Stratifesto
Our passion are what drive our strengths. They are what makes us lose track of time. Gets us into a flow. It's what encourages us to keep going even when all we want to do is quit. It's that moment when our heart races and we're on a high, the thrill of discovery. The feeling of being blessed, knowing we are doing exactly what we want to do in life. And that grateful moment, like we are beating the system, knowing we are getting paid to pursue our passions.
Here are my passions. Maybe they're yours.
People
I strive to explore and understand human motivations. Why do we do what we do? Are we more similar than different? Is there any rationale to our decisions or is it all emotional? An excel chart full of useful data is like a light in the dark; qualitative, honest one-on-one interviews like water in the desert.
Culture
We are the product of a specific time and place - of our background, of our upbringing. Of "low-brow" cultural influences and "high brow." Of music, of film, of celebrity and of ethnicity and religion. Of politics, of climate change and the economy. What a beautiful, sometimes frightening, often hopeful world we live in that I have an insatiable appetite to explore.
Brand Building
An intangible set of values, of unquantifiable worth has the power to pique our desire. It's that allusive set of behaviors that makes us willing to pay more, a tone of voice, design and overall experience that tickles our senses. It's that element that introduces us to likeminded people, makes us feel like someone else gets us. A club we are proud to be a part of.
Transformation
The only thing constant is change. How thrilling to offer clients a new perspective that is a catalyst for change? A website design that turns a sales-led business to digital-first, consumer-first. A campaign strategy that inspires action through doing versus saying. A brand re-fresh that better reflects the cultural shifts while retaining the brand values. An innovation that is mutually beneficial to the customer as it is to the business.
Storytelling
Have you captured someone's attention? Made them actually feel something? Have you brought an idea to life through imagery or film? A compelling story has the power to convince people of your point of view. It can get clients on your side, consumers in the door. What a powerful tool strategists have at their disposal, one that I love having the opportunity to continually hone.
The Lewis Model - Cultural Differences Simplified
I came across this while working on a global project. I'm sure anyone who's traveled outside the U.S. or spent time with people from outside the country will notice that there are distinct differences in how people behave. Do they tend to seem warmer? More emotional? Rational? Impulsive? Or respectful and hold tradition over everything else.
How Brands Are Built In The Digital Age
This winter, I applied to the Admap Prize 2014 through WARC on how brands are built in the digital age and was shortlisted. Here's my entry and thoughts on building brands in the digital age.
Approximately two to three times a week, I purchase my morning coffee at a charming French café that’s slightly out of the way on my morning commute. I allow myself this small luxury, despite owning all the necessary requirements for home-brewing. The moment I step into this café, I am magically transported from the realities of fast-paced New York City to every American’s romantic notion of Paris. Furthering this illusion, I am surrounded by elegant French expats energetically catching up after dropping their children off at the Lycée Francais, ordering their cafés and croissants. As I approach the register, the refined Scottish barista, Andrew, greets me with a familiar hello and how are you, already knowing my usual order. I am not just a customer, but am the mayor (according to FourSquare). And this café is not just a caffeine and gluten–dispensing establishment, but a well-curated experience. Every employee, cake, cup and decoration has been specifically chosen to appeal to a particular customer. Impeccable service and friendly employees engage customers, while goodies like imported French treats delight them. It’s no surprise that I am not their only loyal customer.
Frank Rose points out in The Art of Immersion that “[The Internet] is the first medium that can act like all media—it can be text, or audio, or video, or all of the above. It is nonlinear … inherently participatory … constantly encouraging you to comment, to contribute, to join in. And it is immersive.” (1) The Internet is not just immersive, but mimics real life, in-person experiences. It can replace the music we hear as we walk into an establishment; the patterns, textures and colors specifically chosen to tell a story about that store; the stories and information the sales clerk tells us about their products. It can even substitute how employees interact with customers with a virtual “How can I help you?” through Twitter. As brands show up in our social network feeds, the line between “Would I like to buy this product?” and “Do I want to have a relationship with this brand?” has blurred.
As marketers, we are tasked with understanding how our brands should behave in the digital age—with wondering how to unlock the magic formula, the right amount of customer data with the appropriate social channels and mobile apps. But what if there is no magic formula? What if succeeding in the digital age, regardless of the customer or location requires a different attitude from brands, one that involves genuinely caring about their customers to create a unique, branded experience. Digital technology enables brands to infuse genuine human touch in all communication points - a two-way conversation and personalization that mirrors the types of in-person interactions that have dominated seller/customer relationships throughout history.
“May I help you” begins with actually being there. An establishment carefully picks their location to cater to a specific clientele—to fill an unmet need. Although businesses are developed with the intent of making a profit, successful brands are also closely tied with the intent of helping people – either through their location or actual products. For my favorite café, the owners may have been compelled by the intention of giving French expatsa place to connect. For Warby Parker, their purpose may have revolved around giving customers affordable glasses, shipped online. But most importantly, both establishments carefully picked their location based on their customer’s needs, whether it’s choosing a particular neighborhood to deciding on an online distribution platform. Brands who genuinely care about their customers’ needs and behaviors have an obligation to continually track where their customer may want to purchase products in the future and to serve those unmet needs.
Tesco famously catered to the buying needs of their customers when they created a “virtual store” in a Korean subway, allowing busy customers to conveniently scan products using smartphone-enabled QR codes. Kate Spade did something similar, creating a 24-hour virtual store in front of a few New York City empty storefronts, allowing customers to purchase products via the window screen and have it delivered within an hour. While the focus of these examples are often on the technology used, at the heart of these executions was a recognition by brands that they could use technology to better serve their customers’ needs.
A brand that genuinely cares about their customer delivers what they say they will deliver, and understands exactly what their customer values and needs. At a basic level, a person entering a coffee shop might value impeccable customer service and delicious pastries, but nowadays, a caffeine junkie might also seek reliable Wi-Fi. My favorite coffee shop offers free Wi-Fi, a service that has delighted Starbucks’ customers for years. By anticipating and catering to customers’ needs, brands are building their reputation one customer at a time. In the digital age, reputation is critical –the shareable nature of social can cause one bad Yelp review to go viral. A quick Google search can make it easy to tell which companies genuinely care about their customers and which companies one suspects are only focused on short term gain. In fact, the only types of companies that have survived despite bad reputations are those that customers have had no choice in supporting—from cable to health insurance. But even those are seeing a decline in sales as alternatives become available. Even brands that compete on price, most famously Amazon, work to ensure quality customer service and products, showing they care about their customers’ needs.
At its core, what a customer seeks in a product is unlikely to change with the introduction of new technology. Even purely digital brands, built in the digital age, like Facebook have revolved first and foremost around needs of their users. Apple understood that buying expensive electronics requires extensive research and the assurance that the product will continue to work. Consequently they have built their brand on excellent customer service that they have extended to online tools. With banks, people value security and customer service. In person, that might mean money held in a secure vault and helpful, well-dressed clerks at bank locations. In the digital space, that could translate to 24-7 online chat access, a user-focused mobile app and online, informative content. Citi has a history of using technology to serve their customers’ needs—first with the introduction of ATMs, and most recently with a mobile app that allows customers to scan checks into their accounts. Nike sells the promise of fitness whether through their athletic gear, mobile apps, FuelBand or even in-person athletic events.
Millennials, as a consumer group, are particularly important for brands to understand in the digital age, since they are the demographic most likely to be heavy consumers of digital technology. In December 2013, The New York Times published an opinion piece called Millennial Searchers, noting the ways in which Millennials seek meaning and purpose in their lives. For them, it is no longer enough to purchase something that will give them a fleeting sense of happiness—they seek more meaning in their purchases. Across categories, we see older brands tying themselves to a bigger purpose –showing they care about bigger issues and using social to spread that purpose. From IBM’s Smarter Planet to Dove’s Real Beauty, each seeks to convey that their products help fulfill a bigger mission. On the flipside, brands built within the digital age started with a genuine purpose: TOMS’s Buy A Pair, Give A Pair campaign was based on the premise of philanthropy, allowing the average person to be a philanthropist. Warby Parker followed suit. For younger brands, especially those appealing to Millennials, what you do as a company is more important than what you say because it helps establish you as being genuinely focused on customers. Each brand helps customers fill an emotional need with their purchase.
It has never been more important to ensure that at the heart of your brand, you care about customers. Digital technology has pulled away the curtain that marketing previously created around brands. Each communication and customer touch point becomes an opportunity for everyone to see how a brand treats their customer. Brands like United (Breaks Guitars), JPMorgan (Ask JP Morgan) and have learned that infusing a customer-focused culture is critical in maintaining the reputation of the company. On the flip side, companies with excellent customer experiences, such as Apple, Virgin America or Zappos, have grown in the digital age. In fact, their success is often attributed to a strong company culture. Employee and in-person experiences have the potential to represent the brand, and interactions can easily go digital through an online review or public Tweet.
Finally, a brand that truly cares will add that little bit of delight, fulfilling a human desire and want. It’s asking how your day is in a way that makes you feel special. Carefully wrapping your purchase. It’s the décor that provides a mini escape to Paris. Or the music that puts you in a better mood. It’s an employee that goes above and beyond for their customer—remembers their order, ensures a particular product is in stock. Or the particularly knowledgeable store clerk, who, like a good friend, gives you an honest opinion as to why you shouldn’t buy something in their store.
For the online experience, decor can be translated into a well designed website that takes you to another place as you browse during your lunch break. A busy shelf of curated objects can be turned into a Pinterest board meant as visual eye candy, as in Anthroplogie’s merchandising. It could be having a well-designed e-commerce site that allows customers to browse thoroughly and uninterrupted before purchasing. It’s the technology a company can harness to predict what a customer wants based on their interactions. Or six-second how-to Vine videos bringing out fantasies of DYI home improvement. Brands can even create physical spaces to cater to customers’ desires.
In December 2013, Samsung created a pop-up experience store in New York’s Soho. Customers were treated to free coffee, and the ultimate indulgence- cupcakes while enjoying a space to relax during the busy shopping season. In the digital age, what may once have been a local stunt can now be shared instantly and globally through people’ssocial feeds, allowing everyone to see how a brand caters to the hidden desires of their customers.
Two-way interactions can be built with a brand over time through social media—an exchange never achieved through traditional advertising. A barista can facilitate conversations between like-minded customers, playing host or even matchmaker. Social media communities can be built and nurtured by community managers with no direct intention to sell products, only a direct intent to care about their customers’ wants.
Traditional advertising plays a critical role in adding to people’s desires and wants. Now that a Google search (ZMOT) has taken over the role of conveying detailed product benefits and reviews, traditional advertising, more than ever, is a place to tell a compelling story. Budweiser’s “Puppy Love”—a heartwarming story of love between a dog and a horse—was voted one of the most popular ads of the Supe
r Bowl in 2014. As viewers, we may not exactly understand how the commercial fit into the heart of the brand, but our hearts were filled with warmth as we viewed the commercial. Popular viral ads of 2013 were likely to illuminate bigger issues that we are often too afraid to discuss on our own but want to (Dove’s Real Beauty Sketches), act as a purely distracting entertainment (Evian’s Baby & Me), make us laugh (Kmart’s “Ship My Pants) or make us cry out of joy (GoPro’s Fireman Saves Kitten). Ads that “go viral” are emotive, story-driven, funny and genuinely entertaining—all qualities that compel us to share so that we can fulfill our desire to connect with others, using them as conversational fodder.
While print ads are still a place to inform people about product benefits, they’ve also always been a place to inspire. Just as people have always cut out print ads and posted them in their spaces to inspire and aspire to, we can now “pin” and share visuals created by brands. A traditional print ad might be more product-focused, whereas brands can now create inspirational, shareable online images with quotes or content that touches on that hidden desire of constant self-improvement.
Regardless of the medium or execution, every point of communication for a brand is connected and conveys whether or not a brand genuinely cares about their customers. For brands with exciting products and strong, customer-focused values, there is a world of opportunity in the digital age. But for brands with a weak product that is not customer-focused, succeeding in the digital age will be an uphill battle.
To the naked eye, it appears that digital technology has revolutionized our universe. It has changed how we communicate and how we interact with each other, with ourselves and even with brands. But ultimately it has brought humanity and a new sense of intimacy back into our lives that brands can now tap into. It’s that human touch, that feeling that a brand genuinely cares, brought to us through a personalized Facebook exchange, a convenient mobile purchase or inspiring branded content. After decades of impersonal, mass marketing, digital technology finally enables brands to reach across the counter—warmly shaking their customers’ hands.
Getting out of the Red - Red Lobster's Turn Around?
Ever since the NY Times wrote an article back in February on the eroding middle class effecting major restaurant chains, I've been interested in this phenomenon. How do companies survive and even shift their business towards the growing upper class without neglecting and even disappointing their base? Interestingly enough, many companies catering to the middle class were founded on the very principal of bringing that product to the masses - whether it was coffee (Folgers) or seafood (Red Lobster). What was once a luxury is now attainable. But over the last few decades, it wouldn't be a stretch to say many businesses have taken advantage of their middle class customer, sacrificing quality for cost, focusing heavily on promotions and hoping a gimmick would get people through the door. So beloved brands have become just another cheap deal - quantity over quality. With the conversation shifting from "I got this at X" to "I got this at X% off." Brands have fallen into a price war arms race, lowering the value of their products and brand. What once was a semi-annual special trip to a restaurant may now be a regular, monthly routine. Or once cherished clothing is now discarded with the seasons.Where has this gotten us? Americans are now more in debt, overweight, and it's safe to assume based on the rise of the self-storage industry, have more stuff than ever. Companies are struggling to keep up with customer quantity demands, hurting the environment and navigating murky labor practices as they continue to cut costs.
While they're struggling, a counter-trend is rising. Fast food is being out run by fast casual with sustainability-focused companies like Chipotle leading the charge. Even McDonald's has decided to rebrand. Online retailers focused on sustainability or ethically sourced materials like Zady, Accompany, Everlane and Warby Parker are popping up every day. And trendsetters like Millennials are shifting their spending - focusing on pure utility rather than the emotional benefits that come from owning a brand. For instance, car sharing companies have been proven to displace car sales. On a smaller scale, the growing number of subscription coffee services and even ingredient delivery services like Blue Apron show that people are choosing to forgo the prestige of eating and drinking out in order to save money - but they still want a high quality experience.
What do I predict will happen when brands like Red Lobster go back to their roots and offer the high quality experience they once did? First, they'll attract a whole new customer - the upper middle to upper class who may have even had positive associations with the brand from their childhood. Red Lobster may lose customers who were driven by discounts and deals but most importantly, their core customer - a true advocate of the brand - may learn to shift their budgets. What was once a cherished, special meal will become a special, occasional meal once again. Bringing Red Lobster out of the red.
Helping Brands Deliver in A Mobile-First World: Interview With Scott Schmidt
I worked with Scott Schmidt while at M&C Saatchi Mobile, developing mobile media strategies for clients and working together to win new business. Scott recently joined the newly created PIVMO, a mobile marketing and analytics company after having worked as a media supervisor and previously a digital strategist planner. The mobile industry has grown at a staggering pace since you've been in the industry. How have you noticed the conversations around mobile shifting and maturing during this growth?
Definitely - things are beginning to take shape but still not where they need to be. You’ve seen new mobile-first brands skyrocket faster than any other platform I’ve ever seen. I’ve also seen consumers just really fall in love with the technology from streaming Netflix on their phone and casting to the TV, or reading articles on the train, or sharing their social status…. it just makes things in life so much more convenient to a person. The largest issue is many clients still don’t grasp this, don’t have mobile ready websites or apps and they’re getting late to the party. Facebook really blew the media eyeballs open in 2013 with over half its ad revenue now coming from mobile. I like to compare it to social media a few years back, when every brand was still deciding if they should have a Facebook page, or Twitter page, but if you were one of the brands that committed to it, then you obviously saw them reap the rewards. As for the actual media side of things, it’s still a small portion vs. digital budgets and the main reason for that is either 1) they don’t have a mobile ready product or 2) they don’t really understand the mobile media landscape to get strong results from it. 2014 is the first year mobile traffic is going to overtake Desktop PC traffic. Consumers have already made their transition - it’s time for brands to start understanding how to connect with their consumers in a mobile first world [pullquote]Consumers have already made their transition - it’s time for brands to start understanding how to connect with their consumers in a mobile first world. [/pullquote]
What are some of the more surprising ways that advertisers and media buyers are able to target mobile users?
Mobile is a whole new world for targeting, and this is mainly due to apps being the experience consumers are choosing vs. browsers. Apps are just a much richer experiences to consumers, and because of this, cookies are not available. So when you talk about targeting in mobile, you don’t have that cookie trail available on browsers. What do you have in apps? You have something called ‘Device IDs’ or other ‘IDs’ being put into place to track devices anonymously. It’s a really messy space which is why many advertisers don’t get the performance / targeting they’re looking for. The best advertisers are using 1st party, 2nd party and 3rd party data based on device ID, registration data or other data that is properly matched to devices. It’s EXTREMELY important to understand how the data is captured and how it’s matched to the way you serve ads to those users.
What makes it even a larger issue in mobile today is you have to buy from Publishers directly, Ad Networks, and also Demand Side Platforms to get the scale and performance you need. I expect this to consolidate over the next few years. On the bright side - consumers are sharing their data at astounding rates through social networks like Facebook, Twitter, Instagram, Pinterest and other apps which help advertisers truly understand their audience. Imagine that: users are telling you what they like, how they’re engaging – and brands just need to listen and provide that experience. It’s a lot easier than it sounds!!!
What is an average click rate and how does that compare to other forms of media?
This is a loaded question, but Click rates are much higher on mobile vs. desktop, many say this is due to ‘fat finger’ syndrome but in reality if you have a great ad, and a great user experience the results outweigh desktop without question. I’ve seen click rates range anywhere from 0.3% to 20%. Either way, click rates should rarely be the measurement for your brand, you should be looking at other things like app installs, in-app events, engagement, brand lifts, social chatter, etc…
How much do organic installs (i.e. installs from customer interest vs. influenced by ads) play in an app's install success rate?
Organic installs are huge, but you can’t get those installs without awareness. Whether you’re using TV, social, mobile, or desktop you need to create awareness. The tricky side is on iOS where the volume of downloads effects your ranking. And with a higher ranking, you are maintaining more visibility and ultimately organic downloads. It’s important to build a loyal base which can be done through ads with the right targeting, creative and measurement.
Through mobile, brands have the opportunity to specifically reference a variety of factors in their messaging based on their mobile data - from the time of day, current temperature, location, etc. How often are these tactics used and are they more successful?
These tactics are used by the brands that are ahead of the curve and they’re definitely more successful. It really all depends on the clients’ goals and KPI’s they’re trying to achieve. Retailers are jumping on the horn for location data to drive brick and mortar sales, but in reality I see a lot of brands do this just to say they’re doing mobile. This is why understanding the data is the biggest factor when buying media in mobile. Other elements you’ll see is dynamic creative - saying you’re a block away from the nearest store, or a countdown to an upcoming sale. I’ve seen entertainment networks leveraging countdowns for upcoming shows and adding it to your calendar, and some brands incorporating real-time social data such as tweets during big events like the Superbowl. If the data you’re using for these ads aren’t accurate, imagine the issues you face. You could be in Los Angeles getting an ad for a nearby store in NYC.
What are some of the more innovative mobile media campaigns you've seen more recently?
One of the coolest campaigns I’ve seen recently was by Toys R Us in which they promoted gift buying to parents utilizing a voice recognition advertisement. Once you opened the ad, you had to speak and tell them about the child you’re shopping for, what you think they liked and then it recommended an item that you could buy instantly. Also received an ad last week, saying ‘Hey you at the agency’ in which they geo-fenced and audience targeted me explaining how they targeted the ad in a video. That’s hardcore stuff, but it really catches your eye and leaves a lasting impression on your audience. Then you have the larger brands running ads that are fully immersive such as Virgin Atlantic where you could walk into the plane, view its seats, and have a 360 view. iPad ads are some of the most beautiful ads you’ll see on any channel.
What goes into planning a mobile media campaign? How much of it is understanding target behaviors vs. understanding what kind of spend will lead to conversions? Vs. having the knowledge of various ad networks?
A LOT goes into planning, and this all depends on what the client is trying to achieve. Planning includes the media placements you’re buying, the type of ad units you’re buying (banners, native, video, rich media, audio, etc…), creative, the data you’re leveraging and the tracking available. Since data is a huge thing in mobile, it’s important to understand where each network, publisher or demand side platform is getting that data and how they’re matching it to the targeting. Let’s say for example you want to geo-fence an area for a retail store, you want to ensure all the location data you’re receiving is accurate, and in real-time. On the flip side if you’re a new brand that wants to understand who your consumer is in mobile, you can still run broad and measure / optimize against different devices, operating systems, device models, geo, connection speed, gender, age, etc… the list is really endless. As for spend leading to conversions, in the past it was always a better choice not to spend a premium for data since it was not really there yet in mobile, this is changing rapidly - BUT still not for everyone.
Let's pretend you work for a digital ad agency. A big brand comes to you and says they want to develop an app. What are some questions you ask them related to media?
First question is what took you so long? Lol, no but seriously it’s important for the brand to understand the app’s usage:
- Is the app meant to be a complete user experience like their web properties?
- Is it for acquisition purposes or awareness?
- What are their media goals / KPIs?
- Are you planning on implementing any analytic / 3rd party tracking solutions for media or in-house tracking?
- What has worked in other channels – desktop, TV, radio, print, etc…
- Who is their target audience? Are they open to testing beyond this?
- What devices and operating systems will it be available on?
Based on this we can build a plan and measurement to execute against so it aligns with their brand, but also aligns to mobile consumer expectations.
What kind of data can you get about people and their mobile habits from media campaigns? Is this information even fully utilized by clients to better understand their customer?
I think this is the MOST important aspect of mobile media campaigns. The value of the data is priceless (maybe not truly priceless but you get the point) vs. any other channel. Mobile is truly the consumer, it gives information on the type of content they consume, the locations they visit, their social habits, transactions they make and other devices they connect with. It’s a device that encompasses everything about a person. [pullquote]Mobile is truly the consumer, it gives information on the type of content they consume, the locations they visit, their social habits, transactions they make and other devices they connect with. It’s a device that encompasses everything about a person.[/pullquote]Very few brands are utilizing this to understand their consumer because they’re a bit jaded by how mobile was a few years ago or they’re just not getting the right education from their agency / marketing solutions.
How can creative agencies and mobile media agencies better work together to create more effective ads to customers? Which creative agencies do you feel are leading the charge on mobile?
Creative is really the key to mobile. Digital somewhat hurt themselves over the years by just spamming impressions and measuring backend analytics to the point where we forgot about the consumer experience. Most consumers are blind from seeing an ad 50 times on desktop before making a purchase, vs. seeing a TV commercial or even a video commercial online that created the awareness. Mobile is a groundbreaking technology that should be thought of as a place to engage users in an intimate way. You literally don’t need to send the consumer anywhere to make an impact, I’ve seen campaigns where users will open an ad and interact with it for over 5 minutes. You’re talking about a consumer interacting with a brand on their most personal device and spending a penny to the dollar vs. say a TV campaign. There’s so many creative agencies out there that do great work, but I’ll say actual providers are leading the charge since they pioneer the technology, them being Celtra, Phluant and some of the other rich media guys out there.
How is PIVMO different from other mobile media agencies? What need are they filling that other mobile media agencies haven't?
I think where PIVMO excels at is allowing seamless integration to a brands business and what they’re doing in other media channels and being able to simplify the process for them. Since we’re still quite a new company, we have a fresh perspective on things as our founders are not only coming from mobile, but also digital, out-of-home and TV. We’re also not tied to any large overhead structure, which allows for great service, innovative ideas and the ability to react to trends much, much, faster. Mobile media is still extremely complicated, which requires dedicated experts, multiple media tactics, tracking and optimization techniques to achieve success. We actually have built an internal solution to streamline all the reporting from our partners called PIVTrax, which I will say is probably the biggest differentiator vs. our competitors. Lastly, we understand that media is only one side of the coin, we’ve partnered with some amazing companies to offer UX design / enhancements that will ensure your brand is ready for a mobile first world!
Asking the Wrong Questions, Why Sustainability Is the Answer
Publishing my essay for ADMAP's 2013 Prize that answers the question:
"Can brands maximize profits and be a force for social good?"
Before the invention of traditional advertising, companies lived and died by their reputation. A good reputation depended on having both quality products and customer service. There was an emotional connection between ones neighbor, the shopkeeper, the products and even the manufacturing process itself. But with Henry Ford’s invention of the assembly line, we have lost that connection with the manufacturing process, the earth and even each other. Fortunately technology has brought that connection back. Companies have discovered that considering the environment and labor force in the supply chain has delivered measurable cost savings. Research has shown that consumers seek brands that give back to society. And business case studies have been made that show how businesses can enter new markets from sustainability efforts. The question we should be asking brands as marketing and business professionals is not, can brands maximize profits and be a force for social good, but why are they ignoring this proven path towards sustainability and continued profitability.
The foundation for life, water has also been recognized as a critical component to manufacturing and the supply chain. A recent report by The Carbon Disclosure Project, a group that monitors corporations’ greenhouse gas emissions, stated that “analysis indicates that current “business as usual” water management practices and levels of water productivity will put at risk approximately US$63 trillion, or 45 percent of the projected 2050 global GDP (at 2000 prices), equivalent to 1.5 times the size of today’s entire global economy.” The effects of climate change are clearly evident in challenges companies have had to face from water risk. More than half of Global 500 respondents, from a 2012 CDP study, experienced detrimental water-related business impacts from flood and associated financial costs as high as US$200 million, up 38% from last year. While the science around climate change is still being debated, the predicted effects of frequent extreme weather such as floods and droughts can affect many aspects of the manufacturing process from cotton crops to equipment damage from flooding. It is not a huge leap to assume that this number may increase after the final costs of Hurricane Sandy are all accounted for.
Fortunately, for every alarming statistic, there are companies that are leading the practice in water conservation. Both General Motors and H&M have significantly reduced the amount of water used in their manufacturing process. Companies are even reporting that water-based initiatives have offered new opportunities from increased brand value (40%) to entirely new business opportunities. Levi Strauss has been a pioneer in water reduction during their manufacturing process, introducing Water<Less jeans in 2011. While sales figures on the jeans have not been released, they have increased their manufacturing of the product from 1.5 million in 2011 to 29 million in 2012. Levi’s has recognized that the initiative is in line with both their business goals and consumer values. They continue to evolve their sustainable product offerings. Like Levi’s, Unilever has pioneered water-related sustainability efforts to appeal to their current consumers and enter entirely new markets. A few years ago, they developed a fabric conditioner that only requires one bucket of water for rinsing instead of three, gaining a 60% increase in usage from 2010.
Half the cost of business is in the supply chain. The supply chain is also responsible for 70 percent of greenhouse-gas emissions from manufacturing companies. While most members of the United Nations Global Compact of Sustainability surveyed by Accenture agreed that sustainability should be integrated into all aspects of operations, just over half, actually achieved sustainability. The path to reducing emissions has already been paved; 40 percent of CDP members have reported financial savings from their emissions reduction activities. Companies have even benefited from developing smarter transportation routes or partnering with other companies to reduce fuel costs from deliveries.
No sellable good can be harvested, created or transported without the touch of a human hand or at least one to guide the machinery. And yet, many companies treat their workers like machines, with no feelings, human needs or compassion. But for a moment, let us put our humanity aside and pretend that labor is just a line item in the manufacturing process. Most machines would have a short lifespan if they were kept running without proper maintenance. The cost of replacing them would far out weigh the cost of fixing them. But workers are not machines. While they require more “maintenance” and time off than the average machine, they also have the capacity to do so much more. BSR, a corporate responsibilities consultancy, published the results of several case studies where they helped improve the working conditions in factory and agricultural settings in Central American and the Dominican Republic. By helping to improve the lives of the workers, they also helped improve the business. Productivity increased while operating costs and turnover decreased.
Look no further than your local Whole Foods, Starbucks or trendy café to understand how consumers feel about fair labor practices. The sale of Fair Trade products has grown globally about 30% every year, even during a recession. Apple came famously under fire after The New York Times created a shocking expose of Foxconn’s working conditions. Faced with consumer pressure, investigations by NGOs and continued NYT articles about the factory, Apple eventually worked with Foxconn to improve labor conditions. If Foxconn does not serve as enough of a lesson, economics will. Over the next decade, it will be absolutely imperative for companies to learn how to develop more sustainable labor practices, especially in the China. The IMF predicts in a 2013 paper that between 2020 and 2025, China will experience a labor shortage economy. This shift could even signal the end of cheap goods.
What is supply without demand? A critical component to profitability is revenue. The Guardian conducted a study in 2010 on consumer attitudes and perceptions on sustainability. “…79% indicated that a company offering products and services with low environmental impacts would be more likely to win their loyalty” and felt the same factors would help them develop loyalty. Over 70% thought that energy, manufacturing and transport companies are not environmentally friendly or have little concern for the environment. No follow up papers have been published but one can guess that sentiments would be similar given the man-made and climate change-related disasters that have occurred since it was published in June 2010.
“People’s willingness to buy, recommend, work for and invest in a company is driven 60% by their perceptions of the company, and only 40% by their perceptions of their products.” Kasper Ulf Nielsen, an executive partner at the Reputation Institute
Businesses have lost valuable consumer trust over the last decade. Trust in business fell from 53% in 2011 to 47% in 2012 and customers cited that businesses did not meet their expectations due to their practices. Trust for business is slowly rising to 58% according to the 2013 Edelman Trust Barometer. In fact, business is trusted more than government in more than half the 26 markets surveyed. The Edelman Trust Barometer also found that societal factors like treating employees well, has “ethical business practices” and “addresses society’s needs” are attributes associated with future trust. The most telling finding as it relates to the general public’s interest in social good is that Non-Governmental Organizations (NGOs) remain the most trusted institution.
The increase of concern for the environment and societal ills is due to the historically high levels of information that the average person has access to. In 2011, Google published a pivotal free eBook called ZMOT, Winning the Zero Moment of Truth. The book describes a shift in how consumers make purchasing decisions. Once influenced by branding, advertising and public relations, consumers can now have access to detailed product information, company policies and even customer reviews before purchasing an item. While the book is mainly focused on a behavioral shift in purchasing, it also signals a cultural shift. We can no longer cite ignorance as an excuse for our behavior. We have an increasing proliferation of tools like the GoodGuide to tell us at the point of purchase how sustainable a company’s policies are. If we cannot find it on Google, our social network can act as a resource for influencing our purchasing decisions.
Consumers have a growing appetite for finding more meaning in their purchases. Inn the United States, we find a growing interest in hand crafted goods, fueled by Etsy, eBay and other peer to peer ecommerce sites. Customers are also experiencing a greater connection to their farmer with the proliferation of local farmer’s markets across the country.
Global viral campaigns like KONY reveal that there is a cultural pressure to align oneself with social initiatives. Non-profits like Charity Water allows us to see the benefits of our philanthropy, showing us that we do not have to be wealthy to make a positive societal impact. The one-to-one model of Tom’s and Warby Parker has made it cool to identify with a label, as long as that label gives back to society. And indulging in Ben & Jerry’s makes eating ice cream a little less gluttonous when one considers all their CSR initiatives. Finally, countless personal care brands have worked to match their manufacturing process to their newly created “natural” image.
While the debate over being a force for good and making a profit is still being debated, a few companies have taken off in developing their sustainability practices, paving the way for others. Patagonia has become a thought leader in creating sustainability practices, especially for clothing brands, publishing The Responsible Company in 2012 as a guide for businesses. They have strived to greatly increase the quality of their products and promote thoughtful consumption over disposable goods. In 2011, on the most famous American shopping day of the year, Patagonia urged their customers not to buy their products. Their program, Common Threads, urges consumers to reduce, repair, reuse and recycle their clothing. Their initiatives are working, both for creating sustainability and a profitable business model. Despite the extreme economic woes over the last five years, their revenue is set to nearly double.
Another pioneer of sustainability is Unilever. During the keynote speech given at The Marketing Society Conference in November 2011, CMO Keith Weed cites population growth as a strong driver for Unilever’s sustainability efforts. In addition to their commitment to reduce their carbon footprint by modifying their supply process, they have also spearheaded non-profit initiatives. For example, their disinfectant soap, Lifebuoy founded the first ever Global Handwashing Day in 2008 with the United Nations and other partners. In addition to improving hygiene and preventing disease, the initiative promoted usage of the product, gaining sales and growing market share.
Starbucks is another global example of companies promoting sustainability. While their impact on the environment is debatable given the proliferation of used Starbucks coffee cups, their commitment to labor is not. They have worked to make their supply chain sustainable, including a commitment to farmer labor practices. Starbucks rallied their customers through Create Jobs for U.S.A., offering customers a braided wristband in exchange for their $5 donation towards the Community Development Financial Institutions. Howard Schultz is a businessman and while it is clear that he may care more about sustainability than other CEOs, he is still interested in long-term profitability. A study done by UCLA in 2012 found that "adopting green practices isn't just good for the environment, it's good for your employees and it's good for your bottom line. Employees in such green firms are more motivated, receive more training, and benefit from better interpersonal relationships. The employees at green companies are therefore more productive than employees in more conventional firms."
When one looks at the overwhelming evidence, it is clear that maximizing profits and being a source for social good are synergistic goals for companies. Creating a more sustainable supply chain reduces costs. The knowledge that the company is being a source for good both motivates employees and consumers, increasing productivity and revenue. Companies have adjusted their business models to succeed in dramatic market shifts from introducing ecommerce to developing a social media presence and offering their customers utilities through mobile. Why should adjusting to sustainable business practices be any different? The health of society and business depend on it.
Hybrid Strategist For Hire
I don't think I've ever used my blog to promote my professional services but here it goes.
Strategist for hire.
I'm looking for a full-time position as a brand planner / account planner in NYC but open to immediate freelance as well - even working remotely. I'm adept at:
Research - including desk research, consumer (quant and qual), competitive reviews, trend spotting - basically anything that goes into leading up to the strategic development for a pitch or creative briefs.
POVs on digital and cultural trends - colorful, informative and engaging decks that sway clients into embracing new ideas, technologies and directions.
Market landscape and background debriefs - Anything that goes into preparing senior leadership teams for strategic development, pitches and major client meetings.
Creative development - Planting creative seeds, guiding them in a strategic direction.
I've worked across a variety of categories from CPG to credit cards and banking on pitches, global digital strategies, innovation strategy, mobile media, etc. I've primarily worked with ad agencies including JWT, R/GA, Razorfish, M&C Saatchi Mobile and many others. I'd consider myself a big picture thinker and more of a planner but have a fairly deep knowledge of digital and how our behaviors have evolved through digital. I've helped win new business - most recently Google Enterprise and PUMA. I'm resourceful, very fast but thorough, and have been told I'm a creative director's dream for my ability to channel my creative background and bring the consumer to life. For more information on my work background you can check out my LinkedIn or my consulting website.
I've worked directly with global senior leadership teams and have turned around projects within short deadlines. Most importantly, I love a new challenge and the opportunity to add value to both clients and their customers.
Contact me at molly@mollyaaker.com for more details.
But don't take my word for it..
Molly proved to be a vital resource to both the new biz and strategy group at JWT NY. A natural born investigator, she left no stone unturned in her quest to help unearth insight in the areas of brand DNA, audience, culture and competitive. Hugely diligent and a very hard worker. I highly endorse Molly as a value add to any project.
Robin Bardolia, Chief Strategic Officer of JWT North America
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Molly is a passionate, eager and hard-working member of the team. She is ready to tackle any task given to her, and proactively seeks ways to further engage in the business at hand to drive next steps forward. Whether taking to the streets to perform live on-the-fly "focus groups", pulling together research for global brand snapshots, or supporting strategists on new business pitches, Molly contributes a massive appetite for unearthing insights on brands and consumers alike. This came into play in our recent new business pitches for Google and PUMA (both wins). Molly takes direction well and is resourceful even when given minimal guidance. It is refreshing to work with someone who brings dimension to research; Molly's scrappy entrepreneurial spirit and writing & photography talent add that very texture.
Emilie Vasu, Director of Business Development at JWT
How To Build A Brand In The Digital Age
When we talk about building brands in the digital age, so many advertising folks make it seem complicated. Is it about upping your content strategy or investing in mobile? Using customer data or developing an engagement strategy? What the hell does engagement strategy even mean?! But really when we take a step back, we realize that building brands in the digital age is SIMPLE.
It's about putting the customer first by understanding their needs.
What does that mean? Now more than ever, every customer touch point is digital. Every interaction with a brand can get broadcasted across various social channels through Facebook, Twitter, Instagram, etc. Information can be spread like wildfire and reputation is key. Digital is a tool like anything else - so understanding a person's overarching needs as it relates to that category is key without segmenting out their digital behaviors.
So how would this play out with a newly created brand in the digital age? Recently, I received a box from Oscar Health insurance. Oscar is a new startup health insurance company that I chose to try out because bigger health insurance companies like UnitedHealthcare have shown time and time again how dishonest their practices were. Whether through burying information deep inside the fine print or having poorly made websites that are impossible to navigate, bigger health insurance companies have shown that they are not customer focused. I don't get the sense that they see me as any more than a being that generates revenue.
But Oscar has proved so far that they are different. In order to build their brand, they are building their reputation one customer at a time. When I first signed up, I received a phone call from them asking if I had any questions. On the flip side, I remember with my old insurance, even getting on the phone with an actual human being was such a hassle that I imagined their system was purposely set up so customers would give up on this task. Oscar's website is easy to navigate and clear as to what they offer whereas previous insurance websites were at least 5 years behind in design and technology.
So why is this box so important and how is it part of building a brand in the digital age? In the box, every aspect of the plan is clearly laid out and it's easy for me to find what I'm looking for. It feels personalized and almost precious which speaks to this trend of valuing physical objects (anti-digital) and of Millennials, especially, searching for meaning in the digital age. Instead of receiving a standard, generic, large envelope that will eventually become buried and lost among my papers, I have a bright blue box that can nicely reside among my files or even be used to store something else. The box itself relies on high quality design, forgoing cheesy stock images for peppy colors and expressive type to relay information. While it's too soon to tell how they're doing, they're off to a good start and gaining interest in the process. If similar disruptors like Warby Parker are any indicator, Oscar may be the health insurance solution for the biggest generation in the United States - and an industry ripe for disruption will find a leader.
Where Everybody Knows Your Name
What will surprise EXACTLY NO ONE who knows me - is that I managed to find an adorably charming French cafe about a week after moving into my Upper East Side neighborhood. Like Brooklyn's Smith Canteen, which I had the pleasure of frequenting during my brief, but lovely stay in Carroll Gardens, Le Moulin a Cafe is also directly across the street from a French school. I often arrive just in time to stand behind a gaggle of parents who've just dropped their children off at Lycee Francais, energetically speaking to one another in French and somehow eating their daily croissants despite remaining thin. For exactly ten minutes a few times a week, I can pretend I'm living in Paris. Furthering this pleasant illusion - I've convinced one of the baristas to speak to me only in French - which seems like the exact opposite of what one should do before having their coffee. There is much stuttering on my part.The baristo, on the other hand, while not knowing French, knows something even better - my order. With a kind smile, he ceremoniously pours my side of soy milk into an espresso shot glass along with my coffee, a seemingly small luxury to arm me with an inevitably crowded subway ride and long day. The other day, I surprised him by switching up my order - a switch up made in an attempt to save money in 2014. How could he have known?
I'm working on an essay contest around how brands should behave in the digital age. Sunday night, I had one of those moments that artists strategists dream of - or maybe dread. It involved waking up in the middle of the night unable to sleep with ideas running through my head. I finally had to write them out in the dark on a scrap piece of paper - which were fortunately legible the next morning.
I digress.
In 2012, JWT predicted that a top ten trend in 2013 would be predictive personalization - the idea that brands would be able to predict what you're interested in buying based off of the data they have on you. But what if this is not a new concept at all? What if digital is simply a stand in for those everyday client / customer experiences? Instead of a charming baristo with a vague British accent to know your order, recommendations for products based on our preferences can easily be served up through digital. In fact, if this interaction took place in a small village a century ago, a store clerk might have even heard through the grapevine that I declared to save money in 2014 and might have offered a less expensive product. Back to our digital age - what if brands could link in with Mint or a finance-management APi, offering you products within your budget and even encouraging you to stick to the budget.
We've finally entered a future where brands can build relationships with their customers using the data collected through daily digital and in-person interactions, arming their employees to treat us like friends and serving us appropriate products. Ironically, this revolutionary new digital capability is feat that has been second nature to humans through their existence.
Cheers!
Tech Disrupt 3.0
The longer I work in mobile, the more I see evidence that technology has disrupted every aspect of our lives. There is nothing we do that hasn't touched technology from the moment we wake up to the alarm on our iPhones to the moment we go to bed, scrolling through our Instagram feed one last time before we close our eyes. In fact, Mary Meeker's famous yearly tech trends presentation predicts that 2014 will be the year of wearable computing. So we've gone beyond social media and even mobile. But as someone working at the convergence of technology and advertising in New York City, it's easy for me to taught that this is the year of mobile, wearable computing, Google Glass, or any number of exciting technologies. The real question is, what happens when businesses finally embrace these behavioral changes instead of ignoring them? And what happens to those that don't?
A few weeks ago, I decided to check out the Warby Parker store in Nolita after finally getting a new eye glass prescription (yay health insurance!). I had heard of the startup but had become friends with the owner, Paul of my previous frames supplier at Caserta (go there!) and genuinely liked our customer / owner relationships. But as I casually tried on a few pairs, my eyes lit up with excitement. How could I resist $95 frames including the lenses, a good $200 dollar difference in price from any regular frames store? In fact, the ease of the purchase and price changed my entire outlook on eyeglasses. Perhaps they no longer had to be a critical decision to labor over for days, knowing they'd be a year-long fashion statement. I could now match my frames to my mood, or my outfit! Shortly after purchasing a pair, I dipped into a chain frame store just to compare. Rows of frames by well-known designers lined the shelves with designer prices. The store clerks seemed engaged in their own conversation instead of helping me so I quickly left. I vowed to replace the lenses on my old frames from Caserta because I enjoy shooting the shit with the owner and because they're great frames.
Following my trip to Warby, I decided that once and for all, I was going to purchase a Nike Fuel band. Earlier that week, I had posed the question through my Instagram feed - Nike Fuel Band or FitBit Flex. I had done extensive research online and was told that it was mostly a toss up, but that the Flex was more accurate. But what would motivate me? Accuracy or friendly competition? The answer, according to my Instagram community, was the friendly competition of the Nike Fuel Band. I've been wearing it ever since but truth be told, haven't given up my old FitBit.
So it's clear that regardless of your business, it's going to be disrupted by technology. So how can companies adapt? Here are two quick tips from my journey but more are sure to follow.
1. If your business is "analogue," make it the best analogue experience you can possibly create. Ensure that your customer service is top notch and genuine as well as your product. A quick glance at Caserta's Yelp review shows that nothing can disrupt the efficacy of a quality product and customer service. And their customers are spreading the word, coincidentally, through technology.
2. Your brand is not a product category but an experience. Extend it through digital products that enrich people's lives.
The Concert That Wasn't: My Disappointing Adventure to Madison Square Garden
As my coworkers were running to the windows on Friday afternoon, stressed about getting home before the blizzard hit, I was hitting refresh on Madison Square Garden's website. My friend purchased tickets to Passion Pit via StubHub, apparently a preferred ticket resaler. As conditions worsened and the MTA issued increasing warnings, we both worried about how we'd actually get to the concert. With each refresh, nothing changed - the concert was still on. My friend drove through intense weather conditions from South New Jersey and checked into her hotel at Newark - an appropriate strategy given the weather conditions and her flight out the next day. Finally, around 5, I went back to my apartment in Williamsburg to get ready for the concert.By around 7, I received a text from my friend saying she had arrived in Newark and was heading to the train station. I trekked to the Bedford Avenue L through the quiet, almost magical streets that is New York City during a snow storm. Halfway there, I received a text. My friend couldn't come into the city after having driven nearly two hours because they stopped all trains going into Manhattan from New Jersey. She was understandably beside herself. She forwarded the email containing the tickets and recommended I go anyway. So I hopped on the L and arrived at Madison Square Garden, excited to see my first concert there but sad my friend couldn't attend. I waited on the on call line with phone in hand, eager to explain my situation. When I arrived at the desk, the clerk informed me that there was nothing he could do. He couldn't print out my tickets because they were through StubHub. I'd have to find a Duane Reade or Kinkos to print them out. I was furious. The entire experience seemed like a case study in companies being irresponsible and mistreating their customers. For one, they should have canceled the concert the minute public transportation started shutting down and government organizations started issuing warnings about Nemo. I recognize rescheduling a concert can be an expensive endeavor but that's what they have insurance for, and jacked up ticket prices. Instead, ticket goers had to lose some serious money or spend even more by taking cabs and alternative routes to attend. I used my phone to find the nearest Duane Reade at their recommendation but of course, it did not have a printer I could use. And according to my phone, there were no nearby FedEx/Kinkos open. Would it have been so expensive for StubHub to have a few printer kiosks? Or for them to include a scannable bar code within their email? Instead, my friend and I lost a good chunk of change and time because of an irresponsible company decision and lack of simple mobile innovation.
This is my first experience at Madison Square Garden and with StubHub, perhaps my last.
The Half Life of Facts
Got this via Planning Tools & Hacks. Super interesting from a planner perspective because we always have to figure out how to use the knowledge we find and which information is the most important. It's especially interesting when you look at cultural, technology and scientific trends. What is really a trend and what is hype? How important is one technological breakthrough vs. another? Once something is "discovered," then every news outlet capitalizes on it. But what happens if that insight is questionable? When we found out that Jonah Lehrer falsified quotes on his latest book Imagine: How Creativity Works, we all asked ourselves if that debunked his entire hypothesis. Did that make every subsequent article that came out after his book release completely inaccurate?[youtube https://www.youtube.com/watch?v=8RMzBGdRpFY]
Trend Series: The Innocent Late 80's
I noticed this trend about five years ago. Suddenly black teenagers were modeling their hair and fashion after Kid 'n Play and The Fresh Prince, the more PG rappers of the late 80's to early 90's. My guess is that it's a defense towards racial profiling and the stereotype that most urban youth are violent, drug-dealing gang members. It's also a backlash towards the more violent, extreme rap. So like any planner should, I asked some friends to back up or dispute my hypothesis (something I will try to do with each trend spotting post).From my friend Jai Wilcher:
Indeed I am black and a dude and from BK, so I think I qualify toserve this panel. I think your DEAD ON with the observation as far as this trend goes, absolutely ... I honestly feel we can have a similar conversation in another 5 years ... and the end result would be close to if not the same, just goes to show the, dare I say "circular" evolution of the trend and the culture of hip hop.
I think now a days, things are extremely different than the way they used to be, image is still important, however the presentation has changed a ton and with that - the idea has altered as well. Gives the whole culture a cleaner, fresher more creative and artistic feel, conveys the same message, but in a more universal manner, I think. I also think those small, independent cells that were the "thinkers" or the "abstracts" those, De La Souls and A Tribe Called Quest and Poor Righteous Teachers version of hip hop advocates from the 80's that were seen as the back burner, weirdos of the movement are finally getting their shine on, and yes, I'd say Will "Fresh Prince" Smith as wellfalls into this category.
And from a good friend and former classmate, Dr. Shonda Lackey who's a clinical psychologist and freelance writer in NYC and who's conducted research on how racism and stigma can affect interpersonal relationships and health:
I hadn't noticed this trend, but in most cases, the way people dress often indicates something about the way they perceive themselves and how they want to be perceived by others. This is what fashion designers and brand marketers know. Some Blacks adopt a particular style of dress so as to deflect negative perceptions others might have of them. Others might adopt a style that challenges the status quo as racists will view Blacks in a negative manner regardless of how they present themselves. Yet, it can't be assumed that a Black is making a political statement based on his or her choice of clothing. The only way to really find out an individual's beliefs and values is to get to know him or her on the individual level.
So I think this is another great example of two aspects of account planning. The first is straight from art history 101; that visual trends; whether in fashion, architecture or design can be outlays of cultural shifts. The second is that once again, we can't categorize people (or our consumers) based on their age, race, location, etc. but must get deeper into understanding what their experiences and viewpoints are to better understand their culture.
Digital Strategy vs. Brand Planning
During my internet research, I stumbled upon this thorough explanation of how digital strategy and brand planning are different. I've always been interested in both and hate that the industry makes us choose. In fact, I think choosing to work in both areas has hurt me in landing a full time job because employers want to pin you as one thing, not a generalist. People, this ain't politics and I shouldn't have to pick sides! I'm a strong believer, like Jinal Shah, that the two disciplines will eventually merge. But as Jinal points out, right now there aren't enough planners who are interested in digital for that to happen. And as someone who regularly attends tech meetups, just volunteered at a hackathon and is considered an early adopter, I can tell you that one needs to be excited about digital to delve into digital strategy. See Jinal's post below.
Let’s fuckin’ set the record straight: Account planners and digital strategists are NOT the same
May 29th, 2012 •
I vehemently disagree with the tendency most planners have in assuming that a planner and a strategist is one and the same. The argument is not about the title – which could be merely semantics but it is about the work process and the skill-set. It is especially easy to mistake and get confused about this in the type of environment we work in (i.e advertising agency) Step outside this bubble, and you’ll see that there are many flavors to a digital strategist and there are several deep skill-sets they have honed and developed over time to be simply merged with planning.
Just as there are several layers to brand planning, there are several layers (maybe more) to digital planning. If you ask me, digital planning sits under brand planning and not next to it because it needs to ladder up to the brand attributes/ values etc.
My biggest criticism of traditional account planning is that the planners don’t get very involved in the actual “making” of the idea. It’s called production in planner speak and the word is boring and uninspiring but in digital – that’s really where the idea gets made. And the idea continues to morph until it is beta tested. It continues to morph even as it is launched and the results come in and we tweak and make the idea better in real-time. Digital strategy is the true marriage of account planning, creative and production.
A (good) digital strategist works for the idea. With digital, you have to launch an idea that is in perfect harmony with innovation and current consumer habits/behaviors. You have to launch an idea that is technologically not too advanced and not too behind – Goldilocks! And that is not production or creative’s job alone – that is as much strategic thinking and application of tactical insights.
Also, the insights a planner brings to the table often only inform the birth of the idea or a creative direction. The insights that a digital strategist brings to the table informs the success of the idea and the actual meat and flesh of it. Sometimes the insight or “strategy” maybe tactical (will this particular user experience really invite participation and sharing?) and sometimes it is blue-sky. Point is – these insights underwrite the making of the idea and its success across the phases.
Our role will eventually become obsolete – it will mostly be absorbed by creative and a very small part of it will be absorbed by planning. But not yet. And not for the next few years. We have far too many traditional planners that simply aren’t interested in digital to wear this hat. You can’t teach someone to be an early adopter or experiment with technology or play around and deeply immerse/ engage in every new social platform or make games. Advertising needs us right now so if you still don’t get it – please STFU and let us do our jobs.
Call us whatever the fuck you want – as long as you let us work for the idea. I’ve even swept floors and washed dishes in name of creative. So there.
If you have more questions or want to hear more thoughts – please see the most popular posts (to your right). Feel free to leave a comment, unless you are going to serve up the same drivel I’ve been reading.
Trend Series: Caffeine Culture
This is the first of what I hope will be a regular series where I explore trends that I've captured mostly through my iPhone.
As you may know from following my Instagram feed and reading my blog, I have a love / hate relationship with caffeine. Mostly love, of course. Starbucks was one of the first companies to develop a brand around coffee, modeling their in store experience after sophisticated European cafés. But with the saturation of Starbucks, the last few years have seen a distinct 180 shift from the Starbucks aesthetic. Perhaps due to the sea of chain restaurants, plastic, disposable and mass produced everything, we're desperately seeking more permanence. Growing coffee companies like Stumptown and Kaffe 1668 use the dim lighting of incandescent bare light bulbs, candles and mason jars to hark back to a time where the General Store dominated, long before mass production and globalization. But with the added conveniences of wifi and elegance of a Dwell-worthy spread. Patrons are reminded of the craftsmanship, personal touch and ritual that goes into caffeine consumption through porcelain cups and latté art. Baristas have become artists, identifying themselves by wearing the uniform of newsboy caps, vests and the occasional bright red lipstick to remind customers that they are part of the creative class.
In New York, the four dollar cup of coffee has held its ground despite our stagnant economy. Perhaps we use this perfectly poured cup of coffee to escape the realities of our fast moving world, filled with constant email pings and chatter of always being busy? Ironically this escapism is often ruined by the compulsion to document and share our coffee experiences through social media channels like Instagram, Facebook and Twitter.
In the last few years, it seems that Brooklynites are nearly obsessed with this pre World War II lifestyle. Can you spot some examples?