Buyer Legends Austin Innotech Big Data Marketing Keynote

1. © 2013 Eisenberg Holdings, LLC. BryanEisenberg.com / @TheGrok, @JeffreyGroks, #BigData 1 MATH MEN OR BOTH? Designing Legendary Brands: a business process to improve customer experience, analytics and proﬁts

2. © 1998 - 2014 Eisenberg Holdings, LLC www.BryanEisenberg.com & @TheGrok © 2013 Eisenberg Holdings, LLC. BryanEisenberg.com / @TheGrok, @JeffreyGroks, #BigData© 2013 Eisenberg Holdings, LLC. BryanEisenberg.com / @TheGrok, @JeffreyGroks, #BigData bryaneisenberg.com Bryan Eisenberg  bryan@bryaneisenberg.com @TheGrok

10. © 2013 Eisenberg Holdings, LLC. BryanEisenberg.com / @TheGrok, @JeffreyGroks, #BigData 10 Big Data is Not Just Big Big Unstructured Real-time Velocity Variety 3 V’s of Big Data Volume Terabytes Records Transactions Tables, Files Batch Near time Real time Streams Structured Unstructured Semistructured All of the above

13. © 2013 Eisenberg Holdings, LLC. BryanEisenberg.com / @TheGrok, @JeffreyGroks, #BigData 13 An organization's ability to learn, and translate that learning into action rapidly, is the ultimate competitive advantage. Jack Welsh, former CEO of GE “

14. © 2013 Eisenberg Holdings, LLC. BryanEisenberg.com / @TheGrok, @JeffreyGroks, #BigData The most important single thing is to focus obsessively on the customer. Our goal is to be earth’s most customer- centric company. Jeff Bezos  CEO & President amazon.com 14 “

18. © 2013 Eisenberg Holdings, LLC. BryanEisenberg.com / @TheGrok, @JeffreyGroks, #BigData The CEO’s long term vision The balance of power is shifting toward consumers and away from companies… The right way to respond to this if you are a company is to put the vast majority of your energy, attention, and dollars into building a great product or service and put a smaller amount into shouting about it, marketing it." 4 Pillars to Amazon success Customer Centricity Continuous Optimization Culture of Innovation Corporate Agility 18 “

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29. © 1998 - 2014 Eisenberg Holdings, LLC www.BryanEisenberg.com & @TheGrok Build a Better Experience/ Or Advertise More? “We take those funds that might otherwise be used to shout about our service, and put those funds instead into improving the service. That's the philosophy we've taken from the beginning. If you do build a great experience, customers tell each other about that. Word of mouth is very powerful.” Jeff Bezos, CEO of Amazon, 2003

31. © 2013 Eisenberg Holdings, LLC. BryanEisenberg.com / @TheGrok, @JeffreyGroks, #BigData Aligning Brand & Metrics to Improve Customer Experience If there’s one reason we have done better than of our peers in the Internet space over the last six years, it is because we have focused like a laser on customer experience. 31 4 Key Inputs: Selection: 7x the category depth Price: 5 to 13% lower than top 5 competitors Availability: 20 inventory turns, most orders fulfilled by Zone 0-1 shipping Experience: 13% higher American Customer Satisfaction Index

32. © 2013 Eisenberg Holdings, LLC. BryanEisenberg.com / @TheGrok, @JeffreyGroks, #BigData An organization's ability to learn, and translate that learning into action rapidly, is the ultimate competitive advantage. – Jack Welch Big challenges “ 32

33. © 2013 Eisenberg Holdings, LLC. BryanEisenberg.com / @TheGrok, @JeffreyGroks, #BigData How agile are you? 33 If you double the number of experiments you do per year you’re going to double your inventiveness. – Jeff Bezos “If Amazon was doing over 200 a tests at a given time since 2004, how many more learnings have they had than you?

37. INBOUND15 Empathy represses analytic thought, & vice versa You want the CEO of a company to be highly analytical in order to run a company efficiently, otherwise it will go out of business… “ “ Anthony Jack, an assistant professor of cognitive science at Case Western Reserve and lead author of the new study. "Empathetic and analytic thinking are, at least to some extent, mutually exclusive in the brain.” (2012)

39. © 2014 Buyer Legends, LLC 39 Having worked first hand with the Eisenbergs on mapping our customers’ critical paths and creating scenario narratives, I can confidently say the Buyer Legends process works. My team’s focus at Google is on acquiring SMB advertising clients. And if you’ve ever worked with these types of businesses, you know there is huge diversity through the spectrum of small and medium businesses. We’d miss opportunities and gaps by over-aggregating (i.e. taking too high level a view) though often the challenge was in effectively communicating our insights. The Buyer Legends framework allowed us to more effectively focus our efforts, improving the bottom line. And equally important, to make a more compelling case for change with our marketing, engineering and product colleagues. Paul Jeszenszky Head of Global B2B Digital Marketing Center of Excellence, Google

41. © 2014-2015 Buyer Legends, LLC The Buyer Legends Recipe 1. Select your perspective - deeper insights produce better results 2. Perform a pre-mortem - remember Murphy’s Law 3. Outline the story backwards - it forces the why and helps you measure 4. Draft the Buyer Legend - the better the story the more money you’ll make by improving execution, communications and testing 5. Execute - improve, rinse and repeat

42. © 1998 - 2014 Eisenberg Holdings, LLC www.BryanEisenberg.com & @TheGrok Word-of-mouth is triggered when your customer experiences something far beyond what was expected, for better or for worse. Slightly exceeding their expectations just won’t do it. ★ Architectural ★ Kinetic ★ Generous ★ and/ or Identity A few words about Word of Mouth

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45. INBOUND15 Thank you for your attention… http://www.BryanEisenberg.com Phone (347) 470-GROK (4765) Twitter: @TheGrok & @BuyerLegends bryan@bryaneisenberg.com http://www.BuyerLegends.com http://www.BuyerLegends.com http://www.IdealSpot.com

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