Scale up your CDP efforts
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In this guide, we share our tips on how to plan and launch use cases in your CDP. We will cover a step-by-step approach, how to avoid the MVP trap, how to find and build use cases, and how to set up your team structure.
Your strategy for launching customer dialogues in your CDP
Stored data in a CDP has no value on its own, which is why you always need to think about new ways to use it. You also want to launch use cases as quickly as possible to drive business value. To balance this, you should start with quick MVP versions that you can launch right away, while still working toward your bigger, visionary use cases. What should your strategy look like? Once you have implemented a CDP, you need to map out how you will roll out your use cases.
By now, you have purchased a CDP based on the insights from our first post in this series, "How to buy the best Customer Data Platform for your business." You have also successfully set up the platform using our tips from "Key insights for a successful CDP implementation." That is amazing, and we are thrilled you have taken these big steps into the CDP universe.
But all good things must come to an end, including this series. Before we wrap up, we want to give you some advice on how to scale your CDP efforts. In many ways, think of your CDP as an oil refinery: it takes raw data (our raw oil) and refines it into great customer interactions.
§ Strategy for use case development in your CDP § Once your CDP is up and running, it is time to make sure you get real business value from your investment. There are a few different ways to approach this journey. You need a clear strategy. One great way to do this is by using the Double Diamond method.
The step-by-step method
Besides acting on use cases that bring instant value, you also need to plan for the future. These future goals, often called vision use cases, are built on a clear vision and objective. For example, you might want an abandoned cart flow to boost sales. Your vision could be to use the most cost-effective channels for each user, combined with discount codes for high-value customers. Achieving this kind of vision requires multiple data points to be in place—from customer data, campaign and channel preferences, products, web data, and coupons, to integrations with multiple channels.
Waiting for all this data and setup to be ready can take months, if not years. An important part of scaling your CDP is therefore to create MVP (minimum viable product) versions of your vision use cases, and iterate toward the full vision.
To show how these iterations can look, let's go back to our abandoned cart example. Here is how different versions can evolve as you gather more data:
First version – minimal effort. A simple reminder popup/banner on the website if the user returns.
Second version – add another channel. An abandoned cart email without products shown.
Third version – add products. An abandoned cart email displaying the actual products.
Fourth version – add coupon codes. An abandoned cart email with products and a discount code. A corresponding coupon code in the website reminder if they return.
Fifth version – Adding Google Ads as a channel for your abandoned cart flow.
Of course, you can have far more than 5 iterations, as you should always aim to optimize your work. In our example, this could mean continuously refining the channels you use.
Watch out for the MVP trap
Scaling up your initiatives step-by-step can make it hard to reach your end goals quickly. This is why MVPs are so important. However, we often see companies claim they are working on MVPs without actually knowing what the final product should look like. It is almost as if "MVP" becomes an excuse for not having a clear vision. An MVP must always start with an idea of what the final product is meant to be, even if it evolves along the way. Without a clear target, you likely won't get the most out of your data.
Find and create new use cases
Finding and prioritizing new use cases for your customer data can be a challenge—especially with all the new features a CDP brings. We often see CDP investments stall because of a lack of ideas on how to use the system, not because of the implementation itself. To avoid this, we at Remotion encourage using simple design-thinking methods to map out use cases, like the Double Diamond framework and a priority matrix.
Simply put, the Double Diamond is a two-step process. The first step focuses on defining the problem, while the second step focuses on solving it. Every step has an exploring phase (diverging) and a narrowing-down phase (converging). If this is new to you, you can read more here.
Going from discovery to delivery is a big task, and it can feel overwhelming. Because of this, many companies skip straight to the middle, which can backfire. After working with this process for years, we have put together a few tips on how to handle it effectively. Here are our best tips for a smoother Double Diamond process:
Working with the "problem space" (left side of the Double Diamond)
You might already have user research. If a customer journey analysis was done before, you can likely find great insights there. Otherwise, simply talk to a few customers—usually, interviewing just 4-5 people is enough to get a whole new perspective. Asking your customer service team is also a great starting point.
Many companies already sit on plenty of strategy documents that outline a problem's discovery and definition. (To be fair, we have written a few of those ourselves).
Sometimes the problem is known but not defined. If everyone is talking about something obvious but it hasn't been clearly stated, bringing key stakeholders together for a quick workshop can give you that definition instantly.
Working with the "solution space" (right side of the Double Diamond)
Steal with pride – don't reinvent the wheel.
Look at your industry in other countries or markets.
Look at other industries altogether; they often face similar challenges.
Look at services you love – how did they solve a similar issue?
Use a simple priority matrix. Mapping out exact effort and value can be hard, but comparing initiatives to each other is much easier. Ask: "Is this harder to do or more valuable than that?" Start by placing one item, and then compare the next ones to it. The rest will fall into place. Read more about this approach here.
For marketing, remember that volume matters. If a use case reaches many users, it often brings high value.
If your CDP provider offers ready-made templates or best-practice use cases, use them for your first iteration.
Use the MVP approach mentioned above (but keep the MVP trap in mind).
If you defined the problem well but the solution doesn't work, don't assume the problem was wrong. Often, it's just the solution. Don't start from scratch—analyze, learn, and try something else.
Finding and prioritizing use cases is complex but crucial for your CDP project. Just like a refinery needs to process raw oil to make it valuable, you must work with your customer data and build use cases to get real value. Even if the Double Diamond seems complicated at first, it is a vital tool to unlock the power of your CDP.
Team structure and ways of working:
We have talked about having a vision, strategy, and processes. Now, we want to highlight the need for cross-functional, agile teamwork. You cannot scale your CDP efforts without the right team setup. Since a CDP connects all channels and puts the customer at the center, a channel-siloed setup simply won't work anymore. Don't worry—there are great ways to reorganize around a customer-first approach. We have helped build cross-functional teams focused on:
Campaign types (Brand vs. Tactical)
The Customer Journey (Before, During, After purchase)
Customer Segments (Returning, Loyal)
Customer Lifecycle (Acquiring, New, Active, Churned)
You can use many different agile methods to support this setup. The main thing is to work in iterations, breaking large runs into smaller steps to deliver value quickly and learn as you go. Cross-functional teams bring different skills and viewpoints together. This makes it easier to understand how data can help different departments, and aligns everyone around shared goals and KPIs. It also makes the Double Diamond process run much smoother since you get a wider perspective on both the problem and the solution.
If building a whole new team structure feels like too big a leap, start small by bringing people together for parts of your Double Diamond journey. Going back to our refinery analogy: teams have to work together to produce oil that can be sold. From the drillers extracting the crude oil to the team refining and selling it, they all must collaborate to keep things moving. The same goes for your CDP. To turn raw, unstructured data into valuable customer experiences, the people refining that data must work toward the same goal. Otherwise, both data and oil will just sit in storage, unused and without value.
A well-run "oil refinery"
It is time to wrap up this series. We at Remotion have loved sharing our thoughts and experiences on choosing, launching, and working with CDPs. The need for clean, real-time data and smart organizational structures is only growing. CDPs will continue to be a core part of digital marketing. Customer data is indeed the new oil—it is not very useful when raw, but highly valuable when gathered, cleaned, and connected across your business. We hope this series helps turn your CDP efforts into a well-run "refinery" that powers your business growth.
