I sat down with Srivats Srinivasan, an associate and entrepreneur. Srivats’ company, Nayamode, just acquired a Bay-Area agency called Bluewave. Interesting to see Seattle companies buying Bay Area outfits! I was particularly interested in this because of the role Marketing plays in Digital Transformation- this acquisition was based on Nayamode rounding out its Digital Transformation services.

Some excerpts from the chat …

Marketing Darwinism: Srivats, congratulations on both Nayamode’s success and the recent acquisition of Bluewave. Tell us more about your strategy.

SS: Thanks. We felt strongly that growth and evolution – really our journey to the next phase – required deepening elements of our skill-set as it pertains to the overall rubric of Digital Transformation. In this case, we were enamored with Bluewave’s deep design and visual storytelling track-record and understood that it was a key element in this next phase for us. The strong team and delightful customer base was a wonderful addition too!

Marketing Darwinism: You mentioned Digital Transformation. In your conception, what does it mean exactly?

SS: Yes, we understand that it is a term bandied about, almost in fact too much. In our view, Digital Transformation is about using technology judiciously and in context to create products, processes, and services that enhance and accelerate the best parts of the organization and keep the worst tendencies at bay. Digital Transformation is neither a one-size fits all “thing” nor is it an overnight turn. As with most fundamental shifts, there is a journey required and technology plays only so big a role.

Marketing Darwinism: Nayamode is one of those interesting stories insofar as you’ve grown without really marketing yourself in a broad sense. As Marketers, our readers would love to understand a bit more about your strategy here.

SS: You are no doubt generally correct but we are changing! At the outset, we grew through the sales process, leveraging our connections and experience in Marketing in large organizations, mostly in technology. As we grew, we certainly evolved, but were lucky in that our customers and we created deep partnerships in which as long as we continued to do great work and listen, we remained loyal to each other. Also, we had a bit of the “Cobbler’s Children” problem in which we paid so much attention externally that at times we neglected ourselves. That has changed however. In this phase, very much the most exciting phase in our history as a company, telling our story will be an integral part of the strategy. We are humbled to be included, for instance, in this blog.

Editor’s Note: While in some cases Marketing is an afterthought, we believe that Marketing firms can lead the process of Digital Transformation because of their keen view of the customer and their expertise in pivoting quickly based on business models and customer needs. This traverses the B to B and B to C spaces. We want to hear about other cases of M&A by Marketing companies looking to complete their Digital Transformation portfolios.

Two of my very good friends, Romi Mahajan of the KKM Group and Aseem Badshah of Socedo shot a video discussing our most recent blog post on the Return of the Marketing Mix. Ultimately, marketing is a mix of channels, tactics, and bets, of which some are measurable and some are not. It’s time for marketers to reclaim their role as engagers, risk-takers, and experimenters!!

Fashions change. 

This cliché doesn’t apply just to hemlines and jeans, but to business as well.  Anyone who claims that business is all about logic and data needs to get a reality-check; Marketers are perhaps the worst offenders here, much to their detriment.  Of late, Marketers have suffered from a deep alienation from the real essences of their profession and we hope that 2018 will usher in a return to sanity.

This alienation – or departure from sanity in Marketing- stems from the over-indexing on Data and Measurement.  While this sounds strange, even counterintuitive and heretical, it stands the test of logic and does not require a deep knowledge of Marketing to understand.  Data and Measurement are no doubt valuable but they can also be the refuge of scoundrels.

The key in the above paragraph is the term “over-indexing.”  In other areas of life, the tendency to over-index is called zealotry.  In Marketing, the zealotry of measurement has created an untenable situation in which Marketing is asked to be as resilient as Physics or Mathematics; So too are Marketers, who feel forced to conform to the fashions of the day.  For the past decade or so, the fashion has been “Performance Marketing” or, in a wild conflation of strategy and channel, “Digital Marketing.” 

The genesis story here is a good one.  Marketing for a long time appeared to be a cocktail of guesses mixed with a dose of manipulation.  Organizations started to get frustrated with the lack of predictability and rising costs associated with Marketing and the ecosystem of agencies and media companies that had to be invoked when even considering bringing a product, service, or brand to market.  Theories of consumer reception abounded, but the overall logic of Marketing appeared to be something akin to “do it and it will work.”  Since no company could afford to shut off all Marketing, they continued in an inertial frame for decades.

Then came the Internet.  Almost overnight- or so it seemed- behavior patterns changed.  In addition, the almost infinite real estate and low cost of replication on the Internet, allowed for a completely different cost structure for Marketing. Completing the hat-trick was the fact that digitized Marketing can be “revved” quickly and tests of efficacy can be run in record time.  A heady mix indeed!

And for a while it seemed great.  Marketers could “go to market” quickly and bypass the usual middle-men.

Soon, however, the false “quants” took over and started writing how Marketing was both a “Science” and “Predictive.”  Tomes could be written about the false attribution that plagued the marketing scene with the eminent measurability of Digital Marketing.  We neglected Pater Semper Incertus Est. 

Marketers new to the profession became one-channel ponies. They only knew Digital Marketing. They also grew up under the totalitarianism of measurement.  They believed in the falsity of attribution and hewed only to the channels that provided an easy story for attribution.

Lo and behold, pundits declared the demise of “traditional” marketing.  Some said TV was dead. Others eulogized radio.  Still others print and outdoor.  Digital Marketing was ROI Marketing and ROI Marketing was King (forgive the pun!)

The zealotry created real problems for real Marketers.  First, they were subjected to Wall Street-type time-frames. What would in a sane world take a year, had to be measured in weeks or months.  Second, the need to show ROI created a channel bias in which they were forced to market in only those channels which were eminently measurable.  Third, they lost the Art which defined Marketing and chose, instead, to genuflect at the altar of a false science.  CMOs lost their jobs in 18 months because they could not prove the ROI they agreed to.  Marketing lost its way.

Fast forward to now. 

Are Marketers ready to reclaim their profession?  Are they ready to bring back that Evergreen-yet-needs-to-be-green-again concept that defined their art?  Yes, you know what we mean- The Marketing Mix. 

We predict that 2018 will be the year in which Marketers re-embrace the notion of managing a portfolio of bets, of which some are measurable and others are not.  The rush to measurement restricts the channels Marketers pick to engage with, not unlike a Chef with an infinitude of ingredients but only one ladle and one pan with which to create a gourmet meal.  

The portfolio will no doubt contain elements of Digital Marketing but will also likely concentrate on what the current and future audience really needs and could, thus, index on physical marketing, TV, Radio, Outdoor, even Print.  Who knows.  Why discount ideas and channels a priori? 

Ironically, the zealotry around measurability and ROI lands Marketers in an ironic soup- they restrict themselves from generating real ROI by thinking of it as an input and not as an outcome.

All fashions have their arc.  It’s high time we reclaim Marketing from the ROI zealots and re-engage with the world as it is and as it could be.

Guest post by:
Romi Mahajan, Blueprint Consulting
Steven Salta, Agilysys

It’s no secret that the rise of computer apps is transforming both the marketing and customer experience. One of the most intriguing developments in app development is in the area of chatbots that not only can send communications to customers but also respond “intelligently” to conversations.

Recently, I had the pleasure of speaking with Christian Brucculeri, the CEO at mobile messaging company Snaps, a developer of chatbots and other marketing technology products for companies. Brucculeri explained some of the background of how chatbots came to be, as well as their usefulness as a marketing tool.

“Typically chatbots represent a conversational interface between a consumer and a machine,” Brucculeri said. “They’re applications that have linguistic structure. It might allow you to ask a question and try to find an answer. They enable one-to-one communication between brands and consumers at scale, and they leverage technology in order to do that.”

Certainly chatbots have close technological relatives we’re already used to, like Apple’s Siri, Google Home and Amazon Alexa. You might call automated phone systems—the kind people love to hate—as a chatbot’s second cousin. But so far these are far from able to use artificial intelligence to understand language, and respond appropriately.

And while the technology can be used for entertainment purposes—think Snapchat or Facebook Messenger, for example—its greatest impact is potentially coming in marketing, Brucculeri told me.

Creating conversations, not messaging

“We work with brands across several industry verticals, including tourism, hospitality, entertainment, media, CPG, retail, quick-serve restaurants and more,” he said. “For example one apparel brand delivers a 30-day workout experience using basic Facebook Messenger. For some hospitality brands, they’re trying to manage their ongoing relationship with consumers and help them manage their rewards accounts.”

In many ways, this sounds similar to most apps we’re used to. So, what makes chatbots a different kind of app?

“Where chatbots get really interesting is in personalizing media and responses,” Brucculeri suggested. “Here, you can really do one-to-one marketing at scale.” Brucculeri said Snaps has developed such chatbots for sports teams, where a fan might receive notices of games, results and highlight videos. In the stadium, a chatbot might help a fan find restrooms and snack counters, based on physical location.

Brucculeri said Snaps is developing chatbots that function on a variety of existing platforms. Facebook Messenger, which launched a chatbot in 2016, may be most appropriate in accessing consumers, he said, but there’s also Kik, WeChat, Slack and many others, each of which may be experience-specific.

Chatbots also can be connected to customer relationship management platforms, such as Salesforce, to deliver notifications at the right time to the right person, Brucculeri said.

“We do CRM integration and user matching to log in and do account management,” he said. The result might enable companies to find new customers, engage with existing customers in a fun way, getting customers to take some form of action, or managing the relationship in other ways.

Improving the customer experience

Customer service, driven by artificial intelligence, also can be aided powerfully by such matching, Brucculeri said. Instead of hitting a bunch of digits to get routed to the right person, the artificial intelligence capabilities of chatbots—the two-way ability to listen and respond appropriately—can improve this experience immensely.

“A chatbot can do this in ways that are more convenient, simple, fast, and better for the customer and probably less expensive for the customer-service function,” he said.

The future of chatbots is an intriguing one, as technology evolves and as the bots themselves get “smarter” and more humanlike in their analyses and responses.

“We’re long on the idea that conversational interfaces will continue to evolve. Whether consumers are texting with or talking to them, automated systems like bots are almost certainly going to have a role in our future lives” Brucculeri said. “We see conversational media becoming the next wave and being potentially bigger than application media itself. I think in three years, people might be talking to bots more than they’re typing in bots.

“But the main idea remains the same,” he said. “Might I one day launch a chatbot on Alexa, Amazon’s voice control system? How about getting some type of visual element to go along with that, such as HoloLens, Microsoft’s holographic headset? Can these things become really rich experiences, far better than just staring at our phones and typing?

“I think some of the form factors are going to change, but I think the fundamental elements are going to be the same, which is conversational commerce. People increasingly will be talking to their computers, and they’re going to get a lot done by doing it.”

This week I moderated another Social Media Today webinar as part of their Best Thinker webinar series, this time on the topic of How Does Social Listening Change the Way You Do Business (and Create ROI)? This webinar featured Mikael Lemberg (@Lemberg) Director of Product Management at Falcon Social, Andrew Ashton (@AndrewLAshton) Digital Marketing Specialist, Pizza Hut and Greg Gerik (@ggerik) CEO at Gerik & Company. We discussed a ton of ideas on how to capture ROI or create impact using social media!

Here are three key takeaways from the webinar:

1. The longer it takes you to collect your social media data, the less it will be worth to you
2. Don’t just listen to social media for listening sake, listen to social media with purpose!
3. Can’t get to ROI? Then at least be thinking strategically and always be looking for how you can use social data to show impact

To get a copy of the slides or to listen to the replay, please click here. You can also scan the highlights of this webinar on Twitter by reading the Storify below.

Our next webinar is titled The ROI of Influencer Marketing; be sure to sign up for it or view the schedule of other upcoming webinars here.

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Recently I moderated another Social Media Today webinar as part of their Best Thinker webinar series, this time on the topic of Leading Companies for Customer Service, On and Off Social. This webinar featured Jason Kapler (@jasonkapler) Vice President of Marketing at LiveWorld, Dan Gingiss (@dgingiss) Head of Digital Customer Experience and Social for Discover Card and Kristina Libby (@KristinaLibby) Head of Consumer Communications at Microsoft. We discussed a ton of ideas on how customer services on and off of social need to scale.

Here are three key takeaways from the webinar:

1. Customer Service on Social needs to Scale – with all the tools out there is pretty easy to get started in customer service via social media the real trick is knowing how to scale a program to include a tool that can do routing and tracking so nothing gets lost in the shuffle.
2. Social customer service won’t fix a bad customer service program – while social customer service sounds great if your underlying program for customer service isn’t great – social won’t fix that. Focus on the core program and get that right before scaling to social media.
3. Reporting success of your customer service program – be sure to frame your results in a way that is meaningful to the business and not just focused on how you won over a unhappy client.

To get a copy of the slides or to listen to the replay, please click here. You can also scan the highlights of this webinar on Twitter by reading the Storify below.

Our next webinar is titled How Social Data Powers Customer Experience; be sure to sign up for it or view the schedule of other upcoming webinars here.

With constant access to a growing list of channels and devices, today’s connected customers are no longer satisfied with vanilla, one-size-fits-all experiences and offers. To stand out in the increasingly crowded and competitive marketplace, many C-level executives from the world’s most iconic brands are not content with just “Keeping Up With the Joneses.” Instead, they are actively seeking opportunities to better understand their high-value customers across every channel and device.

The reason for this is simple: These customers are more often than not brand loyalists and willing to persuade others to become regular brand purchasers if they’re kept happy and engaged consistently in every single place they are interactive with brands. But the task of keeping brands happy and engaged beyond one big “win” isn’t easy. It requires CMOs and the entire business, for that matter, to combine their internal resources with technology that’s both powerful and agile enough to boost customer engagement and revenue long term. And a brand’s success today, in this hyperconnected and digitally dependent environment we live in, depends heavily on leveraging digital to reward high-value customers. Rather than spout out a to-do list of tactics that show high-value customers they’re appreciated, here are some specific benefits instead that can be derived from deep and sophisticated forms of segmentation:

Don’t confuse high-value customers for high-volume customers.

In the less digitally savvy days, brands and their teams of analytics “experts” would navigate through Excel spreadsheets with massive amounts of data. In those days, there was sometimes confusion and lack of knowledge as to what constitutes a high-value customer. As a result, high-volume customers would often be mistakenly categorized, and subsequently treated, as high-value customers. But the reality was, and still is today, that people who interact with a brand frequently aren’t necessarily going to be the ones that have the most value from the perspective of consistent engagement, conversions and sales across multiple channels – from being inside a physical store to making a last-minute purchase on their mobile devices or shopping from their PCs. So it was common for those brands to see a huge surge in traffic for a short burst of time, but after the excitement faded, so did the engagement and ROI.

Marketers today need to adopt a more realistic and accurate definition of value that’s based on “the combination of opportunities to convert and increase potential order value, and maximizes both, while at the same time, yields your highest value customers.” But identifying the best customers online and serving them the content they need is easier said than done. The key to obtaining a 360-degree view of high-value customers means personalizing and differentiating every message by offering an array of online content to drive maximum conversion and revenue uplifts.

To get there, the modern brands of today must, and I repeat must, push beyond the basic forms of personalization – think product recommendations or ads that chase you around on the Web. Instead, these brands are likely to be best served by leveraging the power of technology, real-time data and automated segmentation to effectively profile individuals who are in actuality high-value customers. That identification is the first hurdle that brands need to overcome. From there, it’s all about extending personalization across every device and channel to delight and please consumers with the most humanly relevant, easy-to-navigate and engaging offers.

Tap into the beauty of data to boost cross-channel ROI.

The urgency to identify high-value customers online is being fueled by a number of factors. First, the online channel represents the biggest growth opportunity for most brands. According to a new Forrester Research global eCommerce report, e-commerce revenues are going to continue to grow in 2014 as customers’ online buying habits evolve. Meanwhile, a new study released by IBM in 2014 reveals that brands stand to lose $83 billion due to poor customer experiences.

When you think about it, that’s a lot of revenue that could be left on the table if brands don’t put every segment of their customers first. For example, brands are able to gather intelligence on channels shopped — including Web, tablet, mobile phone or store — and then integrate data from a CRM system, POS, DPM or other source to help augment customer profiles. By combining intelligence on shopping history, search history and Web behavior, this combined intelligence can help brands identify when to offer an in-store promotion, extend a seasonal offer or make a product recommendation. If brands are able to identify their high-value customers, then they can scale the business more efficiently and ensure that every decision and action they make is focused on delivering the right actions defined by the right data.

Discover unique attributes of unique markets.

One common challenge that today’s brands face is a tendency to make decisions based on data points as opposed to data profiles. In these instances, it’s not that uncommon for brands to use pre-existing data models to identify their buyer personas as well as the content and offers they deliver on their websites and mobile sites.

By using automated segmentation and targeting, brands should be able to detect segments unique to their brands and industries. This process turns traditional targeting on its head because buyer profiles and offers are all determined by real-time intelligence gathered against real-time customer behavior. One example of such a data profile could be a “weekend shopper” persona. Based on their digital behavior and purchase activity, these shoppers may spend significantly more money (at multiple channels) than mid-week shoppers. So it’s more than likely these shoppers would be frustrated and intolerant of being shown irrelevant and mismatched offers that would better suit mid-week shoppers. That is where many brands today realize that even with all the benefits of technology, they have made shoppers that much less tolerant and patient with poor experiences.

Move away from campaign analysis; bring it back to the customer.

One of the ways brands have traditionally gathered intelligence on customer behaviors is through basic A/B testing of different content and offers. Building on the quantifiable value of testing, many innovative brands are now shifting from campaign-driven analysis to a more holistic and accurate customer-driven analysis. By doing so, marketers can get a more robust and humanistic view of every single customer segment, as well as being able to identify which segments are performing better than others. With businesses – across all teams – being challenged to consistently demonstrate ROI, this ability to gauge the value of high-value customers and appropriately target them with the best content on the best devices at the best times and places, is especially critical to success.

The Red Bull Wake Open in Tampa, Florida is the world’s largest Wake Boarding contest and they wanted to do something new and engaging from a guest experience perspective this year. So, after reviewing various mobile technologies they decided to partner Smartsy to incorporate Visual Recognition and User Generate Content into their branding and collateral to help make them more interactive and actionable.

The custom app was easy to use and built around Red Bull’s main priorities for the event: driving guest engagement, generating new content and building athlete awareness. To do this various functionality was incorporated that allowed users to unlock secret content from posters and wake board rider cards (think baseball cards for wake boarders!) that offered insider perspectives on the competing athletes and the event itself.

During the event the fans could also capture their own experiences and see themselves on the Jumbotron, which created a lot of good user generated content and buzz. They were also asked to vote for their favorite rider (electing who would be the official “Fan Favorite”).

In addition to that they could see content from previous Wake Opens, as well as share content over their social networks and follow their favorite riders on FB or Twitter.

Despite inclement weather at the event, held over two days in Tampa on July 5^th and 6^th, the app ended up with a lot of adoption and users provided very positive responses to the app. While Smartsy can’t disclose specific stats on the results, they can say that they experienced very strong voting numbers, sharing across social networks, content ‘liking’ and user generated content exceeded expectations, and received extremely high numbers of visual recognitions, especially on a per download basis. The feedback from both Red Bull and guests were that they loved the new experience and thought it was a really fun way for Red Bull interact with their fans.

Recently there has been a lot of conversation against the importance of relationships in selling such as this recent Harvard Business Review article on Selling is Not about Relationships which makes it seem like social media would not make a good fit for sales people.

But a new RAIN Group report proves otherwise and shows that sales people that truly “connect” with buyers in this “always on” environment we live in to win more often. So here are 3 reasons why …

Social media provides great way to connect with potential buyers

• Social media provides the sales person with unprecedented ways to connect with potential buyers, increase likes or followers to the business, build relationships and most importantly start conversations.
• Social media provides the sales person with a platform to allow for their online personality to shine and begin that trusted relationship which can create affinity with the buyer
• Social media provides the sales person a platform for sharing value, which builds reputation and affinity for the seller

Social media provides a platform to collaborate with potential buyers

• Sales people can use popular online meetings tools like Google Hangout or even GoToMeeting to create spontaneous meetings with potential buyers
• Other technologies like Postwire can be used for more direct collaboration with more middle of funnel prospects
• Social listening technologies like Radian6, Hootsuite (or whatever your favorite is) will allow you to chime in at most relevant times with potential buyers, middle of funnel prospects or even existing customers – keeping you top of mind at all times!

Social media allows you to educate potential buyers with new ideas

• Social media provides plenty of ways to do this. Sales people that tweet their own ideas or find blogs articles that espouse their position – make it easy to connect with buyers. Content is king so being able to use it to your advantage is key.
• Marketing teams provides the platform and resources to sales to be able to do this. Too many companies in my opinion leave it to the sales team to figure this out all this by themselves. Content is the new collateral. If marketing creates the platform and the sales team can bring it to life with customers then sales will surely flow.

An integral part of the sales process is getting to know your prospects and establishing relationships—and it turns out social media can help you accomplish this quickly and easily. Follow the steps above to help your sales team make the cash register ring using social media. Remember – when you’re there alone there is no one to compete!