2021年戰(zhàn)略洞察和數(shù)據(jù)脫節(jié)報(bào)告（英）-14正式版

THE2021STRATEGICINSIGHT&DATADISCONNECTSREPORTCONTENTSINTRODUCTION................................................................................................3DATADISCONNECTSDISCOVERED...........................................................4INTEGRATINGDISPARATEDATASOURCES..............................................8EXTERNALMARKETMETRICSMISSINGOROUTDATED.......................8CONSUMERFEEDBACKFRAGMENTED....................................................8TIMETOINSIGHTTAKINGTOOLONG........................................................9CONSUMER&MARKETINTELLIGENCEGAPS.........................................9DATAANALYTICSINSIGHTSOLUTIONS....................................................11CONCLUSION:NEXTSTEPSTOAVOIDDISASTER.................................12The2021StrategicInsight&DataDisconnectsReport3INTRODUCTION“Everybusinessisnowatechnologybusiness,andwhatmattersmostisadeepunderstandingofthecustomer,whichisenabledbytechnology,”remarkedaretailCEO.—McKinsey&Company:Fromsurvivingtothriving:Reimaginingthepost-COVID-19returnTomovefromsurvivingtothrivinginourpost-COVIDworld,real-timeconsumerandmarketintelligencewillbethemakeorbreakingredient.Brandswillcompetetostayrelevanteitherbyo?eringspeci?callytailoredexperiencestoconsumers,orbymoving?rst(orclosetoit)tocaptureemergingtrendsandnewbusinessopportunities.Thecompetitiveadvantagewillbelongtothoseabletocapturethemostcompleteintelfromavarietyofdatasets—andrapidlytransformingitintoactionableinsight.Andthiswillrequireanexceptionallevelofcon?denceinthequalityofthebusinessintelligencedatathat’saggregatedaswellastheaccuracyofitsanalyses.Rightnow,thisisakeydi?erentiator,asdatacon?denceissorelylackingatmanyorganizationsduetomyriadreasonswe’llbeexploringbelow.Toputitbluntly:existingdatasystemsarebroken.Thisiswhatover1,000seniorleadersfromcompaniesacrosstheglobehavesharedinourrecentStrategicInsight&DataDisconnectssurvey.That,alongwithotherenterprise-criticalinsightwillbedetailedhere,including:Challengesthey’refacingwhenintegratingdisparatedatasourcesExternalmarketmetricsthataremissingoroutdated,makingmeaningfulmeasurementimpossibleFragmentedconsumerfeedbackandwhatcanbedoneaboutitWhytimetoinsightistakingtoolongforthesebusinessleadersConsumerandmarketintelligencegapsthatareplaguingtheenterpriseImportantstu?,asthesebrokendatasystemscanprovefatal.AsMcKinseynotes,thefutureofwork—thefutureofbusiness,requiresanacceleratedshifttodigital,techandanalytics—butthat’sfarfromall.“[T]hebestcompaniesaregoingfurther,byenhancingandexpandingtheirdigitalchannels.They’resuccessfullyusingadvancedanalyticstocombinenewsourcesofdata...withtheirowninsightstomakebetterandfasterdecisionsandstrengthentheirlinkstocustomers.”Andthosewhoarenot,arebeingleftbehind.Timelinescontinuetotightenandstakesareconsistentlygrowing.Identifyingand?xingdatadisconnectsmustbeatoppriorityforanyenterprisetoactonnow.So,let’sseewhatourrespondentsareseeingasdisconnectsintheircompanies—andwhy.The2021StrategicInsight&DataDisconnectsReport4DATADISCONNECTSDISCOVEREDTheoverallconsensusofrespondentsisthatthereisalackofaccesstoproperlyintegrateddatasourcesandnoautomatedpathtoquickinsights.Incumbentsolutionsareexpensive,inaccurate,andslow.Andthisiscompoundedbythelackofquali?edemployeesabletoconnectthedots.Asaresult,lackofinnovationwithintheenterpriseisalsoanissue.That’salottounpack.Fortunately,wecananalyzethisdatainavarietyofwaystorevealmeaningfulinsight.Let’sdigin!First,ourmainthemescanbeverybroadlydescribedbymain‘CurrentIssuesCompaniesFace’and‘CriticalElementsCompaniesLack.’Asthechartbelowshows,thekeyissuesareclear:OpportunitygapsDisconnecteddatasourcesandpoorinfrastructureReal-timedataandtimetoinsightsHiringtherightpeopleforthejobAccesstotoolsanddataCurrentIssuesCompaniesFaceOpportunitygapsanddisconnecteddatasourcesmakeupthebulkofissuesplaguingcompaniesastheystruggletopivotalongwithdigitallytransformedmarkets.33%Opportunitygaps(data,skills,technology)17%DisconnecteddatasourcesandpoorinfrastructureRealtimedata/timetoinsights35%7.1%5.4%ClustersHiringtherightpeopleforthejobAccesstotoolsanddataFig1:TheCurrentIssuesCompaniesFaceAndthenintheareaswherewe?ndthebiggestfrustrations,weseethatcompaniesarelackingnecessary,skilledsta?;lackingthetime,budget,resourcesanddirectionfromleaders–andallofthisresultsinalackofsoliddata.They’releftwithinconsistent,jumbleddataoutputs.Broadlyde?ned,weseestrategyandvisionthemesemergeastroublespots.Overall,respondentsweremorenegativeabouttheirstrategygapsthantheywereabouttheirbusinessproblems.Thatfrustrationwaspalpable,withrespondentsexpressingmorepositiveandpassionatefeelingstoward?xingtheircompany’svisionthananythingelse.The2021StrategicInsight&DataDisconnectsReport5Thiso?ersagreatstartingpointforcompaniestocapturethat‘missionmomentum’andthenredirectittowardtacklingthestrategyandbusinessgapsidenti?edinoursurvey.Sentiment&PassionSharedbyThemeThebucketsthatbusinessessharedareStrategyGaps,BusinessProblemsandCompanyVision.Andwecanexaminethembytwomeasures-passionandsentiment.Stratgaps:-25Bizproblem:-6Companyvision:43-100-75-50-250255075100SentimentbyquestionBizproblem:0Stratgaps:15Companyvision:7301020304050607080PassionbyquestionFig2:Sentiment&PassionbyVision,Strategy,BusinessProblemWhataretheissuespopulatingthesebuckets,speci?cally?Whenaskedtoselectthenatureoftheproblemstheywerefacingwiththeiranalytics,data,andprocesses—therawdataincludedthefollowing:63.7%saidtheyhaddi?cultyintegratingdatafromdi?erentsources,e.g.,CRMsystems,surveys,pointofsalesolutions,customerexperiencesolutionsandothers.60.2%statedthatConsumerfeedbackdataexistsbutitisfragmentedacrosslotsofsystems—“wecan’tseethewholepicture”57.3%mentionedspendingtoomuchtimeinthedataandnotenoughtimefocusedontheinsights36.3%voicedthattheirbusinessintelligence(BI)systemsaremostlyinternallyfocusedanddonothaveviewsofexternalmarketse.g.consumertrends,competitors,markettrends35.1%saidtheirvolumeofconsumerdata(e.g.social,news)andmarketdata(e.g.competitor,industry,regional)“istoolargeformetoanalyzesoIunderutilizeitordon’tuseitatall”29.2%disclosedthatansweringCEOandexecutivequestionsandkeepingthemup-to-dateisalotofwork27.5%statedthattheirmarketanalyticssystemsandprocessesareunabletokeeppacewiththechangeshappeningaroundthemAnalyzedbytheme,wecanbreakthisdownmoregranularly.The2021StrategicInsight&DataDisconnectsReport6Time/speed:11.72%Process/automation:7.81%Access/availability:7.03%Integrations:7.03%Data:46.09%Staff/talent:5.47%UI/dashboard/reporting:3.91%Consistency/accuracy:3.13%Innovation:3.13%TopThemesMentionedinSurveyTech/platform:3.13%Expensive:1.56%Fig3:TopThemesMentionedinSurveyAndthesespeci?cthemes?tintoourthreebucketsmentionedabove:businessproblems,strategyproblemsandafocuson?xingtheircompany’svision/mission,withagoodbitofoverlap.Forexample,“data”?guresprominentlyineach,buttheproblemwiththedata—beyondthesebuckets—isverydi?erentdependingonwhomyouask.Andwehadtwodistinctgroupsofrespondents:consumersandproducersofstrategicinsight,withnearlyequalnumbersofeach:Fig4:ProducersvsConsumersExploringboththethemedissuesandconcernsaround“l(fā)ack”—weseeDataasthebiggestissuementionedacrossallquestionsandacrossconsumer/producerrespondents.Producersareworriedaboutmissinginsightduetoinaccessibilityofnecessarytoolsanddata,sotheycan’tcapturemeaningful,real-timeintelligence.Theyfeelthelackofinvestmentintoolsandtrainingveryacutely,astheyadvocateformuchneededintegratedsolutions.Consumersofinsightrecognizetheopportunitygapsevenmorekeenlythantheproducers,whoareoftenstuckintheweedstryingtopiecetogetheractionableinsightforthem.Thepoorinfrastructureisalsotop-of-mindforconsumers,as-isthelackexecutivedirectionandconfusionaroundwhat’simportant.The2021StrategicInsight&DataDisconnectsReport7Interestingly,manyconsumersarenotlaser-focusedonreal-timeinsight,asmanyareunawareofthepotentialito?ers—andthesameistrueofintegratedsolutionsthatwillleveluptheorganization,solvingopportunitygapsandconnectingdatasources.It’saninterestingbreakdowntoexplore:DifferencesinConsumervsProducerConcernsExploringthedifferencesinprioritiesrespondents'shared,organizedbyrole.Consumersandproducersofstrategicinsighthavethesameendgoals,butverydifferentthoughtsaroundhowtogetthere.17%27%19%16%8.4%6%9.6%6%9.6%4.8%3.6%18%30%13%14%16%5.4%5.4%1.2%100%0%10%20%40%50%Count60%70%80%90%Opportunitygaps(data,skills,technology)Lackofvisionorunderstandingwhat'simportantIntegratedsystemsDisconnecteddatasourcesandpoorinfrastructureLackofinvestmentorexecutivedirectionRealtimedata/timetoinsightsResourcesandmanpowerHiringtherightpeopleforthejobThingsthataremissingorlackingAccesstotoolsanddataFig5:ProducervsConsumerDi?erencesWherearethesedatadisconnectshappeningintheenterprise?Everywhere.Ourrespondentsperformavarietyoffunctions,fromstrategyandmarketingto?nanceandHR.Anddataanalyticsimpactseverything.EnterpriseFunctionsofRespondentsOursurveytakersinhabitawiderangeofrolesintheenterprise.Strategy79.31%Marketing75.86%Sales41.38%Customercare28.45%R&D17.24%M&A12.07%IT11.21%Finance10.34%HR6.03%10%20%30%40%50%60%70%80%AmountFig6:EnterpriseFunctionsofRespondentsAndeachbusinesssiloactsassuch,withitsownwayofcapturingandmanipulatingdata.Thisaddsalayerofcomplexitytotheproblem,ofcourse,ascompaniesmust?ndawaytointegratedisparatedatasources.The2021StrategicInsight&DataDisconnectsReport8INTEGRATINGDISPARATEDATASOURCESBusinessescaptureinsightusingavarietyofmethods,rangingfromDIYtocomplicated,siloedservices,including:82.4%—Spreadsheetsandotherinternaldatabases52.1%—BusinessIntelligence(BI)(ex:Domo,Tableau,Pentaho)47.9%—Reportsthatotherpeoplegenerate42.0%—CustomerRelationshipManagement(CRM)(ex:Salesforce,SAPCRM,Hubspot)19.3%—CustomerExperienceManagement(CEM/CXM)(ex:Qualtrics,Medallia,Satmetrix)Andwhenweaskedaboutthespeci?cBI,CRMandCCMtoolsused,therewasanotablelackofvarietyandjusta“l(fā)ack”ingeneral,withmostrespondentsreportingtheyweren’tcurrentlyusinganything,beyondSalesforceandhomegrownoptionsthey’dpiecedtogether.Theykeypartoftheanswerherebeingaround“usage,”assomedohavetoolstheypayfor,butaren’treallyusing—noinawaythat’smeaningful.Amongthe“other”itemso?ered,therewereGoogleformsandproprietycreations.Connectingthatdatawithoutatooldoingtheheavyliftingwouldbeanunwieldyandimpossibletaskinanyorganization,considering!Becauseofthis,companiesrealizetheirmetricsarewhollyinadequate.EXTERNALMARKETMETRICSMISSINGOROUTDATEDThebusinessintelligencesystemsattheseorganizationsareprimarilyinternallyfocusedanddonothaveviewsofexternalmarketse.g.consumertrends,competitors,normarkettrends.“We’reoverwhelmedwithinternaldata,letaloneexternaldata.We’relostinthedata,can’tseetheforestforthetrees.”Thisleavesthematadisadvantage.AndCMOsarelessthanimpressed.Andthisisbecausethey’respendingfartoomuchtimeattemptingtopiecetogetheradhocbusinessintelligenceinsight,forone.Also,theoutputisequaltotheinput—o?eringragtagreportingandone-o?deep-divesthattakefartoolongtoproduce.Ouropen-endedanswersfromthissurveysharetheseexactconcerns:“Ourmarketanalyticssystemsandprocessesareunabletokeeppacewiththechangeshappeningaroundus.”And,unsurprisingly,“accuracyisn’tthere.”But,probablythebiggestuntappedresourceineveryenterprisetodaythoughisacompany’sowninternalcustomerintelligence.It’sfragmentedandtypicallylefttocollectdust.CUSTOMERFEEDBACKFRAGMENTEDCustomerfeedbackisfragmented,andbasicallynon-existentwhenitcomestomostcompany’sstrategicdecision-making.Ourproducersofinsightexperiencethefullforceofthisdisconnectastheylackthetoolstointegratethisinsightwithotherinformationsourcesandrealizethepictureisthereforeincomplete.They’refrustratedbytheincomplete,outdateddatathatdoesn’to?erenoughtoworkwith;isn’tpracticalandisjustdi?cult.Theydesireaconsolidatedviewto?ttheirbusinessneeds.The2021StrategicInsight&DataDisconnectsReport9Consumersofinsightfeeltheresultingdisconnectasita?ectstheircon?denceintheinsight,andarehesitanttousethefragmentedpartstheydohavetoinformtheirstrategicvisionandexecution.Theinformationgapsareclear.They’relessawareofthedisconnectbeneaththesurface,butarekeenlyawareoneexists.Theybemoanthelackofthingstheyneed,includingpsychographicintelligencethatwouldbeavailabletothenviasentimentanalysis.“Wedon’thaveadepthofconsumerpsychographicinformation—alotofourdecisionmakingisgroundedinbehaviorovermindsetoftheconsumer,limitingopportunitiesinbuildingemotionalconnectionswiththeconsumer.”Andalso,theyviewthesta?andinvestmentrequiredasanegative,seeminglywithoutrealizingtheinvestmentinsta?andresourceswouldresolvealloftheotherproblems.“Thevolumeofconsumerdata(e.g.social,news)andmarketdata(e.g.competitor,industry,regional)istoolargeformetoanalyzesoIunderutilizeitordon’tuseitatall.”Thefrustrationisloudandclear,particularlyaroundtimetoinsight.TIMETOINSIGHTTAKINGTOOLONGIt’sbadenoughthatacompany’sconsumerandmarketintelligenceislessthanaccurate,butit’salsotedious...becausethey’repiecingtogetherthisinsightfromavarietyofsiloedsystems.Thetroublescompoundastheprocessmovesforwardwithoutimprovement.So,producersarespendingtoomuchtimeinthedataandnotenoughtimefocusedontheinsights.Andthey’realsospendingfartoomuchtimeansweringCEOandexecutivequestionsaboutthisinsu?cientdata—almostequaltothetimetheyspendanalyzingit.Andthisleaveslittletimeforthattediousanalysisitselftotakeplace.It’saviciouscycle.Thisisabigproblem,assurvivingthis“NextNormal”requiresacohesivemarketlandscapeunderstanding,combinedwithfastaction:“Thiswillinvolverapidlyvalidatingmodels,creatingnewdatasets,andenhancingmodelingtechniques.Gettingthisrightwillenablecompaniestosuccessfullynavigatedemandforecasting,assetmanagement,andcopingwithmassivenewvolumes....Agilityisjustawordifitisn’tgroundedinthedisciplineofdata.Companiesneedtocreateoracceleratetheiranalyticscapabilitiestoprovidethebasisforanswers—and,perhapsasimportant,allowthemtoasktherightquestions.”Andidentifyingconsumerandmarketintelligencegapsinone’sorganizationisthe?rststepeverybusinessmusttaketoturnthingsaround.CONSUMER&MARKETINTELLIGENCEGAPSBusinessescan’tseewhatconsumerslovewhentheycan’tseethewholepicture.Soanymeasurementattemptsare?awed,anyintelligencecapturedisasmallsliceofthewhole,andonethatislackingcontext.Whatgapsdidourrespondentsidentify?We’veaggregated,analyzedandorganizedtheiropen-endedrepliesintotentopcategoriesbelow.The2021StrategicInsight&DataDisconnectsReport10MarketIntelligenceGapsMentionedMostRespondentsopen-endedanswersorganizedtosurfacethetopgapsbeingfacedacrossavarietyofcategories.Opportunitygaps(data,skills,technology)19%Disconnecteddatasourcesandpoorinfrastructure18%Lackofvisionorunderstandingwhat'simportant12%Thingsthataremissingorlacking12%Lackofinvestmentorexecutivedirection9.9%Realtimedata/timetoinsights6.3%Resourcesandmanpower6.3%Accesstotoolsanddata5.4%Integratedsystems4.5%Hiringtherightpeopleforthejob3.6%2%4%6%8%10%12%14%16%18%20%AmountFig7:TopClustersShowingDisconnectWe’vecoveredeachareaabove,butsomeresponsesthatstandoutexpandoneachandhelpbringtheheartoftheproblemtolight.Forexample,timetoinsightisn’tjustaboutbeing?rst,butaboutbeingrelevant:“Wearealwayschasingolddata.Bythetimewehavetheinsightthemarkethasmovedon.”Andmovingtonewsolutionsissomethingthatrequiresatop-downapproach,withdecisive,sweepingreformorthecompanybecomesstuckinacycleofhalf-measures:“WeneedtogetawayfromlegacyITsystems;wearemakingprogressonthisbutneedtokeeppressingalong.”Becausenoonewantstobethebearerofbadnewsonthisone,notwhenheadcountisalreadyadiscussionpoint,andnotinthewayitshouldbe.Analyticsteamsarenotoriouslyundersta?edanduntrained.Andit’salreadyclearthatthere’sa“l(fā)ackofintentandallocationoffunds.Lackofrespectandbeliefintheprocess.”So,businessleaderscanbesureofonething:ananonymoussurveymaybeascloseasyougettothetruthofhowdismalyourstateofanalyticsisatyourcompany.Oneareathatshouldbetop-of-mindinourincreasinglyglobaleconomyislocalization,yetmanycompaniesareoblivious.“AsaGlobalCompanyIfeelweshouldbeabletohavemoreinternationalresearchesandconsumer/marketunderstanding.”Localizationofinsightiskey,becausetheeconomywon’tcomebackallatonce,rather“[e]arlysignalsofincreasedconsumerdemandwilllikelycomesuddenly,andinclusters.Analyzingthesedemandsignalsinrealtimeandadaptingquicklytobringsupplychainsandservicesbackwillbeessentialforcompaniestosuccessfullynavigatetherecovery.”1Anotherareathatwassurprisingtouncover,andlikelyshocktounawarecompanies,wastheamountoftimescompetitiveanalysiscameupasanegative.Manycompaniesdonothaveagoodhandleontheirplaceinthemarket.Andhowcouldthey?“Normallythere’sagapbetweenwhothebuyersareinreal-time.Oftenthatdataisdelayedweeks,months,years.”Andifyou’redependingontriedandtruestrategiestoleadyou,wehavebadnewsthereaswell:“Whatconsumerandmarketstrategies?Wehavegoals,butthebulkoftheorganizationislostonhowwe’resupposedtogetthere.Thesestrategiesarepoorlycommunicatedinternally,ifatall.”1/featured-insights/future-of-work/from-surviving-to-thriving-reimagining-the-post-covid-19-returnThe2021StrategicInsight&DataDisconnectsReport11Andthat’sbecausethere’s“abitofapathy;norealpressuretochangeorimprove,becausewe’redoingokay.”But—arethey?Notreally.“Wearetoointernallyfocused—wedon’tnecessarilydoagreatjobofintegratingcustomersandcompetitiveintelligenceinourdecisionmakingandresourceallocation.”Thatsortofmishmashstrategyisboundtocatchupwithacompanysoonerorlater.Whenitcomestojoiningdatafromdisparatesources,rightnow“integrationtakestoolong,sowecanonlymeasureourprogresseverysooften,whichinturnmakeuslessagiletoadaptinreal-time.”Monitoringcampaigntra?caccuratelyisnexttoimpossiblerightnowtoo.Allofthesetroublesareentirelyunnecessary,astherearepowerfulnextgenerationAI-poweredsocialanalyticstoolsthatcanexceedexpectationsoneverycount,assomehavediscovered.OthershaveawishlistfordatainsightsolutionswealreadyhaveinplayatNetBaseQuid.Let’scheckthemout.DATAANALYTICSINSIGHTSOLUTIONSRightnow,weseenegativesentimentandzeropassionfromdataconsumers.Theyhavefewexpectationsaroundwhattheircurrentdataintelligencecanreallydoforthem.Producers,ontheotherhand,arehopeful—evenagoodbitpassionateaboutwhatthey’redoing.Andthisisgood,astheonlywaytogoisup(orout).Respondentsenvisionremedyingthegaps/problemsthey’refacingwiththefollowing?xes:63.9%wantadataanalyticssystemthathasconsumer,market,andcompetitordataintegratedseamlessly54.8%needsmarterdashboards,reportingandbrie?ngcapabilities52.4%desireasystemthatautomaticallyrefreshesthedataandinsightsinnearrealtime48.2%wantmoreautomationintheinsightgenerationprocess47.6%needasystemthatcanintegrateinternaldatawithexternaldata45.8%seekbettertechnologytounderstandandleveragelargeamountsofwrittencontent/unstructureddata45.2%wantasystemthatdeliversKPI’sandCPI’sbasedonalertstotrendsand/orchanges31.3%seekadditionalsourcesofconsumerandmarketfeedback/datatotriangulateonaccurateinsightsTheseorganizationalproblemsspeaktoalackofanalyticalskills,dataintegrationcapabilitiesandanoverarchingtool—orcomplementarysetoftoolstoaccomplishtheseanalyticsgoals.Everyenterprisebene?tsfromAI-powered,robustsolutionsthatintegrateinternalwithexternaldatasources—particularlyonethathasexpertassistanceonhandtoshowyourdatateamhowtoextractreal-timeactionableinsight.Manyrespondentsshared“therearewaytoomanyscattereddashboardsthatarenoteasyto?nd.Itwouldbeidealifwecouldhaveaconsolidatedviewofkeymetricsinsteadofhavingtodigthroughdozensofdi?erentdashboards,someofwhicharenotfullyupdated.”The2021StrategicInsight&DataDisconnectsReport12Rightnow,manyanalyticsteams“executequeriescomingfromus—wedon’tgethiddeninsights—itbasicallyQAandself-assurance.”Andthey“tendtoputtogethercampaignsbasedonwhatis“missing”—revenuefromcertainareas,etc,butperhapsmoreattentiontobegivento?ndingmarketingopportunitiesbasedonconsumerresearch.”Perhaps.Thatsortofintelligenceisalmostworsethannothavingany,asitgivesafalsesenseofcon?denceinyourcompany’scurrentstrategyandcanresultinveryexpensivemistakes.Everyemployeeneedstobecomeadataanalyst.Everydecisionthatisnotdata-drivenisawastedopportunity.Notonlythat,it’sultimatelyharmful,asyouraudienceisbeingcourtedbycompetitors’data-drivendecisions,andthedi?erenceinexperiencesisnoticeable.Andultimately,disastrous.CONCLUSION:NEXTSTEPSTOAVOIDDISASTERWhatstepsshouldabusinesstaketoavoiddisaster?Customerunderstandingissuperessential,everybusinessleaderrecognizesthisfact,butthedevilisinthedetailsandthatispreciselywherebusinessesstruggle.Disparatedatasourcescontainatreasure-troveofknowledge,butthisintelisentirelyuselesswithoutawaytoaggregateandanalyzeitscontents.Weseethatbothproducersandconsumersofinsightrecognizethemaindisconnectsatwork,yetfacetheirowndisconnectwhenitcomestoworkablesolutions.Producersofdataanalyticsinsightarethefront-linegate-keepersofinstitutionalknowledge,andthey’reoverwhelmed.Theyrequirebudgettoputtherightsystemsinplace—toolsthatallowforanaggregatedcaptureandanalysisoftheentiresocialweb,aswellasallvarietyofconsumer,marketandmediaintelligence,asit’sallrelevanttoday.Everybitofit.Andtheyneedtheabilitytointegrateallofthatinsightwithinternallycapturedintelligencetoaddthatcruciallayerofcontextandcreateafullpictureoftheirconsumersandthebra