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‘VOL.TIISSUE 11 SEP 30 2012 1% 250 Paul®Writer MARKETING BOOSTER TAAL OO aN Featuring CMO Hall of Fame Digiratti List 2012 Luxury at the bottom of the Pyramid - Jessie Paul, The Exclusive Leaderatti Club, IT + Marketing : Innovation Through Collaboration in B2B Software Companies - Julie Hunt Dell™ recommends Windows® 7. The power to do more Crafted to Perfection. Introducing the new Dell XPS 13 Ultrabook™. Built Strong Incredibly Powerful Precision crafted from machined Uttrabook™, inspired by Intel with an, ‘aluminium, lightweight carbon advanced 2nd gen Intel® Core™ 7 processor fibre and Corning? Gorilla® Glass. for superor performance. Learn more at www.dell.co.in/xps13 or call, 1800 425 8124 Toll Free Mon-Sat Sam-6pm “Weight vary depending on cortgwaton and nanulacing varabity les the ret Logo tt ent Core Urb ans Cor ri te wacerars ote Coeporaton nthe US. neo oer couric: Meresoa and Windows are taderares ol he Mersch group of compiies. COPYRIGHT ©2012 Dl Ir Al hahts ered Compact Package Fits 0337 cm (13.3) screenina form similar to 3278 cm (41) laptop, starting at 1.56 Kg" ee r ug Ultrabook™ Inspired by intel Tee Wane MARKETING BOOSTER 01 EDITOR'S NOTE 02 LEADERATTI 03 Five Keys To Building A Business That Doesn't Bury The Humans At its Core MUD a. 05 DIGIRATTI 2012 LISTINGS 07 Cadbury India Ltd - 5 Star, 07 Nokia India 08 Pepsi India 08 Tata Consultancy Services 09 Tupperware India 11 Cadbury India Ltd, Bournvita 11 Coca-Cola India 12 Elsevier Health Sciences 12 HCL Technologies 43 KSRTC 43 Suzlon Group 16 Apolllo Munich Health Insurance 16 Dr. Lal Pathlabs 17 Nova Specialty Surgery 17 Oriflame India CONTENT 18 The Himalaya Drug Company 18 TI Cycles India 19 TVS Motor Company Ltd 20 Luxury at the Bottom of the Pyramid 21. The Luxury of Time 22 Is Service A Luxury 23 How Your Company can Assess Customer Experience Intuitively CMO HALL OF FAME 24 CMO HALL OF FAME LISTING 20 CMO HALL OF FAME INTERVIEW 25 Dharini Mishra: Global Head of Brands- Suzlon Group 27 Krishnan Chatterjee: VP & Head of Strategic Marketing-HCL 29 Sanjay Jain: CMO- Reliance Capital 30 Sumit Virmani: Infosys 31. Sumanta Ray: Narayana Hrudayalaya 32. Mohit Hira: CMO- NIIT Itd 33. How Indian e-commerce Brands are Performing on Social Media 38 How Apple, Dominos, Delta Airlines Rise Despite Slumpy Economy 40 IT + Marketing: Innovation Through Collaboration in B2B Software Companies 45 Are you Ready for the Mobile Web 47 Top 10 Things Tech has Changed about Vacationing 48 Royal Orchid Hotel 49 Photo Gallery for Paul Writer's Leaderatti Power Breakfast, Delhi & The Futurist CMO 2012 50 MARKETING QUIZ 50 ABOUT PAUL WRITER Publisher & Editor-in-Chief: Jessie Paul Published by: Jessie Paul Bengaluru Office: 912-318, Prestige Meridian I 30.MG Road, Bangalore - $60 001, India paulwrter@paulwsitercom, Tel (080) 40965063, Printed at: Eeshaa Media Communications Pvt Lis No.81/ 16, 12th Cross, Maruth Ingustal Ara, Marathi Nagar, New Maciwala, Bangalore ~ 560 068 Marketing QStrategic freshly packed iy 2 Content Driven Marketing i Event Management A ATL/BTL Marketing a Public Relations wy Lead Nurturing wh Emaill Marketing ww Demand Generation , Database Management Collateral & Designs wv Web Development wh Streaming Media wh Campaign Management wy Social Media wy SEM/SEO W ON081435568 Marketing : +91 80 4143 5568 Sales: +91 80 4903 4567 / 4903 4568 marketing@strategicoutsourcingservices.com www.strategicoutsourcingservices.com EDITOR'S NOTE Jessie Paul CEO Paul Writer since our inaugural Futuret CMO magazine was published last year. Marketers -atleastthe smart ones -have moved futher dow the path cr integrating their ole-mecka witn new mecia, And they are showing resuls-andhow! inthis special issue we cary the case studies ofthe winners of ou Digiat program showeasing those whohave done the best job of using new media to generale business benels is year’s conference saw some mature discussions on social ind some hard stats modia usage - what's worked, what has bbohind the opinion, We also explored areas that are perhaps not as Visibl as digital macla, but nonetheless gain curency as customors look at ther brands fo be more al-rouncled, or to use the current hot burton, "social. Sowe had a prety intense discussion on marketing ‘for good and whether CSR can be used for marketing puraoses. ‘Another topie that dobutod at this year’s conference - and which i very exciting - is neuro marketing. Gan we actualy read the customer's mind? Using various techniques, it appears that wo can. This stuf makes the old-fashioned focus group lock as outdated as sandwich-boards, ‘So much happening in marketing, and so ile ime! We hope this Ite capsule helps you to stay current with all the latest. And greatest Happy Reading! Jessie Pau! In April 2012, Paul Writer launched "Leaderati", an exclusive clib and leadership development program especially designed for business leaders wth a passion for marketing. This is continuous leaming, seltdevelopment and peer engagement program and is founded in our efforts to develop and grow the marketing community and infrastructure in India. Its a by-invitation-only club for leaders with business acumen and marketing strategy insights, who can come on board and contribute as a thought leader In oxcor to keep the dialogue engaging and intimate, mombership is restricted to 100 of the top business and marketing leaders at this ime. Founding members of this privileged club include senior leaders from organizations such as IBM, HCL Technologies, TCS, LAT Insurance, Tupperware, Cate Coffee Day, Apollo Healthcare and Frog Design among many others. As a distinguished ‘Leaderalt’, the members get an opportunity to engage with 100 of the bast marketing mastetrrinds in India. Theit Elsevier Health Sciences Insurance| GreenBean Ventures Pvt Ltd! Godfrey Philips India ETT IN IN professional pratle wil be showcased on wivw.paulartercom and hey get priority in participation in research, discussions, editorial opportunites, and conferences both associated Leaderatt sites. with Paul Writer and our partner firms. Leaderatti Members will help shape the editorial agenda of the increasingly popular Paul Writer ‘website, The Futurist CMO magazine, the weedly Marketing Booster Shots and our ‘lagship programs. We will also extend speaking ‘opportunities at Paul Writer and Partner programs. Even more importantly, the mombers will have the opportunity to interact and learn from your peers, some of the leading minds in the markating ‘and business world today at exclusive custo programs. he annual pariners for the Paul Writer Leaderatti program are One97 and Strategic Outsourcing Services, and we deeply ‘co-host forthe frst custom program, a Power Breakfast event held at The Olive Bar & Restaurant, New Delhi reciate theit support of the marketing fraternity, IBM was the ECM) Jet Airways eam Tes Cognizant Un APR Ee NIIT Technologies THE HUMANS {As business leaders speak of the “Human | And yet, companies are macle up of people who are loving, caring, generous, forgiving, ant Age" and claim that capitalism is being | wildly creative at their best, and incoherent, inconsistent, moody, selish, arrogant, replaced by "talertism” defined as access | aggressive and yes, even violent at their worst (not coincidental, the corporation, when to talent as a key resource and differentiator ontextualized as a “person”, has beon diagnosed a psychopath in a popular 2004 = many companies have embarked on | cocumentary). Inarguably, every corporation under the sun (well, maybe except for intiatives to “unleash their human p manufacturing tines) is made of and run by humans, and Those are big words and noble ambitions, | _quintessentally based on human relationships. So how can any enterprise not be hurnan? and naturally they seem worth striving for But as one of the hosts of a hi otential Foxconn’s robot-pow | prefer the term humanist business. “Human” des 108 what we are, “humanist” signifies what we want to be. A business mig human needs (articulated, for example, by Maslow's Pyramid of Needs) but it becomes humanist only by aspiring to a greater purpose that enables the ideal hurman condition through its very pursuit ibe human because best caters to the actual, realistic San Francisco this weekend, which invites developers, designers, and other creative rminds to “reinvent business’, | have been wondering: What 's @ "human" business, anyway? Humanist businesses offer a community of sympathetic individuals a unique collaboration «the five categories of cistinctively human potential They also reflect five qualities that are necessary for any organization looking to redesign how they operate to be rrare pr ‘model to realize what | would consi You might argue that the notion of a human business is a category error Organizations luctive and prosperous. These are 8 at their core, and it is hard P think of any formalized collective human EMPATHY endeavor, and especially any business, as being free of rules, structy processes. AMter all, these factors are what Ultimately make corporations (and nonprofits clable and trustworthy, and grants thom their authority. Consequently, there appeats to be a fundamental chasm between individual human behavior - which is expansive and multifaceted, ranging trom the rational to the wildly i sentimental, and unpredictable ~ and the Empathy isthe abilty to put oneself into someone else's mind, to truly feel with and for them, ‘And indeed, if we humans are neurologically "wired to care”, as Dev Patnaik asserts, then organizations need to be wired to care, too. This requires an emotional understanding of the res, and 1 sentiments, dreams, desires, and ambitions of their employees and customers. Amidst a aod of explicit “big data” and confronted with the constant urge to quantify human relationships, empathetic enterprises presetve and refine ther intuition — an appreciation for the implicit and the opaque, Patnaik points to Harley-Davidson and IBM as examples of ‘open empathy arrecent study suggesting that calving eases their sense of overall productivily Design Research, the methodology of the creative ethnographer, is helping companies bond” with their employees, partners, and customers by understanding thelr dally Ives. Empathotic businesses can sonso moo long before intuition becomes knowledge. nizations”. The New York Times writes employees occasional alrustic tasks ine: sign of organizations: rational, practical, shifts early on and readily adapt to now behaviors, THE FUTURIST CMO 2012 \e > CULTURE From “wired to care" to “wired for culture” With empathy as the foundation, the ovolutionary biologist Mark Pagel contends that we owe our succass as individuals and ‘as a spacies to our “social mind”, defined by our abilty to form cultures. He considers it the vehicle for social teaming and cooperation with strangers in the context of “mutual aid communities", These communities are based on trust and Tke-mindedness, that is, familar mores, traditions, and customs as woll as shared values. Culture is key for collaboration, hich is why itis such a fundamental asset to every company, The online retailer Zappos says it “competes on culture”, and Nike, Starbucks and Virgin have all created distinct narratives and tribal identiies that turn their brands into movements. Grant McCracken even demands a chief culture officer in every organization, and companies such as Google, Eileen Fisher, and Affinity Lab already have one in place. > MORALITY Moralty is the abiliy to act in accordance with moral principles, concepts of good and bad, right and wrong. As hyper-connectiviy and radical transparency expose all of our behavior in broad daylight, integrity is the only sustainable position in today’s, business, Dov Saidman (who isa fellow host of the upcoming hhackathon) contends that in our more interdependent world, questions of “how much" matter much less than the question of how" (how we think, behave, lead govern, operate, consume, engender trust and folate to othors). As a resuit, moral businessas match internal and extemal character, purpose and action, words and deeds, and they no longer tolerate a gap between idealism and pragmatism, between principles ané practical reasons. In fact morality becomes their most powerful product, forging a lasting connection with constituents by “out-behaving” (Seidman) their competition. Case in point: Outdoor clothiar Patagonia encouraged potential buyers to check out eBay for its products and to resole thelr shoes before purchasing ‘Reinvent Business" new ones. In an even more radical stance against consumerism, the company placed a “Don't Buy This Vacket" advertisement in The New York Times during the ‘Black Friday’ shopping frenzy. Moral businesses don't do things right; they do the right thing > cREAriviry Humans create, not only positive things lke ideas, things, relationships, stories but also ‘confusion and chaos. Traditional business wisciom holds that ust is eamed by predictable bbchavior, But as most process efficiencies have been exploited over the past decades, vaviation trumps standardization. To counteract boredom, the “new work stress", as CNN elines it, successtul creative businesses constantly reinvent themselves. For Vigin’s Richard Branson, for example, everything is an experiment. Others vary ther marketing presence, querila-siyle: UK-based Interflora monitored Twitter to identify users who needed cheering up and then sent them a free bouquet of flowers. Similar, Dutch airing KLM. launched a “surprise” campaign, seemingly randomly handing out small gits to passongors. ‘Amox’s travel service Nextpedition relles on sorendipty to create open-ended, custom “mystary trps", All of these creative enterprises embrace unpredictabilty as the new consistency. Their leaders are not measured by how much uncertainty they can eliminate but how much of it they can tolerate, Moreover, such enterprises crowdsouree the creation process and invite their employees and customers to co-create ~ ‘rom Dells kdeaStorm to \Wikimedia’s five-year strategie plan. They are hyper-social organizations bul algo ones that create space for solitude, moments for the individual to be alone with thei thoughts, Original ideas are very lonely at the end of the day. Or as the choreographer Alonso King once put it ‘What is interesting about you is you". AS trite as it may sound, creative businesses give people time and space to be thomsolves. You may have noticed that while | have mentioned creativity, | have avoided the ter “innovation”. Itis because | agree with Bil Taylor when he writes in a recent Harvard Business Review blog post thal people don't want to innovate. They want to dream, empathize, bond, dio the right thing, and create. In doing so, they may end up innovating (or as Tim O'Relly says, Innovation stats with people having fun") but what truly drives them is something diferent, > ASPIRATION This can be characterizad as the quost to work toward a unique mission, whether itis individual advancement, spiritual enlightanment, or socal progress. The prerecuisite of aspiration is imagination, and is immediate product is hope. Only an organization with vivid imagination, both individual and collectve, can envision a bigger and brighter future, and thus provide a sense of hope, the Ifeblood of any human endeavor. Aspiralional businesses are constantly changing, and they treat their employees as entrepreneurs or “social intrapreneurs", as autonomous decision-makers and leaders who are inspired (and not just ‘motivated to act as changemakers across all levels of the organization. (aways ask job candidates: "What ist that you want to change?’) This requires a ciferent kind of alignment = not the traditional one between goals and execution, but one between organizational aspiration and employee passions. At rag, we have astabl shad loosely structured “centers of passion’, wary that a too formal setup might stile the very informality in which passions thrive, Humanist businesses orovide the community and resources for realzing the key human potentials of empathy, culture, morality, creativity, and aspiration. As the new millennial worklorce demands meaning over money, and prefers employers that are diferent by making a difference, humanist businesses shift their organizational rationale (rom productivity to impact, trom excellence to significance. About the Author: Tim Leberecht isthe CMO of Frog and the publisher of Design Min. CADBURY INDIA LTD, ~ 5 STAR | NOKIA INDIA | PEPSI INDIA | TATA CONSULTANCY SERVICES | TUPPERWARE INDIA | CADBURY INDIA LTD. BOURNVITA | COCA-COLAINDIA | ELSEVIER HEALTH SCIENCES | HCL TECHNOLOGIES | KSRTC | SUZLON GROUP | APOLLO MUNICH HEALTH INSURANCE | DR LAL PATH LAB | NOVA SPECIALTY SURGERY | ORIFLAME INDIA | THE HIMALAYA DRUG COMPANY | TI CYCLES INDIA | TVS MOTOR COMPANY LTD. ‘re those thet integrate the power of the digital media with the each of the legacy channels. Success comes to those who understand the language of this new media and are able to tell thelr stories powertll using these new tools, Recognizes those campaigns that have stepped away from legacy tools to create matketing programs thal define the future of marketing This Power List aims to recognize the team that has created unique customer communities and used innovative social media, vdeo, mobile and Aigitaltecnnology to increase marketing impact. ‘The Digirati Nominations were evaluated by the Jury Panel on the following broad criterion: Size ofthe business goal being addressed + Campaign concept and originality » Measurable Impact on Business Objectives + Futurist Bonus - Use of social media, vdeo, mobile ad customer communities ‘The Digiratti List by Paul Writer recognizes those campaigns that are benchmarks for Connected Marketing Through this we aim to recognize the team tht has created unique customer communities, used innovative social media, video, mobile and digital technology to increase marketing impac. Our Jury Panel members were: Lloyd Mathis - Founder Director Greenvean Ventures | Arun Makani - CMO - Bila Sun Life Insurance Co Ltd | Deepali Naar - Country Head - Brand & Corporate - LAT Insurance | Jessie Paul ~ CEO - Paul Wrter RN Ww" VL LL LEE Cadbury 5 Star pg iar i [seal od i} a VQ, Tupperware’ senna pene neeanyvucan MUM WOON CADBURY eer casa Pe esr eee vane ss) Background: 5 Star, launche 1969 in India, s India’s second | helping the brand thought of Yo Khaye Kho Jaye" to be integrated biggest chocolate brand, with a distribution of more than a milion | seamlessly into the story. The film was first launched 1 ayo country by Brand Equity, | posted on Cadbury stores, and growing at an explosive rate of GR}. Rated | YouTube on January 20, 2012 and simuitaneously the video was fas the 9th most exciting youth brand in the Stars’ Facebook fan page. The film was ‘bury 5 star is consumed and loved most by teens and young | promoted across digital media ercaté youth affinity websites, o adults. The brand p YouTube. The video's interac tion of ‘Jo Khaaye Kho Jaaye’ (Lost in § | chains and vity was repl ‘Star) has worked wonderfuly wall for the last works to engage with m: wanted to leverage the cigital space Digiratti Impact: The cept of interactiviy and the mut brand proposition of Temporary Am eek " sub plots of the film contributed to the film's success and helped anne possible pring alive the brand proposition in a unique manner in the cigital stal ‘Marketing Idea (Marketing Initiative): Cadbury ated afm | space. The sttong brand interaction for an average of at least starving the duo Ramash-Suresh, meant only for the digtal medium | minute a testimony to the ign otto of ‘Lose Yourself in § Star (temporary amnesia) couraging results of vows, ikeabilty experiment with different nd shares. The camp: ving viewers to narios and choose tively lavoraged the 6 2 propostton| the flaw ofthe story. Extend innovative ‘interactive’ story telling style and e in the film, This isumers to tum storytellers. a5 Star thus Background: Nokia was to launch Nokia PureView 808 into tt caplure and tell stories within stories. The enti market while establishing Pur ‘echnology as the mast superior e. The ob) ged and resided onthe digital platform — ‘mobile imaging technology avallat the marketing kiaPureView.com, supported by own, paid and eamed campaign was to engage, convince and convert the high-end | media. The activity included "Hunt for the phone’ during pre launch smartphone buyer and bring Nokia back into the consideration set of | phase followed by ‘My Cy My Story’ where users captured their c the smartpho 3s and sharo consumer. The tearnneaded acampaign that would | stores in plu the photographs on holp build interest and activ tential users, in lencers | waww.nokiaPureViewin. 41 ctures of those submitted are to and photogy sition of PureView | get published as inia’s frst coffee table book Technology was to be ons for a anchored inthe digital medium with limited ° “Pot | ATL support, Nokia PureView 808's was cd one of the most ‘wocacy and werd of mouth for Nokia PureView 808. | sc essial product launches. The campaign received great ‘Marketing Idea (Marketing Initiative): Nokia PureView 808 primarily | responses with more than 4000 photo entries submilled, 477,364 addressed photograpry enthusiasts, gadget geeks and high-end | instances of engaging onlookers, clicks & uploads, 57, smart phone users. Marketin nvorsations created around PureView online. Nokia is one of the ampaign was, thus, developed around the idea that Nokia PureView 808 delivers the detail & depth | most cigitaly active companies and does not view digital in isolation. THE FUTURIST CMO 2012 \o AD MARKETER: HOMI BA Background: Pepsico India, as part of its f on sports as a theme, launched a football league format called Pepsi T20 Football The tournament was ated for amateurs to participate from around the country culminating in a grand finale, PepsiCo India saw digital playing @ ertical role in creating @ positive buzz around Pepsi 120 Football and translate into on ground consumer participator Marketing Idea (Marketing Initiative): The campaign as planned 7 cities with teaser adsivideos (including Ranbir Kapoor's TV and International Fi Indian fs TVG)) in the monthe of March, April and May. The advertisement campaign was ‘ol cgamas (in a knockout format) and eve months and itball Star vs «by registrations an city final tually Game Changer grand om) supported by finale, The website change ‘apps on Fac ild the intial hype. TVCs, Flashmab videos going viral on YouTube, downloadable apps on ebrties ani tweetuns in o 8 interviawing ht alive the on ground experience to online auc rand finale was broadcast on Pe city or 2. The osi India's Facebook lab and was Ive st ymedl on phones. In addition, the digital evangelists. actively engaged epsiFootyFinale ma across blo \ged to trend both nationally and worldwide. rs, pholographers and tweeps. Digiratti impact: Popss 120 Fi fon ground and platforms. F on Twitter and sul also found growth acros ;2b00k earned 1 million naw fans, followers double bers tripled on Youtubs CONSULTANCY SERVICES Background: In 2 c1 f the key factors that pend With the gl ced industy like IT services and consulting, one sontributes to better brand re equity is marketing and rapidly changing pariners (and possibly new o help them navigate to a more certain future. From a corporate brand y ina state of thx technology, organizations expect their existing o be more nl, proactive and perspective, the objective was to diferentiate Tata Consultane Son itself as an organizatio wat it would take for ther to su (TCS) trom its fan and MNCs) and toed the ol lants' business and 20d in their market. Marketing Idea (Marketing initiath TCS invested in creating res 9): Over a period of 12 months, lobal sinesses such as illustrating the impact of technologies Tike cloud solutions on business processes and its TOS realized that while there resulting benefits fas enough curiosity around cloud, none of the research materials deeply explor different business fun affected by it. Subsequently in 2011, TCS conducted an extensive st ily on how 600+ primarily large companies were using applications in benefiting trom them, TCS, thus, launched a campaign using rese: digital campaigr dedicated microsite which included a point of view do ch data including the above cloud focusing on the res ich study by wi sument authored by the CEO, was promoted across Web (display, content integration ane yunity Targeting (prose Video (usa of hig channel) ‘andsets, apolications fed the ‘as a thought leadership hub, premium profassional networking websites), impact video units a bran: is). The second stage of the camp creation of wwwtes. eral which was also promoted ext psively across similar channels and media. destination was a repository of key TCS insights from ‘across industiies and geographies in the form of case stucies, white papers and customer testimonial video ‘THE FUTURIST CMO 2012 tti Impact: Competing in. an increasingly commoditzed market makes ital he more important for an organization Ike TCS to clstinguish ise frorn its peers. TCS demonstrates its knowledge ‘and expertise in helping organizations achiave their business results Background: Tupperware, positioned as an aspirational, Ifesiyle brand of kitchenware, was known among 64% of SEC A/B fernales in the age group of 22-55 years (Nielsen Survey, Jan 2012). However the life changing business opportunity the company offers ‘exclusively to women had never found the Imelight, The Tupperware business opportuni financial independence, but also provides systematic training and support thus making them more confident individuals. The challenge ‘was to highlight the empowerment aspect of the company and have more women take up the Tupperware business opportunity as a result of the campaign. The long-term objective was to change the perception of the company as one that empowers women from all strata of the society not only empowers women by giving them Marketing Idea (Marketing Initiative): Tupperware India developed a ‘She Can You Can’ campaign keeping in mind the curent and potential buyors and business associatos/aistibutors (SEC A.B, 25-55yts, woman). The campaign showeased stories of women who achieved the'r dreame and also empowered many more on the ‘way; stemming from an insight that women tend to leam from each other whethar it's a new recipe ar a new hobby. Aiming for a balance of reach and engagement, Tupoerware adopted @ mull-pronged and also invests in new technologies to be ahead of the game. And anintegrated digital campaign helps create visibly and encourages lalogue with C-suites of international organizations through mobile, Video, social media as has been evident with TCS’ Cloud efforts TUPPERWARE Leary LEAD MARKETER: ANSHU B eae a ae strategy with @ mix of Print, TV, Events, PR. and Digital (including Mobile). While TVCs and Pri ‘campaign and provide reach, digital was used for conversation and building engagement. The digital campaign translated into an independent —_site._-—‘TupperwareSheCanYouCan.com, a YouTubeChannel _wanw:youtube.comMtupperwarescye success stories trom various walks of Ife), a 600,000. strong Facebook presence to create viral publicity of the campaign (also ‘segmented advertising and use of apps) and promation on Linkedla (using tools Hike home page roadblock, inbox roadblock and 1.0, pectic for working women) fads were used to announce the (inviting Digiratti Impact: “She Can You Can’ campeign effectively used the interactive nature of digital to achieve offine conversions. Qualitative research results before and after the launch showed just that — key takeaways ftom the Ad as “Tupperware empowers women’ and “Tupperware provides business to women’. The digital campaign also generated significant number of SMS responses and web leads with a high percentage of qualfied seeking business opportunity. Reach on Facebook went up by 50% during the campaign, fan count increased by 20% and people taking about Tupperware by 25%. A similar improvement was seen in website traffic and YouTube views to. HCL Technologies - “Employees First Customer Second” CADBURY BOURNVITA = =m ddd A Green Initiative Campaign Through Facebook SRS SSSRSSR SSIS We “Cromer ae Duo is Doe VL eee CADBURY BOURNVITA Background: Cadbury Bournvita has been an enduring symbol of mental and physical heath. Based on the mental endurance, Cadbury Bourvita Quiz Contest (BAC), India's oldest and most famous quiz contest began is journey on April 12, 1972 0n radio and then moved ta TV The iconic quiz show was watched by generations and has since been the country’s longest running quiz show. However, n 2006, because of plummeting TV ratings and advent of sonsationalism in TV content with realty shows, the show was pulled off air by the TV channel. The challenge was to give the show a second lease of Ife by bringing BQC back on a leading TV channel Marketing Idea (Marketing Initiative): The strategy Bourrvita planned was to evolve the patronage into mass awakening through a social movement urging to bring back intellectually rich content on ‘TW.ltstarted off as a fan initiative with a well-wisher of BGC launching an initiative on Facebook “Bring BGC Back" asking for the show's tum, and it con became a fully developed movement. Eager fans ppostad their favorita moments from the shows and to keep the members involved, the page administrators began their own interactive quiz. More than 250 bloggers picked it up and started Background: The marketing objective was to make Coca-Cola the frst brand choice among teens consuming carbonated beverages in India. Within India, Coca-Cola was Sth in its category behind key competitors such as Pepsi. With over 23% of the world's teenagers Iving in inal t was important for Coca-Cola te reposition tsa as the number one choioe for teens consuming a carbonated dlink. Music is a key passion among youth as evidenced by the high rates of digital content downloaded from music sites, and consurmedishared through the ubiquitous mobile handsets, mo’ players. The brand ambition was, therefore, to create a unique Coke content platform that would engage the hearts an minds of Indian youth and postion Coca-Cola as their number one choice. writing about the movement in their blogs. Celebrities on Twitter noticed the movement and started their own tweets reuesling the relurn of the show. Fans uploaded UGC candid videos on the need for intelligent programming on TV. Digiratti impact: The movement on Facebook acquired 160,000 fans in a short span of four months with users posting one-liners tke ‘Dont be stupid, bring BOC back’ which were then converted into bbannars and badges on the page. Followers went ahead and started putting these banners up outside schools across the country, The movement got the celebrities attention and caught the eye of the old couizmaster of the show, Derek © Brien, who also joined the movement. He decided to approach Cadbury following this massive plea from 8QC fans. At the same lime, Colors TV was taken aback by the mass appeal the show had, even after il stopped airing and approached the Indian Head of Cadbury to bring the show back on TV. Amidst much fan fare, Cadbury officially announced the ‘comeback of the show on Colors TV. The biggest result was the show being called back after a hiatus of 4 years with huge fanfara, bringing the season of quizzing tack on Indian TV, Ley ‘Marketing Idea (Marketing Initiative}: Coca Cola India cteated ‘Coke Studio’, a platform that brings axtists from diferent worlds on to the same stage to create a medley of sounds ~ traditional and contemporary. They created one-hour contentich episodes on MTV showcasing the collaboration of diverse regional and mainstream artistes who explored and celebrated the depth of musical civersity cf India. The content emerging out of Coke Studio was extensively promoted and cistributed across digital platforms. Special content lke “making-ol, ‘sneatepreviews’ and ‘celebrity endorsernents' featured on the Facebook fan page, YouTube channel and the cokestudioindia.com website, Facebookans voted on their favourite songs and a special episocle was aired on MTV comprising their choices. Tie-uns with e-news portals an music sites f led by heavy online promotions and user-conversations on Twiller saw th content get discussed and consumed voracious. They also enabled exclusive jont downloads through Bk-Fi ho ots at 1500+ youth hangouts across the country and full songs across premier IAP sit, tals tke Nokia OV, tunes apart from the Digiratti Impact: This was the first foray for Brand Coke to build @ ith The inte rmusie and eng 'sumers through freshly and served content the approach te Background: Elsevier Health S: market thal is niche and is s "5 operates in an academic activity. Any In must be very sulle aligned with their silve to any marketing iitiative/carnpa Je partner to the medical and scientific ob optimizing marketing spends to maximize retuins ensuring active image of a knowl fore, the challenge continues mmurity, Th engagement with end consumers. Marketing Idea (Marketing Initiative): Eleovier’s audience includes ing medicine, dentisty & nursing in the academic nis stu side and practicing doctors in the nor-academic side. Elsevier stays mmunity through Fac and surveys, and actively seeks product in touch with its k an ) about 98% share of engagement as compared to its peers Background: Described as the "most mo philosophy” by Fortune, ) deta the the organizational London Business Schools as a case stuy and profiled in a book by HoL's management Second! ny & inverted ‘Employees First Customer invertional str tin Haver amid uaside and Harvard Business Publishing, EFCS is key reason behin planning and d dia choices, alll to virally The Coke Studio engagement exceeded expectations in Fan YouTube, energy behind ‘content driven corwersations across the digital platforms. As a spillover effect af the campaign, C 1d 12% ease in brand owt ofthe campaign f content and engagement on an unprecedented scale. ims ofthe nase, engagement scores, views on 2 Cola India experian fo, 37% increase in brand trials and 17% that drink lumes in ‘non-season’ busting the cate onsumption is skewed durin peak summers. HEALTH SCIENCES Elsovier has managed to create India's lar community. Elsevier tapped the power of online ions from the student community to be associated with seviet, They also organ an All India Campus Quiz targeting MBBS students, a yearlong camp; establish as the student back P ion to help . The dof the campaign i¢ completely managed online with community's partner of ct motion and engagement on social natworking sites. ith Digiratti Impact: mn and revenues up (as compared to previous year), Elsevier has found motion caste significantly value in ther cigital effort 1 will be launching a cigital product ical students bas con their f pack, HCL TECHNOLOGIES OT Gals GaN Tennis VP & GLOBAL Hi Nie Pomisci {ural & organizational transformation. The ity and radical nature, HCL Technology face phy and HC te the phil ths phi communicating Technologies felt a need to hy ina simple lrstand, engaging and can be ts for HCL ‘ormat that is universal, easy-to-u ch, allthe major Marketing Idea (Marketing Initiative): Being a large organization | m ss across 26 countries, EFCS had di Jia channels - Youtube, Face: ok, Twitter, and corporate Fag h & Display, YouTub ay & instream) with 84, pe 0+ ery site. The minimal aid marketing tactics i Promoted T le Sei Video that | (in-search, in-slate, in-di 3s for various stakeholders. The need for ulled in creating Employees Fis! encapsulated the core spirt of Employees First philosophy. HCL was Digiratti Impact: In addition to effectively communicating HOL jokiers and nurture brand advocates looking fo engage their stak ‘Tech's philosophy of Employees First Customers S: grated digital campaign. Internal JHC pners in al HCL fac ‘Spread the Word" contest was launched on internal © gainer over 2 rnillon views in less 1), daily newslatter rate websita (wawh itios and screensavers ‘rom social media referral sitos and 28% of thaso visks identi tals trarn 2000 es. Its also believed forking site - MeME, encouraging em; that the camp: Facebook, Twit db has gained a #1 position on princip book and this helned employees evolve as our bra ‘& YouTube amongst their peers ambassadors taking HCL's philosophy to the'r social n geen eg works and ensure a viral reach, External campaigns wi gh social Background: On an av Kamiaka Stale Ri le commute on | initated by revamping the existing website and making it user Growth Junglee's grow ‘comparison to the other brands who all registered mic-low single digit growth rates. Its not Ike Junglee’s growth has been sporadic ‘ther, it has been consistent week by week since it launched. At the current growth rate, we can expect Jun Indian eCommerce store on Facebook by Christmas. hi: a2 in the last 30 days has been quite stellar in lee to be the most popular 10% 1.80% a) a FupcaRT — sMAPDEAL vunLEE aoe Yeam > Engagement Having lakhs of fans is great to boast abou ‘media, but anyone in the industry knows that getting your fans %0 to people outside social engage is te most important thing. Unmetrie calculates an jagemant score based on the number of Likes, Comments, Shares and estimated Impressions that each post gets. Junglee is leading the pack in this metric thanks to the high number of sharos they are gelting for each post they make, Desoite pivoting trom ing a daily deals site, SnapDeal focus much of the'rattent Facebook to promo leals which is not engaging fans as well as other brands ~ a case of going overboard, perhaps. THE FUTURIST CMO 2012 \e CT ae u a a ll a) a = WYNTRA JUNGLEE —JABORG YEN FLIP SHAPDEAL >> People Talking About This The People Taking About This (PTAT) metric is Facebook's way of judging how well a brand is engaging with fans. On average, Unmetric has found that most sectors have @ PIAT of around 1-2%, hia EU) PTAT. MAX MIN thd suNgLEe = 380% = 6.99% = 297% TNO = 840% = TATK = 2.01 Ye 180% = 2.05% = 1.19% ‘SAPDEAL 180% = 2.87% = 1.23% wna 130% w BAK 8 TAK FuPCART Anything above this 's evidence that a brand is doing something exceptional. Since Junglee is achieving consistently high engagement scores on ils content, i's no surprise to see them leading the field in this metric - and by quite a distance too. Jabong and Yebhi are also performing well with average PTATS of 3.6% and 3.4% respectively. Fipkart is struggling to engage their 10 lakh fans with only 1.3% of people taking part in the corwersation > What The Brands Are Talking About. Most brands on Facebook have realized that to get e they need to post pict However, some companies are belter at this than others. The chart below shows the aggregate content strat doals and otters help to drve sales, t's probably no surprise to soe ¥ for Indian eCommerce brands across Facebook. Since brands are posting mostly in this category. Contests also get alot of aitention from brands, but what realy drives engagement is photos, Al the brands are leveraging events and holidays to drive up engagement on their pages. We are also looking out for any Corporate Social Responsibilty (CSR) but the brands we analysed either don't do much CSR or are very reticent to tak about i. ENGAGEMENT SCORE DEALS /Orres| WEnsiTE PONTE Id W cesT cuisTiON OCCASION sreciricaEALs * THE FUTURIST CMO 2012 ) When Are Brands Posting The Internet is a never sleeping, always on medium which is why it ye see a brand adhering to a sic 9-5 posting schedule, The chart here shows that even the savvy ecommorce companies are preferring to post Monday to Friday with significantly posts on the weekend. In our previous studias, we've always fat posts on the weekend racelve more engagement an average than those during the week. Posting at fon the best day means that a brand's ot surprises us when 1e correct time and tent is more effective as more people have the potential to see it. Ce) FEZ POSTS ENGAGEMENT SCORE TwEsDAT 1 Hy WEDNESTAY | fauna Ce ‘SATURDAY HT} A iv > Positive Sentiment ‘eCommerce 's stil n the nascent stages in India wi ing ust 2 % years old. T be ironed out with inver the average re are plenty of kinks that need to billing. The bar vee oldest tory, delivery and players in this industry have t posts 0 page. This could be due to ensuring that thelr customers get timely deliveries and the return and rotund policies are robust and work seamlessly. Jabong has the lowest postive sentiment out of all the brands burt they don't allow fans to post directly on their page. ‘most positive sentiment from fan their experience in iii 18% 33% 0% 26% 18% ve Fura EL JUMGLEE —SHAPDEAL JA > Gender Divide In Inia, social media is a male preserve. This is the opposite to America, Europe and Australia where th gender divide Is more than not, brands have more female fans, ‘The graph below illustrates how expansive the gender gap in India balanced but more ofter really is. Myntra, a clothing focused online store, is the number one brand for men in India - an indication, perhaps, that man wil simply wear anything without even tying it on i SENDER DEMOGRAPHICS _ (trong 1 3 WYNTRA 12 ry SHAPDEAL 1% ry iu 08% 30% TLUPKART i Et Yeu THE FUTURIST CMO 2012 \s Out Playing Flipkart ‘When it comes to sales and! visitors, Flipkatis stil the big daddy in the sector, but on social media, the smaller, nimbler players are asserting their dominance. Junglee is a complete new comer, but in just a fow short months has managed to amass over 6.5 lakh fans and is stil growing at an astonishing rate of 31%. When it comes to engaging those fans, Flipkart appears to be struggling, getting only 1.8% of their fans to engage. Even when the fans do engage, its ‘most likely to be with a Like or Comment which doesn't have the viral reach of a Share, On the other hand, Junglee's content strategy appears to be paying off because they have been consistently engaging 9% or more othe fans. The engagement 's worthwhile too because so many of the fans are sharing the content which helps extend Junglee's reach even further to Friends of Fans, This amount cof people sharing Junglee's content is rellected in their engagement score of 88 compared to Flipkan’s engagement score of 21 About the Author: Peter Caries a sel proclaimed data junki, social media addict and an all round infemet geek. He heads marking operations for Unmet, a social media benchmarking compary which provides compettive inteligence for global brands and answers the questo ‘ls that good?” a | nage Courtesy | DESIGN PARTNER FREETHINGRS ee : * www Jreatninkers.co.in another of the that has made this fees in their retail stores as much as \. The raises are based on worker performance revie ler this year, and 8 0 has ped into any Apple 18 around the v ile our stores are fantastic and our products are am who make the dite retall experience, John Bro stage in Apri Apple's new retall chief Jared when he took the cit trat 32 is uniformly high mattar if you step into a store in Munich or Manhattan. Like Agple products, Apole staff endl. They actually know (and care about) what they're taking about or theyil find someone who a contributes to making Apple's fac time a largely pos! serionce, and Al of which vface makes their storos performing retail spaces in tha world. 18 to Browett for ing credit are due. king charge and raises — where they Dominos, the al Ann Arbor, pal pizza chain based in 1s also been making changes since Its 2008 brand relaunch. Sewing a wildly divergent audience spanning 16 sumer market a the pizza to your a a retail experience was nonexistent. Time for a change. HOW APPLE, DOMINOS, DELTA AIRLINES RISE DESPITE SLUMPY ECONOMY ura) Gee te er ee ea eee Teor eee coe cc Ce a ee cae ees ee eee eet Oe See La Cee a ene ee a Ce en ea a ee} Seen ue UO eam ee Peete ee een ee eee Cee ue Ret nee ete tetrad Rn ie ee ae ee Eee an ay ey Ithas been instrumental or Dominos to promote those efforts to franchisees. In May of this year, the company invited 4600 people from 56 markets around the world to rally in Las Ree Mee eC ni as ae CE Cae “One of the things that Dominos does extremely wel is create a ‘red thread! — a continuity plece, thal brings everyone in the organization together with the brand or experience” says eet ae ee ee ey Ge eae en es car Meee 1 at Geert a Se Me un Ro Tae ei ei ene eee ema aS dee eee pee ee EE ee en ee ener Teese ee ee ey ea) ea eee Cee eee oe eta a eee Se eect ce a mete sensory Cota ee a oo eke ce any RRM OE mee iets tai een ae ee Rett een ee een Pea ct ea i ome ee ee ee) errant ah Delta spends hundreds of millons each year across the board to promote online senices, pee an ede coe are terminal, and stay relevant for today’s Se Se ee ce ee ee) released its Top 10 Aitings in North Amorica report, to announce that Delta beat out rivals —_ DOs mC Seno ieee ccd ea ee Crea) TE mao Cees “yf ‘THE FUTURIST CMO 2012 IT + MARKETING: INNOVATION THROUGH COLLABORATION IN B2B SOFTWARE COMPANIES By Julie Hunt IT+Marketing: Innovation Through Collaboration in 828 Software Companies Ive read! a lot of articles and posts that have ciscussed various aspects of the uneasy relationship (in many cases) between IT ‘groups and Marketing groups. The people and process side of this ongoing stuation [puts me in mind of the obstacles and needs for the adoption of a collaboration culture in sottware companies. For the purpose of this article, collaboration means: talking to each other, listening to each other, analyzing and planning in concer, presence of mutual respect ~no silos, no turf wars. Good intent, good communication -- bi-cirectional and legitimate, The kind of enterprise collaboration where teams work together for common cause: business success, growth, innovation, getting the work done wel Whether it's dubbed "IT working with Marketing’, or “Enterprise Collaboration’, upper management has the same responsibilty to encourage and sponsor all types of necessary and differentiating collaboration to achieve business goals in ‘ways thal are better, faster, and smoother. Unfortunately for many software companies, upper management is not stepping up to enable and empower useful collaborations, Pariculaily cross-departmental. Upper management in this context moans CEO, (CFO, COO ~ all 00 often, the CIO and the MO are not accorded power over the Cecisions coming from these other roles. Ben Horowitz on the Business’ “Innovation The technology business is fundamentally tho innovation business. Etymologically, the ‘word technology moans ‘a better way of ing things.” As a resut, innovation is the core competency for technology companies. Technology companies are born because they create a better way of oing things. Eventually, someone else wil come up with a better way. Therefore, a technology company ceases to innovate, it will de, Collaboration frequently is a very good way for software company teams to not only work for company success, but to better innovate. Innovation in software companies should not only be about products ‘and solutions; it should be about how the company itself works as a thiiving and growing organism, how it empowers staff to be succosstul on tho company’s behalt Neither IT Nor Marketing Is A Monolithic Being Calling Its Own Shots.. Contrary to popular belief, the “modern” IT ‘group did not spring up fully formed as an autonomous entity. that makes decisions in a Obviously an exaggeration, but think a ot of people have this nation in the back of their minds when considering the role of IT. With a startup, the IT team may be more focused on digital infrastructure hardware, telephony, internet, internal systems. As the company grows anc citferent kinds of employees are added, IT ‘grows too. Ifthe software company IPOs, then the TT group is heavily involved in compliance, security, ensuring always-on performance, and so on. Internal systems may become more complex and numerous, employees ‘more virtual, hardware and infrastructure demands more sophisticated. Froquontly the result is that IT groups bacome silo’d, but usually not by their own dosign, Upper management sets the agenda for IT groups and usually holds responsibilty for the Positioning of IT as separate from the rest of the company. In recent years, most IT groups have eullered through significant staff cuts while more has been piled on the remaining stat ‘THE FUTURIST CMO 2012 \ Upper management then expects instant change from IT to better support the business — without sufficient resources ~ and particularly without a strong collaboration culture in place. Marketing groups are in the same boat as IT regarding who decides their destinies, Software companies in startup mode have a history of adding Marketing functions in haphazard fashion. Many startups sill look at “marketing” as something to slap on when the sales team heeds more help finding buyers. The reality Is that for mast software companies, Marketing is an important component of the Business, just as IT is. But too often, upper management misses the stratogic ‘opportunities to do it right - to build teams working together, instead of separately and frequently in confit. Strategy, Business and Tech IT has been the target over past ‘several years in companies that rightfully want IT to be more aligned with the strategic needs of the business. IT has receved black marks for not moving ‘uickly, not feeding innovation, and so on, Balance this criticism of IT with the realty that upper management usually has a big hand in the current state of IT affairs. Etic Brown frequently addresses the future of IT with a strong dose of eal What's missing in mast of the articles I've run across about reinventing IT or changing IT 's the effect the Business has had on IT. You can't really reinvent or change something Unless you know the haw and why behind: the creation ofthat entity in the fst place. at the ond of the year, the grades are handed out Sometimes IT falls. Sometimes IT overachioves. ..most timas, IT gets a barely passing grade. Is this barely passing grade (or fling grade) due to incompetence or mismanagement? Most times i's not...most times i's due to changing priorities that aren't clearly thought through andor communicated throughout the organization ‘And who creates the constantly changing priorities? Upper management Harvard Business Roview also weighs in on the future of IT The authority and responsibility for Tenabled business outcomes needs to be aligned. The CIO's dilerma..is. the challenge of promoting innovation while increasing etticiency. IT is in the untenable postion of being held responsible for this ‘even though their business partners control the decisions that impact their abilty to do so. IT governance is really business governance. In many organizations, IT has led the way in implementing governance ‘over ctcal decisions related to strategy, business architecture, investments, change, programs, risk and sourcing. Over time, organizations have realized that decisions in thase areas need to be coordinated across the enterprise and have elevated and consolidated these activites outside and above I. ‘This isnt your grandmother's technology. “Technologies for collaboration, business inteligence, and customer interface all require experimentation and eration’ and a hands-on relationship betweon workers and their technology. Inereasingly, the technology necessary to assemble, deploy and operate technology will be provisioned by external providers freeing up internal IT resources to focus on the meaty issues of coaching users on how to exploit the technology and ensure horizontal integration, security, continuity, and porformance across. the extended enterprise, Marketing + IT <> Business + Tech For many B28 software companies, Customers are now Buyers, many of whom want to drive the relationship and buying cyle, moving sharply away from the former salos-toam-focused cycles. The customar experience with the compary has gained imporance; many company-centric, processes must glve over to processes with a slrong customer focus. Both Marketing and IT have important roles in customer ‘engagement, with marketing technology ‘growing in sophistication and variety, But in most companies the IT gioup carries the wy ‘THE FUTURIST CMO 2012 Adaitional responsibilty of working with rrutiple cisparate intemal constituencies, “with priorties determined by project portfolio management, intemal poltics, and by Cecisions from upper management When IT resources are not easily available to support time-sensitive initiatives, marketing groups have frequently implemented their ‘own technology solutions as a form of Shadow IT. New approaches to offective customer engagement lean heavily on cloud/SaaS based technologies that are fast fo set up and use by nondT stall Unfortunately a significant side effect of not including the IT group has led to problems: new data silos, separate operations. and analytics ~ lack of integration with other systoms in the company, As cited in a recent post by Cheryl Burgess, the current and frequent state of fingecpointing and lack of mutual respect between IT and Marketing is summed up by Chris Murphy of InformationWeek: TT sees marketing as looking for shortouts, shorteuts that will come back to bite the organization. Marketing, meanwhile, soos IT slowing them down, not delivering on the operational basics, and not understanding marketing needs Burgess aso points, to an Accenture-sponsored study involving over 300 CMO's and 800 CIO's that presented this view of Marketing + The CMO Counc! believes there is a global imperative for markoting and IT organizations, which too often have been polarized and adversarial, to find common ‘ground around the business of innovating more efficient, effective and measurable ways to target, acquite and stay intimately connected to customers, The need for greater synchronization, partnership and collaboration between these two groups has never been more critical to their mutual ‘The Marketing Technologist: Success More Likely With IT and Matketing In Collaboration Frequently, companies gain better paths to innovation, collaboration and competiiveness with the presence of business-technology hhybrids who span departments and leverage ctoss-team expertise. The demands of innovation, meeting customer needs, and rapidly changing solution markets are challenging software companies to work much mare quickly and collaboratively than ever before. ‘An important hybaid is the marketing technologist. Scott Brinkor has published an extensive ‘and well-crafted piece on the rise of the marketing technologist, describing “technology-powored marketing” where “Marketing must take ownership of the technology in ts domain". Some of Brinker's observations on the marketing technologist nybric ‘As marketers, youre already responsible for the outcomes based on such technology. The accountabilly so widely promoted in digital marketing has you in the hot seat for resuks Its only sensible thal you should have full control over the means and mechanisms to deliver those results ‘You must bo the dtiver of marketing technology, not merely a concerned passenger. But it ‘you dont have technical depth, who can help you navigate? ...1 propose a new ole in the ‘marketing department: a marketing CTO orchiat marketing technologist. The mission of the ‘marketing CTO is to provide that technology navigation, Brinker makes the case for highly functional collaborations between IT and Marketing: technology decisions and marketing strategy are intertwined. You cari address one without impacting the other Brinker also profes the ‘3 Spheres of Marketing Technology’ “All these technologies — the cones wo buy, the ones we build upon — can be catogorizad into three overlapping sphores" Customer-Focused / Technology-Driven Marketing: Attract More Buyers. THE FUTURIST CMO 2012 \e 12008, Boor & C of the growing integration of marketing strategies with technology, "Not Your Typical Mecketing Campaign - The Next Wave of Technology-Driven Marketing’ pany published is view Next-generation dlrect marketing demands a frontte-back rethink of the overall IT architecture, with tho ultimate goal of better Understanding the customer... In the past each channel would feed information individually into the backee customer relationship management (CRM) and enterprise resource planning customer systems fansactions and held much of the customer data, Using the new architecture, all of those channels now al int al processed connect to a ot ated engine. This, cngina, avallable throughout the network mediates between channels ans customer data and backond processing The central campaign engine also contains the the business rules that govern every interaction with every customer The single most critical innovation, however les in do ng away with the typical silood channel-specitic architecture on wich mos current direct marketing anc camp technology depends. No customer-centric rmatketing etfort canbe truly successful the technology is stil organized around interaction channels, rather than those alkimportant custome interact with the business through muttiple nals who naturally Each stop of the way will reauire the will 1288 to rethink your overall marketing strategy, scesses by which you plan and cary out each campaign, and the tactical the IT tools you need, You must develop the skilg required to design and execute analytic campaigns and, of course, you wil eed to bulld the technologies to enable those campaigns. Most important, from beginning to end, the 10 and the CMO must work pattners to design, build, anc test the expand it jut your company. necessary infrastructure, an step by step, throug Marketing Technology + IT: Marketing ERP? Looking at the transition ‘rom channel silos to @ more integrated marketing nology platform brings up the notion of Marketing “ERP* to provision, manage and analyze intiatves supported by markating tech. rom the Booz & Company paper: the diagram below could suggest a path t P platform, Also be sure to note the transition from channel silos on ke, to a mo integrated marketing technology platform on righ oa Marketing In marketing has been increasingly to various software systems for content (WCM, ynologye-criven, relying on marketing management platforms, analytics (multip WEM, DAM), BPM, VMS (vertical marketing system), social media, lead gen, mobile/mutichannel management integration processes, other reporting fe could also throw in MDM, CRM, datalapplication BUT-al this point incorporating the Nor is creating a new software category going to help, 12 answer to building out highly ef nology systems ch atthe situation, of Marketing and IT is not found in throwing more t ‘A botter approach isthe enablement and empowerment of IT and Marketing working as true collaborative partners, whare upper management fully supports the elimination of silos and = CUSTOMER CUSTOMER MARKETER, mm MARKETER, aT aT ‘tees up IT to work on strategic initiates. Software companies stil have lots of people and process matters to figure out frst. Innovate how the company works together as teams with common purpose. Collaboration ot lure can lead to and encourage innovation culture, both 188 and compative agity. of whic! an lead to business suc: About the author Hunts an accomplshed sofware Inusty analy providing compettive sights. Her 20% years as a software professional range fom the very technical sie to ymer-centre workin solutions cansutng, sales and marketing. Courtesy: rebog aio naling cam eprosuced wh pemieion) THE FUTURIST CMO 2012 NG ARE YOU READY FOR THE MOBILE WEB By Srinivas Mothey 40mn users browsing internet on feature pphones, Smariphonas and tablets ie a huge potentialaccarding to Rajan Anandan of Google India, and that means it's important to have an effective mobile website in order to stay competitive, While mobile apps can create a hight interactive online experience, they aren't a substitute for mobile webs browsing. Apps sill require an initial software download. Te mobile web is everywhere If you don't have a successful mobile website today, start putting in place a mobilization strategy. We have covered 5 steps that will help you create a more effective platform for engaging with target audiences. Your site should be both functional and compoling, no matter if consumers access it at home, in the office, or on the go. 1, Don't Sacrifice Your Brand on Mobile Consumers build a connection to your ‘company through your online presence, making it important to reinforce your brand image whether they access your site through a traditional desktop web browser fr through the browsars on their mobile Gevices. Visual brand consistency is as important as consistency of copy and content. n addition, because consumers on the go often tum to mobile devices for instant gratification, i's crtical that your mobile site provides visual cues that demonstrate quickly that vistors are in the right place. ‘The most efficient way to extend your brand image across multiple site domains is to work with flexible presentation templates. Templates allow you to maintain critical brand attributes while also customizing layouts depending on the device your ste visitor is Using. Using templates efectively gives your company a consistent look and feel on the ‘mobile web, while also providing an easy way to adapt your site to different platforms, Key pointers: Reinforceyour brand image at every point on the traditional and mobile web. Give users visual cues that help them know they/te in the right place. Usp ‘loxible templates to achieve site consistency while still creating devico-speciic experiences. 2. Know Your Mobile Platforms How much you need to customize your site for ciferent mobile platforms depends upon your ‘audience and the purpose of your site. Your web analytics Is the best place to start the ‘ground. It wll help you to understand a, How many users are accessing your site through devices b. What are the operating systems c. Devices etc. Keoping in mind that there are sill iferences in screen sizes and supported wob browsers, i's a reasonably strightiorward process to create versions of your site that will satisfy a significant majority of mobile visitors. In fact, a large percentage of companies choose 10 target only the Java/Symbian- and Android operating systems with customized delivery. This can be a reasonable strategy For companies with premium, pald-for content, or for companies who otherwise need content available and optimized at all times, the approach to ste mobilization changes. You ‘must either have dedicated resources available for addressing new devices and software platforms as they launch, or you must partner with a company that can provide that service, Bo aware that specications vary not only by device and operating system, but by everything from screen size and orientation to supported streaming media protocols. Key pointers: + Reach most mobile users by formatting content for the JavalJ2ME, Android and iOS platforms. + Recognize the need for significant dedicated resources to target a wider range of platforms. * Consider partnering with a vendor who can keep up with evolving mobile platforms and requirements. 8. Take Advantage of Tablets Mobile devices vary widely in their capabilites, from the media they can support to the types ‘of network connections they offer. However, that doesn't mean you should sacriice style or function just to meet the limitations of the lowest level platforms. For consumers, the more a ‘mobile device can do, the higher the expectation for a rich and rewarding website ‘experience. The growth of tablets, stating withthe iPad, Samsung Galaxy and other devices has created an entirely new mobile dovice classification. Tablets offer a much more ‘advanced platform for delivering rich, interactive content than their smartphone counterparts, Take advantage of this by providing consumers with a mobile site experience that plays to these strengths, yet can be gracefully tallored to target the larger smartphone audience thal exists today ey ‘THE FUTURIST CMO 2012 Key Takeaways: + Expectations are higher amiong consumers Using more advanced mobil ices. + Tablets support a richer, more interactive browsing experience than traditional smariphon + Device detection technologies make it possible to target phones and tablets with different ste experiences. 4. Use a Single Source for Content Feed your traditional site and your mobile site with content from a single tent management system. | everything Ives in a centralized database - text and mutimedia files - then you only need to create and undate content once before sending it out, as needed, to dtferent locations. This approach helps eliminate errors and inconsistencies, while also making it easier to flter and track content as your library grows. By separating the layer of your site, you also gain flexibility make broader and faster changas at the ally optimize site layout without worying about the impact to or from ri presentation level. You nent supporting Using a singl content repository has advantages beyond website mobilization as wall. Sourcing content fom one database makes it easy to syndicate, share, and tent across mutiple. website cd device plattorms. However domains ar you can start with the same library of assets and build incrementally overtime. Koy Takeaways: + Use a single consistency + Separate out the content ley f your site to increase flexibly atthe presentation level + Lew o make it fage one content sour easier to expand acioss multiple domains and platforms, Always Deliver Performance tations for the npate the mn: Just as smartphones and tablets have raised consumer exp ile wa, s0 00 haw s. It may be unreasonable le experience 0 deskt sing on a fixed broadband network, put consumers inereasingly expect near-parily of elween the two, The line between t improve site performa e traditional and the mobile web is blunting. Luckly, there are ways to 10 matter what type of network connection is in use. Acceleration the brows: ‘and network le ‘matically inereaso sito responsiveness, specs 19 Up the time it takes for coneumers to engage with your content both ont rompting them to take further act ork jour site can only perform as well as public neta trol over the you gain lent delivery pro e lo meet the growing expectations of mobile audi Key Takeaways: + Consumer expectations for site performance on any device are increasing as Internet connections get faster. ologios improve mobile site across ovary type 0 Rethinking the Mobile Web The mobile is often overshadowed by other communications priorities, and evan by the mobile apps buzz, Howe, er i's an online a that must » ignored. Smart marketers and agencies can't risk losing the growing percentage of their target audiences b no matter what mobile device and who are using mobile browsers on the go age them with a mobile ‘experiance that’s branded, cont Intemet connection they're using Let's get talking! 2 in mobile marketing (One97 can help you create an etfective mobile presen inderstanding your audie THE FUTURIST CMO 2012 NG TOP 10 THINGS TECH HAS CHANGED ABOUT VACATIONING sy-viains snama Mecaton for me has aivays been about disconnecting, shuting down, delegating the meetings ane cisappearing for a lite while, to recharge. My Out of Office message while | am on vacation usualy reas something ike arn out ofthe oie, with no access to ema, phone..and oh by the way, please dont bother sending me emails while | am out because | am not reading them and is jst going to clog my rox" Wellnot exact those words, but you gett 1 am unavalablyMIA for 10 days. also ratonatzo hs by saying fs important to sat an example forthe team, on et only howto pertorm but alo how to etch of But my recent vacalion to Croatia was quite different. Technology has really changes how we | vacalionlllThere vas wifl connectivity, mostly for free, almost ‘everywhere we went. Incliding on the beaches on the Dalmation Coast! So Facebook joined Us on) our vacation and ‘soon enough our friend and family were ‘getting real ime Updates and photos from what Isla we Were on and We were getting eal time \inputs 'op| what Yestaurants we ‘should try out in Dubrovnik from our ‘riends siting in London. We also no lenger cavriec around a ‘big bay everywhere we went because tne \iPhone \now replaced our camera, guidebook, \ map, phone, identification and reservation printouts. If they update the iPhehe with & wale? sipder ‘and sunblock sprayer, we would really not need anything else at all Instead of disconnecting, | realized we were more connected to the world that even during our regular work days. We wore online the’ whole"time! Wwe were ‘supposed to be offne. So | decided to ‘share @ lst on how | think technology has ‘changed how we vacation and also what | miss about the good old days of ore technology vacationing. Enjoy, and feel tree to leave a comment to add to the ist! 1, Online bookings based on traveler reviews, which are incredibly accurale most of the time. What I miss: No longer having the opportunity to vent to the front desk manager about how terrible the roorvhotels and therefore cart look forward to being doted on the next day with ‘teabies in my room tke a bottle of wine. 2. Wob check into got those coveted oxit row aisle soats. What | miss: Schmoozing at the ‘check in dask atthe airport to get ungraded on the flight {3 Facetime to check in with family back home while on vacation. What | miss: No longer having the excuse that its too expensive to call while in ancther county. 4, \Books to download the latest city guide e-books, mostly the tree ones. What I miss: Going to the bookstore and sitting in the coffee shop with 6-7 traveler guides flipping through and feading about the country we are going to visit for hours. Then buying the best one and writing on the margins and sticking travel memorabilla on the inside cover (e.g train tickets, museum passes otc.) 5. Twitter to keep up with the news while on vacation back home in the absence of a TV or ‘newspaper. What miss: Nothing. Ido this at home too. Ino longer suiaseribe to the paper or watch news on TV, 6, Facebook to post pictures and status Updates every evening before dinner so that you can. be anti social and check how many likes you got for pies during dinner *hint; dont. do this unless you want to upset your wife What | miss: Dinner conversation sas device distraction. 7. Tip to listen to all your favorite songs while criving a real Gar's6 you wont ave to endure the incomprehensible local radio stations that for some reason always play Btyan Adams - ‘Summer of 69. What | miss: Singing Bryan Adams “'Suramer of 68 atthe top of my lungs as my husband eringes. 8, [Pad to play the Scrabble anp or read the online Econorst by the peal. What Imiss: Water stained and dog eared books, magazinesvand boardgames that reminded us of the holiday they accompanied us on 9. Google Maps and GPS on your smartphone to make sure you never get lost on your road ‘rip. What | miss: Gotting lost on our road tip and discovering a beautiful vow or town that wasniton the itinerary, 40. Video) Camera on your phone to capture every crazy moment or story. What | miss: Keeping a travel journal that documents all the crazy stories because hey, why read the book ivhen you cariwateh the movie, even if the book is always belter than the movie. So technology fe great but there was a certain charm to the disconnected, low tech holiday ‘wasnt wiet@? Shave your topitech tips for vacation and also whet you miss! About the Althor: iginis currently Tedd: 18Ms Incia/South Asia Marketng, Communications anc Corporate Ciizenhip ef. 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ET CO MIE TO Bax she transparency that iL 1 companies havent consumer patensis met by increased THE ERA OF THE cae CMO now plays an essential LT role in aligning the company’s values with its brand promise “The companies of a smarter | ® wcwopectened a the chat Masatng tee Guanes of bb eos conned et asanse and not just “what we sel! giving ther firms a new degree of social intelligence and “Marketers can now use data to shape everything from how brands interact with ceustomers, to the products believe their profession is being transformed by “big data”, the proliferation of new mobile devices and the and services they offer, to the culture of the company itself By rethinking their profession, CMOS today are bringing ‘emergence of social media, more rigour to the ROI of their Anew kind of CMO is now adapting to these changes and is reinventing the notion ‘of what marketing can do. marketing investments and are proving that marketing can be less obtrusive and more personal, less of pitch and ‘@a CHIEF EXECUTIVE P CUSTOMER frst cutomers levels of customer visibility _ methods of engagement, more of a service to people and understanding—and are using data to create not just a___than ever before. To join Fit Teese Bank ach FROM MILLIONS TO ONE. sane gens s with every interaction. or #CMO 4CIO on Twitter. lets marketers understand them not just as segments, THE DATA OF DESIRE but as actual individ EMOs used co ty to shape LET'S BUILDA Forward-thinking marketers customers’ desires; now theyre SMARTER PLANET. are connecting the universe actually learning how to of transactions, social, service predict them Sophisticated and seach data to build new analyses help them take a Aig parca sing nays oie sales by oping pra plcnto th ae bed ‘experience and create new ‘sm mandi nd pro ole. holistic view of the customer

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