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Razorfish at DIS: Rethinking Collaboration
Ray Velez discusses the transformation of customer experience through a blend of creativity, technology, and media, emphasizing the importance of putting the customer at the center and rethinking traditional business silos. He outlines five principles to guide this evolution: prioritize customer needs, treat the brand as a service, reject silos, adopt a startup mentality, and embrace diversity. The document highlights case studies from Delta and Kellogg’s to illustrate successful implementation of these concepts.
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Razorfish at DIS: Rethinking Collaboration
- 1. Rethinking Collaboration RAY VELEZ GLOBALCTO – RAZORFISH @rvelez
- 2. Transforming the customerexperience.
- 3. It’s more thanjust creativity. It’s more than just technology. It’s more than media and data.
- 4. It’s about tellinga brand story and providing experiences in a new way.
- 5. [Next Generation StorytellingImage] New Brand ExperiencesCreativityTechnologyMedia (+ Data)
- 6. TECHNOLOGY offers anew palette and fuels brand experiences.
- 7. MEDIA allows fora conversation.
- 8. CREATIVITY comes fromany and everywhere.
- 9. Media Creative Technology Technology, Mediaand Creative – operating within the context of Business Strategy and Insight.
- 10. The CONVERGENCE oftechnology, media and creativity allows us to imagine, create and enable customer experiences like never before.
- 11. How do weevolve to deliver the new customer experience? To operate within convergence?
- 12. CRAFTING EXPERIENCES IS AN ARTAND SCIENCE
- 13. There are 5principles to embrace.
- 14. Put the customerat the center. Think of your brand as a service. Reject silos. Act like a startup. Embrace diversity.
- 15. Put the customerat the center. Think of your brand as a service. Reject silos. Act like a startup. Embrace diversity.
- 16. Your campaign mustbe structured around the customer.
- 17. Your strategy mustbe based on data from actual customer activity.
- 20. Case study: Reinventingthe customer experience Delta
- 21. End to endexperiences build the brand
- 22. DATA DRIVEN CUSTOMER EXPERIENCES Demographic Gender/Age HHIncome Family Size Education/Occupation Homeowner Flight Activity Average Fare Tickets/Year Paid First & Upgrades Coach & Discounts Award Tickets Loyalty Tenure Medallion Level Future Status HVC Distribution delta.com OTA Reservations/agency Corporate Partner Airlines
- 23. Ticket Sales Ancillary Revenue Upgrades Economy Comfort Business Results
- 24. Put the customerat the center. Think of your brand as a service. Reject silos. Act like a startup. Embrace diversity.
- 25. You are nolonger in the business of selling stuff, you’re filling consumer needs.
- 26. Case study: MySpecial K Kellogg’s
- 27. Case study: Kellogg’sSpecial K [video]
- 28.
- 29. Put the customerat the center. Think of your brand as a service. Reject silos. Act like a startup. Embrace diversity.
- 30. Reject the Silo CEO “RealTime Communication” CTO “Privacy Concerns” CMO “Responsiveness” ECOMM & SERVICE “Channel Integration” Physical Stores “Channel Integration”
- 31. Marketing, technology andcreativity are no longer discrete problems.
- 32. Case study: Cross-channelTargeting (aka Cookie Jar) Staples
- 33. MEDIA EXPOSURE OFFLINE CUSTOMER DATA WEBSITE BEHAVIOR Fluent DMP “COOKIE JAR” Thegoal: create a 360 view of the customer.
- 34. Put the customerat the center. Think of your brand as a service. Reject silos. Act like a startup. Embrace diversity.
- 35. Employ agile methodologyand rapid prototyping.
- 36. Metrics and data track each stepto success
- 37. 64% of functionalitybuilt rarely or never gets used
- 38. Case study: Humorthe Haters SMART USA
- 39. Video case study Smart:Humor the Haters
- 40. The finish line is justthe beginning
- 41. Put the customerat the center. Think of your brand as a service. Reject silos. Act like a startup. Embrace diversity.
- 42. “When you stepinto an intersection of fields, disciplines, of cultures, you can combine existing concepts into a large number of extraordinary new ideas.” -Frans Johansson The Medici Effect
- 43. “Between 2008 and2010, companies with more diverse top teams were also top financial performers. That’s probably no coincidence.” -McKinsey Quarterly, April 2012 http://rfish.us/YAzDgQ
- 44. Exhibit Companies with diverseexecutive boards enjoy significantly higher earnings and return on equity.
- 45. Put the customerat the center. Think of your brand as a service. Reject silos. Act like a startup. Embrace diversity.
- 46. What does thisall mean for you?
- 47. New roles andthinking within both Marketing and IT functions.
- 48. Collaborative culture /a cross-functional buddy system
- 49. It’s more thancreativity. It’s more than technology. It’s more than data.
- 50. Creativity + Technology+Media = New Brand Experiences
- 51.
Editor's Notes
- #7 Analogy: Black and white color(The Wizard of Oz)
- #13 The customer is Always-On! Consumerstoday expect access to your brand anytime, anywhere. Brands now use data at relevant points in time, to deliver contextually relevant experiences at every point. and to do this, they require an ecosystem of services and technology working together. In today’s world of the last millisecond and the Always-On customer, to anticipate customer needs is huge… The opportunity is now. In 1 minute it’s gone…
- #19 On September 18, 2011, Netflix Co-Founder Reed Hastings<http://en.wikipedia.org/wiki/Reed_Hastings> said in a Netflix blog post that the DVD section of Netflix would be split off and renamed Qwikster, and stated that the only major change would be separate websites for the services. The new service was to also carry video games for an additional charge, whereas the previous Netflix did not. Netflix subscribers who wanted DVDs by mail would have had to use a separate website to access Qwikster. Less than a month later, on October 10, following negative reaction from customers, Reed announced the cancellation of the planned Qwikster service and said that the DVD-by-mail service would remain a part of Netflix.
- #22 When you start approaching briefs this way, you’ll realize that it’s all about providing value to the customer, using existing channels and creating new ones. Keeping that message consistent.
- #23 [RAY]So let’s look at a winning experience…Often when people ask us about data driven experiences, they ask what can we use for a better experience, well, here’s what’s available to airlnes… demo, activity, loyalty, and distribution
- #24 [RAY]This is just the first step for Delta. Now the focus has fundamentally transformed:- From just improving ticket sales, to targeted ticket sales..to productize ancillary revenue that’s relevant to the customeretcBasically, Delta are now able to evolve the proposition to the market and customer based on this first step.
- #29 Nike Fuelband as a service. Nike is not just a clothing brand, it’s a lifestyle (which provides benefits to consumers)
- #31 [RAY]We have to start by rejecting the silo, the creative teams cannot work without the data teams.Omnichannel collaboration is critical to keeping the physical experience in sync with onlineSome of our clients are creating data organizations to help span these silos and avoid redundanciesLow prioritization by CXOs, therefore inadequate resources and investmentAgency services and segmentation used for analysis and creative in siloes, rather than for actioning tailored experiencesHow you are organized to use the technology, not the tech itselfWe’re all doing less “digital marketing.” Instead, we’re simply doing marketing in a digital world. This nuance will dictate your organization’s culture and marketing roadmap for the future.
- #34 Kevin Biondi, VP of Global Digital Marketing was tasked with a seemingly simple challenge: creating a 360 degree view of the consumer and bring personalization to the forefront of Staples’ marketing programs. How did he do it? Kevin worked across silos, with teams in media and offline customer data, to help Staples build a better view of their customer. By putting data to work for his entire organization (not just digital), he is helping Staples get as close as possible to what the consumer wants. And he did that by breaking down silos.
- #37 [RAY]Metrics and data that changes your life // rewrite the storyPlatform: Tagging audit, integrate data you already haveAnalytics: Update measurement plans and segmentationActivate: RulesExperience: A/B MVT testsGarmin quantifiable self Then > Strava.com > Intelligence into segments and ranking story telling http://frankfascat.bizland.com/wp-content/uploads/2012/02/VO2-Testing.jpgDigital Marketing Parallel: Pre / Post You can make an impact with what you have today: Platform: Tagging audit, integrate data you already haveAnalytics: Update measurement plans and segmentationActivate: RulesExperience: A/B MVT tests
- #38 [RAY]It’s an old Agile addage, stop developing the 64% that never gets usedBuild to an MVP Then test and retetHuge pressure to get ahead $ investments made But not cohesive Or mapped to business goals that you’re going after
- #41 [RAY]The launch of your site is the starting point for your web experience, not the finish line
- #45 McKinsey analysis
- #47 Meet the future of marketing Slide about maker movement
- #48 Within the marketing dept, there could be a chief marketing technologist, tech-conscious product managers or creative technologists who bring expertise in the experience layer, the tech that supports digital experiences but not the core enterprise IT infastructure. A Marketing department can hire data scientists.
- #49 Different departments will be working closely together – you need to be able to communicate with each other
- #50 IN CLOSING…
- #52 Ending option 1