Why Digital Marketing Transformation is Important

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I recently spent time with IBM travelling as part of their IBM Connect conference series in Auckland, Sydney and Melbourne. At each location, I hosted a panel discussion that centred on the “voice of the customer” – drawing out the experience and knowledge of panels that included ADMA’s CEO, Jodie Sangster, CIO of Tennis Australia, Samir Mahir, City of Melbourne’s Executive Manager, Commercial and Marketing, Lucan Creamer, Think Global Research’s Mark Tyler, and Twitter’s Head of Data Sales, Fred Funke.

I spent a few minutes with the IBM team to share my thoughts on why digital marketing transformation is important – and how you can use the “Marketing PANDA” to focus your efforts around customer centricity.

Social: The Present is Mobile. The Future is Wearable

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There was a time when the battle for social media was simply one of recognition. For some time, brands and businesses held out. Restricting firewall access to social networks. Directing marketing spend to broadcast. Ignoring the trending shift to digital across a range of categories – from marketing to HR, supply chain to finance.

Now, this pent up force has been loosed and it is transforming the way that we work, why we work and how we work faster than we could have anticipated. As a result, we are seeing disruption almost everywhere we look:

  • Who – this is not just about “digital natives” or “digital immigrants”. We now have no choice but to adopt a “digital nomad” perspective. We need to move with the digital times, building and refining skills, networks, and connections. It’s touching every one of us in profound ways.
  • What – we used to be able to cordon off “home” and “work”. These days, there is only what Nina Simosko calls a life continuum. What we consider work is no longer restricted to what we do and is becoming more closely aligned to “what and who we are”. This is having an enormous impact on the nature of work, the workplace and what it means to have “purposeful work”.
  • Where – the disruption began at home, in our palms and quickly spread through the networks.  But as we know, culture eats location, and that means our “where of working” is infinitely more mobile, flexible and time-shifted. This is challenging workplace structure, services and cohesion.
  • Why – We are paid to work but businesses continue to struggle with motivation, morale, and engagement. As our Baby Boomer generations retire, we will be left with a massive experience and capability gap within our organisations. To attract the best talent, we’ll need a much better understanding of the needs and expectations of our employees.
  • How – this is where the most obvious disruption and transformation is taking place. The “tools of our trades” are increasingly digital, data driven and mobile.

Kate Carruthers brings this together elegantly in this presentation made at the recent CeBIT conference in Sydney. She makes the point that we need to keep looking towards the horizon – for while the present of social is mobile. The future is wearable and the internet of things. And that future is not far away. In fact, it’s already in your pocket.

Decyphering Bitcoin and the Blockchain

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No doubt you’ll have heard about Bitcoin by now. It’s that disruptive technology that is keeping Financial Services CEOs awake at night. JP Morgan CEO, Jamie Dimon, in his annual letter to shareholders warned investors and the banking industry that “Silicon Valley is coming” – suggesting that there are hundreds of startups focusing on the financial services technology space (“fintech”) and that traditional banking will need to double down on its innovation efforts.

[Startups] … are very good at reducing the ‘pain points’ in that they can make loans in minutes, which might take banks weeks. We are going to work hard to make our services as seamless and competitive as theirs. And we also are completely comfortable with partnering where it makes sense.

But his particular focus on next generation payments systems like PayPal and Bitcoin were called out for special attention.

Here in Australia, these new systems have been the subject of a Senate Hearing Committee investigating digital currencies.

But how does Bitcoin work? Sean Carmody, Head of Credit Risk at Westpac put together this presentation that explains the technical underpinnings of Bitcoin – the blockchain. It explains:

  • Why virtual currencies are a happening thing – the perfect match for a virtual world
  • The problem with virtual currencies – how to prevent people simply “copying” a digital currency
  • The innovation in the “blockchain”

And while the presentation does get technical, it is also eye-opening. Technology may be transforming the way that currencies can operate (now and into the future) – but TRUST remains a vital ingredient in currency transactions. And as Sean suggests, Bitcoin may not be the winner in the digital currency race – but it has fired the starter’s gun.

Disrupting the Disruptors – Follow Me on Meerkat

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I feel it. I’m sure you feel it too. Launch fatigue. It is what happens when you can’t bring yourself to click a link or open yet another email announcement about the app or website that is going to change your life. After all, our lives are pretty much the same as they were last year, right? AND the year before. And the year before that.

Actually, I can’t recall being truly, authentically excited about a new technology for sometime.

Until Meerkat arrived.

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I frequently attend events of all shapes and sizes. Sometimes as a guest. Sometimes as a speaker. But always as a curious participant. If there is something interesting taking place, I will live tweet the speeches. I will take photos from the stage. It’s as much for my own benefit as it is for those who follow. I find this kind of live coverage a great way to capture value – to tell the story, to bring people closer. To explore. But with Twitter and even with Instagram pictures only take you so far. And for most events 15 seconds is just not long enough.

Enter the Meerkat

While Twitter recently announced its purchase of Periscope for live streaming – Meerkat has been able to build a substantial user base in a matter of weeks. And while new apps come and go, it feels like this cat may have some interesting and stripy surprises.

In my view, most social networks handle new product launches appallingly. It seems that once they achieve some level of scale, they lose their way, hire in “enterprise” types and follow the beaten path towards monetisation through advertising. Facebook are getting better at this. But Twitter is clearly lagging. Not only have they invested in an app with little or no public traction, their track record with new releases does not inspire confidence. And this leaves the door open for disruption.

Meerkat takes what has been happening in a much more clunky way and removes the friction. They’ve taken a leaf out of Apple’s playbook – observe an innovation and make it better. Pioneers of portable web streaming like JustinTV led the way, struggling with battery packs, bulky technology and low network connectivity. But for the individual it was all too much. Trouble. Bother.

And that’s where Meerkat’s elegance wins out. With your smartphone and a good 4G signal (or 3G while standing on one leg), you can now livestream anything. Everyday events. Activities just t. Special occasions.

With Meerkat, social media is not about telling people what you are having for breakfast. It’s not even about how good your breakfast looks in photos. Now people can watch you eat. Live. With sound.

We’re all breakfast TV hosts now

Effectively, our conversations can actually be turned into conversations. We become both interviewer and subject.

But already this new medium is challenging the old form. Twitter excels for those who find social settings too in-your-face. On Twitter you can know all the answers, but Meerkat’s critical eye demands high energy. Conversation. Viewpoints. Meerkat is the medium of the incessantly curious the verbally dextrous.

Is it all too much?

It’s very early days – but Meerkat is setting a new direction that we didn’t know we needed. But one thing is for certain. Those who win on networks like Meerkat will be very different from those who win on text based channels like Twitter. And when the disruptors are disrupted, things get interesting.

Experience is the Currency of Your Brand

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Back in 2007 when Drew McLellan and I got together with 100 other marketers from around the world to create the first edition of The Age of Conversation, we did so with a particular plan in mind. Social media was in its early stages and we weren’t yet clear about how it would play out. Where the value lay. Or how to bring it into a framework for business. On the back cover of the first edition I wrote:

If ideas are the currency of our times then this is, undoubtedly, the Age of Conversation, for without the art of dialog, the cut and thrust of debate and discussion, then the economy of ideas would implode under its own heavy weight. Instead, the reverse is true. Far from seeing an implosion, we are living in a time of proliferation – ideas built upon ideas, discussion grows from seeds of thought and single headlines give rise to a thousand Medusa-like simulations echoing words whispered somewhere on the other side of the planet. All this – in an instant.

The book itself, which has now had three editions and around 500 contributing authors from 15 countries, turned out to be far more than a book. Each of the authors would unbox their copies and share “book selfies” with their audiences. (This was way before Instagram – and Twitter had only been around for about a year.) There were blog posts, pictures – and even a Second Life book launch. But it didn’t stop there. In 2008 over 100 of us got together in person to spend a weekend together. Known as “Blogger Social” it confirmed something special.

What we realised was that “ideas weren’t the currency of our times”.

Experiences were.

The new consumerverse

Taking this concept into the world of business, it became clear that we were living in an inverted universe. The keys to the pandora’s box of innovation were no longer kept in the corporation’s cupboard but were available to all. In fact, our customers could innovate faster than us. They had the tools, the technology and the time.

RethinkFunnel Consumers were driving this new universe and the centre of gravity was not us or our businesses. It was them. In this “Consumerverse”, analytics are revealing, on the one hand, the hit and miss randomness of broadcast messaging, and on the other, the growing importance of guided conversation designed to engage consumers.

Every view, click, link and interaction can now be digitised. With low energy bluetooth beacons now cheaply available, we can track, follow and engage people through their digital device in the “real world”. Just as we would track users on our website, seeing where they go, where they stop, where they buy etc, so too can we do this in today’s wifi-enabled shopping malls and open areas.

But we’re not talking the “internet of things” … we are talking the “internet of me”. Increasingly, vendors, brands and businesses are building value into networks. And the value answers the consumer’s question – what’s in it for me (WIIFM)?

Consumers make decisions at the speed of networks

One of the strongest answers to the WIIFM question is “speed”. With access to networks and knowledge, as consumers we are able to make decisions at the speed of that network. What we are looking for is:

  • Trust – can we believe what we are told? Is there a way to validate that trust through the network – who else trusts and believes this person/brand/business?
  • Authenticity – is opinion offered openly and without hidden inducement?
  • Authority – is there deep knowledge or experience on offer?

And with 60% of buyers making a decision before engaging a sales rep, we’re effectively living in a world where there is a mis-match between the buying journey and the selling cycle. We need to find a new way to engage our customers at the right time, in the right channel with the right answer to WIIFM.

The importance of the customer experience map

cx-mapWhere once we’d develop detailed account plans for “selling”, these days we need to build maps to help our customers buy. And to do this, we need to understand the journey they take to purchase. This means mapping the journey across five dimensions:

  • Device
  • Space
  • Engagement
  • Channel
  • Process

How do we do this effectively?

When we understand that “experience is the currency of your brand”, we have a focus for engagement and interaction. From here we can bring our social. mobile, analytics and cloud capabilities to bear on the challenge. We can answer WIIFM at every customer touchpoint. And we can build experiences that not only centre on the consumer, but are designed to create value for both our customers and our brands.

I go into more detail on this subject as part of Sitecore’s #DigitalSurvivor webinar program this week. Register for free and join me to discuss how we can all survive in today’s customer centric environment.

You can join us live this Thursday, 12 March 2015 at:

WA: 11am-12pm
NT: 12:30pm-1:30pm
QLD: 1pm-2pm
SA: 1:30pm-2:30pm
ACT, NSW, VIC, TAS: 2pm-3pm
New Zealand: 4pm-5pm

Marketing and Dating: How to Get a Date by the Numbers

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Dating is big business. There are generic dating sites designed to help you find a date, a life partner or someone just to hang out with. There are also incredibly focused dating sites that are designed to introduce you to other people who have the same particular passions and interests as you. Maybe you are looking for a “sea captain” or perhaps you just hate it when Movember finishes and need to sate your passion for the tache. Whatever the case, if you look hard enough you’re bound to find a dating site designed just for people like you (yes, you crazy cat lady).

In many ways, the challenge of dating is the same challenge that marketers face. We’re all looking for that one-to-one connection – though often we struggle to a way to meet and start a conversation. In both cases (marketing and dating), digital disruption is creating both opportunities and challenges. And at the heart of this is data.

Inga Ting reveals that what we say in our dating profiles and what we want are often completely different. Dating sites – just like data-driven marketers – are less interested in “stated intentions” and more interested in actual behaviour. By looking at online behaviour – the things that we like, connect with, share and return to – marketers can adjust their profiling to reach and more deeply engage potential customers. This algorithmic approach relies not on focus groups and market research but on an adaptive approach which operates between your stated profile (self designed) and the actions you take online. In the world of online dating it means operating in-between spaces:

Behaviour-based matching is adaptive. It compares what you said you wanted with how you behave to work out things you might not even know about yourself.

For example, you said you wanted a partner with a steady income but you keep messaging “pro-bono computer game testers” and “freelance writers”, so the algorithm changes its recommendations.

Our profile

But, of course, while there can be volumes of data about ourselves online – we are also highly visual. The rise of photo based apps like Tinder for example shows that sometimes dating (and even marketing) is only skin deep. Relying on your photo and your location information, Tinder matches people based on whether they are close and interested (you swipe a prospective date’s photo to the left to reject and to the right to connect).

For those who are serious about dating, perhaps a single app is not the answer. The “multichannel” approach that works for marketers may yield better results. Take for example, the data from Axciom’s infographic (ht Will Scully-Power) that reveals that, in Sydney:

  • Single females outnumber males at all ages except the 18-24 age group
  • Potts Point is home to the most singles
  • Wine enthusiasts are most likely to reside in the Eastern and Inner West suburbs

If you were a male in the highly competitive 18-24 age group, a multichannel (or omnichannel) marketing approach to maximising your chances would include:

  1. Establishing your base profiles on high traffic sites
  2. Create a profile image that shows your passion for fitness and interest in fine wine (please be tasteful)
  3. Spend time in cafes in Potts Point using Tinder

Of course, you could pepper your profile with quotes from Shakespeare, but that may be overkill. Remember, that the algorithms will override your stated profile anyway – so your true intentions will always be revealed in the data – based on who you swipe right and who you swipe left, who you message, like and connect with. And like all good marketing, the question comes down to ROI, engagement and outcomes. I hope you get your algorithm right!

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Disrupting Banking? It happened in a snap

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When we think of banking, as consumers we rarely think of the complex mechanisms behind the scenes. We just think of our financial institutions as very large, powerful brands – rather than individual businesses that focus on deposits, investments, mortgages and loans, payments and clearing, risk management and insurance, broking etc. But the reality is far more complicated.

Even within one area – like payments and clearing for example – there are several different dedicated systems. From cash to cheques, direct entry and EFTPOS to BPAY and credit cards and beyond, these systems ensure that our economy ticks over day-in, day-out. And while the banking system – especially in Australia – is highly regulated, we have seen a great deal of disruptive activity taking place over the last couple of years. Innovators like eBay and its flagship PayPal have had their eye on the lucrative payments prize for some time. And with the iPhone 6, Apple is moving into the space with its Pay product.

And now, Snapchat – the massive online messaging service that turned down Facebook’s $3 billion acquisition offer – has stepped into the contest, partnering with payments innovator, Square, allowing Snapchat members to pay another member by sending a message with a dollar amount (eg $19.50). Called Snapcash it takes online payments to a whole new level, bypassing banks altogether.

Currently only open to Snapchatters in the USA, it requires that the member have a debit card and be over 18 years of age.

It’s an audacious move. And one that is bound to be rolled out to other countries in the near term.

But more than that – its a warning to all slow-acting executives – especially in countries like Australia where the pace of digital transformation has been abysmally slow. A recent report by Frost and Sullivan calls out Australian executives as some of the most digitally complacent in the world, leaving plenty of opportunity for smaller, more nimble innovators to sweep up market share faster than you can say Bankcard.

Looking more closely at the financial services sector, however, I see a much graver issue. Take a look at the launch announcement. Look at how it was amplified. Look at the production and messaging. And then think about who it targets and where their financial allegiances lie.

If the Boards of Australian banks are not rethinking their strategies, then the problem runs far deeper – and change will come faster than we (or they) could possibly imagine. In fact, it could happen in a snap.

Disrupting Work: 2015 is here. Are you ready?

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Some years ago, while working at SAP, I was involved in a global workforce enablement program. Our challenge was to look ahead to 2015 (yes, we are now almost there), model the future demand for software, services and skills and put in place programs that would ensure there were enough skilled and experienced SAP practitioners available to deliver to the expected demands of our customers.

What we realised was that learning could no longer be seen as a single event. It was not good enough to rely on a stream of barely qualified candidates streaming out of universities. To achieve sustainable, professional outcomes for customers we needed to encourage life long learning and professional employee development. Moreover, we needed to be flexible enough in our thinking and education delivery to create competencies which were not yet in demand. So this meant innovation in education delivery – so we designed our programs with formal courses and partnerships with universities, put in pace informal mentoring and collaborative systems and ensured that self-directed learning was available as broadly as possible.

Some of the areas of expertise we focused on included Analytics, Cloud and Mobility, and social media.

In a recently released study, Oxford Economics, sponsored by SAP, reveals that this challenge continues. Looking ahead again, out towards 2018, there are skill predictions including:

  • Analytics – a current skill gap of 21% will grow by 131% over the next three years
  • Cloud – currently experiencing a 15% gap, this will almost double to 30% by 2018
  • Mobile – the skill gap is expected to grow from 16% to 27%
  • Social media – already at 24%, this is expected to reach 38% in three years time.

How is your company preparing your workforce for the future?

We are already facing a skills shortfall. And as the Baby Boomer generation continues to move into retirement, we will face not just a skills challenge but an experience crisis. How well is your company prepared for this challenge? How will you thrive through change?

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The SMEG Police Brought to You by Adobe

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You’ve probably met the type – or had them pitch you. They’re the FUD masters, sewing fear, uncertainty and doubt, knowing that at the end of the conversation they have a lead to follow up or maybe even a project. They talk big numbers, after all, 40% of the Australian population use Facebook, 3 million on Twitter and well, everyone in the country on Google. Surely you can’t afford NOT to have a presence in these digital territories.

In the world of small business, we’ve been hearing these pitches for years. These “Social Media Expert Gurus” (SMEGs) would sweep in, dazzle business owners, soak up budgets and then disappear when it came time to report back on results and outcomes. More recently, we are seeing larger enterprises follow this same course. Sometimes the entree comes through the Board or senior executives. They are swayed by the “social media savvy” and “digital swagger” of the SMEG and quickly find themselves signing up for hefty retainers attached to uncertain outcomes.

But the immediacy and impact of social media can be addictive. And even the most cynical executive can find themselves enthralled.

Every time someone reads, clicks or shares a link or piece of content that we have created, it sends a small dose of dopamine into our brain. This release provides us with a sense or reward, pleasure – and encouragement. It’s why (for the marketer) digital marketing or social media can be addictive. It is also why those who don’t use social media fail to understand the way that participation can become contagious – or how content can go “viral”.

Adobe have taken aim at this phenomena with their Mean Streets video. It’s a fantastic take on the rollercoaster of social media vanity metrics – Likes and Fans. Will it help you spot a SMEG in the crowd? Perhaps not, but you know who to call when you need to be bailed out.

Disrupting the Music Industry – Vodafone and Spotify buddy-up

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Today’s announcement making Spotify Premium available to Vodafone mobile subscribers amps up the pressure on the music and media industries with more disruption on the horizon.

They say that the number one reason that startups fail is due to distribution. It’s not a poorly designed product, or an inexperienced team or even bad customer experience. The challenge, as it is for any new business, is reaching a market.

Now, it used to be that we knew where to find music – on radio stations, at record bars and on Countdown. As a kid, I’d go and see Mrs Fry at Sandy’s Music in Dee Why (and yes, it is still there). With her son, Nigel, they were the go-to people when it came to new music – from the most interesting punk coming out of the UK through to the emerging Birthday Party more locally, they had their finger on the pulse. They could steer you through both country and western, knew the difference between Boy George and Marilyn and would even keep an autographed single behind the counter for you.

Nigel and Jenny were the central node in a local music marketing network. And each week, they inspired their customers with stories of new music, artists and breakthrough video clips. Their knowledge and passion was extensive and their enthusiasm was contagious. Each person would leave the shop knowing just a little bit more about the music they were about to listen to. In effect, they were creating and cultivating advocates – people who would influence their friends and family through music.

But the shift to digital has transformed this kind of relationship. Our music discovery is no longer curated in the same way by the programming directors, radio hosts or record bar owners. It’s at the mercy of algorithms, networks and big data stores. And it feels like it … but I digress.

Most importantly, we are playing under new rules of distribution. Music needs to find its audience – and increasingly, that audience exists at the end of a data stream. The device that transforms that stream into music is a phone. And this places mobile phone networks in a powerful position.

With the ink now drying on the Vodafone + Spotify partnership, Voda customers will have access to the Spotify Premium package as part of their plan – that’s $11.99 a month in value. And while the deals are not yet up on the website, I’d expect you can chat with customer service about it.

But this is not the end of the line for the music industry. Nor is it for the media industry. After all, disruption also breeds opportunity – and the very thing that made Sandy’s Record Bar popular is still the thing that we crave. And for all the technology under the sun, we haven’t been able to replicate that yet.