Uploaded byPaul Gelb
Admonsters OPS Mobile Keynote Presentation
The document discusses measuring the success of mobile engagement and highlights the complexities and challenges in current measurement strategies. It emphasizes the importance of reframing issues, understanding consumer behavior, and leveraging technology for better insights and optimization. Additionally, it suggests that investments in organizational vision and partnerships are crucial for effective media buying and bridging gaps between various platforms.
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Admonsters OPS Mobile Keynote Presentation
- 1. How The SuccessOf Mobile Will Be Measured 1 © 2011 Razorfish. All Rights Reserved.
- 2. My background forcontext
- 3. Questions before webegin
- 4. WE ARE ATAN INFLECTION POINT
- 5. No Measurement Engagement Targeting Transactions Advocacy PAGE 5
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- 14. IT IS HARD, Wrong story AND HARD IS GOOD
- 16. "If you don'tlike what's being said, change the conversation.” Don Draper, Mad Men Our worst fears lie in anticipation 16
- 17. "Our worst fearslie in anticipation ” Don Draper, Mad Men
- 18. Picture goes here Reframe the issues 18
- 19. Compare apples toapples
- 20. “When a manwalks into a room, he brings his whole life with him. If you listen, he'll tell you how he got there.”
- 21. "You are theproduct. You feeling something. That's what sells."
- 22. ”This device isn'ta spaceship. It's a time machine. It goes backwards, forwards. It takes us to a place where we ache to go again. It's not called the Wheel. It's called a Carousel. It lets us travel the way a child travels. Around and around, and back home again... to a place where we know we are loved.” Don Draper, Mad Men
- 24. Despite tech talentshortage
- 25. Expertise investment must expandin scope and size
- 26. 26 © 2011 Razorfish. All Rights Reserved.
- 27. Beyond the cookiewithin site
- 28. Mobile transforming WorldWide Web into Web that is World Wide Wave is the new click
- 29. IN THE WWWOF PEOPLE, Emerging human behaviors
- 30. Not only leveragevalue proposition “Half the money I spend on advertising is wasted; the trouble is, I don’t know which half.”
- 31. But also thevalue exchange CONSUMERS VALUES ONE THING THE MOST…
- 32. New opportunities arealready emerging 32
- 33. Only scratched surfaceof contextual relevance
- 34. An investment inorganizational vision
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- 36. ROI supports neededinvestment CACHING AUTHENTICATION / AUTHORIZATION / SSO PRESENTATION LAYER DEVELOPMENT & ROLLOUT TOOLS JAVASCRIPT FLASH SILVERLIGHT MOBILE WEB TELEPHONY ECOMMERCE COMMON TOOLS CONTENT WEB ANALYTICS MANAGEMENT CATALOG MERCHANDISING MANAGEMENT ALERTS PERSONALIZATION OFFER MANAGEMENT CUSTOMER SUPPORT SEARCH EMAIL SERVICES LAYER Orchestration Transformation Instrumentation Aggregation Caching LEGACY AND THIRD PARTY SYSTEMS FULFILLMENT ACCOUNTING CRM / BILLING SYSTEMS CAMPAIGN MGMT ENGINES PACKAGES SEGMENTATION 36
- 37. Across Platforms +People + Processes OFFLINE IN DISCOVERY / ANALYTICS GAP ANALYSIS .COM SEARCH DISPLAY SOCIAL MOBILE APPS eMAIL MEDIA STORE TAGGING SOLUTION DESIGN MEASUREMENT STRATEGY KPI DEFINITION DATA INTEGRATION & AGGREGATION Unique Reporting Customer Media View Analytics Targeting 37
- 38. Payoff is visionwe have had for years Bridging the measurement Leverage mobile data to gap between in-store, online, inform optimization efforts mobile web to understand across channels and influence behaviors App tagging versus multiple Apply new technologies such web cookies to drive fullest as fingerprinting and UDID consumer profile hashing Optimizing across fragmented Access our deep partnerships ad serving market to ensure with market leading mobile efficient buying media players 38
- 39. Our vision isjust the beginning
Editor's Notes
- #13 For asserting your control and accountability—well, good news is, you’re already accountable. Leads, market share — you’re already responsible for outcome, and those outcomes are dependent upon your marketing technology capabilities. The CEO already thinks that digital marketing means marketing is now fully accountable for its performance and ROI.
- #20 This marketing technology branch doesn’t have to implement everything. It will do some—how much depending on the situation. But it will also work with IT, the product team, outside agencies, technology vendors, contractors. The key is for marketing to have “positive control” over these initiatives, not just at a high conceptual level, but at a technology implementation level. Because, as we’ve seen, those implementation decisions do not reside in a vacuum.
- #25 And that’s how we must embrace technology, as one of the fundamental building blocks of marketing’s new DNA. It must become part of the culture. Let’s talk about some of the benefits of doing that.
- #28 Now, I want to be clear—I am not advocating for another layer of management, I believe we’re increasingly in a flat-organization world. And I’m certainly not advocating for new C-level position—the CMO is the right person to be the unequivocal leader of all marketing.
- #35 And that’s really what a marketing CTO needs to do: manage the landscape a company’s marketing technology at both the 50,000 foot level and the 5-foot level, balance the big picture with the devil in the details.
- #36 Ultimately, the goal of the marketing CTO is to enable the CMO to wield technology as a strategic marketing capability. Analogous to relationship between a less-technical CIO and his or her CTO, or between a product CTO and the CEO. If the chemistry is right, this is a powerhouse combination.