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  1. 1. With over 65,000 readers in 2012, The SoDA Report has become one of the most read publications in the digital marketing world. But this is only one expression of the remarkable community of digital pioneers, creatives and executives that makes up SoDA. With 70 member agencies in 22 countries on 5 continents, SoDA has become the leading voice of the digital agency community, representing the top tier of digital agencies and the most sought after production companies in the world. 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 “Six years after 13 digital agency leaders got together over dinner in Miami, SoDA has grown into a global organization with members from New York to New Zealand.” Tony Quin Intro
  2. 2. organization with members from New York to New Zealand, enabling us more than ever to accomplish our mission to advance our industry through Best Practices, Education, and Advocacy. I hope that you find this latest volume of The SoDA Report insightful and valuable, and I invite you to find out more about our programs, resources and members at www.sodaspeaks.com. Best Wishes, Tony Quin Chairman of the Board, SoDA CEO, IQ Agency
  3. 3. How agencies, production companies and brands perceive their value to their respective customers varies 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. “We see the world, not as it is, but as we are”   – Talmud Angèle Beausoleil Foreward
  4. 4. Our writers and editors ponder a broad range of provocative questions. Are we responsive to responsive design? If focusing on the creation of mobile optimized content is akin to solving a problem from 2007, what problems should we be focused on now? What is the “next” Facebook? Are we living in a “Quantified Society”? How can we become the Master of Design in our organizations. And, does irreverent marketing lead to effective consumption? We propose the use of Improv to cut through perceptions and expose the real people you are hiring, and that whole-brained folks are truly the next killer app. We suggest you pay attention to idea thieves, solve real versus perceived problems and focus on becoming exceptional – which is what innovation is about. So, how can you increase your awareness of both your own perceptions and the perceptions of others? Start by reading this report. Enjoy. Angèle Beausoleil Editor-in-Chief
  5. 5. Content Development Angèle Beausoleil Editor-in-Chief of The SoDA Report, Founder & Chief Innovation Officer of Agent Innovateur Inc. Angèle Beausoleil has spent the last two decades working with digital agencies, technology companies and consumer brands on identifying market trends, leading research and development projects through innovation labs and crafting strategic plans. Today, she balances her graduate studies (MA/PhD in Applied Innovation) activities, with teaching Thinking Strategies at UBC’s d.studio, and a strategic marketing and invention consulting practice. Angele is also the Editor- in-Chief for The SoDA Report and is an advisory board member for the Merging+Media Association, Vancouver International Film Festival, Kibooco (kids edutainment start-up) and the Digital Strategy Committee for the University of British Columbia (UBC). Angèle lives in Vancouver with her husband and son. Chris Buettner Managing Editor of The SoDA Report, SoDA Executive Director After a career on the digital agency and publisher side that spanned 15+ years, Chris Buettner now serves as Managing Editor of The SoDA Report. He is also the Executive Director of SoDA where he is charged with developing and executing the organization’s overall strategic vision and growth plan. And with roots in The SoDA Report Team & Partners
  6. 6. journalism, education and the international non-profit world, the transition to lead SoDA has been a welcome opportunity to combine many of his talents and passions. After living in Brazil and Colombia for years, Chris is also fluent in Spanish and Portuguese and is an enthusiastic supporter of SoDA’s initiatives to increase its footprint in Latin America and around the world. Chris lives in Atlanta with his wife and two daughters. Editorial Team Sean MacPhedran Industry Insider, Group Planning Director, Fuel Sean is Group Planning Director at Fuel (based in Ottawa, Canada), where he currently works with clients including McDonald’s Europe, Nokia, Mattel and Lucasfilm. He specializes in youth marketing, entertainment & game development, and the incorporation of pirates into advertising campaigns for brands ranging from Jeep to Family Guy. Outside of Fuel, he is a co-founder of the Ottawa International Game Conference, managed the category-free Tomorrow Awards and spent a good deal of time in the Mojave Desert launching people into space at the X PRIZE Foundation. They all came back alive. Craig Menzies Advocacy, Head of Research and User Experience, Deepend Craig is currently the Head of Research and User Experience at Deepend, a digital and creative agency headquartered in Sydney, Australia. Craig is a former Forrester customer experience analyst, and has also held positions with iCrossing UK and Vodafone Australia.
  7. 7. Zachary Paradis People Power, Director of Innovation Strategy, SapientNitro Zachary Jean Paradis is an innovation strategist, professor and author obsessed with transforming lives through customer experience. He works at SapientNitro, teaches at the Institute of Design and lives in Chicago. Zachary works with companies to become successful innovators by utilizing “experience thinking” as a strategic asset manifested in better offerings, flexible process, and open culture. He works with start-ups and Fortune 1000 companies as diverse as Chrysler Auto Group to Target, Hyatt Hotels to John Deere, M&S to McLaren, and SAP to Yahoo!, evolving service and product experiences across digital and physical channels. Zachary recently relocated to Chicago from SapientNitro’s London office. Mark Pollard Modern Marketer, VP Brand Strategy, Big Spaceship Mark is a brand planner who grew up digital. He built his first website in 1997 then published the first full- color hip hop magazine in the Southern Hemisphere, while working in dotcoms, digital agencies and advertising agencies. He is featured in the AdNews Top 40 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 one of Sydney’s Top 100 Creative Catalysts. Mark is VP of Brand Strategy at Big Spaceship in New York City. Simon Steinhardt Tech Talk, Associate Creative Director, Editorial, JESS3 Simon Steinhardt is the Associate Creative Director of Editorial at JESS3 in Los Angeles. He is co-author of the forthcoming book Hidden in Plain Sight: How
  8. 8. to Create Extraordinary Products for Tomorrow’s Customers (HarperBusiness), set for release on April 16. Previously, he was managing editor of Swindle magazine, and has written and edited extensively on art and culture, including contributions to The History of American Graffiti and Supply and Demand: The Art of Shepard Fairey. Philip Rackin Research Insights, Director of Strategy, MCD As Director of Strategy at MCD Partners, Philip Rackin helps companies such as Samsung, E*TRADE, Discover Financial, and Genworth identify and develop opportunities to grow their businesses with emerging technologies. Over the past 15 years, he’s developed dozens of marketing programs, and digital products for consumer and B2B clients, including Comcast, Consumer Reports, The Port Authority of NY and NJ, Computer Associates, NARS Cosmetics, Johnnie Walker Scotch Whisky, and the University of Pennsylvania School of Design. Kate Richling SoDA Showcases, VP of Marketing, Phenomblue As Phenomblue’s Vice President of Marketing, Kate Richling oversees the agency’s marketing and social media outreach, as well as its inbound marketing efforts. Previously, Richling worked in public relations, creating and executing strategies for a wide variety of brands and non-profit organizations.
  9. 9. Content/Production SoDA www.sodaspeaks.com Organizational Sponsor Adobe www.adobe.com The SoDA Report Production Team Natalie Smith, Head of Production Todd Harrison, Designer Courtney Hurt, Production Designer Research Partner Econsultancy www.econsultancy.com Cover Design Struck www.struck.com Tablet Edition/Prodution Universal Mind www.universalmind.com Infographics Partner Phenomblue www.phenomblue.com Partners
  10. 10. Digital Marketing Outlook Key Survey Findings Respondent Overview Marketers Self-Assess their Digital Savvy Client Investments in Agencies Trending Upward The SoDA Report 2013
  11. 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 as specialized resources at client offices as part of their service offering, highlighting a significant shift in client- agency engagement models. Clients, for their part, are getting savvier as well. While much of this digital acumen is home-grown within client organizations, brands are also receiving help from their agency and production company partners. Nearly one third of agency respondents are providing education and training services to those clients who have developed internal teams to handle digital production and maintenance. So, do digital agencies have a dim future given this apparent shift toward “in-sourcing” on the client side? Quite the contrary. Forward-thinking digital companies are finding that the best route to growth is to make things…to be able to create innovative, effective experiences for both consumers and brands. And this year’s DMO Survey results underscore that brands are increasingly looking to digital agencies to do just that. We believe the trend toward clients innovating “out-of-house” and maintaining their existing digital experiences in-house will only become more pronounced this year and into 2014. To support this shift, leading agencies and production companies are working to create a virtuous cycle of Chris Buettner SoDA Executive Director and Managing Editor of The SoDA Report After a career on the digital agency and publisher side that spanned 15+ years, Chris Buettner now serves as Managing Editor of The SoDA Report. He is also the Executive Director of Operations at SoDA where he is charged with developing and executing the organization’s overall strategic vision and growth plan. And with roots in journalism, education and the international non- profit world, the transition to lead SoDA has been a welcome opportunity to combine many of his talents and passions. After living in Brazil and Colombia for years, Chris
  12. 12. innovation and IP development at their companies through the creation of innovation labs and product incubators. A whopping 40% of agency respondents have launched product incubators, with the most salient benefits being happier, more engaged staff and new business success. These are just a few of the trends 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. is also fluent in Spanish and Portuguese and is an enthusiastic supporter of SoDA’s initiatives to increase its footprint in Latin America and around the world. 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 http://econsultancy.com/
  13. 13. The SoDAReport Section 1 : Digital Marketing Outlook Respondent Overview Organization Type Consumer brand (B2C) marketing Corporate brand (B2B) marketing Agency Digital production studio 13% 15% 35% 7% Organization Type % Vendor/service/independent consultant serving the digital marketing industry Other digital marketing professional 10% 20% Q. Which of the following best describes the organization you work for? Agency respondents were evenly split between digital agencies and full service agencies with digital capabilities. See the Related Research Insights within Industry Insider for additional analysis on how these two sets of agency respondents differ and agree on key industry issues.
  14. 14. Q. Which of the following best describes your category of consumer brand marketing? CPG marketers represented approximately 50% of the 2013 sample of consumer marketers. Respondent Overview Consumer Marketers by Category 31% 9% 12% 48% Consumer Packaged Goods Services Other OEM
  15. 15. Q. Which of the following best describes your title? Over 84% of respondents were key decision makers and influencers (CMOs, senior executives, VPs and directors. Respondent Overview Job Title C-level executive (e.g., CMO) Vice president (including SVP & EVP) of marketing 26% 13% 2% 11% 24% 13% 10% 10% 23% 12% Title % Vice president (including SVP & EVP) of channel (e.g., social media, mobile, e-mail) 4% Vice president (including SVP & EVP) of technology Director/manager of market research Customer segment owner or customer program manager Director/manager of marketing services or operations Other (please specify)
  16. 16. Q. From which region do the majority of your business revenues come? North American respondents represented 50% of the sample (down from approximately 60% in the 2012 study), with Europe and Asia making up an additional third. Just over 1 in 10 respondents (11%) hailed from multinationals with a diversified revenue stream across continents, up from 8% in last year’s study. Global Business Reach By Continent 22% 3% 2%12% 11% North America Europe APAC Less than half of our revenues come fom any one continent South America Africa 50%
  17. 17. The SoDAReport Section 1 : Digital Marketing Outlook Marketers Self-Assess their Digital Savvy Q. How would you describe the digital marketing sophistication of your organization? (posed to client-side respondents) Fifty-four percent of client respondents describe their organizations as “sophisticated” or “very sophisticated” when it comes to digital marketing, an assertion that a large cross-section of agency and production company respondents support. When agencies and production companies were asked how they’re seeing their clients evolve, the increasing digital savvy of client- side organizations – as suggested by clients’ own self-assessments noted in the pie chart above – became even more pronounced. While the pool of client-side respondents to SoDA’s Key Insight: Digital acumen on the client side is spiking. 26% 5% 1% 12% 34% 22% Somewhat Sophisticated About Average Very Sophisticated Somewhat Unsophisticated Very Unsophisticated No Opinion
  18. 18. survey may be more sophisticated than the general population of brand marketers, we believe increasing digital acumen on the client side is a trend that will become more pronounced and pervasive in the years to come. A few highlights from agency responses: “Many of our clients are bypassing traditional marketing for digital marketing. That isn’t surprising, but what is a shocker is that they’re clamoring for digital experiences that are uber personalized. Knowing a customer’s name isn’t sufficient. They’re asking for higher customer engagement through complex personalization. For example, aggregating all user interactions (implicit and explicit) and serving ‘personalized’ content based on that data. In other words, determining user preferences without directly burdening the user for that information.” “One of the savvier trends we’re seeing among clients is toward custom behavioral marketing driven by integration of data platforms to allow for real-time or near real-time optimization and iteration (i.e., agile campaign planning and performance management).” “We’re seeing a real trend toward more digitally experienced marketers being promoted to more senior roles within client-side organizations.” “In their quest to do more with less, clients are acquiring more digital expertise, either through the addition of digital agencies to their rosters and/or creating internal digital teams, often by hiring former agency professionals.” “Marketing and Technology teams are working more closely together on the client side. Such cross functional teams are driving the delivery of innovative new
  19. 19. marketing abilities.” “More technologies and technology skills are entering the marketing department on the client side. We call it the rise of the Marketing Technologist.” “We’re finding that marketing professionals at forward-thinking client organizations not only have a strong holistic understanding of how their company business operates, but also much more technical savvy in understanding internal systems as well as customers devices and touchpoints.” “Clients who used to work in silos are now tearing down walls between departments to integrate more closely with teams who have consumer-facing roles or are involved in product development.”
  20. 20. The SoDAReport Section 1 : Digital Marketing Outlook Client Investments in Agencies Trending Upward Q. Which of the following best describes your organization’s approach to managing and executing digital marketing with agency partners? 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 shown signs of improvement (albeit far from robust growth), but also to the realization that digital provides stronger value than other channels as indicated in the next table on budgeting shifts. Key Insight: Digital marketing budgets and client investments in digital agencies will grow at a more intense pace in 2013 and 2014. 28% 14% 44% 14% We’re Maintaining the Status Quo We’re Increasing our Agency Investments We’re Decreasing our Agency Investments Over Time Doesn’t Apply to Us
  21. 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. 22. Budget Decisions Shifting in Favor of Digital We’re decreasing our digital marketing budgets We’re maintaining the status quo 11% 34% Other (please specify) 16% 0% Projected Budget % We’re increasing our digital marketing budgets without increasing overall marketing spend (reallocating existing budget into digital) We’re increasing our digital marketing budgets and increasing our overall marketing spend 39% 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. 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 Launcher Going East – Why Asia Should Be on Your Growth Roadmap Related Research Insights The SoDA Report 2013
  24. 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. Every day was trial by fire, and gut instinct was a better path to success than a case study to follow. SoDA has played a key role in elevating dialogue and 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 sean@fuelyouth.com 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. Sean MacPhedran Industry Insider Section Editor Group Planning Director, Fuel
  25. 25. Finally, we open the floor to members, with 30 Seconds of Wisdom on a wide range of topics, and present some amusing suggestions for horrible new buzzwords that we’ll collectively pray never enter the lexicon.
  26. 26. The SoDAReport Section 2 : Industry Insider Tony Quin, Principal, IQ The Psycho- Dynamics of Experience Design For years I have been preaching the strategy of Click/Reward. The idea is simple, every time someone clicks within a digital experience something pleasant should happen. This idea, while perhaps intuitive, flows from a number of observations. First, we live in an instant gratification society, and, of course, we are all pleasure hounds. But, more importantly, it comes from mapping buyer psychology to the sales process. With a background as a writer, director and producer of network TV shows and commercials in LA, Tony Quin founded IQ in 1995 as an agency specializing in television. In 1999, IQ began the transformation to a digital agency. Today the agency counts numerous Fortune 100 companies as clients and has won numerous national and international awards. Born and educated in the UK, Tony is a founding member of SoDA and Chairman of the Board. He also serves on the Board of the School of Communications at Elon University.
  27. 27. Understanding the Buyer How the unique dynamics of digital media connect with the psychology of a buyer, on the path to purchase, is the key to creating successful digital experiences.  This path today is often presented as a wonderfully busy chart with a myriad of touch points and influences. But in the end we all go through the same simple process: first we are unaware of a specific need, then we recognize it as a potential need, then we explore its value. And then, if we continue, we evaluate our options, finally make a choice and buy. Yes, there are many factors and forces that influence this along the way, but block out all that noise for a minute and focus on the buyer’s basic motivations. Through this process our motivation shifts from passive in the early stages, and unwilling to invest much effort, to active in the later stages once our intention starts to crystallize. Creating the User Path Our earliest attempts at IQ to codify these psycho- dynamics, and create experiences that enable the buying process, were expressed in the UX principles of Directed Choice and Incremental Engagement. Directed Choice essentially holds that unknown visitors to a brand site should be assumed to be in marketing exploration mode; passive and without formed motivation. At this stage, it is the brand’s responsibility to make choice very easy and intuitive, to reduce or eliminate work, analysis and the number of choices. Of course someone with a task to accomplish can always self identify at any time. Next comes Incremental Engagement. This breaks complex value propositions into steps where each step requires a choice that takes the user closer to personal relevance. This UX principle recognizes that most value propositions are complex and require a time commitment from the prospect in order to receive
  28. 28. the whole story. The problem is that before prospects are sufficiently motivated they won’t commit to an investment of time or effort, so we make each step a small commitment. Incremental Engagement is also based on recognizing that the more personally relevant something is, the more compelling it will be. Every salesman knows this. If you’re looking for a truck and 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 “Incremental Engagement is also based on recognizing that the more personally relevant something is, the more compelling it will be.”
  29. 29. clearly tells us that we should be designing interactions to understand and follow the emotional journey a buyer makes on the way to a sale, and to study where we are on the emotional/analytical continuum at every moment of the path to purchase. This insight allows us to focus our experience design so that we re-enforce our prospect’s natural process rather than block it.
  30. 30. The SoDAReport Section 2 : Industry Insider Joe Olsen, President & CEO, Phenomblue Putting Innovation to the Test Today we see so many companies call themselves “innovative”—whether or not evidence exists to support the claim. While you can’t become innovative just because you say you are, you can easily facilitate an innovation-ready mindset. Like learning a new language, innovation takes knowledge, risk, innate talent and the willingness to try out new things with trusted peers in private before putting yourself to the public test. Above all, it takes belief in the worthiness of the goal and a commitment to work hard enough to get good. Innovation initiatives can help build your agency’s capacity for success. Like immersive language courses, Joe Olsen is the President and CEO of Phenomblue, an industry-leading brand experience agency. He co-founded the agency in 2004, which has offices in Omaha, NE, and Los Angeles, CA. Phenomblue has been featured in USA Today, Ad Age, The New York Times, Fast Company and Inspired Magazine and has received recognition from the Webby Awards, the CLIO Awards, SXSW Interactive Awards and the Favourite Website Awards. He is a seasoned entrepreneur, the creator of the Drop Kick Platform and a co-founder of Drop Kick Ventures.
  31. 31. these initiatives are intense learning experiences that generate results quickly. Put some passionate, intelligent, curiously caffeinated people in a room who are willing to devote their imaginative faculties to solve a specific problem, and you position your agency to do something useful nobody ever has before. Agencies can start an innovation initiative in their office without too much trouble. Get some white boards, markers, pencils, paper, beer and Red Bull, and gather your finest minds in a room just uncomfortable enough 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). “Agencies can start an innovation initiative in their office without too much trouble. Get some white boards, markers, pencils, paper, beer and Red Bull, and gather your finest minds in a room just uncomfortable enough to keep everyone relaxed but alert.”
  32. 32. Phenomblue absorbs the cost of our innovation initiatives because we know the payoff is worth it. Whether it’s a new piece of technology we don’t know what to do with yet, a super-successful campaign for a client or a market-ready product, our innovation initiatives keep our team prepared for the chance of a breakthrough idea. Like language, innovation is dynamic. If you don’t push yourself to practice, you might lose it. Innovation initiatives can help. Image Source: 1. http://pbfcomics.com/197/
  33. 33. The SoDAReport Section 2 : Industry Insider Matt Weston, Copywriter, Soap Creative Agency Ecosystems That Work The experience of advertising creatives has changed radically over the past decade. We’ve moved from creative teams of two into 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. Matt Weston is senior copywriter at SOAP Creative LA. Born in the UK, he has worked at several ad agencies across the globe in Sydney, Paris and now Los Angeles. He has created several integrated ad campaigns across digital, tv, print, outdoor and radio. He loves Marmite on toast, DnB and butchering French as a second language. Preferably all three together.
  34. 34. A couple of years ago I was reading a chapter in one of the new creative bibles concerning an interesting cultural change within one of the hottest digital agencies. The agency in question had challenged the versatility of the traditional copywriter + art director creative team structure and had set about creating new teams made up of creative technologist + designer + copywriter. 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. “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.”
  35. 35. Your partner is your best mate in the agency. The person you go into battle with every day against other creative teams that want your brief. It’s the kind of camaraderie that prevents you from tearing a printout of 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 whose inspiration came from Minecraft? Rubbing conceptual shoulders with someone who writes PHP? What is PHP? Sure, I knew what I was in for in the digital world. My inner creative welcomed the shake-up of convention. I just didn’t count on my inner adwanker sticking his ugly head into the mix. But this room didn’t have time for ad egos with a close deadline and a reputation to meet it with a hot digital solution. Of course, the next bit you already know. Our brainstorming session worked its productive little butt off. The social media guy had an awesome gaming suggestion. The developer came up with a great angle on how to execute it and I tied in the insight behind the idea 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. 36. The SoDAReport Section 2 : Industry Insider Tony Clement, Head of Strategic Planning, TBG Digital Why Your Math Teacher is Killing Your Creativity “I’m not a data person.” What if by saying these small words you were poisoning your agency and slowly choking off your career? What if by accepting this statement you were carving out corners of measurement misperception and building data prisons in your own creative community? Let’s do a symptoms check. Do terms like ‘pivot tables,’ ‘recursive loops’ and ‘weighted moving averages’ make you feel frozen with indecision. If so, you need to take a breath, think back to your high school days and curse your Math Teacher. Pause. Do it again, and then read on with teenage angst. I blame Mr. Chin My year 12 math teacher, Mr Chin, was a weird guy. He had a bad beard, bad breath and spoke to the chalkboard for 45 minutes at a time while his class sputtered into oblivion at their rickety wooden desks. You know the feeling. We’ve all had a Mr.Chin or two. It was by far the most dreaded class to attend, the anti-Christ to PE, the classroom where no one wanted Tony Clement is the Head of Strategic Planning at TBG Digital. Born in Brooklyn, raised in Sydney and now living in London, he misses all things above 5 degrees Celsius. With a background in Statistics and a love for Converse, he is a Strategist that brings together data and creativity to help ideas find their purpose. He has contributed to four AFA Effectiveness awards and has an APG award for Best Use of Data. Recently joining TBG, he has worked as Strategist and/or Data Geek for a number of places including Wunderman, BMF Sydney, Leo Burnett and JESS3.
  37. 37. to be at any time of day. And unfortunately, the slow torturous doctrine of mixing boredom with formulaic memory tests didn’t come to an end at high school. The truth is over your high school and university years, you either avoided math and swayed to arts, or you punished yourself by attending 30 to 40 hours of lectures each week for years, just to emerge with battle scars and emotional trauma so deep, it actually hindered your ability to speak like a normal human. Your agency and your career need you to leave Mr. Chin at the chalkboard. And instead of coping with data, it needs you to rethink how it can become a part of the creative culture so the gap between science and creative can begin to heal. Could you help your agency see the beauty of science to build ideas, and learn how to speak data without using terms like ‘p-value’ and ‘Central Limit Theorem’ just to get people nodding in synchronized misunderstanding? Well if want those things, tell your Mr. Chin that he is the one who has failed, because numbers are more than formulas, suppositions and marks out of 100. Tell him by: Taking the power back from Mr. Chin and giving it to your Inner Geek Have you ever noticed that most people have a hidden Geek within? But they are pushed down, kept quiet and exist in fear. But what’s even more interesting, is every now and then, you’ll see that person’s eyes light up 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 steps to make your Inner Geek stronger. Try this - The next time you go to the data team, sit with them and ask what they are doing, and how they
  38. 38. are doing it. Or if you have a ‘how do you do that?’ question, like, ‘how do you create a pivot table and chart’, just go to them and spend 15 minutes exercising your Inner Geek. It’ll be time well spent. I pick pivot tables as a simple example, because 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. “The collision of data and design is demonstrating to the industry the communication potential of data.”
  39. 39. During a data academy session I was doing, I held this up and said, “That is all of my banking transaction data, and I have a problem, but I never expected it to be this bad.” My savings problem is something that I wouldn’t have seen unless I put the information into this different format. And that is the power of data visualization, which I think is best said by an American mathematician, John W. Tukey in 1977: “The greatest value of a picture is when it forces us to notice what we never expected to see.” Often organic or manmade facts can propel us to places of unexpected intuition and insight. And working for those facts is just another form of applied curiosity. Start to close the gap in your agency by learning a few techniques and setting a reminder for Monday saying, ‘Let out the Inner Geek, Mr. Chin got it all wrong.’
  40. 40. The SoDAReport Section 2 : Industry Insider Interview with Ignacio Oreamuno, Executive Director of the Art Directors Club The Point of Awards We caught up with Ignacio as he was enjoying a mojito in Miami, surveying the location of his next Award Show – the ADC 92nd Annual Awards + Festival of Art and Craft in Advertising and Design. MACPHEDRAN: Why are awards important to our industry? OREAMUNO: It used to be that awards were mainly about the winners. Creativity is hard to measure. Only the best of your peers can really judge, because so much of it is qualitative, it’s a craft. We need to collectively be able to recognize quality. In an industry that is so 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. Ignacio Oreamuno is the Executive Director of the Art Directors Club & President of the Tomorrow Awards. He is also the founder of IHAVEANIDEA, one of the world’s largest online advertising communities with 12 million pages read a year. Interview conducted by Sean MacPhedran, Industry Insider Section Editor and Group Planning Director at Fuel.
  41. 41. The awards industry needs to be more about education. What is that amazing idea that everyone needs to understand? What are the 20 amazing ideas this year? They’re all going to be different. Awards are important because they are a forum where we can all share our successes, and the rest of us can learn from them. That’s why we are pushing to make awards more educational, and not just about handing out trophies. MACPHEDRAN: Do you think awards are relevant to clients? Or are they more about self-congratulation? OREAMUNO: Absolutely. People want to work with winners because they’re more likely to win again. Awards are an easy way for clients to recognize how well-respected their agency is by its peers. Not every great agency is going to be at the top of the Gunn Report, but it tells you something that an agency has been recognized. And clients are as much responsible for awards as the agencies. Creatives always complain that “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 good the idea might have been. Maybe the idea was fun, but it was completely outside of the risk tolerance the client’s strategy allowed for. Awards help bring clients into the fold of creativity. When Old Spice wins an award, you know… Everyone knows, that it was an entire team that worked to make that kind of breakthrough campaign happen. It can’t happen without the client. Not just because they approve it, but because they’ve helped craft the strategy to bring the brand into a place where it’s ready for that kind of innovation. And for clients who are looking to the future – when the creative team has some idea that seems crazy - when you can look out into the world and see other risky ideas that worked, things that broke the mold, it starts to set
  42. 42. a precedent that the only way to win in the marketplace IS to innovate. To do something different and remarkable. Awards help showcase those successes in a formalized framework. MACPHEDRAN: On the topic of education, how are you working to bring that value back to the industry? OREAMUNO: Well, on Tomorrow Awards – the entire program is designed around education for innovation. Instead of judges hiding in a box and voting, everything is filmed. Why did they pick that and not this? You get to see the debate, and there is a lot of debate, that happens over each choice. But even before it gets to that stage, we make everyone a judge. If you are a technology intern in London or a senior Creative Director in Egypt, you have a vote. We wanted people to explore the cases for themselves. The point of the Tomorrow Awards is to tear down all of the walls. There are no categories. It’s all about the innovation of the idea – and no two are ever alike. We need to train ourselves to think so differently than before, and no one is really doing that for the creatives. The Art Directors Club is currently experiencing a total re-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 creating a community for our members that is fun and relevant, instead of preachy and old. The biggest thing we’re doing this year is the 92nd Annual Awards + Festival of Art and Craft in Advertising and Design which is a completely new and different type of festival. Instead of having creative directors speak, I’m inviting some of the most inspiring artists from around the world to teach us the skills of craft, creativity and art. We’re going to be doing everything from photo workshops to legos to creative brainstorming. And all this will take
  43. 43. place in Miami Beach, a great place for networking. It’s a win win for the industry and for all those who attend. We need to fall back in love with our craft, because the only thing that separates us from a client is the fact that we’re supposed to be creative artists.
  44. 44. The SoDAReport Section 2 : Industry Insider Interview with Andrea Bertignoll, President of KANND Solutions Recruitment Agencies: Breaking Old Perceptions One of the most hotly debated topics is the need (or lack thereof) for Recruitment Agencies. We sat down with Andrea Bertignoll, President of KANND Solutions, to get the recruiters perspective on how agencies and recruiters can work better together. MACPHEDRAN: Why is recruitment treated as the red-headed stepchild of services in our industry? BERTIGNOLL: There are many reasons, but I think most of them are linked to the bad apples of Christmas 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 Andrea Bertignoll serves as the President of KANND Solutions. Andrea has an academic background in Technology and 20 years of recruitment and business management experience. Interview conducted by Sean MacPhedran, Industry Insider Section Editor and Group Planning Director at Fuel.
  45. 45. doing in-house. Not always the case. As the number of specialized roles keeps expanding, it’s next to impossible to expect an HR Manager to manage regular HR abilities and still recruit the right person for the right role for multiple requirements. Seriously, in some of the cases I’ve seen, they are juggling these responsibilities and don’t have the authorization to use a recruitment agency to help...something’s got to give. All that said, it’s not that HR Managers are incapable of recruiting, that’s the furthest from the truth, but we see many of these people essentially trying to hold down two full time jobs...daily HR management responsibilities, and recruiting multiple specialized mandates simultaneously. MACPHEDRAN: It seems like a good analogy would be Account Management vs. Business Development? BERTIGNOLL: Absolutely, it’s a perfect analogy. Many HR professionals that I’ve worked with pursue this career path for the nurturing/farming aspect of it. They are responsible for managing the company’s most precious assets... its employees. An HR Manager or even the Hiring Managers who sometimes have their own recruitment mandates aren’t in the position of hunting, but managing what they have. No company would expect an Account Manager to be in the mindset of hunting for new clients all the time. That’s what Business Development does. It’s not just a different role. It’s really a different mindset and personality type. Recruiters are able to keep more active databases. We hunt to find the best talent. We develop relationships with talent and hunt to find as much real information as possible. For example, my new passive candidate “Billy” might have started a new role a few months ago, but I know that he despises his new supervisor and the commute time is already getting to him. I know this because he tells me when I probe for the right information and simultaneously create
  46. 46. a relationship with him. I know what his key “must haves” are and they aren’t usually the salary. They can be anything from the work-life balance to the preferred corporate culture or anything within... Everyone is different. Our job is to hunt for this information, hunt for the talent, and hunt for the truth... If we don’t, we 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. See what respondents to our ’13 Digital Marketing Outlook Survey said were key job satisfaction factors for them. Spoiler alert… it really isn’t just about salary.
  47. 47. MACPHEDRAN: Is there any other advice you’d want to give? BERTIGNOLL: Most of us who go into business in small recruitment firms are really just passionate about the challenge. Making the right match for a client’s needs with the ideal talent gives you the “warm and fuzzies” for lack of a better term. To make that match we need 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 your recruiters is a good idea. They’re the ones who are going to be able to best describe all the nuances of what they’re looking for.
  48. 48. The SoDAReport 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. 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. 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, Zemoga Consumers “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, ClickZ.com
  51. 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, Terralever Usability “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 Interactive Image Source: 1. http://cloudfront.inthecapital.com/ files/2012/08/dalai-lama-points-his-finger. jpg
  52. 52. The SoDAReport 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. 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. 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. 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, ClickZ.com 4-6. David Rossiter, Creative Director, Enlighten 7. Karl Reynolds, Creative Director, Deepend Sydney 8. Matt Walsh, Director of Business Development, Resn
  56. 56. The SoDAReport Section 2 : Industry Insider Ming Chan, CEO, The1stMovement Going East – Why Asia Should Be on Your Growth Roadmap Having spent more than 15 years growing up in Hong Kong (and still visiting every year), I have always paid extra attention to the Asian markets since I founded The1stMovement in Los Angeles in 2006. In early 2012 we opened our first Asian office in Hong Kong, and we learned a lot from this experience. I wanted to share some of the lessons we learned for those companies who are also considering a move into Asia. As Founder and CEO of The1stMovement, Ming was named as one of the “Top 10 Asian Entrepreneurs” by Inc. Magazine, and has led the agency to numerous accolades including: three-time Inc. 500’s “Fastest Growing Private Companies in America,” three-time “Best Places to work in LA,” and “Top 20 Advertising Agencies” in LA and Denver. The1stMovement has also created custom digital solutions for some of the world’s most well-known brands including: AT&T, Adobe, Cisco, DaVita, Lexus, Pentax and USOC.
  57. 57. But, first, let’s consider the following statistics: • Four out of the top ten Fortune 500 companies in the world are headquartered in Asia1 • 12 out of the 20 fastest growing countries in the world are in Asia, and have an average of 7% GDP growth in 2012 (vs. <2% growth from US)2 • 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. Your entry point is critical 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. “China might be your ultimate target market, but there are still serious challenges to setting up shop there. The most significant barrier is simply fundamental cultural differences between East and West.”
  58. 58. The most significant barrier is simply fundamental cultural differences between East and West. We chose to open in Hong Kong because it is one of the most multi- cultural cities in the world. But Singapore is also a good choice as it is a very Western- friendly city for business. And, despite recent economic troubles, Japan is still projected to be top five in the world for digital advertising spend. Not to be overlooked – Indonesia and Malaysia – are two of the fastest growing countries on the planet. 3. Consumer behavior is different in Asia 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. Your existing global clients can help you 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. “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.”
  59. 59. Sources: 1. http://money.cnn.com/magazines/fortune/ global500/2012/full_list/index.html 2. http://en.wikipedia.org/wiki/List_of_ countries_by_real_GDP_growth_rate_ (latest_year) 3. http://www.jcdecaux-oneworld.com/wp- content/uploads/2012/04/OneWorlds- Global-Adspend-Forecasts-Apr-2012.pdf 4. http://money.cnn.com/2011/01/20/news/ international/us_business_chinese_ investment_boom/index.htm 5. http://www.guardian.co.uk/business/2012/ nov/09/china-overtake-us-four-years-oecd Image Source: 1. http://www.makino.com.sg/img/about/ about_worldmap.png
  60. 60. The SoDAReport Section 2 : Industry Insider 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. 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. RELATED RESEARCH INSIGHTS The Innovation Lab Explosion Innovation labs at full-service and digital agencies are proliferating 61% 39% Yes No Q. Do you have an innovation lab/product incubator within your agency or production 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. 61. agency will have primary responsibility for product/service innovation at their company in the long term*), coupled with the fact that the vast majority of agencies believe the best route to growth is to make things (unique, effective experiences and tools for brands and consumers) has led to the proliferation of innovation labs and product incubators within the agency and production company space. Finding and cultivating talent who can contribute to a virtuous cycle of innovation for the agency and its clients is an arduous task. However, the very fact that these labs/incubators are being created is generating a very positive benefit beyond things like VC funding. The initiatives are bolstering employee satisfaction. In fact, agency execs say the number one benefit of innovation labs is talent retention (i.e., happier, more engaged staff (47% of respondents). * Most client respondents indicated that internal teams at their companies will continue to have primary responsibility for product / service innovation (53% to be exact), but lead digital agencies ranked second at 22%.
  62. 62. Respondent Overview Agency Type Q. Which of the following best describes the type of agency that you work for? In the 2013 survey, we saw a tremendous increase in the number of respondents from traditional advertising or marketing agencies that had both traditional and digital capabilities. In fact, agency-side respondents were almost evenly split between digital agencies (44%) and traditional shops with digital capabilities (45%). While the two sets of respondents agreed in many areas, their answers did diverge in a few key topics. Key Insight: Digital agencies and full-service agencies with digital capabilities may disagree on business models and the best path to growth, but they do agree on the need to focus on innovation and IP development in order to thrive, and on key advocacy issues. PR or social agency Other (please specify) Full service agency (including digital and traditional) Agency Type % Traditional advertising or marketing agency (no In-house digital capabilities) Digital or interactive agency (no in-house traditional capabilities) 3% 5% 3% 44% 45% RELATED RESEARCH INSIGHTS
  63. 63. Different POVs on the Future of Independent Agencies Do you agree or disagree? -“Independent Agencies Do Not Have a Bright Future” Q. Thinking about the advertising industry broadly, do you agree or disagree with the following statement? Independent agencies do not have a bright future – the vast majority will be absorbed by the major holdings. In comparison to digital only shops, full-service agencies were decidedly less optimistic about the future of independent agencies. Only 6% of digital agency respondents agreed with the statement about the demise of independent agencies, compared to 26% of full-service agencies. 26% 16% 58% 6% 14% 80% Agree Disagree Don’t Know/No Opinion Agree Disagree Don’t Know/No Opinion Full Service Agencies with Digital Capabilities Digital Agencies
  64. 64. Different POVs on the Best Route to Growth Do you agree or disagree? - “The best route to growth is through specialization.” Q. Thinking about the advertising industry broadly, do you agree or disagree with the following statement? The best route to growth is through specialization (either by industry vertical or digital services offered) versus a general, full- service approach. A majority of digital agency respondents (56%) agreed that specialization offers the best path to growth as opposed to 32% of respondents from full-service agencies. While not unexpected that a majority of full-service agencies would disagree with such a statement, it was somewhat surprising that so many actually agreed. In other words, almost one third of respondents from full-service agencies said they thought the best route to growth is through specialization, suggesting they 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 of agency) and – as previously stated – they largely agree on key advocacy issues. In short, there is a broad consensus across a range of agency types when it comes to the types of issues we need to fight for in order to drive the industry forward. A few examples… 32% 17% Agree Disagree Don’t Know/No Opinion Agree Disagree Don’t Know/No Opinion Digital Agencies 5% 56% 39%51% Full Service Agencies with Digital Capabilities
  65. 65. Similar Stances on Key Advocacy Issues Q.Which of the following industry issues are most important from your perspective? Please mark up to three choices. For more information on how SoDA is tackling these issues, please contact us at info@sodaspeaks.com. The need to disrupt current models for online display advertising The need for stronger user experience standards and advocating for user-centric design vs. technology as an end in and of itself The need to define better and more equitable contracting standards between agencies, production companies and clients 67% 62% 37% 30% 41% 43% 7% 8% 12% 15% 19% 18% 37% 47%The need to define and lead digital marketing literacy initiatives The need to influence and direct IP/copyright standards and practices The need to influence and direct privacy standards and practices None of these Digital Agencies Full Service Agencies with Digital Capabilities
  66. 66. Specialization Rules! Q. How do you structure your digital marketing assignments between agencies? Digital is clearly seen as a unique domain. Only 11% of clients rely on a lead agency to handle all traditional and digital assignments. The remaining respondents rely on highly specialized digital agencies and production companies, full-service digital shops, or a mix of the two. 52% of clients include highly specialized digital agencies on their roster. Key Insight: Most clients are migrating toward a roster of highly specialized digital agencies, signaling that digital agency ecosystems will likely become more crowded in 2013 and beyond. Doesn’t apply 21% Assignment Structure % 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 We work with a lead agency that handles all digital and traditional assignments 11 We rely on one or more full-service digital agency to handle digital marketing assignments 16% 11% 23% RELATED RESEARCH INSIGHTS
  67. 67. Crowded Digital Agency Ecosystems Q. How many agencies touch digital marketing efforts at your company? 31% of clients use 3 or more agencies to solve their digital challenges, a percentage that is likely to rise as more and more clients increase the number of highly specialized digital agencies on their roster. No. of Agencies % Zero One Two Three Four Five Six Seven Eight Nine Ten or more 13% 23% 26% 17% 9% 5% 1% 1% 1% 0% 4%
  68. 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. 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. Sometimes small budgets make you work harder.  With that in mind, we wanted to stay away from digital novelty and focus on the guts of marketing right now. The past decade has seen marketing departments 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, Mark Pollard Modern Marketer Section Editor VP Brand Strategy, Big Spaceship
  70. 70. Econsultancy’s VP of US Research shares the agency’s point of view on what makes a great client. It’s not as self-serving as one might think.  Revel in the irony – quietly.
  71. 71. The SoDAReport Section 3 : Modern Marketers Sandy Fleischer, Managing Partner, Pound & Grain The Age of Agile Agile Marketing is an evolving marketing management framework. This article discusses why and how you should implement it. The last thing we need is another article about how digital marketing and social media have transformed everything. We get it. The relationship between the consumer and brands has changed. While most marketing departments are committed to digital marketing, how to effectively execute on these new opportunities remains a challenge. We are now operating in a real-time environment where speed is of the essence, priorities are constantly shifting, and there are a multitude of fragmented touch points to think about. The new age of marketing demands a new kind of marketing management. Welcome to the world of agile marketing. What is Agile Marketing Agile marketing, based on the agile software development methodology, is about putting the customer at the center of everything. It’s an approach designed to capitalize on speed to market, and to thrive in environments of rapid change. Sandy Fleischer is a 15-year veteran of the digital marketing space, and currently Managing Partner at Pound & Grain, a creative agency built for our digital culture. Sandy currently sits on the Board of Overinteractive Media Inc, a social media gaming company, and DigiBC, a non-profit organization with a mission to promote, support and accelerate the growth, competitiveness and sustainability of British Columbia’s digital media and wireless industry. In another life, Sandy is known as DJ Pescatore and on a good day, he can juggle four tennis balls. For more of Sandy’s thoughts on agile marketing, follow him @pescatore.
  72. 72. The principles of agile marketing include: 1. Talk trumps tools People and conversations are more important than process and tools. Open and fluid collaboration on a daily basis between people and departments is a must, and silos are your enemy.What a perfect question! 2. Numbers make opinions 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. Back what works 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. Pair up with a customer 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 “Go to market with many small campaigns frequently on many channels, and then continually iterate to improve campaigns based on feedback and data.”
  73. 73. often, and learn from your mistakes. A Sprint Planning Session can facilitate shared goals between marketing, management, sales and development and ensure priorities and tasks 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. Scrums 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. User Stories 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 “People and conversations are more important than process and tools.”
  74. 74. important for us to build intimate customer tribes rather than large impersonal markets. That was the business case for agile that I needed,” said Ben Watson, VP Marketing for HootSuite. “Now our marketing plans have shifted from laundry lists of tactics to being focused on outcomes, KPIs and (return on) investment, which in turn enables agility from our customer marketing, content and demand teams. Success in marketing is always going to be a work in progress. The easy win here is that being agile helps you try more things, learn from those outcomes, as well as react faster to trends. This leaves you with more awesome to choose from, and trains your teams to be constantly applying data and learning in ways that ultimately improve the outcomes.” Agile marketing will usher in a change in mindset and culture, enabling an organization to capitalize on the opportunities made possible by rapid advances in marketing and technology. It leads to better, more relevant marketing initiatives, and it’s a lot of fun!
  75. 75. The SoDAReport Section 3 : Modern Marketers Stefan Tornquist, VP Research (US), Econsultancy Top 7 Marks of a Great Client Econsultancy recently asked agencies, “What makes a great client?” The seven themes that emerged are consistent and important, especially as marketers look for answers in a chaotic time and agencies seek to be true partners in strategy, customer experience and product development. Each theme is paired with a representative (yet anonymous) quote. So, here they are: the top seven marks of a great client. 1. Open about where they are and where they want to go Stefan Tornquist is the Vice President of Research (US) for Econsultancy. His team covers a wide range of topics related to digital, from tactical best practices to strategic transformation. Stefan’s research and commentary have been featured in mass media publications such as the Wall St. Journal, Business Week and Ad Age as well as virtually every trade press outlet. Stefan is a frequent speaker at industry events, including conferences by the Ad:Tech, the Direct Marketing Association, iMedia, and many others. Stefan began his digital career as a co-founder of rich media pioneer Bluestreak.
  76. 76. “Clients who are willing to discuss their core goals and challenges on a business level and are open to working together with a strategic partner make the best clients. 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. Brave enough to take big steps (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. Transparent with strategy, 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. Self-aware about their own strengths 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 “You need a client that’s more in love with the possibilities than they are afraid of failure.”
  77. 77. before. It can be a tricky environment to navigate because you can paint yourself into a scapegoat corner.” 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. Responsive enough to make 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.” See what respondents to our ’13 Digital Marketing Outlook Survey said adopt training and education.
  78. 78. The SoDAReport Section 3 : Modern Marketers Jim Cuene, Director, Interactive Marketing, General Mills, Inc. The Logic of the New: Getting New Thinking Made How can challenging new creative ideas see the light of day in the Matrix? By grounding the new in a familiar, consumer-centric mindset, bold ideas can seem like logical investments to build great brands. Great, new digital creative ideas want to live. They want to be made. But, the likelihood of a truly bold idea seeing the light of day is pretty small in large organizations, which prefer low risk, high reward over the bold. Often, new ideas are presented breathlessly, with deep passion for the execution or the technology that drives Jim Cuene is the Director of Interactive Marketing at General Mills, where he leads the digital marketing Center of Excellence. The team provides thought leadership and support for brand digital marketing efforts and has strategic and execution responsibilities for centralized consumer digital marketing programs, social media, e-commerce and mobile marketing. When he’s not at work, Jim is an avid cyclist, a work-in- progress chef, and a hack guitar player. He lives in Plymouth, MN with his wife Andrea and sons Cooper and Eli.
  79. 79. it. What gets sold is the excitement of doing something new for the brand with some new technology or a new partner. And, unfortunately, in many organizations that excitement is like a blinking warning light, making it clear that there’s risk with the approach. 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.” “Too many ‘innovative’ ideas are based on a superficial understanding of what consumers really need or want.”
  80. 80. Consumer insights are better than mere experimentation Gain support by demonstrating how the idea can deliver more than short-term market results for the team to buy in. Communicate how the team will learn about the consumer, about innovation in marketing techniques or potentially even new business model opportunities. Push the brand higher Ground the idea in the core brand or company values and demonstrate how the new approach or idea can help elevate or deepen the brand. By demonstrating how the idea is a natural extension of what the brand (or brand team) believes, the idea becomes less a risky part of a time-bound marketing effort, and more of an imperative to establish and communicate the core essence of the brand. For the most part, marketers dislike risk. But, by positioning your new idea against these points, you can show how “the new” is just another logical step to serving the brands end consumers. Image Source: 1. http://www.cse.org.uk/pages/what-we-do/ piloting-new-approaches/
  81. 81. The SoDAReport Section 3 : Modern Marketers Boris Jacquin, Head of Digital, Nando’s Australia The Year of Mobile... Again. 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. Boris has worked in both large and start-up organizations around the world. He specializes in helping companies design and implement their online strategy, and currently heads up digital marketing for Nando’s in Australia.
  82. 82. 1. Put the user at the forefront How and what your website displays on a device says a lot about your brand and your organization. The mobile, tablet and desktop experiences that brands provide must be considered an integral part of the overall brand experience. It is a reflection of how much time a company has spent thinking 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. Make analytics the building block 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. Get to the point and make it easy 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 “The mobile, tablet and desktop experience that brands provide are a reflection of how much time a company has spent thinking about the digital customer journey.”
  83. 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. Avoid device prejudice 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. 84. Sources: 1. http://wallblog.co.uk/2013/01/07/the-five- trends-every-marketer-should-be-aware-of- in-2013/ Image Source: 1. http://us.123rf.com/400wm/400/400/ kolobsek/kolobsek1210/ kolobsek121000215/15562323-3d- illustration-mobile-technology-happy-new- year-on-a-mobile-phone.jpg
  85. 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). What’s the one thing that excites you most about the world of marketing right now? 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? Tap on the questions to jump to the following answers.

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