Hi Laurie,
Thanks for the post! I think this is such a greatquestion, and one that was presented duringan FLB session yesterday. I am planning to writea more in-depth blog post about this but I'll share somefindings that our FLB members shared during the session.
First, we find thatanalytics professionals often work withkey stakeholders to determine whichmetrics, reports, and analysis they find important. They do thison a consistent basis to ensure they're providing relevant,valuable information. Based on this, I recommendworking with the brand team to understand their analyticsand insights expectations from your team and what's the best way tocommunicate those results to their team (email, meetings, ect.). Based on that, you can tailor your reports, analysis, and best practicesbased on need.
For repeatable reports andanalysis, it's extremely difficult to keep the reader engaged. Weekly, bi-weekly, or monthly reports areleft largely unread and, as a result, analytics prosare left feeling unsure and underappreciated because theirwork isn't being consumed. In our member meeting yesterday, aCI pro shared that he's distributes his weekly reports as a 1pager, highlighting the key findings and recommendations. It's easy for his executive team to read and he's able to focus on moreexciting, ad hoc analysis that's relevant to the team (like industry trends,measurement trends, ect). Since you've had the unfortunate luck of yourstakeholders not attending meetings, I'd recommendproviding the weekly report out in the bodyof the email, highlight key metrics, findings, and recommendations. I would make this short and to the point, and above the foldof the email (and perhaps highlight a key finding in the subject line). This is a quick way to share insights and ifyour stakeholders are hungry for more information, they canconnect with you for a more in-depth meeting.
Hope this is a good starting point. Let me know if you'd like to discuss further. I look forward to some other POVs.
Tina
