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2013 Digital Marketing Outlook


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With over 65,000 readers in 2012, The SoDA Report has become one of the most read publications in the digital marketing world. But this is only one expression of the remarkable community of digital …

With over 65,000 readers in 2012, The SoDA Report has become one of the most read publications in the digital marketing world. But this is only one expression of the remarkable community of digital pioneers, creatives and executives that makes up SoDA. With 70 member agencies in 22 countries on 5 continents, SoDA has become the leading voice of the digital agency community, representing the top tier of digital agencies and the most sought after production companies in the world.

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  • 1. With over 65,000 readers in 2012, The SoDA Reporthas become one of the most read publications in thedigital marketing world. But this is only one expressionof the remarkable community of digital pioneers,creatives and executives that makes up SoDA. With70 member agencies in 22 countries on 5 continents,SoDA has become the leading voice of the digital agencycommunity, representing the top tier of digital agenciesand the most sought after production companies inthe world.As you will see as you explore the pages of this newedition of The SoDA Report, our members freely sharetheir latest thinking on everything from igniting aninnovation-ready mindset to the importance of user-centric design to humorous suggestions for horrible newbuzzwords that we pray never see the light of day. That’sbecause sharing is the cornerstone of how SoDA works.We share with each other and we share with the world.Our Peer Collaboration Groups, for example, bringtogether over six hundred members across 16 disciplinesin the search for best practices and new ideas. Regularroundtables and webinars showcase critical thought-leaders to our membership and beyond. And this yearour “SoDA Presents” panel program will bring togetherthe cream of our industry at major conferences acrossEurope, North America and Latin America.Six years after 13 digital agency leaders got togetherover dinner in Miami, SoDA has grown into a global“Six years after 13digital agency leadersgot together over dinnerin Miami, SoDA hasgrown into a globalorganization withmembers from NewYork to New Zealand.”Tony QuinIntro
  • 2. organization with members from New York to NewZealand, enabling us more than ever to accomplish ourmission to advance our industry through Best Practices,Education, and Advocacy.I hope that you find this latest volume of The SoDAReport insightful and valuable, and I invite you to findout more about our programs, resources and membersat Wishes,Tony QuinChairman of the Board, SoDACEO, IQ Agency
  • 3. How agencies, production companies and brandsperceive their value to their respective customers variesgreatly. How one generation perceives value differs fromthe next. Campaigns targeting one consumer segmentare not necessarily perceived the same way by anothersegment. Facing these multiplying realities, how can webuild a better awareness of people’s perceptions of ourservices, products and organizations? This year’s firstedition of The SoDA Report reveals new perspectives,fresh ideas and real concepts of how organizations arebalancing the art and science of perception to succeed inthese fast-paced times.From blowing up what you learned about data fromyour not-so-favorite math teacher, to exploring howforward-thinking companies are laying the groundworkfor a virtuous cycle of innovation, to integrating thebest of technology development processes with quickmarketing smarts, we suggest how you can changeyour company from risk averse to courageous, creative,authentic and agile.Future shifts in marketing are discussed by topexecutives of global brands, tech start-ups, agencies andthe leadership of top trade publications. Among otherthings, they highlight the importance of humanizingdata, creating credible content, advocating for user-centric design, transforming business models, tribebuilding and simplicity.“We see the world, not asit is, but as we are”  – TalmudAngèle BeausoleilForeward
  • 4. Our writers and editors ponder a broad range ofprovocative questions. Are we responsive to responsivedesign? If focusing on the creation of mobile optimizedcontent is akin to solving a problem from 2007, whatproblems should we be focused on now? What isthe “next” Facebook? Are we living in a “QuantifiedSociety”? How can we become the Master of Design inour organizations. And, does irreverent marketing leadto effective consumption?We propose the use of Improv to cut throughperceptions and expose the real people you are hiring,and that whole-brained folks are truly the next killerapp. We suggest you pay attention to idea thieves, solvereal versus perceived problems and focus on becomingexceptional – which is what innovation is about.So, how can you increase your awareness of both yourown perceptions and the perceptions of others? Start byreading this report. Enjoy.Angèle BeausoleilEditor-in-Chief
  • 5. Content DevelopmentAngèle BeausoleilEditor-in-Chief of The SoDA Report,Founder & Chief Innovation Officer of Agent Innovateur Inc.Angèle Beausoleil has spent the last two decadesworking with digital agencies, technology companiesand consumer brands on identifying market trends,leading research and development projects throughinnovation labs and crafting strategic plans. Today,she balances her graduate studies (MA/PhD in AppliedInnovation) activities, with teaching Thinking Strategiesat UBC’s, and a strategic marketing andinvention consulting practice. Angele is also the Editor-in-Chief for The SoDA Report and is an advisory boardmember for the Merging+Media Association, VancouverInternational Film Festival, Kibooco (kids edutainmentstart-up) and the Digital Strategy Committee for theUniversity of British Columbia (UBC). Angèle lives inVancouver with her husband and son.Chris BuettnerManaging Editor of The SoDA Report,SoDA Executive DirectorAfter a career on the digital agency and publisher sidethat spanned 15+ years, Chris Buettner now serves asManaging Editor of The SoDA Report. He is also theExecutive Director of SoDA where he is charged withdeveloping and executing the organization’s overallstrategic vision and growth plan. And with roots inThe SoDA ReportTeam & Partners
  • 6. journalism, education and the international non-profitworld, the transition to lead SoDA has been a welcomeopportunity to combine many of his talents andpassions. After living in Brazil and Colombia for years,Chris is also fluent in Spanish and Portuguese and is anenthusiastic supporter of SoDA’s initiatives to increaseits footprint in Latin America and around the world.Chris lives in Atlanta with his wife and two daughters.Editorial TeamSean MacPhedranIndustry Insider,Group Planning Director, FuelSean is Group Planning Director at Fuel (based inOttawa, Canada), where he currently works withclients including McDonald’s Europe, Nokia, Matteland Lucasfilm. He specializes in youth marketing,entertainment & game development, and theincorporation of pirates into advertising campaignsfor brands ranging from Jeep to Family Guy. Outsideof Fuel, he is a co-founder of the Ottawa InternationalGame Conference, managed the category-freeTomorrow Awards and spent a good deal of time in theMojave Desert launching people into space at the XPRIZE Foundation. They all came back alive.Craig MenziesAdvocacy,Head of Research and User Experience, DeependCraig is currently the Head of Research and UserExperience at Deepend, a digital and creative agencyheadquartered in Sydney, Australia. Craig is a formerForrester customer experience analyst, and has also heldpositions with iCrossing UK and Vodafone Australia.
  • 7. Zachary ParadisPeople Power,Director of Innovation Strategy, SapientNitroZachary Jean Paradis is an innovation strategist,professor and author obsessed with transforming livesthrough customer experience. He works at SapientNitro,teaches at the Institute of Design and lives in Chicago.Zachary works with companies to become successfulinnovators by utilizing “experience thinking” as astrategic asset manifested in better offerings, flexibleprocess, and open culture. He works with start-upsand Fortune 1000 companies as diverse as ChryslerAuto Group to Target, Hyatt Hotels to John Deere,M&S to McLaren, and SAP to Yahoo!, evolving serviceand product experiences across digital and physicalchannels. Zachary recently relocated to Chicago fromSapientNitro’s London office.Mark PollardModern Marketer,VP Brand Strategy, Big SpaceshipMark is a brand planner who grew up digital. He builthis first website in 1997 then published the first full-color hip hop magazine in the Southern Hemisphere,while working in dotcoms, digital agencies andadvertising agencies. He is featured in the AdNews Top40 under 40, and won a Gold Account Planning Group(APG) award for his McDonald’s ‘Name It Burger’strategy. A NSW Government initiative listed him as oneof Sydney’s Top 100 Creative Catalysts. Mark is VP ofBrand Strategy at Big Spaceship in New York City.Simon SteinhardtTech Talk,Associate Creative Director, Editorial, JESS3Simon Steinhardt is the Associate Creative Directorof Editorial at JESS3 in Los Angeles. He is co-authorof the forthcoming book Hidden in Plain Sight: How
  • 8. to Create Extraordinary Products for Tomorrow’sCustomers (HarperBusiness), set for release on April16. Previously, he was managing editor of Swindlemagazine, and has written and edited extensively on artand culture, including contributions to The History ofAmerican Graffiti and Supply and Demand: The Art ofShepard Fairey.Philip RackinResearch Insights,Director of Strategy, MCDAs Director of Strategy at MCD Partners, PhilipRackin helps companies such as Samsung, E*TRADE,Discover Financial, and Genworth identify and developopportunities to grow their businesses with emergingtechnologies. Over the past 15 years, he’s developeddozens of marketing programs, and digital productsfor consumer and B2B clients, including Comcast,Consumer Reports, The Port Authority of NY and NJ,Computer Associates, NARS Cosmetics, Johnnie WalkerScotch Whisky, and the University of PennsylvaniaSchool of Design.Kate RichlingSoDA Showcases,VP of Marketing, PhenomblueAs Phenomblue’s Vice President of Marketing, KateRichling oversees the agency’s marketing and socialmedia outreach, as well as its inbound marketing efforts.Previously, Richling worked in public relations, creatingand executing strategies for a wide variety of brands andnon-profit organizations.
  • 9. Content/ProductionSoDAwww.sodaspeaks.comOrganizational SponsorAdobewww.adobe.comThe SoDA ReportProduction TeamNatalie Smith, Head of ProductionTodd Harrison, DesignerCourtney Hurt, Production DesignerResearch PartnerEconsultancywww.econsultancy.comCover DesignStruckwww.struck.comTablet Edition/ProdutionUniversal Mindwww.universalmind.comInfographics PartnerPhenombluewww.phenomblue.comPartners
  • 10. DigitalMarketing OutlookKey Survey FindingsRespondent OverviewMarketers Self-Assess their Digital SavvyClient Investments in Agencies Trending UpwardThe SoDA Report 2013
  • 11. TheSoDAReport Section 1 : Digital Marketing OutlookSoDA’s Digital Outlook Marketing (DMO) Surveyresults are in. The findings provide evidence that bothdigital agencies and full-service agencies with robustdigital capabilities are taking an increasingly prominentseat at the table with client organizations. In fact, manynot only have a seat, but also a desk and a few familyphotos. More than 1 in 5 of our agency respondentssaid they now have agency employees embedded asspecialized resources at client offices as part of theirservice offering, highlighting a significant shift in client-agency engagement models.Clients, for their part, are getting savvier as well. Whilemuch of this digital acumen is home-grown within clientorganizations, brands are also receiving help from theiragency and production company partners. Nearly onethird of agency respondents are providing educationand training services to those clients who havedeveloped internal teams to handle digital productionand maintenance.So, do digital agencies have a dim future given thisapparent shift toward “in-sourcing” on the clientside? Quite the contrary. Forward-thinking digitalcompanies are finding that the best route to growth is tomake things…to be able to create innovative, effectiveexperiences for both consumers and brands. And thisyear’s DMO Survey results underscore that brandsare increasingly looking to digital agencies to do justthat. We believe the trend toward clients innovating“out-of-house” and maintaining their existingdigital experiences in-house will only become morepronounced this year and into 2014.To support this shift, leading agencies and productioncompanies are working to create a virtuous cycle ofChris BuettnerSoDA Executive Directorand Managing Editor ofThe SoDA ReportAfter a career on the digitalagency and publisher sidethat spanned 15+ years,Chris Buettner now servesas Managing Editor ofThe SoDA Report. He isalso the Executive Directorof Operations at SoDAwhere he is charged withdeveloping and executingthe organization’s overallstrategic vision and growthplan. And with roots injournalism, education andthe international non-profit world, the transitionto lead SoDA has beena welcome opportunityto combine many of histalents and passions.After living in Brazil andColombia for years, Chris
  • 12. innovation and IP development at their companiesthrough the creation of innovation labs and productincubators. A whopping 40% of agency respondentshave launched product incubators, with the most salientbenefits being happier, more engaged staff and newbusiness success. These are just a few of the trendsemerging from this year’s DMO study.Conducted by Econsultancy, SoDA’s 2013 DigitalOutlook Marketing Survey had 814 respondents, up25% from SoDA’s 2012 study. Marketers representedapproximately one-third of all respondents with a fairlyeven split between companies who primarily marketproducts (33%), services (31%) and a mix of productsand services (36%).Over 84% of respondents were key decision makersand influencers (CMOs, senior executives, VPs anddirectors) with annual marketing budgets ranging fromUS$5M to over US$100M and whose key markets areNorth America (50%), Europe (22%) and APAC (12%).This year saw a growing multinational cross-sectionof respondents, with 12% indicating that no singlecontinent accounts for a majority of their also fluent in Spanishand Portuguese and is anenthusiastic supporterof SoDA’s initiatives toincrease its footprint inLatin America and aroundthe world.ABOUT ECONSULTANCYEconsultancy is a community where the world’s digitalmarketing and ecommerce professionals meet to sharpen theirstrategy, source suppliers, get quick answers, compare notes,help each other out and discover how to do everything betteronline. Founded in 1999, Econsultancy has grown to becomethe leading source of independent advice and insight on digitalmarketing and ecommerce. Econsultancy’s reports, events,online resources and training programs help its 10,000+members make better decisions, build business cases, find thebest suppliers, look smart in meetings and accelerate theircareers. Econsultancy is proud to be SoDA’s research partneron this publication for the second consecutive year. For moreinformation, go to
  • 13. TheSoDAReport Section 1 : Digital Marketing OutlookRespondent OverviewOrganization TypeConsumer brand (B2C) marketingCorporate brand (B2B) marketingAgencyDigital production studio13%15%35%7%Organization Type %Vendor/service/independent consultantserving the digital marketing industryOther digital marketing professional10%20%Q. Which of thefollowing bestdescribes theorganization youwork for?Agency respondentswere evenly splitbetween digital agenciesand full service agencieswith digital capabilities.See the Related ResearchInsights within IndustryInsider for additionalanalysis on how thesetwo sets of agencyrespondents differ andagree on key industryissues.
  • 14. Q. Which of thefollowing bestdescribes yourcategory ofconsumer brandmarketing?CPG marketersrepresentedapproximately 50%of the 2013 sample ofconsumer marketers.Respondent OverviewConsumer Marketersby Category31%9%12%48%Consumer Packaged GoodsServicesOtherOEM
  • 15. Q. Which of thefollowing bestdescribes your title?Over 84% ofrespondents were keydecision makers andinfluencers (CMOs,senior executives, VPsand directors.Respondent OverviewJob TitleC-level executive (e.g., CMO)Vice president (including SVP & EVP) of marketing26%13%2%11%24%13%10%10%23%12%Title %Vice president (including SVP & EVP) of channel(e.g., social media, mobile, e-mail)4%Vice president (including SVP & EVP) of technologyDirector/manager of market researchCustomer segment owner or customer program managerDirector/manager of marketing services or operationsOther (please specify)
  • 16. Q. From whichregion do themajority of yourbusiness revenuescome?North Americanrespondents represented50% of the sample (downfrom approximately60% in the 2012 study),with Europe and Asiamaking up an additionalthird. Just over 1 in 10respondents (11%) hailedfrom multinationalswith a diversifiedrevenue stream acrosscontinents, up from 8%in last year’s study.Global Business ReachBy Continent22%3%2%12%11%North AmericaEuropeAPACLess than half of our revenuescome fom any one continentSouth AmericaAfrica50%
  • 17. TheSoDAReport Section 1 : Digital Marketing OutlookMarketersSelf-Assess theirDigital SavvyQ. How would you describe thedigital marketing sophisticationof your organization? (posed toclient-side respondents)Fifty-four percent of clientrespondents describe theirorganizations as “sophisticated” or“very sophisticated” when it comes todigital marketing, an assertion thata large cross-section of agency andproduction company respondentssupport.When agencies and productioncompanies were asked how they’reseeing their clients evolve, theincreasing digital savvy of client-side organizations – as suggested byclients’ own self-assessments notedin the pie chart above – became evenmore pronounced. While the poolof client-side respondents to SoDA’sKey Insight:Digital acumen on the client side is spiking.26%5%1%12%34%22%Somewhat SophisticatedAbout AverageVery SophisticatedSomewhat UnsophisticatedVery UnsophisticatedNo Opinion
  • 18. survey may be more sophisticated than the generalpopulation of brand marketers, we believe increasingdigital acumen on the client side is a trend that willbecome more pronounced and pervasive in the years tocome.A few highlights from agency responses:“Many of our clients are bypassing traditionalmarketing for digital marketing. That isn’t surprising,but what is a shocker is that they’re clamoring fordigital experiences that are uber personalized.Knowing a customer’s name isn’t sufficient. They’reasking for higher customer engagement throughcomplex personalization. For example, aggregatingall user interactions (implicit and explicit) and serving‘personalized’ content based on that data. In otherwords, determining user preferences without directlyburdening the user for that information.”“One of the savvier trends we’re seeing among clientsis toward custom behavioral marketing driven byintegration of data platforms to allow for real-time ornear real-time optimization and iteration (i.e., agilecampaign planning and performance management).”“We’re seeing a real trend toward more digitallyexperienced marketers being promoted to more seniorroles within client-side organizations.”“In their quest to do more with less, clients areacquiring more digital expertise, either through theaddition of digital agencies to their rosters and/orcreating internal digital teams, often by hiring formeragency professionals.”“Marketing and Technology teams are working moreclosely together on the client side. Such cross functionalteams are driving the delivery of innovative new
  • 19. marketing abilities.”“More technologies and technology skills are enteringthe marketing department on the client side. We call itthe rise of the Marketing Technologist.”“We’re finding that marketing professionals atforward-thinking client organizations not only havea strong holistic understanding of how their companybusiness operates, but also much more technical savvyin understanding internal systems as well as customersdevices and touchpoints.”“Clients who used to work in silos are now tearingdown walls between departments to integrate moreclosely with teams who have consumer-facing roles orare involved in product development.”
  • 20. TheSoDAReport Section 1 : Digital Marketing OutlookClient Investmentsin AgenciesTrending UpwardQ. Which of the followingbest describes yourorganization’s approach tomanaging and executingdigital marketing withagency partners?Nearly 30% of client respondentsindicated they were increasingagency investments in digitalmarketing efforts this year. Thisis not only a testament to thefact that the global economy hasshown signs of improvement(albeit far from robust growth),but also to the realization thatdigital provides stronger valuethan other channels as indicatedin the next table on budgetingshifts.Key Insight:Digital marketing budgets and clientinvestments in digital agencies will grow at amore intense pace in 2013 and 2014.28%14%44%14%We’re Maintaining the Status QuoWe’re Increasing our Agency InvestmentsWe’re Decreasing our Agency Investments Over TimeDoesn’t Apply to Us
  • 21. Some of the reasons…• Agencies are benefitting from clients’reluctance to expand headcount. While manyclients are expanding internal teams focusedon executing and maintaining existing digitalinitiatives, most are looking to agencies forcounsel and support when it comes to moresenior-level, strategic digital marketingroles. • The measurability of digital has given itmore clout, although – admittedly – miningthe avalanche of data generated by digitalefforts is still a major challenge for bothclients and agencies.• More of the clients’ audiences are payingattention to them on digital channels.
  • 22. Budget DecisionsShifting inFavor of DigitalWe’re decreasing our digital marketing budgetsWe’re maintaining the status quo11%34%Other (please specify)16%0%Projected Budget %We’re increasing our digital marketing budgets withoutincreasing overall marketing spend (reallocating existingbudget into digital)We’re increasing our digital marketing budgets andincreasing our overall marketing spend39%Q. Which of the following best describes yourorganization’s projected budget for digitalmarketing initiatives in 2013?Almost 40% of clients indicated they are increasingdigital budgets without increasing their overallmarketing spend (reallocating existing budget intodigital). Another 16% say they’re increasing the overallsize of the marketing pie (increasing overall spendand digital budgets). Any way you slice it, this is goodnews when it comes to the value being placed on digitalmarketing efforts.
  • 23. Industry InsiderSection PrefaceThe Psycho-Dynamics of Experience DesignPutting Innovation to the TestAgency Ecosystems That WorkWhy Your Math Teacher is Killing Your CreativityThe Point of AwardsRecruitment Agencies: Breaking Old Perceptions30 Seconds of WisdomThe SoDA Buzz Word LauncherGoing East – Why Asia Should Be on Your Growth RoadmapRelated Research InsightsThe SoDA Report 2013
  • 24. TheSoDAReport Section 2 : Industry InsiderOne of the most challenging issues facing digitalagencies and production companies over the pastdecade has been the lack of shared insight. As thepioneers of 10 – and even 5 – years ago blazed theirway through new technologies and changes in mediaconsumption, the lack of good discussion, best practicesand news forums created an industrial cowboy culture.Everyone alone together. Every challenge unique, twice.Every day was trial by fire, and gut instinct was a betterpath to success than a case study to follow.SoDA has played a key role in elevating dialogue andbest practices in the industry by providing a forum forindustry insiders to share issues that are unique to thenew generation of advertising. It’s my hope as the Editorfor this section that it will remain “always in beta” andthat it presents the fluid sensibility of a discussion- what makes SoDA unique. I welcome anyone tocontribute by emailing me at sean@fuelyouth.comIn this issue, Tony Quin, SoDA’s Chairman & CEO ofIQ, provides insight into the most critical, but oftenoverlooked, element of interactive – The Click. JoeOlsen, CEO of Phenomblue, discusses what innovationculture looks like in practice, and Matt Weston,Copywriter at Soap, gives his perspective on theevolution of the creative team from the trenches.Controversy abounds as we address Awards Showsand Recruitment Firms with Ignacio Oreamuno,Executive Director of the Art Directors Club, andAndrea Bertignoll, President of KANND Recruiting.With interviews, we explore how these two areas arecritical to our industry.Sean MacPhedranIndustry Insider SectionEditorGroup Planning Director,Fuel
  • 25. Finally, we open the floor to members, with 30 Secondsof Wisdom on a wide range of topics, and present someamusing suggestions for horrible new buzzwords thatwe’ll collectively pray never enter the lexicon.
  • 26. TheSoDAReport Section 2 : Industry InsiderTony Quin, Principal, IQThe Psycho-Dynamics ofExperience DesignFor years I have been preaching the strategyof Click/Reward. The idea is simple, every timesomeone clicks within a digital experiencesomething pleasant should happen. This idea,while perhaps intuitive, flows from a numberof observations. First, we live in an instantgratification society, and, of course, we areall pleasure hounds. But, more importantly, itcomes from mapping buyer psychology tothe sales process.With a background asa writer, director andproducer of network TVshows and commercialsin LA, Tony Quin foundedIQ in 1995 as an agencyspecializing in television.In 1999, IQ began thetransformation to adigital agency. Today theagency counts numerousFortune 100 companiesas clients and has wonnumerous national andinternational awards. Bornand educated in the UK,Tony is a founding memberof SoDA and Chairman ofthe Board. He also serveson the Board of the Schoolof Communications at ElonUniversity.
  • 27. Understanding the BuyerHow the unique dynamics of digital media connect withthe psychology of a buyer, on the path to purchase, isthe key to creating successful digital experiences.  Thispath today is often presented as a wonderfully busychart with a myriad of touch points and influences.But in the end we all go through the same simpleprocess: first we are unaware of a specific need, thenwe recognize it as a potential need, then we explore itsvalue. And then, if we continue, we evaluate our options,finally make a choice and buy.Yes, there are many factors and forces that influencethis along the way, but block out all that noise for aminute and focus on the buyer’s basic motivations.Through this process our motivation shifts from passivein the early stages, and unwilling to invest much effort,to active in the later stages once our intention startsto crystallize.Creating the User PathOur earliest attempts at IQ to codify these psycho-dynamics, and create experiences that enable the buyingprocess, were expressed in the UX principles of DirectedChoice and Incremental Engagement. Directed Choiceessentially holds that unknown visitors to a brand siteshould be assumed to be in marketing explorationmode; passive and without formed motivation. At thisstage, it is the brand’s responsibility to make choice veryeasy and intuitive, to reduce or eliminate work, analysisand the number of choices. Of course someone with atask to accomplish can always self identify at any time.Next comes Incremental Engagement. This breakscomplex value propositions into steps where each steprequires a choice that takes the user closer to personalrelevance. This UX principle recognizes that mostvalue propositions are complex and require a timecommitment from the prospect in order to receive
  • 28. the whole story. The problem is that before prospectsare sufficiently motivated they won’t commit to aninvestment of time or effort, so we make each step asmall commitment. Incremental Engagement is alsobased on recognizing that the more personally relevantsomething is, the more compelling it will be. Everysalesman knows this. If you’re looking for a truck andthe sales guy shows you cars…well, you get the idea, andthat brings us back to click/reward.Rewarding the ClickSo far we have learned that we should make thingsreally easy for prospects at first, we should makecommitments small and get them to what’s personallyrelevant as quickly as possible. But this is all prettyanalytical. It assumes that people are pursuing theirinterests analytically. Actually, evidence suggests thatpeople explore and make decisions more emotionallythan we think. As Charles Hannon, professor ofComputing and Information Studies at Washington &Jefferson College, discusses in this excellent post, thedopamine reward system produces good or bad feelingsbased on what we do in the world.The implication of this, as Jonah Lehrer explains in hisbook How We Decide, is that rational decision making,thought to trump the emotions since Plato, is actuallynot how we do it. Recent neuroscience has reversed thisage old model of how human beings make decisionsby showing that indeed emotions, some stimulated bythe dopamine reward system, are core to the process.It seems that we follow patterns instinctively and whenpatterns are supported, and just to confuse things,sometimes even when not, dopamine is triggered thatreinforces our decision-making.That means every time we make a successful click orget rewarded on our path to purchase we get a shot ofdopamine, which reinforces what we are doing. This“IncrementalEngagement is alsobased on recognizingthat the more personallyrelevant something is,the more compellingit will be.”
  • 29. clearly tells us that we should be designing interactionsto understand and follow the emotional journey abuyer makes on the way to a sale, and to study wherewe are on the emotional/analytical continuum at everymoment of the path to purchase. This insight allows usto focus our experience design so that we re-enforce ourprospect’s natural process rather than block it.
  • 30. TheSoDAReport Section 2 : Industry InsiderJoe Olsen, President & CEO, PhenombluePuttingInnovationto the TestToday we see so many companies callthemselves “innovative”—whether or notevidence exists to support the claim.While you can’t become innovative justbecause you say you are, you can easilyfacilitate an innovation-ready mindset.Like learning a new language, innovationtakes knowledge, risk, innate talent and thewillingness to try out new things with trustedpeers in private before putting yourself to thepublic test. Above all, it takes belief in theworthiness of the goal and a commitment towork hard enough to get good.Innovation initiatives can help build your agency’scapacity for success. Like immersive language courses,Joe Olsen is the Presidentand CEO of Phenomblue,an industry-leading brandexperience agency. Heco-founded the agency in2004, which has officesin Omaha, NE, and LosAngeles, CA. Phenombluehas been featured in USAToday, Ad Age, The NewYork Times, Fast Companyand Inspired Magazine andhas received recognitionfrom the Webby Awards,the CLIO Awards, SXSWInteractive Awards andthe Favourite WebsiteAwards. He is a seasonedentrepreneur, the creator ofthe Drop Kick Platform anda co-founder of Drop KickVentures.
  • 31. these initiatives are intense learning experiencesthat generate results quickly. Put some passionate,intelligent, curiously caffeinated people in a room whoare willing to devote their imaginative faculties to solvea specific problem, and you position your agency to dosomething useful nobody ever has before.Agencies can start an innovation initiative in their officewithout too much trouble. Get some white boards,markers, pencils, paper, beer and Red Bull, and gatheryour finest minds in a room just uncomfortable enoughto keep everyone relaxed but alert. Set aside a day for aninnovation exercise, so everyone takes it seriously. Thenlet your team define a problem it wants to solve, andleave them alone until they’re done or asking for help.We call these Bonus Days at Phenomblue. Once aquarter, our agency goes dark for 24 hours—meaning noclient work whatsoever—while we split into teams andcompete for Bonus Day glory. Each team takes a projectfrom start to finish in a single day. The only rules,other than “no client work,” are that we all presentour projects to the company the next day and abide bymaritime law.Phenomblue also implements large-scale innovationinitiatives, like Signature Reserve, a semiannualexperiment where we devote 200 billable hours to aninternal passion project—no strings attached, other thana finished product that provides real utility.Finally, Skunkworks takes our best ideas and puts themthrough a rigorous vetting process conducted by agencyleadership. If the idea succeeds, it gets produced duringclient gap time. It could then get financed, incubatedand spun off into its own business through Drop KickVentures—a company I co-founded to help marketing,communications and creative agencies bring ideas to life(as featured recently in Wired magazine).“Agencies can start aninnovation initiative intheir office without toomuch trouble. Get somewhite boards, markers,pencils, paper, beer andRed Bull, and gatheryour finest minds in aroom just uncomfortableenough to keep everyonerelaxed but alert.”
  • 32. Phenomblue absorbs the cost of our innovationinitiatives because we know the payoff is worth it.Whether it’s a new piece of technology we don’t knowwhat to do with yet, a super-successful campaign fora client or a market-ready product, our innovationinitiatives keep our team prepared for the chance ofa breakthrough idea.Like language, innovation is dynamic. If you don’tpush yourself to practice, you might lose it. Innovationinitiatives can help.Image Source:1.
  • 33. TheSoDAReport Section 2 : Industry InsiderMatt Weston, Copywriter, Soap CreativeAgencyEcosystemsThat WorkThe experience of advertising creativeshas changed radically over the past decade.We’ve moved from creative teams of two intomultidisciplinary teams, and, as often as not,no two are ever alike.Digital advertising is breaking down traditionalbarriers between thinkers and doers - multidisciplinaryteams now rule the studio. As a copywriter rebornin a digital agency, I now routinely bump brain cellswith technologists who would previously have been inanother room.Matt Weston is seniorcopywriter at SOAPCreative LA. Born in theUK, he has worked atseveral ad agencies acrossthe globe in Sydney, Parisand now Los Angeles.He has created severalintegrated ad campaignsacross digital, tv, print,outdoor and radio. Heloves Marmite on toast,DnB and butchering Frenchas a second language.Preferably all threetogether.
  • 34. A couple of years ago I was reading a chapter in oneof the new creative bibles concerning an interestingcultural change within one of the hottest digitalagencies. The agency in question had challengedthe versatility of the traditional copywriter + artdirector creative team structure and had set aboutcreating new teams made up of creative technologist +designer + copywriter.Such change was radical for traditional ad agenciesmaybe, but for many digital agencies it’s one that hasbeen far more organic in nature.Why? Clients in digital are often looking for a big idea,but one that ‘pulls’ their target market’s attentionwithin the constantly-evolving, multi-platformdigital landscape.That requires great creative and strategic planning, butjust as importantly, technological literacy.Whether it’s an idea tailor-made for a social networkor a piece of interactive art that demonstrates theproduct benefits, technologists are part of the creativeprocess now more than ever.And so it was, as the newly-hired ‘ad guy’ at a digitalagency, I found myself brainstorming in a room with asocial media manager, planner, designer and javascriptdeveloper.“Where is my art director?” my mind went. “Be quiet!” itreplied rather disturbingly to itself, “They just asked yousomething and I have no idea what that guy over therejust said.”I thought about what was bothering me so much.It was this - being part of a traditional twosome creativeteam with an art director is fun.“Whether it’s anidea tailor-made fora social network ora piece of interactiveart that demonstratesthe product benefits,technologists are part ofthe creative process nowmore than ever.”
  • 35. Your partner is your best mate in the agency. Theperson you go into battle with every day against othercreative teams that want your brief. It’s the kind ofcamaraderie that prevents you from tearing a printoutof horrible client feedback into little pieces and collaging‘ASSHOLE’ on your CEO’s skydome of an office.So how did I feel about sitting opposite a guy whoseinspiration came from Minecraft? Rubbing conceptualshoulders with someone who writes PHP? What is PHP?Sure, I knew what I was in for in the digital world. Myinner creative welcomed the shake-up of convention. Ijust didn’t count on my inner adwanker sticking his uglyhead into the mix. But this room didn’t have time for adegos with a close deadline and a reputation to meet itwith a hot digital solution.Of course, the next bit you already know. Ourbrainstorming session worked its productive little buttoff. The social media guy had an awesome gamingsuggestion. The developer came up with a great angleon how to execute it and I tied in the insight behind theidea that was true to the brand.Maybe there was something to this developer-designer-writer-whoever else thing after all.Image Source:1.
  • 36. TheSoDAReport Section 2 : Industry InsiderTony Clement, Head of Strategic Planning, TBG DigitalWhy Your MathTeacher is KillingYour Creativity“I’m not a data person.”What if by saying these small words you werepoisoning your agency and slowly chokingoff your career? What if by accepting thisstatement you were carving out corners ofmeasurement misperception and building dataprisons in your own creative community?Let’s do a symptoms check. Do terms like‘pivot tables,’ ‘recursive loops’ and ‘weightedmoving averages’ make you feel frozen withindecision. If so, you need to take a breath,think back to your high school days and curseyour Math Teacher. Pause. Do it again, andthen read on with teenage angst.I blame Mr. ChinMy year 12 math teacher, Mr Chin, was a weird guy.He had a bad beard, bad breath and spoke to thechalkboard for 45 minutes at a time while his classsputtered into oblivion at their rickety wooden desks.You know the feeling. We’ve all had a Mr.Chin or two.It was by far the most dreaded class to attend, theanti-Christ to PE, the classroom where no one wantedTony Clement is the Headof Strategic Planningat TBG Digital. Born inBrooklyn, raised in Sydneyand now living in London,he misses all things above5 degrees Celsius. With abackground in Statisticsand a love for Converse,he is a Strategist thatbrings together data andcreativity to help ideasfind their purpose. He hascontributed to four AFAEffectiveness awards andhas an APG award forBest Use of Data. Recentlyjoining TBG, he has workedas Strategist and/or DataGeek for a number of placesincluding Wunderman,BMF Sydney, Leo Burnettand JESS3.
  • 37. to be at any time of day. And unfortunately, the slowtorturous doctrine of mixing boredom with formulaicmemory tests didn’t come to an end at high school.The truth is over your high school and universityyears, you either avoided math and swayed to arts,or you punished yourself by attending 30 to 40 hoursof lectures each week for years, just to emerge withbattle scars and emotional trauma so deep, it actuallyhindered your ability to speak like a normal human.Your agency and your career need you to leave Mr. Chinat the chalkboard. And instead of coping with data, itneeds you to rethink how it can become a part of thecreative culture so the gap between science and creativecan begin to heal.Could you help your agency see the beauty of science tobuild ideas, and learn how to speak data without usingterms like ‘p-value’ and ‘Central Limit Theorem’ just toget people nodding in synchronized misunderstanding?Well if want those things, tell your Mr. Chin that he isthe one who has failed, because numbers are more thanformulas, suppositions and marks out of 100. Tell himby:Taking the power back from Mr. Chinand giving it to your Inner GeekHave you ever noticed that most people have a hiddenGeek within? But they are pushed down, kept quietand exist in fear. But what’s even more interesting, isevery now and then, you’ll see that person’s eyes lightup when they let the Inner Geek out to solve a ‘data’problem, and the Geek rejoices.Let your Geek out for a walk and take small Geeky stepsto make your Inner Geek stronger.Try this - The next time you go to the data team, sitwith them and ask what they are doing, and how they
  • 38. are doing it. Or if you have a ‘how do you do that?’question, like, ‘how do you create a pivot table andchart’, just go to them and spend 15 minutes exercisingyour Inner Geek. It’ll be time well spent.I pick pivot tables as a simple example, becausemanaging the information is half the battle and if youcan do this, your Inner Geek will hug you.Rage using the machine -Use the open sources on thenet to learn at machine speedLet’s face it. If you can remember more than a handfulof formulas from high school or university you aredoing extremely well. The human brain has an effectivememory loop of two seconds when it comes to digits,which might explain why it’s so hard to memorize phonenumbers. Fortunately, the internet has more memorythan us all, and making the most of that collectiveintelligence and openness with data is going to help youbecome a data beast.Try this: Ever wanted to learn how your digitaldevelopers and producers build those web apps andother cool digital stuff? Then Code Academy gives youa very friendly and free start to understanding theprinciples of producing digital experiences.Open eyes with art, insteadof blinding them with scienceThe collision of data and design is demonstrating tothe industry the communication potential of data. Andno, I’m not talking just about infographics, that’s oneoutput. I’m talking about getting people to imagine(yes, imagine) what data can reveal to them, why that isprovocative and how to communicate it.“The collision ofdata and designis demonstratingto the industry thecommunicationpotential of data.”
  • 39. During a data academy session I was doing, I held this upand said, “That is all of my banking transaction data, andI have a problem, but I never expected it to be this bad.”My savings problem is something that I wouldn’thave seen unless I put the information into thisdifferent format. And that is the power of datavisualization, which I think is best said by an Americanmathematician, John W. Tukey in 1977:“The greatest value of a picture is when it forces us tonotice what we never expected to see.”Often organic or manmade facts can propel us to placesof unexpected intuition and insight. And working forthose facts is just another form of applied curiosity.Start to close the gap in your agency by learning a fewtechniques and setting a reminder for Monday saying,‘Let out the Inner Geek, Mr. Chin got it all wrong.’
  • 40. TheSoDAReport Section 2 : Industry InsiderInterview with Ignacio Oreamuno,Executive Director of the Art Directors ClubThe Pointof AwardsWe caught up with Ignacio as he was enjoyinga mojito in Miami, surveying the locationof his next Award Show – the ADC 92ndAnnual Awards + Festival of Art and Craft inAdvertising and Design.MACPHEDRAN: Why are awards important toour industry?OREAMUNO: It used to be that awards were mainlyabout the winners. Creativity is hard to measure. Onlythe best of your peers can really judge, because so muchof it is qualitative, it’s a craft. We need to collectivelybe able to recognize quality. In an industry that is socreative, we need some kind of benchmark, a goal towork towards, otherwise how do you teach?Some shows are more focused on metrics, but the lineof measurement is so fuzzy that a good analyst can makea terrible campaign look like it performed amazingly.Maybe there was 100 times more media dollars. Maybethey slashed prices at the same time as a horrible adcampaign launched.Ignacio Oreamuno isthe Executive Director ofthe Art Directors Club &President of the TomorrowAwards. He is also thefounder of IHAVEANIDEA,one of the world’s largestonline advertisingcommunities with 12million pages read a year.Interview conductedby Sean MacPhedran,Industry Insider SectionEditor and Group PlanningDirector at Fuel.
  • 41. The awards industry needs to be more about education.What is that amazing idea that everyone needs tounderstand? What are the 20 amazing ideas this year?They’re all going to be different. Awards are importantbecause they are a forum where we can all share oursuccesses, and the rest of us can learn from them. That’swhy we are pushing to make awards more educational,and not just about handing out trophies.MACPHEDRAN: Do you think awards are relevantto clients? Or are they more about self-congratulation?OREAMUNO: Absolutely. People want to workwith winners because they’re more likely to win again.Awards are an easy way for clients to recognize howwell-respected their agency is by its peers. Not everygreat agency is going to be at the top of the GunnReport, but it tells you something that an agency hasbeen recognized. And clients are as much responsiblefor awards as the agencies. Creatives always complainthat “Oh, I had a great idea, but the client didn’t like it.”But that is as much about risk as it is about how goodthe idea might have been. Maybe the idea was fun, but itwas completely outside of the risk tolerance the client’sstrategy allowed for.Awards help bring clients into the fold of creativity.When Old Spice wins an award, you know… Everyoneknows, that it was an entire team that worked tomake that kind of breakthrough campaign happen. Itcan’t happen without the client. Not just because theyapprove it, but because they’ve helped craft the strategyto bring the brand into a place where it’s ready for thatkind of innovation.And for clients who are looking to the future – when thecreative team has some idea that seems crazy - whenyou can look out into the world and see other risky ideasthat worked, things that broke the mold, it starts to set
  • 42. a precedent that the only way to win in the marketplaceIS to innovate. To do something different andremarkable. Awards help showcase those successes in aformalized framework.MACPHEDRAN: On the topic of education, how areyou working to bring that value back to the industry?OREAMUNO: Well, on Tomorrow Awards – the entireprogram is designed around education for innovation.Instead of judges hiding in a box and voting, everythingis filmed. Why did they pick that and not this? Youget to see the debate, and there is a lot of debate, thathappens over each choice. But even before it gets to thatstage, we make everyone a judge. If you are a technologyintern in London or a senior Creative Director in Egypt,you have a vote. We wanted people to explore the casesfor themselves.The point of the Tomorrow Awards is to tear downall of the walls. There are no categories. It’s all aboutthe innovation of the idea – and no two are ever alike.We need to train ourselves to think so differently thanbefore, and no one is really doing that for the creatives.The Art Directors Club is currently experiencing a totalre-birth. We’ve gone back to our roots of art and craft.All our programs have been updated to reflect this.From taking our 92nd annual to the tablet to creatinga community for our members that is fun and relevant,instead of preachy and old. The biggest thing we’redoing this year is the 92nd Annual Awards + Festivalof Art and Craft in Advertising and Design which is acompletely new and different type of festival. Instead ofhaving creative directors speak, I’m inviting some of themost inspiring artists from around the world to teachus the skills of craft, creativity and art. We’re going tobe doing everything from photo workshops to legos tocreative brainstorming. And all this will take
  • 43. place in Miami Beach, a great place for networking. It’sa win win for the industry and for all those who attend.We need to fall back in love with our craft, because theonly thing that separates us from a client is the fact thatwe’re supposed to be creative artists.
  • 44. TheSoDAReport Section 2 : Industry InsiderInterview with Andrea Bertignoll,President of KANND SolutionsRecruitmentAgencies: BreakingOld PerceptionsOne of the most hotly debated topics isthe need (or lack thereof) for RecruitmentAgencies. We sat down with Andrea Bertignoll,President of KANND Solutions, to get therecruiters perspective on how agencies andrecruiters can work better together.MACPHEDRAN: Why is recruitment treated as thered-headed stepchild of services in our industry?BERTIGNOLL: There are many reasons, but I thinkmost of them are linked to the bad apples of Christmaspast. A poor reputation has built up, I think mainlystemming from the actions of older firms that aren’t asconsultative and haven’t adapted to the changing needsof the clients and candidates. There are still too manyof the stereotypical “body shops” out there who are inthe game to place anyone into a spot vs. making surethat it’s a good fit for both the client and the candidatealike. There is more to it than matching a resume to ajob description and then charging a fee...which is yetanother bone of contention.In addition to all of that, “recruiting” is often seenas something that HR should already be capable ofAndrea Bertignoll servesas the President of KANNDSolutions. Andrea has anacademic background inTechnology and 20 years ofrecruitment and businessmanagement experience.Interview conductedby Sean MacPhedran,Industry Insider SectionEditor and Group PlanningDirector at Fuel.
  • 45. doing in-house. Not always the case. As the numberof specialized roles keeps expanding, it’s next toimpossible to expect an HR Manager to manageregular HR abilities and still recruit the right personfor the right role for multiple requirements. Seriously,in some of the cases I’ve seen, they are juggling theseresponsibilities and don’t have the authorization to usea recruitment agency to help...something’s got to give.All that said, it’s not that HR Managers are incapableof recruiting, that’s the furthest from the truth, butwe see many of these people essentially trying tohold down two full time jobs...daily HR managementresponsibilities, and recruiting multiple specializedmandates simultaneously.MACPHEDRAN: It seems like a good analogy wouldbe Account Management vs. Business Development?BERTIGNOLL: Absolutely, it’s a perfect analogy.Many HR professionals that I’ve worked with pursuethis career path for the nurturing/farming aspect of it.They are responsible for managing the company’s mostprecious assets... its employees. An HR Manager or eventhe Hiring Managers who sometimes have their ownrecruitment mandates aren’t in the position of hunting,but managing what they have.No company would expect an Account Manager tobe in the mindset of hunting for new clients all thetime. That’s what Business Development does. It’snot just a different role. It’s really a different mindsetand personality type. Recruiters are able to keep moreactive databases. We hunt to find the best talent. Wedevelop relationships with talent and hunt to find asmuch real information as possible. For example, mynew passive candidate “Billy” might have started a newrole a few months ago, but I know that he despises hisnew supervisor and the commute time is already gettingto him. I know this because he tells me when I probefor the right information and simultaneously create
  • 46. a relationship with him. I know what his key “musthaves” are and they aren’t usually the salary. They canbe anything from the work-life balance to the preferredcorporate culture or anything within... Everyone isdifferent. Our job is to hunt for this information, huntfor the talent, and hunt for the truth... If we don’t, wecan’t make the right match.At the end of the day, many of us are in it because weLOVE matchmaking. I think we just thrive on gettingpeople to “hook up” with the right people. We all havea friend who does that...usually the one trying to geteveryone married. They just get a kick out of helpingpeople connect. Just like your biz dev people who getthe adrenaline rush from closing a deal.MACPHEDRAN: How would you suggest HRManagers go about working with Recruiters then?BERTIGNOLL: Mainly it’s got to be about fit with thecompany. Obviously, from our perspective, a retaineris the best thing. But a contingency-based service isgoing to make your recruiters work a little harder.After a while though, you’ll know what agency youlike to work with and which one is a waste of yourtime... Whether it’s the quality of the talent, the followup, the service, etc. I’d recommend picking a coupleof recruiters that you’ve developed a comfort levelwith... You know, the ones that you trust won’t try and“squeeze a square peg into a round hole.” The onesthat you can say... “get this mandate off of my desk”and they bust their behinds to get it done. The onewho understands your needs and then gives you a fullrundown of the needs of the candidate.Essentially today’s talent pool is fluid and, as such,recruitment is a full-time job. If you can use recruitmenthelp, find a firm you trust. If your company can do it,build a dedicated team, but don’t assume that you’regoing to get the best talent if you haven’t allocatedthe resources.See what respondents toour ’13 Digital MarketingOutlook Survey said werekey job satisfaction factorsfor them. Spoiler alert…it really isn’t just aboutsalary.
  • 47. MACPHEDRAN: Is there any other advice you’dwant to give?BERTIGNOLL: Most of us who go into business insmall recruitment firms are really just passionate aboutthe challenge. Making the right match for a client’sneeds with the ideal talent gives you the “warm andfuzzies” for lack of a better term. To make that match weneed to have much more than just a job description...We need to know details about the team, new projects,the direct supervisor, soft skills that would be ideal, etc.That said, I’d say always getting the hiring manager/department head involved early and working with yourrecruiters is a good idea. They’re the ones who aregoing to be able to best describe all the nuances of whatthey’re looking for.
  • 48. TheSoDAReport Section 2 : Industry Insider30 Seconds ofWisdomWe asked SoDA Members what they’d wantto share if they had the conch for 30 seconds.What came back was a deluge of thoughtsranging from usability advice to insights intoclient relations, as well as the occasional joke.Innovation & Creativity“Look for three, big innovative wins and then berelentless in delivering and making sure thosehappen. Read Insanely Simple by Ken Segall-- pretty good cure for the talk-it-to-death blues.” — David Rossiter, Creative Director, Enlighten“Creativity is being replaced by flexibility.” — Dan Kennedy“Process can’t do the work for you. It’s providesguidance, but it’s not a defined path to guaranteedsuccess.” — Anonymous
  • 49. Teams“Put your people first and enable them to makechanges: both internally and externally. Thensit back and watch the magic happen.” — Ranae Heuer, Managing Director, Big Spaceship“Don’t be afraid to pull in experts from outside yourown organization. We all want to believe we can doeverything, but, sometimes, pulling in a true expertwill not only end with an incredible result but willalso serve as a learning opportunity for your teams.” — Anonymous“Optimize your time and resources. First thing everyday, we regroup with our team and decide how theday will flow. Now, we start working at 10AM andstop at 7PM. And everything works.” — “The Most Amazing Producer in the World”“Developers and designers need to be more willingto iterate when it comes to development. I still see atrend where Project Managers (stakeholders), afraidof missing a timeline, place pressure on teams to getit right the first time. That just isn’t realistic.” — “Mysterious Mustafa”Clients“Re-think who your clients really are.” — Vassilios Alexiou, Founder, Less Rain“You’ll always get undercut by someone, so make surequality - not money - is your value proposition.” — Matt Walsh, Director of Business Development, Resn“The focus on growing our business and our clients’businesses shouldn’t be on selling. If we focus on trulysolving problems and providing opportunities, thatresults in revenue growth.” — Kt McBratney, General Manager, Phenomblue
  • 50. “Preparation. To be prepared is not just showing up10 minutes early to an engagement. Rather it’s theassembly and construction of knowledge pertainingto the subject. Whether this is researching a companybefore a job interview or gathering vital credentialsfrom clients, you aren’t truly prepared unless you’vereally done your homework.” — Lyndze Blosser, Interactive Designer, Terralever“Three-way partnerships (traditional agency, client,and digital agency) are fraught with backstabbingdanger.” — Anonymous“Marketers say they understand how paid, earned,and owned media work together, but most don’treally.” — Dave Bovenschulte, EVP Digital Strategy &   Product Development, ZemogaConsumers“Think just as hard about PEOPLE as you doPRODUCT. In this world where everything is setto formulas, segments, demographics, spreadsheets,legalities and logistics, we have to remember thatPEOPLE (we call them consumers) are at the heartof making this all work. These people are human,and they don’t always do the logical things we’d liketo believe that they’ll do.” — Jon Haywood, Planning Director & Cultural Attache,  DARE“Content marketing is king. Embracing brandedcontent has been an important business tactic fora long time, but it’s REALLY important now thatconsumers have started to expect it.” — Tessa Wegert, Communications Director, Enlighten &   Media Buying Columnist,
  • 51. “As we head into 2013, email haters will rise again,proclaiming the end of this old school marketingchannel. My advice, don’t believe the hype’s alive and well, and here to stay.” — Andy Parnell, SVP, Client Services, TerraleverUsability“Use technology to create utility; don’t use it to makethings more convenient. If convenience is the goal,our society is fucked. (And don’t let technologyreplace good craft.) And... JUST BE HONEST.” — Erin Standley, Design Director, Phenomblue“Social media web toolbars that live at the bottom ofthe webpage - these need to die a painful death andgo to their specially assigned rung in hell. Just aboutthe biggest annoyance currently in the web world.” — Andrew Hainen, Interaction Designer, Enlighten“Always do wireframes or sketch interfaces beforestarting design. It’s easier to move around boxes andshapes as you think about the experience than it isto redesign parts as you’re working towards a greatuser experience.” — Joe Branton, Design Director, Grow InteractiveImage Source:1.
  • 52. TheSoDAReport Section 2 : Industry InsiderThe SoDA BuzzWord LauncherIdeation, Phygital, Viral, Interactive Video,Gamification, Momversation, Phablet, NativeAdvertising, Big Data, Monetization, Engageand Social Currency are all words that SoDAmembers suggested for permanent deletionfrom our professional vocabularies. Butwhat should replace them? We received aslew of suggestions for horribly unnecessarybuzzwords, and hope that you will begin to usethem in everyday discussion. Nudge nudge,wink wink.QualitangibleDefinition: Insights that ride the threshold betweenqualitative observations and wild hearsay, but need agood label to be taken seriously.“It’s useful for those occasions when you need topass off a conversation with your mate at the pubas a research driven insight,” suggests Amer Iqbalfrom Deepend.In use: “Most consumers will tell you that theyuse their smartphone in the washroom. We had
  • 53. a qualitangible insight that this pattern of behaviorcarries over to urinals as well, but with a loweradoption rate. It indicates that our Urinal Puck ARExperience is going to be well received by our targetaudience.”Web 10.01Definition: A level of digital integration so broad andadvanced that it encompasses all innovation for thenext 40 years, removing any need for further versionupgrades in vocabulary.In use: “Your Xbox 720 fell in love with your GoogleGlasses over Vine? That’s so Web 10.0. We shouldleverage this for our online dating client.”Corporate Bohemian2Definition: An employee who follows the lifestyleof a Key West transient while working for a largecorporation.In use: “Oh yeah, Chuck is great. Total CorporateBohemian. He threw a killer brainstorm in hisoffice over drinks and a few of us just crashedunder his desk. Haven’t seen him in weeks, but thepresentation went really well.”Moupon3Definition: A coupon that works on your mobilephone.In use: “It’s like a coupon, but for your mobile phone.We call it a moupon. I’m pitching it tomorrow as theGrey Poupon Moupon. It’s got legs.”Non-tourage4Definition: A party of one. A term used to describenon-social behavior within social networks, or an
  • 54. individual so connected in the physical world to theirdigital network that their “entourage” is invisible.In use: “That guy over there at table 5 said he was aparty of 8, but he meant his non-tourage. He’s beenin a Google Hangout for 2 hours and I think he’s alsorunning Chatroulette.”Egosystem5Definition: A self-sustaining system of egomania onlytenuously connected to reality, but necessary for thelife of projects and its own livelihood.In use: “It’s a great idea, but we need to incorporatemore pet concepts and buzz words or it will neversurvive long enough in the egosystem to get tomarket.”Yak-a-demia6Definition: The eye of the buzz word tornado. Ararified group in which only theory and discussion,never execution, is the currency of value.In use: “I went to a workshop at AGENCYREDACTED but it was total yak-a-demia. We weresupposed to learn about producing for transmedia,but it was just a bunch of art videos and out-of-context Henry Jenkins quotes.”Digitable7Definition: A person who interacts so much withtechnology they are rendered into a vegetable.In use: “Wendy is really on top of all this social mediastuff, but she’s a total digitable in meetings. One timeI spilled a coffee on her and she didn’t even notice.”
  • 55. Let’s get to bidness!!!8Definition: A phrase used to spur a group intoaction. Usually used after 2am or while sufferingfrom a head cold.In use: “Let’s get to bidness!!! Our pitch is in 4 hoursand I think Phil might have been arrested. Didanyone pay the bill?”Term Contributors:1. Andy Parnell, SVP, Client Services, Terralever2. Anonymous3. Tessa Wegert, Communications Director,Enlighten and Media Buying Columnist,ClickZ.com4-6. David Rossiter, Creative Director,Enlighten7. Karl Reynolds, Creative Director, DeependSydney8. Matt Walsh, Director of BusinessDevelopment, Resn
  • 56. TheSoDAReport Section 2 : Industry InsiderMing Chan, CEO, The1stMovementGoing East – WhyAsia Should Be onYour Growth RoadmapHaving spent more than 15 years growing upin Hong Kong (and still visiting every year), Ihave always paid extra attention to the Asianmarkets since I founded The1stMovement inLos Angeles in 2006. In early 2012 we openedour first Asian office in Hong Kong, and welearned a lot from this experience. I wanted toshare some of the lessons we learned for thosecompanies who are also considering a moveinto Asia.As Founder and CEOof The1stMovement,Ming was named asone of the “Top 10 AsianEntrepreneurs” by Inc.Magazine, and has ledthe agency to numerousaccolades including:three-time Inc. 500’s“Fastest Growing PrivateCompanies in America,”three-time “Best Placesto work in LA,” and “Top20 Advertising Agencies”in LA and Denver.The1stMovement has alsocreated custom digitalsolutions for some of theworld’s most well-knownbrands including: AT&T,Adobe, Cisco, DaVita,Lexus, Pentax and USOC.
  • 57. But, first, let’s consider the following statistics:• Four out of the top ten Fortune 500companies in the world are headquartered inAsia1• 12 out of the 20 fastest growing countries inthe world are in Asia, and have an averageof 7% GDP growth in 2012 (vs. <2% growthfrom US)2• Overall advertising spends in Asia areprojected to grow at a rate of 7.6% in 2013(vs. 3.8% in North America)3• US-based, multinational giants like Apple,Nike, GM, and others have poured overUS$49 billion worth of investment into Chinaalone each year since 20094With that context, here are the most important thingswe learned along the way:1. Asia is enormous and diverseAsia is the world’s largest and most populouscontinent with 48 separate and uniquecountries, home to 60% of the world’spopulation and over 2,000 different spokenlanguages. Firms in Asia increasingly andregularly do business in more than onecountry, as we did recently with a projectlaunched in 15 countries and in 7 languages.All on the same day at the same time. Thisrequired real on the ground local knowledgeand cultural understanding.2. Your entry point is criticalProjected to become the largest economyby the end of 20165, China might be yourultimate target market, but there are stillserious challenges to setting up shop there.“China might be yourultimate target market,but there are still seriouschallenges to setting upshop there. The mostsignificant barrier issimply fundamentalcultural differencesbetween East andWest.”
  • 58. The most significant barrier is simplyfundamental cultural differences betweenEast and West. We chose to open in HongKong because it is one of the most multi-cultural cities in the world. But Singaporeis also a good choice as it is a very Western-friendly city for business. And, despite recenteconomic troubles, Japan is still projected tobe top five in the world for digital advertisingspend. Not to be overlooked – Indonesia andMalaysia – are two of the fastest growingcountries on the planet.3. Consumer behavior is different in AsiaWhile there is some opportunity to applywhat we’ve learned in the US to the East, it isimportant not to underestimate differences inconsumer behavior – and not only betweenEast and West, but between differentcountries within Asia. For example, onerecent project taught us that consumers inChina spent on average four times more timeonline than consumers in Indonesia. A factthat caused us to adjust our campaign ideaand local country execution plan.4. Your existing global clients can help youChances are your company is alreadyworking with a client with global reach.Their knowledge, experience and networkwill undoubtedly help with your planning.For us, what started as a pipe dream ofexpanding into Asia quickly became a seriouspursuit when we began working with globalbrands like Cisco, Pentax and Reebok. Theexperience we had working with their teamsin Asia, and understanding how they act,how they communicate and how they think,made our transition into working with alocal Asia brand that much smoother.“Asia is the world’slargest and mostpopulous continentwith 48 separate andunique countries, hometo 60% of the world’spopulation and over2,000 different spokenlanguages.”
  • 59. Sources:1. Source:1.
  • 60. TheSoDAReport Section 2 : Industry InsiderUndoubtedly, this is a trend that we’ve witnessed in past SoDA researchstudies, but it has become even more pronounced this year. Agenciesand production companies are offering more education and training toclients, and developing labs and incubators to spur a virtuous cycle ofinnovation and IP development. In fact, product incubators are growingquickly in terms of their prevalence and importance for digital agencies,production companies and full-service agencies with digital capabilities– helping them win work and stay fresh.Key Insight:Top digital agencies and production companies arebecoming more proactive and are taking a larger seat at thetable with clients and traditional agencies, based largely onthe unique value and innovative IP they’re delivering.RELATED RESEARCH INSIGHTSThe Innovation Lab ExplosionInnovation labsat full-service anddigital agenciesare proliferating61%39%YesNoQ. Do you have an innovation lab/productincubator within your agency or productioncompany?The call for digital agencies to have increased responsibilities withrespect to product / service innovations on the client side (Note: morethan 1 in 5 client respondents to the ’13 survey say their lead digital
  • 61. agency will have primary responsibility for product/service innovationat their company in the long term*), coupled with the fact that the vastmajority of agencies believe the best route to growth is to make things(unique, effective experiences and tools for brands and consumers) hasled to the proliferation of innovation labs and product incubators withinthe agency and production company space.Finding and cultivating talent who can contribute to a virtuous cycle ofinnovation for the agency and its clients is an arduous task. However,the very fact that these labs/incubators are being created is generatinga very positive benefit beyond things like VC funding. The initiatives arebolstering employee satisfaction. In fact, agency execs say the numberone benefit of innovation labs is talent retention (i.e., happier, moreengaged staff (47% of respondents).* Most client respondents indicated that internal teams at their companies willcontinue to have primary responsibility for product / service innovation (53% tobe exact), but lead digital agencies ranked second at 22%.
  • 62. Respondent OverviewAgency TypeQ. Which of the following best describes the type of agencythat you work for?In the 2013 survey, we saw a tremendous increase in the number ofrespondents from traditional advertising or marketing agencies that hadboth traditional and digital capabilities. In fact, agency-side respondentswere almost evenly split between digital agencies (44%) and traditionalshops with digital capabilities (45%).While the two sets of respondents agreed in many areas, their answersdid diverge in a few key topics.Key Insight:Digital agencies and full-service agencies with digitalcapabilities may disagree on business models and the bestpath to growth, but they do agree on the need to focus oninnovation and IP development in order to thrive, and on keyadvocacy issues.PR or social agencyOther (please specify)Full service agency(including digital and traditional)Agency Type %Traditional advertising or marketing agency(no In-house digital capabilities)Digital or interactive agency(no in-house traditional capabilities)3%5%3%44%45%RELATED RESEARCH INSIGHTS
  • 63. Different POVs on the Future of Independent AgenciesDo you agree or disagree?-“Independent Agencies DoNot Have a Bright Future”Q. Thinking about the advertising industry broadly, do youagree or disagree with the following statement? Independentagencies do not have a bright future – the vast majority willbe absorbed by the major holdings.In comparison to digital only shops, full-service agencies were decidedlyless optimistic about the future of independent agencies. Only 6% ofdigital agency respondents agreed with the statement about the demiseof independent agencies, compared to 26% of full-service agencies.26%16%58%6%14%80%AgreeDisagreeDon’t Know/No OpinionAgreeDisagreeDon’t Know/No OpinionFull Service Agencies withDigital Capabilities Digital Agencies
  • 64. Different POVs on the Best Route to GrowthDo you agree or disagree? - “The best route togrowth is through specialization.”Q. Thinking about the advertising industry broadly, do youagree or disagree with the following statement? The bestroute to growth is through specialization (either by industryvertical or digital services offered) versus a general, full-service approach.A majority of digital agency respondents (56%) agreed thatspecialization offers the best path to growth as opposed to 32% ofrespondents from full-service agencies. While not unexpected that amajority of full-service agencies would disagree with such a statement, itwas somewhat surprising that so many actually agreed. In other words,almost one third of respondents from full-service agencies said theythought the best route to growth is through specialization, suggestingthey are not particularly bullish on their own business model.Both types of agencies were equally likely to have a product incubator/ innovation lab within their company (roughly 40% for each type ofagency) and – as previously stated – they largely agree on key advocacyissues. In short, there is a broad consensus across a range of agencytypes when it comes to the types of issues we need to fight for in order todrive the industry forward. A few examples…32%17%AgreeDisagreeDon’t Know/No OpinionAgreeDisagreeDon’t Know/No OpinionDigital Agencies5%56%39%51%Full Service Agencies withDigital Capabilities
  • 65. Similar Stances on KeyAdvocacy IssuesQ.Which of the following industry issues are most importantfrom your perspective? Please mark up to three choices.For more information on how SoDA is tackling these issues, pleasecontact us at need to disrupt current models for online display advertisingThe need for stronger user experience standards and advocatingfor user-centric design vs. technology as an end in and of itselfThe need to define better and more equitable contracting standardsbetween agencies, production companies and clients67% 62%37% 30%41% 43%7% 8%12% 15%19% 18%37% 47%The need to define and lead digital marketing literacy initiativesThe need to influence and direct IP/copyrightstandards and practicesThe need to influence and direct privacy standards and practicesNone of theseDigitalAgenciesFull ServiceAgencieswith DigitalCapabilities
  • 66. Specialization Rules!Q. How do you structure your digital marketing assignmentsbetween agencies?Digital is clearly seen as a unique domain. Only 11% of clients rely ona lead agency to handle all traditional and digital assignments. Theremaining respondents rely on highly specialized digital agencies andproduction companies, full-service digital shops, or a mix of the two.52% of clients include highly specialized digital agencies on their roster.Key Insight:Most clients are migrating toward a roster of highlyspecialized digital agencies, signaling that digital agencyecosystems will likely become more crowded in 2013 andbeyond.Doesn’t apply 21%Assignment Structure %We maintain a roster of highly specialized digitalagencies (search, mobile, social, etc.) 29%We maintain a mix of full-service andhighly specialized digital agenciesWe work with a lead agency that handlesall digital and traditional assignments11We rely on one or more full-service digital agencyto handle digital marketing assignments16%11%23%RELATED RESEARCH INSIGHTS
  • 67. Crowded DigitalAgency EcosystemsQ. How many agencies touchdigital marketing efforts at yourcompany?31% of clients use 3 or more agencies tosolve their digital challenges, a percentagethat is likely to rise as more and moreclients increase the number of highlyspecialized digital agencies on their roster.No. of Agencies %ZeroOneTwoThreeFourFiveSixSevenEightNineTen or more13%23%26%17%9%5%1%1%1%0%4%
  • 68. Modern MarketersSection PrefaceThe Age of AgileTop 7 Marks of a Great ClientThe Logic of the New: Getting New Thinking MadeThe Year of the Mobile User…Again2013: Shifts in MarketingHow the Irreverent Approach to Marketing isThe Approach to Marketing –An Interview with Dollar Shave Club CEO, Michael DubinRelated Research InsightsThe SoDA Report 2013
  • 69. TheSoDAReport Section 3 : Modern MarketersThe central irony in this issue’s Modern Marketersection is this: the startup that’s earned some ofthe most attention in the past year is simply doingMarketing 101. The CEO wants to solve a problemfor a particular group of people, he’s able to tell thecompany’s story in a captivating way, he tests anditerates, and then rinse-and-repeat. Digital channels justhappen to be where the Dollar Shave Club has focused.Sometimes small budgets make you work harder. With that in mind, we wanted to stay away from digitalnovelty and focus on the guts of marketing right now.The past decade has seen marketing departmentsshift in size and DNA. Companies are asking moreof marketers – to work faster, to work out theconfusing agency relationships their predecessors haveestablished, and to save money while working in a morecomplex world. The noise, the noise. What do you do when the world gets noisy? Turn itdown and get back to basics. Solve problems, exploreinsights, watch behavior, and then test and learn. So,in this section you’ll hear the very straight-forwardapproach to marketing of the Dollar Shave Club’s CEO.You’ll hear from Nando’s about the slow-to-evolverestaurant industry, much of which still use PDFs as akey content format. And you’ll hear from General Millsabout the challenges that new thinking finds in verylarge organizations. We also picked the brains of journalists and editorsfrom the likes of Econsultancy, Contagious Magazine,and Marketing Week as well as CMOs and CEOs fromAdobe, Water for People and Fancred. And to top it off,Mark PollardModern MarketerSection EditorVP Brand Strategy,Big Spaceship
  • 70. Econsultancy’s VP of US Research shares the agency’spoint of view on what makes a great client. It’s not asself-serving as one might think. Revel in the irony – quietly.
  • 71. TheSoDAReport Section 3 : Modern MarketersSandy Fleischer,Managing Partner, Pound & GrainThe Age of AgileAgile Marketing is an evolving marketingmanagement framework. This article discusseswhy and how you should implement it.The last thing we need is another article about howdigital marketing and social media have transformedeverything. We get it. The relationship between theconsumer and brands has changed.While most marketing departments are committed todigital marketing, how to effectively execute on thesenew opportunities remains a challenge. We are nowoperating in a real-time environment where speed is ofthe essence, priorities are constantly shifting, and thereare a multitude of fragmented touch points to thinkabout. The new age of marketing demands a new kindof marketing management. Welcome to the world ofagile marketing.What is Agile MarketingAgile marketing, based on the agile softwaredevelopment methodology, is about putting thecustomer at the center of everything. It’s an approachdesigned to capitalize on speed to market, and to thrivein environments of rapid change.Sandy Fleischer is a15-year veteran of thedigital marketing space,and currently ManagingPartner at Pound & Grain,a creative agency built forour digital culture. Sandycurrently sits on the Boardof Overinteractive MediaInc, a social media gamingcompany, and DigiBC, anon-profit organizationwith a mission to promote,support and accelerate thegrowth, competitivenessand sustainability of BritishColumbia’s digital mediaand wireless industry.In another life, Sandy isknown as DJ Pescatoreand on a good day, he canjuggle four tennis balls. Formore of Sandy’s thoughtson agile marketing, followhim @pescatore.
  • 72. The principles of agile marketing include:1. Talk trumps toolsPeople and conversations are moreimportant than process and tools. Open andfluid collaboration on a daily basis betweenpeople and departments is a must, and silosare your enemy.What a perfect question!2. Numbers make opinionsMeasurement and testing are critical, andshould guide your decisions over conventionsor personal opinions. Here’s your shot todefine your objectives, and continuallymeasure if you are achieving them.3. Back what worksGo to market with many small campaignsfrequently on many channels, and thencontinually iterate to improve campaignsbased on feedback and data. There is no needto bet the farm on one or two major annualcampaigns.4. Pair up with a customerBring your customers right into themarketing process. Digital allows you tolisten, learn, and then enable your customersto become the advocates of your brand.How to live agilelyWhile agile marketing is a fairly simple concept, it mayrequire significant changes to how you and your team(which may include your agency) are currently working.Here are some key elements recommended to put agilemarketing into practice.1. SprintsLarge project plans are broken down in tosmaller pieces or sprints, to enable frequentand immediate feedback. Build fast, build“Go to market withmany small campaignsfrequently on manychannels, and thencontinually iterate toimprove campaignsbased on feedbackand data.”
  • 73. often, and learn from your mistakes. A SprintPlanning Session can facilitate shared goalsbetween marketing, management, sales anddevelopment and ensure priorities and tasksare agreed to based on resource availability.If you consider an annual marketing plan,this can be broken down into sprints wherethe plan is refined and updated on a monthlybasis. At the end of the sprint, Review andRetrospective Meetings are held to discusswhat was accomplished and how thingswent. These meetings are key, as theyfacilitate continuous improvement.2. ScrumsThe sprint itself is managed by scrums –daily 15-minute stand-up meetings to discusswhat people did yesterday, what they will dotoday and what obstacles they encounteredalong the way. An appointed scrum masterefficiently leads these meetings, tracksprogress and even bolsters team morale.3. User StoriesUser stories are anything that a consumerwants to accomplish. They identify thevarious needs that any given customersegment may have at various stages of thebuying process. They ensure that appropriatemarketing materials are developed in aconsumer-centric way.Who is using agile marketing?Many progressive companies such as Google,Electronic Arts, and HootSuite have become advocatesof agile marketing.“Given the broad range of customers we have atHootSuite, we had already determined that it was“People andconversations aremore important thanprocess and tools.”
  • 74. important for us to build intimate customer tribesrather than large impersonal markets. That was thebusiness case for agile that I needed,” said Ben Watson,VP Marketing for HootSuite.“Now our marketing plans have shifted from laundrylists of tactics to being focused on outcomes, KPIs and(return on) investment, which in turn enables agilityfrom our customer marketing, content and demandteams. Success in marketing is always going to be awork in progress. The easy win here is that being agilehelps you try more things, learn from those outcomes,as well as react faster to trends. This leaves you withmore awesome to choose from, and trains your teamsto be constantly applying data and learning in ways thatultimately improve the outcomes.”Agile marketing will usher in a change in mindsetand culture, enabling an organization to capitalize onthe opportunities made possible by rapid advancesin marketing and technology. It leads to better, morerelevant marketing initiatives, and it’s a lot of fun!
  • 75. TheSoDAReport Section 3 : Modern MarketersStefan Tornquist, VP Research (US), EconsultancyTop 7 Marksof a Great ClientEconsultancy recently asked agencies, “Whatmakes a great client?” The seven themesthat emerged are consistent and important,especially as marketers look for answers ina chaotic time and agencies seek to be truepartners in strategy, customer experience andproduct development. Each theme is pairedwith a representative (yet anonymous) quote.So, here they are: the top seven marks of agreat client.1. Open about where they are and wherethey want to goStefan Tornquist is theVice President of Research(US) for Econsultancy.His team covers a widerange of topics relatedto digital, from tacticalbest practices to strategictransformation. Stefan’sresearch and commentaryhave been featured in massmedia publications suchas the Wall St. Journal,Business Week and Ad Ageas well as virtually everytrade press outlet. Stefanis a frequent speaker atindustry events, includingconferences by the Ad:Tech,the Direct MarketingAssociation, iMedia, andmany others. Stefan beganhis digital career as aco-founder of rich mediapioneer Bluestreak.
  • 76. “Clients who are willing to discuss theircore goals and challenges on a businesslevel and are open to working together witha strategic partner make the best clients.Those who take more of a ‘This is what weneed’ approach are usually much moredifficult to work with since they don’t valuewhat we do as much. They tend to see ourservice as more of a commodity.”2. Brave enough to take big steps(especially if that’s what theycame looking for)“You need a client that’s more in lovewith the possibilities than they are afraidof failure. Great creative is often risky,changing business processes is risky…anything that’s going to shake things up isrisky. If they want us to come in and makesure their marketing looks good, that’s fine,but don’t call it strategic.”3. Transparent with strategy,information and data“If we’re going to be effective, clients needto be transparent. You can’t give strategicadvice if you don’t know their real situation,their strategy, their numbers. If the clientforces third parties to work separately andsequester information from each other, noneof them can approach their potential.”4. Self-aware about their own strengthsand weaknesses“We have conducted several projects fortraditional companies with no digitalexposure trying to get new media productslaunched that flounder because they don’tget how much the game has changed. Weare doing more educating now than ever“You need a client that’smore in love with thepossibilities than theyare afraid of failure.”
  • 77. before. It can be a tricky environment tonavigate because you can paint yourself intoa scapegoat corner.”5. Respectful of an agency’s skill andof the relationship“You have a bad relationship when the clientlooks to the agency for commoditized servicesthey can get cheaper somewhere else.”6. Responsive enough to makedecisions quickly“If you have to wait at every turn for ideas tobe discussed, deconstructed and approved,you’re not likely to produce good work.Usually the mid-level people completelyunderstand that and sympathize, but sowhat? Some types of marketing can gothrough that process, but not genuinelycreative work.”7. Focused on the people that buyfrom them“When the customer or end-user is reallyat the center of the client’s strategy andoperations, it’s going to work for us.That’s because we bring a deep, externalunderstanding of people - what they wantand what motivates them. That hasn’tchanged with digital. So if the client wantsto grow their business by being focused onwhat their customers want, it’s going to be agreat relationship.”See what respondents toour ’13 Digital MarketingOutlook Survey said adopttraining and education.
  • 78. TheSoDAReport Section 3 : Modern MarketersJim Cuene, Director, Interactive Marketing,General Mills, Inc.The Logic of theNew: Getting NewThinking MadeHow can challenging new creative ideas seethe light of day in the Matrix? By grounding thenew in a familiar, consumer-centric mindset,bold ideas can seem like logical investments tobuild great brands.Great, new digital creative ideas want to live. Theywant to be made. But, the likelihood of a truly boldidea seeing the light of day is pretty small in largeorganizations, which prefer low risk, high reward overthe bold.Often, new ideas are presented breathlessly, with deeppassion for the execution or the technology that drivesJim Cuene is the Directorof Interactive Marketingat General Mills, where heleads the digital marketingCenter of Excellence.The team providesthought leadershipand support for branddigital marketing effortsand has strategic andexecution responsibilitiesfor centralized consumerdigital marketingprograms, social media,e-commerce and mobilemarketing. When he’snot at work, Jim is anavid cyclist, a work-in-progress chef, and a hackguitar player. He lives inPlymouth, MN with his wifeAndrea and sons Cooperand Eli.
  • 79. it. What gets sold is the excitement of doing somethingnew for the brand with some new technology or a newpartner. And, unfortunately, in many organizations thatexcitement is like a blinking warning light, making itclear that there’s risk with the approach.We’ve seen the best success with a more pragmaticapproach, one rooted in understanding, utility, corevalues and a future orientation. The approach isn’t sexy,but when new ideas are presented, they’re more likely toget made because they seem like the logical conclusionfrom a rational and consumer-centric orientation.Start with deep, deep consumer insightsDeeper than you typically would go. It’s obvious, buttoo many “innovative” ideas are based on a superficialunderstanding of what consumers really need or want.The best examples of creative innovation we’ve seenhave come from deeper consumer insights, from acreative team that didn’t stop with the brief, that wentdeeper into the challenges, pain points, ambitions orhopes of the consumers we’re connecting with. Doingthe hard work to uncover a unique insight – or at least aunique interpretation of the available insights – is worthit if the goal is to sell in a genuinely new idea.Show how the “New” solveslongstanding consumer needsTranslate for the marketer how the idea will enablethe brand to meet consumers’ needs in meaningful,legitimately useful ways. Show that there are oldproblems, but offer new and better ways to solvethem. Even though it’s a new approach, it still hasto meet longstanding measures of value. The valuecan be functional (time or financial savings, practicalknowledge) or emotional (inspiration, fun, trust,confidence), but ensuring the new concept deliverson serving the consumers’ ambitions will help drivestrategic “buy in.”“Too many‘innovative’ ideas arebased on a superficialunderstanding of whatconsumers really needor want.”
  • 80. Consumer insights are betterthan mere experimentationGain support by demonstrating how the idea can delivermore than short-term market results for the team tobuy in. Communicate how the team will learn about theconsumer, about innovation in marketing techniques orpotentially even new business model opportunities.Push the brand higherGround the idea in the core brand or company valuesand demonstrate how the new approach or idea canhelp elevate or deepen the brand. By demonstratinghow the idea is a natural extension of what the brand(or brand team) believes, the idea becomes less a riskypart of a time-bound marketing effort, and more ofan imperative to establish and communicate the coreessence of the brand.For the most part, marketers dislike risk. But, bypositioning your new idea against these points, youcan show how “the new” is just another logical step toserving the brands end consumers.Image Source:1.
  • 81. TheSoDAReport Section 3 : Modern MarketersBoris Jacquin, Head of Digital, Nando’s AustraliaThe Year ofMobile... Again.If 2012 was the year of mobile, it is clearthat with the rapid introduction of 4G on thenetworks, and with less than 50% of brandsites currently mobile-ready*, 2013 will onceagain be the year of - drum roll, please - mobile.Saying so, however, omits one very crucialelement of why the mobile experience is soimportant – the User. Let’s therefore declare2013 the year of the Mobile User and considerthese four simple tips to make our businesseswork harder for them.Boris has worked inboth large and start-uporganizations around theworld. He specializes inhelping companies designand implement their onlinestrategy, and currentlyheads up digital marketingfor Nando’s in Australia.
  • 82. 1. Put the user at the forefrontHow and what your website displays on adevice says a lot about your brand and yourorganization. The mobile, tablet and desktopexperiences that brands provide must beconsidered an integral part of the overallbrand experience. It is a reflection of howmuch time a company has spent thinkingabout the digital customer journey.Take, for example, the restaurant industry.Too often visitors are faced with a websitethat is not optimized for mobile at all, or aslimmed down version of a website wherethe most important information is difficultto access.2. Make analytics the building blockBefore designing a mobile version of awebsite, the first thing a marketer needsto do is look at the analytics, where manyanswers to the information architecture lay.The most visited sections of your websiteand the keywords that led to those sectionsalways give some serious pointers.In the case of the QSR industry, threeareas come to mind: Where can I eat? (therestaurant finder), What can I eat? (themenu), How much is it going to cost? (menu,offers, vouchers).3. Get to the point and make it easyMobile users browse on their mobile for verygood reasons. And one of these reasons isnot because they find it pleasant to cranetheir neck in a train or at a traffic light andbrowse with one finger. It’s easy to imaginethat users access your website on a mobilebecause it’s the only device available to“The mobile, tablet anddesktop experience thatbrands provide are areflection of how muchtime a company hasspent thinking aboutthe digital customerjourney.”
  • 83. them at that very point in time, or the mostconvenient. Whatever their reasons, mobileusers need to access accurate informationquickly and in a way that works perfectly ontheir mobile device, regardless of its size. Asa result, a mobile website should never be thepoor cousin of the “main website,”and anydecent marketing manager should declarewar on the PDF. Just think for a minutewhat asking a mobile user to download amenu as a PDF says about your brand: doyou really care about your customers?4. Avoid device prejudiceThink about the increasing variety in devicesize across mobile phones, tablets, tablet/laptop hybrids and laptops. iPad screensizes now range from 7.9 inches to 9.5 inches,mobile smart phones start from 3 inches andtablet/laptop hybrids start at 11 inches. Theonly way to answer the screen size dilemmais to deliver the same content to all sizes andmake sure that your website will respond tothe screen size of the device from which usersaccess it.Device discrimination is no longeracceptable. Just like today’s marketingmantra where it is the customer thatdictates the demand, it is the user thatdictates the device – not the brand.The Australian up-and-coming fast casualchain Guzman y Gomez shows a goodexample of such discrimination, askingthe user to switch to the full site to accessmore information. In 2013, forcing yourcustomers to use a certain device to accessthe information is just as obsolete as an ad inthe Yellow Pages.
  • 84. Sources:1. Source:1.
  • 85. TheSoDAReport Section 3 : Modern MarketersMark Pollard, Vice President Brand Strategy,Big Spaceship2013: Shiftsin MarketingA broad range of respondents were asked thefollowing three questions about the future of theindustry (the trade press, tech start-ups and othermarketing executives).What’s the one thing that excites you most about theworld of marketing right now?Based on your recent discussions with marketerswhat are the three main things that will preoccupythem in 2013?Do you feel there is an elephant in the room in 2013 -an issue, idea or opportunity to which marketers simplyaren’t giving adequate attention?Tap on the questionsto jump to thefollowing answers.
  • 86. Heather TaylorEditorial Director, North AmericaEconsultancy@heatherAtaylorwww.econsultancy.comEmily HareManaging EditorContagious@em2345www.contagiousmagazine.comruth mortimerEditorMarketing mcelenyAssociate
  • 87. david mothSenior MerleChief Experience OfficerFancred@jeremymerlewww.fancred.comryan caplanCEOColdLight@ryantcaplanwww.coldlight.comGordon youngEditorThe
  • 88. steve rigginsCMOWater For People@waterforpeoplewww.waterforpeople.orgAnn lewnesCMOAdobe@alewneswww.adobe.comLCourtney larnedVice President, Marketing and CommunicationsLifedash, Inc.@lifedashcourt,
  • 89. taylor: For me specifically, it’s the creation ofcontent, specifically video content, that is notmerely a SEO-driven exercise. We’re starting to tell thebrand story more and use content to engage consumers,create community and drive loyalty. Yes, this drivestraffic but content can’t get away with being merelykeyword-stuffed and useless anymore. And how canwe make it better and more relevant? Through dataanalysis. YouTube’s video analytics showing minuteswatched and audience retention can allow me to makebetter and better content and I didn’t have that kind ofinformation until the last year or so.Mortimer: There are so many optionsfor marketers. You can run a TV campaign and thenamplify it with social media and live events in away that simply wouldn’t have been possible evenfive years ago. Or you can start a groundswell onFacebook, gain traction for the idea and build up acommunity of buyers for your brand pre-launch withvery little investment. There have never been so manymarketing channels alongside the potential to gaininsight into customers.What’s the one thing thatexcites you most about theworld of marketing right now?
  • 90. Hare: The potential that technology has givenbusinesses to adapt how they operate and toserve their customers better. This creates a wealthof opportunities – for example, we’ve seen brilliantprojects recently of brands acting as educators,ecologists, technology incubators and even conductingspace missions.mceleny: It’s probably a trend we’re excited aboutthat we’ve called singularity. The idea thatproducts are becoming more connected, providinga feedback loop to manufacturers and becomingmore intelligent. In short, products are becoming anextension of the web and people themselves.The data and creative opportunities are exciting.young: In a word - ‘convergence.’We are not only seeing convergence betweentraditional marketing disciplines such as advertising,design and digital – but now convergence betweenindustries too. There is increasing overlap in areassuch as media, retail and music. With increasingconnectivity between gadgets – such as smartphones,cars and domestic appliances – and the emergence of3D printing, this trend will accelerate.
  • 91. moth: One of the most exciting things about thedigital marketing industry is the fact that things arealways changing, so what was an acceptedpractice one week can seem out-dated the next.Certain brands and agencies are constantly trying toinnovate and find new ways of communicating withtheir customers, which is obviously extremely usefulfor reporters as it means there are constantly new andexciting things to write about.caplan: The convergence of big data,analytics and personalization are finallyready for prime time. I think we will finally start to seetruly more effective and engaging marketing programscan reach the right audience, with the right message,at the right time, in a way that has never been possiblebefore on such a large scale.merle: Three words: second screen value.With the explosive growth and ubiquitous use of mobiledevices, what excites me most is the opportunity tocreate an app experience that truly empowers activeparticipation in televised media. It’s about creating adeeper relationship with your audience by providingconnections to their multiple realities.
  • 92. larned: It’s hard to choose one. I am probably mostexcited about the access to cutting-edge toolsthat allow us to automate processes, and controlcontent development and delivery. I just attended theTAP! Conference and am so excited about what I canget done with Adobe’s Digital Publishing Suite (DPS).riggins: The world of marketing has moved to aplace where authenticity and doing good workmatters. Audiences have become savvy and they arecareful with what brands they align themselves with.This is forcing marketers to go deeper into theirbrands and break things for the better, moving awayfrom old tactics. This audience can tell when they’rebeing scammed.lewnes: Without question, it’s the shift todigital and how marketing has become more data-driven and even more creative. With the measurementand analytics tools at our disposal, marketers caninfuse science with marketing’straditional creativity. As such, we’ve neverbeen in a better position to measure the impact ofour work and have an impact on our business. Froma creative standpoint, there’s so much more roomfor great, creative ideas. A campaign that used tobe limited to commercials or a print ad can includeso many other facets: social media, online videos,personalized content and more.  It’s a very excitingtime to be in marketing.Scroll to Top
  • 93. taylor: Everyone is obsessed with mobile andtablets and how these devices will change consumerbehavior. It’s already happening and will continue tochange through more global adoption. Smart datais another one: how to take big data and make it useful.I think marketers will really be keeping an eye on thebig players. Google, Microsoft, Facebook, etc. keeptrying to edge each other out of the game (despite whatthey say) and with every change they make, marketerswill also have to shift their strategy. No one wants toback a dead horse.mortimer: There are three big challenges for 2013around data. First, marketers tell me they are trying tounderstand how ‘big data’ - all the information availablefrom so many different channels and sources - willimpact their business. Can and should they integratesocial data with transactional data,for example? Second, in a world where there is so muchmore data available, what are consumer expectations ofBased on your recent discussionswith marketers what are the threemain things that will preoccupythem in 2013?
  • 94. privacy? Do people really want to link their supermarketloyalty cards with their bank accounts Facebook pages?What is ‘being useful’ and what is intrusive? And third,what impact will new legislations such as the draft EUdata law have on how brands operate?hare: Discussions around dealing with data,ensuring that it is used effectively to generate insightsand aid understanding were common in 2012 and willcontinue to be relevant this year.Advertising agencies will attempt to find new waysto generate alternative revenue streams andopportunities, teaming up with start-ups, launchingproducts and creating content, for example. Nielsen’s Global, Socially Conscious Consumer Reportstated that 66% of people around the world prefer tobuy from companies that have implemented programsto give back to society. With this in mind, brandsand marketers will need to continue to consider andarticulate the value that their product or servicecontributes to the wider world.mceleny: Data (humanizing and realizingthe valuable and creative opportunities it presents),mobile (not much to add there) and althoughintegration has been an issue for ages, it’s now a caseof not creating a digital strategy but having a strategyfor what is now a digital world because nearly
  • 95. young: Mobile will continue to grow and develop –Google reckons mobile search will outstrip desktop forthe first time. The retail sector will continue its struggleto redefine itself in the face of more business goingonline. The strong players and strong retail centers willcontinue to get stronger, while the weaker ones willcontinue to get weaker! The economy – lack ofgrowth will continue to shape marketing strategies.moth: In no particular order:1. Mobile. I attend a lot of conferences and the numberof marketers I meet who are still trying to come up witha mobile strategy always surprises me. 2. Attribution. Trying to work out which digitalchannels are most important for your business and theexact ROI is a huge challenge for marketers. 3. Resources. Most marketers know what they needto do to improve their company’s brand exposure andattract more customers, but struggle to convince thepowers that be to provide them the necessary budgetand manpower.caplan: First, exploring how to better align ourmessaging so that our offering is ‘consumable’ byaligning the right audience with the right message.
  • 96. Second, increasing the outreach channels toour customers using social media as amore effective thought leadership platform.Third, micro-segmentation of ourtarget audience.merle: As an early stage startup, the overarchingmarketing focus is driving engagement inmeaningful, measurable ways. Top priorities include:1. Building relationships with evangelists to create anauthentic user base with high quality content.2. Creating a delightful and addictive user experience.3. Gaining a deep understanding of customer behavior,needs and desires.larned: We are laser-focused on enhancingexperiences for our audiences through responsivedesign, and by building quality, relevantcontent for our sites, applications, and other userexperiences. And of course, building our user base onall of our apps.riggins: Brand awareness: Water For People doesincredible work in the world, but has not done the bestjob telling its story. This will be our year to change that.
  • 97. Tribe building: We want to start a movement thatchanges the world, and we can’t do it alone. We’recultivating a tribe of champions who believes in us andwants to share their voice.Simplify: Our world can become incredibly techie.We’re simplifying our message to unify our brand andappeal to a broader audience.lewnes: Our first priority remains promoting ourbrand and fostering a better understanding of Adobe’sposition as the creative and digital marketing company.Second is to raise the bar in what we call “marketingby-the-numbers” – mastering how we use data tomarket more efficiently and effectively. Where we usedto measure only basic things like impressions, we’vebecome so much more sophisticated.  In fact, for arecent campaign at Adobe we took a look at everythingfrom engagement to conversion – and taking it a stepfurther – were able attribute these metrics to a givenmarketing channel.  It’s given us an incredibly detailedview into how our campaigns are performing andhow they can be improved.  Hand in hand with this isthe idea of “data transparency.”  For this samecampaign we published the key marketing results for allto see – thereby showing first-hand how powerful andtransparent data-driven marketinghas become.  Our third big priority will be to investeven more effort in social media as a way to engagewith our community.Scroll to Top
  • 98. taylor: Integration. I still think we’re talkingin our own circles and no department should be anafterthought. Consumers judge you on whatever theirfirst touch point is. If your store is great and yourmobile app is crap, you lose. There could be greatcampaigns that span all spaces, creating an interactiveand multiplatform experience that could really engagepeople, but it rarely happens especially with theincorporation of video - not cheesy advertisementsbut real stories. Once someone gets it right, we’ll seea huge shift.mortimer: I think marketers talk a lot abouthow important it is to be taken seriously by theboard, but they often are not. Changing theperception of marketing is still a massiveissue for the whole profession. Marketing is often seenDo you feel there is an elephantin the room in 2013 – an issue,idea, or opportunity to whichmarketers simply aren’t givingadequate attention?
  • 99. as a cost or overhead by chief executives and chieffinance officers and marketers don’t have the financialskills and clout to convince senior executives that it isactually a revenue generating function. Do people reallywant to link their supermarket loyalty cards with theirbank accounts Facebook pages?hare: Plenty – connected products, instantaneouscommunications services such as Snapchat andhealth services and applications are all becomingincreasingly important. We’ll be covering these kinds ofopportunities, trends and ideas in upcoming issues ofContagious over the next year.Mceleny: I think there is an opportunity to finda sweet spot between all the intelligence and datawe now have at our fingertips and applying moreemotional, human ideas and themes to make some trulycreative work. There’s currently a disconnect and theconvergence of physical and digital willonly help bring it together in 2013 (I recently wrote abit of a longer piece on this earlier this month –cheeky plug. young: I believe many industries continue to lookat the digital landscape through the wrong end of thetelescope. They tend to define the future based on theircurrent business models and past experiences.
  • 100. They underestimate just how much and how quicklythe economy is being revolutionized.Digital has the power to redefine civilization as whole!moth: In my opinion, the trends that wereimportant last year (e.g. social, mobile andcustomer experience) are the sameones that brands need to make sure they are focusingon and getting right in 2013.There are so many people trying to sell new tools andideas that the challenge for marketers is trying to workout which ones they should ignore so they can focus onwhat already works for their business.caplan: I believe Big Data is a buzz wordthat is misunderstood by marketers thatare drinking the KoolAid, thinking that Big Data is theanswer to a marketing question instead of an asset that,if mined appropriately, might be useful to marketers.I think that Big Data is getting too much attention,but the wrong kind.merle: With the power of an all-access pass to24/7 media and vast user generated content,comes an enormous responsibility – providingcredible information.  At Fancred, we’rebuilding our business on the foundation that credibleinformation far outweighs excessive noise and
  • 101. unreliable sources. Consumers choose where they gettheir information and I think we can expect to see ashift towards a desire for more accountability.larned: Maybe not an elephant in the room,but the lightning speed of the mobile market’s evolutionhas created the need to swiftly adaptstrategy to effectively reach our current audience,as well as those who become our audience because ofmobile. It’s just an enormous challenge to be nimbleand agile enough to keep up.riggins: Everyone is talking about socialmedia but few have really figured it out how to use itcorrectly. I’m not afraid to admit we have donea poor job of it in the past. There is no magic bullet,all the social media in the world can’t fix a poormarketing strategy.lewnes: Despite all the attention andinvestment we’ve started to see in digital marketing,I believe marketers have yet to truly break through.We’ve really just begun to scratch the surface ofwhat’s possible.  Offering customers relevant content,delivering experiences that are engaging instead ofintrusive and improving how we measure our work– once we master these things I think we’ll beginto capitalize on the opportunities ahead of us indigital.  We’re making progress, but I don’t think we’re
  • 102. there yet. We’re not moving quickly enough.  This idea was the basis of a new campaign Adobe justlaunched, targeted at marketers.  The premise is thatmarketing is still plagued by long-standing myths –you can’t prove advertising works, big data is a bigpain, marketing is a cost center, not a revenue driver– and turning these myths on their head.  The truthis, marketers have the tools at their disposal today toreally break through and elevate the importance andstrategic value of marketing to business.It’s not going to be easy, but it can be done.Image Source:1. to Top
  • 103. TheSoDAReport Section 3 : Modern MarketersInterview with Michael Dubin,CEO of Dollar Shave ClubHow the IrreverentApproach to Marketing isThe Approach to MarketingMichael Dubin, CEO of Dollar Shave ClubHe’s that guy in that YouTube video aboutgetting “f&*king great” razors sent to yourdoor every month. When a start-up has whatlooks like bold and unorthodox marketing, it’seasy for marketers in more established andconservative companies to dismiss the start-ups as being a different breed. However, whatthis interview with Michael Dubin reveals is thathis approach to marketing is very much thetraditional approach – done with confidence.POLLARD: What can a marketer who can’t changetheir business model and who doesn’t own thetransaction the way the Dollar Shave Club (DSC) does,learn from what you did in 2012?DUBIN: One of the reasons I think we were successfulisn’t necessarily because we own the transaction andnot necessarily because we are disrupting an industrythat has become very complacent, but because thecore business offering makes sense and the product isin demand. And the way we speak about the problemresonates very loudly with our target audience.Michael Dubin is the CEOof Dollar Shave Club.He is a former MSNBCnews writer, improvcomedian and customcontent producer for bigbrand advertisers such asGatorade, Nike, Nintendoand Xbox.Interview conducted byMark Pollard, ModernMarketer Section Editorand VP of Brand Strategyat Big Spaceship.
  • 104. If you look at that and want to extend it to brands thathave been around for fifty years or so, there’s almostbeen a de-evolution away from the question: Whatproblem are you solving?POLLARD: Having watched and read a fewinterviews with you, the way you use the word“problem” is obviously like a tech startup, whereas I’vefound many marketers don’t often like the word. It hascertain emotional baggage, which is very different tothe startup scene where you latch onto a problem andtry to solve it.DUBIN: You don’t have to call it a problem, but whenyou do it’s a more active indictment of a situationcompared to calling it a need that you’re meeting. Ifyou’re selling rental cars, you’re solving a problem,which is that someone who may not own a car needs toget from point A to B. If you’re offering that car, there’sa world of opportunity there to define that experiencefor your target and make solving that problem reallystand for something larger – like discovery andadventure. And some rental car companies have takenthat tack.POLLARD: In another interview, you mentionedthat Dollar Shave Club might not have been possiblejust a few years ago. Is that due to technologicalchange or has there been a cultural change as wellthat’s helped you?DUBIN: I think it’s three things. Number one, I thinksocial media wasn’t what it is and people were muchless comfortable with social media five years ago. Ithink the second thing is, while we Americans are veryaccustomed to getting a monthly bill for services thatwe use – cable, internet, cell phone, magazines, etc.– I don’t think that five years ago America was readyto think about their whole life being serviceable by amembership or subscription model. The third thing is
  • 105. technology. Right now we’re trying to work out theright billing platform to use. You’d be surprised at howfar the technology is yet to go – even today – to be ableto offer these types of businesses in a very seamless,easy way. Five years ago, a startup integrating awarehouse in one place with your servers elsewherewas almost unthinkable.POLLARD: Your products are split into three choices.Does that have anything to do with the science of choiceand decision-making?DUBIN: It absolutely does. Guys need things very easyand simple. You see a lot of ecommerce shops throwingtons and tons of options out there. You can’t be Bed,Bath and Beyond and not have a ton of items. But Ithink there’s beauty in simplicity and fewer options.For us, to have a thousand razors would have been abad thing. We do see people gravitating toward themiddle option, which is our most popular.POLLARD: Can you talk about your approach toplanning campaigns?DUBIN: The video I shot back in October 2011 didn’tlaunch until March 2012. So, I would say that for all thetalk about being spur-of-the-moment, fast actors, thiswas a strategically-planned, meticulously-architectedmoment. The re-launch of our newly designed site andthe release of our most well-known campaign videowere timed to coincide with the announcement of themillion-dollar seed round. All of our future campaigns– and you’ll see a bunch of them this year – are going tohave that same kind of strategic planning and thoughtbehind them.POLLARD: Can you talk about the thinking behindthe Old Glory 2012 campaign?
  • 106. DUBIN: Old Glory was our way of making acommentary on the election. When we create contentat DSC, we think about a couple of things. One is, isit relevant? Does it have a strong reason for being?People have always asked us, ‘Where’s the next video?’But nothing states the case for Dollar Shave Club asclearly as that first video, so launching anything elsevideo-wise would be a big distraction. We’re not goingto do it until we have something really important to say.That’s the first requirement: does it have a strongreason for being?The second is: is it timely? Our goal at DSC is that wewant our members to feel they are part of a membershipthat is current and that has its finger on the pulse ofAmerican life. That was our way of celebrating theelection and giving our members great content withoutasking for anything in return. We got these illustratorsto create very unique, original works of art and weshared them with our membership first to give them alaugh. We gave them another way to think about theelection that wasn’t a debate or campaigning.POLLARD: What are your thoughts on the role ofuser-generated content for the brand? Currently, it’smostly on the blog as opposed to front and center ina campaign.DUBIN: I think UGC has a role. Frankly, we’restill figuring out what role it plays for us. I don’tnecessarily think our members want endless photosof our membership. I think there’s a time and placefor user-generated content. We want to celebrate ourmembership, absolutely, but Americans right now arehyper-sensitive to over-sharing – and that’s by brandsand people. We’ve already seen user engagement inFacebook decline in favor of other media. Brandsneed to be careful about how much they talk to theiraudience. Once a day could be the right number – it’s“Americans right noware hyper-sensitive toover-sharing – andthat’s by brands andpeople.”
  • 107. different for every brand. People want different brandsat different frequencies. It’s unique to each situation.POLLARD: You’re pretty active on Google+ with agood following (over 350k at the time of the interview).How are you finding Google+ for the business?DUBIN: Google+ has been great. We love those guysover at Google. You know, sometimes the engagementisn’t as high as you’d like. People are still discovering thetool. There’s also a lot of foreign users on our Google+channels. It’s definitely on the up-tick and Google isdoing a great job at building that tool, making it morerelevant for brands and making it easier for people toconnect to. We hope that it’s going to deliver for us.POLLARD: Do you do multivariate testing?DUBIN: We just started. We use So farit’s been great. We’re learning a lot every day aboutwhich pages work. It’s a process that every e-commercecompany needs to go through. We like to look at thebackside of the funnel first. In other words, if we canconvert more people who are already at the checkoutpage, that’s a big win. Then moving back through thefunnel - getting people to the last step of the funnelis the way to go for us. It’s hugely valuable. You’resurprised every day by what you thought might workand what actually does work.POLLARD: And how do the results of those tests getcommunicated through the organization? I’d imagineyou’re pretty flat and sit next to each other.DUBIN: Well, exactly. But if you’re a big brand andyou’re trying to share that information, you gotta haveexperiments where you come up with a theory, thencreate steps to test the theory, and then look at theresults. Multi-variate testing is not just a web thing.It’s what companies have been doing since companieshave been around.“People want differentbrands at differentfrequencies.”
  • 108. POLLARD: From a communications point of view,is there anything you would have done differentlylooking back at 2012?DUBIN: We made a ton of mistakes, so it’s not aboutfinding one…it’s about finding which one. The threethat come to mind are: create a separate Twitter handlefor customer service, radio works and hire a MarketingChief that understands brand.
  • 109. TheSoDAReport Section 3 : Modern MarketersKey Insight:Marketers continue to evolve their organizations in responseto mobile, social and data challenges.RELATED RESEARCH INSIGHTSThe transformationcontinues apaceQ. Are you seeing a trend over thepast year toward clients evolving/transforming their marketingorganization’s structure?Clients are not done making changes to the waythey manage their digital marketing efforts.While slightly lower than last year’s number,61% of agencies report that their clients havemade organizational changes over the pastyear. When asked to describe how digitalcontinues to change the way they manage theirbrands, key themes emerged:• Increased need for speedy decision-making and action• More use of hard data and ROImetrics to drive allocations andcreative decisions• Clients concentrating onmaintaining consistency of voice,across channels and agencypartners.39%61%YesNo
  • 110. Clients describe the challenges that drive their evolution:“Brand managers must know the core essence of their brands andsimplify its expression so that clear strategy instruction can be given- to allow agencies to activate it consistently in a very broad array ofchannels.”“The fundamentals of brand management are still the same. What haschanged is the speed and consideration one must give to these areas inthe midst of an always-on, anxious to participate, and super intelligentconsumer marketplace.”“[D]igital has brought the brand management thinking of the biggorillas accessible to mid-size organizations.”“Brands have now become more customer and data centric ratherthan left on the basis of intuition and gut feeling of marketing/brandmanagers.”
  • 111. Where are Client-Side Marketers on thelearning curve of majortechnological shifts?Q. Where is your organization on the learning curve for thefollowing marketing tactics?(Question posed to client-side respondents)Mobile remains a major pain point for client marketing organizations inthis year’s research study. Almost one third of client respondents (31%)indicated they were either “Behind the Times” or “Hopeless” when itcomes to mobile usability and mobile UX capabilities. Taking home thenumber two spot was responsive design, with 27% of client respondentsindicated they were behind or hopeless.Despite this self-assessment, many agencies and production companiesare seeing clients progress on these fronts, particularly with respectKey Insight:Mobile continues to be a pain point for many marketers.Multi-channel marketingattribution (including digital)Use of data to drive digitalmarketing effectivenessState of the art Ahead of the curve Average Behind the times Hopeless Don’t know/not applicableResponsive design Understanding the role andimpact of social mediaConnecting digital and real-worldexperiences with your brandMobile usability/experience23%29%4%36%14%32%1%28%16%36%4%26%5% 10%30%17%38%3% 13%29%17%35%5%4% 1% 3%3% 2% 1%18%22%16% 13%11%26% 29%RELATED RESEARCH INSIGHTS
  • 112. to mobile. We asked agency and prodco respondents how clientorganizations were evolving. Here are a few highlights.“Clients are adding more content, digital product, mobile rolesinternally.”“As clients realize the value and opportunities of consumers leveragingmobile & tablet devices, marketing teams are refocusing on thesemodern outlets and augmenting internal teams with related expertise.”“Our clientele has overwhelmingly been asking and pushing for mobilesolutions.”But this situation isn’t just relegated to mobile. When asked about theirbrand’s level of sophistication in terms of cross channel attribution,incorporating social, online/offline alignment and applying data, only10-16% see themselves as significantly ahead of the curve, revealingopportunities for improvement.
  • 113. Q. Where are the mostsignificant gaps intalent on the client sidewith respect to digitalmarketing? (Questionposed to agencies andproduction companies)Key Insight:Agencies see significant skill gaps on the client side aroundUX, analytics and technology.Agencies/Prodcos identifyclient-side skill gaps29%37%28%6%45%35%15% 5%22%42%21%15%20%44%22%14%30%39%25%6%31%47%19%3%37%42%16% 5%37% 39%22%2%Minor Gap (weak in this area)Major Gap (very weak in this area) No Gap (strong in this area)Not applicableExecutive management User experienceEcommerce Paid media/searchContent SocialResearch/measurement& analyticsTechnology
  • 114. The Analytics ChallengeQ. What challenges does your company face with datamanagement? Please check the top 3 that apply.(Question posed to clients)Clients also agree that data and analytics pose a major challenge fortheir organizations. 54% of client-side respondents indicated that dataanalysis was a major issue, while 49% affirmed that creating value fromdata presented a challenge. Client-side digital marketers are still tryingto solve the perennial problem of garnering actionable insights from theavalanche of data that is collected from their digital marketing efforts.Challenge %Data collectionData entryData storageData searchData sharingData analysisData cleansingCreating value/insights from dataOther (please specify)36%9%7%14%16%54%30%49%6%
  • 115. Tech TalkSection PrefaceThere is No“Next”FacebookVisualizing the Unseen: A Prototype’s DreamWinning at LifeBeyond Optimization: Designing for a Multi-Screen LifestyleCan’t Touch This! New Interface ChallengesRelated Research InsightsThe SoDA Report 2013
  • 116. TheSoDAReport Section 4 : Tech TalkPerhaps it’s the word “digital” in our common bond,but as SoDA member companies we often think ofourselves as technologists, perhaps even more than wethink of ourselves as media-ists. But whether we holdourselves aloft as the vanguard of the agency mob ormore humbly consider ourselves mere specialists, weeasily forget that all media, not just the digital variety,revolve around technology. Ours may be newer, andas such more pliable, more open to experimentationand innovation, but it still serves the same purpose.We may speak in terms like “immersive interactiveexperience,” but, fundamentally, how different is thatfrom the words of Johannes Gutenberg—“a spring oftruth shall flow” from the printing press—or those ofmedia scholar John Culkin: “We shape our tools, andthereafter they shape us?”What we see transforming our industry today isnot about mobile or HTML5 or 4th/5th/6th-screenexperiences, it’s about turning those mobile devices intosprings of truth. It’s about shaping user experiences thatshape users.In this edition of Tech Talk, Amer Iqbal from Deependexplores the evolution of gamification from winning-at-check-ins to winning-at-wellness. Brandel Zachernukfrom Resn offers a primer on testing uncharted watersin interactive design through prototyping. Forest Taylorof Digitaria tells us to stop looking for the “next bigthing” and start thinking about a future of many small,specialized things. Matt Paddock of Grow discussesthe mesh between mobile experience and humanexperience, and explores the possibilities of designacross the spectrum of the multi-screen lifestyle. AndTim Buesing from Reactive explains why the latestSimon SteinhardtTech Talk Section EditorACD of Editorial atJESS3
  • 117. technological developments in interface design areonly as good as designers’ understanding of users’motivations and behavioral preferences.
  • 118. TheSoDAReport Section 4 : Tech TalkForest Taylor, Digital Strategist, DigitariaThere is No“Next” FacebookThe next Facebook is already here, butthere are a lot of them. The success of newcontenders entering the market will rest ontheir ability to do little things well. The resultwill be a multitude of social city-states,providing a wide range of more unique, morepinpointed experiences that add up to onemuch larger idea.When I began my career at Fleishman-Hillard, therewas a group in the New York office known as the “NextGreat Thing.” Their role within the company was to stayahead of trends and begin developing the knowledgeand tools Fleishman would need when said trendsfinally connected with the masses. When smartphonesstarting taking off, the group decided that mobile wasgoing to be the ongoing big thing. They changed theirForest Taylor is a digitalstrategist at Digitaria inMinneapolis. Prior to that,he was a social strategist atMartin Williams, where heworked on everything fromsoybeans to Halloweenmasks. In his spare timehe comes up with greatideas and forgets to writethem down.
  • 119. name to Mobile Behavior, and focused on getting reallygood at that.Facebook was born out of a time when big things, orrather “next big things,” were still possible. But as anymilitary historian will tell you, large objects make thebreach, and it’s the men running through the wall thatconquer the city.In that sense, the next Facebook is already here, butthere are a lot of them. They clambered into our feedsand handheld devices through the hole Facebookblasted in the web, and they’re getting better at doingwhat they set out to.The web doesn’t like empires. City-statesare easier to work with.So when someone asks whether a cultural phenomenonlike Facebook will ever be repeated, my answer is no.Perspective: When Facebook launched in early 2004,the iPhone was still three years away. So was the veryfirst Amazon Kindle, which looks so rudimentaryby today’s standards that one could be forgiven forassuming it came with a floppy disk drive. The first iPadwas a full six years away.Even iPods, which were in their fourth iteration by then,had yet to dominate the market, still came only in whiteand did not support images.Facebook is a web-based community, built for androoted in a time when people still logged in on theircomputer, sitting down. Despite its flashy start as asocial platform for horny college kids, a much oldercrowd has spurred Facebook’s largest growth in the pastfew years. Today, 65% of its users are seven or moreyears older than the man who created it.This isn’t to say that Facebook is in its twilight. Itremains a force to be reckoned with. No, Facebook will“The web doesn’t likeempires. City-states areeasier to work with.”
  • 120. lumber on for at least a few more web centuries likethe sun-soaked British Empire, and after that … ifthey’re smart (and they are), Facebook will continueto explore microcosms of expression like Instagramand, services that succeeded by doing specificthings really well.This is the age of applicationIt’s a noun. It is the quality of being usable for aparticular purpose or in a special way. For our purposes,it’s the quality of being easily understood, easilyaccessed, easily interacted with, and easily consumed.Pinterest, Tumblr, Instagram, Foursquare, Rdio, Nike+… things focused in aim and temperate in ManifestDestiny. These are the heirs to Facebook’s throne,and networks like these will be the ones that come toprominence from now on.Facebook is part of an evolution, an important part,but it shouldn’t be viewed as the litmus for futuredevelopments.The success of new contenders entering the market willrest on their ability to do little things well. The resultwill be a multitude of social city-states, providing a widerange of more unique, more pinpointed experiences thatadd up to one much larger idea.When that happens, that will be a big thing.Image Source:1.
  • 121. TheSoDAReport Section 4 : Tech TalkBrandel Zachernuk, Interactive ExperienceDeveloper, ResnVisualizingthe Unseen: APrototype’s DreamHow do you craft original, interactive onlineexperiences? And perhaps more importantly,how do you get early sign-off on them? AtResn, we like to bring new creative andtechnology to every project we touch. Butwhile novelty pays dividends when the projectis done, it also means there aren’t any obviousexamples to point to and say, “It’ll be likethis.” Fortunately, we can put together quickexploratory prototypes to learn as much as weneed to up front.What’s a Prototype?A prototype is any assembly of materials pulled togetherto understand some specific aspect of a project. ThatBrandel is a creativedeveloper whose webcareer has spanned 10years. He likes to blogabout the future and whatto visit when you get there.He’s part of the workinggroup at Resn on digitalfabrication, NUI and laserrobots. He’s obsessed withparametric design andhis love for sliders is sopowerful he once went toWhite Castle.
  • 122. aspect could be a visual style, a new form of interactionor just a realistic performance test of how muchawesome we can expect to fit into an experience.One Prototype or Many?It depends. A prototype should be built to answera question, so if you have many questions it can beuseful to make many prototypes. In the “Public ServiceAnnouncement in Racer’s Clothing” Resn made for theNew Zealand Transport Authority (NZTA), we neededto climax in a spectacular crash scene where the user’slife flashes before his or her eyes. To do this, we neededto generate a slideshow of the user’s Facebook picturesthat had a sense of meaning.We created a parameter-driven prototype thatintegrated the selection of images with various displaytechniques that allowed us to respond quickly to realuser testing, and craft a more impactful emotionalexperience as a result.Tooling AroundPrototypes need to be able to react quickly to feedback –ideally in real time. To manage this, we build prototypesdriven by parameters that can be set visually, withsliders, buttons, and color pickers. This ensures thatnon-technical people can get a sense of the possibilities.In NZTA, our creatives could change the layout andtexture of the road, the acceleration of the car, and theplacement of the scenery – all in real time within thegame itself. This let us discover design problems early,and learn how to leverage the system better by producingmultiple versions within minutes rather than days.How to Keep It a PrototypeGetting functionality up and running early is great forteam morale, but it can also be dangerous. It can seemlike everything is nearly done and the prototype canbe pushed straight through to final development. The“A prototype shouldbe built to answer aquestion, so if you havemany questions it canbe useful to make manyprototypes.”
  • 123. problem is that every program is put together witha certain scope in mind: where it’s used, how manycomponents it needs to interact with, and so on. Whena program begins to exceed that scope, things startto get messy. To make sure this doesn’t happen, wemake sure we agree on the question(s) a prototype isanswering and how long it’s going to last. If parts of aprototype do make it through to a final version, we takethe time required to re-engineer them to fit into a largerarchitecture.Prototypes are a good way to explore many ideaswithout investing too much in any one concept.Prototypes let your team explore more creative conceptsand identify issues early. A word of caution, though:make sure that all the stakeholders - both internal andexternal - know that they’re still looking at a prototypethat is dealing with specific aspects and not the finishedproduct.  When done well, prototyping helps to producemore novel concepts that are ultimately more satisfyingfor your agency, your clients and, most importantly,your audience.Image Source:1.“Prototypes need to beable to react quickly tofeedback – ideally inreal time.”
  • 124. TheSoDAReport Section 4 : Tech TalkAmer Iqbal, Head of Strategy, DeependWinning at LifeIf you’re like me, you’re probably sick ofhearing about how “gamification” is the nextbig thing. But if we think about it, the coreconcept is quite interesting: What if the rewardof a check-in was not a “mayor” badge fromthe local coffee shop, but rather months oryears added to your life? What if personal datacollection was so easy and fun that it wasn’t achore? And what if we could utilize that data toactually improve our lives?Beyond badges: The future of healthcareAs an example, let’s think about how the healthcareWith over 10 yearsexperience in marketingcommunications, Amer isa key member of Deepend’ssenior managementteam. He holds a degreein Computer Science andan MBA in Marketingand has been engaged bynumerous organizationsto deliver guest lecturesand facilitate workshopson business and marketingstrategy. Combining anongoing passion for digitalinnovation with strategicconsumer insights, Amerhas led teams that haveattracted several highlyregarded industry awardsand accolades. Get in touchwith Amer on LinkedIn.
  • 125. industry might be disrupted by personal data. Currently,you might visit a doctor once a year for a check-up,or more likely when you’re already feeling sick. Thedoc asks you a few vague questions and checks yourblood pressure, then gives you her best diagnosisbased on the information at hand. This is how it’sbeen done for decades.It’s not hard to imagine how this could all change ifour digital devices constantly measured and storedour bio-indicators: An analyst could review your dataeach month and draw insights on your health, makingrecommendations for small improvements and evencatching warning signs months or years before theydevelop into real problems. The data would of course beavailable to your doctor, providing additional referencefor diagnosis and treatment.In fact, much of the technology required to achieve thisalready exists: wristwatches that measure indicatorslike heart rate and blood pressure; and your trustysmartphone that can collect data on where you are, howfast you’re moving, how many steps you take, and howyou shift in your sleep.Imagine an app that allows you toimprove your lifestyleOf course, this is just the tip of the iceberg. What ifan app could give you real-time feedback to help youbecome healthier, smarter, funnier, and more cultured?The same app could create a shopping list when you’rein the grocery store, and recipes to cook when you’rein the kitchen. It could tell you when, where and howto exercise. It could look at your calendar and email totell you which clients and colleagues are stressing youout the most. It could tell you when there’s a comedyshow or a great play in town that you should catch.Heck, it could even pull in your Facebook check-ins and“The missing ingredientis the understanding (orimagination) requiredto filter through anavalanche of data andmake it useful enough tocreate a real differencein our lives.”
  • 126. newsfeed, analyze who you’ve been hanging out with,and tell you when you need to catch up with particularfriends (or avoid certain others!)Of course, it should measure whether you’re followingthe recommendations and give you a score on how wellyou’re living your life.“Amer scored 3,426 points this week and has jumpedto no. 1 on the leaderboard – #Winning@Life!”Several apps and devices already exist that canperform many of these actions in isolation. Deviceslike Basis and Bodymedia are able to track your heartrate, perspiration and skin temperature, giving yourecommendations on ways to improve your health.The Nike+ suite of products allow you to set fitnessgoals and compete with your peers. In the world ofapps, Sleep Cycle is now old news as we are seeingsophisticated developments like SAGA, an ambientcompanion that persistently tracks your activity and canmake recommendations based on your habits no matterwhere you are and what you’re doing.The missing ingredient is the understanding (orimagination) required to tie this information togetherand make it useful enough to create a real differencein our lives.Forget about gamification. Let’s get down to theseriously fun business of putting our data to work. It’sonly a matter of time before we stop vying to be themayor of the local coffee shop and start competing towin at life. Game on.Image Source:1.
  • 127. TheSoDAReport Section 4 : Tech TalkMatt Paddock, Director of Engagement, GrowInteractiveBeyond Optimization:Designing for a Multi-Screen LifestyleDelivering a great mobile experience today isabout more than developing exciting contentfor small screens. As Avinash Kaushik quippedat a recent Google event, “Creating mobileoptimized content is solving a problem from2007.” Instead of worrying about devicesand format limitations, let’s start celebratingthe possibilities created by a multiplicity ofscreens. Products and services that recognizethe value of many connected screens,taking intent and context into account, arewell positioned to add value for advertisers,marketers and consumers.Matt Paddock is theDirector of Engagementat Grow, a digital agencyserving the world’s premierbrands and advertisingagencies and winner of theinaugural Mobile GrandPrix at the 2012 CannesLions. Matt’s backgroundincludes experience inmarketing and operationsfor advertising andtechnology firms. When he’snot indulging his passionfor networking and socialmedia, he enjoys practicingCharlie Parker solosand listening to jazz.
  • 128. We’ve spent the last five years coming to grips with thedemands of screen size and device capabilities, only toface a new reality: Consumers want content that doesmore than just fit on a screen. To borrow the Las Vegastourist maxim, what happens on one screen can’t juststay on that screen. Marketers are looking for ways tobuild a compelling experience that flows seamlesslyacross multiple screens.Consider Spotify, a product built with multiple screensin mind, which allows users to stream songs matchedto their listening preferences through a free mobileapp. Spotify listeners “train” the app by giving songsa “thumbs up” or “thumbs down.” Free users can’tcontrol exactly which songs are streamed, but each songgiven a thumbs up is made available for on-demandplayback through the Spotify desktop application. Thisis the secret sauce in Spotify for consumers expecting aseamless listening experience.The impact of small design decisions like this canbe profound. Instead of thinking of the free Spotifymobile app as a jukebox, listeners start approachingit like a remote control. Spotify could have settled forconsistency across multiple platforms, but went furtherto create a way for listeners to transform their desktopexperience via the mobile app. Spotify, well aware of thevalue their “song bookmarking” offers, runs ads for freeusers promoting this feature.The sweet spot for multi-screen development mergesgood interactive design with an understanding of whereand when each viewer wants to consume particularcontent. Building personalized content is key, especiallyif we take into account the capabilities of each screenand the dispositions of our viewers.The Google Search app is a good example of how todesign with these factors in mind. Using Google Searchon mobile shows a primary focus on location, with the“The sweet spotfor multi-screendevelopment mergesgood interactive designwith an understandingof where and wheneach viewer wants toconsume particularcontent.”
  • 129. assumption that we’re not near a computer. Results arebasic and showcase priority items for a mobile audience,like hours of operation and map directions. Searchresults on mobile convert phone numbers to buttonsthat can be quickly clicked to place a call.Google Search for tablet includes basic location features,but it doesn’t assume you’ll be carrying your tabletaround on the street to look for a lunch spot. The tabletexperience is likely to happen in the home, so resultsare more detailed to allow for browsing, with navigationfrom Search to other Google web applications like Newsor Google+. The final context is desktop, which assumesa “lean forward” approach that provides highly detailedresults and throws out features like voice search that falloutside the context of sitting at a computer.As visionaries like Amber Case have been toutingfor years, screens are becoming extensions of ourbodies, tools that provide a “superhuman” experience.Digital makers and creatives are in position to realizethat future sooner than most, if we can move beyonddesigning for devices and focus on powerful multi-screen experiences.Image Source:1.
  • 130. TheSoDAReport Section 4 : Tech TalkTim Buesing, Creative Director, ReactiveCan’t Touch This!New InterfaceChallengesEither work hard or you might as well quitThat’s word because you know…You can’t touch this.– MC’s Hammertime! Once again I’m stuck on ane-commerce website that apparently hasn’t consideredI might want to purchase from a tablet. My fingertipsseem well within what web experts define as average(approximately 44 pixels). Yet here I am, grappling witha nasty popup window that I just cannot touch. It wouldwork well if only I used a mouse. On my iPad it feels likethe shop owner is pressing the door shut as I’m trying toenter his store. Grmpfh...Tim Buesing (@tbuesing)started his career in digitaldesign and advertising ata time when Iomega’s ZIPdrives (100MB!) were allthe rage. He has workedin four countries outside ofhis native Germany and iscurrently Creative Directorof Reactive in Sydney. Timenjoys leading CreativeSocial as well as writingfor renowned industry siteAdverblog.
  • 131. After switching to the mobile site, my big fat fingerswork much better, but now my previously loadedshopping cart is empty. Shall I give up, return to mylaptop, search, and select the items again? And would itrecognize me if I returned, neatly perched on my couch,using Xbox or a smart TV where my spoken commandsmix with gestures and a wand-like remote control?These situations pose very real questions for brands,publishers, and start-ups. We users have grown toexpect optimized experiences from them on everyone of our devices. Touch, voice and gesture havematured and added variety to how we access services,purchase goods, entertain ourselves and share stories.And e-commerce is especially ripe with users hoppingbetween devices. Etsy, for example, sees a desktop/mobile split of 75/25 in terms of traffic but 80/20for purchases, meaning one out of every five mobilewindow-shoppers switches over to a PC to completethe transaction.Microsoft’s new Surface computer has made this dualityapparent. On a single device, users can type and clickas well as touch and swipe. While many professionalreviewers have called the Surface experience confusing,tests indicate users prefer its touch interface. They evenneglect cursor and keyboard for tasks where they aregenerally considered superior, such as filling out longerforms. Instead, they grab the Surface’s screen as if it wasa tablet only. Additionally, most websites or applicationscan’t tell which “interaction mode” the user is in at anygiven moment. That’s why user interface experts likeJosh Clark advise, “If a device can be used for touch,its interface should be finger-friendly.” From a creativestandpoint, this sounds like a lot of BFBs (Big FuckingButtons), a somewhat chunky layout of the future web.Responsive design, creating websites that respondto a variety of screen sizes and thus avoid the needfor separate sites, is only part of the solution. What“Responsive design,creating websites thatrespond to a varietyof screen sizes andthus avoid the need forseparate sites, is onlypart of the solution.”
  • 132. responsive sites can’t quite address are users’motivations, behavioral patterns and ergonomicsspecific to using mice, fingers, arms and voices. Touchinterfaces, for instance, work better with navigationsplaced at the bottom. But can we expect people to learndifferent interfaces with every device? And can weexpect budgets to cover every optimization?That’s why it’s best to stay on track with your audienceand analyze which devices are significant in terms ofcurrent and future share. Project and estimate whatyour audience will move towards, budget accordingly,and be open with users on less common devices. Afterall, you’re working hard so they can touch this. Andthat’s very word.Image Source:1.“What responsive sitescan’t quite address areusers’ motivations,behavioral patternsand ergonomics specificto using mice, fingers,arms and voices.”
  • 133. TheSoDAReport Section 4: Tech TalkKey Insight:Technology is maturing to the point that the focus is nowsquarely on user experience and behavior rather than ontechnology as an end in and of itself.RELATED RESEARCH INSIGHTSIndustry Trends —Agency Leaders OpineQ. Do you agree or disagree with the following statementsabout technology adoption in the near future?The agree/disagree statement that generated the highest consensusamong survey respondents within Tech Talk was squarely focused onuser experience. A whopping 88% of agency respondents (and an evenhigher percentage of respondents with technology titles) indicated thatconsumers will demand continued progress on porting content acrossmultiple screens. We’re not just talking about making the same contentavailable on every screen. Rather, cross-functional teams (includingstrategy, UX, technology and creative teams) will need to work in concertto make differentiated content experiences based on mobility context thenorm rather than the exception.Experimentationaside, users willinvest moretime on fewersocial networkingsites (Facebookvs. Pinterestvs. Google+)Mobile apps willbegin to lose shareto mobile sitesTouchscreen willbegin to displaceclick andkeyboard fornon-businessapplicationsConsumers willinsist on theability to portcontent acrossmultiple screensand to havedifferentiatedcontentexperiencesbase on theirmobility contextAugmented realitywill make the leapfrom innovationlab to the everydayTablets willbecome theprimarycomputingdevice forcollege-agestudents andyounger,supplantinglaptops anddesktops55%26%19%43%39%18%70%11%19%88%2% 10%35% 33% 32%66%19%15%Agree Disagree Neutral
  • 134. People PowerSection PrefaceSure They Have a Great Resume, But Can They Improvise?The“Quantified Society”Psst... The Next Killer App is Actually HumanInterview with Patrick Whitney, Dean of IIT Institute of DesignRelated Research InsightsThe SoDA Report 2013
  • 135. TheSoDAReport Section 5 : IntroductionThis section began focused primarily on education.The question it sought to explore is a pertinent one:How should the marketers of the future be taught toeffectively play their role in business and society? Howcould we enable the people in marketing? As each piecewas submitted, it also became clear that the sectiongained a larger meaning, uniquely related to its name:People Power. The authors all recognized a critical shiftin the dynamic between marketers and consumers. Itis a shift that is forcing the industry to reconsider itsapproach, its methods, and indeed, its philosophy.The complexity of the new world results from anexplosion of new interactive channels, driven primaryby information technology. This is connecting just abouteverything with the net result of people having greaterawareness and access to each other, information,products and services than ever before. This “connectedconsumer” is driving organizations to create “connectedexperiences.” We’re witnessing a shift of power frombrands to people, and a related need for marketing toact as the tip of the spear in “connected thinking.”Angèle Beausoleil, The SoDA Report’s Editor-in-Chief, opens the section with a piece on the type ofstrategically minded people organizations need to besuccessful in this connected context. Amy Veltman, BradRobertson, and Gary Hirsch from On Your Feet, outlinehow they (and you can) use improv to help identifyindividuals with exactly this type of flexible syntheticthinking. Strategists Omaid Hiwaizi and AndrewGregoris, with SapientNitro, question how all the dataour connected world is producing will actually be used.Will a quantified society and marketers emphasizeempirical over human values? Finally, Patrick Whitney,Dean and Professor at the IIT Institute of Design, offersZachary ParadisPeople Power SectionEditorDirector InnovationStrategy, SapientNitro
  • 136. his thoughts on the very purpose of marketing andcompanies in modern day society.As we move further into the 21st century, it becomesclearer every day that our world is indeed changing.The late 20th century’s model of unidirectional masscommunication, while still in existence, is fading everymoment. So exactly how will marketing respond toPhilip Kotler’s exclamation that, “Traditional marketingis dead”?I would volunteer that we will see a return to adefinition of marketing more like what Peter Druckeronce espoused. Drucker famously said, the aim ofmarketing was, “To make selling superfluous… Toknow and understand the customer so well that theproduct or service fits him and sells itself.” Marketerswill need to learn how to build connected experiences–communications, products or services–that act as bothindividual touch points and part of a system for sensingmotivation, need and intent. In regards to educatingfuture marketers, this is a radically different orientationfrom the mass communication focus of the last fifty ormore years.The Mad Men are dead. Long live Connected People.
  • 137. TheSoDAReport Section 5 : People PowerAMY VELTMAN / BRAD ROBERTSON / GARY HIRSCHSure They Have aGreat Resume, ButCan They Improvise?“You can learn more about a person in an hourof play than a year of conversation.” -PlatoYou know what you need: employees who are adaptable,flexible and collaborative, while still bringing their owntalents and viewpoints to the work. But the standardways of finding good people —interviewing, recruitingor even networking—don’t always reveal these traits theway they’ll show up in a real collaboration or crunchsituation. And sometimes, we all know, people who arebrilliant on paper and sparkling one-on-one have seriouschallenges when it comes to playing well with others.Amy VeltmanBrad RobertsonGary Hirsch
  • 138. We have experience with a quick, simple way to screenprospective hires for adaptability, flexibility and anability to collaborate (letting go of their own agendasand adding value to others’ ideas). Improv.In our work, we use improv as inspiration for ourtraining, facilitation and ideation work. We believe it’sthe perfect laboratory to see how people will behavetogether in high-stakes situations. After all, improvisersget on a stage (yikes!) with an expectation to createsomething compelling (a story) with others underextreme time pressure (instantly). Isn’t that a big part ofwhat work is? Working with others to create somethingcompelling under great time pressure!Interviews are strange in that they often measure howimpressively we can talk about ourselves, but they don’treveal as much as we’d like them to about behavior.Forty minutes of improv, however, is nothing butbehavior and action.Here are the tales of two clients who have worked withOn Your Feet and improv to screen candidates for thebehaviors they wanted from employees:1. A few years ago, we were asked by a client inthe advertising industry here in Portland, ORto help them evaluate incoming talent theyhad short-listed. We played and improvisedwith these candidates for half a day. Andthen we were asked by the agency “Whowould you like to be on stage with?”2. What a perfect question!3. Recently, one of our more visionary clientswas staffing up a new restaurant, which theywant to be an incredibly interactive pillar ofits community, so they held a hiring event,marketing it on Facebook and elsewhere withthe hope of hiring all.On Your Feet is a collisionbetween business andthe arts. We are aconsultancy that useshighly experiential methods– including tools fromimprovisation – to helporganizations like Nike,Intel, GE, Disney, Sony,Phillips and others withcommunication, creativityand change. For
  • 139. After multiple traditional interviews with each applicantto make sure that they met the baseline criteria to begood employees, the company threw the candidates in aroom with us to spend 40 minutes improvising.Almost instantly, we, along with our client, learnedvolumes about these applicants: who’s easy to interactwith versus who seems uncomfortable in their ownskin, even after a long warm-up period. We also sawwho was charmingly inappropriate—and who steppeda toe over that line. Perhaps most importantly, we sawwho sparkled while still “giving the story what it needs,”rather than trying to suck up all of the limelight, pullingaway from the team. Sure, a lot of people have a good resume, but maybemore organizations should be asking: Can my new hiresimprovise?“Interviews arestrange in that theyoften measure howimpressively we cantalk about ourselves,but they don’t reveal asmuch as we’d like themto about behavior. Fortyminutes of improv,however, is nothing butbehavior and action.”
  • 140. TheSoDAReport Section 5 : People PowerOmaid Hiwaizi, Planning DirectorAndrew Gregoris, Senior Strategist at SapientNitro“Quantified Society” andHow it Challenges What itMeans to be HumanMan has always looked to extend hiscapabilities through the use of technology, fromthe use of flint rock tools to the invention of thewheel. Today through technology we can domore than at any point in human history, but aswe extend our human capabilities beyond theirintended limits, we seem increasingly unawareof the impacts and changes being made to us.Throughout history, repeated technologicaladvancements have undoubtedly enhanced whathumans are capable of, but it is the age of the“Quantified Society” where every action is recorded,measured and judged that will have the greatestpotential to alter us. Technologies such as the Nike+FuelBand, not only measure our behaviors, but theyalso make this information highly visible and actionablethrough the creation of feedback loops which shape usphysically and mentally. These information feedbackloops give us new ways of perceiving each other andourselves, altering our views of reality and potentiallyinfluencing our morality.Helping businessunderstand and capitalizeon the rapidly changingspace where technology,people and businessescollide at Sapient Nitro.
  • 141. In the Quantified Society different types of informationwill change us in different ways. For example, take theinsurance industry, and the ability to create individual,rather than generic “Risk Scores.” These quantifiedversions of ourselves threaten to create a psychologicaldisconnect between our (quantified) real self and ourperceived notions of our ideal self. Knowing that you areinherently risky has the potential to create psychologicaldiscomfort and higher premiums, but also if you knowyou are inherently risky, do you have a moral obligationto refrain from certain activities? What happens whenthis information becomes visible to others? In the worldof dating, does a visibly low “Risk Score” become a keyattribute in attracting a partner?More and more information is being created in our“blind spots,” that is to say information that otherpeople are aware of that we ourselves are not. Howshould companies like insurers use this information?For example, are they morally responsible to makeus aware of future health issues before they arise? Orindeed, commercially, should they be allowed to acton this to alter our health premiums? These “blindspots” will dramatically increase our potential to helpor harm each other, creating more opportunities for ourmorality to be tested. Given that such technologies andtheir resulting insights are unlikely to be distributedequally across society, there is real potential for them toexaggerate the gap between the haves and have-nots.We will also want more of the data being created toremain hidden from others. Not only does this threatento create a society of paranoid people, seeking to hidetheir information trails, but it also asks fundamentalquestions about the ideas of self-responsibility andLibertarianism. For example, if patients systematicallyfail to take their medication and decide to hide this fromtheir doctor, should the doctor then be allowed to access“Technologies such asthe Nike+ FuelBand,not only measureour behaviors, butthey also make thisinformation highlyvisible and actionablethrough the creation offeedback loops whichshape us physically andmentally.”
  • 142. this information, and could this information justifiablybe used to withhold the patients’ treatment?Overall, these information feedback loops are likelyto lead to a society that places a greater importanceon empirical, rather than human, values. And ournotions of personal identity will be challenged when ourpersonal behavior, thoughts and feelings are directlyshaped by other people’s data. What is certain is that“Quantified Society” will result in a permanent digitalrecord of the human condition, and only then will wesee how well our notions of what it means to be humanreally measure up.
  • 143. TheSoDAReport Section 5 : People PowerAngèle Beausoleil, The SoDA Report Editor-in ChiefPsst.The nextkiller app isactually human.Yes, the next killer app is: You. You with theability to think strategically, solve problems,collaborate and communicate effectively. Youare a 21st century strategic thinker – youperfectly balance critical and logical thinkingwith intuitive and creative thinking – and focuson people over technology. You are the mostdesirable creature on the planet.Brands need you to restructure their org chart, convertobservations into game-changing products and find newways to engage customers. Agencies need you toAngèle Beausoleil hasspent the last two decadesworking with digitalagencies, technologycompanies and consumerbrands on identifyingmarket trends, leadinginnovative research anddevelopment projects, andcrafting strategies andaction plans. Today, shebalances her graduatestudies (MA/PhD inApplied Innovation) witha strategic inventionconsulting practice whilealso teaching DesignStrategies at the SauderSchool of Business’ d.studioat the University ofBritish Columbia (UBC).Angèle is the editor-in-chief for The SoDA Reportand a board memberfor the Merging+Media
  • 144. identify insights for market domination creative, use oldtechnology in new ways and lead innovation efforts.You are sometimes called an integrative thinker, designthinker, forward thinker or whole-brain thinker. Youcombine logic and emotion, leading to both conclusionand action. You offer a multiplicity of perspectives andaccount for only one head count.A growing number of industry experts suggestmost companies today are hindered by a low levelof innovation, due to the overwhelming use ofanalytical or critical thinking. Roger Martin, authorof The Opposable Mind: How Successful LeadersWin Through Integrative Thinking, states that mostbusiness people rely on deductive reasoning rather thancreative, intuitive or design thinking, and believes as thepace of technological change continues to accelerate,integrative thinking will play an increasingly vital role inthe survival of companies.Strategic or integrative thinkers look at relationships(rather than unrelated objects), connectedness, process(rather than structure), the whole (rather than justits parts), the patterns (rather than the contents) of asystem, and context. Thinking strategically also requiresseveral shifts in perception, which, in turn, leads todifferent ways to teach and different ways to organizesociety. This powerful skill energizes processes betweenpeople and between people and their organizations, andis the trait of a change-agent. So who are they and wherecan you find one?They are likely in your organization already. ConsiderJane who keeps raising important questions andproposing solutions around an urgent issue; or Jim whoconsistently offers ideas for alternative processes orsystems without seeking recognition; or Jill who drivesher boss crazy with intriguing questions that challengehis assumptions; or Jack who effectively manages up,Association, VancouverInternational Film Festival(VIFF), Canadian Womenin Communications’ DigitalMedia Council, and theDigital Strategy Committeeat UBC.
  • 145. as well as down. They are self-directed, self-disciplined,self-monitored and self-corrective thinkers. As effectivecommunicators and problem solvers they tend toovercome their ego within subjective contexts. Do theseattributes make you think of someone in your office? Ifnot, brace yourself for a dramatic talent search.The strategic thinker’s keen observation skills positionthem well for a definitive view of the future through theunderstanding of the past and present. And, becausetheir ego allows them to share their process andmethods with their teams, great discoveries, works ofart and new technologies result.Companies need employees who can observe, analyzesituations, solve problems, communicate logicallyand make good decisions based equally on data andintuition. They are the next killer app. So, whenobserving your own organization, look around andidentify the strategic thinking types – they will be theones your competitors are eyeing right now.Image Source:1.“The strategic thinker’skeen observation skillsposition them well fora definitive view of thefuture through theunderstanding of thepast and present. And,because their ego allowsthem to share theirprocess and methodswith their teams, greatdiscoveries, works of artand new technologiesresult.”
  • 146. TheSoDAReport Section 5 : InterviewInterview with Patrick Whitney,Dean of IIT Institute of DesignBringing Designand BusinessStrategy TogetherBusiness Week featured Whitney as a ‘designvisionary’ for bringing together design andbusiness, Forbes named him as one of sixmembers of the ‘E-Gang’ for his work inhuman centered design, and Fast Companyidentified him as a ‘master of design’ for hisleadership in linking the creation of value forusers and economic value for companies.The Bill and Melinda Gates Foundation, andthe John D. and Catherine T. MacArthurFoundation are among the foundations andcorporations supporting his work. We satdown with Whitney to discuss his perspectiveon how marketing has changed over the pastdecade and the skills modern day marketersneed to succeed.As an educator of leading design students and advisorto top global brands, Whitney is uniquely positionedto provide valuable insights on this critical topic.He advises leaders of companies and governmentagencies on aligning consumer experience with theirorganization’s strategy, including Aetna, BP, Lenovo,McDonald’s, Procter & Gamble, SC Johnson, Steelcase,Patrick Whitney is thedirector of the Institute ofDesign, Illinois Instituteof Technology, and isthe Steelcase/Robert C.Pew Professor of Design.Whitney has publishedand lectured throughoutthe world about howto make technologicalinnovations more humane,the link between designand business strategy,and methods of designinginteractive communicationsand products.Interview conducted byZachary Jean Paradis,People Power SectionEditor and Director ofInnovation Strategy atSapientNitro.
  • 147. Texas Instruments, and the governments of Denmark,Hong Kong, India, Japan and the UK.PARADIS: Philip Kotler, the father of marketing andthe guy who wrote “the book” on the topic has beenquoted saying, “Traditional marketing is dead”? Whatdo you think he means and could you comment on howmarketing has changed in the last decade or so?WHITNEY: I see changes in marketing being drivenby our transformation from a “push” to a “pull” society.Modern marketing, public relations and design werecreated to help large manufacturers maintain somesort of connection with markets that were shifting fromlocal to mass. These disciplines helped create and sellproducts. Because the middle class was growing, itwasn’t difficult to do so.But modern companies have become really good atcreating products. There are simply too many SKU’s.Consumers don’t necessarily want that choice. It’s toocomplex for companies to manage and too complex forconsumers to make decisions.Because of the increase in consumer choice, peopleincreasingly pull products and services toward themrather than companies producing them and pushingthem through traditional advertising. Instead of targetmarkets, we have to think about how companies becomemagnets. Segmentation will be challenged becausepeople don’t think of themselves as “premium carbuyers” or “value shoppers.” It no longer makes sense todescribe people by what they buy.One shift is to use customer terrains that allowcompanies to identify and respond to patterns inbehavior. But these patterns won’t fit into neatgroupings like those described by traditionalsegmentation models. For example, the terrainsStarbucks responded to were people wanting to be more
  • 148. productive outside of the traditional workplace, andpeople needing a place to have relaxed conversationsoutside of home. While Starbucks responded to theseuser terrains by creating a territory around coffee, othercoffee companies were trying to fit into segments ofbudget or premium buyers. They failed to see that itwasn’t really about coffee.The problem with companies today is that they arestill creating models that align too much with productconsumption. The consumer and the productioncategories merge to become a market segment. We needuser terrains and company territories, where terrainsare the patterns that allow them to understand useraspirations and then create territories that define theirbusiness.PARADIS: So things have changed and are continuingto change. What are the skills modern day marketersneed to really succeed?WHITNEY: One core change is thinking of peopledifferently, not as a passive consumer or segment to betargeted, but as real people with lives and aspirationsthat continually evolve. The 20th century was largelyconcerned with creating management methods so thatcompanies could decide what investments to makebased on demographic studies and other models ofprediction. Now that change is so pervasive, predictionis more difficult. We need to move from trying to predicteverything to include methods of responsiveness.What if companies didn’t think of themselves as makersand communicators of things to be sold, but instead assensors that could help users define what they want?Then, a company could quickly respond. This relatesto the new “maker” society where people are makingthings independently.
  • 149. Can marketing, product managers and designers buildsensing and responding platforms, rather than the finalproduct? We see precursors of this, where people areputting together their own TV channels. 3D printersare now where Wang and dot matrix printers were30 years ago. The 3D printing world will catch up tothe equivalent of today’s desktop publishing giving usdesktop factories. It is difficult to imagine the currentproduct development, marketing and factory modelsurviving.PARADIS: Marketing is obviously taught at bothundergraduate and graduate levels in a range ofprograms from communications to MBAs. How doyou believe education will need to evolve to meet theseneeds? Related, why do some marketers attend schoolslike the school you head, IIT Institute of Design, ratherthan follow a specifically “marketing” track?WHITNEY: At the detail level, they will have to studyresponsive media rather than mass media and relatedadvertising methods. At a philosophical level, they willhave to learn to be comfortable in a place where thedriver of our society is not conspicuous consumption,but individual production. I’m unaware of anymarketing program today with such an orientation.Some students are turning to schools of design, like IITInstitute of Design, in order to look at people first asopposed to products or channels. That allows for thecreation of all together new models, rather than merelyusing new technology to increase the flexibility of theold model.The typical titles, words and metaphors start to notwork. It’s not an “offering,” but a “request.” It is nota “user target,” but a “corporate magnet.” It’s notconspicuous consumption; it’s responsive individualproduction.
  • 150. TheSoDAReport Section 5 : People PowerKey Insight:Agencies are having to work harder to keep great talent, andmoney is not always the deciding factor.RELATED RESEARCH INSIGHTSJob Satisfaction FactorsYou mean it isn’tjust about money?Q. Please indicate the degree of importance of the followingfactors with respect to your job satisfaction.Yes, salary and flexibility are important factors for employees, with 50%of respondents indicating they are “very important.” However, the mostimportant factors cited by respondents were interesting work (76% veryimportant), culture (75%) and a good work-life balance (62%).Interesting work Education opportunitiesStong leadership/dynamic visionStabilityOpportunities foradvancementDiversity of projects Opportunities to giveback/social responsibilityVery important Somewhat important Somewhat unimportantVery unimportant Doesn’t applySalary/flexibility CultureGood work-life balance Bonuses/incentivecompensation1%1% 3%21%1%2% 1%30%2%5%1% 4% 1%76%20%1%2% 1%29%42%5%23%1%60%32%1%5% 2%44% 42%1%12% 1%1%5%2% 1%7%2%50%45%75%62%28%48%19%45%38%11%37%49%11% 15%41%35%
  • 151. Where Digital Marketing SkillsReside Now (and in the Future) –Clients RespondQ. This table combines the following two survey questionsposed to client-side respondents. In your organization, wheredo the following skill areas primarily reside? (NOW) In yourorganization’s long term perspective, where will the followingskill areas primarily reside? (FUTURE)Key Insight:Many clients are adopting an “innovate out of house” and“maintain in house” approach to their digital marketingefforts, a fact that will wield a major impact on talent needson both the agency and client sides in 2013 and beyond.Paid channel expertise/ strategy(PPC, display, TV etc.)Paid channel executionEarned media expertise/strategy(social, WOM, etc.)Earned media execution(community management,blogger outreach, etc.)Owned media execution(and maintenance)User experienceProduct/service innovationBrand monitoring andmanagementOwned media expertise/strategy(sites, mobile sites, mobile apps,social brand channels)49%56%55%21%17%16%16%14%15%9%7%7%6%6%7%47%33%45%46%41%24%33%17%20%35%7%13%19%11%11%9%9%9%13%7%13%12%10%10%43% 28% 14% 6% 9%6%51%53%50%19%19%19%17%22%19%11%4%8%2%2%4%40%39%46%44%45%22%23%17%24%20%19%20%24%16%24%14%10%8%11%7%5%8%5%5%41% 29% 16% 12% 2%4%*If not the same as your “lead agency partner”InternalNow Future Now Future Now Future Now Future Now FutureOtherYour leadagencypartnerYour leaddigitalagency*A nicheagency,productioncompanyor vendorRELATED RESEARCH INSIGHTS
  • 152. As highlighted in the table above, there are some significant trends thatare emerging when we ask clients where skills primarily reside now (andwhere they will reside in the future) with respect to digital marketing. A fewhighlights...• Primary responsibility for paid channel expertise and strategy isexpected to shift toward niche agencies and third-party companies,away from internal resources. Meanwhile, primary responsibilityfor paid channel execution will likely increase on the client side. Thetheme of “innovating out of house” and “maintaining in house” isone that has permeated many of the thought leadership pieces andresearch findings in this volume of The SoDA Report.• Lead digital agencies are expected to have increased responsibilityfor earned media expertise and strategy in the future.• Owned media expertise and strategy responsibilities for things likewebsites, mobile sites, mobile apps and social brand channels areshifting toward niche digital agencies, production companies orother third-party companies.• Clients also underscored that they believe their digital agencies willtake an increasingly prominent role when it comes to product andservice innovation (from 14% of lead digital agencies having primaryresponsibility in this area at present to 22% in the future).• Primary responsibility for User Experience (both now and in thefuture) is expected to remain with client-side digital organizations(49% now vs. 51% in the future). This is an interesting finding givethat responsive design and mobile user experience were identifiedas two keep pain points for clients, a large percentage of whom feltthey were “behind the times” or “hopeless” in this area. We believethis underscores the fact that UX will become a major investmentarea for clients. In addition, UX will represent a strong businessopportunity for agencies and production companies that can helpthose clients flatten their learning curve in this area.In fact, as shown in the table on the next page, agencies and productioncompanies are already beefing up their education and training services (aswell as embedding specialized resources at clients) to support the growingsophistication of client-side digital marketing organizations.
  • 153. Q. How have your engagement models with clients changedover the last year? (select all that apply)To bridge skill gaps across a wide range of areas, agency leaders areincreasingly getting into the education / training space, both as a serviceoffering to clients and as a way to provide professional development totheir own internal teams.Key Insight:Agencies are ramping up their client education initiativesand training offerings, as well as embedding specializedresources at client offices, highlighting a significant shift inclient-agency engagement models.Education andtraining on the riseOur engagements with clients have not changedWe’re doing more project-based work with clients22%Our engagements with clients have not changed 6%48%We’re doing more retainer-based work for clients 29%Engagement Models %28%We’re embedding specialized resources at clients aspart of our service offering 22%We’re providing more education and training services toclients who have developed internal teams to handledigital production and maintenanceRELATED RESEARCH INSIGHTS
  • 154. Q. Do you offer current and/or emerging technology trainingto your staff?Q. Do you offer current and/or emerging technology trainingto your clients?Education andtraining on the rise*296 total responsesStaff Training %We do not currently provideany training to our staff 19%49%50%Yes-team roundtablesYes-conferences26%37%6%Yes-formal techcompany trainingWebinarsOtherClient Training %Yes-mini lecturesYes-invite them toconferencesYes-webinarsYes-other (please specify)29%44%33%25%11%We do not offer technologyeducation to our clients
  • 155. Most difficult roles to fillKey Insight:As agencies, production companies, technology start-upsand client-side digital marketing organizations all beginto compete for the same talent, the number of roles thatbecome difficult to fill has risen (and will continue to rise)dramatically.Account DirectorsAccount ManagementAllAnalyticsApp DevelopersArt DirectorAnalystBack-End DeveloperC-LevelCompositorsConsumer InsightsCreativeCreativeTechnologistsCreative ThinkersCreative DirectorCreative StrategyCreative ThinkersCommunity ManagementCopywritersDataAnalystsDesignersDeveloper/DesignerDevelopersDigitalDigital CreativeDigital Creative DirectorMobile DeveloperDigital Marketing SpecialistDirector TechnologyEngineerExecutive ProducerExecutiveExperienced ProgrammersExecutive ManagementEverythingFront-End Back-End DevelopersFront-End DevelopersGeneral ManagementHTML5 DeveloperHuman ResourcesHybrid Account Service ProducersHTML5 DeveloperiOS DeveloperITManagementMarketing TechnologistsService DesignerService Designer Strategic CreativeStrategic PlanningStrategists Developers ExecutivesStrategyCreative DirectorsDesignDirectorsStrategistsTalented Developers UX DesignersTeamLeadsTechTechnology DirectorTechnical Project ManagementTechnology DevelopersThought LeadersUser ExperienceUX Designer Content IA AnalyticsUX DirectorsUX Business Development3D AnimatorsMid-Level ManagementTechnology DevelopersProgrammersProject Delivery2D AnimatorsUX DevelopmentUX Senior Developers New BusinessUX IAManaging DirectorMarketers AnalyticsNew Business ManagementMostseniorroles:tech,UX,analytics,strategyNewBusinessManagementPlannersProducersProject Managers Technical ArchitectsPublic RelationsProject ManagerSeniorSenior Account StrategySenior Creative DesignersSenior DevelopersSenior DevelopersSenior CreativesSenior Management New BusinessSenior ProducersProject ManagementUXTechnologyRELATED RESEARCH INSIGHTS
  • 156. Q. What are the positions that are most difficult to fill for yourorganization? (Question posed to both Agency and ClientRespondents)In the ’13 DMO Survey, there was an even broader range of rolesidentified as difficult to fill by both respondents of all types. Senior-level talent across a broad range of disciplines seems to be particularlychallenging to find for agencies, prodcos and clients. At the individualdiscipline level, user experience, technology, analytics and projectmanagement were among the most frequently cited, with design andaccount management not far behind.A few verbatims…“Marketers (specialized in analytics!)”“Creative Technologists (as this role continues to evolve betweenDeveloper and Creative Director)”“Management that truly understands both Digital and Traditional”“Honestly, most senior roles: Tech, UX, Analytics, Strategy”“Pretty much everything – demand for talent is increasing rapidly!”“Project Managers with the ability to create strong client relationshipsas well as having the ability to suggest viable technology solutions”“Strategy/Consulting Positions with deep knowledge of Analytics”“Technology (developers), Marketers (specialized in analytics)”
  • 157. AdvocacySection PrefaceOnly Exceptional Digital Experiences AllowedClimbing the Copyright Ladder of AbstractionLong Live Consumer AdvocacyDigital Innovation and Delivery: Surviving Market ChangesRelated Research InsightsThe SoDA Report 2013
  • 158. TheSoDAReport Section 6 : AdvocacyThe theme of ‘Advocacy’ is a tricky one. Advocacy is theact of standing up for something or someone, but alsoof actively influencing and driving change. So for whomare we standing up? And what change is it that wewant? The prevailing theme in this section of The SoDAReport is that digital agencies should be in the businessof advocating for the end customers who will use (andhopefully enjoy) the things we design and build. Thistheme is embodied in Anthony Franco’s article “OnlyExceptional Digital Experiences Allowed” and inMallory Woodrow’s piece about listening to customerviewpoints in social media.We also want to stand up not only for customers, butalso for other creators: artists, designers, writers,musicians, filmmakers, and yes, even other advertisers.Brad Gross shares an entertaining legal viewpoint in hisarticle “Climbing the Copyright Ladder of Abstraction.”And, lastly, we need to also blow our own hornsa bit and advocate for our own industry. VassiliosAlexiou discusses the importance of digital productioncompanies in the ever more complex digital serviceslandscape.So what is that we want to change? I think it’sthe following:• We need to listen more, and obsess about theact of listening (especially to customers).• We need to feel a part of something biggerthan ourselves, of our agency, and of the fourwalls we work within.Craig MenziesAdvocacy Section EditorHead of Research & UserExperience at Deepend
  • 159. • Our world is getting smaller. Our horizonnow includes places that a generationago people would rarely visit, let alone‘telecommute’ to.Enjoy the articles, and maybe think as you read: ‘Whatdo I stand up for? What do I want to change?’
  • 160. TheSoDAReport Section 6 : AdvocacyAnthony Franco,President and Co-Founder, Effective UIOnly Exceptional DigitalExperiences AllowedThe more devices and channels customershave to interact with brands, the higher theirexpectations. Companies can’t afford to offerdigital experiences that are anything shortof exceptional – the costs are too high. Sohow can we, as consultants and creators ofthese experiences, become the champions forcustomers and overcome roadblocks to ensurecustomer delight?A self-described “usabilityfanatic,” Anthony Franco,president of Denver-basedEffective UI, co-foundedhis company in 2005 underthe core belief that peopledeserve better software.In his role as president,Anthony is responsible forbuilding and strengtheningbusiness relationships,identifying new businessopportunities and marketsolutions for clients andcommunicating the valueand importance of userexperience-driven businessstrategies.“IncrementalEngagement is also basedon recognizing that themore personally relevantsomething is, the morecompelling it will be.”
  • 161. “Sam or Steve?” This is the question I find myself askingour clients quite often to uncover their philosophicalposition on their digital initiatives. Sam Walton, founderof Walmart, has a simple approach: offer a discountedexperience for a discounted price. Steve Jobs’ approachis to create a premium experience for a premium price.You could argue that both business philosophiesare valid, but they don’t both work when it comes todelivering a digital experience. I argue that a poordigital experience costs more money than it saves – it’sfar too easy for a customer to just click away from a baddigital interface.I rarely encounter clients who ask for a discounteddigital experience, but at the end of the day, they oftenintroduce obstacles that prevent us from giving theircustomers a premium experience. One of the obstaclesis always going to be budget. Clients are going to havethe budgets they are going to have, but budget aside,there are ways we, the people behind the interfacesand experiences for our clients, can commit to creatingexceptional digital experiences, no matter what thebudget:1. Every winning solution needs a maven. Bethe maven. There’s got to be someone who isthe advocate for the customer – who thinks likethe customer and places the utmost importanceon creating the best possible experience. If thisisn’t happening on the client side, make it yourresponsibility.2. Build empathy through insight. If there isnothing else you take away from this article, letthis be it: you cannot create exceptionaldigital experiences for customers withoutactually talking to them and understandingtheir needs, goals, expectations and currentexperiences. Period. Surveys won’t do it. You have
  • 162. to sit with them, talk to them, watch them. Thisdoesn’t have to be difficult or expensive. Find 5-7customers and sit with them while they interactwith your application. I promise you’ll learninvaluable information that guides the directionof your project, or even shifts the directioncompletely – in the right way.3. Don’t just design – excel at design. Keep thischecklist and every time you create an interfacemake sure it is:• Adaptive: The system should learn theindividual, not the other way around.• Beautiful: I could go on about the number ofugly interfaces out in the world today. Make itelegant and pleasing to the eye.• Opaque: People should not notice thetechnology.• Intuitive: Make the interface understandablewith little-to-no training.• Approachable: Don’t let your interface scarepeople away with complexity.When we focus on the customer and create withempathy – when our clients’ digital experiences areexemplary, they will see huge cost benefits, includingincreased conversions, reduced maintenance, highercustomer loyalty and reduced customer service calls.Not to mention the softer costs associated with apositive brand perception.So, I’m making a plea: Build Exceptional DigitalExperiences. We have the capacity, the skills and theexpertise to create great digital interfaces. Our legacywill be written by the human experiences we create.“We have the capacity,the skills and the expertiseto create great digitalinterfaces. Our legacy willbe written by the humanexperiences we create.”Image Source:
  • 163. TheSoDAReport Section 6 : AdvocacyBrad Gross,SoDA General Counsel and Global Legal AdvisorClimbing theCopyright Ladderof AbstractionA technology law attorneywith thirty years ofexperience in the computerand technology fields,Brad is SoDA’s GeneralCounsel and Global LegalAdvisor. He educatesSoDA’s members about thelaws, cases and legal trendsthat impact the business ofdigital marketing, focusingin particular on intellectualproperty and contractissues that are crucial tothe viability and stability ofdigital marketing agenciesand their clients.
  • 164. “Steal someone else’s game. Change itsname.” So begins Electronic Arts’ recently filedlawsuit against Zynga, in which EA accusesZynga of stealing EA’s copyrights in its onlinegame on Facebook, The Sims Social. Thelawsuit is but one example of how contentproducers are using the court system toprevent the expressive elements of their ideasfrom being “borrowed” too heavily by others.Let’s face it: borrowing happens, and at some level,that’s okay. But at what point does “borrowing”becoming stealing? How much can one “borrow” froman existing work before the creative process moves fromimitation to copyright infringement? In other words,how close is too close?The answer is neither simple nor obvious. We beginwith the foundational premise that copyright lawdoesn’t protect ideas, only the expression of ideas. Thedifference between an “idea” and its “expression” iscrucial: ideas are conceptual, while expression involvesphysical or tangible results. For example, copyright lawprotects this article from being copied, since it is theexpression of my thoughts. Copyright law, however,does not prevent others from writing about the sametopic (or concept) of this article.Confused? You’re not alone. Legal pundits havedebated this topic for decades, and yet no one cansay with certainty where the “borrowing” of an ideaends and the theft of expression begins. I don’t have apanacea for this incredibly vexing issue, however, I’vecome up with a tool you can use to help you answerthe question, how close is too close? (Well, it’s not atool exactly. It’s a ladder. Let’s call it, the “Ladder ofCopyright Abstraction.”)At the top of the Ladder exists an ethereal world where“How much can one‘borrow’ from an existingwork before the creativeprocess moves fromimitation to copyrightinfringement?”
  • 165. ideas and themes are born. No details are allowed atthe top of the Ladder—just stories and concepts. Bycontrast, the very bottom of the Ladder is reserved forfacts and details. It’s where the creative and expressiveelements burn hottest, and it’s where your creative folksspend most of their time.Armed with your Ladder, consider the followingfact pattern: I want to develop a fictional characterwho fights crime. He will wear a uniform uniquelyidentifying him to his friends and foes alike, and havepowers beyond those of mortal men. To add to hismystique, my character will be from another place:maybe from a “lost” city, or a different dimension, orperhaps from another solar system. Either way, hewon’t be from around here. (Right now, we’re at the topof the Ladder. Let’s descend.)My character will have a cape, and he’ll have an emblemacross his chest. Generally, he won’t need weapons;his brains and brawn will do just fine. He will keep hisidentity secret, often at great risk to his emotional andromantic life. (Descending further…)My character will be able to fly, and will haveexceptional strength and speed. He will be almostinvulnerable, except he will become desperatelyand uncontrollably weak when exposed to certainsubstances. (Descending further…) My character willwork as a reporter. And his name will be Clark. Andpeople will come to know his alter ego as a really great,even super, man.As we descend the Ladder, abstraction is displaced bydetails. The point on the Ladder where you can’t helpbut say, “Hey, that’s exactly like…” is the point whereinfringement likely begins. If you find yourself at thatpoint, climb another rung or two up the Ladder and re-evaluate your position.Image Source:
  • 166. TheSoDAReport Section 6 : AdvocacyMallory Woodrow,Social Marketing Manager, EnlightenLong LiveConsumerAdvocacySmart, successful digital marketing lies in theability to educate clients and show them thebenefits of actively listening and respondingto their customers. When applying thiscore concept to different disciplines withinan agency, social media marketing – oftenconsumer-facing – serves as a prime exampleof a ship that floats or sinks based on this idea.Mallory Woodrow is asocial marketing managerat Enlighten, where sheworks on social content andstrategy. In her spare time,she is a contributing writerfor The Daily Muse andher articles have appearedon Forbes, Mashable, andother business-relatedpublications. Follow her ontwitter: @malloryloren.
  • 167. At its core, Social Media is a conversation: a means bywhich to share and engage with the people and thingsin your life. When applying this idea to social marketingfor a brand, clients and their agencies should strive toremember that a conversation is a two-way exchange—it requires all the facets that any conversation would:listening, responding and understanding. Withoutone or all of these components, the conversationfalls flat. These simple ideas, that dictate the rules ofconversation in daily life, can be applied to both socialstrategy and content development.To make sure that these concepts are used to the fullest,it is the agency’s responsibility to both educate andillustrate the value of this concept by simplifying thethought process and providing tangible evidence suchas metrics and social analytics data. The statistics tosupport the validity of this are clearly documented,but the abstract ideas behind why it is a recipe forsuccess can be more ambiguous. Below is a short listof questions to go over within your agencies and withyour client to help better illustrate the importance ofremembering the customer:Listening: What do our consumers indicate that theywant?If your customers are talking, you should listen.Listening is important to better understand who yourconsumers are and what they want. It is the key togaining insights that help to develop compelling contentand to execute successful digital programs.Responding: Do my consumers feel acknowledged?Responding to consumers is a simple, yet effectiveway to show that you hear your customers and thattheir opinions matter. Furthermore, acknowledgingyour customers’ concerns or comments is important infostering a community of loyal customers.“Listening is importantto better understand whoyour consumers are andwhat they want. It is thekey to gaining insightsthat help to developcompelling content and toexecute successful digitalprograms.”
  • 168. Understanding: What can I learn about myconsumers from this conversation?The final component is more complex. You listenedand you acknowledged—now what insights can yougain from this exchange? The answer to this questionshould help you understand what makes your customertick and how you can better tailor your content andprograms to fit their wants and needs.The dawn of the social media age has opened doors forbrands to interact with their consumers in new ways. Atthe same time, it has empowered consumers, equippingthem with an open forum in which to be heard. Inorder to best leverage this new channel for marketingto the fullest, agencies should make every effort tohelp their clients better understand the importance ofremembering the customer.Image Source:
  • 169. TheSoDAReport Section 6 : AdvocacyVassilios Alexiou,Creative Director and Founder, Less RainDigital Innovation andDelivery: SurvivingMarket ChangesAs the digital marketing food chain is growinginto a complex web of connections, the linesbetween marketing and product developmentare being blurred. In this climate, today’sinnovative interactive production companies arebeing offered a chance to play an instrumentalrole in the overall partner landscape, applyingtheir skills towards product development ratherthan just marketing.The digital marketing foodchain is no longer linearThe marketing food chain that has been largelyunchanged since the 60’s - production companies ->agencies -> clients – is rapidly changing.Vassilios Alexiou is thecreative director andfounder of Less Rain,a digital innovationand delivery business.Vassilios is interested inthe convergence betweendesign, technology &communication, as itmanifests itself acrossvarious media and appliesto our everyday life. Hehas been responsiblefor guiding Less Rain’soutput during the last10 years, working withagencies, brands, start-ups and publishers todeliver innovative digitalcommunication, productsand platforms.
  • 170. Whilst it used to look like a line, today it is more like aweb of links, with organic connections and partnershipsbetween production houses, digital agencies, ad andmedia agencies, brands, institutions, publishers andstart-ups.This food chain transcends geographical borders andovercomes cultural differences in many more ways thanbefore.Some of the biggest brands in the UK are currentlyreaching out, creating their own preferred supplier listsfor a variety of deliverables – digital communications,interactive content and social media. The reason isquality control – something some Agencies of Recordare failing to deliver.Forward thinking brands like Red Bull have been doingthis for more than 10 years now. They own their digitalmarketing strategy and choose how and with whom toapply it.Innovative digital is not about marketingFor anyone old enough to have studied InteractiveMedia more than ten years ago, digital was rarely aboutmarketing. While at Uni, we dreamt of being artists,storytellers, entertainers and information architects. Wedevised future products that would make our lives easierand happier. We solved real problems.Somewhere along the line, advertising and marketingbudgets started funding our working lives. There wasso much demand for one-way digital communication,we all got sucked into it and it took a social mediarevolution for brands to realise they should better usedigital to offer real value back to their consumers.Enter ‘branded utilities’, Nike+ and most recently,Nike+ FuelBand, this year’s Cannes Grand Prix winner.Was FuelBand funded by Nike’s marketing budget? I“Today’s innovativeproduction companiesunderstand creativity,marketing, humanbehavior and softwaredevelopment in equalmeasures and can bean invaluable partnerto brands, agencies,publishers, institutions andstart-ups.”
  • 171. am guessing not – this is clearly innovative productdevelopment.For a select few digital production companies out there– and a good amount of SoDA members – the websites,interactive content, tools, games and apps deliveredduring the last ten years were digital products at heart.The fact they got funded by marketing budgets andoften got shelved 6 months after launch is a sign of thegrowing pains of our industry.Today, as the lines between marketing and productdevelopment are being blurred, we see these companiesgravitate much closer towards product development.Most products we use daily have a digital side – orshould have one – and the people best placed tounderstand how this side works are the visionarycreatives and technologists working in digitalproduction.Today’s innovative production companies understandcreativity, marketing, human behavior and softwaredevelopment in equal measures and can be aninvaluable partner to brands, agencies, publishers,institutions and start-ups when it comes to conceptionand delivery of digital products.Moreover, they increasingly understand business.They are starting to develop effective R&D programs,channeling ideas towards creating their own IP andlooking at briefs as business ideas.Ideas are everywhere, but the devil is in the details, andthere’s never been a better time to know how to analyzeand execute really well.Image Source:
  • 172. TheSoDAReport Section 6: AdvocacyKey Insight:Agencies of all stripes and production companies largelyagree on the need for stronger user experience standardsand advocating for user-centric design.RELATED RESEARCH INSIGHTSConsensus on Need forStronger UX StandardsQ. Which of thefollowing industryissues are mostimportant from yourperspective? (Pleasemark up to three ofthe choices) (Questionposed to agenciesand productioncompanies)Digital agencies as wellas full-service agencieswith robust digital capabilities largely agreed on many of the keyindustry advocacy issues noted above, particularly the need for strongerUX standards and advocating for user-centric design. SoDA membercompanies are at the forefront of this fight, as well as a number of otherkey industry issues such as the need to revamp the process for software-related patents in the US.For more information on how SoDA is tackling these and other advocacyissues, please contact us at need to disrupt current models for online display advertisingThe need for stronger user experience standards and advocatingfor user-centric design vs. technology as an end in and of itselfThe need to define better and more equitable contracting standardsbetween agencies, production companies and clients63%35%38%14%18462.6%18462.6%The need to define and lead digital marketing literacy initiativesThe need to influence and direct IP/copyrightstandards and practicesThe need to influence and direct privacy standards and practicesNone of these40%19%9%%
  • 173. SoDA ShowcasesWeb Lab: Chrome in Five PartsAcoustic GeniusDiscover L.A.Ecommerce Golazo“Your Space”“Storming”PinterestFashion Forward“Hilltop”Re-imaginedLuxurious Commerce
  • 174. Elevating the In-Store ExperienceFrom Saving to CreatingBear 71SkyfallRun Rio RunThe Future of NewsSpotlight on Device ConvergenceWearable TechAutomotive Re-ImaginedEmotion CubeBoost Your PranaRun the WorldSydney’s Digital Culture HubHitchhiking to Havana1440 ProjectWorld’s First Invisible AdIntelligent Life FormsNew Digs for Jack118 Floors of Working TogetherThe Transmedia TripEnhancing Experiences with the iPad TableThe SoDA Report 2013
  • 175. TheSoDAReport Section 7 : SoDA ShowcasesWeb Lab:Chrome inFive PartsB-Reel teamed up with Google and Tellartto create Web Lab, a project that aims toinspire the world and bring the magic of theweb to life in a live, year-long exhibition atLondon’s Science Museum.The first experiment, Universal Orchestra,features real instruments that visitors to the ScienceMuseum can play via a unique web interface. Through asimilar interface on the website, online visitors cancollaborate in real time, each playing an instrumentin the same orchestra.ClientGoogleMember Companyb-reel.comswipe to view images
  • 176. The Teleporter experiment lets viewers travel instantlyto places across the globe. 360-degree video feedsfrom an aquarium in Capetown, a miniature villagein Hamburg and a bakery in North Carolina let usersexplore and save snapshots to share with their friends.Sketchbots invite online and museum visitors tocapture their portrait and draw it in the sand,using a real-world robot. Users can then watch andshare a video of the results.The Data Tracer experiment visualizes the vast structureand incredible speed of the web in an engaging way.A stylized model of the world allows users to search forany image on the web and reveal how data travels toretrieve that image.Finally, Lab Tag Explorer gives an overview of the WebLab community. Users are invited to browse othervisitors’ creations and explore the connections betweenthem through a series of infographics.The experience uses the latest features of HTML5,JavaScript and WebGL technology.This first-of-its-kind physical exhibition launched inbeta in July of 2012, and will continue 24 hours a day,7 days a week until this summer.Web Lab has beenexperienced by morethan 4 million onlinevisitors and 200,000museum visitors,resulting in over 2.5million user-generatedcreations.
  • 177. Acoustic GeniusCUBOCC, an IPG agency headquartered inSão Paulo, orchestrated a masterpiece forthe launch of the Samsung GALAXY X thatrises above the noise in the world’s sixthlargest mobile market.For the much-anticipated launch of Samsung’s GALAXYX in Brazil, the team at CUBOCC, in partnership withGoogle, was determined to break through the crowdedand competitive wireless telephony space in LatinAmerica’s largest economy through an innovativecampaign. The agency’s creative technologists hackedSamsung phones and integrated them into helmets,sent the units to Sonar São Paulo (a major Music andNew Media Art Festival in Brazil’s largest metropolis)ClientSamsungMember Companycubo.ccAfter the event, thescenes captured bythe Cubocc teambecame the video for thesong Helix by Frenchelectronic group Justice.swipe to view images
  • 178. and recorded the interaction between the crowd andthe helmets + phones. The team at Cubocc created abrand experience that, rather than being invasive,was relished and lauded by technology aficionadosat the event.
  • 179. Discover LADigitaria designed DiscoverLosAngeles.comto be the most social media-centric tourismsite to date, capitalizing on the city’s uniqueblend of sprawling neighborhoods andcelebrity is the definitive hub forcomprehensive, interactive and current informationabout all that Los Angeles has to offer in a varietyof lifestyle categories, including culture, sports,attractions, nightlife and dining. The site is aone-stop online resource for tourists and residentsalike, using a map-based neighborhood approachto introduce the vibe of each area, from downtownto the beaches to the Valley.ClientLA Tourism &Convention BureauMember Companydigitaria.comVideoWatch hereProjectVisit hereswipe to view images
  • 180. The website features blogs from LA celebs, such asMagic Johnson, Tony Hawk and Top Chef CurtisStone, writing about their personal choices andpreferences for where to go and what to do. The site’s“Experience Builder” invites users to add any activity,including celebrity recommendations, to an “LA BucketList,” which integrates with Google Maps. The siteincorporates Facebook and Twitter for real-time sharingand feedback, and the events calendar incorporatesa comprehensive feed of what’s happening throughuser-submitted events, as well as Ticketmaster andExperienceLA. An integrated marketing campaign todrive people to the site will launch in first quarter 2013.Direct traffic toDiscoverLosAngeles.comhas increased by 65%since the site launched.
  • 181. EcommerceGolazoRelaunching a global clothing brandacross 30 markets to ignite sales and drivehigher brand awareness is no small feat.The team at DOMANI rose to the challengeand crafted a beautiful interactive experiencethat does just that.DOMANI was asked to lead the re-launch of, the global soccer and lifestyle clothing brand.Established in 1924, Umbro is the original Manchester-based football brand that invented sports tailoring.Today, Umbro is committed to expanding throughonline sales and increased global recognition.ClientUmbroMember Companydomanistudios.comProjectVisit hereswipe to view images
  • 182. The first and most obvious goal was to retire a datedFlash-based website and embrace a more contemporaryand mobile-friendly HTML-based version.DOMANI led Umbro and eight vendor partners througha discovery process in which site content, brandstandards and marketing initiatives were broken downand built back up for the relaunch. The effort resultedin a new that incorporates a revampedbrand design guide and a refined, efficient contentmanagement system (CMS). The CMS enables ease ofuse for both central and regional administrators.The new Umbro.comallows content to beshared across 30 differentmarkets in nine languages,streamlining the contentmanagement process andallowing administratorsto accomplish more in lesstime, and get product upfor sale quicker.
  • 183. “Your Space”Innovative and engaging display creative ontablets is in extremely short supply. This Aviscampaign by the Montevideo-based Encidentproves relevant and inspiring ad experiencescan make a major impact.Avis is arguably the leader among rental car companieswhen it comes to providing its customers with completecontrol over their “space” on the road. The core conceptof this execution is based on that premise – allowingevery customer’s rental car experience to be uniquelytailored to their preferences and needs.As a one-of-a-kind display ad experience for tablets,Encident created an impactful campaign by catchingthe user’s attention and engaging them with the Shakefeature of iOS devices. The team at Encident understoodClientAvisMember Companyencident.comProjectVisit hereswipe to view images
  • 184. that if they were to interrupt users during their tablettime, the reward would have to carry strong value andvisual appeal. This became the team’s mantra from theonset of the concepting, through to design, CGI and3D animation and final development. Encident wasable to amp up the value proposition and relevanceto individual users by creating an engaging interceptexperience that could be customized and shared viaFacebook and Twitter’s APIs.Digital MagazineAwards named thiscampaign the MagazineAdvertisement of theYear, saying “this iswhere the future ofdigital advertising isheading.”
  • 185. “Storming” PinterestFirstborn creates first-ever branded mosaicson Pinterest to help launch UNIQLO’s new UIPline of clothing.To promote “the ultimate functional wear” that keepsyou cool and dry while exercising, Firstborn andUNIQLO created mosaics on Pinterest. As usersscrolled through Pinterest public feeds, giant blocks ofimages appeared. Working together, the image blockscreated an impossible-to-miss, branded mosaic.As users continued to scroll down the page, the brandedimages seemed to animate. To reach active, on-the-go consumers, the guerilla campaign targeted fivecategories: Men’s Apparel, Women’s Apparel, Geek,Fitness and Sports.ClientUNIQLOmember companyfirstborn.comvideoWatch hereswipe to view images
  • 186. Extensive R&D ensured the images would appear inone group. To evade Pinterest’s detection algorithms,Firstborn set up over 100 shell accounts ahead ofthe launch, which were later switched to UNIQLObranded accounts. A group of Firstborn employeessimultaneously pinned pre-selected images tosuccessfully free users from the monotony of Pinterestscrolling.With a strong team effort, the UNIQLO Dry MeshProject on Pinterest brought attention to the newproduct with an experience as innovative as theproduct itself.The campaign wasextremely well received,earning over 55 millionmedia impressions acrossmore than 60 differentmedia outlets, includingCreativity Pick of TheDay, Mashable, BusinessInsider, Simply Zesty,Complex and HypeBeast,among others.
  • 187. FashionForwardFluid redesigns for weband mobile, building momentum where today’smillennial shoppers thrive.Charlotte Russe, the “fast fashion” retailer of trendy,value-priced clothing, shoes and accessories, tappedFluid’s proven history as a retail-focused creative andinteractive agency leader. In response, Fluid designeda digital retail hub for the brand that engages itsmillennial shoppers, attracts new customers anddrives them to conversion.From user experience design to client strategy andvisual design, the mobile and online sites were builtwith Charlotte Russe’s youthful, on-the-go consumersClientCharlotte Russemember companyfluid.comProjectVisit hereswipe to view images
  • 188. in mind. The Fluid team designed an experiencethat features rich, visual merchandising across bothchannels, and included an integrated Facebook networkthat strengthens the Charlotte Russe community ofshoppers, enabling conversations to unfold over theentire shopping experience. The functionality mimicsthe Charlotte Russe offline, in-store experience byshowing a Facebook feed of other shoppers who areviewing, commenting on and buying products.Rather than simply integrating “Like” buttonson product pages, Fluid created an exceptionallytransparent community. Customers are easily ableto purchase trendy clothes and see what other itemsshoppers are viewing and buying on the site.For example, features the section,Who’s Shopping What?, which enables shoppers to geta pulse on shopping trends on the site. Shoppers cansee who has purchased and commented on items.Additionally, each subcategory page includes a MostLiked section, highlighting popular items ranked fromone to ten. Consumers are engaged by the ability to“comment,” “love,” and “buy” items, or send a productdetail page to a mobile device.One month after therelaunch, revenue andAOV (Average OrderVolume) increasedsignificantly vs. theprevious month and on aYOY basis.
  • 189. “Hilltop” Re-imaginedToday’s technology allows us to make good ona promise Coca-Cola made over 40 years ago,letting users “Buy the World a Coke”—from thepalm of their hand.With Project Re: Brief, the team at Grow Interactive wastasked with an amazing – albeit daunting – challenge.They were asked to re-imagine Coca-Cola’s classic“Hilltop” commercial for a modern audience in thedigital age. Fulfilling the promise of the original ad,Project Re: Brief allows users to connect with strangersby sending a Coke around the globe to an unsuspectingrecipient, making the world feel just a little bit smaller.The ad can be experienced on mobile phone apps inGoogle’s AdMob network, across iOS and AndroidClientGoogle and Coca-Colamember companythisisgrow.comvideoWatch hereswipe to view images
  • 190. devices. Made possible through AdMob rich mediaads, coupled with custom-designed vending machines,viewers can buy the world a Coke with a few taps ontheir mobile phones.Viewers can decide where to send a Coke by selectingone of many machines located around the world,from New York City to Cape Town to Buenos Aires.They can then add a custom text message to personalizetheir Coke delivery. Google Translate converts thesemessages on the fly, breaking down the languagebarrier across countries. A dynamic video with GoogleMaps, Street View and composite motion graphicsshows the Coke’s journey from the viewer’s currentlocation to the vending machine across the globe.Once the Coke is delivered, recipients are not onlytreated to the generosity of a stranger thousands ofmiles away, but they can also say “thanks” by sendinga message of their own back to the user. A galleryshowcases some of our favorite exchanges betweenpeople around the world connecting over a can of Coke.The ad generated publicdiscourse about digitaladvertising, with over4,000 Cokes and messagesof thanks shared inmultiple languages, across57 countries. Interactionrates were almost 5x theindustry norm, provingthat great stories andwonderful experiencestranslate directly to resultsin digital advertising.
  • 191. LuxuriousCommerceIn a 1973 interview with Business Week,Fred Pressman – son of the company’snamesake founder Barney Pressman –affirmed, “The best value you can offer acustomer is personal attention to every detail,and they will return again and again.”The luxurious retailer’s new website,created by Huge, is accomplishing just that.When Barneys partnered with Huge to redesign itswebsite in 2012, the legendary retailer sought tosimplify the navigation process while amplifyingengagement for visitors. By implementing tools likeClientBarneysmember companyhugeinc.comProjectVisit hereswipe to view images
  • 192. “Complete the Look,” “Favorites” and “ExclusivelyOurs,” the redesigned actively immersescustomers in the shopping experience while digitallyconveying the legacy of the brand.New tools help visitors take a look into the latestBarneys’ fashion, as well as the culture surrounding it.For example, the new “Favorites” tool offers a socialway to shop and keeps the fashion that customers craveright at their fingertips. Shoppers can create a look thatsuits them, mark favorite items or entire categories,and keep track of particular styles and designers, sothey will be the first to know if something new arrives.Once enough people favorite an item, it is deemed“Most Loved,” earning a spot on the list of thingsBarneys shoppers and fashion insiders truly covet.Additionally, the “Exclusively Ours” tool highlights theunique relationships Barneys has with the industry’smost talented designers. Customers can filter through adesigner’s entire line to view items that cannot be foundanywhere else. Pieces can be explored as a collection oras a curated “look book.”With new, in-depth features created specifically with thecustomer in mind, the redesigned offersshopping with a story.Traffic to Barneys.comincreased by 34% afterthe new site launched inMay 2012, and it willsoon overtake the BeverlyHills store as thebrand’s second-largestrevenue producer, afteradvertising.
  • 193. Elevatingthe In-StoreExperienceThe Nike Action Sports interactivein-store experience brings to life whatmany brands are talking about, but fewhave successfully implemented.The Melbourne-based digital agency IE brought Nike’somni-channel aspirations to life by developing aninteractive in-store experience for Nike Action Sportsusing RFID technology, tablets and banks of TV screens.IE and Nike Australia recently launched the world’sfirst Nike Action Sports interactive in-store experience.ClientNikeMember hereswipe to view images
  • 194. The installation consists of a back wall with integrateddisplay technology (TV screens and iPads) and anRFID sensor that reacts when a product is placed on it,displaying relevant content. Ambient video contentand brand messaging are displayed on TV screenswhen there is no customer engagement, which createsa dynamic environment to attract consumers.The system has been designed to scale up or downso that it fits within a wide variety of retail storeconfigurations, ensuring that consumers acrossAustralia are able to enjoy the experience.Interactive content related to user interaction isprimarily displayed on the iPad, showing productfeatures and marketing content, and is supported bypassive product information on the TV screens.This allows product content to be viewed by others andextends the reach of the interaction from the currentactive user to other customers in the store.The iPad allows customers to purchase their desiredproduct online, if the size or style they want is notavailable in-store, or save the product for laterpurchase via QR code, email or MMS with links toNike’s online store.The interactive in-store experience brings to lifewhat many brands are talking about, but few havesuccessfully implemented. Lifting the in-storeexperience and supplementing it with digitalcontent allows customers to research in-store,rather than having to pull out their smartphoneto find more information.Since the first storelaunch, sales andproduct engagement haveincreased significantly. Itwill be rolled out acrossAustralia in the firstquarter of 2013.
  • 195. From Savingto CreatingWater your garden, grow your retirement.As part of a full website redesign and contentshowcase, IQ created a series of five videos for thefinancial services company VALIC. Using light-heartedanalogies, VALIC set out to help their customersunderstand some of the most important financialconcepts that can affect their lives.The videos, all produced in-house at IQ’s studio andproduction facility, tell the story of retirement goals,challenges and solutions. Each was shot in about850 separate frames and produced using a mix ofstopmotion and animation. Our animators cut outabout 1,000 tiny paper shapes and props to build aClientVALICmember companyiqagency.comProjectVisit hereclick to watch video
  • 196. total of 200 objects used in the videos. Even moreimpressive, each video was produced in 7-10 days.They encourage viewers to share information abouttheir investments in order to help them roll theirportfolios over to VALIC accounts. They also explainthe essentials goals of retirement and how a financialadvisor can help on the journey. These simple and funvideos bring the brand difference to life and separateVALIC from other companies, showcasing its warmthand empathy. In the end, VALIC understands that themost engaging brands will be the ones to win the heartsand minds of consumers.The videos helpedestablish brand tonality,connect consumers toVALIC and cultivaterelationships withcurrent and prospectivecustomers.
  • 197. Bear 71The Interactive Documentary You Can’t TurnAway From.This first-person-narrated interactive documentarydebuted alongside its sister installation piece at theSundance Film Festival. Bear 71 is an exploration intowildlife surveillance and how habitat managementchallenges the notion of “the wild” in Banff, the most-developed place in Canada where grizzly bears still exist.Using a proprietary Jam3 3D engine, this interactivedocumentary embodies the subject of the story whilefusing organic nature with invasive technology -technology being used both to monitor animals in Banffand alter wildlife surroundings so that humans andanimals can live in such close proximity.ClientNational Film Boardof CanadaMember Companyjam3.comvideoWatch hereswipe to view images
  • 198. The NFB approached Jam3 with the concept of acreating an interactive doc that was going to be verynon-traditional. They had a script, an archive of1,000,000 photos and an idea of using a map as aninterface. The team at Jam3 worked with them to fleshout what the interface would look like, the technicalfeasibility of the project, and how users could interact.It was a very collaborative process with much iterationof all stages to ensure that the final product wassomething extremely special.What resulted was a multi-user experience site whereusers were plotted on a super stylized map of BanffNational Park. The experience is narrated by MiaKirschner from a first “person” perspective of thebear. The user can follow Bear 71 on the map whilelistening to the narration that coincides but they canalso freely roam around and click on tertiary content.At certain key moments in the story, text or photos willautomatically come up for the viewer to watch.There is also a “surveillance wall” where users whoallowed access to their webcam would – for the mostpart unknowingly – broadcast their feed to others onthe site. This furthered the theme of surveillance andhow much like the animals in Banff, we are also beingconstantly monitored.The project exemplifies how combining a compellingnarrative with immersive storytelling, design, music andinteractivity can take users through the same range ofemotions as a traditional film documentary.The project went onto win Gold at bothCannes and The OneShow and was namedFWA Site of the Year.The initiative quicklyreceived praise andattention in Wired,Creativity, Contagious,Huffington Post andmany other publications.
  • 199. SkyfallDVD InterfaceFor the latest James Bond film, marking 50years of Bond, London-based Less Rain wastapped to create strikingly beautiful interfacedesign and moving image work for theBlue-Ray and DVD releases.In late 2012, Less Rain was asked by Fox to develop aconcept for the Skyfall Blue-Ray and DVD titles.The company worked closely with Rattling Stick,who created the original film’s titles, as well as Deluxeto identify opportunities the BD-J authoring systemoffered for innovation. Less Rain delivered a series ofapproaches that used sound and animation to create amemorable and seamless user experience.ClientFoxmember companylessrain.comswipe to view images
  • 200. The ambitious project was completed in a single month.All stakeholders proved to be extremely happy with theend result, with final sign-off being received fromSam Mendes, the director, as well as Barbara Broccoli,the film’s producer.The final solution usedsound and animation tocreate a memorable andseamless experience forBond aficionados.
  • 201. Run Rio RunAn initiative from the Brazil-based agency,LiveAD, infuses one of the world’s most scenicraces, the Nike Rio Corre 10K, with cutting-edge technology and social intelligence.On December 9th, Rio de Janeiro—aka “The WonderfulCity”— became even more spectacular. The city hostedthe Nike Rio Corre 10K, a race where runners andfriends could share their feelings about the experiencethrough their social networks. The digital experiencewas inspired by the Nike São Paulo-to-Rio 600k,winner of the Facebook Studio Awards as well as a GoldLion in Branded Content and Entertainment at Cannes,both in 2012.The experience included moving video cabins connectedto 2,000 runners’ Facebook accounts via RFID (Radio-Frequency IDentification). While running close to theClientNikeMember hereProjectVisit hereswipe to view images
  • 202. cabin, runners could record a video message that wasuploaded directly to their profiles.Stationary video cabins were also available in the endof the race, so every athlete could express their feelingsafter crossing the finish line. Along the way, there weresuper frames where athletes had their pictures takenand posted to their Facebook profiles.In addition, a “fuelstream” was created, displayingpictures, tweets, Instagram-tagged photos andfriends’ messages of encouragement on a big screenin Copacabana at the finish line—accompanied by livemusic! A short film of the event was produced,capturing the participants running passionately,and finding their greatness among the beautiful sightsand sounds of Rio de Janiero.The experienceincluded movingvideo cabinsconnected to 2,000runners’ Facebookaccounts via RFID(Radio-FrequencyIDentification).
  • 203. Future of NewsITV asked Made by Many to transform its newsofferings for web and mobile. This project hadfew limits and an ambitious goal to redefine thefuture of news.ITV had an acute need for a product that couldimprove its status as a public service news broadcasterin order to compete with competitors’ establisheddigital operations.The competition, while having more robust digitalofferings than ITV at the project’s onset, was stillstuck in a print paradigm of editions, articles andpages with a daily publishing cycle served by sluggishcontent management systems. Everything looked thesame, and little – if anything – changed within articleseven as new developments emerged over the course ofa news cycle.ClientITVMember hereswipe to view images
  • 204. The ITV initiative gave rise to new notions about hownews production and consumption could function.What if all the news could be delivered as a stream thatwas perpetually updated and able to be filtered by story?ITV had a fantastic news-gathering resource with 300journalists covering news and delivering broadcastnews three times a day. Whatever the team at Made byMany created needed to use the raw by-product of thenews gathering process without getting in the way ofbroadcast news. The proposed solution involved a bigcultural change, and as much focus on transformingnews production as on news consumption.Made by Many prototyped multiple delivery interfacesfor consumers and journalists designed to serveconsumers’ need to know what the world is talkingabout today. With a rigorous focus on customerdevelopment, the team at Made by Many integrated avariety of features necessary for the stream’s success.They also created an innovative bespoke admin system,working with journalists in the newsroom at ITN toperfect a super-fast publishing system that enables ITVNews to scoop Sky and the BBC.Made by Many ultimately built a completebespoke news platform in a period of four months.Since launch, traffic hasrisen from 200,000visitors per month to2.5M (40% of whichis mobile traffic),enabling ITV to becomea major player in onlineUK news.
  • 205. SpotlightOn DeviceConvergenceThis innovative experience created byMCD underscores how creating an inter-connected ecosystem of devices deliversvalue to consumers.MCD created this online experience to showcaseconvergence for Samsung. The company tasked MCDwith finding the most effective and simple way tocommunicate how Samsung products connect togetherin all kinds of different ways to enhance customers’daily lives. The single webpage combines richstorytelling with an interactive, parallax design.ClientSamsungMember Companymcdpartners.comProjectVisit hereswipe to view images
  • 206. The experience brings life to the benefits of anintegrated family of products while reinforcinginnovation as a part of Samsung’s brand story.The MCD team felt there was a real opportunity touse the popular features of parallax scrolling to tell acomplex story about how the products interact together- using the scrolling format in a functional way ratherthan for simple design effects.The online experience now serves as the centerpiece ofSamsung’s efforts to find smart ways to communicatewith customers about how the company is at theforefront of innovation in the world of convergenceand connected devices.The experience hasreceived a number ofindustry accolades,including CSS Awards‘Site of the Day,’FWA Public Shortlistand an AWWARDSnomination.
  • 207. WearableTechIntroducing the world’s first wearable, sharable,programmable t-shirt.tshirtOS is part of Ballantines’ “Leave an Impression”campaign and is the world’s first wearable, sharable,programmable t-shirt. The goal of the project was tobring that overarching concept to life and to empowerpersonal expression in a way that would capturepeople’s attention, allowing the message to spread viaearned media channels.This wearable technology is 100% cotton and stitchestogether digital and analogue by updating the originalcanvas for self-expression with a full color 1042 pixelscreen, speakers, accelerometer and a megapixelcamera. With the swipe of a finger, the iOS app lets youClientBallantinesMember Companymediamonks.comVideoWatch Hereswipe to view images
  • 208. share Facebook posts, tweets or music straight to theshirt, or use it to take pictures and push them to yourInstagram feed.A short film about the initiative and product demovideos garnered well over 2.5 million combined views –mostly driven by blogs, social media channels andhigh-profile online publications. The online attentionhas translated to traditional media coverage, withtshirtOS appearing on a variety of TV programs andin magazines around the world. Most importantly,it has created a new and powerful form or personalexpression, tied in a very compelling way to theBallantines brand story.tshirtOS is a leadingexample of wearabletech and has secureda string of innovationawards since its debut.
  • 209. AutomotiveRe-ImaginedTesla Motors is the world’s most innovative carcompany, launching radically new products in afamiliar category.Tesla’s challenge was an ambitious one – educatingpotential buyers on the power of electric vehicles andlaunching a new brand — all while rethinking the entireautomobile industry.Prior to the release of the Model S, its first mass-marketcar, Tesla needed to establish itself with potential buyersas a fixture in the automotive landscape. The strategywas to build familiarity with the brand and generatesales by creating small-footprint stores in high-incomeClientTesla Motorsmember companyodopod.comswipe to view images
  • 210. shopping areas. The company also wanted to maximizeuse of the limited real estate in the stores with a set ofinteractive kiosks designed to educate the public andconvert prospects.Odopod’s solution was for the new Tesla Stores tofeature three interactive kiosks, a sales station andvideo wall designed and developed by the SanFrancisco-based agency — all part of an orchestratedexperience designed to educate the public on Tesla’sofferings and drive sales.The Tesla retail storeshave spurred increasedbrand awareness, stronglead generation and alift in sales. More storesare opening worldwideeach month.
  • 211. Emotion CubeScandinavia’s largest newspaper,Helsingin Sanomat, heralds its format changefrom broadsheet to tabloid with the ‘EmotionCube,’ an interactive experience that pulsateswith readers’ emotional reactions to itsnews stories.Created by hasan & partners and produced by PerfectFools, the ‘Emotion Cube’ responds to reactionsgenerated by selected news stories. The Cube is part of acampaign designed to remind readers about the powerof journalism to generate an emotional response.The emotions caused by these stories will light upKamppi Square, Helsinki, where up to two millionpeople experienced the installation during its three-week tenure. The 4m x 3m Cube is constructed frommilky plexiglass and powered by 200,000 lumens ofClientHelsingin SanomatMember Companyperfectfools.comswipe to view images
  • 212. light – the type of power usually found lighting up carparks and shopping centers.Each of the eight emotions: Hope, Sorrow, Joy,Worry, Interest, Anger, Compassion and Surprise areilluminated by a series of colored LED bulbs, rangingfrom green for Hope to red for Rage.By sharing their feelings via a smartphone, tablet or PC,the combined mood of readers will pulsate in a specificcolor, while the emotion’s written word glows eerilyfrom within the Cube.The ‘Emotion Cube’ is social media for journalismand takes the idea of Facebook’s “Like” button to anentirely new level. It is a visual representation ofreader sentiment on news stories. Caroline Lilius,VP marketing of Helsingin Sanomat, says: “HelsinginSanomat is not only a multichannel news mediaorganization, but also a trusted companion in everydaylife. The cube is a brand experience, part of a larger setof activities demonstrating to non-readers the uniquerelationship our readers have with the publication.”The initiative, viewedby two million peopleover its three-weeklifespan, has receivedwidespread accoladesfrom the global tradepress, including Ad Age,Creativity, 12Ahead andothers.
  • 213. BoostYour PranaPound & Grain’s work for Canada’s largestYoga company is inspiring yoga aficionadosacross the nation.Prana is the Sanskrit word for “life.” It is the vital energythat lives inside everything and everyone. If you’relacking motivation, feeling grumpy, or you’re just goingthrough the motions of your day, it’s time to work onheating up some prana in your system.In 2012, the Vancouver-based agency, Pound & Grain,built YYoga’s first iPhone app to do just that. Theapp focuses on increasing social connections amongpassionate yoga practitioners and motivating themto achieve their fitness goals. The idea was to create aClientYYogamember companypoundandgrain.comswipe to view images
  • 214. variety of social hooks within the app so that users couldfind out what their friends were doing–all with theinsight that if you see your friends attending a class orachieving a yoga-related goal, you’d be inspired in yourown fitness journey.The app allows users to reserve classes, learn yogaposes, and invite friends and share progress andaccomplishments. You can find a nearby yoga class,learn about promotions and events first, and creategoals to motivate you–all from your phone.The gamification elements were designed to alignwith yoga’s primary motivations – minimizing stress,trying new styles, challenging oneself to practicemore and developing more energy. Throughout thechallenges, users receive beads towards a full Malanecklace, which is awarded and shared on social mediaupon completion.YYoga’s new appwas quickly added toApple’s Top Five FreeHealth and FitnessApps in Canada.And for the YYogacommunity, the 2 keyfeatures — gamificationand automatedbooking — were wellreceived, with massiveuser adoption rates.
  • 215. Run the WorldThe iFit iPad app, developed by creative digitalagency Rain, has been touted by Google asthe most robust Android app built to date.iFit Live, powered by Google Maps, is a revolutionarypersonal conditioning app that connects users’ iPadswith iFit-powered treadmills. iFit allows users to trainin locations around the globe with map-based workouts,but all from the comfort of their own homes.When integrated with the user’s treadmill,iFit automatically simulates the incline and decline ofthe natural terrain while displaying the Google StreetView images right on the console. iFit automaticallytracks and records every workout so that users canmonitor progress and results.ClientICON FitnessMember Companymediarain.comswipe to view images
  • 216. The customized, map-based workouts allow users torun the streets of Paris, the beaches of Australia or thechallenging up and down terrain of the Grand Canyon.Users control the speed, incline and resistance of themachine right from their iPads and track their workoutschedule and history across all iFit machines. Users canalso participate in one of many iFit-provided workoutsor lose weight with Jillian Michaels or ElisabethHasselbeck through a variety of targeted programs.ICON Fitness is the current leader in home fitnesswith a goal of becoming the leader in social fitnessthrough applications created by Rain. Integrating withiFit-powered treadmills, cycles and elliptical trainers,the interactive apps augment personal training,peer-to-peer recognition and overall personal wellness.A few tallies for iFit Liveusage as of early 2013:Distance Run:29.3 million milesCalories Burned: 2.8 billionPounds Lost: 800,000No. Workouts: 7.2 million
  • 217. Sydney’s DigitalCulture HubSydney Festival is bursting at the seams withworld-class programming in dance, theaterand the visual arts. ANZ Buzz, created byReactive, now allows festival-goers to betternavigate this cultural behemoth and to createa curated experience.Sydney Festival is one of Australia’s largest annualcultural celebrations with an international reputationfor modern, popular and intelligent programming.Reactive created ANZ Buzz, a site that collates postsabout the Sydney Festival from Twitter, Facebook,Instagram and YouTube, enabling users to see aClientANZ Buzzmember companyreactive.comswipe to view images
  • 218. personalized summary of their own as well as theirfriends’ event activity on their desktop, tablet ormobile device.For three weeks each January, the Sydney Festivaloffers a rich program of around 80 events involvingmore than 500 artists from Australia and around theworld. Performance mediums include dance, theatre,music, visual arts, and interactive forums. The sitefeatures both list and map views, so festival goers canview tweets, photos and check-ins either as a social feedor as festival map ‘hotspots.’Social media is already used extensively by visitorsto the Sydney Festival. ANZ Buzz now provides aninnovative platform to aggregate all of this interestingand useful content in one place, ensuring visitors savetime and get the most out of their festival experience.As the 2013 eventcame to a close, ANZBuzz also generated aninsightful dashboardsummary of socialactivity across theentire festival so thatorganizers could beginoptimizing the festivalexperience for 2014.
  • 219. Hitchhikingto HavanaMoscow-based Red Keds created aninnovative campaign to launch the film“7 Days in Havana” via social and to amassa following for the Caribbean island’s mostfamous liquor brand.The idea was to create an interactive reality show onFacebook for Havana Club, the celebrated Cuban rum.A country of pure emotions, Cuba embodies the notionof finding your own way in the world. The team at RedKeds decided the island nation’s spirit of distinctivenessand resolve should be used as inspiration for thecampaign. “The Hitchhiker’s Guide to Havana!”was born, an interactive reality show about sixpeople who leave everything to go to Cuba.ClientHavana Clubmember companyredkeds.comswipe to view images
  • 220. Three teams were selected to compete. They traveledfrom Moscow to Cuba, hitchhiking and filming eachday with a video camera. Each of the three teams hadtheir own individual route. Arriving at checkpoints,teams carried out assignments related to Havana Clubrum, the film, and additional assignments from users.The victory went to the team that could tell the mostinteresting story and generate the strongestfollowing on Facebook.The initiative generatedmore than a 100,000“likes” and over4MM impressions onFacebook alone.The project was alsocovered extensivelyby Russian and otherEuropean media outlets.
  • 221. 1440 ProjectResn and BBDO’s 1440 Project connectsREI’s brand enthusiasts in a unique and highlyvisual way.BBDO Atlanta teamed up with creative digital partnerResn to design an innovative interactive project foroutdoor retailer REI that would invite the participationof the brand’s loyal enthusiasts. The result of thecollaboration was REI 1440 Project - a minute-by-minute photography timeline. The shared collectionrepresents the REI community’s collective love of theoutdoors, with over 3,400 images uploaded in the first15 days alone.Cabot Norton, SVP, Executive Creative Director atBBDO Atlanta said:ClientREIMember hereswipe to view images
  • 222. “REI has a highly-engaged customer base. Customersform an active community that share quality outdoorphotography amongst themselves. The brand wantedto offer something in return and build a platform thatwould allow their community to share their images inan easy way, and in real time.”Rik Campbell, Managing Director and co-founder atResn, said:“We translated the original creative brief, whichwas to illustrate an entire day of 1,440 minuteswith images, into an immersive HTML5 experience.It was paramount to us that design should not becompromised by usability, and vice versa. We createda fun and simple method for users to add the time,activity, location and descriptions to images,making it a joy for people to get involved and share.”The site is a highly visual HTML5 responsive design fordesktop, tablet and mobile platforms. The site employsFacebook Connect for easy authentication and sharing.Users can contribute photos from their mobile, tablet,Facebook and Instagram accounts, allowing people toview and filter images on a 1,440 minute timeline.Users can filter and search the site by time, name,location, hash tag or activity. The minimalistic andintuitive design makes it easy to upload photos andensures an enjoyable browsing experience.The shared collectionrepresents the REIcommunity’s collectivelove of the outdoors,with over 3,400 imagesuploaded in the first 15days alone.
  • 223. World’s FirstInvisible AdIf ads are invisible to teens, then make theworld’s first invisible ad.With LYNX now targeting both sexes with LYNXAnarchy for Her (the brand’s first ever femalefragrance), chaos was inevitable. So, Soap Creativehit Sydney’s streets and used a digital ambient stuntto prove it.With the insight that ads were ‘invisible’ to the LYNXaudience, Soap needed to do something unique.The agency created the world’s first invisible ad byreplacing the windows of a terrace house in a popularClientUnilevermember companysoapcreative.comvideoWatch hereswipe to view images
  • 224. nightclub district with hacked LCD screens. To thenaked eye, each window glowed white. But, when youput on a free pair of special LYNX Anarchy sunglasses,the ‘LYNX Effect’ was unleashed, giving passers-by avoyeuristic view of the chaos unfolding inside.[Note: For our readers outside the UK and Australasia,Unilever’s LYNX line of grooming products is known asAXE in most other parts of the world].10,000+ peoplewitnessed the chaoslive. Additionally,420,000+ YouTubeviews of the eventvideo were generatedand 43,000+ newFacebook likes produced.The stunt also generateda groundswell of presscoverage by mainstreamnews and culture/trendsites.
  • 225. IntelligentLife FormsThe San Francisco-based agency, Stimulant,designed and developed a signature interactiveexperience for the Intel pavilion, captivatingaudiences at CES 2012.The Intel Connect to Life Experience is a 168-foot-wideinteractive 3D virtual life simulation that spannedthe entirety of Intel’s booth at CES 2012.Conference attendees could use any of six stationsaround the perimeter of the booth to create a shapeusing their hands, phone, keys—or pretty muchanything. The silhouette of that object was used togenerate a unique bioluminescent life form on theClientIntelmember companystimulant.iovideoWatch hereswipe to view images
  • 226. massive projection surface overhead. The animatedlife forms interacted with one another in playful ways,dancing with one another or chasing other life formsaround the ecosystem.The Stimulant team managed to create an immersiveexperience that was engaging and eye-catching amidstthe crowded conference halls, yet delightful andeasily understood within seconds. The Connect to LifeExperience helped make Intel one of the most visitedand talked about booths at CES 2012.Over 30,000 uniquevirtual life forms werecreated by conferenceattendees duringthe four-day event,approximately one lifeform every 3.5 seconds.
  • 227. New Digsfor JackCrafting a digital home for Jack, his food andhis off-beat sense of humor.Driven by the mobile-first behavior of a devoted fanbase and inspired by the quirky Jack in the Box brand,Struck structured, designed and developed a new digitalpresence for the iconic fast-food company. The effortincludes automatic geo-location to recommend nearbyrestaurants, photo filters for menu items, a “zipper”packed with unusual branded content and a numberof unique Easter eggs. Visitors will also find a richmobile experience that goes far beyond the typicalbare-bones, data-only solutions employed by mostquick-serve restaurants.ClientJack in the Boxmember companystruck.comProjectVisit hereswipe to view images
  • 228. “We wanted to give our customers a new and thrillingonline presence, while maintaining a tone consistentwith the brand our fans know and love,” said NickFletcher, DVP of Marketing at Jack in the Box.“Having spent the last year with Struck as ourDigital Agency of Record, we all felt like this was agreat time to take a gigantic leap forward. The new sitepushes our brand into new territory and engages fansof Jack like never before.”The result is a new presence for Jack — one focusedon consumer behavior and an insatiable hunger forcontent that can be shared across social networks.Did we mention the animated .gifs? Yeah, there arelots of them.Our strategic approachwas always to matchthe behavior of our coreaudience. A significantamount of the trafficto this site is frommobile devices so westarted with a mobile-firstapproach.
  • 229. 118 Floorsof WorkingTogetherResponsive design on a global scale.As a well-respected global leader in the technologyspace, Cisco continues to push the boundaries and leadthe industry. The goal for this project was to create asingle online global destination that showcases howCisco’s technologies can help global business teamscollaborate and work together more efficiently andeffectively, anytime and anywhere.As a lead digital partner for Cisco, The1stMovementhelped launch their new global campaign,ClientCiscoMember Companythe1stmovement.comswipe to view images
  • 230. “Work Together,” by creating a responsive site designedfor all devices, in 8 languages, across 15 countries.Working closely in collaboration with theirbrand agency, Goodby Silverstein & Partners,The1stMovement developed an immersive andengaging experience that worked hand-in-hand withthe traditional media, allowing you to take an elevatorride simply by scrolling the page. Titled “118 Floors ofWorking Together,” the site allows you to travel floor-by-floor up a building to see Cisco’s products workingtogether for seamless collaboration.This responsive web experience capitalizes on brandassets from multiple mediums and provides meaningfulengagement opportunities across mobile, tablet anddesktop. The campaign was deployed on a responsivedesign platform to increase the impact of the messagingto multiple worldwide regions through multiplelanguages and various digital devices. It stoked a fire foran international conversation about adapting to globalon-demand business problems in real-time.Being launched in8 languages across 15countries worldwide,the Cisco “Work Together”site has set a newstandard for a globalconsumer engagementcampaign by a Fortune100 company.
  • 231. TheTransmedia TripThe Trip is a ground-breaking story abouttechnology and media manipulation.The Trip is the brainchild of the Kissinger Twinsand unit9. It is a transmedia project consisting of aninteractive film, a short cinema film, a photographyseries and a concept album by Polish musicianSmolik. The Trip tells the story of Jack Torrance,the man behind the biggest hoax of the 20th centuryand is a story about humans, technology and mediamanipulation.Jack said: “Back in the 1960s all I had was a couple ofcameras and a few archaic computers. And that wasenough to fool the whole world. And now… what aremember companyunit9.comvideoWatch hereswipe to view images
  • 232. we?… two thousand and fucking twelve. How ‘bout that,Stanley?? It won’t be long until the brainless massesbelieve we’ve landed on Mars.”A teaser can be viewed here: interactive version of The Trip is a road movieconsisting of 11 chapters. It is an immersive musicexperience with strong visuals taken from publicdomain footage. Choose your own pace to unveil Jack’sstory via tapping or moving the cursor of your mouse.Then, ala “Choose your own adventure,” the audiencecan take another trip, where the story stays the same,but the scenery changes. Built in HTML5, the site hasbeen designed to perform smoothly across iPad anddesktop, with an interactive teaser on Mobile.The transmedia approach of the project tells JackTorrance’s story in different ways with each of theindividual executions designed especially for the mediain use. Please turn on your speakers and open up youreyes to immerse yourself in Jack’s story.The team at unit9 is proud that it created a projectthat asks all of us an important question abouttechnology and media manipulation, in a tongue-in-cheek sort of way.unit9’s intention was to utilize the latest HTML5technology to ensure the project would run smoothlyacross multiple devices and not just on the devices Jackmentions: “The iPhone, myPhone, mePhone, whateverthe Goddamned Hell…”The projectachieved transmediasuccess throughdigital and analogaudience immersion– including anInteractive Film forthe iPad, desktop, andmobile devices alongwith a traditional cinemaversion, the almostforgotten VHS tape anda concept album of thesoundtrack on Vinyl.
  • 233. EnhancingExperiences withthe iPad TableThe iPad Table experiment demonstrates howinnovative companies like Universal Mind canconnect devices and people in bold new ways.Universal Mind is constantly trying to push the limitsof technology. Our goal in creating the iPad table wasto showcase device-to-device communication withdevices that people actually use on a daily basis.The table is made up of 15 iPads, which communicatewirelessly with each other. The devices are nothardwired together. Universal Mind created a binaryMember Companyuniversalmind.comvideoWatch hereswipe to view images
  • 234. communication language that allows the devices tocommunicate based on where they are positionedin relation to other devices.Bringing this idea to life is really exciting,specifically because there are so many scenarios inwhich this technology can be used in all kinds of real-word cases ranging from business to the classroom.For example, using the technology of the integratediPad table, teachers could better serve their students byproviding a more interactive and engaging experience.The “technology” is the way the devices communicate- it’s not necessarily the table itself. Teachers could usethis device-to-device communication to create exercisesand have students “send over” their responses via thecommunication between devices. This would allowthe teacher to actively and immediately engage withthe students on the exercises. It would also allow forstudents to submit answers and questions, ask for help,and collaborate with other students, etc., all viagesture-based content sharing.While the initial demofocuses solely on 15iPads, the possibilitiesof inter-devicecommunication usingthis communicationlanguage canrevolutionize interactivityin retail, corporateand even educationalenvironments. Wewelcome your ideas onhow interconnectingiPads can be used inbusiness or educationor…
  • 235. SoDA serves as a voice for digital marketingprofessionals worldwide with a mission toadvance the industry through Best Practices,Education, and Advocacy.A Society is FoundedMiami, March 2007:13 leading digital agency CEOsdecided to meet up and have a talk about where ourindustry was headed. New friends were made, businessproblems and solutions were shared, and a society wasformed. We were on a mission to advance this industrywe all felt so passionate about. We made it official atSXSW in March 2008 and welcomed our foundingpartner, Adobe.What SoDA isSoDA is an international association of respected digitalmarketing leaders and entrepreneurs with a historyand a vision for the future of marketing. SoDA remainsan extremely selective association of the world’s mostpreeminent companies with digital DNA. Membershipincludes 70 leading digital agencies and elite productioncompanies with offices in 22 countries on fivecontinents.SoDA provides leadership, platforms, infrastructure,processes, and products to enable collaborationbetween members around education, best practices andadvocacy. SoDA’s Peer Collaboration Group Program,launched in 2011, now includes over 600 thought
  • 236. leaders from member companies sharing knowledgeand best practices across 15 different disciplines. Clickhere to see the SoDA reel.SoDA Board of DirectorsTony Quin, IQ, Board ChairmanNancy Daum, Pereira & O’DellStuart Eccles, Made by ManyDJ Edgerton, ZemogaRebecca Flavin, Effective UISteve Glauberman, EnlightenAndrew Howlett, RainJoe Olsen, PhenomblueSoDA StaffChris Buettner, Executive DirectorKendyll Picard, Operations ManagerNatalie Smith, Operations Associate ManagerUfuoma Ogaga, FinanceSoDA Contact Information:communications@sodaspeaks.comwww.sodaspeaks.comFounding Organizational Sponsor