Post by account_disabled on Dec 19, 2023 23:45:23 GMT -6
Quick audit of the main local resellers: domain authority, search traffic, the resellers' online business. The client receives a summary document of 3/5 pages per country, but above all a global summary table which allows him to have a view of the 16 families in 12 countries in a single image that fits on 1 power point slide. In 1 image, we have everything. The customer knows for each country what the level of average monthly demand is by product family. A color code: 2 levels of green, 2 levels of yellow and red each time indicate competitive intensity. The client can therefore quickly decide on an approach by country or by family or a cross-approach.
He can also know which product to start with for each geographic area. And if he makes a choice “by family”, decide Email Data which country to start with. Usefulness of data What I wanted to show with this real customer case from the end of 2019 is that data is a fantastic decision-making tool. It's not a decision. The data doesn’t decide anything. It fuels the decision. As a former intelligence officer client told me, it’s “intelligence for action”. I haven't found a better definition. As I have already written: we don’t care about the data . The data alone, by itself, we don't care. This is of no interest. 2 possible uses First possibility: data drives strategy. It's simple: the data says what to do and we therefore go where the data goes.
We will start with the country where demand is strongest and competition weakest to have the best leverage. Second possibility: data serves strategy. Data is good, but the company has objectives, an ambition, a 5 or 10 year plan. Leaders have desires and even whims. Never mind. The plan remains the plan and the data will indicate how best to deploy it, that is to say how to have the best potential leverage effect. Just because the data shows there is an opportunity doesn’t mean we should do it. When I had a mission for a private management company, it emerged that real estate products “sponsored” by the state were an interesting opportunity for visibility and lead capture for my client. However, the house policy was clear: we do not sell real estate supported by a government measure. It is obvious not the data that won but the guideline of the leaders.
He can also know which product to start with for each geographic area. And if he makes a choice “by family”, decide Email Data which country to start with. Usefulness of data What I wanted to show with this real customer case from the end of 2019 is that data is a fantastic decision-making tool. It's not a decision. The data doesn’t decide anything. It fuels the decision. As a former intelligence officer client told me, it’s “intelligence for action”. I haven't found a better definition. As I have already written: we don’t care about the data . The data alone, by itself, we don't care. This is of no interest. 2 possible uses First possibility: data drives strategy. It's simple: the data says what to do and we therefore go where the data goes.
We will start with the country where demand is strongest and competition weakest to have the best leverage. Second possibility: data serves strategy. Data is good, but the company has objectives, an ambition, a 5 or 10 year plan. Leaders have desires and even whims. Never mind. The plan remains the plan and the data will indicate how best to deploy it, that is to say how to have the best potential leverage effect. Just because the data shows there is an opportunity doesn’t mean we should do it. When I had a mission for a private management company, it emerged that real estate products “sponsored” by the state were an interesting opportunity for visibility and lead capture for my client. However, the house policy was clear: we do not sell real estate supported by a government measure. It is obvious not the data that won but the guideline of the leaders.