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Role Of Business Research In Management Planning

This slide outlines major role of business research in day to day activities of operational management and planning. It includes roles such as planning, controlling, production, decision making, management functions and problem solving.

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This slide outlines major role of business research in day to day activities of operational management and planning. It includes roles such as planning, controlling, production, decision making, management functions and problem solving. Introducing our premium set of slides with Role Of Business Research In Management Planning. Ellicudate the seven stages and present information using this PPT slide. This is a completely adaptable PowerPoint template design that can be used to interpret topics like Planning, Control Technique, Production. So download instantly and tailor it with your information.

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by Dean Dixon

January 26, 2024

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January 25, 2024

Market research presentation: A comprehensive guide

This comprehensive guide covers everything from choosing the right topic to delivering with confidence.

Raja Bothra

Building presentations

Ever wondered what goes into creating a killer market research presentation that not only impresses your stakeholders but also provides valuable insights?

You're in the right place.

In this comprehensive guide, we'll dive deep into the world of market research presentations, dissecting everything from what they are to how to create one that stands out.

How do you explain market research?

Before we jump into the nitty-gritty of market research presentations, let's start with the basics – what is market research?

Market research is the process of gathering, analyzing, and interpreting data about a particular market, industry, or consumer group. It's the compass that guides businesses in making informed decisions.

Market research comes in various forms: quantitative and qualitative. Quantitative research involves collecting numerical data, while qualitative research focuses on understanding the why and how behind consumer behavior. Both are crucial components of effective market research.

What is a market research presentation?

Now that we have a clear understanding of market research, let's move on to market research presentations. A market research presentation is the culmination of your research efforts, a visual and data-driven representation of your findings. It's the bridge that connects your research to your stakeholders, making it easier for them to grasp the insights you've gathered.

A well-crafted market research presentation is not just a collection of slides; it's a storytelling platform. It should engage your audience, present data in an understandable manner, and ultimately guide your stakeholders towards informed decision-making.

What to include in a market research presentation?

Creating a market research presentation involves more than just inserting a few charts and graphs. To ensure your presentation hits the mark, here are some essential elements to include:

1. Market research overview

• Define the purpose and objectives of your research.
• Provide a brief overview of the market you've studied.

2. Methodology

• Explain how you conducted your research, whether through surveys, data analysis, or other methods.
• Discuss any challenges you faced and how you overcame them.

3. Key findings

• Highlight the most significant discoveries from your research.
• Use charts, graphs, and infographics to visualize data.

4. Market analysis

• Dive deep into your market analysis, discussing trends, competition, and market share.
• Share insights that can impact the business.

5. Recommendations

• Based on your findings, provide actionable recommendations.
• Discuss the pros and cons of each recommendation.

6. Conclusion

• Summarize the core points of your presentation.
• Emphasize the key takeaways for your audience.

How to structure a market research presentation

Structuring a market research presentation effectively is essential to convey your findings and insights clearly to your audience. Whether you're presenting to stakeholders, colleagues, or clients, a well-structured presentation can make your data more understandable and impactful. Here's a suggested structure for a market research presentation:

1. Title slide

• Title of the Presentation
• Your Name and Affiliation
• Date of the Presentation
• Briefly outline what you will cover in the presentation. This gives your audience a roadmap of what to expect.

3. Introduction

• Provide a brief overview of the purpose and context of your market research.
• Explain why the research was conducted and its relevance.

4. Background and objectives

• Describe the background information, including any relevant industry trends or developments.
• Clearly state the research objectives and what you aimed to achieve.

5. Methodology

• Explain the research methods and techniques used.
• Discuss the data collection process, sample size, and any limitations.

6. Data collection

• Present the findings from your research.
• Use charts, graphs, and visuals to make data more accessible.
• Highlight key insights and trends.

7. Analysis and interpretation

• Explain the significance of the findings.
• Interpret the data and provide insights.
• Address any unexpected or interesting observations.

8. Competitor analysis

• Analyze the competitive landscape in your market.
• Highlight strengths, weaknesses, opportunities, and threats (SWOT analysis) for your company and competitors.

9. Consumer insights

• Share any insights into customer preferences, needs, and behaviors.
• Explain how these insights impact your business.

10. Recommendations

• Based on your research, provide actionable recommendations.
• Highlight strategies or changes that should be implemented.

11. Implementation plan

• If applicable, outline a plan for implementing the recommendations.
• Include timelines, responsibilities, and resources needed.

12. Conclusion

• Summarize the key points of your presentation.
• Reiterate the importance of the research.

13. Q&A session

• Open the floor for questions and discussion.

14. Appendix

• Include any supplementary information, detailed data, or additional charts and graphs.
• Ensure that this information is easily accessible but not essential for understanding the main presentation.

15. Contact information

• Provide your contact information in case the audience has further questions or needs clarification.

16. Thank you slide

• Express your gratitude for the audience's time and attention.

Remember to keep your presentation clear, concise, and visually engaging. Use visuals sparingly but effectively to support your points. Practice your delivery to ensure that you can explain the findings and recommendations confidently. Tailor the presentation to the needs and interests of your specific audience.

Do’s and don'ts on a market research presentation

To ensure your market research presentation hits the mark, here are some do's and don'ts to keep in mind:

• Do your research: Know your subject matter inside out.
• Do use visuals: Incorporate charts, graphs, and infographics.
• Do engage your audience: Encourage questions and discussions.
• Do practice: Rehearse your presentation until you're confident.

Don'ts:

• Don't overwhelm with data: Keep it concise and focused.
• Don't read slides: Speak naturally and use slides as visual aids.
• Don't rush: Take your time; clarity is key.
• Don't ignore questions: Address all queries from your audience.

Summarizing key takeaways

In this comprehensive guide, we've covered the ins and outs of creating and presenting a market research presentation. From understanding the basics of market research to crafting engaging presentations, you now have the knowledge to excel in this essential aspect of business strategy.

• Market research essentials: Market research is the process of gathering, analyzing, and interpreting data about a specific market, industry, or consumer group. It provides the foundation for informed decision-making in business.
• The role of market research presentations: A market research presentation is a visual and data-driven representation of research findings. It serves as a bridge between your research and stakeholders, helping them understand and act upon the insights you've gathered.
• Elements of a great presentation: A well-crafted market research presentation includes an overview, methodology, key findings, market analysis, recommendations, and a concise conclusion. These elements help structure your presentation effectively.
• Presentation delivery matters: Knowing your audience, practicing your presentation, engaging your audience, using visuals effectively, and being concise are all crucial for a successful presentation.
• Do's and don'ts: Do your research thoroughly, use visuals to enhance understanding, engage with your audience, and practice your delivery. Avoid overwhelming with data, reading slides, rushing through your presentation, and ignoring audience questions.

Remember, an effective market research presentation isn't just about showcasing data; it's about telling a compelling story that guides decision-making. So, use the power of visuals, engage your audience, and deliver insights that make a real impact.

1. Why is using a market research presentation template important?

Using a market research presentation template can streamline your research process. It provides a structured framework in powerpoint ppt with graphs and charts that help you present the results effectively. You can easily download a market research presentation template to make your presentation look professional and save time in creating a presentation design.

2. How can I effectively communicate market trends in my presentation?

To effectively communicate market trends in your presentation, start your presentation by explaining the research process and how you conducted market research. Use market research powerpoint (ppt) slides with graphs and charts to show key pieces of information. Connect the dots between the data and present the results using the market research PowerPoint template. This will make your presentation more engaging for your audience.

3. Why is market research essential for launching a new product or service?

Market research is essential when you want to present a new product or service idea to your core business audience. By conducting market research, you gather valuable insights about your target market, which can be used to create your presentation. A well-designed research ppt can make the best case for your business idea by showcasing the market trends and data you've collected.

4. How do I use market research to make my presentation more impactful?

To make your presentation more impactful, start by using a market research presentation template. Incorporate graphs and charts to present the research data effectively. Make sure your presenter skills are polished when presenting your research to stakeholders or investors. Use market research PowerPoint slides to show key findings and connect the dots between the research process and the business objectives you want to achieve.

5. Can you provide tips on how to present the results of my market research effectively?

Certainly! When presenting your research, use a market research PowerPoint template to organize your content. Download a template that suits your needs. Focus on the research design and how you conducted market research, talking to customers and gathering data. Use the template to create your presentation and ensure it flows smoothly. This will help you present the results in a way that engages your audience and conveys the importance of the research in supporting your business goals.

Create your market research presentation with prezent

Ready to create your market research presentation? Don't forget to leverage the right tools. Consider using Prezent, the business success communication platform for enterprise teams, offers a powerful solution for crafting market research presentations that elevate your business's communication. With our AI presentation tool, you can achieve full brand compliance and create personalized, on-brand presentations tailored to the preferences of your audience.

Key Features:

• Personalized fingerprints : Prezent allows you to customize your presentations based on audience preferences, ensuring that your message resonates effectively.
• Presentation builder : Our platform provides a user-friendly presentation builder that simplifies the process of creating compelling market research presentations.
• Business storytelling : Access guides and e-courses to master structured storytelling, with 50+ storylines commonly used by business leaders.
• Brand-approved design : Ensure brand consistency with our document management system, which offers over 35,000 slides in your company's approved design.
• Supercharge your team's communication : Prezent saves you 70% of the time required to make presentations, allowing you to crush 60% of communication costs by replacing expensive agencies with our software and services.
• Enterprise-grade security : Rest assured that your data is secure with our top-priority commitment to data protection and independent third-party assurance.

For a personal touch and additional support, explore our professional services, including overnight services and presentation specialists. Submit your presentation by 5:30 PM PST, and by 9:30 AM the next business day presentation is delivered in your inbox.

With Prezent, you can create market research presentations that not only impress but also deliver your message effectively, all while staying 100% on brand and reducing communication costs.

Try our free trial or book a demo and elevate your presentations today with Prezent!

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Princeton Correspondents on Undergraduate Research

How to Make a Successful Research Presentation

Turning a research paper into a visual presentation is difficult; there are pitfalls, and navigating the path to a brief, informative presentation takes time and practice. As a TA for  GEO/WRI 201: Methods in Data Analysis & Scientific Writing this past fall, I saw how this process works from an instructor’s standpoint. I’ve presented my own research before, but helping others present theirs taught me a bit more about the process. Here are some tips I learned that may help you with your next research presentation:

More is more

In general, your presentation will always benefit from more practice, more feedback, and more revision. By practicing in front of friends, you can get comfortable with presenting your work while receiving feedback. It is hard to know how to revise your presentation if you never practice. If you are presenting to a general audience, getting feedback from someone outside of your discipline is crucial. Terms and ideas that seem intuitive to you may be completely foreign to someone else, and your well-crafted presentation could fall flat.

Less is more

Limit the scope of your presentation, the number of slides, and the text on each slide. In my experience, text works well for organizing slides, orienting the audience to key terms, and annotating important figures–not for explaining complex ideas. Having fewer slides is usually better as well. In general, about one slide per minute of presentation is an appropriate budget. Too many slides is usually a sign that your topic is too broad.

Limit the scope of your presentation

Don’t present your paper. Presentations are usually around 10 min long. You will not have time to explain all of the research you did in a semester (or a year!) in such a short span of time. Instead, focus on the highlight(s). Identify a single compelling research question which your work addressed, and craft a succinct but complete narrative around it.

You will not have time to explain all of the research you did. Instead, focus on the highlights. Identify a single compelling research question which your work addressed, and craft a succinct but complete narrative around it.

Craft a compelling research narrative

After identifying the focused research question, walk your audience through your research as if it were a story. Presentations with strong narrative arcs are clear, captivating, and compelling.

• Introduction (exposition — rising action)

Orient the audience and draw them in by demonstrating the relevance and importance of your research story with strong global motive. Provide them with the necessary vocabulary and background knowledge to understand the plot of your story. Introduce the key studies (characters) relevant in your story and build tension and conflict with scholarly and data motive. By the end of your introduction, your audience should clearly understand your research question and be dying to know how you resolve the tension built through motive.

• Methods (rising action)

The methods section should transition smoothly and logically from the introduction. Beware of presenting your methods in a boring, arc-killing, ‘this is what I did.’ Focus on the details that set your story apart from the stories other people have already told. Keep the audience interested by clearly motivating your decisions based on your original research question or the tension built in your introduction.

• Results (climax)

Less is usually more here. Only present results which are clearly related to the focused research question you are presenting. Make sure you explain the results clearly so that your audience understands what your research found. This is the peak of tension in your narrative arc, so don’t undercut it by quickly clicking through to your discussion.

• Discussion (falling action)

By now your audience should be dying for a satisfying resolution. Here is where you contextualize your results and begin resolving the tension between past research. Be thorough. If you have too many conflicts left unresolved, or you don’t have enough time to present all of the resolutions, you probably need to further narrow the scope of your presentation.

• Conclusion (denouement)

Return back to your initial research question and motive, resolving any final conflicts and tying up loose ends. Leave the audience with a clear resolution of your focus research question, and use unresolved tension to set up potential sequels (i.e. further research).

Use your medium to enhance the narrative

Visual presentations should be dominated by clear, intentional graphics. Subtle animation in key moments (usually during the results or discussion) can add drama to the narrative arc and make conflict resolutions more satisfying. You are narrating a story written in images, videos, cartoons, and graphs. While your paper is mostly text, with graphics to highlight crucial points, your slides should be the opposite. Adapting to the new medium may require you to create or acquire far more graphics than you included in your paper, but it is necessary to create an engaging presentation.

The most important thing you can do for your presentation is to practice and revise. Bother your friends, your roommates, TAs–anybody who will sit down and listen to your work. Beyond that, think about presentations you have found compelling and try to incorporate some of those elements into your own. Remember you want your work to be comprehensible; you aren’t creating experts in 10 minutes. Above all, try to stay passionate about what you did and why. You put the time in, so show your audience that it’s worth it.

For more insight into research presentations, check out these past PCUR posts written by Emma and Ellie .

— Alec Getraer, Natural Sciences Correspondent

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THE ROLE OF MARKETING RESEARCH

Jul 11, 2014

210 likes | 408 Views

THE ROLE OF MARKETING RESEARCH. Kristina Zikienė 2013, Vytautas Magnus University. Nature of Marketing.

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• possible marketing program
• timely decision
• most lucrative
• problem solving research research
• research studies
• specific marketing problems

Presentation Transcript

THE ROLE OF MARKETING RESEARCH Kristina Zikienė 2013, Vytautas Magnus University

Nature of Marketing • Marketing is the activity, set of institutions, and processes for creating, communicating, delivering, and exchanging offerings that have value for customers, clients, partners, and society at large. • To make the “right” desicions, based on marketing activities, management must have timely decision – making information. MARKETING RESEARCH IS A PRIMARY CHANNEL FOR PROVIDING THAT INFORMATION.

KEY ROLES OF MARKETING RESEARCH • First, as part of the marketing intelligence feedback process, marketing research provides decision makers with data on the effectiveness of the current marketing mix and offers insights into necessary changes; • Second, marketing research is the primary tool for exploring new oportunities in the marketplace (f.e. segmentation research and new product research help identify the most lucrative opportunities for a firm).

Marketing Research Defined Marketing research is the function that links the customer, consumer, and public to the marketer through information – information used to identify and define marketing opportunities and problems; generate, refine, and evaluate marketing actions; monitor marketing performance; and improve understanding of marketing as a process. Marketing research specifies the information to required to address these issues, designs the method for collecting information, manages and implements the data collection process, analyzes the results, and communicates the findings and their implications (American Marketing Association )

Marketing Research Defined Marketing research is the planning, collection, and analysis of data relevant to marketing decision making and the communication of the results of this analysis to management. What is Marketing Reseach? ORGANIZATION Collecting information MARKET

Marketing Research Defined Marketing research is defined as the systematic and objective process of generating information for aid in making marketing desicions. WHAT DOES IT MEAN SYSTEMATIC AND OBJECTIVE? Systematicmeans that information is not intuitive or haphazardly gathered. The term connotes patient study and scientific investigation wherein the researcher takes another, more careful look at the data to discover all that is known about the subject. Objectivemeans, that if the information generated, or data collected and analyzed, is to be accurate, the marketing research must be objective. The researcher should be detached and impersonal rather than biased, attempting to support his or her preconceived ideas. If bias enters into the research procces, its value is considerably reduced.

Importance of Marketing Research to Management Marketing research can be viewed as playing three functional roles:

The objects of Marketing Research • Marketing research is used to gather information about:

Planning and Implementing a Marketing Mix Product Research • Product research takes many forms and includes studies designed to evaluate and develop new products and to learn how to adapt existing product lines. • Consept testing exposes potential customers to new-products ideas to judge the concepts’ acceptance and feasibility. • Product testing determines a product prototype’s strengths and weaknesses or whether a finished product performs better than competitive brands or according to expectations. • Brand name evaluation studies investigate whether the name is appropriate for the product. • Package testing assesses size, color, shape, ease of use and other attributes of the package.

Planning and Implementing a Marketing Mix Pricing Research • Research for learning the ideal price level or determining if a price high enough to cover costs; • Can help answer the question, is there a need for seasonal or quantity discount? • Can help answer the question, are coupons more effective than price reductions? • Can help answer the question, is a brand price elastic or price inelastic? • Can help answer the question, how much of a price difference is best to differentiate items in the product line?

Planning and Implementing a Marketing Mix Distribution Research • Used to decide about retail sites or warehouse locations; • May be conducted because the actions of one channel member can greatly affect the performances of other channel members; • Is needed to gain knowledge about retailer’s and wholesaler’s operations and/or to learn their reactions to a manufacturer’s marketing policies.

Planning and Implementing a Marketing Mix Promotion Research • Investigates the effectivness of premiums, coupons, sampling deals, and other sales promotions; • Includes buyer motivation studies to generate ideas for copy development, media research, and studies of advertising effectivness; • Helps advertisers decide whether television, newspapers, magazines, or other media alternatives are the best suited for conveying the advertiser’s message.

Planning and Implementing the Integrated Marketing Mix The individual elements of the marketing mix do not work independently of the other elements of the marketing mix. Hence, many research studies investigate various combinations of marketing ingredients to gather information on what would be the best possible marketing program.

Classification of Marketing Research • Descriptive v.s. Analytical • Applied v.s Fundamental • Quantitative v.s. Qualitative

Classification of Marketing Research Descriptive • also known statistical Research; • include surwey and facts; • gather sociodemograpfic data. Analytical • Use facts or information already awailable

Classification of Marketing Research • Applied Designed to solve practical problem of the modern world; For example, applied researches may investigate ways to: • Improve agricultural crop production; • Treat or cure a specific desease; • Improve the energy efficiency at homes, offices... • Fundamental Driven by a scientists in a scientific question; The main motivation is to expand Man’s knowledge, not to create or invent something: • How did the universe begins? • What are protons composed of?

Classification of Marketing Research • Quantitative: • Used to measure how many people feel, think or act in a particular way; • Many vehicle used for collecting quantitative information, mostly researches use surveys, observations and experiments. • Qualitative: • Used to help us understand how people feel and why they feel as they do • It is concerned with collecting in-debt information asking questions such as why do you say that • Depth interviews or group discussions are two common methods used for collecting qualitative information.

Classification of Marketing Research Companies that carry out research studies mostly do that for two reasons: • identificate problem (Problem Identification Research); • solve the problem (Problem Solving Research).

Classification of Marketing Research • Problem Identification Research Research undertaken to help identify problems which are not necessarily appatent on the surface and yet exits or are likely to arise in the future. Examples: market potential, market share, image, market characteristics, sales analysis, forecasting and trends research. • Problem Solving Research Research undertaken to help solve specific marketing problems. Examples: segmentation, product, pricing, promotion, and distribution research.

Decision to Conduct Marketing Research • Resources are lacking; • Research results would not be useful; • The opportunity has passed; • The decision already has been made; • Managers cannot agree on what they need to know to make a decision; • Decision – making information already exists; • The cost of conducting research outweigh the benefits

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• Preferences

Ch 1 - Role of Research in Business Decision Making - PowerPoint PPT Presentation

Ch 1 - Role of Research in Business Decision Making

Understand the marketplace and identifying problems and opportunities (swot) ... selecting and implementing a course of action (improved decision making) ... – powerpoint ppt presentation.

• Understand the marketplace and identifying problems and opportunities (SWOT).
• Diagnosis and Assessment.
• Selecting and Implementing a course of Action (Improved decision making).
• Monitor/Evaluate performance and correct errors.
• Development of a Marketing Plan and the kind of research required at each step.
• Analysis of the environment.
• Market segmentation and selection of a Target Market.
• Positioning and development of the marketing mix.
• Implementation and control.
• Internal environment - strengths and weaknesses of the firm.
• External environment - Market/Competitive, Economic, Political/legal, technological, socio-cultural environments.
• SWOT analysis.
• Basis for segmentation - Demographic, Psychographic, Geographic. etc.
• Characteristics of consumers in each segment.
• Competitive activity in each segment.
• Unfulfilled need.
• Overall positioning and 4 Ps.
• Focus on the target market.
• Scheduling, Budgeting, assignment of responsibility.
• Evaluation and correction of errors.
• Research Requirements at each stage.
• Mostly secondary research on internal and external environments.
• Some Primary research.
• External - Industry analysts, Syndicated agencies, Government agencies, Trade associations, other published (or web) data .
• Forecasting.
• Business and industry trends.
• Market share analysis.
• Inflation and pricing studies.
• Studies of Global Environments.
• Sales Invoices.
• Accounting Records.
• Previous Market Research.
• Consumer databases.
• Portfolio analysis.
• Employee productivity.
• Starting with mostly secondary research.
• Especially if mature market.
• E.g., Market segmentation, market share analysis, market potentials, market characteristics, etc.
• Moving towards more primary research as we focus on a target market
• Buyer characteristics, perceptions, attitudes, purchase intentions etc.
• Surveys, focus groups, observation, etc.
• Mainly Primary Research.
• Surveys, focus groups, observation, Experiment, Advertising research, etc.
• Alternative courses of action.
• New product concept tests, test market studies.
• E.g., Establishment of sales quotas, territories Effectiveness of various promotional methods Sales analysis Customer satisfaction studies etc.
• Basic Research attempts to expand the limits of knowledge. It does not directly involve the solution to a particular pragmatic problem.
• Applied Research is undertaken to answer questions about specific problems or to make decisions about a particular course of action or policy.
• Is executive success correlated with high need for achievement?
• Are members of highly cohesive work groups more satisfied than members of less cohesive work groups?
• Do consumers experience cognitive dissonance in low-involvement situations?
• Should McDonalds add Italian pasta dinners to its menu?
• Business research told McDonalds it should not.
• Should McDonalds add a Whopper Stopper burger to its menu?
• Now being researched.
• Exploratory.
• Descriptive.
• Causal or Predictive.
• TIME CONSTRAINTS
• AVAILABILITY OF DATA
• NATURE OF THE DECISION
• BENEFITS VERSUS COSTS
• Lack of resources.
• Research Results would not be useful.
• Decision has already been made.
• Managers cannot agree on info. required

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The health benefits and business potential of digital therapeutics

Around the world, the burden of chronic disease is increasing at a rapid pace. Unfortunately, most of these conditions are irreversible and need to be managed through lifelong medication use. However, many patients struggle with adhering to prescribed medications and implementing the behavioral and lifestyle changes that are needed to manage their diseases and stabilize their conditions. Often, physicians and other healthcare providers have little ability to monitor the extent to which patients are following their recommendations and maintaining treatment regimens. As a result, disease burdens at a population level are higher than they should be.

These challenges have created a need for compre­hensive disease management solutions that are best enabled by digital technologies. In 2021, global digital health funding grew 79 percent over the previous year to reach $57.2 billion. 1 State of digital health 2021 report , CB Insights, January 20, 2022. Much attention and funding have flowed toward digital therapeutics , which can include multiple points of intervention along the patient journey, including monitoring, medication adherence, behavioral engagement, person­alized coaching, and real-time custom health recommendations. Within digital health, funding for digital therapeutics (including solutions for mental health) has grown at an even faster pace—up 134 percent from the prior year to reach $8.9 billion in 2021. 2 Heather Landi, “Global digital health funding skyrockets to $57.2B with record cash for mental health, telehealth,” Fierce Healthcare,January 21, 2022.

The impact potential here is significant, both in terms of clinical outcomes and economic benefits for stakeholders and societies. For example, research has shown that digital disease management can drive a 45 percent reduction in the three-month rate of major adverse cardiovascular events (MACEs) and a 50 percent reduction in the 30-day readmission rates for patients after acute myocardial infarction (AMI). 3 Jerilyn K. Allen et al., “Digital health intervention in acute myocardial infarction,” Circulation: Cardiovascular Quality and Outcomes , July 15, 2021, Volume 14, Issue 7; Pawel Buszman et al., “Managed care after acute myocardial infarction (MC-AMI) reduces total mortality in 12-month follow-up—results from Poland’s National Health Fund Program of Comprehensive Post-MI Care—A population-wide analysis,” Journal of Clinical Medicine , 2020, Volume 9, Issue 10. Similarly, it can help lower hemoglobin A1c (HbA1c) levels by one percentage point among patients with type 2 diabetes. 4 Marcy K. Abner et al., “A novel intervention including individualized nutritional recommendations reduces hemoglobin A1c level, medication use, and weight in type 2 diabetes,” JMIR Diabetes , 2017, Volume 2, Issue 1. These data points illustrate the extent to which digital disease manage­ment can help save lives while also keeping patients healthier, which reduces costs for many stake­holders, including the patients themselves.

Research has shown that digital disease management can drive a 45 percent reduction in the three-month rate of major adverse cardiovascular events (MACEs) and a 50 percent reduction in the 30-day readmission rates for patients.

Many players are trying to disrupt the disease management space and develop new innovative models to manage chronic diseases. New-age start-ups bring radical, unconstrained perspectives, while incumbents contribute a much more detailed understanding of the challenges and various stake­holders. Ultimately, both start-ups and incumbents have critical roles to play in disrupting the space and scaling up solutions.

Digital therapeutics can play an important role in chronic-disease management

The burden of chronic diseases has been increasing globally and is expected to continue. Chronic diseases (such as cardiovascular disease, cancer, diabetes, and respiratory disease) were causes or contributing factors in 75 percent of worldwide deaths in 2010 and 79 percent in 2020. By 2030, experts predict that chronic diseases will contribute to as much as 84 percent of total global mortality (exhibit).

Poor monitoring of and adherence to prescribed medications undermine the management of chronic diseases. According to a 2021 global study, compliance among patients with type 2 diabetes ranges from 69 to 79 percent. 5 Diagnosis-related groups (DRG) treatment data: compliance (medication possession ratio) among patients with type 2 diabetes ranges between 69 to 79 percent for top-20 type 2 diabetes drugs; compliance rates for cancers according to a study on 52,450 patients was 37 percent. Patients were found to be most compliant in the 50- to 59-year-old range (49 percent compliant), with decreased compliance at the extremes of age. See Joseph Blansfield et al., “Analyzing the impact of compliance with national guidelines for pancreatic cancer care using the National Cancer Database,” Journal of Gastrointestinal Surgery , August 2018, Volume 22, Issue 8; Nathan Levitan, “Industry Voices—Here’s how AI is impacting the delivery of cancer care right now,” Fierce Healthcare, June 28, 2019.

Of course, chronic diseases need to be managed not only by medication but also with regular monitoring and lifestyle changes. Hence, providers need better end-to-end solutions that proactively and comprehensively monitor patient health, as well as encourage behavioral changes to improve adherence to prescribed medications, diet, and lifestyles.

Digital technologies can play an important role in improving disease management by tackling these challenges. The potential for digital therapeutics to have a big impact is evidenced by the fact that almost two-thirds of the global population now has internet access.

Research has shown that digital solutions for disease management can drive better outcomes for patients living with chronic diseases. Examples include the following:

• A study of ten thousand patients by the Poland National Health Fund showed a 45 percent reduction in three-month MACE rate and a 40 percent reduction in 12-month mortality rate achieved through managed care after AMI. The study involved cardiac rehabilitation with physician guidance, counseling sessions on lifestyle modification, education on the associated risk factors, therapy, and in-person relaxation sessions. 6 “Managed care after acute myocardial infarction,” 2021.
• A study by the Mayo Clinic in partnership with Healarium showed a reduction in three-month rehospitalizations and emergency department visits of 40 percent for patients following AMI, a weight reduction of 4.0 kilograms, and a 10.8-millimeter reduction in systolic blood pressure. The study involved tracking of vitals, diet, and physical activity, setting reminders and goals, information on current health status, and educational courses for patients. 7 Thomas G. Allison et al., “Digital health intervention as an adjunct to cardiac rehabilitation reduces cardiovascular risk factors and rehospitalizations, Journal of Cardiovascular Translational Research , 2015, Volume 8, Issue 5.
• A US study of more than one thousand patients by Johns Hopkins and Corrie Health showed a 50 percent reduction in the 30-day readmission rate in patients following AMI attained through digital-health-based interventions. The study involved continuous monitoring of vitals with the help of connected devices; educational content on procedures, risk factors, and lifestyle modifications; medication management through reminders and tracking adherence; connection with the care team; mood tracking; and the ability to check the side effects of medication. 8 “Digital health intervention in acute myocardial infarction,” 2021.
• A one percentage-point reduction in HbA1c levels was shown in patients with type 2 diabetes who participated in an online patient community as part of Virta Health’s ten-week nonrandomized parallel arm study with 262 outpatients. The patients were given individualized nutritional recommendations through dedicated health coaches, continuous glucose monitoring kits, and online counseling with doctors. 9 “A novel intervention including individualized nutritional recommendations reduces hemoglobin A1c level,” 2017.

Eight key elements of impactful digital therapeutics solutions

Strong digital therapeutics solutions typically contain most or all of the following eight elements:

• Regular monitoring, measurement, and feedback through connected medical devices . Devices such as smart inhalers for respiratory conditions or continuous glucose monitors for diabetes can provide patients with nudges and alerts for out-of-range readings. For example, Boston-based Biofourmis applies digital therapeutics through the continuous monitoring of connected medical devices. The company offers a doctor-prescribed digital platform approved by the US Food and Drug Administration for patients suffering from chronic heart conditions. Its unique wearable devices offer specialty chronic heart care management, including automated medication management combined with a multidisciplinary remote clinical-care team. In 2022, the company was valued at $1.3 billion.
• Keeping payers and providers in the loop. When patients grant access to their vital statistics, insurance companies, caregivers, and employers can reward them for progress in stabilizing or improving chronic health conditions. For example, Livongo, a program from Teladoc Health, allows patients with diabetes to monitor their condition regularly and send alerts via Bluetooth to an app on their own and their caregiver’s phones if readings exceed normal ranges. Over time, patients enrolled with Livongo have achieved a 0.8 percentage-point drop in HbA1c for diabetics, a 10.0-millimeter hemoglobin drop in blood pressure for patients with hypertension, a 1.8-point drop in body mass index, and a 7.0 percent drop in weight. Livongo allows payers and providers to identify and reward good behavior, as well as deter or penalize poor adherence to health plans prescribed by providers.
• Personalized coaching and support . Patients can connect with specific coaches to obtain a personalized diet and exercise plan tailored to their chronic illnesses. This can be very effective from a therapeutic standpoint. A meta-analysis of digital health interventions on blood pressure management showed that digital counseling alongside antihypertensive medical therapy reduced systolic blood pressure by 50 percent relative to controls. 10 Ella Huszti et al., “Advancing digital health interventions as a clinically applied science for blood pressure reduction: A systematic review and meta-analysis,” Canadian Journal of Cardiology , May 2020, Volume 36, Issue 5. For example, Hinge Health has built a $6.2 billion business that offers wearable sensors combined with personalized exercise therapy and one-on-one health coaching.
• Gamified behavioral modification. Digital therapeutics solutions can include gamified challenges and incentives to track and drive adherence to prescribed diets, lifestyle practices, and medications. For example, Discovery, a South African health insurance company, encourages its members to make healthier choices through its Vitality behavioral change program that combines data analytics with rewards and incentives for healthier lifestyle choices.
• Building a thriving community . An active virtual patient community can drive adherence by challenging and motivating patients to live up to their own health goals. For instance, one study of seven thousand patients with amyotrophic lateral sclerosis (ALS), multiple sclerosis, Parkinson’s disease, HIV, fibromyalgia, or mood disorders found that nearly 60 percent thought the PatientsLikeMe health network helped give them a better understanding of the side effects of medications. The study also found that nearly a quarter of patients with mood disorders needed less inpatient care thanks to their use of the PatientsLikeMe site. 11 “PatientsLikeMe,” Agency for Healthcare Research and Quality, accessed January 2023.
• Health mall. A recent McKinsey survey found that 90 percent of healthcare leaders believe that patients interacting with digital health ecosystems want an integrated journey rather than point experiences or solutions. 12 Stefan Biesdorf, Ulrike Deetjen, and Basel Kayyali, “ Digital health ecosystems: Voices of key healthcare leaders ,” McKinsey, October 12, 2021. Healthcare companies can meet this desire for integration by offering digital health malls that include access to prescribed medications, health supplements, wellness products, and diagnostic tests at the click of a button.
• Patient education . Digital education materials can give patients and their family members information on disease conditions, treatment options, diet, and healthy lifestyle choices. For instance, the Midday app launched by Mayo Clinic and digital health start-up Lisa Health provides support, including educational content, to women experiencing menopause. 13 Tia R. Ford, “Lisa Health launches Midday, an app leveraging AI to personalize the menopause journey, in collaboration with Mayo Clinic,” Mayo Clinic, July 19, 2022.
• Advanced analytics to predict and prevent health events . Organizations are working now to build data algorithms that could identify and predict triggers for healthcare events. They could suggest when to take preventative action or where lifestyle and behavioral changes might forestall adverse events.

How incumbents can thrive in the digital therapeutics space

Digital therapeutics have tremendous potential to reduce disease burdens, deliver better clinical outcomes, help providers make more informed treatment decisions, and improve patients’ lives by offering better ways to manage chronic health conditions. Digital therapeutics also offer incumbents access to new sections of the healthcare value chain and a way to play in the much larger end-to-end healthcare market. Given these opportunities, healthcare and pharma incumbents may wish to explore ways to compete and win in this space.

Incumbents have certain inherent advantages in building digital therapeutics offerings. They already have direct access to patients, plus deep knowledge of the pain points in the disease management journey. They also fully understand the disease science that needs to be integrated into the digital health offering.

Still, incumbents also have some work to do to be competitive in digital therapeutics. To successfully launch and scale an offering, they may need to recruit or upskill employees with skills in product development, design, technology, medicine, data science, and strategic partnerships. Incumbents should plan to spend from three to five years building their digital capabilities and inculcating their new digital workforce with the culture, vision, mission, and values to compete successfully against nimble start-ups.

Incumbents that move quickly still have an opportunity to gain a first-mover advantage in the growing digital therapeutics sector, where promising start-ups can receive multibillion-dollar valuations. By developing their own digital therapeutics offerings, incumbents may also find themselves in a stronger position to protect their core businesses from being disrupted by others.

Chirag Adatia is a partner in McKinsey’s Gurugram office, where Samarth Shah is a consultant. Ralf Dreischmeier  is a senior partner in the London office.  Kirtika Sharma is a partner in the Mumbai office.

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Why Employees Who Work Across Silos Get Burned Out

• Eric Quintane,
• Jung Won Lee,
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And how companies can better support these important cross-functional workers.

When employees collaborate across silos, there are numerous benefits for organizations. But the employees who do this critical work — also known as boundary spanners or network brokers — may end up overwhelmed, burned out, and can even develop abusive behavior toward their fellow employees. Research shows why this can happen, and suggests three key strategies companies can use to mitigate any negative effects: strategically integrating cross-silo collaboration into formal roles, providing adequate resources, and developing check-in mechanisms and opportunities to disengage.

In today’s fast-paced and complex business environment, fostering collaboration across organizational silos, whether between different teams, divisions, or regional offices, is no longer a luxury — it’s a necessity. It is key to improving performance, unlocking innovation, and speeding up coordination .

• Eric Quintane is an associate professor of organizational behavior at ESMT Berlin. He holds a PhD in management from the University of Melbourne in Australia. His research focuses on understanding the dynamics of interpersonal networks and their consequences for individuals (such as innovative performance or burnout).
• SL Sunny Lee is an Associate Professor of Organizational Behavior and the Deputy Director of Diversity and Inclusion at UCL School of Management. She has a PhD from London Business School. Her research focuses on identifying biases within human resources processes, such as recruitment and promotion, and the psychological implications of workplace behaviors.
• JL Jung Won Lee is an assistant professor of organizational behavior at ESSEC Business School. She has a PhD from UCL School of Management. Her research focuses on psychological antecedents and consequences of interpersonal networks.
• CR Camila Umaña Ruiz is a consultant and Assistant Professor in Organizational Behavior and HR at Pontificia Universidad Javeriana. She has a PhD from Universidad de los Andes. Her research focuses on interpersonal and organizational antecedents and consequences of job stress and burnout.
• Martin Kilduff is Professor and Director of Research at UCL School of Management. He has a PhD from Cornell University. His research focuses on interpersonal social networks in organizations.

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The Role of Marketing Research

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Research Methodology Chapter 1.

Introduction to Marketing Research. It aint the things we dont know that gets us in trouble. Its the things we know that aint so. Artemus Ward.

Building Customer Relationships Through Effective Marketing

Lecture 07 Marketing. Working Definition of the concept > – The process of determining customer wants and needs and – then providing.

The Nature of Marketing Research Dr. Zafer Erdogan

An Overview of Strategic Marketing

Chapter 14 Promoting Products.

Exploring Marketing Research William G. Zikmund

Chapter 8 The Marketing Plan

Business Research Methods William G. Zikmund

Essentials of Marketing Research

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Chapter 1 The Role of Business Research © 2010 South/Western/Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted.

Marketing Research Audhesh Paswan Chapter 1: The Nature and Role of Marketing Research.

1 Chapter 16: Promotional Planning for Competitive Advantage Prepared by Amit Shah, Frostburg State University Designed by Eric Brengle, B-books, Ltd.

An Overview of Strategic Marketing Part One Marketing and Its Environment Copyright © Houghton Mifflin Company. All rights reserved. PowerPoint Presentation.

Ovais IMSciences January 23, 2014 Lectures 3 Marketing Research and The phenomena of marketing 1.

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MARKET RESEARCH. What do you think Marketing Research is?

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Collaborations in Africa foster leadership, research, entrepreneurship

While the opening of the Indiana University Ghana Gateway in Africa will usher in a new era of collaboration between the continent and IU, the university already has a long history of engagement in Africa.

IU Global — the Office of the Vice President for International Affairs — has been active in many African countries over the past four decades. A collaboration with Khanya College in South Africa from 1992 to 1995 was one of the earliest partnerships in the continent. Since then, partnerships have been established with several African institutions of higher learning.

“An IU gateway office in Africa will play an important role in nurturing and maintaining connections with our current partners and expanding collaborations across Africa,” said Teshome Alemneh , IU associate vice president for international research and development. “It will be a venue for connecting university faculty, researchers and administrators, NGOs, government agencies, and many other stakeholders.”

Of particular focus at IU has been collaborations focused on institutional development, which include activities such as improving academic programs and curricula, encouraging faculty development, and conducting joint research. In recent years, for example, the IU Office of International Development has implemented collaborations to foster the next generation of African entrepreneurs, strengthen research capacity in Africa and support young leaders from the continent.

Developing civic leadership skills in young leaders

IU has been a supporter of the Mandela Washington Fellowship for Young African Leaders , the flagship program of the U.S. government’s Young African Leaders Initiative.

Through this initiative, IU has hosted a total of 150 young leaders from more than 30 African nations, enhancing their capacity in civic engagement and leadership and connecting them to Indiana. While at IU, fellows made presentations, discussed their perspectives and passions during courses and networking events, and shared their life experiences during social activities, such as meals with IU faculty and staff families.

“The presence of the Mandela Washington Fellows on campus made a lasting impact on faculty, staff and students, increasing IU’s visibility in more than 20 sub-Saharan African countries,” Alemneh said. “The program furthers IU’s global engagement strategy and increased interest in Africa. It has promoted people-to-people relationships and enhanced mutual understanding.”

IU’s engagement in the Mandela Washington Fellows program took place from 2016 to 2022. The program’s lasting legacy at the university is evident in recent collaborations. Students in the IU School of Public Health-Bloomington, for instance, worked with a Kenyan health clinic through the Hijabi Mentorship Program — an organization focused on empowering and educating women and girls and founded by Nima N’zani Kassim, a Mandela Fellow who visited IU in 2019.

Business entrepreneurship and leadership

In collaboration with Ivy Tech Community College and The Mill, IU led a two-year project in Addis Ababa, Ethiopia. Funded by the U.S. Embassy, the Partnership in Business Entrepreneurship and Leadership Transformation , or PiBELT, increases entrepreneurial capacity in Ethiopia.

“This effort was an opportunity to leverage expertise to enable two universities in Ethiopia — Debre Markos and Bahir Dar — to develop business and entrepreneurship incubation centers, and to instill these skills in young people in Africa,” Alemneh said. “The young people in the community and students at participating Ethiopian universities enhanced their skills on how to develop their business ideas into startups, reducing unemployment, creating jobs and improving economic activities.”

Under the project, IU and its partners developed pre-acceleration and accelerator training modules in topics such as customer development; customer work; “insights/point-of-view/ideation” prototyping; revenue; marketing and sales; team building; instant business plan and pitch deck creation; product development; business development; marketing and sales; and investor pitching.

After completing the training and a pitch competition, 22 business ideas were awarded seed money toward starting their business and prototypes. Funded projects included wheelchair production, animal feed, plastic recycling, seed sowing machinery, mead production, waste disposal and filtration, an e-learning platform, and an ice cream shop.

In addition, the Office of International Development welcomed the managers of these entrepreneurship centers — as well as other administrators from Bahir Dar and Debre Markos — to Bloomington to learn from experts at The Mill, the Bloomington Economic Development Corp., the IU Innovation and Commercialization Office and the Ivy Tech Gayle & Bill Cook Center for Entrepreneurship.

The PiBELT project, which concluded in 2022, has recently inspired a spin-off project. Led by the business incubation centers at Debre Markos and Bahir Dar and supported by the U.S. Embassy in Ethiopia, the spin-off supports women’s development as entrepreneurs in the community, Alemneh said.

Strengthening research capacity

Lastly, through its Office of International Development, IU is a core partner on a project titled Long-Term Assistance and Services for Research: Partners for University-Led Solutions Engine. Known as LASER PULSE, the project focuses on strengthening the research capacity of higher education institutions across the globe, including sub-Saharan Africa.

Funded by $70 million from USAID, LASER PULSE is a consortium led by Purdue University that also includes Makerere University in Uganda, University of Notre Dame and Catholic Relief Services.

“The major focus of LASER PULSE is working with institutions to help them design and implement research projects in collaboration with practitioners so the results of their work can create real impact,” Alemneh said. “It’s about bringing partners — like NGOs, government agencies or community organizations — together in the earliest phases of the research design process to ensure that the problem identification and the final research results will be translated into practice.”

Under this project, IU led communications activities in support of research translation partnerships across the globe. IU also led international research development workshops in Uganda and Ethiopia.

Alemneh said that the wide-ranging projects supported through the IU Office of International Development have the potential to transform higher education institutions and improve people’s lives.

“Whether it’s new skills gained by a young entrepreneur in Ethiopia or new knowledge gained by a Mandela Washington Fellow, those experiences are life changing for them individually, and to their communities,” he said. “And in the case of the experience sharing and capacity enhancement programs in translational research, that’s re-envisioning the whole role of university researchers to make a difference on the ground.

“Ultimately, IU has the expertise and experience to lead and make a difference in these countries, and the opening of the Ghana Gateway will strengthen our endeavors. That’s what drives us.”

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Not all data are created equal; some are structured, but most of them are unstructured. Structured and unstructured data are sourced, collected and scaled in different ways and each one resides in a different type of database.

In this article, we will take a deep dive into both types so that you can get the most out of your data.

Structured data—typically categorized as quantitative data—is highly organized and easily decipherable by  machine learning algorithms .  Developed by IBM® in 1974 , structured query language (SQL) is the programming language used to manage structured data. By using a  relational (SQL) database , business users can quickly input, search and manipulate structured data.

Examples of structured data include dates, names, addresses, credit card numbers, among others. Their benefits are tied to ease of use and access, while liabilities revolve around data inflexibility:

• Easily used by machine learning (ML) algorithms:  The specific and organized architecture of structured data eases the manipulation and querying of ML data.
• Easily used by business users:  Structured data do not require an in-depth understanding of different types of data and how they function. With a basic understanding of the topic relative to the data, users can easily access and interpret the data.
• Accessible by more tools:  Since structured data predates unstructured data, there are more tools available for using and analyzing structured data.
• Limited usage:  Data with a predefined structure can only be used for its intended purpose, which limits its flexibility and usability.
• Limited storage options:  Structured data are usually stored in data storage systems with rigid schemas (for example, “ data warehouses ”). Therefore, changes in data requirements necessitate an update of all structured data, which leads to a massive expenditure of time and resources.
• OLAP :  Performs high-speed, multidimensional data analysis from unified, centralized data stores.
• SQLite : (link resides outside ibm.com)  Implements a self-contained,  serverless , zero-configuration, transactional relational database engine.
• MySQL :  Embeds data into mass-deployed software, particularly mission-critical, heavy-load production system.
• PostgreSQL :  Supports SQL and JSON querying as well as high-tier programming languages (C/C+, Java,  Python , among others.).
• Customer relationship management (CRM):  CRM software runs structured data through analytical tools to create datasets that reveal customer behavior patterns and trends.
• Online booking:  Hotel and ticket reservation data (for example, dates, prices, destinations, among others.) fits the “rows and columns” format indicative of the pre-defined data model.
• Accounting:  Accounting firms or departments use structured data to process and record financial transactions.

Unstructured data, typically categorized as qualitative data, cannot be processed and analyzed through conventional data tools and methods. Since unstructured data does not have a predefined data model, it is best managed in  non-relational (NoSQL) databases . Another way to manage unstructured data is to use  data lakes  to preserve it in raw form.

The importance of unstructured data is rapidly increasing.  Recent projections  (link resides outside ibm.com) indicate that unstructured data is over 80% of all enterprise data, while 95% of businesses prioritize unstructured data management.

Examples of unstructured data include text, mobile activity, social media posts, Internet of Things (IoT) sensor data, among others. Their benefits involve advantages in format, speed and storage, while liabilities revolve around expertise and available resources:

• Native format:  Unstructured data, stored in its native format, remains undefined until needed. Its adaptability increases file formats in the database, which widens the data pool and enables data scientists to prepare and analyze only the data they need.
• Fast accumulation rates:  Since there is no need to predefine the data, it can be collected quickly and easily.
• Data lake storage:  Allows for massive storage and pay-as-you-use pricing, which cuts costs and eases scalability.
• Requires expertise:  Due to its undefined or non-formatted nature, data science expertise is required to prepare and analyze unstructured data. This is beneficial to data analysts but alienates unspecialized business users who might not fully understand specialized data topics or how to utilize their data.
• Specialized tools:  Specialized tools are required to manipulate unstructured data, which limits product choices for data managers.
• MongoDB :  Uses flexible documents to process data for cross-platform applications and services.
• DynamoDB :  (link resides outside ibm.com) Delivers single-digit millisecond performance at any scale through built-in security, in-memory caching and backup and restore.
• Hadoop :  Provides distributed processing of large data sets using simple programming models and no formatting requirements.
• Azure :  Enables agile cloud computing for creating and managing apps through Microsoft’s data centers.
• Data mining :  Enables businesses to use unstructured data to identify consumer behavior, product sentiment and purchasing patterns to better accommodate their customer base.
• Predictive data analytics :  Alert businesses of important activity ahead of time so they can properly plan and accordingly adjust to significant market shifts.
• Chatbots :  Perform text analysis to route customer questions to the appropriate answer sources.

While structured (quantitative) data gives a “birds-eye view” of customers, unstructured (qualitative) data provides a deeper understanding of customer behavior and intent. Let’s explore some of the key areas of difference and their implications:

• Sources:  Structured data is sourced from GPS sensors, online forms, network logs, web server logs,  OLTP systems , among others; whereas unstructured data sources include email messages, word-processing documents, PDF files, and others.
• Forms:  Structured data consists of numbers and values, whereas unstructured data consists of sensors, text files, audio and video files, among others.
• Models:  Structured data has a predefined data model and is formatted to a set data structure before being placed in data storage (for example, schema-on-write), whereas unstructured data is stored in its native format and not processed until it is used (for example, schema-on-read).
• Storage:  Structured data is stored in tabular formats (for example, excel sheets or SQL databases) that require less storage space. It can be stored in data warehouses, which makes it highly scalable. Unstructured data, on the other hand, is stored as media files or NoSQL databases, which require more space. It can be stored in data lakes, which makes it difficult to scale.
• Uses:  Structured data is used in machine learning (ML) and drives its algorithms, whereas unstructured data is used in  natural language processing  (NLP) and text mining.

Semi-structured data (for example, JSON, CSV, XML) is the “bridge” between structured and unstructured data. It does not have a predefined data model and is more complex than structured data, yet easier to store than unstructured data.

Semi-structured data uses “metadata” (for example, tags and semantic markers) to identify specific data characteristics and scale data into records and preset fields. Metadata ultimately enables semi-structured data to be better cataloged, searched and analyzed than unstructured data.

• Example of metadata usage:  An online article displays a headline, a snippet, a featured image, image alt-text, slug, among others, which helps differentiate one piece of web content from similar pieces.
• Example of semi-structured data vs. structured data:  A tab-delimited file containing customer data versus a database containing CRM tables.
• Example of semi-structured data vs. unstructured data:  A tab-delimited file versus a list of comments from a customer’s Instagram.

Recent developments in  artificial intelligence  (AI) and machine learning (ML) are driving the future wave of data, which is enhancing business intelligence and advancing industrial innovation. In particular, the data formats and models that are covered in this article are helping business users to do the following:

• Analyze digital communications for compliance:  Pattern recognition and email threading analysis software that can search email and chat data for potential noncompliance.
• Track high-volume customer conversations in social media:  Text analytics and sentiment analysis that enables monitoring of marketing campaign results and identifying online threats.
• Gain new marketing intelligence:  ML analytics tools that can quickly cover massive amounts of data to help businesses analyze customer behavior.

Furthermore, smart and efficient usage of data formats and models can help you with the following:

• Understand customer needs at a deeper level to better serve them
• Create more focused and targeted marketing campaigns
• Track current metrics and create new ones
• Create better product opportunities and offerings
• Reduce operational costs

Whether you are a seasoned data expert or a novice business owner, being able to handle all forms of data is conducive to your success. By using structured, semi-structured and unstructured data options, you can perform optimal data management that will ultimately benefit your mission.

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