The document discusses the need for changes in the advertising industry to adapt to digital technologies and consumer behaviors. It notes that traditional creative agencies need to invest more in experience design, user experience strategies, and integrating those specialists throughout agencies. The brief also needs to change to focus less on traditional marketing goals like reach and messages, and more on building communities, adding value for users, and facilitating ongoing participation and sharing. Agencies also need cross-functional teams with a wider range of digital skills like programming, mobile development, content strategy, and analytics.
In this new report, Engauge executives share their perspectives on the most important challenges and opportunities facing the advertising industry, revealing thought-provoking ideas about what it takes to truly engage consumers in today’s culture.
Emerging technology insights include evaluations of the most important platforms for digital marketing and what to expect from interactive TV, as well as key takeaways from the retail industry on managing convergence.
The report also features critical perspectives on important issues in contemporary culture, including privacy concerns in the social media ecosystem, and the radical reorientation of the relationship between brands and consumers.
7 top technology trends and what they mean for brand experienceJack Morton Worldwide
Technology drastically impacts every aspect of the world around us these days, but it's harder than ever to integrate technology into live experiences in ways that are relevant, effective and above all seamless.
Discover our top technology trends and what they mean for brands, marketers and brand experience.
Are you busy or indispensible? Meaningful communications strategies in the di...Lars Voedisch
(Re-)Defining the role of PR: Integrating Communications with Your Business Strategy;
Determining the business value of social media PR and how to persuade management buy-in;
Creating impact: Are you busy or indispensible for your company?;
The future of PR: Current trends and challenges PR practitioners should be aware of
In this new report, Engauge executives share their perspectives on the most important challenges and opportunities facing the advertising industry, revealing thought-provoking ideas about what it takes to truly engage consumers in today’s culture.
Emerging technology insights include evaluations of the most important platforms for digital marketing and what to expect from interactive TV, as well as key takeaways from the retail industry on managing convergence.
The report also features critical perspectives on important issues in contemporary culture, including privacy concerns in the social media ecosystem, and the radical reorientation of the relationship between brands and consumers.
7 top technology trends and what they mean for brand experienceJack Morton Worldwide
Technology drastically impacts every aspect of the world around us these days, but it's harder than ever to integrate technology into live experiences in ways that are relevant, effective and above all seamless.
Discover our top technology trends and what they mean for brands, marketers and brand experience.
Are you busy or indispensible? Meaningful communications strategies in the di...Lars Voedisch
(Re-)Defining the role of PR: Integrating Communications with Your Business Strategy;
Determining the business value of social media PR and how to persuade management buy-in;
Creating impact: Are you busy or indispensible for your company?;
The future of PR: Current trends and challenges PR practitioners should be aware of
Cactus staffers Norm and Mike headed to Boulder Digital Works' Making Digital Work. Here is there take on the 2-day workshop. Norm's through his sketchpad, Mike's through his iPad.
A comprehensive report on emerging technologies and best practices for brands. CMOs and brand leaders will find creative digital strategies to drive growth in the year ahead.
Technologies and platforms include mobile and location-based marketing, owned-media channels, online coupons, interactive TV, apps, virtual goods, gaming, augmented reality, social analytics and measurement.
Best practices and market insights include the foundations of digital success, defined brand behaviors within social channels, creativity in the era of co-creation, brand storytelling, crowdsourcing, retail convergence, consumer narcissism, privacy regulations, social coding of sophisticated teens and behavioral marketing.
Read exclusive interviews with some of the tech community’s most-watched start-ups: Figment, PlacePunch, GetGlue, Crimson Hexagon and BlueCava.
Präsentation und Gesprächsgrundlage für PRleben an der FH Joanneum in Graz. Public Relations heisst im Web: sich unters Volk mischen, interagieren und Wert schaffen. Wert, der für die Community von Bedeutung ist. Motto: zuerst Holz in der Ofen legen, dann gibt er Wärme.
Social Business Transformation - How customers change your enterprise DNARick Mans
Rapid changes in consumer behavior, fuelled by the ever increasing popularity of social media and the adoption of consumer technologies in the workplace, urge companies worldwide to rethink their positions. People spend more and more time online to connect and interact with friends, to publish opinions, and to purchase goods and services. Employees share their views online, strengthening or weakening the corporate brand.
Social Media is human interaction in a virtual world. Social Media is strongly related to topics such as social networking, social collaboration, micro blogging, co creation, crowd sourcing, content sharing and reputation management.
The essence of social media is human interaction. Transforming your company to benefit from new ways of human interaction, is not about a technology push, lead by new tools, new architectures and new platforms. It is a true transformation of the way you conduct business, how you relate and interact with your customers, your stakeholders and your employees. It is about being part of a huge ecosystem, where your clients, employees, and business partners are all visibly and actively interconnected.
These changes offer exciting opportunities to all enterprises. Opportunities to increase revenue, strengthen brand, reduce costs, attract the right employees, and deliver products and services according to the wishes of their customers.
Over 600 marketers, agencies, technologists and digital industry insiders have weighed in. Leading digital agencies have provided thought-provoking articles and case studies. And a 14-person panel comprised of guest contributors and notable CMO advisors have provided their insights. The result: an invaluable planning resource for marketers and agencies in 2011.
The 2011 Digital Marketing Outlook (DMO) study, conducted by SoDA and its research partner, AnswerLab, revealed significant information regarding budgets, hiring strategies and what marketers value the most. For example the study discovered that 80% of marketers plan to increase the volume of digital projects in 2011 with 43% planning to decrease traditional paid media investments.
The ‘Future of Mobile’ focuses in on location based services and the opportunities mobile presents for brands at the point-of-sale.
This is part of Mindshare's ongoing Future Of... research programme which explores the development of the media and technological landscape, and assesses the likely impact on advertisers and media businesses.
A 16-page booklet that contains some of Kodak's experiences and insights on social media as it relates to its use by a business.
In it you will find:
* Brief description of the social media landscape
* Myths about social media
* 10 Social Media Tips from Kodak's Chief Blogger
* Top 10 list for Twitter usage
* How to get started in social media
* Kodak social media activation examples
* Troubleshooting
Digital Life - Understanding the opportunity for growth onlineTNS
Our goal is to make this complex environment simpler to navigate, cutting through the clutter to develop precise strategies, channels and content that inform your marketing plans, and make digital a key part of your growth strategy.
This report contains just a small snapshot of our findings, but please do get in touch with us to understand more about the opportunity that digital presents in your market or category.
http://www.tnsdigitallife.com
Cactus staffers Norm and Mike headed to Boulder Digital Works' Making Digital Work. Here is there take on the 2-day workshop. Norm's through his sketchpad, Mike's through his iPad.
A comprehensive report on emerging technologies and best practices for brands. CMOs and brand leaders will find creative digital strategies to drive growth in the year ahead.
Technologies and platforms include mobile and location-based marketing, owned-media channels, online coupons, interactive TV, apps, virtual goods, gaming, augmented reality, social analytics and measurement.
Best practices and market insights include the foundations of digital success, defined brand behaviors within social channels, creativity in the era of co-creation, brand storytelling, crowdsourcing, retail convergence, consumer narcissism, privacy regulations, social coding of sophisticated teens and behavioral marketing.
Read exclusive interviews with some of the tech community’s most-watched start-ups: Figment, PlacePunch, GetGlue, Crimson Hexagon and BlueCava.
Präsentation und Gesprächsgrundlage für PRleben an der FH Joanneum in Graz. Public Relations heisst im Web: sich unters Volk mischen, interagieren und Wert schaffen. Wert, der für die Community von Bedeutung ist. Motto: zuerst Holz in der Ofen legen, dann gibt er Wärme.
Social Business Transformation - How customers change your enterprise DNARick Mans
Rapid changes in consumer behavior, fuelled by the ever increasing popularity of social media and the adoption of consumer technologies in the workplace, urge companies worldwide to rethink their positions. People spend more and more time online to connect and interact with friends, to publish opinions, and to purchase goods and services. Employees share their views online, strengthening or weakening the corporate brand.
Social Media is human interaction in a virtual world. Social Media is strongly related to topics such as social networking, social collaboration, micro blogging, co creation, crowd sourcing, content sharing and reputation management.
The essence of social media is human interaction. Transforming your company to benefit from new ways of human interaction, is not about a technology push, lead by new tools, new architectures and new platforms. It is a true transformation of the way you conduct business, how you relate and interact with your customers, your stakeholders and your employees. It is about being part of a huge ecosystem, where your clients, employees, and business partners are all visibly and actively interconnected.
These changes offer exciting opportunities to all enterprises. Opportunities to increase revenue, strengthen brand, reduce costs, attract the right employees, and deliver products and services according to the wishes of their customers.
Over 600 marketers, agencies, technologists and digital industry insiders have weighed in. Leading digital agencies have provided thought-provoking articles and case studies. And a 14-person panel comprised of guest contributors and notable CMO advisors have provided their insights. The result: an invaluable planning resource for marketers and agencies in 2011.
The 2011 Digital Marketing Outlook (DMO) study, conducted by SoDA and its research partner, AnswerLab, revealed significant information regarding budgets, hiring strategies and what marketers value the most. For example the study discovered that 80% of marketers plan to increase the volume of digital projects in 2011 with 43% planning to decrease traditional paid media investments.
The ‘Future of Mobile’ focuses in on location based services and the opportunities mobile presents for brands at the point-of-sale.
This is part of Mindshare's ongoing Future Of... research programme which explores the development of the media and technological landscape, and assesses the likely impact on advertisers and media businesses.
A 16-page booklet that contains some of Kodak's experiences and insights on social media as it relates to its use by a business.
In it you will find:
* Brief description of the social media landscape
* Myths about social media
* 10 Social Media Tips from Kodak's Chief Blogger
* Top 10 list for Twitter usage
* How to get started in social media
* Kodak social media activation examples
* Troubleshooting
Digital Life - Understanding the opportunity for growth onlineTNS
Our goal is to make this complex environment simpler to navigate, cutting through the clutter to develop precise strategies, channels and content that inform your marketing plans, and make digital a key part of your growth strategy.
This report contains just a small snapshot of our findings, but please do get in touch with us to understand more about the opportunity that digital presents in your market or category.
http://www.tnsdigitallife.com
Socio-digital evolutions and micro-communities: what business opportunities d...Vanksen
This is the question that the new Vanksen study "Connecting The Digital Dots in 2023" aims to answer. In 2023, conducting periodic monitoring to display individual trends loses its meaning. Socio-digital evolutions are constant. Behaviors and innovations fluctuate organically, iteratively, and continuously.
In this context, Vanksen experts have attempted to translate them into a mind-mapping in order to better visualize the correlations impacting brands in their digital strategies.
They can thus better understand the dos and don'ts adapted to their DNA and business challenges, activate technological, tactical, marketing, and communication levers that generate meaning and performance for them and their communities.
https://www.vanksen.com/en/insights/socio-digital-evolutions-micro-communities-business-opportunities-for-brands
The fluffy science behind creating stuff worth sharing for KLMPolle de Maagt
What content is contagious? What goes 'viral'? What stuff 'works' on social media? Here's a agency and research perspective on best practices and ideas.
Digital Life - Understanding the opportunity for growth onlineTNS
Our goal is to make this complex environment simpler to navigate, cutting through the clutter to develop precise strategies, channels and content that inform your marketing plans, and make digital a key part of your growth strategy.
This report contains just a small snapshot of our findings, but please do get in touch with us to understand more about the opportunity that digital presents in your market or category.
http://www.tnsdigitallife.com
The Open Creative Project là bản báo cáo và nghiên cứu của Google nêu bật các yếu tố đóng vai trò then chốt đối với sự sáng tạo của quảng cáo trong tương lai.
The deck from our take on SXSW 2014 held at iris towers back in early April. My talks cover: 21st century content craft, brands as digital anthropologists and living in an automated world.
Fallon Brainfood x VCU Brandcenter: The Engagement OpportunityAki Spicer
Aki Spicer, Fallon's Director of Digital Strategy conducted a workshop at VCU Brandcenter's Executive Training Program for account planners.
"The Engagement Opportunity" outlines the evolving role and function of strategic planning in this age of digital and social technologies and proposes a methodology for integrated creative ideation.
How to Grow an Ad Agency: A Story of Vision, Culture, Reinventionedward boches
Talk given to Magnet, a community of the world's most successful, independent advertising and marketing agencies on how Mullen grew from a small, regional boutique to an integrated, global, progressive advertising agency. A story about vision, culture and reinvention.
The difference between PR and advertising. Helping students decide.edward boches
A simplistic overview of the difference between PR and advertising and the ways in which the two are actually bleeding into each other's territory. Presentation for freshman and sophomores at BU's College of Communication.
Talent Imitates, Genius Steals: Four Chapters on Being Creative in the Digita...edward boches
Thoughts on being creative and finding inspiration. Four chapters: creativity matters more than ever; there's no such thing as an original idea; learn to steal and remix; dissect the formulas in ideas that work. I should note that while the statement in this title has been attributed to Picasso, Oscar Wilde and others, I stole it from Faris Yakob, who has used it for years. Thank you, Faris.
Fast isn't fast enough. (an e-book written and created in three hours)edward boches
Welcome to the second annual “We Wrote a Book in Three
Hours” exercise. To test their creativity, content generating
prowess, collaborative skills and ability to think fast, I asked
students in Strategic Creative Development (a course at Boston
University’s College of Communication) to conceive, write,
sketch and produce this little ebook in three hours. Give or
take a couple of minutes. They had no idea where it would
take them or how they would get there. But here it is. Some
thoughts about who they are as a generation, how they’ve
embraced the age of digital disruption and what it means as
they exit their college years and enter
SxSW observations. Privacy comes out of the closet. Digital manufacturing gets accessible. Social responsibility emerges as a cool thing to do. Actions beat advertising when it comes to marketing. And more.
Lecture I am giving to an introductory creative class. I think it's a good thing to learn some history and have a frame of reference about how we got where we are today. This frames up the Big Idea from the days of Ogilvy and Lois to how creative ideas have and need to evolve.
Courage, Creativity, Collaboration: How to Succeed in the new PR and Media La...edward boches
Talk I gave to Council of PR Firms Boston event on October 3, 2013. Full text can be found on my blog.
Cover image downloaded from: http://www.hdwallpapersbank.com/red-bull-stratos-hd-wallpapers/
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
Explore the world of the Taurus zodiac sign. Learn about their stability, determination, and appreciation for beauty. Discover how Taureans' grounded nature and hardworking mindset define their unique personality.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
2. Edward Boches Matt Howell Gareth Kay Matt Britton
Chief Innovation Officer Global Chief Digital Officer Director. Brand Strategy CEO
Mullen Arnold Worldwide Goodby, Silverstein and Partners Mr. Youth
@edwardboches @mrhowell @garethk @mattyb123
Tim Malbon Alessandra Lariu Daniel Stein Kim Laama Scott Prindle
Founding Partner SVP, Digital Group Creative Director CEO Creative Director VP/Executive Creative Technology Director
Made By Many McCann Erickson EVB AKQA CP+B
@malbonster @alelariu @danielstein @kimlaama @prindlescott
3. advertising
creative director
I don’t have to
learn any digital
technology
because I know
that no matter
what I think up
someone can
build it.
16. what will we briefs
processes
cover?
teams
t-shaped people
new definition of creative
role of technology
examples
trends
17. what will you get
out of it? ideas
validation
ammunition
confidence
courage
18.
19. We are living
through the
disorientation that
comes from
including 2 billion
new participants in
a media landscape
previously operated
by a small group of
individuals
22. eight trends
consumers want to participate
we have complex relationships with media
23. eight trends
consumers want to participate
we have complex relationships with media
community is our new source of content
24. eight trends
consumers want to participate
we have complex relationships with media
community is our new source of content
we want to do business with human brands
25. eight trends
consumers want to participate
we have complex relationships with media
community is our new source of content
we want to do business with human brands
we join forces to exert influence
26. eight trends
consumers want to participate
we have complex relationships with media
community is our new source of content
we want to do business with human brands
we join forces to exert influence
there is no such thing as perfect
27. eight trends
consumers want to participate
we have complex relationships with media
community is our new source of content
we want to do business with human brands
we join forces to exert influence
there is no such thing as perfect
we have a new definition of quality
28. eight trends
consumers want to participate
we have complex relationships with media
community is our new source of content
we want to do business with human brands
we join forces to exert influence
there is no such thing as perfect
we have a new definition of quality
attention is the new scarcity
29.
30. SEARCH
LE
AR
AY
N
PL
Earn TrueBlue
points every 2me
you check in at
JetBlue
CT
EN
SA
TE
AN
RT
TR
AIN
CONNECT
31. entertainment information utility
awareness websites loyalty
buzz presence engineering barriers to exit
attention social added value
cultural impact mobile competitive advantage
scale accessible community
owned content
41. what they all have
in common
experiences
invite participation
defined by user
sharing is essential
leverage community
content/utility is product
42. what has to change: audience
mindset
messages
target
media plan
penetrate
43. what has to change: audience community
mindset
messages experiences
target invite
media plan interest plan
penetrate collaborate
44. what has to change:
definition of creative user experience
and engagement
are the new art
and copy
45. I've worked for some of the best creative shops in north
america, and the biggest issues regarding digital integration
“ that I've run into are: idea recognition and experience
design. Many creative-lead shops have established
methodologies for coming up with great ideas, and have
senior creative directors who might not have the experience
to understand/ recognize good digital ideas. (That said, it
often doesn't stop the creative-lead shop at coming up with
original ideas that work within the digital space.)
If traditional agencies want to be the future of digital, I think
they need to invest in experience design & experience
“
strategy. Learning how to do this, and effectively integrating
those UX evangelists throughout the agency will ultimately
determine those agencies that move the industry forward.
Jordan Julien
Digital & social strategy consultant &
UX Architect for BMW, Coke, Telus, Dove,
Canadian Tire, AT&T, Microsoft, Cineplex,
VISA, Toyota, GE, P&G
46. from:
what has to change:
the brief
who is our target?
what is our insight?
what is our message?
where do we reach them?
how do we measure success?
47. to:
what has to change: who is our community?
the brief
where do they hang out?
what value can we add?
what should our content be?
how will people get involved?
what platforms, tech, APIs should we use?
what will make it ongoing?
how will we measure success?
48. what has to change:
interactive
the brief
useful
shareable
participatory
49. what has to change:
the team
CW CW CW Design
AD Design AD UX
UX Social Tech
Social Mobile Mobile
50. what has to change:
skillsets
copywriter
art director
web designer
IA/UX
programmer
video producer
content strategist
connection planner
PR/social media
media
analytics
51. what has to change:
skillsets
copywriter
art director
web designer
IA/UX
programmer
video producer
content strategist
connection planner
PR/social media
media
analytics
54. where do you start:
organization
pressure from the top
buy-in from everyone
commitment of resources
actionable steps
measurement
55. new sources of content
where do you start:
as an individual
actively use social media
learn what you can do with an api
partner with someone different
don’t be afraid of tech (go one step beyond)
56. how we sold
expect mistakes
encouraging offline ae’s to think and sell digital with no training or supervision –
neglected to put digital-savvy person in new business role – arrogant enough to
think we knew what we were talking about
how we scoped
refused to acknowledge true costs of digital - gave team leftover money squeezed
from offline budgets – failed to train clients on actual value – brought message rather
than experience mentality to the space – gave digital work away to “get” the business
– perpetuated the diminished worth of digital
how we staffed
continued to hire legacy talent l focused on usage rather than future when downsizing
– assumed traditional talent could lead digital efforts - believed project management
could compensate for digitally naïve account people – defined integration as offline
people could try digital (but not the other way around)
how we delivered
collapsed all project management into one group, allowing key online pm to leave –
assumed a “brand” creative brief was enough despite lack of details to do effective
digital work - allowed traditional creative teams to present ideas before including UX
and technology – failed to unite different groups physically delayed integrating digital
media, creative, Technical Support – neglected to invest in collaborative technology,
depending too much on IT instead of developers
how we rewarded
assumed digital people would put learning on hold while they spent time cleaning up
after offline colleagues – under invested in training (formal and informal) – didn’t mandate
digital skill expansion as part of performance evaluation for all
65. expect mistakes
how we sold - encouraging offline ae’s to think and sell digital with no training or
supervision - neglected to put digital-savvy person in new business role - arrogant
enough to think we knew what we were talking about
how we scoped - refused to acknowledge true costs of digital - gave team leftover money squeezed from
offline budgets - failed to train clients on actual value - brought message rather than experience mentality to
the space - gave digital work away to “get” the business - perpetuated the diminished worth of digital
how we staffed - continued to hire legacy talent l focused on usage rather than future when downsizing -
assumed traditional talent could lead digital efforts - believed project management could compensate for digitally
naïve account people - defined integration as offline people could try digital (but not the other way around)
how we delivered - collapsed all project management into one group, allowing key online pm to leave - assumed a
“brand” creative brief was enough despite lack of details to do effective digital work - allowed traditional creative
teams to present ideas before including UX and technology - failed to unite different groups physically l delayed
integrating digital media, creative, Technical Support - neglected to invest in collaborative technology, depending
too much on IT instead of developers
how we rewarded - assumed digital people would put learning on hold while they spent time cleaning up after
offline colleagues - under invested in training (formal and informal) - didn’t mandate digital skill expansion as part
of performance evaluation for all
66. expect mistakes
how we sold - encouraging offline ae’s to think and sell digital with no training or
supervision - neglected to put digital-savvy person in new business role - arrogant
enough to think we knew what we were talking about
how we scoped - refused to acknowledge true costs of digital - gave team leftover money squeezed from
offline budgets - failed to train clients on actual value - brought message rather than experience mentality to
the space - gave digital work away to “get” the business - perpetuated the diminished worth of digital
how we staffed - continued to hire legacy talent l focused on usage rather than future when downsizing -
assumed traditional talent could lead digital efforts - believed project management could compensate for digitally
naïve account people - defined integration as offline people could try digital (but not the other way around)
how we delivered - collapsed all project management into one group, allowing key online pm to leave - assumed a
“brand” creative brief was enough despite lack of details to do effective digital work - allowed traditional creative
teams to present ideas before including UX and technology - failed to unite different groups physically l delayed
integrating digital media, creative, Technical Support - neglected to invest in collaborative technology, depending
too much on IT instead of developers
how we rewarded - assumed digital people would put learning on hold while they spent time cleaning up after
offline colleagues - under invested in training (formal and informal) - didn’t mandate digital skill expansion as part
of performance evaluation for all
67. expect mistakes
how we sold – encouraging offline ae’s to think and sell digital with no training or supervision –
neglected to put digital-savvy person in new business role – arrogant enough to think we knew
what we were talking about
how we scoped – refused to acknowledge true costs of digital - gave team leftover money squeezed from
offline budgets – failed to train clients on actual value – brought message rather than experience mentality
to the space – gave digital work away to “get” the business – perpetuated the diminished worth of digital
how we staffed – continued to hire legacy talent l focused on usage rather than future when downsizing –
assumed traditional talent could lead digital efforts - believed project management could compensate for digitally
naïve account people – defined integration as offline people could try digital (but not the other way around)
how we delivered – collapsed all project management into one group, allowing key online pm to leave – assumed
a “brand” creative brief was enough despite lack of details to do effective digital work - allowed traditional creative
teams to present ideas before including UX and technology – failed to unite different groups physically delayed
integrating digital media, creative, Technical Support – neglected to invest in collaborative technology, depending
too much on IT instead of developers
how we rewarded – assumed digital people would put learning on hold while they spent time cleaning up after
offline colleagues – under invested in training (formal and informal) – didn’t mandate digital skill expansion as part
of performance evaluation for all
68. expect mistakes
how we delivered - collapsed all project
how we sold - encouraging offline ae’s to
management into one group, allowing key
think and sell digital with no training or
online pm to leave - assumed a “brand”
supervision - neglected to put digital-savvy
creative brief was enough despite lack of
person in new business role - arrogant enough
details to do effective digital work - allowed
to think we knew what we were talking about
traditional creative teams to present ideas
how we scoped - refused to acknowledge
before including UX and technology - failed to
true costs of digital - gave team leftover
unite different groups physically l delayed
money squeezed from offline budgets - failed
integrating digital media, creative, Technical
to train clients on actual value - brought
Support - neglected to invest in collaborative
message rather than experience mentality to
technology, depending too much on IT
the space - gave digital work away to “get”
instead of developers
the business - perpetuated the diminished
worth of digital
how we staffed - continued to hire how we rewarded - assumed digital people
legacy talent l focused on usage rather would put learning on hold while they spent
than future when downsizing - assumed
time cleaning up after offline colleagues -
traditional talent could lead digital
under invested in training (formal and
efforts - believed project management
informal) - didn’t mandate digital skill
could compensate for digitally naïve
expansion as part of performance
account people - defined integration as
offline people could try digital (but not evaluation for all
the other way around)
69. expect mistakes
how we delivered - collapsed all project
how we sold - encouraging offline ae’s to
management into one group, allowing key
think and sell digital with no training or
online pm to leave - assumed a “brand”
supervision - neglected to put digital-savvy
creative brief was enough despite lack of
person in new business role - arrogant enough
details to do effective digital work - allowed
to think we knew what we were talking about
traditional creative teams to present ideas
how we scoped - refused to acknowledge before including UX and technology - failed to
true costs of digital - gave team leftover unite different groups physically l delayed
money squeezed from offline budgets - failed integrating digital media, creative, Technical
to train clients on actual value - brought Support - neglected to invest in collaborative
message rather than experience mentality to technology, depending too much on IT
the space - gave digital work away to “get” instead of developers
the business - perpetuated the diminished
worth of digital
how we staffed - continued to hire how we rewarded - assumed digital people
legacy talent l focused on usage rather would put learning on hold while they spent
than future when downsizing - assumed time cleaning up after offline colleagues -
traditional talent could lead digital under invested in training (formal and
efforts - believed project management informal) - didn’t mandate digital skill
could compensate for digitally naïve expansion as part of performance
account people - defined integration as evaluation for all
offline people could try digital (but not
the other way around)
70. chair twitter marty st g
trueblue
OOH website
experiential
72. eight trends
consumers want to participate
we have complex relationships with media
community is our new source of content
we want to do business with human brands
we join forces to exert influence
there is no such thing as perfect
we have a new definition of quality
attention is the new scarcity
Editor's Notes
\n
Next two days, great group. A bit out of order, but smart people from whom to learn.\n
for me this frames the entire need to do this\n
\n
\n
\n
\n
\n
\n
\n
\n
\n
\n
\n
\n
\n
\n
Who knows what this is? A shiny object. Too much thinking starts here. Let’s make something cool and creative and buzz worthy. Maybe it will go viral!\n