Architecting experience a marketing science and digital analytics handbook

Architecting Experience A Marketing Science and Digital Analytics Handbook 9607hc_9789814678414_tp.indd 13/8/15 9:33 am Advances and Opportunities with Big Data and Analytics (AOBDA) Series Editor:  Russell Walker (Northwestern University, USA) Published: Vol 1: Architecting Experience: A Marketing Science and Digital Analytics Handbook by Scot R Wheeler Philly - Architeching Experience.indd 19/11/2015 4:06:20 PM Advances and Opportunities with Big Data and Analytics Architecting Experience A Marketing Science and Digital Analytics Handbook Scot R Wheeler Medill-Northwestern University, USA World Scientific NEW JERSEY • LONDON 9607hc_9789814678414_tp.indd • SINGAPORE • BEIJING • SHANGHAI • HONG KONG • TAIPEI • CHENNAI • TOKYO 13/8/15 9:33 am Published by World Scientific Publishing Co Pte Ltd Toh Tuck Link, Singapore 596224 USA office: 27 Warren Street, Suite 401-402, Hackensack, NJ 07601 UK office: 57 Shelton Street, Covent Garden, London WC2H 9HE Library of Congress Cataloging-in-Publication Data Names: Wheeler, Scot R Title: Architecting experience : a marketing science and digital analytics handbook / Scot R Wheeler, Medill-Northwestern University, USA Description: | Series: Advances and opportunities with big data and analytics; | Includes bibliographical references and index Identifiers: LCCN 2015028389| ISBN 9789814678414 (hardcover : alk paper) | ISBN 9814678414 (hardcover : alk paper) | ISBN 9789814725651 (softcover : alk paper) | ISBN 9814725651 (softcover : alk paper) Subjects: LCSH: Communication in marketing | Digital media Classification: LCC HF5415.123 W48 2016 | DDC 658.8/02 dc23 LC record available at http://lccn.loc.gov/2015028389 British Library Cataloguing-in-Publication Data A catalogue record for this book is available from the British Library Copyright © 2016 by World Scientific Publishing Co Pte Ltd All rights reserved This book, or parts thereof, may not be reproduced in any form or by any means, electronic or mechanical, including photocopying, recording or any information storage and retrieval system now known or to be invented, without written permission from the publisher For photocopying of material in this volume, please pay a copying fee through the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, USA In this case permission to photocopy is not required from the publisher In-house Editor: Philly Lim Typeset by Stallion Press Email: enquiries@stallionpress.com Printed in Singapore Philly - Architeching Experience.indd 19/11/2015 4:06:20 PM 9”x6” b2242   Architecting Experience: A Marketing Science And Digital Analytics Handbook Contents About the Author viii Introductionix Chapter The Foundations of Personalization ONE 1.1 The New Business Value: Analytics Increase Relevance 1.2  Introducing the “Demand Chain” 1.3  The Customer Journey 1.4  Research and Analytics 16 Chapter Strategy, Technology, Science & Art TWO 2.1  Paid, Earned, or Owned Breakdown 2.2  The Changing Nature of Marketing Data 2.3 The Fundamental Analytics Architecture: The Analytics Pyramid 37 Chapter The Applied Digital Analytics Playbook THREE (ADAP) Part One 49 3.1  ADAP Section One: Problem Definition 3.2  ADAP Section Two: Solution Definition 21 26 32 50 55 v b2242_FM.indd 11/27/2015 12:48:13 PM b2242   Architecting Experience: A Marketing Science And Digital Analytics Handbook 9”x6” viContents Chapter The Changing World of Owned Media FOUR 4.1 Web Architecture & Web Data Collection 4.2  Client-side Tagging 4.3  Tagging Design & Deployment 4.4  Mobile Marketing 4.5  Email Marketing 4.6  Introducing Cookies 4.7  Applying Owned Channel Metrics Chapter Earned Media: Organic Social & SEO FIVE 5.1 History 5.2  Organic vs Paid Social Media 5.3  Organic Social Media Strategy 5.4 Inbound Organic Social Data Sources for Key Objectives 5.5  Applying Social Metrics 5.6  Search Engine Optimization 73 79 87 95 96 102 105 115 115 119 121 123 127 146 Chapter Paid Media Analytics SIX 6.1  Digital Paid Media Touch-points 6.2  The Paid Media Ecosystem 6.3  Targeting & Retargeting 6.4 DSPs and Programmatic Real-time Bidding (RTB) 168 Chapter Testing & Optimization Marketing SEVEN Automation Attribution 173 7.1 Prescriptive Analytics: Testing & Optimization 7.2  Marketing Automation 7.3  Cross-channel Attribution b2242_FM.indd 71 151 152 153 159 173 187 196 11/27/2015 12:48:13 PM 9”x6” b2242   Architecting Experience: A Marketing Science And Digital Analytics Handbook Contents vii Chapter Data Management, Models, and Algorithms EIGHT 8.1 The Applied Digital Analytics Playbook (ADAP) Part Two 8.2  Data Mining & Data Visualization 8.3  Predictive Analytics & Machine Learning 199 199 205 208 Chapter The Cultural and Organizational NINE Impact of Data 221 9.1 Visualization 9.2 The Information Society: Media Cycles & Feedback Loops 9.3 Organizational Change for Effective Digital Analytics 221 229 Conclusion 263 250 Index267 b2242_FM.indd 11/27/2015 12:48:13 PM b2242   Architecting Experience: A Marketing Science And Digital Analytics Handbook 9”x6” About the Author Scot Wheeler is a leader in digital analytics delivery, overseeing a team which develops consumer intelligence, prospect conversion propensity scoring, crosschannel performance evaluation, environmental trend analysis, testing, targeting and optimization, and predictive modeling for budget allocation and response forecasts He is also an adjunct lecturer in Northwestern University’s Master’s Degree program in Integrated Marketing Communications, where he teaches Digital Analytics and Statistics Scot received his MBA in Strategy, Finance and Marketing from Northwestern University’s Kellogg School of Management Prior to his current roles, Wheeler was Group Director of Marketing Science for the digital agency Critical Mass Before that, he ran product development, marketing and sales for the social media analytics platform Evolve24 Wheeler’s professional background spans a variety of technology, consulting and agency roles From his start in software development, Scot’s 20 years of experience at the intersection of technology and marketing includes work with Yahoo!, GE, Electronic Arts, AT&T, MasterCard, State Farm, USAA and HP viii b2242_FM.indd 11/27/2015 12:48:14 PM 9”x6” b2242   Architecting Experience: A Marketing Science And Digital Analytics Handbook Introduction In the Integrated Marketing Communications approach taught at Northwestern University, the consumer is placed at the center of all marketing practice Unfortunately, this customer-centricity is not always as common in practice as it should be in the real-world of digital marketing In actual practice, brands often place concern for awareness of their message at the center of their marketing practice, and much “digital strategy” is simply an effort to ensure consistent branding and “messaging” across digital channels However, any digital marketing practice that is focused on brand message and structured primarily by channel and function (the paid media team, the social media team, the web team) will typically fail to create a truly integrated and relevant experience as a consumer moves across digital channels The capability to capture and use data from any consumer’s digital engagement, and the growing expectation for content personalization that consumers have as a result (beginning with each user’s Amazon and Netflix experience), means that the disconnection of data across channels will be felt by the user and will adversely impact their experience with the brand Conversely, the effective collection and connection of data across channels will play a significant role in creating and maintaining brand relationships with the digitally embedded consumer ix b2242_FM.indd 11/27/2015 12:48:14 PM b2242   Architecting Experience: A Marketing Science And Digital Analytics Handbook 9”x6” x Architecting Experience Thus, the question this book sets out to answer is the biggest question facing digital marketers today: how I deliver content and experience around my brand that is relevant enough to drive engagement in the user’s current context? The quick answer to this is of course through the application of data and analytics to drive highly relevant, contextual targeted content and adaptive experience, but since this answer is not as easy to achieve as it is to say (and it is a mouthful), this book has been designed to help you develop the understanding and skills required to make this happen The path to delivering relevant, contextual and even adaptive digital experiences is not one for the marketer to walk alone, and this book will explore the relationships that must emerge between marketing, technology, research and operations to bring about truly effective 21st digital experience delivery At the end of the day however, the envisioned reader of this book has the strongest interest in the marketing perspective on these conversations, with a 21st century marketing mindset that understands marketing as innovation and technology driven customer-centric relationship building for long-term customer value versus message dissemination for the masses myopically focused on driving business transactions above all else Digital communications long-ago turned mass-media on its head, a fall from which mass-media as the top effective communications form will never recover In a world with a seemingly infinite amount of content and scores of methods for consuming that content, communication today is about appealing to individuals, person by person, and appeal requires relevance b2242_FM.indd 10 11/27/2015 12:48:14 PM b2242   Architecting Experience: A Marketing Science And Digital Analytics Handbook 9”x6” 254 Architecting Experience Of course, finding these unique insights will not happen until we begin to understand how our preexisting mental models, biases or heuristics are limiting our perspective, and until we recognize that we ourselves need to change for the system to change Nowhere is this truer than for managers in a business that is looking to become more data-driven In such an environment looking to undergo organizational change, not only is the manager challenged in the implied shift of their role from ‘answer definer’ to ‘question asker’, but they will also be tasked with guiding the organization’s ability to find ‘non-obvious sources of high leverage’ in the data, and to apply these to achieve results Engendering systems thinking is the place to start For an understanding of how to begin this process, we turn to a second MIT professor — Otto Scharmer, a Senior Lecturer at Sloan School of Business and co-founder of the Presencing Institute, the origin of Theory U Theory U The success of an intervention depends on the interior condition of the intervener — Bill O’Brien, CEO, Hannover Insurance The quote is provided within Otto Scharmer’s book Theory U: Leading from the Future as it Emerges, and perfectly summarizes his underlying message Scharmer shares Senge’s view of environments in need of change as systems that have been built and maintained by the very people who need to make the changes, and the related importance of each individual’s recognition of their role in (re)structuring the systems of which they are a part The underlying b2242_Ch-09.indd 254 11/27/2015 12:47:23 PM 9”x6” b2242   Architecting Experience: A Marketing Science And Digital Analytics Handbook The Cultural and Organizational Impact of Data 255 principle of Scharmer’s Theory U is that positive change can only emerge when individuals stop ‘downloading’ from the existing system and instead begin to use new information and creativity to start bringing the best possible future into the present, a process he calls “Presencing” This concept of Presencing is grounded partly in the requirement captured in the quotation that starts this system; the requirement that individuals who hope to intervene for good in their systems must be consciously present within those systems to take the first step away from the default state of downloading, which can also be thought of as acting reflexively from the familiarity, social proof and escalation of commitment heuristics described earlier in this chapter Recognizing and addressing the heuristics, filters and biases that shape the perspective of each of us as individuals in our environment is a key first step to enacting the type of change that will transform our organization to be more “data-driven” and able to act on unexpected insights Scharmer’s Theory U also provides a nicely structured understanding of the organization, and the organizational life of individuals that provides context around the manifestation of our collective internal conditions into the external conditions we perceive as a system Scharmer outlines three layers of organizational life that collectively compose what we think of as the ‘system’ in an organization: Objective Structures: This is the dimension of the organization as defined by the organization chart, and structured through established tools and processes b2242_Ch-09.indd 255 11/27/2015 12:47:24 PM b2242   Architecting Experience: A Marketing Science And Digital Analytics Handbook 9”x6” 256 Architecting Experience Enacted Structures: This is the dimension of the organization as defined by informal social networks While the objective organization dictates ‘who is in charge of what’, the enacted structure tends to determine how things actually get done This structure is where ‘who you know’ matters more than your position in an org chart, and ‘what you know’ matters more than your defined job function Personal Sources of Enactment: This is the foundation of the organization, and the source of all activity in the enacted structures and systems described above This is the position from which each individual in the organization takes action, and is defined by the collective perspectives, attitudes, biases and filters of each individual in the organization When filters and biases are high, perspectives are narrow, and attitudes lack energy and positivity, the organization will be inflexible and resistant to the change it will sorely need Because so much activity inside organizations is guided by heuristics and processed through filters, any proposed change that might result in a need to leave this comfort zone will be perceived as a threat unless, (1) it is offered with context that links the change required by each individual to a bigger picture vision of an organizational outcome, and (2) solves something that these individuals agree needs to be solved The “U” in Scharmer’s Theory U is essentially a ‘U-turn’ for individuals and the way they work within and perceive their organizations The shape reflects a process of ‘diving-down’ to a point of deep understanding of oneself and one’s role in generating the b2242_Ch-09.indd 256 11/27/2015 12:47:24 PM 9”x6” b2242   Architecting Experience: A Marketing Science And Digital Analytics Handbook The Cultural and Organizational Impact of Data 257 present of the organization, then building back up on the other side of this process to ultimately act as the embodiment of a new and better way of organizational work On the left, or downward sloping side of the “U”, there are four stages in shifting from the current state to a place of readiness for change The default state of organizational awareness is “Downloading/Conforming” Here the individual speaks from what is expected/learned This is clearly the antithesis of an analytical and data-driven mindset and environment True analysts will not well in this environment, and data or analysis that contradicts the established conformity will be rejected without reason The first level of awareness deepening is to “Debate/ Confronting” Here the individual begins speaking from what they think While this type of awareness is at least capable of diverging from other views, for each individual acting from this position, it is very unidirectional and defensive; their thinking and perspective flows out into the organization, but little is let back in to shape or transform their beliefs Heuristics and biases still rule the day in this world, they are simply less shared An analyst who can only present what they think and cannot hear other perspectives will be limited in the value of insight they can deliver A manager who thinks this way will use data when it supports their position, and reject data when it does not The next level of awareness is one of “Dialogue/ Relating” Here the individual understands that they are part of a system, and speaks from the standpoint of seeing themselves as part of the whole This is b2242_Ch-09.indd 257 11/27/2015 12:47:24 PM b2242   Architecting Experience: A Marketing Science And Digital Analytics Handbook 9”x6” 258 Architecting Experience clearly a much more productive position for all involved Analysis produced from this perspective will be cognizant of the needs of others and the system as a whole, and as such will be more valuable to all Managers who work from this perspective tend to be focused more on enabling the best options even if they come from others versus constraining activity to only those ideas which come from them In this environment, data and models that point out a better direction will be accepted and utilized The deepest level of awareness is “Presencing/ Connecting” Here the individual is not afraid to speak from what can emerge, and to enable and join a flow of ideas and creativity across the organization Analysts who can work from this position will regularly produce insights that are welcomed as perceptive, creative and able to help drive innovation and progress in the organization Managers who work from this perspective are allowing their organizations to create a sum that is greater than its parts Data and models are welcomed if they resolve the need to spend energy and effort on something that is just as easily or better managed algorithmically, and accordingly free up the organization’s thinking for more creative pursuits When a critical mass of influential individuals in an organization have collectively reached the presencing level of awareness, the organization is certainly ready to become data-driven, and to make the most of that readiness in terms of quickly developing creative responses to the ‘non-obvious sources of high leverage’ that a readiness for continuous discovery enables But not all organizations have achieved a level of dialogue or presencing that makes them ready to b2242_Ch-09.indd 258 11/27/2015 12:47:24 PM 9”x6” b2242   Architecting Experience: A Marketing Science And Digital Analytics Handbook The Cultural and Organizational Impact of Data 259 go where the data tells them to go So how can a reader of this book begin to initiate change in their own perspective, and then in their organization, to become able to find and apply insights from data? Leadership and Change In his book, Leading at the Speed of Change, Darryl Connor defines the roles that people in organizations will take around any sort of organizational change As explored above, there will typically be a large contingent who are initially resistant to change When it comes to change related to data and the transformation to more data-driven practice, the likely first line of resistance will come from the “Targets” of change, the managers who are responsible for the current system of data utilization, and the teams that are accustomed to doing their daily work within in that system This latter group is also the first group that is likely to spawn advocates for change as the benefits of the potential change are defined, and those individuals capable of dialogue and presencing begin to envision a better system as a result of the change As Connor has observed, there are typically three other roles working to enact the change for the Targets of change “Sponsors” are the formal leaders in the organization who provide political capital and resources in support of the change effort These are the individuals who can use organizational authority to mandate that the change should happen However, even with the contribution of mandate, time and budget, as systems are organic products of the individuals within them, mandates not become enacted simply based on their presentation by the b2242_Ch-09.indd 259 11/27/2015 12:47:24 PM b2242   Architecting Experience: A Marketing Science And Digital Analytics Handbook 9”x6” 260 Architecting Experience organizations formal leadership As Scharmer observed, there is an ‘enacted’ system in organizations underlying the formal structure with a set of relationships and informal processes that determine how things actually get done The role emerging from this enacted organizational structure is the “Advocate” for change Even with strong sponsorship within the formal system of an organization, a change effort without Advocates in the enacted layer is sentenced to failure While formal authority provided by sponsors in leadership in critical for enacting change, support for change provided by advocates who fall within the Target population that will be most affected by the change is perhaps the most powerful form of advocacy for getting the idea for change off the ground and into practice People in organizations understand that they have to follow the letter of the law as dictated by the Objective structure, but without belief in the spirit of the law, this typically translates into going through the motions around a new ‘process’ that is viewed as an imposition, and is eventually abandoned due to a lack of results Advocates for change are those who believe in the spirit of the vision for change that underlies a managerial mandate, and who are able, through dialogue and presencing, to translate that vision into terms that can be appreciated by their peers The role that draws most heavily from the practices of ‘presencing’ to bring the future into the present through organizational change is the “Change Agent” Many of you reading this far into this chapter will be interested in taking on this role in an effort to help your organization begin utilizing some of the approaches to digital analytics outlined in this book, b2242_Ch-09.indd 260 11/27/2015 12:47:24 PM 9”x6” b2242   Architecting Experience: A Marketing Science And Digital Analytics Handbook The Cultural and Organizational Impact of Data 261 and hopefully the discussion in this chapter has provided you with guidance into how this may be accomplished As you seek to implement change, ensure you have Sponsorship, recognize your Targets, develop Advocates, and cultivate those Advocates into other Change Agents Use the ideas defined by Senge to shed light on the system, defining the problems of the system that most need to be addressed, and using data to find ‘non-obvious sources of high leverage’ that can be used to address them And use the ideas defined by Scharmer to establish a position of presencing in your ‘personal field of enactment’ to place the most creative power behind your effort to drive change, and to draw others as Advocates and supporting Change Agents into your cause Overcome Organizational Inertia We will end this chapter with some guidance on specific strategic and tactical considerations to make in efforts to build a more data-driven organization These questions return us to the “Data Applied” section of the ADAP, and may be asked and answered as a preface to that section In auditing the organization to prepare for change to a more data-driven structure, ask the following questions: • What data is used in the design and delivery of digital experiences? • What data is used in the evaluation and optimization of digital performance?  Where is communication design work being done from guesses or by rote process?  Is there data available that should be used but isn’t? b2242_Ch-09.indd 261 11/27/2015 12:47:24 PM b2242   Architecting Experience: A Marketing Science And Digital Analytics Handbook 9”x6” 262 Architecting Experience  Are there design or performance questions that need data that is not available?  Is performance viewed in business siloes versus integrated across channel, like the customer experience? As a Change Agent fueled with the creative power of a presencing mindset, seek to expand your new mindset to others Through the development of the ADAP, you will have made a giant step toward change by defining a data-analytics strategy that can become a part of collective dialogue To see the change through, ensure that Sponsors, Advocates and Targets — even initial resistors to change — have all contributed to the dialogue (which in the case of resistors will have been debate initially, but can become dialogue as they are engaged in that way) Finally, return to the principles for valuable analysis and visualization defined above to ensure you are building frontline capabilities that actually deliver the results that have been envisioned through the process of change While sophisticated analytics solutions will create opportunities to identify non-obvious areas of high leverage, these solutions must manifest in interfaces and visualizations that are so simple and useful that managers and employees will want to use them daily As you implement analytics, not allow the effort and investment be so heavily weighted towards models that frontline usage gets overlooked, since models and analytics are only truly valuable to the business when they can be used to drive positive results for the business and the consumer alike b2242_Ch-09.indd 262 11/27/2015 12:47:24 PM 9”x6” b2242   Architecting Experience: A Marketing Science And Digital Analytics Handbook Conclusion Thank you for taking the time to read and learn more about digital analytics and marketing science If this book has done its job, then the preceding pages have answered that key question facing you as a marketer: how I deliver content and experience around my brand that is relevant enough to drive engagement in the user’s current context? The answer begins with the documentation of business objectives, consumer objectives and the resulting marketing objectives to begin your Applied Digital Analytics Plan, and emerges from diligent consideration of the other foci of the ADAP: Defining the problems that data can solve; Identifying sources of data (existing and potential); Collecting, managing and analyzing data; Overcoming organizational and cultural inertia; Applying data and analysis to solve the problem; Evaluating the outcomes In evaluating outcomes, you will now be aware of the first rule of digital engagement: relevance drives results If the outcomes you evaluate through performance analytics are not performing as desired, you will look for ways to increase relevance through further application of data and analytics 263 b2242_Conclusion.indd 263 11/27/2015 12:47:50 PM b2242   Architecting Experience: A Marketing Science And Digital Analytics Handbook 9”x6” 264 Architecting Experience In evaluating the opportunities to increase relevance with data, you will look beyond simple performance measurement to evaluate the context around that performance, and to conduct research needed to augment that context You will form hypotheses that prescribe potential solutions and test how well those prescriptions deliver the desired results You will incorporate knowledge gained from context analysis, research and prescriptive analytics into predictive models, and ultimately you will allow those models to guide automated and adaptive experiences that use machine learning to optimize the efficiency and effectiveness of marketing delivery for each person you connect with, at each point of engagement You now have a very good base understanding of how to conduct data collection for owned, earned and paid channels, and you understand the value of planning and implementing experience designs and information technologies that connect data from each of these channels around a common ID that aligns interactions across channels and over time with each unique individual who engages in those interactions You also understand the challenges of making this unified data infrastructure work, but are prepared to work with partners in technology and across the business to define a realistic path toward achieving unified data and a cross-channel view of the customer In working across the organization to achieve this customer-centered data-driven approach, you are prepared to face resistance and inertia, and you are armed with an understanding of what creates such b2242_Conclusion.indd 264 11/27/2015 12:47:50 PM 9”x6” b2242   Architecting Experience: A Marketing Science And Digital Analytics Handbook Conclusion 265 resistance and inertia, and ideas for how to face and overcome negative heuristics and patterns of downloading with systems thinking and Theory U And in driving meaningful and relevant engagement with consumers, you are able to consider not just the content you are driving, but also the impact of the medium through which content is communicated You recognize that different channels have different impacts based on how their “hot” or “cold” nature aligns with the ‘temperature’ of the sub-culture(s) to which your audience belongs So, although you have reached the end of this book, you are just at the beginning of what will undoubtedly turn out to be a long and interesting journey as a champion for consumer-centered data-driven marketing As you follow the path that proceeds from these pages into your own next chapter, please stay connected via this book’s counterpart website (www architectingexperience.com) for access to supporting material (e.g the ADAP template), expanded thinking around this book, and to share your experiences and ideas with peers and colleagues Further Reading Connor, Daryl R (1993) Leading at the Speed of Change London: Random House McLuhan, Marshall (1965) Understanding Media: The Extensions of Man New York: McGraw-Hill Stasko, John (2013) The Value of Visualization…and Why Interaction Matters Presentation at the 2014 Euro­ graphics Conference on Visualization (EuroVis’14) June 9–13, 2014 Swansea, Wales, UK Available at: http://www.cc.gatech.edu/gvu/ii/talks/eurovis14capstone-stasko.pdf b2242_Conclusion.indd 265 11/27/2015 12:47:50 PM b2242   Architecting Experience: A Marketing Science And Digital Analytics Handbook 9”x6” 266 Architecting Experience Sage, Peter (1990) [2006] The Fifth Discipline: The Art and Practice of the Learning Organization [2nd ed.] London: Random House Scharmer, Otto (2007) Theory U: Leading from the Future as it Emerges San Francisco, CA: Berrett-Koehler Publishers Tufte, Edward (1983) [2001] The Visual Display of Quantitative Information [2nd ed.] Cheshire, CT: Graphics Press b2242_Conclusion.indd 266 11/27/2015 12:47:50 PM 9”x6” b2242   Architecting Experience: A Marketing Science And Digital Analytics Handbook Index A/B test, 174, 177, 178, 180 Application Programming Interfaces (APIs), 123, 125, 127, 131, 134–136, 138, 139, 142 Applied Digital Analytics Playbook (ADAP), 49, 50, 55, 69 Big Data, 32, 35, 130 campaign tagging, 84, 86, 100 Click-through Rate (CTR), 157, 158 Connor, Darryl, 259 cookies (web), 77, 78, 102 cool medium, 229, 237 Cost-per-Acquisition (CPA), 158, 159, 166 Cost-per-Click (CPC), 157 CPM, 156, 157 Customer Decision Journey (CDJ), 10, 15, 16 Customer Journey, Customer Relationship Management (CRM), 29, 30, 37 dark patterns, 183, 185, 186 data, 49, 50, 55, 56, 57, 154 Data Management Platforms (DMPs), 14, 28, 103, 105, 118, 154, 162, 170, 189, 190, 194, 207 demand chain, 7–9, 15 Demand Side Platform (DSP), 28, 46, 105, 154, 155, 170, 171, 191, 195, 204 Demographics, 199 Digital Data Stack, 26 Earned Media, 27 event tagging, 84, 86, 87, 90 extract, transform and load (ETL), 202 hot medium, 229, 231, 247 Integrated Marketing Communications (IMC), 15, 55 JavaScript, 74, 76, 77, 78, 83, 86, 92 267 b2242_Index.indd 267 11/27/2015 12:48:39 PM b2242   Architecting Experience: A Marketing Science And Digital Analytics Handbook 9”x6” 268 JavaScript Object Notation (JSON), 139 Key Performance Indicators (KPIs), 39–41 machine learning, 125, 126 marketing science, 21, 22, 26, 29, 38, 47 McLuhan, Marshall, 229–231 media, 2–4, 14, 19 middleware, 135 multivariate (MVT) testing, 174, 177, 182 neural networks, 211, 214–216 organizational change, 248, 250–252, 254, 259, 260 owned media, 26 page tagging, 92 page tagging (web), 94 Paid Media, 27 personas, 57, 58, 64, 69 programmatic marketing, see Real-time Bidding (RTB) 47, 171, 217 psychographics, 200 purchase funnel, 10 b2242_Index.indd 268 Architecting Experience Real-time Bidding (RTB) see programmatic marketing, 168, 169 Recency, Frequency and Monetary (RFM), 200 Retargeting, 164 Return of Investment (ROI) Return on Investment (ROI), 43, 45, 65, 68, 145, 148, 159 Scharmer, Otto, 254 Senge, Peter, 252 segmentation, 199, 200, 206 Stasko, John, 222 structured data, 117, 124, 125 systems thinking, 252–254 tag management, 92, 93 targeting, 152, 159 Theory U, 254–256 Tufte, Edward, 222 unstructured data, 124, 126 View-through Rate (VTR), 157 visualization, 205, 208 11/27/2015 12:48:39 PM