The document discusses evolving campaign strategies from conventional big idea campaigns launched across multiple channels simultaneously to a more incremental approach. The incremental approach tests and launches smaller, scalable ideas through a few channels and uses learnings to evolve the ideas and scale to additional channels. This allows for faster, more responsive campaigns that remain fresh while logically progressing the overall brand message. An example of an outdoor retailer campaign in Sweden is provided that launched a series of experiential and digital ideas that continued to evolve the overall message.
Speaking at the DMI "Balancing Extremes" conference in Portland, Doblin's Erik Kiaer takes a closer at the fascinating history of navigation. All to make the larger case for bringing discipline to innovation efforts by reframing and thinking differently about challenges.
Social media insights are needed to effectively leverage social media for engagement. Consumer insights relate to needs and brands, while social insights relate to how people interact with brands, each other, and social media tools. Examples that achieved success used insights about digital friendships, storytelling through photos, and different levels of participation. A campaign missed an opportunity by not considering that events project status for their target audience. Armed with social insights, campaigns can create more engaging content and interactions that encourage sharing.
The document provides instructions for effectively engaging audiences on social media. It recommends choosing platforms where your audience spends time, empowering brand advocates to share their experiences, seeking out and addressing critics by listening to their feedback, keeping conversations open by responding in a valuable way, creating engaging content focused on customers rather than just information about the brand, being transparent and authentic in line with customers' expectations, giving audiences tools to connect and share content while moderating discussions, understanding etiquette for each platform, and focusing on long-term strategy over tactics.
This document provides an overview of digital marketing, including different types of digital advertising, media strategies, and the process of developing an effective digital strategy. It discusses owned, paid, and earned media models and how brands can integrate online channels. It also outlines the key steps to developing a digital strategy, such as evaluating current activities, defining objectives and audiences, creating content plans, and developing elements to execute the strategy across websites, banners, and social media. The goal is to help brands effectively engage target audiences and achieve business and communication goals through an integrated digital approach.
This document provides an overview of Traffax Inc.'s Bluetooth-based traffic monitoring equipment and software called BluFax. It describes how BluFax uses Bluetooth detectors to capture unique device IDs from passing vehicles to calculate travel times and origin-destination patterns. The document outlines BluFax's applications for traffic studies, work zone monitoring, and real-time traffic monitoring. It also summarizes the components, software, sample sizes needed, and provides examples of BluFax installations.
PDF of presentation given by John Cain, Sheldon Monteiro, Thomas McLeish for Strata London 2013: Using big data to understand the mobile in-store shopping experience.
The document discusses challenges with traditional technology transfer and proposes an approach focused on innovation. It notes that operating margins are declining due to market consolidation. It also mentions the need to defend against new competitors and find new markets and customers. The approach proposed emphasizes daring ideas, teamwork, learning by doing, focusing on customer needs to develop a vision, and creating an innovation culture within companies to strengthen competitiveness.
Lecture for design students at University of Technology of Sydney about communicating design in the commercial world. (originally developed by Anthony Colfelt)
Speaking at the DMI "Balancing Extremes" conference in Portland, Doblin's Erik Kiaer takes a closer at the fascinating history of navigation. All to make the larger case for bringing discipline to innovation efforts by reframing and thinking differently about challenges.
Social media insights are needed to effectively leverage social media for engagement. Consumer insights relate to needs and brands, while social insights relate to how people interact with brands, each other, and social media tools. Examples that achieved success used insights about digital friendships, storytelling through photos, and different levels of participation. A campaign missed an opportunity by not considering that events project status for their target audience. Armed with social insights, campaigns can create more engaging content and interactions that encourage sharing.
The document provides instructions for effectively engaging audiences on social media. It recommends choosing platforms where your audience spends time, empowering brand advocates to share their experiences, seeking out and addressing critics by listening to their feedback, keeping conversations open by responding in a valuable way, creating engaging content focused on customers rather than just information about the brand, being transparent and authentic in line with customers' expectations, giving audiences tools to connect and share content while moderating discussions, understanding etiquette for each platform, and focusing on long-term strategy over tactics.
This document provides an overview of digital marketing, including different types of digital advertising, media strategies, and the process of developing an effective digital strategy. It discusses owned, paid, and earned media models and how brands can integrate online channels. It also outlines the key steps to developing a digital strategy, such as evaluating current activities, defining objectives and audiences, creating content plans, and developing elements to execute the strategy across websites, banners, and social media. The goal is to help brands effectively engage target audiences and achieve business and communication goals through an integrated digital approach.
This document provides an overview of Traffax Inc.'s Bluetooth-based traffic monitoring equipment and software called BluFax. It describes how BluFax uses Bluetooth detectors to capture unique device IDs from passing vehicles to calculate travel times and origin-destination patterns. The document outlines BluFax's applications for traffic studies, work zone monitoring, and real-time traffic monitoring. It also summarizes the components, software, sample sizes needed, and provides examples of BluFax installations.
PDF of presentation given by John Cain, Sheldon Monteiro, Thomas McLeish for Strata London 2013: Using big data to understand the mobile in-store shopping experience.
The document discusses challenges with traditional technology transfer and proposes an approach focused on innovation. It notes that operating margins are declining due to market consolidation. It also mentions the need to defend against new competitors and find new markets and customers. The approach proposed emphasizes daring ideas, teamwork, learning by doing, focusing on customer needs to develop a vision, and creating an innovation culture within companies to strengthen competitiveness.
Lecture for design students at University of Technology of Sydney about communicating design in the commercial world. (originally developed by Anthony Colfelt)
This document discusses innovation benefits realization management for implementing Blue Ocean Strategy. It introduces a 5 phase-gate process for managing innovation from formulation to implementation. The phases include: 1) where are we going, 2) what can we use now, 3) create new possibilities, 4) select best possibilities, and 5) take appropriate action. Blue Ocean Strategy aims to create new market space by pursuing differentiation and low cost to make competition irrelevant. The 4 actions framework challenges an industry's strategic logic by eliminating some factors, reducing others below standard, raising some above standard, and creating new factors.
The Crossroads of the Possible is a meeting organized by Fing that brings together digital innovators from various backgrounds to discover new ideas. It has reviewed over 3000 projects since 2002 and exhibited 950 projects through 95 events across 15 French regions. The goal is to connect people with innovative projects and accelerate project development through workshops, events and partnerships between companies, researchers, and public entities.
This presentation was created by Dr.K.Kamal for spreading awareness of an existing Innovation support schme that is being operated by Min of Science & Technology, GOI for individual innovators
This document discusses why and how organizations adopt agile practices and ensure successful transformations. It explores how adopting agile can provide benefits like reduced time-to-market and increased quality. However, change is difficult and cultural transformations require an evolutionary approach starting from the current process. Frameworks and techniques must suit the specific context, and quality, product management, and testing are essential for sustainable agile adoption. Coaching and a collective journey are needed to evolve business cultures and processes towards agility.
This document discusses innovation and outlines a framework for companies to effectively innovate. It introduces three questions about why companies struggle with innovation and how to sustain it. It then presents a model showing that innovation originates from business strategy and goals, and is informed by customer insight. The model also illustrates that a company's operational model and management determine what and how it innovates. The document goes on to provide templates and frameworks for developing an innovation strategy, portfolio, and leveraging different types of innovation like business model innovation and technology innovation.
SETsquared is a business acceleration program formed in 2003 between 5 UK universities to help develop high-growth technology companies. It provides services like business planning, management training, and securing financing. Several companies it has helped have gone on to raise multiple rounds of funding and secure contracts with major corporations. SETsquared also runs programs to prepare companies for investor readiness and offers entrepreneurial internships between researchers and companies.
In this presentation we will explore the successes and failures of established and emerging companies across multiple disciplines and how they organize for innovation. I believe that innovation occurs when you foster ingenuity by enabling employees and develop opportunities with strategic management.
This document discusses business model innovation and provides definitions and frameworks for understanding business models. It begins by defining innovation and discussing challenges with innovating. It then presents frameworks for analyzing different dimensions of a business model, including offerings, delivery, processes, and the overall business model. Key components of the business model canvas framework are outlined, including customer segments, value propositions, channels, customer relationships, revenue streams, resources, activities, partnerships, and cost structure. The document emphasizes exploring opportunities outside current markets and focusing on a company's core competencies for strategic innovation. It provides examples of business model innovation from various industries.
The document discusses the key aspects of strategic management including developing a strategic vision and mission, setting objectives, crafting a strategy, implementing and executing the strategy, and evaluating performance. It outlines the five main tasks of strategic management and explains concepts like a company's mission, vision, objectives, policies, programs, and the strategic management process of analyzing the environment, formulating strategies, implementation, and evaluation.
Induct is an international open innovation company with branches around the world. Their vision is to spread innovation globally by becoming the main partner for organizations seeking to innovate. They provide an open innovation platform developed with Dr. Henry Chesbrough that allows companies to build innovation capabilities and create sector innovation hubs. Most CEOs believe innovation is critical for future success but idea generation is the easiest part, while Induct helps manage the entire innovation process from challenges to implementation. Their flagship projects in healthcare have increased applications by over 50% through their online tools and specialist networks.
This document discusses innovation benefits realization management for implementing Blue Ocean Strategy. It introduces a 5 phase-gate process for managing innovation from formulation to implementation. The phases include: 1) where are we going, 2) what can we use now, 3) create new possibilities, 4) select best possibilities, and 5) take appropriate action. Blue Ocean Strategy aims to create new market space by pursuing differentiation and low cost to make competition irrelevant. The 4 actions framework challenges an industry's strategic logic by eliminating some factors, reducing others below standard, raising some above standard, and creating new factors.
The Crossroads of the Possible is a meeting organized by Fing that brings together digital innovators from various backgrounds to discover new ideas. It has reviewed over 3000 projects since 2002 and exhibited 950 projects through 95 events across 15 French regions. The goal is to connect people with innovative projects and accelerate project development through workshops, events and partnerships between companies, researchers, and public entities.
This presentation was created by Dr.K.Kamal for spreading awareness of an existing Innovation support schme that is being operated by Min of Science & Technology, GOI for individual innovators
This document discusses why and how organizations adopt agile practices and ensure successful transformations. It explores how adopting agile can provide benefits like reduced time-to-market and increased quality. However, change is difficult and cultural transformations require an evolutionary approach starting from the current process. Frameworks and techniques must suit the specific context, and quality, product management, and testing are essential for sustainable agile adoption. Coaching and a collective journey are needed to evolve business cultures and processes towards agility.
This document discusses innovation and outlines a framework for companies to effectively innovate. It introduces three questions about why companies struggle with innovation and how to sustain it. It then presents a model showing that innovation originates from business strategy and goals, and is informed by customer insight. The model also illustrates that a company's operational model and management determine what and how it innovates. The document goes on to provide templates and frameworks for developing an innovation strategy, portfolio, and leveraging different types of innovation like business model innovation and technology innovation.
SETsquared is a business acceleration program formed in 2003 between 5 UK universities to help develop high-growth technology companies. It provides services like business planning, management training, and securing financing. Several companies it has helped have gone on to raise multiple rounds of funding and secure contracts with major corporations. SETsquared also runs programs to prepare companies for investor readiness and offers entrepreneurial internships between researchers and companies.
In this presentation we will explore the successes and failures of established and emerging companies across multiple disciplines and how they organize for innovation. I believe that innovation occurs when you foster ingenuity by enabling employees and develop opportunities with strategic management.
This document discusses business model innovation and provides definitions and frameworks for understanding business models. It begins by defining innovation and discussing challenges with innovating. It then presents frameworks for analyzing different dimensions of a business model, including offerings, delivery, processes, and the overall business model. Key components of the business model canvas framework are outlined, including customer segments, value propositions, channels, customer relationships, revenue streams, resources, activities, partnerships, and cost structure. The document emphasizes exploring opportunities outside current markets and focusing on a company's core competencies for strategic innovation. It provides examples of business model innovation from various industries.
The document discusses the key aspects of strategic management including developing a strategic vision and mission, setting objectives, crafting a strategy, implementing and executing the strategy, and evaluating performance. It outlines the five main tasks of strategic management and explains concepts like a company's mission, vision, objectives, policies, programs, and the strategic management process of analyzing the environment, formulating strategies, implementation, and evaluation.
Induct is an international open innovation company with branches around the world. Their vision is to spread innovation globally by becoming the main partner for organizations seeking to innovate. They provide an open innovation platform developed with Dr. Henry Chesbrough that allows companies to build innovation capabilities and create sector innovation hubs. Most CEOs believe innovation is critical for future success but idea generation is the easiest part, while Induct helps manage the entire innovation process from challenges to implementation. Their flagship projects in healthcare have increased applications by over 50% through their online tools and specialist networks.
5. OVER AN 8-WEEK CAMPAIGN PERIOD
MULTIPLE CHANNELS ARE IMPLEMENTED SIMULTANEOUSLY AND
CONSECUTIVELY. EG.
TVC (WEEKS 1-4)
OUTDOOR (WEEKS 1-8)
EXPERIENTIAL (WEEK 2)
DIGITAL & SOCIAL (WEEKS 1-8)
PR (WEEK 1)
11. THE CONVENTIONAL WAY.
TESTING
RESEARCH
& INSIGHTS } A BIG IDEA
}
STRATEGY & CREATIVE
MAKE
CHANGES
12. THE CONVENTIONAL WAY.
TESTING
RESEARCH
& INSIGHTS } A BIG IDEA
}
STRATEGY & CREATIVE
MAKE
CHANGES
} BIG LAUNCH
MULTIPLE CHANNELS
FOUNDED ON ONE IDEA
13. THE CONVENTIONAL WAY.
TESTING MEASURE
RESEARCH
& INSIGHTS } A BIG IDEA
} }
STRATEGY & CREATIVE
MAKE
CHANGES
BIG LAUNCH
MULTIPLE CHANNELS
FOUNDED ON ONE IDEA { REPORT
REPEAT
14. THE CONVENTIONAL WAY.
TESTING MEASURE
RESEARCH
& INSIGHTS } A BIG IDEA
} }
STRATEGY & CREATIVE
MAKE
CHANGES
BIG LAUNCH
MULTIPLE CHANNELS
FOUNDED ON ONE IDEA { REPORT
REPEAT
NEW BUDGET DEPENDENT/INDEPENDENT ON CAMPAIGN LEARNINGS
18. A DIFFERENT WAY.
TESTING
RESEARCH
& INSIGHTS } SCALEABLE
IDEA }
STRATEGY & CREATIVE
MAKE
CHANGES
19. A DIFFERENT WAY.
TESTING
RESEARCH
& INSIGHTS } SCALEABLE
IDEA } }
STRATEGY & CREATIVE
MAKE
CHANGES
QUICK
LAUNCH
FEW CHANNELS
EXECUTING ONE IDEA
20. A DIFFERENT WAY.
TESTING MEASURE
RESEARCH
& INSIGHTS } SCALEABLE
IDEA } }
STRATEGY & CREATIVE
MAKE
CHANGES
QUICK
LAUNCH
FEW CHANNELS
EXECUTING ONE IDEA
{ REPORT
INSIGHTS
21. A DIFFERENT WAY.
TESTING MEASURE
RESEARCH
& INSIGHTS } SCALEABLE
IDEA } }
STRATEGY & CREATIVE
MAKE
CHANGES
QUICK
LAUNCH
FEW CHANNELS
EXECUTING ONE IDEA
{ REPORT
INSIGHTS
NEW BUDGET DEPENDENT ON LEARNINGS TO EVOLVE & SCALE IDEAS
22. A DIFFERENT WAY.
TESTING MEASURE
RESEARCH
& INSIGHTS } SCALEABLE
IDEA } }
STRATEGY & CREATIVE
MAKE
CHANGES
QUICK
LAUNCH
FEW CHANNELS
EXECUTING ONE IDEA
{ REPORT
INSIGHTS
NEW BUDGET DEPENDENT ON LEARNINGS TO EVOLVE & SCALE IDEAS
EVOLVED
INSIGHT
23. A DIFFERENT WAY.
TESTING MEASURE
RESEARCH
& INSIGHTS } SCALEABLE
IDEA } }
STRATEGY & CREATIVE
MAKE
CHANGES
QUICK
LAUNCH
FEW CHANNELS
EXECUTING ONE IDEA
{ REPORT
INSIGHTS
NEW BUDGET DEPENDENT ON LEARNINGS TO EVOLVE & SCALE IDEAS
EVOLVED
INSIGHT } EVOLVED
IDEA
STRATEGY & CREATIVE
24. A DIFFERENT WAY.
TESTING MEASURE
RESEARCH
& INSIGHTS } SCALEABLE
IDEA } }
STRATEGY & CREATIVE
MAKE
CHANGES
QUICK
LAUNCH
FEW CHANNELS
EXECUTING ONE IDEA
{ REPORT
INSIGHTS
NEW BUDGET DEPENDENT ON LEARNINGS TO EVOLVE & SCALE IDEAS
}
TESTING
EVOLVED
INSIGHT
EVOLVED
IDEA }
STRATEGY & CREATIVE MAKE
CHANGES
25. A DIFFERENT WAY.
TESTING MEASURE
RESEARCH
& INSIGHTS } SCALEABLE
IDEA } }
STRATEGY & CREATIVE
MAKE
CHANGES
QUICK
LAUNCH
FEW CHANNELS
EXECUTING ONE IDEA
{ REPORT
INSIGHTS
NEW BUDGET DEPENDENT ON LEARNINGS TO EVOLVE & SCALE IDEAS
}
TESTING
EVOLVED
INSIGHT
EVOLVED
IDEA } }
STRATEGY & CREATIVE MAKE
CHANGES
IDEA IN-
MARKET
NOT A LAUNCH, BUT
IDEA EVOLUTION
ACROSS CHANNELS
26. A DIFFERENT WAY.
TESTING MEASURE
RESEARCH
& INSIGHTS } SCALEABLE
IDEA } }
STRATEGY & CREATIVE
MAKE
CHANGES
QUICK
LAUNCH
FEW CHANNELS
EXECUTING ONE IDEA
{ REPORT
INSIGHTS
NEW BUDGET DEPENDENT ON LEARNINGS TO EVOLVE & SCALE IDEAS
}
TESTING
} } IDEA IN-
EVOLVED MEASURE
EVOLVED
INSIGHT
IDEA
STRATEGY & CREATIVE MAKE
CHANGES
MARKET
NOT A LAUNCH, BUT
IDEA EVOLUTION
ACROSS CHANNELS
{ REPORT
INSIGHTS
27. A DIFFERENT WAY.
TESTING MEASURE
RESEARCH
& INSIGHTS } SCALEABLE
IDEA } }
STRATEGY & CREATIVE
MAKE
CHANGES
QUICK
LAUNCH
FEW CHANNELS
EXECUTING ONE IDEA
{ REPORT
INSIGHTS
NEW BUDGET DEPENDENT ON LEARNINGS TO EVOLVE & SCALE IDEAS
}
TESTING
} } IDEA IN-
EVOLVED MEASURE
EVOLVED
INSIGHT
IDEA
STRATEGY & CREATIVE MAKE
CHANGES
MARKET
NOT A LAUNCH, BUT
IDEA EVOLUTION
ACROSS CHANNELS
{ REPORT
INSIGHTS
EVOLUTION OF IDEAS AND CONTINUAL EXECUTION
28. THE ADVANTAGES ARE
SMALLER, FASTER IDEAS
SCALEABLE & EXTENDABLE ACROSS ADDITIONAL TARGETED
CHANNELS
CREATIVE REMAINS FRESH & RELEVANT, BUT LOGICALLY EVOLVED
RESPONSIVE TO MARKET CHANGES & COMPETITIVE FORCES
29. HOWEVER THE HURDLES ARE
REQUIRES MORE TIME & EFFORT TO FIND IDEAS THAT ARE BOTH
SCALEABLE AND EVOLVABLE INTO NUMEROUS ITERATIONS
CONTINUAL INVOLVEMENT WITH MONITORING, EVALUATION AND
CREATION
A TRUSTING AND LONGTERM RELATIONSHIP BETWEEN BRAND
AND AGENCY
30. EXAMPLE: Playground
PLAYGROUND - A SWEDISH OUTDOOR/ADVENTURE RETAILER.
IDEAS: SLEEPLESS, ANGRY & ANTI-SHOPPING
AGENCY: ÅKESTAM.HOLST
32. EXAMPLE: Playground
IDEA 2: EXPERIENTIAL, DIGITAL & PRINT
It continued with more small ideas that the shop will
encourage people to be outdoors by throwing them out of
the shop
AN ANGRY SALESPERSON
WELCOME TO THE
WHO THROWS YOU OUT OF
WEBSHOP THAT WANTS YOU
THE STORE IF YOU LOITER
TO LOG OFF
TOO LONG
33. EXAMPLE: Sleepless @ Playground
NEXT IDEA: TBC
WHILE THE AGENCY CONTINUES TO EVOLVE THE CAMPAIGN,
THE CONTINUED USE OF IN-STORE EXPERIENTIAL MARKETING
MIGHT BE USED AGAIN, EVOLVING THE IDEA MORE AND
SCALING THE IDEA ACROSS RADIO, PRESS & OUTDOOR.
34. THANKS
SEE THE FOREST THROUGH THE TREES
THOUGHTS & IDEAS BY MAREK WOLSKI
PICTURE CREDITS: UNKNOWN :(