44 Kellogg Insight O’TOOLE: Restructuring the marketing function requires getting com - fortable with and proficient at much greater integration between what were conventionally different functions. In the era of broadcast network television commercials, how much integration was required between broadcast network television advertising and consumer data analytics at the individual level? Not much. (I’m not referring to media planning or audience research). But how much integration is required between tar - geted digital marketing through addressable media and analytics? A lot. LEININGER: How unique is this trend to the airline industry? O’TOOLE: I don’t think that it’s at all unique to the airline industry. Yes, travel and financial services and retail are relatively advanced. But it also applies increasingly to healthcare and energy and a wide range of other industries. I think that it ultimately will apply and can apply to virtually all industries. I was giving a presentation once about exactly this subject: data-driven marketing. A guy came up to me afterwards and basically said, “Yeah, that all sounds great, but I work for a company that makes steel. We’re a commodity, so how does this apply to my company?” I don’t know much about the steel business, but I thought about it and said, “Well, do you make different kinds of steel? I imagine you make rolled steel, formed steel, cut steel, tooled steel.” He said, “Yeah.” I said, “I imagine you have different types of customers and that you know who buys what type of steel. Couldn’t you get the data and figure out which customers might be prospects for specific types of additional products or offers?” And he said, “I suppose that we could.” I think that it’s really a matter of refram - ing the business and looking at it in terms of what data is available and how it could be used. Based on insights from Tom O ’ Too le and Eric Leininger