken more time to be able to do all these things. at the end of the day, we were coming back with maybe
A third of the amount of leads that we had, but it was a higher average order value or a higher, you know, higher retention rate of those customers because they weren’t willing to just jump ship. Yeah. And that’s the power of attribution, you know, be able to have that type of insight into business. It was not possible, like five years or six years ago
to the level you know, to the very deep level of detail. So that’s powerful technologies are so cool. Yeah, you know,
Okay, so number six, select a partner vendor. And I know you have the gamut. And we’re going to talk through some years magical list of everybody that you’re it. So
who do you want to work with? Who’s going to be on your same mission and here’s the big one and I and let me ask this afterwards. But and let me get you to get through the first part of the second part is how you can integrate with your legacy tech and your existing tech because that’s something that kind of pulls your hair out at the end of the day, so
Let’s start with know what? Let’s start with that one, and then we’ll get to the new stuff. How do you integrate with existing tech? What do you what do you say to finance when it’s going to take three to six more months to have to build custom API’s for something or, you know, the IT department says yeah, this is something we’ve had for 10 years, we’re never going to get rid of it ever. What do you what do you do that happens now? Yeah, it’s a hard it’s a hard discussion to have, right? Especially if the organization has developed so much legacy stuff, either through their own, you know, IT departments and building new stuff internally versus relying on external technologies or acquisition. That’s the other like we talking to last podcast we talked about we talked about the popular analytics acquisition that happened in theaters and they’re happening every single day the companies are acquiring small companies, companies are getting merged with each other as you know, there’s like international
companies coming into by local companies. it’s happening everywhere. So that creates a new set of challenge, especially if you’re trying to implement multi-channel attribution. And that is a reason why we suggested a step to start small. You when you start small, you can literally focus on things in areas that are within your domain that you can go control. And you can have an ease of integration between the data points in that can give an example like one of the organization that I came across have
done hundreds of acquisition or time and now their problem is they’re sitting on top of these large number of databases. The customer data is siloed in all these databases
and we’re trying to figure out you know, how can be cross on Episode
What I suggested like Okay, why don’t we start with something that is in our VIP interview that we think that we can work with it very quickly.
establish your use case of integration and have a custom API to connect the data pieces together and start looking at attribution. You start looking attribution within that area. And then once you have a success story, you can go back to the leadership and say, Hey, you know, this is a powerful success story we came up with, we want to be able to impact the business across the board. And this is how we’re going to approach that. you know, the start small and integration in large organizations work hand in hand. Yeah, and it’s one of those things you just you got to get as much data as possible. You got to understand what’s possible and what’s not. And the last thing you ever want to do is just, if it gives you push back, or finance gives you push back the last thing you ever want to say, Okay, sure. And walk away. No, you need to stand up. You need to sit there and ask more questions and dig into it because it’s easy for another team to just say, I’m sorry, we’re just we can’t do this. Yeah, yeah. And getting going back to the second part of the
Your point number six for best practice of implementing multi attribution is selecting the right partner. Yes, because depending on the complexity of the data in your organization into databases, any organization is extremely important to select the right vendor who is willing to work with you. Yeah. Now as a standard practice, what I would suggest if you want to go and expedite the implementation of attribution generally
my preference would be to working with one centralized database or one centralized CRM systems you know sales force or Oracle database or sequel databases and finding a vendor who in who’s going to work with you to help implement the attribution technology within that database over then that CRM we’re not we’re not necessarily going to say go work with this vendor that wonder I personally prefer visible a lot because that’s the window of my choice and it’s a very powerful and systematic
integration with Salesforce for multi touch attribution and works well every single time, you know, I’ve done numerous amount of implementation work with them. But there are so many other vendors in the market that full circle inside is one of them, Adobe brings into their own attribution technology. Google is starting to develop a more powerful multi-channel attribution technology as well. So there are so many different choices it’s important to understand the needs of your organization, the objective, the environment, the infrastructure, and then go find the right partner because so let’s go back to one thing and this is something I’ve experienced in the past when you say a vendor that’s willing to work with you to put in some time and effort to make it work let’s dig into that because this is probably a situation is going to happen to a lot of a lot of our listeners okay here’s an example let’s say visible for example
and I’m doing just FYI I’m not just being selective just a visible you know, because just the way things are
Say you working with your IT department and there’s some legacy technologies that do not specifically integrated with visible, right. So you call them up and you say, hey visible we have this opportunity to be able to do this integration but we have these legacy technologies don’t really want to talk well or speak well or communicate well with your technologies when you’re asking them to make an investment or asking them to help you up what does that exactly mean?
Yeah, some cases you know, if it also depends on you know, how
your relationship is with the vendor or how do you feel the vendors eagerness to get your business if the vendor is eager to work with you, and they feel that they’re going to get a good case study working with your business, they’re going to be more than happy to customize some of their platforms. And I’ve had instances where there were certain things that I felt were you know, we needed to integrate with a third-party vendor and technology I reached out to the vendor and explain to them hey, we are more than happy to
Make you as a vendor of choice here are the challenges that we have internally in the organization. Can you help with us? You know, can you work with us? And can you help us solving some of these problems? In some cases, the vendor came back and develop a custom API to work with the internal technologies. it’s quite possible. Now, there may be some cases where the vendor may have a very strict requirement in Trump’s open you only work with specific technology now it’s not that the vendor is bad or anything like that it’s just the way their businesses design so they’re not going to go and change their business model just so that they can work with you but there are you know, but a lot of cases they will it especially they want to get their business and they find it really interesting that’s going to be beneficial for their organization and they’re willing to work and go above and beyond their standard practices if you’re a big logo and they want you as a named account you know, they may be willing to throw in some consulting hours or technology hours to have somebody come in on site, work with your IT team and build
These integrations so yeah that’s a great point that’s another way to get them influence your vendors all you got to do is ask
I’ve done it hundreds of times you’ve been on the phone hundreds of times all if you don’t ask you’ll never know never know yeah cool so let’s go the last one number seven so delivery recommendations when you say delivery what are we talking about delivery of what and let’s define that term because not everybody understands what we mean by deliver you mean right yeah deliver your recommendation so at the end of the day yeah so what we’re talking about is now okay you’ve gone through all these best practices you have identified the right type of vendor they you know work with and you have started implementation once you complete implementation action he had a lot of cases there is a lot of in the organization, there’s lots of energy when something’s getting implement, like everyone’s excited and people weren’t communicating all the way to see it executives and like hey, we’re going to put in this amazing technology and then after the implementation everything
silent. Yeah, so one day your CMO comes in and say, Hey, I remember like six months ago, we were implementing this amazing take on what happened with that. I didn’t hear anything. I hear that. So that’s very important. As soon as you complete the implementation, you know what, one of the things that works really well, when you start small, you it becomes a relatively easy for you to derive insights from that technology and provided to your business just like we did we had that PPC case, you know, where we were able to quickly identify the golden nuggets, go back to our agency really, significantly improve the revenue and communicate that back to the business including all the way to the C level executives to tell them like, Hey, this is how we did it. And they were excited. Everyone got excited about attribution. It became like a big news and the organization and everyone was interested in attribution. So that’s what I recommend by you know, delivering your recommendations.
Much faster and implementing it across the different department in your organization. And really the key to this, there’s a technique it’s almost like his technique of storytelling. You know,
you got to be a great storyteller. You got to go out there. And you got to build that relationship with those stakeholders, keep them excited, you know, but you got to, you got to set those expectations and that, hey, you know, things may evolve, things may need to be improved, you know, we got to evaluate what we’re doing. We may have to pivot and change but it’s all about telling that great story and having a great relationship and you know what those are those are those qualities that not everybody in this field has, you know, there’s a lot of great people who are brilliant and you know, genius level when it comes to attribution and they’re so data driven but they don’t have that innate ability to actually be able to talk to people yeah I mean I think it is very important it’s a soft skills you have to have those soft skills to and you we you and I can’t emphasize enough they talk about unicorns the real unit
Corn as somebody who can look at the data and really understand what’s going on, but also have the soft skills and the ability to talk to somebody and explain it in their words in a way that they understand, because not everybody speaks the same language. Absolutely. So great. Great. Very cool. this is a good one. I like this one. This is a
this is something I think people are going to get excited about. They’re going to say, you know what, I think this podcast is fantastic. I’m going to go out and get something done, or I’m going to start planning for 2019, you know, yeah, absolutely. I think it’s, it’s critical topic as well from a lot of people nowadays, you know, with all the proliferation of multiple marketing channels. exactly. it’s been great. And again, to our audience, you know, continue, please. You know, we love feedback. We love for you to give us ideas if there’s a specific topic that you want us to go into and talk about, hey, challenge us. I mean, maybe not some weird stuff, but you know, there’s severe and I know a few different
you know, give us a good topic and we’ll bring it on air. And that’ll be fun. Yeah, it’ll be fun. And, you know, if he can go to iTunes, and please leave us a feedback that will really, really help us. Yes. Trying to get trying to reach to more people just like you your feedback, your reviews will help. I really appreciate if you could go into iTunes and leave us a review and let us know how you are doing. Yes, exactly. And that’s all we got today.