All posts in “Strategy”

apple_pay

It’s (Apple) Pay Day for marketers

Ordering a Big Mac will never be the same. McDonalds, of course, is one of the early brands accepting Apple Pay, the technology that could very easily prove to be the most important product Apple has launched after the iPhone.

The way we pay for things in our everyday lives is finally catching up to our mobile-obsessed world. If you think about the four most recent innovations in the payments industry — the introduction of the credit card, the development of the debit card and ATMs, the launch of online banking, and the non-bank online payment systems such as PayPal – we’re about due.

With Apple Pay, secure, contactless payments will spread like wildfire. Because after all, if anyone can give mobile payments the boost it so desperately needs, it’s Apple.

Brands need to leverage the launch of Apple Pay to not only streamline payments, but to take a close look at the entire consumer purchasing process to simplify and modernize every step. Retail locations are becoming marketing centers, not just fulfillment centers, and require brands to adopt relationship marketing inside and outside stores.

While Apple Pay is designed to enhance the fulfillment process, it also opens many doors for brands to focus on marketing and improving the overall consumer experience. Payments are just the beginning. Here are some examples of ways to remove friction from the buying process:

Staying at a Hotel

As soon as you arrive at the hotel, you get an alert that you are checked in and should head to your room. An overlay pops up in which you select a credit card via Apple Pay as you head to the elevator. Knowing your history of attending the complimentary happy hours, the hotel sends a message about tonight’s event once you have settled in, with the opportunity to select your beverage of choice. As soon as you arrive, a staff member greets you with your drink, mentioning the special currently available at the spa (your weakness). The deal is too good to pass up, so you make an appointment on your phone, confirm the card for tomorrow’s massage and head out to your dinner plans.

Shopping

After being sent an offer for 10 percent off at a clothing store, you add a few items to an online wish list for when you stop by the store. The jacket you want is on backorder in your size. A few days later, as you find yourself near the store, you are surprised when you get a push alert that says the jacket is now in stock. Without even opening the app, you respond to the message, telling the store to get your entire wish list ready for you in a fitting room. You arrive, head straight to the fitting room (skipping in-door traffic jams and lines), make your selections, and check out seamlessly at the counter. And of course, that 10 percent off offer was deducted automatically, having been saved in your Passbook.

Picking up your groceries

What if you are reminded to pick up dog food while you were at the store, because the retailer anticipated you are about to run out, saving you a trip back out when your spouse so gracefully reminds you? Grocers will start optimizing the experience by predicting things you may forget, based on your past shopping behavior (i.e., dog food every 3 months). They can then make personalized recommendations for items based on your preferences. For example: “You might love this pesto recipe – here’s where to find the ingredients in the store!” Grocery stores will also reduce friction by mapping your route to pick up items on your list, based on real-time foot traffic flow.

Mobile is a window to everything in life — physical and digital. With Apple Pay launching, consumers will be taking out their phones right after important buying decisions. This presents an opportunity for marketers to participate before the decision point as well, using the phone to motivate the decision maker with offers, information, and recommendations.

Every customer interaction needs to be personalized. The person behind the counter does not need to know the financial details of the customer who is using Apple Pay, but in order to up-sell and cross-sell appropriately and provide excellent service, she should know what the person has bought recently, how loyal they are, what they have recently added to their wish list, and more.

The checkout may soon be frictionless with Apple Pay, but as 2015 quickly approaches, marketers need to think about how they can expand the seamless experience throughout the entire customer journey.

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Agencies: It’s Time to Drive a Mobile-First Strategy for Brands

We’re at a watershed moment for brands. The smartphone is now the first screen in our lives, yet mobile has been a real challenge for marketers.

Rightly so, as consumers to date have been underwhelmed with brands’ attempts to engage on mobile. The mass marketing that has dominated the industry since its inception is not working, but attempts to replicate traditional marketing strategies on mobile are rampant. The new customer journey and consumer mindset require brands to take an entirely new approach to marketing: Engage in context, act on immediacy requirements and eliminate friction in the customer experience. So where is the industry falling short? There is a disconnect between brands and agencies when it comes to mobile.

Historically the drivers of forward-thinking strategies, agencies are uncharacteristically cautious when it comes to mobile-first programs. It’s in the agency DNA to continuously innovate and push boundaries. Today’s efforts, however, are not working, which is why the issues that we hear most often, such as, “It’s impossible to measure ROI on mobile” or “No one downloads our apps,” don’t come as a surprise. These are certainly hurdles that agencies can overcome and should not be reasons to shy away. On the other hand, the brands that traditionally lean on agencies to think outside the box are more keen — maybe desperate now — to innovate on mobile.

The divide may blossom from the same struggle happening internally at companies over who owns mobile and where the responsibility lies in an organization. Or perhaps it is because mobile is much more than a channel for consuming media, clicking on ads or performing transactions. It is the glue that ties together every digital and physical touchpoint — the entire customer journey. This game of hot potato of who “owns” mobile strategy and innovation needs to stop.

The first step is to change the dialogue

Mobile is not just a channel. It is not a silo. The best mobile strategies leverage mobile in concert with other digital and physical touchpoints to provide a cohesive experience across the entire customer journey. Mobile should be treated as an extension of ourselves that senses the world around us and responds to what’s happening.

Abiding by the new rules of engagement, a retail brand would not send out a geo-fenced offer just based on someone being close to a store; the chance of it being appropriate to their context is very small. Instead, a retailer would alert a shopper that her size of the dress she favorited online has just come in when she is around the corner on a Saturday afternoon. A CPG company would prompt a person to stop in her local pharmacy as she passes by, reminding her she is likely about to run out of her allergy medicine based on the time she last purchased, combined with unseasonably high pollen counts this summer. A hotel in Turks and Caicos would retarget a person who read and shared an article about the Caribbean Food and Wine Festival with a special rate. It’s about connecting the dots across earned, owned and paid media, anticipating wants and needs and generating loyalty and revenue by providing value and eliminating friction.

Agencies are in the sweet spot

Agencies are nestled in the perfect position to conceive and create the mobile programs that will drive business results for their clients. Look back to go forward. It was an agency that that gave us the iconic Volkswagen “Think Small” campaign, which was a breakpoint as it gave brands “permission to surprise, to defy and to engage the consumer without bludgeoning him.” And the “Pepsi-Cola hits the spot” radio campaign in the 1940s that, according to Ad Age, “embedded itself not so much in the nation’s psyche as in its very nerve endings.” Historically, it’s the agencies that have helped bring the consumer viewpoint to brands and have led the charge of defining the magical connection that a brand could have with its customers. Today, this magical connection relies on the same principles, but it has to be established beyond a one-way, mass-media push. Agencies need to help create strategies that follow today’s rules of engagement (personal, immediate, contextual, frictionless).

Mobile is a true game-changer, and will be the ubiquitous characteristic among the next generation of billion dollar companies. Starting today, agencies must think of how their clients can connect in context with customers at every touchpoint to capture people’s hearts — not rely on mass media to capture eyeballs. They need to challenge themselves and their clients to not take any interaction for granted, and instead marry the digital and physical worlds to treat every customer as an individual every time.

keeping the creepening out

Keeping the creepiness out of mobile marketing

A mobile marketing expert offers five tips to retailers on how to approach new marketing styles.

A sweater you looked at while shopping online shows up sandwiched between your friends’ status updates, alongside your searches and in your e-mail inbox. While there was hesitation from consumers surrounding online ads for years because of the Big Brother essence of personalization and retargeting, consumers now are more comfortable with the concept, or at least used to it.

But mobile makes things different. Our smartphones are with us as we travel about our daily lives, literally with us every second, everywhere we go, nestled protectively in our pockets or sitting on our desks or nightstands. They have become an extension of ourselves and, not surprisingly, this can conjure an entirely new level of creepiness (in other words, I don’t want anyone tracking my every move) when brands attempt to engage in our lives. Mobile provides contextual data that can help marketers understand in which circumstances consumers are acting; where they are, the weather around brand name cialis canada them, their emotional state, how fast they are traveling and more. Even their heart rate.

It’s a bit of the chicken and the egg. To market successfully on mobile, experiences, offers and

messages must be highly personalized, but consumers are suspicious of a company knowing where they are or what they are is cialis generic safe doing. The creepiness, however, can be overcome. Here are five ways marketers can personalize the mobile consumer experience without scaring shoppers:

  • Understand and act in context. Contextual marketing personalizes every message and experience by fusing the soft signal data from sensors that reveal a person’s physical situation (location, weather and traffic, etc.) and how fast or slow they are moving (in a car at 60 m.p.h., walking down a street leisurely, lounging at home, etc.), and hard customer profile data like past purchases and demographic information. Retailers can’t simply send a message every time a consumer shows up close to a store. Do they pass by on their way to work? Then they should not get a message inviting them to try on their items in a wish list when they pass during rush hour. On the other hand, when they are on a leisurely stroll on a Saturday afternoon, they are going to be much more receptive and likely to act.
  • Anticipate intent.Customer intent is the biggest factor in successful marketing and focuses simply on what your customer is trying to do. When you understand your users’ intent at a given moment, you can help them accomplish whatever they are trying to do. For instance, normally a married father should not get discounts on nearby products when he passes through the women’s department unless, that is, it is close to a holiday. In pay for viagra with paypal that case, he might well appreciate gift ideas for his wife, as that is what he is currently trying to accomplish. To start, predict needs based on personal and societal events and identify behavioral patterns (i.e., Courtney only purchases sale items when next season’s line is in).
  • Celebrate everyone’s differences.
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    Retailers need to integrate all data streams they have—CRM, social, transactional, etc.—to have a deeper understanding of individual consumers. Not only will this ensure a consistent experience for customers across channels, but it will http://canadianpharmacy-norxdrugs.com/ also extract more value from your customer data. Creating a single customer view allows retailers to treat everyone as individuals, not a single mass. Your customer Sarah who follows celebrity fashion blogs would like to know if an A-lister was just spotted wearing this dress. On the other hand, Hannah, who has inquired into your fair trade policies, would rather know about a dress’ origins. Sarah and Hannah are motivated by different things and should be engaged differently.

  • Offer something of value. You have to give something to get something. While this is true, retailers don’t have to—and shouldn’t—rely simply on offers and discounts. Brands can “pay” consumers by removing friction from the process, like streamlining contactless payments, allowing shoppers to pre-select items to appear in their dressing rooms, or giving them the power to complete price or inventory checks through an app. As a result, consumers will see value in engaging with your app, and you will glean valuable insights to cialis online pharmacy inform future interactions.
  • Be transparent. While all is fair in love and war, the same doesn’t hold true for mobile commerce. Retailers must create relationships with their customers based on trust. Be
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    forthright with how you’ll use their data, which should first and foremost be online canadian pharmacy to enhance their shopping experience. From the initial contact and throughout your relationship, let them know you’ll only give them relevant marketing messages and inform them of upgrades, changes in policy, privacy settings, etc.

Mobile offers a truly unprecedented opportunity to treat every customer in a special, individualized way. But retailers need to thoroughly think through their strategy and approach because consumers’ hesitation to feeling that their behavior is tracked will not go away; they will instead invite only a few brands they trust into their lives. To find true success, anticipate their needs, leverage context to provide the right experience at the right time, help them accomplish something easily and remove friction from the process.

funnel_by-M-Glasgow

The Marketing Funnel: An Obituary

Introduced over a century ago, the marketing funnel — the model of how a person comes to ultimately make a purchase (awareness, opinion, research/consideration, decision, purchase) – has guided marketing strategies for brands of all sizes across every industry. Following years of losing the battle of relevance in a time of very complex customer behavior where no one followseldonvasa a linear path to purchase or loyalty and where a huge sphere of influence exists outside of a brand’s control — the marketing funnel has died. Our society is now one of perpetual connectivity, which opens the door for brands to have continual engagement with their customers. The paradigms that have shepherded strategies foreldonvasa.se generations have to make way for ongoing relationship nurturing and customer advocacy development. As smartphones become more ingrained in our lives (people now check their phones 150 times per day), mobile allows marketers to engage in a two-way dialogue that takes a more human (read: effective) approach to nurturing relationships. When the marketing funnel was in its prime, the outlets and interaction models customers had with brands were limited. Today, a person receives customer service on Twitter, refers friends on Instagram and reads “expert” reviews on their favorite niche blogs. This evolved customer journey requires brands to take a more individualized approach to their customer relationships and build loyalty through amazing experiences no matter what journey each customer is on. The new strategies to guide brand/customer interaction are:

  • Omni-Channel Personalized Experiences: Regardless of what channel a consumer interacts with a brand, the experience must be consistent. One of the biggest struggles in the customer journey today is the irregularity in how a person is treated online versus in-store versus in-app. Brands need to have a single view of their customers, integrating all data and systems (CRM, email, social, etc.) to automatically serve personalized experiences every time at every digital and physical touchpoint. If I have spent a lot of money with a retailer online, but am not acknowledged as a loyal customer in-store by the sales associate, I will be less inclined to continue a relationship. Brands with a brick-and-mortar presence need to leverage emerging technologies like beacons to drive in-store engagement by delivering personalized deals based on micro-location as well as allowing for customer identification which empowers flight attendants, servers or other sales associates to provide experiences rooted in previous behavior and demonstrated preferences.
  • Be Immediately Available, Any Time: It sounds simple, but brands need to be there when their customers need them. No one follows the same path but will be expecting you at every turn. It’s not just about being there, though. To build up a bank of good will, marketers must provide people with the information, content or functionality they need the moment they need it, no matter the screen, channel or touchpoint. Brand interactions need to be highly personalized to the individual and automatically trigger based on factors related to their current situation, such as weather, location, time or intent.
  • Preemptively Intervene: Netflix and Amazon predict with high accuracy what movies or products we would like and we have started to take these
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    personalized recommendations for granted. At the very least, brands need to recommend products based on someone’s previous affinity to other products. The truly great experiences, though, will come from delighting customers with what they want in a situation before they even know they want it. If there is heavy traffic, does your brand know from past behavior and social media activity that your customer is likely to be in a bad mood? A brand can then share a special offer for a treat to brighten their day. The magic lies in the ability to subtly intervene with something that a customer would like when it’s incredibly personal and relevant, without recommending something for far-fetched situations.

  • Nurture a Community: Our society is one where people like to be involved – whether it is through sharing a picture of their meal or outfit they have curated from vintage shops to rating their drivers. We live in a time of a hyperactive exchange of opinions across people’s extensive social circles and on communities like Trip Advisor. Studies have demonstrated these peer reviews are among the most trusted in the customer decision journey. To provide for this fundamental part of today’s customer experience, marketers need to create their own communities where people can be active participants (like

    Sephora’s new platform) or cultivate sub-communities on existing sites like Facebook and encourage reviews on established sites.

To motivate consumers to act, marketers must focus on building relationships. Pre-purchase, what experiences, rich information and real-time interaction can you provide to surprise and delight customers? If an unexpected rain shower pops up, a retailer could push an offer for a new umbrella as someone passes a store. When a person is browsing (virtually or in-store) new spring styles, a brand can share a photo of a celebrity who was just snapped wearing something from the collection. It’s about understanding who your customer is, what they would respond to and serving up the experience when it’s relevant to them.The journey doesn’t end after a purchase, but requires a brand to ensure that the customer is satisfied with their decision and provide ongoing experiences. Nurturing your customers post-purchase is critical in building an army of advocates who are the ones that will shape the future purchase decisions of their peers. As brands move on from the marketing funnel era, they need to keep the individual customer as the focus of every effort. Marketers can’t promote a new product to the world and expect people to run out the door to pick it up. They must tell me how this would benefit me, why I might like it and only when it aligns with an immediate need of mine. We used to live in a world where the brand had complete control of the conversation – the message, the experience and time of interaction. Today, there are more touchpoints than ever before and purchasing behavior is driven not by brand promises, but by social conversations and ongoing brand experiences. RIP, marketing funnel. Welcome, real-time situationally-aware, consumer-driven experiences.

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4 Ways Brands Can Be Mobile Heroes

Time spent on mobile is made up of millions of moments; Checking the weather. Reading the latest headlines. Locating a restaurant or store and discovering the best way to get there. Socializing and sharing.

The opportunity for true mobile engagement lies in brands’ ability to become the heroes in these order generic viagra online daily interactions by surprising or delighting customers with the right message or offering specific functionality at the precisekokosgallery moment they need it.

Marketers have rich customer data, behavioralelelepflege insights and an ability to have a real-time pulse on a person’s immediate surroundings unlike ever before. But for the most part, mobile marketing efforts tend to interrupt our lives instead of bringing any cheapest chemist for viagra sort of desired support.

The

golden rule of mobile engagement is simple: It’s not about a brand or a product. Mobile – where screens are smaller, attention spans are shorter and demands for relevancy are stricter – is about the individual and what a brand can do for them at the moment of need. It’s about providing the experience that’s personal enough to trigger a dinner table conversation.

Effective mobile marketing is born out of organic, value-add, contextual interactions. To start, brand marketers need to think about the moments their customers are having, how they can genuinely participate, and buyrealviagraonline-cheap.com what new moments they can create. Below are the four pillars for brands to be the heroes of consumers’ mobile moments:

  • Aid and Abet…Organically: The simplest way to win over your customers is to help them accomplish something easily and creatively. Charmin, for example, has one of the most successful CPG mobile programs because its app doesn’t focus on its product or distribution. Instead, it has created a community centered on searching, rating and adding public bathrooms. It adds value to consumers in their moments of need in a way that is true to the brand without blatantly shoving marketing messages in people’s faces, resulting in ongoing engagement with its customers.
  • Become an Active Part of http://genericcialisonline-rxnow.com/ Customers’ Lives: Think about all of the customer needs you could help fulfill in an authentic way. The New York Daily News, for example, combined its editorial content with 30+ categories of city guide information, including restaurants, traffic and events. It become the single source of information that its readers need, giving them reasons to come back to the app beyond news.
  • Look into the Crystal Ball: Marketers now have the power to anticipate what their customers’ needs are before they even know them themselves. The magic lies in three things: the robustness of customer profiles, automating marketing efforts and integrating with a complete network of systems and data sources to provide richer experiences.

A coffee chain, for example, could recognize that the location of a meeting scheduled in a customer’s calendar means they will be across town when they normally come in for their afternoon caffeine fix. In anticipation of the moment that cialis side effects leg pain customer searches for a location near their meeting, the coffee chain could provide convenient store locations.

  • Mind Your Conversation Etiquette: How do you talk to your friends? Do you interrupt them as they are doing something, shout a few words about something cialis urine smell you want and walk away? Most of us realize that shouting is no way to get what we want, so why are so many marketers acting foolish on mobile? Consumers have trained themselves to ignore overt self-promotion and banner ads – even if they are blinking in an attempt to draw the eye’s attention.

The relationships in your “real” life blossom viagra normal dose out of mutual respect; you help each other and listen more than you speak. These fundamental drivers of real life relationships need to be the drivers of mobile relationships. Don’t interrupt. Help out.

Over the last few years, as mobile has become more entrenched in our every day, marketers have applied the same tactics from “traditional” digital channels. The results have been less than ideal click-through and conversion rates, and fairly dismal app download and engagement numbers.

The relationships between brands and their customers that can be nurtured on mobile are unlike any other because they can be highly organic, real-time and contextual. The brands that break through the noise will be the ones that understand their customers’ mobile lives and insert themselves authentically by providing value.

But remember, just because your customers

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are always on doesn’t mean you should always be trying to engage. Ensure the contextual relevance of push messages and interruptions. Personalize every interaction. Anticipate needs. And know when to tap the breaks, because the moments you choose to make

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will be that much elelepflege.de sweeter.

the-6th-sense

The Sixth Sense That Will Change Customer Experiences Forever

Today’s “personalized” customer experiences are based on surface [shallow] level data — what someone has bought in the past; their gender or family situation; their hometown. While this certainly helps to tailor experiences to some level, the biggest driver of what makes something personal and relevant has been neglected — a person’s immediate context.Context involves everything from a person’s physical situation (location, weather and traffic, etc.) and how fast or slow they are moving (in

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a car at 60 mph, walking down a street in a leisurely manner, etc.) to their intent and emotional state. HP0-J73 Before the proliferation of smartphones, understanding a person’s real-time context was not possible. The growing number of sensors in our phones and other connected devices has since opened the door for brands to get a true glimpse into a person’s life. As a result, brands now have the power to engage with their customers in contextually relevant ways, tailoring interaction to their immediate situation.Pre-mobile, contextual marketing would not have even been necessary. What companies need to

realize quickly, however, is that it no longer is a “nice to have.” Real-time, contextual experiences are fast becoming a must-have to build lasting customer relationships.

For generations, consumer expectations in how they interact with brands have essentially remained the same — delayed, one-way, messaging for the masses — and that worked with the available touchpoints. Mobile has completely changed this… and at a very accelerated rate. Consumers now expect to be able to have a personalized, situationally appropriate interaction with a brand whenever and wherever they need it — and the brand is providing a utility or service — not serving an ad — that helps them with something they need right now or in the immediate future.Below are a few examples of how context will be used to make experiences truly magical.
  • The Airline That Knows You Are Going To Be Late: Let’s face it — traveling is not always a breeze, but if an airline could understand the pains you are suffering, they could get out in front of issues to enhance your experience. For example, if I am stuck in traffic my on way to the airport in a jam that will make me miss my flight, I will be automatically rebooked on the next available flight and receive a ticket directly to my phone. The airline’s systems have understood that I am not in the airport, so has checked current location, recognized my movement (or lack thereof), identified that there is a traffic backed up for 20 miles and predicted that I will therefore miss my flight to preemptively respond to a need of mine.
  • The Retailer That Ends the Aimless Search for A Gift: If I am meandering about in the women’s department of a store for more than a few minutes, a retailer would understand that I am likely looking for a gift for my wife, as tomorrow is Valentine’s Day. The brand could then make the experience better for me by pushing a few gift suggestions with an in-store locator to my phone. When I am passing the women’s section the following week, I would not get this same message, but instead an offer for those sunglasses that I have been eyeing.
  • CPG that Keeps Symptoms At Bay: A OTC brand that contextualizes customer interactions would recognize that as someone who has an aversion when the pollen count is above 7 and has not purchased medicine this season, I need to be alerted of the conditions when I visit an outdoor-friendly town.
  • A Fitness Brand Makes Sure You Don’t Overdo it: Say I am a runner training for a 10K race and I track my training via a fitness app. Based on the understanding of my distance goal for today’s workout (5 miles), the current humidity (high) and temperature (80 degrees), a fitness brand would suggest a route (less hilly) and alert me about when I may need to slow down based on how I have performed in such conditions in the past (poor).
  • Your Grocery Store Ensures You Get Everything You Need: I am not the primary food shopper in my family, but my wife has added items to a list that is saved within a grocery store’s app. As soon as I walk through the doors on a busy Saturday afternoon, the store would understand I probably don’t know my way around and want to get out of there as soon as possible. On my phone, I would receive the most efficient route to take to get everything I need based on real-time flow (I would be rerouted, for instance, when there’s a foot traffic jam in produce). Given what is

    on my list, the store would also infer the meal I am shopping for (BBQ) and suggest items I may be forgetting (Do you need buns?) or may want to add to my list (Corn on the cob pairs great with burgers!”).

Mobile does not lend itself to traditional brand interactions. The smaller screens and societal shift to one that is always-connected has ushered in the need for organic brand experiences that understand and anticipate a consumer’s context –reflecting both hard customer data and soft sensor data from the physical world. But a consumer’s context can change instantly, making the window of opportunity for brands to engage fleeting. In a world with contextual expectations, being able to automate these interactions will be a marketer’s best friend. 070-412

5_biggest_AustinPixels

Flash-Forward: The 5 Biggest Mobility Trends of 2014

The Year of the Horse is upon us and according to ancient Chinese belief, people will take on “unremitting efforts

to improve themselves” in 2014.

As mobile-first consumers become more steadfast in their demands and expectations (read: personal, all about me, relevant at this precise moment), marketers should take a page from this Chinese tradition and spend 2014 significantly rethinking and improving their mobile initiatives. Marketers need to get a handle on the numerous, competing customer data streams to better bridge the online and offline worlds in more immediate, personalized and tangible ways. Once this happens, the customer journey will undergo dramatic changes that better align with the mobile-first world.

The biggest trends for the evolving customer experience in 2014 will be:

  • Consumers are “Compensated” for Data: Consumers are starting to understand the value in letting go of the tight grip they keep on their personal data – but they want something in return. While we will not see consumers get paid money for their data next year (although this is not too far off), consumers will be rewarded with more personalized experiences. Brands will also begin to explore partnerships to share opt-in customer data to provide multi-dimensional, highly relevant experiences. A weight loss program provider could partner with a retailer to provide a special offer when a set goal is reached (e.g. You’ve reached your goal weight! Enjoy 10% off those skinny jeans!).
  • iBeacon Technology Grows Up…Really Fast: More and more stores will adopt iBeacon technology for proximity marketing as a way to enhance the brick-and-mortar experience and to capture the imagination of online shoppers. Marketers will spend 2014 testing and refining indoor location programs in a small number of stores, experimenting with contextual triggers to deliver personalization, drive in-store traffic and enhance customer service. Bringing marketing automation to the physical world, businesses across a variety of industries will look to iBeacon technology as the next stage of real-time marketing.
  • Contextual-Awareness Actually Gets…Well Relevant: The primary ingredient for mobile marketing success is being relevant to a person’s immediate context. Location alone doesn’t make something relevant – In fact only 1% of the time would it drive a person to take an action. To drive true relevance and avoid interrupting consumers’ lives, marketers will start leveraging all sensors and secondary location data that exists, such as weather and traffic, as well as start anticipating a person’s intent to provide the right content at the right time to the right person.
  • The Smartphone Domino Effect: As devices increasingly become “smart” and the Internet of Things expands into new horizons, smartphones will stake their claim as the remote control to power this connected universe made up of everything from glasses and thermostats to autos and household appliances. Brands will develop omni-channel app strategies, allowing the individual to carry context forward with the smartphone automatically triggering actions appropriate to the screen and their current situation. (e.g. A dinner reservation is made on the smartphone, directions autopopulate in dashboard screen when the car is turned on and a person is prompted to review the restaurant when they power up their tablet that evening).
  • Predictions Make Way for Prescriptions: We will see the first round of mainstream apps and platforms leverage prescriptive analytics as the next round of ‘usable’ predictive analytics. As more companies start anticipating customer behavior
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    more accurately, prescriptive analytics will become adopted on a wider scale among the brands looking for actionable insights to drive revenue and deepen engagement.

This year will be a make-it-or-break-it one for brands on mobile. The marketers who stick with the status quo of boring initiatives that interrupt customers’ lives will lose their audience in droves. The marketers who integrate all data streams and systems into mobile-first experiences will be the ones

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who will not only capture — but keep — the attention of always-addressable consumers. Cheers to a year of true mobility.

5-industries

The Great Divide: Five Industries Where Mobile Doesn’t Meet Our Expectations

There are some things in life that we just expect. Perhaps it’s because of how things have happened in the past or maybe it’s because we make correlations with other things in our lives. Whatever the reason, we have certain expectations. With all of the hype around how mobile is going to change everything, making daily activities more delightful and efficient, a lot of us have come to expect mobile-driven innovations in all aspects of our lives. Everything should know us (Welcome back, Ryan!). Remember our preferences (Last time you ordered ). And make spot-on recommendations (à la Netflix). 70-331 While some industries have embraced mobile innovation, there is still a large gap between what we expect and what is available in many others. Here are the five industries where the gap is the widest: · Dining and Nightlife: Every time a diner enters a restaurant, they have to reintroduce themselves to the server and rack their brains for what they ordered last time (Did the chicken meet my desire of spiciness?). Servers go to every table blindly; unaware of whether the person sitting in the section is a loyal customer, a social media influencer or a patron who follows a gluten-free diet. Diners should be able to seamlessly tap into their social networks for menu recommendations and pay the bill when they want via their mobile device. · Real Estate: In some markets, well-priced, coveted houses go under contract in days, if not hours. Real-time communication in real estate is key. While Trulia found that more than half of weekend traffic comes from mobile devices, agent’s mobile apps today only allow homebuyers to scan properties for sale and (sometimes) take

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and save photos. Agents need to be able to push new listings to buyers and have them react immediately (I am interested in seeing this right away). Context-aware marketing would make the home buying experience more relevant and personalized. A homebuyer, for instance, who has favorited a property would be pushed an alert if they drive by the home or notified of a nearby open house. Lastly, beacons placed strategically in open houses could point out specific features tailored to each person based on their preferences allowing for a much more personalized experience. · Retail: This one may seem surprising, but I am not talking about from a consumer standpoint, well directly anyway. Except for Apple’s retail stores and a few others, retailers have been slow to adopt mobile as a back-office and sales associate tool. Every floor employee needs to be armed with a device, allowing him or her to check stock in the back, custom order products for customers in real-time and facilitate payments. The use of strategically placed beacons could alert the manager if there is a high to low ratio of customers to employees in specific areas of the store, allowing them to message associates to better disperse or relieve long checkout lines. · Airlines and Hospitality: The shift towards travel research, planning and booking on mobile has been incredibly swift, but only one in four airlines accept mobile payments. We will soon get to a point when all tickets will be paperless. When the associate behind counters will know who is approaching. When travelers will not have to pull out their credit cards to purchase ancillary items, like food during a flight or a toothbrush from the hotel store. Once the hospitality industry leverages marketing automation, prediction and emerging

technologies like ibeacons, a traveler would be welcomed immediately as they arrive in the airport parking lot or hotel lobby, provided with all key information, and guided through their journey with personalized messages. Augmented reality will show personalized deals at airport terminal restaurants and shops, and travelers who wander off from the gate will get an alert when boarding starts. · Higher Education: College students are arguably one of the most digital generations — a recent survey found that 78 percent of students have a smartphone compared to 56 percent of American adults. This group has grown up with devices all around them; yet higher education has been slow to innovate. Paper check-in sheets still circulate through classrooms when beacons should be explored for automatic check-ins. Students spend up to $1,200 a year on hardcover textbooks a year, when digital versions accessed via laptops and tablets can cost up to 90 percent off. At a time when only 60 percent of students who enter a bachelor’s program graduate in six years and the cost of earning a degree continuing to increase, colleges and universities need to leverage technology like predictive analytics to alert professors which students are at risk of falling behind or not graduating. There are a growing number of sensors, screens and apps in our daily lives. As even the most mundane everyday activities like managing the thermostat are now exciting and mobile, we will start to increasingly except more mobile-driven innovation throughout all aspects of our lives, whether we are going to a restaurant, visiting an open house or checking into a hotel. Our phones will soon be our identity carriers, alerting servers, teachers, flight attendants and sales associates who we

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are so they can provide a highly personalized experience, unlike ever before.70-457

7-questions

7 questions to ask for a stellar mobile app

According to a recent study from Millward Brown, mobile is now the first screen in our lives — and the screen that dominates all others. Sorry, TV, but you have finally been replaced.

As our attention continues to shift to the smaller screens in our lives, brands need to take a hard look at their current apps, especially as consumers are spending more of their time engaging with apps than on the mobile web. Unlike any other touch point, apps give brands the opportunity to address real-time customer context. Apps also become the heroes in consumers’ lives by offering functionality that serves a precise message at a specific moment. Sensors on smartphones and other connected devices in our cars, household appliances, TVs, and more are maturing and multiplying. Predictive modeling is becoming more accurate. People are sharing innermost thoughts at every opportunity. It all goes into the recipe for the most organic, loyal, and profitable relationships ever between brands and consumers.

Apps, though, are failing for most brands. While the list of reasons why is long and varied, failure is driven by the lack of any contextual and personalized experience. But if leveraged effectively, apps offer brands a periscope into the lives of their consumers — a way to see into what is happening around consumers. By learning what circumstances consumers act in, a brand can in turn become empowered to serve up a highly engaging experience. Messaging today is one-way, filled with quasi-random spurts of content — spray and pray that something sticks — when instead it should be sensitive to a person’s unique situation. Is there a lot of traffic on the route they take to work? How will today’s pollen count affect their day? What about their packed calendar of meetings?

Consumer expectations for highly personalized and relevant interactions with brands are only hardening. There is little room for error (e.g., annoying consumers with inappropriate content). With mobile now mature enough to become a multi-billion dollar marketing opportunity in the U.S. and a multi-trillion dollar opportunity worldwide, companies can’t afford to offer anything less than a stellar mobile experience. As companies scrutinize their offerings, the below questions are good starting points for a discussion on how to offer a better consumer experience:

  • What moments are people having in your app? What organic, ancillary experiences can your brand provide to become a more active part of users lives?
  • Does your app provide different experiences (overlays) based on where your customer is (at home, in-store, in-car, etc.)? Before a person gets to a store, they may need to find the closest location. But when they arrive, they would need to request help instead.
  • What systems are you integrating with CRM, e-commerce, social, etc., to provide a cohesive experience?
  • What sensor data (accelerometer, gyroscope, GPS, altimeter, humidity, etc.) are you tapping into?
  • Are you analyzing a user’s context when they complete tasks to know what situational factors drive certain behavior? For instance, are some users engaging with your content only on the train during their morning commute or browsing swimsuits when the temperature reaches a certain temperature?
  • Are you looking beyond location to decipher context? What secondary location data can you infer — weather, traffic conditions, events, or news?
  • Do you predict your users’ implied intent (what they are trying to do) before providing an offer, message, or experience? For example, are they searching for a restaurant at lunchtime or trying to plan their weekend?

With access to real-time signals from smartphones and other connected devices and tools that anticipate customer behavior, the brands that don’t retire their early generation apps will quickly lose relevance. The insanely personal small screens that we carry around everywhere we go demand a new approach to engagement. The companies that offer streamlined utility and experiences based on an individual’s context — not an experience for the masses — will be invited to stay in customers’ lives, while those that interrupt with irrelevant push messages and clunky app experiences will be deleted and forgotten.

6-strategies-patch

6 Strategies for Patching Up Patch

To meet the promise he made to shareholders, AOL’s chief executive Tim Armstrong is in the process of cutting staff and other costs at Patch in the hopes that his network of hyperlocal sites will be profitable by the end of 2013. His moves may get Patch into the black, but

the company must also make substantial strategic changes if it hopes to build a sustainable business. But just making short-term cuts to hit profitability might not be the optimum choice. Patch also has to plant seedlings for mid- and long-term benefits that the company can reap 6-12 months from now. Here are six approaches that Patch can take to patch itself up: 1. Abandon the “Donut” Strategy: Patch currently focuses on the neighborhoods and areas that surround larger cities, dramatically affecting its ability to monetize. As urbanization continues to take hold, cities continue to grow as places where people live, work, play and spend money. If Patch would focus on cities in addition to suburbs, it would open up healthy new revenue pipelines. 2. Diversify Content to Increase Use Cases and Become a Part of Daily Habits: As with all media brands, Patch needs to become a part of its readers’ lives beyond local news content. Once it becomes a source of information for all aspects of the neighborhood (traffic, weather, et cetera) by leveraging the available data streams that exist, it will truly become the neighborhood guide that it aims to be. Patch needs to use people for content curation in addition to content creation. Little pieces of information — like a 40-cent drop in prices at a nearby gas station — are news to locals, because it affects their daily lives. Snackable, real-time data points like these are changing the definition of hyperlocal news, and do not require a human to actually report on it. Patch should (and can) own this new hyperlocal environment. 3. Focus on Personalizing Mobile Experiences: eMarketer recently reported that U.S. adults will soon spend more time consuming media on their digital devices than their TVs. As more consumers are considered “always addressable,” Patch needs to make mobile the core to its content distribution and

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relationship management strategy. If it takes advantage of mobile’s unique sensors (location, accelerometer, gyroscope) to push relevant, situationally-aware content and advertiser messages (i.e., Lucy’s boutique two blocks away is currently having a sale), the company could provide an engaging experience that is relevant, exciting, and real time. Through mobile, Patch can also provide real-time social experiences that become part of dinner table conversations. 4. Play Matchmaker with Content and Advertising: Patch is currently only personalizing content and advertising by location, which is not very personal. All media brands need to deliver the right content and ad at the right time and within the right context to the right person. To do this, Patch needs to build user profiles and interest graphs based on a reader’s personal history with content, online and on mobile, while also combining semantic, sentiment and virality scores to ensure relevance. The news organization also needs to leverage predictive analytics to anticipate how certain content will resonate with specific reader segments as well as the time/day/frequency that would be the most effective. By tapping into profiles and interest graphs, and applying predictive analytics, Patch would be able to personalize the news reading experience by anticipating which articles and advertiser messages each reader would want in their news feed

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or push alert. 5. Monetize Locally By Becoming a True Partner: Patch needs to build new tools to generate loyalty, not just acquisition via advertising, for its small business partners. By moving from being simply (yet another) advertising channel to a catalyst for merchants to engage with their customers in unique ways, it will become an essential partner and open up new opportunities to monetize. Patch should take a page from Facebook and Twitter, test native advertising and make advertiser messages and content a part of people’s news and information feeds in an organic way. Or, readers could opt in to follow a merchant on the Web or through mobile to access special offers or content. 6. Own Social Classifieds: For so long, local media owned advertising from local businesses and individuals. If Patch enhances its mobile offering, it would be poised to become the frontrunner in social classifieds as no other classifieds services have an engaging mobile offering. Own classifieds and open revenue channels.

Jeff-reinvent

The Washington AmazonPost: How Jeff Bezos Will Reinvent Legacy News Media

When billionaires get adventurous, they buy — or build — media empires. Often first buy, then build. Think William Randolph Hearst. Howard Hughes. Ted Turner. Charles Foster Kane. 70-412 America’s latest “magnate turned mogul” is Amazon’s Jeff Bezos, who stunned the media world this week by purchasing The Washington Post, a 136-year-old icon of the paper-and-ink era. Bezos is widely seen as symbolic of the forces that have killed

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or crippled so much legacy media.(Goodbye hardcopy books and bookstores; hello Kindle.) That’s why Bezos becoming the Post’s white knight strikes many as ironic — to put it mildly. It’s as if the Internet, having defeated legacy media in a savage 15-year war, is now launching a digital Marshal Plan to rescue its defeated foe from starvation and death. The question everyone is asking now: what will Bezos do with his new property? Will he be a benevolent, hands-off owner who funds the fearless investigative reporting and astute political analysis that define the Post’s brand at its best? Or will he turn the Post into a tame Amazon advertising platform? My prediction: Bezos has bought his media property; now he’s poised to build his media empire. He will lead the media world to a new synthesis, combining the best of legacy and digital media. Specifically, the “Amazon Post” will:

  • Go mobile, all the way: Look for Bezos to make Kindle the preferred channel while aggressively embracing all mobile platforms. A personalized, context-aware, mobile-first experience could bring the Post and similar brands back to life: relevant, exciting, realtime-current.
  • Get smart about Big Data: Nate Silver – enough said. Media companies need to leverage Big Data and predictive analytics, not just to create interesting new content but also to make business decisions. Bezos’s Amazon pioneered in analytics, personalization and prediction for online retail. Big Data could help legacy media do likewise, predicting customer churn to empower media to intervene at the right moment, predict engagement with content and advertising based on audience segment, and better manage subscription acquisition costs.
  • Deliver personalized experiences: Personalized news will empower media companies to deliver the right content, at the right time, within the right context to the right person. Combining semantic, sentiment and virality scores, and feeding my personal history of content choices into the mix, publishers can predict which articles I’ll want in my news feed or push alert. Think Amazon’s personalized shopping experience, translated to the Post.
  • Super-charge local monetization and leverage social amplification: Traditionally, media companies owned advertising from local businesses and individuals – both in the form of display and classifieds. Mobile provides yet another opportunity where there is no clear winner yet for local monetization. Combining Local with Social media channels will deliver information and connect people to amazing experiences they’ll talk about at the dinner table. Mobile/social combined network effects can even revive locally sourced classified as a business.
  • Abandon print, now: The man who gave us the Kindle knows that print media are drowning in red ink. Digital-only publication is the future. Why wait? Bezos won’t.
  • Monetize, diversely: Just as Amazon vaulted beyond online retailing with local cloud hosting and AWS platform licensing, the Post under Bezos can move beyond the obvious
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    combination of paid content, sponsored content and advertising. AWS for media, or a “Tech as a Service” platform, would diversify revenue streams by providing a “media house in a box” to media brands around the world.

In the interest of full disclosure, let me say that these predictions are based on my own experience with mobile-based platforms and toolsets that transform legacy media brands into value-added properties that are cherished by on-the-go consumers. But that’s why I know it can be done. It’s no secret that

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the legacy news media is suffering mostly from self-inflicted wounds. With the arrival of Bezos on the scene, traditional print media now has a fresh opportunity to modernize. Helmed by Amazon’s innovative CEO, The Washington Post can lead the way, leveraging technology to reinvent text-based journalism and feature reporting, delighting readers and delivering exceptional results to advertisers in a way that works for today’s digital-mobile lifestyles.C4090-958

ss-advertising-780x520

Predicting is the new black: The latest trend in marketing

How powerful would it be for marketers to know what their customers are going to do before they actually do it? To predict how they would react to certain messages and offers, or to intervene just before a customer loses loyalty and switches brands? The medical community has been doing this for years — predicting the best course of action, based on family history and genetics. Wall Street too has used sophisticated algorithms to predict future market trends that guide high-risk trading decisions. Even some prison systems use the power of prediction to determine which prisoners should be paroled and which should serve out their full term. And no one can forget the use of predictive analytics in baseball, as shown by Brad Pitt in the movie Moneyball. Everywhere we look, the concept of “predictive analytics” is taking hold and is now becoming the most powerful tool in marketers’ increasingly sophisticated toolboxes. While the idea of predicting customers’ behavior may seem like something out of the Jetsons-era, it is very much a reality today and is dramatically shaping the way marketers engage with their customers. This can be seen in something as seemingly ordinary as Netflix predicting which movies I may like based on what I have watched, or as advanced as Target

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predicting which of its customers are likely to be pregnant. It’s no secret that brands have been collecting heaps of data on their customers in order to create robust profiles and personalized customer experiences. User profiles allow marketers to segment their audience on the simplest level by: geography, basic demographics and purchase history. Apart from actual sales and general profile data though, marketers – and their data scientists — are now analyzing things like social behavior, the stickiness of certain emails and promotional campaigns,

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and website activity to build living profiles. Each piece of customer data allows for advanced customer segmentation and goes into the statistical equation that predicts how likely action or inaction is. By using sophisticated algorithms based on the results of historical and real-time campaigns, marketers can now predict with a high percentage accuracy things like:

  • Who will purchase?
  • How much are they willing to spend?
  • What is the predicted lifetime value (LTV) of new customers?
  • What is a customer’s propensity to buy?
  • What is a customer’s propensity to engage?
  • Who will become a brand advocate and share about their experience on social media channels?
  • Who is likely to abandon for a competitor?
  • Which offer will resonate most with certain audience segments?

By understanding this, marketers can better allocate resources to target specific groups and, with the most compelling message, drive the most profitable relationship. By harnessing predictive analytics, brands can also understand which customers are worth pursuing and “courting,” and which will not pay off in the long run. As marketing budgets continue to be stretched, this power of prediction will be incredibly essential. Mobile has changed the ‘digital touchpoint’ landscape. Predictive analytics solutions would not have been as powerful pre-mobile, as

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the always-addressable customer did not exist. Now, brands need to discover the winning

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combinations of who to target, when to do it, with what type of message, on what channel – and how to react quickly if the outcome is not as predicted.