This document discusses data quality and master data management. It defines data quality as the completeness, consistency, timeliness and accuracy of data for its intended use. Good data quality leads to higher efficiency, better customer service and increased strategic impact. Master data management helps align data across an organization by creating a comprehensive "family view" that increases visibility of risks, relationships, and opportunities. The document advocates taking a holistic, collaborative approach to data quality and master data management by getting organizational buy-in, defining clear processes, and continuously measuring and improving data to maximize its value.

1. Data Quality
It’s a Family Affair
Wim Helmer
D&B Benelux

2. Agenda
Introduction
Data Quality: Definition – Drivers – Best Practices
Data Quality: Cost or Income generator
Summary

3. Introduction: D&B
Founded 1841 in the US
World’s leading source of commercial information
Database: 119 Million companies over 202 countries
Benelux offices: Rotterdam & Brussels (Diegem)
Revenue 2006: 1.5 Billion USD
NYSE: DNB
A.o. services for Data Cleaning; MDM; Data Append
etc

4. Master Data Management: A new way to correct the
age-old problem in companies that the left hand does
not know what the right hand is doing.1)

5. Data Quality Definition
The state of completeness, consistency, timeliness
and accuracy that makes data appropriate for a
specific use.
Data Quality Metrics
Accessibility Appropriate amount of information
Believability Completeness
Concise representation Ease of manipulation
Free of error Objective
Relevant Reputation
Security Timely
Understandable Value-add

6. quot;if only those guys in IT could sort out this data mess!quot;

7. Data Quality
70 percent of best-in-class firms have identified competitive and
growth pressures as the leading driver for customer data quality
initiatives, and those organizations are are more likely than others
to consider data quality initiatives a top priority (80 percent vs.
roughly 50 percent).
Some 83 percent of those organizations have assigned
accountability for data quality, and 79 percent have a process to
get cross-functional consensus on data quality goals, priorities and
actions.
Source: Aberdeen Group 2007

8. Data Quality - Drivers
Higher efficiency
Collection – Invoice recovery
Better Customer Service
Deeper brand penetration
More accurate fraud detection
Increase Strategic Impact
Compliancy
e.g.: Basel II, Sarbanes-Oxley

9. Data Quality – Best Practices
Align on deliverables, targets and goals
Procedures go before the tools
Benchmark quality/accuracy
Take samples
Communicate KPI’s with the rest of the organisation
Reference (UNSPSC, SIC, DUNS, Postcode tables)
Join forces – Act as a family – Or stop doing it
But define ownership/sponsorship and accountability

10. Scope of MDM Initiatives
44%
Corporate Project with potential to roll into a larger, enterprise wide,
MDM employment - 44%
36%
UEE
AL U
VVAL
Corporate Project deployed across the enterprise – 36%
20%
Line of Business Project for s specific function within a specific business unit
or department for a specific business purpose – 20%
Source: Ventana Research 2006

11. Data Quality
The state of completeness, consistency, timeliness and
accuracy that makes data appropriate for a specific
use.
How can we extend the use and increase the value?

12. Traditional MDM
D-U-N-S: 40-129-9090
Fine Tune Company
Fine Tune Company Fine Musica (store) BV
La Tune Company
La Musica (store) FTC BV
FTC BV
PO Box 276
PO Box 276 Passage
Passage
Trading: La Musica Hartmanstr 10
Hartmanstr 10
3000
3000 R’dam
R’dam Schiedam
Schiedam
Hartmanstraat 10 3012 KL Rotterdam
3012 KL Rotterdam
Sales: 1000 K
Sales: 1000 K Sales:
Sales:
PO Box 276 Sales: 700 K
Sales: 700 K
Outstanding: 210K
Outstanding: 210K Outstanding:
Outstanding:
3000 AG Rotterdam Outstanding: 100K
Outstanding: 100K
Products: A - - 1200
Products: A 1200 Products: A - - K
Products: A
Sales: 1700 Products: A - - 200
Products: A 200
B --
B 300
300 Outstanding:-310K
B -
B B --
B 30
30
C --
C 700
700 Products: AC- - 1400
C- C --
C 70
70
B- 330
C- 770

13. How does it work in reality?

14. Roderik Roelofs
11-05-1977
SalesRep
Salary: approx 125K
Volvo C70
Pauwenlaan 14
Blaricum
06-12345678
Single
Non-drinker
Non-smoker

15. Did your opinion change?

16. FTC
FTC La Musica
La Musica Super Musik
Super Musik
NL
NL USA
USA DE
DE
12000K
12000K 7000K
7000K 4000K
4000K
Music Max Corp
Music Max Corp
CA
CA Tune OK Ltd
Tune OK Ltd
UK
UK
8K
8K
10000K
10000K

17. FTC
FTC La Musica
La Musica Super Musik
Super Musik
NL
NL USA
USA DE
DE
12000K
12000K 7000K
7000K 4000K
4000K
Music Max Corp
Music Max Corp
CA
CA Tune OK Ltd
Tune OK Ltd
UK
UK
8K
8K
10000K
10000K

18. Fine Tune Holdings
Fine Tune Holdings
FTC
FTC Soc FTC
Soc FTC La Musica
La Musica Super Musik
Super Musik
NL
NL FR
FR USA
USA DE
DE
12000K
12000K 7000K
7000K 4000K
4000K
Music Max Corp
Music Max Corp
FTC Spa
FTC Spa CA
CA Tune OK Ltd
IT
IT Tune OK Ltd
UK
UK
8K
8K
10000K
10000K

19. Conclusions
Conclusions
Different accounts with reasonable low risk becomes
potential consolidated risk of more than 30M
Different medium size customers become strategic
accounts
Dispute with a minor 8K customers might be crucial for
the strategic relationship with a 3300M customer

20. Conclusions
Conclusions
Different small suppliers become strategic suppliers
with potential savings and better SLA’s and conditions
Potential non-discovered suppliers within the same
group become visible
Dispute with a minor 8K supplier might impact the
strategic relationship with a strategic supplier
‘Invisible’ overlap in customers and suppliers comes to
daylight
High potential (qualified) prospects become visible

21. “Extra’s”
“Extra’s”
Visibility High Risk ethical relationships
Legal & Compliance insight

22. Summary: The ‘Family Approach’
Act as a family Create the family view
Involve the whole organisation. Company wide
sponsorship is essential for the long-run success of
MDM.
Define, agree and align on the scope
Create clear procedures and processes (maintenance!)
Measure, sample, reference & benchmark
Think big, but make small steps
Increase value/ ROI: share & extend & append

23. If you cannot get rid of the family skeleton,
you may as well make it dance
George Bernard Shaw