Beyond Advertising: Creating Value Through all Email and Mobile Touchpoints

Creating value through all email and mobile touchpoints

Executive Director,The Future of Advertising Program at The Wharton School

-Microsoft CEO Steve Ballmer, 2007-Popular Mechanics, 1949

-New York Times, 1936

-Dr. Dionysys Larder, science writer and academic,1828

Time magazine, 1968

“[Advertising] agencies need to define the positive impact they want to have

on the world.”

"We know from our history that while promotions may

win quarters, innovation wins decades."

“Let there be a future where we can be free of

brand connections as well and let [brands]

have wisdom to know when not to be

present.”

“Be so entertaining [with your ads] that

people would actually pay to engage.”

-Catharine Hays, Executive Director, The Future of Advertising Program at The

Wharton School

-Chris Arnold, Creative Director and Co-founder, Creative Orchestra

– Bob McDonald, CEO, Procter & Gamble

-Ella Saltmarshe, Anthropologist, Comms Lab

Executive Director, The Future of Advertising Program at the Wharton School@catharinehays@whartonfoa

Senior Director of Editorial Content, MarketingSherpa@danielburstein

http://www.twitter.com/catharinehays

http://www.twitter.com/whartonfoa

http://www.twitter.com/danielburstein

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• Acts as a catalyst for deeper insights, bolder innovation and broader positive impact of “advertising.”

• Comprised of:

• 200+ brave thought leaders

• 22 countries; all regions

• Multi-generational

• International

• Multi-disciplinary

Research Project -

contributors answered two

questions:

1. What could/should

advertising look like in 2020?

2. What should we do now for

that future?

Source: The Wharton Future of Advertising Program’s Advertising 2020 Project

http://wfoa.wharton.upenn.edu/ad2020/

• Data from 2,400 customers

• Reveals how far companies must go to please (or alienate) customers

• Conducted in September-October 2016

https://www.marketingsherpa.com/freestuff/customer-first-studySource:

https://www.marketingsherpa.com/freestuff/customer-first-study

Key differentiator between satisfied and unsatisfied customers is customer-first marketing.

https://www.marketingsherpa.com/freestuff/customer-first-studySource:

https://www.marketingsherpa.com/freestuff/customer-first-studyhttps:/meclabs.sharepoint.com/sites/content/Editorial/Events/2017/Summit/Presentations/Rapid Fire Results/Summit2017_GS_RapidFire_v3.pptx

Managing Director, CMO ProgramDeloitte

“Most people want a company to provide value to them and don’t want to feel ‘marketed’ to in the process. The feeling of being marketed to, which is all too prevalent in 1:1 marketing today, gives a feeling of inauthenticity, which gives the feeling that the company doesn’t have the customer’s best interest.”

Founder and CEO, United Worldwide LLC

“Today, it's not just about customer-centric marketing, but also customer-centric products. If good enough, the product is a marketing channel in itself. Take Tesla, for example. A brand that spends no marketing dollars and yet performs well and has a super engaged fan base because their mission to create the greatest car ever is so inherent to everything they do (no dealerships, constant innovation). ”

Satisfied customers were three times more likely to say the company often or always puts their needs before its business goals than unsatisfied customers.

“Marketers may be best served by thinking about their audience not as customers, but as members, like we do as a nonprofit and professional association. It’s a small but impactful perspective change.

We have to convince an individual to repeatedly buy into our organization’s core mission, which means our very existence depends on delivering meaningful value in every interaction. Our members and, by extension, a for-profit company’s paying customers become the lifeblood of all marketing efforts, so it only makes sense to consider how a marketer is serving their interests —and solving their problems — before planning any marketing or product initiative. Those insights can only be gained from frequent conversations and a deep understanding of what customers need, want and will want in the future.”

Managing Director, Services Delivery and CMO, CFA Institute

“Just as customers engage brands in many channels, customer-first brands engage their customers holistically across all channels with personalized experiences. The other brands are sheep being slaughtered by their customers.

The cost-first mentality creates the endless downward spiral toward a customer-last strategy. The best creative in the world can’t fix broken customer relationships.”

Smart Communities IoT Ecosystems Strategy, Verizon

Q. Of the companies you interact with, how many put your needs before their own interests in their marketing?

• 92% of customers have experienced customer-first marketing from at least a few companies

• 77% of American consumers think that many companies do not practice-customer-first marketing

“Marketing can play a huge role, but in today’s siloed world, it’s nearly impossible for the average CMO to get it done. For instance, in many organizations the CMO is responsible for customer acquisition, or maybe even just delivering leads to a website or retail location, and someone else, such as product marketing, is responsible for consummating sales. Customer service or post-sales support often resides in a third organization. Everyone has different goals and different compensation structures, and they all follow the money. For instance, if you’re a product marketer in many B2B companies, your ‘customer’ is actually a sales person, and not the end user. You can do fantastic things that accrue long-term benefits to your end users, but if your tactics do not help your sales team hit this quarter’s conversion goal, you’ll be gone in short order.”

SVP of Content Marketing, POP

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With sessions from:

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From MarketingSherpa Summit 2017

Leverage the forces of change to motivate and enable

1. Advances in science and technology

2. Redefined media landscape

3. Skeptical & empowered consumers

4. Cultural, social, geopolitical environment

5. New business & revenue models

Advances in Science and Technology

are changing the art and science of what is possible, measurable, understandable, and

actionableNew Businesses and

Revenue Modelsare emerging, including sharing, network orchestrators, two-way reviews, omni-channel, and “B

corporations” which offer radical new alternatives to

hierarchy, silos and pure profit motive

The Traditional Media Landscape Has Exploded,

new platforms are proliferating, distinctions and

definitions are blurring, and all are becoming far more

dynamic, interactive, and connected

People’s Skepticism and Expectations are Higher

Than Ever And they are increasingly empowered to shape and

questions brands’ messages and motives

Our Turbulent and Hyper-Connected World

Is calling into question the roles and responsibilities of

businesses in the societies in which they operate, and challenging them to find

purpose and better leverage their resources for impact

beyond the bottom line

INCREASED SPEED, BREADTH, AND INTERRELATED

COMPLEXITY OF CHANGE

Win-win-win approach

1. A win for the company2. A win for the customer3. A win for society


Are changing the art and science of what is possible, measurable, understandable and


Revenue ModelsAre emerging including sharing, network orchestrators, two-way reviews, omni-channel, and “B




New platforms are proliferating, distinctions and


dynamic, interactive and connected









INCREASED SPEED,

BREADTH, AND INTERRELATED








After implementing links across all its marketing channels, Airbnb saw its app install rate increase by 19%.

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Advancements in Technology

Airbnb uses deep links in marketing emails to direct users to a certain listing inside the app. The user is more likely to complete a booking this way.

Advancements in Technology

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The Sydney Opera House invited locals and tourists alike to explore what goes on inside the building that has transformed a nation.

Throughout January and February, any visitors to the Opera House who posted a photo of the world-famous building on Instagram were in with a chance to receive a real-time video invitation to #comeonin for a personalized cultural experience.

Redefined Media Landscape

"The word 'icon' is so overused; I saw my local café advertise their 'iconic muffins' the other day. The Sydney Opera House, however, is a true icon. -- Toby Talbot, DDB Group Sydney CCO

Taco Bell shattered a Snapchat record through a Snap Lens campaign. The campaign involved using face detection technology to turn the user’s selfie face into a giant taco shell. The campaign was used to celebrate Cinco de Mayo and received more than 224M views in one day. The ad cost $750K.

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Redefined Media Landscape



















INCREASED SPEED,









Native advertising: form of paid media where the ad experience follows the natural form and function of the user experience in which it is placed.

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Skeptical & Empowered Consumers

theSkimm uses seamless links in marketing emails that display products relevant to its user base. This allows its partners to target the millennial female demographic.

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INCREASED SPEED,









• A movement dedicated to changing the perception of construction in America

• A place to share stories and ideas that show the value of and pride in construction

• Learned to make the customers the true hero of the stories

• Quit the sales and marketing obsession to focus only on the company

• 53.6% increase in annualized revenue since launch of customer-first campaigns

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Cultural, Social, Geopolitical Environment

To apply to speak at Summit 2018 and for a chance to win a MarketingSherpa award, visit:



















INCREASED SPEED,









Dunkin’ Donuts leveraged native ads on Waze to drive footfalls in its stores across the U.S. Those who saw the ad were more than 2x as likely to use the app to navigate to Dunkin’Donutslocations.

New Business and Revenue Models

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1. Identify the casual relationships between actions and results

2. Learn to make better, more effective and more efficient decisions

3. Initiate bold and innovative actions

4. Co-create and collaborate with customers and partners

5. Force measurement and accountability

6. Create a creative and innovative organization

7. Achieve a competitive advantage

Catharine Hays, The Future of Advertising Program at the Wharton School@catharinehays@whartonfoa

Daniel Burstein,MarketingSherpa@danielburstein

http://www.twitter.com/catharinehays

http://www.twitter.com/whartonfoa

http://www.twitter.com/danielburstein