In partnership with a leading global technology analyst firm, Dun & Bradstreet commissioned a new study to examine how Customer Data Management (CDM) impacts business development and overall performance. This exclusive study proves that smart CDM is essential for driving growth and staying ahead of the data explosion

1. Driving Growth With
Customer Data Management
An Exclusive New Study Proves theValue
of Smart Data Strategy for Marketers
Q2 2015

2. 2
Today’s Conversation
Share newly
generated insights
into the connection
between a
company’s’ “data
maturity” and its
overall success
Offer a perspective
on best practices
and impacts
associated with
mature data
management
Begin a dialogue on
defining and
documenting
business and
financial impact of
Dun & Bradstreet
solutions for your
company specifically
CDM Study Q2 2015

3. 3
Innovation
Trigger
Peak of
Inflated
Expectations
Trough of
Disillusionment
Slope of
Enlightenment
Plateau of
Productivity
MDM of
Customer Data
(CDM)
Gartner Hype Cycle
Gartner Market Clock
Dusk of
Obsolescence
Dawn of
Standards
MDM of
Customer
Data (CDM)
Software
Zenith of
Industrialization
The time to focus on
Customer Data Management is here
CDM Study Q2 2015Source: Gartner

4. 4
Through 2017, CRM leaders who
avoid MDM will derive erroneous
results resulting in a 25% reduction
in potential revenue gains
Customer Master Data Interaction data Transaction Data
CRM example: Companies that ignore CDM
do so at their own peril
360-Degree View of Customer Data
— Logical Data Flow
Source: Gartner CDM Study Q2 2015

5. 5
Yet companies and their CMOs
struggle to seize the opportunity
QUALIFY AS ‘HIGHLY MATURE’
ON THEIR USE OF DATA
2-5%of companies
researched
by Gartner
82%of
CMOs
FEEL UNDERPREPARED TO DEAL
WITH THE DATA EXPLOSION
Source: IBM CDM Study Q2 2015

6. 6
0 1 2 3 4 5
Articulating the value of data maturity
- Data-mature companies achieve
better improvements from data
initiatives across the entire
Customer Life Cycle
- They experience 20% greater
improvements across Support,
Operations/Finance and
Customer Data Management
due to data management
- The readily integrate third-party
data and analytics
LEVEL OF DATA MATURITY
BUSINESSVALUERECOGNIZED
NONEXISTENT
Problem?
What Problem?
No vision,
but, yes, we
do have a
problem…
INITIAL
DEVELOPING
DEFINED
MANAGED
OPTIMIZING
No vision.
Firefighting is
the answer.
Isolated,
bottom-up
initiatives.
Ok, let’s do
something
(at the
silo level).
Silo-oriented
solutions.
A unifying
vision
emerges (with
high-level
sponsorship).
Enterprise-
wide MDM
program
Data is the
way we do
things around
here.
Managing
master data
as an asset.
Continuing to
learn and
improve.
CDM Study Q2 2015Source: Gartner, Inc., 2015

7. 7
MDM/CDM program leaders need a framework to ensure that they approach initiatives on a
strategic, balanced and integrated basis. Organizations should:
Understanding the path to data maturity
• Use a strategic MDM framework through all stages
of the MDM program activity cycle: strategize,
evaluate, execute and review
• Gain high-level business sponsorship for the MDM
program, and build strong stakeholder support
• Create an MDM vision and a strategy that closely
aligns with the organization's business vision
• Use an MDM metrics hierarchy to communicate
standards for success and to objectively measure
progress
• Create a governance framework to ensure
that individuals manage master data in the
right ways
• Build up the organization's MDM capabilities in
phases, delivering value at every stage
• View the MDM program as part of a wider
enterprise information management (EIM) strategy
CDM Study Q2 2015

8. 8
Research: Proving the connection between
data maturity and marketing success
Leading global analyst firm surveyed and interviewed 135 companies –
customers and non-customers – to quantify the importance of data maturity
and the value of working with Dun & Bradstreet data
Dun & Bradstreet
sales and marketing customers
TARGET
BETTER
NURTURE
BETTER
CLOSE
BETTER
Data-mature companies are more
successful than less mature firms –
THEY EXPERIENCE IMPROVED
PERFORMANCE ACROSS MULTIPLE
FUNCTIONS COMPANY-WIDE
CDM Study Q2 2015

9. 9
ESTABLISHING SUSTAINABLE
RELATIONSHIPS WITH SUPPLIERS
DRIVING PROFITABLE
RELATIONSHIPS WITH CUSTOMERS
BUILDING NEW RELATIONSHIPS
WITH PROSPECTS AND STRONGER
RELATIONSHIPS WITH CUSTOMERS
FORTIFYING TRUSTED RELATIONSHIPS
WITH CUSTOMERS AND PARTNERS
UNIFYING SINGLE VISION OF ALL
VITAL RELATIONSHIPS ACROSS COMPANY
Data Management = Relationship Management
DATA:
A SINGLE,
INTEGRATED
VIEW OF
RELATIONSHIPS
CDM Study Q2 2015

10. 10
COLLECT INTEGRATE CLEAN SUPPLEMENT
Innovative data and analytics leveraged across your company drives results.
Tied together by the D-U-N-S Number, a relationship platform can create a single,
unified, end-to-end view of prospects in the digitally driven age of self-directed buyers.
CDM Study Q2 2015

11. 11
Marketers must activate data to create an
end-to-end, global view of relationships with
current and potential customers, defined by
data and managed with creativity
- Who are your most valuable prospects?
- What do they need from you?
- How can you convert more of them into
profitable customers?
Driving data-inspired growth
Dun & Bradstreet customers understand this dynamic and manage it effectively.
CDM Study Q2 2015

12. 12
Better prospecting for
valuable potential relationships
Definition of Effectiveness:
Better customer demographics
help improve segmentation and
target campaigns
Improvement Outcomes of
Best Practice Implementation*
- Higher MDM/CDM-mature
companies manage campaigns
12% more effectively.
- Dun & Bradstreet customers
manage campaigns 46% more
effectively than non-customers.
Best Practices:
- More segmentation
with deeper data profiles
within those segments
- Multi-dimensional
campaigns targeting by
industry, geography, linkage
+46%Non-customers
+
Effectiveness of Segmentation and Target Campaigns
Customers
* - Average percent improvement in results expected by survey participants CDM Study Q2 2015

13. 13
Better nurturing
of promising relationships
Definition of Effectiveness:
Better contact data improves
the ability to manage customer
contacts and find leads
Best Practices:
- Unified profiles of leads
are enhanced by additional
firmagraphics from third parties
- Wider arrays of lead sources
+46%Non-customers
+
Effectiveness of Customer Information
Customers
* - Average percent improvement in results expected by survey participants
Improvement Outcomes of
Best Practice Implementation*
- Higher MDM/CDM-mature
companies use customer information
16% more effectively.
- Dun & Bradstreet customers use
customer information 46%
more effectively than non-customers.
CDM Study Q2 2015

14. 14
Accelerated closing of
new relationships
Definition of Effectiveness:
Holistic customer information
helps close deals, expand
customer penetration and
improve sales efficiency
Best Practices:
- Consistent customer/prospect
profiles that are streamlined
yet comprehensive
- Activate data profiles for
existing customers to
explore cross-sell
+29%Non-customers
+
Effectiveness of Sale Closes
Customers
* - Average percent improvement in results expected by survey participants
Improvement Outcomes of
Best Practice Implementation*
- Higher MDM/CDM-mature
companies close sales 12%
more effectively.
- Dun & Bradstreet customers close
sales 29% more effectively than
non-customers.
CDM Study Q2 2015

15. 15
TARGET
BETTER
Dun & Bradstreet customers
manage campaigns 46% more
effectively than non-customers
Market Insight, Optimizer,
Dun & Bradstreet NetProspex
NURTURE
BETTER
Dun & Bradstreet customers use
customer information 46% more
effectively than non-customers
D&B Direct
CLOSE
BETTER
On average, Dun & Bradstreet
customers close sales better
by 29% than non-customers
D&B 360, Hoover’s
CDM Study Q2 2015

16. 16
Better performance on
the most important metric of all
+10%in revenue performance
for Dun & Bradstreet
customers over
non-customers
CDM Study Q2 2015

17. Next steps:
Uncovering theValue forYour Organization

19. Thank you

20. 20
MDM Maturity Matrix
Level 1
Initial
Level 2
Developing
Level 3
Defined
Level 4
Managed
Level 5
Optimizing
Vision None
Bottom-up
initiatives only
Top-down, but
limited in vision
Unifying vision
for cross-
enterprise MDM
Key enabler of
business
success
Strategy None
Reactive focus
on fire-fighting
initiatives
Proactive focus
on individual
domains
Consistent and
integrated
approach
Ongoing
investment and
improvement
Metrics
No metrics
scheme for
master data
Starting to
develop data
quality metrics
Successful use
of metrics at the
domain level
Using metrics to
measure
success cross-
domain
Basis of
management
and investment
Information
Governance
No one has
responsibility
IT-led; lacking
business
involvement
Domain-level
governance
Cross-enterprise
multi-domain
governance
Well-
established
cross-enterprise
governance
Organization &
Roles
No data
stewards
Developing the
culture of data
stewardship
Potentially
strong team, but
limited in scope
Centralization
or federation of
data steward
groups
Well-
established
cross-enterprise
stewardship
Information
Lifecycle
Silo-based —
applications or
functions
Starting to think
in terms of the
data life cycle
Focus on data
life cycle at
domain level
Best practice
shared across
the enterprise
Continue to
optimize the life
cycle
Enabling
Infrastructure
Few or no data
quality tools
Data quality
tools, but no
MDM solutions
MDM solution
covering only
one domain
Multi-domain,
but not
integrated or
consistent
Integrated and
consistent set of
capabilities
CDM Study Q2 2015