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Jason Ryan

Experimentation Is The New Planning | Fast Company | Business + Innovation - 1 views

www.fastcompany.com/...experimentation-new-planning

strategy digital marketing business innovation

shared by Jason Ryan on 17 Sep 12 - No Cached
  • Let’s be honest: You have no idea what’s going to happen to your industry. That’s why you build your organization into an engine of possibility.
  • Management theorist Henry Mintzberg makes a distinction between deliberate and emergent strategy. Deliberate strategy relies on senior leaders to set goals and develop plans and strategies to achieve them. Emergent strategy is a strategy that emerges from all over the company, over time, as the environment changes and the organization shifts and adapts to apply its strengths to a changing reality.
  • Emergent strategy is an organic approach to growth that lets companies learn and continually develop new strategies over time based on an ongoing culture of hypothesis and experimentation.
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  • Diversity breeds creativity--ecosystems are richest where habitats and species overlap. With more connections and diversity comes more creativity: diverse communities are more interesting, more provocative, and more stimulating.
  • In 2005, Google set a formula for distributing its engineering efforts: 70-20-10. Seventy percent of Google’s resources are devoted to improving search and advertising, Google’s primary source of revenue and profits. Twenty percent is allotted as free time for people to pursue projects of their own choosing. And ten percent is invested in scaling up the most promising ideas that emerge from the 20% time, the wild cards that could develop into whole new lines of business.
  • Jack Welch, GE: “Size either liberates or paralyzes. We tried every day to remember that the benefit of size was that it allowed us to take more swings.”
  • Eric Schmidt, Google: “Our goal is to have more at-bats per unit of time and effort than anyone else in the world.”
  • Jeff Bezos, Amazon: “You need to set up and organize so that you can do as many experiments per unit of time as possible.”
  • The more things you try, the better your chances of discovering something valuable.
  • For emergent strategy to be successful, there must be enough autonomy, freedom, and slack in the system for people and resources to connect in a peer-to-peer way, like they do in Silicon Valle
  • Employees at Mailchimp, an email marketing company with about 100 employees, decide on new features and services in a similar way. If someone has an idea, they attempt to recruit another person to help them work on a prototype or to help convince others. At Mailchimp, people get excited by good ideas, and they are trusted, so they have the autonomy to follow their instincts. To be recruited, a person must consider it more interesting or useful than the things they are already working on. Like the ants, recruitment turns to escalating commitment over time as more people are recruited to the project. When enough people are recruited, a team is formed and commits to seeing the project through to completion. In this way, ideas compete for resources and the best ideas end up bearing fruit.
bethgranter

The Launch of Sosolimited's Typographic Web App ReConstitution 2012 | The Creators Project - 0 views

www.thecreatorsproject.com/...-web-app-ireconstitution-2012i

psychoanalysis psychology language trendsbriefing nlp processing natural

shared by bethgranter on 23 Oct 12 - No Cached
  • This works because as much as we might try to mask our inner intentions and emotions, the language centers in our brain broadcast our inner secrets in subtle ways. Like a poker player’s ‘tell,’ the character and frequency of the words we use reveal a lot about our inner psychological states. Liars tend to avoid talking about themselves in the first person. Depressed and suicidal people speak a lot more about their bodies and health than happy people. By assembling a team of the world’s fanciest psychologists, linguists, programmers, and bartenders, we have put together behavioral models that allow our system to detect lies, narcissism, depression, and senility ten times better than any jackass in a suit can on CNN.
Antony Mayfield

What is the Potential Audience Size for a Hashtag Community? « OUseful.Info, ... - 0 views

blog.ouseful.info/...e-size-for-a-hashtag-community

hashtags attention twitter analytics metrics

shared by Antony Mayfield on 09 Feb 12 - No Cached
  • What’s the potential audience size around a Twitter hashtag?
  • in the early days of webs stats, reported figures tended to centre around the notion of hits, the number of calls made to a server via website activity.
  • Widespread social media monitoring/tracking is largely still in the realm of “hits” measurement. Personal dashboards for services such as Twitter typically display direct measures provided by the Twitter API, or measures trivially/directly identified from Twitter API or archived data – number of followers, numbers of friends, distribution of updates over time, number of mentions, and so on.
Antony Mayfield

Nike's new marketing mojo - Fortune Management - 0 views

management.fortune.cnn.com/...nike-digital-marketing

nike case_study marketing digital social_media

shared by Antony Mayfield on 14 Jun 12 - No Cached
  • Once upon a time, the hush-hush plans and special-access security clearance would have been about some cutting-edge sneaker technology: the discovery of a new kind of foam-blown polyurethane, say, or some other breakthrough in cushioning science. But the employees in this lab aren't making shoes or clothes. They're quietly engineering a revolution in marketing.
  • Nike Digital Sport, a new division the company launched in 2010.
  • On one level, it aims to develop devices and technologies that allow users to track their personal statistics in any sport in which they participate. Its best-known product is the Nike+ running sensor, the blockbuster performance-tracking tool developed with Apple (AAPL). Some 5 million runners now log on to Nike (NKE) to check their performance. Last month Digital Sport released its first major follow-up product, a wristband that tracks energy output called the FuelBand.
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  • But Digital Sport is not just about creating must-have sports gadgets. Getting so close to its consumers' data holds exceptional promise for one of the world's greatest marketers: It means it can follow them, build an online community for them, and forge a tighter relationship with them than ever before.
  • Nike's spending on TV and print advertising in the U.S. has dropped by 40% in just three years, even as its total marketing budget has steadily climbed upward to hit a record $2.4 billion last year. "There's barely any media advertising these days for Nike," says Brian Collins, a brand consultant and longtime Madison Avenue creative executive.
  • n 2000, Wieden handled all of Nike's estimated $350 million in U.S. billings. Now those campaigns are increasingly split between Wieden and a host of other agencies that specialize in social media and new technologies.
  • Gone is the reliance on top-down campaigns celebrating a single hit -- whether a star like Tiger Woods, a signature shoe like the Air Force 1, or send-ups like Bo Jackson's 'Bo Knows' commercials from the late '80s that sold the entire brand in one fell Swoosh. In their place is a whole new repertoire of interactive elements that let Nike communicate directly with its consumers, whether it's a performance-tracking wristband, a 30-story billboard in Johannesburg that posts fan headlines from Twitter, or a major commercial shot by an Oscar-nominated director that makes its debut not on primetime television but on Facebook.
  • It spent nearly $800 million on 'nontraditional' advertising in 2010, according to Advertising Age estimates, a greater percentage of its U.S. advertising budget than any other top 100 U.S. advertiser. (And Nike's latest filings indicate that that figure will grow in 2011.)
  • Two years ago a group including Stefan Olander, 44, a longtime marketing executive (and Matthew McConaughey look-alike) formally pitched Parker on the idea for Digital Sport, a cross-category division that would take the Nike+ idea -- chip-enabled customer loyalty -- into other sports. Up and running a month later, the Digital Sport division now works across all of Nike's major sports.
  • The reason for the shift is simple: Nike is going where its customer is.
  • But as the marketing mix becomes less about hero worship and more about consumer-driven conversation, they say, Nike is insulating itself from an era of athlete endorsements gone wrong. "Everybody's realized there's not the same one-to-one relationship as in the past: When Jordan's hot, his shoes are hot," says a former Nike executive. "I don't know if hero worship is the same as it used to be."
  • That's not to say everything has been a slam dunk. Nike shut down its Joga network after the last World Cup game in 2006, confusing the million-plus members who'd signed up for it. Its Ballers Network, meanwhile -- launched in 2008 as an app that let basketball players organize street games -- recently had less than 300 users in the U.S.; a recent wall post was a teenager complaining he couldn't get it to work. And critics say products like the FuelBand and Nike+, while dazzling, are more about keeping Nike's retail prices high than innovating.
  • Antony Mayfield on 14 Jun 12
     
    Comprehensive study of Nike's digital and social media marketing revolution.
Maddy Wood

6 Senior-Level Steps To Digital Marketing Success - 1 views

www.cmo.com/..._6_senior_level_steps.html

CMO_responsibility digital_leadership

shared by Maddy Wood on 21 Aug 13 - No Cached
  • Commit personally: Senior executives need to understand what they want from digital and social. Fortunately, the highest-level goals are generally quite clear. Companies have unprecedented opportunities to build steadily strengthening connections to customers, prospects, and partners. As a result, they can achieve higher margins, lower acquisition costs, and lower customer churn, thereby raising customer lifetime value. Clearly laying out these expectations is a great way to start.
  • 6 Senior-Level Steps To Digital Marketing Success
  • Understand customers.
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  • Map the pieces: This is perhaps the most challenging step. The overarching goal is to create an “ecosystem,” or community, of some sort–in short, a company’s own network that includes customers, prospects, and partners. This enables increased engagement with existing members, while promoting growth by adding new members. A place to start is understanding where the company stands across three distinct digital approaches–search engine marketing based on static Web sites and perhaps email marketing systems; permission-based inbound marketing based on attracting opt-in members and then building engagement through customer relationship management systems and content nurture streams; and social marketing and social sales based on understanding and leveraging social networks. One key question to ask is, “What should be at the center?”
  • the CRM system may take the central position rather than the Web site.
  • the real benefits come from achieving local leverage by encouraging a wide range of employees and partners to develop their own social presence, as well.
  • executives need to understand and articulate how the structure reflects the approach to growing customer lifetime value.
  • Assemble the components: Once the pieces are mapped based on the shape of the customer opportunities, the next challenge is to assemble a specific set of components with an eye toward flexibility and cost effectiveness. Given the remarkably rapid rate of innovation, leaders need to avoid being locked into expensive commitments that won’t be easy to continue to change. A series of principles can really help here.
  • build, test, and monitor prototypes until they work perfectly. Investing extra time and effort at this stage can make the step of expanding the system much quicker and less expensive, as well as making broad implementation much smoother.
  • Engage the organization around content, and marshal the resources to make it successful. Once a system is developed, it has to be used to full effect to capture the available benefits. And in today’s world, that requires a large, steady stream of content. Types of content include articles, blogs, white papers, contests, games, webinars, videos, posts to discussion groups, tweets, and infographics (to name a few). Increasingly, content generation is evolving into a companywide responsibility, rather than simply a marketing responsibility. Senior executives need to embrace and then encourage this. Although this is a relatively undeveloped area, management processes that reward the generation and dissemination of great content will undoubtedly lead to great value. And social management platforms that enable rapid and easy sharing of existing content, along with monitoring for compliance purposes, are already enjoying rapid growth.
  • Constantly measure and monitor in order to learn and improve:
  • margins should improve, acquisition costs should drop, and churn rates should decline
Antony Mayfield

We did our best, but we were powerless to reinvent journalism - it was a digital riptid... - 0 views

paidcontent.org/...alism-it-was-a-digital-riptide

journalism disruption media internet paidcontent

shared by Antony Mayfield on 12 Sep 13 - No Cached
  • This is a very appealing metaphor, because it largely absolves anyone who was involved in the media from any blame for failing to see the writing on the wall or failing to move quickly enough to change their behavior or their corporate culture.
  • But is this true? Disruption guru Clay Christensen, also associated with Harvard, has written about how industries — including the car-manufacturing business and the steel industry — have failed to adapt because they didn’t appreciate just how disruptive new entrants or new technologies would be. And it’s arguable that the media industry in the 1990s and early 2000s also failed to appreciate just how disruptive the web would be to their business and to journalism in general. Should we blame them for that? I think we should blame them a little, and here’s why: because there were senior people in the industry who saw the disruption coming — saw it clearly, appreciated the implications, and talked about the potential damage. These weren’t voices crying in the wilderness, but fairly powerful players. To take just one example, there was Knight Ridder excecutive Kathy Yates, who ran the company’s digital unit, and eventually grew frustrated with the industry and moved on to Women.com and then CBSMarketwatch.
Maddy Wood

13 ways for retailers to deal with the threat of showrooming | Econsultancy - 0 views

econsultancy.com/...with-the-threat-of-showrooming

omni-channel

shared by Maddy Wood on 31 Aug 13 - No Cached
    • Maddy Wood
      Maddy Wood on 31 Aug 13
       
      Clear price consistency on & off & in other retailers (? Policy - eg with nordstrom for timberland)
  • Offer excellent customer service  As the online channel matures, and growth slows, customer service (and customer experience) will be the key differentiator. It can also trump price in some circumstances.  For some purchases, price online will be the deciding factor once customers decide to buy a certain product, but they will also appreciate great service and the personal touch. 
    • Maddy Wood
      Maddy Wood on 31 Aug 13
       
      Shopping concierge - outfits app for wardrobe planning & wishlists 
  • ...3 more annotations...
  • Appeal to the 'want it now' mentality. Sometimes, if you want a product, you just don't want to wait, and offline retailers will always have this advantage over online rivals. Retailers can make the most of this by offering the ability to check stock in local stores. 
  • Make sure staff have the knowledge
  • Use social media If people are in your stores using their phones, why not find a way of turning this to your advantage, and getting these 'showroomers' to promote your store?  One example of this comes from TopShop. After receiving free style and make-up sessions, shoppers were invited to create a digital “Wish You Were At Topshop” postcard using the photo-sharing app, Instagram.
Antony Mayfield

The Future Of Business Is Digital | Forrester Blogs - 1 views

blogs.forrester.com/..._future_of_business_is_digital

forrester digital_business digital_transformation

shared by Antony Mayfield on 25 Mar 14 - No Cached
  • Your company is likely to face an extinction event in the next 10 years. And while you may see it coming, you may not have enough time to save your company.
  • While 74% of business executives say their company has a digital strategy, only 15% believe that their company has the skills and capabilities to execute on that strategy (see figure). These are just some of the findings from our latest research (Forrester clients click here).
  • Dynamic Ecosystems Of Value Consumers are already adapting digital tools to their lives, both for personal use and for business use. These tools — apps for smartphones and tablets — allow device owners to create a collection of tools that satisfy a need or want. 
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