Perspectives 2013

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Perspectives 2013 is a collection of Reactive's viewpoints from our offices around the world. Download the PDF version from http://www.reactive.com/perspectives-2013.html
The authors live and work in New York, London, Melbourne, Sydney and Auckland.

Published in: Design, Business, Technology

Perspectives 2013

  1. 1. Perspectives 201311 Chapter Heading
  2. 2. Contents
  3. 3. The Great Work ManifestoStephen FoxworthyStrategy Director, Melbourne0106 – 08 00IntroductionTim O’NeillCo-founder & Joint Managing Director04 – 05 The Customer Experience Maturity ModelTim O’NeillCo-founder & Joint Managing Director0209 – 10What Shapes Design?Tim KotsiakosExecutive Creative Director0311 – 14Can’t Touch This! New Interface ChallengesTim BüesingCreative Director, Sydney0415 – 16Shoppable Media: Content Meets CommerceKatrina ScottDesigner, New York0517 – 20Who Owns Your Content?David JonesStrategist / Analyst, Melbourne0621 – 22Chris ThomasChief Search Engineer, Melbourne Richard RamGeneral Manager, Auckland  0723 – 26The Personalisation of EverythingTim O’NeillCo-founder & Joint Managing Director 0827 – 30The New Rules of eCommerce0931 – 32The Future of Connected RetailBradley GrinlintonManaging Director, London1240 – 43Thoughts?1344 – 45The Rise of eCommerce in AsiaRuth HenryProduct Development Manager, Melbourne1137 – 39SoDA Digital Marketing Outlook1033 – 36Measure, Test, Optimise
  4. 4. IntroductionTim O’NeillCo-founder &Joint Managing DirectorWelcome to Perspectives 2013, an insidelook at the hearts and minds of theReactive team, a collection of viewpointsfrom our offices around the world.
  5. 5. IntroductionWe were thrilled with the response to the 2012 edition ofPerspectives. Our goal was to help our clients (and digitalmarketers around the world) filter through the never-endinglist of ‘next big things’ and invest their hard-earned budgetswisely. We think we succeeded in identifying what to watch.In this issue we explore topics that on the surface seembroad, such as evolving touch devices, shoppable films,connected retail environments and Asian eCommerce.But each has a common-thread, and it’s not just theobvious — that they are all ‘digital’. Each article covers away to communicate in a relevant and personal way to youraudience. This theme is explored in The Personalisation ofEverything (page 28), which also asks the question “atwhich point does amazing relevancy become creepy?”.We hope you enjoy Perspectives 2013, and we certainlyhope you find the content relevant to your business or brand.If you agree, disagree, or have a question or comment onany article, please tweet @reactive with #perspectives2013.Thanks for reading.Perspectives 201305
  6. 6. The Great Work ManifestoStephen FoxworthyStrategy Director, MelbourneAt Reactive, our purpose is to produce Great Work.But what is Great Work? Andhow do you know when you’ve produced it?01
  7. 7. The Great Work Manifesto01The Great Work ManifestoReactive’s Great Work Manifesto keeps us focused onproducing work that is creative, effective and challenging.Our clients are GreatFor any business, one of the keys to success is to havehappy, engaged customers. So we strive to produce digitalmarketing that meets and exceeds our clients’ needs, andthe needs of their customers. We push the boundariesof what’s possible in digital, and develop award-winningexperiences that help them reach, engage, convert andretain customers. By doing so, we work to build long-termpartnerships with our clients and help deliver effective returnon their investment.To ensure we’re continually improving our client relationships,we actively measure client satisfaction, which gives us greatinsight into what clients really want from us. We use theNet Promoter System to benchmark ourselves, and use theresults of client interviews and surveys to inform the processof continuously improving our services.But delivering Great Work for clients is just one piece of thepuzzle (albeit a very important one).Our team is GreatNext, we pride ourselves on our team and culture. Reactiveis made up of multi-disciplinary teams of creative digitalexperts — designers, developers, account service andproject management all collaborating to produce digital workof outstanding quality.For any project to be deemed Great Work by our team, itneeds to be of a very high standard. We’re all proud of thework we do, so we continuously strive to produce uniqueand engaging solutions to client problems, and we considerourselves some of the best in the world at what we do.If the work is not original, challenging, creative and innovativefor our team, then it probably isn’t Great Work.Perspectives 201307
  8. 8. The Great Work ManifestoOur business is GreatFinally, it’s possible to deliver outstanding work that meetsall client needs, wins awards, and gives our team a sense ofpride and purpose, but that ends up costing the businessmoney (and eventually would force us to shut up shop!).Thankfully, at Reactive this isn’t an issue because we payvery close attention to the third part of our Great Workequation: our business. We choose to partner with clientswho understand the value of digital marketing and who allowus to do our best work for them.If a project doesn’t come with a fair budget, and theopportunity to deliver the work profitably, then it’s unlikely tobe sustainable — and unsustainable client engagements aredefinitely not Great Work for anyone involved. By assessingour work against these three key outcomes, we can decide ifa project has been worthwhile — and we can find the areaswhere we need to improve in a simple, effective way.At Reactive, we always set out to produce Great Work, soif we find that we haven’t ticked some or all of the boxes,we have to look long and hard at what went wrong in ourprocess, with our client, or with the team to identify how wecan improve in the future.Putting it all together is really GreatSo that’s how you produce Great Work. Make sure your workexceeds the expectations of your clients, is fulfilling for yourteam and allows your company to grow sustainably, andyou’ll be producing Great Work too.Our Clients Our Team Our BusinessDid it solve the problem? Was it challenging? Does it build our reputation?Was it delivered on time? Did it utilise our strengths? Was it profitable?Was it within the budget? Was it best practice? Was it efficiently executed?Was it effective and delivered results? Was it high quality? Was it creative and bug-free?Was it rewarding?Perspectives 201308“We push the boundaries of what’spossible in digital, and developaward-winning experiences that helpcompanies reach, engage,convert and retain customers.”01
  9. 9. The Customer ExperienceMaturity ModelTim O’NeillCo-founder &Joint Managing DirectorSitecore has recently released their Customer ExperienceMaturity Model, a framework for assessing an organisation’sdigital maturity and planning a roadmap for the future.02
  10. 10. The Customer Experience Maturity ModelReactive recently took a look at the model and believe theframework is relevant to any company (not just those thatuse Sitecore) and furthermore to any agency (such asReactive) that provides digital services.The Customer Experience Maturity Model begins with asimple, frank assessment of where in the seven levels ofdigital maturity your company sits. The first step Initiate isappropriate for companies that have ‘brochure-ware’ sites,with little complexity. At the other end of the scale are verymature companies that focus their digital efforts on creatingLifetime Customers. They use intelligence and predictions tooptimise cross-channel customer experience.Each of the seven levels has typical Objectives, KPIsand Focus Areas, making the assessment a reasonablystraightforward process. (Although some may think theyare more “mature” than reality!)Where the model starts getting really interesting is themapping of each level with typical customer experiencesoftware ‘features’, such as Content Distribution, CampaignManagement, Personalisation and Predictions.Interestingly, the model can also be “flipped” by clients andused as a digital agency assessment tool — how mature isyour digital agency? How many of the recommended actionshas your agency actually implemented?The model doesn’t stop there. It goes to extremes outliningmultiple levels of maturity within each feature (such as RulesBased Personalisation to Behavioural Targeting), and thenthe appropriate roles within an organisation for each of thesecustomer experience features.We believe 2013 is the year of Customer Experience. Usingassessment models such as Sitecore’s Customer ExperienceMaturity Model, Reactive can help companies provide ahelpful and beautiful experience for their customers.For more information on the Sitecore Customer Experience MaturityModel, please get in touch with Reactive: www.reactive.comPerspectives 201310
  11. 11. What Shapes Design?Tim KotsiakosExecutive Creative DirectorWhen used successfully, design provides real business value.As the digital world matures and the audience impressionof a brand relies upon their online experience, it can be thedifference between engaging an audience and confusing them.03
  12. 12. What Shapes Design?03In recent years…A lot has changed. Clients have changed. Whereas theyonce sat within the IT department, clients are now fromwithin the marketing, innovation or customer experiencefunctions of a business. Digital budgets are increasing.The user, who is more mobile and more socially connected,now has a greater expectation of their experience. Theuser also has less patience, exacerbated by the growingmagnitude of choice. The technology landscape has alsochanged, resulting in production challenges and advantages.These changes have driven the industry to think aboutthings differently. More interactive experiences require lessclicking from one page to the next, thanks to better browsertechnology and improved on-page production techniques.We have seen an influx of long scrolling pages, parallaxingcontent and clever interactivity or loading sequences (akinto what Flash once provided). And all of these featuresnow work on mobile and tablet. There has been less of anemphasis on fixed navigation appearing along the top layoutand more consideration around how content can be revealedwithin the guts of the page, allowing users to discovercontent as they explore.What Shapes Design?Recognising what has worked well in the past and whatwill be the next big thing with regards to design, is a prettyslippery slope. The first thing to acknowledge is that designfor digital is informed by the following three demands:• The client: their appetite for innovation and risk, theirsuccess criteria, their budget and their deadline• The user: who they are, where they are, whattheir expectation is and what device/technologythey are using• The technology: the ability to produce the experience,on time and on budgetClients sponsor the projects, the user provides the businessopportunity and the technology provides the means. Themost successful projects find perfect harmony betweenthese three demands — the project becomes viable at theintersection of all three. But what is important to note is thateach of these three elements are changing rapidly. Clientsare becoming more experienced, users more demanding andtechnology more innovative. As these elements change, newopportunities within the landscape are created, and a few areworth discussing. Before we get into them, it’s worth goingback in time.Perspectives 201312
  13. 13. Perspectives 2013Responsive Design has made a definite impact on theindustry in recent years, challenging the way we work, alongwith altering finished outcomes. More and more websiteshave incorporated a modular design approach that shufflesthe layout from one device to another, from one resolution toanother. The grid has been an important tool for designers,helping them to create rationalised interfaces and negotiatethings like ‘breakpoints’. Combining all of this with thingslike the visual impact of the new Windows 8 Interface, thechoice for some has been a rather rational, mosaic, andblocky approach.On top of all these trends, typography has finally come tothe party. Today there are many ways for designers to usefonts on the web. Retina displays make for sharper, crispertypography, re-establishing the likelihood of longer formcontent being read by users.In the near future...The changes of recent years will continue to influence theevolution of design in a number of ways. Content is at the topof the list, with most in the industry declaring the importanceof content accessibility on any device, anywhere, and somegoing so far as to suggest the need for content to adapt tothe user. There is no doubt that user profiling and contentpersonalisation will increasingly become a serious part of anycompelling experience.Simplicity, in every aspect, will be a big theme. Design willbe influenced by the requirement for vector graphics andmodular layouts that scale to respond to different settings.Information graphics will be employed more often to help turncomplicated data into information that can be absorbed moreeasily by the user. Thanks to multi-touch technology and anincreasingly confident audience, gestures will become morevernacular and provide more content, allowing interfacesto appear simpler without compromising on functionality.Experiences will become increasingly single-minded as thepopulation of the internet will overflow with new experiences,each one struggling to differentiate.The proliferation and widely accepted usage of applicationsacross multiple devices, combined with users’ growingdemand for consistency between them all, will stretch andchallenge designers. As desktop experiences start adoptingsome ‘app style’ interaction patterns, newly internet-enableddevices like smart TVs and in-car entertainment will needto be considered as part of the ‘eco-system’ of digitalexperiences. Users won’t be satisfied if their experience isinconsistent, incomplete or inappropriate from one device tothe next. Over time the device itself will become transparentin the mind of the user and will simply serve as a windowinto their pool of content.What Shapes Design?13“The user, who is more mobileand more socially connected,now has a greater expectationof their experience.”03
  14. 14. Perspectives 2013 What Shapes Design?‘Signs of life’ will grow in popularity, as more of the audiencewill be looking for experiences and brands that connect withthem on a personal level. We will see more subtle examplesof interactivity mimicking organic shapes or physics andbigger visual statements like water colour brushstrokes,hand-drawn lettering and very personal copywriting. Digitalmarketing campaigns will connect online users with real lifeobjects, in real time, in real environments. Users will engagemore willingly with experiences that make them feel like ahuman again.In summaryThere is definitely a pressure on us to create better and moreinnovative experiences for our clients and their customers.The overall standard of this type of work is strengthening,and it’s only reasonable to engage in the race to be first.Whilst I don’t like using the words ‘trend’ and ‘design’ in thesame sentence, there is no doubt that there are influencesbigger than us contributing to the success (or failure) of somedesign choices over others. My gut feeling is that the mostsuccessful projects, those which will be timeless, will bebased on good old thinking, an empathy for the user, andtraditional design principles that have been around for years.If the experience provides no meaning or convenience to theuser, its days are numbered.“Over time the device itself willbecome transparent in the mind ofthe user and will simply serve as awindow into their pool of content.”1403
  15. 15. Can’t Touch This!New Interface Challenges“Either work hard or you might as well quit.That’s word because you know…You can’t touch this.”– MC HammerTim BüesingCreative Director, Sydney04
  16. 16. Can’t Touch This! New Interface Challengeswell as touch and swipe. While many professional reviewershave called the Surface experience confusing, tests indicateusers prefer its touch interface. They even neglect cursorand keyboard for tasks where they are generally consideredsuperior, such as filling out longer forms. Instead, they grabthe Surface’s screen as if it was a tablet only. Additionally,most websites or applications can’t tell which ”interactionmode” the user is in at any given moment. That’s whyuser interface experts like Josh Clark advise, ”If a devicecan be used for touch, its interface should be finger-friendly.”From a creative standpoint, this sounds like a lot of BFBs(Big F!#&ing Buttons), a somewhat chunky layout of thefuture web.Responsive Design — creating websites that respond to avariety of screen sizes and thus avoid the need for separatesites — is only part of the solution. What responsive sitescan’t quite address are users’ motivations, behavioralpatterns, and ergonomics specific to using mice, fingers,arms, and voices. Touch interfaces, for instance, work betterwith navigations placed at the bottom. But can we expectpeople to learn different interfaces with every device? Andcan we expect budgets to cover every optimisation?That’s why it’s best to stay on track with your audience andanalyse which devices are significant in terms of current andfuture share. Project and estimate what your audience willmove towards, budget accordingly, and be open with userson less common devices. After all, you’re working hard sothey can touch this. And that’s very word.Argh...it’s Hammertime! Once again I’m stuck on aneCommerce website that apparently hasn’t consideredI might want to purchase from a tablet. My fingertipsseem well within what web experts define as average(approximately 44 pixels). Yet here I am, grappling with anasty popup window that I just cannot touch. It would workwell if only I used a mouse. On my iPad it feels like theshop owner is pressing the door shut as I’m trying toenter his store. Grmpfh...After switching to the mobile site, my big fat fingers workmuch better, but now my previously loaded shopping cart isempty. Shall I give up, return to my laptop, search, andselect the items again? And would it recognise me if Ireturned, neatly perched on my couch, using Xbox or asmart TV where my spoken commands mix with gesturesand a wand-like remote control?These situations pose very real questions for brands,publishers, and start-ups. We users have grown to expectoptimised experiences from them on every one of ourdevices. Touch, voice, and gesture have matured andadded variety to how we access services, purchase goods,entertain ourselves, and share stories. And eCommerce isespecially ripe with users hopping between devices. Etsy, forexample, sees a desktop/mobile split of 75/25 in terms oftraffic but 80/20 for purchases, meaning one out of every fivemobile window-shoppers switches over to a PC to completethe transaction.Microsoft’s new Surface computer has made this dualityapparent. On a single device, users can type and click asPerspectives 201316Can’t Touch This! New Interface Challenges04
  17. 17. Shoppable Media:Content Meets CommerceKatrina ScottDesigner, New YorkThe arrival of Shoppable Media in the formof Shoppable Films signals a shift frombranded content back to commerce.It is the strongest sign yet that videomight be where traditional media anddigital media ultimately converge.05
  18. 18. Shoppable Media: Content Meets Commerce05Shoppable Media: Content Meets CommerceBranded content has facilitated customer engagementin unprecedented ways. It has also redefined therole of advertisers or more specifically what we defineas advertising.Recognising the recent trend in the consumption of onlinevideo and with an understanding that film enables deeplevels of engagement — the ability to tell a brand’s story ina way that static content simply cannot — online retailershave been quick to explore the potential of ‘Shoppable Films’(video content which includes eCommerce features). So far,success has been varied.When UK online retail powerhouse ASOS began researchingwhy awareness of their brand among young men was low,they discovered that male consumers don’t take their fashioncues from magazines or the catwalk but from culture, sportsand the street. This observation inspired the creation ofUrban Tour, a fully shoppable short film of London’s beststreet dancers. It enabled users to pause, explore andpurchase the featured clothing. The campaign was hugelysuccessful: it lead to an additional 500,000 men visitingasos.com within the first three months of launch and wasalso awarded a coveted Cannes Gold Lion.Another Cannes Award recipient was The Liberation, anonline interactive film by Danish denim brand Only Jeans.Touted by the brand as “the world’s first on-demand, online,video, retail environment and also a fashion catalogue, movie,ASOS Urban Tour — Results:• 3rd most watched brand video on YouTubein 2011• 7.36 million views recorded in the first 8 weeks• 6.9 million twitter impressions• 237,000 new male facebook fans — a 24%increase over 11 weeks• 46% of all visitors were new to asos.com,rising to as high as 81% in the US• 14% of visitors made a purchase within7 minutes of watching the videogame and music video”, it allowed viewers to click and freezethe film and with the movie paused, viewers could purchaseclothing or share their selections via their preferred socialnetworking platform. Pushing the boundaries of consumerengagement, it even enabled the viewer to determine thecharacters’ actions, furthering participation with cleverinteractive techniques. The film ended by curating a bespokecatalogue based on users’ behaviours enabling them torevisit their choices.Perspectives 201318
  19. 19. A key to the success of these campaigns was choice ofnarrative style. The format of both films was non-linear,similar to a music video, so that a viewer could stop and startthe film with minimal interruption to their understanding orenjoyment. Clever video editing devices and seamless audioallowed the content to be loopable if stopped at any time,much like a video game. This enabled intuitive eCommerceOnly Jeans The Liberation — Results:• Traffic to only.com rose more than 500%• Site garnered +560K unique visitors with+810K page views• Within 2 weeks, the site had over 280,000 uniquevisits and the campaign had spread to thousandsof sites and blogs• Movie has since been viewed over 1 million timesacross more than 100 countries worldwide• 3 Cannes Lions at the 2012 Cannes LionsInternational Festival of Creativity• Play to end rate Germany (74%), Denmark (68%)and Norway (67%)functionality and a range of other interactive features tobe effortlessly incorporated into the films, alongside thebranded content.ASOS and Only Jeans demonstrated that success canbe found with this new medium if every aspect of the userexperience is approached in a new and considered way.Both brands understood that the unique content wasneither a film nor an eCommerce website. The result wastwo exceptionally well-executed Shoppable Films, thatyielded a high return on investment. (see Results, left andprevious page.)By contrast, U.S. retailer Target’s three-minute short filmFalling for You may have had the budget to secure an A-listcast, but its poor execution and scant regard for the user’sexperience is a classic example of traditional advertisingpoorly re-purposed in a digital context.The choice of a scripted film was an erroneous one. If theviewer took their focus off the film for just a second (to, forexample, shop?!) they immediately missed dialogue andpotentially lost track of the story. Compounding this wasthe side bar navigation which scrolled articles of clothingas they appeared in the film. The user was left with whatwas essentially an animated eCommerce website ‘attached’to a video. Users couldn’t engage with either on anyreasonable level.Shoppable Media: Content Meets CommercePerspectives 201319“Both ASOS and Only Jeansunderstood that the uniquecontent was neither a film, nor aneCommerce website. The resultwas two exceptionally wellexecuted Shoppable Films.”05
  20. 20. Perspectives 2013 Shoppable Media: Content Meets Commerce“The choice of a scripted film wasan erroneous one. If the viewertook their focus off the film for justa second (to, for example, shop?!)they immediately missed dialogue.”YouTube launchesannotation functionality.A recent ComScore report estimated that181 million people watched more than 39 billiononline content videos during September 2012.Studies predict that video-based internet trafficcould grow to more than 90% in the next12 – 18 months.In November 2012, YouTube announced therelease of external annotations technology enablingmerchants with channels to implement annotationtools in their own video content, allowing click andbuy functionality to be incorporated into the video,linking back to eCommerce stores. Many highprofile brands are already utilising the new featurewith varying degrees of success.This is yet another indication that the brandedcontent video trend won’t be slowing down any timesoon as brands continue to look for innovative andoriginal methods of engagement.Shoppable Media may be in its infancy, but many signspoint to a trend of video as branded content. If an agencyis fortunate enough to secure a client with the ambition andbudget to pursue the production of a Shoppable Film, severalfactors need to be considered. It’s essential to understandthe purpose and target market, and also to recognise thata traditional approach to both mediums will invariably fail. Itrequires significant investment in high production values andconsideration of the nuances within both forms of media.More broadly, it requires an appreciation that traditionaladvertising and digital media no longer exist independently —a timely reminder of the direction of the industry.20
  21. 21. Who Owns Your Content?David JonesAnalyst / Strategist, MelbourneWhen it comes to social media, the meaningof ownership has become perverse. Less rights and more responsibilities.Hardly fair?06
  22. 22. Who Owns Your Content?Over the past year we’ve seen awareness of contentownership, rights and responsibilities hit the mainstream.In December 2012, newly Facebook-ed Instagram updatedits terms of service to fall more in line with its new owner.They updated their Terms and Conditions (T&C’s) to includethe provision of:“a non-exclusive, fully paid and royalty-free, transferable,sub-licensable, worldwide license to use the Content thatyou post on or through the Service.”As licenses go this is pretty wide! It could be summarisedas “a right to do anything,” and it flew in the face of whatInstagram stood for in its pre-Facebook days. Users wereoutraged, with a tremendous number vocalising theirdisappointment online while threatening to quit. Facebook,Twitter, Instagram, Flickr — the T&C’s of each service arecentral to each site’s DNA, who gets to see what content,and what they get to do with it. Privacy settings, ApplicationProgramming Interface (API) documentation, and thoseT&C’s people never read when they sign up — each containa tremendous amount of vital information for a user, maskedin a tremendous amount of legalese. These words may beboring, but the fine print matters.For brands, taking a holistic approach to social mediacampaigns from the start pays dividends. In these headydays of blue sky thinking, creatives need to know what asocial network’s API terms actually make possible. Whilethere are fantastical things Facebook can do with all thecontent they have “a right to do anything with”, the FacebookAPI only shares the love so far, and designers and developersneed to be aware of these limitations.The license to content is Facebook’s (or Twitter’s orInstagram’s) to transfer and they tend to save that for looselyassociated third parties they have a financial stake in. Brandsneed to understand that access via the API is on the socialnetwork’s terms and may change at any time, not necessarilyfor the good of brands or the community.Additionally, social networks are in a state of constant flux,with new features rolling out and old approaches retiring.This means that a campaign developed today can berendered obsolete tomorrow if the network changes the waythey do things at the product level, often without forewarning.Brands need to be prepared to adapt and change theircampaigns and content quickly in the event of a majorproduct update. This can obviously have major implicationson budgets and resources.But that doesn’t mean that brands should shirk away fromembracing all of the amazing opportunities these platformsoffer for branded content. Rather, it is essential that brands,designers, and developers educate themselves on who ownswhat and what the T&C’s of each allow for. Doing so from thestart will pay off immensely.“For brands, taking a holisticapproach to social media campaignsfrom the start pays dividends.”You should know:• Competitions and endorsement regulationsapply; prizes over a certain value require permitsand endorsing tweets should be identifiable.• In 2012 the Australian Advertising StandardsBureau held that Diageo and Victoria Bitter wereresponsible for user generated content. Thiscontent is an advertising channel like any other.• The AANA recommends regular monitoring for2 hours after each post and moderation at leastonce every business day thereafter.• Some copywriters charge more for contentto be placed on social media. Its not just theclient they are giving rights to — it is the socialnetwork too.Perspectives 201322
  23. 23. Measure, Test, OptimiseRichard RamGeneral Manager, AucklandChris ThomasChief Search Engineer, MelbourneOne of the biggest challenges for time-crunchedclients is trying to understand and interpet analytics data.The sheer size and depth of products likeGoogle Analytics and Webtrends can makereporting seem almost insurmountable.07
  24. 24. Measure, Test, Optimise07Perspectives 2013 Measure, Test, OptimiseThe interpretation of audience data seems to be a concernwe hear from clients across the board and around the world.Where do you start? What should you be reporting on?Where do you find the data you need? Most importantly,what does the data really mean and what actionable insightscan you gain from the information you’re looking at?In our view there are essentially four areas you need tobe reporting on:• Reach (how are my traffic-driving strategiesperforming?)• Engagement (how is the website on analysis like‘time on site’ or ‘bounce rate’)• Conversion (how efficiently is the website convertingwebsite visitors into leads or sales?)• Loyalty (how are my strategies for bringing people backto the website performing?)For each of the above you should define the objectives,activities and the annual strategic priorities.You should also know who you’re trying to attract to thewebsite. Each quarter it can be a good idea to focus on justone of your core audiences, develop initiatives to drive themto the website and measure how effective this activity is.(See table on next page.)But the first step in all of this is ensuring that your Analyticsare configured properly so that you are in a position tosee how each of the four primary reporting pillars areperforming over time.Most analytics products work well out of the box for standardreporting requirements, but all analytics packages requireadditional configuration to maximise the ability to report onyour website’s performance.For example, if your business is eCommerce-based, youneed to enable eCommerce tracking and reporting. If youcollect leads from your website, you need to ensure thatlead goals are in place and are properly triggered every timea person lands on a ‘Thank you’ page. When someonedownloads a brochure, it’s probably helpful to set up eventsor goals around those type of actions.You may also want to create filters which exclude internaltraffic coming from your business to your website so yourdata is reflective of real visitation, uninfluenced by your ownteam or agency.Once this work has been completed, you have set up yourmeasureable KPIs which are aligned closely to your BusinessObjectives. Important stuff.24
  25. 25. Now you can drive quarterly initiatives and measure howeach is performing against your KPI benchmarks.Quarterly initiatives need to be implemented and testedagainst pre-established benchmarks.For example, ‘Reach Initiatives’ to implement and test mightinclude Advertising on Facebook, sending more emails,Google AdWords Advertising, or LinkedIn Advertising.‘Engagement Increase Initiatives’ might include copy andimage revisions on critical landing pages to improve ‘timeon site’, ‘pages viewed per visit’ and ‘bounce rate’ KPI’s.You could also consider adding video on to the site andthen measuring and reporting on its influence on websiteengagement.Example ‘Conversion Increase Initiatives’ could includeimproving ‘Calls to Action’, reducing a shopping cart check-out process from four steps to a single ‘one-step-checkout’and running A/B split tests on important landing pages.Finally, example ‘Repeat Visitation Increase Initiatives’ mightinclude starting a Google Remarketing campaign, creationof a blog and development of a social campaign strategyor competition.There are also other kinds of analytics packages outside ofthe ‘typical’ analytics products which we love to use. Oneof our favourites is the crazily named, but very powerful,CrazyEgg. This software overlays a heatmap on yourweb pages showing what’s hot and what’s not.We use it to visually assess the current performance of awebsite, particularly around the effectiveness of ‘Calls toAction’ page elements such as links, banners and buttons.Small changes to colours, element sizes and positions cancreate a dramatic uplift in conversions — which leads usfrom measurement to testing.Being able to understand what’s actually going on and makedata-driven decisions about what could be improved onyour website is essential. There’s no point setting up all themeasurement initiatives if you don’t actually do anythingwith the insights.Implementing a testing strategy should naturally follow, whichneeds to involve prioritising what to test before running A/Bsplit tests on web pages (a control and challenger). Thisprocess will ensure that the changes you’re implementingto optimise desired user behaviour are validated. (Of course,multivariate tests should also be considered.) Once you havea validated and successful experiment, you need to moveon to the next priority as part of your measurement andtesting plan.Websites, their promotion and the advertising that goesalong with supporting them to maximise visitation aresignificant investments. You must create a framework toenable you to understand exactly how the impact of anyinitiative is contributing to your broader Business Objectives.Remember: every initiative must be accountable, andaccountablity allows for actionable insights.Perspectives 2013 Measure, Test, Optimise25“In our view there are essentiallyfour areas you need to bereporting on: Reach, Engagement,Conversion, and Loyalty.”07
  26. 26. Measure, Test, OptimiseIncrease Reach Increase Engagment Increase Conversion Increase Repeat VisitationObjectives • Attract female audience viatargeted online activity• Improve female representationin our social media channels(in particular Facebook) by 10%• Build in-bound traffic fromwomen by 15%• Lift female representation ineDM database by 10%• Improve female visitationengagement metrics thisquarter• Improve conversion rateof female audience• Launch loyaltyprogram this quarterActivities • Targeted keyword search (SEO)• Targeted keyword advertising(SEM)• Facebook advertising (targetingfemales 15-35)• Launch ‘send to a friend’campaign for females on eDMdatabase & reward them foreach friend referred• Creation of female-friendlyimagery on website• Engage copywriting teamfor female-friendly websitecopy on PPC landingpages & women’s sectionsof the website• Create a competitiontargeted towards women• Development of dedicatedPPC campaign landingpages• Split test new PPClanding pages• Female-based user-testing of women’ssections of the website tohelp increase engagement• Announce newloyalty program viaeDM, PPC, socialadvertising/media &retargeting campaignsStrategic Priorities • Build annual traffic from targetedaudiences by 25%• Increase retargeting audiencepools by 15%• Improve time-on-sitemetrics by 20% fromprevious year• Decrease bounce rate by10% from previous year• Improve conversion rateof website by 50% fromprevious year• Improve Average OrderValue (AOV) by 10%from previous year• Create a loyaltyprogram• Increased frequencyof eDM blasts• Increase eDMdatabase size by 10%26“Websites, their promotion and theadvertising that goes along withsupporting them to maximise visitationare significant investments.”07
  27. 27. The Personalisation of EverythingTim O’NeillCo-founder &Joint Managing DirectorStephen FoxworthyStrategy Director, MelbourneWith all the audience data websites are collecting,marketers are now able to provide an impressive personalisedexperience at nearly every customer touchpoint.08
  28. 28. The Personalisation of Everything08The Personalisation of EverythingRemember the scene in the movie Minority Report whenTom Cruise is greeted by the name “Mr. Yakamoto” bya holographic apparition as he walks into a futuristicGap store?Right now, this type of personalisation via facialrecognition, Customer Relationship Management anddigital screen technology is almost achievable by retailers,but everyone who has seen the film knows just howcreepy this interaction was.While most companies are now collecting masses ofcustomer data, what most brands and advertisers dowith this data at the moment is not very impressive. Thiswill change over the next few years as the personalisationof everything becomes a reality.So what are the major trends making all this possible?Behavioural AnalyticsIf another person says “Big Data”, I’ll scream.Collecting masses of data on your customers isfundamentally useless, unless you know what you wantto find out from it, and how you’re going to adapt to it.Businesses should be able to personalise a customer’sonline experience by understanding what they’re likely todo or want next, and behavioural analysis tools are nowmaturing to the point where they can quite accurately predictwhat customers are likely to do next based on what othercustomers have done before.Recommendation EnginesAnybody who has ever shopped on amazon.com knowsjust how good they are at recommending products to buybased on what you’ve looked at or bought. But every nowand then, their recommendations can be quite random.We all want to be different, just like everybody else, butwe’re often more alike than we think.Online recommendation services like Hunch can providepersonalised recommendations across a whole range ofcategories based on your social profile or online behaviourwith frightening accuracy.Recommending products via computer algorithm hashistorically been extremely difficult. But now there arerecommendation engines that can be bolted onto mostwebsites and eCommerce stores that will provide Amazon-style recommendations on the fly.These systems are getting better and better, with supplierslike RichRelevance or Barilliance now offering plug-inPerspectives 201328
  29. 29. recommendation engines that automatically generateproduct suggestions based on user data and are easilyintegrated into existing websites.Dynamic Content and Flexible ContentManagementContent may be King, but personalised content willbecome the Uber-Galactic Emperor.One of the limiting factors of personalising a customer’sonline experience used to be the need to customise thewebsite content management system to be able to servedifferent versions of content to different audiences.Now, web content management systems such asSitecore and Adobe Experience Manager make it muchsimpler to define the rules for personalisation and tomanage the content required, making truly personalisedonline experiences practical for many brands.Changing consumer attitudes and theloss of privacyCompanies such as Google and Facebook are already sittingon deep and valuable information about you that allows themto target you with ads based on relevancy. In the future, anyonline transaction will be tracked, analysed and used by thecompany you’re dealing with to deliver more relevant andtargeted service or offers.“Content may be King, butpersonalised content will becomethe Uber-Galactic Emperor.”Perspectives 2013 The Personalisation of Everything29“We all want to be different, justlike everybody else, but we’reoften more alike than we think.”08
  30. 30. The Personalisation of EverythingWhenever we talk about personalisation of the customerexperience, the conversation almost immediately turns toprivacy, identity protection and intrusion – not the benefitsthat personalisation might bring.There are howls of outrage; should advertisers have theright to follow people around the Internet trying to understandyour habits, behaviours and intentions? In truth, nearlyevery interaction you have online is already being tracked,and adds to data profiles of who you are, what you do andwhat you like.What’s next for Personalisation?The technology driving personalisation of the customerexperience online is commonplace, and getting smarter bythe minute. Soon, you can expect the companies you dealwith to be providing individual offers and promotions thatmagically fit your needs, predict what you’ll want next andpre-emptively provide you with value before you were eventhinking about it.The Personalisation of Everything is accelerating at acracking pace. We can expect our online experiences tobecome more and more personal, individual and usefulbased on what we do every day. Being welcomed by nameas we enter a store won’t seem creepy anymore. It will justbe the way business is done.Perspectives 20133008
  31. 31. The New Rules of eCommerceOnline retail is evolving as rapidly as the rest ofthe Internet, with customers now shopping andbuying online in ever increasing numbers.For retailers looking to capitalise on this growingtrend, a number of best practices and opportunitiesare emerging that cannot be ignored.Partner Promotion09
  32. 32. The New Rules of eCommerceBe ResponsiveAny new eCommerce development needs to be optimisedfor the mobile shopper at its core. With mobile transactionsnow accounting for nearly a quarter of all transactions, amobile optimised shopping experience is no longer a nice-to-have, it’s a fundamental requirement to avoid losing sales.A best-practice approach to optimising your online storefor mobile visitors is to ensure your eCommerce productincludes responsive website templates that can seamlesslyand automatically adjust content for display on smartphone,tablet and desktop computers.Be FlexibleRetail is fast-moving, and constantly changing. Fromseasonal campaigns, to limited-time offers, your webstorewill need to be flexible enough to change appearance tosupport your promotional calendar and campaigns.Choosing an eCommerce product that allows you todynamically change templates and themes to keep your storefresh will help keep your customers engaged and converting.Be FasteCommerce is convenience shopping, and what could bemore inconvenient than having to wait for pages to load ona slow website? Make sure you choose an eCommerceproduct that is speedy and high performing.Be SolidIf everything goes well, your webstore will be inundated witheager customers looking to buy from you online. This mayhappen because of a campaign, an offer, or a sales event,and when it does, your eCommerce product had better beup to the job.Introducing Codagenic eCommerceCodagenic eCommerce is everything you need to run youronline store, featuring out-of-the-box mobile and tabletoptimisation, multi-site management, product search, bulkimport, the ability to integrate with ERP and CRM systemsand tablet-friendly administration. Built on robust MicrosoftASP .Net technology, Codagenic eCommerce is your enginefor eCommerce growth.Codagenic eCommerce 3.0 is a fast, flexible, robusteCommerce platform for ASP.Net developers, agenciesand retailers requiring an integrated eCommerce solution.Content provided by Codagenic.Reactive has partnered with Codagenic for eCommerce softwareto power many high-performing online retailers including:Rip Curl Australia, Crumpler Bags, Emu Australia, Bras ‘N’ Thingsand GAZ MAN.Perspectives 201332The New Rules of eCommerce09
  33. 33. SoDA Digital Marketing OutlookDigital marketing sophistication continues to growboth on the client-side and within agencies.With that sophistication, clients are indicating they are lookingto maintain or grow their investment in digital channels.Partner Promotion10
  34. 34. SoDA Digital Marketing OutlookOne of the biggest questions dealt with in this year’sSoDA Digital Marketing Outlook Survey (which had 814respondents, a mix of clients and agencies) was aboutspecialisation, and whether specialist digital agencies arethe future for delivering online and multi-channel marketing.The consensus view among clients was that specialisationis the future of agency engagements, with only 11% ofclient respondents suggesting a lead integrated agencyis their preference over managing specialists.“How would you describe the digital marketingsophistication of your organisation?”(posed to client-side respondents)Fifty-six percent of client side respondents describe theirorganisations as sophisticated or very sophisticated when itcomes to digital marketing, an assertion that a large cross-section of agency and production company respondentssupport.Projected Budget % RespondentsWe’re decreasing our digital marketing budgets 11%We’re maintaining the status quo 34%We’re increasing our digital marketing budgetswithout increasing overall marketing spend(reallocating existing budget into digital)39%We’re increasing our digital marketing budgetsand increasing our overall marketing spend16%Other (please specify) 0%“Which of the following best describes yourorganisation’s approach to managing andexecuting digital marketing with agencypartners?”Nearly 30% of client respondents indicated they wereincreasing agency investments in digital marketing effortsthis year. This is not only a testament to the fact that theglobal economy has shown signs of improvement but alsoto the realisation that digital provides a strong value withinan organisation’s overall strategy.44% We’re maintaining theStatus Quo28% We’re Increasing ourAgency Investments14% We’re Decreasing OurAgency Investments Over Time14% Doesn’t Apply to Us5% Very Unsophisticated12% Somewhat Unsophisticated22% Very Sophisticated26% About Average34% Somewhat Sophisticated1% No OpinionPerspectives 20133410 SoDA Digital Marketing Outlook
  35. 35. Perspectives 2013Assignment Structure % RespondentsWe rely on one or more full-service digitalagencies to handle digital marketing assignments16%We maintain a roster of highly specialiseddigital agencies (search, mobile, social, etc.)29%We maintain a mix of full-service and highlyspecialised digital agencies.23%We work with a lead agency that handles alldigital and traditional assignments11%Doesn’t apply 21%Thinking about the advertising industry broadly,do you agree or disagree with the followingstatement:“The best route to growth is throughspecialisation (either by industry verticalor digital services offered) versus a generalfull service approach.”A majority of digital agency respondents (56%) agreed thatspecialisation offers the best path to growth as opposed to32% of respondents from full-service agencies. While it’s notunexpected that a majority of full-service agencies woulddisagree with such a statement, it was somewhat suprisingthat so many actually agreed. In other words, almost onethird of respondents from full service agencies said theythought the best route to growth is through specialisation,suggesting they are not particularly bullish on their ownbusiness model.Key InsightMost clients are migrating toward a roster of highlyspecialised digital agencies, signaling that digital agencyecosystems will likely become more crowded in 2013and beyond.56% Agree39% Disagree5% Don’t Know/No OpinionDigital Agencies32% Agree51% Disagree17% Don’t Know/No OpinionFull Service Agencieswith Digital CapabilitiesWhere Digital Marketing Skills Reside Now(and in the Future) — Clients RespondMany clients are adopting an “innovate out of house” and“maintain in house” approach to their digital marketingefforts, a fact that will wield a major impact on talent needson both agency and client sides in 2013 and beyond.SoDA Digital Marketing Outlook3510
  36. 36. SoDA Digital Marketing OutlookInternal Your lead agencypartnerYour lead digitalagency*A niche agency,productioncompany orvendorOtherNow Future Now Future Now Future Now Future Now FuturePaid channel expertise/strategy(PPC, display, TV etc.)47% 40% 24 22% 7% 19% 9% 14% 13% 5%Paid channel execution 33% 39% 33% 23% 13% 20% 9% 10% 12% 8%Earned media expertise/strategy(social, WOM, etc)45% 46% 17% 17% 19% 24% 9% 8% 10% 5%Earned media execution(community management, bloggeroutreach,etc)46% 44% 20% 24% 11% 16% 13% 11% 10% 5%Owned media expertise/strategy(sites, mobile sites, mobile apps,social brand channels)43% 41% 28% 29% 14% 16% 6% 12% 9% 2%Owned media execution(and maintenance)41% 45% 35% 20% 11% 24% 7% 7% 6% 4%User experience 49% 51% 21% 19% 16% 17% 9% 11% 6% 2%Product/ service innovation 56% 53% 17% 19% 14% 22% 7% 4% 6% 2%Brand monitoring and management 55% 50% 16% 19% 15% 19% 7% 8% 7% 4%*If not the same as your “lead agency partner”This table combines the following two survey questionsposed to client-side respondents:“In your organisation, where do the followingskill areas primarily reside?” (Now)“In your organisations’s long term perspective,where will the following skill areas primarilyreside?” (Future)“Agree or disagree: the best route togrowth is through specialisation?”Perspectives 20133610
  37. 37. The Rise of eCommerce in AsiaRuth HenryProduct Development Manager,MelbourneFor retailers looking to boost flagging revenues and tapinto new markets to help achieve growth, Asia representsa huge opportunity as economies there strengthenand consumers become increasingly connected.11
  38. 38. The Rise of eCommerce in Asia11The Rise of eCommerce in AsiaSix of the ten most populace countries in the world are inAsia. The two largest (China and India) account for nearlya third of the global population between them.With such a large population, it’s no surprise that theAsia Pacific region accounts for more than half of all retailsales. However, there is a significant gap between the totalretail volume and the share of online sales in Asia, witheCommerce sales accounting for only 32% of globalonline retail.As a retailer looks to expand online into Asia, there aresignificant barriers to address.These include:• Internet access within Asian countries• Localisation and translation of marketing andmerchandising for a global market• Taking payment in cash-based economies• Fulfilment and logistics of delivery• Customer service and support• Coming onlineWith a rapidly growing population, many Asian countriesare suffering from infrastructure issues that prevent universalaccess to fixed-line telephony. In many countries, mobileaccess to the Internet is the only method for coming online.This fact means that for a large proportion of Asiancustomers, their only opportunity to conveniently buyfrom you online is via mobile devices such as smartphones,tablets and laptops computers with wireless broadbandconnections.This focus on mobile access in Asia means a mobile-firststrategy for retailers targeting Asian customers is required.By designing your store using Responsive Designtechniques, you ensure shoppers can access your productsand buy easily whether they are on a mobile device, tabletor laptop computer.Translation and LocalisationThe saying for trying to do too much with not enoughresources (“boiling the ocean”) is incredibly relevantto the problem of localising an eCommerce store formultiple countries.The problem is that trying to manage the translation of alarge, frequently changing product catalogue adds enormousoverheads and resource requirements.1. Economist Intelligence Unit2. Paypal/Mastercard: http://www.slideshare.net/Gwendolyn1/rise-of-ecommerce-in-asia-1567583121Perspectives 201338
  39. 39. As an alternative, some retailers have taken to translatingand localising key elements of the interface, includingshipping address, payment details, calls to action (such asthe ‘Sign In’ buttons, ‘Add to Cart’ and ‘Checkout’ features),without actually translating every single product detail.This ensures that customers can easily transact and buyfollowing the prompts in their own language, even if productdetails aren’t fully translated.The Problem of CashA significant barrier to shopping online in Asia has been theextremely low penetration of credit cards and the lack ofonline payment options, particularly in mainland China, wherethe ability to provide online payments and merchant servicesis tightly regulated.With many Asian retailers offering cash-on-delivery, banktransfers or in-store pick up as alternatives to creditcard payments, international retailers are at a significantdisadvantage unless they are able to provide similar options.As a solution, there are a growing number of paymentproviders offering online payment solutions tointernational retailers, such as China’s UnionPay andAliPay (Part of Alibaba).Delivering the goodsAlong with the difficulty of taking payments, actuallydelivering the goods to customers can be difficult in Asia.With poor infrastructure and large distances, delivery can beexpensive and take a long time.International retailers need to consider alternative optionsfor delivery, such as delivering to central pick-up locationsor stores for collection.Customer SupportFinally, trading with international customers can be difficult.The issues of timezones and language compound customersupport issues.Consider investing in comprehensive customer supportsystems such as FAQs and Q&A solutions that can betranslated to minimise the need to provide telephone supportor look for local support providers who can act as agents foryou in Asian markets.Be sure to continually improve your local language supportcontent by identifying frequently asked questions or supportissues, and proactively use email and other digital channelsto address concerns before they arise.Not only will you reduce the amount of in-bound enquiriesyou have to deal with from overseas customers, you’llimprove the satisfaction and perception of service from yourexisting customers also.The opportunity will be worth the effortAsia represents such an enormous opportunity for retailers,with more than half of the global “middle class” predictedto reside in the APAC region by 2020. To capture sucha fast-growing and affluent market, retailers need to beactively developing their Asian marketing and merchandisingstrategies now.The Rise of eCommerce in AsiaPerspectives 201339If you’re interested in talking about eCommerce in Asia,please contact us.“As a retailer looks to expand onlineinto Asia, there are significantbarriers to address to ensure growthin this expanding new market.”11
  40. 40. The Future of Connected RetailBradley GrinlintonManaging Director, LondonRetailers around the globe last year saw the beginnings ofa revolution on the high street as they sought to find newand interesting ways to utilise digital technologiesto improve the in-store shopping experience,making it more relevant to digitally-savvy shoppers.12
  41. 41. The Future of Connected Retail12The Future of Connected RetailIn 2012, retailers such as Marks and Spencer and Tescoexperimented with engaging and inspiring customersthrough interactive kiosks and in-store wifi offerings.Brazilian fashion retailer C&A brought social into stores byincluding Facebook ‘likes’ on the coat hangers of products.Aurora fashion brands Oasis and Warehouse went downa more transactional path by enabling customers to payfor their in-store purchases using PayPal. Burberry tookconnected retail even further by designing an entirestore around the online shopping experience. For a smallgroup of retailers, connected retail is already a part of themarketing mix.But with changing consumer expectations alongsideadvances in technology, this revolution needs to gomainstream. Retailers have to start thinking more seriouslyabout better integrating digital technologies across thewhole customer shopping journey and how they can usesuch technologies to leverage existing customer behaviours.Only in this way will they create the types of useful andengaging experiences that will give customers a reason toget off the sofa and do their shopping on the high street.Three of the biggest connected retail opportunities availableright now can be used to create exciting and usefulexperiences for in-store shoppers.Augmented reality that actuallyaugments realityUntil now brands have been content to use augmentedreality as a novel and at times entertaining campaignelement where celebrities spring forth from the cover ofyour favourite magazine or your dream car is virtually parkedin your driveway through the magic of your smartphone.Even some of the more practical applications of thetechnology such as virtual changing room solutions stillrequire a user to be in front of their computer and add littlevalue in an in-store context.But the technology already exists for retailers to remarkablyenhance in-store experiences in line with already existingcustomer behaviours.Picture a customer in their local grocery store using theirsmartphone to browse an aisle of ingredients by recipe,nutritional value or dietary requirements, while anothercustomer is using their smartphone to scan an otherwisehomogeneous row of big screen televisions by viewingtheir respective customer ratings.Or imagine a smart mirror in a changing room (similar tothose used in Burberry’s flagship digital store) being able torecommend complimentary items to a person’s style, whichPerspectives 201341
  42. 42. the shopper can order to their changing room at the touchof a button. The mirror then takes a photo of the customer intheir chosen outfit and sends it to their smartphone to sharewith their friends via Facebook. This is true augmented reality.Automating customer service to deliveronline convenience in-storeIf you’ve ever been faced with the experience of tryingand failing to get a sales assistant’s attention on aSaturday afternoon in any high street store, then you’llacutely understand the attraction of shopping onlinefrom the comfort of your sofa.Rather than having to ask for an item in my size from asales associate who then uses a computer to locate it, abetter customer experience would enable me to use mysmartphone to scan a product’s barcode and automaticallysee stock levels for the product. If for some reason theydon’t have my size, I’ll be shown other stores that have itand automatically be able to reserve it for pick-up orplaced on order for delivery.And if I do find what I’m looking for, why join the queue topay when I can simply process the transaction myself viamobile wallet technology?Brands like Apple understand the need to bring these levelsof online convenience to the in-store shopping experienceand already live and breath an automated approach tocustomer service in their flagship Apple Stores.Meaningful personalisation, relevanceand loyaltyOnline retailers like amazon.com understand personalisationand have it built in every element of their business model.They take note of what I browse and what I buy and tailormarketing messages to me to make my interactions withthem more relevant. As a result, I’m more likely to buy.Unfortunately the same cannot be said for most bricks andmortar retailers. More often than not, customers are treatedanonymously despite being a loyal and regular shopper,unless they are willing to join a formal loyalty scheme.But it doesn’t have to be this way. Location-based servicesor user-activated check-ins can tell retailers if someone isin their store and when, enabling them to target customerswith relevant in-store offers and information. If a person visitsconsistently, messaging can become even more relevantbased on the assumption they are a regular consumer.Perspectives 2013 The Future of Connected Retail42“Picture a customer in their localgrocery store using theirsmartphone to browse an aisle ofingredients by recipe, nutritionalvalue or dietary requirements.”12
  43. 43. The Future of Connected Retail“Location-based services canenable retailers to targetcustomers with relevant in-storeoffers and information.”Using technologies like NFC, RFID and mobile wallets,personalisation in-store can become even more powerfuland relevant as retailers are able to identify customers andtheir purchase histories and shopping preferences to amuch more in-store level. Simply walking by a product thathas been identified as being suitable for me based on mypurchase history can instantly trigger a message to promptme to try the product in question.Using the same technologies, rewards for loyalty can bemade more instantaneous and need not be tied only topurchase as many existing card-based schemes are. Imaginereceiving a notification on your way to the checkout thatyou’ll receive 10% off if you add another item to your basketor receiving a voucher to say thanks for your loyalty momentsafter you’ve left a store. Surely that sounds better than avoucher in the post on your birthday and the odd genericnewsletter?Perspectives 20134312
  44. 44. Thoughts?
  45. 45. Thoughts?We hope you enjoyed this edition of Perspectives.Please share your thoughts with us @reactiveusing #perspectives2013, or find us on Facebook.MelbournePhone: +61 (0)3 9415 2333Email: melbourne.enquiries@reactive.comSydneyPhone: +61 (0)2 9339 1001Email: sydney.enquiries@reactive.comLondonPhone: +44 (0)20 7550 8200Email: uk.enquiries@reactive.comAucklandPhone: +64 (0)9 309 5696Email: nz.enquiries@reactive.comNew YorkPhone: +1 (718) 801 8040Email: us.enquiries@reactive.comPerspectives 2013
  46. 46. Perspectives 20134747 Chapter Heading

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