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How to get personal with your customers and have them love it
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How to get personal with your customers and have them love it

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  • Being creepy might get you a little farther down the road, but it won’t end well.\n\nPlan was simple: make an argument that this is magic bullet and it’s about segmentation, not personal.\n\nStill believe this, sometimes.\n
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  • when customers feel watched, they are afraid to reveal who they are\n\nwhen customers feel like a brand gets them, they do the opposite\n
  • when customers feel watched, they are afraid to reveal who they are\n\nwhen customers feel like a brand gets them, they do the opposite\n
  • when customers feel watched, they are afraid to reveal who they are\n\nwhen customers feel like a brand gets them, they do the opposite\n
  • Often, WE don’t have an ambitious view. When we are focused on the measurement and data -- the inputs, we will be the ones they point at when they are mad that people are tracking them.\n
  • Often, WE don’t have an ambitious view. When we are focused on the measurement and data -- the inputs, we will be the ones they point at when they are mad that people are tracking them.\n
  • Often, WE don’t have an ambitious view. When we are focused on the measurement and data -- the inputs, we will be the ones they point at when they are mad that people are tracking them.\n
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  • Social media, especially\n
  • Social media, especially\n
  • Social media, especially\n
  • Social media, especially\n
  • Do they know how much business they lose by closing on Sundays?\n\nRaving fan qualities\n- more often\n- tell friends\n- full price\n
  • Every one of these brands gets people, and most of them rely on mountains of data to help.\n\nThe only way to ensure it’s not a fad is to use that data.\n
  • This is like asking a drunken hook up for a referral\n
  • This is like asking a drunken hook up for a referral\n
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  • I don’t mean we’re going to have a misfire. We still have bullets. They just aren’t magic.\n\nThis means detailed user info and common keys: the easiest ones are personal data\n
  • I don’t mean we’re going to have a misfire. We still have bullets. They just aren’t magic.\n\nThis means detailed user info and common keys: the easiest ones are personal data\n
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  • bullet 2: because data breeds data hunger. we will be run ragged with data, rather than insight\n\nbullet 3: this data hunger is like rewiring the titanic for in-room internet\n\ndon’t take this as an absolute; I’m not saying we shouldn’t do this. I’m saying we shouldn’t let it sideline the opportunities that are right in front of us today\n
  • bullet 2: because data breeds data hunger. we will be run ragged with data, rather than insight\n\nbullet 3: this data hunger is like rewiring the titanic for in-room internet\n\ndon’t take this as an absolute; I’m not saying we shouldn’t do this. I’m saying we shouldn’t let it sideline the opportunities that are right in front of us today\n
  • bullet 2: because data breeds data hunger. we will be run ragged with data, rather than insight\n\nbullet 3: this data hunger is like rewiring the titanic for in-room internet\n\ndon’t take this as an absolute; I’m not saying we shouldn’t do this. I’m saying we shouldn’t let it sideline the opportunities that are right in front of us today\n
  • \n
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  • Let’s look @ how this works\nResources: time, money, people, information\n\nReal world data: who is there to catch it?\n- a lot of people, really: anecdotal at the specialist level, your execs, other departments, even shareholders and the public\n- but in an organized form: it’s us!\n
  • Let’s look @ how this works\nResources: time, money, people, information\n\nReal world data: who is there to catch it?\n- a lot of people, really: anecdotal at the specialist level, your execs, other departments, even shareholders and the public\n- but in an organized form: it’s us!\n
  • Let’s look @ how this works\nResources: time, money, people, information\n\nReal world data: who is there to catch it?\n- a lot of people, really: anecdotal at the specialist level, your execs, other departments, even shareholders and the public\n- but in an organized form: it’s us!\n
  • Let’s look @ how this works\nResources: time, money, people, information\n\nReal world data: who is there to catch it?\n- a lot of people, really: anecdotal at the specialist level, your execs, other departments, even shareholders and the public\n- but in an organized form: it’s us!\n
  • Let’s look @ how this works\nResources: time, money, people, information\n\nReal world data: who is there to catch it?\n- a lot of people, really: anecdotal at the specialist level, your execs, other departments, even shareholders and the public\n- but in an organized form: it’s us!\n
  • Let’s look @ how this works\nResources: time, money, people, information\n\nReal world data: who is there to catch it?\n- a lot of people, really: anecdotal at the specialist level, your execs, other departments, even shareholders and the public\n- but in an organized form: it’s us!\n
  • Let’s look @ how this works\nResources: time, money, people, information\n\nReal world data: who is there to catch it?\n- a lot of people, really: anecdotal at the specialist level, your execs, other departments, even shareholders and the public\n- but in an organized form: it’s us!\n
  • Let’s look @ how this works\nResources: time, money, people, information\n\nReal world data: who is there to catch it?\n- a lot of people, really: anecdotal at the specialist level, your execs, other departments, even shareholders and the public\n- but in an organized form: it’s us!\n
  • Let’s look @ how this works\nResources: time, money, people, information\n\nReal world data: who is there to catch it?\n- a lot of people, really: anecdotal at the specialist level, your execs, other departments, even shareholders and the public\n- but in an organized form: it’s us!\n
  • Let’s look @ how this works\nResources: time, money, people, information\n\nReal world data: who is there to catch it?\n- a lot of people, really: anecdotal at the specialist level, your execs, other departments, even shareholders and the public\n- but in an organized form: it’s us!\n
  • Let’s look @ how this works\nResources: time, money, people, information\n\nReal world data: who is there to catch it?\n- a lot of people, really: anecdotal at the specialist level, your execs, other departments, even shareholders and the public\n- but in an organized form: it’s us!\n
  • Let’s look @ how this works\nResources: time, money, people, information\n\nReal world data: who is there to catch it?\n- a lot of people, really: anecdotal at the specialist level, your execs, other departments, even shareholders and the public\n- but in an organized form: it’s us!\n
  • Let’s look @ how this works\nResources: time, money, people, information\n\nReal world data: who is there to catch it?\n- a lot of people, really: anecdotal at the specialist level, your execs, other departments, even shareholders and the public\n- but in an organized form: it’s us!\n
  • Let’s look @ how this works\nResources: time, money, people, information\n\nReal world data: who is there to catch it?\n- a lot of people, really: anecdotal at the specialist level, your execs, other departments, even shareholders and the public\n- but in an organized form: it’s us!\n
  • Let’s look @ how this works\nResources: time, money, people, information\n\nReal world data: who is there to catch it?\n- a lot of people, really: anecdotal at the specialist level, your execs, other departments, even shareholders and the public\n- but in an organized form: it’s us!\n
  • Let’s look @ how this works\nResources: time, money, people, information\n\nReal world data: who is there to catch it?\n- a lot of people, really: anecdotal at the specialist level, your execs, other departments, even shareholders and the public\n- but in an organized form: it’s us!\n
  • Let’s look @ how this works\nResources: time, money, people, information\n\nReal world data: who is there to catch it?\n- a lot of people, really: anecdotal at the specialist level, your execs, other departments, even shareholders and the public\n- but in an organized form: it’s us!\n
  • Let’s look @ how this works\nResources: time, money, people, information\n\nReal world data: who is there to catch it?\n- a lot of people, really: anecdotal at the specialist level, your execs, other departments, even shareholders and the public\n- but in an organized form: it’s us!\n
  • Let’s look @ how this works\nResources: time, money, people, information\n\nReal world data: who is there to catch it?\n- a lot of people, really: anecdotal at the specialist level, your execs, other departments, even shareholders and the public\n- but in an organized form: it’s us!\n
  • Let’s look @ how this works\nResources: time, money, people, information\n\nReal world data: who is there to catch it?\n- a lot of people, really: anecdotal at the specialist level, your execs, other departments, even shareholders and the public\n- but in an organized form: it’s us!\n
  • Let’s look @ how this works\nResources: time, money, people, information\n\nReal world data: who is there to catch it?\n- a lot of people, really: anecdotal at the specialist level, your execs, other departments, even shareholders and the public\n- but in an organized form: it’s us!\n
  • Let’s look @ how this works\nResources: time, money, people, information\n\nReal world data: who is there to catch it?\n- a lot of people, really: anecdotal at the specialist level, your execs, other departments, even shareholders and the public\n- but in an organized form: it’s us!\n
  • Let’s look @ how this works\nResources: time, money, people, information\n\nReal world data: who is there to catch it?\n- a lot of people, really: anecdotal at the specialist level, your execs, other departments, even shareholders and the public\n- but in an organized form: it’s us!\n
  • Let’s look @ how this works\nResources: time, money, people, information\n\nReal world data: who is there to catch it?\n- a lot of people, really: anecdotal at the specialist level, your execs, other departments, even shareholders and the public\n- but in an organized form: it’s us!\n
  • Let’s look @ how this works\nResources: time, money, people, information\n\nReal world data: who is there to catch it?\n- a lot of people, really: anecdotal at the specialist level, your execs, other departments, even shareholders and the public\n- but in an organized form: it’s us!\n
  • Let’s look @ how this works\nResources: time, money, people, information\n\nReal world data: who is there to catch it?\n- a lot of people, really: anecdotal at the specialist level, your execs, other departments, even shareholders and the public\n- but in an organized form: it’s us!\n
  • Let’s look @ how this works\nResources: time, money, people, information\n\nReal world data: who is there to catch it?\n- a lot of people, really: anecdotal at the specialist level, your execs, other departments, even shareholders and the public\n- but in an organized form: it’s us!\n
  • Let’s look @ how this works\nResources: time, money, people, information\n\nReal world data: who is there to catch it?\n- a lot of people, really: anecdotal at the specialist level, your execs, other departments, even shareholders and the public\n- but in an organized form: it’s us!\n
  • Let’s look @ how this works\nResources: time, money, people, information\n\nReal world data: who is there to catch it?\n- a lot of people, really: anecdotal at the specialist level, your execs, other departments, even shareholders and the public\n- but in an organized form: it’s us!\n
  • Let’s look @ how this works\nResources: time, money, people, information\n\nReal world data: who is there to catch it?\n- a lot of people, really: anecdotal at the specialist level, your execs, other departments, even shareholders and the public\n- but in an organized form: it’s us!\n
  • Let’s look @ how this works\nResources: time, money, people, information\n\nReal world data: who is there to catch it?\n- a lot of people, really: anecdotal at the specialist level, your execs, other departments, even shareholders and the public\n- but in an organized form: it’s us!\n
  • Let’s look @ how this works\nResources: time, money, people, information\n\nReal world data: who is there to catch it?\n- a lot of people, really: anecdotal at the specialist level, your execs, other departments, even shareholders and the public\n- but in an organized form: it’s us!\n
  • Let’s look @ how this works\nResources: time, money, people, information\n\nReal world data: who is there to catch it?\n- a lot of people, really: anecdotal at the specialist level, your execs, other departments, even shareholders and the public\n- but in an organized form: it’s us!\n
  • Let’s look @ how this works\nResources: time, money, people, information\n\nReal world data: who is there to catch it?\n- a lot of people, really: anecdotal at the specialist level, your execs, other departments, even shareholders and the public\n- but in an organized form: it’s us!\n
  • Let’s look @ how this works\nResources: time, money, people, information\n\nReal world data: who is there to catch it?\n- a lot of people, really: anecdotal at the specialist level, your execs, other departments, even shareholders and the public\n- but in an organized form: it’s us!\n
  • Who are we an analyst FOR? The higher in the org we climb...\n\n??Think instead of an analyst for Warren Buffet.\n\n\nSince we all do 1, it’s something we can control. We can make happier customers (our internal customers) by stocking more produce or better produce. You can be a crappy food lion dropping chickens on the floor and then selling them, or you can be selling organic food kissed by angels. But no amount of better/more gets you to step 2.\n\nAt step 2 a buffet, you are doing some of the work for your customers. You are saving them steps and still giving them choice of how they’d like to build their meal.\n\n
  • Who are we an analyst FOR? The higher in the org we climb...\n\n??Think instead of an analyst for Warren Buffet.\n\n\nSince we all do 1, it’s something we can control. We can make happier customers (our internal customers) by stocking more produce or better produce. You can be a crappy food lion dropping chickens on the floor and then selling them, or you can be selling organic food kissed by angels. But no amount of better/more gets you to step 2.\n\nAt step 2 a buffet, you are doing some of the work for your customers. You are saving them steps and still giving them choice of how they’d like to build their meal.\n\n
  • Who are we an analyst FOR? The higher in the org we climb...\n\n??Think instead of an analyst for Warren Buffet.\n\n\nSince we all do 1, it’s something we can control. We can make happier customers (our internal customers) by stocking more produce or better produce. You can be a crappy food lion dropping chickens on the floor and then selling them, or you can be selling organic food kissed by angels. But no amount of better/more gets you to step 2.\n\nAt step 2 a buffet, you are doing some of the work for your customers. You are saving them steps and still giving them choice of how they’d like to build their meal.\n\n
  • Who are we an analyst FOR? The higher in the org we climb...\n\n??Think instead of an analyst for Warren Buffet.\n\n\nSince we all do 1, it’s something we can control. We can make happier customers (our internal customers) by stocking more produce or better produce. You can be a crappy food lion dropping chickens on the floor and then selling them, or you can be selling organic food kissed by angels. But no amount of better/more gets you to step 2.\n\nAt step 2 a buffet, you are doing some of the work for your customers. You are saving them steps and still giving them choice of how they’d like to build their meal.\n\n
  • Who are we an analyst FOR? The higher in the org we climb...\n\n??Think instead of an analyst for Warren Buffet.\n\n\nSince we all do 1, it’s something we can control. We can make happier customers (our internal customers) by stocking more produce or better produce. You can be a crappy food lion dropping chickens on the floor and then selling them, or you can be selling organic food kissed by angels. But no amount of better/more gets you to step 2.\n\nAt step 2 a buffet, you are doing some of the work for your customers. You are saving them steps and still giving them choice of how they’d like to build their meal.\n\n
  • Who are we an analyst FOR? The higher in the org we climb...\n\n??Think instead of an analyst for Warren Buffet.\n\n\nSince we all do 1, it’s something we can control. We can make happier customers (our internal customers) by stocking more produce or better produce. You can be a crappy food lion dropping chickens on the floor and then selling them, or you can be selling organic food kissed by angels. But no amount of better/more gets you to step 2.\n\nAt step 2 a buffet, you are doing some of the work for your customers. You are saving them steps and still giving them choice of how they’d like to build their meal.\n\n
  • Who are we an analyst FOR? The higher in the org we climb...\n\n??Think instead of an analyst for Warren Buffet.\n\n\nSince we all do 1, it’s something we can control. We can make happier customers (our internal customers) by stocking more produce or better produce. You can be a crappy food lion dropping chickens on the floor and then selling them, or you can be selling organic food kissed by angels. But no amount of better/more gets you to step 2.\n\nAt step 2 a buffet, you are doing some of the work for your customers. You are saving them steps and still giving them choice of how they’d like to build their meal.\n\n
  • Who are we an analyst FOR? The higher in the org we climb...\n\n??Think instead of an analyst for Warren Buffet.\n\n\nSince we all do 1, it’s something we can control. We can make happier customers (our internal customers) by stocking more produce or better produce. You can be a crappy food lion dropping chickens on the floor and then selling them, or you can be selling organic food kissed by angels. But no amount of better/more gets you to step 2.\n\nAt step 2 a buffet, you are doing some of the work for your customers. You are saving them steps and still giving them choice of how they’d like to build their meal.\n\n
  • Who are we an analyst FOR? The higher in the org we climb...\n\n??Think instead of an analyst for Warren Buffet.\n\n\nSince we all do 1, it’s something we can control. We can make happier customers (our internal customers) by stocking more produce or better produce. You can be a crappy food lion dropping chickens on the floor and then selling them, or you can be selling organic food kissed by angels. But no amount of better/more gets you to step 2.\n\nAt step 2 a buffet, you are doing some of the work for your customers. You are saving them steps and still giving them choice of how they’d like to build their meal.\n\n
  • Who are we an analyst FOR? The higher in the org we climb...\n\n??Think instead of an analyst for Warren Buffet.\n\n\nSince we all do 1, it’s something we can control. We can make happier customers (our internal customers) by stocking more produce or better produce. You can be a crappy food lion dropping chickens on the floor and then selling them, or you can be selling organic food kissed by angels. But no amount of better/more gets you to step 2.\n\nAt step 2 a buffet, you are doing some of the work for your customers. You are saving them steps and still giving them choice of how they’d like to build their meal.\n\n
  • ok, so let’s look at this.\n\nwe supply data. that much we can control.\n\nthen look at our next magic bullets: the things our org wants.\n\nWhen used improperly, that adds up to extra creepiness\n
  • ok, so let’s look at this.\n\nwe supply data. that much we can control.\n\nthen look at our next magic bullets: the things our org wants.\n\nWhen used improperly, that adds up to extra creepiness\n
  • ok, so let’s look at this.\n\nwe supply data. that much we can control.\n\nthen look at our next magic bullets: the things our org wants.\n\nWhen used improperly, that adds up to extra creepiness\n
  • \n
  • Resources: time, money, people, information\n\nReal world data: who is there to catch it?\n- a lot of people, really: anecdotal at the specialist level, your execs, other departments, even shareholders and the public\n- but in an organized form: it’s us!\n
  • Resources: time, money, people, information\n\nReal world data: who is there to catch it?\n- a lot of people, really: anecdotal at the specialist level, your execs, other departments, even shareholders and the public\n- but in an organized form: it’s us!\n
  • Resources: time, money, people, information\n\nReal world data: who is there to catch it?\n- a lot of people, really: anecdotal at the specialist level, your execs, other departments, even shareholders and the public\n- but in an organized form: it’s us!\n
  • Resources: time, money, people, information\n\nReal world data: who is there to catch it?\n- a lot of people, really: anecdotal at the specialist level, your execs, other departments, even shareholders and the public\n- but in an organized form: it’s us!\n
  • Resources: time, money, people, information\n\nReal world data: who is there to catch it?\n- a lot of people, really: anecdotal at the specialist level, your execs, other departments, even shareholders and the public\n- but in an organized form: it’s us!\n
  • Resources: time, money, people, information\n\nReal world data: who is there to catch it?\n- a lot of people, really: anecdotal at the specialist level, your execs, other departments, even shareholders and the public\n- but in an organized form: it’s us!\n
  • Resources: time, money, people, information\n\nReal world data: who is there to catch it?\n- a lot of people, really: anecdotal at the specialist level, your execs, other departments, even shareholders and the public\n- but in an organized form: it’s us!\n
  • Resources: time, money, people, information\n\nReal world data: who is there to catch it?\n- a lot of people, really: anecdotal at the specialist level, your execs, other departments, even shareholders and the public\n- but in an organized form: it’s us!\n
  • Resources: time, money, people, information\n\nReal world data: who is there to catch it?\n- a lot of people, really: anecdotal at the specialist level, your execs, other departments, even shareholders and the public\n- but in an organized form: it’s us!\n
  • Resources: time, money, people, information\n\nReal world data: who is there to catch it?\n- a lot of people, really: anecdotal at the specialist level, your execs, other departments, even shareholders and the public\n- but in an organized form: it’s us!\n
  • Resources: time, money, people, information\n\nReal world data: who is there to catch it?\n- a lot of people, really: anecdotal at the specialist level, your execs, other departments, even shareholders and the public\n- but in an organized form: it’s us!\n
  • Resources: time, money, people, information\n\nReal world data: who is there to catch it?\n- a lot of people, really: anecdotal at the specialist level, your execs, other departments, even shareholders and the public\n- but in an organized form: it’s us!\n
  • Differentiator: The hub ensures all parts of your business are working toward the same goals\nExample: Competing priorities can often be painfully apparent on a company’s website, maybe the homepage is torn up into so many different sections just because each LOB needs their real estate\n\n\n\n
  • Differentiator: The hub ensures all parts of your business are working toward the same goals\nExample: Competing priorities can often be painfully apparent on a company’s website, maybe the homepage is torn up into so many different sections just because each LOB needs their real estate\n\n\n\n
  • Differentiator: The hub ensures all parts of your business are working toward the same goals\nExample: Competing priorities can often be painfully apparent on a company’s website, maybe the homepage is torn up into so many different sections just because each LOB needs their real estate\n\n\n\n
  • Differentiator: The hub ensures all parts of your business are working toward the same goals\nExample: Competing priorities can often be painfully apparent on a company’s website, maybe the homepage is torn up into so many different sections just because each LOB needs their real estate\n\n\n\n
  • Differentiator: The hub ensures all parts of your business are working toward the same goals\nExample: Competing priorities can often be painfully apparent on a company’s website, maybe the homepage is torn up into so many different sections just because each LOB needs their real estate\n\n\n\n
  • Differentiator: The hub ensures all parts of your business are working toward the same goals\nExample: Competing priorities can often be painfully apparent on a company’s website, maybe the homepage is torn up into so many different sections just because each LOB needs their real estate\n\n\n\n
  • Adding to our mountain of data when we already aren’t using what we have is counterproductive, and isn’t the best use of our resources.\n
  • Adding to our mountain of data when we already aren’t using what we have is counterproductive, and isn’t the best use of our resources.\n
  • Adding to our mountain of data when we already aren’t using what we have is counterproductive, and isn’t the best use of our resources.\n
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  • With social, the relationship can happen anywhere\n\nSketchiness happens at the beginning and the end (desperate brands or ones that can’t be trusted)\n
  • With social, the relationship can happen anywhere\n\nSketchiness happens at the beginning and the end (desperate brands or ones that can’t be trusted)\n
  • With social, the relationship can happen anywhere\n\nSketchiness happens at the beginning and the end (desperate brands or ones that can’t be trusted)\n
  • With social, the relationship can happen anywhere\n\nSketchiness happens at the beginning and the end (desperate brands or ones that can’t be trusted)\n
  • With social, the relationship can happen anywhere\n\nSketchiness happens at the beginning and the end (desperate brands or ones that can’t be trusted)\n
  • \n
  • Is this marketing?\n\nSometimes, brands that are user-centric actually don’t even know what marketing is - it’s ingrained in them\n\nBrin: “marketing is what you do when the product isn’t good enough”\nresearch: “We rely on our users to do our marketing...share with people...”\n
  • \n
  • \n
  • \n
  • \n
  • \n
  • Airline miles card\n- what resources can we put out there to help people?\n- flexible paths (most content sites fight this)\n
  • Airline miles card\n- what resources can we put out there to help people?\n- flexible paths (most content sites fight this)\n
  • Airline miles card\n- what resources can we put out there to help people?\n- flexible paths (most content sites fight this)\n
  • Airline miles card\n- what resources can we put out there to help people?\n- flexible paths (most content sites fight this)\n
  • Airline miles card\n- what resources can we put out there to help people?\n- flexible paths (most content sites fight this)\n
  • \n\n\n
  • \n
  • Every action creates data.\n\nFood Lion asked people to like vs. Whole Foods?\n
  • Every action creates data.\n\nFood Lion asked people to like vs. Whole Foods?\n
  • Every action creates data.\n\nFood Lion asked people to like vs. Whole Foods?\n
  • Great campaigns allow users to shine:\n- tosh.0\n- twitter\n- facebook/youtube contests\n- user content\n\nwhy do people like bands, brands, etc? Status.\n
  • Great campaigns allow users to shine:\n- tosh.0\n- twitter\n- facebook/youtube contests\n- user content\n\nwhy do people like bands, brands, etc? Status.\n
  • Great campaigns allow users to shine:\n- tosh.0\n- twitter\n- facebook/youtube contests\n- user content\n\nwhy do people like bands, brands, etc? Status.\n
  • you can make promises the product will keep\n
  • you can make promises the product will keep\n
  • you can make promises the product will keep\n
  • you can make promises the product will keep\n
  • \n

Transcript

  • 1. Nice bridgeyou havethere.
  • 2. Launch
  • 3. Launch• @evanlapointe atlantaAnalytics.com
  • 4. Launch• @evanlapointe atlantaAnalytics.com• #KeystoneATX
  • 5. Launch• @evanlapointe atlantaAnalytics.com• #KeystoneATX• @KeystoneSocial
  • 6. Launch• @evanlapointe atlantaAnalytics.com• #KeystoneATX• @KeystoneSocial• IBM, Ensighten, ObservePoint, IQ Workforce
  • 7. How tomarket
  • 8. How tomarket
  • 9. How to marketwatch your customers
  • 10. How to marketwatch your customers“get” your customers
  • 11. The Origin
  • 12. The Origin• Many businesses don’t trust that doing things the right way will actually work.
  • 13. The Origin• Many businesses don’t trust that doing things the right way will actually work.• Many businesses are searching for magic bullets, and we are playing along.
  • 14. The Origin• Many businesses don’t trust that doing things the right way will actually work.• Many businesses are searching for magic bullets, and we are playing along.• The world doesn’t have an ambitious view of what we do.
  • 15. Will doingthings the
  • 16. How are
  • 17. How are• It’s not about personal info or tracking
  • 18. How are• It’s not about personal info or tracking• It’s about how that data is used
  • 19. How are• It’s not about personal info or tracking• It’s about how that data is used • “Brand X gets me.”
  • 20. How are• It’s not about personal info or tracking• It’s about how that data is used • “Brand X gets me.”• Using personal data for the company’s benefit can be immensely creepy
  • 21. My take:
  • 22. My take:• The best brands trust that exceptional experiences will be shared and will justify price (and they are right)
  • 23. My take:• The best brands trust that exceptional experiences will be shared and will justify price (and they are right)• When you attempt to use a person’s information or network as a marketing tool, there is a high probability you will look like a creep
  • 24. The search for
  • 25. Our next
  • 26. Our next• A more complete view of the customer
  • 27. Our next• A more complete view of the customer• Data marriage / centralization
  • 28. Magic Bullet
  • 29. Magic Bullet• What is the benefit?
  • 30. Magic Bullet• What is the benefit?• What is the cost?
  • 31. Magic Bullet• What is the benefit?• What is the cost?• Will the reality live up to the promise?
  • 32. Magic Bullet• What is the benefit?• What is the cost?• Will the reality live up to the promise?• Can we handle it?
  • 33. My take:
  • 34. My take:• These feel like hope-based strategies
  • 35. My take:• These feel like hope-based strategies• When we find these magic bullets, we won’t be substantially closer to marketing nirvana
  • 36. My take:• These feel like hope-based strategies• When we find these magic bullets, we won’t be substantially closer to marketing nirvana• As analysts, it’s our job to point out that this is not the right way to use our resources today
  • 37. What doesthe world
  • 38. Get ready for awhite slide . . .
  • 39. SEOPaid MediaInformationArchitectureUsability
  • 40. Resour ces
  • 41. Business OutcomResour es ces
  • 42. Business OutcomResour Real- es ces World Data
  • 43. Web analytics
  • 44. 1 We can offer data
  • 45. 1 We can offer data We can2 offer insight
  • 46. 1 We can offer data We can2 offer insight we can3 offer focus
  • 47. 1 We can offer data We can[Metaphor Goes Here] 2 offer insight we can 3 offer focus
  • 48. 1 We can offer data We can[Metaphor Goes Here] 2 offer insight we can 3 offer focus
  • 49. 1 We can offer data We can[Metaphor Goes Here] 2 offer insight we can 3 offer focus
  • 50. 1 We can offer data We can[Metaphor Goes Here] 2 offer insight we can 3 offer focus
  • 51. We can offer data
  • 52. We can offer data our next magic bullets
  • 53. We can offer data our next magic • A more complete view of the customer • Data centralization / marriage bullets
  • 54. We can offer data our next magic • A more complete view of the customer • Data centralization / marriage bullets
  • 55. Get ready for thewhite slide again.let’s see what we can really do.
  • 56. Data is available. Data drives constantimprovements. All tactics areaccountable to outcomes.
  • 57. Data is available. Data drives constantimprovements. All tactics areaccountable to outcomes.Insight
  • 58. Data is available. A common hub. Data drives This means true constant collaborationimprovements. and compromise management All tactics are across tactics.accountable to outcomes.Insight
  • 59. Data is available. A common hub. Data drives This means true constant collaborationimprovements. and compromise management All tactics are across tactics.accountable to outcomes.Insight Focus
  • 60. Reality
  • 61. Reality• Every day you have a certain amount of time, energy, people, and money to allocate.
  • 62. Reality• Every day you have a certain amount of time, energy, people, and money to allocate.• Growing the grocery store inventory is often counterproductive.
  • 63. Reality• Every day you have a certain amount of time, energy, people, and money to allocate.• Growing the grocery store inventory is often counterproductive.• Your greatest value may lie in helping the company allocate, not execute
  • 64. An
  • 65. An• Define ourselves by the outputs, not inputs
  • 66. An• Define ourselves by the outputs, not inputs• Web analytics is an advocacy role; there is more to be gained by embracing this than fighting it
  • 67. An• Define ourselves by the outputs, not inputs• Web analytics is an advocacy role; there is more to be gained by embracing this than fighting it• Transition specialist analysis to the specialist
  • 68. An• Define ourselves by the outputs, not inputs• Web analytics is an advocacy role; there is more to be gained by embracing this than fighting it• Transition specialist analysis to the specialist• Help manage the portfolio of finite resources (climb to the top of the organization)
  • 69. Building a better(and less
  • 70. What do we
  • 71. What do we• Revenue Growth
  • 72. What do we• Revenue Growth• Profitability
  • 73. What are
  • 74. What are• Demand creation (promises)• Traffic generation (promises)• The arrival (promises / action)• The experience (action)• The relationship (trust)
  • 75. 1. DoMarketing
  • 76. “All you have to do is hold it up and say ‘Do you want this?’”
  • 77. 2. DoInformationArchitecture
  • 78. 2. Do Information Architecture( really on-purpose segment- driven site development )
  • 79. Information
  • 80. Information• Users
  • 81. Information• Users• Contexts
  • 82. Information• Users• Contexts• Content
  • 83. personas
  • 84. personas
  • 85. personas use cases
  • 86. personas use cases
  • 87. personas use cases Workflows:how do differentpeople with the
  • 88. Personalizat
  • 89. Personalizat• Holy crap.
  • 90. 3. Be trustworthy3.5. Use your power toelevate your customer
  • 91. Earn trust &
  • 92. Earn trust &• Anyone can provide a great experience once
  • 93. Earn trust &• Anyone can provide a great experience once• Use their information to help them
  • 94. Earn trust &• Anyone can provide a great experience once• Use their information to help them• Ask for their help if you want it - the ask data is valuable
  • 95. Be the
  • 96. Be the• The best campaigns help the users as much as the brand
  • 97. Be the• The best campaigns help the users as much as the brand• How can you be a status symbol?
  • 98. Be the• The best campaigns help the users as much as the brand• How can you be a status symbol?• If customers have nothing to gain from you, what are you hoping for?
  • 99. Recap:
  • 100. Recap:• Marketing: Give yourself the opportunity to make awesome promises
  • 101. Recap:• Marketing: Give yourself the opportunity to make awesome promises• IA: Focus on workflows, personalize
  • 102. Recap:• Marketing: Give yourself the opportunity to make awesome promises• IA: Focus on workflows, personalize• Loyalty & Power: Keep their trust and elevate their status
  • 103. Recap:• Marketing: Give yourself the opportunity to make awesome promises• IA: Focus on workflows, personalize• Loyalty & Power: Keep their trust and elevate their status• Great brands don’t have to overcome themselves
  • 104. Thanks• @evanlapointe• @keystoneSocial• #KeystoneATX• (I have a lot of shirts I need to give away)