Branding, creativity and the importance of a good story. The Servant of Chaos blog covers social media marketing, digital and brand strategy and the art of storytelling for brand engagement.
It’s one thing to have a marketing insight, but quite another to do something valuable with it.
Living as we do with an abundance of data, what marketers increasingly need is a way to filter the information, distil it for insight and apply their business and brand knowledge in a way that creates value for both the business and their customers.
But where do you start?
Eloqua has compiled 40 infographics covering a swathe of marketing disciples from the back office to the front of house. There are charts on analytics and marketing automation, social media, email marketing and lead management.
Armed with this data:
Consider your own marketing challenge
Find a chart that speaks to your problem
Compare and contrast the chart data to what you know about your business
Now … think about how you can close the gap or solve your challenge. Do you need help? Resources? Budget? What can you do within the next three weeks and what can be delayed until 2013?
STOP.
All this makes perfect sense. But before progressing, consider how this plays out with customer experience in mind. Which of your priorities also provide wins for your customers? What does it mean to recast your efforts through the lens of the customer?
With an abundance of data we can easily lose sight of our customers. Marketers must continue to maintain focus not on their marketing processes but on the constantly changing customer landscape. If you aren’t focusing on your customers, rest assured your competitors are.
Every year the mobile marketing industry boldly announces that THIS will be the “year of mobile”.
In 2005, Sony Ericsson, O2 and Samsung added new features and capabilities to their mobile handsets, delivering 2Mb cameras and GPS to blur the lines between the personal digital assistant and the cellular phone. It was the year that BlackBerry conquered the world and the Apple iPhone was still two years away from it’s game changing launch.
Mobile Device Saturation Outflanks Marketers
Over the last seven years much has changed. But perhaps the most astounding change is the near saturation levels of mobile phone usage – not just in the US, Australia or Europe, but globally. The World Bank reported in July 2012, that mobile phone access now reaches 75% of the planet’s population. And Google Trends reveals an unprecedented surge in mobile marketing interest.
And yet the question remains – how ready are enterprises for the demands of a mobile-ready world?
Marketers have been slow to adapt – first to the web and then to the mobile. Consumers (ie 75% of the global population), however, have not, embracing every new wave of mobile innovation with open palms. The World Bank report suggests that rather than petering out, the "mobile revolution is right at the start of its growth curve”.
Digital Disruption: Lessons from Asia Pacific’s Digital Trajectory
Asia Pacific is not just an economic juggernaut – it is also a petri dish showcasing the consumer behaviour and business impacts that are being wrought by the shift to digital. And while many enterprises have begun to respond with a “mobile first” strategy – designing customer experiences around the mobile device, our trend report on digital disruption suggests that this may not be enough. For many consumers, the future of digital may not involve a desktop computer at all. Mobile first may not be enough – it’s time to consider what it means to have a web experience that is mobile only.
For marketing leaders, there are five key lessons that can be drawn from Asia Pacific and applied to any market:
The Internet experience is mobile with a social heart.
Consumer adoption is disrupting patterns of media consumption and transforming the buyer’s journey.
Digital adoption will drive marketers’ thirst for mobile solutions.
Marketers will turn to marketing automation to scale execution.
Next Generation Branding Happens from the Outside In
Apple does it. Amazon does it. Nike does it. Google does it too.
All are ranked in the top 50 of the 2012 BrandZ most valuable global brands report. Yet even within this exclusive collection of brands, some stand out from others. It’s not just that they encompass all that represents a strong brand as suggested in the report – “innovation, trust, reputation, responsible citizenship” – but something far more important. They are brands that exist from the outside in – brands that are created by the consumer experience that radiate back towards the company.
And they achieve this through the innovative use of digital strategy.
Apple’s Innovation: Invisible Digital
The excitement around the launch of any Apple product is palpable. From the first iPod through to the latest incarnation of iPhone, Apple has mastered the art of slow burn communication. There are various “leaks”, glimpses and mockups that find their way into the online world. Rumours of impending announcements are made and message boards, blogs and social media sites explode in anticipation. Meanwhile, the retail experience is perfected – employees are briefed and educated, supply chain is primed and inventory is delivered. And often, as in the case of the iPhone 5, the announcement is simply an exercise in expectation setting – it’s a pre-announcement of an announcement, a pre-launch of the launch. After the announcement, products can be pre-ordered online, ready for delivery or pick up after the launch.
It’s a carefully orchestrated strategy designed to prime the market and maximise sales. It is an experience that uses digital to connect the dots – from expectation setting through ordering to delivery. And yet, it’s a digital experience that does not call out its existence. At almost every touchpoint, customers experience a sense of digital innovation without the accompanying sense of interruption or dislocation. It’s digital that is invisible.
Invisible digital drives footfall: Retailers understand the importance of footfall – of having people physically in your stores – and Apple is no exception. But while many retailers struggle to drive people into store, Apple can orchestrate vast queues of people to line up for hours just to pick up their new device. Sure, these customers could choose to have their iPhones delivered to their home, but that would exclude them from a very public ritual that is beamed by mainstream media around the world. Orders may be placed online, but fulfilment (in all its senses), is delivered in person.
Invisible digital orchestrates engagement: Apple chooses not to actively participate in social media, ploughing their efforts into activities which create remarkable experiences for their customers. Whether it is an ad hoc visit, a reservation at the Genius Bar or the excitement of picking up a new device, the free WiFi at the Apple Store ensures that customers can create conversations around this experience, taking photographs, blogging, sharing and tweeting.
Invisible digital casts a brand halo: When we purchase a product or service we are investing a small amount of our reputation into a brand. And as we use that product or service there is a cross-halo effect that takes place – we share our own reputational glow with that brand and the brand, in turn, reflects upon us. Invisible digital allows this to happen seamlessly – and with each micro-interaction, the personal and public brand becomes ever more closely aligned.
The Bottom Line: Invisible Digital Sets the Stage for Next Generation Branding
Google claimed top ranking in the 2007 BrandZ report with Apple well down the list at 16th. It seemed at the time that Google were unassailable. Five years later, they are ranked 3rd behind IBM, and have suffered a 3% drop in their brand valuation (with a brand valuation that is only 60% of Apple’s $182 million). The need to innovate is relentless, but innovation must not focus on technology alone. Innovating the customer experience must become a priority for brands and invisible digital may be the key.
Invisible digital is not about technology in the traditional sense. The technology simply enables a flow that transports customers from one experience to another. The touchpoints, the interactions and ultimately, the aggregation of experiences creates next generation brands. Some brands understand how this works. Others must accelerate their efforts and investigations or risk falling further behind.
Years ago I did some work in Munich. Our office was in the centre of town and my hotel (if you could call it that) was just outside the central business district – but rather than catching a can each day, I thought I’d try cycling.
At the front of the hotel was a bike rack with bikes that could be hired by the day, hour or week. Once you had setup an online account, the bikes could be unlocked remotely via text message. And the best thing was that you could stop “renting” the bike just by relocking it into one of the many racks scattered throughout the city. It was brilliant and supremely convenient.
But most importantly, it changed the nature of the relationship that I had with the city. Rather than rushing from point A to point B, I was able to breathe in the architecture and style of the city. I could see the people and the way they lived. I felt part of a living landscape – and years later I still feel an affinity with the city.
This is partly why I am so excited to see Sydney’s cycleways threading through the CBD. Sure there are great, environmental reasons why they are a good idea – but beyond this, it is about reimagining and recasting the way we relate to the city. It’s about what it means to live, work and thrive in a city like Sydney.
Over on the SBS Cycling Central site is a great interview with City of Sydney Lord Mayor, Clover Moore. She talks about a grander vision – of a larger cycleway network within the City of Sydney, connecting with other shires across Sydney. But she also talks about what it means to live in a city and how we need to own and design the city that we want to live in. And that is something that we should all share in.
We have all been there … a crowded table, a busy restaurant and service staff under pressure. On the one hand there’s orders for the bar, on the other new customers ordering meals. The challenge for most restaurants and cafes is to maximise the yield – to get your customers in, fed and out as efficiently as possible.
But then comes the bill.
Everyone wants to pay by card. Some want to split bills. Some want to tip – others don’t. Eyes start to roll. A great experience has come to an end – and all you want to do is give someone some money. It should be easy, right?
So I was interested to learn more about the Commonwealth Bank’s “revolutionary” solution that they are claiming will be the “future of business”. Based on CommBank’s platform known as Pi, it allows developers (including retailers, businesses and vendors) to create business apps that run on the Android powered secure device unimaginatively named “Albert” (they claim links to Einstein).
The fact that CommBank have engineered a finance focused software platform should be enough to send chills up the spines of software vendors around the world. With an already trusted relationship with their merchants there’s a real chance for simplification of business systems here. In fact, the launch video suggests ways forward – inventory and stock management, customer relationship management and customer loyalty.
Interestingly, they’ve taken a mobile first strategy which puts them ahead of the game – not just locally but globally. There’s even a touch of “social” potential in some of the “out of the box” apps – with a micro-donation option available for those times where customers want to “round up the bill” and donate to a worthwhile cause.
Leading the Sector through Technology Innovation
Over the last two years or so, I have liked the market positioning that CommBank have been taking. Their aggressive use of consumer technology with apps like the Property Guide App and Kaching have differentiated them from the rest of the sector. So this announcement follows a pattern of technology innovation … with the main difference that we’ll have to wait until 2013 to see Albert up close.
An App Store to Rule Them All
Effectively, CommBank are creating and delivering their own App Store for a proprietary device. It’s an interesting move up the vendor chain – working with Wincor Nixdorf on the hardware and IDEO on the human-centred design. In a clever move, this will lock-in Commonwealth Bank merchants across the country and will also serve as a platform for product cross- and up-sell.
It’s still unclear how the App Store will run, but it seems that it will follow the model set down by Apple and Google – with developers registering and having their apps certified before release. I presume there will be options that allow developers to create apps for specific merchants – I’m thinking of the larger retailers like Myer or David Jones – but there is huge potential here for franchises as well.
Thinking Outside the Square
Apple pioneered the “own the ecosystem” approach – connecting data, identity, analytics, content and proprietary devices via the “cloud” – and CommBank seem to be reading from the same hymn sheet. And when it comes to banking and security, there’s a clear case for this sort of approach.
But the question has to be asked … why not just partner with an organisation like Square – the card reader that turns an iPhone into a mobile payment gateway? It seems that the answer is Leo (yes, as in DaVinci) - a “strap on” or cradle for iOS devices like iPods and iPhones. This allows for access to the secure Pi platform.
And while this works for the bank – I’m wondering does it work for the customers of the bank’s customers. John Pironti, security and risk advisor with the Information Systems Audit and Control Association in the US suggests that smartphones may well be more secure than our PCs:
It's pretty easy for banks to use GPS co-ordinates, SMS text messages, phone calls or some combination of these things to make mobile access to your bank account more secure … Plus, banks can in turn use the smart phone as a type of Swiss Army knife for security -- employing the various apps and embedded features in their authenticating mechanisms.
Evolution or Revolution?
There may be a kernel of a revolution here … though it’s not in the device. For all its sleek lines, Albert is an evolution of the ubiquitous EFTPOS device found in most stores across the country.
The real value lies in the platform. As we know from social networks, power always accrues to the platform – and the underlying data – the patterns of purchase, customer relationships, business process enablement – could represent significant value to small businesses. And if CommBank could swim up the value chain a little further to deliver customer experience analytics not ONLY to the small business but to the consumer, then they may be onto something.
The thing to remember, is that in a world where business innovation arises out of the customer experience – it’s your customers who are creating the demand-pull for business innovation. And that’s where disruptive technology like Square come into their own. So, if I was the CommBank, I’d be already thinking of version 2 – and wondering just how I could put the power into the hands of its customers customers.
Increasingly I hear people talking about a “mobile” first strategy. This approach recognises that many people are consuming your content and engaging with your brand on mobile devices as a first choice. No longer are your customers waiting to get back to their desks at the office or at home to check your website, video, email offer etc. Their interest is immediate and opportunistic.
The thing that interests me with mobile is not simply its convenience or its immediacy but the way that it changes the way that a customer will experience your brand. However, the device itself is not a driving factor in this – it is the customer intention.
Think about it … sure you can connect with your customers, provide them with convenience, usefulness and even value. And you can do so at a time that is convenient to them. But you are doing so within a context – and that context is “social”.
This interesting presentation from the Hubspot folks shares 50 amazing facts about mobile marketing – but look closely. Much of what people use their mobile devices for is to augment their experience within a social dimension – shopping, entertainment, location based check-in and so on.
So, by all means, go with a mobile first strategy. But to be successful, make sure that you have social at the heart of your efforts.
You know the story … you just want to buy a product online – but the process is infuriating. You are asked to register before the purchase. The search doesn’t work or the half-hidden check boxes add you in for cross-sell or up-sell opportunities without your knowledge. At every click the website seems to prompt you to close the browser and go somewhere else. In short – the customer experience stinks.
And while many of us understand this frustration as consumers, rarely do we apply this knowledge to the online stores that we build, rollout or activate on behalf of our businesses/brands.
Now regular readers will know, I have long running dissatisfaction with the customer experience offered by most retailers. Big department stores are the worst of culprits – with skeleton staffing, low staff morale/motivation and little attention to customer needs and loyalty – but poor retail customer experience is endemic. And for my money, this is what is largely driving customer online. It’s not that consumers don’t have the money to spend – it’s that they don’t want to spend it with the companies on offer. So, yes, it’s a brand issue.
But coming back to the eCommerce experience. What would happen if an online shopping experience was played out in the real world? Check out this re-enactment from the Google Analytics team. Great stuff. And you know the same happens in-store. It’s time we reinvented retail, don’t you think?
I must admit that there is something immensely satisfying about email campaigns. These days, you can build a pretty creative campaign using free or open source tools like my current favourite, MailChimp, launch, send, measure and report on it’s effectiveness and then turn around and do it all again … with a great deal of ease.
And the nice thing is that the reporting is pretty much real time.
There are many similarities with blogging – the tracking and measurement, the control over content and messaging and even an understanding of user experience, pathing and conversion rates.
But where the consumption of blog content is relatively anonymous (unless you want to get very tricky), email surfaces a lot of interesting information about WHO reads your emails, WHAT they like and sometimes even WHY. And understanding this data, using it to deliver insight into your products, offerings, services or even the way you carry on the business of being social, will increasingly become a competitive advantage.
But before you get to data, you have to have something to send. And you want to maximise the effectiveness of every pixel on offer, right? This awesome infographic from the folks at Litmus provides all the right tips and tricks – and the shares the secret – a powerful call to action incorporating visual and text based cues. Check it out.
As I sat bleary eyed in the audience at the Ad:Tech Sydney breakfast briefing this morning, three words sailed over the heads of the audience and slapped me awake - “creative is back”.
He said it again for added impact – creative is back.
The speaker, Responsys’ Simon O’Day, was part of a panel focusing on email marketing – but his interest was broader. He was talking lifecycle marketing, multi-channel and data.
I caught up with him after the panel for a quick conversation and to get a greater sense of what he was hinting at. Here are some of the themes we discussed:
Creative is back: there is a clear opportunity but also a challenge in the years ahead – after all, we are now all receiving vast amounts of email every day. The opportunity and challenge is to invest in creative and bring it into the heart of our campaigns and use that to cut through.
Data drives insights: there is a vast amount of data now at our fingertips – but rather than delivering insights, most marketers are drowning. Increasingly we need to look to technology to help us sift through the information that is available to us. My view was that we needed some creative partnering to take place – between the marketing teams, agencies and companies like Responsys. To make this data work for us all, we need the deep expertise and the maturity to collaborate. Of course, that’s easier said than done!
Data is everywhere: We have our mailing lists and our databases – and that is all goodness. But social networks are now delivering additional data points that can deliver fantastic insights – as long as you know where to look. We should be looking for these opportunities beyond our own organisations – and tapping into the networks of value that already exist.
Imagine a world of 100% plus open rates: This is where it got interesting. As we spoke, Simon became more and more animated. He explained that hidden deep within the data – what Responsys call “profile extensions” – is information that allows you to engage people in a highly relevant way. The way I understood this was that a new piece of data – like a status update or a change in profile information (whether in your system or on Facebook or Twitter etc) could trigger an engagement – like an SMS alert, an email or an @ message. And because it was highly targeted and relevant, it generates 100%+ open rates.
So what we are seeing, really, are micro-segmentation capabilities that are based on people’s behaviours rather than demographic or other forms of segmentation. It’s pretty exciting – slightly spooky – but also the way of the future.
So what do you think? Is this deep level of targeting, when coupled with a focus on permission a way for us to deal with email overload? Is this a new way of understanding trust or is it going in the opposite direction? You tell me.
I recently spoke at the Social Media Plus conference in Philadelphia. My topic was “social selling” – but rather than just taking a simple route and providing a case study, I thought it would be more interesting to try something different. I wanted to tell the story of my work with SAP’s Premier Customer Network – an unfolding story of our efforts to become a “social business”. But how best to do so? What would resonate?
My colleague, Anand Ramachandran had recently created a presentation using Angry Birds as a metaphor – and on reviewing this, I knew I had a hook. If social media/social business is a “game changer”, then clearly that game is Angry Birds. And the deeper I looked, the more I found.
Here is the presentation – together with a speaking track to fill in the gaps. It looks at what it takes to move from the business simplicity characterised by games like Space Invaders to a complex multi-stakeholder sales process – which is closer to Angry Birds. Along the way I discuss sales process, people enablement and the benefits of connecting open networks with closed communities.
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