Prioritizing When Choosing Data Sources

In traditional small or medium-sized companies with limited resources, data scientists usually choose which data source to work with. What are they guided by? When prioritizing data source selection, a data-driven company must focus on the important value of data to the business.

The main goal of the data team is to provide data that meet the needs of specific business units and their analysts and help influence the company’s performance.

Each team or division typically has a set of “master” data. For example, for customer service professionals, this could include interactions with them via email, phone calls, social media, customer order data, and case studies. Based on this data, the team can perform its main function – to serve customers as efficiently as possible. In addition, professionals can combine these sources to create a holistic view of customer interaction scenarios. They can provide aggregate measures of team productivity, such as the average time it takes to resolve a customer’s problem, and analyze the type of interactions for each source. Each team of specialists should have its master data. However, they may have other data that can complement the main set in addition to this.

For example, product defect rates or A/B testing data clarifies which new product feature is confusing customers. Based on this data, professionals can predict the frequency and nature of customer situations that can be expected.

These other data sources can also be valuable and influential, but they are not critical. And also analyze the type of interactions in the case of each source. Each team of specialists should have its master data. However, they may have other data that can complement the main set in addition to this. For example, product defect rates or A/B testing data clarifies which new product feature is confusing customers. Based on this data, professionals can predict the frequency and nature of customer situations that can be expected.

These other data sources can also be valuable and influential, but they are not critical. And also analyze the type of interactions in the case of each source. Each team of specialists should have its master data. However, they may have other data that can complement the main set in addition to this. For example, product defect rates or A/B testing data clarifies which new product feature is confusing customers. Based on this data, professionals can predict the frequency and nature of customer situations that can be expected.

These other data sources can also be valuable and influential, but they are not critical. What new features of the product confused customers. Based on this data, professionals can predict the frequency and nature of customer situations that can be expected. These other data sources can also be valuable and influential, but they are not critical. What new features of the product confused customers. Based on this data, professionals can predict the frequency and nature of customer situations that can be expected. These other data sources can also be valuable and influential, but they are not critical. The problem with a company with limited resources is that the customer service team is just one of many.

Teams in other fields have their own sets of core data and wishes for “what would be nice to have” information. The data scientist or data team leader has to balance all these requests from different teams of specialists in the table. Table 1 provides several indicators that can help in prioritization. The main factor is the return on investment (ROI), but other factors such as availability, completeness, data quality, and others should be considered.

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