Monetize Our Content

It really is not that hard to create a lot of content.

Maybe for me it’s easier than most because I like to talk, I like to write, I like to share and I like to educate.

But it’s still not as hard as so many other things people do every day to make money.

What is hard is creating content that is engaging. That enables curiosity and bring an emotional response. Content that is truly enchanting is rare.

If you can create engaging content, then you should be monetizing it.

There are so many ways to make money off of good content. Sometimes it takes some creativity. Sometimes it takes extra effort. Occasionally you have to spend money upfront to make money long term.

For DMAI we have a lot of content. Here is how we monetize it.

Books are the most traditional method. Given the amount of writing I have done on analytics these past few years, there is enough content for a half dozen books. And there are hundreds more in my head. Publishing a book and selling it on the side at speaking engagements is a nice, but fairly inconsistent revenue stream. But it is a good place to start.

IMG_7203

E-Books is less costly than traditional books, but as whole still far popular. Getting people to pay for online content remains a very elusive prospect for most content creators. Still having that option available will add a little more revenue over time for very little cost.

Online only content for sale is another option. One I have as of yet, not tried. But again if there is a such a needs for analytics training and the ability to speak in person is limited, then providing online only content for a reasonable fee makes a lot of sense.

Webinars and videos are additional online revenue options. Getting people to pay for a series of online trainings is not something I have seem work with much success. YouTube kinda makes that nearly impossible. But in some cases, where you an offer a high quality production that delivers as well as the in person trainings do is something that some people would pay for. Need to look into this one some more.

Still though, the best money maker for DMAI is the fees I get when speaking or conducting training. The market price for these events continues to rise as the reality of their not being enough analytics experts to go around combines with the pressure people feel to get more out of their time and look to analytics as the solution.

That is why we are already planning our 2017 training schedule, blocking off dates for big events and getting on the calendars of companies looking for in house training.

Monetizing our content is not hard, it just takes sticking to a plan.

Small Business Analytics – The field of small business analytics is just starting to blossom as companies are looking for more data-driven decision-making to prosper in the age of Big Data. DMAIPH is at the fore front of providing analytics training, consulting and outsourcing options to small businesses. Contact DMAIPH now at analytics@dmaiph.com or connect with me directly to set up a free consultation on how to get more analytics in your small business.

 

 

Advertisements

Why Analytics Projects Fail – #13: Over Reliance on External Help

The final reason I will articulate in this series of why analytics projects fail is an over reliance on external help. Historically the over reliance would happen when a team is “too busy” to learn the ins and outs of the analytics software they using.

An example would no one internally has the training to maintain or update the software themselves. Any fixes, patches or enhancements have to be done with the help of someone not on the company payroll. This has obvious limitations like not being top priority or made to wait longer the necessary, as well the potential slowdown caused be internal review and QA processes. Not having someone on the insides trained to handle external products is a major risk to an analytics project.

Another examples is when internal analyst don’t have the initiative to own the software. Meaning they just do the minimums, never really learn all the things the software can do and do not offer any new idea of solutions. Being totally dependent on a vendor to keep you up to date on all the new possibilities for use of the software is extremely short sighted. This often causes going the long way on a project instead of knowing about short cuts.

20141203193138-5-tech-tool-help-compete-with-big-guys

A third example is that your team is not empowered to work independently and their schedule is dictated by the availability of the vendor. Important deadlines might be missed or extended because the vendor resource is not available when you need them.

Regardless of the impact, relying too heavily on your analytics software vendor leaves open the risk of what if the external expert leaves. I have seen this happen a number of times, where analytics projects were halted or even cancelled because the expert was outside the company and left the project. The most common outcome of losing your expert is that things stop working and you have to either use workarounds or start over.

The key lesson here, if you are an analyst working with externally supported software, it behooves you to become the expert on it. This will mitigate any the risk of being over reliant on the vendor. It will also assure you of having more control of maintaining, fixing and upgrading your own analytics process yourself, which makes you more valuable to the organization you work for.

Analysts who know why things fail, are proactive, find solutions and become analytics champions are the ones you want to measured by. In the end, the best way to make sure your analytics projects don’t fail is to be awesome at what you do.

Analytics Culture – The key to using analytics in a business is like a secret sauce. It is a unique combination of analytics talent, technology and technique that are brought together to enrich and empower an organization. A successful analytics culture is not easy to create, but DMAIPH can show you how. Contact DMAIPH now at analytics@dmaiph.com or connect with me directly so we can build a strategic plan to turn your company into analytics driven success story.

Why Analytics Projects Fail – #7: Lack of Talent

When analytics projects fail due to lack of talent, this is generally symptomatic of a bigger cause. Lack of talent is something that can be much harder to fix then just hiring someone.

One of the reasons behind the lack of talent may be a misunderstanding of the project by senior leadership or just an overall lack of management support. As I mentioned in a previous blog, the best thing you can do is work with a senior leader to help them understand what level of talent is needed. When you do this you can enhance your analytics solutions and have them advocate for you to get the right talent.

Lack of vision and/or focus by your organization can also result in not having the right talent available for the job. It might not even be the analyst, but the it might be something missing within the development team or the project implantation team. This generally ends up with analytics solutions being full of patchwork shortcuts that limit their impact.

Lack of funding can also be an issue, where your organization just can’t offer a competitive package to the available talent. This is becoming even more of an issue lately as good analytics talent is in high demand and the supply can’t come close to keeping up.

Having the right analyst, with the right skills sets, the right training and the right tools aligned to give your business a good analytics solution misfires a lot. There are hundreds of business intelligence tools, thousands of types of databases, all generating very unique reports. When one of these elements does not match up it can easily cause a failure due to lack of talent.

1960033_10152334044802022_1470432615_n chili

My suggestion if you think you have a lack of talent problem is draw some kind of process flow. Who are all the players in each part of the process? What applications are used to collect, store, analyze and report your data? What programming or language skills are required?  When you lay all this out then you have an idea of what skills and experience your analyst needs. Combine this with the people side of the job, what communication skills, what data visualization skills, what project skills does your analyst need? If you don’t have anyone in the organization with this list of skills, you need to either hire one or create one.

When you look at job postings right not for analysts, its easy to see that requirements vary greatly across positions.  No two companies have the exact same analytics needs not employee analysts the exact same way. So if you are going out to hire one, make sure you have a clear idea of what you need and not get caught up in looking for an analytics rock star.

It is often easier to actually look inside and find someone who can be trained to take on the role. Having internal business knowledge and knowing the organizational culture are huge plusses. A lot of time because that person doesn’t have the skills on their resume yet, they get excluded. However, I have always favored promoting from within and upskilling then going out and hiring an unknown variable.

So if you think lack of talent is killing you analytics project and are not sure what to do next. Connect with me. Let’s build a job description that tailor fits your needs and see where the best place is to find them. It’s probably someone sitting in a cube next to you.

Analytics Culture – The key to using analytics in a business is like a secret sauce that fuels Data-Driven Decison-Making. It is a unique combination of analytics talent, technology and technique that are brought together to enrich and empower an organization.

A successful analytics culture is not easy to create, but DMAIPH can show you how. Contact DMAIPH now at analytics@dmaiph.com or connect with me directly so we can build a strategic plan to turn your company into analytics driven success story.

Q19: How would you describe your approach to teaching analytics?

 

That’s a great question. I have both a simple answer and a more complex one.

The simple answer is my approach to teaching analytics is all about empowerment.

The keys to being a good analyst are most likely already in you. You just need to find ways to unlock, upgrade and unleash your curiosity and focus it towards making more data-driven decisions.

Learning how to use data across a business to improve things is something everyone can benefit from. So that is where I start.

A more complex answer is that I develop each training to fit the needs of a particular audience. Every organization approaches analytics differently so its nearly impossible to use a single way to talk about analytics. In addition, each person in an organization has different backgrounds and different needs, so a one solution fits all approach doesn’t work.

This open-minded and flexible approach to the subject matter is the same way I approach any challenge. Assess the need, develop a relevant solution, apply the solution and refine and adapt as need be.

Honestly, my approach is fairly unique because I take my formal education as a teacher, mix it with my 15 years of practical experience and offer a training solution that is both engaging and enchanting.

11756770_934770113231654_1677809504_o

So what does that all mean when it comes to actually being on the stage or in front of a classroom?

I have found the following things to be true when it come to talking about analytics:

  • Knowing the audience. What do they need to get from where they are to where they want to be.
  • Asking participants questions directly. Breaking into small group exercises to see the interactions. Having lots of questions in my slides.
  • Real World Exercises. I change the exercise we do based on the make-up of the group. It is much more impactful to solve problems that they can relate too.
  • Too Much Content. Going against conventional wisdom, I pack a lot in. I am not trying to make sure everyone can memorize my slides. I am trying to bring out their curiosity and let them take way what they need to bring the curiosity back to the office with them.
  • Lots of Visuals. Even when I pack a slide with text, I tie it to an image that sticks. People remember the image, then the content will come back to them.
  • Speak with Passion. Another change from conventional wisdom. I talk fast. I jump from topic to topic a lot. I move around the room. Its all because Im speaking with passion. Its contagious and keeps things moving at a fast pace.
  • New Content. I am always tweaking things. My presentations are never exactly the same, because every day there is something new to talk about.

So there you go. Some of why and how I have developed my approach to teaching analytics. I’m always looking for disciples if you want to learn from a man crazy about analytics.

The 3 Parts of Me: BPO Elite, DMAIPH and Sonic Analytics

A little about me. I oversee three small companies that specialize in analytics. I am not actively trying to sell you my services, but do hope that if you ever have a need for tailor made analytics solutions, you remember me.

BPO Elite is a consulting business that matches up companies in the U.S. with talent in the Philippines to do a variety of basic analytics and back office work. We DO NOT deal with companies looking just to send jobs overseas, focusing only on partners who need to add flexibility and depth to the talent pool. We have helped over a dozen companies find the right solution for their business to date.

DMAIPH is a company designed to deliver analytics training and support to colleges and universities looking to add more analytics centric courses and materials to their curriculum. To date, I have consulted with over a dozen of the top schools in the Philippines as well as working with student interns from UC Berkley, San Diego State and Diablo Valley College. My interns have helped a number of small business with basic analytics projects. I also blog about my love for analytics and how I teach it.

Sonic Analytics is a training business that focuses on corporate trainings in analytics related topics. Based on my experience as a senior analytics consultant with Wells Fargo Bank and in teaching analytics to college students in both the U.S. and the Philippines, I have come up with a very effective way to help professionals get a better handle on the analytics culture in their business. I have delivered trainings to thousands of people over the past few years, helping them learn how to make more data-driven decisions.

IMG_1224

Each company represents one of the key components of my dream to bring better analytics to as many businesses as possible.

 

Q4: Can you please describe the current state of analytics in the Philippines? – Part 1

Let me tackle this question in two parts. The history major in me demands we look at how we got to where we are now before we talk too much about where we are going.

To start, both the appreciation for and the use of analytics has grown tremendously over the past few years. When I first started thinking about setting up a business in the Philippines back in 2011, hardly anyone knew much about analytics. Big banks, large call centers, multinational corporations and only the top schools were even talking the concept.

It was a challenge to fill my initial training classes due to lack of general awareness. Even at industry events and conferences it was rare to hear much about the idea of using data to drive business decisions.

Doing a search on the top job board in the Philippines back in 2012 for the jobs with analyst in the title netted about 1,000 job postings on any given day.  The average salary was some here around 30,000 PHP a month. It was a challenge to find good talent and those who could do analytics were all gainfully employed.

It wasn’t until 2013 that I stated seeing other analytics training options and those were just ones being done by IBM to meet the CHED (Commission on Higher Education) requiring the implementation of a six class elective tract in business analytics. The was accompanied by the launching of Analytica, and IBM backed effort to push the Philippines towards being more a viable option for analytics outsourcing.

At this time a job search for analyst would bring back about 1,500 jobs. Salaries were starting to rise for analysts as well with the market average getting closer to 50,000 PHP.  Still not a lot of public training or analytics centric organizations around then.

About the same time I started getting invited to schools on a regular basis to lecture about analytics to IT, CompSci and Management students. For the most part they had no idea of the career opportunities out there for those with analytics talent. I consulted with several schools on how to implement the CHED memo and how to prepare their students for analytics careers.

In 2014, an analyst job search was yielding closer 2,000 open jobs. The average salary climbed north of 50,000 Pesos for an experience analyst. I did a lot more trainings, being able to routinely fill a class of people hungry to learn more about analytics and how it could help them in their jobs.

The most in demand analytics skills up to this point where many centered on management reporting, production analysis and workforce management. Most analysts used some kind on proprietary database to store data and did just about all their analysis in Excel.

By 2015, analytics was finally in the mainstream.  Job posting now routinely called for specific skills sets in programming languages and business intelligence tools. Multiple organizations made up of analytics professionals started coming together. The number of jobs open hit 2,500 on any given day and salaries for really good analysts hit 70,000 PHP a year.  By this time, many outsourcing companies focused on setting up team of analysts to offer analytics as an outsourcing option.  Big data jobs and even data scientist positions started showing up in large numbers.

 

So here, we are now in early 2016. The sky is the limit when it comes to Filipinos with analytics talent being able to enjoy good career growth and make substantial salaries. The schools are now starting to churn out talent with analytics careers in mind. Things look great on the supply side of analytics talent and the market growth opportunity for businesses offering analytics is huge.

An additional complexity in the analytics world is the vast number of tools out there to gather, store, analyze and present data. Although IBM is by far the biggest player in training people, they are not the universal solution when it comes to the methodologies and technologies people use every day.

The biggest challenge today is that the demand for analytic talent dwarves the actual current and near term talent supply. The global need for not just analysts, but also data scientists has quickened to a point where catching up for the Philippines seems almost impossible.

hrcloudblog-967x380

HR & Recruitment Analytics is the application of talent, technology and technique on business data for the purpose of extracting insights and discovering opportunities. DMAIPH specializes in empowering organizations, schools, and businesses with a mastery of the fundamentals of business analytics.

The recruitment and retention of top talent is the biggest challenge facing just about every organization. You really have to Think Through The Box to come up with winning solutions to effectively attract, retain and manage talent in the Philippines today. DMAIPH is a leading expert in empowering HR & Recruitment teams with analytics techniques to optimize their talent acquisition and management processes.

Contact DMAIPH now at analytics@dmaiph.com or connect with me directly to learn how to get more analytics in your HR & Recruitment process so you can rise to the top in the ever quickening demand for top talent.

The Best Bunch of Analytics Interns Ever

2011 – Year Zero – The Best Bunch of Analytics Interns Ever

So this is simply the story behind one of the coolest things I have ever done.

Earlier in 2011, before I set up BPO Elite, I was chatting with a friend who was attending a local community college. She was trying to find a speaker for a business club she was an officer in. I offered to come in and talk about remittances. It was a lot of fun. After the talk and lots of Q+A, one of the students approached me and asked if we had internships.

Hadn’t really thought of that before, but it made a lot of sense. I had worked with several interns while with Wells, and generally introduced them to how we did analytics. So it was a natural progression.

So I took on the intern and before I knew it I had 5 of his classmates on board as well. As I was putting the business plan for BPO Elite together I came up with a list of things we needed to understand the competitive landscape around the new business.

I divided them up into 3 types of analytics interns based on their interests; business analyst, marketing analyst and data analyst. I gave each one a research topic, gave them in a crash course in Tableau and turned them loose on doing some public data mining and analytics for BPO Elite.

About the same time we got our first two clients. A small shipping company that specialized in shipping things to the Philippines and a local chiropractor. Both business owners were at a point where they needed help understanding some of the reasons why there businesses were not a successful as they thought they should be. They knew they needed help, but didn’t know where to turn . Fortunately I had the answer… they need to bring some analytics into their businesses.

x2.1

 

So before we go one, let’s level set on what exactly analytics is. In its simplest form it is a the discovery of patterns in data with an eye towards using these discoveries to help a business be successful. If you ask any 10 professionals who work with analytics you will get 10 different answers. It’s a broad topic with just about every business using analytics differently than the next one. And most small businesses don’t even use analytics. Its more in the realm of the corporate world.

So after explaining to my clients what I could do to help them using analytics and getting a good idea of their challenges, I came up with some plans and turned my interns loose.

We did some good in both cases. Mainly focusing on building demographic profiles of their ideal customers and mapping where they lived, we came up with some targeted marketing materials. We used US Cenus data, Google and Tableau to demonstrate the opportunity around them.

We also spent some time building a competitive landscape for each buseiness as well so the clients could see where they stacked up against them. And finally we added some customer insights, mining data from their social media sites and places like Yelp. All in all, we gave each business owner a sample of the things I used to do at Wells. In both cases it was a big help.

And the best part, the kids learned tons of things they wouldn’t likely have learned in a traditional corporate internship. They got their hands dirty with data and they made a difference in the success of a business.

Today, they are all employed in good jobs, mostly working in position with analyst in the title.

Pretty awesome stuff.

My Analytics Story – 2011 – Year Zero – Past as Prologue

This is the first in a series of blog posts to I have planned to share My Analytics Story – Teaching Analytics in the Philippines.

I first got the idea to do analytics training and outsourcing in the Philippines in early 2011.

A little historical perspective first. For most of its history Wells Fargo was not very big into outsourcing, but was very big into analytics. I had been working as a senior analytics consultant with the bank for several years and doing some pretty amazing things with data blending and data visualization for our management team.

Then Wells Fargo acquired Wachoiva and all of a sudden my team was given the challenge to help set up some new positions in the Philippines. Wachovia had a long and successful history with doing back office operations in Manila.

For those not familiar with Wells Fargo and/or Wachovia:

The first team to be set up across the Pacific was a back office, new account fulfillment team. A fairly routine series of tasks, easy to capture and validate data. My role was to provide benchmark data and then management reporting as the transition progressed. While doing this I was paired up with several business partners in Manila. And quickly I discovered that their analytics tools were not very advance and they really didn’t use much predictive analytics.

The light bulb turned on.

I could do this. I could go to the Philippines and get involved with training people to do more analytics, to bring more data-driven decision making to the outsourcing industry!

Given I was married to a Filipina, most of my friends are Filipino-American and I grew up in a city with one of the largest Filipino communities in California, this was a perfect chance to grow my affinity for the Philippines.

And of course I could get back to doing more teaching in the form of training people to use analytics. I had been thinking about getting back to teaching for a while, but the bottom line is Wells just paid better. Plus, I really love working with data. So then next light bulb went off.

I can take what I am good at analytics, and merge it with my passion, teaching and get into the business of training analytics.

As this plan was starting to evolve in my mind, things at work where also coming to a head. I had been trying for a while to find a new job that would get me closer to being involved in both analytics and outsourcing equally with no luck. Lots of interviews within the bank, but nothing came to fruition. Which in hind sight was a total blessing in disguise.

One day I was chatting with a good friend about my growing frustration of not being able to find the right job at Wells and he said, well why don’t you set up your own business then? Light bulb number 3.

But then how? He suggested we talk with a friend of his who was ironically enough looking to set up his own call center in the Philippines. We had several meetings and decided the three of us would set up a new business both in the U.S. to find clients and in the Philippines to train talent to do work for the clients. I came up with the name BPO Elite and the tag line, making data-driven decisions.

And then we got around to talking about who would run the company. And they both immediately said it would have to be me. Up to this point, never in my life had I contemplated such a thing.

Me being the boss.

The final light bulb burned bright. Now it would just a matter of planning the launch of the new business.

31.png

This was around June 2011. We set up BPO Elite legally, built the web site, started doing some marketing.

One thing I needed to validate though was can I actually train people to do the analytics we would be offering as a service. I needed to do a pilot here in the U.S. before moving to the Philippines. I had always thought college students/fresh graduates would be the best ones to hire to work in our business. They are open minded and highly energetic and I could fill their minds with the technologies and methodologies I had used at Wells to be a great analyst.

So thanks I brought on a team of interns over the summer of 2011 with the idea of teaching them analytics and turning them loose on some local small business clients to see if we can drive some results that would be turned into a training model.

It was a huge success. Great pupils. Happy Clients. Lots of Data. More on the how I did it later. For the sake of the narrative, it worked. So it was time to leave Wells Fargo and set in motion the plan to move across the Pacific.

And one more key point I will get to later, one of my parners had a connection at one of the top schools in Manila. So lets not just train fresh grads to do analysts, I should also tie up with the school to teach a class on analytics. More access to talent and a good way to build our brand credibility.

The moral of the story… the reason behind my posts… dream a dream, validate it with data, take calculated risks to seize opportunities and then just persevere.

More to come.

The Philippines An Emerging Center For Analytics

There has been a lot discussion the past several months about the relative pros and cons of outsourcing analytics. The biggest perceived con are that an outsourced analyst might not have the necessary business knowledge to pose the right questions or to clearly identify threats and opportunities.

However, the reality is that with the global analytics talent gap expanding at a rapid pace, many business have no choice but to explore outsourcing options for some if not most of their analytics.

Having worked with several businesses who have successfully outsourced analytics projects and even whole teams to the Philippines, I can say that the pros far outweigh the cons. Here are a few of the pros that I can testify to:

1. Speed and Focus. Once optimized, detached team can often get more done and get it done faster as they are able to mono task.

2. Fresh Set of Eyes. Given enough time to get up to speed on things, an “outsider” to the business often can see the forest through the trees.

3. Scalability. The savings based on things like having a team that can be quickly grown or shrunk based on business need and access to labor pools with a lower cost ratio can often make a big difference when it comes to covering all the bases.

10406025_10152524531307425_1404103117_n

There are countless other reasons why business in the U.S. are increasing looking across the Pacific for analytics talent including an American style of English, an affinity for the American business practices and a firm commitment from higher education to produce analysts.

In fact, the number of academic courses and corporate training programs offering business analytics is growing rapidly here in the Philippines.

As key players in the BPO industry here in the Philippines look to meet many of the analytics needs of companies abroad, the pros will continue to outweigh the cons.

And that is exactly why I founded DMAI.

Outsourcing For Expertise Is The Way To Go

Increasingly, both large and small companies are engaging with specialized service providers as partners to their business goals. As we see in the visual below, the Philippines is still amidst a boom in this phenomena.

The continued rise in outsourcing is due to a companies’ decisions to focus more on their core strengths. In general, service providers concentrate on one or more specialized activities that the sponsor company doesn’t wish to do or doesn’t have as broad in-house capabilities to perform. We see a lot of this with our current client line-up here in DMAI.

However, in additional to taking on tasks that the sponsor companies view duties for specialty providers, it is also now becoming more of the overall business strategy to integrate both businesses rather than you the service provider as a patch.

It’s actually a long-term business model to truly partner on delivery solutions, and as a result, sponsor companies have built strong relationships with providers upon whom they can rely to contribute to their business goals in a manner that complies with both their quality and vision—yet without the need for redundant supervision.Again, this is a model DMAI has been successful at implementing with U.S. based clients.

Providers like DMAI, must be able to engage in a hunt for  talent in order to guarantee expertise and quality. They need to be able to locate the very best talent in a given region and business function in order to provide their sponsor-clients with the best-in-class service those sponsors are paying for.

This line of thinking, outsourcing for expertise is the way to go for medium sized businesses in the U.S. looking for an outsourcing solution with smaller BPOs in the Philippines.

township03-052115

Big corporations can outsource entire business lines to big BPOs. Small businesses can outsource specific functions to virtual assistants. But for medium sized companies, looking to find like minded partners, they need to be paired up with service providers who are able to both integrate into the business and find the talent to grow the business.

Analytics Outsourcing – DMAIPH has successful set up Filipino analytics teams for over a dozen U.S. based businesses. Offering both virtual and office based teams that specialize in problem solving using data, new technology and analytics techniques is our strength. Finding and empowering analytics talent is increasingly challenging, but we have it down to a science. Contact DMAIPH now at analytics@dmaiph.com or connect with me directly to learn more about how to set up an analytics-centric team in the Philippines.