A Dashboard is A Dashboard…


The topic of dashboards has quickly transformed from a luxury to a necessity

Inspired by the need to visualise data for executive management, nowadays pretty much every department is clamouring for data that is digestible in a glance.

While dashboards are no doubt sleek, not everyone will understand the details – let alone know what they should do with data.

As dashboards multiply, the life of an analyst will get easier & harder at the same time: easier due to faster, cleaner dissemination of data; harder due to requests popping up from new recipients who are suddenly part of the data ecosystem.



Just one smart way of Dashboarding: Webtrekk Dashboard

The easier the data to merge, the more company data is interesting to company employees, the more the top-level involvement, the more dashboards you will see in your daily work.

That leads to following new assumption:

Easyness of Data1

The quantity of dashboards will increase year by year, project by project. This will get more brains thinking in the language of data, which is good, but will also give voice to people who never handled data in the pre-dashboard days.

If a future dashboard does not have recommendations included, it will be a useless graphic. Recommendations about what to do next or even what to expect will happen next will be every bit as important as engaging design.


Easyness of Data and Dashbaord


Data action is still the key element missing from most dashboards today. The next step of the dashboard development is including smart recommendations to further improve the communicated numbers.

The bigger the surface of the triangle below, the more you will need to find a solution to communicate data in a meaningful way:

 Triangle Dashboard


If you apply this to your current situation:
– How easy is it to integrate data in your analytics tool?
– How easy is it to merge data?
– How engaged are you with company data?
– How many power users vs normal users would you have in your company?
– How involved is top level in understanding or acting on data?

If power users are focused solely on analytics, you might not even need a dashboard: They would already know what the data tells them.

Dashboards will solve old problems (merging and visualising data in a comprehensible way) as it creates new ones (introducing complexity outside of people’s normal comfort zone). They are a turning point that change how we consume data, not a tipping point that enable anyone-and-everyone to suddenly be an expert analyst.

Brainpower will still be needed to dive into data deliverables, expertise will still be needed to link different sources and create a more powerful overview.

A dashboard that turns pure figures into colourful visualisation might be a nice first step, but will also not solve your mission: maximising profit, acting on data, recommending upcoming actions.


Big Data im Marketing


…so heißt das neue Buch von Herausgeber Torsten Schwarz, der bereits viele Experten in vorherigen Fachbüchern vereinen konnte

Das Buch
Big Data im Marketing“ behandelt aktuelle Themen rund um das Buzzword „Big Data“. Und zwar jeweils mit praktischem Bezug.

Big Data

– Neue Anforderungen an das Marketing der Zukunft.
– Big Data: Daten sammeln, aggregieren, analysieren, nutzen.
– Streaming Analytics: Management in Echtzeit.
– Umsetzung in konkrete Marketingmaßnahmen.
– Kundenwünsche in Echtzeit erkennen und bedienen.
– Alles zur Rechtslage und zum Datenschutz rund um Big Data
– u.v.m.

Auf mehr als 300 Seiten erklären also über 20 führende Experten aus Praxis und Wissenschaft die Marketingrevolution Big Data: von den technischen Grundlagen bis hin zur Customer Journey, von der System-Integration bis zum Social Media Monitoring.

Lesenswert. Aktuell. Und praxisnah: „Big Data im Marketing„.


Top 11 Tips for the CMO


11 Tips for the CMO of Tomorrow The C-Suite becomes digital, the CMOs must align

Digital business is carving out a bigger and bigger place in the C-Level management.

A quick glance at the backgrounds and titles occupying your own company’s C-Level probably proves this. But if you need further confirmation, check out Korn Ferry’s “Top 15 for 2015: The most in-demand C-level positions for the year ahead”.

Korn Ferry, the largest executive search firm in the world, lists Chief Innovation Officer, Chief Cyber Security Officer and Chief Digital Officer among the top five most in-demand positions. Chief Information Officer (CIO) and Chief Technology Officer (CTO) appear as well.

In other words, data and technology are going to be all of our bosses before long. Chief Marketing Officer is still firmly entrenched in the modern C-Suite. It’s just that the position itself is evolving. Fast. And as the C-Suite becomes more digital, so, too, must the CMO.

Let’s take a look at 11 tips that will enable the modern-day CMO to stay relevant in the rapidly evolving C-Suite.

Top Tips for CMOS

1. Get Digital. Now.

Any CMO in the future will understand that marketing campaigns need to utilise digital channels and be underpinned by digital optimisation techniques. But it is hard to overstate the scope of the shift to digital. Gartner, for instance, projects that by 2018, digital business will require half as many business process workers – and 500% more key digital business jobs, compared to traditional models. It will be impossible for a CMO to stay afloat without riding the high digital wave.

2. Let ROI Rule

Numbered are the days when a CMO can simply say, “Oh, the ROI on that campaign isn’t important. It was just for branding.” Smartphones, in-depth analytics and user-centric tracking are ushering in an era of unprecedented measuring. And the CMO of tomorrow (and today) needs to be able to measure, to prove that campaigns are working. The percentage of marketing campaigns that don’t have a clear-cut ROI is on a one-way track towards zero.

3. Acknowledge and Embrace Data Domination

Everyone wants to be data-driven. And with good reason. Data helps to optimise processes, maximise returns, allocate resources. Data-driven, though, will soon give way to data-dominated. Data will not assist marketing campaigns; data will dominate them. “Real time relevance is moving to become table stakes & the quickest to move will win,” analytics and data warehouse provider Teradata wrote in its 2015 Global Data-Driven Marketing Survey. In other words, CMOs who see data not as seasoning, but as the entire meal, will be the ones getting ahead.

4. Don’t Forget Offline

Digital advertising expenditures are expected to eclipse $160 billion in this year alone. That’s huge. But even so, it will only account for 30% percent of total ad spending, according to Magna Global. In four years, that number is projected to rise – but only to 38%. So the focus shouldn’t be ditching offline campaigns, but rather incorporating data-dominated principles into the offline world.

5. Assist Your Team

Nowadays, a lot of experts are hired in diverse team set ups. This is a very positive thing. But it also means aligning those experts towards a joint goal. A company goal. In general, a superior should always also be an assistant for the team, but in a digitally-oriented team, those experts might even need stronger assistance because of their dedicated expertise on a specific technical field. Managing will get less important. Assisting is the new management. The more your company is focusing on online and online business, the more global the business will become. Core competencies, time zones, cultures. Bringing everything together is the number one task for a professional CMO.

6. Learn More and Get Social

Even the most progressive and data-driven CMO ten years ago would have had no idea about so many things that, today, we take for granted. In 2005, Twitter didn’t exist. Bitly didn’t exist. The iPhone was two years away. Facebook was in its infancy. It is impossible to forecast each and every evolution in digital marketing. But it is not impossible to keep your ear to the ground and, if not anticipate what’s next, at least be at the forefront of adopting what’s next. That means you need to be on Twitter, on LinkedIn, on whatever platform pops up next. You don’t need to tweet your every thought or Instagram what you ate for lunch. But being present on social media will let you see what’s developing as it develops, no afterwards.

7. Delegate Competence

The definition of marketing continues to expand. Analytics is now an essential element of marketing, for instance, as are web design, social media and more. A CMO would need 36 hours a day to micromanage all of this stuff. And that’s why the Future-CMO will delegate, delegate, delegate. This will increase efficiency and make your business scalable. Let the experts be experts.

8. Join Forces

People outside Marketing know different things than the CMO or the Marketing Executive. That is clear. But what isn’t obvious to a lot of CMOs is that this external knowledge can be a huge boon for the marketing team. Virtual, interdepartmental teams facilitate cross-pollination of ideas. You can ensure “Eureka!” moments – or at least “Maybe we should try that” moments – when external perspectives are brought into the fold.

9. (Re)Connect with the CTO

Everybody has heard that the CMO will own more budget to spend on IT than the CTO himself. That is exciting and challenging. The growing responsibility within the technical sector gives great freedom to the CMO. The CTO has much more experience picking the right vendor, the right tool, the right partner. So as a CMO, you better make sure the CTO is and will be your friend.

10. Listen to Your Customers. Seriously.

This one is really as old as data domination is really new. And it is more important than ever. Customers – or readers or viewers or whatever your target group looks like – have infinite choices. They also have power to influence others. They’re on social media, too, and you shouldn’t underestimate the power of negative marketing. Use data. Use analytics. But put customers at the centre of what you do. If you don’t, someone else will.

11. Relax

You can not achieve everything in life. Not in private life, not in business life. You just need to focus on the important stuff, and for CMOs, the important stuff boils down to optimisation. Determine which factors you are able to improve. Step by step and with smart decisions. And besides, even though the world seems to be spinning faster than ever, you will probably have more time to act than your prede†cessors: Gartner projects that by 2020, life expectancy of people in the developed world will increase by a half-year thanks to the widespread adoption of wireless health monitoring technology. Use those 6 months to get a head start on these tips above.

Find the World`s most influential CMOs here: Top CMOs of the World


Deutschland und Deine Datenschutz-Paranoia – jetzt bewiesen


Wir wussten es immer: Deutschland ist etwas datan-paranoid

Jetzt haben wir es schriftlich. In einem Vergleich zwischen USA, Indien, China und UK schneidet Deutschland am daten-sensitivsten ab. Und ich finde, das ist gut so. Während andere Länder hierzu Witze machen und den Kopf schütteln, empfinden viele Experten dies in der heutigen Daten-Welt als sehr gerechtfertigt.

Data Protection Germany

Der Bericht entstammt aus einem Harvard Business Review Artikel, in dem es um Customer Design, Transparenz und Vertrauen geht.


31. MONTAGS-Interview auf Web Analytics Europa – Heute: Kate Owen


Kate Owen, eine gebürtige Neuseeländerin, hat über 15 Jahre Berufserfahrung in der Onlinebranche. Nach zehn Jahren in der digitalen Branche in Deutschland lebt und arbeitet sie nun in London & Paris und baut Digital Element beeindruckenden Kundenstamm im DACH-Raum, Benelux und Nord-Europa gezielt weiter aus.

Kate Owen, Digital Element

Kate Owen besitzt ein MA in Betriebswirtschaft, sowie zwei Diplome in klassischer Musik. Und obwohl Kate sehr gut Deutsch spricht: das Interview wurde auf Englisch geführt, um die Inhalte so genau wie möglich wiederzugeben.

Web Analytics Europa: You work in IP geolocation. Why would anyone be interested in using IP data for location information in today’s digitally connected world – where people are increasingly online and mobile?

Kate Owen, VP Northern Europe: There are several reasons why IP-based geolocation is as important as ever in today’s connected world. It is used in advertising to target the most relevant audiences and assess the value of an impression prior to bidding. It is used to personalise websites, so the home or entry page automatically presents the correct language, currency and local store information. Further personalisation enables a retailer to promote a winter tyre service at exactly the right time in the right area of the country, for example, or use different marketing images by region to appeal to regional tastes or the local sense of humour. It is used to analyse patterns of behaviour, and optimise strategies based on this. The potential to make campaigns and content relevant to the consumer – and through their responses understand more about regional behaviours and differences – is enormous.

Web Analytics Europa: But how do people feel about you tracing where they are?

Kate Owen: Our data looks at the connection point to the public internet. It does not trace the individual user. We use only proprietary, technical infrastructure analysis techniques, anonymised feeds and permission-based cross-references. In this way, we can provide a wealth of information on the connection, the carrier and the location – enabling brands to target and personalise accurately and engage relevant consumers – without ever impeding on their privacy. Once the brand has the consumer’s attention, it can offer opt-in location-based services and promotions – incentivising the consumer to offer more personal information to enhance the relationship. So long as companies are mindful of the type and level of ongoing communication, this is a chance for valuable trust and relationship-building – and is beneficial to all parties. Consumers can rest assured they are not traced personally without permission.

Web Analytics Europa: You mention accurate targeting – how accurate are you talking? And how does it work?

Kate Owen: We first invented the concept of IP-based geotargeting in 1999. Our web spidering technology crawls the internet’s routing infrastructure to triangulate the geographic location of IP addresses. We then combine this with anonymised user information from our global partner network, and our latest-generation IP targeting utilises mobile device derived data gleaned from wifi access points and opt-in GPS co-ordinates from across the world. In this way, we’re able to further validate and fine-tune results to close gaps in the IP targeting space. This means more accurate postcode-level targeting – to within a 5-8 km radius – of traffic on all types of device, across the globe. To give a couple of examples, with the new mobile device and wifi input, we are able to identify over 30% more individual postcodes in Spain, 2.5 times more in Poland, and our responses in the Netherlands have increased from 3,300 postcodes to 290,000 – so our clients there can target with nearly 90 times greater precision than previously technically possible. These figures are growing all the time as new datasets are incorporated. Looking at Berlin in particular, the combination of our datasets has resulted in not only an uplift in the number of individual postcodes reported, but also a far more logical distribution of those postcodes across the city’s regions – indicating the level of granularity and accuracy now achievable.

Web Analytics Europa: Is this level of precision really necessary?

Kate Owen: This depends on the application. In licensing rights issues or regulatory compliance, country-level location information may suffice. Advertising and ecommerce, however, use analytics platforms, such as yours at Webtrekk, to pinpoint specific location and to understand patterns of behaviour based on regional interests, traditions and patterns of consumption. This enables optimal use of data and improved ROI. Companies can choose the level of IP geolocation detail they require, but the key is to ensure the IP intelligence provider regularly updates its IP routing infrastructure and uses multi-layered methodologies to enhance, check and analyse its accuracy. Having confidence in the quality of data – however detailed it might be – is imperative to its success.

Hier finden Sie das 30. MONTAGS-Interview auf Web Analytics Europa: Dan Siroker von Optimizely über Website-Optimierung


Webtrekk User Conference 2015 – zum ersten Mal mit Workshop Day


Die Webtrekk User Conference findet am 28. und 29. Mai in Berlin statt – mit Workshops und Key Notes von Zalando, Expedia, Deutsche Telekom – und Speakern aus China, Italien, USA und Niederlande

Die Webtrekk User Conference wird wieder größer – und noch internationaler. Das Speaker Line Up umfasst fast alle Kontinente: USA, Europa, Asien sind dabei.

Am 28. Mai können am WUC Workshop Day vertiefte Einblicke in praktische Anwendungsfälle gewonnen werden und Fragen zum Thema von Spezialisten beantwortet werden. Am Folgetag findet, wie in den letzten Jahren, die Webtrekk User Conference im nhow Hotel Berlin statt. Lesen Sie hier mehr dazu:

Die Konferenz
Auf der Webtrekk User Conference kommen nationale und internationale User, Partner und Experten in Berlin zusammen, um sich über aktuelle Entwicklungen im Bereich Digital Analytics und Marketing auszutauschen. Neben Präsentationen über die innovativsten Features der Webtrekk Digital Intelligence Suite erfährt man mehr von Best Practice-Fällen, neuen Ansätzen und Trends in der Digital Intelligence-Branche.

Zwei parallele Streams – deutsch und international
Ein deutscher und ein englisch-sprachiger Stream werden Content liefern. Beide Streams bieten ein vielfältiges Programm mit Paneldiskussionen und Präsentationen von Usern und Webtrekkern.

Auf der WUC gibt es außerdem reichlich Gelegenheit, andere Webtrekk-User und digitale Experten zu treffen. Nicht nur währen der Konferenzpausen, sondern besonders auch auf der anschließenden WUC Rooftop Party.

Auf einen Blick
– Präsentationen von Experten im Digital Analytics- und Marketing-Bereich
Frische Ideen und neue Trends für den effektiven Einsatz von Analytics
Best Practices zu Analytics für Mobile, Social Media, TV, Callcenter und mehr
– Überblick über neue und kommende Features der Webtrekk Digital Intelligence Suite
– Jede Menge Möglichkeiten zum Networking — während der Pausen, dem Lunch und natürlich der WUC Rooftop Party

Wer sollte teilnehmen?
– CEOs, für die datengestützte Entscheidungen essentiell sind
– CMOs, die Ihre Marektingausgaben optimieren möchten
– Marketers, die keine Angst vor Zahlen haben
– Analysten, die die Grenzen von konventionellem Analytics austesten

Zur genauen Agenda mit Sprechern von Telekom, Hepsiburada, Zalando, Expedia & Co gelangen Sie hier: Webtrekk User Conference 2015 Agenda


Das Intelligence-Management Modell


Erneut ein englisches White Paper – dieses Mal wird die visionäre Ausrichtung von CEOs, CDOs und Analytics-Managern diskutiert.

Have you ever thought about the future of your title or position? Are you sure your company is ready for the data-dominated future?

Digital is everywhere. Digital will be everywhere. Data will be everywhere. And even beyond. Nowadays the quote of a data-driven company is stressed very often through press, social media and in business talks. A company has to be data-driven to understand the relation between different channels and actions, even between departments and profit.

Data-Driven vs. Data-Dominated
The data-driven aspect is no longer reaching out far enough, when considering the future of a company. The company of the future will not be data-driven any longer, but definitely data-dominated. Saying out loud the word of “domination” can include positive and negative aspects.

And this goes also for the data-dominated scenario. If a company will follow the data-aspects in all details, it will for sure achieve higher value for profit and revenue. Nevertheless, it might also cause damages in personal relations and harm managers currently being responsible for the company future and marketing action. Therefore, these managers need to act on the data-domination not to get lost behind.

In order to have the right and relevant set up within the company the following Intelligence Management Model was created. It will guide the Upper Management through the upcoming challenges, the digitalisation of their business and open discussions on a change management process due to existing and incoming data. This way, the reader will acknowledge that data is not the new oil, but the new air. You need to have data, if your company wants to breathe, wants to survive. Without data the company will start to suffer and the missing oxygen will cause a negative future.

Data is not the new Oil – it is the new Air
Looking at the setup of the Intelligence Maturity Model we can define four geographical fields of data-competence:

• Digital Power Users
• Digital Weak Followers
• Digital Strong Learners
• Digital Decision Makers

Intelligence Management Model 1

All four fields are different in terms of technical competence in combination with a visionary & strategical performance.

Four types of Digital Characters
The Digital Power User is a pure technical associated person with a very strong technical and/or mathematical background. Very much capable of diving into the details of analytical and technical aspects of a subject, but less able to see the bigger picture for the company or for future aspects within the business eco-system.

The Digital Weak Follower is a person that does not put enough effort in keeping the pace of the digital revolution all around the business aspects and the personal job profile aspects within his or her professional surrounding. Therefore, the ability to solve analytical questions or reaching out to business discussions around the future of a company is both not the ideal place for this person.

The Digital Strong Learner understood and is able to perform on data & analytics, but is currently not enough related to those topics. Smart enough and educated enough, this person will catch up. The strong benefits of this profile are the knowledge around strategy and company or department vision, being able to pro-actively manage on future challenges.

The Digital Decision Maker is a perfect combination of technical competence and visionary smartness. A profile very hard to find and needing lots of experience in both fields. Experience meaning a deep understanding, not necessarily a long-time career in both fields. Aiming for the section of technical competence and strategic expertise is a key aspect of this model. Both aspects show the ideal profile of the future manager, knowing that IT and Marketing also will grow together more and more.


If we agree that the Digital Decision Maker is the key profile for the data-future, all other characters would aim to achieve this ideal combination of skills.

What about Digital Maturity?
This Intelligence Management Model can now be spiced up with an additional aspect: Digital Intelligence Maturity. Following this thought, it can be defined which profile has a strong analytical knowledge and the capability of being able to understand and solve Business Intelligence related questions and projects.

Íntelligence Management Model 2

The circles of the managers and employees in the chart above represent the current status of their technical knowledge, their visionary & strategical competence associated with their digital intelligence maturity.

Looking at this scenario it is obvious to see that profiles have to change and will change in the future. This brings many positive aspects with it, meaning more competence on more shoulders in order to act faster, decide smarter and drive profit quicker. Most likely, the characters will all (try to) move into the top right corner, meaning Digital Decision Makers. This is a positive aspect and would transform the company and the managers into relevant players within the future market. As you can also see, the circles vary in their size, meaning the pure digital intelligence maturity will either have to increase or will decrease, depending on the profile and job description.

Intelligence Management Model 3

With these positive aspects, also a challenging phase within the company moves along: internal competition, reliable internal transfer of technical knowledge, (too) narrow focus of digital strategies etc.

We will also be observing new positions and profiles popping up in this digital, data-dominated landscape: technical analysts as well as Chief Visionary Officers will join the stage of performance.

Intelligence Management Model 4

Zum Download des vollständigen Intelligence-Models: Intelligence Management Model