T-Mobile took another step toward welcoming Sprint customers to the magenta family by giving them access to T-Mobile Tuesdays deals.
T-Mobile Tuesdays is the company’s loyalty rewards program that gives customers free stuff and discounts on popular services every Tuesday. According to the Un-carrier, over the past four years it has given away over $900 million in rewards.
With T-Mobile’s merger with Sprint now complete, the company is officially opening T-Mobile Tuesdays to Sprint customers.
“Four years ago, T-Mobile Tuesdays flipped the script on the traditional loyalty program. We believe customers shouldn’t have to spend more or collect points to be appreciated — especially right now. At T-Mobile, it’s about getting thanked, simply because you’re with us … and we’re with you,” said Mike Sievert, CEO of T-Mobile. “And now, we welcome Sprint customers with our biggest thankings ever this summer. Why? Because thank you. That’s why.”
Sprint customers are already enjoying access to double the number of LTE towers and better coverage nationwide. Today’s announcement is just an added benefit for the latest additions to the T-Mobile family. To take advantage of the rewards program, Sprint customers should download the iOS or Android app.
Bing has unveiled a new feature that gives users competitive backlink data for similar and recommended sites.
The announcement was made via the Bing Webmaster Team Twitter account:
Backlinks is back in the new Bing Webmaster Tools https://bing.com/webmasters/backlinks… ! Backlinks not only for your site but also for other sites (tab Similar sites), including for sites we suggest. Have a look and give us feedback on this beta tool.
The feature will be a big hit with webmasters, as it will give them valuable competitive insight into other websites, while also giving Bing a significant competitive advantage over Google.
AT&T will stop using its “5G Evolution” branding after the National Advertising Review Board (NARB) found it misleading.
The NARB and the National Advertising Division (NAD) are divisions of the BBB National Programs. T-Mobile had challenged AT&T’s marketing claims, bringing its complaint to the NAD.
At the heart of the issue was AT&T’s use of the label “5G Evolution” to describe souped up 4G LTE. The company tried to further clarify/muddy the issue by calling it “The First Step in 5G.” In fact a blog post in 2018 by Andre Fuetsch, president of AT&T Labs and Chief Technology Officer, is filled with back-and-forth marketing speak to give the impression that “5G Evolution” is 5G, without actually crossing the line and saying something that would be a blatant lie.
For example, Fuetsch writes: “We’re laying the 5G network foundation with 5G Evolution and LTE-LAA. In technology terms, that means we’re upgrading cell towers with LTE Advanced features like 256 QAM, 4×4 MIMO, and 3-way carrier aggregation. These technologies serve as the runway to 5G by boosting the existing LTE network and priming it for the future of connectivity. We can enable faster speeds now, and upgrade to 5G when it’s ready.”
As can be seen by that paragraph, Fuetsch practically writes himself into the verbal equivalent of a pretzel in an effort to tout “5G Evolution” as 5G; all the while technically acknowledging it’s really 4G LTE; all while, at the same time, pointing out it’s the runway to 5G.
Unfortunately, this kind of semantic gymnastics is nothing new for AT&T. In 2019, the company agreed to a $60 million settlement over misleading claims it made about its unlimited data plans. Similarly, in 2014, the company settled to the tune of $105 million for deceptive billing practices.
In this latest instance, the NAD had recommended AT&T stop using the branding, a decision that the wireless carrier appealed to the NARB. In its decision the NARB has upheld the NAB’s previous decision:
Agreeing with NAD’s findings and recommendations, the NARB panel determined that both claims will mislead reasonable consumers into believing that AT&T is offering a 5G network and recommended that the claims be discontinued. At NAD and on appeal, it was not disputed that the AT&T network is not a 5G network. The NARB Panel agreed with NAD’s analysis and concluded that the term “Evolution” is not likely to alert consumers to the fact that the service is not 5G. The Panel noted that the current prevalent technology in wireless is 4G LTE, and LTE stands for “evolution.” Thus, consumers may well interpret “Evolution” in the challenged claims as signifying that AT&T’s technology has already evolved into 5G.
Further, the Panel agreed with NAD’s conclusion that the addition of “The First Step in 5G” does not cure the concern that consumers could reasonably take away the message that beginning 5G technology is delivered. The Panel noted that a reasonable consumer could conclude that the reference to “The First Step to 5G” was the advertiser’s way of promoting a 5G network, while promising an even more robust 5G network at a later time, especially since the slogan is being used in conjunction with “5G Evolution.”
To no one’s surprise, AT&T disagreed with the findings, but has indicated it will comply with them.
Google has announced that Chrome will soon start blocking resource intensive ads.
Internet ads may be a fact of life, but not all ads are created equal. Some, such as poorly programmed ones, can consume a disproportionate amount of resources, draining a laptop’s battery and slowing down a network. Google is working to address the problem, experimenting with ways of identifying those ads and blocking them.
“We have recently discovered that a fraction of a percent of ads consume a disproportionate share of device resources, such as battery and network data, without the user knowing about it,” writes Marshall Vale, Chrome Product Manager. “These ads (such as those that mine cryptocurrency, are poorly programmed, or are unoptimized for network usage) can drain battery life, saturate already strained networks, and cost money.
“In order to save our users’ batteries and data plans, and provide them with a good experience on the web, Chrome will limit the resources a display ad can use before the user interacts with the ad. When an ad reaches its limit, the ad’s frame will navigate to an error page, informing the user that the ad has used too many resources.”
This is good news for Chrome users, especially those who primarily use a notebook. Google will continue working on the solution for the next few months, with rollout planned for August.
“Last year we sent about 50,000 pet portraits to our customers,” says Chew CEO Sumit Singh. “We’re an experience-driven company. This is not a cost. This is an engagement mechanism. We’ve partnered with about a thousand local artists across the country. We think of this as an experience building. We have 90 percent re-ups (of our subscriptions). Our customers love engaging with us.”
Sumit Singh, CEO of Chewy, discusses their IPO (launched today) and how customer engagement has driven their phenomenal growth in an interview on CNBC:
We Are An Experience-Driven Company
Last year we sent about 50,000 pet portraits to our customers. We’re an experience-driven company. This is not a cost. This is an engagement mechanism. We’ve partnered with about a thousand local artists across the country. They show up to your doorstep unannounced. It’s a total surprise. You can’t buy them. When they do (the paintings) they create memories. People talk about them. They drive dinner table conversations. They show up on social media. It’s just an emotive category.
We think of this as an experience building. We have this because we want it, not because we need it in some way. Once we get out there and once this shows up on your doorstep the engagement that it creates generates the loyalty, the repeat purchase rate. In fact, our cohorts just keep growing from $330 to $500, $600, and $700 as they go from year five, six, and into year seven. This is what does it. Pets is the only category where a consumer refers to themselves as a pet parent. The only other category where consumers do that is kids.
“Jackson loves his Chewy portrait!” notes Chewy customer Eri Anne
Our Customers Love Engaging With Us
Pet ownership is underrepresented in the growth of e-commerce. First of all today in the United States we’re only about 14 percent penetrated from an online point of view. Chewy, if you look at it, is a $70 billion dollar industry. We’re penetrated in about roughly 10 percent of the households. We have 11 million customers. We’re growing fast and we’re engaging them hard.
They stay with us. It’s the two flywheels, the engagement, and the acquisition. It just spins really well. Our investors love that. Our customers love that. We like it. We have 90 percent re-ups (of our subscriptions). Two-thirds of our revenue comes from Autoship and our subscription program. Our customers love engaging with us.
We Have An Incredible Amount of Data
Our shipping (cost) is built into our gross margins. What you’ve seen is as we’ve gotten big fast, we’ve also gotten fit fast. Our gross margin has expanded over 500 basis points over the last three years. We have a dense network. We have the predictability of Autoship. We can plan supply plan tighter and baseload build a lot tighter and get it to our customers fast and in a reliable manner. That’s how we make it work.
We have a ton of data. When you contact us you’re giving us (information). Pet profiles is an amazing way for us to engage with you. Customers are leaning in. We talked to you via customer service. At this point, we have 11 million customers but we manage over 27 million relationships between pets and pet parents. That is an incredible amount of data and facts to have on base.
Pets.com Was 20 Years Ago
The company (Pets.com) was 20 years ago. Look at the way the e-commerce has built out, the inputs are changing. Look at our stickiness. Look at the number of customers that we’re attracting. The fact that we’re servicing greater than 95 percent of US households in less than two days and the fact that customers keep coming back to us. Also, the necessity and desire to continue to engage and seek information via the high-touch high-class customer service that we provide. We just closed the loop better than anybody else out there.
We Are An Experience-Driven Company, Says Chewy CEO Sumit Singh
“Nobody was using machine learning to point at the underlying consumer data to help make sense of it and bring it together,” says Matthew Biboud-Lubeck of Amperity. “We put together cloud computing that was scalable with better economics alongside a machine learning algorithm that we were pointing at the data to help make sense of it. We realized that what we had was a pretty scalable solution to help brands get to that nirvana of a single view of the customer.”
Helping Brands Create a Single View of Their Customers
We are a CDP (customer data platform) based in Seattle that is helping brands create a single view of their customers and to unlock personalized experiences from that data. If you look back to the founding of Amperity about three years ago our founders were canvassing the marketplace. What you saw was a marketplace using a lot of buzzwords but having a lot of trouble executing them. You heard about personalization, customer 360, and a 360 view of the customer. Marketers across major consumer brands were super frustrated.
They spent a fortune trying to cobble some view of their customer. They invested in technology to help them send better emails, to make their media more targeted, and to unveil better analytics. All of those tools that they have invested in talked about the notion of a single view of the customer because they fundamentally needed that to operate. The reality was that nobody was getting to the solution. We came in to say maybe there is a better way.
Machine Learning Helps Brands Get To Nirvana
There were two things that changed in the marketplace that we capitalized on. First of all, it was that cloud computing got a lot cheaper. It used to be that if you were a big brand and got hundreds of millions of customer interactions, it’s just a lot of data. Part of the reason that no one was able to create an easy solution to putting that all together was because it was cost prohibitive.
The second really interesting evolution in the market is that machine learning has become much more mature. What we found was that everyone in the marketplace was using machine learning to make that last mile to the marketer a little bit better. It was used to decide which products to show a customer or to decide which offer to show a customer or to create a customer care solution that’s automated. You go online and type toward a solution and some bot talks back to you. Nobody was using machine learning to point at the underlying consumer data to help make sense of it and bring it together.
We put together cloud computing that was scalable with better economics alongside a machine learning algorithm that we were pointing at the data to help make sense of it. We realized that what we had was a pretty scalable solution to help brands get to that nirvana of a single view of the customer. That’s how we were born. What’s interesting is that the customer data platform space is a little bit confusing. You have a lot of companies that started as something else that rebranded as a CDP. We were purpose-built from the ground up as a customer data platform designed to bring all of a brands data, reconcile that data to create a notion of identity on it and then to unleash that data back to the brand anywhere that they want to use that data.
“How do we shorten the space between a signal that we get, say in behavioral data that we see show up either in an app or on a website, and then churn through all of the possibilities of what we could present, apply algorithms to determine what is the next best offer and next best experience?” asks Adam Justis, Director of Marketing at Adobe Experience Cloud. “Then how do we present that in a way that actually feels if not real-time pretty close to it? That would not be possible without artificial intelligence.”
Role of AI in Offering a Personalized Shopping Experience is Core
You definitely have the data piece and then the content piece. I would also add how the complexity of all that has certainly exceeded the capacity to manage this in a singular sort of engagement with a customer, let alone at scale millions of times a day. So the role of artificial intelligence and machine learning now is so core. It’s sort of the gearbox that’s turning at the center of the data on one hand and the content and elements, the assets, the offers, on the other that allows for ultimately the coalescing of those things and then the delivery of an experience worth having.
That’s the component pieces that we’re seeing at play and Adobe’s motivation in going into that space. At Adobe when we announced our intent to acquire Magento, we were talking about how does Adobe facilitate or help every experience become shoppable and every moment personal? Really that was a claim we couldn’t make without the Magento piece. It is absolutely a hand in glove relationship especially as we’ve all evolved as consumers.
Advancements in AI Are Going From the Absurd to the Very Real
To imagine that we would be subscribing to socks or that we could one-click purchase just about anything, you need the technology that can keep pace with the expectations. That’s what it’s all about. So many of those experiences that Adobe is intent on enabling our customers to present culminate in a transaction of some sort. Magento is absolutely not only the icing on the cake but it’s also so integral. It’s becoming a fundamental or elemental part of what we’re trying to accomplish.
That (personalized experience) is one of the things that I absolutely love about customer experience management or CXM. In a way I kind of love the absurdity of it. When you think of the scale, to say something like we’re going to make every experience shoppable and every moment personal, to imagine that that’s possible is almost absurd. But when you introduce the advancements that we’re seeing in artificial intelligence and machine learning now it’s literally going from the absurd or the realm of science fiction into very real. That’s what Adobe is looking at.
Without AI Real-Time Personalization Would Not Be Possible
How can we literally take some sort of statement like we’re going to personalize experiences across the customer journey and we’re going to do it at scale and in real-time? Really, unless you’re considering how we’re going to meet the needs of the customer in the moment that they’re expressing that need then it’s really moot. It is absolutely artificial intelligence and machine learning that we’re seeing expressed now across the Adobe Experience Cloud that is making that happen in multiple ways. One of the ways would be simply by shortening that span between the latent genius that marketers are walking around in their heads and actual execution. How can we take some of the friction out of the workflows that allow them to translate their ideas into offers?
How do we shorten the space between a signal that we get, say in behavioral data that we see show up either in an app or on a website, and then churn through all of the possibilities of what we could present, apply algorithms to determine what is the next best offer and next best experience? Then how do we present that in a way that actually feels if not real-time pretty close to it? That would not be possible without artificial intelligence. At Adobe we do that through a product called Adobe Sensei.
Adobe: Without AI Real-Time Personalization Would Not Be Possible
OTT is increasingly being tested by advertisers as more inventory becomes available, says Nicole Whitesel, SVP of Enterprise Strategy at Publicis Media. “In the past, OTT was seen as a nascent channel with limited reach,” said Whitesel. “I think now you’re seeing a lot more inventory there available to them to buy. I think their willingness to test things where they’re unsure of outcomes has been increased more than ever before.”
Nicole Whitesel, SVP of Enterprise Strategy at Publicis Media recently discussed the increased experimentation with OTT by agencies and their clients in an interview with BeetTV:
OTT is the Next Step in the Digital Revolution for Ad Buyers
One of the things we’re seeing is clients appetites being larger than ever before to explore. In the past, OTT was seen as a nascent channel with limited reach. I think now you’re seeing a lot more inventory there available to them to buy. I think their willingness to test things where they’re unsure of outcomes has been increased more than ever before.
We’re really talking about kind of the next step, the digital revolution maybe seven years ago and people were early movers in that space and they had an advantage.
We’re thinking about the space in a similar way. There’s an opportunity to get in early and test things, build operational muscle between teams that maybe haven’t worked together as closely before. We really see that as an opportunity this year to do a lot of that work.
Agency Teams Working Together to Buy OTT Inventory
You have teams where historically broadcast teams and national teams have bought broadcast. Then you have teams that are more precision or audience driven that buy programmatic. You’re seeing a lot of work between those teams now to think about the way we’re buying connected TV, inventory if you will, or OTT.
You have a broadcast team that might be negotiating as part of an upfront and then you have an activation team who’s actually activating within a quarter against a specific audience, buying that inventory in-quarter.
Those are teams that historically don’t work as closely together on an ongoing basis outside of upfront. We’re seeing that that’s an opportunity to bring those teams closer together and working more closely with clients who learn these new channels and understand that. That goes as well to analytics and measurement. How are we measuring them? What’s the contribution when compared to historically traditional channels like linear TV?
Opportunity for Direct to Consumer Companies
I think there’s an opportunity for direct to consumer companies (DTC) to enter the space through these new channels that didn’t exist before from a linear broadcast perspective. A lot of inventory was sold in the upfront and there was limited inventory available on an ongoing basis. That’s changing with these new channels in inventory that’s available through connected TV or FEP inventory.
They have an opportunity to buy that in a way that benefits their business model and works with the way that their business has set up to run with retail quarters, seasonality, the things that make sense for them. They don’t have to make a commitment a year in advance. They can do it when it makes sense for their business.
Getting Smarter With Broadcast Partners
I think there’s an opportunity for us to get smarter about the way we partner with our broadcast partners. Historically we’ve gone in and we say we want this CPM and this flexibility and this is the programming or dayparts we want to buy.
I think there’s an opportunity for us to say, hey, we want to buy this from an upfront perspective, but here’s all the other inventory that you manage that we also want to think about buying. We can collectively leverage dollars and get things that are valuable for our brands and our clients that allows them the flexibility to test these new channels.
TV Attribution – A Big Next Step for Ad Buyers
I think TV attribution is one of the big next steps for our industry. Being able to understand a contribution of a specific channel and its cost and associated with an outcome the brand’s care about is I think the next big opportunity for us. Then we’ll understand investment in media mix across those different video channels.
OTT is the Next Step in the Digital Revolution for Ad Buyers
Twitter took a big step backward in its efforts to protect user privacy, eliminating user control over data used for advertising.
In an announcement that started showing up when users logged on, Twitter said the goal of the change was to help it continue as a free service. The announcement read:
An update to your data-sharing settings
The control you have over what information Twitter shares with its business partners has changed. Specifically, your ability to control mobile app advertising measurements has been removed, but you can control whether to share some non-public data to improve Twitter’s marketing activities on other sites and apps. These changes, which help Twitter to continue operating as a free service, are reflected now in your settings.
The move is disappointing for users who value their privacy, although users in the European Union are unaffected by the change. Thanks to the EU’s GDPR, companies are required by law to give users control over their own data and how it is used.
After Twitter’s announcement, it won’t be surprising if there are renewed calls for GDPR-style legislation in the U.S.
Mobile has become the focus of marketers worldwide because it goes with all of us, wherever we are and whatever we are doing. It seamlessly and ubiquitously is with us as we move from work to home and in between.
At Salesforce Dreamforce, Stephanie Buscemi, CMO of Salesforce, and Susan Prescott, Vice President Product Marketing at Apple discussed how mobile is changing the world of marketing. In particular, how mobility is setting new standards for customer expectations and how the is impacting the customer experience.
Apples VP of Product Marketing, Susan Prescott, explains:
An opportunity from a marketing point of view with mobility and with the technologies, the information you have about customers in the cloud and the devices that we have in the hands of customers, is the ability to personalize it. Rather than a marketing world where it’s just about driving awareness and trying to drive a generic action you have the opportunity that will help you deliver an even better more personal experience understanding things about that user.
From a marketing point of view, the power of combining the Salesforce Cloud and all of the things that are all of the insights and information that are there together with the intuitive familiar experience of the ubiquitous device that brings information to your fingertips all the time, it’s so powerful. This idea of having information when you need it, where you need it, on the device you have with you, is powerful.
As a consumer, obviously, I have that when I walk in a store I can have information right on my phone about items in the store, some of which have smart tagging so I can see the availability of the item and colors it comes in. Once the consumers have that kind of information we have to be smart as marketers to help them take the next step and not just feed them with generic awareness tools.
We as marketers have the opportunity to leverage all of that into more personalized experiences that benefit the user and also can benefit businesses. The idea of mobility isn’t just that it’s fun and easy, it’s that it’s creating value, value for the consumer, value for the business, and value for the customer.
“We’re making email marketing even smarter with a set of new AI capabilities getting released into Salesforce Marketing Cloud,” says Salesforce VP Armita Peymandoust. “One of them is Einstein Engagement Frequency. The other one is Einstein Send Time Optimization. We also have Einstein Content Tagging out and available today to our customers. Email is definitely not dead. Even the Millennials say that.”
AI-Powered Email Capabilities Released Into Salesforce Marketing Cloud
As we know email is still a really important channel. Over 64 percent of customers are still saying that they prefer email channels to all the others. What we’re doing is we’re making email marketing even smarter with a set of new AI capabilities getting released into Salesforce Marketing Cloud. One of them is Einstein Engagement Frequency. The other one is Einstein Send Time Optimization. We also have Einstein Content Tagging out and available today to our customers. Email is definitely not dead. Even the Millennials say that.
Einstein Engagement Frequency
With Einstein Engagement Frequency we’re trying to tell the marketer what’s the sweet range that they should keep on engaging with their customers. As marketers, we want to keep on engaging with our customers but we just don’t want to get to a point that we’re potentially annoying them. So we are telling them that this is the range that you should stay in.
Einstein Send Time Optimization
Now that the marketer knows what the frequency of engagement should be, with Einstein Send Time Optimization we’re also telling them what is the right time to send those messages. It’s really easy with a drag and drop of an activity into Journey Builder we make every message go out at the right time for the customers.
Einstein Content Tagging
Then with Einstein Content Tagging, we’re basically bringing image recognition the same set of AI capabilities that you’re familiar with for your customer based or consumer based products. This is where you upload photos and then they automatically get tagged. We are bringing that same technology to the hand of the marketer. Every image that’s getting uploaded into Content Builder gets automatically tagged so they can find it later and use it when they’re building their messages.
Transactional Messaging
We’re also releasing Transactional API’s for Emails and SMS. There are different types of emails out there. There’s the commercial one and there’s the transactional one. It allows the marketer to bring both of those two in an inter-marketing cloud and take advantage of Marketing Cloud to send those emails to have the same voice, the same brand voice, and also be able to see how those are performing all in one place.
Indiana Pacers Improved Customer Engagements By 20 Percent
These features are all relatively new. So we have pilot customers that have been taking advantage of them. We have one retailer that talked about Einstein Engagement Frequency. They had a hunch that they were over messaging customers but they couldn’t really put their finger on it. With Einstein Engagement Frequency we could show them visually exactly where they’re over engaging with their customers and let them take action on it. The platform automatically created lists so that they would not send messages to the ones that are getting too many email messages.
We’ve had a set of AI features in Marketing Cloud, specifically Einstein Engagement Scores, was one that the NBA’s Indiana Pacers is taking advantage of, to increase the engagement rate that they’re having with their fans. They got a 20 percent increase in engagements with their fans using that.
Customer Engagement Getting Even More Granular
We have a jam-packed roadmap for the next of the rest of the year as well. One of the things that I’m really excited about is Content Selection that’s coming out. Content Selection lets each of those messages that we’re creating be dynamically optimized for every customer that’s receiving them. Think of your email as a template that has different aspects or different selections in it that gets automatically replaced with what your customer cares about most and also what they have engaged with most and historically. It’s very engaging for every one of your customers.
The other one that I’m interested in (that is coming later) is bringing natural language processing to understanding your subject lines. What types of subject lines are resonating? Why is it that they’re resonating with your customers? It will give you an insight on them first and then also give you recommendations on how to improve your subject lines.
https://youtu.be/oaH_OrquEcE
New AI-Powered Email Capabilities Released Into Salesforce Marketing Cloud
The four pillars of measuring marketing ROI are key to improving sales says Jonathan Rowe, Chief Marketing Officer at nCino. “It’s really understanding your costs specific to the activities you are doing in marketing, tying those activities to your sales opportunities, and then measuring results.”
Rowe says that taking in data on sales prospects and making it available to salespeople can drive results: “When you are bringing all of the data into one real-time place, then you can start empowering salespeople to use the data. You can track your customer journeys in real-time.”
There are four variables that we use to measure ROI that have proven very successful for us. It starts with your costs. Whether it’s headcount costs where you are investing in people, whether it’s the cost of investing in PR, whether you are doing webinars or podcasts, whether you are advertising, etc., it’s really making sure that you have a good understanding of here’s where I’m actually spending my money and how much. So it starts with your costs.
Identifying Marketing Activities
The next step from there is here are all the different activities that we are spending money on. It’s advertising, attending conferences, or doing podcasts. Here are the activities. You have your costs and you have your activities.
Connecting Activities to Sales Opportunities
Then the next big step is connecting those activities to actual sales opportunities. As a B2B marketing organization at nCino, we are selling and marketing to banks. Whenever we initiate a conversation with a financial institution it often takes us 9-12 months from that initial interaction to hopefully when they become a nCino customer.
Over that 12 months, there are hopefully going to be a lot of different marketing activities where that bank and different individuals at the bank interact with nCino. We want to be able to capture that information. So we take the activities that we are doing and we actually connect them to a specific sales opportunity at the financial institution and the individual at the financial institution.
ROI: Measuring Results
The fourth pillar is the results, where we actually turn that prospect into a nCino customer. Then we can say that marketing played this role. At the end of the day, we are in a business where it’s more than marketing. We have sales groups and others involved.
When we sign a financial institution to become a nCino customer I’m always very proud to say here are all the different marketing activities (that led to the sale). Whether it’s white papers and thought leadership or press releases or attending a conference in a booth, how all those activities played an influential role.
It’s really understanding your costs specific to the activities you are doing in marketing, tying those activities to your sales opportunities, and then measuring results.
You Have to Be Committed to Data Analytics
One, you have to really be committed to data analytics. You want to have that marketing driven organization knowing it’s going to take time and costs to get there. Then two, you want to make smart decisions around the technology you use because connecting all of the dots around your data is probably the most important thing. I want to be able to go onto two or three systems which are what we have at nCino and be able to look and see all that data together.
I can see, for example, that Mary who works at a financial institution that we are talking to was on our website yesterday, that she looked at all of these different pages, that she spent seven or eight minutes on each page, and she actually downloaded one of our whitepapers. Then I find out that we are going to see Mary at a banking conference that we are going to in a few weeks.
With all of that automation, I know that the salesperson will log in and see all of that information on the financial institution and Mary.
Track You Customer Journeys in Real-Time
That sales rep will have literally on their phone before they have that face to face conversation at the conference all of Mary’s interactions. Some things you probably don’t want to tell Mary, which is hey, by the way, we’ve been tracking all of your website activity on the nCino website. But what you can have is a conversation around the fact that she downloaded our artificial intelligence whitepaper around banking and you can talk about that.
When you have fewer systems and you’ve made the commitment and you’ve gotten to the place where you are bringing all of the data into one real-time place, then you can start empowering people to use the data. You can track your customer journeys in real-time.
At the recent Social Media Day Jacksonville 2018 conference, Carlos Gil, founder of Gil Media Company, spoke about current social media marketing strategies. In an entertaining and informative talk, Gil spoke about the challenge of getting companies like Win-Dixie to understand that they should be engaging with their customers on the device their customer is always paying attention to, and that’s the cell phone.
It’s not about advertising either, it’s about being part of the conversation, being a brand that matters. Here are selected excerpts from Gil’s talk below that highlight this challenge:
The Only Metric that Matters Is Sales
The only metric that matters today is sales. Most of us, if not all of us, know that the reason why we’re on social media is that we want to drive more revenue for our businesses. You go to any CMO or CEO and for them, social media is just nice to have. The reality is that social media is the lifeline between you and your customers.
Oftentimes, we see metrics being referred to as reach, clicks, impressions, but the only metric that really matters is the sale.
I often get asked by businesses and marketers, should I be on Instagram, Snapchat, or something else? My answer to them is very simple, go where your audience is. Each one of these social networks gives you reach and helps put you in front of people who are potential buyers or existing buyers from your brand or your competition. If you are targeting millennials, Snapchat and Instagram might be good to focus on.
Simply think about your business and go where your audience is.
Revise Strategy from One-To-Many to One-To-One
We’re talking about sales, we’re talking about driving revenue. Since the beginning of time sales has always been one-on-one. I think the biggest mistake that marketers are making is they think I’m going to get on social media and I’m gonna have access to reach all of these people. I have all of these followers, but the reality is that most people are not paying attention to the content that you’re posting. This is why you should revise your strategy from being about one-to-many but more one-to-one, and you should stop focusing on the numbers.
Recently, I was working with a client that said to me, we have 30 million social media followers globally but we’re reaching a very small percentage. I looked at the CMO and said, you don’t have 30 million followers, in reality, you have like 300 or less. Their jaw dropped and they were shocked because the reality is that you can’t touch everyone that’s out there.
Social media operates in real time, and with the way content moves, content is relevant today and it’s irrelevant 15 seconds from now.
Millennials Don’t Want to be Sold, They Want to be Engaged
Millennials don’t want to be sold, they want to be engaged. Millennials are really at the forefront of a lot of what we do. For example, I work a lot with real estate agents and they often say that you have to look at the data of who is your target buyer. In the case of realtors, 30 years old is the average age of a first-time homebuyer. You’re not going to reach that customer sending them direct mail.
However, if you run Facebook Ads, if you have any sort of presence in social meeting, you can find a way to get in front of them then. You have a much higher likelihood of promoting your brand and getting that lead. The same thing applies to most businesses.
Go Where Your Customers Are… the Mobile Phone
I work with both B2B and B2C and you have to go where the current is, you have to go where the customers are. The reality is this is your audience today. People aren’t paying attention to really what’s in front of them besides their cell phone.
I’m sure if you go to any boardroom meeting today and you look around, what do people do when they show up, they put their iPhone first thing in front of them.
When I was working at Winn-Dixie back in 2014, we’re doing this campaign where we’re trying to take market share away from Walmart, Target, Burger King and McDonald’s, I made a comment to our CMO at the time. I said why are we focusing so much on doing direct mail at home marketing and instead, why aren’t we doing SMS and push notification ads? Why aren’t we reaching people on the device that they go to the bathroom with and that they use all the time?
We use cell phones for virtually everything that we do, so guess what, the light bulb has to go off if people are using this device all the time and they live by it your marketing has to now appeal to the device itself.
It was funny because in 2014 that CMO looked at me and says huh, SMS is never gonna take off, mobile marketing is never gonna take off!
Marketing is Like Finding Your Match on Tender
You’ve got this high propensity of customers, Millennials, they’re all using social media. I think the biggest challenge that we all face is how do we reach people at the right time and ensure that our content resonates with them? This is why I say that marketing is like finding your match on Tinder.
Business marketing is very much like dating. You’ve got a lot of people out there in this digital ocean and if your content is not appealing to that audience then they’re gonna keep swiping.
Touch an ad on Instagram and instantly play the game.
“5G is going to be a real tailwind for growth in mobile,” says Zynga CEO Frank Gibeau. “It’s going to enable much higher performance games. They’re going to be able to bring more people into a gaming experience. You’ll be able to have games that are zero downloads where you can play them right over the air and never have them installed on your phone. If you’re looking at an ad on Instagram you’ll be able to touch that ad and quickly be able to play the game without having to go to the App Store.”
“It’ll also enable new forms of innovation in terms of distribution, the funnel of how you manage players, will be a lot more efficient and strong,” says Gibeau. “As infrastructure around 5G rolls out globally over these next several years it’s going to be a huge boost for us.”
5G To Enable Much Higher Performance Games, Says Zynga CEO
Another day, another company abusing customer privacy. A joint investigation by PCMag and Motherboard has discovered that antivirus maker Avast, who also owns AVG, has been selling extremely detailed information about customer browsing histories to marketers.
The company division responsible is Jumpshot, and it has “been offering access to user traffic from 100 million devices.” In a tweet the company sent last month to attract new clients, it promised to deliver “‘Every search. Every click. Every buy. On every site’ [emphasis Jumpshot’s,]” according to Motherboard.
In fact, the level of detail the data provides is astounding, allowing clients to “view the individual clicks users are making on their browsing sessions, including the time down to the millisecond. And while the collected data is never linked to a person’s name, email or IP address, each user history is nevertheless assigned to an identifier called the device ID, which will persist unless the user uninstalls the Avast antivirus product.”
The data is anonymized so that, in theory, it can’t be tied to an individual user. However, the device ID is where the trouble comes in. For example, all a retailer would need to do is compare the time stamp that correlates to a specific purchase against their records to identify the customer. It would then be a simple matter to use that device ID to build a complete—and completely identifiable—profile of that person. With their entire browsing history, the retailer would know everything about what sites they visit, their habits, what their interests are and who their friends are.
According to PCMag, Jumpstart even offered different products tailored to delivering different subsets of information. For example, one product focused on search results, both the terms searched for and the results visited. Another product focused on tracking what videos people are watching on Facebook, Instagram and YouTube.
The granularity is particularly disturbing in relation to a contract Jumpstart had with marketing provider Omnicom Media Group, to provide them the “All Clicks Feed.” The service provides “the URL string to each site visited, the referring URL, the timestamps down to the millisecond, along with the suspected age and gender of the user, which can inferred based on what sites the person is visiting.” While the device ID was stripped from the data for most companies that signed up for the All Clicks Feed, Omnicom Media Group was the exception, receiving the data with device IDs intact.
Much of the collection occurred through the antivirus software’s browser extensions, and Avast has since stopped sharing the data it collects through those extensions. However, the company has not committed to delete the data it has already collected. The company can also still collect browsing history through its Avast and AVG antivirus software, on both desktop and mobile.
That ambiguity has not gone over well with Senator Ron Wyden, a staunch privacy advocate. According to both PCMag and Motherboard, Wyden said in a statement that “It is encouraging that Avast has ended some of its most troubling practices after engaging constructively with my office. However I’m concerned that Avast has not yet committed to deleting user data that was collected and shared without the opt-in consent of its users, or to end the sale of sensitive internet browsing data. The only responsible course of action is to be fully transparent with customers going forward, and to purge data that was collected under suspect conditions in the past.”
The full read at either PCMag or Motherboard is fascinating and is another good reminder that nothing in life is free. Companies that offer a ‘free service’ are making their money somewhere—often at the expense of the customer.
Google is apparently walking back a recent search redesign that made it difficult to distinguish ads from organic results, according to TechCrunch.
Google was in the news recently for blurring the line between organic search results and ads, making it difficult to distinguish between the two. The move was important because Google only makes money when users click on ads, as opposed to organic results. Therefore, it’s in the company’s interest for users to click on as many ads, or sponsored links, as possible.
The move did not sit well with anyone, however, with consumers, journalists and politicians alike slamming the search giant. As TechCrunch points out, Senator Mark Warner told the Washington Post:
“We’ve seen multiple instances over the last few years where Google has made paid advertisements ever more indistinguishable from organic search results. This is yet another example of a platform exploiting its bottleneck power for commercial gain, to the detriment of both consumers and also small businesses.”
The company has now acknowledged, via Twitter, that it needs to go back to the drawing boards to deliver an update that addresses user concern.
“Here’s our full statement on why we’re going to experiment further. Our early tests of the design for desktop were positive. But we appreciate the feedback, the trust people place in Google, and we’re dedicating to improving the experience.”
“I don’t know about social commerce overall but I definitely know that our users often want to buy the things they find on Pinterest,” said Pinterest CEO Ben Silbermann while discussing going public on the NYSE. “A lot of people say they discovered a product or service while browsing Pinterest,” says Silbermann. “We just want to make it easier for them to go from that inspiration all the way to reality, which in this case would be a purchase.”
Pinterest was initially priced at $19 per share, which gave it a value of $10 billion on Wednesday morning. The company closed Friday up 28% at $24.40, which vaulted Pinterest to a value of just under $13 billion.
Pinterest Goes Public on the NYSE!
Ben Silbermann, co-founder and CEO of Pinterest, discusses on Bloomberg how Pinterest is unique both in how consumers use the product and how advertisements have simply become part of the experience:
The Ads On Pinterest Can Actually Be Really Additive
We really talked with investors about how regular people use the product every day. People use it to get inspiration for a whole range of things, everything from the food they cook to the clothes they wear to their homes. It’s really more about your personal inspiration and it’s less about your friends. It’s not really about following celebrities in the news. We wanted to make sure that everyone understood that because that’s how our users see the product every day.
The thing that makes it really special is that the reason people are on Pinterest is to get inspiration and do things with their life. It’s really lined up with what advertisers want which is to inspire new customers and get them to buy products and services they really love. What that means is that the ads on Pinterest can actually be really additive as long as we do a good job of making sure they’re highly relevant. I think that’s just really different from a lot of media companies where ads are candidly a little bit of a tax. That difference in alignment I think is the biggest difference between us and some other media properties.
My Eye Is On What’s Going to Make Pinterest Great 10 Years From Now
I still think there’s a real opportunity to grow over time and increase engagement. A lot of people might use Pinterest for one thing or two things but they don’t know the wide range of different ways people all over the world use the product. I also got to say that we’re super proud that we’re growing globally. If it (IPO) was just a few years ago the story would have been primarily a US-based service. It’s just really fulfilling for the company to know that the product works all over the world.
We’re in the very first chapter of that story (selling internationally) so we’re just hiring our first local sales teams in places like Canada, Western Europe, Germany, and France. We’re just at the beginning of the journey but I think there’s going to be a real opportunity to show the same great results we’ve seen in the United States to advertisers all over the world. We’re going to continue to invest for the long term. We’ve shown really good margin improvement over the last few years but my eye is always on what’s going to make Pinterest great three years, five years, and even ten years from now. That’s going to be how we continue to run the business and we’re really excited to see it keep growing.
We Want To Make It Easier For People To Go From Inspiration To Purchase
We’re always working to make sure people can bridge that gap between seeing something inspiring and doing it. One area that we’re investing in is making sure that we match inspirational images with more and more products that are at a price point that matters for people and for retailers they really trust. We just enabled people who are retailers to upload all of their catalogs into Pinterest. We’re investing a lot into computer vision technology to match those products with images and we’re not just doing it with shopping, we’re also doing it with all the different use cases. If you have a recipe on Pinterest now you’ll see the ingredients and people can write reviews. If you have a DIY project you can see other people’s experiences, whether it was easy or whether it was a little harder than they expected.
I don’t know about social commerce overall but I definitely know that our users often want to buy the things they find on Pinterest. A lot of people say they discovered a product or service while browsing Pinterest. We just want to make it easier for them to go from that inspiration all the way to reality, which in this case would be a purchase.
Making It Easier For People To Go From Inspiration To Purchase – Pinterest CEO
Microsoft just announced a major redesign of its Office apps for mobile devices, combining them into a single application.
For decades, Microsoft Office has been the gold standard for productivity software and is one of the main applications that has helped the iPad become a staple in the corporate world. Now, Microsoft is redesigning its suite of programs to combine them into a single app, improving productivity and integration between the individual components.
“The new Office mobile app represents our vision for what a productivity solution would look like if first built for mobile devices. In designing this new experience, we first considered how people’s expectations differ when using a phone versus a computer, so we set out to optimize for simplicity, efficiency, and common mobile needs. Next, we explored how to better incorporate the unique ways that people input data and create content on a mobile device – essentially turning the phone form factor from a liability for doing work into an asset. Finally, we needed to ensure that this app met the high expectations people already have for Office solutions. This solution should feel familiar to the people that know and rely on them today and instill a sense of confidence that they can accomplish their work with the high degree of quality and security that they have come to know.
“We are excited to introduce to our solution to this endeavor. The Office app provides a simple, integrated experience that puts the tools you need for working on a mobile device at the forefront of the experience. We started by combining the existing Word, Excel, and PowerPoint mobile apps into a single app. Doing so brings all of your Office documents together in one place, reduces the need to switch between multiple apps, and significantly reduces the amount of space used on your phone compared to multiple installed apps. We then added new capabilities that harness the strengths of mobile devices, such as the camera, to enable you to create content in uniquely mobile ways. Finally, we added a new Actions Pane that helps you accomplish many of the common mobile tasks you need to do all from one place.
“Whether using it for personal or professional reasons, Office is designed to be your go-to app for getting work done on a mobile device.”
The new application is available as a public preview, for both Android and iOS. Initially, the preview will only work on phones, although full tablet support will be available in time. The legacy apps will continue to be supported, although Microsoft is obviously hopeful that individuals and corporations will switch to the new option.
Google has announced a definitive deal to acquire Fitbit, a leading maker of wearable devices.
The deal, valued at $2.1 billion, will help Google compete more aggressively with Apple in the battle over the wearable space. Wearables have increasingly become an important market for tech companies, with Apple’s record-breaking Q4 due, in no small part, to the Apple Watch. While Google has been competing in the space via their Wear OS platform, being in control of the hardware and software will give them greater freedom and flexibility.
“Over the years, Google has made progress with partners in this space with Wear OS and Google Fit, but we see an opportunity to invest even more in Wear OS as well as introduce Made by Google wearable devices into the market,” wrote Rick Osterloh Senior Vice President, Devices & Services, in the announcement. “Fitbit has been a true pioneer in the industry and has created engaging products, experiences and a vibrant community of users. By working closely with Fitbit’s team of experts, and bringing together the best AI, software and hardware, we can help spur innovation in wearables and build products to benefit even more people around the world.”
At the same time, Google is trying to reassure Fitbit owners that their privacy and data will be respected. Google says they will be transparent about what data is collected and how it is used, and will never sell it to third-parties. They have also committed to not using Fitbit data for Google ads. This should be reassuring for customers concerned about their data being in the hands of a company that specializes in monetizing consumer data.
If Google is as successful with Fitbit as they have been with their line of Pixel smartphones, the battle over the wearable space promises exciting developments moving forward.
Microsoft is the latest tech company to take on driver safety with their announcement of the Harnessing AutoMobiles for Safety (HAMS) project.
The HAMS project uses a sensing device to create a virtual “safety harness” for the vehicle. Microsoft’s goal is to monitor the state of the driver, as well as how the vehicle is being driven for the road and environment it’s being operated in.
Microsoft is using smartphones as the sensing device, as the front and rear-mounted cameras, as well as the accelerometer, give HAMS the ability to monitor the road, driver, acceleration and deceleration.
“The sensing device employed in HAMS is an off-the-shelf smartphone. The smartphone is mounted on the windshield, with its front camera facing the driver and the rear camera looking out to the front. The key to the operation of HAMS is the use of multiple sensors simultaneously. For example, when a sharp braking event is detected (using the smartphone’s accelerometer), the distance to the vehicle in front is checked (using the rear camera), along with indications of driver distraction or fatigue (using the front camera). Such sensing and detection in tandem helps provide a holistic and accurate picture of how the vehicle is being driven, enabling appropriate feedback to then be generated.
“As part of the project, we have also explored several use cases for HAMS. One of the earliest we prototyped was a fleet management dashboard, which allowed a supervisor to view safety-related incidents of interest offline. We have also piloted HAMS in the context of driver training, in collaboration with the Institute of Driving and Traffic Research (IDTR), run by Maruti-Suzuki, the largest passenger car manufacturer in India.”
The International Business Times (IBT) is reporting that the Australian Competition and Consumer Commission (ACCC) has filed suit against Google claiming the tech giant misleads consumers about how it collects and uses their data.
The ACCC claims Google used “highly sensitive and valuable personal information” without properly informing consumers and giving them the opportunity to make a choice. According to the ACCC, Google used misleading on-screen prompts and labels regarding what information was being collected. The tech giant claimed that customers’ data would only be used for personal purposes and to make sure Google’s services worked properly when, in fact, the collected was used elsewhere.
According to the complaint, between 2017 and 2018, users who did not turn off the “location history” and “web & app activity” settings had their data collected and used.
ACCC chairman Adam Sims said: “We’re also alleging that some of the behaviour is continuing. We want declarations that the current behaviour should not continue.”
Mr. Sims said the ACCC was seeking “significant penalties,” as well as an admission from Google that its behavior was “inappropriate.” The case will likely be watched closely by similar agencies around the world, as Google and Facebook are already under scrutiny for their handling of consumer data.
