In this week’s roundup, we share ways to align sales and marketing teams with analytics and talk about why every CEO needs a Chief Analytics officer to manage technology systems. We also discuss how Wall Street’s traders are thinking smarter by using machine-driven models. Lastly, we look at healthcare’s opportunity for data use and how used car managers will need to be tech-savvy to compete in the future.
by Andris A. Zoltners, PK Sinha, and Sally E. Lorimer, featured on Harvard Business Review
As customers have begun interacting with sellers through websites, emails, texts, social media, print and TV ads, and salespeople, it’s become difficult for sales and marketing to synchronize their communications. Many companies are turning to computer-based orchestration to align teams and activities.
by Anthony Branda, MBA, Ph.D., Kevin Kramer, Ph.D. featured on LinkedIn
Companies are waking up to the new age of a data-centric world which is creating C-level members turning to their CEO’s for access to the latest and greatest tools. The challenge is while each team wants more, no one is looking at the company in a holistic way to ensure the new tools will improve the bottom line and ensure customer satisfaction. Enter the rise of Chief Analytics Officers.
By Mark Melin, Writer for Valuewalk.com
One of the last human points of resistance to the algorithmic take-over of professional trading can be found in the fixed-income trading desk. While traders work on building trust they are finding the integration of the trust and data to create a new path forward.
By David Raths, Contributing Editor for HealthcareInformatics.com
The survey of 100 health IT leaders found that approximately 7 out of 10 hospitals and health systems say they are taking some action to formulate or execute a strategy for predictive analytics. But despite the buzz and potential, there are obstacles for health systems that want to turn their big data into actionable insights.
By David Muller, Retail Reporter for Automotivenews.com
The next-generation used-car manager is data savvy and has more technical know-how than the used-car managers of old. New managers will need to study the cost to acquire each vehicle in totality, including the wholesale purchase price, auction fees, transportation costs, and any anticipated reconditioning costs. They also are tasked with monitoring market-day supply, scarcity and the dealership group’s experience with comparable vehicles.
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