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The document discusses real-time marketing and the challenges of implementing it. It describes real-time marketing as listening to customer signals, predicting their needs, assembling relevant digital assets and delivering them through the right channel at the last moment. It outlines factors like metric misalignment, skills gaps and tool fragmentation that make real-time marketing difficult. It proposes building towards real-time marketing through improved organizational structure, technology, processes and cross-team collaboration.
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- 1. © 2013 AdobeSystems Incorporated. All Rights Reserved. Adobe Confidential. Real Time Marketing Siva Ganeshanandan | Director Product and Industry Strategy, JAPAC
- 2. © 2013 AdobeSystems Incorporated. All Rights Reserved. Adobe Confidential. Agenda Real Time Marketing – What Is It ? Inhibiting Factors – Why Is It So Hard ? Building Towards – Real Time Marketing
- 3. © 2013 AdobeSystems Incorporated. All Rights Reserved. Adobe Confidential. Real Time Marketing
- 4. © 2013 AdobeSystems Incorporated. All Rights Reserved. Adobe Confidential. Real Time Marketing
- 5. © 2013 AdobeSystems Incorporated. All Rights Reserved. Adobe Confidential. War Rooms
- 6. © 2013 AdobeSystems Incorporated. All Rights Reserved. Adobe Confidential. Bright Shiny Object
- 7. © 2013 AdobeSystems Incorporated. All Rights Reserved. Adobe Confidential.
- 8. © 2013 AdobeSystems Incorporated. All Rights Reserved. Adobe Confidential.
- 9. © 2013 AdobeSystems Incorporated. All Rights Reserved. Adobe Confidential.
- 10. © 2013 AdobeSystems Incorporated. All Rights Reserved. Adobe Confidential. #istrategysiva
- 11. © 2013 AdobeSystems Incorporated. All Rights Reserved. Adobe Confidential. 11 All The Time Right Person, Right Message, Right Time
- 12. © 2013 AdobeSystems Incorporated. All Rights Reserved. Adobe Confidential. Altimeter Group (Charlene Li) Traditional RTM New RTM Right Person Audience, Corporate Centric Individual, Data Driven, Customer Centric Right Time and Place Event Focused, Pre-Planned Taps Existing Conversations, Understands Context, Fast Response Right Message Creative, Corporate Centric Responsive and Creative, Customer Centric, Marketing as a Service
- 13. © 2013 AdobeSystems Incorporated. All Rights Reserved. Adobe Confidential. Golin Harris : Impact of Real Time Marketing http://golinharris.com/#!/insights/real-time-marketing-research/
- 14. © 2013 AdobeSystems Incorporated. All Rights Reserved. Adobe Confidential. http://golinharris.com/#!/insights/real-time-marketing-research/ Golin Harris : Impact of Real Time Marketing
- 15. © 2013 AdobeSystems Incorporated. All Rights Reserved. Adobe Confidential. Agenda Real Time Marketing – What Is It ? Inhibiting Factors – Why Is It So Hard ? Building Towards – Real Time Marketing
- 16. © 2013 AdobeSystems Incorporated. All Rights Reserved. Adobe Confidential. 16 metric and KPI misalignment skill set and role fragmentation Why Is It Hard? tool set fragmentation channel fragmentation Coordinating successful campaigns is harder than ever
- 17. © 2013 AdobeSystems Incorporated. All Rights Reserved. Adobe Confidential. 17 metric and KPI misalignment skill set and role fragmentation Why Is It Hard? tool set fragmentation channel fragmentation Coordinating successful campaigns is harder than ever
- 18. © 2013 AdobeSystems Incorporated. All Rights Reserved. Adobe Confidential. 18 For consumers, there is only your brand But marketers see four screens: TV, computer, tablet, mobile They see 6 channels: web, social, email, search, display and apps They see three sources of trust: paid, earned, owned And no two customer journeys are the same
- 19. © 2013 AdobeSystems Incorporated. All Rights Reserved. Adobe Confidential.Confidentialand Proprietary Informationof Mindshare Before Social Now The Impact of Social
- 20. © 2013 AdobeSystems Incorporated. All Rights Reserved. Adobe Confidential. 20 metric and KPI misalignment skill set and role fragmentation Why Is It Hard? tool set fragmentation channel fragmentation Coordinating successful campaigns is harder than ever
- 21. © 2013 AdobeSystems Incorporated. All Rights Reserved. Adobe Confidential. Adobe Marketing Toolset – 2 ½ Years Ago
- 22. © 2013 AdobeSystems Incorporated. All Rights Reserved. Adobe Confidential. 22 metric and KPI misalignment skill set and role fragmentation Why Is It Hard? tool set fragmentation channel fragmentation Coordinating successful campaigns is harder than ever
- 23. © 2013 AdobeSystems Incorporated. All Rights Reserved. Adobe Confidential.Confidentialand Proprietary Informationof Mindshare Ssd  Analysts  Social Marketer  CMO, Head of Digital  Advertising  Search  UX  Content Authours  Mobile Team  BI/CRM Different Teams – Often Working in Isolation
- 24. © 2013 AdobeSystems Incorporated. All Rights Reserved. Adobe Confidential. Common Challenge: Dysfunctional processes and governance Lots of horsepower…
- 25. © 2013 AdobeSystems Incorporated. All Rights Reserved. Adobe Confidential. 25 metric and KPI misalignment skill set and role fragmentation Why Is It Hard? tool set fragmentation channel fragmentation Coordinating successful campaigns is harder than ever
- 26. © 2013 AdobeSystems Incorporated. All Rights Reserved. Adobe Confidential. Confidential and Proprietary Information of Mindshare Ssd Share of Voice CRM Likes Klout Score Add To Cart Rate Impression s CPA Tool Usage Open Rate Uniques SALs/MQ Ls Brand Score CTR Page Views NPS Score
- 27. © 2013 AdobeSystems Incorporated. All Rights Reserved. Adobe Confidential. Sales Product IT Marketing No Conductor of the Orchestra Common Challenge: Dysfunctional Processes and Governance
- 28. © 2013 AdobeSystems Incorporated. All Rights Reserved. Adobe Confidential. Agenda Real Time Marketing – What Is It ? Inhibiting Factors – Why Is It So Hard ? Building Towards – Real Time Marketing
- 29. © 2013 AdobeSystems Incorporated. All Rights Reserved. Adobe Confidential. Building Towards Digital Marketing Organisational Technology and Process Collaboration
- 30. © 2013 AdobeSystems Incorporated. All Rights Reserved. Adobe Confidential. 30 Organisational Structure : Reporting vs Permission 30
- 31. © 2013 AdobeSystems Incorporated. All Rights Reserved. Adobe Confidential. 31 Response Processes 31
- 32. © 2013 AdobeSystems Incorporated. All Rights Reserved. Adobe Confidential. 32 Data Skills
- 33. © 2013 AdobeSystems Incorporated. All Rights Reserved. Adobe Confidential. 33 Testing Skills
- 34. © 2013 AdobeSystems Incorporated. All Rights Reserved. Adobe Confidential. 34 science art
- 35. © 2013 AdobeSystems Incorporated. All Rights Reserved. Adobe Confidential. Building Towards Digital Marketing Organisational Technology and Process Collaboration
- 36. © 2013 AdobeSystems Incorporated. All Rights Reserved. Adobe Confidential. USER EXPERIENCEUSER ACTIONS  Clicks on product  Clicks on a news story  Walks into store  Stock hits $50 and triggers an alert  Downloads a whitepaper  Updates golf scores .000 .003 1. What do I know about this visitor? 2. What do I predict will make the visitor take the action I want?  30% off, Free shipping  Golf Stories  Product Recommendation 3. Access & Assemble the Digital assets that match what I predict 4. Deliver those Digital Assets to the visitor in the right channel The Last Millisecond .001 .002 Customers Expect and Reward Real Time Marketing
- 37. © 2013 AdobeSystems Incorporated. All Rights Reserved. Adobe Confidential. 37 LISTEN PREDICT ASSEMBLE DELIVER THE LAST MILLISECOND
- 38. © 2013 AdobeSystems Incorporated. All Rights Reserved. Adobe Confidential. Understand Your Customer from All The Signals They Provide SEO/SEM Direct Mail E-mail Social Web Mobile Broadcast Store Branch Call Centers Customer / Account Display Ads ?
- 39. © 2013 AdobeSystems Incorporated. All Rights Reserved. Adobe Confidential. Online and Offline Online Data Offline Data SEO/SEM Direct Mail E-mail Social Web Mobile Broadcast Store Branch Call Centers Customer / Account Display Ads ? This Data Doesn’t Just Sit with Marketing
- 40. © 2013 AdobeSystems Incorporated. All Rights Reserved. Adobe Confidential. Build a Picture of Who The Customer Is Online Data SEO/SEM E-mail Social Web Mobile Display Ads Offline Data Direct Mail Broadcast Store Branch Call Centers Customer / Account Big Analytics for Marketers
- 41. © 2013 AdobeSystems Incorporated. All Rights Reserved. Adobe Confidential. 41 LISTEN PREDICT ASSEMBLE DELIVER THE LAST MILLISECOND
- 42. © 2013 AdobeSystems Incorporated. All Rights Reserved. Adobe Confidential. Use Historic Behaviour Patterns to Help Predict 42 0 10 20 30 Historic engagement level illustrates pattern… Score Week 0 5 10 15 20 25 30 11 12 13 14 15 16 17 … customer score spikes indicates a potential new opportunity… A B Score … and derives a list, or segment, of highly engaged customers… … multichannel decision engine detects activity spikes and triggers alert… branch call-centre/IVR online mobile/tablet … who can be targeted immediately through automated online targeting, or directed to other channels (e.g. relationship manager) for follow-up.
- 43. © 2013 AdobeSystems Incorporated. All Rights Reserved. Adobe Confidential. Enter Budget Constraints Develop Reliable Predictive Models
- 44. © 2013 AdobeSystems Incorporated. All Rights Reserved. Adobe Confidential. Obtain Optimal Budget Allocation Develop Reliable Predictive Models
- 45. © 2013 AdobeSystems Incorporated. All Rights Reserved. Adobe Confidential. 45 LISTEN PREDICT ASSEMBLE DELIVER THE LAST MILLISECOND
- 46. © 2013 AdobeSystems Incorporated. All Rights Reserved. Adobe Confidential.
- 47. © 2013 AdobeSystems Incorporated. All Rights Reserved. Adobe Confidential. 47 Forrester Perspective
- 48. © 2013 AdobeSystems Incorporated. All Rights Reserved. Adobe Confidential. Personalise at Every Touch Point 48 Manage Optimize CreativeIngest Affiliate/Retail Data bizo datalo TARGUSinfo Allian Experian IXI Acxiom V12 group Bluekai exelate Lead Scoring POS Social Ad Performance Digital Analytics CEM/Netiz za AUDIENCE MANAGEMENT AD SITE Call to Action 1 Image 120% Off Hero 1 1st Party 2nd Party Image 2 10% Off Call to Action 2 Hero 2 Portable DVD Phone Tablet Cyber Moms (2,134,000 Uniques) Last 7 Days Young Urban Males (4,674,000 Uniques) Last 7 Days Gender Marital Status Presence of Children Buying Process Electronic Needs Population Density Visit Frequency Age Range Housing Type HH Income
- 49. © 2013 AdobeSystems Incorporated. All Rights Reserved. Adobe Confidential. 49 LISTEN PREDICT ASSEMBLE DELIVER THE LAST MILLISECOND
- 50. © 2013 AdobeSystems Incorporated. All Rights Reserved. Adobe Confidential. Empower Digital Marketers to build optimized mobile experiences 50 • In-context content authoring • Device preview • Reuse of content and assets • Apple iPad optimized authoring tool for content review and approval
- 51. © 2013 AdobeSystems Incorporated. All Rights Reserved. Adobe Confidential. PhoneGap Changes Everything 51
- 52. © 2013 AdobeSystems Incorporated. All Rights Reserved. Adobe Confidential. MOBILE MOBILE APPS PCs device-specific features
- 53. © 2013 AdobeSystems Incorporated. All Rights Reserved. Adobe Confidential. 53 Social Content and Publishing  Making Use of Network (Facebook, Google+ APIs)
- 54. © 2013 AdobeSystems Incorporated. All Rights Reserved. Adobe Confidential. Building Towards Digital Marketing Organisational Technology and Process Collaboration
- 55. © 2013 AdobeSystems Incorporated. All Rights Reserved. Adobe Confidential.Confidentialand Proprietary Informationof Mindshare Social CRM PR eComm Retail Email DM OOH Mobile Gaming Corp Insights IT Media Search
- 56. © 2013 AdobeSystems Incorporated. All Rights Reserved. Adobe Confidential.
- 57. © 2013 AdobeSystems Incorporated. All Rights Reserved. Adobe Confidential.
- 58. © 2013 AdobeSystems Incorporated. All Rights Reserved. Adobe Confidential.
- 59. © 2013 AdobeSystems Incorporated. All Rights Reserved. Adobe Confidential. 59 Advertising Social Targeting Analytics Experience Management
- 60. © 2013 AdobeSystems Incorporated. All Rights Reserved. Adobe Confidential. CASE STUDY: Adobe Creative Cloud Launch
- 61. © 2013 AdobeSystems Incorporated. All Rights Reserved. Adobe Confidential. Discovering the Audience and Marketing Channels PHOTOGRAPHER STUDENT CREATIVE DIRECTOR VIDEO PRODUCER
- 62. © 2013 AdobeSystems Incorporated. All Rights Reserved. Adobe Confidential. Discovering the Audience and Marketing Channels PHOTOGRAPHER CREATIVE DIRECTOR STUDENT VIDEO PRODUCER
- 63. © 2013 AdobeSystems Incorporated. All Rights Reserved. Adobe Confidential. Discovering the Audience and Marketing Channels PHOTOGRAPHER CREATIVE DIRECTOR STUDENT VIDEO PRODUCER
- 64. © 2013 AdobeSystems Incorporated. All Rights Reserved. Adobe Confidential. 10 12, 320 4 0 7 3 64 Go Beyond Likes & Followers
- 65. © 2013 AdobeSystems Incorporated. All Rights Reserved. Adobe Confidential.65 Goal: Target Influencers to Drive Revenue Photoshop is the best invention next to the Internet <3
- 66. © 2013 AdobeSystems Incorporated. All Rights Reserved. Adobe Confidential.
- 67. © 2013 AdobeSystems Incorporated. All Rights Reserved. Adobe Confidential. Test Structure Experience A Experience B
- 68. © 2013 AdobeSystems Incorporated. All Rights Reserved. Adobe Confidential. Experience A
- 69. © 2013 AdobeSystems Incorporated. All Rights Reserved. Adobe Confidential. Experience B
- 70. © 2013 AdobeSystems Incorporated. All Rights Reserved. Adobe Confidential. What Did YOU Think? Experience A Experience B B?A?
- 71. © 2013 AdobeSystems Incorporated. All Rights Reserved. Adobe Confidential. Experience A Experience B Results – Data Optimized Enter: +12% Learn: 200% Winner!
- 72. © 2013 AdobeSystems Incorporated. All Rights Reserved. Adobe Confidential.© 2012 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.  3 million referrals to Adobe.com  13% Revenue Contribution Creative Cloud  Reduced Ad Cost by 28% Results
- 73. © 2013 AdobeSystems Incorporated. All Rights Reserved. Adobe Confidential. Summary Real Time Marketing is All The Time Demand More from Technology Organise for Agility
- 74. © 2013 AdobeSystems Incorporated. All Rights Reserved. Adobe Confidential. USER EXPERIENCEUSER ACTIONS  Clicks on product  Clicks on a news story  Walks into store  Stock hits $50 and triggers an alert  Downloads a whitepaper  Updates golf scores .000 .003 1. What do I know about this visitor? 2. What do I predict will make the visitor take the action I want?  30% off, Free shipping  Golf Stories  Product Recommendation 3. Access & Assemble the Digital assets that match what I predict 4. Deliver those Digital Assets to the visitor in the right channel The Last Millisecond .001 .002 Customers Expect and Reward Real Time Marketing
- 75. © 2013 AdobeSystems Incorporated. All Rights Reserved. Adobe Confidential. “If everything seems under control, your just not going fast enough”
- 76. © 2013 AdobeSystems Incorporated. All Rights Reserved. Adobe Confidential.
Editor's Notes
- #3 These silos of information make it increasingly difficult to do things core to your business and growth. Adobe has been working with Telco companies for years helping to meet customer needs in a very dynamic marketplace and grow their business. In fact, Adobe works with over 70% of the top 25 Global Telecommunications companies. These are a core set of objectives that we have helped them achieve again and againthings such as:Innovation –There are few industries that are as dynamic as telecommunications. To stay ahead of the pack and to envision the next revolutionary trend, success is driven through experimentation and innovation.First is product/services innovation as part of driving desire to grow revenues in areas beyond data downloads. We see a lot of experimentation with new offerings such as bundles and family plans which provide opportunities to benefit from content downloads, gain share of wallet & improve ARPUs. Telco organizations are increasing tapping customers for inputs during the product development cycle which provides early inputs into product features and audience preferences and positioning. focused on the development of New offerings that will both improve revenues and provide more stickiness (like data and content subscriptions) and marketing innovation- novel ways to engage and retain customers (apps and OTT collaborations, mobile broadband) gain a (adobe value proposition is through social technologies that support innovation strategies, analytics that enable the organization to identify trends)Differentiate Customer Experiences- CSP can differentiate themselves from the competition by providing personalized, engaging experiences across the customer lifecycle. For example, CSP are able to improve CSAT and reduce churn by providing intuitive e-support experiences. (analytics, targeting, WEM) Harness the power of big data: Telco organizations have a wealth of data- billing relationship, phone, app usage like other organizations want to harness the power of their data are looking to identify actionable insights and segments within their data sets to inform audience targeting, cross sell/up sell, and provide intuitive support experiencesANDThey are the only player in the eco system that can see the market in totality: what mobile subscribers are doing- how all apps & devices are being used so that could be used to sell back to ecosystem as intel or they could participate in ad networks (analytics, Insight, Target)Execute on a Dime: Efficient and speed from content/campaign development to publishing to different form factors. Quickly measure and react based on target audiences reaction- optimize advertising spend to deliver biggest benefit for the buck. (WEM, Media optimizer)Need to expand wallet share- and reduce churn (new offerings that combine data/content, look at new business models - mobile advertisingAcquire new customersMarket for carriers is mature, saturated - having a challenge acquiring new customers and keeping existing customers. Focused on expanding “wallet share” across their served customer base…bundling offerings is popular (4P offering - Internet, Voice, TV, Mobile). Major focus of customer relationship management strategy is influencing uptake of additional offerings to prevent defection. A dominant KPI is client spend. Disruptive new entrants are stealing market share (Free Mobile story in France…already has 5% market share) and regulatory pressure challenging the growth in revenues from increased data consumption with growth of mobile subscribers
- #4 These silos of information make it increasingly difficult to do things core to your business and growth. Adobe has been working with Telco companies for years helping to meet customer needs in a very dynamic marketplace and grow their business. In fact, Adobe works with over 70% of the top 25 Global Telecommunications companies. These are a core set of objectives that we have helped them achieve again and againthings such as:Innovation –There are few industries that are as dynamic as telecommunications. To stay ahead of the pack and to envision the next revolutionary trend, success is driven through experimentation and innovation.First is product/services innovation as part of driving desire to grow revenues in areas beyond data downloads. We see a lot of experimentation with new offerings such as bundles and family plans which provide opportunities to benefit from content downloads, gain share of wallet & improve ARPUs. Telco organizations are increasing tapping customers for inputs during the product development cycle which provides early inputs into product features and audience preferences and positioning. focused on the development of New offerings that will both improve revenues and provide more stickiness (like data and content subscriptions) and marketing innovation- novel ways to engage and retain customers (apps and OTT collaborations, mobile broadband) gain a (adobe value proposition is through social technologies that support innovation strategies, analytics that enable the organization to identify trends)Differentiate Customer Experiences- CSP can differentiate themselves from the competition by providing personalized, engaging experiences across the customer lifecycle. For example, CSP are able to improve CSAT and reduce churn by providing intuitive e-support experiences. (analytics, targeting, WEM) Harness the power of big data: Telco organizations have a wealth of data- billing relationship, phone, app usage like other organizations want to harness the power of their data are looking to identify actionable insights and segments within their data sets to inform audience targeting, cross sell/up sell, and provide intuitive support experiencesANDThey are the only player in the eco system that can see the market in totality: what mobile subscribers are doing- how all apps & devices are being used so that could be used to sell back to ecosystem as intel or they could participate in ad networks (analytics, Insight, Target)Execute on a Dime: Efficient and speed from content/campaign development to publishing to different form factors. Quickly measure and react based on target audiences reaction- optimize advertising spend to deliver biggest benefit for the buck. (WEM, Media optimizer)Need to expand wallet share- and reduce churn (new offerings that combine data/content, look at new business models - mobile advertisingAcquire new customersMarket for carriers is mature, saturated - having a challenge acquiring new customers and keeping existing customers. Focused on expanding “wallet share” across their served customer base…bundling offerings is popular (4P offering - Internet, Voice, TV, Mobile). Major focus of customer relationship management strategy is influencing uptake of additional offerings to prevent defection. A dominant KPI is client spend. Disruptive new entrants are stealing market share (Free Mobile story in France…already has 5% market share) and regulatory pressure challenging the growth in revenues from increased data consumption with growth of mobile subscribers
- #5 These silos of information make it increasingly difficult to do things core to your business and growth. Adobe has been working with Telco companies for years helping to meet customer needs in a very dynamic marketplace and grow their business. In fact, Adobe works with over 70% of the top 25 Global Telecommunications companies. These are a core set of objectives that we have helped them achieve again and againthings such as:Innovation –There are few industries that are as dynamic as telecommunications. To stay ahead of the pack and to envision the next revolutionary trend, success is driven through experimentation and innovation.First is product/services innovation as part of driving desire to grow revenues in areas beyond data downloads. We see a lot of experimentation with new offerings such as bundles and family plans which provide opportunities to benefit from content downloads, gain share of wallet & improve ARPUs. Telco organizations are increasing tapping customers for inputs during the product development cycle which provides early inputs into product features and audience preferences and positioning. focused on the development of New offerings that will both improve revenues and provide more stickiness (like data and content subscriptions) and marketing innovation- novel ways to engage and retain customers (apps and OTT collaborations, mobile broadband) gain a (adobe value proposition is through social technologies that support innovation strategies, analytics that enable the organization to identify trends)Differentiate Customer Experiences- CSP can differentiate themselves from the competition by providing personalized, engaging experiences across the customer lifecycle. For example, CSP are able to improve CSAT and reduce churn by providing intuitive e-support experiences. (analytics, targeting, WEM) Harness the power of big data: Telco organizations have a wealth of data- billing relationship, phone, app usage like other organizations want to harness the power of their data are looking to identify actionable insights and segments within their data sets to inform audience targeting, cross sell/up sell, and provide intuitive support experiencesANDThey are the only player in the eco system that can see the market in totality: what mobile subscribers are doing- how all apps & devices are being used so that could be used to sell back to ecosystem as intel or they could participate in ad networks (analytics, Insight, Target)Execute on a Dime: Efficient and speed from content/campaign development to publishing to different form factors. Quickly measure and react based on target audiences reaction- optimize advertising spend to deliver biggest benefit for the buck. (WEM, Media optimizer)Need to expand wallet share- and reduce churn (new offerings that combine data/content, look at new business models - mobile advertisingAcquire new customersMarket for carriers is mature, saturated - having a challenge acquiring new customers and keeping existing customers. Focused on expanding “wallet share” across their served customer base…bundling offerings is popular (4P offering - Internet, Voice, TV, Mobile). Major focus of customer relationship management strategy is influencing uptake of additional offerings to prevent defection. A dominant KPI is client spend. Disruptive new entrants are stealing market share (Free Mobile story in France…already has 5% market share) and regulatory pressure challenging the growth in revenues from increased data consumption with growth of mobile subscribers
- #12 Learn the tools, but…Value propositions, compelling messaging, trade dress, etc. still matterDon’t get so heavy in the science that you forget the art
- #16 These silos of information make it increasingly difficult to do things core to your business and growth. Adobe has been working with Telco companies for years helping to meet customer needs in a very dynamic marketplace and grow their business. In fact, Adobe works with over 70% of the top 25 Global Telecommunications companies. These are a core set of objectives that we have helped them achieve again and againthings such as:Innovation –There are few industries that are as dynamic as telecommunications. To stay ahead of the pack and to envision the next revolutionary trend, success is driven through experimentation and innovation.First is product/services innovation as part of driving desire to grow revenues in areas beyond data downloads. We see a lot of experimentation with new offerings such as bundles and family plans which provide opportunities to benefit from content downloads, gain share of wallet & improve ARPUs. Telco organizations are increasing tapping customers for inputs during the product development cycle which provides early inputs into product features and audience preferences and positioning. focused on the development of New offerings that will both improve revenues and provide more stickiness (like data and content subscriptions) and marketing innovation- novel ways to engage and retain customers (apps and OTT collaborations, mobile broadband) gain a (adobe value proposition is through social technologies that support innovation strategies, analytics that enable the organization to identify trends)Differentiate Customer Experiences- CSP can differentiate themselves from the competition by providing personalized, engaging experiences across the customer lifecycle. For example, CSP are able to improve CSAT and reduce churn by providing intuitive e-support experiences. (analytics, targeting, WEM) Harness the power of big data: Telco organizations have a wealth of data- billing relationship, phone, app usage like other organizations want to harness the power of their data are looking to identify actionable insights and segments within their data sets to inform audience targeting, cross sell/up sell, and provide intuitive support experiencesANDThey are the only player in the eco system that can see the market in totality: what mobile subscribers are doing- how all apps & devices are being used so that could be used to sell back to ecosystem as intel or they could participate in ad networks (analytics, Insight, Target)Execute on a Dime: Efficient and speed from content/campaign development to publishing to different form factors. Quickly measure and react based on target audiences reaction- optimize advertising spend to deliver biggest benefit for the buck. (WEM, Media optimizer)Need to expand wallet share- and reduce churn (new offerings that combine data/content, look at new business models - mobile advertisingAcquire new customersMarket for carriers is mature, saturated - having a challenge acquiring new customers and keeping existing customers. Focused on expanding “wallet share” across their served customer base…bundling offerings is popular (4P offering - Internet, Voice, TV, Mobile). Major focus of customer relationship management strategy is influencing uptake of additional offerings to prevent defection. A dominant KPI is client spend. Disruptive new entrants are stealing market share (Free Mobile story in France…already has 5% market share) and regulatory pressure challenging the growth in revenues from increased data consumption with growth of mobile subscribers
- #28 “There has not been a common vision for this site for a very long time under one leader. It has moved from one leader to another, so it keeps shifting.”
- #29 These silos of information make it increasingly difficult to do things core to your business and growth. Adobe has been working with Telco companies for years helping to meet customer needs in a very dynamic marketplace and grow their business. In fact, Adobe works with over 70% of the top 25 Global Telecommunications companies. These are a core set of objectives that we have helped them achieve again and againthings such as:Innovation –There are few industries that are as dynamic as telecommunications. To stay ahead of the pack and to envision the next revolutionary trend, success is driven through experimentation and innovation.First is product/services innovation as part of driving desire to grow revenues in areas beyond data downloads. We see a lot of experimentation with new offerings such as bundles and family plans which provide opportunities to benefit from content downloads, gain share of wallet & improve ARPUs. Telco organizations are increasing tapping customers for inputs during the product development cycle which provides early inputs into product features and audience preferences and positioning. focused on the development of New offerings that will both improve revenues and provide more stickiness (like data and content subscriptions) and marketing innovation- novel ways to engage and retain customers (apps and OTT collaborations, mobile broadband) gain a (adobe value proposition is through social technologies that support innovation strategies, analytics that enable the organization to identify trends)Differentiate Customer Experiences- CSP can differentiate themselves from the competition by providing personalized, engaging experiences across the customer lifecycle. For example, CSP are able to improve CSAT and reduce churn by providing intuitive e-support experiences. (analytics, targeting, WEM) Harness the power of big data: Telco organizations have a wealth of data- billing relationship, phone, app usage like other organizations want to harness the power of their data are looking to identify actionable insights and segments within their data sets to inform audience targeting, cross sell/up sell, and provide intuitive support experiencesANDThey are the only player in the eco system that can see the market in totality: what mobile subscribers are doing- how all apps & devices are being used so that could be used to sell back to ecosystem as intel or they could participate in ad networks (analytics, Insight, Target)Execute on a Dime: Efficient and speed from content/campaign development to publishing to different form factors. Quickly measure and react based on target audiences reaction- optimize advertising spend to deliver biggest benefit for the buck. (WEM, Media optimizer)Need to expand wallet share- and reduce churn (new offerings that combine data/content, look at new business models - mobile advertisingAcquire new customersMarket for carriers is mature, saturated - having a challenge acquiring new customers and keeping existing customers. Focused on expanding “wallet share” across their served customer base…bundling offerings is popular (4P offering - Internet, Voice, TV, Mobile). Major focus of customer relationship management strategy is influencing uptake of additional offerings to prevent defection. A dominant KPI is client spend. Disruptive new entrants are stealing market share (Free Mobile story in France…already has 5% market share) and regulatory pressure challenging the growth in revenues from increased data consumption with growth of mobile subscribers
- #30 These silos of information make it increasingly difficult to do things core to your business and growth. Adobe has been working with Telco companies for years helping to meet customer needs in a very dynamic marketplace and grow their business. In fact, Adobe works with over 70% of the top 25 Global Telecommunications companies. These are a core set of objectives that we have helped them achieve again and againthings such as:Innovation –There are few industries that are as dynamic as telecommunications. To stay ahead of the pack and to envision the next revolutionary trend, success is driven through experimentation and innovation.First is product/services innovation as part of driving desire to grow revenues in areas beyond data downloads. We see a lot of experimentation with new offerings such as bundles and family plans which provide opportunities to benefit from content downloads, gain share of wallet & improve ARPUs. Telco organizations are increasing tapping customers for inputs during the product development cycle which provides early inputs into product features and audience preferences and positioning. focused on the development of New offerings that will both improve revenues and provide more stickiness (like data and content subscriptions) and marketing innovation- novel ways to engage and retain customers (apps and OTT collaborations, mobile broadband) gain a (adobe value proposition is through social technologies that support innovation strategies, analytics that enable the organization to identify trends)Differentiate Customer Experiences- CSP can differentiate themselves from the competition by providing personalized, engaging experiences across the customer lifecycle. For example, CSP are able to improve CSAT and reduce churn by providing intuitive e-support experiences. (analytics, targeting, WEM) Harness the power of big data: Telco organizations have a wealth of data- billing relationship, phone, app usage like other organizations want to harness the power of their data are looking to identify actionable insights and segments within their data sets to inform audience targeting, cross sell/up sell, and provide intuitive support experiencesANDThey are the only player in the eco system that can see the market in totality: what mobile subscribers are doing- how all apps & devices are being used so that could be used to sell back to ecosystem as intel or they could participate in ad networks (analytics, Insight, Target)Execute on a Dime: Efficient and speed from content/campaign development to publishing to different form factors. Quickly measure and react based on target audiences reaction- optimize advertising spend to deliver biggest benefit for the buck. (WEM, Media optimizer)Need to expand wallet share- and reduce churn (new offerings that combine data/content, look at new business models - mobile advertisingAcquire new customersMarket for carriers is mature, saturated - having a challenge acquiring new customers and keeping existing customers. Focused on expanding “wallet share” across their served customer base…bundling offerings is popular (4P offering - Internet, Voice, TV, Mobile). Major focus of customer relationship management strategy is influencing uptake of additional offerings to prevent defection. A dominant KPI is client spend. Disruptive new entrants are stealing market share (Free Mobile story in France…already has 5% market share) and regulatory pressure challenging the growth in revenues from increased data consumption with growth of mobile subscribers
- #31Â The first sites to launch are the US/North American vehicle lines.
- #32Â The first sites to launch are the US/North American vehicle lines.
- #33Â Understand which metrics matter the mostKnow what moves the key metricsGet sharp on attribution
- #34Â Understand which metrics matter the mostKnow what moves the key metricsGet sharp on attribution
- #36 These silos of information make it increasingly difficult to do things core to your business and growth. Adobe has been working with Telco companies for years helping to meet customer needs in a very dynamic marketplace and grow their business. In fact, Adobe works with over 70% of the top 25 Global Telecommunications companies. These are a core set of objectives that we have helped them achieve again and againthings such as:Innovation –There are few industries that are as dynamic as telecommunications. To stay ahead of the pack and to envision the next revolutionary trend, success is driven through experimentation and innovation.First is product/services innovation as part of driving desire to grow revenues in areas beyond data downloads. We see a lot of experimentation with new offerings such as bundles and family plans which provide opportunities to benefit from content downloads, gain share of wallet & improve ARPUs. Telco organizations are increasing tapping customers for inputs during the product development cycle which provides early inputs into product features and audience preferences and positioning. focused on the development of New offerings that will both improve revenues and provide more stickiness (like data and content subscriptions) and marketing innovation- novel ways to engage and retain customers (apps and OTT collaborations, mobile broadband) gain a (adobe value proposition is through social technologies that support innovation strategies, analytics that enable the organization to identify trends)Differentiate Customer Experiences- CSP can differentiate themselves from the competition by providing personalized, engaging experiences across the customer lifecycle. For example, CSP are able to improve CSAT and reduce churn by providing intuitive e-support experiences. (analytics, targeting, WEM) Harness the power of big data: Telco organizations have a wealth of data- billing relationship, phone, app usage like other organizations want to harness the power of their data are looking to identify actionable insights and segments within their data sets to inform audience targeting, cross sell/up sell, and provide intuitive support experiencesANDThey are the only player in the eco system that can see the market in totality: what mobile subscribers are doing- how all apps & devices are being used so that could be used to sell back to ecosystem as intel or they could participate in ad networks (analytics, Insight, Target)Execute on a Dime: Efficient and speed from content/campaign development to publishing to different form factors. Quickly measure and react based on target audiences reaction- optimize advertising spend to deliver biggest benefit for the buck. (WEM, Media optimizer)Need to expand wallet share- and reduce churn (new offerings that combine data/content, look at new business models - mobile advertisingAcquire new customersMarket for carriers is mature, saturated - having a challenge acquiring new customers and keeping existing customers. Focused on expanding “wallet share” across their served customer base…bundling offerings is popular (4P offering - Internet, Voice, TV, Mobile). Major focus of customer relationship management strategy is influencing uptake of additional offerings to prevent defection. A dominant KPI is client spend. Disruptive new entrants are stealing market share (Free Mobile story in France…already has 5% market share) and regulatory pressure challenging the growth in revenues from increased data consumption with growth of mobile subscribers
- #38 Highlight roll out roadmap (Roadmap and announcementsNew UI of Marketing Cloud – David N Demo in JanuaryAnnounced advances in innovations across all 5 solutionsThings like anomaly detections and clustering…Big idea we shared at Summit – the Last Millisecond (introduced a few months ago to employees now it Resonated with customersIdea is: From the moment I take an action, the experience is built for me in milliseconds.Every swipe, tag, tap, snap, drag, click…Across brands, devices and platforms, Consumers just want it their way and they don’t care about the complexity required to make that happen. Action to experience -> Last MillisecondHeroes or look very, very averageTo do this right, execution across four key pillars [LIST ALL FOUR]LISTEN - SignalsBehavioral (what is being shared)3rd party (demo, income range, age, zip)Enterprise data (PoS, CRM), Social data and graphSit in different places, once consolidated has to be ready to scale to real-time requirement of LMPREDICT: With our data about consumer and interests, now what do we predict they want to see / offer / contentMath, Algorithms, machine learning, Has to be. Massive scale.Based on the prediction, need to assemble the fundamental creativeASSEMBLE: The assets to assemble this sit in elemental form in different places, the creative over in the DAM, the font is over in another place, product pricing, inventory systems – everything must be assembled dynamically.DELIVER:This sounds simple, but is anything but. Must be done seamlessly – end-to-end and in mere moments with pinpoint accuracyAll critical – next version of the marketing cloud is overcome org hurdles
- #39 Enterprises must first collect all customers’ behavioral information not only from online interactions, but also from inbound, offline channels like point-of-sale retail systems and call centers, which are typically fragmented and stored in many different silos.
- #40Â And then Consolidate all this data into a single analysis infrastructure in order to provide a 360Âş view of the Customer.Then using the right customer analytics solution, you can attribute online activities to offline conversion (and vice versa), establishing an accurate picture of visitor conversion and the affects of campaign investmentThis enables True Customer segmentation, taking into account all data attributes and activities, which empowers the leap to customer centric marketing. Ultimately, you will improve all your acquisition, conversion and retention activities.
- #42 Highlight roll out roadmap (Roadmap and announcementsNew UI of Marketing Cloud – David N Demo in JanuaryAnnounced advances in innovations across all 5 solutionsThings like anomaly detections and clustering…Big idea we shared at Summit – the Last Millisecond (introduced a few months ago to employees now it Resonated with customersIdea is: From the moment I take an action, the experience is built for me in milliseconds.Every swipe, tag, tap, snap, drag, click…Across brands, devices and platforms, Consumers just want it their way and they don’t care about the complexity required to make that happen. Action to experience -> Last MillisecondHeroes or look very, very averageTo do this right, execution across four key pillars [LIST ALL FOUR]LISTEN - SignalsBehavioral (what is being shared)3rd party (demo, income range, age, zip)Enterprise data (PoS, CRM), Social data and graphSit in different places, once consolidated has to be ready to scale to real-time requirement of LMPREDICT: With our data about consumer and interests, now what do we predict they want to see / offer / contentMath, Algorithms, machine learning, Has to be. Massive scale.Based on the prediction, need to assemble the fundamental creativeASSEMBLE: The assets to assemble this sit in elemental form in different places, the creative over in the DAM, the font is over in another place, product pricing, inventory systems – everything must be assembled dynamically.DELIVER:This sounds simple, but is anything but. Must be done seamlessly – end-to-end and in mere moments with pinpoint accuracyAll critical – next version of the marketing cloud is overcome org hurdles
- #44 The marketer worked with our predictive services team to build a media mix model tool. In this dashboard, the marketer enters all of the planned budgets for its various media.He then clicks the “Calculate Optimum” button to run the customized predictive model against the inputs.
- #45Â You can see the small incremental improvement in revenue based on the predictive model.
- #46 Highlight roll out roadmap (Roadmap and announcementsNew UI of Marketing Cloud – David N Demo in JanuaryAnnounced advances in innovations across all 5 solutionsThings like anomaly detections and clustering…Big idea we shared at Summit – the Last Millisecond (introduced a few months ago to employees now it Resonated with customersIdea is: From the moment I take an action, the experience is built for me in milliseconds.Every swipe, tag, tap, snap, drag, click…Across brands, devices and platforms, Consumers just want it their way and they don’t care about the complexity required to make that happen. Action to experience -> Last MillisecondHeroes or look very, very averageTo do this right, execution across four key pillars [LIST ALL FOUR]LISTEN - SignalsBehavioral (what is being shared)3rd party (demo, income range, age, zip)Enterprise data (PoS, CRM), Social data and graphSit in different places, once consolidated has to be ready to scale to real-time requirement of LMPREDICT: With our data about consumer and interests, now what do we predict they want to see / offer / contentMath, Algorithms, machine learning, Has to be. Massive scale.Based on the prediction, need to assemble the fundamental creativeASSEMBLE: The assets to assemble this sit in elemental form in different places, the creative over in the DAM, the font is over in another place, product pricing, inventory systems – everything must be assembled dynamically.DELIVER:This sounds simple, but is anything but. Must be done seamlessly – end-to-end and in mere moments with pinpoint accuracyAll critical – next version of the marketing cloud is overcome org hurdles
- #48 Digital Readinessis the right combination of People, Process and Products which enabledata rich organisations to become information and action rich. It enables organisations to setup a strong digital analytics foundation that supports the success of existing and future digital marketing activities. Specifically at M&S we’re talking about enabling your core teams to develop an insight-driven organisation.
- #50 Highlight roll out roadmap (Roadmap and announcementsNew UI of Marketing Cloud – David N Demo in JanuaryAnnounced advances in innovations across all 5 solutionsThings like anomaly detections and clustering…Big idea we shared at Summit – the Last Millisecond (introduced a few months ago to employees now it Resonated with customersIdea is: From the moment I take an action, the experience is built for me in milliseconds.Every swipe, tag, tap, snap, drag, click…Across brands, devices and platforms, Consumers just want it their way and they don’t care about the complexity required to make that happen. Action to experience -> Last MillisecondHeroes or look very, very averageTo do this right, execution across four key pillars [LIST ALL FOUR]LISTEN - SignalsBehavioral (what is being shared)3rd party (demo, income range, age, zip)Enterprise data (PoS, CRM), Social data and graphSit in different places, once consolidated has to be ready to scale to real-time requirement of LMPREDICT: With our data about consumer and interests, now what do we predict they want to see / offer / contentMath, Algorithms, machine learning, Has to be. Massive scale.Based on the prediction, need to assemble the fundamental creativeASSEMBLE: The assets to assemble this sit in elemental form in different places, the creative over in the DAM, the font is over in another place, product pricing, inventory systems – everything must be assembled dynamically.DELIVER:This sounds simple, but is anything but. Must be done seamlessly – end-to-end and in mere moments with pinpoint accuracyAll critical – next version of the marketing cloud is overcome org hurdles
- #53Â Mobile as part of multi-channel marketing strategy
- #55 These silos of information make it increasingly difficult to do things core to your business and growth. Adobe has been working with Telco companies for years helping to meet customer needs in a very dynamic marketplace and grow their business. In fact, Adobe works with over 70% of the top 25 Global Telecommunications companies. These are a core set of objectives that we have helped them achieve again and againthings such as:Innovation –There are few industries that are as dynamic as telecommunications. To stay ahead of the pack and to envision the next revolutionary trend, success is driven through experimentation and innovation.First is product/services innovation as part of driving desire to grow revenues in areas beyond data downloads. We see a lot of experimentation with new offerings such as bundles and family plans which provide opportunities to benefit from content downloads, gain share of wallet & improve ARPUs. Telco organizations are increasing tapping customers for inputs during the product development cycle which provides early inputs into product features and audience preferences and positioning. focused on the development of New offerings that will both improve revenues and provide more stickiness (like data and content subscriptions) and marketing innovation- novel ways to engage and retain customers (apps and OTT collaborations, mobile broadband) gain a (adobe value proposition is through social technologies that support innovation strategies, analytics that enable the organization to identify trends)Differentiate Customer Experiences- CSP can differentiate themselves from the competition by providing personalized, engaging experiences across the customer lifecycle. For example, CSP are able to improve CSAT and reduce churn by providing intuitive e-support experiences. (analytics, targeting, WEM) Harness the power of big data: Telco organizations have a wealth of data- billing relationship, phone, app usage like other organizations want to harness the power of their data are looking to identify actionable insights and segments within their data sets to inform audience targeting, cross sell/up sell, and provide intuitive support experiencesANDThey are the only player in the eco system that can see the market in totality: what mobile subscribers are doing- how all apps & devices are being used so that could be used to sell back to ecosystem as intel or they could participate in ad networks (analytics, Insight, Target)Execute on a Dime: Efficient and speed from content/campaign development to publishing to different form factors. Quickly measure and react based on target audiences reaction- optimize advertising spend to deliver biggest benefit for the buck. (WEM, Media optimizer)Need to expand wallet share- and reduce churn (new offerings that combine data/content, look at new business models - mobile advertisingAcquire new customersMarket for carriers is mature, saturated - having a challenge acquiring new customers and keeping existing customers. Focused on expanding “wallet share” across their served customer base…bundling offerings is popular (4P offering - Internet, Voice, TV, Mobile). Major focus of customer relationship management strategy is influencing uptake of additional offerings to prevent defection. A dominant KPI is client spend. Disruptive new entrants are stealing market share (Free Mobile story in France…already has 5% market share) and regulatory pressure challenging the growth in revenues from increased data consumption with growth of mobile subscribers
- #60Â Typically you think of adobe as a software company who sells only product, meaning tools which are used to manage, measure or optimize digital marketing. We can offer much more. Thank you for your time.Shall we proceed to bring in our consultants to prepare an assessment of your Digital Readiness situation?
- #61 Thank you BradTo highlight the digital marketing controls that Brad was talking about, I want to take you behind the scenes of Adobe’s recent Creative Suite 6 launch to show you some of the secret processes and metrics that we don’t normally share publically. This real-world case study is exciting because not only did it use great examples of Digital Marketing strategy, but it also delivered more than 10 times Return on Investment.
- #62Â The next step in the process was to continue building personas around these segments and start assembling content that we could test.For each segment or persona, we developed multiple offers that we could run and test to determine what worked in getting higher conversion rates.
- #63Â These variations of content were finely tuned for each segment, giving us clearly targeted messages.The goal of these offers was to create a personalized experience for customers once they landed on our company site.These are some of the examples of the A/B images.
- #64Â And here you can see a second variation for each segment, again with unique messages that are designed to be interesting to the personas.The really cool thing about these landing page experiences though, is that even with anonymous customers, it could evolve in real-time what message the customer sees based on variables like behavior on the site, referring domains, time of day, or what search terms the customer used. This continual optimization was critical to ensure that we were matching the right content with the right user.
- #65Â We started by comparing the social channels.In this case, we looked at continued trends on Twitter and Facebook and determined that we should run a test to figure out how to increase customer referrals.
- #66Â If we could get positive comments and recommendations about our products from actual customers, we knew that would be more influential than any marketing message we could come up with.So we decided to enable these social influencers with a campaign that would enable them to share our message for us.
- #67Â Our approach was to build a Facebook app that encouraged customers to enter for a chance to win free software.The idea again, was to post this and make it exciting enough that people would want to share the message and extend the marketing campaign across the social channels.
- #68Â This was one of our first big campaigns with social so we decided to do it right and test the campaign.
- #71 Let’s check out at some of the results.In this social campaign, we ran multiple versions of the Social Experience App.Here we can see Experience A on the left and B on the right.A was targeted to customers who we hoped would enter the contest and promote to their friends – it was extremely visual and interactive with a smaller call to action Experience B focused more on the product than the contest and had a much larger and more pronounced Enter Button with more white space.We used our testing engine to run both tests at the same time, but split the audience by our target segments. Some people thought the white space and large call to action would generate more success, others thought the more interactive app would win.Which do you think performed the highest? Think about it for a moment and I will show you.I asked this question to 100 people here at the conference and here are the results.37% picked A, and 63% selected B; and 10% just couldn’t make up their minds so I moved on… – Most indicated that they felt the large Enter Now button would get more people to click through.
- #72 In fact, its not as easy as just A OR BAdobe’s Digital Marketing Suite allows companies to get passed guess work. The results in this case were more interesting.Version A outperformed B by 12% measured with 91% confidence on getting people to enter the contest, BUT version B was more than 200% higher at 99% confidence in getting customers to click through to learn more. So like most statistics, those of you who guessed A were right, and those of you who guessed B were right.However, the key here is that it comes back to matching the right content to the right user. A works for an audience that is hoping for a chance to get free software and in turn promotes our products to their friends, and B works for prospects that want to learn more about the products. With this information we were able to extend our testing and begin personalizing the experience based on the data.
- #73 Before I turn this back to David I want to share a couple more fun results.We ran our Creative Suite launch campaigns across multiple marketing channels, and traditionally Search Marketing is the biggest contributor of success. This time social rocked the results and came out on top. It drove more than 3 million referrals to our site and was a higher contributor to revenue than search, driving almost 13% of Creative Cloud subscriptions. That is HUGE!Why did it work? Well here is an example. With the app we just reviewed, we had influencers across the social networks promoting our products for us, because they like our products, and because we gave them the opportunity. One of these social influencers – just simply by referring Adobe products to his social friends – by himself generated nearly $5,000 Euros in revenue for Adobe Adobe’s Digital Marketing Suite – combined with smart marketers to power a extremely sucessful Creative Suite - with more than 10 times return on investment.That is how you can utilize technologies to create a digital marketing cockpit that is right for your business as well, and that is how Data optimized marketing works.Back to you David.
- #74 These silos of information make it increasingly difficult to do things core to your business and growth. Adobe has been working with Telco companies for years helping to meet customer needs in a very dynamic marketplace and grow their business. In fact, Adobe works with over 70% of the top 25 Global Telecommunications companies. These are a core set of objectives that we have helped them achieve again and againthings such as:Innovation –There are few industries that are as dynamic as telecommunications. To stay ahead of the pack and to envision the next revolutionary trend, success is driven through experimentation and innovation.First is product/services innovation as part of driving desire to grow revenues in areas beyond data downloads. We see a lot of experimentation with new offerings such as bundles and family plans which provide opportunities to benefit from content downloads, gain share of wallet & improve ARPUs. Telco organizations are increasing tapping customers for inputs during the product development cycle which provides early inputs into product features and audience preferences and positioning. focused on the development of New offerings that will both improve revenues and provide more stickiness (like data and content subscriptions) and marketing innovation- novel ways to engage and retain customers (apps and OTT collaborations, mobile broadband) gain a (adobe value proposition is through social technologies that support innovation strategies, analytics that enable the organization to identify trends)Differentiate Customer Experiences- CSP can differentiate themselves from the competition by providing personalized, engaging experiences across the customer lifecycle. For example, CSP are able to improve CSAT and reduce churn by providing intuitive e-support experiences. (analytics, targeting, WEM) Harness the power of big data: Telco organizations have a wealth of data- billing relationship, phone, app usage like other organizations want to harness the power of their data are looking to identify actionable insights and segments within their data sets to inform audience targeting, cross sell/up sell, and provide intuitive support experiencesANDThey are the only player in the eco system that can see the market in totality: what mobile subscribers are doing- how all apps & devices are being used so that could be used to sell back to ecosystem as intel or they could participate in ad networks (analytics, Insight, Target)Execute on a Dime: Efficient and speed from content/campaign development to publishing to different form factors. Quickly measure and react based on target audiences reaction- optimize advertising spend to deliver biggest benefit for the buck. (WEM, Media optimizer)Need to expand wallet share- and reduce churn (new offerings that combine data/content, look at new business models - mobile advertisingAcquire new customersMarket for carriers is mature, saturated - having a challenge acquiring new customers and keeping existing customers. Focused on expanding “wallet share” across their served customer base…bundling offerings is popular (4P offering - Internet, Voice, TV, Mobile). Major focus of customer relationship management strategy is influencing uptake of additional offerings to prevent defection. A dominant KPI is client spend. Disruptive new entrants are stealing market share (Free Mobile story in France…already has 5% market share) and regulatory pressure challenging the growth in revenues from increased data consumption with growth of mobile subscribers