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The SoDA Report (Volume 1, 2013)


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Through primary research, thought leadership pieces, interviews, and showcases, The SoDA Report (Volume 1, 2013) once again brings together content from some of the most influential thinkers in the …

Through primary research, thought leadership pieces, interviews, and showcases, The SoDA Report (Volume 1, 2013) once again brings together content from some of the most influential thinkers in the digital marketing world today. This edition reveals new perspectives, fresh ideas and real concepts of how organizations are balancing the art and science of perception to succeed in these fast-paced times.

About SoDA: SoDA - The Global Society for Digital Marketing Innovators is an extremely selective association of the world’s most preeminent companies with digital DNA. SoDA’s membership includes 70 leading digital digital agencies and elite production companies with offices in 22 countries across 5 continents. SoDA serves as a voice for digital marketing professionals worldwide with a mission to advance the industry through Best Practices, Education and Advocacy.

*Please note - full interactive functionality of the report (video content & photo carousels) will be accessible via the free tablet app to be released soon.

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  • 1. Tony Quin Intro With over 65,000 readers in 2012, The SoDA Report“ Six years after 13 has become one of the most read publications in thedigital agency leaders digital marketing world. But this is only one expressiongot together over dinner of the remarkable community of digital pioneers,in Miami, SoDA has creatives and executives that makes up SoDA. Withgrown into a global 70 member agencies in 22 countries on 5 continents,organization with SoDA has become the leading voice of the digital agencymembers from New community, representing the top tier of digital agenciesYork to New Zealand. ” and the most sought after production companies in the world. As you will see as you explore the pages of this new edition of The SoDA Report, our members freely share their latest thinking on everything from igniting an innovation-ready mindset to the importance of user- centric design to humorous suggestions for horrible new buzzwords that we pray never see the light of day. That’s because sharing is the cornerstone of how SoDA works. We share with each other and we share with the world. Our Peer Collaboration Groups, for example, bring together over six hundred members across 16 disciplines in the search for best practices and new ideas. Regular roundtables and webinars showcase critical thought- leaders to our membership and beyond. And this year our “SoDA Presents” panel program will bring together the cream of our industry at major conferences across Europe, North America and Latin America. Six years after 13 digital agency leaders got together over dinner in Miami, SoDA has grown into a global
  • 2. organization with members from New York to NewZealand, enabling us more than ever to accomplish ourmission to advance our industry through Best Practices,Education, and Advocacy.I hope that you find this latest volume of The SoDAReport insightful and valuable, and I invite you to findout more about our programs, resources and membersat Wishes,Tony QuinChairman of the Board, SoDACEO, IQ Agency
  • 3. Angèle Beausoleil Foreward“We see the world, not as How agencies, production companies and brandsit is, but as we are” perceive their value to their respective customers varies  – Talmud greatly. How one generation perceives value differs from the next. Campaigns targeting one consumer segment are not necessarily perceived the same way by another segment. Facing these multiplying realities, how can we build a better awareness of people’s perceptions of our services, products and organizations? This year’s first edition of The SoDA Report reveals new perspectives, fresh ideas and real concepts of how organizations are balancing the art and science of perception to succeed in these fast-paced times. From blowing up what you learned about data from your not-so-favorite math teacher, to exploring how forward-thinking companies are laying the groundwork for a virtuous cycle of innovation, to integrating the best of technology development processes with quick marketing smarts, we suggest how you can change your company from risk averse to courageous, creative, authentic and agile. Future shifts in marketing are discussed by top executives of global brands, tech start-ups, agencies and the leadership of top trade publications. Among other things, they highlight the importance of humanizing data, creating credible content, advocating for user- centric design, transforming business models, tribe building and simplicity.
  • 4. Our writers and editors ponder a broad range ofprovocative questions. Are we responsive to responsivedesign? If focusing on the creation of mobile optimizedcontent is akin to solving a problem from 2007, whatproblems should we be focused on now? What isthe “next” Facebook? Are we living in a “QuantifiedSociety”? How can we become the Master of Design inour organizations. And, does irreverent marketing leadto effective consumption?We propose the use of Improv to cut throughperceptions and expose the real people you are hiring,and that whole-brained folks are truly the next killerapp. We suggest you pay attention to idea thieves, solvereal versus perceived problems and focus on becomingexceptional – which is what innovation is about.So, how can you increase your awareness of both yourown perceptions and the perceptions of others? Start byreading this report. Enjoy.Angèle BeausoleilEditor-in-Chief
  • 5. The SoDA ReportTeam & PartnersContent DevelopmentAngèle BeausoleilEditor-in-Chief of The SoDA Report,Founder & Chief Innovation Officer of Agent Innovateur Inc.Angèle Beausoleil has spent the last two decadesworking with digital agencies, technology companiesand consumer brands on identifying market trends,leading research and development projects throughinnovation labs and crafting strategic plans. Today,she balances her graduate studies (MA/PhD in AppliedInnovation) activities, with teaching Thinking Strategiesat UBC’s, and a strategic marketing andinvention consulting practice. Angele is also the Editor-in-Chief for The SoDA Report and is an advisory boardmember for the Merging+Media Association, VancouverInternational Film Festival, Kibooco (kids edutainmentstart-up) and the Digital Strategy Committee for theUniversity of British Columbia (UBC). Angèle lives inVancouver with her husband and son.Chris BuettnerManaging Editor of The SoDA Report,SoDA Executive DirectorAfter a career on the digital agency and publisher sidethat spanned 15+ years, Chris Buettner now serves asManaging Editor of The SoDA Report. He is also theExecutive Director of SoDA where he is charged withdeveloping and executing the organization’s overallstrategic vision and growth plan. And with roots in
  • 6. journalism, education and the international non-profitworld, the transition to lead SoDA has been a welcomeopportunity to combine many of his talents andpassions. After living in Brazil and Colombia for years,Chris is also fluent in Spanish and Portuguese and is anenthusiastic supporter of SoDA’s initiatives to increaseits footprint in Latin America and around the world.Chris lives in Atlanta with his wife and two daughters.Editorial TeamSean MacPhedranIndustry Insider,Group Planning Director, FuelSean is Group Planning Director at Fuel (based inOttawa, Canada), where he currently works withclients including McDonald’s Europe, Nokia, Matteland Lucasfilm. He specializes in youth marketing,entertainment & game development, and theincorporation of pirates into advertising campaignsfor brands ranging from Jeep to Family Guy. Outsideof Fuel, he is a co-founder of the Ottawa InternationalGame Conference, managed the category-freeTomorrow Awards and spent a good deal of time in theMojave Desert launching people into space at the XPRIZE Foundation. They all came back alive.Craig MenziesAdvocacy,Head of Research and User Experience, DeependCraig is currently the Head of Research and UserExperience at Deepend, a digital and creative agencyheadquartered in Sydney, Australia. Craig is a formerForrester customer experience analyst, and has also heldpositions with iCrossing UK and Vodafone Australia.
  • 7. Zachary ParadisPeople Power,Director of Innovation Strategy, SapientNitroZachary Jean Paradis is an innovation strategist,professor and author obsessed with transforming livesthrough customer experience. He works at SapientNitro,teaches at the Institute of Design and lives in Chicago.Zachary works with companies to become successfulinnovators by utilizing “experience thinking” as astrategic asset manifested in better offerings, flexibleprocess, and open culture. He works with start-upsand Fortune 1000 companies as diverse as ChryslerAuto Group to Target, Hyatt Hotels to John Deere,M&S to McLaren, and SAP to Yahoo!, evolving serviceand product experiences across digital and physicalchannels. Zachary recently relocated to Chicago fromSapientNitro’s London office.Mark PollardModern Marketer,VP Brand Strategy, Big SpaceshipMark is a brand planner who grew up digital. He builthis first website in 1997 then published the first full-color hip hop magazine in the Southern Hemisphere,while working in dotcoms, digital agencies andadvertising agencies. He is featured in the AdNews Top40 under 40, and won a Gold Account Planning Group(APG) award for his McDonald’s ‘Name It Burger’strategy. A NSW Government initiative listed him as oneof Sydney’s Top 100 Creative Catalysts. Mark is VP ofBrand Strategy at Big Spaceship in New York City.Simon SteinhardtTech Talk,Associate Creative Director, Editorial, JESS3Simon Steinhardt is the Associate Creative Directorof Editorial at JESS3 in Los Angeles. He is co-authorof the forthcoming book Hidden in Plain Sight: How
  • 8. to Create Extraordinary Products for Tomorrow’sCustomers (HarperBusiness), set for release on April16. Previously, he was managing editor of Swindlemagazine, and has written and edited extensively on artand culture, including contributions to The History ofAmerican Graffiti and Supply and Demand: The Art ofShepard Fairey.Philip RackinResearch Insights,Director of Strategy, MCDAs Director of Strategy at MCD Partners, PhilipRackin helps companies such as Samsung, E*TRADE,Discover Financial, and Genworth identify and developopportunities to grow their businesses with emergingtechnologies. Over the past 15 years, he’s developeddozens of marketing programs, and digital productsfor consumer and B2B clients, including Comcast,Consumer Reports, The Port Authority of NY and NJ,Computer Associates, NARS Cosmetics, Johnnie WalkerScotch Whisky, and the University of PennsylvaniaSchool of Design.Kate RichlingSoDA Showcases,VP of Marketing, PhenomblueAs Phenomblue’s Vice President of Marketing, KateRichling oversees the agency’s marketing and socialmedia outreach, as well as its inbound marketing efforts.Previously, Richling worked in public relations, creatingand executing strategies for a wide variety of brands andnon-profit organizations.
  • 9. PartnersResearch Partner Content/ProductionEconsultancy Organizational SponsorCover Design AdobeStruck www.adobe.comwww.struck.comTablet Edition/ProdutionUniversal Mind The SoDA Production Team Natalie Smith, Head of Production Todd Harrison, Designer Courtney Hurt, Production DesignerInfographics
  • 10. Digital Marketing Outlook Key Survey Findings Respondent Overview Marketers Self-Assess their Digital SavvyClient Investments in Agencies Trending Upward The SoDA Report 2013
  • 11. The SoDAReport Section 1 : Digital Marketing Outlook SoDA’s Digital Outlook Marketing (DMO) Survey results are in. The findings provide evidence that both digital agencies and full-service agencies with robust digital capabilities are taking an increasingly prominent seat at the table with client organizations. In fact, many not only have a seat, but also a desk and a few family photos. More than 1 in 5 of our agency respondents said they now have agency employees embedded asChris Buettner specialized resources at client offices as part of theirSoDA Executive Director service offering, highlighting a significant shift in client-and Managing Editor of agency engagement models.The SoDA Report Clients, for their part, are getting savvier as well. WhileAfter a career on the digital much of this digital acumen is home-grown within clientagency and publisher side organizations, brands are also receiving help from theirthat spanned 15+ years, agency and production company partners. Nearly oneChris Buettner now serves third of agency respondents are providing educationas Managing Editor of and training services to those clients who haveThe SoDA Report. He is developed internal teams to handle digital productionalso the Executive Director and maintenance.of Operations at SoDA So, do digital agencies have a dim future given thiswhere he is charged with apparent shift toward “in-sourcing” on the clientdeveloping and executing side? Quite the contrary. Forward-thinking digitalthe organization’s overall companies are finding that the best route to growth is tostrategic vision and growth make things…to be able to create innovative, effectiveplan. And with roots in experiences for both consumers and brands. And thisjournalism, education and year’s DMO Survey results underscore that brandsthe international non- are increasingly looking to digital agencies to do justprofit world, the transition that. We believe the trend toward clients innovatingto lead SoDA has been “out-of-house” and maintaining their existinga welcome opportunity digital experiences in-house will only become moreto combine many of his pronounced this year and into 2014.talents and passions.After living in Brazil and To support this shift, leading agencies and productionColombia for years, Chris companies are working to create a virtuous cycle of
  • 12. is also fluent in Spanish innovation and IP development at their companiesand Portuguese and is an through the creation of innovation labs and productenthusiastic supporter incubators. A whopping 40% of agency respondentsof SoDA’s initiatives to have launched product incubators, with the most salientincrease its footprint in benefits being happier, more engaged staff and newLatin America and around business success. These are just a few of the trendsthe world. emerging from this year’s DMO study. Conducted by Econsultancy, SoDA’s 2013 Digital Outlook Marketing Survey had 814 respondents, up 25% from SoDA’s 2012 study. Marketers represented approximately one-third of all respondents with a fairly even split between companies who primarily market products (33%), services (31%) and a mix of products and services (36%). Over 84% of respondents were key decision makers and influencers (CMOs, senior executives, VPs and directors) with annual marketing budgets ranging from US$5M to over US$100M and whose key markets are North America (50%), Europe (22%) and APAC (12%). This year saw a growing multinational cross-section of respondents, with 12% indicating that no single continent accounts for a majority of their business revenue. ABOUT ECONSULTANCY Econsultancy is a community where the world’s digital marketing and ecommerce professionals meet to sharpen their strategy, source suppliers, get quick answers, compare notes, help each other out and discover how to do everything better online. Founded in 1999, Econsultancy has grown to become the leading source of independent advice and insight on digital marketing and ecommerce. Econsultancy’s reports, events, online resources and training programs help its 200,000+ members make better decisions, build business cases, find the best suppliers, look smart in meetings and accelerate their careers. Econsultancy is proud to be SoDA’s research partner on this publication for the second consecutive year. For more information, go to
  • 13. The SoDAReport Section 1 : Digital Marketing Outlook Respondent Overview Organization TypeQ. Which of the Organization Type %following bestdescribes the Consumer brand (B2C) marketing 13%organization you Corporate brand (B2B) marketing 15%work for? Agency 35%Agency respondents Digital production studio 7%were evenly splitbetween digital agencies Vendor/service/independent consultant 10%and full service agencies serving the digital marketing industrywith digital capabilities. Other digital marketing professional 20%See the Related ResearchInsights within IndustryInsider for additionalanalysis on how thesetwo sets of agencyrespondents differ andagree on key industryissues.
  • 14. Respondent Overview Consumer Marketers by CategoryQ. Which of thefollowing bestdescribes yourcategory ofconsumer brand 12%marketing?CPG marketers 48%representedapproximately 50% 31%of the 2013 sample ofconsumer marketers. 9% Consumer Packaged Goods Services Other OEM
  • 15. Respondent Overview Job TitleQ. Which of the Title %following best C-level executive (e.g., CMO) 26%describes your title? Vice president (including SVP & EVP) of marketing 13% Vice president (including SVP & EVP) of channelOver 84% of (e.g., social media, mobile, e-mail) 4%respondents were key Vice president (including SVP & EVP) of technology 2%decision makers and Director/manager of market research 11% 10%influencers (CMOs,senior executives, VPs Customer segment owner or customer program manager 24% 10%and directors. Director/manager of marketing services or operations 13% 23% Other (please specify) 12%
  • 16. Global Business Reach By ContinentQ. From whichregion do themajority of yourbusiness revenuescome? 11%North American 2% 12%respondents represented50% of the sample (down 50%from approximately60% in the 2012 study),with Europe and Asia 2 2%making up an additional 3%third. Just over 1 in 10respondents (11%) hailedfrom multinationalswith a diversifiedrevenue stream acrosscontinents, up from 8%in last year’s study. North America Europe APAC Less than half of our revenues come fom any one continent South America Africa
  • 17. TheSoDAReport Section 1 : Digital Marketing Outlook Key Insight: Digital acumen on the client side is spiking. Marketers Self-Assess their Digital Savvy Q. How would you describe the digital marketing sophistication of your organization? (posed to 5% 1% client-side respondents) % 12 22 Fifty-four percent of client % respondents describe their organizations as “sophisticated” or 26% “very sophisticated” when it comes to digital marketing, an assertion that 34 a large cross-section of agency and % production company respondents support. When agencies and production companies were asked how they’re Very Sophisticated seeing their clients evolve, the increasing digital savvy of client- Somewhat Sophisticated side organizations – as suggested by About Average clients’ own self-assessments noted Somewhat Unsophisticated in the pie chart above – became even Very Unsophisticated more pronounced. While the pool of client-side respondents to SoDA’s No Opinion
  • 18. survey may be more sophisticated than the generalpopulation of brand marketers, we believe increasingdigital acumen on the client side is a trend that willbecome more pronounced and pervasive in the years tocome.A few highlights from agency responses:“Many of our clients are bypassing traditionalmarketing for digital marketing. That isn’t surprising,but what is a shocker is that they’re clamoring fordigital experiences that are uber personalized.Knowing a customer’s name isn’t sufficient. They’reasking for higher customer engagement throughcomplex personalization. For example, aggregatingall user interactions (implicit and explicit) and serving‘personalized’ content based on that data. In otherwords, determining user preferences without directlyburdening the user for that information.”“One of the savvier trends we’re seeing among clientsis toward custom behavioral marketing driven byintegration of data platforms to allow for real-time ornear real-time optimization and iteration (i.e., agilecampaign planning and performance management).” “We’re seeing a real trend toward more digitallyexperienced marketers being promoted to more seniorroles within client-side organizations.”“In their quest to do more with less, clients areacquiring more digital expertise, either through theaddition of digital agencies to their rosters and/orcreating internal digital teams, often by hiring formeragency professionals.”“Marketing and Technology teams are working moreclosely together on the client side. Such cross functionalteams are driving the delivery of innovative new
  • 19. marketing abilities.”“More technologies and technology skills are enteringthe marketing department on the client side. We call itthe rise of the Marketing Technologist.”“We’re finding that marketing professionals atforward-thinking client organizations not only havea strong holistic understanding of how their companybusiness operates, but also much more technical savvyin understanding internal systems as well as customersdevices and touchpoints.”“Clients who used to work in silos are now tearingdown walls between departments to integrate moreclosely with teams who have consumer-facing roles orare involved in product development.”
  • 20. TheSoDAReport Section 1 : Digital Marketing Outlook Key Insight: Digital marketing budgets and client investments in digital agencies will grow at a more intense pace in 2013 and 2014. Client Investments in Agencies Trending Upward Q. Which of the following best describes your organization’s approach to managing and executing 14% 14% digital marketing with 28% agency partners? 44 % Nearly 30% of client respondents indicated they were increasing agency investments in digital marketing efforts this year. This is not only a testament to the fact that the global economy has We’re Maintaining the Status Quo shown signs of improvement We’re Increasing our Agency Investments (albeit far from robust growth), We’re Decreasing our Agency Investments Over Time but also to the realization that Doesn’t Apply to Us digital provides stronger value than other channels as indicated in the next table on budgeting shifts.
  • 21. Some of the reasons… • Agencies are benefitting from clients’ reluctance to expand headcount. While many clients are expanding internal teams focused on executing and maintaining existing digital initiatives, most are looking to agencies for counsel and support when it comes to more senior-level, strategic digital marketing roles. • The measurability of digital has given it more clout, although – admittedly – mining the avalanche of data generated by digital efforts is still a major challenge for both clients and agencies. • More of the clients’ audiences are paying attention to them on digital channels.
  • 22. Budget DecisionsShifting inFavor of DigitalProjected Budget %We’re decreasing our digital marketing budgets 11%We’re maintaining the status quo 34%We’re increasing our digital marketing budgets withoutincreasing overall marketing spend (reallocating existing 39%budget into digital)We’re increasing our digital marketing budgets andincreasing our overall marketing spend 16%Other (please specify) 0% Q. Which of the following best describes your organization’s projected budget for digital marketing initiatives in 2013? Almost 40% of clients indicated they are increasing digital budgets without increasing their overall marketing spend (reallocating existing budget into digital). Another 16% say they’re increasing the overall size of the marketing pie (increasing overall spend and digital budgets). Any way you slice it, this is good news when it comes to the value being placed on digital marketing efforts.
  • 23. Industry Insider Section Preface The Psycho-Dynamics of Experience Design Putting Innovation to the Test Agency Ecosystems That Work Why Your Math Teacher is Killing Your Creativity The Point of Awards Recruitment Agencies: Breaking Old Perceptions 30 Seconds of Wisdom The SoDA Buzz Word LauncherGoing East – Why Asia Should Be on Your Growth Roadmap Related Research Insights The SoDA Report 2013
  • 24. The SoDAReport Section 2 : Industry Insider One of the most challenging issues facing digital agencies and production companies over the past decade has been the lack of shared insight. As the pioneers of 10 – and even 5 – years ago blazed their way through new technologies and changes in media consumption, the lack of good discussion, best practices and news forums created an industrial cowboy culture. Everyone alone together. Every challenge unique, twice.Sean MacPhedran Every day was trial by fire, and gut instinct was a betterIndustry Insider Section path to success than a case study to follow.EditorGroup Planning Director, SoDA has played a key role in elevating dialogue andFuel best practices in the industry by providing a forum for industry insiders to share issues that are unique to the new generation of advertising. It’s my hope as the Editor for this section that it will remain “always in beta” and that it presents the fluid sensibility of a discussion - what makes SoDA unique. I welcome anyone to contribute by emailing me at In this issue, Tony Quin, SoDA’s Chairman & CEO of IQ, provides insight into the most critical, but often overlooked, element of interactive – The Click. Joe Olsen, CEO of Phenomblue, discusses what innovation culture looks like in practice, and Matt Weston, Copywriter at Soap, gives his perspective on the evolution of the creative team from the trenches. Controversy abounds as we address Awards Shows and Recruitment Firms with Ignacio Oreamuno, Executive Director of the Art Directors Club, and Andrea Bertignoll, President of KANND Recruiting. With interviews, we explore how these two areas are critical to our industry.
  • 25. Finally, we open the floor to members, with 30 Secondsof Wisdom on a wide range of topics, and present someamusing suggestions for horrible new buzzwords thatwe’ll collectively pray never enter the lexicon.
  • 26. The SoDAReport Section 2 : Industry Insider Tony Quin, Principal, IQ The Psycho- Dynamics of Experience DesignWith a background asa writer, director andproducer of network TVshows and commercialsin LA, Tony Quin foundedIQ in 1995 as an agencyspecializing in television.In 1999, IQ began thetransformation to adigital agency. Today theagency counts numerousFortune 100 companiesas clients and has won For years I have been preaching the strategynumerous national and of Click/Reward. The idea is simple, every timeinternational awards. Born someone clicks within a digital experienceand educated in the UK, something pleasant should happen. This idea,Tony is a founding member while perhaps intuitive, flows from a numberof SoDA and Chairman of of observations. First, we live in an instantthe Board. He also serves gratification society, and, of course, we areon the Board of the School all pleasure hounds. But, more importantly, itof Communications at Elon comes from mapping buyer psychology toUniversity. the sales process.
  • 27. Understanding the BuyerHow the unique dynamics of digital media connect withthe psychology of a buyer, on the path to purchase, isthe key to creating successful digital experiences.  Thispath today is often presented as a wonderfully busychart with a myriad of touch points and influences.But in the end we all go through the same simpleprocess: first we are unaware of a specific need, thenwe recognize it as a potential need, then we explore itsvalue. And then, if we continue, we evaluate our options,finally make a choice and buy.Yes, there are many factors and forces that influencethis along the way, but block out all that noise for aminute and focus on the buyer’s basic motivations.Through this process our motivation shifts from passivein the early stages, and unwilling to invest much effort,to active in the later stages once our intention startsto crystallize.Creating the User PathOur earliest attempts at IQ to codify these psycho-dynamics, and create experiences that enable the buyingprocess, were expressed in the UX principles of DirectedChoice and Incremental Engagement. Directed Choiceessentially holds that unknown visitors to a brand siteshould be assumed to be in marketing explorationmode; passive and without formed motivation. At thisstage, it is the brand’s responsibility to make choice veryeasy and intuitive, to reduce or eliminate work, analysisand the number of choices. Of course someone with atask to accomplish can always self identify at any time.Next comes Incremental Engagement. This breakscomplex value propositions into steps where each steprequires a choice that takes the user closer to personalrelevance. This UX principle recognizes that mostvalue propositions are complex and require a timecommitment from the prospect in order to receive
  • 28. the whole story. The problem is that before prospects“ Incremental are sufficiently motivated they won’t commit to anEngagement is also investment of time or effort, so we make each step abased on recognizing small commitment. Incremental Engagement is alsothat the more personally based on recognizing that the more personally relevantrelevant something is, something is, the more compelling it will be. Everythe more compelling salesman knows this. If you’re looking for a truck and ”it will be. the sales guy shows you cars…well, you get the idea, and that brings us back to click/reward. Rewarding the Click So far we have learned that we should make things really easy for prospects at first, we should make commitments small and get them to what’s personally relevant as quickly as possible. But this is all pretty analytical. It assumes that people are pursuing their interests analytically. Actually, evidence suggests that people explore and make decisions more emotionally than we think. As Charles Hannon, professor of Computing and Information Studies at Washington & Jefferson College, discusses in this excellent post, the dopamine reward system produces good or bad feelings based on what we do in the world. The implication of this, as Jonah Lehrer explains in his book How We Decide, is that rational decision making, thought to trump the emotions since Plato, is actually not how we do it. Recent neuroscience has reversed this age old model of how human beings make decisions by showing that indeed emotions, some stimulated by the dopamine reward system, are core to the process. It seems that we follow patterns instinctively and when patterns are supported, and just to confuse things, sometimes even when not, dopamine is triggered that reinforces our decision-making. That means every time we make a successful click or get rewarded on our path to purchase we get a shot of dopamine, which reinforces what we are doing. This
  • 29. clearly tells us that we should be designing interactionsto understand and follow the emotional journey abuyer makes on the way to a sale, and to study wherewe are on the emotional/analytical continuum at everymoment of the path to purchase. This insight allows usto focus our experience design so that we re-enforce ourprospect’s natural process rather than block it.
  • 30. The SoDAReport Section 2 : Industry Insider Joe Olsen, President & CEO, Phenomblue Putting Innovation to the TestJoe Olsen is the Presidentand CEO of Phenomblue,an industry-leading brandexperience agency. Heco-founded the agency in2004, which has officesin Omaha, NE, and LosAngeles, CA. Phenomblue Today we see so many companies callhas been featured in USA themselves “innovative”—whether or notToday, Ad Age, The New evidence exists to support the claim.York Times, Fast Companyand Inspired Magazine and While you can’t become innovative justhas received recognition because you say you are, you can easilyfrom the Webby Awards, facilitate an innovation-ready mindset.the CLIO Awards, SXSWInteractive Awards and Like learning a new language, innovationthe Favourite Website takes knowledge, risk, innate talent and theAwards. He is a seasoned willingness to try out new things with trustedentrepreneur, the creator of peers in private before putting yourself to thethe Drop Kick Platform and public test. Above all, it takes belief in thea co-founder of Drop Kick worthiness of the goal and a commitment toVentures. work hard enough to get good. Innovation initiatives can help build your agency’s capacity for success. Like immersive language courses,
  • 31. these initiatives are intense learning experiences“ Agencies can start an that generate results quickly. Put some passionate,innovation initiative in intelligent, curiously caffeinated people in a room whotheir office without too are willing to devote their imaginative faculties to solvemuch trouble. Get some a specific problem, and you position your agency to dowhite boards, markers, something useful nobody ever has before.pencils, paper, beer andRed Bull, and gather Agencies can start an innovation initiative in their officeyour finest minds in a without too much trouble. Get some white boards,room just uncomfortable markers, pencils, paper, beer and Red Bull, and gatherenough to keep everyone your finest minds in a room just uncomfortable enough ”relaxed but alert. to keep everyone relaxed but alert. Set aside a day for an innovation exercise, so everyone takes it seriously. Then let your team define a problem it wants to solve, and leave them alone until they’re done or asking for help. We call these Bonus Days at Phenomblue. Once a quarter, our agency goes dark for 24 hours—meaning no client work whatsoever—while we split into teams and compete for Bonus Day glory. Each team takes a project from start to finish in a single day. The only rules, other than “no client work,” are that we all present our projects to the company the next day and abide by maritime law. Phenomblue also implements large-scale innovation initiatives, like Signature Reserve, a semiannual experiment where we devote 200 billable hours to an internal passion project—no strings attached, other than a finished product that provides real utility. Finally, Skunkworks takes our best ideas and puts them through a rigorous vetting process conducted by agency leadership. If the idea succeeds, it gets produced during client gap time. It could then get financed, incubated and spun off into its own business through Drop Kick Ventures—a company I co-founded to help marketing, communications and creative agencies bring ideas to life (as featured recently in Wired magazine).
  • 32. Phenomblue absorbs the cost of our innovationinitiatives because we know the payoff is worth it.Whether it’s a new piece of technology we don’t knowwhat to do with yet, a super-successful campaign fora client or a market-ready product, our innovationinitiatives keep our team prepared for the chance ofa breakthrough idea.Like language, innovation is dynamic. If you don’tpush yourself to practice, you might lose it. Innovationinitiatives can help.Image Source: 1.
  • 33. The SoDAReport Section 2 : Industry Insider Matt Weston, Copywriter, Soap Creative Agency Ecosystems That WorkMatt Weston is seniorcopywriter at SOAPCreative LA. Born in theUK, he has worked atseveral ad agencies acrossthe globe in Sydney, Parisand now Los Angeles.He has created severalintegrated ad campaignsacross digital, tv, print,outdoor and radio. Heloves Marmite on toast, The experience of advertising creativesDnB and butchering French has changed radically over the past a second language. We’ve moved from creative teams of two intoPreferably all threetogether. multidisciplinary teams, and, as often as not, no two are ever alike. Digital advertising is breaking down traditional barriers between thinkers and doers - multidisciplinary teams now rule the studio. As a copywriter reborn in a digital agency, I now routinely bump brain cells with technologists who would previously have been in another room.
  • 34. A couple of years ago I was reading a chapter in one“ Whether it’s an of the new creative bibles concerning an interestingidea tailor-made for cultural change within one of the hottest digitala social network or agencies. The agency in question had challengeda piece of interactive the versatility of the traditional copywriter + artart that demonstrates director creative team structure and had set aboutthe product benefits, creating new teams made up of creative technologist +technologists are part of designer + copywriter.the creative process nowmore than ever. ” Such change was radical for traditional ad agencies maybe, but for many digital agencies it’s one that has been far more organic in nature. Why? Clients in digital are often looking for a big idea, but one that ‘pulls’ their target market’s attention within the constantly-evolving, multi-platform digital landscape. That requires great creative and strategic planning, but just as importantly, technological literacy. Whether it’s an idea tailor-made for a social network or a piece of interactive art that demonstrates the product benefits, technologists are part of the creative process now more than ever. And so it was, as the newly-hired ‘ad guy’ at a digital agency, I found myself brainstorming in a room with a social media manager, planner, designer and javascript developer. “Where is my art director?” my mind went. “Be quiet!” it replied rather disturbingly to itself, “They just asked you something and I have no idea what that guy over there just said.” I thought about what was bothering me so much. It was this - being part of a traditional twosome creative team with an art director is fun.
  • 35. Your partner is your best mate in the agency. Theperson you go into battle with every day against othercreative teams that want your brief. It’s the kind ofcamaraderie that prevents you from tearing a printoutof horrible client feedback into little pieces and collaging‘ASSHOLE’ on your CEO’s skydome of an office.So how did I feel about sitting opposite a guy whoseinspiration came from Minecraft? Rubbing conceptualshoulders with someone who writes PHP? What is PHP?Sure, I knew what I was in for in the digital world. Myinner creative welcomed the shake-up of convention. Ijust didn’t count on my inner adwanker sticking his uglyhead into the mix. But this room didn’t have time for adegos with a close deadline and a reputation to meet itwith a hot digital solution.Of course, the next bit you already know. Ourbrainstorming session worked its productive little buttoff. The social media guy had an awesome gamingsuggestion. The developer came up with a great angleon how to execute it and I tied in the insight behind theidea that was true to the brand.Maybe there was something to this developer-designer-writer-whoever else thing after all.Image Source: 1. http://www.atterburybakalarairmuseum. org/Capt._Stratton_Hammon__Mrs._ Allred_Nov._1942.jpg
  • 36. The SoDAReport Section 2 : Industry Insider Tony Clement, Head of Strategic Planning, TBG Digital Why Your Math Teacher is Killing Your CreativityTony Clement is the Head “I’m not a data person.”of Strategic Planningat TBG Digital. Born in What if by saying these small words you wereBrooklyn, raised in Sydney poisoning your agency and slowly chokingand now living in London, off your career? What if by accepting thishe misses all things above statement you were carving out corners of5 degrees Celsius. With a measurement misperception and building databackground in Statistics prisons in your own creative community?and a love for Converse, Let’s do a symptoms check. Do terms likehe is a Strategist thatbrings together data and ‘pivot tables,’ ‘recursive loops’ and ‘weightedcreativity to help ideas moving averages’ make you feel frozen withfind their purpose. He has indecision. If so, you need to take a breath,contributed to four AFA think back to your high school days and curseEffectiveness awards and your Math Teacher. Pause. Do it again, andhas an APG award for then read on with teenage angst.Best Use of Data. Recentlyjoining TBG, he has worked I blame Mr. Chinas Strategist and/or Data My year 12 math teacher, Mr Chin, was a weird guy.Geek for a number of places He had a bad beard, bad breath and spoke to theincluding Wunderman, chalkboard for 45 minutes at a time while his classBMF Sydney, Leo Burnett sputtered into oblivion at their rickety wooden desks.and JESS3. You know the feeling. We’ve all had a Mr.Chin or two. It was by far the most dreaded class to attend, the anti-Christ to PE, the classroom where no one wanted
  • 37. to be at any time of day. And unfortunately, the slowtorturous doctrine of mixing boredom with formulaicmemory tests didn’t come to an end at high school.The truth is over your high school and universityyears, you either avoided math and swayed to arts,or you punished yourself by attending 30 to 40 hoursof lectures each week for years, just to emerge withbattle scars and emotional trauma so deep, it actuallyhindered your ability to speak like a normal human.Your agency and your career need you to leave Mr. Chinat the chalkboard. And instead of coping with data, itneeds you to rethink how it can become a part of thecreative culture so the gap between science and creativecan begin to heal.Could you help your agency see the beauty of science tobuild ideas, and learn how to speak data without usingterms like ‘p-value’ and ‘Central Limit Theorem’ just toget people nodding in synchronized misunderstanding?Well if want those things, tell your Mr. Chin that he isthe one who has failed, because numbers are more thanformulas, suppositions and marks out of 100. Tell himby:Taking the power back from Mr. Chinand giving it to your Inner GeekHave you ever noticed that most people have a hiddenGeek within? But they are pushed down, kept quietand exist in fear. But what’s even more interesting, isevery now and then, you’ll see that person’s eyes lightup when they let the Inner Geek out to solve a ‘data’problem, and the Geek rejoices.Let your Geek out for a walk and take small Geeky stepsto make your Inner Geek stronger.Try this - The next time you go to the data team, sitwith them and ask what they are doing, and how they
  • 38. are doing it. Or if you have a ‘how do you do that?’“ The collision of question, like, ‘how do you create a pivot table anddata and design chart’, just go to them and spend 15 minutes exercisingis demonstrating your Inner Geek. It’ll be time well the industry thecommunication I pick pivot tables as a simple example, becausepotential of data. ” managing the information is half the battle and if you can do this, your Inner Geek will hug you. Rage using the machine - Use the open sources on the net to learn at machine speed Let’s face it. If you can remember more than a handful of formulas from high school or university you are doing extremely well. The human brain has an effective memory loop of two seconds when it comes to digits, which might explain why it’s so hard to memorize phone numbers. Fortunately, the internet has more memory than us all, and making the most of that collective intelligence and openness with data is going to help you become a data beast. Try this: Ever wanted to learn how your digital developers and producers build those web apps and other cool digital stuff? Then Code Academy gives you a very friendly and free start to understanding the principles of producing digital experiences. Open eyes with art, instead of blinding them with science The collision of data and design is demonstrating to the industry the communication potential of data. And no, I’m not talking just about infographics, that’s one output. I’m talking about getting people to imagine (yes, imagine) what data can reveal to them, why that is provocative and how to communicate it.
  • 39. During a data academy session I was doing, I held this upand said, “That is all of my banking transaction data, andI have a problem, but I never expected it to be this bad.”My savings problem is something that I wouldn’thave seen unless I put the information into thisdifferent format. And that is the power of datavisualization, which I think is best said by an Americanmathematician, John W. Tukey in 1977:“The greatest value of a picture is when it forces us tonotice what we never expected to see.”Often organic or manmade facts can propel us to placesof unexpected intuition and insight. And working forthose facts is just another form of applied curiosity.Start to close the gap in your agency by learning a fewtechniques and setting a reminder for Monday saying,‘Let out the Inner Geek, Mr. Chin got it all wrong.’
  • 40. The SoDAReport Section 2 : Industry Insider Interview with Ignacio Oreamuno, Executive Director of the Art Directors Club The Point of AwardsIgnacio Oreamuno is We caught up with Ignacio as he was enjoyingthe Executive Director of a mojito in Miami, surveying the locationthe Art Directors Club &President of the Tomorrow of his next Award Show – the ADC 92ndAwards. He is also the Annual Awards + Festival of Art and Craft infounder of IHAVEANIDEA, Advertising and of the world’s largestonline advertising MACPHEDRAN: Why are awards important tocommunities with 12 our industry?million pages read a year. OREAMUNO: It used to be that awards were mainly about the winners. Creativity is hard to measure. OnlyInterview conducted the best of your peers can really judge, because so muchby Sean MacPhedran, of it is qualitative, it’s a craft. We need to collectivelyIndustry Insider Section be able to recognize quality. In an industry that is soEditor and Group PlanningDirector at Fuel. creative, we need some kind of benchmark, a goal to work towards, otherwise how do you teach? Some shows are more focused on metrics, but the line of measurement is so fuzzy that a good analyst can make a terrible campaign look like it performed amazingly. Maybe there was 100 times more media dollars. Maybe they slashed prices at the same time as a horrible ad campaign launched.
  • 41. The awards industry needs to be more about education.What is that amazing idea that everyone needs tounderstand? What are the 20 amazing ideas this year?They’re all going to be different. Awards are importantbecause they are a forum where we can all share oursuccesses, and the rest of us can learn from them. That’swhy we are pushing to make awards more educational,and not just about handing out trophies.MACPHEDRAN: Do you think awards are relevantto clients? Or are they more about self-congratulation?OREAMUNO: Absolutely. People want to workwith winners because they’re more likely to win again.Awards are an easy way for clients to recognize howwell-respected their agency is by its peers. Not everygreat agency is going to be at the top of the GunnReport, but it tells you something that an agency hasbeen recognized. And clients are as much responsiblefor awards as the agencies. Creatives always complainthat “Oh, I had a great idea, but the client didn’t like it.”But that is as much about risk as it is about how goodthe idea might have been. Maybe the idea was fun, but itwas completely outside of the risk tolerance the client’sstrategy allowed for.Awards help bring clients into the fold of creativity.When Old Spice wins an award, you know… Everyoneknows, that it was an entire team that worked tomake that kind of breakthrough campaign happen. Itcan’t happen without the client. Not just because theyapprove it, but because they’ve helped craft the strategyto bring the brand into a place where it’s ready for thatkind of innovation.And for clients who are looking to the future – when thecreative team has some idea that seems crazy - whenyou can look out into the world and see other risky ideasthat worked, things that broke the mold, it starts to set
  • 42. a precedent that the only way to win in the marketplaceIS to innovate. To do something different andremarkable. Awards help showcase those successes in aformalized framework.MACPHEDRAN: On the topic of education, how areyou working to bring that value back to the industry?OREAMUNO: Well, on Tomorrow Awards – the entireprogram is designed around education for innovation.Instead of judges hiding in a box and voting, everythingis filmed. Why did they pick that and not this? Youget to see the debate, and there is a lot of debate, thathappens over each choice. But even before it gets to thatstage, we make everyone a judge. If you are a technologyintern in London or a senior Creative Director in Egypt,you have a vote. We wanted people to explore the casesfor themselves.The point of the Tomorrow Awards is to tear downall of the walls. There are no categories. It’s all aboutthe innovation of the idea – and no two are ever alike.We need to train ourselves to think so differently thanbefore, and no one is really doing that for the creatives.The Art Directors Club is currently experiencing a totalre-birth. We’ve gone back to our roots of art and craft.All our programs have been updated to reflect this.From taking our 92nd annual to the tablet to creatinga community for our members that is fun and relevant,instead of preachy and old. The biggest thing we’redoing this year is the 92nd Annual Awards + Festivalof Art and Craft in Advertising and Design which is acompletely new and different type of festival. Instead ofhaving creative directors speak, I’m inviting some of themost inspiring artists from around the world to teachus the skills of craft, creativity and art. We’re going tobe doing everything from photo workshops to legos tocreative brainstorming. And all this will take
  • 43. place in Miami Beach, a great place for networking. It’sa win win for the industry and for all those who attend.We need to fall back in love with our craft, because theonly thing that separates us from a client is the fact thatwe’re supposed to be creative artists.
  • 44. The SoDAReport Section 2 : Industry Insider Interview with Andrea Bertignoll, President of KANND Solutions Recruitment Agencies: Breaking Old PerceptionsAndrea Bertignoll serves One of the most hotly debated topics isas the President of KANND the need (or lack thereof) for RecruitmentSolutions. Andrea has anacademic background in Agencies. We sat down with Andrea Bertignoll,Technology and 20 years of President of KANND Solutions, to get therecruitment and business recruiters perspective on how agencies andmanagement experience. recruiters can work better together.Interview conducted MACPHEDRAN: Why is recruitment treated as theby Sean MacPhedran, red-headed stepchild of services in our industry?Industry Insider Section BERTIGNOLL: There are many reasons, but I thinkEditor and Group Planning most of them are linked to the bad apples of ChristmasDirector at Fuel. past. A poor reputation has built up, I think mainly stemming from the actions of older firms that aren’t as consultative and haven’t adapted to the changing needs of the clients and candidates. There are still too many of the stereotypical “body shops” out there who are in the game to place anyone into a spot vs. making sure that it’s a good fit for both the client and the candidate alike. There is more to it than matching a resume to a job description and then charging a fee...which is yet another bone of contention. In addition to all of that, “recruiting” is often seen as something that HR should already be capable of
  • 45. doing in-house. Not always the case. As the numberof specialized roles keeps expanding, it’s next toimpossible to expect an HR Manager to manageregular HR abilities and still recruit the right personfor the right role for multiple requirements. Seriously,in some of the cases I’ve seen, they are juggling theseresponsibilities and don’t have the authorization to usea recruitment agency to help...something’s got to give.All that said, it’s not that HR Managers are incapableof recruiting, that’s the furthest from the truth, butwe see many of these people essentially trying tohold down two full time jobs...daily HR managementresponsibilities, and recruiting multiple specializedmandates simultaneously.MACPHEDRAN: It seems like a good analogy wouldbe Account Management vs. Business Development?BERTIGNOLL: Absolutely, it’s a perfect analogy.Many HR professionals that I’ve worked with pursuethis career path for the nurturing/farming aspect of it.They are responsible for managing the company’s mostprecious assets... its employees. An HR Manager or eventhe Hiring Managers who sometimes have their ownrecruitment mandates aren’t in the position of hunting,but managing what they have.No company would expect an Account Manager tobe in the mindset of hunting for new clients all thetime. That’s what Business Development does. It’snot just a different role. It’s really a different mindsetand personality type. Recruiters are able to keep moreactive databases. We hunt to find the best talent. Wedevelop relationships with talent and hunt to find asmuch real information as possible. For example, mynew passive candidate “Billy” might have started a newrole a few months ago, but I know that he despises hisnew supervisor and the commute time is already gettingto him. I know this because he tells me when I probefor the right information and simultaneously create
  • 46. See what respondents to a relationship with him. I know what his key “mustour ’13 Digital Marketing haves” are and they aren’t usually the salary. They canOutlook Survey said were be anything from the work-life balance to the preferredkey job satisfaction factors corporate culture or anything within... Everyone isfor them. Spoiler alert… different. Our job is to hunt for this information, huntit really isn’t just about for the talent, and hunt for the truth... If we don’t, wesalary. can’t make the right match. At the end of the day, many of us are in it because we LOVE matchmaking. I think we just thrive on getting people to “hook up” with the right people. We all have a friend who does that...usually the one trying to get everyone married. They just get a kick out of helping people connect. Just like your biz dev people who get the adrenaline rush from closing a deal. MACPHEDRAN: How would you suggest HR Managers go about working with Recruiters then? BERTIGNOLL: Mainly it’s got to be about fit with the company. Obviously, from our perspective, a retainer is the best thing. But a contingency-based service is going to make your recruiters work a little harder. After a while though, you’ll know what agency you like to work with and which one is a waste of your time... Whether it’s the quality of the talent, the follow up, the service, etc. I’d recommend picking a couple of recruiters that you’ve developed a comfort level with... You know, the ones that you trust won’t try and “squeeze a square peg into a round hole.” The ones that you can say... “get this mandate off of my desk” and they bust their behinds to get it done. The one who understands your needs and then gives you a full rundown of the needs of the candidate. Essentially today’s talent pool is fluid and, as such, recruitment is a full-time job. If you can use recruitment help, find a firm you trust. If your company can do it, build a dedicated team, but don’t assume that you’re going to get the best talent if you haven’t allocated the resources.
  • 47. MACPHEDRAN: Is there any other advice you’dwant to give?BERTIGNOLL: Most of us who go into business insmall recruitment firms are really just passionate aboutthe challenge. Making the right match for a client’sneeds with the ideal talent gives you the “warm andfuzzies” for lack of a better term. To make that match weneed to have much more than just a job description...We need to know details about the team, new projects,the direct supervisor, soft skills that would be ideal, etc.That said, I’d say always getting the hiring manager/department head involved early and working with yourrecruiters is a good idea. They’re the ones who aregoing to be able to best describe all the nuances of whatthey’re looking for.
  • 48. TheSoDAReport Section 2 : Industry Insider 30 Seconds of Wisdom We asked SoDA Members what they’d want to share if they had the conch for 30 seconds. What came back was a deluge of thoughts ranging from usability advice to insights into client relations, as well as the occasional joke. Innovation & Creativity “ Look for three, big innovative wins and then be relentless in delivering and making sure those happen. Read Insanely Simple by Ken Segall -- pretty good cure for the talk-it-to-death blues. ” — David Rossiter, Creative Director, Enlighten “ Creativity is being replaced by flexibility.” — Dan Kennedy “ Process can’t do the work for you. It’s provides guidance, but it’s not a defined path to guaranteed success.” — Anonymous
  • 49. Teams“ Put your people first and enable them to make changes: both internally and externally. Then sit back and watch the magic happen. ” — Ranae Heuer, Managing Director, Big Spaceship“ Don’t be afraid to pull in experts from outside your own organization. We all want to believe we can do everything, but, sometimes, pulling in a true expert will not only end with an incredible result but will also serve as a learning opportunity for your teams. ” — Anonymous“ Optimize your time and resources. First thing every day, we regroup with our team and decide how the day will flow. Now, we start working at 10AM and stop at 7PM. And everything works. ” — “The Most Amazing Producer in the World”“ Developers and designers need to be more willing to iterate when it comes to development. I still see a trend where Project Managers (stakeholders), afraid of missing a timeline, place pressure on teams to get ” it right the first time. That just isn’t realistic. — “Mysterious Mustafa”Clients“ Re-think who your clients really are.” — Vassilios Alexiou, Founder, Less Rain“ You’ll always get undercut by someone, so make sure quality - not money - is your value proposition.” — Matt Walsh, Director of Business Development, Resn“ The focus on growing our business and our clients’ businesses shouldn’t be on selling. If we focus on truly solving problems and providing opportunities, that results in revenue growth. ” — Kt McBratney, General Manager, Phenomblue
  • 50. “ Preparation. To be prepared is not just showing up 10 minutes early to an engagement. Rather it’s the assembly and construction of knowledge pertaining to the subject. Whether this is researching a company before a job interview or gathering vital credentials from clients, you aren’t truly prepared unless you’ve really done your homework. ” — Lyndze Blosser, Interactive Designer, Terralever“ Three-way partnerships (traditional agency, client, and digital agency) are fraught with backstabbing danger.” — Anonymous“ Marketers say they understand how paid, earned, and owned media work together, but most don’t ” really. — Dave Bovenschulte, EVP Digital Strategy &   Product Development, ZemogaConsumers“ Think just as hard about PEOPLE as you do PRODUCT. In this world where everything is set to formulas, segments, demographics, spreadsheets, legalities and logistics, we have to remember that PEOPLE (we call them consumers) are at the heart of making this all work. These people are human, and they don’t always do the logical things we’d like ” to believe that they’ll do. — Jon Haywood, Planning Director & Cultural Attache,  DARE“ Content marketing is king. Embracing branded content has been an important business tactic for a long time, but it’s REALLY important now that consumers have started to expect it. ” — Tessa Wegert, Communications Director, Enlighten &   Media Buying Columnist,
  • 51. “ As we head into 2013, email haters will rise again, proclaiming the end of this old school marketing channel. My advice, don’t believe the hype people... it’s alive and well, and here to stay.” — Andy Parnell, SVP, Client Services, TerraleverUsability“ Use technology to create utility; don’t use it to make things more convenient. If convenience is the goal, our society is fucked. (And don’t let technology replace good craft.) And... JUST BE HONEST. ” — Erin Standley, Design Director, Phenomblue“ Social media web toolbars that live at the bottom of the webpage - these need to die a painful death and go to their specially assigned rung in hell. Just about the biggest annoyance currently in the web world. ” — Andrew Hainen, Interaction Designer, Enlighten“ Always do wireframes or sketch interfaces before starting design. It’s easier to move around boxes and shapes as you think about the experience than it is to redesign parts as you’re working towards a great user experience. ” — Joe Branton, Design Director, Grow InteractiveImage Source: 1. files/2012/08/dalai-lama-points-his-finger. jpg
  • 52. TheSoDAReport Section 2 : Industry Insider The SoDA Buzz Word Launcher Ideation, Phygital, Viral, Interactive Video, Gamification, Momversation, Phablet, Native Advertising, Big Data, Monetization, Engage and Social Currency are all words that SoDA members suggested for permanent deletion from our professional vocabularies. But what should replace them? We received a slew of suggestions for horribly unnecessary buzzwords, and hope that you will begin to use them in everyday discussion. Nudge nudge, wink wink. Qualitangible Definition: Insights that ride the threshold between qualitative observations and wild hearsay, but need a good label to be taken seriously. “It’s useful for those occasions when you need to pass off a conversation with your mate at the pub as a research driven insight,” suggests Amer Iqbal from Deepend. In use: “Most consumers will tell you that they use their smartphone in the washroom. We had
  • 53. a qualitangible insight that this pattern of behavior carries over to urinals as well, but with a lower adoption rate. It indicates that our Urinal Puck AR Experience is going to be well received by our target audience.”Web 10.01 Definition: A level of digital integration so broad and advanced that it encompasses all innovation for the next 40 years, removing any need for further version upgrades in vocabulary. In use: “Your Xbox 720 fell in love with your Google Glasses over Vine? That’s so Web 10.0. We should leverage this for our online dating client.”Corporate Bohemian2 Definition: An employee who follows the lifestyle of a Key West transient while working for a large corporation. In use: “Oh yeah, Chuck is great. Total Corporate Bohemian. He threw a killer brainstorm in his office over drinks and a few of us just crashed under his desk. Haven’t seen him in weeks, but the presentation went really well.”Moupon3 Definition: A coupon that works on your mobile phone. In use: “It’s like a coupon, but for your mobile phone. We call it a moupon. I’m pitching it tomorrow as the Grey Poupon Moupon. It’s got legs.”Non-tourage4 Definition: A party of one. A term used to describe non-social behavior within social networks, or an
  • 54. individual so connected in the physical world to their digital network that their “entourage” is invisible. In use: “That guy over there at table 5 said he was a party of 8, but he meant his non-tourage. He’s been in a Google Hangout for 2 hours and I think he’s also running Chatroulette.”Egosystem5 Definition: A self-sustaining system of egomania only tenuously connected to reality, but necessary for the life of projects and its own livelihood. In use: “It’s a great idea, but we need to incorporate more pet concepts and buzz words or it will never survive long enough in the egosystem to get to market.”Yak-a-demia6 Definition: The eye of the buzz word tornado. A rarified group in which only theory and discussion, never execution, is the currency of value. In use: “I went to a workshop at AGENCY REDACTED but it was total yak-a-demia. We were supposed to learn about producing for transmedia, but it was just a bunch of art videos and out-of- context Henry Jenkins quotes.”Digitable7 Definition: A person who interacts so much with technology they are rendered into a vegetable. In use: “Wendy is really on top of all this social media stuff, but she’s a total digitable in meetings. One time I spilled a coffee on her and she didn’t even notice.”
  • 55. Let’s get to bidness!!!8 Definition: A phrase used to spur a group into action. Usually used after 2am or while suffering from a head cold. In use: “Let’s get to bidness!!! Our pitch is in 4 hours and I think Phil might have been arrested. Did anyone pay the bill?”Term Contributors: 1. Andy Parnell, SVP, Client Services, Terralever 2. Anonymous 3. Tessa Wegert, Communications Director, Enlighten and Media Buying Columnist, 4-6. David Rossiter, Creative Director, Enlighten 7. Karl Reynolds, Creative Director, Deepend Sydney 8. Matt Walsh, Director of Business Development, Resn
  • 56. The SoDAReport Section 2 : Industry Insider Ming Chan, CEO, The1stMovement Going East – Why Asia Should Be on Your Growth RoadmapAs Founder and CEOof The1stMovement,Ming was named asone of the “Top 10 AsianEntrepreneurs” by Inc.Magazine, and has ledthe agency to numerousaccolades including:three-time Inc. 500’s“Fastest Growing PrivateCompanies in America,”three-time “Best Placesto work in LA,” and “Top Having spent more than 15 years growing up20 Advertising Agencies” in Hong Kong (and still visiting every year), Iin LA and Denver. have always paid extra attention to the AsianThe1stMovement has also markets since I founded The1stMovement increated custom digital Los Angeles in 2006. In early 2012 we openedsolutions for some of the our first Asian office in Hong Kong, and weworld’s most well-known learned a lot from this experience. I wanted tobrands including: AT&T, share some of the lessons we learned for thoseAdobe, Cisco, DaVita, companies who are also considering a moveLexus, Pentax and USOC. into Asia.
  • 57. But, first, let’s consider the following statistics:“ China might be yourultimate target market, • Four out of the top ten Fortune 500but there are still serious companies in the world are headquartered inchallenges to setting up Asia1shop there. The mostsignificant barrier is • 12 out of the 20 fastest growing countries insimply fundamental the world are in Asia, and have an averagecultural differences of 7% GDP growth in 2012 (vs. <2% growthbetween East and from US)2West. ” • Overall advertising spends in Asia are projected to grow at a rate of 7.6% in 2013 (vs. 3.8% in North America)3 • US-based, multinational giants like Apple, Nike, GM, and others have poured over US$49 billion worth of investment into China alone each year since 20094 With that context, here are the most important things we learned along the way: 1. Asia is enormous and diverse Asia is the world’s largest and most populous continent with 48 separate and unique countries, home to 60% of the world’s population and over 2,000 different spoken languages. Firms in Asia increasingly and regularly do business in more than one country, as we did recently with a project launched in 15 countries and in 7 languages. All on the same day at the same time. This required real on the ground local knowledge and cultural understanding. 2. our entry point is critical Y Projected to become the largest economy by the end of 20165, China might be your ultimate target market, but there are still serious challenges to setting up shop there.
  • 58. The most significant barrier is simply“ Asia is the world’s fundamental cultural differences betweenlargest and most East and West. We chose to open in Hongpopulous continent Kong because it is one of the most multi-with 48 separate and cultural cities in the world. But Singaporeunique countries, home is also a good choice as it is a very Western-to 60% of the world’s friendly city for business. And, despite recentpopulation and over economic troubles, Japan is still projected to2,000 different spoken be top five in the world for digital advertisinglanguages. ” spend. Not to be overlooked – Indonesia and Malaysia – are two of the fastest growing countries on the planet. 3. onsumer behavior is different in Asia C While there is some opportunity to apply what we’ve learned in the US to the East, it is important not to underestimate differences in consumer behavior – and not only between East and West, but between different countries within Asia. For example, one recent project taught us that consumers in China spent on average four times more time online than consumers in Indonesia. A fact that caused us to adjust our campaign idea and local country execution plan. 4. our existing global clients can help you Y Chances are your company is already working with a client with global reach. Their knowledge, experience and network will undoubtedly help with your planning. For us, what started as a pipe dream of expanding into Asia quickly became a serious pursuit when we began working with global brands like Cisco, Pentax and Reebok. The experience we had working with their teams in Asia, and understanding how they act, how they communicate and how they think, made our transition into working with a local Asia brand that much smoother.
  • 59. Sources: 1. global500/2012/full_list/index.html 2. countries_by_real_GDP_growth_rate_ (latest_year) 3. content/uploads/2012/04/OneWorlds- Global-Adspend-Forecasts-Apr-2012.pdf 4. international/us_business_chinese_ investment_boom/index.htm 5. nov/09/china-overtake-us-four-years-oecdImage Source: 1. about_worldmap.png
  • 60. TheSoDAReport Section 2 : Industry Insider RELATED RESEARCH INSIGHTS Key Insight: Top digital agencies and production companies are becoming more proactive and are taking a larger seat at the table with clients and traditional agencies, based largely on the unique value and innovative IP they’re delivering. Undoubtedly, this is a trend that we’ve witnessed in past SoDA research studies, but it has become even more pronounced this year. Agencies and production companies are offering more education and training to clients, and developing labs and incubators to spur a virtuous cycle of innovation and IP development. In fact, product incubators are growing quickly in terms of their prevalence and importance for digital agencies, production companies and full-service agencies with digital capabilities – helping them win work and stay fresh. The Innovation Lab Explosion Innovation labs 39% at full-service and 61% digital agencies are proliferating Q. Do you have an innovation lab/product Yes incubator within your agency or production No company? The call for digital agencies to have increased responsibilities with respect to product / service innovations on the client side (Note: more than 1 in 5 client respondents to the ’13 survey say their lead digital
  • 61. agency will have primary responsibility for product/service innovationat their company in the long term*), coupled with the fact that the vastmajority of agencies believe the best route to growth is to make things(unique, effective experiences and tools for brands and consumers) hasled to the proliferation of innovation labs and product incubators withinthe agency and production company space.Finding and cultivating talent who can contribute to a virtuous cycle ofinnovation for the agency and its clients is an arduous task. However,the very fact that these labs/incubators are being created is generatinga very positive benefit beyond things like VC funding. The initiatives arebolstering employee satisfaction. In fact, agency execs say the numberone benefit of innovation labs is talent retention (i.e., happier, moreengaged staff (47% of respondents).* Most client respondents indicated that internal teams at their companies willcontinue to have primary responsibility for product / service innovation (53% tobe exact), but lead digital agencies ranked second at 22%.
  • 62. RELATED RESEARCH INSIGHTSKey Insight:Digital agencies and full-service agencies with digitalcapabilities may disagree on business models and the bestpath to growth, but they do agree on the need to focus oninnovation and IP development in order to thrive, and on keyadvocacy issues.Respondent OverviewAgency Type Agency Type % Full service agency (including digital and traditional) 45% Traditional advertising or marketing agency 3% (no In-house digital capabilities) Digital or interactive agency 44% (no in-house traditional capabilities) PR or social agency 3% Other (please specify) 5%Q. Which of the following best describes the type of agencythat you work for?In the 2013 survey, we saw a tremendous increase in the number ofrespondents from traditional advertising or marketing agencies that hadboth traditional and digital capabilities. In fact, agency-side respondentswere almost evenly split between digital agencies (44%) and traditionalshops with digital capabilities (45%).While the two sets of respondents agreed in many areas, their answersdid diverge in a few key topics.
  • 63. Different POVs on the Future of Independent AgenciesDo you agree or disagree?-“Independent Agencies DoNot Have a Bright Future” Full Service Agencies with Digital Capabilities Digital Agencies 14% 6% 16% 26% 58% 80% Agree Agree Disagree Disagree Don’t Know/No Opinion Don’t Know/No OpinionQ. Thinking about the advertising industry broadly, do youagree or disagree with the following statement? Independentagencies do not have a bright future – the vast majority willbe absorbed by the major holdings.In comparison to digital only shops, full-service agencies were decidedlyless optimistic about the future of independent agencies. Only 6% ofdigital agency respondents agreed with the statement about the demiseof independent agencies, compared to 26% of full-service agencies.
  • 64. Different POVs on the Best Route to GrowthDo you agree or disagree? - “The best route togrowth is through specialization.” Full Service Agencies with Digital Capabilities Digital Agencies 5% 17 % 51% 39% 56% % 32 Agree Agree Disagree Disagree Don’t Know/No Opinion Don’t Know/No OpinionQ. Thinking about the advertising industry broadly, do youagree or disagree with the following statement? The bestroute to growth is through specialization (either by industryvertical or digital services offered) versus a general, full-service approach.A majority of digital agency respondents (56%) agreed thatspecialization offers the best path to growth as opposed to 32% ofrespondents from full-service agencies. While not unexpected that amajority of full-service agencies would disagree with such a statement, itwas somewhat surprising that so many actually agreed. In other words,almost one third of respondents from full-service agencies said theythought the best route to growth is through specialization, suggestingthey are not particularly bullish on their own business model.Both types of agencies were equally likely to have a product incubator/ innovation lab within their company (roughly 40% for each type ofagency) and – as previously stated – they largely agree on key advocacyissues. In short, there is a broad consensus across a range of agencytypes when it comes to the types of issues we need to fight for in order todrive the industry forward. A few examples…
  • 65. Similar Stances on KeyAdvocacy Issues Full Service Agencies Digital with Digital Agencies Capabilities The need for stronger user experience standards and advocating for user-centric design vs. technology as an end in and of itself 67% 62% The need to disrupt current models for online display advertising 37% 30% The need to define better and more equitable contracting standards 41% 43% between agencies, production companies and clients The need to influence and direct IP/copyright 12% 15% standards and practices The need to define and lead digital marketing literacy initiatives 37% 47% The need to influence and direct privacy standards and practices 19% 18% None of these 7% 8%Q.Which of the following industry issues are most importantfrom your perspective? Please mark up to three choices.For more information on how SoDA is tackling these issues, pleasecontact us at
  • 66. RELATED RESEARCH INSIGHTSKey Insight:Most clients are migrating toward a roster of highlyspecialized digital agencies, signaling that digital agencyecosystems will likely become more crowded in 2013 andbeyond.Specialization Rules! Assignment Structure % We rely on one or more full-service digital agency 16% to handle digital marketing assignments We maintain a roster of highly specialized digital agencies (search, mobile, social, etc.) 29% We maintain a mix of full-service and highly specialized digital agencies 23% We work with a lead agency that handles 11 11% all digital and traditional assignments Doesn’t apply 21%Q. How do you structure your digital marketing assignmentsbetween agencies?Digital is clearly seen as a unique domain. Only 11% of clients rely ona lead agency to handle all traditional and digital assignments. Theremaining respondents rely on highly specialized digital agencies andproduction companies, full-service digital shops, or a mix of the two.52% of clients include highly specialized digital agencies on their roster.
  • 67. Crowded Digital Agency EcosystemsNo. of Agencies % Q. How many agencies touch digital marketing efforts at yourZero 13% company?One 23% 31% of clients use 3 or more agencies toTwo 26% solve their digital challenges, a percentage that is likely to rise as more and moreThree 17% clients increase the number of highlyFour 9% specialized digital agencies on their roster.Five 5%Six 1%Seven 1%Eight 1%Nine 0%Ten or more 4%
  • 68. Modern Marketers Section Preface The Age of Agile Top 7 Marks of a Great Client The Logic of the New: Getting New Thinking Made The Year of the Mobile User…Again 2013: Shifts in Marketing How the Irreverent Approach to Marketing is The Approach to Marketing –An Interview with Dollar Shave Club CEO, Michael Dubin Related Research Insights The SoDA Report 2013
  • 69. The SoDAReport Section 3 : Modern Marketers The central irony in this issue’s Modern Marketer section is this: the startup that’s earned some of the most attention in the past year is simply doing Marketing 101. The CEO wants to solve a problem for a particular group of people, he’s able to tell the company’s story in a captivating way, he tests and iterates, and then rinse-and-repeat. Digital channels just happen to be where the Dollar Shave Club has focused.Mark Pollard Sometimes small budgets make you work harder.Modern MarketerSection Editor  With that in mind, we wanted to stay away from digital novelty and focus on the guts of marketing right now.VP Brand Strategy, The past decade has seen marketing departmentsBig Spaceship shift in size and DNA. Companies are asking more of marketers – to work faster, to work out the confusing agency relationships their predecessors have established, and to save money while working in a more complex world. The noise, the noise.  What do you do when the world gets noisy? Turn it down and get back to basics. Solve problems, explore insights, watch behavior, and then test and learn. So, in this section you’ll hear the very straight-forward approach to marketing of the Dollar Shave Club’s CEO. You’ll hear from Nando’s about the slow-to-evolve restaurant industry, much of which still use PDFs as a key content format. And you’ll hear from General Mills about the challenges that new thinking finds in very large organizations.  We also picked the brains of journalists and editors from the likes of Econsultancy, Contagious Magazine, and Marketing Week as well as CMOs and CEOs from Adobe, Water for People and Fancred. And to top it off,
  • 70. Econsultancy’s VP of US Research shares the agency’spoint of view on what makes a great client. It’s not asself-serving as one might think. Revel in the irony – quietly.
  • 71. The SoDAReport Section 3 : Modern Marketers Sandy Fleischer, Managing Partner, Pound & Grain The Age of AgileSandy Fleischer is a Agile Marketing is an evolving marketing15-year veteran of the management framework. This article discussesdigital marketing space,and currently Managing why and how you should implement it.Partner at Pound & Grain, The last thing we need is another article about howa creative agency built for digital marketing and social media have transformedour digital culture. Sandy everything. We get it. The relationship between thecurrently sits on the Boardof Overinteractive Media consumer and brands has changed.Inc, a social media gaming While most marketing departments are committed tocompany, and DigiBC, a digital marketing, how to effectively execute on thesenon-profit organization new opportunities remains a challenge. We are nowwith a mission to promote, operating in a real-time environment where speed is ofsupport and accelerate the the essence, priorities are constantly shifting, and theregrowth, competitiveness are a multitude of fragmented touch points to thinkand sustainability of British about. The new age of marketing demands a new kindColumbia’s digital mediaand wireless industry. of marketing management. Welcome to the world ofIn another life, Sandy is agile marketing.known as DJ Pescatoreand on a good day, he can What is Agile Marketingjuggle four tennis balls. For Agile marketing, based on the agile softwaremore of Sandy’s thoughts development methodology, is about putting theon agile marketing, follow customer at the center of everything. It’s an approachhim @pescatore. designed to capitalize on speed to market, and to thrive in environments of rapid change.
  • 72. The principles of agile marketing include:“ Go to market withmany small campaigns 1. Talk trumps toolsfrequently on many People and conversations are morechannels, and then important than process and tools. Open andcontinually iterate to fluid collaboration on a daily basis betweenimprove campaigns people and departments is a must, and silosbased on feedback are your enemy.What a perfect question!and data.” 2. umbers make opinions N Measurement and testing are critical, and should guide your decisions over conventions or personal opinions. Here’s your shot to define your objectives, and continually measure if you are achieving them. 3. ack what works B Go to market with many small campaigns frequently on many channels, and then continually iterate to improve campaigns based on feedback and data. There is no need to bet the farm on one or two major annual campaigns. 4. air up with a customer P Bring your customers right into the marketing process. Digital allows you to listen, learn, and then enable your customers to become the advocates of your brand. How to live agilely While agile marketing is a fairly simple concept, it may require significant changes to how you and your team (which may include your agency) are currently working. Here are some key elements recommended to put agile marketing into practice. 1. Sprints Large project plans are broken down in to smaller pieces or sprints, to enable frequent and immediate feedback. Build fast, build
  • 73. often, and learn from your mistakes. A Sprint“ People and Planning Session can facilitate shared goalsconversations are between marketing, management, sales andmore important than development and ensure priorities and tasks ”process and tools. are agreed to based on resource availability. If you consider an annual marketing plan, this can be broken down into sprints where the plan is refined and updated on a monthly basis. At the end of the sprint, Review and Retrospective Meetings are held to discuss what was accomplished and how things went. These meetings are key, as they facilitate continuous improvement. 2. crums S The sprint itself is managed by scrums – daily 15-minute stand-up meetings to discuss what people did yesterday, what they will do today and what obstacles they encountered along the way. An appointed scrum master efficiently leads these meetings, tracks progress and even bolsters team morale. 3. ser Stories U User stories are anything that a consumer wants to accomplish. They identify the various needs that any given customer segment may have at various stages of the buying process. They ensure that appropriate marketing materials are developed in a consumer-centric way. Who is using agile marketing? Many progressive companies such as Google, Electronic Arts, and HootSuite have become advocates of agile marketing. “Given the broad range of customers we have at HootSuite, we had already determined that it was
  • 74. important for us to build intimate customer tribesrather than large impersonal markets. That was thebusiness case for agile that I needed,” said Ben Watson,VP Marketing for HootSuite.“Now our marketing plans have shifted from laundrylists of tactics to being focused on outcomes, KPIs and(return on) investment, which in turn enables agilityfrom our customer marketing, content and demandteams. Success in marketing is always going to be awork in progress. The easy win here is that being agilehelps you try more things, learn from those outcomes,as well as react faster to trends. This leaves you withmore awesome to choose from, and trains your teamsto be constantly applying data and learning in ways thatultimately improve the outcomes.”Agile marketing will usher in a change in mindsetand culture, enabling an organization to capitalize onthe opportunities made possible by rapid advancesin marketing and technology. It leads to better, morerelevant marketing initiatives, and it’s a lot of fun!
  • 75. The SoDAReport Section 3 : Modern Marketers Stefan Tornquist, VP Research (US), Econsultancy Top 7 Marks of a Great ClientStefan Tornquist is theVice President of Research(US) for Econsultancy.His team covers a widerange of topics relatedto digital, from tacticalbest practices to strategictransformation. Stefan’sresearch and commentaryhave been featured in massmedia publications suchas the Wall St. Journal,Business Week and Ad Age Econsultancy recently asked agencies, “Whatas well as virtually every makes a great client?” The seven themestrade press outlet. Stefan that emerged are consistent and important,is a frequent speaker at especially as marketers look for answers inindustry events, including a chaotic time and agencies seek to be trueconferences by the Ad:Tech, partners in strategy, customer experience andthe Direct Marketing product development. Each theme is pairedAssociation, iMedia, and with a representative (yet anonymous) quote.many others. Stefan began So, here they are: the top seven marks of ahis digital career as a great of rich mediapioneer Bluestreak. 1. Open about where they are and where they want to go
  • 76. “Clients who are willing to discuss their“ You need a client that’s core goals and challenges on a businessmore in love with the level and are open to working together withpossibilities than they a strategic partner make the best clients. ”are afraid of failure. Those who take more of a ‘This is what we need’ approach are usually much more difficult to work with since they don’t value what we do as much. They tend to see our service as more of a commodity.” 2. rave enough to take big steps B (especially if that’s what they came looking for) “You need a client that’s more in love with the possibilities than they are afraid of failure. Great creative is often risky, changing business processes is risky… anything that’s going to shake things up is risky. If they want us to come in and make sure their marketing looks good, that’s fine, but don’t call it strategic.” 3. ransparent with strategy, T information and data “If we’re going to be effective, clients need to be transparent. You can’t give strategic advice if you don’t know their real situation, their strategy, their numbers. If the client forces third parties to work separately and sequester information from each other, none of them can approach their potential.” 4. elf-aware about their own strengths S and weaknesses “We have conducted several projects for traditional companies with no digital exposure trying to get new media products launched that flounder because they don’t get how much the game has changed. We are doing more educating now than ever
  • 77. See what respondents to before. It can be a tricky environment toour ’13 Digital Marketing navigate because you can paint yourself intoOutlook Survey said adopt a scapegoat corner.”training and education. 5. Respectful of an agency’s skill and of the relationship “You have a bad relationship when the client looks to the agency for commoditized services they can get cheaper somewhere else.” 6. esponsive enough to make R decisions quickly “If you have to wait at every turn for ideas to be discussed, deconstructed and approved, you’re not likely to produce good work. Usually the mid-level people completely understand that and sympathize, but so what? Some types of marketing can go through that process, but not genuinely creative work.” 7. Focused on the people that buy from them “When the customer or end-user is really at the center of the client’s strategy and operations, it’s going to work for us. That’s because we bring a deep, external understanding of people - what they want and what motivates them. That hasn’t changed with digital. So if the client wants to grow their business by being focused on what their customers want, it’s going to be a great relationship.”
  • 78. The SoDAReport Section 3 : Modern Marketers Jim Cuene, Director, Interactive Marketing, General Mills, Inc. The Logic of the New: Getting New Thinking MadeJim Cuene is the Directorof Interactive Marketingat General Mills, where heleads the digital marketingCenter of Excellence.The team providesthought leadershipand support for branddigital marketing effortsand has strategic andexecution responsibilitiesfor centralized consumerdigital marketing How can challenging new creative ideas seeprograms, social media, the light of day in the Matrix? By grounding thee-commerce and mobile new in a familiar, consumer-centric mindset,marketing. When he’s bold ideas can seem like logical investments tonot at work, Jim is an build great brands.avid cyclist, a work-in- Great, new digital creative ideas want to live. Theyprogress chef, and a hack want to be made. But, the likelihood of a truly boldguitar player. He lives in idea seeing the light of day is pretty small in largePlymouth, MN with his wife organizations, which prefer low risk, high reward overAndrea and sons Cooper the bold.and Eli. Often, new ideas are presented breathlessly, with deep passion for the execution or the technology that drives
  • 79. it. What gets sold is the excitement of doing something“ Too many new for the brand with some new technology or a new‘innovative’ ideas are partner. And, unfortunately, in many organizations thatbased on a superficial excitement is like a blinking warning light, making itunderstanding of what clear that there’s risk with the approach.consumers really needor want.” We’ve seen the best success with a more pragmatic approach, one rooted in understanding, utility, core values and a future orientation. The approach isn’t sexy, but when new ideas are presented, they’re more likely to get made because they seem like the logical conclusion from a rational and consumer-centric orientation. Start with deep, deep consumer insights Deeper than you typically would go. It’s obvious, but too many “innovative” ideas are based on a superficial understanding of what consumers really need or want. The best examples of creative innovation we’ve seen have come from deeper consumer insights, from a creative team that didn’t stop with the brief, that went deeper into the challenges, pain points, ambitions or hopes of the consumers we’re connecting with. Doing the hard work to uncover a unique insight – or at least a unique interpretation of the available insights – is worth it if the goal is to sell in a genuinely new idea. Show how the “New” solves longstanding consumer needs Translate for the marketer how the idea will enable the brand to meet consumers’ needs in meaningful, legitimately useful ways. Show that there are old problems, but offer new and better ways to solve them. Even though it’s a new approach, it still has to meet longstanding measures of value. The value can be functional (time or financial savings, practical knowledge) or emotional (inspiration, fun, trust, confidence), but ensuring the new concept delivers on serving the consumers’ ambitions will help drive strategic “buy in.”
  • 80. Consumer insights are betterthan mere experimentationGain support by demonstrating how the idea can delivermore than short-term market results for the team tobuy in. Communicate how the team will learn about theconsumer, about innovation in marketing techniques orpotentially even new business model opportunities.Push the brand higherGround the idea in the core brand or company valuesand demonstrate how the new approach or idea canhelp elevate or deepen the brand. By demonstratinghow the idea is a natural extension of what the brand(or brand team) believes, the idea becomes less a riskypart of a time-bound marketing effort, and more ofan imperative to establish and communicate the coreessence of the brand.For the most part, marketers dislike risk. But, bypositioning your new idea against these points, youcan show how “the new” is just another logical step toserving the brands end consumers.Image Source: 1. piloting-new-approaches/
  • 81. The SoDAReport Section 3 : Modern Marketers Boris Jacquin, Head of Digital, Nando’s Australia The Year of Mobile... Again.Boris has worked inboth large and start-uporganizations around theworld. He specializes inhelping companies designand implement their onlinestrategy, and currentlyheads up digital marketingfor Nando’s in Australia. If 2012 was the year of mobile, it is clear that with the rapid introduction of 4G on the networks, and with less than 50% of brand sites currently mobile-ready*, 2013 will once again be the year of - drum roll, please - mobile. Saying so, however, omits one very crucial element of why the mobile experience is so important – the User. Let’s therefore declare 2013 the year of the Mobile User and consider these four simple tips to make our businesses work harder for them.
  • 82. 1. Put the user at the forefront“ The mobile, tablet and How and what your website displays on adesktop experience that device says a lot about your brand and yourbrands provide are a organization. The mobile, tablet and desktopreflection of how much experiences that brands provide must betime a company has considered an integral part of the overallspent thinking about brand experience. It is a reflection of howthe digital customer much time a company has spent thinkingjourney.” about the digital customer journey. Take, for example, the restaurant industry. Too often visitors are faced with a website that is not optimized for mobile at all, or a slimmed down version of a website where the most important information is difficult to access. 2. ake analytics the building block M Before designing a mobile version of a website, the first thing a marketer needs to do is look at the analytics, where many answers to the information architecture lay. The most visited sections of your website and the keywords that led to those sections always give some serious pointers. In the case of the QSR industry, three areas come to mind: Where can I eat? (the restaurant finder), What can I eat? (the menu), How much is it going to cost? (menu, offers, vouchers). 3. et to the point and make it easy G Mobile users browse on their mobile for very good reasons. And one of these reasons is not because they find it pleasant to crane their neck in a train or at a traffic light and browse with one finger. It’s easy to imagine that users access your website on a mobile because it’s the only device available to
  • 83. them at that very point in time, or the most convenient. Whatever their reasons, mobile users need to access accurate information quickly and in a way that works perfectly on their mobile device, regardless of its size. As a result, a mobile website should never be the poor cousin of the “main website,”and any decent marketing manager should declare war on the PDF. Just think for a minute what asking a mobile user to download a menu as a PDF says about your brand: do you really care about your customers?4. void device prejudice A Think about the increasing variety in device size across mobile phones, tablets, tablet/ laptop hybrids and laptops. iPad screen sizes now range from 7.9 inches to 9.5 inches, mobile smart phones start from 3 inches and tablet/laptop hybrids start at 11 inches. The only way to answer the screen size dilemma is to deliver the same content to all sizes and make sure that your website will respond to the screen size of the device from which users access it. Device discrimination is no longer acceptable. Just like today’s marketing mantra where it is the customer that dictates the demand, it is the user that dictates the device – not the brand. The Australian up-and-coming fast casual chain Guzman y Gomez shows a good example of such discrimination, asking the user to switch to the full site to access more information. In 2013, forcing your customers to use a certain device to access the information is just as obsolete as an ad in the Yellow Pages.
  • 84. Sources: 1. trends-every-marketer-should-be-aware-of- in-2013/Image Source: 1. kolobsek/kolobsek1210/ kolobsek121000215/15562323-3d- illustration-mobile-technology-happy-new- year-on-a-mobile-phone.jpg
  • 85. The SoDAReport Section 3 : Modern Marketers Mark Pollard, Vice President Brand Strategy, Big Spaceship 2013: Shifts in Marketing A broad range of respondents were asked the following three questions about the future of the industry (the trade press, tech start-ups and other marketing executives).Tap on the questions What’s the one thing that excites you most about theto jump to the world of marketing right now?following answers. Based on your recent discussions with marketers what are the three main things that will preoccupy them in 2013? Do you feel there is an elephant in the room in 2013 - an issue, idea or opportunity to which marketers simply aren’t giving adequate attention?
  • 86. IntervieweesHeather TaylorEditorial Director, North AmericaEconsultancy@heatherAtaylorwww.econsultancy.comruth mortimerEditorMarketing HareManaging EditorContagious@em2345www.contagiousmagazine.comCharlotte mcelenyAssociate
  • 87. Gordon youngEditorThe Drum@CaltonKidwww.thedrum.comdavid mothSenior caplanCEOColdLight@ryantcaplanwww.coldlight.comJeremy MerleChief Experience
  • 88. L Courtney larned Vice President, Marketing and Communications Lifedash, Inc. @lifedashcourt, @lifedash steve riggins CMO Water For People @waterforpeople Ann lewnes CMO Adobe @alewnes
  • 89. What’s the one thing thatexcites you most about theworld of marketing right now? taylor: For me specifically, it’s the creation of content, specifically video content, that is not merely a SEO-driven exercise. We’re starting to tell the brand story more and use content to engage consumers, create community and drive loyalty. Yes, this drives traffic but content can’t get away with being merely keyword-stuffed and useless anymore. And how can we make it better and more relevant? Through data analysis. YouTube’s video analytics showing minutes watched and audience retention can allow me to make better and better content and I didn’t have that kind of information until the last year or so. Mortimer: There are so many options for marketers. You can run a TV campaign and then amplify it with social media and live events in a way that simply wouldn’t have been possible even five years ago. Or you can start a groundswell on Facebook, gain traction for the idea and build up a community of buyers for your brand pre-launch with very little investment. There have never been so many marketing channels alongside the potential to gain insight into customers.
  • 90. Hare: The potential that technology has givenbusinesses to adapt how they operate and toserve their customers better. This creates a wealthof opportunities – for example, we’ve seen brilliantprojects recently of brands acting as educators,ecologists, technology incubators and even conductingspace missions.mceleny: It’s probably a trend we’re excited aboutthat we’ve called singularity. The idea thatproducts are becoming more connected, providinga feedback loop to manufacturers and becomingmore intelligent. In short, products are becoming anextension of the web and people themselves.The data and creative opportunities are exciting.young: In a word - ‘convergence.’We are not only seeing convergence betweentraditional marketing disciplines such as advertising,design and digital – but now convergence betweenindustries too. There is increasing overlap in areassuch as media, retail and music. With increasingconnectivity between gadgets – such as smartphones,cars and domestic appliances – and the emergence of3D printing, this trend will accelerate.
  • 91. moth: One of the most exciting things about thedigital marketing industry is the fact that things arealways changing, so what was an acceptedpractice one week can seem out-dated the next.Certain brands and agencies are constantly trying toinnovate and find new ways of communicating withtheir customers, which is obviously extremely usefulfor reporters as it means there are constantly new andexciting things to write about.caplan: The convergence of big data,analytics and personalization are finallyready for prime time. I think we will finally start to seetruly more effective and engaging marketing programscan reach the right audience, with the right message,at the right time, in a way that has never been possiblebefore on such a large scale.merle: Three words: second screen value.With the explosive growth and ubiquitous use of mobiledevices, what excites me most is the opportunity tocreate an app experience that truly empowers activeparticipation in televised media. It’s about creating adeeper relationship with your audience by providingconnections to their multiple realities.
  • 92. larned: It’s hard to choose one. I am probably most excited about the access to cutting-edge tools that allow us to automate processes, and control content development and delivery. I just attended the TAP! Conference and am so excited about what I can get done with Adobe’s Digital Publishing Suite (DPS). riggins: The world of marketing has moved to a place where authenticity and doing good work matters. Audiences have become savvy and they are careful with what brands they align themselves with. This is forcing marketers to go deeper into their brands and break things for the better, moving away from old tactics. This audience can tell when they’re being scammed. lewnes: Without question, it’s the shift to digital and how marketing has become more data- driven and even more creative. With the measurement and analytics tools at our disposal, marketers can infuse science with marketing’s traditional creativity. As such, we’ve never been in a better position to measure the impact of our work and have an impact on our business. From a creative standpoint, there’s so much more room for great, creative ideas. A campaign that used to be limited to commercials or a print ad can include so many other facets: social media, online videos, personalized content and more.  It’s a very exciting time to be in marketing.Scroll to Top
  • 93. Based on your recent discussionswith marketers what are the threemain things that will preoccupythem in 2013? taylor: Everyone is obsessed with mobile and tablets and how these devices will change consumer behavior. It’s already happening and will continue to change through more global adoption. Smart data is another one: how to take big data and make it useful. I think marketers will really be keeping an eye on the big players. Google, Microsoft, Facebook, etc. keep trying to edge each other out of the game (despite what they say) and with every change they make, marketers will also have to shift their strategy. No one wants to back a dead horse. mortimer: There are three big challenges for 2013 around data. First, marketers tell me they are trying to understand how ‘big data’ - all the information available from so many different channels and sources - will impact their business. Can and should they integrate social data with transactional data, for example? Second, in a world where there is so much more data available, what are consumer expectations of
  • 94. privacy? Do people really want to link their supermarketloyalty cards with their bank accounts Facebook pages?What is ‘being useful’ and what is intrusive? And third,what impact will new legislations such as the draft EUdata law have on how brands operate?hare: Discussions around dealing with data,ensuring that it is used effectively to generate insightsand aid understanding were common in 2012 and willcontinue to be relevant this year.Advertising agencies will attempt to find new waysto generate alternative revenue streams andopportunities, teaming up with start-ups, launchingproducts and creating content, for example. Nielsen’s Global, Socially Conscious Consumer Reportstated that 66% of people around the world prefer tobuy from companies that have implemented programsto give back to society. With this in mind, brandsand marketers will need to continue to consider andarticulate the value that their product or servicecontributes to the wider world.Dmceleny: data (humanizing and realizingthe valuable and creative opportunities it presents),mobile and although integration has been an issue forages, it’s now a case of not creating a digital strategybut having a strategy for what is now a digital worldbecause nearly everything is connected.
  • 95. young: Mobile will continue to grow and develop –Google reckons mobile search will outstrip desktop forthe first time. The retail sector will continue its struggleto redefine itself in the face of more business goingonline. The strong players and strong retail centers willcontinue to get stronger, while the weaker ones willcontinue to get weaker! The economy – lack ofgrowth will continue to shape marketing strategies.moth: In no particular order:1. Mobile. I attend a lot of conferences and the numberof marketers I meet who are still trying to come up witha mobile strategy always surprises me. 2. Attribution. Trying to work out which digitalchannels are most important for your business and theexact ROI is a huge challenge for marketers. 3. Resources. Most marketers know what they needto do to improve their company’s brand exposure andattract more customers, but struggle to convince thepowers that be to provide them the necessary budgetand manpower.caplan: First, exploring how to better align ourmessaging so that our offering is ‘consumable’ byaligning the right audience with the right message.
  • 96. Second, increasing the outreach channels toour customers using social media as amore effective thought leadership platform.Third, micro-segmentation of ourtarget audience.merle: As an early stage startup, the overarchingmarketing focus is driving engagement inmeaningful, measurable ways. Top priorities include:1. Building relationships with evangelists to create anauthentic user base with high quality content.2. Creating a delightful and addictive user experience.3. Gaining a deep understanding of customer behavior,needs and desires.larned: We are laser-focused on enhancingexperiences for our audiences through responsivedesign, and by building quality, relevantcontent for our sites, applications, and other userexperiences. And of course, building our user base onall of our apps.riggins: Brand awareness: Water For People doesincredible work in the world, but has not done the bestjob telling its story. This will be our year to change that.
  • 97. Tribe building: We want to start a movement that changes the world, and we can’t do it alone. We’re cultivating a tribe of champions who believes in us and wants to share their voice. Simplify: Our world can become incredibly techie. We’re simplifying our message to unify our brand and appeal to a broader audience. lewnes: Our first priority remains promoting our brand and fostering a better understanding of Adobe’s position as the creative and digital marketing company. Second is to raise the bar in what we call “marketing by-the-numbers” – mastering how we use data to market more efficiently and effectively. Where we used to measure only basic things like impressions, we’ve become so much more sophisticated.  In fact, for a recent campaign at Adobe we took a look at everything from engagement to conversion – and taking it a step further – were able attribute these metrics to a given marketing channel.  It’s given us an incredibly detailed view into how our campaigns are performing and how they can be improved.  Hand in hand with this is the idea of “data transparency.”  For this same campaign we published the key marketing results for all to see – thereby showing first-hand how powerful and transparent data-driven marketing has become.  Our third big priority will be to invest even more effort in social media as a way to engage with our community.Scroll to Top
  • 98. Do you feel there is an elephantin the room in 2013 – an issue,idea, or opportunity to whichmarketers simply aren’t givingadequate attention? taylor: Integration. I still think we’re talking in our own circles and no department should be an afterthought. Consumers judge you on whatever their first touch point is. If your store is great and your mobile app is crap, you lose. There could be great campaigns that span all spaces, creating an interactive and multiplatform experience that could really engage people, but it rarely happens especially with the incorporation of video - not cheesy advertisements but real stories. Once someone gets it right, we’ll see a huge shift. mortimer: I think marketers talk a lot about how important it is to be taken seriously by the board, but they often are not. Changing the perception of marketing is still a massive issue for the whole profession. Marketing is often seen
  • 99. as a cost or overhead by chief executives and chieffinance officers and marketers don’t have the financialskills and clout to convince senior executives that it isactually a revenue generating function. Do people reallywant to link their supermarket loyalty cards with theirbank accounts Facebook pages?hare: Plenty – connected products, instantaneouscommunications services such as Snapchat andhealth services and applications are all becomingincreasingly important. We’ll be covering these kinds ofopportunities, trends and ideas in upcoming issues ofContagious over the next year.Mceleny: I think there is an opportunity to finda sweet spot between all the intelligence and datawe now have at our fingertips and applying moreemotional, human ideas and themes to make some trulycreative work. There’s currently a disconnect and theconvergence of physical and digital willonly help bring it together in 2013 (I recently wrote abit of a longer piece on this earlier this month –cheeky plug. young: I believe many industries continue to lookat the digital landscape through the wrong end of thetelescope. They tend to define the future based on theircurrent business models and past experiences.
  • 100. They underestimate just how much and how quicklythe economy is being revolutionized.Digital has the power to redefine civilization as whole!moth: In my opinion, the trends that wereimportant last year (e.g. social, mobile andcustomer experience) are the sameones that brands need to make sure they are focusingon and getting right in 2013.There are so many people trying to sell new tools andideas that the challenge for marketers is trying to workout which ones they should ignore so they can focus onwhat already works for their business.caplan: I believe Big Data is a buzz wordthat is misunderstood by marketers thatare drinking the KoolAid, thinking that Big Data is theanswer to a marketing question instead of an asset that,if mined appropriately, might be useful to marketers.I think that Big Data is getting too much attention,but the wrong kind.merle: With the power of an all-access pass to24/7 media and vast user generated content,comes an enormous responsibility – providingcredible information.  At Fancred, we’rebuilding our business on the foundation that credibleinformation far outweighs excessive noise and
  • 101. unreliable sources. Consumers choose where they gettheir information and I think we can expect to see ashift towards a desire for more accountability.larned: Maybe not an elephant in the room,but the lightning speed of the mobile market’s evolutionhas created the need to swiftly adaptstrategy to effectively reach our current audience,as well as those who become our audience because ofmobile. It’s just an enormous challenge to be nimbleand agile enough to keep up.riggins: Everyone is talking about socialmedia but few have really figured it out how to use itcorrectly. I’m not afraid to admit we have donea poor job of it in the past. There is no magic bullet,all the social media in the world can’t fix a poormarketing strategy.lewnes: Despite all the attention andinvestment we’ve started to see in digital marketing,I believe marketers have yet to truly break through.We’ve really just begun to scratch the surface ofwhat’s possible.  Offering customers relevant content,delivering experiences that are engaging instead ofintrusive and improving how we measure our work– once we master these things I think we’ll beginto capitalize on the opportunities ahead of us indigital.  We’re making progress, but I don’t think we’re
  • 102. there yet. We’re not moving quickly enough.   This idea was the basis of a new campaign Adobe just launched, targeted at marketers.  The premise is that marketing is still plagued by long-standing myths – you can’t prove advertising works, big data is a big pain, marketing is a cost center, not a revenue driver – and turning these myths on their head.  The truth is, marketers have the tools at their disposal today to really break through and elevate the importance and strategic value of marketing to business. It’s not going to be easy, but it can be done. Image Source: 1. loads/2012/04/Integration.jpgScroll to Top
  • 103. The SoDAReport Section 3 : Modern Marketers Interview with Michael Dubin, CEO of Dollar Shave Club How the Irreverent Approach to Marketing is The Approach to MarketingMichael Dubin is the CEO Michael Dubin, CEO of Dollar Shave Clubof Dollar Shave Club. He’s that guy in that YouTube video aboutHe is a former MSNBC getting “f&*king great” razors sent to yournews writer, improv door every month. When a start-up has whatcomedian and customcontent producer for big looks like bold and unorthodox marketing, it’sbrand advertisers such as easy for marketers in more established andGatorade, Nike, Nintendo conservative companies to dismiss the start-and Xbox. ups as being a different breed. However, what this interview with Michael Dubin reveals is thatInterview conducted by his approach to marketing is very much theMark Pollard, Modern traditional approach – done with confidence.Marketer Section Editorand VP of Brand Strategy POLLARD: What can a marketer who can’t changeat Big Spaceship. their business model and who doesn’t own the transaction the way the Dollar Shave Club (DSC) does, learn from what you did in 2012? DUBIN: One of the reasons I think we were successful isn’t necessarily because we own the transaction and not necessarily because we are disrupting an industry that has become very complacent, but because the core business offering makes sense and the product is in demand. And the way we speak about the problem resonates very loudly with our target audience.
  • 104. If you look at that and want to extend it to brands thathave been around for fifty years or so, there’s almostbeen a de-evolution away from the question: Whatproblem are you solving?POLLARD: Having watched and read a fewinterviews with you, the way you use the word“problem” is obviously like a tech startup, whereas I’vefound many marketers don’t often like the word. It hascertain emotional baggage, which is very different tothe startup scene where you latch onto a problem andtry to solve it.DUBIN: You don’t have to call it a problem, but whenyou do it’s a more active indictment of a situationcompared to calling it a need that you’re meeting. Ifyou’re selling rental cars, you’re solving a problem,which is that someone who may not own a car needs toget from point A to B. If you’re offering that car, there’sa world of opportunity there to define that experiencefor your target and make solving that problem reallystand for something larger – like discovery andadventure. And some rental car companies have takenthat tack.POLLARD: In another interview, you mentionedthat Dollar Shave Club might not have been possiblejust a few years ago. Is that due to technologicalchange or has there been a cultural change as wellthat’s helped you?DUBIN: I think it’s three things. Number one, I thinksocial media wasn’t what it is and people were muchless comfortable with social media five years ago. Ithink the second thing is, while we Americans are veryaccustomed to getting a monthly bill for services thatwe use – cable, internet, cell phone, magazines, etc.– I don’t think that five years ago America was readyto think about their whole life being serviceable by amembership or subscription model. The third thing is
  • 105. technology. Right now we’re trying to work out theright billing platform to use. You’d be surprised at howfar the technology is yet to go – even today – to be ableto offer these types of businesses in a very seamless,easy way. Five years ago, a startup integrating awarehouse in one place with your servers elsewherewas almost unthinkable.POLLARD: Your products are split into three choices.Does that have anything to do with the science of choiceand decision-making?DUBIN: It absolutely does. Guys need things very easyand simple. You see a lot of ecommerce shops throwingtons and tons of options out there. You can’t be Bed,Bath and Beyond and not have a ton of items. But Ithink there’s beauty in simplicity and fewer options.For us, to have a thousand razors would have been abad thing. We do see people gravitating toward themiddle option, which is our most popular.POLLARD: Can you talk about your approach toplanning campaigns?DUBIN: The video I shot back in October 2011 didn’tlaunch until March 2012. So, I would say that for all thetalk about being spur-of-the-moment, fast actors, thiswas a strategically-planned, meticulously-architectedmoment. The re-launch of our newly designed site andthe release of our most well-known campaign videowere timed to coincide with the announcement of themillion-dollar seed round. All of our future campaigns– and you’ll see a bunch of them this year – are going tohave that same kind of strategic planning and thoughtbehind them.POLLARD: Can you talk about the thinking behindthe Old Glory 2012 campaign?
  • 106. DUBIN: Old Glory was our way of making a“ Americans right now commentary on the election. When we create contentare hyper-sensitive to at DSC, we think about a couple of things. One is, isover-sharing – and it relevant? Does it have a strong reason for being?that’s by brands and People have always asked us, ‘Where’s the next video?’people.” But nothing states the case for Dollar Shave Club as clearly as that first video, so launching anything else video-wise would be a big distraction. We’re not going to do it until we have something really important to say. That’s the first requirement: does it have a strong reason for being? The second is: is it timely? Our goal at DSC is that we want our members to feel they are part of a membership that is current and that has its finger on the pulse of American life. That was our way of celebrating the election and giving our members great content without asking for anything in return. We got these illustrators to create very unique, original works of art and we shared them with our membership first to give them a laugh. We gave them another way to think about the election that wasn’t a debate or campaigning. POLLARD: What are your thoughts on the role of user-generated content for the brand? Currently, it’s mostly on the blog as opposed to front and center in a campaign. DUBIN: I think UGC has a role. Frankly, we’re still figuring out what role it plays for us. I don’t necessarily think our members want endless photos of our membership. I think there’s a time and place for user-generated content. We want to celebrate our membership, absolutely, but Americans right now are hyper-sensitive to over-sharing – and that’s by brands and people. We’ve already seen user engagement in Facebook decline in favor of other media. Brands need to be careful about how much they talk to their audience. Once a day could be the right number – it’s
  • 107. different for every brand. People want different brands“ People want different at different frequencies. It’s unique to each situation.brands at differentfrequencies.” POLLARD: You’re pretty active on Google+ with a good following (over 350k at the time of the interview). How are you finding Google+ for the business? DUBIN: Google+ has been great. We love those guys over at Google. You know, sometimes the engagement isn’t as high as you’d like. People are still discovering the tool. There’s also a lot of foreign users on our Google+ channels. It’s definitely on the up-tick and Google is doing a great job at building that tool, making it more relevant for brands and making it easier for people to connect to. We hope that it’s going to deliver for us. POLLARD: Do you do multivariate testing? DUBIN: We just started. We use So far it’s been great. We’re learning a lot every day about which pages work. It’s a process that every e-commerce company needs to go through. We like to look at the backside of the funnel first. In other words, if we can convert more people who are already at the checkout page, that’s a big win. Then moving back through the funnel - getting people to the last step of the funnel is the way to go for us. It’s hugely valuable. You’re surprised every day by what you thought might work and what actually does work. POLLARD: And how do the results of those tests get communicated through the organization? I’d imagine you’re pretty flat and sit next to each other. DUBIN: Well, exactly. But if you’re a big brand and you’re trying to share that information, you gotta have experiments where you come up with a theory, then create steps to test the theory, and then look at the results. Multi-variate testing is not just a web thing. It’s what companies have been doing since companies have been around.
  • 108. POLLARD: From a communications point of view,is there anything you would have done differentlylooking back at 2012?DUBIN: We made a ton of mistakes, so it’s not aboutfinding one…it’s about finding which one. The threethat come to mind are: create a separate Twitter handlefor customer service, radio works and hire a MarketingChief that understands brand.
  • 109. TheSoDAReport Section 3 : Modern Marketers RELATED RESEARCH INSIGHTS Key Insight: Marketers continue to evolve their organizations in response to mobile, social and data challenges. The transformation continues apace Q. Are you seeing a trend over the past year toward clients evolving/ transforming their marketing organization’s structure? 39% Clients are not done making changes to the way they manage their digital marketing efforts. 61 While slightly lower than last year’s number, % 61% of agencies report that their clients have made organizational changes over the past year. When asked to describe how digital continues to change the way they manage their brands, key themes emerged: • Increased need for speedy decision- Yes making and action No • More use of hard data and ROI metrics to drive allocations and creative decisions • Clients concentrating on maintaining consistency of voice, across channels and agency partners.
  • 110. Clients describe the challenges that drive their evolution:“Brand managers must know the core essence of their brands andsimplify its expression so that clear strategy instruction can be given- to allow agencies to activate it consistently in a very broad array ofchannels.” “The fundamentals of brand management are still the same. What haschanged is the speed and consideration one must give to these areas inthe midst of an always-on, anxious to participate, and super intelligentconsumer marketplace.”“[D]igital has brought the brand management thinking of the biggorillas accessible to mid-size organizations.”“Brands have now become more customer and data centric ratherthan left on the basis of intuition and gut feeling of marketing/brandmanagers.”
  • 111. RELATED RESEARCH INSIGHTSKey Insight:Mobile continues to be a pain point for many marketers.Where are Client-Side Marketers on thelearning curve of majortechnological shifts? State of the art Ahead of the curve Average Behind the times Hopeless Don’t know/not applicable 36% 32% 36% 29% 28%18% 22% 23% 4% 4% 16% 14% 1% 1% 13% 16% 4% 3% Responsive design Understanding the role and Connecting digital and real-world impact of social media experiences with your brand 38% 35% 30% 29% 26% 29% 26% 11% 5% 3% 10% 17% 3% 2% 13% 17% 5% 1% Mobile usability/experience Multi-channel marketing Use of data to drive digital attribution (including digital) marketing effectivenessQ. Where is your organization on the learning curve for thefollowing marketing tactics?(Question posed to client-side respondents)Mobile remains a major pain point for client marketing organizations inthis year’s research study. Almost one third of client respondents (31%)indicated they were either “Behind the Times” or “Hopeless” when itcomes to mobile usability and mobile UX capabilities. Taking home thenumber two spot was responsive design, with 27% of client respondentsindicated they were behind or hopeless.Despite this self-assessment, many agencies and production companiesare seeing clients progress on these fronts, particularly with respect
  • 112. to mobile. We asked agency and prodco respondents how clientorganizations were evolving. Here are a few highlights.“Clients are adding more content, digital product, mobile rolesinternally.”“As clients realize the value and opportunities of consumers leveragingmobile & tablet devices, marketing teams are refocusing on thesemodern outlets and augmenting internal teams with related expertise.”“Our clientele has overwhelmingly been asking and pushing for mobilesolutions.”But this situation isn’t just relegated to mobile. When asked about theirbrand’s level of sophistication in terms of cross channel attribution,incorporating social, online/offline alignment and applying data, only10-16% see themselves as significantly ahead of the curve, revealingopportunities for improvement.
  • 113. Key Insight: Agencies see significant skill gaps on the client side around UX, analytics and technology.Agencies/Prodcos identifyclient-side skill gapsQ. Where are the most Major Gap (very weak in this area) No Gap (strong in this area)significant gaps in Minor Gap (weak in this area) Not applicabletalent on the client sidewith respect to digital 37% 45% 35%marketing? (Question 29% 28%posed to agencies and 6% 15% 5%production companies) Executive management User experience 42% 44% 22% 21% 22% 20% 15% 14% Ecommerce Paid media/search 47% 39% 30% 31% 25% 6% 19% 3% Content Social 42% 39% 37% 37% 22% 16% 5% 2% Research/measurement Technology & analytics
  • 114. The Analytics Challenge Challenge % Data collection 36% Data entry 9% Data storage 7% Data search 14% Data sharing 16% Data analysis 54% Data cleansing 30% Creating value/insights from data 49% Other (please specify) 6%Q. What challenges does your company face with datamanagement? Please check the top 3 that apply.(Question posed to clients)Clients also agree that data and analytics pose a major challenge fortheir organizations. 54% of client-side respondents indicated that dataanalysis was a major issue, while 49% affirmed that creating value fromdata presented a challenge. Client-side digital marketers are still tryingto solve the perennial problem of garnering actionable insights from theavalanche of data that is collected from their digital marketing efforts.
  • 115. Tech Talk Section Preface There is No “Next” Facebook Visualizing the Unseen: A Prototype’s Dream Winning at LifeBeyond Optimization: Designing for a Multi-Screen Lifestyle Can’t Touch This! New Interface Challenges Related Research Insights The SoDA Report 2013
  • 116. The SoDAReport Section 4 : Tech Talk Perhaps it’s the word “digital” in our common bond, but as SoDA member companies we often think of ourselves as technologists, perhaps even more than we think of ourselves as media-ists. But whether we hold ourselves aloft as the vanguard of the agency mob or more humbly consider ourselves mere specialists, we easily forget that all media, not just the digital variety, revolve around technology. Ours may be newer, andSimon Steinhardt as such more pliable, more open to experimentationTech Talk Section Editor and innovation, but it still serves the same purpose.ACD of Editorial at We may speak in terms like “immersive interactiveJESS3 experience,” but, fundamentally, how different is that from the words of Johannes Gutenberg—“a spring of truth shall flow” from the printing press—or those of media scholar John Culkin: “We shape our tools, and thereafter they shape us?” What we see transforming our industry today is not about mobile or HTML5 or 4th/5th/6th-screen experiences, it’s about turning those mobile devices into springs of truth. It’s about shaping user experiences that shape users. In this edition of Tech Talk, Amer Iqbal from Deepend explores the evolution of gamification from winning-at- check-ins to winning-at-wellness. Brandel Zachernuk from Resn offers a primer on testing uncharted waters in interactive design through prototyping. Forest Taylor of Digitaria tells us to stop looking for the “next big thing” and start thinking about a future of many small, specialized things. Matt Paddock of Grow discusses the mesh between mobile experience and human experience, and explores the possibilities of design across the spectrum of the multi-screen lifestyle. And Tim Buesing from Reactive explains why the latest
  • 117. technological developments in interface design areonly as good as designers’ understanding of users’motivations and behavioral preferences.
  • 118. The SoDAReport Section 4 : Tech Talk Forest Taylor, Digital Strategist, Digitaria There is No “Next” FacebookForest Taylor is a digitalstrategist at Digitaria inMinneapolis. Prior to that,he was a social strategist atMartin Williams, where heworked on everything fromsoybeans to Halloweenmasks. In his spare timehe comes up with great The next Facebook is already here, butideas and forgets to write there are a lot of them. The success of newthem down. contenders entering the market will rest on their ability to do little things well. The result will be a multitude of social city-states, providing a wide range of more unique, more pinpointed experiences that add up to one much larger idea. When I began my career at Fleishman-Hillard, there was a group in the New York office known as the “Next Great Thing.” Their role within the company was to stay ahead of trends and begin developing the knowledge and tools Fleishman would need when said trends finally connected with the masses. When smartphones starting taking off, the group decided that mobile was going to be the ongoing big thing. They changed their
  • 119. name to Mobile Behavior, and focused on getting really“ The web doesn’t like good at that.empires. City-states areeasier to work with.” Facebook was born out of a time when big things, or rather “next big things,” were still possible. But as any military historian will tell you, large objects make the breach, and it’s the men running through the wall that conquer the city. In that sense, the next Facebook is already here, but there are a lot of them. They clambered into our feeds and handheld devices through the hole Facebook blasted in the web, and they’re getting better at doing what they set out to. The web doesn’t like empires. City-states are easier to work with. So when someone asks whether a cultural phenomenon like Facebook will ever be repeated, my answer is no. Perspective: When Facebook launched in early 2004, the iPhone was still three years away. So was the very first Amazon Kindle, which looks so rudimentary by today’s standards that one could be forgiven for assuming it came with a floppy disk drive. The first iPad was a full six years away. Even iPods, which were in their fourth iteration by then, had yet to dominate the market, still came only in white and did not support images. Facebook is a web-based community, built for and rooted in a time when people still logged in on their computer, sitting down. Despite its flashy start as a social platform for horny college kids, a much older crowd has spurred Facebook’s largest growth in the past few years. Today, 65% of its users are seven or more years older than the man who created it. This isn’t to say that Facebook is in its twilight. It remains a force to be reckoned with. No, Facebook will
  • 120. lumber on for at least a few more web centuries likethe sun-soaked British Empire, and after that … ifthey’re smart (and they are), Facebook will continueto explore microcosms of expression like Instagramand, services that succeeded by doing specificthings really well.This is the age of applicationIt’s a noun. It is the quality of being usable for aparticular purpose or in a special way. For our purposes,it’s the quality of being easily understood, easilyaccessed, easily interacted with, and easily consumed.Pinterest, Tumblr, Instagram, Foursquare, Rdio, Nike+… things focused in aim and temperate in ManifestDestiny. These are the heirs to Facebook’s throne,and networks like these will be the ones that come toprominence from now on.Facebook is part of an evolution, an important part,but it shouldn’t be viewed as the litmus for futuredevelopments.The success of new contenders entering the market willrest on their ability to do little things well. The resultwill be a multitude of social city-states, providing a widerange of more unique, more pinpointed experiences thatadd up to one much larger idea.When that happens, that will be a big thing.Image Source: 1.
  • 121. The SoDAReport Section 4 : Tech Talk Brandel Zachernuk, Interactive Experience Developer, Resn Visualizing the Unseen: A Prototype’s DreamBrandel is a creativedeveloper whose webcareer has spanned 10years. He likes to blogabout the future and whatto visit when you get there.He’s part of the workinggroup at Resn on digitalfabrication, NUI and laserrobots. He’s obsessed withparametric design and How do you craft original, interactive onlinehis love for sliders is so experiences? And perhaps more importantly,powerful he once went to how do you get early sign-off on them? AtWhite Castle. Resn, we like to bring new creative and technology to every project we touch. But while novelty pays dividends when the project is done, it also means there aren’t any obvious examples to point to and say, “It’ll be like this.” Fortunately, we can put together quick exploratory prototypes to learn as much as we need to up front. What’s a Prototype? A prototype is any assembly of materials pulled together to understand some specific aspect of a project. That
  • 122. aspect could be a visual style, a new form of interaction“ A prototype should or just a realistic performance test of how muchbe built to answer a awesome we can expect to fit into an experience.question, so if you havemany questions it can One Prototype or Many?be useful to make many It depends. A prototype should be built to answerprototypes.” a question, so if you have many questions it can be useful to make many prototypes. In the “Public Service Announcement in Racer’s Clothing” Resn made for the New Zealand Transport Authority (NZTA), we needed to climax in a spectacular crash scene where the user’s life flashes before his or her eyes. To do this, we needed to generate a slideshow of the user’s Facebook pictures that had a sense of meaning. We created a parameter-driven prototype that integrated the selection of images with various display techniques that allowed us to respond quickly to real user testing, and craft a more impactful emotional experience as a result. Tooling Around Prototypes need to be able to react quickly to feedback – ideally in real time. To manage this, we build prototypes driven by parameters that can be set visually, with sliders, buttons, and color pickers. This ensures that non-technical people can get a sense of the possibilities. In NZTA, our creatives could change the layout and texture of the road, the acceleration of the car, and the placement of the scenery – all in real time within the game itself. This let us discover design problems early, and learn how to leverage the system better by producing multiple versions within minutes rather than days. How to Keep It a Prototype Getting functionality up and running early is great for team morale, but it can also be dangerous. It can seem like everything is nearly done and the prototype can be pushed straight through to final development. The
  • 123. problem is that every program is put together with“ Prototypes need to be a certain scope in mind: where it’s used, how manyable to react quickly to components it needs to interact with, and so on. Whenfeedback – ideally in a program begins to exceed that scope, things startreal time.” to get messy. To make sure this doesn’t happen, we make sure we agree on the question(s) a prototype is answering and how long it’s going to last. If parts of a prototype do make it through to a final version, we take the time required to re-engineer them to fit into a larger architecture. Prototypes are a good way to explore many ideas without investing too much in any one concept. Prototypes let your team explore more creative concepts and identify issues early. A word of caution, though: make sure that all the stakeholders - both internal and external - know that they’re still looking at a prototype that is dealing with specific aspects and not the finished product.  When done well, prototyping helps to produce more novel concepts that are ultimately more satisfying for your agency, your clients and, most importantly, your audience. Image Source: 1. news
  • 124. The SoDAReport Section 4 : Tech Talk Amer Iqbal, Head of Strategy, Deepend Winning at LifeWith over 10 yearsexperience in marketingcommunications, Amer isa key member of Deepend’ssenior managementteam. He holds a degreein Computer Science andan MBA in Marketingand has been engaged bynumerous organizationsto deliver guest lecturesand facilitate workshopson business and marketing If you’re like me, you’re probably sick ofstrategy. Combining an hearing about how “gamification” is the nextongoing passion for digital big thing. But if we think about it, the coreinnovation with strategic concept is quite interesting: What if the rewardconsumer insights, Amer of a check-in was not a “mayor” badge fromhas led teams that have the local coffee shop, but rather months orattracted several highly years added to your life? What if personal dataregarded industry awards collection was so easy and fun that it wasn’t aand accolades. Get in touch chore? And what if we could utilize that data towith Amer on LinkedIn. actually improve our lives? Beyond badges: The future of healthcare As an example, let’s think about how the healthcare
  • 125. industry might be disrupted by personal data. Currently,“ The missing ingredient you might visit a doctor once a year for a check-up,is the understanding (or or more likely when you’re already feeling sick. Theimagination) required doc asks you a few vague questions and checks yourto filter through an blood pressure, then gives you her best diagnosisavalanche of data and based on the information at hand. This is how it’smake it useful enough to been done for decades.create a real difference ”in our lives. It’s not hard to imagine how this could all change if our digital devices constantly measured and stored our bio-indicators: An analyst could review your data each month and draw insights on your health, making recommendations for small improvements and even catching warning signs months or years before they develop into real problems. The data would of course be available to your doctor, providing additional reference for diagnosis and treatment. In fact, much of the technology required to achieve this already exists: wristwatches that measure indicators like heart rate and blood pressure; and your trusty smartphone that can collect data on where you are, how fast you’re moving, how many steps you take, and how you shift in your sleep. Imagine an app that allows you to improve your lifestyle Of course, this is just the tip of the iceberg. What if an app could give you real-time feedback to help you become healthier, smarter, funnier, and more cultured? The same app could create a shopping list when you’re in the grocery store, and recipes to cook when you’re in the kitchen. It could tell you when, where and how to exercise. It could look at your calendar and email to tell you which clients and colleagues are stressing you out the most. It could tell you when there’s a comedy show or a great play in town that you should catch. Heck, it could even pull in your Facebook check-ins and
  • 126. newsfeed, analyze who you’ve been hanging out with,and tell you when you need to catch up with particularfriends (or avoid certain others!)Of course, it should measure whether you’re followingthe recommendations and give you a score on how wellyou’re living your life.“Amer scored 3,426 points this week and has jumpedto no. 1 on the leaderboard – #Winning@Life!”Several apps and devices already exist that canperform many of these actions in isolation. Deviceslike Basis and Bodymedia are able to track your heartrate, perspiration and skin temperature, giving yourecommendations on ways to improve your health.The Nike+ suite of products allow you to set fitnessgoals and compete with your peers. In the world ofapps, Sleep Cycle is now old news as we are seeingsophisticated developments like SAGA, an ambientcompanion that persistently tracks your activity and canmake recommendations based on your habits no matterwhere you are and what you’re doing.The missing ingredient is the understanding (orimagination) required to tie this information togetherand make it useful enough to create a real difference in our lives.Forget about gamification. Let’s get down to theseriously fun business of putting our data to work. It’sonly a matter of time before we stop vying to be themayor of the local coffee shop and start competing towin at life. Game on.Image Source: 1.
  • 127. The SoDAReport Section 4 : Tech Talk Matt Paddock, Director of Engagement, Grow Interactive Beyond Optimization: Designing for a Multi- Screen LifestyleMatt Paddock is theDirector of Engagementat Grow, a digital agencyserving the world’s premierbrands and advertisingagencies and winner of theinaugural Mobile GrandPrix at the 2012 CannesLions. Matt’s backgroundincludes experience inmarketing and operationsfor advertising andtechnology firms. When he’s Delivering a great mobile experience today isnot indulging his passion about more than developing exciting contentfor networking and social for small screens. As Avinash Kaushik quippedmedia, he enjoys practicing at a recent Google event, “Creating mobileCharlie Parker solos optimized content is solving a problem fromand listening to jazz. 2007.” Instead of worrying about devices and format limitations, let’s start celebrating the possibilities created by a multiplicity of screens. Products and services that recognize the value of many connected screens, taking intent and context into account, are well positioned to add value for advertisers, marketers and consumers.
  • 128. We’ve spent the last five years coming to grips with the“ The sweet spot demands of screen size and device capabilities, only tofor multi-screen face a new reality: Consumers want content that doesdevelopment merges more than just fit on a screen. To borrow the Las Vegasgood interactive design tourist maxim, what happens on one screen can’t justwith an understanding stay on that screen. Marketers are looking for ways toof where and when build a compelling experience that flows seamlesslyeach viewer wants to across multiple screens.consume particular ”content. Consider Spotify, a product built with multiple screens in mind, which allows users to stream songs matched to their listening preferences through a free mobile app. Spotify listeners “train” the app by giving songs a “thumbs up” or “thumbs down.” Free users can’t control exactly which songs are streamed, but each song given a thumbs up is made available for on-demand playback through the Spotify desktop application. This is the secret sauce in Spotify for consumers expecting a seamless listening experience. The impact of small design decisions like this can be profound. Instead of thinking of the free Spotify mobile app as a jukebox, listeners start approaching it like a remote control. Spotify could have settled for consistency across multiple platforms, but went further to create a way for listeners to transform their desktop experience via the mobile app. Spotify, well aware of the value their “song bookmarking” offers, runs ads for free users promoting this feature. The sweet spot for multi-screen development merges good interactive design with an understanding of where and when each viewer wants to consume particular content. Building personalized content is key, especially if we take into account the capabilities of each screen and the dispositions of our viewers. The Google Search app is a good example of how to design with these factors in mind. Using Google Search on mobile shows a primary focus on location, with the
  • 129. assumption that we’re not near a computer. Results arebasic and showcase priority items for a mobile audience,like hours of operation and map directions. Searchresults on mobile convert phone numbers to buttonsthat can be quickly clicked to place a call.Google Search for tablet includes basic location features,but it doesn’t assume you’ll be carrying your tabletaround on the street to look for a lunch spot. The tabletexperience is likely to happen in the home, so resultsare more detailed to allow for browsing, with navigationfrom Search to other Google web applications like Newsor Google+. The final context is desktop, which assumesa “lean forward” approach that provides highly detailedresults and throws out features like voice search that falloutside the context of sitting at a computer.As visionaries like Amber Case have been toutingfor years, screens are becoming extensions of ourbodies, tools that provide a “superhuman” experience.Digital makers and creatives are in position to realizethat future sooner than most, if we can move beyonddesigning for devices and focus on powerful multi-screen experiences.Image Source: 1. own-screening/topics-covered-in-connected/ connected_screens-2/
  • 130. The SoDAReport Section 4 : Tech Talk Tim Buesing, Creative Director, Reactive Can’t Touch This! New Interface ChallengesTim Buesing (@tbuesing)started his career in digitaldesign and advertising ata time when Iomega’s ZIPdrives (100MB!) were allthe rage. He has workedin four countries outside ofhis native Germany and iscurrently Creative Directorof Reactive in Sydney. Timenjoys leading CreativeSocial as well as writingfor renowned industry site Either work hard or you might as well quitAdverblog. That’s word because you know… You can’t touch this. – MC Hammer’s Hammertime! Once again I’m stuck on an e-commerce website that apparently hasn’t considered I might want to purchase from a tablet. My fingertips seem well within what web experts define as average (approximately 44 pixels). Yet here I am, grappling with a nasty popup window that I just cannot touch. It would work well if only I used a mouse. On my iPad it feels like the shop owner is pressing the door shut as I’m trying to enter his store. Grmpfh...
  • 131. After switching to the mobile site, my big fat fingers“ Responsive design, work much better, but now my previously loadedcreating websites that shopping cart is empty. Shall I give up, return to myrespond to a variety laptop, search, and select the items again? And would itof screen sizes and recognize me if I returned, neatly perched on my couch,thus avoid the need for using Xbox or a smart TV where my spoken commandsseparate sites, is only mix with gestures and a wand-like remote control? ”part of the solution. These situations pose very real questions for brands, publishers, and start-ups. We users have grown to expect optimized experiences from them on every one of our devices. Touch, voice and gesture have matured and added variety to how we access services, purchase goods, entertain ourselves and share stories. And e-commerce is especially ripe with users hopping between devices. Etsy, for example, sees a desktop/ mobile split of 75/25 in terms of traffic but 80/20 for purchases, meaning one out of every five mobile window-shoppers switches over to a PC to complete the transaction. Microsoft’s new Surface computer has made this duality apparent. On a single device, users can type and click as well as touch and swipe. While many professional reviewers have called the Surface experience confusing, tests indicate users prefer its touch interface. They even neglect cursor and keyboard for tasks where they are generally considered superior, such as filling out longer forms. Instead, they grab the Surface’s screen as if it was a tablet only. Additionally, most websites or applications can’t tell which “interaction mode” the user is in at any given moment. That’s why user interface experts like Josh Clark advise, “If a device can be used for touch, its interface should be finger-friendly.” From a creative standpoint, this sounds like a lot of BFBs (Big Fucking Buttons), a somewhat chunky layout of the future web. Responsive design, creating websites that respond to a variety of screen sizes and thus avoid the need for separate sites, is only part of the solution. What
  • 132. responsive sites can’t quite address are users’“ What responsive sites motivations, behavioral patterns and ergonomicscan’t quite address are specific to using mice, fingers, arms and voices. Touchusers’ motivations, interfaces, for instance, work better with navigationsbehavioral patterns placed at the bottom. But can we expect people to learnand ergonomics specific different interfaces with every device? And can weto using mice, fingers, expect budgets to cover every optimization?arms and voices.” That’s why it’s best to stay on track with your audience and analyze which devices are significant in terms of current and future share. Project and estimate what your audience will move towards, budget accordingly, and be open with users on less common devices. After all, you’re working hard so they can touch this. And that’s very word. Image Source: 1.
  • 133. TheSoDAReport Section 4: Tech Talk RELATED RESEARCH INSIGHTS Key Insight: Technology is maturing to the point that the focus is now squarely on user experience and behavior rather than on technology as an end in and of itself. Industry Trends — Agency Leaders Opine Agree Disagree Neutral 88% 70% 66% 55% 43% 39% 35% 33% 32% 26% 18% 19% 19% 19% 11% 15% 2% 10% Experimentation Mobile apps will Touchscreen will Consumers will Augmented reality Tablets will aside, users will begin to lose share begin to displace insist on the will make the leap become the invest more to mobile sites click and ability to port from innovation primary time on fewer keyboard for content across lab to the every computing social networking non-business multiple screens day device for sites (Facebook applications and to have college-age vs. Pinterest differentiated students and vs. Google+) content younger, experiences supplanting base on their laptops and mobility context desktops Q. Do you agree or disagree with the following statements about technology adoption in the near future? The agree/disagree statement that generated the highest consensus among survey respondents within Tech Talk was squarely focused on user experience. A whopping 88% of agency respondents (and an even higher percentage of respondents with technology titles) indicated that consumers will demand continued progress on porting content across multiple screens. We’re not just talking about making the same content available on every screen. Rather, cross-functional teams (including strategy, UX, technology and creative teams) will need to work in concert to make differentiated content experiences based on mobility context the norm rather than the exception.
  • 134. People Power Section Preface Sure They Have a Great Resume, But Can They Improvise? The “Quantified Society” Psst... The Next Killer App is Actually HumanInterview with Patrick Whitney, Dean of IIT Institute of Design Related Research Insights The SoDA Report 2013
  • 135. The SoDAReport Section 5 : Introduction This section began focused primarily on education. The question it sought to explore is a pertinent one: How should the marketers of the future be taught to effectively play their role in business and society? How could we enable the people in marketing? As each piece was submitted, it also became clear that the section gained a larger meaning, uniquely related to its name: People Power. The authors all recognized a critical shiftZachary Paradis in the dynamic between marketers and consumers. It is a shift that is forcing the industry to reconsider itsPeople Power SectionEditor approach, its methods, and indeed, its philosophy.Director Innovation The complexity of the new world results from anStrategy, SapientNitro explosion of new interactive channels, driven primary by information technology. This is connecting just about everything with the net result of people having greater awareness and access to each other, information, products and services than ever before. This “connected consumer” is driving organizations to create “connected experiences.” We’re witnessing a shift of power from brands to people, and a related need for marketing to act as the tip of the spear in “connected thinking.” Angèle Beausoleil, The SoDA Report’s Editor-in- Chief, opens the section with a piece on the type of strategically minded people organizations need to be successful in this connected context. Amy Veltman, Brad Robertson, and Gary Hirsch from On Your Feet, outline how they (and you can) use improv to help identify individuals with exactly this type of flexible synthetic thinking. Strategists Omaid Hiwaizi and Andrew Gregoris, with SapientNitro, question how all the data our connected world is producing will actually be used. Will a quantified society and marketers emphasize empirical over human values? Finally, Patrick Whitney, Dean and Professor at the IIT Institute of Design, offers
  • 136. his thoughts on the very purpose of marketing andcompanies in modern day society.As we move further into the 21st century, it becomesclearer every day that our world is indeed changing.The late 20th century’s model of unidirectional masscommunication, while still in existence, is fading everymoment. So exactly how will marketing respond toPhilip Kotler’s exclamation that, “Traditional marketingis dead”?I would volunteer that we will see a return to adefinition of marketing more like what Peter Druckeronce espoused. Drucker famously said, the aim ofmarketing was, “To make selling superfluous… Toknow and understand the customer so well that theproduct or service fits him and sells itself.” Marketerswill need to learn how to build connected experiences–communications, products or services–that act as bothindividual touch points and part of a system for sensingmotivation, need and intent. In regards to educatingfuture marketers, this is a radically different orientationfrom the mass communication focus of the last fifty ormore years.The Mad Men are dead. Long live Connected People.
  • 137. The SoDAReport Section 5 : People Power AMY VELTMAN / BRAD ROBERTSON / GARY HIRSCH Sure They Have a Great Resume, But Can They Improvise?Amy Veltman “You can learn more about a person in an hour of play than a year of conversation.”  -PlatoBrad Robertson You know what you need: employees who are adaptable, flexible and collaborative, while still bringing their own talents and viewpoints to the work. But the standard ways of finding good people —interviewing, recruiting or even networking—don’t always reveal these traits the way they’ll show up in a real collaboration or crunch situation. And sometimes, we all know, people who are brilliant on paper and sparkling one-on-one have serious challenges when it comes to playing well with others.Gary Hirsch
  • 138. On Your Feet is a collision We have experience with a quick, simple way to screenbetween business and prospective hires for adaptability, flexibility and anthe arts. We are a ability to collaborate (letting go of their own agendasconsultancy that uses and adding value to others’ ideas). Improv.highly experiential methods– including tools from In our work, we use improv as inspiration for ourimprovisation – to help training, facilitation and ideation work. We believe it’sorganizations like Nike, the perfect laboratory to see how people will behaveIntel, GE, Disney, Sony, together in high-stakes situations. After all, improvisersPhillips and others with get on a stage (yikes!) with an expectation to createcommunication, creativity something compelling (a story) with others underand change. For more extreme time pressure (instantly). Isn’t that a big part ofinformation: what work is? Working with others to create compelling under great time pressure! Interviews are strange in that they often measure how impressively we can talk about ourselves, but they don’t reveal as much as we’d like them to about behavior. Forty minutes of improv, however, is nothing but behavior and action. Here are the tales of two clients who have worked with On Your Feet and improv to screen candidates for the behaviors they wanted from employees: 1. A few years ago, we were asked by a client in the advertising industry here in Portland, OR to help them evaluate incoming talent they had short-listed. We played and improvised with these candidates for half a day. And then we were asked by the agency “Who would you like to be on stage with?” 2. What a perfect question! 3. Recently, one of our more visionary clients was staffing up a new restaurant, which they want to be an incredibly interactive pillar of its community, so they held a hiring event, marketing it on Facebook and elsewhere with the hope of hiring all.
  • 139. After multiple traditional interviews with each applicant“Interviews are to make sure that they met the baseline criteria to bestrange in that they good employees, the company threw the candidates in aoften measure how room with us to spend 40 minutes improvising.impressively we cantalk about ourselves, Almost instantly, we, along with our client, learnedbut they don’t reveal as volumes about these applicants: who’s easy to interactmuch as we’d like them with versus who seems uncomfortable in their ownto about behavior. Forty skin, even after a long warm-up period. We also sawminutes of improv, who was charmingly inappropriate—and who steppedhowever, is nothing but a toe over that line. Perhaps most importantly, we sawbehavior and action.” who sparkled while still “giving the story what it needs,” rather than trying to suck up all of the limelight, pulling away from the team. Sure, a lot of people have a good resume, but maybe more organizations should be asking: Can my new hires improvise?
  • 140. The SoDAReport Section 5 : People Power Omaid Hiwaizi, Planning Director Andrew Gregoris, Senior Strategist at SapientNitro “Quantified Society” and How it Challenges What it Means to be HumanHelping business Man has always looked to extend hisunderstand and capitalize capabilities through the use of technology, fromon the rapidly changing the use of flint rock tools to the invention of thespace where technology, wheel. Today through technology we can dopeople and businessescollide at Sapient Nitro. more than at any point in human history, but as we extend our human capabilities beyond their intended limits, we seem increasingly unaware of the impacts and changes being made to us. Throughout history, repeated technological advancements have undoubtedly enhanced what humans are capable of, but it is the age of the “Quantified Society” where every action is recorded, measured and judged that will have the greatest potential to alter us. Technologies such as the Nike+ FuelBand, not only measure our behaviors, but they also make this information highly visible and actionable through the creation of feedback loops which shape us physically and mentally. These information feedback loops give us new ways of perceiving each other and ourselves, altering our views of reality and potentially influencing our morality.
  • 141. In the Quantified Society different types of information“Technologies such as will change us in different ways. For example, take thethe Nike+ FuelBand, insurance industry, and the ability to create individual,not only measure rather than generic “Risk Scores.” These quantifiedour behaviors, but versions of ourselves threaten to create a psychologicalthey also make this disconnect between our (quantified) real self and ourinformation highly perceived notions of our ideal self. Knowing that you arevisible and actionable inherently risky has the potential to create psychologicalthrough the creation of discomfort and higher premiums, but also if you knowfeedback loops which you are inherently risky, do you have a moral obligationshape us physically and to refrain from certain activities? What happens whenmentally.” this information becomes visible to others? In the world of dating, does a visibly low “Risk Score” become a key attribute in attracting a partner? More and more information is being created in our “blind spots,” that is to say information that other people are aware of that we ourselves are not. How should companies like insurers use this information? For example, are they morally responsible to make us aware of future health issues before they arise? Or indeed, commercially, should they be allowed to act on this to alter our health premiums? These “blind spots” will dramatically increase our potential to help or harm each other, creating more opportunities for our morality to be tested. Given that such technologies and their resulting insights are unlikely to be distributed equally across society, there is real potential for them to exaggerate the gap between the haves and have-nots. We will also want more of the data being created to remain hidden from others. Not only does this threaten to create a society of paranoid people, seeking to hide their information trails, but it also asks fundamental questions about the ideas of self-responsibility and Libertarianism. For example, if patients systematically fail to take their medication and decide to hide this from their doctor, should the doctor then be allowed to access
  • 142. this information, and could this information justifiablybe used to withhold the patients’ treatment?Overall, these information feedback loops are likelyto lead to a society that places a greater importanceon empirical, rather than human, values. And ournotions of personal identity will be challenged when ourpersonal behavior, thoughts and feelings are directlyshaped by other people’s data. What is certain is that“Quantified Society” will result in a permanent digitalrecord of the human condition, and only then will wesee how well our notions of what it means to be humanreally measure up.
  • 143. The SoDAReport Section 5 : People Power Angèle Beausoleil, The SoDA Report Editor-in Chief Psst.The next killer app is actually human.Angèle Beausoleil hasspent the last two decadesworking with digitalagencies, technologycompanies and consumerbrands on identifyingmarket trends, leadinginnovative research anddevelopment projects, andcrafting strategies andaction plans. Today, shebalances her graduatestudies (MA/PhD in Yes, the next killer app is: You. You with theApplied Innovation) with ability to think strategically, solve problems,a strategic invention collaborate and communicate effectively. Youconsulting practice while are a 21st century strategic thinker – youalso teaching Design perfectly balance critical and logical thinkingStrategies at the Sauder with intuitive and creative thinking – and focusSchool of Business’ on people over technology. You are the mostat the University of desirable creature on the planet.British Columbia (UBC).Angèle is the editor-in- Brands need you to restructure their org chart, convertchief for The SoDA Report observations into game-changing products and find newand a board member ways to engage customers. Agencies need you tofor the Merging+Media
  • 144. Association, Vancouver identify insights for market domination creative, use oldInternational Film Festival technology in new ways and lead innovation efforts.(VIFF), Canadian Womenin Communications’ Digital You are sometimes called an integrative thinker, designMedia Council, and the thinker, forward thinker or whole-brain thinker. YouDigital Strategy Committee combine logic and emotion, leading to both conclusionat UBC. and action. You offer a multiplicity of perspectives and account for only one head count. A growing number of industry experts suggest most companies today are hindered by a low level of innovation, due to the overwhelming use of analytical or critical thinking. Roger Martin, author of The Opposable Mind: How Successful Leaders Win Through Integrative Thinking, states that most business people rely on deductive reasoning rather than creative, intuitive or design thinking, and believes as the pace of technological change continues to accelerate, integrative thinking will play an increasingly vital role in the survival of companies. Strategic or integrative thinkers look at relationships (rather than unrelated objects), connectedness, process (rather than structure), the whole (rather than just its parts), the patterns (rather than the contents) of a system, and context. Thinking strategically also requires several shifts in perception, which, in turn, leads to different ways to teach and different ways to organize society. This powerful skill energizes processes between people and between people and their organizations, and is the trait of a change-agent. So who are they and where can you find one? They are likely in your organization already. Consider Jane who keeps raising important questions and proposing solutions around an urgent issue; or Jim who consistently offers ideas for alternative processes or systems without seeking recognition; or Jill who drives her boss crazy with intriguing questions that challenge his assumptions; or Jack who effectively manages up,
  • 145. as well as down. They are self-directed, self-disciplined,“The strategic thinker’s self-monitored and self-corrective thinkers. As effectivekeen observation skills communicators and problem solvers they tend toposition them well for overcome their ego within subjective contexts. Do thesea definitive view of the attributes make you think of someone in your office? Iffuture through the not, brace yourself for a dramatic talent search.understanding of thepast and present. And, The strategic thinker’s keen observation skills positionbecause their ego allows them well for a definitive view of the future through thethem to share their understanding of the past and present. And, becauseprocess and methods their ego allows them to share their process andwith their teams, great methods with their teams, great discoveries, works ofdiscoveries, works of art art and new technologies result.and new technologies ”result. Companies need employees who can observe, analyze situations, solve problems, communicate logically and make good decisions based equally on data and intuition. They are the next killer app. So, when observing your own organization, look around and identify the strategic thinking types – they will be the ones your competitors are eyeing right now. Image Source: 1. creativity-and-iq
  • 146. The SoDAReport Section 5 : Interview Interview with Patrick Whitney, Dean of IIT Institute of Design Bringing Design and Business Strategy TogetherPatrick Whitney is the Business Week featured Whitney as a ‘designdirector of the Institute of visionary’ for bringing together design andDesign, Illinois Institute business, Forbes named him as one of sixof Technology, and is members of the ‘E-Gang’ for his work inthe Steelcase/Robert C.Pew Professor of Design. human centered design, and Fast CompanyWhitney has published identified him as a ‘master of design’ for hisand lectured throughout leadership in linking the creation of value forthe world about how users and economic value for make technological The Bill and Melinda Gates Foundation, andinnovations more humane, the John D. and Catherine T. MacArthurthe link between design Foundation are among the foundations andand business strategy, corporations supporting his work. We satand methods of designing down with Whitney to discuss his perspectiveinteractive communications on how marketing has changed over the pastand products. decade and the skills modern day marketers need to succeed.Interview conducted byZachary Jean Paradis, As an educator of leading design students and advisorPeople Power Section to top global brands, Whitney is uniquely positionedEditor and Director of to provide valuable insights on this critical topic.Innovation Strategy at He advises leaders of companies and governmentSapientNitro. agencies on aligning consumer experience with their organization’s strategy, including Aetna, BP, Lenovo, McDonald’s, Procter & Gamble, SC Johnson, Steelcase,
  • 147. Texas Instruments, and the governments of Denmark,Hong Kong, India, Japan and the UK.PARADIS: Philip Kotler, the father of marketing andthe guy who wrote “the book” on the topic has beenquoted saying, “Traditional marketing is dead”? Whatdo you think he means and could you comment on howmarketing has changed in the last decade or so?WHITNEY: I see changes in marketing being drivenby our transformation from a “push” to a “pull” society.Modern marketing, public relations and design werecreated to help large manufacturers maintain somesort of connection with markets that were shifting fromlocal to mass. These disciplines helped create and sellproducts. Because the middle class was growing, itwasn’t difficult to do so.But modern companies have become really good atcreating products. There are simply too many SKU’s.Consumers don’t necessarily want that choice. It’s toocomplex for companies to manage and too complex forconsumers to make decisions.Because of the increase in consumer choice, peopleincreasingly pull products and services toward themrather than companies producing them and pushingthem through traditional advertising. Instead of targetmarkets, we have to think about how companies becomemagnets. Segmentation will be challenged becausepeople don’t think of themselves as “premium carbuyers” or “value shoppers.” It no longer makes sense todescribe people by what they buy.One shift is to use customer terrains that allowcompanies to identify and respond to patterns inbehavior. But these patterns won’t fit into neatgroupings like those described by traditionalsegmentation models. For example, the terrainsStarbucks responded to were people wanting to be more
  • 148. productive outside of the traditional workplace, andpeople needing a place to have relaxed conversationsoutside of home. While Starbucks responded to theseuser terrains by creating a territory around coffee, othercoffee companies were trying to fit into segments ofbudget or premium buyers. They failed to see that itwasn’t really about coffee.The problem with companies today is that they arestill creating models that align too much with productconsumption. The consumer and the productioncategories merge to become a market segment. We needuser terrains and company territories, where terrainsare the patterns that allow them to understand useraspirations and then create territories that define theirbusiness.PARADIS: So things have changed and are continuingto change. What are the skills modern day marketersneed to really succeed?WHITNEY: One core change is thinking of peopledifferently, not as a passive consumer or segment to betargeted, but as real people with lives and aspirationsthat continually evolve. The 20th century was largelyconcerned with creating management methods so thatcompanies could decide what investments to makebased on demographic studies and other models ofprediction. Now that change is so pervasive, predictionis more difficult. We need to move from trying to predicteverything to include methods of responsiveness.What if companies didn’t think of themselves as makersand communicators of things to be sold, but instead assensors that could help users define what they want?Then, a company could quickly respond. This relatesto the new “maker” society where people are makingthings independently.
  • 149. Can marketing, product managers and designers buildsensing and responding platforms, rather than the finalproduct? We see precursors of this, where people areputting together their own TV channels. 3D printersare now where Wang and dot matrix printers were30 years ago. The 3D printing world will catch up tothe equivalent of today’s desktop publishing giving usdesktop factories. It is difficult to imagine the currentproduct development, marketing and factory modelsurviving.PARADIS: Marketing is obviously taught at bothundergraduate and graduate levels in a range ofprograms from communications to MBAs. How doyou believe education will need to evolve to meet theseneeds? Related, why do some marketers attend schoolslike the school you head, IIT Institute of Design, ratherthan follow a specifically “marketing” track?WHITNEY: At the detail level, they will have to studyresponsive media rather than mass media and relatedadvertising methods. At a philosophical level, they willhave to learn to be comfortable in a place where thedriver of our society is not conspicuous consumption,but individual production. I’m unaware of anymarketing program today with such an orientation.Some students are turning to schools of design, like IITInstitute of Design, in order to look at people first asopposed to products or channels. That allows for thecreation of all together new models, rather than merelyusing new technology to increase the flexibility of theold model.The typical titles, words and metaphors start to notwork. It’s not an “offering,” but a “request.” It is nota “user target,” but a “corporate magnet.” It’s notconspicuous consumption; it’s responsive individualproduction.
  • 150. TheSoDAReport Section 5 : People Power RELATED RESEARCH INSIGHTS Key Insight: Agencies are having to work harder to keep great talent, and money is not always the deciding factor. Job Satisfaction Factors You mean it isn’t just about money? Very important Somewhat important Somewhat unimportant Very unimportant Doesn’t apply 75% 60% 50% 45% 45% 32% 38% 21% 3% 2% 1% 11% 1% 5% 5% 1% 1% 1% 1% 2% Salary/flexibility Culture Opportunities for Stong leadership/ advancement dynamic vision 62% 49% 48% 41% 35% 30% 28% 37% 19% 15% 7% 5% 2% 4% 1% 11% 2% 1% 1% 2% Good work-life balance Bonuses/incentive Diversity of projects Opportunities to give compensation back/social responsibility 76% 42% 44% 42% 29% 20% 23% 2% 1% 5% 12% 1% 1% 1% 1% Interesting work Education opportunities Stability Q. Please indicate the degree of importance of the following factors with respect to your job satisfaction. Yes, salary and flexibility are important factors for employees, with 50% of respondents indicating they are “very important.” However, the most important factors cited by respondents were interesting work (76% very important), culture (75%) and a good work-life balance (62%).
  • 151. RELATED RESEARCH INSIGHTSKey Insight:Many clients are adopting an “innovate out of house” and“maintain in house” approach to their digital marketingefforts, a fact that will wield a major impact on talent needson both the agency and client sides in 2013 and beyond.Where Digital Marketing SkillsReside Now (and in the Future) –Clients Respond A niche Your lead Your lead agency, Internal agency digital production Other partner agency* company or vendor Now Future Now Future Now Future Now Future Now Future Paid channel expertise/ strategy (PPC, display, TV etc.) 47% 40% 24% 22% 7% 19% 9% 14% 13% 5% Paid channel execution 33% 39% 33% 23% 13% 20% 9% 10% 12% 8% Earned media expertise/strategy (social, WOM, etc.) 45% 46% 17% 17% 19% 24% 9% 8% 10% 5% Earned media execution (community management, 46% 44% 20% 24% 11% 16% 13% 11% 10% 5% blogger outreach, etc.) Owned media expertise/strategy (sites, mobile sites, mobile apps, 43% 41% 28% 29% 14% 16% 6% 12% 9% 2% social brand channels) Owned media execution (and maintenance) 41% 45% 35% 20% 11% 24% 7% 7% 6% 4% User experience 49% 51% 21% 19% 16% 17% 9% 11% 6% 2% Product/service innovation 56% 53% 17% 19% 14% 22% 7% 4% 6% 2% Brand monitoring and 55% 50% 16% 19% 15% 19% 7% 8% 7% 4% management*If not the same as your “lead agency partner”Q. This table combines the following two survey questionsposed to client-side respondents. In your organization, wheredo the following skill areas primarily reside? (NOW) In yourorganization’s long term perspective, where will the followingskill areas primarily reside? (FUTURE)
  • 152. As highlighted in the table above, there are some significant trends thatare emerging when we ask clients where skills primarily reside now (andwhere they will reside in the future) with respect to digital marketing. A fewhighlights... • Primary responsibility for paid channel expertise and strategy is expected to shift toward niche agencies and third-party companies, away from internal resources. Meanwhile, primary responsibility for paid channel execution will likely increase on the client side. The theme of “innovating out of house” and “maintaining in house” is one that has permeated many of the thought leadership pieces and research findings in this volume of The SoDA Report. • Lead digital agencies are expected to have increased responsibility for earned media expertise and strategy in the future. • Owned media expertise and strategy responsibilities for things like websites, mobile sites, mobile apps and social brand channels are shifting toward niche digital agencies, production companies or other third-party companies. • Clients also underscored that they believe their digital agencies will take an increasingly prominent role when it comes to product and service innovation (from 14% of lead digital agencies having primary responsibility in this area at present to 22% in the future). • Primary responsibility for User Experience (both now and in the future) is expected to remain with client-side digital organizations (49% now vs. 51% in the future). This is an interesting finding give that responsive design and mobile user experience were identified as two keep pain points for clients, a large percentage of whom felt they were “behind the times” or “hopeless” in this area. We believe this underscores the fact that UX will become a major investment area for clients. In addition, UX will represent a strong business opportunity for agencies and production companies that can help those clients flatten their learning curve in this area.In fact, as shown in the table on the next page, agencies and productioncompanies are already beefing up their education and training services (aswell as embedding specialized resources at clients) to support the growingsophistication of client-side digital marketing organizations.
  • 153. RELATED RESEARCH INSIGHTSKey Insight:Agencies are ramping up their client education initiativesand training offerings, as well as embedding specializedresources at client offices, highlighting a significant shift inclient-agency engagement models.Education andtraining on the rise Engagement Models % Our engagements with clients have not changed 22% We’re doing more project-based work with clients 48% We’re doing more retainer-based work for clients 29% We’re providing more education and training services to clients who have developed internal teams to handle 28% digital production and maintenance We’re embedding specialized resources at clients as part of our service offering 22% Our engagements with clients have not changed 6%Q. How have your engagement models with clients changedover the last year? (select all that apply)To bridge skill gaps across a wide range of areas, agency leaders areincreasingly getting into the education / training space, both as a serviceoffering to clients and as a way to provide professional development totheir own internal teams.
  • 154. Education andtraining on the rise Staff Training % Client Training % We do not currently provide We do not offer technology 19% 29% any training to our staff education to our clients Yes-team roundtables 49% Yes-mini lectures 44% Yes-conferences 50% Yes-invite them to 33% conferences Yes-formal tech 26% company training Yes-webinars 25% Webinars 37% Yes-other (please specify) 11% Other *296 total responses 6%Q. Do you offer current and/or emerging technology trainingto your staff?Q. Do you offer current and/or emerging technology trainingto your clients?
  • 155. RELATED RESEARCH INSIGHTS Key Insight: As agencies, production companies, technology start-ups and client-side digital marketing organizations all begin to compete for the same talent, the number of roles that become difficult to fill has risen (and will continue to rise) dramatically. Most difficult roles to fill Technology Developers Mid-Level Management 3D Animators UX Business Development All Developer/Designer New Business Management Marketers Analytics Management Managing Director Technology Director Creative Strategy Analyst Planners Creative Director Back-End Developer Creative Thinkers Art Director Senior Developers Public Relations Community Management Technology Copywriters Senior Creative Designers Account Management UX Senior Developers New Business UX Designer Content IA Analytics Account Directors UX Creative Consumer Insights iOS Developer Project Management Executive Producer Senior Creatives Senior Producers Digital Producers Digital Creative C-Level Most senior roles: tech, UX, analytics, strategy Engineer Creative Technologists Project Manager New Business Management Data Analysts Digital Creative Director Senior Developers Mobile Developer Senior Account Strategy Digital Marketing Specialist Talented Developers UX Designers Marketing Technologists Strategy Front-End Back-End Developers Senior App Developers Senior Management New Business Front-End Developers HTML5 Developer 2D Animators HTML5 Developer General Management Designers Service DesignerHybrid Account Service Producers Strategists Developers Executives Project Managers Technical Architects Analytics Technical Project Management Developers Project Delivery Human Resources Director Technology Executive Creative Thinkers Programmers Tech Strategists UX Development Service Designer Strategic Creative Everything UX Directors User Experience Compositors Thought Leaders Executive Management IT Experienced Programmers Team Leads Directors UX IA Technology Developers Strategic Planning Design Creative Directors
  • 156. Q. What are the positions that are most difficult to fill for yourorganization? (Question posed to both Agency and ClientRespondents)In the ’13 DMO Survey, there was an even broader range of rolesidentified as difficult to fill by both respondents of all types. Senior-level talent across a broad range of disciplines seems to be particularlychallenging to find for agencies, prodcos and clients. At the individualdiscipline level, user experience, technology, analytics and projectmanagement were among the most frequently cited, with design andaccount management not far behind.A few verbatims…“Marketers (specialized in analytics!)”“Creative Technologists (as this role continues to evolve betweenDeveloper and Creative Director)”“Management that truly understands both Digital and Traditional”“Honestly, most senior roles: Tech, UX, Analytics, Strategy”“Pretty much everything – demand for talent is increasing rapidly!”“Project Managers with the ability to create strong client relationshipsas well as having the ability to suggest viable technology solutions”“Strategy/Consulting Positions with deep knowledge of Analytics”“Technology (developers), Marketers (specialized in analytics)”
  • 157. Advocacy Section Preface Only Exceptional Digital Experiences Allowed Climbing the Copyright Ladder of Abstraction Long Live Consumer AdvocacyDigital Innovation and Delivery: Surviving Market Changes Related Research Insights The SoDA Report 2013
  • 158. The SoDAReport Section 6 : Advocacy The theme of ‘Advocacy’ is a tricky one. Advocacy is the act of standing up for something or someone, but also of actively influencing and driving change. So for whom are we standing up? And what change is it that we want? The prevailing theme in this section of The SoDA Report is that digital agencies should be in the business of advocating for the end customers who will use (and hopefully enjoy) the things we design and build. ThisCraig Menzies theme is embodied in Anthony Franco’s article “OnlyAdvocacy Section Editor Exceptional Digital Experiences Allowed” and inHead of Research & User Mallory Woodrow’s piece about listening to customerExperience at Deepend viewpoints in social media. We also want to stand up not only for customers, but also for other creators: artists, designers, writers, musicians, filmmakers, and yes, even other advertisers. Brad Gross shares an entertaining legal viewpoint in his article “Climbing the Copyright Ladder of Abstraction.” And, lastly, we need to also blow our own horns a bit and advocate for our own industry. Vassilios Alexiou discusses the importance of digital production companies in the ever more complex digital services landscape. So what is that we want to change? I think it’s the following: • We need to listen more, and obsess about the act of listening (especially to customers). • We need to feel a part of something bigger than ourselves, of our agency, and of the four walls we work within.
  • 159. • Our world is getting smaller. Our horizon now includes places that a generation ago people would rarely visit, let alone ‘telecommute’ to.Enjoy the articles, and maybe think as you read: ‘Whatdo I stand up for? What do I want to change?’
  • 160. The SoDAReport Section 6 : Advocacy Anthony Franco, President and Co-Founder, Effective UI Only Exceptional Digital Experiences AllowedA self-described “usabilityfanatic,” Anthony Franco,president of Denver-basedEffective UI, co-foundedhis company in 2005 underthe core belief that peopledeserve better software.In his role as president,Anthony is responsible forbuilding and strengtheningbusiness relationships,identifying new businessopportunities and marketsolutions for clients andcommunicating the valueand importance of userexperience-driven business The more devices and channels customersstrategies.“Incremental have to interact with brands, the higher theirEngagement is also based expectations. Companies can’t afford to offeron recognizing that the digital experiences that are anything shortmore personally relevant of exceptional – the costs are too high. Sosomething is, the more how can we, as consultants and creators ofcompelling it will be.” these experiences, become the champions for customers and overcome roadblocks to ensure customer delight?
  • 161. “Sam or Steve?” This is the question I find myself askingour clients quite often to uncover their philosophicalposition on their digital initiatives. Sam Walton, founderof Walmart, has a simple approach: offer a discountedexperience for a discounted price. Steve Jobs’ approachis to create a premium experience for a premium price.You could argue that both business philosophiesare valid, but they don’t both work when it comes todelivering a digital experience. I argue that a poordigital experience costs more money than it saves – it’sfar too easy for a customer to just click away from a baddigital interface.I rarely encounter clients who ask for a discounteddigital experience, but at the end of the day, they oftenintroduce obstacles that prevent us from giving theircustomers a premium experience. One of the obstaclesis always going to be budget. Clients are going to havethe budgets they are going to have, but budget aside,there are ways we, the people behind the interfacesand experiences for our clients, can commit to creatingexceptional digital experiences, no matter what thebudget: 1. Every winning solution needs a maven. Be the maven. There’s got to be someone who is the advocate for the customer – who thinks like the customer and places the utmost importance on creating the best possible experience. If this isn’t happening on the client side, make it your responsibility. 2. uild empathy through insight. If there is B nothing else you take away from this article, let this be it: you cannot create exceptional digital experiences for customers without actually talking to them and understanding their needs, goals, expectations and current experiences. Period. Surveys won’t do it. You have
  • 162. to sit with them, talk to them, watch them. This“ We have the capacity,the skills and the expertise doesn’t have to be difficult or expensive. Find 5-7 customers and sit with them while they interactto create great digital with your application. I promise you’ll learninterfaces. Our legacy will invaluable information that guides the directionbe written by the human of your project, or even shifts the directionexperiences we create. ” completely – in the right way. 3. on’t just design – excel at design. Keep this D checklist and every time you create an interface make sure it is: • Adaptive: The system should learn the individual, not the other way around. • Beautiful: I could go on about the number of ugly interfaces out in the world today. Make it elegant and pleasing to the eye. • Opaque: People should not notice the technology. • Intuitive: Make the interface understandable with little-to-no training. • Approachable: Don’t let your interface scare people away with complexity. When we focus on the customer and create with empathy – when our clients’ digital experiences are exemplary, they will see huge cost benefits, including increased conversions, reduced maintenance, higher customer loyalty and reduced customer service calls.Image Source: Not to mention the softer costs associated with ahttp://janpriddyoregon. positive brand So, I’m making a plea: Build Exceptional Digital Experiences. We have the capacity, the skills and the expertise to create great digital interfaces. Our legacy will be written by the human experiences we create.
  • 163. The SoDAReport Section 6 : Advocacy Brad Gross, SoDA General Counsel and Global Legal Advisor Climbing the Copyright Ladder of AbstractionA technology law attorneywith thirty years ofexperience in the computerand technology fields,Brad is SoDA’s GeneralCounsel and Global LegalAdvisor. He educatesSoDA’s members about thelaws, cases and legal trendsthat impact the business ofdigital marketing, focusingin particular on intellectualproperty and contractissues that are crucial tothe viability and stability ofdigital marketing agenciesand their clients.
  • 164. “Steal someone else’s game. Change its“ How much can one‘borrow’ from an existing name.” So begins Electronic Arts’ recently filedwork before the creative lawsuit against Zynga, in which EA accusesprocess moves from Zynga of stealing EA’s copyrights in its onlineimitation to copyright game on Facebook, The Sims Social. Theinfringement? ” lawsuit is but one example of how content producers are using the court system to prevent the expressive elements of their ideas from being “borrowed” too heavily by others. Let’s face it: borrowing happens, and at some level, that’s okay. But at what point does “borrowing” becoming stealing? How much can one “borrow” from an existing work before the creative process moves from imitation to copyright infringement? In other words, how close is too close? The answer is neither simple nor obvious. We begin with the foundational premise that copyright law doesn’t protect ideas, only the expression of ideas. The difference between an “idea” and its “expression” is crucial: ideas are conceptual, while expression involves physical or tangible results. For example, copyright law protects this article from being copied, since it is the expression of my thoughts. Copyright law, however, does not prevent others from writing about the same topic (or concept) of this article. Confused? You’re not alone. Legal pundits have debated this topic for decades, and yet no one can say with certainty where the “borrowing” of an idea ends and the theft of expression begins. I don’t have a panacea for this incredibly vexing issue, however, I’ve come up with a tool you can use to help you answer the question, how close is too close? (Well, it’s not a tool exactly. It’s a ladder. Let’s call it, the “Ladder of Copyright Abstraction.”) At the top of the Ladder exists an ethereal world where
  • 165. ideas and themes are born. No details are allowed at the top of the Ladder—just stories and concepts. By contrast, the very bottom of the Ladder is reserved for facts and details. It’s where the creative and expressive elements burn hottest, and it’s where your creative folks spend most of their time. Armed with your Ladder, consider the following fact pattern: I want to develop a fictional character who fights crime. He will wear a uniform uniquely identifying him to his friends and foes alike, and have powers beyond those of mortal men. To add to his mystique, my character will be from another place: maybe from a “lost” city, or a different dimension, or perhaps from another solar system. Either way, he won’t be from around here. (Right now, we’re at the top of the Ladder. Let’s descend.) My character will have a cape, and he’ll have an emblem across his chest. Generally, he won’t need weapons; his brains and brawn will do just fine. He will keep his identity secret, often at great risk to his emotional and romantic life. (Descending further…) My character will be able to fly, and will have exceptional strength and speed. He will be almost invulnerable, except he will become desperately and uncontrollably weak when exposed to certain substances. (Descending further…) My character will work as a reporter. And his name will be Clark. And people will come to know his alter ego as a really great, even super, man.Image Source: As we descend the Ladder, abstraction is displaced byhttp://legacy.gluu. details. The point on the Ladder where you can’t helporg/wp-content/ but say, “Hey, that’s exactly like…” is the point whereuploads/2012/02/Beg- infringement likely begins. If you find yourself at thatSteal-or-Borrow.png point, climb another rung or two up the Ladder and re- evaluate your position.
  • 166. The SoDAReport Section 6 : Advocacy Mallory Woodrow, Social Marketing Manager, Enlighten Long Live Consumer AdvocacyMallory Woodrow is asocial marketing managerat Enlighten, where sheworks on social content andstrategy. In her spare time,she is a contributing writerfor The Daily Muse andher articles have appearedon Forbes, Mashable, andother business-relatedpublications. Follow her ontwitter: @malloryloren. Smart, successful digital marketing lies in the ability to educate clients and show them the benefits of actively listening and responding to their customers. When applying this core concept to different disciplines within an agency, social media marketing – often consumer-facing – serves as a prime example of a ship that floats or sinks based on this idea.
  • 167. At its core, Social Media is a conversation: a means by“ Listening is importantto better understand who which to share and engage with the people and things in your life. When applying this idea to social marketingyour consumers are and for a brand, clients and their agencies should strive towhat they want. It is the remember that a conversation is a two-way exchange—key to gaining insights it requires all the facets that any conversation would:that help to develop listening, responding and understanding. Withoutcompelling content and to one or all of these components, the conversationexecute successful digital falls flat. These simple ideas, that dictate the rules ofprograms. ” conversation in daily life, can be applied to both social strategy and content development. To make sure that these concepts are used to the fullest, it is the agency’s responsibility to both educate and illustrate the value of this concept by simplifying the thought process and providing tangible evidence such as metrics and social analytics data. The statistics to support the validity of this are clearly documented, but the abstract ideas behind why it is a recipe for success can be more ambiguous. Below is a short list of questions to go over within your agencies and with your client to help better illustrate the importance of remembering the customer: Listening: What do our consumers indicate that they want? If your customers are talking, you should listen. Listening is important to better understand who your consumers are and what they want. It is the key to gaining insights that help to develop compelling content and to execute successful digital programs. Responding: Do my consumers feel acknowledged? Responding to consumers is a simple, yet effective way to show that you hear your customers and that their opinions matter. Furthermore, acknowledging your customers’ concerns or comments is important in fostering a community of loyal customers.
  • 168. Understanding: What can I learn about my consumers from this conversation? The final component is more complex. You listened and you acknowledged—now what insights can you gain from this exchange? The answer to this question should help you understand what makes your customer tick and how you can better tailor your content and programs to fit their wants and needs. The dawn of the social media age has opened doors for brands to interact with their consumers in new ways. At the same time, it has empowered consumers, equipping them with an open forum in which to be heard. In order to best leverage this new channel for marketing to the fullest, agencies should make every effort to help their clients better understand the importance of remembering the customer.Image Source:
  • 169. The SoDAReport Section 6 : Advocacy Vassilios Alexiou, Creative Director and Founder, Less Rain Digital Innovation and Delivery: Surviving Market ChangesVassilios Alexiou is thecreative director andfounder of Less Rain,a digital innovationand delivery business.Vassilios is interested inthe convergence betweendesign, technology &communication, as itmanifests itself across As the digital marketing food chain is growingvarious media and applies into a complex web of connections, the linesto our everyday life. He between marketing and product developmenthas been responsible are being blurred. In this climate, today’sfor guiding Less Rain’s innovative interactive production companies areoutput during the last being offered a chance to play an instrumental10 years, working with role in the overall partner landscape, applyingagencies, brands, start- their skills towards product development ratherups and publishers to than just marketing.deliver innovative digitalcommunication, products The digital marketing foodand platforms. chain is no longer linear The marketing food chain that has been largely unchanged since the 60’s - production companies -> agencies -> clients – is rapidly changing.
  • 170. Whilst it used to look like a line, today it is more like a“ Today’s innovativeproduction companies web of links, with organic connections and partnerships between production houses, digital agencies, ad andunderstand creativity, media agencies, brands, institutions, publishers andmarketing, human start-ups.behavior and softwaredevelopment in equal This food chain transcends geographical borders andmeasures and can be overcomes cultural differences in many more ways thanan invaluable partner brands, agencies,publishers, institutions and Some of the biggest brands in the UK are currently reaching out, creating their own preferred supplier listsstart-ups. ” for a variety of deliverables – digital communications, interactive content and social media. The reason is quality control – something some Agencies of Record are failing to deliver. Forward thinking brands like Red Bull have been doing this for more than 10 years now. They own their digital marketing strategy and choose how and with whom to apply it. Innovative digital is not about marketing For anyone old enough to have studied Interactive Media more than ten years ago, digital was rarely about marketing. While at Uni, we dreamt of being artists, storytellers, entertainers and information architects. We devised future products that would make our lives easier and happier. We solved real problems. Somewhere along the line, advertising and marketing budgets started funding our working lives. There was so much demand for one-way digital communication, we all got sucked into it and it took a social media revolution for brands to realise they should better use digital to offer real value back to their consumers. Enter ‘branded utilities’, Nike+ and most recently, Nike+ FuelBand, this year’s Cannes Grand Prix winner. Was FuelBand funded by Nike’s marketing budget? I
  • 171. am guessing not – this is clearly innovative product development. For a select few digital production companies out there – and a good amount of SoDA members – the websites, interactive content, tools, games and apps delivered during the last ten years were digital products at heart. The fact they got funded by marketing budgets and often got shelved 6 months after launch is a sign of the growing pains of our industry. Today, as the lines between marketing and product development are being blurred, we see these companies gravitate much closer towards product development. Most products we use daily have a digital side – or should have one – and the people best placed to understand how this side works are the visionary creatives and technologists working in digital production. Today’s innovative production companies understand creativity, marketing, human behavior and software development in equal measures and can be an invaluable partner to brands, agencies, publishers, institutions and start-ups when it comes to conception and delivery of digital products. Moreover, they increasingly understand business. They are starting to develop effective R&D programs, channeling ideas towards creating their own IP and looking at briefs as business ideas. Ideas are everywhere, but the devil is in the details, and there’s never been a better time to know how to analyze and execute really well.Image Source:
  • 172. TheSoDAReport Section 6: Advocacy RELATED RESEARCH INSIGHTS Key Insight: Agencies of all stripes and production companies largely agree on the need for stronger user experience standards and advocating for user-centric design. Consensus on Need for Stronger UX Standards % Q. Which of theThe need for stronger user experience standards and advocatingfor user-centric design vs. technology as an end in and of itself 63% following industry issues are mostThe need to disrupt current models for online display advertising 35% important from yourThe need to define better and more equitable contracting standards 38% perspective? (Please mark up to three ofbetween agencies, production companies and clients the choices) (QuestionThe need to influence and direct IP/copyright 14%standards and practicesThe need to define and lead digital marketing literacy initiatives 40% posed to agencies and productionThe need to influence and direct privacy standards and practices 62.6% 184 19% companies)None of these 9% 62.6% 184 Digital agencies as well as full-service agencies with robust digital capabilities largely agreed on many of the key industry advocacy issues noted above, particularly the need for stronger UX standards and advocating for user-centric design. SoDA member companies are at the forefront of this fight, as well as a number of other key industry issues such as the need to revamp the process for software- related patents in the US. For more information on how SoDA is tackling these and other advocacy issues, please contact us at
  • 173. SoDA Showcases Web Lab: Chrome in Five Parts Acoustic Genius Discover L.A. Ecommerce Golazo “Your Space” “Storming” Pinterest Fashion Forward “Hilltop” Re-imagined Luxurious Commerce
  • 174. Elevating the In-Store Experience From Saving to Creating Bear 71 Skyfall Run Rio Run The Future of News Spotlight on Device Convergence Wearable Tech Automotive Re-Imagined Emotion Cube Boost Your Prana Run the World Sydney’s Digital Culture Hub Hitchhiking to Havana 1440 Project World’s First Invisible Ad Intelligent Life Forms New Digs for Jack 118 Floors of Working Together The Transmedia TripEnhancing Experiences with the iPad Table The SoDA Report 2013
  • 175. The SoDAReport Section 7 : SoDA Showcases Web Lab: Chrome in Five PartsClientGoogleMember swipe to view images B-Reel teamed up with Google and Tellart to create Web Lab, a project that aims to inspire the world and bring the magic of the web to life in a live, year-long exhibition at London’s Science Museum. The first experiment, Universal Orchestra, features real instruments that visitors to the Science Museum can play via a unique web interface. Through a similar interface on the website, online visitors can collaborate in real time, each playing an instrument in the same orchestra.
  • 176. Web Lab has been The Teleporter experiment lets viewers travel instantlyexperienced by more to places across the globe. 360-degree video feedsthan 4 million online from an aquarium in Capetown, a miniature villagevisitors and 200,000 in Hamburg and a bakery in North Carolina let usersmuseum visitors, explore and save snapshots to share with their friends.resulting in over 2.5million user-generated Sketchbots invite online and museum visitors tocreations. capture their portrait and draw it in the sand, using a real-world robot. Users can then watch and share a video of the results. The Data Tracer experiment visualizes the vast structure and incredible speed of the web in an engaging way. A stylized model of the world allows users to search for any image on the web and reveal how data travels to retrieve that image. Finally, Lab Tag Explorer gives an overview of the Web Lab community. Users are invited to browse other visitors’ creations and explore the connections between them through a series of infographics. The experience uses the latest features of HTML5, JavaScript and WebGL technology. This first-of-its-kind physical exhibition launched in beta in July of 2012, and will continue 24 hours a day, 7 days a week until this summer.
  • 177. Acoustic GeniusClientSamsungMember swipe to view images CUBOCC, an IPG agency headquartered in São Paulo, orchestrated a masterpiece for the launch of the Samsung GALAXY X that rises above the noise in the world’s sixth largest mobile market. For the much-anticipated launch of Samsung’s GALAXY X in Brazil, the team at CUBOCC, in partnership with Google, was determined to break through the crowded and competitive wireless telephony space in Latin America’s largest economy through an innovative campaign. The agency’s creative technologists hackedAfter the event, the Samsung phones and integrated them into helmets,scenes captured by sent the units to Sonar São Paulo (a major Music andthe Cubocc team New Media Art Festival in Brazil’s largest metropolis)became the video for thesong Helix by Frenchelectronic group Justice.
  • 178. and recorded the interaction between the crowd andthe helmets + phones. The team at Cubocc created abrand experience that, rather than being invasive,was relished and lauded by technology aficionadosat the event.
  • 179. Discover LAClientLA Tourism &Convention BureauMember Companydigitaria.comVideoWatch hereProjectVisit here swipe to view images Digitaria designed to be the most social media-centric tourism site to date, capitalizing on the city’s unique blend of sprawling neighborhoods and celebrity tastemakers. is the definitive hub for comprehensive, interactive and current information about all that Los Angeles has to offer in a variety of lifestyle categories, including culture, sports, attractions, nightlife and dining. The site is a one-stop online resource for tourists and residents alike, using a map-based neighborhood approach to introduce the vibe of each area, from downtown to the beaches to the Valley.
  • 180. Direct traffic to The website features blogs from LA celebs, such Magic Johnson, Tony Hawk and Top Chef Curtishas increased by 65% Stone, writing about their personal choices andsince the site launched. preferences for where to go and what to do. The site’s “Experience Builder” invites users to add any activity, including celebrity recommendations, to an “LA Bucket List,” which integrates with Google Maps. The site incorporates Facebook and Twitter for real-time sharing and feedback, and the events calendar incorporates a comprehensive feed of what’s happening through user-submitted events, as well as Ticketmaster and ExperienceLA. An integrated marketing campaign to drive people to the site will launch in first quarter 2013.
  • 181. Ecommerce GolazoClientUmbroMember Companydomanistudios.comProjectVisit here swipe to view images Relaunching a global clothing brand across 30 markets to ignite sales and drive higher brand awareness is no small feat. The team at DOMANI rose to the challenge and crafted a beautiful interactive experience that does just that. DOMANI was asked to lead the re-launch of Umbro. com, the global soccer and lifestyle clothing brand. Established in 1924, Umbro is the original Manchester- based football brand that invented sports tailoring. Today, Umbro is committed to expanding through online sales and increased global recognition.
  • 182. The new The first and most obvious goal was to retire a datedallows content to be Flash-based website and embrace a more contemporaryshared across 30 different and mobile-friendly HTML-based in nine languages,streamlining the content DOMANI led Umbro and eight vendor partners throughmanagement process and a discovery process in which site content, brandallowing administrators standards and marketing initiatives were broken downto accomplish more in less and built back up for the relaunch. The effort resultedtime, and get product up in a new that incorporates a revampedfor sale quicker. brand design guide and a refined, efficient content management system (CMS). The CMS enables ease of use for both central and regional administrators.
  • 183. “Your Space”ClientAvisMember Companyencident.comProjectVisit here swipe to view images Innovative and engaging display creative on tablets is in extremely short supply. This Avis campaign by the Montevideo-based Encident proves relevant and inspiring ad experiences can make a major impact. Avis is arguably the leader among rental car companies when it comes to providing its customers with complete control over their “space” on the road. The core concept of this execution is based on that premise – allowing every customer’s rental car experience to be uniquely tailored to their preferences and needs. As a one-of-a-kind display ad experience for tablets, Encident created an impactful campaign by catching the user’s attention and engaging them with the Shake feature of iOS devices. The team at Encident understood
  • 184. Digital Magazine that if they were to interrupt users during their tabletAwards named this time, the reward would have to carry strong value andcampaign the Magazine visual appeal. This became the team’s mantra from theAdvertisement of the onset of the concepting, through to design, CGI andYear, saying “this is 3D animation and final development. Encident waswhere the future of able to amp up the value proposition and relevancedigital advertising is to individual users by creating an engaging interceptheading.” experience that could be customized and shared via Facebook and Twitter’s APIs.
  • 185. “Storming” PinterestClientUNIQLOmember companyfirstborn.comvideoWatch here swipe to view images Firstborn creates first-ever branded mosaics on Pinterest to help launch UNIQLO’s new UIP line of clothing. To promote “the ultimate functional wear” that keeps you cool and dry while exercising, Firstborn and UNIQLO created mosaics on Pinterest. As users scrolled through Pinterest public feeds, giant blocks of images appeared. Working together, the image blocks created an impossible-to-miss, branded mosaic. As users continued to scroll down the page, the branded images seemed to animate. To reach active, on-the- go consumers, the guerilla campaign targeted five categories: Men’s Apparel, Women’s Apparel, Geek, Fitness and Sports.
  • 186. The campaign was Extensive R&D ensured the images would appear inextremely well received, one group. To evade Pinterest’s detection algorithms,earning over 55 million Firstborn set up over 100 shell accounts ahead ofmedia impressions across the launch, which were later switched to UNIQLOmore than 60 different branded accounts. A group of Firstborn employeesmedia outlets, including simultaneously pinned pre-selected images toCreativity Pick of The successfully free users from the monotony of PinterestDay, Mashable, Business scrolling.Insider, Simply Zesty,Complex and HypeBeast, With a strong team effort, the UNIQLO Dry Meshamong others. Project on Pinterest brought attention to the new product with an experience as innovative as the product itself.
  • 187. Fashion ForwardClientCharlotte Russemember companyfluid.comProjectVisit here swipe to view images Fluid redesigns for web and mobile, building momentum where today’s millennial shoppers thrive. Charlotte Russe, the “fast fashion” retailer of trendy, value-priced clothing, shoes and accessories, tapped Fluid’s proven history as a retail-focused creative and interactive agency leader. In response, Fluid designed a digital retail hub for the brand that engages its millennial shoppers, attracts new customers and drives them to conversion. From user experience design to client strategy and visual design, the mobile and online sites were built with Charlotte Russe’s youthful, on-the-go consumers
  • 188. One month after the in mind. The Fluid team designed an experiencerelaunch, revenue and that features rich, visual merchandising across bothAOV (Average Order channels, and included an integrated Facebook networkVolume) increased that strengthens the Charlotte Russe community ofsignificantly vs. the shoppers, enabling conversations to unfold over theprevious month and on a entire shopping experience. The functionality mimicsYOY basis. the Charlotte Russe offline, in-store experience by showing a Facebook feed of other shoppers who are viewing, commenting on and buying products. Rather than simply integrating “Like” buttons on product pages, Fluid created an exceptionally transparent community. Customers are easily able to purchase trendy clothes and see what other items shoppers are viewing and buying on the site. For example, features the section, Who’s Shopping What?, which enables shoppers to get a pulse on shopping trends on the site. Shoppers can see who has purchased and commented on items. Additionally, each subcategory page includes a Most Liked section, highlighting popular items ranked from one to ten. Consumers are engaged by the ability to “comment,” “love,” and “buy” items, or send a product detail page to a mobile device.
  • 189. “Hilltop” Re-imaginedClientGoogle and Coca-Colamember companythisisgrow.comvideoWatch here swipe to view images Today’s technology allows us to make good on a promise Coca-Cola made over 40 years ago, letting users “Buy the World a Coke”—from the palm of their hand. With Project Re: Brief, the team at Grow Interactive was tasked with an amazing – albeit daunting – challenge. They were asked to re-imagine Coca-Cola’s classic “Hilltop” commercial for a modern audience in the digital age. Fulfilling the promise of the original ad, Project Re: Brief allows users to connect with strangers by sending a Coke around the globe to an unsuspecting recipient, making the world feel just a little bit smaller. The ad can be experienced on mobile phone apps in Google’s AdMob network, across iOS and Android
  • 190. The ad generated public devices. Made possible through AdMob rich mediadiscourse about digital ads, coupled with custom-designed vending machines,advertising, with over viewers can buy the world a Coke with a few taps on4,000 Cokes and messages their mobile phones.of thanks shared inmultiple languages, across Viewers can decide where to send a Coke by selecting57 countries. Interaction one of many machines located around the world,rates were almost 5x the from New York City to Cape Town to Buenos Aires.industry norm, proving They can then add a custom text message to personalizethat great stories and their Coke delivery. Google Translate converts thesewonderful experiences messages on the fly, breaking down the languagetranslate directly to results barrier across countries. A dynamic video with Googlein digital advertising. Maps, Street View and composite motion graphics shows the Coke’s journey from the viewer’s current location to the vending machine across the globe. Once the Coke is delivered, recipients are not only treated to the generosity of a stranger thousands of miles away, but they can also say “thanks” by sending a message of their own back to the user. A gallery showcases some of our favorite exchanges between people around the world connecting over a can of Coke.
  • 191. Luxurious CommerceClientBarneysmember companyhugeinc.comProjectVisit here swipe to view images In a 1973 interview with Business Week, Fred Pressman – son of the company’s namesake founder Barney Pressman – affirmed, “The best value you can offer a customer is personal attention to every detail, and they will return again and again.” The luxurious retailer’s new website, created by Huge, is accomplishing just that. When Barneys partnered with Huge to redesign its website in 2012, the legendary retailer sought to simplify the navigation process while amplifying engagement for visitors. By implementing tools like
  • 192. Traffic to “Complete the Look,” “Favorites” and “Exclusivelyincreased by 34% after Ours,” the redesigned actively immersesthe new site launched in customers in the shopping experience while digitallyMay 2012, and it will conveying the legacy of the brand.soon overtake the BeverlyHills store as the New tools help visitors take a look into the latestbrand’s second-largest Barneys’ fashion, as well as the culture surrounding it.revenue producer, after For example, the new “Favorites” tool offers a socialadvertising. way to shop and keeps the fashion that customers crave right at their fingertips. Shoppers can create a look that suits them, mark favorite items or entire categories, and keep track of particular styles and designers, so they will be the first to know if something new arrives. Once enough people favorite an item, it is deemed “Most Loved,” earning a spot on the list of things Barneys shoppers and fashion insiders truly covet. Additionally, the “Exclusively Ours” tool highlights the unique relationships Barneys has with the industry’s most talented designers. Customers can filter through a designer’s entire line to view items that cannot be found anywhere else. Pieces can be explored as a collection or as a curated “look book.” With new, in-depth features created specifically with the customer in mind, the redesigned offers shopping with a story.
  • 193. Elevating the In-Store ExperienceClientNikeMember here swipe to view images The Nike Action Sports interactive in-store experience brings to life what many brands are talking about, but few have successfully implemented. The Melbourne-based digital agency IE brought Nike’s omni-channel aspirations to life by developing an interactive in-store experience for Nike Action Sports using RFID technology, tablets and banks of TV screens. IE and Nike Australia recently launched the world’s first Nike Action Sports interactive in-store experience.
  • 194. Since the first store The installation consists of a back wall with integratedlaunch, sales and display technology (TV screens and iPads) and anproduct engagement have RFID sensor that reacts when a product is placed on it,increased significantly. It displaying relevant content. Ambient video contentwill be rolled out across and brand messaging are displayed on TV screensAustralia in the first when there is no customer engagement, which createsquarter of 2013. a dynamic environment to attract consumers. The system has been designed to scale up or down so that it fits within a wide variety of retail store configurations, ensuring that consumers across Australia are able to enjoy the experience. Interactive content related to user interaction is primarily displayed on the iPad, showing product features and marketing content, and is supported by passive product information on the TV screens. This allows product content to be viewed by others and extends the reach of the interaction from the current active user to other customers in the store. The iPad allows customers to purchase their desired product online, if the size or style they want is not available in-store, or save the product for later purchase via QR code, email or MMS with links to Nike’s online store. The interactive in-store experience brings to life what many brands are talking about, but few have successfully implemented. Lifting the in-store experience and supplementing it with digital content allows customers to research in-store, rather than having to pull out their smartphone to find more information.
  • 195. From Saving to CreatingClientVALICmember companyiqagency.comProjectVisit here click to watch video Water your garden, grow your retirement. As part of a full website redesign and content showcase, IQ created a series of five videos for the financial services company VALIC. Using light-hearted analogies, VALIC set out to help their customers understand some of the most important financial concepts that can affect their lives. The videos, all produced in-house at IQ’s studio and production facility, tell the story of retirement goals, challenges and solutions. Each was shot in about 850 separate frames and produced using a mix of stopmotion and animation. Our animators cut out about 1,000 tiny paper shapes and props to build a
  • 196. The videos helped total of 200 objects used in the videos. Even moreestablish brand tonality, impressive, each video was produced in 7-10 days.connect consumers toVALIC and cultivate They encourage viewers to share information aboutrelationships with their investments in order to help them roll theircurrent and prospective portfolios over to VALIC accounts. They also explaincustomers. the essentials goals of retirement and how a financial advisor can help on the journey. These simple and fun videos bring the brand difference to life and separate VALIC from other companies, showcasing its warmth and empathy. In the end, VALIC understands that the most engaging brands will be the ones to win the hearts and minds of consumers.
  • 197. Bear 71ClientNational Film Boardof CanadaMember Companyjam3.comvideoWatch here swipe to view images The Interactive Documentary You Can’t Turn Away From. This first-person-narrated interactive documentary debuted alongside its sister installation piece at the Sundance Film Festival. Bear 71 is an exploration into wildlife surveillance and how habitat management challenges the notion of “the wild” in Banff, the most- developed place in Canada where grizzly bears still exist. Using a proprietary Jam3 3D engine, this interactive documentary embodies the subject of the story while fusing organic nature with invasive technology - technology being used both to monitor animals in Banff and alter wildlife surroundings so that humans and animals can live in such close proximity.
  • 198. The project went on The NFB approached Jam3 with the concept of ato win Gold at both creating an interactive doc that was going to be veryCannes and The One non-traditional. They had a script, an archive ofShow and was named 1,000,000 photos and an idea of using a map as anFWA Site of the Year. interface. The team at Jam3 worked with them to fleshThe initiative quickly out what the interface would look like, the technicalreceived praise and feasibility of the project, and how users could interact.attention in Wired, It was a very collaborative process with much iterationCreativity, Contagious, of all stages to ensure that the final product wasHuffington Post and something extremely special.many other publications. What resulted was a multi-user experience site where users were plotted on a super stylized map of Banff National Park. The experience is narrated by Mia Kirschner from a first “person” perspective of the bear. The user can follow Bear 71 on the map while listening to the narration that coincides but they can also freely roam around and click on tertiary content. At certain key moments in the story, text or photos will automatically come up for the viewer to watch. There is also a “surveillance wall” where users who allowed access to their webcam would – for the most part unknowingly – broadcast their feed to others on the site. This furthered the theme of surveillance and how much like the animals in Banff, we are also being constantly monitored. The project exemplifies how combining a compelling narrative with immersive storytelling, design, music and interactivity can take users through the same range of emotions as a traditional film documentary.
  • 199. Skyfall DVD InterfaceClientFoxmember swipe to view images For the latest James Bond film, marking 50 years of Bond, London-based Less Rain was tapped to create strikingly beautiful interface design and moving image work for the Blue-Ray and DVD releases. In late 2012, Less Rain was asked by Fox to develop a concept for the Skyfall Blue-Ray and DVD titles. The company worked closely with Rattling Stick, who created the original film’s titles, as well as Deluxe to identify opportunities the BD-J authoring system offered for innovation. Less Rain delivered a series of approaches that used sound and animation to create a memorable and seamless user experience.
  • 200. The final solution used The ambitious project was completed in a single month.sound and animation to All stakeholders proved to be extremely happy with thecreate a memorable and end result, with final sign-off being received fromseamless experience for Sam Mendes, the director, as well as Barbara Broccoli,Bond aficionados. the film’s producer.
  • 201. Run Rio RunClientNikeMember hereProjectVisit here swipe to view images An initiative from the Brazil-based agency, LiveAD, infuses one of the world’s most scenic races, the Nike Rio Corre 10K, with cutting- edge technology and social intelligence. On December 9th, Rio de Janeiro—aka “The Wonderful City”— became even more spectacular. The city hosted the Nike Rio Corre 10K, a race where runners and friends could share their feelings about the experience through their social networks. The digital experience was inspired by the Nike São Paulo-to-Rio 600k, winner of the Facebook Studio Awards as well as a Gold Lion in Branded Content and Entertainment at Cannes, both in 2012. The experience included moving video cabins connected to 2,000 runners’ Facebook accounts via RFID (Radio- Frequency IDentification). While running close to the
  • 202. The experience cabin, runners could record a video message that wasincluded moving uploaded directly to their cabinsconnected to 2,000 Stationary video cabins were also available in the endrunners’ Facebook of the race, so every athlete could express their feelingsaccounts via RFID after crossing the finish line. Along the way, there were(Radio-Frequency super frames where athletes had their pictures takenIDentification). and posted to their Facebook profiles. In addition, a “fuelstream” was created, displaying pictures, tweets, Instagram-tagged photos and friends’ messages of encouragement on a big screen in Copacabana at the finish line—accompanied by live music! A short film of the event was produced, capturing the participants running passionately, and finding their greatness among the beautiful sights and sounds of Rio de Janiero.
  • 203. Future of NewsClientITVMember here swipe to view images ITV asked Made by Many to transform its news offerings for web and mobile. This project had few limits and an ambitious goal to redefine the future of news. ITV had an acute need for a product that could improve its status as a public service news broadcaster in order to compete with competitors’ established digital operations. The competition, while having more robust digital offerings than ITV at the project’s onset, was still stuck in a print paradigm of editions, articles and pages with a daily publishing cycle served by sluggish content management systems. Everything looked the same, and little – if anything – changed within articles even as new developments emerged over the course of a news cycle.
  • 204. Since launch, traffic has The ITV initiative gave rise to new notions about howrisen from 200,000 news production and consumption could function.visitors per month to What if all the news could be delivered as a stream that2.5M (40% of which was perpetually updated and able to be filtered by story?is mobile traffic), ITV had a fantastic news-gathering resource with 300enabling ITV to become journalists covering news and delivering broadcasta major player in online news three times a day. Whatever the team at Made byUK news. Many created needed to use the raw by-product of the news gathering process without getting in the way of broadcast news. The proposed solution involved a big cultural change, and as much focus on transforming news production as on news consumption. Made by Many prototyped multiple delivery interfaces for consumers and journalists designed to serve consumers’ need to know what the world is talking about today. With a rigorous focus on customer development, the team at Made by Many integrated a variety of features necessary for the stream’s success. They also created an innovative bespoke admin system, working with journalists in the newsroom at ITN to perfect a super-fast publishing system that enables ITV News to scoop Sky and the BBC. Made by Many ultimately built a complete bespoke news platform in a period of four months.
  • 205. Spotlight On Device ConvergenceClientSamsungMember Companymcdpartners.comProjectVisit here swipe to view images This innovative experience created by MCD underscores how creating an inter- connected ecosystem of devices delivers value to consumers. MCD created this online experience to showcase convergence for Samsung. The company tasked MCD with finding the most effective and simple way to communicate how Samsung products connect together in all kinds of different ways to enhance customers’ daily lives. The single webpage combines rich storytelling with an interactive, parallax design.
  • 206. The experience has The experience brings life to the benefits of anreceived a number of integrated family of products while reinforcingindustry accolades, innovation as a part of Samsung’s brand story.including CSS Awards‘Site of the Day,’ The MCD team felt there was a real opportunity toFWA Public Shortlist use the popular features of parallax scrolling to tell aand an AWWARDS complex story about how the products interact togethernomination. - using the scrolling format in a functional way rather than for simple design effects. The online experience now serves as the centerpiece of Samsung’s efforts to find smart ways to communicate with customers about how the company is at the forefront of innovation in the world of convergence and connected devices.
  • 207. Wearable TechCLIENTBallantinesMEMBER COMPANYmediamonks.comVIDEOWatch Here swipe to view images Introducing the world’s first wearable, sharable, programmable t-shirt. tshirtOS is part of Ballantines’ “Leave an Impression” campaign and is the world’s first wearable, sharable, programmable t-shirt. The goal of the project was to bring that overarching concept to life and to empower personal expression in a way that would capture people’s attention, allowing the message to spread via earned media channels. This wearable technology is 100% cotton and stitches together digital and analogue by updating the original canvas for self-expression with a full color 1042 pixel screen, speakers, accelerometer and a megapixel camera. With the swipe of a finger, the iOS app lets you
  • 208. tshirtOS is a leading share Facebook posts, tweets or music straight to theexample of wearable shirt, or use it to take pictures and push them to yourtech and has secured Instagram feed.a string of innovationawards since its debut. A short film about the initiative and product demo videos garnered well over 2.5 million combined views – mostly driven by blogs, social media channels and high-profile online publications. The online attention has translated to traditional media coverage, with tshirtOS appearing on a variety of TV programs and in magazines around the world. Most importantly, it has created a new and powerful form or personal expression, tied in a very compelling way to the Ballantines brand story.
  • 209. Automotive Re-ImaginedClientTesla Motorsmember swipe to view images Tesla Motors is the world’s most innovative car company, launching radically new products in a familiar category. Tesla’s challenge was an ambitious one – educating potential buyers on the power of electric vehicles and launching a new brand — all while rethinking the entire automobile industry. Prior to the release of the Model S, its first mass-market car, Tesla needed to establish itself with potential buyers as a fixture in the automotive landscape. The strategy was to build familiarity with the brand and generate sales by creating small-footprint stores in high-income
  • 210. The Tesla retail stores shopping areas. The company also wanted to maximizehave spurred increased use of the limited real estate in the stores with a set ofbrand awareness, strong interactive kiosks designed to educate the public andlead generation and a convert prospects.lift in sales. More storesare opening worldwide Odopod’s solution was for the new Tesla Stores toeach month. feature three interactive kiosks, a sales station and video wall designed and developed by the San Francisco-based agency — all part of an orchestrated experience designed to educate the public on Tesla’s offerings and drive sales.
  • 211. Emotion CubeClientHelsingin SanomatMember swipe to view images Scandinavia’s largest newspaper, Helsingin Sanomat, heralds its format change from broadsheet to tabloid with the ‘Emotion Cube,’ an interactive experience that pulsates with readers’ emotional reactions to its news stories. Created by hasan & partners and produced by Perfect Fools, the ‘Emotion Cube’ responds to reactions generated by selected news stories. The Cube is part of a campaign designed to remind readers about the power of journalism to generate an emotional response. The emotions caused by these stories will light up Kamppi Square, Helsinki, where up to two million people experienced the installation during its three- week tenure. The 4m x 3m Cube is constructed from milky plexiglass and powered by 200,000 lumens of
  • 212. The initiative, viewed light – the type of power usually found lighting up carby two million people parks and shopping centers.over its three-weeklifespan, has received Each of the eight emotions: Hope, Sorrow, Joy,widespread accolades Worry, Interest, Anger, Compassion and Surprise arefrom the global trade illuminated by a series of colored LED bulbs, rangingpress, including Ad Age, from green for Hope to red for Rage.Creativity, 12Ahead and By sharing their feelings via a smartphone, tablet or PC,others. the combined mood of readers will pulsate in a specific color, while the emotion’s written word glows eerily from within the Cube. The ‘Emotion Cube’ is social media for journalism and takes the idea of Facebook’s “Like” button to an entirely new level. It is a visual representation of reader sentiment on news stories. Caroline Lilius, VP marketing of Helsingin Sanomat, says: “Helsingin Sanomat is not only a multichannel news media organization, but also a trusted companion in everyday life. The cube is a brand experience, part of a larger set of activities demonstrating to non-readers the unique relationship our readers have with the publication.”
  • 213. Boost Your PranaClientYYogamember swipe to view images Pound & Grain’s work for Canada’s largest Yoga company is inspiring yoga aficionados across the nation. Prana is the Sanskrit word for “life.” It is the vital energy that lives inside everything and everyone. If you’re lacking motivation, feeling grumpy, or you’re just going through the motions of your day, it’s time to work on heating up some prana in your system. In 2012, the Vancouver-based agency, Pound & Grain, built YYoga’s first iPhone app to do just that. The app focuses on increasing social connections among passionate yoga practitioners and motivating them to achieve their fitness goals. The idea was to create a
  • 214. YYoga’s new app variety of social hooks within the app so that users couldwas quickly added to find out what their friends were doing–all with theApple’s Top Five Free insight that if you see your friends attending a class orHealth and Fitness achieving a yoga-related goal, you’d be inspired in yourApps in Canada. own fitness journey.And for the YYogacommunity, the 2 key The app allows users to reserve classes, learn yogafeatures — gamification poses, and invite friends and share progress andand automated accomplishments. You can find a nearby yoga class,booking — were well learn about promotions and events first, and createreceived, with massive goals to motivate you–all from your phone.user adoption rates. The gamification elements were designed to align with yoga’s primary motivations – minimizing stress, trying new styles, challenging oneself to practice more and developing more energy. Throughout the challenges, users receive beads towards a full Mala necklace, which is awarded and shared on social media upon completion.
  • 215. Run the WorldCLIENTICON FitnessMEMBER swipe to view images The iFit Android app, developed by digital agency Rain and touted by Google to be one of the most robust Android apps to date, is now available for the iPad. iFit Live, powered by Google Maps, is a revolutionary personal conditioning app that connects users’ iPads with iFit-powered treadmills. iFit allows users to train in locations around the globe with map-based workouts, but all from the comfort of their own homes. When integrated with the user’s treadmill, iFit automatically simulates the incline and decline of the natural terrain while displaying the Google Street View images right on the console. iFit automatically tracks and records every workout so that users can monitor progress and results.
  • 216. A few tallies for iFit Live The customized, map-based workouts allow users tousage as of early 2013: run the streets of Paris, the beaches of Australia or the challenging up and down terrain of the Grand Canyon.Distance Run: Users control the speed, incline and resistance of the29.3 million miles machine right from their iPads and track their workoutCalories Burned: 2.8 billion schedule and history across all iFit machines. Users canPounds Lost: 800,000 also participate in one of many iFit-provided workoutsNo. Workouts: 7.2 million or lose weight with Jillian Michaels or Elisabeth Hasselbeck through a variety of targeted programs. ICON Fitness is the current leader in home fitness with a goal of becoming the leader in social fitness through applications created by Rain. Integrating with iFit-powered treadmills, cycles and elliptical trainers, the interactive apps augment personal training, peer-to-peer recognition and overall personal wellness.
  • 217. Sydney’s Digital Culture HubClientANZ Buzzmember swipe to view images Sydney Festival is bursting at the seams with world-class programming in dance, theater and the visual arts. ANZ Buzz, created by Reactive, now allows festival-goers to better navigate this cultural behemoth and to create a curated experience. Sydney Festival is one of Australia’s largest annual cultural celebrations with an international reputation for modern, popular and intelligent programming. Reactive created ANZ Buzz, a site that collates posts about the Sydney Festival from Twitter, Facebook, Instagram and YouTube, enabling users to see a
  • 218. As the 2013 event personalized summary of their own as well as theircame to a close, ANZ friends’ event activity on their desktop, tablet orBuzz also generated an mobile device.insightful dashboardsummary of social For three weeks each January, the Sydney Festivalactivity across the offers a rich program of around 80 events involvingentire festival so that more than 500 artists from Australia and around theorganizers could begin world. Performance mediums include dance, theatre,optimizing the festival music, visual arts, and interactive forums. The siteexperience for 2014. features both list and map views, so festival goers can view tweets, photos and check-ins either as a social feed or as festival map ‘hotspots.’ Social media is already used extensively by visitors to the Sydney Festival. ANZ Buzz now provides an innovative platform to aggregate all of this interesting and useful content in one place, ensuring visitors save time and get the most out of their festival experience.
  • 219. Hitchhiking to HavanaClientHavana Clubmember swipe to view images Moscow-based Red Keds created an innovative campaign to launch the film “7 Days in Havana” via social and to amass a following for the Caribbean island’s most famous liquor brand. The idea was to create an interactive reality show on Facebook for Havana Club, the celebrated Cuban rum. A country of pure emotions, Cuba embodies the notion of finding your own way in the world. The team at Red Keds decided the island nation’s spirit of distinctiveness and resolve should be used as inspiration for the campaign. “The Hitchhiker’s Guide to Havana!” was born, an interactive reality show about six people who leave everything to go to Cuba.
  • 220. The initiative generated Three teams were selected to compete. They traveledmore than a 100,000 from Moscow to Cuba, hitchhiking and filming each“likes” and over day with a video camera. Each of the three teams had4MM impressions on their own individual route. Arriving at checkpoints,Facebook alone. teams carried out assignments related to Havana ClubThe project was also rum, the film, and additional assignments from users.covered extensively The victory went to the team that could tell the mostby Russian and other interesting story and generate the strongestEuropean media outlets. following on Facebook.
  • 221. 1440 ProjectClientREIMember here swipe to view images Resn and BBDO’s 1440 Project connects REI’s brand enthusiasts in a unique and highly visual way. BBDO Atlanta teamed up with creative digital partner Resn to design an innovative interactive project for outdoor retailer REI that would invite the participation of the brand’s loyal enthusiasts. The result of the collaboration was REI 1440 Project - a minute-by- minute photography timeline. The shared collection represents the REI community’s collective love of the outdoors, with over 3,400 images uploaded in the first 15 days alone. Cabot Norton, SVP, Executive Creative Director at BBDO Atlanta said:
  • 222. The shared collection “REI has a highly-engaged customer base. Customersrepresents the REI form an active community that share quality outdoorcommunity’s collective photography amongst themselves. The brand wantedlove of the outdoors, to offer something in return and build a platform thatwith over 3,400 images would allow their community to share their images inuploaded in the first 15 an easy way, and in real time.”days alone. Rik Campbell, Managing Director and co-founder at Resn, said: “We translated the original creative brief, which was to illustrate an entire day of 1,440 minutes with images, into an immersive HTML5 experience. It was paramount to us that design should not be compromised by usability, and vice versa. We created a fun and simple method for users to add the time, activity, location and descriptions to images, making it a joy for people to get involved and share.” The site is a highly visual HTML5 responsive design for desktop, tablet and mobile platforms. The site employs Facebook Connect for easy authentication and sharing. Users can contribute photos from their mobile, tablet, Facebook and Instagram accounts, allowing people to view and filter images on a 1,440 minute timeline. Users can filter and search the site by time, name, location, hash tag or activity. The minimalistic and intuitive design makes it easy to upload photos and ensures an enjoyable browsing experience.
  • 223. World’s First Invisible AdClientUnilevermember companysoapcreative.comvideoWatch here swipe to view images If ads are invisible to teens, then make the world’s first invisible ad. With LYNX now targeting both sexes with LYNX Anarchy for Her (the brand’s first ever female fragrance), chaos was inevitable. So, Soap Creative hit Sydney’s streets and used a digital ambient stunt to prove it. With the insight that ads were ‘invisible’ to the LYNX audience, Soap needed to do something unique. The agency created the world’s first invisible ad by replacing the windows of a terrace house in a popular
  • 224. 10,000+ people nightclub district with hacked LCD screens. To thewitnessed the chaos naked eye, each window glowed white. But, when youlive. Additionally, put on a free pair of special LYNX Anarchy sunglasses,420,000+ YouTube the ‘LYNX Effect’ was unleashed, giving passers-by aviews of the event voyeuristic view of the chaos unfolding were generatedand 43,000+ new [Note: For our readers outside the UK and Australasia,Facebook likes produced. Unilever’s LYNX line of grooming products is known asThe stunt also generated AXE in most other parts of the world].a groundswell of presscoverage by mainstreamnews and culture/trendsites.
  • 225. Intelligent Life FormsClientIntelmember companystimulant.iovideoWatch here swipe to view images The San Francisco-based agency, Stimulant, designed and developed a signature interactive experience for the Intel pavilion, captivating audiences at CES 2012. The Intel Connect to Life Experience is a 168-foot-wide interactive 3D virtual life simulation that spanned the entirety of Intel’s booth at CES 2012. Conference attendees could use any of six stations around the perimeter of the booth to create a shape using their hands, phone, keys—or pretty much anything. The silhouette of that object was used to generate a unique bioluminescent life form on the
  • 226. Over 30,000 unique massive projection surface overhead. The animatedvirtual life forms were life forms interacted with one another in playful ways,created by conference dancing with one another or chasing other life formsattendees during around the ecosystem.the four-day event,approximately one life The Stimulant team managed to create an immersiveform every 3.5 seconds. experience that was engaging and eye-catching amidst the crowded conference halls, yet delightful and easily understood within seconds. The Connect to Life Experience helped make Intel one of the most visited and talked about booths at CES 2012.
  • 227. New Digs for JackClientJack in the Boxmember companystruck.comProjectVisit here swipe to view images Crafting a digital home for Jack, his food and his off-beat sense of humor. Driven by the mobile-first behavior of a devoted fan base and inspired by the quirky Jack in the Box brand, Struck structured, designed and developed a new digital presence for the iconic fast-food company. The effort includes automatic geo-location to recommend nearby restaurants, photo filters for menu items, a “zipper” packed with unusual branded content and a number of unique Easter eggs. Visitors will also find a rich mobile experience that goes far beyond the typical bare-bones, data-only solutions employed by most quick-serve restaurants.
  • 228. Our strategic approach “We wanted to give our customers a new and thrillingwas always to match online presence, while maintaining a tone consistentthe behavior of our core with the brand our fans know and love,” said Nickaudience. A significant Fletcher, DVP of Marketing at Jack in the Box.amount of the traffic “Having spent the last year with Struck as ourto this site is from Digital Agency of Record, we all felt like this was amobile devices so we great time to take a gigantic leap forward. The new sitestarted with a mobile-first pushes our brand into new territory and engages fansapproach. of Jack like never before.” The result is a new presence for Jack — one focused on consumer behavior and an insatiable hunger for content that can be shared across social networks. Did we mention the animated .gifs? Yeah, there are lots of them.
  • 229. 118 Floors of Working TogetherClientCiscoMember swipe to view images Responsive design on a global scale. As a well-respected global leader in the technology space, Cisco continues to push the boundaries and lead the industry. The goal for this project was to create a single online global destination that showcases how Cisco’s technologies can help global business teams collaborate and work together more efficiently and effectively, anytime and anywhere. As a lead digital partner for Cisco, The1stMovement helped launch their new global campaign,
  • 230. Being launched in “Work Together,” by creating a responsive site designed8 languages across 15 for all devices, in 8 languages, across 15 countries.countries worldwide, Working closely in collaboration with theirthe Cisco “Work Together” brand agency, Goodby Silverstein & Partners,site has set a new The1stMovement developed an immersive andstandard for a global engaging experience that worked hand-in-hand withconsumer engagement the traditional media, allowing you to take an elevatorcampaign by a Fortune ride simply by scrolling the page. Titled “118 Floors of100 company. Working Together,” the site allows you to travel floor- by-floor up a building to see Cisco’s products working together for seamless collaboration. This responsive web experience capitalizes on brand assets from multiple mediums and provides meaningful engagement opportunities across mobile, tablet and desktop. The campaign was deployed on a responsive design platform to increase the impact of the messaging to multiple worldwide regions through multiple languages and various digital devices. It stoked a fire for an international conversation about adapting to global on-demand business problems in real-time.
  • 231. The Transmedia Tripmember companyunit9.comvideoWatch here swipe to view images The Trip is a ground-breaking story about technology and media manipulation. The Trip is the brainchild of the Kissinger Twins and unit9. It is a transmedia project consisting of an interactive film, a short cinema film, a photography series and a concept album by Polish musician Smolik. The Trip tells the story of Jack Torrance, the man behind the biggest hoax of the 20th century and is a story about humans, technology and media manipulation. Jack said: “Back in the 1960s all I had was a couple of cameras and a few archaic computers. And that was enough to fool the whole world. And now… what are
  • 232. The project we?… two thousand and fucking twelve. How ‘bout that,achieved transmedia Stanley?? It won’t be long until the brainless massessuccess through believe we’ve landed on Mars.”digital and analogaudience immersion A teaser can be viewed here:– including an watch?v=jdok3R7x3wM&feature=youtu.beInteractive Film for The interactive version of The Trip is a road moviethe iPad, desktop, and consisting of 11 chapters. It is an immersive musicmobile devices along experience with strong visuals taken from publicwith a traditional cinema domain footage. Choose your own pace to unveil Jack’sversion, the almost story via tapping or moving the cursor of your mouse.forgotten VHS tape and Then, ala “Choose your own adventure,” the audiencea concept album of the can take another trip, where the story stays the same,soundtrack on Vinyl. but the scenery changes. Built in HTML5, the site has been designed to perform smoothly across iPad and desktop, with an interactive teaser on Mobile. The transmedia approach of the project tells Jack Torrance’s story in different ways with each of the individual executions designed especially for the media in use. Please turn on your speakers and open up your eyes to immerse yourself in Jack’s story. The team at unit9 is proud that it created a project that asks all of us an important question about technology and media manipulation, in a tongue-in- cheek sort of way. unit9’s intention was to utilize the latest HTML5 technology to ensure the project would run smoothly across multiple devices and not just on the devices Jack mentions: “The iPhone, myPhone, mePhone, whatever the Goddamned Hell…”
  • 233. Enhancing Experiences with the iPad TableMember Companyuniversalmind.comvideoWatch here swipe to view images The iPad Table experiment demonstrates how innovative companies like Universal Mind can connect devices and people in bold new ways. Universal Mind is constantly trying to push the limits of technology. Our goal in creating the iPad table was to showcase device-to-device communication with devices that people actually use on a daily basis. The table is made up of 15 iPads, which communicate wirelessly with each other. The devices are not hardwired together. Universal Mind created a binary
  • 234. While the initial demo communication language that allows the devices tofocuses solely on 15 communicate based on where they are positionediPads, the possibilities in relation to other devices.of inter-devicecommunication using Bringing this idea to life is really exciting,this communication specifically because there are so many scenarios inlanguage can which this technology can be used in all kinds of real-revolutionize interactivity word cases ranging from business to the retail, corporate For example, using the technology of the integratedand even educational iPad table, teachers could better serve their students byenvironments. We providing a more interactive and engaging experience.welcome your ideas on The “technology” is the way the devices communicatehow interconnecting - it’s not necessarily the table itself. Teachers could useiPads can be used in this device-to-device communication to create exercisesbusiness or education and have students “send over” their responses via theor… communication between devices. This would allow the teacher to actively and immediately engage with the students on the exercises. It would also allow for students to submit answers and questions, ask for help, and collaborate with other students, etc., all via gesture-based content sharing.
  • 235. SoDA serves as a voice for digital marketingprofessionals worldwide with a mission toadvance the industry through Best Practices,Education, and Advocacy.A Society is FoundedMiami, March 2007:13 leading digital agency CEOsdecided to meet up and have a talk about where ourindustry was headed. New friends were made, businessproblems and solutions were shared, and a society wasformed. We were on a mission to advance this industrywe all felt so passionate about. We made it official atSXSW in March 2008 and welcomed our foundingpartner, Adobe.What SoDA isSoDA is an international association of respected digitalmarketing leaders and entrepreneurs with a historyand a vision for the future of marketing. SoDA remainsan extremely selective association of the world’s mostpreeminent companies with digital DNA. Membershipincludes 70 leading digital agencies and elite productioncompanies with offices in 22 countries on fivecontinents.SoDA provides leadership, platforms, infrastructure,processes, and products to enable collaborationbetween members around education, best practices andadvocacy. SoDA’s Peer Collaboration Group Program,launched in 2011, now includes over 600 thought
  • 236. leaders from member companies sharing knowledgeand best practices across 15 different disciplines. Clickhere to see the SoDA reel.SoDA Board of DirectorsTony Quin, IQ, Board ChairmanNancy Daum, Pereira & O’DellStuart Eccles, Made by ManyDJ Edgerton, ZemogaRebecca Flavin, Effective UISteve Glauberman, EnlightenAndrew Howlett, RainJoe Olsen, PhenomblueSoDA StaffChris Buettner, Executive DirectorKendyll Picard, Operations ManagerNatalie Smith, Operations Associate ManagerUfuoma Ogaga, FinanceSoDA Contact Information:communications@sodaspeaks.comwww.sodaspeaks.comFounding Organizational Sponsor