ANA Acquired Data Benchmark Report

ACQUIRED DATA
MARKETING
TABLE OF CONTENTS
3 Introduction 27 Analyst Bottom Line
4 Executive Summary 29 Acknowledgements
6 The State of Data Quality 30 About Dun & Bradstreet
9 The Impact of Data Quality Issues 31 About Demand Metric
17 Marketing with Acquired Data 32 Appendix: Survey Background

INTRODUCTION
Marketers collect, store and use a lot of customer data, from a varied set of sources. Because marketing is actively engaged in
demand generation and lead nurturing activities using new and changing technology, the ability to capture, store, repurpose and
reuse data continues to expand, as does the sheer quantity of data available. The modern marketing organization is skilled at
casting a wide, digital net to gather leads, qualify them and convert them too. Sales teams depend heavily on marketing’s ability
to keep the pipeline of qualified leads full. In fact, a company’s success depends on marketing having an effective process for
generating demand. The technology at marketing’s disposal for doing this work has become increasingly capable and
sophisticated.
The Achilles heel to the demand generation process, is at its very foundation: the quality of the data. Prospects don’t always
cooperate by surrendering their correct or complete contact information on those beautiful landing pages marketing creates. Even
when the data in marketing automation or CRM systems is initially correct, it doesn’t stay that way: people change jobs or retire.
Companies move, merge, are acquired, change business focus and go out of business. There are many reasons why the data in
key marketing and sales systems goes stale or bad. Current, accurate and complete data is necessary for marketing to run effective
campaigns and for sales to engage with prospects. Yet, less than half of participants in this study report having an effective
process to ensure the quality of data in their key systems.
Two broad approaches exist to improve data quality, accuracy and completeness: an in-house data hygiene process, and using
external data or services. In a study sponsored by Dun & Bradstreet, Demand Metric studied both approaches, looking closely at
the use of acquired data in sales and marketing applications/solutions.
The goal of the study was to learn how companies are using acquired data and how that data is making a difference in
campaigns, demand generation and other key results. This report details the findings of this study, providing benchmarks for
acquired data performance and making the case for its use.
EXECUTIVE SUMMARY
Data quality is every organization’s ongoing challenge. The participants in this study’s survey shared information about their current
data quality status, issues and usage of acquired data. A majority of survey respondents were from B-to-B organizations that are
experiencing revenue growth. Companies in the survey ranged in size from less to $10 million to over $1 billion.
Some of the key findings that came from the analysis of survey responses include:
§  Data quality issues are not the exception, but the rule. The average rating for data completeness, currency and accuracy does
not exceed 50% for any of these quality dimensions.
§  Data quality is directly related to data hygiene practices, but only 39% report having an effective process for this.
§  Only 4% say their budget for improving data quality is ample.
§  80% of respondents say data problems interfere with sales and marketing efforts sometimes, frequently or always.
§  Just under half of firms surveyed are using purchased or acquired data in their key sales or marketing systems.
§  Over three-fourths of study participants report that acquired or purchased data is somewhat or very important to helping
improve the accuracy, currency or completeness of data in key sales or marketing systems.
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EXECUTIVE SUMMARY
§  The most important result coming from the use of acquired data is producing better ROI for sales or marketing, according to
80% of survey respondents.
§  The greatest challenge to using acquired data, identified by almost one-third of study participants, is having confidence in the
quality of the data.
This report details these results and other insights from the analysis of this study’s data. For more detail on the survey participants,
please refer to the Appendix.
5
THE STATE OF DATA QUALITY
Figure 1: Less than half of study participants report high quality for any of these dimensions.
The study first established the current state by asking
Data Quality Status participants to rate their data quality across three dimensions:
High Median Low
1.  Accuracy: data that is free from errors
30% 2.  Currency: data that is recent
3.  Completeness: data is not missing key fields of info
Completeness 49%
21% Figure 1 shows this current state.
43%
One conclusion to draw from Figure 1 is that data quality
Currency 45%
issues are not the exception, but the rule for most
12% organizations. For any of the data quality dimensions in
40% Figure 1, the percentage of participants in the “High”
category doesn’t reach 50%.
Accuracy 48%
12% In fact, the “High” category consists of the responses of
0% 10% 20% 30% 40% 50% “Very high” and “High”, with less than 10% reporting “Very
high” data quality for the currency and completeness
H i g h P e r f o r m a n c e M a r k e t i n g
dimensions, and just 13% for the accuracy dimension.
DEMAND METRIC
Acquired Data Benchmark Study, Demand Metric, July 2015, n=158
Looking at these three dimensions, completeness
is the one causing the most concern.
6
Figure 2: 42% of participants have no data quality improvement process, or only an ineffective one.
Effectiveness of Data Quality Process

40%
Data quality is directly related to data hygiene.
39% Participants were asked to rate the effectiveness of the

process, tools or services for cleaning and improving the
30% quality of data in key sales and marketing systems. Figure 2
summarizes the status or existence of a hygiene process.
20%
24% Just over one-third of participants report having an effective
19% process for ensuring or improving data quality. Of this
18% number, just 6% claimed that their process was “completely
10% effective.”
One of the reasons for failure to have a process or an

effective one is funding. Data doesn’t take care of itself. To
0%
No process Ineffective process Neutral Effective process ensure data in key sales and marketing systems is of high
quality requires resources and effort, for which a budget is
needed.
DEMAND METRIC
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Figure 3: 80% of study participants report having minimal to no funds for data quality.
Respondents indicated the level of funding available to their
Budget for Improving Data Quality data quality improvement efforts using these options:
§  None
Ample 4% §  Inadequate: not enough for what is needed, but some.
§  Minimal: enough to do all that is most urgently needed.
Moderate 16% §  Moderate: enough to do what is needed, plus some.
§  Ample: enough to do all that is wanted and needed.
Minimal 47% Figure 3 summarizes the data quality budget status. The
picture this study has so far painted is one where sales and
marketing data quality is a concern for a majority of
Inadequate 18%
organizations, less than 40% have an effective process for
improving it, in part because 80% have minimal to no
None 15% funding for doing so.
0% 10% 20% 30% 40% 50% These conditions raise some red flags about data quality, but
are companies finding ways to cope, or are they negatively
impacting the business? If these data quality conditions were
DEMAND METRIC
not adversely impacting businesses, then there would be no
cause for concern. The following section of this report
explores the impact of data quality.
8
THE IMPACT OF DATA QUALITY ISSUES
Figure 4: 63% of study respondents report moderate to major adverse impact from data quality.
Adverse Business Impact of Data Quality

60%
With only 6% of respondents reporting a completely effective
process for ensuring the quality of data in key sales and
marketing systems, the potential for a negative impact from
51% data quality issues seems high. Impact on the business was
measured using the following scale:
40%
§  No (None) adverse impact
§  Minimal adverse impact
31% §  Moderate adverse impact
20% §  Major adverse impact
Figure 4 quantifies how data quality impacts study

12% participants.
6%
0%
None Minimal Moderate Major The macro view that Figure 4 provides shows that the
adverse impact of data quality issues on the business is
widespread.
DEMAND METRIC
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Figure 5: Data problems pose a moderate to significant impact for 57% of the survey sample.
Impact of Data Problems
Significantly 15%
The survey dug deeper to better understand how seriously
data problems impact the sales and marketing funnel and the
Moderately 42% things that occur within it, such as generating and qualifying
leads, then closing business from them.
Slightly 32% The results of this inquiry can be found in Figure 5.
Not at all 5% Only 5% of the survey’s participants report that data

problems have no effect on the sales and marketing funnel.
Everyone else is experiencing some negative impact. Data
I don't know 6% problems are pervasive, affecting virtually everyone in this
study.
0% 10% 20% 30% 40% 50%
DEMAND METRIC
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Figure 6: For 80% of study participants, data problems interfere with sales and marketing efforts
between “Sometimes” and “Always”.
Data Problem Interference in Sales & Marketing
Always 6%
The scope of the impact of data problems is very broad, and
Frequently 23% it is also important to understand the frequency with which
these problems occur.
Sometimes 46%
The survey probed even deeper to measure how often data
Rarely 18% problems interfere with marketing campaigns or sales efforts.
The results are shown in Figure 6.
Never 1%
Only 20% of respondents rarely or never experience data
problems that interfere with the success of sales efforts or
I don't know 6%
marketing campaigns.
0% 10% 20% 30% 40% 50%
DEMAND METRIC
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There is a relationship to the severity (Figure 5) and frequency (Figure 6) of data problems and the effectiveness of the data
cleaning process (Figure 2). Figure 7 highlights this relationship.
Figure 7: An effective data cleaning process helps mitigate the severity and frequency of data problems.
Data Cleaning Process: Data Cleaning Process:

None/Ineffective Effective
Severity of data problems on key funnel processes such as lead gen,

18% 41%
closing business (Fig. 5): % Responses = “Slightly” or “Not at all”
Frequency with which data problems interfere with success of sales or

11% 29%
marketing campaigns (Fig. 6): % Responses = “Rarely” or “Never”
H i g h P e r f o r m a n c e M a r k e t i n g Acquired Data Benchmark Study, Demand Metric, July 2015, n=158

DEMAND METRIC
The relationships that are shown in Figure 7 are statistically very strong. Investing in the time, effort and resources to have an
effective data cleaning process will bear fruit. This study’s data confirms that it does, and quantifies how substantial that relationship
is.
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Figure 8: More than half of the respondents have the ability to complete basic segmentation.
Segmentation Ability
We are able to complete

advanced segmentation 14% Segmenting customers and analyzing the resulting segments
is a strategic marketing function that requires excellent data
to do effectively.
We are able to complete basic
segmentation 55%
Figure 8 displays the data respondents shared about their
ability to segment customers or prospects using data in key
We want to segment, but don't
29% sales or marketing systems.
have the ability
In Figure 8, basic segmentation refers to using criteria such

We have no need to segment as company size, industry, etc. Advanced segmentation
customer or prospects 2%
refers to using firmographic, behavioral or similarly advanced
criteria.
0% 20% 40% 60%
DEMAND METRIC
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A strong relationship was also seen between the study variables of data problem severity (Figure 5) and segmentation ability
(Figure 8). The implication is that data problems make segmenting customer data more difficult or even impossible. Figure 9 shows
the impact data problems have on the ability to segment at any level.
Figure 9: Data problems impair the ability to segment customer or prospect data.
Severity of data problems on key funnel processes such as Ability to segment customer or prospect data on any level (Fig.
lead gen, closing business (Fig. 5) 7)
% Responses = “Significant” or “Moderate”: 63%
% Responses = “Slightly” or “Not at all”: 83%
DEMAND METRIC
14
The type of problem that seems to have the greatest impact on the segmentation ability is the currency of data. Figure 10 shows
this impact.
Figure 10: Data problems impair the ability to segment customer or prospect data.
Ability to segment customer or prospect

Currency of data (Fig. 1)
data on any level (Fig. 7)
Currency = “Very high” or “High”: 81%
Currency = “Median” to “Very low”: 59%
H i g h P e r f o r m a n c e M a r k e t i n g Acquired Data Benchmark Study, Demand Metric, July 2015, n=158

DEMAND METRIC
The inability to effectively segment customer and prospect data has profound implications. Market segmentation is a primary input
into the formulation of marketing strategy. Without accurate output from the segmentation process, a company:
§  Has less certainty about its focus
§  Can lose some competitiveness
15
§  Will make flawed decisions about expansion
§  Will have more difficulty retaining customers
§  Will expose itself to greater risk
§  Will sacrifice the ability to more precisely target customers
This study has shown that sales and marketing data quality issues affect the majority, and the impact of data problems is serious,
interfering with sales and marketing success. These same problems are affecting a pillar of the marketing strategy planning
process: market segmentation.
Acquired or purchased data is one solution to data quality issues, and its use is explored in the next section of this report.
16
MARKETING WITH ACQUIRED DATA
Figure 11: Acquired data usage in key sales and marketing systems is balanced.
Does Your Organization Purchase Data?

50%
49%
45% “Acquired” data can include any type of information that
40%
helps sales and marketing teams do their jobs better. It
covers a range of types and can include data from online
30% searches, social media or commercially purchased business
data. Acquired data is often purchased.
20% Figure 11 shows the usage level of acquired data among

survey respondents.
10%
The overall usage rate for acquired data is evenly divided
6% between those that do and don’t use it.
0%
Yes No I don't know
DEMAND METRIC
17
Large companies are more likely to acquire data than are small ones, as Figure 12 shows.
Figure 12: Small firms are less likely to use acquired/purchased data.
Firm Size Using Acquired Data Not Using Acquired Data

Small (Annual revenues of $25 million or less) 35% 60%
Medium (Annual revenues from $26-$499 million) 56% 38%
Large (Annual revenues of $500 million+) 60% 30%
H i g h P e r f o r m a n c e M a r k e t i n g Acquired Data Benchmark Study, Demand Metric, June 2015, n=158
DEMAND METRIC
The usage rate for acquired data also varies based on which sales or marketing systems are in use (Figure 13).
Figure 13: Respondents with Marketing Automation are the heaviest users of acquired data.
.
Sales or Marketing System in Use Using Acquired Data
Customer Relationship Management 49%
Marketing Automation 60%
Email Marketing Solutions 45%
Social Media Marketing 46%
Branded, Online Community 49%
H i g h P e r f o r m a n c e M a r k e t i n g Acquired Data Benchmark Study, Demand Metric, June 2015, n=158
DEMAND METRIC
Figure 14: By a large majority, acquired data is important to improving the quality of data in key sales or
marketing systems.
Importance of Acquired Data

60%
57%
The sales or marketing systems listed in Figure 13 are all
40% using acquired data at or above the average usage level
shown in Figure 11.
For those using acquired data, Figure 14 shows how

important it is to improve the accuracy, currency or
20%
completeness of the data in sales or marketing systems.
20%
17%
Many respondents are veteran users of acquired data.
0% 6%
0%
Very unimportant Somewhat Neutral Somewhat Very important
unimportant important
DEMAND METRIC
19
Figure 15: Over one-third of study participants report using acquired data for five years or longer.
How Long Acquired Data Has Been in Use
5 or more 34%
4 to less than 5 12%
3 to less than 4 3%
Years
Figure 15 shows the distribution of how long they have used

2 to less than 3 16% acquired data with key sales or marketing systems.
1 to less than 2 18% The mean for the responses represented by the Y-axis in
Figure 15 is from 3 to less than 4 years.
Less than 1 12%
I don't know 5%
0% 10% 20% 30% 40%

DEMAND METRIC
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Figure 16: Two sources of acquired data dominate this list.
Sources of Acquired/Purchased Data
Lists from trade shows,

conferences, other events 69%
Lists from brokers or other
providers 59%
Data from manual web searches 31%
Data or lists from media sources 30% Figure 16 displays the main sources of acquired and/or
purchased data.
Data from analyst or research firms 28%
The most used sources of acquired data vary depending on
Social media 26%
the system or application with which that data is used.
Data from credit reporting
companies 12%
Other sources 3%
0% 20% 40% 60% 80%
DEMAND METRIC
21
Figure 17 shows the top three acquired data sources for various sales and marketing systems in use by survey participants.
Figure 17: Top sources of acquired data for various sales/marketing systems.
Top Acquired 2nd Acquired 3rd Acquired

System or Application
Data Source Data Source Data Source
CRM Trade shows, conferences & events Brokers or other providers Media sources or manual web searches (tie)
Marketing automation Trade shows, conferences & events Brokers or other providers Media sources
Email marketing Trade shows, conferences & events Brokers or other providers Media sources or manual web searches (tie)
Social media marketing Trade shows, conferences & events Brokers or other providers Manual web searches
Content marketing Trade shows, conferences & events Brokers or other providers Manual web searches
Branded, online community Trade shows, conferences & events Media sources Social media or Analyst/research firms (tie)
Personalization Trade shows, conferences & events Brokers or other providers Media sources
Customer experience Trade shows, conferences & events Brokers or other providers Media sources
Mobile marketing Social media Brokers or other providers Trade shows, conferences & events
DEMAND METRIC
22
Figure 18: The ways that acquired or purchased data gets into key sales/marketing systems.
Acquired/Purchased Data Integration
Periodic imports 53%

Data is of no value to the organization unless the users can
access it easily.
Manual data entry 42%
Since access is through the various sales and marketing
systems, it’s important to understand how acquired data finds
Direct, real-time integration 32% its way into them (Figure 18).
Regularly scheduled imports 23% Real-time, direct integration of acquired data into key sales
or marketing appears third on the list in Figure 18. This is the
ideal approach, but even for users of CRM and Marketing
Other means 2% Automation, whose systems have rich data integration
capabilities, the percentages of those fully utilizing these
0% 20% 40% 60% capabilities are low.
DEMAND METRIC
23
Figure 19: Acquired data helps boost the ROI for sales and marketing.
Results Achieved with Acquired/Purchased Data

Perhaps the most important question related to the use of
acquired or purchased data is determining how it helps.
Producing a better sales/
marketing ROI 80%
To find out, study participants were asked to rate the
Generating more or better
qualified leads 76% importance of acquired data in improving the results they
obtain in key areas. Figure 19 details the results of the ratings
Improving revenue from
71% provided by participants.
campaigns
Improving campaign Demonstrating a good return-on-investment has long been

conversion rates 70%
a challenge for the marketing organization, so it is no small
Accelerating purchase thing that this study’s participants ranked ROI improvement
consideration 51% as the top way acquired data helps improve results.
Other benefits 41% One of the respondents who selected the “Other benefits”
response option shared this comment about an important
0% 20% 40% 60% 80%
thing acquired data facilitates: the ability to do strategic
H i g h P e r f o r m a n c e M a r k e t i n g planning and create sales potential models.
DEMAND METRIC
24
Figure 20: Confidence in acquired data quality is the greatest challenge in using it.
What are the challenges of using acquired data?
Challenges in Using Acquired/Purchased Data
Figure 20 ranks them.
Having confidence in the
quality 29% The top challenge – confidence in the data quality – that
respondents identified in Figure 20 is significant. Most of the
Understanding how to fully
exploit it 22% other challenges are technical in nature, and are overcome
with adequate training or support. The confidence challenge
Effective use in campaigns/
marketing efforts 17% is different.
Integration data into systems/

applications 17% Lack of confidence in acquired data is not mitigated as
simply as the technical challenges. Confidence is a function
Justifying the cost 10% of belief in the integrity of the data, so those who provide
acquired data must ensure that the integrity of their source(s)
Other challenges 5% is not compromised and they must be transparent about their
data collection and quality assurance process.
0% 10% 20% 30% 40%
When looking at the budget for purchasing or acquiring
data, in two-thirds of cases, marketing controls the budget.
DEMAND METRIC
The C-suite is a distant second
at 17%, followed by sales and operations, each
controlling the budget in 6% of the cases.
25
Figure 21: No single, dominating reason exists for not using acquired data.
Reasons for Not Using Acquired Data
Concerns about accuracy 19%

Existing data is good enough 17%
Costs too much to use 17%
Finally, not all firms use acquired data – about half do not in
Don't understand/agree with benefits 15% this study.
Not valuable in past experience 12%
Those that don’t purchase or use acquired data shared their
Difficulty integrating 9% reasons in Figure 21. The leading reason given (concerns
Unaware of sources 6% about accuracy) mirrors the confidence challenge identified
in Figure 20.
Can't get management support 2%
Other reason(s) 3%
0% 5% 10% 15% 20%
DEMAND METRIC
26
ANALYST BOTTOM LINE
Marketing is constantly scanning the horizon for new and better approaches to demand generation. The business of generating leads
and nurturing them is an activity where technology and creativity are choreographed in a way to produce impressive results that keep
leads flowing and revenue in the sales pipeline. The most technically advanced and creative campaign, however, can’t overcome the
fatal flaw of poor quality data.
For almost every company, data quality issues are like ants at a picnic: you can count on having them. Few companies in this study
have figured out how to completely solve their data quality issues. Data problems are more than just an annoyance: 57% of studied
firms report moderately to significant negative impact on the ability to generate and qualify leads, then close sales.
As serious and impactful as data quality problems are, simple solutions are within the grasp of every company:
§  Data hygiene. As serious as the reported impact of data problems is, 61% of firms in this study have either no process for improving
data quality, or one that is ineffective or neutral at best. This study didn’t explore the reasons for the lack of priority around this
matter, but logic can. Data quality issues are like termites in the marketing infrastructure. By the time you detect that you have them,
the problem has become very serious, and the resolution is expensive. With data quality, an ounce of prevention is definitely worth
a pound of cure.
§  Budget. A reason many organizations don’t have an effective process is because they don’t allocate any money or resources
toward having one. Data is an asset and it deserves the same level of investment to preserve and even grow its value as any other
corporate asset does. The natural forces at work on data will quickly erode its quality unless organizations intervene with funding
and resources for a quality improvement process.
27
ANALYST BOTTOM LINE
§  Consider acquiring data. Even when marketing is doing all it can to collect, clean and maintain the organization’s sales and
marketing data, the data set will still have flaws. The greatest concern identified in this study is completeness of the data, and that is
where acquired or purchased data is often most useful. Acquired data can supplement marketing’s existing collection of customer
and prospect information, filling in key data gaps that would otherwise impair marketing campaigns and sales efforts.
§  Use the most direct integration path. Fewer than one-third of acquired data users are exploiting direct, real-time integration of that
data. The best option is to put the data in the place the sales and marketing teams look for data: CRM and Marketing Automation
systems. Exploit connectors that enable real-time integration to external data sources, particularly to streaming data sources that
can enrich and constantly refresh stagnant data in sales and marketing systems.
Data is a critical sales and marketing asset, but one that is often under-maintained. Any effort to improve data quality will provide a
return.
Acquiring data can provide richness in the form of more accurate business and contact information, employee and revenue figures,
financial ratings, digital and social intelligence, all of which provides marketing a wider, straighter path for its campaigns and marketing
communication. The proven result is better sales and marketing ROI.
28
ACKNOWLEDGEMENTS
Demand Metric is grateful to Dun & Bradstreet for sponsoring this benchmarking study.
Demand Metric also appreciates those participants that took the time to provide their input into this study.
29
ABOUT DUN & BRADSTREET
Dun & Bradstreet (NYSE: DNB) grows the most valuable relationships in business. By uncovering truth and meaning from data, we
connect customers with the prospects, suppliers, clients and partners that matter most, and have since 1841.
Nearly 90% of the Fortune 500, and companies of every size around the world, rely on Dun & Bradstreet’s data, insights and analytics
for their organizations.
For more about Dun & Bradstreet, visit www.DNB.com.
30
ABOUT DEMAND METRIC
Demand Metric is a marketing research and advisory firm serving a membership community of over 55,000 marketing professionals
and consultants in 75 countries.
Offering consulting methodologies, advisory services, and 500+ premium marketing tools and templates, Demand Metric resources
and expertise help the marketing community plan more efficiently and effectively, answer the difficult questions about their work with
authority and conviction and complete marketing projects more quickly and with greater confidence, boosting the respect of the
marketing team and making it easier to justify resources the team needs to succeed.
To learn more about Demand Metric, please visit: www.demandmetric.com.
31
APPENDIX: SURVEY BACKGROUND
The Acquired Data Benchmark Study survey was administered online during the period of March 3, 2015 through April 17, 2015.
During this period, 201 responses were collected, 158 of which were complete enough for inclusion in the analysis. The data was
analyzed to identify insightful relationships between variables in the study and to ensure the statistical validity of the findings. The
representativeness of these results depends on the similarity of the sample to environments in which this survey data is used for
comparison or guidance. Summarized below is the basic categorization data collected about respondents:
Annual Sales: Primary Role of Respondent:

§  Less than $10 million (49%) §  President, CEO or Owner (15%)
§  $11 to $25 million (11%) §  Marketing (60%)
§  $26 to $100 million (11%) §  Sales (8%)
§  $101 to $500 million (13%) §  IT (2%)
§  $501 million to $1 billion (3%) §  Finance (2%)
§  $1 billion or more (13%) §  Operations (6%)
§  Other (7%)
Type of Organization:
Revenue Growth (Most Recent Fiscal Year):
§  Mostly or entirely B2B (63%)
§  Mostly or entirely B2C (10%) §  Significant increase (23%)
§  Blend of B2B/B2C (23%) §  Slight increase (47%)
§  Mostly or entirely B2G (2%) §  Flat (19%)
§  Non-profit (2%) §  Slight decline (6%)
§  Significant decline (5%)
Benchmark Report
For more information, visit us at:

www.demandmetric.com
Demand Metric Research Corporation

584 Forest Creek Place
London, ON, Canada N5Y 5T7
© 2016 Demand Metric Research Corporation. All Rights Reserved.

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ACQUIRED DATA

4 Executive Summary 29 Acknowledgements

6 The State of Data Quality 30 About Dun & Bradstreet

9 The Impact of Data Quality Issues 31 About Demand Metric

17 Marketing with Acquired Data 32 Appendix: Survey Background

Eﬀectiveness of Data Quality Process

39% Participants were asked to rate the eﬀectiveness of the

One of the reasons for failure to have a process or an

Adverse Business Impact of Data Quality

Figure 4 quantifies how data quality impacts study

Impact of Data Problems

Not at all 5% Only 5% of the survey’s participants report that data

Data Problem Interference in Sales & Marketing

Data Cleaning Process: Data Cleaning Process:

Severity of data problems on key funnel processes such as lead gen,

Frequency with which data problems interfere with success of sales or

H i g h P e r f o r m a n c e M a r k e t i n g Acquired Data Benchmark Study, Demand Metric, July 2015, n=158

We are able to complete

In Figure 8, basic segmentation refers to using criteria such

% Responses = “Significant” or “Moderate”: 63%

% Responses = “Slightly” or “Not at all”: 83%

Ability to segment customer or prospect

Currency = “Very high” or “High”: 81%

Currency = “Median” to “Very low”: 59%

H i g h P e r f o r m a n c e M a r k e t i n g Acquired Data Benchmark Study, Demand Metric, July 2015, n=158

§ Has less certainty about its focus

§ Can lose some competitiveness

§ Will have more diﬃculty retaining customers

§ Will expose itself to greater risk

§ Will sacrifice the ability to more precisely target customers

Does Your Organization Purchase Data?

20% Figure 11 shows the usage level of acquired data among

Firm Size Using Acquired Data Not Using Acquired Data

Importance of Acquired Data

For those using acquired data, Figure 14 shows how

How Long Acquired Data Has Been in Use

4 to less than 5 12%

Figure 15 shows the distribution of how long they have used

0% 10% 20% 30% 40%

Sources of Acquired/Purchased Data

Lists from trade shows,

Top Acquired 2nd Acquired 3rd Acquired

Acquired/Purchased Data Integration

Periodic imports 53%

Results Achieved with Acquired/Purchased Data

Improving campaign Demonstrating a good return-on-investment has long been

Integration data into systems/

Reasons for Not Using Acquired Data

Concerns about accuracy 19%

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Annual Sales: Primary Role of Respondent:

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§  Has less certainty about its focus

§  Can lose some competitiveness

§  Will have more diﬃculty retaining customers

§  Will expose itself to greater risk

§  Will sacrifice the ability to more precisely target customers