Name: Value in unifying analytics and insights
Uploaded: 2022-02-03T12:33:32.674Z
Duration: 295.37
Description: Analytics gives you a better understanding of your customers, which is one of the key elements for better insights. As an insight leader, Anna Estlund underlines there is no downside to unifying analytics and insights.

value in unifying analytics and insights.vtt

English

{{00:00:29}}
Honestly, I only see pros of unifying.

{{00:00:33}}
I think structurally there can
be challenges in big companies

{{00:00:36}}
since analytics resides across so
many places in an organisation,

{{00:00:39}}
especially as data streams and
sources constantly are growing.

{{00:00:44}}
But the best insights work that I've
either done personally or seen in my

{{00:00:48}}
career has synced the two together.

{{00:00:51}}
And so I think as insights leaders,
and as professionals, we have to

{{00:00:55}}
really help to build those bridges,
even if they don't exist structurally

{{00:01:00}}
and start with the foundation of
what are the business drivers?

{{00:01:03}}
Understanding what's going on in the
marketplace, so then we can build the

{{00:01:06}}
cherry on top of why is that happening?

{{00:01:09}}
And the so what of what do we
do next as a result, based on

{{00:01:12}}
everything we're seeing across
multiple sources, because that's

{{00:01:15}}
ultimately the art of what we do.

{{00:01:17}}
And I think as more and more data
grows, like that only becomes more

{{00:01:21}}
important and honestly gives us more
value as a community in what we bring.

{{00:01:32}}
I think at a brand or business unit
level people tend to do it well.

{{00:01:37}}
You kind of can link the two what's
going on with the business and what's

{{00:01:40}}
going on with the deeper human emotion
and feelings and what do we do with it?

{{00:01:44}}
What I've seen differentially at
Pernod, that I'm super excited

{{00:01:47}}
about, is now it's that same
mentality, but at a much higher

{{00:01:52}}
corporate strategy portfolio level.

{{00:01:55}}
So I'll give you an example.

{{00:01:56}}
We recently refreshed our demand
segmentation to really understand

{{00:02:00}}
what are those moments and
needs that consumers have as

{{00:02:03}}
they're enjoying ALC/BEV or other
complimentary or substitute products?

{{00:02:09}}
So we've done this in three
really distinct phases.

{{00:02:12}}
One, what's the landscape of
what's going on with the business?

{{00:02:16}}
Who are the top performers?

{{00:02:17}}
What's been driving that over time?

{{00:02:19}}
What is the total ALC/BEV
landscape look like?

{{00:02:21}}
Second phase was an enormous
survey of like 30,000 consumers and

{{00:02:26}}
shoppers really going deep on what
are those needs and then that leads

{{00:02:30}}
in how brands can play and when.

{{00:02:32}}
And now the phase we're in is way
deeper on the human side and observing

{{00:02:36}}
people in their natural environment,
doing ethnographic work, like literally

{{00:02:41}}
seeing what's in their liquor cabinet
as the home bar has exploded and

{{00:02:46}}
really then getting to deeper human,
emotional territories, especially when

{{00:02:51}}
it comes to creative messaging and
being resonant with people in that way.

{{00:02:56}}
So all of those three things
together is not only driving brand

{{00:02:59}}
level strategy, it's literally
changing the way we work.

{{00:03:04}}
We've designed the organization
around these consumer learnings.

{{00:03:07}}
We go to market differently and
we're a year into it, but it's the

{{00:03:11}}
executive level buy-in we have is
so strong and it takes a village.

{{00:03:15}}
It's not just my team doing it, but
we are a big champion of the work.

{{00:03:19}}
And so I think that pushing up
to corporate and portfolio level

{{00:03:24}}
strategy is really the north star
for us as an insights community.

{{00:03:34}}
We use AI already in
many different things.

{{00:03:37}}
So whether it's social listening
or earlier screening where we used

{{00:03:43}}
to use team judging of things,
now we're using more consumer

{{00:03:47}}
informed intuition upfront, whether
it's innovation ideas, your pack

{{00:03:52}}
screenings, your comms screening or
frankly even quantifying people's

{{00:03:58}}
top of mind perceptions instead of
us giving them things to respond to,

{{00:04:02}}
hearing from them, and then figuring
out very fast data ways to make

{{00:04:06}}
sense of that and semi-quantify it.

{{00:04:10}}
What I think is really interesting
is it's getting us away somewhat from

{{00:04:15}}
report land, which is a good thing,
because if we can make faster decisions

{{00:04:20}}
based on that AI and on the business
intelligence side, it's the same thing.

{{00:04:25}}
Like combing through vast
sales and media data.

{{00:04:30}}
To then say, okay, then we can take all
that at a smarter starting point and

{{00:04:34}}
actually spend the think and strategy
time and application time, which is

{{00:04:39}}
really what's the most important part.

{{00:04:41}}
So I think it's going to play a
huge role in bringing us closer

{{00:04:44}}
together, but we're on the front
end, I think as an industry,

{{00:04:47}}
a whole industry of insights.

I think structurally there can
be challenges in big companies

since analytics resides across so
many places in an organisation,

especially as data streams and
sources constantly are growing.

But the best insights work that I've
either done personally or seen in my

And so I think as insights leaders,
and as professionals, we have to

really help to build those bridges,
even if they don't exist structurally

and start with the foundation of
what are the business drivers?

Understanding what's going on in the
marketplace, so then we can build the

And the so what of what do we
do next as a result, based on

everything we're seeing across
multiple sources, because that's

And I think as more and more data
grows, like that only becomes more

important and honestly gives us more
value as a community in what we bring.

I think at a brand or business unit
level people tend to do it well.

You kind of can link the two what's
going on with the business and what's

going on with the deeper human emotion
and feelings and what do we do with it?

What I've seen differentially at
Pernod, that I'm super excited

about, is now it's that same
mentality, but at a much higher

We recently refreshed our demand
segmentation to really understand

what are those moments and
needs that consumers have as

they're enjoying ALC/BEV or other
complimentary or substitute products?

So we've done this in three
really distinct phases.

One, what's the landscape of
what's going on with the business?

What is the total ALC/BEV
landscape look like?

Second phase was an enormous
survey of like 30,000 consumers and

shoppers really going deep on what
are those needs and then that leads

And now the phase we're in is way
deeper on the human side and observing

people in their natural environment,
doing ethnographic work, like literally

seeing what's in their liquor cabinet
as the home bar has exploded and

really then getting to deeper human,
emotional territories, especially when

it comes to creative messaging and
being resonant with people in that way.

So all of those three things
together is not only driving brand

level strategy, it's literally
changing the way we work.

We've designed the organization
around these consumer learnings.

We go to market differently and
we're a year into it, but it's the

executive level buy-in we have is
so strong and it takes a village.

It's not just my team doing it, but
we are a big champion of the work.

And so I think that pushing up
to corporate and portfolio level

strategy is really the north star
for us as an insights community.

We use AI already in
many different things.

So whether it's social listening
or earlier screening where we used

to use team judging of things,
now we're using more consumer

informed intuition upfront, whether
it's innovation ideas, your pack

screenings, your comms screening or
frankly even quantifying people's

top of mind perceptions instead of
us giving them things to respond to,

hearing from them, and then figuring
out very fast data ways to make

What I think is really interesting
is it's getting us away somewhat from

report land, which is a good thing,
because if we can make faster decisions

based on that AI and on the business
intelligence side, it's the same thing.

Like combing through vast
sales and media data.

To then say, okay, then we can take all
that at a smarter starting point and

actually spend the think and strategy
time and application time, which is

So I think it's going to play a
huge role in bringing us closer

together, but we're on the front
end, I think as an industry,

Trend

Analytics gives you a better understanding of your customers, which is one of the key elements for better insights. As an insight leader, Anna Estlund underlines there is no downside to unifying analytics and insights. 

small_Anna Estlund.jfif

thumbnail_Anna Estlund.jfif

xsmall_Anna Estlund.jfif

Anna Estlund.jfif

Anna Estlund

 Director of Insights 

In the industry, the best insight work comes from combining analytics and insights.
Estlund emphasises that when it comes to combining analytics and insights, she only sees advantages.

Pros and cons of unifying analytics and insights

Market research and insights are valued more in the post-pandemic period. Recently corporate-level strategies are created a new style of working in the industry.


Successful unification of analytics and insights

According to Estlund, although AI is beneficial in various areas and tasks, the market research business generally is still in the early stages.