D&B Hoover’s Enhancements

D&B Hoovers released a set of enhancements to its sales intelligence service.  New content and features include expanded company identifiers, company identifier searching, additional URLs, and a COVID-19 Impact Index.

D&B Hoovers has improved the scope and display of global registration numbers (AKA Regnos) within their service, with identifiers available for more than 129 million companies spanning more than 500 different National Identification Numbering Schema.  Regnos are now more prominent in Company Profiles and searchable in the “Company Identifiers” section of “Search & Build a List.”

Identifiers include US Federal Tax IDs (EINs), VATs, and French Siret Numbers.  Up to four identifiers are displayed in company profiles.  While the service has long supported Dun & Bradstreet’s D-U-N-S Numbers, stock tickers, and registration numbers, the expanded scope assists with company lookup and research.

Dun & Bradstreet cautioned that not all registration numbers are unique, and multiple family members may share a Regno.

Users may search for a single identifier or upload a list of up to 1,000 ids.

“This new presentation of global registration numbers with Company Profiles and the Search & Build a List Form better aligns with the display of this information across Dun & Bradstreet products, providing a more consistent data experience for users who have multiple offerings.”

Senior Product Director Phil McWade

D&B Hoovers added 3.5 million additional URLs to their service, bringing the global count to 24 million.

D&B Hoovers continues to expand its company and executive coverage, with nearly 180 million active companies and 160 million active contacts.

Another new feature is a Coronavirus trigger for reps looking to monitor prospects and accounts along with a set of COVID-19 Impact Indices.  The new Impact Index is available as an optional add-on, priced per seat.

The new COVID-19 Impact Index will be covered in tomorrow’s blog.

Dun & Bradstreet Files for IPO (Part IV)

The is the fourth, and final, blog on Dun & Bradstreet’s upcoming IPO. Dun & Bradstreet (NYSE Ticker: DNB) will be offering 65.75 million shares at an IPO price between $19 and $21.  The offering would raise just over $1.3 billion and value the firm at $8 billion. [Top of Coverage]

North American revenue increased by $12.1 million or 4% (both after and before the effect of foreign exchange) in Q1 2020 vs. Q1 2019.  North American Finance and Risk rose $10.7 million (6%) year-over-year.  Finance Solutions were up $13 roughly million, while Compliance fell approximately $2 million.

North American Sales & Marketing grew revenue by $1.4 million (up 1%) in Q1.  However, $4.9 million of S&MS revenue was attributed to Lattice, which was acquired by Dun & Bradstreet in July 2019.  North American Advanced Marketing Solutions revenue rose $4 million due to increased demand, but D&B Hoovers and the Data.com legacy partnership with Salesforce posted declining revenue.  The Data.com service is being phased out, so the $4 million in quarterly revenue drop was anticipated.  However, the drop of $3 million in quarterly revenue at D&B Hoovers, attributed to lower sales, was surprising.

International revenue fell by $0.2 million in Q1.  International Finance & Risk revenue increased $2.3 million, or 4% (both after and before the effect of foreign exchange) for the three months ended March 31, 2020.  International Sales & Marketing revenue declined $2.3 million, primarily driven by lower product royalties from their WWN alliance.

Annual revenue dropped $139.8 million (8%), but the drop was due to purchase accounting deferred revenue adjustments (9%) due to the take-private transaction and Lattice acquisition.  There also was a one month lag in international revenue reporting due to the take-private transaction resulting in an additional 1.5% drop in revenue.

2019 North American revenue rose by $44.1 million (3%) with increases in both product lines.  The Finance & Risk division increased revenue by $16 million, or 2%.  The Risk & Compliance products grew revenue by $11 million, and the D&B Credibility products contributed an additional $4 million.

2019 North American Sales & Marketing revenue grew $28.1 million (4%), with $17 million in increased revenue from Master Data solutions and $12 million from Lattice, which was acquired at the beginning of Q3.

2019 International revenue fell $3.1 million after the impact of foreign currency but was up 2% before foreign currency impacts of $9.5 million.  “Excluding the impact of foreign exchange, growth of $6.4 million was primarily due to increased revenue in our U.K. market driven by higher demand and usage related to our Finance & Risk solutions, including Risk & Compliance products.”

2019 International revenue was negatively impacted by $1.8 million, mostly in the UK, “as a result of transferring legacy Avention contracts to our WWN alliances pursuant to preexisting agreements governing partner exclusivity in certain territories.”

The filing also provided some color into their 2018 performance vs. 2017 as a private company:

“The increase in Sales & Marketing Solutions reflects increased revenue from new business in our Master Data offerings of approximately $7 million as well as our Audience Solutions products (Visitor Intelligence and Programmatic) of approximately $5 million and Analytics products of approximately $5 million.  The aforementioned increases were partially offset by lower royalty revenue from our Data.com legacy partnership of approximately $7 million and decreased revenue in D&B Hoovers of approximately $5 million.”

Dun & Bradstreet S-1 Filing

Dun & Bradstreet Files for IPO (Part III)

Continuing my discussion of Dun & Bradstreet’s planned IPO. The firm was taken private by a group of private equity companies in January 2019 and restructured.

The S-1 laid out how the firm has been restructured over the past eighteen months:

  • “We immediately reorganized our management and operating infrastructure into vertically aligned business units to increase focus and accountability.
  • As a result of this realignment, 18 of the 19 executives, or 95%, and 30 of the 46, or 65%, members of the broader leadership team are new or in a new role, with nearly half of all employees reporting to a new leader.
  • Our total employee turnover was approximately 1,500 and our leadership was able to identify and eliminate ineffective headcount resulting in a net employee reduction of approximately 850, or 17% of total employees.
  • We will continue to optimize our organizational structure and make targeted hires to build out our team at all levels.”

Other changes include

  • Incentivizing long-term contracts in commission plans
  • A focus on tracking and monitoring service metrics
  • “Modernizing our infrastructure and optimizing our architecture to increase control, create efficiencies, and greatly enhance the ability of our platforms to scale,”
  • Expanding their ability to “seamlessly add and integrate new data sets and analytical capabilities into our simplified and scaled technology infrastructure.”
  • Increasing their coverage of SMBs and “incorporating new, alternative data sets to expand the breadth of companies covered and depth of information we are able to provide clients.”
  • Implemented a Data Watch Program which proactively monitors and repairs issues
  • Improved AI capabilities across a broader set of content

According to the S-1, “Enhanced analytics enable us to provide easy to implement end-to-end solutions; by creating configurable, rather than customizable, analytics solutions, we believe that we can increase the adoption of solutions by our clients and expand the size of our client base.”

The reorganization and other changes have resulted in a $206 million annualized run rate savings as of March 31, 2020.

“DNB has been reconstituted into presumably more efficient and responsible operating units,” stated Donovan Jones of IPO Edge.  “The problems with the IPO are that it is too early to tell if the reorganization is delivering better results than the previous structure and the firm is heavier with debt.”


In Part IV, I will be covering their financials.

Dun & Bradstreet Files for IPO (Part II)

Yesterday, I began my coverage of Dun & Bradstreet’s IPO filing. Today, I am discussing the restructuring section of their S-1. Dun & Bradstreet was taken private 18 months ago by a group of PE firms that quickly moved to reduce costs and replace management.

The S-1 laid out how the firm has been restructured over the past eighteen months:

“- We immediately reorganized our management and operating infrastructure into vertically aligned business units to increase focus and accountability.

– As a result of this realignment, 18 of the 19 executives, or 95%, and 30 of the 46, or 65%, members of the broader leadership team are new or in a new role, with nearly half of all employees reporting to a new leader.

– Our total employee turnover was approximately 1,500 and our leadership was able to identify and eliminate ineffective headcount resulting in a net employee reduction of approximately 850, or 17% of total employees.

– We will continue to optimize our organizational structure and make targeted hires to build out our team at all levels.”

Dun & Bradstreet S-1

Other changes include

  • Incentivizing long-term contracts in commission plans
  • A focus on tracking and monitoring service metrics
  • “Modernizing our infrastructure and optimizing our architecture to increase control, create efficiencies, and greatly enhance the ability of our platforms to scale,”
  • Expanding their ability to “seamlessly add and integrate new data sets and analytical capabilities into our simplified and scaled technology infrastructure.”
  • Increasing their coverage of SMBs and “incorporating new, alternative data sets to expand the breadth of companies covered and depth of information we are able to provide clients.”
  • Implemented a Data Watch Program which proactively monitors and repairs issues
  • Improved AI capabilities across a broader set of content

According to the S-1, “Enhanced analytics enable us to provide easy to implement end-to-end solutions; by creating configurable, rather than customizable, analytics solutions, we believe that we can increase the adoption of solutions by our clients and expand the size of our client base.”

The reorganization and other changes have resulted in a $206 million annualized run rate savings as of March 31, 2020.

“DNB has been reconstituted into presumably more efficient and responsible operating units,” stated Donovan Jones of IPO Edge.  “The problems with the IPO are that it is too early to tell if the reorganization is delivering better results than the previous structure and the firm is heavier with debt.”


Part III of my coverage publishes on Monday with a discussion of their restructuring.

D&B: Pipeline Health Analysis for Risk Reduction and Targeting Ideal Customers

Dun & Bradstreet, which has been running pipeline health analyses for its clients over the past three weeks, assessed over 35 million accounts across 125 pipelines.  They found that 21% of accounts were subject to high financial risk based on several factors: slow payment, bankruptcy, unpaid debt, and business viability, a statistic which VP of Product Marketing, Dun & Bradstreet Sales & Marketing Solutions Dennis Olcay called “jarring:”

“We continue to keep a close eye on this number, but that is a jarring statistic that demands attention as it relates to go-to-market strategies,” wrote Olcay.

“The dominant theme of our customer conversations today is how to be both sensitive and impactful in the new environment.  We have found the new environment has unleashed entirely new forms of sales and marketing campaigns – far less driven by self-positioning and more characterized by seeking to meet customers where they are.”

Digital Marketing Solutions CRO Michael McCarroll

Dun & Bradstreet offered a high-level risk segmentation based upon SIC codes and each industry’s risk profile (see chart on the right).  Industries were stratified across five categories: Essential businesses (e.g. food supply, hospitals), Supports Remote (i.e. businesses which were able to transition to WFH), requires contact (e.g. hospitality, entertainment), delivery-based retail (e-commerce, e-delivery, logistics), and central production (e.g. manufacturing, natural resource extraction). 

Dun & Bradstreet cautions that simple SIC analysis is only the first pass in performing a risk assessment.  Firms may be in the same industry but have different go-to-market and operational strategies that impact their risk profile.  Another factor is their exposure to supply chain and customer risk.

“Despite the promise of MarTech to enable speed and scale for your go-to-market strategy, this is a time to hit the pause button and rethink your go-to-market approach,” cautioned Olcay.  “Don’t sacrifice tailored messaging for the sake of scale and speed to market – the additional thought you put in now to think about fit, intent, and risk will pay dividends when your audiences notice you’re empathizing with them and offering real value that aligns to the specific challenges they are experiencing.”

And Dun & Bradstreet isn’t the only firm that is promoting pipeline analyses for its clients. Zoominfo is offering a similar service which I will cover in my next blog. If you don’t know where to find revenue in June and Q3, a pipeline analysis is an excellent place to start.

Dun & Bradstreet and DueDil (UK) are offering industry barometers to help refine your targeting. Vertical IQ is offering industry-specific pandemic analysis as part of its industry overviews. Experian is providing a regional and industry analysis by risk level.

And on the marketing side, HubSpot has been publishing weekly marketing metrics for their 70,000 customers. Data includes deal open rates, deal close rates, email prospecting, site visit rates etc. Users can even drill down by segment and country to benchmark their sales and marketing performance against peers. The most recent analysis is for the week of May 18.

D&B Hoovers Gooses Its Content for Current Users

Spend Capacity is one of three new risk metrics available through D&B Hoovers.

D&B Hoover’s customers are enjoying additional risk scores and industry content through the end of May.  This benefit is perfect timing for adding value to their offering on a short-term basis as it allows customers to test out additional content and functionality for two months at no charge. Sales reps are under great pressure to build and maintain their pipeline through improved targeting and messaging.

Likewise, Relationship Managers at banks are under immense pressure to process CARES PPP (Paycheck Protection Program) across a broad set of pandemic-impacted industries.

Supplementary material includes

  • First Research industry overviews
  • DecisionHQ flags (does the location have purchasing authority?)
  • Spend Capacity (A spend ranking score versus other companies)
  • Growth Trajectory (Will the company grow, shrink, or remain stable over the next 12 to 18 months?)

In Family Trees, a star icon flags locations with purchasing authority.  All three predictive scores are available as search filters in Build a List.

First Research reports [sample] are a set of plain-English industry overviews which help sales reps, Customer Success Managers, and relationship managers who sell and service across a broad set of industries quickly understand industry basics and trends. Core content includes

  • Industry Description: Competitive Landscape; Products, Operations, & Technology; Sales & Marketing; Finance & Regulation; Regional & International Issues; and Human Resources.
  • Top Companies
  • Financials: Industry statistics from the Bureau of Labor Statistics and the US International Trade Commission. Also includes valuation multiples.
  • Industry Forecast: Inforum Forecast
  • Industry Growth Rating
  • Trends & Opportunities
  • Executive Insight: Key Topics by C-level job Function
  • Business Challenges
  • Call Prep Questions: Conversation Starters; Operations, Products, & Facilities; Customers, Marketing, Pricing, & Competition; Regulations, R&D, Imports, & Exports; Organization & Management; Financial Analysis; and Business & Technology Strategies.
  • Industry Indicators
  • Industry Websites
  • Fast Facts

The Call Prep Questions and Executive Insights offer great value to non-experts. If you are a relationship manager or territory rep, you are likely speaking to individuals across many industries on a daily basis. It would be impossible to develop true expertise in all of those industries. These sections help professionals ask intelligent questions and tailor their conversations at the account and persona level.

First Research reports are available as an integrated service in D&B Hoovers, via the D&B Direct API, as a standalone service, and as individual reports.

First Research reports are written at the eight-digit Dun & Bradstreet SIC-code level and associated with company profiles by these codes. They are also available through the Research and Reports module.


Dun & Bradstreet is also offering risk solutions for business and government during the Covid pandemic:

Dun & Bradstreet Pipeline Risk Analysis

Dun & Bradstreet is offering a free Pipeline Risk Analysis to help firms better understand which opportunities are at risk due to the pandemic.  The analysis may also be used for supply chain or portfolio analysis.  The Health Scan takes a corporate family tree approach to opportunity analysis that leverages Dun & Bradstreet’s global corporate linkages.  Thus, it flags accounts where greater than 20% of their locations are in geographies with commerce and population movement restrictions.  

The analysis also identifies accounts located in geographies with restrictions, accounts in industries directly impacted by government restrictions, and firms deemed at risk according to Dun & Bradstreet’s predictive metrics (Delinquency Score, Failure Score, or Viability Rating).

“Our predictive models indicate that companies operating with limited margin are likely to face hardships when their normal operating environment is disrupted significantly,” stated the firm.  “Our predictive scores show these populations of companies are more likely to struggle to balance all financial obligations, especially if direct sales are compromised through a change in customer behavior.”

As Dun & Bradstreet delivers both risk (credit, supplier) services and sales and marketing solutions, they are better positioned to offer a hybrid solution that evaluates accounts based upon a series of risk factors.

“By adding ‘risk’ as an additional dimension for account selection in addition to fit and intent, organizations can identify accounts that have the highest likelihood of facing financial strain and potentially going out of business. This helps sales teams prioritize their time and helps marketing teams allocate their limited resources more wisely.”

Dun & Bradstreet VP of Product Marketing Deniz Olcay

Olcay also noted that there is an information asymmetry that benefits purchasers.  Buyers have a much better understanding of their cash position and risk profile than sellers, resulting in “adverse selection,” to the benefit of buyers.

When modeling for Customer Acquisition Cost (CAC), collections risk is usually not a significant factor in the calculation; however, during a recession, collection costs and delays need to be factored into the CAC calculation.  Firms become much more guarded with their cash during recessions, extending payment periods to maintain liquidity.

“Marketers and sellers may not be measured on being able to collect payments, but it has a significant impact on the performance of the business,” said Olcay.

Dun & Bradstreet notes that the pandemic demonstrated how interconnected the global economy has become with problems in one region cascading into others.  As always, firms should be selecting target accounts based on fit, intent, and risk.  While diversifying your portfolio makes sense as a long-term strategy for hedging risk, it is a poor strategy when near-term risk information is ignored.

“As it relates to go-to-market planning, diversifying your target accounts to reduce risk can hardly be sound advice.  But, knowing the risk profile for your ‘basket of accounts’ may protect your organization from missing revenue targets.  Now more than ever, teams must keep their emotions in check and make sound targeting decisions based on risk.”

Dun & Bradstreet VP of Product Marketing Deniz Olcay

Dun & Bradstreet provided a set of recommendations for “protecting your go-to-market engine.”  These include maintaining a centralized repository of customer and prospect intelligence that is continuously updated, reassessing the Ideal Customer Profile in light of new risk factors, and reallocating marketing spend to focus on lower-risk opportunities.  Dun & Bradstreet also recommends identifying net-new accounts based on pipeline risk and concentrating on upsell and cross-sell opportunities at stable accounts.


Dun & Bradstreet is also offering Business Insights for Business & Government in the Age of COVID-19. I covered this service last week.

Dun & Bradstreet: Business Insights for Business & Government in the Age of COVID-19

Dun & Bradstreet launched a free COVID-19 Business Impact Research Platform for government agencies.  The service provides data, analytics, and insights to government decision-makers to assist with

  • Risk mitigation and risk initiatives
  • Prioritizing emergency management and economic support programs
  • Determining workforce disruptions and supply chain risks.

British and Canadian versions of the service are in development.

Dun & Bradstreet is also providing services to FEMA, the US Small Business Administration, and the National Economic Council at the White House to assist with CARES Act funding and administration.

Small businesses may review and update business information at no charge before applying for CARES Act funding.  They can then monitor their Dun & Bradstreet scores and ratings.

“We recognize that communities are managing through unprecedented circumstances.  Our team of data scientists are lending their skills and analytics capabilities to help organizations across public and private sectors as they face the economic downturn resulting from this global pandemic. We are all in this together and consider it our duty as a trusted advisor to find ways to use our insights and mission-critical data and analytics to help businesses manage risk and turn uncertainty of the moment into confidence in the future.”

Dun & Bradstreet President Stephen C. Daffron

Dun & Bradstreet is also offering free health scan tools for supply chains, portfolios, and pipeline risk.

Dun & Bradstreet Acquires Orb Intelligence

Dun & Bradstreet is opening up the year with a bang.  First, they announced a partnership with Amazon Web Services (AWS), and then they acquired Orb Intelligence, business identity and firmographics data provider.  The acquisition follows acquisitions of Customer Data Platform Lattice Engines in July, Sales Intelligence vendor Avention (now D&B Hoovers) in 2017, and B2B DaaS vendor NetProspex (now D&B Optimizer) in 2015.  The acquisitions have helped transition Dun & Bradstreet from an old-line sales and marketing information vendor to a digital analytics and activation provider.

“The acquisition of Orb Intelligence cements our strategy to link the digital and physical worlds in the largest global repository of B2B data and to provide enriched firmographic data to customer profiles to help our clients more effectively execute campaigns to improve customer interactions and revenue returns,” said Michael Bird, President of Dun & Bradstreet’s Sales & Marketing Solutions division.  “Clients can rely on Dun & Bradstreet as the one-stop-shop for all of their data-driven, decision-making and customer engagement needs.”

Orb Intelligence employs machine language and natural language processing tools for deriving firmographic and technographic intelligence from the open web and government documents.  Their global database spans 57 million companies.  Content includes web domains, URLs, IP addresses, social networks, government ids, corporate linkage, funding, trademarks, and technographics.  Orb Intelligence has served as the “data backbone to many of today’s most well-known B2B sales, marketing and analytics organizations focused on digital marketing or sales initiatives.”

“This will be something of a shockwave for many in the ABM tech industry as Orb is an unknown ingredient in so many (in fact I would guess most) ABM MarTech platforms,” wrote B2B IQ President Liam Blackwell (Note: Blackwell is also an Orb Intelligence advisor).  “It is often used as the backbone, with the Orb number as the key for connection.  It is going to be interesting to see how D&B controls / monetizes future usage of the Orb data – this will be a major worry for some of those platforms and obviously an opportunity for other data providers.”

Orb is an original data provider and does not compile or resell data from other vendors.  Along with company profiles, the firm maintains databases on US educational facilities, government agencies and offices, and healthcare providers.

If you already use other data providers such as Dun & Bradstreet, you can increase your match rate by 10-25% by matching unmatched records onto the Orb Database.  We collect data from different sources than Dun & Bradstreet, which is why the Orb Database is often used to complement D&B data.

Orb Intelligence website (pre-acquisition marketing text)

Dun & Bradstreet listed several benefits for their customers, beginning with the ability to cross-validate data across online and offline sources.  Upgraded customer profiles will improve the depth and accuracy of business attributes for digital ABM programs and audience targeting.  Enhanced content will flow through to D&B Audience Targeting, D&B Visitor Intelligence, D&B Hoovers, and D&B Lattice for anonymous visitor match, programmatic targeting and sales outreach.

Dun & Bradstreet also sees a “measurable impact” for the combined data cloud which will simplify the connection and segmentation of audiences, the creation of artificial intelligence (AI) models, and activation of channels through the D&B Lattice Customer Data Platform (CDP), to deliver the best sales and marketing campaigns.”

The transaction closed on January 8th.  The parties did not disclose deal terms.

LinkedIn lists 17 Orb Intelligence employees, including CEO Maria Grineva, who is joining Dun & Bradstreet as a Vice President.

Lattice Engines Campaigns

The Dun & Bradstreet Sales & Marketing Product Stack
The Dun & Bradstreet Sales & Marketing Product Stack

Dun & Bradstreet, which acquired Lattice Engines at the beginning of Q3, launched a Lattice Campaigns App for LinkedIn.  The new app “improves campaign performance by creating and activating always-on AI-based audiences for LinkedIn Ads.”

“When Dun & Bradstreet acquired Lattice Engines, we were building on an existing partnership of the world’s most comprehensive B2B data and the world’s leading B2B Customer Data Platform,” said Dun & Bradstreet’s President of Sales & Marketing Solutions Michael Bird.  “This is the first in a series of innovations we’re quickly bringing to market to power more effective and efficient digital marketing, demand generation and sales acceleration programs for our customers through the intelligent use of data.”

The Lattice Customer Data Platform supports “hyper-targeted” LinkedIn advertising as part of a broader omnichannel engagement strategy.  Lattice combines first and third-party customer data, displays account and contact insights, and uses “AI to segment their buyers and deliver hyper-targeted engagement in an automated fashion across display, web, email, CRM and now social channels.”

“Let’s say a buyer at a cold account starts visiting certain product pages on your website anonymously.  Rather than just showing this buyer a generic ad about your brand, you could show them an ad with more specific copy and CTA [call to action] related to the product pages that they visited on your website.”

Dun & Bradstreet President of Sales & Marketing Solutions Michael Bird

The app creates matched audiences for LinkedIn ads and then lets marketers adjust media spend to target high-performing audiences.  The app then updates LinkedIn audiences based on “changes in buyer engagement, interest and company data.  As a result, marketers can ensure that buyers are engaged with the most relevant campaigns based on not only persona but on profile, propensity, interest and buyer stage.”

Dun & Bradstreet is claiming a 42% increase in click-through rates and triple the post-click conversion rates resulting in a 54% reduction in qualified lead expenditures.

According to Gartner, CMOs are spending 23% of their marketing budget on paid media.

“In an environment where B2B marketers are overwhelmed with data and technology options, our goal is to make their jobs easier by connecting interactions across customer journeys,” says Bird.  “This allows marketers to target the right audiences with the right message and make the best use of their ad dollars.”

Connectors for Facebook, Twitter, and other social media platforms are in the works.