Could you tell us a little about Adverity and how it can help organizations?

Advanced data analysis is more accessible to a wider range of companies than ever before. We are proud to be among the innovators who made this happen.

As early as 2015, Adverity was founded to help any organization make quick and easy decisions based on insights. Today, our solution allows brands, agencies and organizations to maximize value using data. By democratizing leading marketing technologies, we have helped to level the playing field between small and corporate businesses.

What the platform is doing is turning isolated data into a unified, reliable and applicable image. How this is achieved is rooted in the interconnected infrastructure and intelligent capabilities of our fully owned end-to-end system. By automatically integrating data from multiple sources, it reduces the complexity of omnichannels and allows marketers to get a complete picture of their real-time performance and return on investment – or what we call the “single source of truth”.

How do you think the data is reshaping the role of the CMO?

After a decade of adaptation, CMOs can expect more from the same. Although it has accelerated in the last few years, digitalisation has already changed its role – stimulating endless waves of emerging channels and platforms, but also more opportunities for effective business management.

Using more intelligent tools, they can conduct large-scale campaigns, apply holistic real-time measurement, and power intelligent in-flight corrections. Although the improved ability to demonstrate their impact on the end result rightly gave the CMO a seat on the board, this also added more pressure. Today’s CMOs face high expectations for accurate reporting and multitasking efficiency, which are expected to grow as the marketing environment continues to become increasingly complex.

CMOS must become the master of both data and strategy. Ensuring a constant flow of up-to-date intelligence is part of this, as is moving away from cumbersome inherited practices. But it will be just as important to focus on flexible data use. Adopting a scientific mindset is vital for CMOs to move forward through testing and learning, and most importantly, to listen to what the data tells them about the next best move.

How can automation cause a renaissance of creative content?

The most obvious advantage of automation is its potential to save labor. Our research shows that manual disputes are the most important top challenge for marketing departments while 43% CMO says teams spend more time retrieving data in one place than using it.

Automating these processes will free teams to be more creative. Instead of arranging data in order and pouring it across spreadsheets, they can focus on building an inspiring creative that sets them apart from rivals and engages their target audience. In fact, we have seen companies win back 80% of their time through automation, in addition to making great long-term cost savings.

Then there are the strategic gains. With effective analytics that identify what works (and what doesn’t), teams can refine content and streamline channels that perform well. This will reduce the risk, wasted supplements and situations such as starting the right campaign – at the wrong time. We are on the brink of an improved creative renaissance, with a new kind of intelligence leading the way.

What skills does a modern marketing team need?

Teams must have the capacity to use data as an asset that allows them to increase their productivity, make more insightful choices, and find the best path to optimal results. What appears to be for individual companies will naturally vary, but at a basic level CMOs will need to ensure that their teams have the knowledge to process and apply different data.

This usually involves a combination of robust data and technology literacy that prepares all employees to handle data and sophisticated tools with confidence. There are a few things that are more frustrating than immersing resources in new solutions and then not being able to use them. But as the complexity of omnichannels increases, an internal data champion may be needed.

We are beginning to see a new role emerge with 73% from the CMO committed to introducing a marketing operations position to their team. Taking over the management of technology stack coordination, data quality monitoring and analysis power, this new publication will help remove barriers and maintain the smooth use of data.

What advice would you give to companies that want to attract and improve marketing talent?

Don’t let the balance of talent management deviate too far from hiring. As the demand for sharper digital and data skills grows, companies can be forgiven for thinking that the easiest way to build the skills they need is to recruit. However, in our latest CMO study, 66% find it more difficult to hire new data staff than to increase the skills of their current team.

So, while recruiting remains a key priority, marketers also need to invest in training. The Deloitte study shows almost one of four (36%) companies with more qualified staff are now rated as “masters” or “advanced” on the data maturity scale – showing clear benefits for the company. However, let us not forget the individual people. Many retailers will be patient to advance and improve their own data skills and will prefer companies that invest in this trip.

To what extent do you think the CMO should take the data revolution more seriously?

Each one strategic focus in our 2022 Marketing Status Report depends on the data: from audience building to precise targeting and reporting of campaigns. Senior executives know that data will play an integral role in achieving short-term goals and maintaining their competitive advantage.

But the study also reveals an important area that they don’t take as seriously as they should: the practical work of data. Where 63% from the CMO say they make data-based decisions half (47%) believe that they do not have recommendations based on data needed to improve productivity and 34% they don’t even trust their own data. Combined with the findings that 58% from the teams are still building reports in spreadsheets and a huge number 77% have not yet reached a unified notion of productivity, it is clear that there is a significant gap between perceived ability and true data maturity.

CMOs cannot ignore the basics of good data organization. Before they can begin to flex their muscles for data, they need to pay more attention to building the basics for good data use.

What are Adverity’s plans for next year?

The ambition to transform marketing with increasingly intelligent and accessible analysis has never been realized. In addition to improving predictable capabilities that will allow marketers to create forward-looking strategies, we are continually improving the components of our stack for greater efficiency.

What keeps us up to date is to live by our values. We believe that transparent top-down communication and a clear shared vision are paramount to ensure that every member of the team feels involved and motivated. This mantra has allowed us to continue on our growth trajectory – doubling in size over the last few years – while maintaining our culture as Adverity sets its goals even higher.

Harriet Durnford-Smith, CMO, Adverity, will take part in a panel discussion entitled “Rethinking the Role of CMO” at DMWF Global on June 29. Join the CMO panel to find out what key changes and challenges the current CMO poses in the coming years. For more details visit DMWF Global Website.

Tags: Trouble, data

Harriet Durnford-Smith, Adverity: How data is impacting modern marketing

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