下载PDF
The Economist gets Data-driven
技术
- 分析与建模 - 实时分析
- 基础设施即服务 (IaaS) - 云计算
- 平台即服务 (PaaS) - 数据管理平台
适用功能
- 商业运营
- 销售与市场营销
服务
- 云规划/设计/实施服务
- 数据科学服务
挑战
The Economist Group, a longstanding media company, faced the challenge of adapting to the digital age. With the addition of apps, web content, social media, blogs, debates, and audio/video programs, the company struggled to tie together the customer experience across all these platforms. They had numerous disconnected operational data sources, each telling a different story about the customer journey. This left The Economist Group with few insights into how to maximize revenues, determine the best steps for moving the company and products forward, entice advertisers, and deliver exceptional customer satisfaction.
关于客户
The Economist Group, established in 1843, is a longstanding leader in the media industry. Originally a print magazine or newspaper publication, The Economist Group has had to reinvent itself in the digital age. They have expanded their offerings to include apps, web content, social media, blogs, debates, and audio/video programs. However, the expansion of their media properties has led to a disconnect between the company and their customer base. The company was left wondering how to better optimize services to customer preferences.
解决方案
The Economist Group decided to consolidate its customer data sources into Amazon Redshift, a cloud-based data warehouse. They started with just three data sources—web and app events, CRM, and marketing automation. Once the data was consolidated, they used Looker, a data analytics platform, to uncover real-time insights about customers and their preferences. The company began working with different departments to discover their data pain points and expand efforts from there. The goal was to analyze the value each team contributed to the overall business, and then expand efforts from there. The company set up a five-year plan and a proof-of-concept (POC) called REVEAL, starting with its customer acquisition team.
运营影响
