The document summarizes two failures in the speaker's career at Fallon advertising agency and what he learned from them. For United Airlines, good advertising was less effective than improving their airplane seats. For Sony, they were unable to agree on advertising for Sony's digital music players despite strategic insights, and Sony ultimately conceded the market to Apple. These experiences led the speaker to realize that building marketing directly into products through things like digital services is more powerful than advertising alone. He now runs the marketing agency Zeus Jones, which focuses on this approach.
The noble art of creating stuff worth sharing. Let’s stop talking, let’s star...Polle de Maagt
Nothing changed and everything changed.
The more direct contact brands have with consumers,
the more they need a coherent core identity.
One that translates both into tweets and invoices
in campaigns, and more important, a permanent dialogue.
Because people’s expectations have shifted.
Towards new client service normals.
From ads to acts.
Changing companies towards more consumer centricity isn’t easy.
That requires proving you’re on the right track every single day.
Showing progress.
Building upon your companies’ unused potential.
Learn step-by-step how you can dramatically increase your audience of subscribers, leads, customers and fans by adding a few simple (and free) types of marketing strategies to the mix.
Leveraging social media starts with an understanding of why it's important, and ends with a focus on building and leveraging the relationships that drive business.
Most presentation suck. Here's my best advice on how not to, and it boils down to a single, simple idea: Focus on the listener. Not yourself. Not your content. Not your slides. THE LISTENER.
How (and When) to Hire a Great VP of Customer Success Management CSMGainsight
The VP of Customer Success role has become one of the hottest hiring priorities for companies in the Subscription Economy. Although the impact is now widely recognized, businesses still struggle with identifying the right time to bring on a CSM leader, and furthermore, how to recognize truly great candidates.
Join a lively conversation between Nick Mehta, CEO at Gainsight, Tomasz Tunguz, Partner at Redpoint Ventures, and Monica Adractas, VP of Customer Success and Retention at Box as they share how (and when) to hire a great VP of Customer Success.
In this webinar, you’ll learn:
- How data supports hiring a VP Customer Success earlier in the company lifecycle
- What the key characteristics of greatness are and how to identify them early
- How maturing companies have evolved the VP Customer Success role to meet the changing needs of their customer base
Featuring: Tomasz Tunguz, Partner at Redpoint Ventures; Monica Adractas, VP of Customer Success and Retention at Box; and Nick Mehta, CEO at Gainsight
The noble art of creating stuff worth sharing. Let’s stop talking, let’s star...Polle de Maagt
Nothing changed and everything changed.
The more direct contact brands have with consumers,
the more they need a coherent core identity.
One that translates both into tweets and invoices
in campaigns, and more important, a permanent dialogue.
Because people’s expectations have shifted.
Towards new client service normals.
From ads to acts.
Changing companies towards more consumer centricity isn’t easy.
That requires proving you’re on the right track every single day.
Showing progress.
Building upon your companies’ unused potential.
Learn step-by-step how you can dramatically increase your audience of subscribers, leads, customers and fans by adding a few simple (and free) types of marketing strategies to the mix.
Leveraging social media starts with an understanding of why it's important, and ends with a focus on building and leveraging the relationships that drive business.
Most presentation suck. Here's my best advice on how not to, and it boils down to a single, simple idea: Focus on the listener. Not yourself. Not your content. Not your slides. THE LISTENER.
How (and When) to Hire a Great VP of Customer Success Management CSMGainsight
The VP of Customer Success role has become one of the hottest hiring priorities for companies in the Subscription Economy. Although the impact is now widely recognized, businesses still struggle with identifying the right time to bring on a CSM leader, and furthermore, how to recognize truly great candidates.
Join a lively conversation between Nick Mehta, CEO at Gainsight, Tomasz Tunguz, Partner at Redpoint Ventures, and Monica Adractas, VP of Customer Success and Retention at Box as they share how (and when) to hire a great VP of Customer Success.
In this webinar, you’ll learn:
- How data supports hiring a VP Customer Success earlier in the company lifecycle
- What the key characteristics of greatness are and how to identify them early
- How maturing companies have evolved the VP Customer Success role to meet the changing needs of their customer base
Featuring: Tomasz Tunguz, Partner at Redpoint Ventures; Monica Adractas, VP of Customer Success and Retention at Box; and Nick Mehta, CEO at Gainsight
• 3. The 3 Models of SaaS Pricing1How to Pick the Best Price28 Pricing Hacks3How to Test New Pricing4We’ll cover...
• 4. Model 1: Targeting Small Businesses1
• 5. Self-service, no sales team, limited support
• 6. Pricing in the $10 - $100/month rangeThis mean you need to focus onscale and acquiring customerscheaply.
• 7. Similar companies
• 8. Model 2: Targeting Enterprise2
• 9. Sales team, contracts, full support
• 10. Pricing is $1,000s or $10,000s/monthVery little is automated, your teamwill be working very closely witheach customer.
• 11. Similar companies
• 12. Model 3: The Mid-Size Hybrid3
• 13. Automated marketing with a sales team
• 14. Pricing is $100’s/monthYou’ll need to scale your leads butyou’ll have a full sales team toclose them.
• 15. Similar companies
• 16. Pick the right price range for your vision
• 17. 2 Bad Methods for Pricing
• 18. 1. Product cost + X%You’ll undercharge somecustomers and overcharge others.
• 19. 2. What does the customer want to pay?People have no idea until you askthem for their credit card.
• 20. Pricing by Value
• 21. Value-Based PricingYour customers get value worth $Yand it only costs them $X.
• 22. For B2B, focus on money earned or saved
• 23. How much extra revenue do they earn?1How many hours do they save?2What other costs do they avoid?3Ask your customers:
• 24. Capture more value from each customer.
• 25. There’s no such thing as a perfect price.If you need more guidance, pick aprice that’s 10% of the valuedelivered.
• 26. 8 Pricing Hacks8
• 27. Rule 1: Go AnnualYou’ll improve cash flow, reduceyour churn, and improve yourrevenue.
• 28. Rule 2: Don’t Add Unnecessary Digits$1000 looks cheaper than $1,000or $1000.00
• 29. Rule 3: Avoid Discounts Unless LaunchingDiscounts create destructivecustomer habits. Do not use themregularly.
• 30. Rule 4: Offer Multiple Prices to Anchor
• 31. Rule 5: Use pricing plans to segment customers.Different customer types getdifferent value from your product.Capture that value.
• 32. Rule 6: Double Your PriceWe all tend to UNDERvalue our ownservices.
• 33. Rule 7: Be Careful With Freemium PlansVery difficult to make it work in B2Bmarkets.
• 34. Rule 8: Grandfather Old Customers InAs long as you don’t raise pricesfor old customers, you won’t getany complaints.
• 35. These are rules, not laws.
• 36. How to Test New Pricing - 4 Steps
• 37. Step 1: Track subscription plans for all customersSubscription plans1Each monthly charge2Any cancelations3Access to total revenue, averagerevenue per user, and churn4
• 38. Step 2: Launch Your New Pricing Page
• 39. Step 3: Track your entire funnel
• 40. Step 4: Track ARPU and churn
• 41. KISSmetrics helps you find the right priceConnects all data to individual people1A/B tests for your entire funnel2See which plans are most profitable
SaaS Marketing Plan: 5 Ways to Get your B2B App to Sell ItselfLincoln Murphy
Your B2B SaaS app will not sell itself unless it is designed to do so. This is a guide to getting your B2B SaaS to 'sell itself' was created by noted SaaS Marketing expert and Growth Hacker Lincoln Murphy of Sixteen Ventures.
This guide is full of actionable, unique, and thought-provoking ideas - Growth Hacks if you will - that are designed to allow your product to sell itself.
From attracting the right audience and driving user engagement, to making it easy to buy and easy to share through orchestrated virality, this guide covers all aspects of what's necessary to drive growth with SaaS companies of any stage and serving any market.
Whether you have a self-service sales model or one that requires outside sales reps to drive business, the tips and techniques contained in this guide and the source blog post will help you achieve your goals of efficiently scaling your sales process.
The 2020 consumer is coming fast. Companies need to get ready for a new form of marketing. This presentation describes the capabilities and the organization needed to be successful in 2020.
Slack's Ali Rayl on Scaling Support for User GrowthHeavybit
In this Heavybit Speaker Series Presentation, Ali Rayl talks about building Slack's Support Stack particularly after the company's exponential growth spikes. Ali Rayl is the Director of Quality and Support at Slack where she’s built the team to manage more than 5,000 corporate clients including Stripe, Rdio, Medium, Airbnb, Expedia and Buzzfeed. In the past she was the Director of QA at Songbird — an open-source cross platform music player built on Mozilla’s XULRunner and GStreamer.
Full Video available Here: http://www.heavybit.com/library/developer-operations/video/2014-09-16-ali-rayl
A SaaS Metric designed to Increase Free Trial ConversionsLincoln Murphy
CCAs & Engagement – An Uncommon Way to Engage & Convert Prospects in Your SaaS Free Trial.
A few years ago I came up with a set of metrics that I called Common Conversion Activities – or CCA – that I defined as “The things that all or most paying customers do during their trial.”
In July 2012 I gave a 54-minute presentation where I introduced the next version of this ever-evolving set of metrics for measuring Free Trial success, the CCA, and I want to share that with you now.
See the video of this presentation here: http://sixteenventures.com/free-trial-metrics
SaaS Accounting: The blueprint to understanding and optimizingPrice Intelligently
A bad accountant or finance manager can spell doom for your company though by causing you to not invest cash that you should be or worse - spending money you don’t have in the bank. This is why you need to know your SaaS accounting chops, too. To help, let’s walk through a breakdown of how revenue flows through your business from a booking all the way to cash collected.
Here we walk through exactly how to calculate ARPU (Average Revenue Per User) including what to and not to include in the calculation, as well as how to optimize this crucial SaaS metric.
How to Drive Growth with Customer Success MetricsGainsight
The most successful Enterprise SaaS companies know that growing revenue only through new customer acquisition is the less efficient way to scale. Rather, they understand that growing revenue within your existing customer base - through up-sells, cross-sells, and expanded use - is the most profitable way to scale.
In fact, Enterprise SaaS companies that grow revenue - and company valuation - by expanding revenue within their existing customer base also know the key to making this work is to focus on - and operationalize - Customer Success.
This presentation - How to Drive Growth with Customer Success Metrics - is from Pulse 2014, the biggest Customer Success industry event ever and included panelists Aaron Ross, author of Predictable Revenue, Jason Lemkin of Storm Ventures, Tomasz Tunguz of Redpoint Ventures, and Brian Stafford McKinsey.
Communication and presentation tips for do-gooders, created by Dr. Carmen Simon and Bruce Kasanoff. Learn more at http://www.memzy.com/ and http://kasanoff.com/
Frontline Thinking. Insight publication for automotive marketeersWe are Acuity
Acuity are automotive marketing experts and brand guardians to Citroen UK. Each quarter they create a free insight publication for automotive marketeers on how to increase sales and customer retention.
How to leverage national marketing at a local level.
Kwik-Fit. In need of a Kwik-Fix?
Interview with Claire Cardosi, Citroen UK
Innovations in automotive marketing: UK's first interactive mailer
• 3. The 3 Models of SaaS Pricing1How to Pick the Best Price28 Pricing Hacks3How to Test New Pricing4We’ll cover...
• 4. Model 1: Targeting Small Businesses1
• 5. Self-service, no sales team, limited support
• 6. Pricing in the $10 - $100/month rangeThis mean you need to focus onscale and acquiring customerscheaply.
• 7. Similar companies
• 8. Model 2: Targeting Enterprise2
• 9. Sales team, contracts, full support
• 10. Pricing is $1,000s or $10,000s/monthVery little is automated, your teamwill be working very closely witheach customer.
• 11. Similar companies
• 12. Model 3: The Mid-Size Hybrid3
• 13. Automated marketing with a sales team
• 14. Pricing is $100’s/monthYou’ll need to scale your leads butyou’ll have a full sales team toclose them.
• 15. Similar companies
• 16. Pick the right price range for your vision
• 17. 2 Bad Methods for Pricing
• 18. 1. Product cost + X%You’ll undercharge somecustomers and overcharge others.
• 19. 2. What does the customer want to pay?People have no idea until you askthem for their credit card.
• 20. Pricing by Value
• 21. Value-Based PricingYour customers get value worth $Yand it only costs them $X.
• 22. For B2B, focus on money earned or saved
• 23. How much extra revenue do they earn?1How many hours do they save?2What other costs do they avoid?3Ask your customers:
• 24. Capture more value from each customer.
• 25. There’s no such thing as a perfect price.If you need more guidance, pick aprice that’s 10% of the valuedelivered.
• 26. 8 Pricing Hacks8
• 27. Rule 1: Go AnnualYou’ll improve cash flow, reduceyour churn, and improve yourrevenue.
• 28. Rule 2: Don’t Add Unnecessary Digits$1000 looks cheaper than $1,000or $1000.00
• 29. Rule 3: Avoid Discounts Unless LaunchingDiscounts create destructivecustomer habits. Do not use themregularly.
• 30. Rule 4: Offer Multiple Prices to Anchor
• 31. Rule 5: Use pricing plans to segment customers.Different customer types getdifferent value from your product.Capture that value.
• 32. Rule 6: Double Your PriceWe all tend to UNDERvalue our ownservices.
• 33. Rule 7: Be Careful With Freemium PlansVery difficult to make it work in B2Bmarkets.
• 34. Rule 8: Grandfather Old Customers InAs long as you don’t raise pricesfor old customers, you won’t getany complaints.
• 35. These are rules, not laws.
• 36. How to Test New Pricing - 4 Steps
• 37. Step 1: Track subscription plans for all customersSubscription plans1Each monthly charge2Any cancelations3Access to total revenue, averagerevenue per user, and churn4
• 38. Step 2: Launch Your New Pricing Page
• 39. Step 3: Track your entire funnel
• 40. Step 4: Track ARPU and churn
• 41. KISSmetrics helps you find the right priceConnects all data to individual people1A/B tests for your entire funnel2See which plans are most profitable
SaaS Marketing Plan: 5 Ways to Get your B2B App to Sell ItselfLincoln Murphy
Your B2B SaaS app will not sell itself unless it is designed to do so. This is a guide to getting your B2B SaaS to 'sell itself' was created by noted SaaS Marketing expert and Growth Hacker Lincoln Murphy of Sixteen Ventures.
This guide is full of actionable, unique, and thought-provoking ideas - Growth Hacks if you will - that are designed to allow your product to sell itself.
From attracting the right audience and driving user engagement, to making it easy to buy and easy to share through orchestrated virality, this guide covers all aspects of what's necessary to drive growth with SaaS companies of any stage and serving any market.
Whether you have a self-service sales model or one that requires outside sales reps to drive business, the tips and techniques contained in this guide and the source blog post will help you achieve your goals of efficiently scaling your sales process.
The 2020 consumer is coming fast. Companies need to get ready for a new form of marketing. This presentation describes the capabilities and the organization needed to be successful in 2020.
Slack's Ali Rayl on Scaling Support for User GrowthHeavybit
In this Heavybit Speaker Series Presentation, Ali Rayl talks about building Slack's Support Stack particularly after the company's exponential growth spikes. Ali Rayl is the Director of Quality and Support at Slack where she’s built the team to manage more than 5,000 corporate clients including Stripe, Rdio, Medium, Airbnb, Expedia and Buzzfeed. In the past she was the Director of QA at Songbird — an open-source cross platform music player built on Mozilla’s XULRunner and GStreamer.
Full Video available Here: http://www.heavybit.com/library/developer-operations/video/2014-09-16-ali-rayl
A SaaS Metric designed to Increase Free Trial ConversionsLincoln Murphy
CCAs & Engagement – An Uncommon Way to Engage & Convert Prospects in Your SaaS Free Trial.
A few years ago I came up with a set of metrics that I called Common Conversion Activities – or CCA – that I defined as “The things that all or most paying customers do during their trial.”
In July 2012 I gave a 54-minute presentation where I introduced the next version of this ever-evolving set of metrics for measuring Free Trial success, the CCA, and I want to share that with you now.
See the video of this presentation here: http://sixteenventures.com/free-trial-metrics
SaaS Accounting: The blueprint to understanding and optimizingPrice Intelligently
A bad accountant or finance manager can spell doom for your company though by causing you to not invest cash that you should be or worse - spending money you don’t have in the bank. This is why you need to know your SaaS accounting chops, too. To help, let’s walk through a breakdown of how revenue flows through your business from a booking all the way to cash collected.
Here we walk through exactly how to calculate ARPU (Average Revenue Per User) including what to and not to include in the calculation, as well as how to optimize this crucial SaaS metric.
How to Drive Growth with Customer Success MetricsGainsight
The most successful Enterprise SaaS companies know that growing revenue only through new customer acquisition is the less efficient way to scale. Rather, they understand that growing revenue within your existing customer base - through up-sells, cross-sells, and expanded use - is the most profitable way to scale.
In fact, Enterprise SaaS companies that grow revenue - and company valuation - by expanding revenue within their existing customer base also know the key to making this work is to focus on - and operationalize - Customer Success.
This presentation - How to Drive Growth with Customer Success Metrics - is from Pulse 2014, the biggest Customer Success industry event ever and included panelists Aaron Ross, author of Predictable Revenue, Jason Lemkin of Storm Ventures, Tomasz Tunguz of Redpoint Ventures, and Brian Stafford McKinsey.
Communication and presentation tips for do-gooders, created by Dr. Carmen Simon and Bruce Kasanoff. Learn more at http://www.memzy.com/ and http://kasanoff.com/
Frontline Thinking. Insight publication for automotive marketeersWe are Acuity
Acuity are automotive marketing experts and brand guardians to Citroen UK. Each quarter they create a free insight publication for automotive marketeers on how to increase sales and customer retention.
How to leverage national marketing at a local level.
Kwik-Fit. In need of a Kwik-Fix?
Interview with Claire Cardosi, Citroen UK
Innovations in automotive marketing: UK's first interactive mailer
DBS: Iris Worldwide: Your Brand’s Hyperconnected Influencers Digiday
There’s a mainstream audience that is not just connected, but hyper-connected, with zero degrees of separation between them and a global universe of influences. Iris Worldwide conducted a study to determine the differences and similarities between these individuals, what they choose to share and how brands can insert themselves into the conversation with these influencers.
Presenter: Esty Gorman, director of strategy, Iris Worldwide @Esty501
Presented 3/14/12, Trine University AMA, Angola, IN. This is a look at how businesses use social media, with the starting reference point of how businesses communicated with their customers in the past.
The Future of 2013... A Look Forward to the Media Landscape in 2013Mindshare Ireland
An overview of the 2013 media landscape from Ireland's largest media agency. This presentation reviews media consumption in Ireland and the impact of multi-screening on mobile, social and TV, as well as trends to come. Get the scoop on trading, radio, press and digital, and how best to maximise ROI through integrated media strategies.
To stay up to date on all things media visit www.blog.mindshare.ie
Dow Jones - Social Media, PR and Internal Comms - Webinar, 27 May09Lars Voedisch
Social Media, PR and Internal Communications.
What are the latest trends in this area?
See examples on how Dow Jones helps its customers to understand the complex media landscape and efficiently communicate to its workforce and key external stakeholders.
What are the best strategies and techniques to measure and prove the value of corporate communications?
What do corporate communicators need to know about social media and what does it mean for the business?
How can communicators keep employees informed and engaged in times of continuous change and crisis?
Spain vs Italy Spain at Euro Cup 2024 Group, Fixtures, Players to Watch and M...Eticketing.co
Euro Cup 2024 fans worldwide can book Spain vs Italy Tickets from our online platform www.eticketing.co. Fans can book Euro Cup Germany Tickets on our website at discounted prices.
Belgium vs Slovakia Belgium announce provisional squad for Euro Cup 2024 Thib...Eticketing.co
Euro 2024 fans worldwide can book Belgium vs Slovakia Tickets from our online platform www.eticketing.co. Fans can book Euro Cup Germany Tickets on our website at discounted prices.
Euro Cup fans worldwide can book Euro 2024 Tickets from our online platform www.worldwideticketsandhospitality. Fans can book Croatia vs Italy Tickets on our website at discounted prices.
Euro Cup fans worldwide can book Euro 2024 Tickets from our online platform www.worldwideticketsandhospitality. Fans can book Slovenia Vs Denmark Tickets on our website at discounted prices.
Euro Cup international supporters can book Euro 2024 Tickets from our online platform Worldwideticketsandhospitality.com. Followers can book Turkey Vs Portugal Tickets on our website at sale prices.
Euro Cup fans worldwide can book Euro 2024 Tickets from our online platform www.worldwideticketsandhospitality. Fans can book Poland Vs Netherlands Tickets on our website at discounted prices.
Mats André Zuccarello Aasen, commonly known as Mats Zuccarello, was born on September 1, 1987, in
Oslo, Norway. He grew up in the bustling neighborhood of Løren, where his passion for ice hockey began
at a young age. His mother, Anita Zuccarello, is of Italian descent, and his father, Glenn Aasen, is
Norwegian. This multicultural background played a significant role in shaping his identity and versatility
on and off the ice.
Spain's Euro Cup 2024 Selections and Croatia's Group of Death Challenge.docxEuro Cup 2024 Tickets
Chelsea's Marc Cucurella is one of only three Premier League players included in Spain's preliminary Euro Cup 2024 squad as the Tottenham star with 11 goal contributions is overlooked
Euro Cup fans worldwide can book Euro 2024 Tickets from our online platform www.worldwideticketsandhospitality. Fans can book Poland Vs Austria Tickets on our website at discounted prices.
Euro Cup fans worldwide can book Euro 2024 Tickets from our online platform www.worldwideticketsandhospitality. Fans can book Denmark Vs England Tickets on our website at discounted prices.
Narrated Business Proposal for the Philadelphia Eaglescamrynascott12
Slide 1:
Welcome, and thank you for joining me today. We will explore a strategic proposal to enhance parking and traffic management at Lincoln Financial Field, aiming to improve the overall fan experience and operational efficiency. This comprehensive plan addresses existing challenges and leverages innovative solutions to create a smoother and more enjoyable experience for our fans.
Slide 2:
Picture this: It’s a crisp fall afternoon, driving towards Lincoln Financial Field. The atmosphere is electric—tailgaters grilling, fans in Eagles jerseys creating a sea of green and white. The air buzzes with camaraderie and anticipation. You park, join the throng, and make your way to your seat. The stadium roars as the Eagles take the field, sending chills down your spine. Each play is a thrilling dance of strategy and skill. This is what being an Eagles fan is all about—the joy, the pride, and the shared experience.
Slide 3:
But now, the day is marred by frustration. The excitement wanes as you struggle to find a parking spot. The congestion is overwhelming, and tempers flare. The delays mean you miss the pre-game excitement, the tailgate camaraderie, and even the opening kick-off. After the game, the joy of victory or the shared solace of defeat is overshadowed by the stress of navigating out of the parking lot. The gridlock, honking horns, and endless waiting drain the energy and joy from what should have been an unforgettable experience.
Our proposal aims to eliminate these frustrations, ensuring that from arrival to departure, your experience is extraordinary. Efficient parking and smooth traffic flow are key to maintaining the high spirits and excitement that make game days special.
Slide 4:
The Philadelphia Eagles are not just a premier NFL team; they are an integral part of the community, hosting games, concerts, and various events at Lincoln Financial Field. Our state-of-the-art stadium is designed to provide a world-class experience for every attendee. Whether it's the thrill of game day, the excitement of a live concert, or the camaraderie of community events, we pride ourselves on delivering a fan-first experience and maintaining operational excellence across all our activities. Our commitment to our fans and community is unwavering, and we continuously strive to enhance every aspect of their experience, ensuring they leave with unforgettable memories.
Slide 5:
Recent trends show an increasing demand for efficient event logistics. Our customer feedback has consistently highlighted frustrations with parking and traffic. Surveys indicate that a significant number of fans are dissatisfied with the current parking situation. Comparisons with other venues like Citizens Bank Park and Wells Fargo Center reveal that we lag in terms of parking efficiency and convenience. These insights underscore the urgent need for innovation to meet and exceed fan expectations.
Slide 6:
As we delve into the intricacies of our operations, one glaring issue emer
Results for LtCol Thomas Jasper, Marine, for the 2010 Marine Corps Marathon held October 31, 2010, marking the 35th annual marathon known as "The People's Marathon."
An impressive finishing time of 3:46:39, placing 324th in the Male division ages 40-44.
Boletin de la I Copa Panamericana de Voleibol Femenino U17 Guatemala 2024Judith Chuquipul
holaesungusto.- Boletín final de la I Copa Panamericana de Voleibol Femenino U17 - Ciudad de Guatemala 2024 que se realizó del 27 de mayo al 01 de julio, en el Domo Polideportivo Zona 13.
Fuente: norceca.net
Euro Cup international supporters can book Euro 2024 Tickets from our online platform Worldwideticketsandhospitality.com. Followers can book Portugal Vs Czechia Tickets on our website at sale prices.
Portugal Vs Czechia- Ronaldo feels 'proud' of new UEFA Euro 2024 record.docx
Adrian Ho-Zeus Jones-Beyond Advertising
1. Strategy: beyond advertising.
Conferência de Planejamento
2008 December 1, 2008
1
I must admit I was quite nervous when I looked at the agenda and saw that I was the very last speaker of the day.
2. The last speech should be:
Refreshing
Energizing
Optimistic
Reinvigorating
Inspiring
2
The last speech has very high requirements. It needs to refresh you after a long day of lectures, energize you about all the new
possibilities and fill you with optimism. It should make you want to go back to your work reinvigorated and inspired to put
everything you've learned into practice.
3. Adrian is:
Not refreshing
Not energizing
Not optimistic
Not reinvigorating
Not inspiring
3
It's pretty obvious that Ken, Daniel and the rest of the committee must have forgotten about that when they put me last because
I am not really any good at doing any of these things.
So, I had a bit of a panic for a few days trying to think about what I could possibly talk about that might be interesting, and then
finally it hit me. The perfect topic, something that would be sure to be inspiring:
4. Failure.
http://www.flickr.com/photos/corsimaster/
4
Failure
In America, failure makes people sad, but in England where I grew up we have a much healthier attitude towards other people's
failures. Failure makes us laugh. We like seeing other people who are worse off than ourselves because it makes us feel better
about our lives.
5. 5
I did a quick check on Twitter to make sure that Brazilians appreciate failure as much as the British, and was told that you do. So I
decided that I'd talk about two of the biggest failures in my career, because they are directly responsible for what I am doing
today.
6. 2003.
6
My story starts in 2003. I was the head of planning at Fallon in Minneapolis. Our client United Airlines had declared bankruptcy
and was in the middle of restructuring their business to become more profitable.
7. United needs more business travelers.
http://www.flickr.com/photos/sandy_pics/
7
As a part of their plan, they needed to grow their business with frequent business travelers, (FBTs) a group who made up only
20% of all travelers but 60% of revenue.
8. Their only difference is their paint.
http://www.flickr.com/photos/mayhem/
8
Unfortunately, they had no money to make any real changes to their products or services, and we already knew from existing
research that most business travelers thought United was no different from any other airline. They saw no reason whatsoever to
fly United over any other airline.
Our only hope was branding. We needed to make the United brand the preferred brand among FBTs and worth paying more for.
9. Tag Heuer
Burberry
Business travelers pay for status symbols.
Tumi
Prada
Gucci
http://www.flickr.com/photos/justanotherhuman/
9
Fortunately, we quickly noticed, business travelers are used to paying more for certain brands. They are much more likely to drive
BMWs, wear Prada suits and Gucci shoes than the average person. In fact they are far more likely to purchase status brands of all
kinds, they tell the time on Tag watches, write with MontBlanc pens and carry Tumi luggage.
10. Insight: travel = success.
http://www.flickr.com/photos/taco-man23/
10
We conducted research to understand why. We learned that FBTs are typically the most ambitious people within their companies.
They are driven to succeed and business travel plays a very important role. Being chosen to travel is proof that that they are
important to their companies, it is proof that they are succeeding. Status brands are simply another way of letting everyone else
know how important they are.
11. Strategy: make United a symbol of success.
http://www.flickr.com/photos/plequere/
11
This gave us an idea. We realised if we could turn United into a status symbol, a symbol of success, it would give them a very
strong reason to choose and prefer United over other airlines. That became our brief, to show that: quot;United is an essential part of
the lives of people on the road to success.quot;
We created some very nice advertising like these two spots:
15. Passenger volume increased.
Flight 1 Flight 2
{
{
TV Launch
15
We increased the number of people flying United
16. United’s average ticket price increased.
TV launch
16
And we increased United's average ticket price at the same time that the ticket prices of all of our competition declined. We won
a bunch of creative awards and a gold Effie.
17. 2004.
17
But we didn't get much time to celebrate.
18. Sony wanted to reclaim personal audio.
18
Because almost immediately afterwards, we were called by Sony to pitch for their Walkman business. We flew out to San Diego
to meet with them and were briefed on the problem: iPod. Sony felt that Apple had stolen their rightful place as the leader in
portable music. They felt that they had missed the move to digital music and wanted to fix that. They had some new products
that were good, well designed but not revolutionary. They were counting on advertising to do a lot of the work.
19. Apple owns the market.
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We flew back home to Minneapolis thinking that what they were asking was impossible. Even in 2004, Apple had a dominating
lead. Over 70% of all mp3 players were iPods.
20. Don’t own an MP3 player: 89%
Apple: 70%
Own an MP3 player: 11%
MP3 market All adults
20
But we quickly discovered one thing: only 11% of adults had an mp3 player. 89% of people hadn't gone to digital music. We
started doing research to find out why.
21. Non owners: had lost their love of music.
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We discovered that many of them felt they had lost their relationship with music. They had listened to music a lot when they
were younger, but as they had grown older, they had found it difficult to keep up with all the new bands. The radio seemed to
play a lot of pop music that didn't appeal to them and so they ended up listening mainly to old music. They didn't really see a
need to carry it with them and so they didn't bother with an mp3 player.
22. Insight: digital reconnects you to music.
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We realised we had found an opening. We knew from personal experience that owning an mp3 player like an iPod changes your
relationship to music. You actually end up listening to more music and more different kinds of music because you have your
music with you all the time. We had seen this all happen to us. Everyone that owned an iPod agreed, and as music had become
more important to us, so had our mp3 players.
23. Love of music drives MP3 player ownership.
Technology Adoption
High 3.4% Adults 10.7% Adults 17.1% Adults
2.5% Penetration 8.2% Penetration 29.1% Penetration
Medium 9.7% Adults 15.2% Adults 10.7% Adults
0.5% Penetration 2.5% Penetration 15.3% Penetration
Low 16.4% Adults 11.3% Adults 5.4% Adults
0.5% Penetration 2.7% Penetration 14.8% Penetration
Passion for Music Low Medium High
23
We wanted to be sure that this would be true for everyone else, so using some syndicated research we looked at penetration of
digital music players against love of music and love of technology. We found that love of music does drive adoption of mp3
players, while love of technology has no affect whatsoever.
24. Strategy: help people rediscover music.
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So we created a strategy for Sony - Be the brand that helps to reconnect people to their love of music and show Sony's role using
Walkman and Connect - their music store - in helping you go digital. quot;Walkman and Connect open your ears.quot;
We presented this strategy and some initial ideas to Sony at a tissue session. They loved it, so much so that they stopped the
pitch halfway through and gave the account to us. It was a huge win for Fallon, it was a high profile account in a high profile
category, we knew everyone would be watching so we put our best creatives on it. We also presented them with a lot of other
ideas. Working with some digital creative people - who are now my partners - we showed how their products could work even
harder to help reconnect people to music.
28. 2005.
28
We were on a roll, the agency was flying high...
29. Sony fires us after 5 months.
29
But less than 5 months later we were fired.
Because for all of our success on their product, we couldn't agree on advertising. We presented campaign after campaign and
none of them could get approved. We couldn't create work that made both sides feel comfortable. Finally Sony Japan lost
patience with the American team and cut the budget. They never ran any advertising in the end. They basically conceded the
market to Apple.
It was devastating blow, a very public embarrassment but it got worse.
30. United invests in seats not advertising.
30
Within a few months United called us and told us that they had decided to put their advertising on hold. They had raised enough
money to make some improvements to their product and had decided that installing new seats in their first and business class
would do more for their business than running advertising. We couldn't argue, even though it meant that the agency would
suffer. We knew, no matter how great the advertising was that making their product better would be far more effective than
creating more ads.
Not surprisingly, everyone at the agency was disappointed, but I took it especially hard. I had been extremely proud of the work
we had done on Sony and United. We had been given impossible marketing problems, yet we had still managed to find a
solution.
31. Some of my best work fails.
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As a pair of projects I think they are some of the best strategic thinking I have ever produced, however, ultimately they both
failed. Sony failed because advertising turned out to be the wrong tool for the job they needed to do, and United failed because
even good advertising couldn't do as much for their business as new seats.
And I realised some very important things.
32. Advertising limits the power of strategy.
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From United I learned that It didn't matter how well I did my job, as long as I was working on advertising strategy, my ability to
help my clients was going to be limited at best.
33. What I learned from failing on United.
Advertising for a product is never as important as the experience of using the product.
Clients will always invest in their products before they invest in advertising.
If you really want to differentiate you need to do something different.
Most companies are the same as their competition, most need to do something different.
33
It was confirmation of something we have known for a while but have tried to ignore in the advertising world, that the
experience of using a product is always going to be more important to customers than the advertising for that product.
But what was new about the United situation for me was that a client who had been committed to advertising recognised the
importance of product enough to realise that he needed to invest there first. And I saw this as a sign that more clients would
follow his lead.
It was also a reminder of the fact that it is very difficult for companies to hide behind advertising today. Information is available
so freely about most companies that customers can do their own research on what is different about one company from another.
If you want to prove you are different today you must actually be different, you can't just say it.
And, I realised that most companies are like United. Most companies are the same as their competition and that means that
more companies will be looking to make themselves different in the future and fewer companies will be looking to simply run
advertising about being different.
34. You can build strategy into your product.
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From Sony I learned that strategy could be applied instead to the product itself instead of being limited to advertising for the
product.
35. What I learned from failing on Sony.
Communications strategy must be simple, product strategy can be complex.
Products and services can reward behaviour change, communications ask people to change
You can invest in long-term assets instead of disposable advertising.
Enhancing and improving products creates a real partnership with clients.
I enjoy this kind of strategy so much more.
35
And in fact strategy is much more powerful when built into the product because instead of narrowing and focusing your strategy
down into a single idea or message like we have to do in advertising, you can build very complex interactions into your products
or services that allow you to communicate lots of different things to your customers.
It is also more effective because communications are a very weak way of getting people to do things. So instead of sending out a
message that you hope will change people's behaviour, you can enhance a product or service to reward people for behaving the
way that you want.
Applying strategy in this way is also a shift in thinking from creating advertising which is disposable to creating products which
will last.
And that completely changes the relationships you have with clients, because now you are both investing in something that is
important throughout the company. You are partnering in a core business-building activity, rather than working on something
that many people still view as non-essential.
But, perhaps my biggest learning was that I found this kind of thinking so much more rewarding than working on advertising.
36. I left Fallon with three partners.
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Very soon after that I resigned from Fallon and began planning my new life.
38. Marketing as a Service. ZM
Using marketing to do things for people.
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Our basic belief is that actions speak louder than words and that it is better to spend your marketing money doing things for
people like making your products and services better instead of saying things to them and creating advertising or
communications. We believe that your customers will do a lot of your communicating for you as long as you deliver things that
are of real value. It's only been 18 months and we are still small but our work is 100% focused on helping clients build their
marketing into their products and services.
39. Doing things is better than saying things.
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And our learning continues. We have become more convinced of this approach with every day that passes.
40. Things I’m still learning...
Advertising only solves a few business problems, building marketing into products is more flexible.
Most companies have many assets which can be used as marketing.
Building marketing into the product is much more efficient and effective.
Clients want this kind of thinking, but they many need to change how they are structured to use it.
Clients are changing faster than agencies.
40
Advertising can only solve a limited number of marketing problems, but building your marketing into your products and services
can address a much larger set of problems. It is very liberating not to have to think about what the right message is or where
exactly you need to place it. Building marketing strategy in eliminates a lot of these questions.
Clients have a lot of assets within their companies that can be modified to make them work as marketing. We have turned things
like internal research programs, employee training programs, and distribution channels into very effective marketing vehicles for
our clients.
We have learned that this approach to marketing is, in general, far more efficient than traditional marketing. We have replaced a
number of programs with ideas that cost less than 1 20th of the original and which also perform more effectively
We have also learned that there are a lot of clients who appreciate and value this kind of thinking. But fewer who are set up to
really take advantage of it.
However, clients are moving ahead faster than agencies these days and the industry needs to move quickly to keep up.
41. Today, we are only limited by our talent.
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More importantly, we now believe that what we do can actually make a difference. We're helping our clients make their products
and services better. We're helping our clients make their customers happier. Our ability to help is limited to our talent, instead of
being limited by our discipline.
42. Failure shapes us more than success.
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I think it's a universal truth in life that we learn more from our failures than our successes. I think it's because success is hard to
duplicate but we can learn to avoid failure. However, while we know this as individuals, we haven't yet learned this as an industry.
I think we are still trying to duplicate success instead of learning from our failures.
43. 43
I think this chart is very revealing. This is a list of the top brands as voted by marketers. Only 5 of the top 10 brands uses
advertising. And only only 1 of the top 5. To me this says that it doesn't matter how brilliant your strategy is, it doesn't matter
how creative your advertising, it doesn't matter how smart your media strategy is, it doesn't matter whether you use traditional
media, new media, or social media. To me this chart says that advertising isn't enough to take your brands to the top. And worse,
you have a better chance of being a top 5 brand if you don't use advertising than if you do.
Without question this is an industry that is failing.
44. How will our industry‘s failure shape you?
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But just as my own failures created opportunities for me to do something new, I think the failure of the industry is creating lots
of new opportunities to apply your talents in other places. I believe there really are so many new ways to make a difference. I
hope my failure has inspired you in the same way it has inspired me.