{"id":122980,"date":"2014-12-04T21:15:48","date_gmt":"2014-12-05T05:15:48","guid":{"rendered":"http:\/\/tonyzambito.com\/predictive-marketing-planning-persona-based-strategic-narratives\/"},"modified":"2014-12-04T21:16:52","modified_gmt":"2014-12-05T05:16:52","slug":"beyond-predictive-marketing-planning-with-persona-based-strategic-narratives","status":"publish","type":"post","link":"https:\/\/customerthink.com\/beyond-predictive-marketing-planning-with-persona-based-strategic-narratives\/","title":{"rendered":"Beyond Predictive Marketing: Planning With Persona-Based Strategic Narratives"},"content":{"rendered":"

\"Re-Imagine\"In a recent interview, one of the world\u2019s most compelling management consultant, Tom Peters<\/a>, responded to a question related to what is missing from today\u2019s discussion about management. In classic as well as vintage Tom Peter fashion, he responded:<\/p>\r\n

\u201cMy real bottom-line hypothesis is that nobody has a sweet clue what they\u2019re doing.\u201d<\/em><\/p>\r\n

He went on to say we, in business, should be trying things out at an insanely rapid pace as a result. It is fair to say in the world of marketing, what has been taking\u00a0place is trying things out at a rapid clip. One of those things has been taking a mountain of data and attempting to get predictive with it. The hopeful potential being buyers will leave a trail of data, which leads to non-miss insights on how to convert into a steady revenue stream.<\/p>\r\n

Here is a brief clip of the always thought-provoking as well as entertaining Tom Peters with an emphasis on developing people and talent:<\/p>\r\n\r\n

Analytics Overload<\/strong><\/p>\r\n

Recently, in working with a senior leader in marketing for a high-tech firm, we reviewed a two hundred-page slide deck on analytics pulled from their CRM, Marketing Automation, Sales Automation, Social Media, and Web Analytics Platforms. Basically, for the individual and myself, we ended up saying the same thing Tom Peters did after taking a recent 18 months hiatus to read recent business books:<\/p>\r\n

\u201cI am more confused than when I started.\u201d<\/em><\/p>\r\n

It was a case of classic analytics and data overload. My hunch is this scene is being repeated in conference rooms all over the United States and the world. We have had a precipitous rise in data over the past five years. Inundating executives with analytics overload. A case can be made, for some; they have proven to be very helpful in shaping future strategic direction in marketing. While, an equal case can be made such analytics overload has caused even more confusion and paralysis in what to do next.<\/p>\r\n

Too Busy Forecasting Instead Of Strategy Making<\/strong><\/p>\r\n

The rise in data-driven analytics, especially in marketing, may be causing marketing executives to confuse forecasting with strategy making. Scoring mechanisms for website visits and leads have placed marketing executives in the role of attempting to forecast the next bundle of leads and sales. If CMO\u2019s are not careful, they can find themselves becoming a forecasting magnet akin to playing blackjack in Las Vegas. As we all know having a seat at the blackjack table does not last long. Which could be the same case at the senior management table if forecasting is overemphasized.<\/p>\r\n

What marketing executives should be concerned about is customer strategy making. Helping the organization to develop a more refined and intimate view of its customers. Constructing narratives about existing customers and future buyers, which guide the organization\u2019s strategic direction towards fulfilling customer goals and needs.<\/p>\r\n

Focus In On Strategic Marketing Narratives<\/strong><\/p>\r\n

In order to effectively plan as well as secure resources to deliver on a plan, marketing executives should focus on developing strategic marketing narratives. Recognizing, as mentioned above, strategy is distinct from forecasting. This perspective does not mean forecasting is unimportant. However, it does mean without strategic narratives, forecasting will lack context and be far from accurate as opposed to within reason.<\/p>\r\n

How can marketing executives focus in on and deliver compelling strategic marketing narratives? Here a few suggestions to consider:<\/p>\r\n