Google Cloud Platform Case Studies The Economist gets Data-driven

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	The Economist gets Data-driven Google Cloud Platform

The Economist gets Data-driven

Google Cloud Platform

Technology Category	Analytics & Modeling - Real Time Analytics Infrastructure as a Service (IaaS) - Cloud Computing Platform as a Service (PaaS) - Data Management Platforms
Applicable Functions	Business Operation Sales & Marketing
Services	Cloud Planning, Design & Implementation Services Data Science Services
Challenge	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. Read More
About Customer	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. Read More
Solution	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. Read More Log in to view content
Contents

Technology Category

Analytics & Modeling - Real Time Analytics

Infrastructure as a Service (IaaS) - Cloud Computing

Platform as a Service (PaaS) - Data Management Platforms

Applicable Functions

Business Operation

Sales & Marketing

Services

Cloud Planning, Design & Implementation Services

Data Science Services

Challenge

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.

About Customer

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.

Solution

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.

Impact #1	The entire company is now data-driven. Stakeholders gather their own insights using intuitive dashboards and visualizations to drive more informed decision-making.
Impact #2	Teams listen and learn from customers to determine the next best product offering.
Impact #3	Personalized content, multichannel marketing, and programmatic advertising are more informed and foundational to the business.

Impact #1

The entire company is now data-driven. Stakeholders gather their own insights using intuitive dashboards and visualizations to drive more informed decision-making.

Impact #2

Teams listen and learn from customers to determine the next best product offering.

Impact #3

Personalized content, multichannel marketing, and programmatic advertising are more informed and foundational to the business.

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Overview

The Economist gets Data-driven

Operational Impact