Insights manager: How to Become a Customer Insights Manager

Опубликовано: July 18, 2023 в 4:51 pm

Автор: alexxlab

Категории: Miscellaneous

How to Become a Customer Insights Manager

Step 1: Understand the job description and responsibilities of a Customer Insights Manager

What does a Customer Insights Manager do?

A Customer Insights Manager manages customer/consumer insight development, market research projects, and data analysis. Synthesizes the results of the projects into a deep understanding of customers and the market, and uses that knowledge to support product development, category management, and marketing initiatives. Being a Customer Insights Manager utilizes various methods including focus groups, surveys, competitor and industry research, to produce useful customer insight data and make recommendations to stakeholders. Requires a bachelor’s degree. Additionally, Customer Insights Manager typically reports to a director. The Customer Insights Manager manages subordinate staff in the day-to-day performance of their jobs. True first level manager. Ensures that project/department milestones/goals are met and adhering to approved budgets. Has full authority for personnel actions. To be a Customer Insights Manager typically requires 5 years experience in the related area as an individual contributor. 1 – 3 years supervisory experience may be required. Extensive knowledge of the function and department processes.

People’s Opinions on Customer Insights Manager responsibilities

Unity Technologies, creator of the world’s most popular creation engine that reaches nearly 3 billion devices worldwide, is seeking a Senior Customer Insights Manager to help us drive the next stage of our growth.

02/24/2020: Sarasota, FL

The Senior Customer Insights Manager will be a critical member of the Unity marketing team, and will design and execute high-impact research that will drive new product development, marketing strategy and go-to-market tactics for Unity’s product portfolio.

01/06/2020: New Bedford, MA

Headhunters and recruitment agencies may not submit resumes/CVs through this Web site or directly to managers.

12/02/2019: Springfield, IL

In this role you be instrumental in supporting all CRM activities to ensure that an insight focused approach, targeting the right customers and driving key business decisions.

02/08/2020: Springfield, MO

With over 10 years experience working solely in the Data & Analytics sector our consultants are able to offer detailed insights into the industry.

02/21/2020: Denver, CO

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Step 2: Learn best tips to become a Customer Insights Manager

Best tips for those who want to become a Customer Insights Manager

Here are some tips to become a Customer Insights Manager.

People’s Opinions on best tips

Fully capitalize on all the content assets you develop.

01/13/2020: Memphis, TN

Use what you learn about your customers’ shopping behaviors on your site to not only drive your on-site merchandising strategy, but also to increase the relevancy of your digital advertising.

01/13/2020: Biloxi, MS

A Newbie’s Guide to Customer Insight Metrics.

12/12/2019: Benton Harbor, MI

Innovations in Big Data Customer Insights.

01/31/2020: Bloomington, IN

7 Steps to Measuring Key Customer Insights.

01/29/2020: Juneau, AK

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Step 3: View best colleges and universities for Customer Insights Manager

Best colleges and universities for Customer Insights Manager

Butler University

Carroll College

Cooper Union

High Point University

Princeton University

Providence College

Step 4: Think about whether is it worth to be a Customer Insights Manager

Is being a Customer Insights Manager Worth it?

People’s Opinions on lifestyles

As a Market Research & Customer Insights Manager, you will play an important role in revolutionizing our marketing process in sustainable collaboration with our in-house marketing teams. Do you want to be a par.

02/18/2020: Fort Myers, FL

In this role, you will be responsible for collecting, analyzing and reporting customer experience data.

12/12/2019: Pittsburgh, PA

The successful candidate will be an analytically driven team player, with an excellent attention to detail and a keen business sense who wants to explore customer experience improvement opportunities.

02/11/2020: Los Angeles, CA

Diversity at Vodafone We aim to create a diverse and inclusive working environment that’s a reflection of our customers and our global footprint.

02/22/2020: Milwaukee, WI

As a Customer Insight Manager your skills and qualifications will ideally include.

02/05/2020: Appleton, WI

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Step 5: Prepare relevant skills for being a Customer Insights Manager

What skills do you need to be a Customer Insights Manager?

This role is not a beginner’s role, as such, there are many skills required.
It is vital to the role to command:
Customer Insights, Focus Group Facilitation, Market Development, Marketing Analytics, Marketing Intelligence, Marketing Research.

Management isn’t easy, if it were, everyone would have the competenticies to execute the role with success.

People’s Opinions on Customer Insights Manager skills

The Customer Insights Specialist helps the business understand their clients.

02/24/2020: Twin Falls, ID

Measure and report on the impact of application improvements on application performance and customer experience once they have been deployed.

02/06/2020: Bremerton, WA

Strong presentation skills – able to present data and insights.

02/17/2020: Greenville, MS

PAYFORT is regional expert in payment processing technology and solutions across major markets in the GCC & Levant countries, operating in UAE, Egypt, Saudi Arabia, Lebanon, Jordan and Qatar. Our team of high caliber software developers, analysts and product managers use rigorous quantitative approaches to ensure that we target the right product to the right customer at the right moment, managing tradeoffs between approval rates and fraud.

12/18/2019: Lincoln, NE

We work closely with product managers from Amazon retail / digital and external merchant to understand their business, collect requirements and deliver high value analytics and insights from a payments perspective that drive acquisition, usage and loyalty.

12/17/2019: Bloomington, IN

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Step 6: View average salary for Customer Insights Manager

How much does a Customer Insights Manager make?

The average salary range for a Customer Insights Manager is from $115,696 to $144,797. The salary will change depending on your location, job level, experience, education, and skills.

Salary range for a Customer Insights Manager

$115,696 to $144,797

Step 8: Explore Career Path of Customer Insights Manager

Step 8: Explore Career Path of Customer Insights Manager?
Customer Insights Manager

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what is the difference between the roles – Career on vc.

In digital development, there are different approaches to the role of a business analyst (BA) and project manager (PM). Sometimes these roles are combined in one person, somewhere they can be partially distributed to the whole team, and you can also find a different set of areas of responsibility and tasks for these roles.

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Nastya Romantsova, Head of Business Intelligence Department, and Serezha Shmakov, Head of Project Management Department, talk about how we found our way in red_mad_robot, what problems we encountered and what we did to solve them.

Business Analyst Responsibilities

Generally speaking, the business analyst is the link between the business and the development team. His main responsibility is to design a digital product in such a way that user tasks are solved, business goals are achieved, and the interests of the development team and the requirements for convenience and simplicity are taken into account.

It is important to note that we at red_mad_robot use the practice of a full-stack analyst, combining the role of a system and business analyst. This format reduces the design time and the amount of communication, and also allows one person to immerse himself in both the technical and business components of the project.

Main responsibilities of an analyst in red_mad_robot:

Conducting secondary market research.
Analysis of the needs of the target audience.
Business interviews to understand goals and objectives.
Development of the top-level product architecture.
Designing the business process of the developed functionality.
Development of functional and non-functional requirements for the system.
Preparing the necessary diagrams for the development team.
Transfer of materials to design and development teams.
API specification design.

At the beginning of my career, I had an internship as a project manager and expected to learn new skills in project management. But over time, I began to understand that this is not mine, that I want to interact more closely with the product, define and identify business requirements, formulate solutions for problems. Time and money management scared me, all the time I dug into the study of technical requirements, studying the market and users. Now I clearly understand the difference between these roles, I can clearly draw a line in the areas of responsibility and not conflict with the PM.

Nastya Popova, business analyst red_mad_robot

Responsibilities of the project manager

The project manager manages the design and development processes, eliminating bottlenecks and inefficiencies. He also communicates budget and time constraints to the team and ensures that decisions are made that take these constraints into account. It also provides the client with transparency of the project progress and results and the free flow of information between all participants.

Responsibilities of the manager:

Choosing the right framework and adapting the production process to the project or team.
Identify and manage key project metrics.
Increasing the efficiency of information exchange between project participants, control over its systematization and careful preservation.
Formulation of the goal together with the team and business, focusing the team on the goals.
Managing expectations.
Project risk management.
Bringing all project tasks to fruition.
A critical look at everything and regular reflection.

On previous projects, outside of Robots, I often had to combine the roles of manager and analyst. On the one hand, it taught me to understand the nuances of business and development processes, to speak the same language with the team, to formulate thoughts and tasks more precisely, to ask the right questions and make the best decisions. On the other hand, mixing roles is not the best scenario. Because something constantly falls out of focus, sometimes there is not enough time and capacity, and this affects the quality of the result. On Robot projects, the zones are clearly separated. This allows you to fully engage in your managerial affairs and not worry about how features are unraveled and development tasks are set. I know everything will be alright. Nevertheless, I think that it is useful for the RM to dive into related areas and develop skills – then in rotations it turns out to support the team and the context and speed are not lost.

Alena Averina, junior project manager red_mad_robot

How the responsibilities of BA and PM are distributed in the market

We have already mentioned that often the responsibilities of a business analyst and a project manager can differ or overlap. The composition of teams is often influenced by several factors:

industry and scale of the product being developed,
type of development (outsourcing or internal development)
project budget.

Consider the most popular existing options.

Product Manager

If a team is developing an internal product, often the roles of analyst and project manager collapse into the role of product manager.

This works when the main functionality of the product is done and it is developed by several small cross-functional teams, each of which is responsible for a small part.

These projects usually don’t have the complex design challenges, the large amount of documentation required for a new product, and the interaction with the business is already well established. This configuration is found in marketplaces, aggregators and e-commerce industries.

Project Manager + System Analyst + Product Owner

But there are also teams with a clear division into a system analyst and a project manager. The latter is necessary if the team is large enough and maintaining efficiency in it takes a lot of time. And also if the team has several stakeholders or the product has many teams and dependencies between them.

A systems analyst is needed if the product has a complex multi-component architecture, dependencies between systems, or strict information security requirements. Such a team composition is often found, for example, in banks.

In general, there can be many options in different conditions, especially in custom development – because in this case you need to be ready to work with different types of projects.

External development

There are different options for outsourcing teams:

The roles of project manager and business analyst are combined to reduce points of communication and decision making. However, this is more typical of small outsourced productions. As soon as the studio and the number of projects start to grow, the search starts for a business analyst or technical writer who is ready and able to describe the requirements.
Responsibilities are divided into two roles to maintain pinpoint expertise and quality of work.
Only the project manager is present. In this case, the responsibility for designing the system is assumed by the development team or the client.
Only the business analyst is present. In this case, someone like a Scrum Master stands out in the team, and the product owner or someone from the business takes on the role of manager.

Which option did we choose

We in red_mad_robot have chosen the option of separating roles: the team has both a project manager and a business analyst. At the start, it was important for us to maintain the quality of work – both in managing the team and client expectations, and in deep system and business analytics.

What advantages do we see in this approach:

We pay a lot of attention to training and developing the digital maturity of the team on the client side, skillfully manage expectations and results. It takes time for the team.
We can solve complex design cases quickly and efficiently thanks to the separation of roles and focus.
We quickly develop expertise in new types of products, as the analyst has the opportunity to dive into a new area.
There is an opportunity to develop deep expertise in approaches and tools – both project management and analytics. Separate skillsets for each role and training events in management and analytics practices help with this.
All the features we have developed are carefully described and documented, which improves quality, reduces development and support costs, and simplifies the transfer of the project to the client’s in-house team.
We hire employees with the right skill set and experience faster and more accurately.
If necessary, we easily scale the team – managers know how to do this and can allocate time for such tasks.

What difficulties did you encounter and how did you solve them

Crossing areas of responsibility

One of the most frequent difficulties we face on projects is the intersection of the areas of responsibility of a business analyst and a project manager. This is influenced by several factors:

General responsibility for the functional composition of the product. The manager is responsible for the timing, sequence and overall quality of the released functionality of the product. And the analyst – for the composition of the functions and the relationship between them. Against this background, conflicts arise when finding a balance between “difficult and cool” and “fast and efficient.”
Blurred responsibility for product backlog management. Often the responsibility for the backlog remained blurred, or we eventually ceased to adhere to the original agreements. As a result, the backlog loses relevance, becomes inconvenient and incomprehensible for business. As a result, the project backlog could lose its function of managing the trajectory of achieving business goals.
Similar development trajectories – often both PM and BA grow in the Product Owner. Analyst and manager often choose the next step in the development of the role of the owner of the product. Therefore, on the project, both want to pump similar skills – and here there are intersections of responsibilities and interests. This affects the final quality of work, because if several people are responsible for the same process, then in the end no one is responsible for it.

How we decided

Having scored bumps on the project, we introduced a mandatory event at the start of the project – during it we distribute areas of responsibility between the participants. Separately, we singled out points about managing the backlog and the composition of the product functionality. At the meeting, the team agrees who will manage these processes or how they will make decisions together.

Customer communication problems

Both PM and BA work with the client: the manager broadcasts the results of the team’s work, manages changes, and becomes the entry point for all issues. And the analyst, in turn, communicates and interviews the business on the goals of the product or a specific feature.

If at the start of the project the difference between the roles is not communicated to the client, then it happens that the requirements for the feature are transmitted to the manager, and the wishes for deadlines or changes are transmitted to the analyst. As a result, the analyst is not fully familiar with the client’s requirements and designs the wrong thing, and the manager cannot put together a product development plan, since the analyst agreed on critical changes in functions without him.

How we decided

At the start of the project, we hold a kick-off with the client, where we talk about the roles on the project, areas of responsibility and highlight what question and whom to contact. If the agreements are lost over time, then we remind them and patiently teach them. This allows you to outline the area of responsibility in the team for the client and reduce the number of ineffective communications.

We find and solve these problems thanks to a great team of experts, reflections and retrospectives, including outside the projects.

For a transparent understanding of who is in the project and what he is responsible for, we use standard managerial tools: RACI-matrices, meetings on the distribution of areas of responsibility and the image of the result – both with the team and with the client. To prevent uncoordinated spontaneous tasks from flying into the project, we build a clear and understandable process for all parties to manage the backlog and prioritize features. The order in the backlog is the first step towards the normal manageability of the entire project as a whole.

Ira Makarova, ex-head of project management department red_mad_robot

Bonus: how to understand what is closer to me – BA or PM

The practices and tools of a project manager and business analyst are easy to learn. Therefore, it would be more correct to look for your own path, relying on soft skills that you already have or that you are ready to upgrade. By the way, they also strongly intersect in these two roles.

You are a future project manager if you are:

Basic love of people, ready to devote time to communication and conflict resolution (where without them). It’s worth remembering that 80% of a project manager’s job is communication.
You like to organize people on the way to something bright and good and bring them to the final goal. And yes, you set goals and you achieve them.
You know how and love to bring things to the end, and not just start them, on fire with an idea.
Demanding to yourself and others, you are not afraid to be bad in someone’s eyes if you need to do an unpopular but useful thing for everyone.
You have systemic thinking, clarity and commitment (he said – well, what can I do, I did it).
You know how to remain effective in the face of uncertainty, plan, but at the same time rebuild the plan when necessary. And you keep calm.
You take responsibility for successes and failures, you are able to analyze the reasons for failures or successful undertakings and apply them in your development.

You are a future business analyst, if you:

You know how to think systematically, find non-obvious relationships and build logical chains – most of the time an analyst designs the work of a product.
You know how and love to communicate, you can find an approach to different people – the analyst often spends time in communication with the team, client and users of the product.
You are able to search for and find non-standard and elegant solutions to problems within strict limits and restrictions.
Ready to dive in and learn the technicalities of digital product development.
You know how to work in uncertainty and lower its level.
Don’t be afraid to ask stupid questions if it helps you get to the bottom of the truth. Analysts often have to ask questions that seem quite simple and obvious.