What makes data valuable

·

,

Data itself has no intrinsic value.

Let me say that again for budding data entrepreneurs.

Data itself has no intrinsic value.

After my first appearance on the My First Million pod with Sam Parr and Shaan Puri, a bunch of folks reached out saying they had a dataset on X or Y (or an idea for a data business).

Their questions ultimately boiled down to “How can I make money off of this?”

My general observation after seeing what most of them had was that they were going 90 mph in the wrong direction.

Why?

Because…

…Data itself has no intrinsic value.

Just having data, even if proprietary or really hard to get, does not make it valuable. The customer doesn’t care how difficult it was for you to get or that you’re the only one with it.

Data is only valuable if it delivers value to the customer.

Below, I’ll offer a framework you can apply to assess if a dataset is valuable. If you’re just starting out or thinking about building a data business, scrutinize your idea with the ECO framework.

The 3 dimensions of the framework.

  • E – Edge & Stakes for Customers
    • Value Proposition: Does the dataset provide significant value to customers, such as competitive advantage or critical decision-making support? 
    • Ideally, you want to tap into fear or greed and this usually comes in the form of making them more money, keeping them compliant with the law, reducing expenses, etc.
    • If you find yourself saying “Wouldn’t it be cool if…?” or the value proposition is exclusively about time saving, that’s usually a tell that the edge your data delivers and the stakes for the customer are not high enough.
    • A lot of analytics data products fall into this low stakes camp. They are interesting to have and they might be bought in a bull market but in a downturn, they are the first things to go as they usually don’t provide that edge.

  • C – Collection Feasibility – Can you collect the data?
    • How easy or difficult is to collect the data? What are the costs? If licensing data from others, what happens if they cease to exist?  
    • A lot of data inbounds I get are from folks who have a ‘hack’ to get some data. This is very cool but they never consider what happens if that partner changes the rules, gets acquired, goes out of this business, etc.  You don’t want to have the equivalent of “supply chain risk” in your data collection efforts, and if you have that risk, you should think of ways to mitigate especially if you want to build a big data company.
    • I covered the 7 methods to acquire data for a data business here with examples of companies doing each.

  • O – Opportunity and Market Demand – Is the opportunity big and attractive?
    • Who is going to use this and what meaningful change will it drive for them?
    • Are there enough of these customers? And are they growing?
    • Is it high stakes enough or does it deliver enough of an edge to get paid a lot for it?
    • Are the customers ‘savvy’ enough to use data?
    • What alternatives, if any, are they using today? 
    • How often do they need it? You want frequency of need which enables recurring revenue and reduces churn.
    • warning: DO NOT TRY TO CREATE NEW BEHAVIORS OF STUFF THEY SHOULD DO. Doing that means you’re making 2 sales. The first is to convince them to change their behavior and the 2nd is to use your product. Don’t make your life more difficult unneccessarily.

As you think about the opportunity, it’s worth remembering who buys data:

  • Financial services- banks, insurers, hedge funds for investing, risk management, benchmarking, etc
  • Sales & marketing including ad tech
  • AI models

This doesn’t mean other industries don’t buy data, especially specialized data, but per bullet 4 under the Opportunity section above, they might not be data savvy.

I’d also strongly advise you to avoid trying to sell data to dying industries, i.e. media for example. I’ve heard of data or analytics products targeted at the newsrooms of media companies. I cannot think of a worse market to go after.

If folks want a quick assessment of the value of their data, I’ll review/share my thoughts on their dataset’s value if they can share a bit more in the comments below.


Discover more from Anand Sanwal

Subscribe to get the latest posts to your email.

13 responses to “What makes data valuable”

  1. Hey Anand I have years of data on CEO pay to worker ratios for various publicly traded companies. Data also includes geography, sector company size and alternative ways to report ratio. I reached out to executive recruiting firms to see if they found this data interesting and was told that they didn’t.

    I do think this data might be useful just not sure who would find it useful. Curious to hear your thoughts on this.

    1. TBH, the data seems to superficial to be interesting.

      And not sure exec recruiters are a big market and I imagine they’ve already got benchmarks.

      Public companies have compensation committees who probably pay consultants big money to design their compensation packages. Perhaps that might be a better angle?

      If the dataset was really robust about CEO and other CXO comp, as available, and perhaps the metrics they’re evaluated against and incentives associated for hitting those milestones with historical trends and stock price performance, that might be useful in compensation design. But I do worry this is a “wouldn’t it be cool if” product that provides some analytics but doesn’t drive decisions.

      The other challenge is CEO compensation is an infrequent decision which is why they hire consultants. THey don’t need a subscription for something they might use 1x per year or potentially 1x every few years.

      Disclaimers:
      1. You know your dataset and business way better than I do.
      2. I have no idea if my recommendations are feasible from a data collection perspective
      3. I’m just a random guy on the internet who spent 45 seconds typing up this response.

  2. Thanks for sharing this framework, will apply for my existing idea and share learnings

  3. Anand, what do you think of a ‘Yardstiq for investor sentiment research’.

    Interview thousands of key personnel at investment firms (PE, CRE, VC), anonymize, and bank the transcripts into a searchable database.

    And sell a subscription to other investment firms (PE, CRE, VC) in search of alpha.

    – How would you incentivize those key personnel to spill the beans on an analyst led interview? Money? Free access? Exposure if not anonymized?
    – Do firms value the opposition’s market sentiment? I think so.
    – Would this be a $2k/yr or $20k/yr product?

    With a large enough, proprietary dataset that offers an edge (investment alpha) for the consumer, I think this is viable. Even moreso if you layer in GenAI research reports on trending topics, sentiment, etc.

    That do you think?

    1. Thanks. My brutally honest feedback / initial impressions below.

      Why is this better than expert networks a la GLG?

      On the ECO framework, this seems hard on every dimension.

      E – unclear the edge you get here. What exactly are you getting besides hot takes from some CRE, PE, VC folks at best? Or worse, they’ll talk their book. I’m having a hard time imagining the alpha that comes from this unless the questions are very tight and specific and the questioner is skilled.

      There are hot takes on CNBC all day long. What am I buying?

      C – This sounds expensive. Even if you could figure out the Edge, why would legit people share this? The amount you can incent them pales in comparison to what they can make by trading off the hypothesis, right?

      O – On the opportunity front, this sounds like this is for consumers? If right, how big is that market? How large is SeekingAlpha which might be the comp? And how will you acquire consumers at a low enough CAC to make the economics work? If for hedge funds and the like, I’d refer to my comments on Edge. It’s unclear what the edge being delivered is here.

      That’s my $.02.

      Disclaimers:
      1. You know your dataset and business way better than I do.
      2. I’m just a random guy on the internet who spent 45 seconds typing up this response.

      1. niko08102c2253d Avatar
        niko08102c2253d

        Thanks, Anand!

        What do you think of PitchSend.com?

        A slide deck research platform.

        Search engine of millions of earnings and investor presentations aggregated via investor relations page and the SEC database.

        Transcribed and fully searchable by keyword.

      2. Sure thing

        On PitchSend, you tell me. Put it rigorously through the ECO framework and tell me how it performs.

        I’ll react to your responses. Cool?

  4. niko08102c2253d Avatar
    niko08102c2253d

    Awesome!

    E – Edge & Stakes for Customers:
    – Value proposition: search millions of slide decks by keyword for quick insights rather than CTRL+F PDFs on-by-one
    – High stakes: Impacts investment decisions, competitive intelligence, and market research
    – Taps into fear (missing crucial info) and greed (identifying opportunities)

    C – Collection Feasibility:
    – Feasible but challenging: aggregating PDFs from thousands of domains via unstructured data (presentations are supplementals not uniformly labeled in the SEC database nor IR pages)
    – Transcription requires significant processing
    – Reliance on public sources reduces supply chain risk

    O – Opportunity and Market Demand:
    – Large market: Investment professionals, analysts, corporate strategists
    – Frequent, high-value use cases in investment and competitive analysis
    – Differentiator: Focus solely on presentations

    Overall, PitchSend performs strong…
    – Edge w/ high stakes
    – Diversified, yet challenging collections
    – Large TAM

    PitchSend pricing is prosumer <$1k/yr

    1. Thanks. I’d recommend being super critical here.

      Here’s my observations as an outsider

      E – They have a substitute today (Ctrl+F) so this looks like a time saving benefit. Time saving is rarely an edge you can offer as people don’t value their time. Of course, they should, but trying to sell people on the way they should behave vs the way they behave is difficult.

      C – looks like it’s available but requires some work. Unclear on costs to transcribe each deck so would look at economics to see if they make sense

      O – The market is too broad/nebulous right now. It’s sort of the “if we get 1% of China” argument. In addition, the needs of an analyst in PE and VC wil look quite different. Also, I’m unsure how frequently they need to perform this task. It feels like it would be quite episodic vs daily.

      Also, unsure if the prosumer market is that big. We tried to sell CB Insights to angel investors in the early days and it was absolutely miserable. They were generally not sophisticated with data, required a lot of support, had infrequent use for it and so as a result, churn was high. It was subscription purgatory.

      If prosumers (not sure exactly what that means here) aren’t already paying for this, it’s very challenging to create new behavior.

      Disclaimers:
      1. You know your dataset and business way better than I do.
      2. I’m just a random guy on the internet who spent 45 seconds typing up this response.

  5. stephendanielwalters Avatar
    stephendanielwalters

    Anand,

    I have access to detailed information about healthcare professionals in Canada, including their specialties, availability, and service areas.

    For instance, within a broad specialty like Dermatology, there are various sub-specialties. Family doctors often face challenges in referring patients to the right specialist due to lack of this nuanced information, leading to mismatches or long wait times.

    I’ve discussed this data with HealthTech companies interested in leveraging it for AI-driven doctor recruitment. Additionally, pharmaceutical firms find it valuable for targeting specialists during drug launches, especially for rare diseases.

    Gathering this information was a labor-intensive process, taking months to compile since it’s not publicly available.

    I’d love to hear your thoughts on potential monetization strategies, target companies, or any other suggestions you might have.

    1. Interesting dataset.

      First, I don’t know a ton about healthcare data world or the healthcare value chain, and I know zero about Canadian healthcare. (more disclaimers at the end)

      Second, nobody cares it was labor-intensive 🙂

      That might, however, be a useful input for the C in ECO.

      On E (edge) – figure out what they use today to solve the problem you can solve for them. If they don’t use anything, that means you have to create a new behavior (hard). If it’s a new behavior, determine if they spend a lot of money to do this today. That’s another way to assess the size of the market or opportunity. If they don’t do it today or don’t spend a lot to do it today, that’s a tough path.

      On O (opportunity) — For customers, I’d think about where the money is, i.e. pharma companies and possibly insurers as you highlighted?

      Personally, I don’t know how many of those insurers there are who are in Canada or for whom Canada is a core market but will be good to napkin math size that.

      HealthTech companies, esp startups, might not have a lot of money, and it’s unclear how frequent vs episodic their needs are.

      Disclaimers:
      1. You know your dataset and business way better than I do.
      2. I’m just a random guy on the internet who spent 45 seconds typing up this response.

  6. My idea: Gather data and insights on CPG product sales numbers in small convenience stores/bodegas in big cities with high traffic.

    E: Gives information on what types of products and brands are selling and what arent, including both in store and delivery.

    C: Data collection would come from cold outreach to store owners and integrating into their sales numbers for quantitative insights. Could also interview each store owner for qualitiative insights on what they are seeing. The more locations, the better.

    O- CPG companies can use this for decision making on product testing/development. Also, investment firms / hedge funds could use this to inform investments.

    1. Interesting.

      E – don’t CPG companies and retailers already have this data in their own systems?
      C – interviews is expensive and unclear the ‘enlightened self-interest’ for a store owner to participate, i.e. what’s in it for them?
      O – CPG cos – unclear on why they wouldn’t already have this data? How many of them are there and what would they pay? Hedge funds – how tradeable is this info? If one P&G product is not doing well in a quarter, how much will that impact the results for the company given the massive nature of their product portfolio?

      Disclaimers:
      1. You know your dataset and business way better than I do.
      2. I’m just a random guy on the internet who spent 45 seconds typing up this response.

Leave a Reply

Discover more from Anand Sanwal

Subscribe now to keep reading and get access to the full archive.

Continue reading