Experian-2019全球数据管理调查报告（英文）.docx

1、BBeennchcmhamrkaRrekportreport2019 Global data management researchTaking control in the digital ageMethodologyExperian conducted a survey to look at global trends in data management. This study looks at how data practitioners and data-driven business leaders are leveraging their data to solvekey bus

2、iness challenges and how data management practices are changing over time.Produced by Insight Avenue for Experian in November 2018, the study surveyed more than 1,000 people across four countries around the globe: The United States, the United Kingdom, Brazil and Australia. Organizations that were s

3、urveyed came from a variety of industries, including IT, telecommunications, manufacturing, retail, business services, financial services, healthcare, public sector, education, utilities, and more.A variety of roles from all areas of the organization were surveyed, which included titles such as chie

4、f data officer, chief marketing officer, data analyst, financial analyst, data engineer, data steward, and risk management. Respondents were chosen based on their visibility into their organizations customer or prospect data management practices.Benchmark report2019 Global data management researchTa

5、king control in the digital ageExecutive summary .4Section 1: Customer experience .6Section 2: Trust in data .10Section 3: Changing data ownership.14Conclusion and key findings .18Section 1Customer experienceSection 2Trust in dataSection 3Changing data ownershipTaking control in the digital age | Pa

6、ge 3Benchmark report2019 Global data management researchWe see, year after year, that despite our ambitions, many businesses fail to take full advantage of the opportunity that data can provide to improve customer interactions to increase business performance.Page 4 | Taking control in the digital a

7、ge Page 4 | Taking control in the digital ageBenchmark report2019 Global data management researchExecutive summaryWith companies facing increasingly complex data challenges that can determine the success or failure of their business, never has it been so important to have accurate and reliable data.

8、 Businesses encounter almost continuous disruption frequently driven by accelerated data insights and increasing regulatory pressure to improve transparency and ensure consumer privacy. Moreover, the modern consumer brings online expectations and digital demands, requiring companies to respond ever

9、faster and more granularly than before. One-to-one marketing has become the new digital experience.Companies not only have more data, but also greater access to the technology required to convertincreased volumes of data into meaningful, actionable insight. Yet, so many seem paralyzed. Why? The answ

10、er is simple: lack of control and poor data quality.Companies continue to see the importance of leveraging data to improve their customer experience, which remains the top strategic business driver.However, we see from the survey that companies are not achieving this strategic intention, and others,

11、 to the degree they deem necessary to be competitive.They struggle in two main areas: gaining timely access to all relevant data and in developing trust in the accuracy of their data. Organizations told us they suspect almost a third of their data is inaccurate, and 70% say they dont have the direct

12、 control over data that they need to impact strategic objectives - namely customer experience.We see, year after year, that despite our ambitions, many businesses fail to take full advantage ofthe opportunity that data can provide to improve customer interactions to increase business performance. Cu

13、rrent data infrastructure and management practices are often not set up to handle todays digital consumer, the volume of datagenerated, and the multitude of systems collecting the data, leaving users with inaccurate data and limited access. Consequently, they have been limited in their ability to le

14、verage new data talent, technology, and best practices that can help them gain the necessary insight to innovate and stay competitive.Our research this year explores these areas where businesses are feeling a lack of control. First, we look at how data directly impacts customer experience and why it

15、 is important for a department or practitioner to have immediate access and the ability to correct data to achieve that ever-elusive single customer view.Second, the survey considers what is driving poor data quality and resultant lack of trust. An astonishing 95% of respondents indicated that poor

16、data quality undermines business performance. Finally, the survey suggests that an overly centralized process is limiting the ability of business users access data, which is a large source of the quality problem.When it comes to data, it is important to remember that most businesses are grappling wi

17、th how to utilize this asset. By exploring these areas in more depth, we hope this research will shed light into best practices around leveraging data.Mike KilanderGlobal Managing Director Data Quality, ExperianTaking control in the digital age | Page 5Section 1Customer experienceEvery organization

18、can benefit from having an improved view of its customers. Now more than ever, customer experience is seen as competitive advantage and revenue driver. Our research shows that improving customer experience is a leading driver for creating a single customer view (SCV).While businesses want to better

19、understand their customers, the definition of SCV is up for debate. For most, as the research shows, a SCV can vary by department and largely depends on the needs of that part of the business. That can mean the view for finance might be different than that of the marketing department. While that may

20、 be the case, a large percentage of people still believe a SCV is one central repository for a consistent view across the business, and nearly one in five see it as an individual view based on individual needs.Even though the definition can vary, the vast majority of organizations face challenges in

21、 gaining insight into their customers. That is no surprise considering the number of data sources that are constantly changing acrossthe business. In fact, information overload tends to be the largest obstacle. The volume of information and thenumber of data sources is the leading challenge for 36%

22、of organizations respectively.Three key challenges impacting the abilityThebiggestcontributorstoalackofdataTtohdebliiver setxcc ellernibt uctuosrtsotoear leaxcpkeorfiednactaaccuracy in2017.30%poor data quality30%method of interaction changinglegacy systems or lack of new technology30%Respondents say

23、 SCV resides in.28%say it resides in a marketingautomation platformsay it is hosted with a service provider27%say it is in a data lake2 1% 42%sayin a central CRM98%of companies use data to improve the customer experience.Page 6 | Taking control in the digital ageThe biggest driver for achieving a SC

24、V The biggest contributors to a lack of data accuracy in 2017.Improve customer experience 42%Improve operational efficiency 38%Improve strategic decisions 37%Increase customer retention 36%Increase customer sales 36%Reduce costs 33%Benchmark report2019 Global data management researchCustomer experie

25、nce takes center stageKevin McCarthy, Director of Product Marketing, Data Quality, Experian NACustomer experience has been a staple for businesses for decades, but it is undeniable that the strategic importance of customer experience is at an all-time high. Its the number one priority for businesses

26、 over the next year, as cited by 53% of our survey respondents. This is significantly higher than objectives like reducing risk and gainingcost efficiencies, which could be considered operational in nature. As businesses continue to participate in an increasingly competitive and evolving digital mar

27、ketplace, customer experience is quickly becoming the key differentiator between brands. And the best avenue to improve customer experience is by using data.How data is used to improve the customer experience Organizations are working to improve the customer experience in a number of ways, such as b

28、y developing a better understanding of customers through data, surveying customers to measure satisfaction, and increasing personalization. While the need for data to power these uses is undisputable, data can also provide businesses with insights that can help them improve communications, better ha

29、ndle complaints, and improve delivery or fulfillment of products. Each of these efforts requires a vast repository of consumer data, and more than that, the data on hand must be high-quality, trustworthy, and paint a holistic view of each consumer.This flood of data into businesses is providing oppo

30、rtunities for better customer engagement, but it is not without risks. In fact, 69% of organizations agree that inaccurate data itself is undermining their ability to provide an excellent customer experience. This paradox illustrates the major challenge that organizations are grappling with. It also

31、 further highlights the additional challenges the study found, such as poor-quality data, the ways in which customers want to interact changing too frequently, the drag of legacy systems and a lack of new technology.Given that so many organizations are struggling under information overload, it is no

32、t surprising to see poor quality data top this list. We predict that data quality concernswill continue to plague organizations, in one way or another, until they can implement the right processes and technology to scale with modern data demands. What is surprising to see here is that changing custo

33、mer demandsare the second largest problem. This is tricky because most data management and governance programs arent flexible enough to account for the changing needs of the business. This really puts a spotlight on the third challenge here: inadequate technology that cannot scale or provide the req

34、uired flexibility to meet business evolution.Embracing the data challenge in a digitalised world | Page 7Taking control in the digital age | Page 7Benchmark report2019 Global data management researchWe understand that customer experience is paramount for businesses, the question of who is your custo

35、mer? is not an easy one to answer. Different departments may have different answers to that question based on what their needs are and the messages they are trying to get across. Marketing to a household may be very differentthan executing on bill collection to an individual. This is why there is so

36、 much debate around a single customer view or SCV today.Is a SCV good enough?The perception around SCV is changing. Some respondents believe it is based on individual departments, others believe there is one central repository, and still a few believe thata SCV is dependent on the individual needs o

37、f the user.For now, most single customer view programs reside in a single CRM; however, 29% of businesses say that there are different views of the customer across the business.This data shows we are moving in a direction of a contextual customer view more than a traditional, more technical single c

38、ustomer view. This new model directly impacts the need for technology to be flexible enough to morph its definitions based on the context of the business definition.Giving context to your SCVTodays emphasis on customer experience and SCV is indicative of the general trend toward the needs of the ind

39、ividual over and above the needs of the masses.Consumers want and expect (and take) things personally, and they have more ways than ever to communicate their pleasure, or displeasure, with a product or service.Getting an accurate view of the customer for the business is imperative in todays world, w

40、hich is why there is a renewed sense of urgency around these efforts.Regardless of how these businesses define a SCV, half of them believe that they have a SCV today, and another 38% plan to have a SCV in the next twelve months. What this tells us is that while businesses are relentlessly focused on

41、 understanding their customers, the needs of the business determine the granularity of that view.Page 8 | Taking control in the digital ageAchieving flexibilityBased on what we now know about the evolution of SCV, organizations need to consider the people, processes and technology around developing

42、a better understanding of the customer to achieve the contextual view the business requires, without compromising accuracy.Cultivate the right talentThe people who can speak in both a data and business language are going to be criticalin bridging the gap between technically achieving a SCV and drivi

43、ng the requirements of the business. Data analysts, data engineers, and data scientists are emerging roles that are bridging the gap. Collaboration among this trio of individuals (IT, Business, Data) will be the key to ongoing success.Account for contextProcesses around data will need to be structur

44、ed enough to build trust in the results, but flexible enough to modify those results based on the context of the data usage. This could not be more applicable than in the construct of SCV, or as weve described, a contextual customer view.Buy technology for allTechnology will need to be modern, modul

45、ar, and manageable. This means that IT needs to feel comfortable with technology choices that fit into their current stack as a seamless component. Additionally, the business units have to feel comfortable interfacing withthe software to plug in their own (often departmental) data rules, transformat

46、ions, and logic to provide a holistic and contextual view of their pool of data.Benchmark report2019 Global data management researchTodays emphasis on customer experience and SCV is indicative of the general trend toward the needs of the individual over and above the needs of the masses.Taking contr

47、ol in the digital age | Page 9Section 2Trust in dataData has become the key driver for critical business initiatives. As such, organizations need to become serious about managing their data as an asset. Trusted data enables businesses to make more informed decisions, foster profitable relationships with consumers, accelerate innovation, and gain competitive advantage.However, trusted data is not a reality for most businesses. On average, organizations suspect 29% of current customer/ prospect data is inaccurate in some way. Information is often incomplete, sp