tag:www.econsultancy.com,2008:/topics/digital-transformation Latest Digital Transformation content from Econsultancy 2016-05-23T10:11:06+01:00 tag:www.econsultancy.com,2008:BlogPost/67859 2016-05-23T10:11:06+01:00 2016-05-23T10:11:06+01:00 Adidas creates B2B content to help with recruitment Ben Davis <p>Let's take a look.</p> <h3>A new magazine</h3> <p>Firstly, you can see exactly what the editorial style of this digital magazine is by the LinkedIn post announcing the arrival of GamePlan A.</p> <p>It's motivational and focused on sport as part of a work-life balance.</p> <p>The fact that the magazine posts to LinkedIn at all is worthy of note.</p> <p><img src="https://assets.econsultancy.com/images/0007/5173/Screen_Shot_2016-05-20_at_12.09.23.png" alt="gameplan a" width="615" height="338"></p> <p>The venture isn't entirely new it must be said - Adidas has published this style of content for a while, but has now revamped its corporate blog to make it much more visual - a magazine that appears consumer focused at first glance.</p> <p><img src="https://assets.econsultancy.com/images/0007/5175/Screen_Shot_2016-05-20_at_13.43.05.png" alt="gameplan a" width="615" height="342"></p> <h3>Branding and recruitment</h3> <p>On closer reading, the content itself feels like a mix of B2B and B2C.</p> <p>The strategy is perhaps to present the more serious side of Adidas, seeding content in professional circles and positioning the brand as more important than merely athleisure (which you can get at Primark) or fashion (an area most sports brands play in) - a dedicated lifestyle brand, if you will.</p> <p>But on the other hand, as well as promoting a serious sports brand, the content dovetails very nicely with Adidas' <a href="http://careers.adidas-group.com/">careers website</a>, which is promoted at certain points throughout the site. </p> <p>An example is shown below including a Jobs Twitter feed embed and a call to action.</p> <p><img src="https://assets.econsultancy.com/images/0007/5177/Screen_Shot_2016-05-20_at_13.45.07.png" alt="careers adidas" width="615"></p> <h3>Content curation </h3> <p>It's also pleasing to see GamePlan A using content curation in perhaps the smartest way I've seen it done of late.</p> <p>Running a blog like this is pretty labour intensive, so being able to so thoughtfully embed third-party content, including pictures, pull-out quotes and then a content preview before linking out is a triumph.</p> <p><img src="https://assets.econsultancy.com/images/0007/5174/Screen_Shot_2016-05-20_at_13.39.30.png" alt="adidas curated content" width="615" height="370"></p> <p><img src="https://assets.econsultancy.com/images/0007/5181/Screen_Shot_2016-05-20_at_14.00.38.png" alt="gameplan a" width="615" height="364"> </p> <h3>Engagement</h3> <p>There are more than 10,000 Adidas employees on LinkedIn - quite a community to begin with.</p> <p>Each post here from GamePlan A seems to get 80 or so Likes and a couple of comments. Not too shabby.</p> <p>On Twitter, GamePlan A has 16,000 followers - again, pretty good for a B2B venture in one vertical.</p> <h3>Content is all that can differentiate a big corporate</h3> <p>I've written previously about <a href="https://econsultancy.com/blog/67118-17-bullshit-free-quotes-about-company-culture-from-digital-organisations">culture-washing in tech</a> (an invented word), but I'm not sceptical at all about companies that want to talk about work.</p> <p>Only by publishing and trying to maintain some degree of transparency can any company provide a window to the outside world.</p> <p>That's what I like about GamePlan A, it shows Adidas and its staff are making an effort to engage, and that in turn may attract the right kind of job candidates.</p> <p>It's not just with this new magazine, the careers site mentioned above has a whole wealth of editorial, too.</p> <p><img src="https://assets.econsultancy.com/images/0007/5182/Screen_Shot_2016-05-20_at_14.14.36.png" alt="adidas careers" width="615" height="338"></p> <h3>Conclusion</h3> <p>GamePlan A isn't my cup of tea, but then again I'm probably not the right person to work at Adidas. I think this content will appeal to those that stumble across it who love sport and love business.</p> <p>And in a digital landscape where the <a href="https://econsultancy.com/blog/67263-skills-shortage-the-biggest-barrier-to-digital-progress-overtaking-legacy-systems/">skills shortage has overtaken legacy tech</a> as number one barrier to progress, creating this content is a no-brainer. </p> <p><em>If you want to learn more about digital transformation, check out <a href="https://econsultancy.com/training/digital-transformation/">our DT hub</a>.</em></p> tag:www.econsultancy.com,2008:ConferenceEvent/812 2016-05-20T12:16:45+01:00 2016-05-20T12:16:45+01:00 Digital Transformation and the Convergence of Marketing and Sales <p>The separation of marketing and sales is often deeply ingrained in organisations, but this is changing rapidly with the explosion of communication channels and technologies blurring the lines between the functions. </p> <p><strong>Join us for an exclusive senior leaders’ conference, focusing on the convergence of marketing and sales and its integration within wider digital transformation projects.</strong>  </p> <h3>On the agenda:</h3> <ul> <li>Find out how the path from audience to customer is changing due to the rich and varied communication channels and technologies available.</li> <li>Understand how to create and deploy content to answer customer questions all the way through the marketing and sales funnel.</li> <li>An overview on re-organising, retraining and re-incentivising a substantial part of the entire organisation without damaging the brand or missing revenue targets.</li> <li>How to track suspects, prospects and customers in sufficient detail, across multiple channels to be able to decide on next best lead nurturing action.</li> <li>The key role data and evidence-based decision-making plays in the convergence.</li> </ul> <h3>Benefit from:</h3> <ul> <li>Insight from those at the forefront of transformation.</li> <li>Understand  how best-practice processes are being established inside some of the world's leading brands.  </li> <li>Networking and discussions with your peers from two roundtable sessions.</li> </ul> <h3>Context </h3> <p>Since digital transformation has become mainstream, the marketing function has been central to driving of organisational change. But the path from audience to customer is changing and sales departments need to appraise consumer needs and configure solutions which would have been purely marketing driven. </p> <p>Many organisations are currently experiencing this race between the marketing and sales teams to occupy the middle of the sales funnel, but few understand how best to manage the convergence. Their different business culture, different objectives, their own C-level leadership, as well as different reward and remuneration systems can create a recipe for conflict rather than cooperation.</p> <p>Based on our own primary research and our key learnings from working with some of the world’s largest brands to transform their digital capabilities, we will share best practice processes which sales and marketing teams can implement to work in collaboration to drive significant commercial benefits.</p> tag:www.econsultancy.com,2008:BlogPost/67865 2016-05-20T10:44:00+01:00 2016-05-20T10:44:00+01:00 Three key Digital Transformation takeaways from Digital Cream 2016 Nikki Gilliland <p>An exclusive roundtable event, it gives senior marketers the opportunity to delve into the topic and discuss best practice from the world of digital.</p> <p>Before we crack on with our top three takeaways from this year’s talk, you might also like to download the full <a href="https://econsultancy.com/reports/digital-transformation-trends-briefing-digital-cream-london-2016/">Digital Transformation Trends Briefing</a>.</p> <h3>Redefining terminology</h3> <p>Breaking down what the term ‘digital transformation’ actually means is still a point of contention for some.</p> <p>During this year’s roundtable, a lot of discussion focused on whether it should be renamed in order to reflect an increasingly customer-centric approach.</p> <p>With the belief that all changes should first and foremost stem from the needs of the customer, it was suggested that ‘customer experience transformation’ would be a much more appropriate description.</p> <p>Many marketers agreed that this ‘outside in’ approach would be beneficial, recalling previous experiences where focusing on the benefits for the business rather than the consumer had resulted in a poor outcome.</p> <p>Though there are some good reasons for thinking twice about language – not only to reflect the customer, but to also help breakdown the user journey into manageable chunks – some argue that it could result in false advertising.</p> <p>One delegate pointed out that efficiency across the business as a whole is what digital transformation strives for.</p> <p>As a result, to say that value for the customer is the only motivation behind it could be slightly misleading.</p> <h3>Success starts with small change</h3> <p>Realising the need for digital transformation is all well and good, but for a lot of companies, launching a company-wide strategy is incredibly unrealistic at first.</p> <p>Without the budget to implement major change (as well as the training to do so), many marketers agree that smaller-scale projects are more likely to succeed. </p> <p>From testing a specific aspect of the user journey to analysing data, it is helpful to take on areas of transformation one step at a time.</p> <p>On the other hand, some disagree with this notion, believing that top-line objectives are vital for getting a company from A to B.</p> <p>Overall, the general consensus is for compromise.</p> <p>It is undoubtedly helpful to picture where you want to be in two years time, however it is just as important to map out the realistic steps for getting there.</p> <h3>The need for a top-down approach</h3> <p>Many delegates spoke about the lack of ‘honeycomb’ structure in their organisation. (Where digital is integrated throughout the entirety of a company.)</p> <p>Taken from our <a href="https://econsultancy.com/reports/digital-marketing-organisational-structures-and-resourcing-best-practice-guide/">Organisational Structures and Resourcing Report,</a> the below model shows how most companies typically structure their digital marketing capabilities.</p> <p>At first, expertise is often dispersed in response to localised needs.</p> <p>Then when this need increases, companies repond by setting up localised teams, then multiple divisions, before eventually resulting in the (rarely seen) entirely-digital structure.</p> <p><img src="https://assets.econsultancy.com/images/0007/5084/Organisation_Structure_Model.PNG" alt="" width="705" height="695"></p> <p>During the discussion, marketers pointed out that company support for digital transformation is often unbalanced, with the biggest barriers stemming from IT teams and senior staff unwilling to invest in new hires or sufficient training.</p> <p>Instead, it was agreed that it would be more beneficial for seniors to promote passion and support from the top down, and teams to provide strategy and implementation from the bottom-up.</p> <p>As the roundtables drew to a close, the topic turned to balance across the board - even when it comes to failure.</p> <p>The general opinion was that businesses should be allowed to fail on digital strategy, but they should also learn from their mistakes as quickly as possible. </p> <p>Of course, the process is never going to be easy – yet perhaps that’s why the term ‘transformation’ is so fitting after all.</p> <p><strong>To find out more on this topic download the full <a href="https://econsultancy.com/reports/digital-transformation-trends-briefing-digital-cream-london-2016/">report</a>, or watch our explainer video below.<br></strong></p> <p><iframe src="https://www.youtube.com/embed/2q_lWLm5qtg?wmode=transparent" width="560" height="315"></iframe></p> tag:www.econsultancy.com,2008:Report/4129 2016-05-13T11:19:00+01:00 2016-05-13T11:19:00+01:00 Digital Transformation Trends Briefing: Digital Cream London 2016 <h2>Overview</h2> <p><strong>Digital transformation is the journey from where a company is, to where it aspires to be digitally. </strong></p> <p>A digital organisation is generally considered to be one that focuses on customer experience irrespective of channel and has a ‘digital culture’. But how do you get the right mix of skills, culture and technology in order to benefit the customer and the long-term health of your organisation?</p> <p>Econsultancy's <strong>Digital Transformation Trends</strong> Briefing, sponsored by <a href="https://www.accenture.com/gb-en/interactive-index.aspx">Accenture Interactive</a>,<strong> </strong>focuses on the key themes, opportunities and challenges relating to digital transformation as highlighted by client-side digital marketers during <a href="https://econsultancy.com/events/digital-cream-london">Digital Cream 2016</a>. </p> <p>The report aims to provide a snapshot of the areas that are top of mind for marketers, exploring how brands seek to address the challenges and opportunities in this area. </p> <h2>Key trends featured in the report</h2> <ul> <li>Defining digital transformation - are we really talking about 'customer experience transformation'?</li> <li>Objectives and strategy planning - the merits of starting small and aiming big.</li> <li>Top-down vs bottom-up, and the challenges of changing workplace culture.</li> <li>The balance between innovation and business-as-usual.</li> </ul> <h2>Digital Cream</h2> <p>An exclusive invitation-only roundtable event, Digital Cream is an opportunity for senior client-side marketers to learn from each other about the latest best practice, what’s working and what’s not.</p> <p>Digital Cream takes place around the globe throughout the year - <a href="https://econsultancy.com/events">see our upcoming events</a>.</p> <p><iframe src="https://www.youtube.com/embed/2q_lWLm5qtg?wmode=transparent" width="560" height="315"></iframe></p> tag:www.econsultancy.com,2008:BlogPost/67838 2016-05-12T10:14:38+01:00 2016-05-12T10:14:38+01:00 Heathrow Airport's route to digital transformation David Moth <p>Heathrow welcomes 200,000 passengers per day, most of whom remain largely anonymous to the company’s own marketing team.</p> <p>So how can the airport use digital to create an enjoyable, personalised experience for people who are often in a rush?</p> <p>Chatfield gave a quick overview of the business’s strategy during a Q&amp;A at the <a href="http://summit.adobe.com/emea/">Adobe Summit</a> yesterday.</p> <p><img src="https://assets.econsultancy.com/images/0007/4875/heathrow_summit.jpg" alt="" width="800" height="342"></p> <p>Here’s a summary of what he said...</p> <h3>The challenge</h3> <p>Heathrow has been undergoing some major infrastructure changes in recent years, adding a whole new terminal and bidding to build a new runway.</p> <p>As part of this, the airport has been looking at new ways to deliver an improved, personalised <a href="https://econsultancy.com/training/courses/creating-superior-customer-experiences/">customer experience</a>.</p> <p>According to Chatfield, from a digital marketing angle the onus has been on assisting the business to get closer to customers.</p> <blockquote> <p>Historically we don’t know much about our customers. They’re with us for a very short amount of time, we don’t know who is coming tomorrow or even today.</p> </blockquote> <p>Heathrow’s aim is to get the brand in front of people from the moment they begin to plan their trip.</p> <p>That means getting them to look at the airport’s website, download the app, or sign up to the loyalty scheme.</p> <p>“We want to give people a great service and put them in control of their time,” said Chatfield.</p> <p>Of course, this “golden hour” that passengers spend in the airport is where Heathrow’s retail partners stand to make their money.</p> <h3>Transformation from the top</h3> <p>Heathrow is in the enviable position of having a digital transformation programme that is being driven by its board.</p> <p>Econsultancy’s <a href="https://econsultancy.com/reports/digital-marketing-organisational-structures-and-resourcing-best-practice-guide/">research into Organisational Structures and Resourcing</a> found that 27% of businesses identify lack of board buy-in as a significant barrier to digital progress.</p> <p>Chatfield said that having identified digital as an area of focus, senior management asked the wider business for help and ideas on how to implement it.</p> <p><em>Heathrow's homepage</em></p> <p><img src="https://assets.econsultancy.com/images/0007/4878/Heathrow_airport_website.png" alt="" width="800" height="446"></p> <p>The programme initially began with a working group, from which came a new role of director of service transformation.</p> <p>Service transformation is now part of the company’s KPIs, so the whole business is targeted on improving its digital capabilities.</p> <h3>Single passenger view</h3> <p>How do you get a <a href="https://econsultancy.com/blog/67741-20-of-marketers-have-created-an-actionable-single-customer-view/">single view of a customer</a> who hasn’t technically bought anything from you, and will only be on your premises for a few short hours?</p> <p>Quite the logistical challenge, made more difficult by the variety of partners that operate Heathrow’s different services.</p> <p>Chatfield explained that the business’s architecture is quite disparate, with the website, parking, Wi-Fi, etc. all operated by third-parties.</p> <p>They key to unlocking it all is by using unique visitor IDs, which can join up the data when that user does something identifiable (e.g. booking parking, logging on to Wi-Fi).</p> <p>Ultimately Heathrow wants to “propagate” this single customer view down to the frontline employees who can then offer a more personalised experience to passengers.</p> <p>From a retail perspective, the most powerful tool is the loyalty scheme which currently has around 1.5m members.</p> <p>It enables Heathrow to track where people are spending across its estate, with some of that data then shared with retail partners.</p> <p>Chatfield gave the example of a customer who might spend time shopping in luxury stores like Tiffany’s, then go and buy a sandwich from Pret.</p> <p>The two activities might seem incongruous, so it’s necessary to find data to highlight these sorts of customer journeys so Heathrow can improve the overall experience.</p> <p><em>For more on this topic, check out Econsultancy's <a href="https://econsultancy.com/training/digital-transformation/">digital transformation hub</a>.</em></p> tag:www.econsultancy.com,2008:BlogPost/67832 2016-05-11T14:29:56+01:00 2016-05-11T14:29:56+01:00 Steering the digital shift: The biggest challenges facing financial companies Nikki Gilliland <p>The <a href="https://www.econsultancy.com/reports/digital-trends-in-the-financial-services-and-insurance-sector-2016/">Digital Trends in Financial Services report</a> is based on a survey of over 330 executives working across North America and the UK.</p> <p>Throughout the report, the wider industry is compared with a subset of companies that are at the forefront of the industry.</p> <p>As the companies creating the change to which others are responding, this group is referred to as “leaders.”</p> <p>A useful lens for comparison and inspiration, leaders display important differences from the rest of the sample, dubbed the “mainstream.”</p> <p>Here is what financial companies will be focusing on in 2016 and beyond.</p> <h3>Speaking to a new generation</h3> <p>57% of 'mainstream' respondents revealed that the biggest issue for their organization is an inability to appeal to new customers. </p> <p>This barrier is particularly apparent for younger generations, fundamentally due to a lack of innovation in customer acquisition activities.</p> <p>When approaching a financial service of any kind, the first instinct for people under the age of 40 is to look online.</p> <p>For the traditional financial organizations their parents might normally use, this behaviour is not yet the norm, but finding ways to meet this digital expectation is likely to be a big concern from now on. </p> <p>A shift to digital could also help to retain the brand loyalty of new customers.</p> <p><em><strong>Q. Thinking about disruption in your industry, what are your primary concerns? (Top two. Leaders vs mainstream)</strong></em></p> <p><img src="https://assets.econsultancy.com/images/0007/4829/Lack_of_digital_innovation.PNG" alt="" width="750" height="415"></p> <h3>Keeping up with the start-ups</h3> <p>Forget traditional rivals - there is now pressure for financial organizations to keep up with an entirely new set of competition.</p> <p>40% of leaders in the industry see start-ups who are already meeting the demand for new consumer habits (by utilising technology) as the biggest threat. </p> <p>With the amount of fintech companies in the market rapidly increasing, well-established companies are being forced to drive change or face the risk of falling behind.</p> <p><img src="https://assets.econsultancy.com/images/0007/4830/Competition_from_start-ups.PNG" alt="" width="750" height="591"></p> <h3>Making use of data</h3> <p>We now know more about consumers than ever before. From purchase history to browsing behaviour, data is being collated at a staggering rate. </p> <p>In 2016, the challenge for financial companies is to make use of this data in more relevant and engaging ways.</p> <p>After all, there is no use in recognising the ever-evolving habits of consumers only to provide them with the same stagnant service or outdated content. </p> <p>The key will be not only to understand how data can improve usability or increase sales, but also how it can ultimately improve the customer’s overall experience.</p> <p>With 56% of respondents planning on increasing invesment in digital marketing this year, this new focus on customer experience will also have an impact on budgets.</p> <p><img src="https://assets.econsultancy.com/images/0007/4833/Digital_budgets.PNG" alt="" width="624" height="467"></p> <h3>Considering a mobile world</h3> <p>A lot of financial organizations have been reluctant to make mobile a priority in the past, mainly due to the ingrained belief that desktop will remain the most popular channel.</p> <p>Customer concerns over security and privacy are also often a factor.</p> <p>However, with 42% of leaders now believing that mobile will be a major source of new account sign-ups (and even overtake other channels) in the next three years, a shift to mobile, or at least an emphasis on it, looks likely.</p> <p><img src="https://assets.econsultancy.com/images/0007/4832/Mobile_as_a_major_source.PNG" alt="" width="628" height="471"></p> <p><strong>For more information on this topic, check out the <a href="https://www.econsultancy.com/reports/digital-trends-in-the-financial-services-and-insurance-sector-2016/">Digital Trends in Financial Services report</a>.</strong></p> tag:www.econsultancy.com,2008:Report/4128 2016-05-10T16:58:00+01:00 2016-05-10T16:58:00+01:00 Digital Trends in the Financial Services and Insurance Sector <h2>Overview</h2> <p>The <strong>Digital Trends in the Financial Services and Insurance Sector </strong>report, produced by Econsultancy in partnership with <a title="Adobe" href="http://www.adobe.com/marketing-cloud.html">Adobe</a>, explores how digital is changing the competitive landscape of retail banking and insurance.</p> <p>The report, which is based on a global survey of more than 330 marketers, discusses the challenges and opportunities that the digital shift presents to marketers in this sector.</p> <p>Where there are interesting differences, the wider industry is compared with a subset of companies that are at the forefront of the industry. As the companies creating the change to which others are responding, this group is referred to as 'leaders'. A useful lens for comparison and inspiration, leaders display important differences from the rest of the sample, dubbed the mainstream. </p> <h2>You'll discover findings around:</h2> <ul> <li>Financial services describes itself as being in the early stages of digital maturity, and every company in the study has room to advance.</li> <li>Marketers in financial services are prioritizing digital readiness, and have already seen digital channels and content exert an increasing influence on sales.</li> <li>The sector is having to compensate for new consumer habits, and appealing to this generation of customers is overwhelmingly the top issue for the mainstream.</li> <li>Online budgets in financial services have risen steadily, and more than half are increasing their 2016 budget.</li> </ul> <p><strong>Downlad a copy of the report to learn more.</strong></p> tag:www.econsultancy.com,2008:BlogPost/67812 2016-05-05T12:01:00+01:00 2016-05-05T12:01:00+01:00 People & Process: Four key takeaways from Digital Cream 2016 Luke Richards <p>That said, we had some fascinating conversations which mostly centred on agile marketing and a diverse group of attendees contributed.</p> <p>Here are my top four takeaways from the day, which are covered in greater detail in my <a href="https://www.econsultancy.com/reports/people-and-process-agile-working-collaborative-tools-and-cloud-based-marketing-tech/">Digital Cream 2016 Report</a>.</p> <h3><strong>1. ‘Agile’ is a relative term</strong></h3> <p>Working in an agile way is very much rooted in the software development sector.</p> <p>Developers often prefer to work in this non-linear/non-waterfall fashion so user and <a href="https://econsultancy.com/blog/64417-horror-stories-how-to-avoid-an-a-b-testing-nightmare/">A/B testing</a> is more frequent (every week rather than just before deadline, for example) and bugs are dealt with more quickly.</p> <p>In marketing, things seem a little less nailed down.</p> <p><img src="https://assets.econsultancy.com/images/0007/4640/Digital_Cream_2016.jpg" alt="" width="800" height="533"></p> <p><a href="https://econsultancy.com/training/courses/agile-marketing/">Agile marketing</a> can relate to becoming more of a ‘social business’, using more digital technologies and giving marketers or developers more authority to launch campaigns and services in a more responsive, efficient manner.</p> <p>Our discussion of agile incorporated all of the above and ultimately represents a newer way of working which is collaborative and more driven by employees and the end users of the products and services.</p> <p>This is in contrast to, for example, simply waiting on orders from managers who often are somewhat disconnected from digital culture and the needs of the consumer.</p> <h3><strong>2. Disrupt and be disrupted</strong></h3> <p>Much of the need to go agile is driven by young businesses that are disrupting the market.</p> <p>For example, in finance we see <a href="https://www.marketingweek.com/2016/01/06/atom-bank-creates-1-4-million-logos-in-bid-to-prove-customer-obsession/">Atom Bank</a> – a boundary-less, customer-led, digital bank – behaving in ways legacy banks have never dreamed of.</p> <p>But disruption can also be something which is stimulated within agile businesses.</p> <p>With investment, staff who are empowered enough to innovate and allowed to fail, learn and re-try, can develop new products, new services or new campaign ideas.</p> <h3><strong>3. Fear stifles progress</strong></h3> <p>Most barriers to adopting agile ways of working in modern businesses seem to relate to the people working within them, rather than – for instance – lack of funding and time.</p> <p>Some staff members are concerned about digital taking over and putting jobs at risk, so it is understandable that we were hearing some people are worried about being made redundant should agile work methods be adopted.</p> <p>Attendees also spoke of fear in regards to increased transparency and scrutiny which come with greater drives to ensure team members know what others are working on.</p> <p><img src="https://assets.econsultancy.com/images/0007/4641/Digital_Cream_2016_v2.jpg" alt="" width="800" height="533"></p> <p>In-office stand-ups and weekly catch-ups may appeal to some staff members but not to those who are shy, anxious or admittedly not as efficient as they should be.</p> <p>Some marketers were keen to stress that middle managers were often the most reluctant to adopt more transparent ways of working.</p> <h3><strong>4. Education, education, education</strong></h3> <p>It soon emerged that the best way to overcome fear and other barriers to adopting agile work methods is to educate staff about the benefits of these progressive ways of working.</p> <p>Simple, shocking data (and that which comes from third-parties) can assist in getting buy-in from managers – especially if it relates to the bottom line.</p> <p>Staff on ‘the floor’ are often keen to learn about other parts of the business and new techniques as it can enhance their work skills, employability and life outside of work.</p> <p>Fundamentally, people need to be educated patiently, trustingly and without jargon about the benefits of agile working.</p> <p>For more information about our People and Process discussions at Digital Cream 2016, check out <a title="People and Process: Agile working, collaborative tools and cloud-based marketing tech" href="https://www.econsultancy.com/reports/people-and-process-agile-working-collaborative-tools-and-cloud-based-marketing-tech/" target="_blank">my report</a>.</p> tag:www.econsultancy.com,2008:BlogPost/67799 2016-05-03T11:46:00+01:00 2016-05-03T11:46:00+01:00 Facebook’s F8 updates mark shift from screens to experiences Prosper Williams <p>If you’re wondering, April 12th was the day Facebook announced its roadmap for the next ten years, with particular emphasis placed on immersive technologies like virtual and augmented reality. </p> <h3>The shift from screens to environments </h3> <p>While many of us are still making the transition from paper to digital or PC to mobile the focus of companies like Facebook, Google, Amazon and Microsoft point to a future in which the lines between the physical and virtual worlds are completely blurred.</p> <p>Images and objects, in environments such as offices, cities and homes, can now be overlaid with data to create distinctly new experiences. </p> <p>On-demand platforms like Uber and devices like smartwatches have already made consumers demand more from their digital experiences, and for many, <a href="https://econsultancy.com/training/courses/creating-superior-customer-experiences/">the customer experience</a> is now more important than the product itself. </p> <p>By creating almost infinite interface possibilities, immersive technologies not only allow brands to meet the challenge posed by experience-seeking customers, it gives them the power to make every interaction an opportunity to deliver something exceptional. </p> <h3>Building borderless, liquid experiences</h3> <p>As our world continues to become even more virtualized and sensor-rich, the constraints of a screen-based life will disappear, and with it, many organizations will have to re-frame how we compete at the level of experience. </p> <p>The brands that succeed in this evolved business environment will need to remove barriers right across the customer eco-system.</p> <p><img src="https://assets.econsultancy.com/images/0007/4484/facebook_f8.jpg" alt="" width="849" height="565"></p> <p>Not just in relation to internal hierarchy and processes, but across differing touchpoints, locations, and even industries.</p> <p>Only then can we create borderless experiences that wrap themselves around the lifestyle patterns of customers as they carry out day-to-day activities. </p> <p>This mind-set is very different to what we see in organizations today; in which we map the interactions/journeys customers have with our brands in isolation.</p> <p>In the near future, there should be no reason why I cannot  ‘tap and save’ branded content and offers directly from a mobile ad to the relevant brand in my mobile wallet, and then have that same ad served up as and when I need it. </p> <p>For example, when walking past Starbucks, I could receive offers via augmented reality, letting me know what offers were live in a particular store and whether a coupon I have saved was still valid.</p> <p><img src="https://assets.econsultancy.com/images/0007/4482/Starbucks_outlet.jpg" alt="" width="848" height="566"></p> <p>Without even stepping into the store, I could then complete the payment transaction via gesture, voice or touch control, walk in, collect my coffee and leave. </p> <p>Immersive, borderless technologies will make just these types of interactions possible, as they provide a digital overlay on the real world, to create completely new and integrated customer journeys.</p> <p>Notice in the above scenario it was difficult to tell which brand was driving the engagement, or which was the dominant channel.</p> <p>Was it the agency who trafficked the ad to my mobile device, was it my bank who used location awareness to remind me of the unused coupon sitting in my digital wallet, or was it Starbucks that offered me the coupon in the first place, based on past usage.</p> <h3>The rise of bots</h3> <p>To some, the above may sound like science fiction, but it is science fact.</p> <p>And Facebook’s second big announcement regarding bots for Messenger is version 1.0 of an interface that will unlock the potential of not only mixed reality, but <a href="https://econsultancy.com/reports/a-marketer-s-guide-to-the-internet-of-things/">the internet of things (IoT) too</a>.</p> <p>While figures vary widely, it's safe to say everyone agrees that the IoT and mixed reality will create trillions of dollars of economic value.</p> <p>But despite the hype, the lack of interoperability and a unified frictionless interface, are hindering both the IoT and immersive technologies from scaling.</p> <p>With an estimated 50bn objects connected to the internet by 2020, a world dominated by screens, text and images becomes impractical.</p> <p>If your car, home and office are all smart, intelligent and most importantly interconnected (i.e. they speak to each other), the notion you would need an app (or mobile device) to interact with each of these objects in order to carry out habitual day-to-day functions just doesn't scale.</p> <p><iframe src="https://www.youtube.com/embed/KkOCeAtKHIc?wmode=transparent" width="560" height="315"></iframe></p> <p>Ideally, if you needed something you would just ask for it, and as computational power moves into the environments around us, I believe AI and virtual personal assistants (i.e Apple’s Siri, Microsofts Cortana, Amazon’s Alexa and Google’s Now) will be the most effective way to actualise this future. </p> <p>Alexa, the VPA for Amazon's Echo, already gives consumers the ability to check their bank balances, recite recent transactions, and control home appliances all using speech recognition.</p> <p>And whilst early use cases are somewhat trivial, chatbots are just the first iteration of a much bigger play by the likes of Facebook, Amazon and Microsoft, as they <a href="https://econsultancy.com/blog/67767-will-conversational-marketing-become-a-reality-in-2016/">use conversational elements to build the experiences of tomorrow</a>. </p> <h3>What can brands do now?</h3> <p>Forward-thinking brands have always known that competing successfully in today's environment has never been about devices, channels or platforms, but following the evolution of consumer behavior to the most granular of levels.</p> <p>In this sense context always has been and will be King. </p> <p>Our current obsession with mobile is well placed, but as highlighted by thought-leaders like Sergio Nouvel, it is a little more nuanced than we think.</p> <p>The focus should be on mobility first, as opposed to mobile first, as value is now transmitted by a combination of devices, and soon to be interfaces, objects and platforms. </p> <p>As we transition from a landscape dominated by screens to environments, the focus of attention must shift from inside to outside the organisation.</p> <p>Technology has made our world so fragmentary and customer journeys so interwoven, that soon it will be almost impossible for one organisation to adapt to the countless needs and niches created by our hyper contextualised, sensor-rich world. </p> <p>To thrive, organisations that once saw themselves as competitors, may need to start seeing themselves as complementors.</p> <p>Asking the following questions.</p> <ol> <li>Where can we find opportunities to partner with third parties in order to optimize the customer journey across multiple devices and locations?</li> <li>Have we observed our customers in their natural real-world setting? Do we understand how they live, what they do, how they use things or what they need in their everyday or professional lives?</li> <li>Is our use of data limited to a particular channel, or are we using offline data to optimise the online experience and online data to optimise the offline experience?</li> </ol> <p>Finding answers to the above, allows us to get closer to the customer than ever before, revealing new opportunities along the customer journey in which we can participate and add value.</p> <p>Whilst relinquishing elements of control may bring with it (perceived) added risk, advantages such as faster innovation, greater barriers to entry and ultimately newer and richer customer experiences, far outweigh any drawbacks. </p> <p>Besides are we really in control when one customer review can determine the fate of a brand? </p> <p>The main players in the tech industry are all enhancing their value proposition because they view themselves as components in an eco-system of customer experiences, as opposed to isolated entities.</p> <p>If we are to thrive in the age of environments, while finding new ways to reach and engage with customers, we will have to do the same.</p> tag:www.econsultancy.com,2008:Report/4124 2016-05-03T11:44:00+01:00 2016-05-03T11:44:00+01:00 People and Process: Agile working, collaborative tools and cloud-based marketing tech <h2>Overview</h2> <p>Econsultancy's <strong>People and Processes Trends Briefing </strong>explores the increasing ways companies are organising their marketing and highlights the challenges faced by delegates attending Econsultancy's roundtable-based <a href="https://econsultancy.com/events/digital-cream-london">Digital Cream London 2016</a> event.</p> <p>The People and Processes roundtable was sponsored by <a href="https://www.censhare.com/en">censhare </a>and moderated by digital consultant Danielle Sheerin.</p> <h2>What you'll learn from this report</h2> <ul> <li>Understand how business see themselves along the process of digital transformation, and how working in agile ways is helping them transform.</li> <li>The differing definitions of 'agile' among businesses.</li> <li>The drivers towards, and benefits of, transformational agility.</li> <li>Barriers to transformation.</li> <li>Helpful tools and resources and case studies for teams working towards transformational agility.</li> </ul> <h2>Digital Cream</h2> <p>An exclusive invitation-only event, Digital Cream is an opportunity for senior client-side marketers to learn from each other about the latest best practice, what's working and what's not.</p> <p>Digital Cream takes place around the globe throughout the year - <a href="https://econsultancy.com/events">see our upcoming events</a>.</p> <h2>Digital Transformation</h2> <p>Want more information on <a href="https://econsultancy.com/training/digital-transformation">digital transformation</a>?</p> <p>Digital is changing faster and more profoundly than anyone could have predicted. Doing what you've always done is no longer an option.</p> <p>The specialist Digital Transformation practice within Econsultancy helps companies accelerate their journeys to digital excellence. We address the four vectors of change:</p> <ul> <li>Your <strong>strategy</strong> - where should you be going with digital?</li> <li>Your <strong>people</strong> - what teams, talent and skills do you need to get there?</li> <li>Your <strong>processes</strong>- how should you change the way you work?</li> <li>Your <strong>technologies</strong>- what platforms, software and data strategy will serve you best?</li> </ul> <p><strong>Talk to us about an initial, no-cost consultation. </strong>We'll discuss your toughest challenges, outline our methodology and come back with a proposal.</p> <p>Contact our Digital Transformation Team on transformation@econsultancy.com or call:</p> <ul> <li> <strong>EMEA:</strong>+44 (0)20 7269 1450</li> <li> <strong>Americas: </strong>+1 212 971 0630</li> <li> <strong>APAC: </strong>+65 6653 1911</li> </ul> <p><iframe src="https://www.youtube.com/embed/2q_lWLm5qtg?wmode=transparent" width="560" height="315"></iframe></p>