2013 Digital Marketing Outlook

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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.

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2013 Digital Marketing Outlook

  1. 1. With over 65,000 readers in 2012, The SoDA Reporthas become one of the most read publications in thedigital marketing world. But this is only one expressionof the remarkable community of digital pioneers,creatives and executives that makes up SoDA. With70 member agencies in 22 countries on 5 continents,SoDA has become the leading voice of the digital agencycommunity, representing the top tier of digital agenciesand the most sought after production companies inthe world.As you will see as you explore the pages of this newedition of The SoDA Report, our members freely sharetheir latest thinking on everything from igniting aninnovation-ready mindset to the importance of user-centric design to humorous suggestions for horrible newbuzzwords that we pray never see the light of day. That’sbecause 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, bringtogether over six hundred members across 16 disciplinesin the search for best practices and new ideas. Regularroundtables and webinars showcase critical thought-leaders to our membership and beyond. And this yearour “SoDA Presents” panel program will bring togetherthe cream of our industry at major conferences acrossEurope, North America and Latin America.Six years after 13 digital agency leaders got togetherover dinner in Miami, SoDA has grown into a global“Six years after 13digital agency leadersgot together over dinnerin Miami, SoDA hasgrown into a globalorganization withmembers from NewYork to New Zealand.”Tony QuinIntro
  2. 2. organization with members from New York to NewZealand, enabling us more than ever to accomplish ourmission to advance our industry through Best Practices,Education, and Advocacy.I hope that you find this latest volume of The SoDAReport insightful and valuable, and I invite you to findout more about our programs, resources and membersat www.sodaspeaks.com.Best Wishes,Tony QuinChairman of the Board, SoDACEO, IQ Agency
  3. 3. How agencies, production companies and brandsperceive their value to their respective customers variesgreatly. How one generation perceives value differs fromthe next. Campaigns targeting one consumer segmentare not necessarily perceived the same way by anothersegment. Facing these multiplying realities, how can webuild a better awareness of people’s perceptions of ourservices, products and organizations? This year’s firstedition of The SoDA Report reveals new perspectives,fresh ideas and real concepts of how organizations arebalancing the art and science of perception to succeed inthese fast-paced times.From blowing up what you learned about data fromyour not-so-favorite math teacher, to exploring howforward-thinking companies are laying the groundworkfor a virtuous cycle of innovation, to integrating thebest of technology development processes with quickmarketing smarts, we suggest how you can changeyour company from risk averse to courageous, creative,authentic and agile.Future shifts in marketing are discussed by topexecutives of global brands, tech start-ups, agencies andthe leadership of top trade publications. Among otherthings, they highlight the importance of humanizingdata, creating credible content, advocating for user-centric design, transforming business models, tribebuilding and simplicity.“We see the world, not asit is, but as we are”  – TalmudAngèle BeausoleilForeward
  4. 4. Our writers and editors ponder a broad range ofprovocative questions. Are we responsive to responsivedesign? If focusing on the creation of mobile optimizedcontent is akin to solving a problem from 2007, whatproblems should we be focused on now? What isthe “next” Facebook? Are we living in a “QuantifiedSociety”? How can we become the Master of Design inour organizations. And, does irreverent marketing leadto effective consumption?We propose the use of Improv to cut throughperceptions and expose the real people you are hiring,and that whole-brained folks are truly the next killerapp. We suggest you pay attention to idea thieves, solvereal versus perceived problems and focus on becomingexceptional – which is what innovation is about.So, how can you increase your awareness of both yourown perceptions and the perceptions of others? Start byreading this report. Enjoy.Angèle BeausoleilEditor-in-Chief
  5. 5. Content DevelopmentAngèle BeausoleilEditor-in-Chief of The SoDA Report,Founder & Chief Innovation Officer of Agent Innovateur Inc.Angèle Beausoleil has spent the last two decadesworking with digital agencies, technology companiesand consumer brands on identifying market trends,leading research and development projects throughinnovation labs and crafting strategic plans. Today,she balances her graduate studies (MA/PhD in AppliedInnovation) activities, with teaching Thinking Strategiesat UBC’s d.studio, and a strategic marketing andinvention consulting practice. Angele is also the Editor-in-Chief for The SoDA Report and is an advisory boardmember for the Merging+Media Association, VancouverInternational Film Festival, Kibooco (kids edutainmentstart-up) and the Digital Strategy Committee for theUniversity of British Columbia (UBC). Angèle lives inVancouver with her husband and son.Chris BuettnerManaging Editor of The SoDA Report,SoDA Executive DirectorAfter a career on the digital agency and publisher sidethat spanned 15+ years, Chris Buettner now serves asManaging Editor of The SoDA Report. He is also theExecutive Director of SoDA where he is charged withdeveloping and executing the organization’s overallstrategic vision and growth plan. And with roots inThe SoDA ReportTeam & Partners
  6. 6. journalism, education and the international non-profitworld, the transition to lead SoDA has been a welcomeopportunity to combine many of his talents andpassions. After living in Brazil and Colombia for years,Chris is also fluent in Spanish and Portuguese and is anenthusiastic supporter of SoDA’s initiatives to increaseits footprint in Latin America and around the world.Chris lives in Atlanta with his wife and two daughters.Editorial TeamSean MacPhedranIndustry Insider,Group Planning Director, FuelSean is Group Planning Director at Fuel (based inOttawa, Canada), where he currently works withclients including McDonald’s Europe, Nokia, Matteland Lucasfilm. He specializes in youth marketing,entertainment & game development, and theincorporation of pirates into advertising campaignsfor brands ranging from Jeep to Family Guy. Outsideof Fuel, he is a co-founder of the Ottawa InternationalGame Conference, managed the category-freeTomorrow Awards and spent a good deal of time in theMojave Desert launching people into space at the XPRIZE Foundation. They all came back alive.Craig MenziesAdvocacy,Head of Research and User Experience, DeependCraig is currently the Head of Research and UserExperience at Deepend, a digital and creative agencyheadquartered in Sydney, Australia. Craig is a formerForrester customer experience analyst, and has also heldpositions with iCrossing UK and Vodafone Australia.
  7. 7. Zachary ParadisPeople Power,Director of Innovation Strategy, SapientNitroZachary Jean Paradis is an innovation strategist,professor and author obsessed with transforming livesthrough customer experience. He works at SapientNitro,teaches at the Institute of Design and lives in Chicago.Zachary works with companies to become successfulinnovators by utilizing “experience thinking” as astrategic asset manifested in better offerings, flexibleprocess, and open culture. He works with start-upsand Fortune 1000 companies as diverse as ChryslerAuto Group to Target, Hyatt Hotels to John Deere,M&S to McLaren, and SAP to Yahoo!, evolving serviceand product experiences across digital and physicalchannels. Zachary recently relocated to Chicago fromSapientNitro’s London office.Mark PollardModern Marketer,VP Brand Strategy, Big SpaceshipMark is a brand planner who grew up digital. He builthis first website in 1997 then published the first full-color hip hop magazine in the Southern Hemisphere,while working in dotcoms, digital agencies andadvertising agencies. He is featured in the AdNews Top40 under 40, and won a Gold Account Planning Group(APG) award for his McDonald’s ‘Name It Burger’strategy. A NSW Government initiative listed him as oneof Sydney’s Top 100 Creative Catalysts. Mark is VP ofBrand Strategy at Big Spaceship in New York City.Simon SteinhardtTech Talk,Associate Creative Director, Editorial, JESS3Simon Steinhardt is the Associate Creative Directorof Editorial at JESS3 in Los Angeles. He is co-authorof the forthcoming book Hidden in Plain Sight: How
  8. 8. to Create Extraordinary Products for Tomorrow’sCustomers (HarperBusiness), set for release on April16. Previously, he was managing editor of Swindlemagazine, and has written and edited extensively on artand culture, including contributions to The History ofAmerican Graffiti and Supply and Demand: The Art ofShepard Fairey.Philip RackinResearch Insights,Director of Strategy, MCDAs Director of Strategy at MCD Partners, PhilipRackin helps companies such as Samsung, E*TRADE,Discover Financial, and Genworth identify and developopportunities to grow their businesses with emergingtechnologies. Over the past 15 years, he’s developeddozens of marketing programs, and digital productsfor consumer and B2B clients, including Comcast,Consumer Reports, The Port Authority of NY and NJ,Computer Associates, NARS Cosmetics, Johnnie WalkerScotch Whisky, and the University of PennsylvaniaSchool of Design.Kate RichlingSoDA Showcases,VP of Marketing, PhenomblueAs Phenomblue’s Vice President of Marketing, KateRichling oversees the agency’s marketing and socialmedia outreach, as well as its inbound marketing efforts.Previously, Richling worked in public relations, creatingand executing strategies for a wide variety of brands andnon-profit organizations.
  9. 9. Content/ProductionSoDAwww.sodaspeaks.comOrganizational SponsorAdobewww.adobe.comThe SoDA ReportProduction TeamNatalie Smith, Head of ProductionTodd Harrison, DesignerCourtney Hurt, Production DesignerResearch PartnerEconsultancywww.econsultancy.comCover DesignStruckwww.struck.comTablet Edition/ProdutionUniversal Mindwww.universalmind.comInfographics PartnerPhenombluewww.phenomblue.comPartners
  10. 10. DigitalMarketing OutlookKey Survey FindingsRespondent OverviewMarketers Self-Assess their Digital SavvyClient Investments in Agencies Trending UpwardThe SoDA Report 2013
  11. 11. TheSoDAReport Section 1 : Digital Marketing OutlookSoDA’s Digital Outlook Marketing (DMO) Surveyresults are in. The findings provide evidence that bothdigital agencies and full-service agencies with robustdigital capabilities are taking an increasingly prominentseat at the table with client organizations. In fact, manynot only have a seat, but also a desk and a few familyphotos. More than 1 in 5 of our agency respondentssaid they now have agency employees embedded asspecialized resources at client offices as part of theirservice offering, highlighting a significant shift in client-agency engagement models.Clients, for their part, are getting savvier as well. Whilemuch of this digital acumen is home-grown within clientorganizations, brands are also receiving help from theiragency and production company partners. Nearly onethird of agency respondents are providing educationand training services to those clients who havedeveloped internal teams to handle digital productionand maintenance.So, do digital agencies have a dim future given thisapparent shift toward “in-sourcing” on the clientside? Quite the contrary. Forward-thinking digitalcompanies are finding that the best route to growth is tomake things…to be able to create innovative, effectiveexperiences for both consumers and brands. And thisyear’s DMO Survey results underscore that brandsare increasingly looking to digital agencies to do justthat. We believe the trend toward clients innovating“out-of-house” and maintaining their existingdigital experiences in-house will only become morepronounced this year and into 2014.To support this shift, leading agencies and productioncompanies are working to create a virtuous cycle ofChris BuettnerSoDA Executive Directorand Managing Editor ofThe SoDA ReportAfter a career on the digitalagency and publisher sidethat spanned 15+ years,Chris Buettner now servesas Managing Editor ofThe SoDA Report. He isalso the Executive Directorof Operations at SoDAwhere he is charged withdeveloping and executingthe organization’s overallstrategic vision and growthplan. And with roots injournalism, education andthe international non-profit world, the transitionto lead SoDA has beena welcome opportunityto combine many of histalents and passions.After living in Brazil andColombia for years, Chris
  12. 12. innovation and IP development at their companiesthrough the creation of innovation labs and productincubators. A whopping 40% of agency respondentshave launched product incubators, with the most salientbenefits being happier, more engaged staff and newbusiness success. These are just a few of the trendsemerging from this year’s DMO study.Conducted by Econsultancy, SoDA’s 2013 DigitalOutlook Marketing Survey had 814 respondents, up25% from SoDA’s 2012 study. Marketers representedapproximately one-third of all respondents with a fairlyeven split between companies who primarily marketproducts (33%), services (31%) and a mix of productsand services (36%).Over 84% of respondents were key decision makersand influencers (CMOs, senior executives, VPs anddirectors) with annual marketing budgets ranging fromUS$5M to over US$100M and whose key markets areNorth America (50%), Europe (22%) and APAC (12%).This year saw a growing multinational cross-sectionof respondents, with 12% indicating that no singlecontinent accounts for a majority of their businessrevenue.is also fluent in Spanishand Portuguese and is anenthusiastic supporterof SoDA’s initiatives toincrease its footprint inLatin America and aroundthe world.ABOUT ECONSULTANCYEconsultancy is a community where the world’s digitalmarketing and ecommerce professionals meet to sharpen theirstrategy, source suppliers, get quick answers, compare notes,help each other out and discover how to do everything betteronline. Founded in 1999, Econsultancy has grown to becomethe leading source of independent advice and insight on digitalmarketing and ecommerce. Econsultancy’s reports, events,online resources and training programs help its 10,000+members make better decisions, build business cases, find thebest suppliers, look smart in meetings and accelerate theircareers. Econsultancy is proud to be SoDA’s research partneron this publication for the second consecutive year. For moreinformation, go to http://econsultancy.com/
  13. 13. TheSoDAReport Section 1 : Digital Marketing OutlookRespondent OverviewOrganization TypeConsumer brand (B2C) marketingCorporate brand (B2B) marketingAgencyDigital production studio13%15%35%7%Organization Type %Vendor/service/independent consultantserving the digital marketing industryOther digital marketing professional10%20%Q. Which of thefollowing bestdescribes theorganization youwork for?Agency respondentswere evenly splitbetween digital agenciesand full service agencieswith digital capabilities.See the Related ResearchInsights within IndustryInsider for additionalanalysis on how thesetwo sets of agencyrespondents differ andagree on key industryissues.
  14. 14. Q. Which of thefollowing bestdescribes yourcategory ofconsumer brandmarketing?CPG marketersrepresentedapproximately 50%of the 2013 sample ofconsumer marketers.Respondent OverviewConsumer Marketersby Category31%9%12%48%Consumer Packaged GoodsServicesOtherOEM
  15. 15. Q. Which of thefollowing bestdescribes your title?Over 84% ofrespondents were keydecision makers andinfluencers (CMOs,senior executives, VPsand directors.Respondent OverviewJob TitleC-level executive (e.g., CMO)Vice president (including SVP & EVP) of marketing26%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 technologyDirector/manager of market researchCustomer segment owner or customer program managerDirector/manager of marketing services or operationsOther (please specify)
  16. 16. Q. From whichregion do themajority of yourbusiness revenuescome?North Americanrespondents represented50% of the sample (downfrom approximately60% in the 2012 study),with Europe and Asiamaking up an additionalthird. Just over 1 in 10respondents (11%) hailedfrom multinationalswith a diversifiedrevenue stream acrosscontinents, up from 8%in last year’s study.Global Business ReachBy Continent22%3%2%12%11%North AmericaEuropeAPACLess than half of our revenuescome fom any one continentSouth AmericaAfrica50%
  17. 17. TheSoDAReport Section 1 : Digital Marketing OutlookMarketersSelf-Assess theirDigital SavvyQ. How would you describe thedigital marketing sophisticationof your organization? (posed toclient-side respondents)Fifty-four percent of clientrespondents describe theirorganizations as “sophisticated” or“very sophisticated” when it comes todigital marketing, an assertion thata large cross-section of agency andproduction company respondentssupport.When agencies and productioncompanies were asked how they’reseeing their clients evolve, theincreasing digital savvy of client-side organizations – as suggested byclients’ own self-assessments notedin the pie chart above – became evenmore pronounced. While the poolof client-side respondents to SoDA’sKey Insight:Digital acumen on the client side is spiking.26%5%1%12%34%22%Somewhat SophisticatedAbout AverageVery SophisticatedSomewhat UnsophisticatedVery UnsophisticatedNo Opinion
  18. 18. survey may be more sophisticated than the generalpopulation of brand marketers, we believe increasingdigital acumen on the client side is a trend that willbecome more pronounced and pervasive in the years tocome.A few highlights from agency responses:“Many of our clients are bypassing traditionalmarketing for digital marketing. That isn’t surprising,but what is a shocker is that they’re clamoring fordigital experiences that are uber personalized.Knowing a customer’s name isn’t sufficient. They’reasking for higher customer engagement throughcomplex personalization. For example, aggregatingall user interactions (implicit and explicit) and serving‘personalized’ content based on that data. In otherwords, determining user preferences without directlyburdening the user for that information.”“One of the savvier trends we’re seeing among clientsis toward custom behavioral marketing driven byintegration of data platforms to allow for real-time ornear real-time optimization and iteration (i.e., agilecampaign planning and performance management).”“We’re seeing a real trend toward more digitallyexperienced marketers being promoted to more seniorroles within client-side organizations.”“In their quest to do more with less, clients areacquiring more digital expertise, either through theaddition of digital agencies to their rosters and/orcreating internal digital teams, often by hiring formeragency professionals.”“Marketing and Technology teams are working moreclosely together on the client side. Such cross functionalteams are driving the delivery of innovative new
  19. 19. marketing abilities.”“More technologies and technology skills are enteringthe marketing department on the client side. We call itthe rise of the Marketing Technologist.”“We’re finding that marketing professionals atforward-thinking client organizations not only havea strong holistic understanding of how their companybusiness operates, but also much more technical savvyin understanding internal systems as well as customersdevices and touchpoints.”“Clients who used to work in silos are now tearingdown walls between departments to integrate moreclosely with teams who have consumer-facing roles orare involved in product development.”
  20. 20. TheSoDAReport Section 1 : Digital Marketing OutlookClient Investmentsin AgenciesTrending UpwardQ. Which of the followingbest describes yourorganization’s approach tomanaging and executingdigital marketing withagency partners?Nearly 30% of client respondentsindicated they were increasingagency investments in digitalmarketing efforts this year. Thisis not only a testament to thefact that the global economy hasshown signs of improvement(albeit far from robust growth),but also to the realization thatdigital provides stronger valuethan other channels as indicatedin the next table on budgetingshifts.Key Insight:Digital marketing budgets and clientinvestments in digital agencies will grow at amore intense pace in 2013 and 2014.28%14%44%14%We’re Maintaining the Status QuoWe’re Increasing our Agency InvestmentsWe’re Decreasing our Agency Investments Over TimeDoesn’t Apply to Us
  21. 21. Some of the reasons…• Agencies are benefitting from clients’reluctance to expand headcount. While manyclients are expanding internal teams focusedon executing and maintaining existing digitalinitiatives, most are looking to agencies forcounsel and support when it comes to moresenior-level, strategic digital marketingroles. • The measurability of digital has given itmore clout, although – admittedly – miningthe avalanche of data generated by digitalefforts is still a major challenge for bothclients and agencies.• More of the clients’ audiences are payingattention to them on digital channels.
  22. 22. Budget DecisionsShifting inFavor of DigitalWe’re decreasing our digital marketing budgetsWe’re maintaining the status quo11%34%Other (please specify)16%0%Projected Budget %We’re increasing our digital marketing budgets withoutincreasing overall marketing spend (reallocating existingbudget into digital)We’re increasing our digital marketing budgets andincreasing our overall marketing spend39%Q. Which of the following best describes yourorganization’s projected budget for digitalmarketing initiatives in 2013?Almost 40% of clients indicated they are increasingdigital budgets without increasing their overallmarketing spend (reallocating existing budget intodigital). Another 16% say they’re increasing the overallsize of the marketing pie (increasing overall spendand digital budgets). Any way you slice it, this is goodnews when it comes to the value being placed on digitalmarketing efforts.
  23. 23. Industry InsiderSection PrefaceThe Psycho-Dynamics of Experience DesignPutting Innovation to the TestAgency Ecosystems That WorkWhy Your Math Teacher is Killing Your CreativityThe Point of AwardsRecruitment Agencies: Breaking Old Perceptions30 Seconds of WisdomThe SoDA Buzz Word LauncherGoing East – Why Asia Should Be on Your Growth RoadmapRelated Research InsightsThe SoDA Report 2013
  24. 24. TheSoDAReport Section 2 : Industry InsiderOne of the most challenging issues facing digitalagencies and production companies over the pastdecade has been the lack of shared insight. As thepioneers of 10 – and even 5 – years ago blazed theirway through new technologies and changes in mediaconsumption, the lack of good discussion, best practicesand 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 betterpath to success than a case study to follow.SoDA has played a key role in elevating dialogue andbest practices in the industry by providing a forum forindustry insiders to share issues that are unique to thenew generation of advertising. It’s my hope as the Editorfor this section that it will remain “always in beta” andthat it presents the fluid sensibility of a discussion- what makes SoDA unique. I welcome anyone tocontribute by emailing me at sean@fuelyouth.comIn this issue, Tony Quin, SoDA’s Chairman & CEO ofIQ, provides insight into the most critical, but oftenoverlooked, element of interactive – The Click. JoeOlsen, CEO of Phenomblue, discusses what innovationculture looks like in practice, and Matt Weston,Copywriter at Soap, gives his perspective on theevolution of the creative team from the trenches.Controversy abounds as we address Awards Showsand Recruitment Firms with Ignacio Oreamuno,Executive Director of the Art Directors Club, andAndrea Bertignoll, President of KANND Recruiting.With interviews, we explore how these two areas arecritical to our industry.Sean MacPhedranIndustry Insider SectionEditorGroup Planning Director,Fuel
  25. 25. Finally, we open the floor to members, with 30 Secondsof Wisdom on a wide range of topics, and present someamusing suggestions for horrible new buzzwords thatwe’ll collectively pray never enter the lexicon.
  26. 26. TheSoDAReport Section 2 : Industry InsiderTony Quin, Principal, IQThe Psycho-Dynamics ofExperience DesignFor years I have been preaching the strategyof Click/Reward. The idea is simple, every timesomeone clicks within a digital experiencesomething pleasant should happen. This idea,while perhaps intuitive, flows from a numberof observations. First, we live in an instantgratification society, and, of course, we areall pleasure hounds. But, more importantly, itcomes from mapping buyer psychology tothe sales process.With a background asa writer, director andproducer of network TVshows and commercialsin LA, Tony Quin foundedIQ in 1995 as an agencyspecializing in television.In 1999, IQ began thetransformation to adigital agency. Today theagency counts numerousFortune 100 companiesas clients and has wonnumerous national andinternational awards. Bornand educated in the UK,Tony is a founding memberof SoDA and Chairman ofthe Board. He also serveson the Board of the Schoolof Communications at ElonUniversity.
  27. 27. Understanding the BuyerHow the unique dynamics of digital media connect withthe psychology of a buyer, on the path to purchase, isthe key to creating successful digital experiences.  Thispath today is often presented as a wonderfully busychart with a myriad of touch points and influences.But in the end we all go through the same simpleprocess: first we are unaware of a specific need, thenwe recognize it as a potential need, then we explore itsvalue. And then, if we continue, we evaluate our options,finally make a choice and buy.Yes, there are many factors and forces that influencethis along the way, but block out all that noise for aminute and focus on the buyer’s basic motivations.Through this process our motivation shifts from passivein the early stages, and unwilling to invest much effort,to active in the later stages once our intention startsto crystallize.Creating the User PathOur earliest attempts at IQ to codify these psycho-dynamics, and create experiences that enable the buyingprocess, were expressed in the UX principles of DirectedChoice and Incremental Engagement. Directed Choiceessentially holds that unknown visitors to a brand siteshould be assumed to be in marketing explorationmode; passive and without formed motivation. At thisstage, it is the brand’s responsibility to make choice veryeasy and intuitive, to reduce or eliminate work, analysisand the number of choices. Of course someone with atask to accomplish can always self identify at any time.Next comes Incremental Engagement. This breakscomplex value propositions into steps where each steprequires a choice that takes the user closer to personalrelevance. This UX principle recognizes that mostvalue propositions are complex and require a timecommitment from the prospect in order to receive
  28. 28. the whole story. The problem is that before prospectsare sufficiently motivated they won’t commit to aninvestment of time or effort, so we make each step asmall commitment. Incremental Engagement is alsobased on recognizing that the more personally relevantsomething is, the more compelling it will be. Everysalesman knows this. If you’re looking for a truck andthe sales guy shows you cars…well, you get the idea, andthat brings us back to click/reward.Rewarding the ClickSo far we have learned that we should make thingsreally easy for prospects at first, we should makecommitments small and get them to what’s personallyrelevant as quickly as possible. But this is all prettyanalytical. It assumes that people are pursuing theirinterests analytically. Actually, evidence suggests thatpeople explore and make decisions more emotionallythan we think. As Charles Hannon, professor ofComputing and Information Studies at Washington &Jefferson College, discusses in this excellent post, thedopamine reward system produces good or bad feelingsbased on what we do in the world.The implication of this, as Jonah Lehrer explains in hisbook How We Decide, is that rational decision making,thought to trump the emotions since Plato, is actuallynot how we do it. Recent neuroscience has reversed thisage old model of how human beings make decisionsby showing that indeed emotions, some stimulated bythe dopamine reward system, are core to the process.It seems that we follow patterns instinctively and whenpatterns are supported, and just to confuse things,sometimes even when not, dopamine is triggered thatreinforces our decision-making.That means every time we make a successful click orget rewarded on our path to purchase we get a shot ofdopamine, which reinforces what we are doing. This“IncrementalEngagement is alsobased on recognizingthat the more personallyrelevant something is,the more compellingit will be.”
  29. 29. clearly tells us that we should be designing interactionsto understand and follow the emotional journey abuyer makes on the way to a sale, and to study wherewe are on the emotional/analytical continuum at everymoment of the path to purchase. This insight allows usto focus our experience design so that we re-enforce ourprospect’s natural process rather than block it.
  30. 30. TheSoDAReport Section 2 : Industry InsiderJoe Olsen, President & CEO, PhenombluePuttingInnovationto the TestToday we see so many companies callthemselves “innovative”—whether or notevidence exists to support the claim.While you can’t become innovative justbecause you say you are, you can easilyfacilitate an innovation-ready mindset.Like learning a new language, innovationtakes knowledge, risk, innate talent and thewillingness to try out new things with trustedpeers in private before putting yourself to thepublic test. Above all, it takes belief in theworthiness of the goal and a commitment towork hard enough to get good.Innovation initiatives can help build your agency’scapacity for success. Like immersive language courses,Joe Olsen is the Presidentand CEO of Phenomblue,an industry-leading brandexperience agency. Heco-founded the agency in2004, which has officesin Omaha, NE, and LosAngeles, CA. Phenombluehas been featured in USAToday, Ad Age, The NewYork Times, Fast Companyand Inspired Magazine andhas received recognitionfrom the Webby Awards,the CLIO Awards, SXSWInteractive Awards andthe Favourite WebsiteAwards. He is a seasonedentrepreneur, the creator ofthe Drop Kick Platform anda co-founder of Drop KickVentures.
  31. 31. these initiatives are intense learning experiencesthat generate results quickly. Put some passionate,intelligent, curiously caffeinated people in a room whoare willing to devote their imaginative faculties to solvea specific problem, and you position your agency to dosomething useful nobody ever has before.Agencies can start an innovation initiative in their officewithout too much trouble. Get some white boards,markers, pencils, paper, beer and Red Bull, and gatheryour finest minds in a room just uncomfortable enoughto keep everyone relaxed but alert. Set aside a day for aninnovation exercise, so everyone takes it seriously. Thenlet your team define a problem it wants to solve, andleave them alone until they’re done or asking for help.We call these Bonus Days at Phenomblue. Once aquarter, our agency goes dark for 24 hours—meaning noclient work whatsoever—while we split into teams andcompete for Bonus Day glory. Each team takes a projectfrom start to finish in a single day. The only rules,other than “no client work,” are that we all presentour projects to the company the next day and abide bymaritime law.Phenomblue also implements large-scale innovationinitiatives, like Signature Reserve, a semiannualexperiment where we devote 200 billable hours to aninternal passion project—no strings attached, other thana finished product that provides real utility.Finally, Skunkworks takes our best ideas and puts themthrough a rigorous vetting process conducted by agencyleadership. If the idea succeeds, it gets produced duringclient gap time. It could then get financed, incubatedand spun off into its own business through Drop KickVentures—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 aninnovation initiative intheir office without toomuch trouble. Get somewhite boards, markers,pencils, paper, beer andRed Bull, and gatheryour finest minds in aroom just uncomfortableenough to keep everyonerelaxed but alert.”
  32. 32. Phenomblue absorbs the cost of our innovationinitiatives because we know the payoff is worth it.Whether it’s a new piece of technology we don’t knowwhat to do with yet, a super-successful campaign fora client or a market-ready product, our innovationinitiatives keep our team prepared for the chance ofa breakthrough idea.Like language, innovation is dynamic. If you don’tpush yourself to practice, you might lose it. Innovationinitiatives can help.Image Source:1. http://pbfcomics.com/197/
  33. 33. TheSoDAReport Section 2 : Industry InsiderMatt Weston, Copywriter, Soap CreativeAgencyEcosystemsThat WorkThe experience of advertising creativeshas changed radically over the past decade.We’ve moved from creative teams of two intomultidisciplinary teams, and, as often as not,no two are ever alike.Digital advertising is breaking down traditionalbarriers between thinkers and doers - multidisciplinaryteams now rule the studio. As a copywriter rebornin a digital agency, I now routinely bump brain cellswith technologists who would previously have been inanother room.Matt Weston is seniorcopywriter at SOAPCreative LA. Born in theUK, he has worked atseveral ad agencies acrossthe globe in Sydney, Parisand now Los Angeles.He has created severalintegrated ad campaignsacross digital, tv, print,outdoor and radio. Heloves Marmite on toast,DnB and butchering Frenchas a second language.Preferably all threetogether.
  34. 34. A couple of years ago I was reading a chapter in oneof the new creative bibles concerning an interestingcultural change within one of the hottest digitalagencies. The agency in question had challengedthe versatility of the traditional copywriter + artdirector creative team structure and had set aboutcreating new teams made up of creative technologist +designer + copywriter.Such change was radical for traditional ad agenciesmaybe, but for many digital agencies it’s one that hasbeen far more organic in nature.Why? Clients in digital are often looking for a big idea,but one that ‘pulls’ their target market’s attentionwithin the constantly-evolving, multi-platformdigital landscape.That requires great creative and strategic planning, butjust as importantly, technological literacy.Whether it’s an idea tailor-made for a social networkor a piece of interactive art that demonstrates theproduct benefits, technologists are part of the creativeprocess now more than ever.And so it was, as the newly-hired ‘ad guy’ at a digitalagency, I found myself brainstorming in a room with asocial media manager, planner, designer and javascriptdeveloper.“Where is my art director?” my mind went. “Be quiet!” itreplied rather disturbingly to itself, “They just asked yousomething and I have no idea what that guy over therejust said.”I thought about what was bothering me so much.It was this - being part of a traditional twosome creativeteam with an art director is fun.“Whether it’s anidea tailor-made fora social network ora piece of interactiveart that demonstratesthe product benefits,technologists are part ofthe creative process nowmore than ever.”
  35. 35. Your partner is your best mate in the agency. Theperson you go into battle with every day against othercreative teams that want your brief. It’s the kind ofcamaraderie that prevents you from tearing a printoutof horrible client feedback into little pieces and collaging‘ASSHOLE’ on your CEO’s skydome of an office.So how did I feel about sitting opposite a guy whoseinspiration came from Minecraft? Rubbing conceptualshoulders with someone who writes PHP? What is PHP?Sure, I knew what I was in for in the digital world. Myinner creative welcomed the shake-up of convention. Ijust didn’t count on my inner adwanker sticking his uglyhead into the mix. But this room didn’t have time for adegos with a close deadline and a reputation to meet itwith a hot digital solution.Of course, the next bit you already know. Ourbrainstorming session worked its productive little buttoff. The social media guy had an awesome gamingsuggestion. The developer came up with a great angleon how to execute it and I tied in the insight behind theidea that was true to the brand.Maybe there was something to this developer-designer-writer-whoever else thing after all.Image Source:1. http://www.atterburybakalarairmuseum.org/Capt._Stratton_Hammon__Mrs._Allred_Nov._1942.jpg
  36. 36. TheSoDAReport Section 2 : Industry InsiderTony Clement, Head of Strategic Planning, TBG DigitalWhy Your MathTeacher is KillingYour Creativity“I’m not a data person.”What if by saying these small words you werepoisoning your agency and slowly chokingoff your career? What if by accepting thisstatement you were carving out corners ofmeasurement misperception and building dataprisons in your own creative community?Let’s do a symptoms check. Do terms like‘pivot tables,’ ‘recursive loops’ and ‘weightedmoving averages’ make you feel frozen withindecision. If so, you need to take a breath,think back to your high school days and curseyour Math Teacher. Pause. Do it again, andthen read on with teenage angst.I blame Mr. ChinMy year 12 math teacher, Mr Chin, was a weird guy.He had a bad beard, bad breath and spoke to thechalkboard for 45 minutes at a time while his classsputtered 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, theanti-Christ to PE, the classroom where no one wantedTony Clement is the Headof Strategic Planningat TBG Digital. Born inBrooklyn, raised in Sydneyand now living in London,he misses all things above5 degrees Celsius. With abackground in Statisticsand a love for Converse,he is a Strategist thatbrings together data andcreativity to help ideasfind their purpose. He hascontributed to four AFAEffectiveness awards andhas an APG award forBest Use of Data. Recentlyjoining TBG, he has workedas Strategist and/or DataGeek for a number of placesincluding Wunderman,BMF Sydney, Leo Burnettand JESS3.
  37. 37. to be at any time of day. And unfortunately, the slowtorturous doctrine of mixing boredom with formulaicmemory tests didn’t come to an end at high school.The truth is over your high school and universityyears, you either avoided math and swayed to arts,or you punished yourself by attending 30 to 40 hoursof lectures each week for years, just to emerge withbattle scars and emotional trauma so deep, it actuallyhindered your ability to speak like a normal human.Your agency and your career need you to leave Mr. Chinat the chalkboard. And instead of coping with data, itneeds you to rethink how it can become a part of thecreative culture so the gap between science and creativecan begin to heal.Could you help your agency see the beauty of science tobuild ideas, and learn how to speak data without usingterms like ‘p-value’ and ‘Central Limit Theorem’ just toget people nodding in synchronized misunderstanding?Well if want those things, tell your Mr. Chin that he isthe one who has failed, because numbers are more thanformulas, suppositions and marks out of 100. Tell himby:Taking the power back from Mr. Chinand giving it to your Inner GeekHave you ever noticed that most people have a hiddenGeek within? But they are pushed down, kept quietand exist in fear. But what’s even more interesting, isevery now and then, you’ll see that person’s eyes lightup when they let the Inner Geek out to solve a ‘data’problem, and the Geek rejoices.Let your Geek out for a walk and take small Geeky stepsto make your Inner Geek stronger.Try this - The next time you go to the data team, sitwith them and ask what they are doing, and how they
  38. 38. are doing it. Or if you have a ‘how do you do that?’question, like, ‘how do you create a pivot table andchart’, just go to them and spend 15 minutes exercisingyour Inner Geek. It’ll be time well spent.I pick pivot tables as a simple example, becausemanaging the information is half the battle and if youcan do this, your Inner Geek will hug you.Rage using the machine -Use the open sources on thenet to learn at machine speedLet’s face it. If you can remember more than a handfulof formulas from high school or university you aredoing extremely well. The human brain has an effectivememory loop of two seconds when it comes to digits,which might explain why it’s so hard to memorize phonenumbers. Fortunately, the internet has more memorythan us all, and making the most of that collectiveintelligence and openness with data is going to help youbecome a data beast.Try this: Ever wanted to learn how your digitaldevelopers and producers build those web apps andother cool digital stuff? Then Code Academy gives youa very friendly and free start to understanding theprinciples of producing digital experiences.Open eyes with art, insteadof blinding them with scienceThe collision of data and design is demonstrating tothe industry the communication potential of data. Andno, I’m not talking just about infographics, that’s oneoutput. I’m talking about getting people to imagine(yes, imagine) what data can reveal to them, why that isprovocative and how to communicate it.“The collision ofdata and designis demonstratingto the industry thecommunicationpotential of data.”
  39. 39. During a data academy session I was doing, I held this upand said, “That is all of my banking transaction data, andI have a problem, but I never expected it to be this bad.”My savings problem is something that I wouldn’thave seen unless I put the information into thisdifferent format. And that is the power of datavisualization, which I think is best said by an Americanmathematician, John W. Tukey in 1977:“The greatest value of a picture is when it forces us tonotice what we never expected to see.”Often organic or manmade facts can propel us to placesof unexpected intuition and insight. And working forthose facts is just another form of applied curiosity.Start to close the gap in your agency by learning a fewtechniques and setting a reminder for Monday saying,‘Let out the Inner Geek, Mr. Chin got it all wrong.’
  40. 40. TheSoDAReport Section 2 : Industry InsiderInterview with Ignacio Oreamuno,Executive Director of the Art Directors ClubThe Pointof AwardsWe caught up with Ignacio as he was enjoyinga mojito in Miami, surveying the locationof his next Award Show – the ADC 92ndAnnual Awards + Festival of Art and Craft inAdvertising and Design.MACPHEDRAN: Why are awards important toour industry?OREAMUNO: It used to be that awards were mainlyabout the winners. Creativity is hard to measure. Onlythe best of your peers can really judge, because so muchof it is qualitative, it’s a craft. We need to collectivelybe able to recognize quality. In an industry that is socreative, we need some kind of benchmark, a goal towork towards, otherwise how do you teach?Some shows are more focused on metrics, but the lineof measurement is so fuzzy that a good analyst can makea terrible campaign look like it performed amazingly.Maybe there was 100 times more media dollars. Maybethey slashed prices at the same time as a horrible adcampaign launched.Ignacio Oreamuno isthe Executive Director ofthe Art Directors Club &President of the TomorrowAwards. He is also thefounder of IHAVEANIDEA,one of the world’s largestonline advertisingcommunities with 12million pages read a year.Interview conductedby Sean MacPhedran,Industry Insider SectionEditor and Group PlanningDirector at Fuel.
  41. 41. The awards industry needs to be more about education.What is that amazing idea that everyone needs tounderstand? What are the 20 amazing ideas this year?They’re all going to be different. Awards are importantbecause they are a forum where we can all share oursuccesses, and the rest of us can learn from them. That’swhy we are pushing to make awards more educational,and not just about handing out trophies.MACPHEDRAN: Do you think awards are relevantto clients? Or are they more about self-congratulation?OREAMUNO: Absolutely. People want to workwith winners because they’re more likely to win again.Awards are an easy way for clients to recognize howwell-respected their agency is by its peers. Not everygreat agency is going to be at the top of the GunnReport, but it tells you something that an agency hasbeen recognized. And clients are as much responsiblefor awards as the agencies. Creatives always complainthat “Oh, I had a great idea, but the client didn’t like it.”But that is as much about risk as it is about how goodthe idea might have been. Maybe the idea was fun, but itwas completely outside of the risk tolerance the client’sstrategy allowed for.Awards help bring clients into the fold of creativity.When Old Spice wins an award, you know… Everyoneknows, that it was an entire team that worked tomake that kind of breakthrough campaign happen. Itcan’t happen without the client. Not just because theyapprove it, but because they’ve helped craft the strategyto bring the brand into a place where it’s ready for thatkind of innovation.And for clients who are looking to the future – when thecreative team has some idea that seems crazy - whenyou can look out into the world and see other risky ideasthat worked, things that broke the mold, it starts to set
  42. 42. a precedent that the only way to win in the marketplaceIS to innovate. To do something different andremarkable. Awards help showcase those successes in aformalized framework.MACPHEDRAN: On the topic of education, how areyou working to bring that value back to the industry?OREAMUNO: Well, on Tomorrow Awards – the entireprogram is designed around education for innovation.Instead of judges hiding in a box and voting, everythingis filmed. Why did they pick that and not this? Youget to see the debate, and there is a lot of debate, thathappens over each choice. But even before it gets to thatstage, we make everyone a judge. If you are a technologyintern in London or a senior Creative Director in Egypt,you have a vote. We wanted people to explore the casesfor themselves.The point of the Tomorrow Awards is to tear downall of the walls. There are no categories. It’s all aboutthe innovation of the idea – and no two are ever alike.We need to train ourselves to think so differently thanbefore, and no one is really doing that for the creatives.The Art Directors Club is currently experiencing a totalre-birth. We’ve gone back to our roots of art and craft.All our programs have been updated to reflect this.From taking our 92nd annual to the tablet to creatinga community for our members that is fun and relevant,instead of preachy and old. The biggest thing we’redoing this year is the 92nd Annual Awards + Festivalof Art and Craft in Advertising and Design which is acompletely new and different type of festival. Instead ofhaving creative directors speak, I’m inviting some of themost inspiring artists from around the world to teachus the skills of craft, creativity and art. We’re going tobe doing everything from photo workshops to legos tocreative brainstorming. And all this will take
  43. 43. place in Miami Beach, a great place for networking. It’sa win win for the industry and for all those who attend.We need to fall back in love with our craft, because theonly thing that separates us from a client is the fact thatwe’re supposed to be creative artists.
  44. 44. TheSoDAReport Section 2 : Industry InsiderInterview with Andrea Bertignoll,President of KANND SolutionsRecruitmentAgencies: BreakingOld PerceptionsOne of the most hotly debated topics isthe need (or lack thereof) for RecruitmentAgencies. We sat down with Andrea Bertignoll,President of KANND Solutions, to get therecruiters perspective on how agencies andrecruiters can work better together.MACPHEDRAN: Why is recruitment treated as thered-headed stepchild of services in our industry?BERTIGNOLL: There are many reasons, but I thinkmost of them are linked to the bad apples of Christmaspast. A poor reputation has built up, I think mainlystemming from the actions of older firms that aren’t asconsultative and haven’t adapted to the changing needsof the clients and candidates. There are still too manyof the stereotypical “body shops” out there who are inthe game to place anyone into a spot vs. making surethat it’s a good fit for both the client and the candidatealike. There is more to it than matching a resume to ajob description and then charging a fee...which is yetanother bone of contention.In addition to all of that, “recruiting” is often seenas something that HR should already be capable ofAndrea Bertignoll servesas the President of KANNDSolutions. Andrea has anacademic background inTechnology and 20 years ofrecruitment and businessmanagement experience.Interview conductedby Sean MacPhedran,Industry Insider SectionEditor and Group PlanningDirector at Fuel.
  45. 45. doing in-house. Not always the case. As the numberof specialized roles keeps expanding, it’s next toimpossible to expect an HR Manager to manageregular HR abilities and still recruit the right personfor the right role for multiple requirements. Seriously,in some of the cases I’ve seen, they are juggling theseresponsibilities and don’t have the authorization to usea recruitment agency to help...something’s got to give.All that said, it’s not that HR Managers are incapableof recruiting, that’s the furthest from the truth, butwe see many of these people essentially trying tohold down two full time jobs...daily HR managementresponsibilities, and recruiting multiple specializedmandates simultaneously.MACPHEDRAN: It seems like a good analogy wouldbe Account Management vs. Business Development?BERTIGNOLL: Absolutely, it’s a perfect analogy.Many HR professionals that I’ve worked with pursuethis career path for the nurturing/farming aspect of it.They are responsible for managing the company’s mostprecious assets... its employees. An HR Manager or eventhe Hiring Managers who sometimes have their ownrecruitment mandates aren’t in the position of hunting,but managing what they have.No company would expect an Account Manager tobe in the mindset of hunting for new clients all thetime. That’s what Business Development does. It’snot just a different role. It’s really a different mindsetand personality type. Recruiters are able to keep moreactive databases. We hunt to find the best talent. Wedevelop relationships with talent and hunt to find asmuch real information as possible. For example, mynew passive candidate “Billy” might have started a newrole a few months ago, but I know that he despises hisnew supervisor and the commute time is already gettingto him. I know this because he tells me when I probefor the right information and simultaneously create
  46. 46. a relationship with him. I know what his key “musthaves” are and they aren’t usually the salary. They canbe anything from the work-life balance to the preferredcorporate culture or anything within... Everyone isdifferent. Our job is to hunt for this information, huntfor the talent, and hunt for the truth... If we don’t, wecan’t make the right match.At the end of the day, many of us are in it because weLOVE matchmaking. I think we just thrive on gettingpeople to “hook up” with the right people. We all havea friend who does that...usually the one trying to geteveryone married. They just get a kick out of helpingpeople connect. Just like your biz dev people who getthe adrenaline rush from closing a deal.MACPHEDRAN: How would you suggest HRManagers go about working with Recruiters then?BERTIGNOLL: Mainly it’s got to be about fit with thecompany. Obviously, from our perspective, a retaineris the best thing. But a contingency-based service isgoing to make your recruiters work a little harder.After a while though, you’ll know what agency youlike to work with and which one is a waste of yourtime... Whether it’s the quality of the talent, the followup, the service, etc. I’d recommend picking a coupleof recruiters that you’ve developed a comfort levelwith... You know, the ones that you trust won’t try and“squeeze a square peg into a round hole.” The onesthat you can say... “get this mandate off of my desk”and they bust their behinds to get it done. The onewho understands your needs and then gives you a fullrundown 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 recruitmenthelp, find a firm you trust. If your company can do it,build a dedicated team, but don’t assume that you’regoing to get the best talent if you haven’t allocatedthe resources.See what respondents toour ’13 Digital MarketingOutlook Survey said werekey job satisfaction factorsfor them. Spoiler alert…it really isn’t just aboutsalary.
  47. 47. MACPHEDRAN: Is there any other advice you’dwant to give?BERTIGNOLL: Most of us who go into business insmall recruitment firms are really just passionate aboutthe challenge. Making the right match for a client’sneeds with the ideal talent gives you the “warm andfuzzies” for lack of a better term. To make that match weneed to have much more than just a job description...We need to know details about the team, new projects,the direct supervisor, soft skills that would be ideal, etc.That said, I’d say always getting the hiring manager/department head involved early and working with yourrecruiters is a good idea. They’re the ones who aregoing to be able to best describe all the nuances of whatthey’re looking for.
  48. 48. TheSoDAReport Section 2 : Industry Insider30 Seconds ofWisdomWe asked SoDA Members what they’d wantto share if they had the conch for 30 seconds.What came back was a deluge of thoughtsranging from usability advice to insights intoclient relations, as well as the occasional joke.Innovation & Creativity“Look for three, big innovative wins and then berelentless in delivering and making sure thosehappen. 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 providesguidance, but it’s not a defined path to guaranteedsuccess.” — Anonymous
  49. 49. Teams“Put your people first and enable them to makechanges: both internally and externally. Thensit back and watch the magic happen.” — Ranae Heuer, Managing Director, Big Spaceship“Don’t be afraid to pull in experts from outside yourown organization. We all want to believe we can doeverything, but, sometimes, pulling in a true expertwill not only end with an incredible result but willalso serve as a learning opportunity for your teams.” — Anonymous“Optimize your time and resources. First thing everyday, we regroup with our team and decide how theday will flow. Now, we start working at 10AM andstop at 7PM. And everything works.” — “The Most Amazing Producer in the World”“Developers and designers need to be more willingto iterate when it comes to development. I still see atrend where Project Managers (stakeholders), afraidof missing a timeline, place pressure on teams to getit 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 surequality - 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 trulysolving problems and providing opportunities, thatresults in revenue growth.” — Kt McBratney, General Manager, Phenomblue
  50. 50. “Preparation. To be prepared is not just showing up10 minutes early to an engagement. Rather it’s theassembly and construction of knowledge pertainingto the subject. Whether this is researching a companybefore a job interview or gathering vital credentialsfrom clients, you aren’t truly prepared unless you’vereally done your homework.” — Lyndze Blosser, Interactive Designer, Terralever“Three-way partnerships (traditional agency, client,and digital agency) are fraught with backstabbingdanger.” — Anonymous“Marketers say they understand how paid, earned,and owned media work together, but most don’treally.” — Dave Bovenschulte, EVP Digital Strategy &   Product Development, ZemogaConsumers“Think just as hard about PEOPLE as you doPRODUCT. In this world where everything is setto formulas, segments, demographics, spreadsheets,legalities and logistics, we have to remember thatPEOPLE (we call them consumers) are at the heartof making this all work. These people are human,and they don’t always do the logical things we’d liketo believe that they’ll do.” — Jon Haywood, Planning Director & Cultural Attache,  DARE“Content marketing is king. Embracing brandedcontent has been an important business tactic fora long time, but it’s REALLY important now thatconsumers 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 marketingchannel. My advice, don’t believe the hype people...it’s alive and well, and here to stay.” — Andy Parnell, SVP, Client Services, TerraleverUsability“Use technology to create utility; don’t use it to makethings more convenient. If convenience is the goal,our society is fucked. (And don’t let technologyreplace good craft.) And... JUST BE HONEST.” — Erin Standley, Design Director, Phenomblue“Social media web toolbars that live at the bottom ofthe webpage - these need to die a painful death andgo to their specially assigned rung in hell. Just aboutthe biggest annoyance currently in the web world.” — Andrew Hainen, Interaction Designer, Enlighten“Always do wireframes or sketch interfaces beforestarting design. It’s easier to move around boxes andshapes as you think about the experience than it isto redesign parts as you’re working towards a greatuser experience.” — Joe Branton, Design Director, Grow InteractiveImage Source:1. http://cloudfront.inthecapital.com/files/2012/08/dalai-lama-points-his-finger.jpg
  52. 52. TheSoDAReport Section 2 : Industry InsiderThe SoDA BuzzWord LauncherIdeation, Phygital, Viral, Interactive Video,Gamification, Momversation, Phablet, NativeAdvertising, Big Data, Monetization, Engageand Social Currency are all words that SoDAmembers suggested for permanent deletionfrom our professional vocabularies. Butwhat should replace them? We received aslew of suggestions for horribly unnecessarybuzzwords, and hope that you will begin to usethem in everyday discussion. Nudge nudge,wink wink.QualitangibleDefinition: Insights that ride the threshold betweenqualitative observations and wild hearsay, but need agood label to be taken seriously.“It’s useful for those occasions when you need topass off a conversation with your mate at the pubas a research driven insight,” suggests Amer Iqbalfrom Deepend.In use: “Most consumers will tell you that theyuse their smartphone in the washroom. We had
  53. 53. a qualitangible insight that this pattern of behaviorcarries over to urinals as well, but with a loweradoption rate. It indicates that our Urinal Puck ARExperience is going to be well received by our targetaudience.”Web 10.01Definition: A level of digital integration so broad andadvanced that it encompasses all innovation for thenext 40 years, removing any need for further versionupgrades in vocabulary.In use: “Your Xbox 720 fell in love with your GoogleGlasses over Vine? That’s so Web 10.0. We shouldleverage this for our online dating client.”Corporate Bohemian2Definition: An employee who follows the lifestyleof a Key West transient while working for a largecorporation.In use: “Oh yeah, Chuck is great. Total CorporateBohemian. He threw a killer brainstorm in hisoffice over drinks and a few of us just crashedunder his desk. Haven’t seen him in weeks, but thepresentation went really well.”Moupon3Definition: A coupon that works on your mobilephone.In use: “It’s like a coupon, but for your mobile phone.We call it a moupon. I’m pitching it tomorrow as theGrey Poupon Moupon. It’s got legs.”Non-tourage4Definition: A party of one. A term used to describenon-social behavior within social networks, or an
  54. 54. individual so connected in the physical world to theirdigital network that their “entourage” is invisible.In use: “That guy over there at table 5 said he was aparty of 8, but he meant his non-tourage. He’s beenin a Google Hangout for 2 hours and I think he’s alsorunning Chatroulette.”Egosystem5Definition: A self-sustaining system of egomania onlytenuously connected to reality, but necessary for thelife of projects and its own livelihood.In use: “It’s a great idea, but we need to incorporatemore pet concepts and buzz words or it will neversurvive long enough in the egosystem to get tomarket.”Yak-a-demia6Definition: The eye of the buzz word tornado. Ararified group in which only theory and discussion,never execution, is the currency of value.In use: “I went to a workshop at AGENCYREDACTED but it was total yak-a-demia. We weresupposed to learn about producing for transmedia,but it was just a bunch of art videos and out-of-context Henry Jenkins quotes.”Digitable7Definition: A person who interacts so much withtechnology they are rendered into a vegetable.In use: “Wendy is really on top of all this social mediastuff, but she’s a total digitable in meetings. One timeI spilled a coffee on her and she didn’t even notice.”
  55. 55. Let’s get to bidness!!!8Definition: A phrase used to spur a group intoaction. Usually used after 2am or while sufferingfrom a head cold.In use: “Let’s get to bidness!!! Our pitch is in 4 hoursand I think Phil might have been arrested. Didanyone pay the bill?”Term Contributors:1. Andy Parnell, SVP, Client Services, Terralever2. Anonymous3. Tessa Wegert, Communications Director,Enlighten and Media Buying Columnist,ClickZ.com4-6. David Rossiter, Creative Director,Enlighten7. Karl Reynolds, Creative Director, DeependSydney8. Matt Walsh, Director of BusinessDevelopment, Resn
  56. 56. TheSoDAReport Section 2 : Industry InsiderMing Chan, CEO, The1stMovementGoing East – WhyAsia Should Be onYour Growth RoadmapHaving spent more than 15 years growing upin Hong Kong (and still visiting every year), Ihave always paid extra attention to the Asianmarkets since I founded The1stMovement inLos Angeles in 2006. In early 2012 we openedour first Asian office in Hong Kong, and welearned a lot from this experience. I wanted toshare some of the lessons we learned for thosecompanies who are also considering a moveinto Asia.As Founder and CEOof The1stMovement,Ming was named asone of the “Top 10 AsianEntrepreneurs” by Inc.Magazine, and has ledthe agency to numerousaccolades including:three-time Inc. 500’s“Fastest Growing PrivateCompanies in America,”three-time “Best Placesto work in LA,” and “Top20 Advertising Agencies”in LA and Denver.The1stMovement has alsocreated custom digitalsolutions for some of theworld’s most well-knownbrands 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 500companies in the world are headquartered inAsia1• 12 out of the 20 fastest growing countries inthe world are in Asia, and have an averageof 7% GDP growth in 2012 (vs. <2% growthfrom US)2• Overall advertising spends in Asia areprojected 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 overUS$49 billion worth of investment into Chinaalone each year since 20094With that context, here are the most important thingswe learned along the way:1. Asia is enormous and diverseAsia is the world’s largest and most populouscontinent with 48 separate and uniquecountries, home to 60% of the world’spopulation and over 2,000 different spokenlanguages. Firms in Asia increasingly andregularly do business in more than onecountry, as we did recently with a projectlaunched in 15 countries and in 7 languages.All on the same day at the same time. Thisrequired real on the ground local knowledgeand cultural understanding.2. Your entry point is criticalProjected to become the largest economyby the end of 20165, China might be yourultimate target market, but there are stillserious challenges to setting up shop there.“China might be yourultimate target market,but there are still seriouschallenges to setting upshop there. The mostsignificant barrier issimply fundamentalcultural differencesbetween East andWest.”
  58. 58. The most significant barrier is simplyfundamental cultural differences betweenEast and West. We chose to open in HongKong because it is one of the most multi-cultural cities in the world. But Singaporeis also a good choice as it is a very Western-friendly city for business. And, despite recenteconomic troubles, Japan is still projected tobe top five in the world for digital advertisingspend. Not to be overlooked – Indonesia andMalaysia – are two of the fastest growingcountries on the planet.3. Consumer behavior is different in AsiaWhile there is some opportunity to applywhat we’ve learned in the US to the East, it isimportant not to underestimate differences inconsumer behavior – and not only betweenEast and West, but between differentcountries within Asia. For example, onerecent project taught us that consumers inChina spent on average four times more timeonline than consumers in Indonesia. A factthat caused us to adjust our campaign ideaand local country execution plan.4. Your existing global clients can help youChances are your company is alreadyworking with a client with global reach.Their knowledge, experience and networkwill undoubtedly help with your planning.For us, what started as a pipe dream ofexpanding into Asia quickly became a seriouspursuit when we began working with globalbrands like Cisco, Pentax and Reebok. Theexperience we had working with their teamsin Asia, and understanding how they act,how they communicate and how they think,made our transition into working with alocal Asia brand that much smoother.“Asia is the world’slargest and mostpopulous continentwith 48 separate andunique countries, hometo 60% of the world’spopulation and over2,000 different spokenlanguages.”
  59. 59. Sources:1. http://money.cnn.com/magazines/fortune/global500/2012/full_list/index.html2. 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.pdf4. http://money.cnn.com/2011/01/20/news/international/us_business_chinese_investment_boom/index.htm5. http://www.guardian.co.uk/business/2012/nov/09/china-overtake-us-four-years-oecdImage Source:1. http://www.makino.com.sg/img/about/about_worldmap.png
  60. 60. TheSoDAReport Section 2 : Industry InsiderUndoubtedly, this is a trend that we’ve witnessed in past SoDA researchstudies, but it has become even more pronounced this year. Agenciesand production companies are offering more education and training toclients, and developing labs and incubators to spur a virtuous cycle ofinnovation and IP development. In fact, product incubators are growingquickly 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 arebecoming more proactive and are taking a larger seat at thetable with clients and traditional agencies, based largely onthe unique value and innovative IP they’re delivering.RELATED RESEARCH INSIGHTSThe Innovation Lab ExplosionInnovation labsat full-service anddigital agenciesare proliferating61%39%YesNoQ. Do you have an innovation lab/productincubator within your agency or productioncompany?The call for digital agencies to have increased responsibilities withrespect to product / service innovations on the client side (Note: morethan 1 in 5 client respondents to the ’13 survey say their lead digital
  61. 61. agency will have primary responsibility for product/service innovationat their company in the long term*), coupled with the fact that the vastmajority of agencies believe the best route to growth is to make things(unique, effective experiences and tools for brands and consumers) hasled to the proliferation of innovation labs and product incubators withinthe agency and production company space.Finding and cultivating talent who can contribute to a virtuous cycle ofinnovation for the agency and its clients is an arduous task. However,the very fact that these labs/incubators are being created is generatinga very positive benefit beyond things like VC funding. The initiatives arebolstering employee satisfaction. In fact, agency execs say the numberone benefit of innovation labs is talent retention (i.e., happier, moreengaged staff (47% of respondents).* Most client respondents indicated that internal teams at their companies willcontinue to have primary responsibility for product / service innovation (53% tobe exact), but lead digital agencies ranked second at 22%.
  62. 62. Respondent OverviewAgency TypeQ. Which of the following best describes the type of agencythat you work for?In the 2013 survey, we saw a tremendous increase in the number ofrespondents from traditional advertising or marketing agencies that hadboth traditional and digital capabilities. In fact, agency-side respondentswere almost evenly split between digital agencies (44%) and traditionalshops with digital capabilities (45%).While the two sets of respondents agreed in many areas, their answersdid diverge in a few key topics.Key Insight:Digital agencies and full-service agencies with digitalcapabilities may disagree on business models and the bestpath to growth, but they do agree on the need to focus oninnovation and IP development in order to thrive, and on keyadvocacy issues.PR or social agencyOther (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 AgenciesDo you agree or disagree?-“Independent Agencies DoNot Have a Bright Future”Q. Thinking about the advertising industry broadly, do youagree or disagree with the following statement? Independentagencies do not have a bright future – the vast majority willbe absorbed by the major holdings.In comparison to digital only shops, full-service agencies were decidedlyless optimistic about the future of independent agencies. Only 6% ofdigital agency respondents agreed with the statement about the demiseof independent agencies, compared to 26% of full-service agencies.26%16%58%6%14%80%AgreeDisagreeDon’t Know/No OpinionAgreeDisagreeDon’t Know/No OpinionFull Service Agencies withDigital Capabilities Digital Agencies
  64. 64. Different POVs on the Best Route to GrowthDo you agree or disagree? - “The best route togrowth is through specialization.”Q. Thinking about the advertising industry broadly, do youagree or disagree with the following statement? The bestroute to growth is through specialization (either by industryvertical or digital services offered) versus a general, full-service approach.A majority of digital agency respondents (56%) agreed thatspecialization offers the best path to growth as opposed to 32% ofrespondents from full-service agencies. While not unexpected that amajority of full-service agencies would disagree with such a statement, itwas somewhat surprising that so many actually agreed. In other words,almost one third of respondents from full-service agencies said theythought the best route to growth is through specialization, suggestingthey are not particularly bullish on their own business model.Both types of agencies were equally likely to have a product incubator/ innovation lab within their company (roughly 40% for each type ofagency) and – as previously stated – they largely agree on key advocacyissues. In short, there is a broad consensus across a range of agencytypes when it comes to the types of issues we need to fight for in order todrive the industry forward. A few examples…32%17%AgreeDisagreeDon’t Know/No OpinionAgreeDisagreeDon’t Know/No OpinionDigital Agencies5%56%39%51%Full Service Agencies withDigital Capabilities
  65. 65. Similar Stances on KeyAdvocacy IssuesQ.Which of the following industry issues are most importantfrom your perspective? Please mark up to three choices.For more information on how SoDA is tackling these issues, pleasecontact us at info@sodaspeaks.com.The need to disrupt current models for online display advertisingThe need for stronger user experience standards and advocatingfor user-centric design vs. technology as an end in and of itselfThe need to define better and more equitable contracting standardsbetween agencies, production companies and clients67% 62%37% 30%41% 43%7% 8%12% 15%19% 18%37% 47%The need to define and lead digital marketing literacy initiativesThe need to influence and direct IP/copyrightstandards and practicesThe need to influence and direct privacy standards and practicesNone of theseDigitalAgenciesFull ServiceAgencieswith DigitalCapabilities
  66. 66. Specialization Rules!Q. How do you structure your digital marketing assignmentsbetween agencies?Digital is clearly seen as a unique domain. Only 11% of clients rely ona lead agency to handle all traditional and digital assignments. Theremaining respondents rely on highly specialized digital agencies andproduction companies, full-service digital shops, or a mix of the two.52% of clients include highly specialized digital agencies on their roster.Key Insight:Most clients are migrating toward a roster of highlyspecialized digital agencies, signaling that digital agencyecosystems will likely become more crowded in 2013 andbeyond.Doesn’t apply 21%Assignment Structure %We maintain a roster of highly specialized digitalagencies (search, mobile, social, etc.) 29%We maintain a mix of full-service andhighly specialized digital agenciesWe work with a lead agency that handlesall digital and traditional assignments11We rely on one or more full-service digital agencyto handle digital marketing assignments16%11%23%RELATED RESEARCH INSIGHTS
  67. 67. Crowded DigitalAgency EcosystemsQ. How many agencies touchdigital marketing efforts at yourcompany?31% of clients use 3 or more agencies tosolve their digital challenges, a percentagethat is likely to rise as more and moreclients increase the number of highlyspecialized digital agencies on their roster.No. of Agencies %ZeroOneTwoThreeFourFiveSixSevenEightNineTen or more13%23%26%17%9%5%1%1%1%0%4%
  68. 68. Modern MarketersSection PrefaceThe Age of AgileTop 7 Marks of a Great ClientThe Logic of the New: Getting New Thinking MadeThe Year of the Mobile User…Again2013: Shifts in MarketingHow the Irreverent Approach to Marketing isThe Approach to Marketing –An Interview with Dollar Shave Club CEO, Michael DubinRelated Research InsightsThe SoDA Report 2013
  69. 69. TheSoDAReport Section 3 : Modern MarketersThe central irony in this issue’s Modern Marketersection is this: the startup that’s earned some ofthe most attention in the past year is simply doingMarketing 101. The CEO wants to solve a problemfor a particular group of people, he’s able to tell thecompany’s story in a captivating way, he tests anditerates, and then rinse-and-repeat. Digital channels justhappen 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 digitalnovelty and focus on the guts of marketing right now.The past decade has seen marketing departmentsshift in size and DNA. Companies are asking moreof marketers – to work faster, to work out theconfusing agency relationships their predecessors haveestablished, and to save money while working in a morecomplex world. The noise, the noise. What do you do when the world gets noisy? Turn itdown and get back to basics. Solve problems, exploreinsights, watch behavior, and then test and learn. So,in this section you’ll hear the very straight-forwardapproach to marketing of the Dollar Shave Club’s CEO.You’ll hear from Nando’s about the slow-to-evolverestaurant industry, much of which still use PDFs as akey content format. And you’ll hear from General Millsabout the challenges that new thinking finds in verylarge organizations. We also picked the brains of journalists and editorsfrom the likes of Econsultancy, Contagious Magazine,and Marketing Week as well as CMOs and CEOs fromAdobe, Water for People and Fancred. And to top it off,Mark PollardModern MarketerSection EditorVP Brand Strategy,Big Spaceship
  70. 70. Econsultancy’s VP of US Research shares the agency’spoint of view on what makes a great client. It’s not asself-serving as one might think. Revel in the irony – quietly.
  71. 71. TheSoDAReport Section 3 : Modern MarketersSandy Fleischer,Managing Partner, Pound & GrainThe Age of AgileAgile Marketing is an evolving marketingmanagement framework. This article discusseswhy and how you should implement it.The last thing we need is another article about howdigital marketing and social media have transformedeverything. We get it. The relationship between theconsumer and brands has changed.While most marketing departments are committed todigital marketing, how to effectively execute on thesenew opportunities remains a challenge. We are nowoperating in a real-time environment where speed is ofthe essence, priorities are constantly shifting, and thereare a multitude of fragmented touch points to thinkabout. The new age of marketing demands a new kindof marketing management. Welcome to the world ofagile marketing.What is Agile MarketingAgile marketing, based on the agile softwaredevelopment methodology, is about putting thecustomer at the center of everything. It’s an approachdesigned to capitalize on speed to market, and to thrivein environments of rapid change.Sandy Fleischer is a15-year veteran of thedigital marketing space,and currently ManagingPartner at Pound & Grain,a creative agency built forour digital culture. Sandycurrently sits on the Boardof Overinteractive MediaInc, a social media gamingcompany, and DigiBC, anon-profit organizationwith a mission to promote,support and accelerate thegrowth, competitivenessand sustainability of BritishColumbia’s digital mediaand wireless industry.In another life, Sandy isknown as DJ Pescatoreand on a good day, he canjuggle four tennis balls. Formore of Sandy’s thoughtson agile marketing, followhim @pescatore.
  72. 72. The principles of agile marketing include:1. Talk trumps toolsPeople and conversations are moreimportant than process and tools. Open andfluid collaboration on a daily basis betweenpeople and departments is a must, and silosare your enemy.What a perfect question!2. Numbers make opinionsMeasurement and testing are critical, andshould guide your decisions over conventionsor personal opinions. Here’s your shot todefine your objectives, and continuallymeasure if you are achieving them.3. Back what worksGo to market with many small campaignsfrequently on many channels, and thencontinually iterate to improve campaignsbased on feedback and data. There is no needto bet the farm on one or two major annualcampaigns.4. Pair up with a customerBring your customers right into themarketing process. Digital allows you tolisten, learn, and then enable your customersto become the advocates of your brand.How to live agilelyWhile agile marketing is a fairly simple concept, it mayrequire significant changes to how you and your team(which may include your agency) are currently working.Here are some key elements recommended to put agilemarketing into practice.1. SprintsLarge project plans are broken down in tosmaller pieces or sprints, to enable frequentand immediate feedback. Build fast, build“Go to market withmany small campaignsfrequently on manychannels, and thencontinually iterate toimprove campaignsbased on feedbackand data.”
  73. 73. often, and learn from your mistakes. A SprintPlanning Session can facilitate shared goalsbetween marketing, management, sales anddevelopment and ensure priorities and tasksare agreed to based on resource availability.If you consider an annual marketing plan,this can be broken down into sprints wherethe plan is refined and updated on a monthlybasis. At the end of the sprint, Review andRetrospective Meetings are held to discusswhat was accomplished and how thingswent. These meetings are key, as theyfacilitate continuous improvement.2. ScrumsThe sprint itself is managed by scrums –daily 15-minute stand-up meetings to discusswhat people did yesterday, what they will dotoday and what obstacles they encounteredalong the way. An appointed scrum masterefficiently leads these meetings, tracksprogress and even bolsters team morale.3. User StoriesUser stories are anything that a consumerwants to accomplish. They identify thevarious needs that any given customersegment may have at various stages of thebuying process. They ensure that appropriatemarketing materials are developed in aconsumer-centric way.Who is using agile marketing?Many progressive companies such as Google,Electronic Arts, and HootSuite have become advocatesof agile marketing.“Given the broad range of customers we have atHootSuite, we had already determined that it was“People andconversations aremore important thanprocess and tools.”
  74. 74. important for us to build intimate customer tribesrather than large impersonal markets. That was thebusiness case for agile that I needed,” said Ben Watson,VP Marketing for HootSuite.“Now our marketing plans have shifted from laundrylists of tactics to being focused on outcomes, KPIs and(return on) investment, which in turn enables agilityfrom our customer marketing, content and demandteams. Success in marketing is always going to be awork in progress. The easy win here is that being agilehelps you try more things, learn from those outcomes,as well as react faster to trends. This leaves you withmore awesome to choose from, and trains your teamsto be constantly applying data and learning in ways thatultimately improve the outcomes.”Agile marketing will usher in a change in mindsetand culture, enabling an organization to capitalize onthe opportunities made possible by rapid advancesin marketing and technology. It leads to better, morerelevant marketing initiatives, and it’s a lot of fun!
  75. 75. TheSoDAReport Section 3 : Modern MarketersStefan Tornquist, VP Research (US), EconsultancyTop 7 Marksof a Great ClientEconsultancy recently asked agencies, “Whatmakes a great client?” The seven themesthat emerged are consistent and important,especially as marketers look for answers ina chaotic time and agencies seek to be truepartners in strategy, customer experience andproduct development. Each theme is pairedwith a representative (yet anonymous) quote.So, here they are: the top seven marks of agreat client.1. Open about where they are and wherethey want to goStefan Tornquist is theVice President of Research(US) for Econsultancy.His team covers a widerange of topics relatedto digital, from tacticalbest practices to strategictransformation. Stefan’sresearch and commentaryhave been featured in massmedia publications suchas the Wall St. Journal,Business Week and Ad Ageas well as virtually everytrade press outlet. Stefanis a frequent speaker atindustry events, includingconferences by the Ad:Tech,the Direct MarketingAssociation, iMedia, andmany others. Stefan beganhis digital career as aco-founder of rich mediapioneer Bluestreak.
  76. 76. “Clients who are willing to discuss theircore goals and challenges on a businesslevel and are open to working together witha strategic partner make the best clients.Those who take more of a ‘This is what weneed’ approach are usually much moredifficult to work with since they don’t valuewhat we do as much. They tend to see ourservice as more of a commodity.”2. Brave enough to take big steps(especially if that’s what theycame looking for)“You need a client that’s more in lovewith the possibilities than they are afraidof failure. Great creative is often risky,changing business processes is risky…anything that’s going to shake things up isrisky. If they want us to come in and makesure 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 needto be transparent. You can’t give strategicadvice if you don’t know their real situation,their strategy, their numbers. If the clientforces third parties to work separately andsequester information from each other, noneof them can approach their potential.”4. Self-aware about their own strengthsand weaknesses“We have conducted several projects fortraditional companies with no digitalexposure trying to get new media productslaunched that flounder because they don’tget how much the game has changed. Weare doing more educating now than ever“You need a client that’smore in love with thepossibilities than theyare afraid of failure.”
  77. 77. before. It can be a tricky environment tonavigate because you can paint yourself intoa scapegoat corner.”5. Respectful of an agency’s skill andof the relationship“You have a bad relationship when the clientlooks to the agency for commoditized servicesthey can get cheaper somewhere else.”6. Responsive enough to makedecisions quickly“If you have to wait at every turn for ideas tobe discussed, deconstructed and approved,you’re not likely to produce good work.Usually the mid-level people completelyunderstand that and sympathize, but sowhat? Some types of marketing can gothrough that process, but not genuinelycreative work.”7. Focused on the people that buyfrom them“When the customer or end-user is reallyat the center of the client’s strategy andoperations, it’s going to work for us.That’s because we bring a deep, externalunderstanding of people - what they wantand what motivates them. That hasn’tchanged with digital. So if the client wantsto grow their business by being focused onwhat their customers want, it’s going to be agreat relationship.”See what respondents toour ’13 Digital MarketingOutlook Survey said adopttraining and education.
  78. 78. TheSoDAReport Section 3 : Modern MarketersJim Cuene, Director, Interactive Marketing,General Mills, Inc.The Logic of theNew: Getting NewThinking MadeHow can challenging new creative ideas seethe light of day in the Matrix? By grounding thenew in a familiar, consumer-centric mindset,bold ideas can seem like logical investments tobuild great brands.Great, new digital creative ideas want to live. Theywant to be made. But, the likelihood of a truly boldidea seeing the light of day is pretty small in largeorganizations, which prefer low risk, high reward overthe bold.Often, new ideas are presented breathlessly, with deeppassion for the execution or the technology that drivesJim Cuene is the Directorof Interactive Marketingat General Mills, where heleads the digital marketingCenter of Excellence.The team providesthought leadershipand support for branddigital marketing effortsand has strategic andexecution responsibilitiesfor centralized consumerdigital marketingprograms, social media,e-commerce and mobilemarketing. When he’snot at work, Jim is anavid cyclist, a work-in-progress chef, and a hackguitar player. He lives inPlymouth, MN with his wifeAndrea and sons Cooperand Eli.
  79. 79. it. What gets sold is the excitement of doing somethingnew for the brand with some new technology or a newpartner. And, unfortunately, in many organizations thatexcitement is like a blinking warning light, making itclear that there’s risk with the approach.We’ve seen the best success with a more pragmaticapproach, one rooted in understanding, utility, corevalues and a future orientation. The approach isn’t sexy,but when new ideas are presented, they’re more likely toget made because they seem like the logical conclusionfrom a rational and consumer-centric orientation.Start with deep, deep consumer insightsDeeper than you typically would go. It’s obvious, buttoo many “innovative” ideas are based on a superficialunderstanding of what consumers really need or want.The best examples of creative innovation we’ve seenhave come from deeper consumer insights, from acreative team that didn’t stop with the brief, that wentdeeper into the challenges, pain points, ambitions orhopes of the consumers we’re connecting with. Doingthe hard work to uncover a unique insight – or at least aunique interpretation of the available insights – is worthit if the goal is to sell in a genuinely new idea.Show how the “New” solveslongstanding consumer needsTranslate for the marketer how the idea will enablethe brand to meet consumers’ needs in meaningful,legitimately useful ways. Show that there are oldproblems, but offer new and better ways to solvethem. Even though it’s a new approach, it still hasto meet longstanding measures of value. The valuecan be functional (time or financial savings, practicalknowledge) or emotional (inspiration, fun, trust,confidence), but ensuring the new concept deliverson serving the consumers’ ambitions will help drivestrategic “buy in.”“Too many‘innovative’ ideas arebased on a superficialunderstanding of whatconsumers really needor want.”
  80. 80. Consumer insights are betterthan mere experimentationGain support by demonstrating how the idea can delivermore than short-term market results for the team tobuy in. Communicate how the team will learn about theconsumer, about innovation in marketing techniques orpotentially even new business model opportunities.Push the brand higherGround the idea in the core brand or company valuesand demonstrate how the new approach or idea canhelp elevate or deepen the brand. By demonstratinghow the idea is a natural extension of what the brand(or brand team) believes, the idea becomes less a riskypart of a time-bound marketing effort, and more ofan imperative to establish and communicate the coreessence of the brand.For the most part, marketers dislike risk. But, bypositioning your new idea against these points, youcan show how “the new” is just another logical step toserving the brands end consumers.Image Source:1. http://www.cse.org.uk/pages/what-we-do/piloting-new-approaches/
  81. 81. TheSoDAReport Section 3 : Modern MarketersBoris Jacquin, Head of Digital, Nando’s AustraliaThe Year ofMobile... Again.If 2012 was the year of mobile, it is clearthat with the rapid introduction of 4G on thenetworks, and with less than 50% of brandsites currently mobile-ready*, 2013 will onceagain be the year of - drum roll, please - mobile.Saying so, however, omits one very crucialelement of why the mobile experience is soimportant – the User. Let’s therefore declare2013 the year of the Mobile User and considerthese four simple tips to make our businesseswork harder for them.Boris has worked inboth large and start-uporganizations around theworld. He specializes inhelping companies designand implement their onlinestrategy, and currentlyheads up digital marketingfor Nando’s in Australia.
  82. 82. 1. Put the user at the forefrontHow and what your website displays on adevice says a lot about your brand and yourorganization. The mobile, tablet and desktopexperiences that brands provide must beconsidered an integral part of the overallbrand experience. It is a reflection of howmuch time a company has spent thinkingabout the digital customer journey.Take, for example, the restaurant industry.Too often visitors are faced with a websitethat is not optimized for mobile at all, or aslimmed down version of a website wherethe most important information is difficultto access.2. Make analytics the building blockBefore designing a mobile version of awebsite, the first thing a marketer needsto do is look at the analytics, where manyanswers to the information architecture lay.The most visited sections of your websiteand the keywords that led to those sectionsalways give some serious pointers.In the case of the QSR industry, threeareas come to mind: Where can I eat? (therestaurant finder), What can I eat? (themenu), How much is it going to cost? (menu,offers, vouchers).3. Get to the point and make it easyMobile users browse on their mobile for verygood reasons. And one of these reasons isnot because they find it pleasant to cranetheir neck in a train or at a traffic light andbrowse with one finger. It’s easy to imaginethat users access your website on a mobilebecause it’s the only device available to“The mobile, tablet anddesktop experience thatbrands provide are areflection of how muchtime a company hasspent thinking aboutthe digital customerjourney.”

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