Many companies are working to build authentic and trusted brands with consumers. This is especially true with pharmaceuticals, biotech, and med-tech companies. The CEO of Sparrho, Dr. Vivian Chan, says that their approach combines artificial intelligence and 400,000 Ph.D.’s to deliver scientific data to companies. This data helps companies back up their marketing messages which enables them to more effectively build that vital trust with their customers.
Dr. Vivian Chan, Sparrho CEO, recently discussed on CNBC their unique hybrid AI approach to helping companies use science and information to back up their brands messaging:
AI Enables Humans to Make Better-Informed Decisions
Artificial intelligence is really about algorithms and how we can use data that we collect to enable humans to make better-informed decisions. I not at all about having computers make decisions on behalf of humans. In a way, I think it’s machines that will be helping evolve the tasks and not actually replacing the human roles. Human roles themselves will be evolving also as the technology improves. This allows humans to have more headspace to be thinking about things that machines can’t do right now.
Machines can’t necessarily summarize a lot of pieces of contextual analysis very well yet to a 100 percent accuracy and humans are still better at making nonlinear connection points. For example, being able to say that this mathematical equation is super relevant to an agricultural problem. If we don’t have the tagging and reference and citations humans are still better at making those nonlinear new connection points than machines.
Humans are still good at coming up with the questions. If you actually pose the right question and you train the data and the algorithms you might actually get the right answer. However, you still need to have the humans to be thinking about what the questions are in order to ultimately get the answers.
It’s About Using AI as a Means to an End
I think the angle is really thinking about using AI as a means to an end and not just the end. Ultimately, this is a hybrid approach and various different people are calling it differently. Even MIT professors are calling it a hybrid approach. We’re calling it augmented intelligence. We need to come up with a good relationship between humans and machines. Marketing is about building relationships. It’s about building relationships between brands and consumers and now how do we build that relationship digitally?
Using Science to Build an Authenticated Brand
In this digital age, consumers are a lot more tech savvy but are also information savvy. They want to know what the is science behind certain things. Even if you’re talking about CPG, consumer packaged goods, what is the science behind a shampoo product right now when it claims 98 percent prevention of hair loss? What is the real science behind that and how do we actually bring that simplified science-oriented message to the consumer? How can consumers educate themselves and make informed decisions based on the products and thereby build a stronger brand relationship?
Ultimately what we’re trying to do at Sparrow is simplify science to build trust in brands. Especially for marketing departments and brands, it’s really allowing them to have the evidence-based science and the facts because building a very authenticated brand is what is meaningful to consumers. Research says that about 71 percent of consumers immediately reject content that looks like a sales pitch. Building a relationship and having an authenticated brand and content is super important in building that relationship between brand and consumers.
Sparrho Provides Content as a Service On Demand
We’re going even wider with that by providing what we call content as a service or relevant content on demand. We then integrate that into the digital platforms or the brands. We have what we call augmented intelligence with over 16 million pieces of content that is augmented by a network of more than 400,000 monthly active PhDs in a150 countries. They curate and summarize what’s actually happening in the latest of science.
We know that in about 60 percent of pharmaceuticals, biotech, and even med-tech companies, are spending more than $50 million per year just in content. Content has been the major driver for a lot of their marketing. In pharmaceuticals, they’re trying to really bring that relationship that they have offline to online. It’s at the heart of this digital transformation age that we are going through. This is really helping bring that relationship online by using the right engaging content. Our goal with Sparrow is to drive more engagement and ultimately more sales.
Google Cloud has announced the launch of Cloud AI Platform Pipelines, to help deploy machine learning (ML) pipelines.
“A machine learning workflow can involve many steps with dependencies on each other, from data preparation and analysis, to training, to evaluation, to deployment, and more,” writes Anusha Ramesh, Product Manager, TFX. “It’s hard to compose and track these processes in an ad-hoc manner—for example, in a set of notebooks or scripts—and things like auditing and reproducibility become increasingly problematic.”
Cloud AI Platform Pipelines is designed to help alleviate the challenges of creating an ML pipeline with all the necessary dependencies. The new platform provides a way to “deploy robust, repeatable machine learning pipelines along with monitoring, auditing, version tracking, and reproducibility, and delivers an enterprise-ready, easy to install, secure execution environment for your ML workflows.”
The new tool has two parts. The first is the enterprise-ready infrastructure the ML workflows will run on, and the second is the tools for creating the ML pipelines and components. Cloud AI Platform Pipelines has push-button installation in the Google Cloud Console and supports both the Kubeflow Pipelines SDK and the TFX SDK.
Google Cloud’s new tool is available as a beta and should be a welcome addition for customers eager to add artificial intelligence and ML workflows to their cloud environments.
Elon Musk, a long-time critic of AI, has come out in favor of government regulation of AI development, including at his own company.
While many working on AI believe it is the key to solving countless world problems, there are just as many who are convinced the technology will create far more problems than it solves, perhaps even bringing about the downfall of humanity. Musk has tended to be in the latter camp, even being quoted as saying “I have exposure to the most cutting-edge AI and I think people should be really concerned about it. I keep sounding the alarm bell but until people see robots going down the street killing people, they don’t know how to react because it seems so ethereal.”
That concern didn’t stop Musk from co-founding OpenAI, dedicated to the ongoing development of the technology, however. In fact, Musk’s concerns were one of the driving motivations, as he believed the technology needed responsible development, as opposed to being left in the hands of just a few companies—such as Google and Facebook—who have poor track records protecting user privacy.
Now, in response to a piece by Karen Hao in the MIT Technology Review that covers “OpenAI’s bid to save the world,” Elon Musk has tweeted his support of AI regulation.
All orgs developing advanced AI should be regulated, including Tesla
IBM announced it has added artificial intelligence (AI) to its TRIRIGA facilities management solution.
TRIRIGA is an integration workplace management system, that helps customers manage their workspace and facilities. By utilizing existing real estate to its maximum potential, companies can reduce waste and save money on operating cost and real estate purchases.
According to the press release, “the new TRIRIGA Assistant, a smart, conversational AI tool which uses natural language processing to help users quickly and easily engage with the spaces around them. TRIRIGA Assistant can help remove the hassle of coordinating with colleagues to schedule and reserve conference rooms, submit service requests such as lighting and catering, or locate a colleague’s assigned workspace.”
IBM sees workplace management as a critical part of a company’s efforts, one that can improve workflows, boost productivity, cut costs and improve bottom lines.
“Employees and real estate are key elements to organizational growth and development, driving companies to create cost-effective and engaging workplaces that help attract and retain top talent,” said Kareem Yusuf, Ph.D., general manager, AI Applications, IBM. “The implementation of TRIRIGA with embedded AI provides corporations and facility managers with insights into how they can more effectively utilize space across their enterprise. This technology can help companies address the growing expectations of today’s modern workforce and achieve better business results.”
“AI is one of the most profound things we are working on as humanity,” says Google CEO Sundar Pichai. “It’s more profound than fire or electricity or any of the other bigger things we have worked on. It has tremendous positive sights to it but it has (potential) real negative consequences. When you think about technologies like facial recognition it can be used to benefit, it can be used to find missing people, but it can also be used for mass surveillance.”
Sundar Pichai, CEO of Google, discussed the massive potential for AI to change the world in a Bloomberg interview at the World Economic Forum’s annual meeting in Davos, Switzerland:
AI Is More Profound Than Fire or Electricity
AI is one of the most profound things we are working on as humanity. It’s more profound than fire or electricity or any of the other bigger things we have worked on. It has tremendous positive sights to it but it has (potential) real negative consequences. When you think about technologies like facial recognition it can be used to benefit, it can be used to find missing people, but it can also be used for mass surveillance.
As democratic countries with a shared set of values, we need to build on those values and make sure when we approach AI we are doing it in a way that serves society. That means making sure AI doesn’t have bias, that we build and test it for safety, and we make sure that there is human agency that is ultimately accountable to people.
We Need a Common Framework By Which We Approach AI
About 18 months ago we published a set of principles under which we would develop AI at Google. It’s been very encouraging to see the European Commissioners identifiy AI and sustainability as their top priorities. The US put out a set of principles last week and at the OECD or G20 they are talking about this. I think this is very very encouraging and I think we need a common framework by which we approach AI.
It’s an early start but I am very encouraged that they have a lot of commonalities and that’s because they are rooted in common human values. So I think it’s a great start but we need to get more specific and evolve it significantly. The European Commission is working on a white paper around AI and I think that’s an important first step. We all need to engage.
As a company, we are committed to engaging in the process but it’s going to need everyone from around the world. AI is no different from climate, you can’t get safety by just having one country or a set of countries working on it. You need a global framework to arrive at a safer world there.
AI Is More Profound Than Fire or Electricity, Says Google CEO Sundar Pichai
Artificial intelligence (AI) is quickly becoming the ‘next big thing’ in the technology industry, with ramifications that are only now being discovered. At least one Silicon Valley giant believes the development of AI needs to be further regulated.
In an op-ed for the Financial Times, Alphabet CEO Sundar Pichai lays out the case for stricter regulation over the development of AI. Pichai starts out citing examples of how Google’s AI developments are helping industries, including improving breast cancer screenings, weather forecasting and the company’s latest deal with Lufthansa to reduce the impact of flight delays.
Pichai then highlights the potential dangers of burgeoning technology, technology that can do a lot of good but also be used to cause tremendous harm. In the realm of AI, he cites deepfakes as an example. Deepfakes are a type of AI-assisted photo and video manipulation designed to make it appear as if someone has said or done something they haven’t by transposing their face or head onto another person’s body. Companies such as Facebook and Reddit have taken measures to minimize the damage deepfakes can do, but experts fear the worst is yet to come as the technology matures and advances.
As a result of the potential for AI to be used improperly or dangerously, Pichai outlines Google’s stand, including emphasizing the importance of companies taking responsibility for the technology they create, market and benefit from. Rather than simply opening Pandora’s Box and leaving others to sort out the mess, Pichai says companies have the responsibility to make sure the technology they create is used for good.
“Now there is no question in my mind that artificial intelligence needs to be regulated,” Pichai writes. “It is too important not to.”
The CEO goes on to highlight the European Union’s GDPR privacy laws as a “strong foundation” for future regulation. Given that Google has often been accused of not respecting user privacy, it’s encouraging to see Pichai cite one of the most comprehensive privacy regulations as a template for moving forward.
All in all, Pichai’s op-end is a fascinating insight into the thoughts of one of the individuals who has a tremendous influence over the future of AI and well worth a read in its entirety at the Financial Times.
“When people look at what’s happening with Amazon trying to get into their businesses, the need to transform is also front and center for every c-level executive,” says Adobe CEO Shantanu Narayen. “Given that Adobe’s been through our own transformation and has software they want to hear from us and they want to experience that same benefit that we have been able to see.”
When we talk about helping businesses transform we do every aspect of it. We help them create that experience and help them understand how to attract customers. That last mile of transacting with customers is so critical. Adobe was a company that actually innovated tremendously but we had a two-tier distribution channel. We have two businesses. We have the creative business and we have the enterprise business. If you look at what we’ve been able to accomplish in the long run and the two tailwinds that we have, we continue to be really optimistic about Adobe’s prospects.
When we completely moved to the cloud we recognized that every other company would go through what we did. Namely, how do you engage with your customers digitally? Do you understand how to acquire them and how do they use your software? I think sharing our learnings with other people gives us incredible credibility in the enterprise and we learn from these customers.
Creating a Real-Time Customer Profile is So Critical
In enterprise software, this third generation, which is all about customer experience management, I think it’s the companies who recognize that you have to partner with an entire ecosystem to create this real-time customer profile that’s absolutely so critical. That’s why our partnerships, whether they be with ServiceNow or Microsoft or the other cloud kings is so critical in enabling our customers to completely transform themselves.
What we have been able to do is create this real-time customer profile. People are really within an enterprise saying how do I create native applications? ServiceNow is clearly the leader in IT Service Management. What John (Donahoe) has done is truly special. I think partnering with them to enable IT professionals within an enterprise to use Adobe’s Customer Experience Management with ServiceNow’s IT Service Management, that was a natural.
The Need to Transform is Front and Center for Every C-Level Executive
Design and creativity have never been more important. Everything has a screen. So people are creating content, whether that’s a car, whether that’s a retail experience, whether it’s a basketball stadium. Adobe is the content provider that enables all of these screens to be delivered with incredible content. Given design is more important and given mobile devices are in every single place, that’s a tremendous tailwind.
Secondly, when people look at what’s happening with Amazon trying to get into their businesses, the need to transform is also front and center for every c-level executive. Given that Adobe’s been through our own transformation and has software they want to hear from us and they want to experience that same benefit that we have been able to see.
I’ve talked about how video is explosive. II think what Disney is doing both with their own service as well as with more control of Hulu is really saying people are consuming more and more content digitally. So providing the analytics for that, providing the digital rights management for that, the right ability to audience segment in terms of who you are attracting, a lot of that is what Adobe powers. This is not just for Disney but for frankly all the major media companies in the world.
Adobe Powering Big CPG Companies Through a Digital Transformation
The big CPG companies are going through the following question. They have sometimes hundreds of millions or billions of people using their products and they just don’t necessarily know who they are. Giving them that insight into how they create this incredible customer database, how they understand usage patterns, and how they understand what these people want. If we can provide that insight to companies then all the CPG companies can recognize that this direct relationship will enable them to innovate at a faster pace.
For example, what Unilever is trying to do is really say we have this tremendous distribution network but what they’ve tried to do even with Dollar Shave Club is really say, “How do we create an incredible customer database?” But the same thing is happening across Colgate or Procter & Gamble. We are partnering very heavily with Unilever as they embark on this digital transformation and understanding customer patterns and customer sentiments across the world.
The Need to Transform is Front and Center for Every C-Level Executive, Says Adobe CEO
Salesforce CEO Marc Benioff says that Salesforce is now entering the fourth stage of computing, the pursuit of Single Source of Truth. The official name is Customer 360 Truth and it is a new set of capabilities that allow companies to connect, authenticate and govern customer data and identity across Salesforce. The goal is to provide a complete view and deeper understanding of every customer so that companies can deliver extremely personalized customer experiences.
Marc Benioff, co-CEO of Salesforce, discusses Customer 360 Truth at their annual Dreamforce conference with Jim Cramer of CNBC:
Single Source of Truth – A Computer Science Holy Grail
360 Truth is another amazing thing that we’re introducing here (at Dreamforce 2019) that has been the holy grail of computing. It’s what we call SSOT, the single source of truth. We’ve had three amazing waves of computing. They are stems of record, systems of engagement, and systems of intelligence including AI. We’re now entering the fourth stage of computing. It’s the pursuit of Single Source of Truth, and we’ve built that into our platform.
This is a computer science holy grail that we’ve been trying to put together for a long time. Now because we acquired MuleSoft and because we acquired Tableau we are closer to providing for our customers the Single Source of Truth for their customer information.
Enables Companies To Build a Single Source of Truth
The company describes Customer 360 Truth as a new set of data and identity services that enable companies to build a single source of truth across all of their customer relationships. They say it connects data from across sales, service, marketing, commerce and more to create a single, universal Salesforce ID for each customer.
All of a customer’s previous interactions and shared preferences are brought together to create a complete view so companies can better serve and even predict their needs, whether addressing a customer service problem, creating a personalized marketing journey, predicting the best sales opportunities or surfacing product recommendations.
Salesforce Launches Single Souce of Truth | Benioff: A Computer Science Holy Grail
From the Salesforce Press Release:
The Holy Grail of CRM: A Single Source of Truth
Nearly 70 percent of customers say they expect connected experiences in which their preferences are known across touchpoints. However, organizational and technical complexity often gets in the way of meeting these expectations. Companies have legacy infrastructure and data silos, leading to fragmented data and fragile integrations between systems. Inconsistent methods for accessing, reconciling and activating customer data make it challenging for companies to deliver connected experiences across these systems. As a result, companies often have multiple usernames, email addresses, or purchase histories for the very same customer across different systems, and managing a customer’s consent and contact preferences across the business becomes harder as new data regulations come into play.
Having a source of truth—a single, trusted place that brings together all the customer data needed to deliver amazing experiences—has been the holy grail of CRM. Today Salesforce is delivering it.
Deliver a Trusted, Personalized Customer Relationship With Customer 360 Truth
Customer 360 Truth enhances data management across Salesforce apps and other systems, and provides instant access to consistent, reconciled customer data. Services include:
Customer 360 Data Manager: Delivers the ability to access, connect and resolve a customer’s data across Salesforce and other systems, using a canonical data model and a universal Salesforce ID that represents each customer. With a click-based user interface for app and data management, admins can easily establish trusted connections between data sources to prepare, match, reconcile and update the customer profile. The reconciled profile across apps enables employees to pull up relevant data at the time of need from any connected system, such as when a service agent may need to pull a list of past purchases from an order system to better assist in solving a problem.
Salesforce Identity for Customers: Removes friction from the login experience and enables a single, authenticated and secure relationship between a customer and all of a company’s websites, e-commerce stores, mobile apps and connected products. Instead of having separate logins and profiles that lead to disconnected experiences, customers now have one login across all of a company’s digital properties. Identity for Customers also elevates trust and compliance with a simple to use two-factor authentication. And it allows companies to obtain valuable customer insights with the ability to analyze engagement and usage with identity reporting and analytics.
Customer 360 Audiences: Builds unified customer profiles across known data such as email addresses and first party IDs and unknown data such as website visits and device IDs. It then creates customer segments and marketing engagement journeys from those profiles and delivers AI-powered insights, like lifetime value and likelihood to churn. Customer 360 Audiences goes beyond traditional customer data platform (CDP) capabilities and extends the power of CRM to connect customer interactions across various touchpoints — for example, a customer who was redirected from an email campaign onto the website through a service interaction — and make the profile data available in real-time to optimize the experience.
Privacy and Data Governance: Enables companies to collect and respect customer data use and privacy preferences, as well as apply data classification labels to all data in Salesforce. Companies can easily understand what types of data they have, what uses of data customers have approved and how best to interact with them. These capabilities can help customers address obligations from regulations such as the General Data Protection Regulation (GDPR) and the California Consumer Privacy Act (CCPA), with respect to data governance and customer consent.
Introducing the Cloud Information Model
Salesforce Customer 360 Truth is powered by the Cloud Information Model (CIM), an open source data model that standardizes data interoperability across cloud applications. The publication of CIM is enabled by MuleSoft’s open source modeling technology, providing multiple file formats to make it easy to adopt CIM with varying applications. By easily integrating data in the cloud, developers can build new products that deliver connected and personalized customer experiences. CIM reduces the complexities of integrating data across cloud applications by providing standardized data interoperability guidelines to connect point-of-sale systems, digital marketing platforms, contact centers, CRM systems and more. Developers no longer need to spend months creating custom code. Instead, they can adopt and extend the CIM within days to create data lakes, generate analytics, train machine learning models, build a single view of the customer and more.
Unleash the Power of Customer 360 Truth with MuleSoft Anypoint Platform
Customer 360 Truth allows companies to connect siloed customer data sources to a single source of truth, across Salesforce apps or third-party data using MuleSoft. With MuleSoft Anypoint Platform™, organizations can easily build APIs that connect any application, data, or device to Customer 360 in an application network, creating a truly complete customer view.
At Dreamforce, MuleSoft also announced new innovations and learning modules, empowering anyone to become an Integration Trailblazer and create connected customer experiences.
Comments on the News
“Having a complete view of the customer is not a new idea, but it has been difficult to achieve. Companies have siloed data; disconnected apps; a complex, patchwork of sometimes incompatible services; and no way to connect it all,” said Patrick Stokes, EVP, Platform Shared Services, Salesforce. “Customer 360 Truth overcomes those challenges, creating a single source of truth that is the foundation for delivering smart, personalized customer experiences across every touchpoint.”
“In order to truly succeed with delivering a great customer experience, you have to adopt an agile platform that fosters growth and supports constant innovation,” said Rick Fuson, President and Chief Operating Officer, Pacers Sports & Entertainment. “With the Salesforce Customer 360 platform, Pacers Sports & Entertainment has real-time visibility into all aspects of our business and can operate more efficiently across channels, increase per customer loyalty and drive innovation across the organization.”
“Connecting customer data and managing consent is more important than ever in light of changing customer expectations and increasing regulations,” said Alan Webber, Program Vice President for Digital Strategy and Customer Experience, IDC. “As a result, companies are prioritizing data unification in ways that will lead to more loyal and valuable customer relationships. Salesforce Customer 360 Truth will help companies break down data silos and deliver the experiences customers expect.”
Salesforce Customer 360
Customer 360 Truth is part of the Salesforce Customer 360, which includes industry-leading apps spanning sales, service, marketing and commerce, and across every customer touchpoint. The Customer 360 Platform is an underlying set of services and APIs including AI, blockchain, mobile, security, voice and other capabilities that allow companies to connect every customer, empower every employee, and deliver continuous innovation. Salesforce will power more than two trillion B2B and B2C transactions this year for more than 150,000 companies and millions of Trailblazers—those individuals and their organizations who are using Salesforce to drive innovation, grow their careers and transform their businesses.
SoundHound and Deutsche Telekom have announced a partnership between the two companies to help the latter integrate voices services.
Deutsche Telekom is looking to differentiate itself in the telecom industry by using voice services to complement traditional, manual interfaces, and is determined to provide the best voice experience to its customers.
SoundHound, long-known for its music recognition app, has become a leading provider of voice-driven AI solutions.
“SoundHound Inc.’s Houndify Voice AI solutions are designed to help companies deliver better user experiences than manual interfaces — such as keyboards, remote devices and touch screens — while elevating brand images and creating greater connections with customers. As a global provider of customized voice AI solutions, SoundHound Inc. provides multilingual support through our Houndify platform. We currently support 14+ languages including English, German, Japanese, Chinese, Spanish, and Portuguese — and we’re adding more all the time.
“Houndify also gives manufacturers the flexibility to develop a custom wake word and custom domains with access to an extensive library of public domains for everything from weather, to navigation, to music. The platform also allows for the integration of multiple voice assistants to live side-by-side, each with its own wake word.
“The partnership with Deutsche Telekom deepens SoundHound Inc.’s presence in the telecommunications industry. Recently, SoundHound Inc. partnered with Motorola to integrate the Houndify Voice AI platform into the company’s products, including moto g6, moto g6 plus, moto z3 plan, and moto z3. Houndify’s Voice AI platform brings speed and accuracy to users of Moto Voice when they make calls, send messages, and access information on weather, navigation, sports, and more.”
“There’s a huge wave of digital transformation,” says Salesforce co-CEO Keith Block. “A lot of these different technologies are coming together. I have the opportunity and Mark has the opportunity to go around the world and talk to a lot of other CEOs. There’s just this huge imperative around digital transformation. Everybody needs to get closer to the customer. Everybody’s trying to improve that customer experience. That’s where Salesforce really brings value to the table.”
Keith Block, co-CEO of Salesforce, discusses the company’s blowout earnings announcement and how their growth is powered by a huge wave of digital transformation happening worldwide. Block was interviewed by Jim Cramer on CNBC:
There’s A Huge Wave Of Digital Transformation
We are so very excited. We’ve had great execution and lots of customer success. A lot of this is really powered by this wave of digital transformation that we’re seeing all over the world. There’s a huge wave of digital transformation. A lot of these different technologies are coming together. I have the opportunity and Mark has the opportunity to go around the world and talk to a lot of other CEOs. There’s just this huge imperative around digital transformation. Everybody needs to get closer to the customer. Everybody’s trying to improve that customer experience. That’s where Salesforce really brings value to the table.
There’s a huge TAM for CRM. We’re creating that TAM and we’re executing incredibly well and that’s really driven by customer success. There is this thing referred to as the 360-degree view of the customer. That is all about the walls of sales and service and marketing coming down. That is what our 360-degree platform is all about and our customers are looking for that. They’re looking for growth strategies. That’s why you see these great results.
It’s About Bringing Companies Closer To Their Customers
We have been recognized widely as one of the most innovative companies in the world. That takes two forms. One is obviously organic innovation and there’s been plenty of that in our history. That’s why we’ve been so successful and our customers keep coming back. But we also have acquisitions. We’ve got a fantastic history of execution. Whether it is the ExactTarget acquisition, or most recently, a year ago, the MuleSoft acquisition, those have all been wildly successful for our customers.
I had the opportunity to go to Milan to meet with the CEO of Unicredit (in Italy). We’re glad to welcome them to the Salesforce family. They’re going through a transformation that every financial services institution is really going through. It’s all about improving the customer experience. It’s all about reinventing the business model. It’s all about transformation in the retail bank. Unicredit gets it and we’re thrilled to welcome them to the family. They’re doing some of the things that you see being done at Barclays Bank or Citibank or many of the other great financial services institutions. It’s about digital transformation. It’s about bringing companies closer to their customers and that’s what Salesforce is doing.
Companies Are Investing In Their Growth
FedEx is a storied brand. It’s a 50-year-old company, they revolutionized the package industry. Fred Smith is an iconic visionary CEO and now they’re taking it to the next level through customer experience. They’re leveraging Einstein to have predictions and make a better customer experience around knowledge. For example, if you had a challenge in some particular way, and FedEx is high quality, but if there were a challenge an agent can help you by bringing relevant information recommended by Einstein to drive a better experience. There were a million use cases of Einstein just like that in many many industries.
What we’re seeing all over the world is this wave of digital transformation. That digital transformation begins and ends with a customer. We’re seeing CEOs invest. They’re investing in their future. They’re investing in their growth. They’re investing in customer experience across all industries, all geographies, and all segments. It has never been more important. That’s why you’re seeing this growth and you’re seeing these results (with Salesforce). We’re just co-innovating and co-creating with these customers, these companies. That’s why we’re having so much success on their behalf.
There Is A Huge Wave Of Digital Transformation, Says Salesforce CEO Keith Block
“Retailers and brands took advantage of the buzz, the demand, the awareness, that Amazon has created and really rode that wave for great growth,” says Rob Garf, VP of Industry Strategy and Insights for Salesforce. “Retailers didn’t just ignore Prime Day, but they leaned into it. They really recognized this manufactured holiday, recognized the demand that was being created, and really took advantage of the consumers and their willingness to look for a good deal.”
Rob Garf, VP Industry Strategy and Insights for Salesforce, discusses how retailers “leaned into” Amazon Prime Day, taking advantage of the buzz and overall consumer interest, to initiate their own Prime marketing. Rob was interviewed by Owen Milbury, Senior Manager, Analyst Relations for Salesforce:
Retailers Didn’t Just Ignore Prime Day, They Leaned Into It
What we saw is that this manufactured holiday, Hallmark has to be proud, really rose all ships if you well. The tide has risen where we saw 37 percent year over year growth for global retailers other than Amazon. What’s really interesting is that it just didn’t take place over those two days, but rather the entire month of July. We saw July having a ten percent higher growth rate than any typical month. Retailers and brands took advantage of the buzz, the demand, the awareness, that Amazon has created and really rode that wave for great growth.
Retailers didn’t just ignore Prime Day, but they leaned into it. What we found was that emails were at a heavy double-digit increase week over week. The other really interesting thing is our team stepped back and we actually looked at the Internet Retailer 500. We subscribed to all of their email lists and we went to their homepages over the last week. What we found was 51 percent of the IR 500, more than half, did some sort of promotion either on their home page or through email.
They just didn’t ignore it, they leaned into it. We found that 17 percent of the IR 500 mentioned either Prime Day or Black Friday in July as part of those promotions. They really recognized this manufactured holiday, recognized the demand that was being created, and really took advantage of the consumers and their willingness to look for a good deal.
We Saw Two Breakouts, Apparel, and Footwear
Consumer electronics was certainly big. But we also saw two breakouts, apparel, and footwear. That’s really important because Amazon is leaning into their own private label. So these brands need to think how to differentiate. They didn’t just go to market and give deals. They also promoted limited edition products, special assortments, customizable merchandise, and even looking for subscriptions to be able not only to attract but to retain them over time.
The other one was consumer product goods. What was interesting about that was typically what you find in a grocery store they use the retailer as the intermediary, they’re looking generally to leapfrog these retailers. According to Salesforce research, 99 percent have some sort of active direct to consumer (D2C) type of initiative underway. That was no different this Amazon Prime Day. They were taking advantage of the buzz and really looking for ways to engage the consumer directly.
49 Percent of Orders For Non-Amazon Retailers Were On Mobile
When you think about the time of the year, most of Europe was on holiday, most of the US was taking time off as well, they’re not tethered to their computer. They don’t have the luxury of sitting down and searching that way. That showed in our data. In fact, 49 percent of orders for all non-Amazon retailers were done on a mobile device. This just speaks to the fact we’re on the go, the phone is the remote control of our daily lives.
We’re using it to break through the friction that usually exists between inspiration—I like something and I want to buy it—and then actually purchasing. Just for a point of context, that was a 20 percent increase year over year. It’s become a bellwether for shopping not only during the rest of the year but in particular on Prime Day.
Retailers Saw Prime Day As a Test Run For Holidays
Retailers are seeing this as really the test run for the holidays. They’re looking at their mobile strategy. How are they going to breakdown their friction? They want to make sure that they have mobile wallets so that they can really get through the checkout process. They are incorporating artificial intelligence so not forcing the consumer to swipe five times down the phone to find if you like this you might like this. Instead, putting it right above the fold.
They are also looking for fulfillment as well. As you are thinking through towards Cyber Week and the overall holiday season, and with it being five or six days shorter between Thanksgiving and Christmas, how are we going to use the store as a fulfillment center? You really bump up against that shipping deadline and need to also be able to fulfill that for several days after. Retailers are really cutting their teeth. They’re really bearing down. They’re looking at Prime Day as a way to get ready and gear up and go full force to back to school, Halloween, and through the holiday season.
https://youtu.be/JHm8PZ2z1xU
How Non-Amazon Retailers “Leaned Into” Prime Day To Increase Sales – Salesforce Execs Explain
Technology is becoming a more and more prevalent part of our lives by the day, and pretty soon driving will fall under one of many things under their control. By 2050, driverless cars and mobility as a service will be estimated to grow to $7 trillion all across the world. From 2035 to 2045 it’s expected that consumers will regain up to 250 million hours of free time that otherwise would be spent on driving. $234 billion in public costs will be saved by reducing accidents and damage to property from human error, and driverless cars can eliminate 90% of all traffic fatalities – saving over 1 million lives every year. But if people are no longer behind the wheel, how will A.I. make those decisions that we make every time we are on the road? And even if it can decide these decisions, can they do it in an ethically acceptable way?
In a global study, most people preferred that the A.I. should swerve rather than staying the course, sparing passengers rather than saving pedestrians, and people want A.I. to save as many lives as possible. Participants also said that they wanted the A.I. to spare the life of a child as much as possible, and were least likely to spare the lives of pets or criminals. 76% of people felt that driverless cars should save as many lives as possible but very few were willing to buy a vehicle programmed to minimize harm – rather they wanted a driverless car that is programmed to protect passengers above all other people and property. Driverless cars will save a huge number of lives by cutting down distracted driving statistics, but programming them to do so in a way that people will like could slow their adoption and cost many more lives.
Real life applications of ethical A.I. can grow to be even more outlandish and complex, with the many different variables that prevail in our day to day lives. And as A.I. advances, it becomes more and more responsible for more moral and ethical decision making.
A.I. has yet another flaw – A.I., just like people, can make mistakes. Amazon’s Rekognition was a face identifier – it’s algorithms identify up to 100 faces in a single image, it can track people in real time through surveillance cameras, and can scan footage from police body cameras. But in 2018, the ACLU compared 25,000 mug shots to photos of every member of Congress using Rekognition but in doing so they found 28 false matches – 39% of which were people of color which make up just 20% of Congress.
Making ethical A.I. is quite difficult for programmers due to people’s preferences with driverless cars. But there are solutions that can help build trustworthy tech such as evaluating the data that is being used to build the A.I. and monitoring for unintentional biases.
Find out if A.I. sometimes can’t be trusted and if people don’t accept A.I.’s decisions, how A.I. can become ethical here.
“We’re a platform that helps some of the biggest brands in the world really understand their customers in live time and communicate with them while they’re in an experience,” says Medallia CEO Leslie Stretch. “Instead of a survey after they’ve left a hotel, they communicate them while they’re there, check in on the experience and improve it. This helps them retain their customer and perhaps sell them another experience. It’s this machine learning platform that does that.”
Leslie Stretch, President and CEO of Medallia, discusses the company’s IPO and how the company uses machine learning to react to customer signals in real-time rather than after they leave an experience in an interview on CNBC:
Our Machine Learning Platform Helps Brands Retain Their Customers
We’re a Silicon Valley tech company. We’re a platform that helps some of the biggest brands in the world really understand their customers in live time and communicate with them while they’re in an experience. So instead of a survey after they’ve left a hotel, they communicate them while they’re there, check in on the experience and improve it. This helps them retain their customer and perhaps sell them another experience. It’s this machine learning platform that does that.
Anything is a signal to us, a survey, an IOT signal, a transaction, somebody buys something, they have a bad experience at the pool, or they’re on an airline and they don’t quite like the service that they’re getting, they can feed that back immediately instead of waiting until the experience is finished. We’re all about platform and signal. We’re very different from the survey companies, the feedback companies, which are the old experience economy companies. It’s the application of deep Silicon Valley technology to the problem.
The Customer Is At the Center of Every Digital Transformation
Customer experience has become really a major theme for every big brand in the world today. I also think that our technology is innovative and very different. The application of machine learning and the platform and just the operationalization of a private Silicon Valley company are really what I’ve done in the past. Just bringing basic blocking and tackling to go to market and marketing and building up the salesforce. So very simple and taking the story out to a bigger market.
We actually just signed a revenue share partnership with Salesforce. We have a partnership for Marketing Cloud with Adobe. They’re great alliances for us. We can present our machine learning, our unstructured data, into their Marketing Cloud, Sales Cloud, and Service Cloud. That’s brand new for us this year. It’s great to go to market with leaders like that. Both Adobe and Salesforce completely understand the customer is at the center of every digital transformation and we are at the center of that.
It’s Not For the Faint-Hearted, But We Invested a Ton In It
We spent more than a half a billion dollars building this plot platform. That sets us apart from the traditional simple survey vendor. We’ve spent a ton of money on the privacy layer and on the security layer. We’ve worked already for a decade with some of the biggest brands in the world whose customer information is precious. We’re HIPAA certified for healthcare as well. So we take that very seriously. It’s not for the faint-hearted, but we invested a ton in it and it’s worth it.
Our Machine Learning Platform Helps Brands Retain Their Customers, Says Medallia CEO Leslie Stretch
“We have something brand-new we call the Commerce Page Designer,” says Mike Micucci, CommerceCloud CEO at Salesforce. “It allows you to create experiences with clicks not code. You can literally drag and drop things around on the page and just put them right where you want to. You don’t need to be a programmer or a data scientist to do it. Your marketers and your merchandisers can build those experiences super fast to respond to different market changes.”
You Have To Really Put the Customer Right At the Center
In today’s industry, it’s not just about showing up and having a pretty picture you have to really put the customer right at the center. When they are there experiencing your brand you’re not delivering just the premium experience but you’re personalizing it to them. It’s not just on the shopping site it’s everywhere they go, from how you engage with them on social all the way through on customer service.
Putting the customer at the center to deliver a premium, a personalized experience, that’s a differentiator today. That’s what the customers are expecting everywhere they go. That’s is the key.
Commerce Page Designer Creates Experiences With Clicks Not Code
Our team has been working all year to get ready for Connections. We’ve got some great news that we’re going to showcase. First and foremost, we have something brand-new we call the Commerce Page Designer. It allows you to create experiences with clicks not code. You can literally drag and drop things around on the page and just put them right where you want to. You don’t need to be a programmer or a data scientist to do it. Your marketers and your merchandisers can build those experiences super fast to respond to different market changes. That’s one of the biggest things that we’re producing.
The second thing is we also have a lot of new tech for developers. We’re connecting Heroku Solution kit and Commerce together in a whole new way. With this new Heroku Solution Kit, which includes templates to help you build mobile apps, shopping apps, and service cloud apps. They are all right there in front of you so they developers can be super productive with this great environment with Heroku where you can manage and build apps.
Thirdly is MuleSoft. It takes on average about 39 different systems to pull off a commerce scenario. Those are back-end systems like ERP, your order system, and inventory. What we’ve done with MuleSoft is we made it a lot easier to connect commerce through MuleSoft to all those legacy systems through one unified layer. So today, we’re announcing this new MuleSoft For Commerce Cloud Accelerator so that developers have a whole set of preset of APIs so they can jump-start that process.
Those are three great innovations. One for all your marketing and merchandisers. Then there are two great innovations for the developers that make them much more productive. Our goal is to help you not only deliver premium experiences but do it really fast.
Einstein and AI Are Really Reshaping Commerce
So what is next on the horizon? First and foremost, we always listen to our customers tell us here are the things that they need to drive their business. But what you should be looking for is how Einstein and AI are really reshaping commerce. You’ll see that in how Einstein is not just doing product recommendations but reshaping the entire customer experience.
Einstein takes away of a lot of those things that you used to do manually, let’s say like visual search where you can shop by pictures, where Einstein will figure out, hey, what’s in that picture and make it really easy to add it to the cart. It can take a lot of the guesswork out of it and just really make the shopping experience delightful. So stay tuned for a lot more AI and a lot more Einstein.
https://youtu.be/Wpu7zVQTZ-Q
Salesforce Commerce Page Designer – Creates Experiences With Clicks Not Code – Mike Micucci
“Our acquisition of Dynamic Yield has brought us a lot of excitement,” says McDonald’s CEO Steve Easterbrook. “Very simply put, in the online world when we’re shopping and we pick an item and put it into our shopping basket, any website will automatically suggest two or three things to go along with it. We’re the first business that we’re aware of that can bring that into the physical world. It’s really just taking data and machine learning and AI, all these sorts of technical capabilities.”
Steve Easterbrook, CEO of McDonald’s, discusses how the company is using technology to elevate the customer experience and accelerate growth in an interview on CNBC:
Continue To See How We Can Elevate the Customer Experience
As we’ve executed the growth plan we’ve spent the first two years, three or four years ago, turning the business around. Now we’ve had a couple of years of growth. We’re confident now that we’re beginning to identify further opportunities to further accelerate growth. That takes a little bit of research and development cost. It means you’ve got to bring some expertise into the business to help us do that. We’re still managing to effectively run the business. G&A is staying the same and we’re putting a little bit more into innovation.
We continue to see how can we help continue to elevate the experience for customers. With this pace of change in the world and with different technology and different innovations, whether it’s around food, technology, or design, we’re seeing opportunities that we think can either make the experience more fun and enjoyable or smoother for customers. If we can find that we’re going to go hard at it.
We need to continue growing. If where we are investing that money is helping drive growth across 38,000 restaurants then I think the shareholders and investors would be satisfied. We want to bring our owner-operators along with us as well. They’re investing their hard-earned dollars so that always means we got a business case. The owner-operators will want to see a return on their investment just the same as a shareholder would. We’ve got a wonderful check and balance in the system to help us make sure we spend that innovative money in the right way.
Using Data, Machine Learning, and AI to Accelerate Growth
Our acquisition of Dynamic Yield has brought us a lot of excitement. It was our first acquisition for 20 years. It was an acquisition in a way that was different from the past. It wasn’t looking at different restaurant businesses to try and expand our footprint. It’s bringing a capability, an IP and some talent, into our business that can help us accelerate the growth model. We completed the deal mid-April and within two weeks we had that technical capability in 800 drive-throughs here in the U.S. It’s a very rapid execution and implementation.
Very simply put, in the online world when we’re shopping and we pick an item and put it into our shopping basket, any website we’re on these days will automatically suggest two or three things to go along with it. People who buy that tend to like these things as well. We’re the first business that we’re aware of that can bring that into the physical world. As customers are at the menu board, maybe they’re ordering a coffee and we can suggest a dessert or they’re ordering a quarter pounder with cheese and we can suggest making that into a meal. It’s really just taking data and machine learning and AI, all these sorts of technical capabilities.
Mining All of the Data Will Improve the Business
The best benefit for customers is we’re more likely to suggest things they do want and less likely to suggest things they don’t. It’ll just be a nicer experience for the customer. But yes, for the restaurant itself, because we can put our drive-thru service lines in there, for example, the technical capability by mining all of the data will be to suggest items are easier to make at our busier times. That’ll help smooth the operation as well. The immediate result will be some ticket (increases). But frankly, if the overall experience is better customers come back more often. That’s ultimately where the success will be, driving repeat visits and getting people back more often.
Across the entire sector, traffic is tight right now and people are eating out less. They have been progressively eating out less for a number of years. Whether it’s the advent of home delivery, for example, which is something we participate in, but at the moment it’s just a little bit tight out there. It’s a fight for market share. Anyone who is getting growth, typically it’s because they’re adding new units. People are finding it hard to (increase) guest count growth. It’s something that we have stated as an ambition of ours. We think that’s a measure of the true health of the business. Last quarter, we did grow traffic and we’ve grown traffic for the last couple of years, but only modestly. We want to be stronger than that.
How McDonald’s Is Using Data, Machine Learning, and AI to Accelerate Growth
“The most important thing for us and the reason we exist is that all the power is going to all of us, the buyers and consumers,” says Drift CEO David Cancel. “It’s going from companies to consumer buyers. We (as consumers) dictate everything now so every company in the world has to modify how they sell and service to make us happy. This is good news for us but it is a radical shift especially in B2B.”
We’ve been working a while now with Marketo and now that Adobe and Marketo have come together it’s going to the next level. We announced a joint product today called Conversational ABM which is the next step we are taking. We’ve been working mainly with the Marketo side which is B2B and now we are going to start to work with the B2C side with Adobe. We will be working with consumer companies and business companies. We will be doing both.
The most important thing for us and the reason we exist is that all the power is going to all of us, the buyers and consumers. It’s going from companies to consumer buyers. We (as consumers) dictate everything now so every company in the world has to modify how they sell and service to make us happy. This is good news for us but it is a radical shift especially in B2B. We are not going to put up with it anymore. We have infinite choice. We have lots of options. We just want to deal with companies that are going to make us feel better and have amazing experiences.
Removing Things That Prevent Real Conversations
We do a lot of stuff with bots and AI. What’s exciting there to me is not just that part but removing the friction and removing the things that prevent real conversations and real relationships from happening. We’ve been spending so much time putting things into Excel spreadsheets and databases that we have lost sight that business is human to human. It’s you and me. Bots are not buying from each other. So until the bots buy from each other and the world is over it’s all about all of us.
Right now we are moving and prioritizing. We are going back to basics. We are going back to how selling, marketing, and how business has operated for all of time. We’ve just been in a weird 10-20 year bubble where we’ve extracted that away. We’ve removed the humanity out of it. Now we are now going back to what it was before.
You Just Have To Be a Normal Human
It’s kind of funny because you just have to be a normal human. You’ve got to take away the business hat. You’ve got to take away the things we did before which is what adds so much complexity in the tool space. What is the most authentic relationship that we are going to have? How would I want to be treated? When you start to do that it becomes obvious and the tools are not that complicated. We overcomplicate it because we are used to selling to people in a way that makes it this kind of world.
But guess what, an entirely new generation is coming online now who doesn’t think this is normal. There are entirely new generations coming online globally around the world who don’t think this is normal. So we have to wake up. They think that personally buying is normal. To think that on the business side of things you can only buy from 9-5 when there isn’t a holiday when there is someone available and when they want to talk to you. It made sense to a certain generation. It is now the thing that is going away.
The Power is Going From Companies To Consumers, Says Drift CEO David Cancel
PagerDuty began trading on the New York Stock Exchange for the first time this morning and is now trading at more than 60% above their IPO price of $24. That gives the company a market capitalization of more than $2.7 billion. PagerDuty offers a SAAS platform that monitors IT performance. The company had sales of $118 million for its last fiscal year, up close to 50% over the previous year.
The company uses machine learning to inform companies in real-time about technical issues. “Our belief is that machine learning and data should be used in the service of making people better, helping people do their jobs more effectively, and delivering those great brand experiences every time,” says PagerDuty CEO Jennifer Tejada. “PagerDuty is really about making sure that our users understand that this could be a good thing, being woken up in the middle of the night if it’s for the right problem. It’s a way that can help you deliver a much better experience for your customers.”
It’s Gotten Harder for Human’s to Manage the Entire IT Ecosystem
If you think about the world today, it’s an always-on world. We as consumers expect every experience to be perfect. Every time you wake up in the morning, you order your coffee online, you check Slack to communicate with your team, and maybe you take a Lyft into work. Sitting behind all of that is a lot of complexity, many digital and infrastructure based platforms, that don’t always work together the way you’d expect them to. As that complexity has proliferated over the years and because developers can deploy what they like and can use the tools that they want it’s gotten harder for human beings to really manage the entire ecosystem even as your demands increase.
You want it perfect, you want it right now and you want it the way you’d like it to be. PagerDuty is the platform that brings the right problem to the right person at the right time. We use machine learning, sitting on ten years of data, data on humans behavior and data on all these signals there that are happening through the system, and it really helps the developers that sit behind these great experiences to deliver the right experience all the time.
Machine Learning Should Be Used to Deliver Great Brand Experiences
Going public is the right time for us right now because there’s an opportunity for us to deliver the power of our platform to users all over the world. We are a small company and we weren’t as well-known as we could be and this is a great opportunity to extend our brand and help developers and employees across teams and IT security and customer support to deliver better experiences for their end customers all the time.
At PagerDuty we take customer trust and user trust very seriously. We publish our data policy and we will not use data in a way other than what we describe online. We care deeply about the relationship between our users in our platform. Our belief is that machine learning and data should be used in the service of making people better, helping people do their jobs more effectively, and delivering those great brand experiences every time. PagerDuty is really about making sure that our users understand that this could be a good thing, being woken up in the middle of the night if it’s for the right problem. It’s a way that can help you deliver a much better experience for your customers.
Levi Strauss began trading on the New York Stock Exchange this morning under the ticker symbol ‘LEVI.’ By mid-afternoon, the stock was at $22.66, substantially higher than the price offered to institutional investors. It’s clear that investors believe that Levi’s can leverage technology and innovation to successfully compete online and in brick and mortar stores.
Levi Strauss Soars in NYSE Debut
Charles Bergh, CEO of Levi Strauss, discusses how technology and innovation are driving increased sales and market share in an interview with CNBC coinciding with their IPO:
We Are Denim and We’re the Market Leader Globally
We are denim and we’re the market leader globally. A lot of people as we were doing the (IPO) roadshow said aren’t you guys just riding the denim wave? We’re creating the denim wave. We’ve been driving the category with innovation across our men’s business and our women’s business. We’ve expanded to other categories. Last year we finished with 14 percent growth coming off of 8 percent growth the prior year. The business is really humming right now.
I believe this is sustainable for the long term. Maybe not double digits forever. But we’ve got clear runway for growth across the categories that we’re competing in. We’re building share in our core categories and expanding to new categories. Last fiscal year, when we finished the year our growth was really broad-based. If you looked at it in the categories where we competed we grew every single category. If you looked at it by geography we grew every single geography. If you look at it by channel we grew across wholesale, including US wholesale, which is a little bit of a melting iceberg right now. We grew in our own brick-and-mortar and ecommerce. It was very broad-based growth last year and we’re confident we can continue that.
We Have Built a Very Big Platform for Big Data
First of all, to be successful it does come down to strong brands. Consumers at the end of the day love an emotional attachment with their brand. We’ve recreated that that love for Levi’s. We have built a very big platform for big data. In fact just a couple of weeks ago we announced that we’ve hired a head of advanced analytics and machine learning who will sit on the executive team and report directly to me. We are mining the data that we do collect and really turning it into revenue.
Our strategies are working and one of the key strategic choices that we made seven years ago, shortly after I joined, was to become a leading world-class omnichannel retailer and it is working. The mix has shifted to omnichannel. When I joined the company it was about 20 percent of our business. Today, it’s almost a third. It is faster growing than our wholesale business and we’re continuing to invest in it. Most of our capital investment is going into retail and ecommerce and knitting that seamless consumer experience together.
Implemented New Instance of SAP and Investing in RFID
It (IPO funds) is going to go into continued investment in building out our omnichannel. So both brick-and-mortar retail as well as our ecommerce business and then knitting it together with technology. For example, we’re implementing a new instance of SAP and investing in RFID (radio frequency identification). We’ve implemented RFID across our business in the US and UK and that’s actually really turning into money. Every one of the products in our store is tagged with RFID.
I’ve actually had this experience happen to me myself in our new Times Square store. There was an item I wanted to buy and they didn’t have it in my size. A stylist came over and scanned the tag and she could see that my size was available in the back room. Just two minutes later I was in the dressing room trying it on. A year ago before our RFID that would have been a lost sale. That just wouldn’t have happened. It gives us instant clear visibility to the inventory in our store, both in front of house as well as back of house.
Levi’s Driving Market Share Through Product Innovation
Back in 2013 and 2014, the headlines were the death of denim. It was all about athletic tights and Lululemon tights. It became a throwdown moment for us as a company. We have an innovation center a couple of blocks from our office. We brought our suppliers, the mills that make denim for us, into that innovation center. We understood what women were really telling us by wearing tights. That used to be a denim occasion. They wanted soft stretchy comfortable material that made them look great and gave them confidence. That was what was driving that conversion. So we innovated around soft stretchy comfortable denim which we can now do. We developed proprietary four-way stretch so that women don’t get baggy knees, which is their biggest dissatisfier.
We relaunched our business in the middle of 2015 and we’ve grown 14 quarters in a row and in the last eight quarters at double-digit rates. It has been a huge part of our growth. We were under $800 million just on women’s bottoms about three years ago. We’re over a billion dollars today. We are number one globally with a nine percent market share, but we’re not number one in a number of markets including right here in the US. So I really do believe we can continue to grow at an accelerated rate on our women’s business. There are lots of what I like to call share donors out there for us to build share while we’re building the category.
We haven’t seen any (backlash to being an American brand). This brand stands for everything good about America. Freedom, democracy, and allowing people to express themselves. Authentic self-expression is what the Levi’s brand is all about. We’ve not seen any backlash. None. We think there are lots of opportunities still for us. I am not worried at all about denim. We are denim and we’ll continue to drive this category through great innovation and marketing that connects with consumers and sends them into our stores.
Technology and Innovation Powering Levi Strauss Growth Strategy
“We are starting to see companies where not only can they text you but you can text them,” says Twilio CEO Jeff Lawson. “That’s the nature of a conversation. That’s how you build relationships over time. It’s two way. The leading companies are figuring out that actually if you create this dialogue it creates great customer relationships and ultimately creates loyalty with customers. They feel connected to you.”
Jeff Lawson, CEO of Twilio, discusses on CNBC how texting has evolved to two-way communications with customers which is helping drive loyalty and growth.
Every Company Should Build Great Digital Experiences To Compete
Focusing on customers and focusing on growth is the only way you can (hit a billion-dollar run rate). That’s the only way you can do it. I remember talking to the company several years ago when we crossed the $100 million run rate. I pointed to the billion-dollar number and said this is a market and this is a company that can be one of the rare companies that can graduate from the $100 million status to the $1 billion status.
I’m really proud of what we’ve accomplished. But every step of the way all you can do is focus on customers and continue to be attached to a secular trend. That trend is every company out there needing to focus on building great digital experiences for their customers in order to compete in the modern economy. That’s what we do.
Text Conversations Build B2B Relationships
We just launched a new product a couple months ago called Conversations. It’s not uncommon today, but a few years ago it was novel when a company could text you. Maybe a table is ready for a restaurant or your flight is boarding. Any of those kinds of things. Several years ago that was amazing. And we luckily power a lot of those companies.
Nowadays, we are starting to see companies where not only can they text you but you can text them. That’s the nature of a conversation. That’s how you build relationships over time. It’s two way. The leading companies are figuring out that actually if your create this dialogue it creates great customer relationships and ultimately creates loyalty with customers when they feel connected to you.
Text Messages Are Just The Beginning
Think about Tesla. Tesla’s a company where you can text the service manager. Your car is in service and they might try to call you your phone rings and when you don’t know the number you don’t answer it. Now they can text you and tell you what needs fixed and you can text your approval. The companies who really understand how to build a great customer experience are figuring out that text messaging, not just text messages and notifications, is just the beginning. Building relationships is a two way thing.
Every Company Needs To Use Digital To Connect With Customers
We just focus on the long term. We focus on customers. We focus on helping customers achieve their goals. We focus on the biggest trends that are going on in the industry which is every company needing to use digital to connect with their customers. When times are good and when times are bad every company needs to focus on growing their business, making their customers happy, and making their customers become loyal repeat customers. That’s the business that we’re in.
Text Conversations Build Customer Relationships, Says Twilio CEO Jeff Lawson
Domino’s software engineers and digital ad team have created a unique AI-powered ‘Piedentifier’ to launch it’s Super Bowl week marketing blitz. Domino’s is encouraging people to send in a photo of any pizza, even if you made it yourself, and it’s system will determine what type of pizza it is and give you ten points toward a free pizza in their rewards program.
‘Piedentifier’ launching for Super Bowl week marketing blitz
We’re going to give Piece of the Pie Rewards points for any pizza. Our customers are going to be able to use our great technology to take a picture of any pizza, send it up to us, and earn ten points toward a free Domino’s Pizza. The great thing about this is our team got together and created something called the ‘Piedentifier.’ What it does is it uses your phone to look for what they have referred to as the open-faced expression of crust sauce and cheese. Anything that looks like a pizza and you’re getting ten points.
Today we’ve got more than 20 million active members of our Piece of the Pie Rewards program. We don’t know the exact number of how many customers will come on board with us, but as the leader in the pizza category, we see this as a great opportunity not only to grow the overall pizza category, but also to invite new customers in to download our app and to try our product. We feel that when customers try our product we’ve got the opportunity to bring them back again and again.
This Sunday is a huge day for us. On Super Bowl Sunday, we’re typically up about 40 percent over a normal Sunday. We’ll sell about 2 million pizzas and about four million chicken wings. Each year, it’s the biggest day of the year for us. It tends to not matter which teams are in the game. Certainly in individual cities maybe it does, but broadly across the US it’s a huge day no matter who’s playing.
Average Franchise Makes $140K Per Year EBITDA
Opening up a Domino’s Pizza store is still a terrific return for our franchisees. Across the globe cash on cash returns are better than three years in our business. Just a few weeks ago at our Investor Day, we released again our unit level average for our franchisees in the US. Once again it went up. We’re expecting it to be somewhere between $137,000 and $140,000 a unit in the US on EBITDA on a Domino’s Pizza store that you can open for $350,000.
Driving is Still a Great Opportunity
Driving for Domino’s is a great opportunity because of the volume that we do out of our stores. In a lot of cases, drivers are able to come in and earn a lot more than they can driving for some of these other businesses. As we continue to tighten down our territories through our fortressing program, it’s giving our drivers the opportunity to get more runs per hour. That means more tips per hour and in turn, higher wages.
In addition to a job that earns a decent wage driving at Domino’s is also an opportunity potentially to be a franchisee in the long term. Over 90 percent of our franchisees today started as drivers or started in as CSRs answering our phones in our stores.
Self-Driving Cars Will be Here Someday
Self-driving cars will be here someday. We don’t exactly know what day but we’re working hard to really try to understand how our customer interface with that car when it pulls up to their curb. They’re used to having a uniformed Domino’s pizza delivery expert bring that pizza to the door. So we’re learning. As the technology evolves we’re going to learn how the customer wants to interact with us and we’ll be ready when it does get here.
Starbucks has dramatically increased the use of AI-powered customer insights to drive growth, says Starbucks CEO Kevin Johnson. During the most recent holiday season, Starbucks made data-driven decisions on a variety of items from the type of holiday cups they were offering to how they promoted gift cards, all designed to increase sales. Johnson credits these new customer insights for improving gift card sales by four percent over last years holiday period.
Kevin Johnson, CEO of Starbucks, discussed in an interview on CNBC how analytics, artificial intelligence, personalization, and technology are now driving marketing, sales, and business decisions:
AI is Making Us a Better Company
We have dramatically stepped up the focus on customer insight. We are using technology to help inform us of what customers want, what they need, and what they think of Starbucks. That informed our entire holiday plan this year, and we had a fantastic holiday.
We are driving much more use of analytics, artificial intelligence, personalization, and technology to help us be more informed and more connected to our customers. That is making us a better company.
Customer Insights Driving Starbucks Growth
I’ll frame it around customer insights. Coming out of last year’s holiday we used a number of tools and research to give us customer insights on what customers really appreciated and loved about Starbucks at the holiday. That informed everything from the design of our cups to utilizing the reusable red cup promotion that we launched. We saw gift card sales grow four percent year-on-year in the quarter.
That was a function of customer insight and research that we did. This holiday, in many ways, was informed by that insight. That’s just an example of what we’re doing. We’re using all kinds of data, customer focus groups, and things to help us be more informed and more front-footed on the trends and the things that customers really want to see from Starbucks.
