Headless CDP (Headless Customer Data Platform). Ever heard that term before?
Throw that into Google search. When I do, I get ads for CDP vendors (triggered from inclusion of term “cdp”) and ~75K non-relevant results.
This article is probably 3-5 years ahead if its time, but bear with me…
Let’s explore the history and recent evolution of the CMS (Content Management System). Many sources cite FileNet in 1985 as the first CMS. With the evolution of cloud and the proliferation of channels, CMS’s have evolved.
Most companies are now migrating towards a Headless CMS. Headless CMS is mainstream now; it has it’s own Wikipedia page and relevant Google results that go many, many pages deep on “What is a Headless CMS?”, “Why go Headless”, “Headless CMS vs. _________”.
The article ends with: “By allowing you to integrate with new technologies and applications as they come on the scene, a headless CMS is likely to be the longest-lasting solution in the history of content management systems”
Now replace the word “Content” with “Customer”. And replace “CMS” with “CDP”.
Imagine not having to worry about sending your data outside of your secured environments. Imagine adding as much data as you want, from any source, at your storage costs (no premium). Imagine experimenting and building models at your cloud computing costs (no premium).
They don’t call themselves a Headless CDP; after all, there’s no such thing.
But Syntasa addresses all the checks from the Headless CDP table above.
By allowing you to integrate with new technologies and applications as they come on the scene, a Headless CDP is likely to be the longest-lasting solution in the history of Customer Data Platforms.
Gartner’s 2019 Hype Cycle has CDP’s coming off the Peak of Inflated Expectations and doesn’t forecast it reaching the Plateau of Productivity for ~2-5 years …perhaps when Headless CDP’s are mainstream? Hmmm…
Headless CDP isn’t even a term, but I bet it will be soon. The evolution is easy to see.
Contrast: An example of Google’s amazing customer service
On Monday, Jan 7, 2019, I bought a round-trip ticket on united.com, as I’d done over a hundred times. It was a round-trip ticket from SNA-SFO for Thursday Jan 10, 2019 (first flight out in the morning, last flight back at night >> Reservation number DT5S2B).
I had a morning meeting in SF at 9:30am. The flight was scheduled to land at 8:23, but it usually lands earlier (as I mentioned, I’ve flown this flight many, many times).
This was a particularly important meeting, however. On Wed evening, I started to get concerned. Everything would have to be absolutely perfect for me to get to this meeting on time. I did not want to be late.
I explored what a car rental would cost to pick up at SNA and drop off at SFO. I could drive up Wed night and then just fly back Thurs. Car rental was only $35! I decided to do that to keep my mind at ease.
The meeting goes well and I carry on with my day. Again, I’ve flown this flight back many times as well and I’m Pre-Check, so I plan my arrival at SFO at 8:00pm; plenty of time.
Except, hmm, “My reservation can’t be found”.
How Customer Service Handled my Situation
I talk to a United agent. Apparently, since I skipped my morning flight, United cancelled my entire reservation. I had no flight back home! If I wanted to get on the flight, I’d have to buy a new ticket!
I skipped the morning flight. I did not ask for a refund. Don’t you guys, as a policy, oversell flights? Free money for you.
I’m calmly ask: “Your policy is to cancel my flight back without any notice to me?”
“That’s our policy, sir”, I’m told.
“Then, please refund me for the 2nd leg – that you cancelled without notifying me – and you can use those funds to buy the new ticket.”
“Sorry, you’ll have to call to book a new reservation. And you’ll have to request a refund through our website”
By this time, it’s about 8:10pm. The flight is boarding…
What I Did
It’s 8:30pm. There were no other flights out that night on other airlines. So, I did what I did the previous night. I rented a car to drive back home.
Having slept very little the previous night (from driving up) and enduring a long day, I was exhausted. But what choice did I have? I wanted to get home to my family.
I rented a car and started the drive down. It was dark and foggy a lot of the way. A lot of the time, I couldn’t see more than 20 ft in front of me. I had to stop several times to take cat naps.
I managed to get home safely at ~5:00am. What would normally be a 5.5 hr drive, it took me 8 hrs because of my breaks to sleep. Ugh.
Customer Service – 2nd Chance
On the drive home, I called United Customer Service. I asked to speak with a supervisor. I wanted to give them an opportunity to make good. My expectation was an apology and a refund.
Instead, all I received was a terse, “It is clearly stated in the policy”.
“Do you actually read the terms and services on websites”.
“Yes, I do sir”.
“So you’re saying that there is nothing you can do. I had to rent a car and drive in the middle of the night. I am never going to fly United again. You are losing a customer for life. You’re okay with this?”
“There’s nothing I can do”.
“Bye Bye, United”.
I then turned to Twitter and vented, tagging @United. They actually responded. Through private messaging though, they couldn’t call me. And they simply pointed me to the refund page on the website.
About an hour or two later, I called United back. I asked for a Supervisor. But got directed to the same one as earlier.
So frustrating. I’m done with United.
I will do everything I can to never fly United again.
Firstly, it’s an absurdly dumb policy!
Secondly, how am I supposed to know that they’d cancel?
This totally ruined my night. But I could imagine grander scenarios where this really really screwed someone else.
I went on United.com and started to book a flight. I had to see where this policy is stated.
The Terms and Conditions at the bottom are trivial.
There is a link for “fare rules and restrictions”, but look at this gobbly-goop. I mean, c’mon! A. Who’s going to click on this link? B. How is one supposed to decipher this?
So, I called United again. I wanted to find out where this policy existed.
I shared my story with the call center agent. I was very calm and apologetic to her, but I was adamant that she find me where this policy is stated.
I walked her through the booking process. We couldn’t find it.
She put me on hold.
“It’s stated on your receipt, in your email confirmation”.
I find the email: “It is? Okay, I have the email. Show me where. Show me where it states that if I don’t show-up, you cancel my whole itinerary”.
“Uh, please hold on again”
Several minutes later, she comes back: “It’s stated in Contract of Carriage”.
She comes back again: “It’s on the website on the link at the bottom of the site”.
And yes, there it is. A link at the bottom of the page to the Contract of Carriage.
A couple clicks through and you do see that Rule 5C:
So, yes, technically it’s there.
It’s still an absurd rule!
But really, CUSTOMER EXPERIENCE.
HOW THE FUDGE AM I SUPPOSED TO KNOW THIS?!!!
Do they really expect people to follow this labyrinth to understand all these little policies, rules, and/or regulations?!
Let me share a recent experience with Google…
Customer Service Done Right
I bought a pair of Google Pixel Buds last April.
In December, I accidentally left them in a pocket and they wound up in the washing machine and dryer. Argh! Totally my fault.
I called Google Support.
I explained what happened and just asked, “What does my warranty cover? Is there anything you can do?”
My expectation was that this was NOT covered under warranty. Honestly, I was just hoping for a discount code to buy a replacement pair.
Google’s answer (paraphrased): “Sir, unfortunately, this situation is not covered under warranty. But, here’s what I’m going to do for you. As a one-time courtesy, I’m going to send you a new one, but you have to send me yours back. I will charge you, but once we receive your returned (broken) ones, I will refund the charge”.
“Oh WOW!!! Thank you Thank you Thank you!”
Know what I bought myself for Christmas?
…A pair of wired Pixel Buds, a Google Hub, and a couple Google Minis.
Google empathized with me and demonstrated that they value me, as a consumer. I’m grateful for it and am more than happy to continue to be a Google customer and use their products and services.
I have a family of five. I travel somewhat frequently for work.
United, you lost me by your horrible business practices.
I (and we) will no longer be United passengers or consumers.
In Football, QBs & RBs get all the glory, but they are nothing without their Offensive Line. In Advanced Analytics, Data Scientists capture all the headlines, but the Data Engineering team is quietly of one of the most important pieces of an Enterprise.
You want to be Data Driven? …you need Data.
Quality Data Data that can be trusted and governed
And available when needed
A Data Scientist can build the most valuable model, but it is always dependent on the data.
As teams evolve to adopt many multiple AI/ML models that depend on the same underlying data, the data pipeline(s) becomes the critical path of the business.
A strong Data Engineering team can make a huge impact on a Data/Decision Science team. Conversely, they can also create a huge drag.
The longest cycles in a ML project is the data wrangling and the production-ization of a model. Data Engineers have the opportunity to drastically reduce these areas and free the Data Scientists to focus on what they do best.
The best QBs take care of their O-Line and are known for giving extravagant gifts (cars, watches, etc.). Data Scientists aren’t star QBs making tens-of-millions, but a simple “Thank You” and acknowledgement of appreciation this holiday season can go a long way!
Image shows number of CXOs in USA for companies with >1000 employees. In other words, only ~5% have a Chief Data Officer (CDO). Yet, how many are undergoing “Digital Transformations” and/or trying to become “Data-Driven” and/or trying to leverage AI (which depends on (good) data)?
I believe that the CDO role is a huge gap at corporations and it presents a huge business opportunity; not to mention a probable necessity going forward in order to, just simply, compete.
If you segment just “Retailers”: CEO = 497 | CMO = 154 | CDO = 8
This means in Retail, only 1.61% of large retailers have a CDO!
My advice: Hire a CDO.
Here’s the ROI: We all know data is siloed. But instead of breaking silos, I see LOBs duplicating data across the org to suit their needs; thereby creating bigger silos. That’s a lot of duplicated expense and effort, as indiv LOBs protect their budget and interests.
Example, one company recently spoke with, Marketing and Analytics use Adobe Analytics. But Data Science chooses to use raw web logs.
A CDO can put the people, processes, and tech in place to streamline data across the org.
N.B. All #’s are from LinkedIn Sales Navigator, so probably not exact, but good enough for % analysis. Also, I included “Chief Analytics Officer” in the CDO category.
Customer Data Platform (CDP). The more I read and learn about CDPs, the more I am convinced that most, large companies should have one. The CDP hype is real. BUT (I like big BUTs and I cannot lie), I’m a huge advocate for BUILD (Vs. Buy), in this case. I would not go with a CDP SaaS vendor.
Of course, there is always exception to the rule and, as with anything in technology fitting, it depends. But I would strongly consider to build in-house, by default.
This is a shift from my norm. I’ve always been on the vendor-side of things, in favor of the business case to BUY solutions. But, I see this as so strategic and core to a company, that it’s worth the investment to build it. There are tools on the market today to make this process feasible and achievable (more on that later).
A new technology appears, seemingly from the ether, and promises to change our lives. Customer data integration, labeling and storage problems will disappear. Identities will merge. You’ll be able to find new audiences until your ribs squeak and deliver them to any execution system in the barn.
Oh, and it will scale, rarely fail and enable (yes) true one-to-one marketing.
The name of this magic machine is … CRM. It was 1998. Companies piled in, dropping $3.5 billion a year on apps and databases alone – consulting fees not included – and yet, by 2001, 50% of CRM projects “failed.”
The same thing happened, on a lesser scale, during the great marketing automation boom of the 2000s. And it’s happening again.
So, the CDP is supposed to accomplish what the CRM cannot do and what the DMP does not do. But we cannot forget Primary Function #4: It is owned and operated by Marketers.
If you thought the relationship between Sales and Marketing was challenging, it pales in comparison between the diatribe between Marketing and IT; hence, the rise of Marketing Technology teams? I wrote a post about this recently and highlighted this article by on chiefmartec by Scott Brinker, written in 2009 (the classics never die) .
Let’s be honest, these are massive projects; however, the potential value is huge. It’s no surprise that there are over 60 vendors in just a few short years, with a few of them pivoting to adopt this acronym as their primary identity. This is a project you only want to do once.
Do you want to be vendor-locked?
Many CMOs may not even live to reap the full benefits of their investment, given that the median tenure-ship of a CMO is 31 months (according to this source )
You have a CRM.
You have a DMP.
You have a Marketing Automation platform.
You have an EDW and possibly a Data Lake.
You have an enterprise BI solution.
Do you really need a CDP vendor?
(And I’ll double down on that question, if you’ve already implemented a SaaS Customer Journey solution, which most CDPs can/should be able to provide)
The one case where I’d fold quickly on the CDP vendor case is Datorama, if and only if, you’re already full stack Salesforce —negotiate hard at renewal time! 🙂
Here’s the kicker, the most expensive (and important) component of the CDP is your 1st-party behavioral data. The storage, but mainly the processing, of your digital analytics clickstream to match, merge, and cleanse this data into a unified record for each customer. That’s a lot of data! And you’re likely already storing it somewhere.
And if you’re a brand conglomerate, do you have a CDP per brand or do you aggregate or can you have both? I think you should have both, but this would be cost prohibitive (or hugely wasteful) with a SaaS vendor.
I’m going to circle back to Primary Function #4 because this a big reason folks choose a CDP vendor. …“My IT is backlogged; they can’t deliver in my required timeline; I want control”. All very likely true.
If I put my CMO hat on, I would find a consultant to architect the system. If done properly, this system would be a silo-buster and could help democratize A LOT of data throughout the org (see post on Data Silos here). Data/BI Analysts will go to town. Data Science can reap huge time savings. Many internal projects can spawn from a CDP; E.g., Marketing attribution. Endless possibilities, really.
Now, that then brings up the question of “Who’s budget?”. Ah, the joy of politics.
I will argue that the CMO should take this initiative on. They are the first and primary use-case. If I’m correct, that this will benefit multiple orgs, then that’s a big win for the CMO. That’s a CMO with enterprise-wide vision. That’s a future CEO.
In terms of time, there are many tools on the market that can be used to dramatically accelerate this project. In fact, I’ll put it out there, that with the right tools, this can be accomplished within several months.
If IT can’t handle it, I would consider starting with a consulting firm that can operate as a managed service, knowing that I can bring the resources in-house later, if that makes sense. This would be hosted in a virtual private cloud (and hopefully a solution would be flexible enough to not lock me into any one cloud vendor, either).
To conclude, if you don’t have a CDP project going, you’d be remiss if you didn’t get one going as soon as possible. But look inward first.
I believe these opposing goals has helped fuel the rise of SaaS, as businesses could by-pass IT. But with Data being such a huge asset (and security risk), the pendulum is swinging back a bit. Business must work with IT.
Apple’s greatest asset is one that you cannot see, feel, or touch. That is, its Brand Affinity. Buffet is not a technology investor, but he bought APPL because he saw “an extraordinary consumer franchise”. Apple customers are “very, very, very locked in, at least psychologically and mentally, to the product you are using. [The iPhone] is a very sticky”.
I noticed one of my connections wrote a lot about Toyota. I asked him: “What’s your affinity with Toyota”. He told me about a story when he was younger, how he was in a pretty bad car accident with his family, but luckily nobody got hurt and he attributed that to the safety of the Toyota vehicle. He is a Toyota customer for life.
My kids play a lot of Fortnite. It’s a free game, but players buy V-Bucks for new skins, etc. [Aside: As a parent, Fortnite is the most expensive free game there is!]. I bet if Redbull or Monster or equiv, purchased the ability to brand the Chug Jug or Shield Potion, they would create a positive brand affinity to millions of youth, for life.
Brand affinity is created by great customer experiences. I believe that the more bland or generic the product is, the greater effort you need to put on your customer service/marketing/engagement experiences.
Here is the article: http://www.adweek.com/digital/blinded-by-data-science/
I bet Nike accelerated ROI from their customer data by years by buying Zodiac.
Here’s the typical path…
Execs read that Data Science is hot, so they start to build out a small team. Some value is seen, but putting models into production, specifically ones with high data volume, velocity, and variety (e.g., Customer-related data) poses a significant engineering challenge. It’s hard.
It’s why Uber built Michelangelo, their ML platform. Putting this apps into production is hard. It seems to have taken Uber ~1.5 yrs to build Michaelangelo and I’m sure it’s constantly evolving, as it has a dedicated product team assigned to it.
By acquiring Zodiac, Nike inherits a Data Science platform or toolset centered around Customer data. Plus they get some (presumably good) data science talent, which is seemingly scarce. They’ve accelerated initiatives by a year+.
“Before analysts can crunch the data, apply machine learning and deliver new insights, brands need engineers who know how to store, manage and clean the data. And they need tech-savvy communicators who can take that analysis and translate it into business reality, Purcell says.”
SYNTASA can help you with this in less than one month!