Published in WARC
There’s a widespread misconception about what’s needed to make marketing effectiveness work, and work well. Let’s call it the ‘fallacy of perfect proof’. It’s likely you will have witnessed examples of it.
Any time a client or colleague says things like: “one of your datapoints is wrong, so I don’t know what to believe anymore” (all data is invalid); “the data isn’t clean enough, so we can’t carry on” (nothing can be done); or “we don’t have enough historical data to prove what we want” (nothing can be done at all), I would contend that this fallacy is, at least partly, at play.
This aspect relates to data inputs.
A second aspect relates to interpretation outputs: the delivery of insights and recommendations. You might hear a recipient say: “well, last time we met you said we should do XYZ, and now you say we should do ABC; they can’t both be right” (the interpretation is too changeable); or “if we go by the data, what you recommend isn’t obvious” (the interpretation is too subjective.)
I think that both aspects have it in them to damage the full potential of marketing effectiveness.
Read more here
Comentários