A guest blog by Romi Mahajan

In her path breaking book “The Entrepreneurial State”, Marianna Mazzucato argues cogently, and with plenty of evidence, that the State is the key actor in technology innovation and development. We use the words “the” and “key” purposely- for four reasons:

1. The State creates and/or underwrites new technologies with a long-term view.
2. The State’s investment and ongoing incentives limit private risk.
3. There is no private investor that can compete with the State with regard to pool of available capital.
4. The State’s investments are not measured with the same ROI calculations and over the same periods.

One can go-on (and on) but these four parameters themselves make the case. Mazzucato isn’t alone in her analysis- most scholars agree- though her ideas might seem anathema to those in the technology sector who like to excessively laud private “innovation” and simultaneously lambast “government.” We can discuss this victory of Public Relations later. Here, we are interested more in understanding this idea as it pertains to the march to Commercially Viable Fusion (CVF).

Fusion has been underwritten almost exclusively the State. For seven decades, the quest for CVF has been ongoing. The carriage of Fusion has been characterized by fits and starts, but the overall vector has been positive. For many, the quest for CVF is seen as a bottomless pit of investment, but others see this as the standard manner in which science progresses- a sort of punctuated equilibrium of change. Each success and each failure begets something better.

While the State might be the key actor, there is no suggestion that private investment and innovation is unnecessary; it is in fact crucial. Private investment typically comes later in the game, when the infrastructure and basic science undergirding technology innovation has been developed. So too with CVF.

At some point in the innovation and development cycle, a sufficient critical mass of knowledge, talent, and advanced methods generates interest in the private sector and propels investment in the space. At this point, the punctuation can begin in earnest, as a variety of both competing and collaborative players strive to push the industry forward rapidly and with hope of private profit as well as public benefit. That’s where we are with CVF today. It’s indeed a heady era.

At this stage, with the efflorescence of interest and investment, firms in the CVF space must be willing to share, collaborate, and enhance each other. The stakes are high. An ecosystem must be built with intention.

Clearly, there are competing ideas, some more solid than others (forgive the pun.) Clearly, there are companies that will fail and some that will succeed. But, as with science, both successes and failures advance the industry.

It is our time.

Romi Mahajan, President Pepper
Ann Eberle Thomas, CRO Pepper
Dharmesh Godha, President Advaiya

In a recent discussion with an executive, CRM software came up as a hot topic. Her assertion was that too many customers see CRM as a “commodity” and thus balk at upgrades, new purchases, and list-prices. The comment was interesting for a variety of reasons of which the most important was the degree to which this flies in the face of the claims (obviously) that CRM providers make. After all, they argue, if your customers are your lifeblood (as you claim) then how can the system that enhances your ability to build long, loyal relationships be relegated to commodity status? Isn’t a CRM system your best front-end to the customer and as such a core tool to boost sales? If so, how can you think of it as being “just there?”

Commodity? Not a commodity? The grass is green on both sides of the fence, but that is because our imagination has failed when it comes to both CRM and software in general. We continue to make software fit our calcified methods and processes versus letting it liberate us from these very constraints.

Let’s focus on CRM as an illustrative case. From the beginning, organizations have had relationships with their customers- this is simply a truism. Before machines, before computers, before software, before it all, organizations connected with customers and prospects and conducted business. But when some decades ago, intrepid entrepreneurs like Tom Siebel and Marc Benioff realized that specialized software solutions could be used to enhance an already existing idea, the category “CRM” was born. Once the genie leaves the bottle, it cannot be put back in. Once a category is in the world and the lexicon is understood by all, it takes on a life of its own. As such, today CRM is a decabillion dollar business and there are over a thousand companies that build CRM solutions and platforms.

When faced with so many choices and so many seemingly mundane applications of the category, it is no wonder that many think of it as a commodity. This is an understandable if unfortunate fact. When we take an existing idea and an existing process and simply make it “a bit better” with software, the software itself is measured in increments of value. The game in this case is linear.

What if, however, the CRM system allows you to quickly revisit the taxonomies and hierarchies you’ve held as sacrosanct before? What if the CRM system allows you to do different and dynamic things at scale whereas the previous dispensation made those ambitions impossible? In these cases, CRM is not a commodity but is, to use an overused term, a game-changer. Here, the game is non-linear.

That indeed is the nature of innovation. Incremental change and enhancements are good but when an entire epistemology or process is changed, innovation occurs. Innovation is very much a product of the outcome. As such, customers are thus the judge of whether a software solution is innovative or not.

Coming back to CRM. Yes, organizations have from time immemorial “related” to their customers, but the ability to do it not only at scale but by bringing to bear a variety of otherwise disparate data points, is powerful and indeed innovative. The watchword here is “integration” and how it relates to customer engagement. Customers are not monoliths, given to a unidimensional description. They are active, dynamic, multi-faceted beings. When CRM can help you not only discover deep context but also capitalize on it to offer value to these customers, then it ceases to be a commodity.

It requires us to use our imagination.

Submitted article by Romi Mahajan

Chief Commercial Officer, Quantarium

The world of technology is known as much for its hype as it is for its legitimate innovations.  Atone level, this is understandable. Dreamers can only accomplish big things when they dream big and followup on those dreams with supporting rhetoric. At a different level, however, it serves to dupe consumers, customers,and investors into alchemist fantasies that often defy the laws of physics.  What we need, naturally, is a balance.

With AI, and claims about it, we as a community have come to the point where we have to decide if we are okay with “fact-checking.”  Are all claims about AI fair and accurate?  Do all companies that claim to be “doing AI” pass muster in that regard? After all, haven’t many organizations referred to any and all of their “data”initiatives as AI? Have we diluted the term so as to make it meaningless?

Discerning investors have started to kick the AI tires.  Highly skilled Scientists and Engineers increasingly refuse to be beguiled by marketing claims, choosing instead to dig deeply into the code and methodologies surrounding its production before allowing themselves to be recruited by the countless organizations that seek the limited supply of talent. 

Perhaps more relevant, still, is that people in all roles ask one fundamental question:  “Is there any relevant and practical application to the AI work you are doing?”

On all these matters, Quantarium can hold its head high.  From “Real AI” to “Real Applications of AI,”Quantarium is altering and enhancing our notions of what is possible in residential real estate, the world’s single largest asset class.

Take for instance an important but mundane question, likely asked by millions of people every day.  “What is my house worth?”  Several pundits will offer several answers to this question, no doubt.  But, will the answers be accurate and in this case, what does accuracy even mean?  What data goes into the answer?  Do we have all the data we need?  Is it all available? Do the data we collect account for every single aspect of the house that could or should go into the valuation? 

Now take an extrapolation of this question with magnified scale.  Imagine you are the CEO of a large bank that “owns” half-a-million residential mortgages. What is your portfolio worth?  How much risk are you holding in the portfolio?  Are you too exposed in a particular geography or demographic?  Do you have sufficient data and the ability to process and make sense out of it?  Can you do this all with the speed that is called for by regulation and market conditions?

These questions are easy to pose but hard to answer.  Further, while these questions may not seem “sexy,” they underscore the reality of the single biggest source of economic value and for most families the single largest source of equity.  Using AI to drive accuracy, speed, and scale in this market is complex, genuine and incredibly important.Indeed, real AI applied to real industries with real outcomes is the name of the game. Therein lies the balance we seek, the convergence of both the hype and of the reality.

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.

Here’s a great video of me and Aseem Badshah the CEO of Socedo, a social media lead generation tool, talking about 7 ways Blockchain can transform marketing! We hope you enjoy it …

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!!

Knowing how the human mind processes information and images—and putting that knowledge to use—can help you become a more engaging and effective marketer.

Here’s a look at some fascinating facts about the human mind, from a marketing perspective.

I had a chance to sit down with Luke Hohmann, founder of Conteneo, Inc. and creator of Innovation Games® and Knowsy® to discuss how serious games are changing Sales and Marketing teams at major brands. The following is a transcript of our conversation.

PD:     Talk a little bit about what is a “serious” game.  How does that differ from just a game?

LH:      A serious game is a game that we play to solve a business problem as opposed to any other kind of game typically played for entertainment purposes.  When I’m playing Scrabble with my wife on a Saturday night, we’re just enjoying the company and the time together, and there’s nothing really serious about it. When I play a serious game, I’m trying to solve some kind of a business problem like managing a complex sale or developing a product-marketing plan.

PD:     Why are they becoming so popular?  What’s driving the popularity of some of these games?

LH:      The reason serious games are becoming so popular is because we’re learning that when people are playing games, their brain is literally in a different state. When you’re playing a game like Angry Birds, tiny amounts of dopamine are released every time you achieve the next level in the game or create a new high score. This dopamine, in turn, makes you happy and motivates you to play more – achieve the next level, reach a new high score.

We’re finding we can take some of those feelings of positivity that occur when people accomplish a goal and put them into a work context.  For example, let’s say you need to make choices on where you’re going to invest your marketing dollars across various social media challenges. This is a classic portfolio management question.

Unfortunately, traditional ROI approaches to portfolio management often leaves you feeling beat up and hollow when you’re done, because you’re trying to argue about uncertain futures using only half of your brain.

Our collaborative games-based approach to making these choices leaves you and your entire team feeling energized because in the game you can explore both ROI and non-ROI factors to selecting your social media investments. When you achieve the goal, you’re going to feel great about the result, because along the way the game will induce your brain to release some dopamine while you’re playing.

That’s similar with Knowsy in the sales context.  A traditional way that strategic sales managers determine the priorities of a buyer or get a group of stakeholders that influences the buying decision aligned is usually a sequence of painful meetings in which salespeople interrogate their prospects. Knowsy shortens the buyer alignment process by engaging buyers in a meaningful, collaborative and fun activity that results in people feeling good about the alignments that they’ve created and the paths they agreed to take. And yup, the dopamine released during the game, and the behavioral economics theory that underpins the choices in the game, all help your sales team close complex deals faster.

PD:     Let’s go into some examples of how sales teams have solved potential business problems.

LH:      One of our clients, Serena Software, makes a software application that help large companies manage the flow and upgrade of other software applications on mainframe systems.  So if you’re a bank or insurance company and you have an old mainframe system you want to update, Serena makes software that makes the upgrading process easier. Typically, Serena’s sales involve a number of influencers: the CIO, the head of application development, the head of data security, the head of operations, all of whom need to be comfortable that Serena is the right solution to not only meet their corporate IT needs but also their individual departmental  priorities. The traditional approach of a salesperson trying to make that sale is like herding cats and chasing after one-on-one meetings. The salesperson spends inordinate amount of time setting up interviews  to understand individual stakeholder’s priorities, one at a time. Of course, when the salesperson brings the group together,  he must  present a slide deck that magically shows how his solution is going to meet everyone’s number-one priority.

But if you look at the discussion in that room that ensues, it is slow and painful, because suddenly the buyers realize that while they might know their own individual priorities, they probably do not know the priorities of their peers. And they think: “We’d better talk about our shared priorities, because if we are going to purchase Serena’s solution, it will affect everyone, but individually and as a team. So we’d better figure out what our priorities are and how we want to go forward.” The most effective salespeople know that they need to skillfully facilitate that meeting so the sales process doesn’t stall or slow down due to lack of internal customers’ alignment.

What Knowsy does is it tackles that situation head on. When you’re in a complex sale, the salesperson calls his prospects and says I want to have this meeting. I want to bring in the key players into the room. And I’m going to lead you through a guided activity that will reveal your priorities and help you reach alignment as a team. When that’s done, if the priorities of the group are such that my solution can be useful, we’ll figure it out and we’ll move forward.  If it’s not, we’ll discover this soon enough as a team.. Either way, we all win because the priorities of the individual stakeholders will be revealed, and we’ll be able to see if there’s internal alignment to progress down the buying process.

PD:     Let’s go to marketing team.  Can you give us some examples of how either a corporate team or maybe even a product team might use Knowsy?

LH:      Even though Knowsy is a tool for salespeople, we’re finding that the people who are bringing our tool into their organizations are, in fact, marketing departments. The marketing team tells us two things. One, they’re never in the room with the salespeople when the salespeople are reviewing prospects’ needs and, therefore, they’re never really sure what messages are resonating, what are the important trends and what are the important priorities. The idea behind Knowsy is that by playing this game in a fun and engaging way, you’re actually feeding a real-time database that the marketing team can use.

On the flipside, the other thing that the marketing departments that we’ve been working with have told us repeatedly is that they have expertise and a point of view about their industry that they want to communicate. Many marketing departments want to establish their employees as thought leaders. So what we do in Knowsy is we take those thought leaders and we put their opinions into the platform about what a prospect might do in a certain situation.  Prospects can compare their opinions individually and/or as a team with recognized thought leaders from the company or the industry.

What that does is it lets the marketing department promote thought leadership in the most direct manner possible, which is when the buyers are most interested in hearing the opinion of an expert.

PD:     Let’s switch to big brands. Can you give us some examples of how big brands are deploying serious games?

LH:      A recent advergame that actually is doing very well is Plantville from Siemens. An advergame is a game that is an advertisement disguised as a game. In this case, Plantville is a thinly-veiled version of Farmville.  In Plantville, you’re a facilities manager inside a manufacturing plant, building your plant and operating it using the same kind of principles of building and operating your farm in FarmVille.  And by playing this simulation game, you learn about Siemens technologies that solve certain problems in plant management, and you can test your knowledge of how to be a good plant manager.

You might assume that the last thing someone who works in a plant all day would want to do is play a game where they operate and manage a plant – and you’d be wrong. What we’re finding is that some of the most-devoted users of Plantville are in fact plant managers of significant facilities who want to demonstrate through various game mechanics that they are really good at their job. Of course, in the process Siemens is getting tremendous brand goodwill and educating the players on new products and features. For example, a plant manager who has an existing set of equipment might not have an ability to explore the operating characteristics of new equipment. But in Plantville, they can try that new equipment and get a sense of what it would do or not do in a simulated environment. It’s a tremendous value to Siemens’ marketing department, of course, to deploy Plantville as a brand engagement tool that effectively reaches its target audience and communicates the features and benefits of Sieman’s products and services.

According to HubSpot, ninety three percent of adults on the Internet are on Facebook, yet only 1% of a brand’s Facebook fans will ever make their way to the company’s main website. Many blame their low conversion rates on Facebook: “Facebook ads don’t work.” “I have a ton of likes but it doesn’t mean anything because I’m not making money.” “I keep posting things but I’m not getting many views.” Few, however, look to their own efforts for answers. And even fewer put a strategy in place to convert this highly active audience into highly engaged website visitors.

Upon learning these statistics, we did a little—actually, a lot—of digging to find out who/what is actually to blame for these disproportionately low conversion rates. We know, after all, that Facebook users are a highly active and engaged audience. So, why aren’t brands able to capitalize on that? It simply can’t be Facebook’s fault…

Below are the 10 most common reasons brands aren’t getting enough love from Facebook users, along with recommendations for better using the tools at their disposal. (In order to determine which methods work best, try them out and then test each one using the same online testing methods you use to measure your brand website’s effectiveness.)

1. Failure to Get Past the First Step

Most fans won’t ever come back to a brand’s page unless they feel they have good reason to. This is not totally different from how they interact with their friends’ pages when you think about it. Unless the new friend has great content to go back to, there’s not much of a reason to go directly to their page very often, if at all.

What does this mean for marketers? It means they’ve got to use that first “viewing” wisely, offering immediate and easy ways to engage visitors further upfront:

• Email list
• Blog subscription
• Gift download

Test: The various methods listed above to determine which ones actually have a positive impact on conversion rates.

2. Poor Text and Visuals

A successful Facebook page must have concise, engaging text that’s relevant to both the brand and the fans’ interests. Overly long, humdrum copy will fail to capture fans’ attention. Crisp, eye-catching, hi-resolution visuals (photos, videos, illustrations) that clearly speak to those things visitors like about the brand in the first place, will draw them in for more.

Test: Copy length and content; image quality and subject matter.

3. Stagnant Page Content

If fans stop by more than once only to find the same old Facebook page, they might assume the page is outdated—or worse, abandoned. It’s important for marketers to give fans new ways to connect and advance their relationship with the brand or product being promoted. Keep to a consistent schedule with fresh content and ever-improving offers, using the results from the testing mentioned above.

Test: Update frequency.

4. Inconsistent or Sloppy Branding

If there’s no stylistic connection between a company’s Facebook page and its main website, visitors may not trust that the page is legit. Brands often spend a disproportionate amount of time, money and effort on website branding efforts, in comparison to the relative pittance reserved for complementary Facebook efforts. Keep branding consistent across all channels, so that visitors know exactly where they’re going and whom they’re dealing with.

Test: logo variations, cover photo options, and other brand elements.

5. Confused Calls-to-Action

Once fans arrive at a brand’s Facebook page, they should have a clear idea of what to do and what’s available to them. Offers and calls-to-action should be prominently displayed, and any associated instructions should be easy to follow. Be aware, however, that Facebook has guidelines concerning calls-to-actions, offers and anything else resembling blatant advertising on company pages, so it’s important to make sure you’re current on usage guidelines.

Test: Calls-to-Action and offer variations—in terms of design style, content, placement, and ease-of-use, to see which combos bring the most fans.

6. Too Many Clicks

People are impatient—especially on the Internet—and want immediate gratification. If visitors have to jump through too many hoops or fill out too many forms in order to get what they want, they’re likely to click away. Make sure the desired destination can be reached in the fewest amount of clicks possible. Also, if there are forms to fill out, keep them short and simple.

Test: length of forms, number of required fields, number of clicks necessary to get to target content.

7. Mystery Visitors

One of the most important aspects of Facebook marketing is finding out who’s using it to access the company website. Anything in a fan’s Facebook profile—age, gender, location, name, relationship status, “Likes,” and more—can be captured, depending on the level of authorization granted by that fan. With the right tools, marketers can compile user profiles using that authorized data as well as previous site behaviors, to get a better sense of the users they’re reaching on Facebook. Those profiles can then be tested to see what offers, content and/or experiences are most effective in attracting fans, “Likes”, website traffic or any other relevant conversion metric—as well as applied to other marketing efforts.

8. Preconceived Notions

As excited as marketers may get about shiny new objects—especially social media objects—they‘re often reluctant to spend money on developing new efforts for them. Dipping your toes in too slowly, however, can be ineffective. Once you’ve decided to “do” Facebook, you may as well do it right. Step out of your comfort zone and try new efforts for specific customer segments. An even crazier idea—consider developing Facebook-specific campaigns rather than repurposing ones created with a different platform in mind.

Test: Campaign effectiveness in terms of user receptivity by various demographics—age, location, interests—to gauge interest from potential untapped markets.

9. Ineffective Plugin Use

If Facebook plugins aren’t integrated into the main company site, a great deal of potential traffic—and revenue—is being lost. Plugin tools turn consumers into brand advocates, making it easy to share site information with Facebook friends. Some examples of plugins are:

• “Like” button: lets visitors share main site pages back to their Facebook profile with one click.
• “Like” box: enables visitors to “Like” the company’s Facebook page and directly view its stream from the brand site.
• Recommendations: gives personalized suggestions for pages on the main site visitors might like, based on what other people are sharing.
• Comment box: allows comments on any site content, such as a webpage, article, or photo. The visitor can share their comment on Facebook by posting it to their wall and their friends’ streams.

Test: Plugin types and the effectiveness of each for meeting your program goals.

10. Sticking to Stand-alone Metrics

Getting just one side of the story isn’t enough. Marketing programs need to be set up so that Facebook stats and user profiles are fully integrated with all other online and offline shopping channel information to create rich, detailed, and fully comprehensive user profiles. Profile reports should be updated on a regular basis, so the most recent user information is always available.

With the proper attention to detail and willingness to dedicate the same energy to Facebook efforts as they do to other initiatives, online marketers will no doubt find that their 1% conversion rate is something they can control. And that it’s not Facebook’s fault their customers aren’t more engaged.

I’ve been following The Marketing Technology Blog by Douglas Karr, and I’m in awe of him and his natural blogging ability. He blogs on his topic daily, sometimes more, and produces really well thought out posts. As a result, he has built a strong following on his blog that is rivaled by very few. And he’s done it in record time!

I decided to reach out to Douglas Karr and interview him on a podcast to bring you some key learnings on how to build the audience for your blog. Enjoy …

How to Build a Successful Blog Quickly, a Podcast with Douglas Karr

About Doug

Doug is currently a product manager for a major permission-based email service provider – named one of the fastest growing private companies by Inc. magazine. Doug is also a proud member of the Indianapolis Colts Marketing Advisory Board, led by Pat Coyle, the Colts’ database marketing director. Pat and Doug also launched the Indianapolis Book Mashup – a book club to discuss the latest business, marketing and technology publications.