© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.Real Time MarketingSiva Ganeshanandan | Directo...
© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.AgendaReal Time Marketing – What Is It ?Inhibit...
© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.Real Time Marketing
© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.Real Time Marketing
© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.War Rooms
© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.Bright Shiny Object
© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.
© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.
© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.
© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.#istrategysiva
© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential. 11All The TimeRight Person, Right Message, Rig...
© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.Altimeter Group (Charlene Li)Traditional RTM Ne...
© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.Golin Harris : Impact of Real Time Marketinghtt...
© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.http://golinharris.com/#!/insights/real-time-ma...
© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.AgendaReal Time Marketing – What Is It ?Inhibit...
© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential. 16metric and KPImisalignmentskill set and role...
© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential. 17metric and KPImisalignmentskill set and role...
© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential. 18For consumers, there is only your brandBut m...
© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.Confidentialand Proprietary Informationof Minds...
© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential. 20metric and KPImisalignmentskill set and role...
© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.Adobe Marketing Toolset – 2 ½ Years Ago
© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential. 22metric and KPImisalignmentskill set and role...
© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.Confidentialand Proprietary Informationof Minds...
© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.Common Challenge: Dysfunctional processes and g...
© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential. 25metric and KPImisalignmentskill set and role...
© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential. Confidential and Proprietary Information of Mi...
© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.SalesProduct ITMarketingNo Conductor of the Orc...
© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.AgendaReal Time Marketing – What Is It ?Inhibit...
© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.Building Towards Digital MarketingOrganisationa...
© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.30Organisational Structure : Reporting vs Permi...
© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.31Response Processes31
© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential. 32Data Skills
© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential. 33Testing Skills
© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential. 34scienceart
© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.Building Towards Digital MarketingOrganisationa...
© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.USER EXPERIENCEUSER ACTIONS Clicks on product...
© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential. 37LISTEN PREDICT ASSEMBLE DELIVERTHE LASTMILLI...
© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.Understand Your Customer from All The Signals T...
© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.Online and OfflineOnline Data Offline DataSEO/S...
© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.Build a Picture of Who The Customer IsOnline Da...
© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential. 41LISTEN PREDICT ASSEMBLE DELIVERTHE LASTMILLI...
© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.Use Historic Behaviour Patterns to Help Predict...
© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.Enter Budget ConstraintsDevelop Reliable Predic...
© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.Obtain Optimal Budget AllocationDevelop Reliabl...
© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential. 45LISTEN PREDICT ASSEMBLE DELIVERTHE LASTMILLI...
© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.
© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential. 47Forrester Perspective
© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.Personalise at Every Touch Point48Manage Optimi...
© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential. 49LISTEN PREDICT ASSEMBLE DELIVERTHE LASTMILLI...
© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.Empower Digital Marketers to build optimized mo...
© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.PhoneGap Changes Everything51
© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.MOBILEMOBILE APPSPCsdevice-specificfeatures
© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential. 53Social Content and Publishing Making Use of...
© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.Building Towards Digital MarketingOrganisationa...
© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.Confidentialand Proprietary Informationof Minds...
© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.
© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.
© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.
© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential. 59AdvertisingSocialTargetingAnalyticsExperienc...
© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.CASE STUDY:Adobe Creative CloudLaunch
© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.Discovering the Audience and Marketing Channels...
© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.Discovering the Audience and Marketing Channels...
© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.Discovering the Audience and Marketing Channels...
© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.1012,320407364Go Beyond Likes & Followers
© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.65Goal: Target Influencers to Drive RevenuePhot...
© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.
© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.Test StructureExperience A Experience B
© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.Experience A
© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.Experience B
© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.What Did YOU Think?Experience A Experience BB?A?
© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.Experience A Experience BResults – Data Optimiz...
© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.© 2012 Adobe Systems Incorporated. All Rights R...
© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.SummaryReal Time Marketing is All The TimeDeman...
© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.USER EXPERIENCEUSER ACTIONS Clicks on product...
© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.“If everything seems under control, your justno...
© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.
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  • These silos of information make it increasingly difficult to do things core to your business and growth. Adobe has been working with Telco companies for years helping to meet customer needs in a very dynamic marketplace and grow their business. In fact, Adobe works with over 70% of the top 25 Global Telecommunications companies. These are a core set of objectives that we have helped them achieve again and againthings such as:Innovation –There are few industries that are as dynamic as telecommunications. To stay ahead of the pack and to envision the next revolutionary trend, success is driven through experimentation and innovation.First is product/services innovation as part of driving desire to grow revenues in areas beyond data downloads. We see a lot of experimentation with new offerings such as bundles and family plans which provide opportunities to benefit from content downloads, gain share of wallet & improve ARPUs. Telco organizations are increasing tapping customers for inputs during the product development cycle which provides early inputs into product features and audience preferences and positioning. focused on the development of New offerings that will both improve revenues and provide more stickiness (like data and content subscriptions) and marketing innovation- novel ways to engage and retain customers (apps and OTT collaborations, mobile broadband) gain a (adobe value proposition is through social technologies that support innovation strategies, analytics that enable the organization to identify trends)Differentiate Customer Experiences- CSP can differentiate themselves from the competition by providing personalized, engaging experiences across the customer lifecycle. For example, CSP are able to improve CSAT and reduce churn by providing intuitive e-support experiences. (analytics, targeting, WEM) Harness the power of big data: Telco organizations have a wealth of data- billing relationship, phone, app usage like other organizations want to harness the power of their data are looking to identify actionable insights and segments within their data sets to inform audience targeting, cross sell/up sell, and provide intuitive support experiencesANDThey are the only player in the eco system that can see the market in totality: what mobile subscribers are doing- how all apps & devices are being used so that could be used to sell back to ecosystem as intel or they could participate in ad networks (analytics, Insight, Target)Execute on a Dime: Efficient and speed from content/campaign development to publishing to different form factors. Quickly measure and react based on target audiences reaction- optimize advertising spend to deliver biggest benefit for the buck. (WEM, Media optimizer)Need to expand wallet share- and reduce churn (new offerings that combine data/content, look at new business models - mobile advertisingAcquire new customersMarket for carriers is mature, saturated - having a challenge acquiring new customers and keeping existing customers. Focused on expanding “wallet share” across their served customer base…bundling offerings is popular (4P offering - Internet, Voice, TV, Mobile). Major focus of customer relationship management strategy is influencing uptake of additional offerings to prevent defection. A dominant KPI is client spend. Disruptive new entrants are stealing market share (Free Mobile story in France…already has 5% market share) and regulatory pressure challenging the growth in revenues from increased data consumption with growth of mobile subscribers
  • These silos of information make it increasingly difficult to do things core to your business and growth. Adobe has been working with Telco companies for years helping to meet customer needs in a very dynamic marketplace and grow their business. In fact, Adobe works with over 70% of the top 25 Global Telecommunications companies. These are a core set of objectives that we have helped them achieve again and againthings such as:Innovation –There are few industries that are as dynamic as telecommunications. To stay ahead of the pack and to envision the next revolutionary trend, success is driven through experimentation and innovation.First is product/services innovation as part of driving desire to grow revenues in areas beyond data downloads. We see a lot of experimentation with new offerings such as bundles and family plans which provide opportunities to benefit from content downloads, gain share of wallet & improve ARPUs. Telco organizations are increasing tapping customers for inputs during the product development cycle which provides early inputs into product features and audience preferences and positioning. focused on the development of New offerings that will both improve revenues and provide more stickiness (like data and content subscriptions) and marketing innovation- novel ways to engage and retain customers (apps and OTT collaborations, mobile broadband) gain a (adobe value proposition is through social technologies that support innovation strategies, analytics that enable the organization to identify trends)Differentiate Customer Experiences- CSP can differentiate themselves from the competition by providing personalized, engaging experiences across the customer lifecycle. For example, CSP are able to improve CSAT and reduce churn by providing intuitive e-support experiences. (analytics, targeting, WEM) Harness the power of big data: Telco organizations have a wealth of data- billing relationship, phone, app usage like other organizations want to harness the power of their data are looking to identify actionable insights and segments within their data sets to inform audience targeting, cross sell/up sell, and provide intuitive support experiencesANDThey are the only player in the eco system that can see the market in totality: what mobile subscribers are doing- how all apps & devices are being used so that could be used to sell back to ecosystem as intel or they could participate in ad networks (analytics, Insight, Target)Execute on a Dime: Efficient and speed from content/campaign development to publishing to different form factors. Quickly measure and react based on target audiences reaction- optimize advertising spend to deliver biggest benefit for the buck. (WEM, Media optimizer)Need to expand wallet share- and reduce churn (new offerings that combine data/content, look at new business models - mobile advertisingAcquire new customersMarket for carriers is mature, saturated - having a challenge acquiring new customers and keeping existing customers. Focused on expanding “wallet share” across their served customer base…bundling offerings is popular (4P offering - Internet, Voice, TV, Mobile). Major focus of customer relationship management strategy is influencing uptake of additional offerings to prevent defection. A dominant KPI is client spend. Disruptive new entrants are stealing market share (Free Mobile story in France…already has 5% market share) and regulatory pressure challenging the growth in revenues from increased data consumption with growth of mobile subscribers
  • These silos of information make it increasingly difficult to do things core to your business and growth. Adobe has been working with Telco companies for years helping to meet customer needs in a very dynamic marketplace and grow their business. In fact, Adobe works with over 70% of the top 25 Global Telecommunications companies. These are a core set of objectives that we have helped them achieve again and againthings such as:Innovation –There are few industries that are as dynamic as telecommunications. To stay ahead of the pack and to envision the next revolutionary trend, success is driven through experimentation and innovation.First is product/services innovation as part of driving desire to grow revenues in areas beyond data downloads. We see a lot of experimentation with new offerings such as bundles and family plans which provide opportunities to benefit from content downloads, gain share of wallet & improve ARPUs. Telco organizations are increasing tapping customers for inputs during the product development cycle which provides early inputs into product features and audience preferences and positioning. focused on the development of New offerings that will both improve revenues and provide more stickiness (like data and content subscriptions) and marketing innovation- novel ways to engage and retain customers (apps and OTT collaborations, mobile broadband) gain a (adobe value proposition is through social technologies that support innovation strategies, analytics that enable the organization to identify trends)Differentiate Customer Experiences- CSP can differentiate themselves from the competition by providing personalized, engaging experiences across the customer lifecycle. For example, CSP are able to improve CSAT and reduce churn by providing intuitive e-support experiences. (analytics, targeting, WEM) Harness the power of big data: Telco organizations have a wealth of data- billing relationship, phone, app usage like other organizations want to harness the power of their data are looking to identify actionable insights and segments within their data sets to inform audience targeting, cross sell/up sell, and provide intuitive support experiencesANDThey are the only player in the eco system that can see the market in totality: what mobile subscribers are doing- how all apps & devices are being used so that could be used to sell back to ecosystem as intel or they could participate in ad networks (analytics, Insight, Target)Execute on a Dime: Efficient and speed from content/campaign development to publishing to different form factors. Quickly measure and react based on target audiences reaction- optimize advertising spend to deliver biggest benefit for the buck. (WEM, Media optimizer)Need to expand wallet share- and reduce churn (new offerings that combine data/content, look at new business models - mobile advertisingAcquire new customersMarket for carriers is mature, saturated - having a challenge acquiring new customers and keeping existing customers. Focused on expanding “wallet share” across their served customer base…bundling offerings is popular (4P offering - Internet, Voice, TV, Mobile). Major focus of customer relationship management strategy is influencing uptake of additional offerings to prevent defection. A dominant KPI is client spend. Disruptive new entrants are stealing market share (Free Mobile story in France…already has 5% market share) and regulatory pressure challenging the growth in revenues from increased data consumption with growth of mobile subscribers
  • Learn the tools, but…Value propositions, compelling messaging, trade dress, etc. still matterDon’t get so heavy in the science that you forget the art
  • These silos of information make it increasingly difficult to do things core to your business and growth. Adobe has been working with Telco companies for years helping to meet customer needs in a very dynamic marketplace and grow their business. In fact, Adobe works with over 70% of the top 25 Global Telecommunications companies. These are a core set of objectives that we have helped them achieve again and againthings such as:Innovation –There are few industries that are as dynamic as telecommunications. To stay ahead of the pack and to envision the next revolutionary trend, success is driven through experimentation and innovation.First is product/services innovation as part of driving desire to grow revenues in areas beyond data downloads. We see a lot of experimentation with new offerings such as bundles and family plans which provide opportunities to benefit from content downloads, gain share of wallet & improve ARPUs. Telco organizations are increasing tapping customers for inputs during the product development cycle which provides early inputs into product features and audience preferences and positioning. focused on the development of New offerings that will both improve revenues and provide more stickiness (like data and content subscriptions) and marketing innovation- novel ways to engage and retain customers (apps and OTT collaborations, mobile broadband) gain a (adobe value proposition is through social technologies that support innovation strategies, analytics that enable the organization to identify trends)Differentiate Customer Experiences- CSP can differentiate themselves from the competition by providing personalized, engaging experiences across the customer lifecycle. For example, CSP are able to improve CSAT and reduce churn by providing intuitive e-support experiences. (analytics, targeting, WEM) Harness the power of big data: Telco organizations have a wealth of data- billing relationship, phone, app usage like other organizations want to harness the power of their data are looking to identify actionable insights and segments within their data sets to inform audience targeting, cross sell/up sell, and provide intuitive support experiencesANDThey are the only player in the eco system that can see the market in totality: what mobile subscribers are doing- how all apps & devices are being used so that could be used to sell back to ecosystem as intel or they could participate in ad networks (analytics, Insight, Target)Execute on a Dime: Efficient and speed from content/campaign development to publishing to different form factors. Quickly measure and react based on target audiences reaction- optimize advertising spend to deliver biggest benefit for the buck. (WEM, Media optimizer)Need to expand wallet share- and reduce churn (new offerings that combine data/content, look at new business models - mobile advertisingAcquire new customersMarket for carriers is mature, saturated - having a challenge acquiring new customers and keeping existing customers. Focused on expanding “wallet share” across their served customer base…bundling offerings is popular (4P offering - Internet, Voice, TV, Mobile). Major focus of customer relationship management strategy is influencing uptake of additional offerings to prevent defection. A dominant KPI is client spend. Disruptive new entrants are stealing market share (Free Mobile story in France…already has 5% market share) and regulatory pressure challenging the growth in revenues from increased data consumption with growth of mobile subscribers
  • “There has not been a common vision for this site for a very long time under one leader. It has moved from one leader to another, so it keeps shifting.”
  • These silos of information make it increasingly difficult to do things core to your business and growth. Adobe has been working with Telco companies for years helping to meet customer needs in a very dynamic marketplace and grow their business. In fact, Adobe works with over 70% of the top 25 Global Telecommunications companies. These are a core set of objectives that we have helped them achieve again and againthings such as:Innovation –There are few industries that are as dynamic as telecommunications. To stay ahead of the pack and to envision the next revolutionary trend, success is driven through experimentation and innovation.First is product/services innovation as part of driving desire to grow revenues in areas beyond data downloads. We see a lot of experimentation with new offerings such as bundles and family plans which provide opportunities to benefit from content downloads, gain share of wallet & improve ARPUs. Telco organizations are increasing tapping customers for inputs during the product development cycle which provides early inputs into product features and audience preferences and positioning. focused on the development of New offerings that will both improve revenues and provide more stickiness (like data and content subscriptions) and marketing innovation- novel ways to engage and retain customers (apps and OTT collaborations, mobile broadband) gain a (adobe value proposition is through social technologies that support innovation strategies, analytics that enable the organization to identify trends)Differentiate Customer Experiences- CSP can differentiate themselves from the competition by providing personalized, engaging experiences across the customer lifecycle. For example, CSP are able to improve CSAT and reduce churn by providing intuitive e-support experiences. (analytics, targeting, WEM) Harness the power of big data: Telco organizations have a wealth of data- billing relationship, phone, app usage like other organizations want to harness the power of their data are looking to identify actionable insights and segments within their data sets to inform audience targeting, cross sell/up sell, and provide intuitive support experiencesANDThey are the only player in the eco system that can see the market in totality: what mobile subscribers are doing- how all apps & devices are being used so that could be used to sell back to ecosystem as intel or they could participate in ad networks (analytics, Insight, Target)Execute on a Dime: Efficient and speed from content/campaign development to publishing to different form factors. Quickly measure and react based on target audiences reaction- optimize advertising spend to deliver biggest benefit for the buck. (WEM, Media optimizer)Need to expand wallet share- and reduce churn (new offerings that combine data/content, look at new business models - mobile advertisingAcquire new customersMarket for carriers is mature, saturated - having a challenge acquiring new customers and keeping existing customers. Focused on expanding “wallet share” across their served customer base…bundling offerings is popular (4P offering - Internet, Voice, TV, Mobile). Major focus of customer relationship management strategy is influencing uptake of additional offerings to prevent defection. A dominant KPI is client spend. Disruptive new entrants are stealing market share (Free Mobile story in France…already has 5% market share) and regulatory pressure challenging the growth in revenues from increased data consumption with growth of mobile subscribers
  • These silos of information make it increasingly difficult to do things core to your business and growth. Adobe has been working with Telco companies for years helping to meet customer needs in a very dynamic marketplace and grow their business. In fact, Adobe works with over 70% of the top 25 Global Telecommunications companies. These are a core set of objectives that we have helped them achieve again and againthings such as:Innovation –There are few industries that are as dynamic as telecommunications. To stay ahead of the pack and to envision the next revolutionary trend, success is driven through experimentation and innovation.First is product/services innovation as part of driving desire to grow revenues in areas beyond data downloads. We see a lot of experimentation with new offerings such as bundles and family plans which provide opportunities to benefit from content downloads, gain share of wallet & improve ARPUs. Telco organizations are increasing tapping customers for inputs during the product development cycle which provides early inputs into product features and audience preferences and positioning. focused on the development of New offerings that will both improve revenues and provide more stickiness (like data and content subscriptions) and marketing innovation- novel ways to engage and retain customers (apps and OTT collaborations, mobile broadband) gain a (adobe value proposition is through social technologies that support innovation strategies, analytics that enable the organization to identify trends)Differentiate Customer Experiences- CSP can differentiate themselves from the competition by providing personalized, engaging experiences across the customer lifecycle. For example, CSP are able to improve CSAT and reduce churn by providing intuitive e-support experiences. (analytics, targeting, WEM) Harness the power of big data: Telco organizations have a wealth of data- billing relationship, phone, app usage like other organizations want to harness the power of their data are looking to identify actionable insights and segments within their data sets to inform audience targeting, cross sell/up sell, and provide intuitive support experiencesANDThey are the only player in the eco system that can see the market in totality: what mobile subscribers are doing- how all apps & devices are being used so that could be used to sell back to ecosystem as intel or they could participate in ad networks (analytics, Insight, Target)Execute on a Dime: Efficient and speed from content/campaign development to publishing to different form factors. Quickly measure and react based on target audiences reaction- optimize advertising spend to deliver biggest benefit for the buck. (WEM, Media optimizer)Need to expand wallet share- and reduce churn (new offerings that combine data/content, look at new business models - mobile advertisingAcquire new customersMarket for carriers is mature, saturated - having a challenge acquiring new customers and keeping existing customers. Focused on expanding “wallet share” across their served customer base…bundling offerings is popular (4P offering - Internet, Voice, TV, Mobile). Major focus of customer relationship management strategy is influencing uptake of additional offerings to prevent defection. A dominant KPI is client spend. Disruptive new entrants are stealing market share (Free Mobile story in France…already has 5% market share) and regulatory pressure challenging the growth in revenues from increased data consumption with growth of mobile subscribers
  • The first sites to launch are the US/North American vehicle lines.
  • The first sites to launch are the US/North American vehicle lines.
  • Understand which metrics matter the mostKnow what moves the key metricsGet sharp on attribution
  • Understand which metrics matter the mostKnow what moves the key metricsGet sharp on attribution
  • These silos of information make it increasingly difficult to do things core to your business and growth. Adobe has been working with Telco companies for years helping to meet customer needs in a very dynamic marketplace and grow their business. In fact, Adobe works with over 70% of the top 25 Global Telecommunications companies. These are a core set of objectives that we have helped them achieve again and againthings such as:Innovation –There are few industries that are as dynamic as telecommunications. To stay ahead of the pack and to envision the next revolutionary trend, success is driven through experimentation and innovation.First is product/services innovation as part of driving desire to grow revenues in areas beyond data downloads. We see a lot of experimentation with new offerings such as bundles and family plans which provide opportunities to benefit from content downloads, gain share of wallet & improve ARPUs. Telco organizations are increasing tapping customers for inputs during the product development cycle which provides early inputs into product features and audience preferences and positioning. focused on the development of New offerings that will both improve revenues and provide more stickiness (like data and content subscriptions) and marketing innovation- novel ways to engage and retain customers (apps and OTT collaborations, mobile broadband) gain a (adobe value proposition is through social technologies that support innovation strategies, analytics that enable the organization to identify trends)Differentiate Customer Experiences- CSP can differentiate themselves from the competition by providing personalized, engaging experiences across the customer lifecycle. For example, CSP are able to improve CSAT and reduce churn by providing intuitive e-support experiences. (analytics, targeting, WEM) Harness the power of big data: Telco organizations have a wealth of data- billing relationship, phone, app usage like other organizations want to harness the power of their data are looking to identify actionable insights and segments within their data sets to inform audience targeting, cross sell/up sell, and provide intuitive support experiencesANDThey are the only player in the eco system that can see the market in totality: what mobile subscribers are doing- how all apps & devices are being used so that could be used to sell back to ecosystem as intel or they could participate in ad networks (analytics, Insight, Target)Execute on a Dime: Efficient and speed from content/campaign development to publishing to different form factors. Quickly measure and react based on target audiences reaction- optimize advertising spend to deliver biggest benefit for the buck. (WEM, Media optimizer)Need to expand wallet share- and reduce churn (new offerings that combine data/content, look at new business models - mobile advertisingAcquire new customersMarket for carriers is mature, saturated - having a challenge acquiring new customers and keeping existing customers. Focused on expanding “wallet share” across their served customer base…bundling offerings is popular (4P offering - Internet, Voice, TV, Mobile). Major focus of customer relationship management strategy is influencing uptake of additional offerings to prevent defection. A dominant KPI is client spend. Disruptive new entrants are stealing market share (Free Mobile story in France…already has 5% market share) and regulatory pressure challenging the growth in revenues from increased data consumption with growth of mobile subscribers
  • Highlight roll out roadmap (Roadmap and announcementsNew UI of Marketing Cloud – David N Demo in JanuaryAnnounced advances in innovations across all 5 solutionsThings like anomaly detections and clustering…Big idea we shared at Summit – the Last Millisecond (introduced a few months ago to employees now it Resonated with customersIdea is: From the moment I take an action, the experience is built for me in milliseconds.Every swipe, tag, tap, snap, drag, click…Across brands, devices and platforms, Consumers just want it their way and they don’t care about the complexity required to make that happen. Action to experience -> Last MillisecondHeroes or look very, very averageTo do this right, execution across four key pillars [LIST ALL FOUR]LISTEN - SignalsBehavioral (what is being shared)3rd party (demo, income range, age, zip)Enterprise data (PoS, CRM), Social data and graphSit in different places, once consolidated has to be ready to scale to real-time requirement of LMPREDICT: With our data about consumer and interests, now what do we predict they want to see / offer / contentMath, Algorithms, machine learning, Has to be. Massive scale.Based on the prediction, need to assemble the fundamental creativeASSEMBLE: The assets to assemble this sit in elemental form in different places, the creative over in the DAM, the font is over in another place, product pricing, inventory systems – everything must be assembled dynamically.DELIVER:This sounds simple, but is anything but. Must be done seamlessly – end-to-end and in mere moments with pinpoint accuracyAll critical – next version of the marketing cloud is overcome org hurdles
  • Enterprises must first collect all customers’ behavioral information not only from online interactions, but also from inbound, offline channels like point-of-sale retail systems and call centers, which are typically fragmented and stored in many different silos.
  • And then Consolidate all this data into a single analysis infrastructure in order to provide a 360º view of the Customer.Then using the right customer analytics solution, you can attribute online activities to offline conversion (and vice versa), establishing an accurate picture of visitor conversion and the affects of campaign investmentThis enables True Customer segmentation, taking into account all data attributes and activities, which empowers the leap to customer centric marketing. Ultimately, you will improve all your acquisition, conversion and retention activities.
  • Highlight roll out roadmap (Roadmap and announcementsNew UI of Marketing Cloud – David N Demo in JanuaryAnnounced advances in innovations across all 5 solutionsThings like anomaly detections and clustering…Big idea we shared at Summit – the Last Millisecond (introduced a few months ago to employees now it Resonated with customersIdea is: From the moment I take an action, the experience is built for me in milliseconds.Every swipe, tag, tap, snap, drag, click…Across brands, devices and platforms, Consumers just want it their way and they don’t care about the complexity required to make that happen. Action to experience -> Last MillisecondHeroes or look very, very averageTo do this right, execution across four key pillars [LIST ALL FOUR]LISTEN - SignalsBehavioral (what is being shared)3rd party (demo, income range, age, zip)Enterprise data (PoS, CRM), Social data and graphSit in different places, once consolidated has to be ready to scale to real-time requirement of LMPREDICT: With our data about consumer and interests, now what do we predict they want to see / offer / contentMath, Algorithms, machine learning, Has to be. Massive scale.Based on the prediction, need to assemble the fundamental creativeASSEMBLE: The assets to assemble this sit in elemental form in different places, the creative over in the DAM, the font is over in another place, product pricing, inventory systems – everything must be assembled dynamically.DELIVER:This sounds simple, but is anything but. Must be done seamlessly – end-to-end and in mere moments with pinpoint accuracyAll critical – next version of the marketing cloud is overcome org hurdles
  • The marketer worked with our predictive services team to build a media mix model tool. In this dashboard, the marketer enters all of the planned budgets for its various media.He then clicks the “Calculate Optimum” button to run the customized predictive model against the inputs.
  • You can see the small incremental improvement in revenue based on the predictive model.
  • Highlight roll out roadmap (Roadmap and announcementsNew UI of Marketing Cloud – David N Demo in JanuaryAnnounced advances in innovations across all 5 solutionsThings like anomaly detections and clustering…Big idea we shared at Summit – the Last Millisecond (introduced a few months ago to employees now it Resonated with customersIdea is: From the moment I take an action, the experience is built for me in milliseconds.Every swipe, tag, tap, snap, drag, click…Across brands, devices and platforms, Consumers just want it their way and they don’t care about the complexity required to make that happen. Action to experience -> Last MillisecondHeroes or look very, very averageTo do this right, execution across four key pillars [LIST ALL FOUR]LISTEN - SignalsBehavioral (what is being shared)3rd party (demo, income range, age, zip)Enterprise data (PoS, CRM), Social data and graphSit in different places, once consolidated has to be ready to scale to real-time requirement of LMPREDICT: With our data about consumer and interests, now what do we predict they want to see / offer / contentMath, Algorithms, machine learning, Has to be. Massive scale.Based on the prediction, need to assemble the fundamental creativeASSEMBLE: The assets to assemble this sit in elemental form in different places, the creative over in the DAM, the font is over in another place, product pricing, inventory systems – everything must be assembled dynamically.DELIVER:This sounds simple, but is anything but. Must be done seamlessly – end-to-end and in mere moments with pinpoint accuracyAll critical – next version of the marketing cloud is overcome org hurdles
  • Digital Readinessis the right combination of People, Process and Products which enabledata rich organisations to become information and action rich. It enables organisations to setup a strong digital analytics foundation that supports the success of existing and future digital marketing activities. Specifically at M&S we’re talking about enabling your core teams to develop an insight-driven organisation.
  • Highlight roll out roadmap (Roadmap and announcementsNew UI of Marketing Cloud – David N Demo in JanuaryAnnounced advances in innovations across all 5 solutionsThings like anomaly detections and clustering…Big idea we shared at Summit – the Last Millisecond (introduced a few months ago to employees now it Resonated with customersIdea is: From the moment I take an action, the experience is built for me in milliseconds.Every swipe, tag, tap, snap, drag, click…Across brands, devices and platforms, Consumers just want it their way and they don’t care about the complexity required to make that happen. Action to experience -> Last MillisecondHeroes or look very, very averageTo do this right, execution across four key pillars [LIST ALL FOUR]LISTEN - SignalsBehavioral (what is being shared)3rd party (demo, income range, age, zip)Enterprise data (PoS, CRM), Social data and graphSit in different places, once consolidated has to be ready to scale to real-time requirement of LMPREDICT: With our data about consumer and interests, now what do we predict they want to see / offer / contentMath, Algorithms, machine learning, Has to be. Massive scale.Based on the prediction, need to assemble the fundamental creativeASSEMBLE: The assets to assemble this sit in elemental form in different places, the creative over in the DAM, the font is over in another place, product pricing, inventory systems – everything must be assembled dynamically.DELIVER:This sounds simple, but is anything but. Must be done seamlessly – end-to-end and in mere moments with pinpoint accuracyAll critical – next version of the marketing cloud is overcome org hurdles
  • Mobile as part of multi-channel marketing strategy
  • These silos of information make it increasingly difficult to do things core to your business and growth. Adobe has been working with Telco companies for years helping to meet customer needs in a very dynamic marketplace and grow their business. In fact, Adobe works with over 70% of the top 25 Global Telecommunications companies. These are a core set of objectives that we have helped them achieve again and againthings such as:Innovation –There are few industries that are as dynamic as telecommunications. To stay ahead of the pack and to envision the next revolutionary trend, success is driven through experimentation and innovation.First is product/services innovation as part of driving desire to grow revenues in areas beyond data downloads. We see a lot of experimentation with new offerings such as bundles and family plans which provide opportunities to benefit from content downloads, gain share of wallet & improve ARPUs. Telco organizations are increasing tapping customers for inputs during the product development cycle which provides early inputs into product features and audience preferences and positioning. focused on the development of New offerings that will both improve revenues and provide more stickiness (like data and content subscriptions) and marketing innovation- novel ways to engage and retain customers (apps and OTT collaborations, mobile broadband) gain a (adobe value proposition is through social technologies that support innovation strategies, analytics that enable the organization to identify trends)Differentiate Customer Experiences- CSP can differentiate themselves from the competition by providing personalized, engaging experiences across the customer lifecycle. For example, CSP are able to improve CSAT and reduce churn by providing intuitive e-support experiences. (analytics, targeting, WEM) Harness the power of big data: Telco organizations have a wealth of data- billing relationship, phone, app usage like other organizations want to harness the power of their data are looking to identify actionable insights and segments within their data sets to inform audience targeting, cross sell/up sell, and provide intuitive support experiencesANDThey are the only player in the eco system that can see the market in totality: what mobile subscribers are doing- how all apps & devices are being used so that could be used to sell back to ecosystem as intel or they could participate in ad networks (analytics, Insight, Target)Execute on a Dime: Efficient and speed from content/campaign development to publishing to different form factors. Quickly measure and react based on target audiences reaction- optimize advertising spend to deliver biggest benefit for the buck. (WEM, Media optimizer)Need to expand wallet share- and reduce churn (new offerings that combine data/content, look at new business models - mobile advertisingAcquire new customersMarket for carriers is mature, saturated - having a challenge acquiring new customers and keeping existing customers. Focused on expanding “wallet share” across their served customer base…bundling offerings is popular (4P offering - Internet, Voice, TV, Mobile). Major focus of customer relationship management strategy is influencing uptake of additional offerings to prevent defection. A dominant KPI is client spend. Disruptive new entrants are stealing market share (Free Mobile story in France…already has 5% market share) and regulatory pressure challenging the growth in revenues from increased data consumption with growth of mobile subscribers
  • Typically you think of adobe as a software company who sells only product, meaning tools which are used to manage, measure or optimize digital marketing. We can offer much more. Thank you for your time.Shall we proceed to bring in our consultants to prepare an assessment of your Digital Readiness situation?
  • Thank you BradTo highlight the digital marketing controls that Brad was talking about, I want to take you behind the scenes of Adobe’s recent Creative Suite 6 launch to show you some of the secret processes and metrics that we don’t normally share publically. This real-world case study is exciting because not only did it use great examples of Digital Marketing strategy, but it also delivered more than 10 times Return on Investment.
  • The next step in the process was to continue building personas around these segments and start assembling content that we could test.For each segment or persona, we developed multiple offers that we could run and test to determine what worked in getting higher conversion rates.
  • These variations of content were finely tuned for each segment, giving us clearly targeted messages.The goal of these offers was to create a personalized experience for customers once they landed on our company site.These are some of the examples of the A/B images.
  • And here you can see a second variation for each segment, again with unique messages that are designed to be interesting to the personas.The really cool thing about these landing page experiences though, is that even with anonymous customers, it could evolve in real-time what message the customer sees based on variables like behavior on the site, referring domains, time of day, or what search terms the customer used. This continual optimization was critical to ensure that we were matching the right content with the right user.
  • We started by comparing the social channels.In this case, we looked at continued trends on Twitter and Facebook and determined that we should run a test to figure out how to increase customer referrals.
  • If we could get positive comments and recommendations about our products from actual customers, we knew that would be more influential than any marketing message we could come up with.So we decided to enable these social influencers with a campaign that would enable them to share our message for us.
  • Our approach was to build a Facebook app that encouraged customers to enter for a chance to win free software.The idea again, was to post this and make it exciting enough that people would want to share the message and extend the marketing campaign across the social channels.
  • This was one of our first big campaigns with social so we decided to do it right and test the campaign.
  • Let’s check out at some of the results.In this social campaign, we ran multiple versions of the Social Experience App.Here we can see Experience A on the left and B on the right.A was targeted to customers who we hoped would enter the contest and promote to their friends – it was extremely visual and interactive with a smaller call to action Experience B focused more on the product than the contest and had a much larger and more pronounced Enter Button with more white space.We used our testing engine to run both tests at the same time, but split the audience by our target segments. Some people thought the white space and large call to action would generate more success, others thought the more interactive app would win.Which do you think performed the highest? Think about it for a moment and I will show you.I asked this question to 100 people here at the conference and here are the results.37% picked A, and 63% selected B; and 10% just couldn’t make up their minds so I moved on… – Most indicated that they felt the large Enter Now button would get more people to click through.
  • In fact, its not as easy as just A OR BAdobe’s Digital Marketing Suite allows companies to get passed guess work. The results in this case were more interesting.Version A outperformed B by 12% measured with 91% confidence on getting people to enter the contest, BUT version B was more than 200% higher at 99% confidence in getting customers to click through to learn more. So like most statistics, those of you who guessed A were right, and those of you who guessed B were right.However, the key here is that it comes back to matching the right content to the right user. A works for an audience that is hoping for a chance to get free software and in turn promotes our products to their friends, and B works for prospects that want to learn more about the products. With this information we were able to extend our testing and begin personalizing the experience based on the data.
  • Before I turn this back to David I want to share a couple more fun results.We ran our Creative Suite launch campaigns across multiple marketing channels, and traditionally Search Marketing is the biggest contributor of success. This time social rocked the results and came out on top. It drove more than 3 million referrals to our site and was a higher contributor to revenue than search, driving almost 13% of Creative Cloud subscriptions. That is HUGE!Why did it work? Well here is an example. With the app we just reviewed, we had influencers across the social networks promoting our products for us, because they like our products, and because we gave them the opportunity. One of these social influencers – just simply by referring Adobe products to his social friends – by himself generated nearly $5,000 Euros in revenue for Adobe Adobe’s Digital Marketing Suite – combined with smart marketers to power a extremely sucessful Creative Suite - with more than 10 times return on investment.That is how you can utilize technologies to create a digital marketing cockpit that is right for your business as well, and that is how Data optimized marketing works.Back to you David.
  • These silos of information make it increasingly difficult to do things core to your business and growth. Adobe has been working with Telco companies for years helping to meet customer needs in a very dynamic marketplace and grow their business. In fact, Adobe works with over 70% of the top 25 Global Telecommunications companies. These are a core set of objectives that we have helped them achieve again and againthings such as:Innovation –There are few industries that are as dynamic as telecommunications. To stay ahead of the pack and to envision the next revolutionary trend, success is driven through experimentation and innovation.First is product/services innovation as part of driving desire to grow revenues in areas beyond data downloads. We see a lot of experimentation with new offerings such as bundles and family plans which provide opportunities to benefit from content downloads, gain share of wallet & improve ARPUs. Telco organizations are increasing tapping customers for inputs during the product development cycle which provides early inputs into product features and audience preferences and positioning. focused on the development of New offerings that will both improve revenues and provide more stickiness (like data and content subscriptions) and marketing innovation- novel ways to engage and retain customers (apps and OTT collaborations, mobile broadband) gain a (adobe value proposition is through social technologies that support innovation strategies, analytics that enable the organization to identify trends)Differentiate Customer Experiences- CSP can differentiate themselves from the competition by providing personalized, engaging experiences across the customer lifecycle. For example, CSP are able to improve CSAT and reduce churn by providing intuitive e-support experiences. (analytics, targeting, WEM) Harness the power of big data: Telco organizations have a wealth of data- billing relationship, phone, app usage like other organizations want to harness the power of their data are looking to identify actionable insights and segments within their data sets to inform audience targeting, cross sell/up sell, and provide intuitive support experiencesANDThey are the only player in the eco system that can see the market in totality: what mobile subscribers are doing- how all apps & devices are being used so that could be used to sell back to ecosystem as intel or they could participate in ad networks (analytics, Insight, Target)Execute on a Dime: Efficient and speed from content/campaign development to publishing to different form factors. Quickly measure and react based on target audiences reaction- optimize advertising spend to deliver biggest benefit for the buck. (WEM, Media optimizer)Need to expand wallet share- and reduce churn (new offerings that combine data/content, look at new business models - mobile advertisingAcquire new customersMarket for carriers is mature, saturated - having a challenge acquiring new customers and keeping existing customers. Focused on expanding “wallet share” across their served customer base…bundling offerings is popular (4P offering - Internet, Voice, TV, Mobile). Major focus of customer relationship management strategy is influencing uptake of additional offerings to prevent defection. A dominant KPI is client spend. Disruptive new entrants are stealing market share (Free Mobile story in France…already has 5% market share) and regulatory pressure challenging the growth in revenues from increased data consumption with growth of mobile subscribers
  • Adobe presentation sydney

    1. 1. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.Real Time MarketingSiva Ganeshanandan | Director Product and Industry Strategy, JAPAC
    2. 2. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.AgendaReal Time Marketing – What Is It ?Inhibiting Factors – Why Is It So Hard ?Building Towards – Real Time Marketing
    3. 3. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.Real Time Marketing
    4. 4. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.Real Time Marketing
    5. 5. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.War Rooms
    6. 6. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.Bright Shiny Object
    7. 7. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.
    8. 8. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.
    9. 9. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.
    10. 10. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.#istrategysiva
    11. 11. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential. 11All The TimeRight Person, Right Message, Right Time
    12. 12. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.Altimeter Group (Charlene Li)Traditional RTM New RTMRight PersonAudience,Corporate CentricIndividual, Data Driven,Customer CentricRight Time and PlaceEvent Focused,Pre-PlannedTaps ExistingConversations,Understands Context,Fast ResponseRight MessageCreative, CorporateCentricResponsive andCreative, CustomerCentric, Marketing as aService
    13. 13. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.Golin Harris : Impact of Real Time Marketinghttp://golinharris.com/#!/insights/real-time-marketing-research/
    14. 14. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.http://golinharris.com/#!/insights/real-time-marketing-research/Golin Harris : Impact of Real Time Marketing
    15. 15. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.AgendaReal Time Marketing – What Is It ?Inhibiting Factors – Why Is It So Hard ?Building Towards – Real Time Marketing
    16. 16. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential. 16metric and KPImisalignmentskill set and rolefragmentationWhy Is It Hard?tool setfragmentationchannelfragmentationCoordinatingsuccessfulcampaigns isharder than ever
    17. 17. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential. 17metric and KPImisalignmentskill set and rolefragmentationWhy Is It Hard?tool setfragmentationchannelfragmentationCoordinatingsuccessfulcampaigns isharder than ever
    18. 18. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential. 18For consumers, there is only your brandBut marketers see four screens:TV, computer, tablet, mobileThey see 6 channels:web, social, email, search, display and appsThey see three sources of trust: paid, earned,ownedAnd no two customer journeys are the same
    19. 19. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.Confidentialand Proprietary Informationof MindshareBefore Social NowThe Impact of Social
    20. 20. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential. 20metric and KPImisalignmentskill set and rolefragmentationWhy Is It Hard?tool setfragmentationchannelfragmentationCoordinatingsuccessfulcampaigns isharder than ever
    21. 21. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.Adobe Marketing Toolset – 2 ½ Years Ago
    22. 22. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential. 22metric and KPImisalignmentskill set and rolefragmentationWhy Is It Hard?tool setfragmentationchannelfragmentationCoordinatingsuccessfulcampaigns isharder than ever
    23. 23. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.Confidentialand Proprietary Informationof MindshareSsd Analysts SocialMarketer CMO, Head ofDigital Advertising Search UX ContentAuthours Mobile Team BI/CRMDifferent Teams – Often Working in Isolation
    24. 24. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.Common Challenge: Dysfunctional processes and governanceLots of horsepower…
    25. 25. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential. 25metric and KPImisalignmentskill set and rolefragmentationWhy Is It Hard?tool setfragmentationchannelfragmentationCoordinatingsuccessfulcampaigns isharder than ever
    26. 26. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential. Confidential and Proprietary Information of MindshareSsdShare ofVoiceCRMLikesKloutScoreAdd ToCart RateImpressionsCPAToolUsageOpenRateUniquesSALs/MQLsBrandScoreCTRPageViews NPSScore
    27. 27. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.SalesProduct ITMarketingNo Conductor of the OrchestraCommon Challenge: Dysfunctional Processes andGovernance
    28. 28. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.AgendaReal Time Marketing – What Is It ?Inhibiting Factors – Why Is It So Hard ?Building Towards – Real Time Marketing
    29. 29. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.Building Towards Digital MarketingOrganisationalTechnology and ProcessCollaboration
    30. 30. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.30Organisational Structure : Reporting vs Permission30
    31. 31. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.31Response Processes31
    32. 32. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential. 32Data Skills
    33. 33. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential. 33Testing Skills
    34. 34. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential. 34scienceart
    35. 35. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.Building Towards Digital MarketingOrganisationalTechnology and ProcessCollaboration
    36. 36. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.USER EXPERIENCEUSER ACTIONS Clicks on product Clicks on a newsstory Walks into store Stock hits $50 andtriggers an alert Downloads awhitepaper Updates golfscores.000 .0031. What do I know about this visitor?2. What do I predict will make the visitortake the action I want? 30% off, Free shipping Golf Stories Product Recommendation3. Access & Assemble the Digital assetsthat match what I predict4. Deliver those Digital Assets to thevisitor in the right channelThe Last Millisecond.001 .002Customers Expect and Reward Real Time Marketing
    37. 37. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential. 37LISTEN PREDICT ASSEMBLE DELIVERTHE LASTMILLISECOND
    38. 38. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.Understand Your Customer from All The Signals They ProvideSEO/SEMDirect MailE-mailSocialWebMobileBroadcastStoreBranchCall CentersCustomer /AccountDisplay Ads?
    39. 39. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.Online and OfflineOnline Data Offline DataSEO/SEM Direct MailE-mailSocialWebMobileBroadcastStoreBranchCall CentersCustomer /AccountDisplay Ads?This Data Doesn’t Just Sit with Marketing
    40. 40. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.Build a Picture of Who The Customer IsOnline DataSEO/SEME-mailSocialWebMobileDisplay AdsOffline DataDirect MailBroadcastStoreBranchCall CentersCustomer /AccountBig Analytics for Marketers
    41. 41. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential. 41LISTEN PREDICT ASSEMBLE DELIVERTHE LASTMILLISECOND
    42. 42. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.Use Historic Behaviour Patterns to Help Predict420102030Historic engagementlevel illustrates pattern…ScoreWeek05101520253011 12 13 14 15 16 17… customer score spikes indicates apotential new opportunity…ABScore… and derives a list, orsegment, of highlyengaged customers…… multichannel decisionengine detects activityspikes and triggers alert…branch call-centre/IVR online mobile/tablet… who can be targeted immediately through automatedonline targeting, or directed to other channels (e.g.relationship manager) for follow-up.
    43. 43. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.Enter Budget ConstraintsDevelop Reliable PredictiveModels
    44. 44. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.Obtain Optimal Budget AllocationDevelop Reliable PredictiveModels
    45. 45. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential. 45LISTEN PREDICT ASSEMBLE DELIVERTHE LASTMILLISECOND
    46. 46. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.
    47. 47. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential. 47Forrester Perspective
    48. 48. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.Personalise at Every Touch Point48Manage Optimize CreativeIngestAffiliate/Retail Databizo dataloTARGUSinfo AllianExperian IXIAcxiom V12 groupBluekai exelateLead ScoringPOSSocialAd PerformanceDigital AnalyticsCEM/NetizzaAUDIENCE MANAGEMENTADSITECall to Action 1Image120%OffHero 11st Party2nd PartyImage210%OffCall to Action 2Hero 2Portable DVD Phone TabletCyber Moms(2,134,000Uniques)Last 7 DaysYoung UrbanMales(4,674,000Uniques)Last 7 DaysGenderMarital StatusPresence of ChildrenBuying ProcessElectronic NeedsPopulation DensityVisit FrequencyAge RangeHousing TypeHH Income
    49. 49. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential. 49LISTEN PREDICT ASSEMBLE DELIVERTHE LASTMILLISECOND
    50. 50. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.Empower Digital Marketers to build optimized mobile experiences50• In-context contentauthoring• Device preview• Reuse of contentand assets• Apple iPad optimizedauthoring tool forcontent review andapproval
    51. 51. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.PhoneGap Changes Everything51
    52. 52. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.MOBILEMOBILE APPSPCsdevice-specificfeatures
    53. 53. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential. 53Social Content and Publishing Making Use of Network (Facebook, Google+ APIs)
    54. 54. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.Building Towards Digital MarketingOrganisationalTechnology and ProcessCollaboration
    55. 55. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.Confidentialand Proprietary Informationof MindshareSocial CRMPReCommRetailEmailDM OOHMobileGamingCorpInsightsITMediaSearch
    56. 56. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.
    57. 57. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.
    58. 58. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.
    59. 59. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential. 59AdvertisingSocialTargetingAnalyticsExperience Management
    60. 60. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.CASE STUDY:Adobe Creative CloudLaunch
    61. 61. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.Discovering the Audience and Marketing ChannelsPHOTOGRAPHER STUDENTCREATIVE DIRECTOR VIDEO PRODUCER
    62. 62. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.Discovering the Audience and Marketing ChannelsPHOTOGRAPHERCREATIVE DIRECTORSTUDENTVIDEO PRODUCER
    63. 63. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.Discovering the Audience and Marketing ChannelsPHOTOGRAPHERCREATIVE DIRECTORSTUDENTVIDEO PRODUCER
    64. 64. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.1012,320407364Go Beyond Likes & Followers
    65. 65. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.65Goal: Target Influencers to Drive RevenuePhotoshop is thebest invention next tothe Internet <3
    66. 66. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.
    67. 67. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.Test StructureExperience A Experience B
    68. 68. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.Experience A
    69. 69. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.Experience B
    70. 70. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.What Did YOU Think?Experience A Experience BB?A?
    71. 71. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.Experience A Experience BResults – Data OptimizedEnter:+12%Learn:200%Winner!
    72. 72. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.© 2012 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential. 3 million referralsto Adobe.com 13% RevenueContributionCreative Cloud Reduced Ad Cost by28%Results
    73. 73. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.SummaryReal Time Marketing is All The TimeDemand More from TechnologyOrganise for Agility
    74. 74. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.USER EXPERIENCEUSER ACTIONS Clicks on product Clicks on a newsstory Walks into store Stock hits $50 andtriggers an alert Downloads awhitepaper Updates golfscores.000 .0031. What do I know about this visitor?2. What do I predict will make the visitortake the action I want? 30% off, Free shipping Golf Stories Product Recommendation3. Access & Assemble the Digital assetsthat match what I predict4. Deliver those Digital Assets to thevisitor in the right channelThe Last Millisecond.001 .002Customers Expect and Reward Real Time Marketing
    75. 75. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.“If everything seems under control, your justnot going fast enough”
    76. 76. © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.
    1. ¿Le ha llamado la atención una diapositiva en particular?

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