These silos of information make it increasingly difficult to do things core to your business and growth. Adobe has been working with Telco companies for years helping to meet customer needs in a very dynamic marketplace and grow their business. In fact, Adobe works with over 70% of the top 25 Global Telecommunications companies. These are a core set of objectives that we have helped them achieve again and againthings such as:Innovation –There are few industries that are as dynamic as telecommunications. To stay ahead of the pack and to envision the next revolutionary trend, success is driven through experimentation and innovation.First is product/services innovation as part of driving desire to grow revenues in areas beyond data downloads. We see a lot of experimentation with new offerings such as bundles and family plans which provide opportunities to benefit from content downloads, gain share of wallet & improve ARPUs. Telco organizations are increasing tapping customers for inputs during the product development cycle which provides early inputs into product features and audience preferences and positioning. focused on the development of New offerings that will both improve revenues and provide more stickiness (like data and content subscriptions) and marketing innovation- novel ways to engage and retain customers (apps and OTT collaborations, mobile broadband) gain a (adobe value proposition is through social technologies that support innovation strategies, analytics that enable the organization to identify trends)Differentiate Customer Experiences- CSP can differentiate themselves from the competition by providing personalized, engaging experiences across the customer lifecycle. For example, CSP are able to improve CSAT and reduce churn by providing intuitive e-support experiences. (analytics, targeting, WEM) Harness the power of big data: Telco organizations have a wealth of data- billing relationship, phone, app usage like other organizations want to harness the power of their data are looking to identify actionable insights and segments within their data sets to inform audience targeting, cross sell/up sell, and provide intuitive support experiencesANDThey are the only player in the eco system that can see the market in totality: what mobile subscribers are doing- how all apps & devices are being used so that could be used to sell back to ecosystem as intel or they could participate in ad networks (analytics, Insight, Target)Execute on a Dime: Efficient and speed from content/campaign development to publishing to different form factors. Quickly measure and react based on target audiences reaction- optimize advertising spend to deliver biggest benefit for the buck. (WEM, Media optimizer)Need to expand wallet share- and reduce churn (new offerings that combine data/content, look at new business models - mobile advertisingAcquire new customersMarket for carriers is mature, saturated - having a challenge acquiring new customers and keeping existing customers. Focused on expanding “wallet share” across their served customer base…bundling offerings is popular (4P offering - Internet, Voice, TV, Mobile). Major focus of customer relationship management strategy is influencing uptake of additional offerings to prevent defection. A dominant KPI is client spend. Disruptive new entrants are stealing market share (Free Mobile story in France…already has 5% market share) and regulatory pressure challenging the growth in revenues from increased data consumption with growth of mobile subscribers
These silos of information make it increasingly difficult to do things core to your business and growth. Adobe has been working with Telco companies for years helping to meet customer needs in a very dynamic marketplace and grow their business. In fact, Adobe works with over 70% of the top 25 Global Telecommunications companies. These are a core set of objectives that we have helped them achieve again and againthings such as:Innovation –There are few industries that are as dynamic as telecommunications. To stay ahead of the pack and to envision the next revolutionary trend, success is driven through experimentation and innovation.First is product/services innovation as part of driving desire to grow revenues in areas beyond data downloads. We see a lot of experimentation with new offerings such as bundles and family plans which provide opportunities to benefit from content downloads, gain share of wallet & improve ARPUs. Telco organizations are increasing tapping customers for inputs during the product development cycle which provides early inputs into product features and audience preferences and positioning. focused on the development of New offerings that will both improve revenues and provide more stickiness (like data and content subscriptions) and marketing innovation- novel ways to engage and retain customers (apps and OTT collaborations, mobile broadband) gain a (adobe value proposition is through social technologies that support innovation strategies, analytics that enable the organization to identify trends)Differentiate Customer Experiences- CSP can differentiate themselves from the competition by providing personalized, engaging experiences across the customer lifecycle. For example, CSP are able to improve CSAT and reduce churn by providing intuitive e-support experiences. (analytics, targeting, WEM) Harness the power of big data: Telco organizations have a wealth of data- billing relationship, phone, app usage like other organizations want to harness the power of their data are looking to identify actionable insights and segments within their data sets to inform audience targeting, cross sell/up sell, and provide intuitive support experiencesANDThey are the only player in the eco system that can see the market in totality: what mobile subscribers are doing- how all apps & devices are being used so that could be used to sell back to ecosystem as intel or they could participate in ad networks (analytics, Insight, Target)Execute on a Dime: Efficient and speed from content/campaign development to publishing to different form factors. Quickly measure and react based on target audiences reaction- optimize advertising spend to deliver biggest benefit for the buck. (WEM, Media optimizer)Need to expand wallet share- and reduce churn (new offerings that combine data/content, look at new business models - mobile advertisingAcquire new customersMarket for carriers is mature, saturated - having a challenge acquiring new customers and keeping existing customers. Focused on expanding “wallet share” across their served customer base…bundling offerings is popular (4P offering - Internet, Voice, TV, Mobile). Major focus of customer relationship management strategy is influencing uptake of additional offerings to prevent defection. A dominant KPI is client spend. Disruptive new entrants are stealing market share (Free Mobile story in France…already has 5% market share) and regulatory pressure challenging the growth in revenues from increased data consumption with growth of mobile subscribers
These silos of information make it increasingly difficult to do things core to your business and growth. Adobe has been working with Telco companies for years helping to meet customer needs in a very dynamic marketplace and grow their business. In fact, Adobe works with over 70% of the top 25 Global Telecommunications companies. These are a core set of objectives that we have helped them achieve again and againthings such as:Innovation –There are few industries that are as dynamic as telecommunications. To stay ahead of the pack and to envision the next revolutionary trend, success is driven through experimentation and innovation.First is product/services innovation as part of driving desire to grow revenues in areas beyond data downloads. We see a lot of experimentation with new offerings such as bundles and family plans which provide opportunities to benefit from content downloads, gain share of wallet & improve ARPUs. Telco organizations are increasing tapping customers for inputs during the product development cycle which provides early inputs into product features and audience preferences and positioning. focused on the development of New offerings that will both improve revenues and provide more stickiness (like data and content subscriptions) and marketing innovation- novel ways to engage and retain customers (apps and OTT collaborations, mobile broadband) gain a (adobe value proposition is through social technologies that support innovation strategies, analytics that enable the organization to identify trends)Differentiate Customer Experiences- CSP can differentiate themselves from the competition by providing personalized, engaging experiences across the customer lifecycle. For example, CSP are able to improve CSAT and reduce churn by providing intuitive e-support experiences. (analytics, targeting, WEM) Harness the power of big data: Telco organizations have a wealth of data- billing relationship, phone, app usage like other organizations want to harness the power of their data are looking to identify actionable insights and segments within their data sets to inform audience targeting, cross sell/up sell, and provide intuitive support experiencesANDThey are the only player in the eco system that can see the market in totality: what mobile subscribers are doing- how all apps & devices are being used so that could be used to sell back to ecosystem as intel or they could participate in ad networks (analytics, Insight, Target)Execute on a Dime: Efficient and speed from content/campaign development to publishing to different form factors. Quickly measure and react based on target audiences reaction- optimize advertising spend to deliver biggest benefit for the buck. (WEM, Media optimizer)Need to expand wallet share- and reduce churn (new offerings that combine data/content, look at new business models - mobile advertisingAcquire new customersMarket for carriers is mature, saturated - having a challenge acquiring new customers and keeping existing customers. Focused on expanding “wallet share” across their served customer base…bundling offerings is popular (4P offering - Internet, Voice, TV, Mobile). Major focus of customer relationship management strategy is influencing uptake of additional offerings to prevent defection. A dominant KPI is client spend. Disruptive new entrants are stealing market share (Free Mobile story in France…already has 5% market share) and regulatory pressure challenging the growth in revenues from increased data consumption with growth of mobile subscribers
Learn the tools, but…Value propositions, compelling messaging, trade dress, etc. still matterDon’t get so heavy in the science that you forget the art
These silos of information make it increasingly difficult to do things core to your business and growth. Adobe has been working with Telco companies for years helping to meet customer needs in a very dynamic marketplace and grow their business. In fact, Adobe works with over 70% of the top 25 Global Telecommunications companies. These are a core set of objectives that we have helped them achieve again and againthings such as:Innovation –There are few industries that are as dynamic as telecommunications. To stay ahead of the pack and to envision the next revolutionary trend, success is driven through experimentation and innovation.First is product/services innovation as part of driving desire to grow revenues in areas beyond data downloads. We see a lot of experimentation with new offerings such as bundles and family plans which provide opportunities to benefit from content downloads, gain share of wallet & improve ARPUs. Telco organizations are increasing tapping customers for inputs during the product development cycle which provides early inputs into product features and audience preferences and positioning. focused on the development of New offerings that will both improve revenues and provide more stickiness (like data and content subscriptions) and marketing innovation- novel ways to engage and retain customers (apps and OTT collaborations, mobile broadband) gain a (adobe value proposition is through social technologies that support innovation strategies, analytics that enable the organization to identify trends)Differentiate Customer Experiences- CSP can differentiate themselves from the competition by providing personalized, engaging experiences across the customer lifecycle. For example, CSP are able to improve CSAT and reduce churn by providing intuitive e-support experiences. (analytics, targeting, WEM) Harness the power of big data: Telco organizations have a wealth of data- billing relationship, phone, app usage like other organizations want to harness the power of their data are looking to identify actionable insights and segments within their data sets to inform audience targeting, cross sell/up sell, and provide intuitive support experiencesANDThey are the only player in the eco system that can see the market in totality: what mobile subscribers are doing- how all apps & devices are being used so that could be used to sell back to ecosystem as intel or they could participate in ad networks (analytics, Insight, Target)Execute on a Dime: Efficient and speed from content/campaign development to publishing to different form factors. Quickly measure and react based on target audiences reaction- optimize advertising spend to deliver biggest benefit for the buck. (WEM, Media optimizer)Need to expand wallet share- and reduce churn (new offerings that combine data/content, look at new business models - mobile advertisingAcquire new customersMarket for carriers is mature, saturated - having a challenge acquiring new customers and keeping existing customers. Focused on expanding “wallet share” across their served customer base…bundling offerings is popular (4P offering - Internet, Voice, TV, Mobile). Major focus of customer relationship management strategy is influencing uptake of additional offerings to prevent defection. A dominant KPI is client spend. Disruptive new entrants are stealing market share (Free Mobile story in France…already has 5% market share) and regulatory pressure challenging the growth in revenues from increased data consumption with growth of mobile subscribers
“There has not been a common vision for this site for a very long time under one leader. It has moved from one leader to another, so it keeps shifting.”
These silos of information make it increasingly difficult to do things core to your business and growth. Adobe has been working with Telco companies for years helping to meet customer needs in a very dynamic marketplace and grow their business. In fact, Adobe works with over 70% of the top 25 Global Telecommunications companies. These are a core set of objectives that we have helped them achieve again and againthings such as:Innovation –There are few industries that are as dynamic as telecommunications. To stay ahead of the pack and to envision the next revolutionary trend, success is driven through experimentation and innovation.First is product/services innovation as part of driving desire to grow revenues in areas beyond data downloads. We see a lot of experimentation with new offerings such as bundles and family plans which provide opportunities to benefit from content downloads, gain share of wallet & improve ARPUs. Telco organizations are increasing tapping customers for inputs during the product development cycle which provides early inputs into product features and audience preferences and positioning. focused on the development of New offerings that will both improve revenues and provide more stickiness (like data and content subscriptions) and marketing innovation- novel ways to engage and retain customers (apps and OTT collaborations, mobile broadband) gain a (adobe value proposition is through social technologies that support innovation strategies, analytics that enable the organization to identify trends)Differentiate Customer Experiences- CSP can differentiate themselves from the competition by providing personalized, engaging experiences across the customer lifecycle. For example, CSP are able to improve CSAT and reduce churn by providing intuitive e-support experiences. (analytics, targeting, WEM) Harness the power of big data: Telco organizations have a wealth of data- billing relationship, phone, app usage like other organizations want to harness the power of their data are looking to identify actionable insights and segments within their data sets to inform audience targeting, cross sell/up sell, and provide intuitive support experiencesANDThey are the only player in the eco system that can see the market in totality: what mobile subscribers are doing- how all apps & devices are being used so that could be used to sell back to ecosystem as intel or they could participate in ad networks (analytics, Insight, Target)Execute on a Dime: Efficient and speed from content/campaign development to publishing to different form factors. Quickly measure and react based on target audiences reaction- optimize advertising spend to deliver biggest benefit for the buck. (WEM, Media optimizer)Need to expand wallet share- and reduce churn (new offerings that combine data/content, look at new business models - mobile advertisingAcquire new customersMarket for carriers is mature, saturated - having a challenge acquiring new customers and keeping existing customers. Focused on expanding “wallet share” across their served customer base…bundling offerings is popular (4P offering - Internet, Voice, TV, Mobile). Major focus of customer relationship management strategy is influencing uptake of additional offerings to prevent defection. A dominant KPI is client spend. Disruptive new entrants are stealing market share (Free Mobile story in France…already has 5% market share) and regulatory pressure challenging the growth in revenues from increased data consumption with growth of mobile subscribers
These silos of information make it increasingly difficult to do things core to your business and growth. Adobe has been working with Telco companies for years helping to meet customer needs in a very dynamic marketplace and grow their business. In fact, Adobe works with over 70% of the top 25 Global Telecommunications companies. These are a core set of objectives that we have helped them achieve again and againthings such as:Innovation –There are few industries that are as dynamic as telecommunications. To stay ahead of the pack and to envision the next revolutionary trend, success is driven through experimentation and innovation.First is product/services innovation as part of driving desire to grow revenues in areas beyond data downloads. We see a lot of experimentation with new offerings such as bundles and family plans which provide opportunities to benefit from content downloads, gain share of wallet & improve ARPUs. Telco organizations are increasing tapping customers for inputs during the product development cycle which provides early inputs into product features and audience preferences and positioning. focused on the development of New offerings that will both improve revenues and provide more stickiness (like data and content subscriptions) and marketing innovation- novel ways to engage and retain customers (apps and OTT collaborations, mobile broadband) gain a (adobe value proposition is through social technologies that support innovation strategies, analytics that enable the organization to identify trends)Differentiate Customer Experiences- CSP can differentiate themselves from the competition by providing personalized, engaging experiences across the customer lifecycle. For example, CSP are able to improve CSAT and reduce churn by providing intuitive e-support experiences. (analytics, targeting, WEM) Harness the power of big data: Telco organizations have a wealth of data- billing relationship, phone, app usage like other organizations want to harness the power of their data are looking to identify actionable insights and segments within their data sets to inform audience targeting, cross sell/up sell, and provide intuitive support experiencesANDThey are the only player in the eco system that can see the market in totality: what mobile subscribers are doing- how all apps & devices are being used so that could be used to sell back to ecosystem as intel or they could participate in ad networks (analytics, Insight, Target)Execute on a Dime: Efficient and speed from content/campaign development to publishing to different form factors. Quickly measure and react based on target audiences reaction- optimize advertising spend to deliver biggest benefit for the buck. (WEM, Media optimizer)Need to expand wallet share- and reduce churn (new offerings that combine data/content, look at new business models - mobile advertisingAcquire new customersMarket for carriers is mature, saturated - having a challenge acquiring new customers and keeping existing customers. Focused on expanding “wallet share” across their served customer base…bundling offerings is popular (4P offering - Internet, Voice, TV, Mobile). Major focus of customer relationship management strategy is influencing uptake of additional offerings to prevent defection. A dominant KPI is client spend. Disruptive new entrants are stealing market share (Free Mobile story in France…already has 5% market share) and regulatory pressure challenging the growth in revenues from increased data consumption with growth of mobile subscribers
The first sites to launch are the US/North American vehicle lines.
The first sites to launch are the US/North American vehicle lines.
Understand which metrics matter the mostKnow what moves the key metricsGet sharp on attribution
Understand which metrics matter the mostKnow what moves the key metricsGet sharp on attribution
These silos of information make it increasingly difficult to do things core to your business and growth. Adobe has been working with Telco companies for years helping to meet customer needs in a very dynamic marketplace and grow their business. In fact, Adobe works with over 70% of the top 25 Global Telecommunications companies. These are a core set of objectives that we have helped them achieve again and againthings such as:Innovation –There are few industries that are as dynamic as telecommunications. To stay ahead of the pack and to envision the next revolutionary trend, success is driven through experimentation and innovation.First is product/services innovation as part of driving desire to grow revenues in areas beyond data downloads. We see a lot of experimentation with new offerings such as bundles and family plans which provide opportunities to benefit from content downloads, gain share of wallet & improve ARPUs. Telco organizations are increasing tapping customers for inputs during the product development cycle which provides early inputs into product features and audience preferences and positioning. focused on the development of New offerings that will both improve revenues and provide more stickiness (like data and content subscriptions) and marketing innovation- novel ways to engage and retain customers (apps and OTT collaborations, mobile broadband) gain a (adobe value proposition is through social technologies that support innovation strategies, analytics that enable the organization to identify trends)Differentiate Customer Experiences- CSP can differentiate themselves from the competition by providing personalized, engaging experiences across the customer lifecycle. For example, CSP are able to improve CSAT and reduce churn by providing intuitive e-support experiences. (analytics, targeting, WEM) Harness the power of big data: Telco organizations have a wealth of data- billing relationship, phone, app usage like other organizations want to harness the power of their data are looking to identify actionable insights and segments within their data sets to inform audience targeting, cross sell/up sell, and provide intuitive support experiencesANDThey are the only player in the eco system that can see the market in totality: what mobile subscribers are doing- how all apps & devices are being used so that could be used to sell back to ecosystem as intel or they could participate in ad networks (analytics, Insight, Target)Execute on a Dime: Efficient and speed from content/campaign development to publishing to different form factors. Quickly measure and react based on target audiences reaction- optimize advertising spend to deliver biggest benefit for the buck. (WEM, Media optimizer)Need to expand wallet share- and reduce churn (new offerings that combine data/content, look at new business models - mobile advertisingAcquire new customersMarket for carriers is mature, saturated - having a challenge acquiring new customers and keeping existing customers. Focused on expanding “wallet share” across their served customer base…bundling offerings is popular (4P offering - Internet, Voice, TV, Mobile). Major focus of customer relationship management strategy is influencing uptake of additional offerings to prevent defection. A dominant KPI is client spend. Disruptive new entrants are stealing market share (Free Mobile story in France…already has 5% market share) and regulatory pressure challenging the growth in revenues from increased data consumption with growth of mobile subscribers
Highlight roll out roadmap (Roadmap and announcementsNew UI of Marketing Cloud – David N Demo in JanuaryAnnounced advances in innovations across all 5 solutionsThings like anomaly detections and clustering…Big idea we shared at Summit – the Last Millisecond (introduced a few months ago to employees now it Resonated with customersIdea is: From the moment I take an action, the experience is built for me in milliseconds.Every swipe, tag, tap, snap, drag, click…Across brands, devices and platforms, Consumers just want it their way and they don’t care about the complexity required to make that happen. Action to experience -> Last MillisecondHeroes or look very, very averageTo do this right, execution across four key pillars [LIST ALL FOUR]LISTEN - SignalsBehavioral (what is being shared)3rd party (demo, income range, age, zip)Enterprise data (PoS, CRM), Social data and graphSit in different places, once consolidated has to be ready to scale to real-time requirement of LMPREDICT: With our data about consumer and interests, now what do we predict they want to see / offer / contentMath, Algorithms, machine learning, Has to be. Massive scale.Based on the prediction, need to assemble the fundamental creativeASSEMBLE: The assets to assemble this sit in elemental form in different places, the creative over in the DAM, the font is over in another place, product pricing, inventory systems – everything must be assembled dynamically.DELIVER:This sounds simple, but is anything but. Must be done seamlessly – end-to-end and in mere moments with pinpoint accuracyAll critical – next version of the marketing cloud is overcome org hurdles
Enterprises must first collect all customers’ behavioral information not only from online interactions, but also from inbound, offline channels like point-of-sale retail systems and call centers, which are typically fragmented and stored in many different silos.
And then Consolidate all this data into a single analysis infrastructure in order to provide a 360º view of the Customer.Then using the right customer analytics solution, you can attribute online activities to offline conversion (and vice versa), establishing an accurate picture of visitor conversion and the affects of campaign investmentThis enables True Customer segmentation, taking into account all data attributes and activities, which empowers the leap to customer centric marketing. Ultimately, you will improve all your acquisition, conversion and retention activities.
Highlight roll out roadmap (Roadmap and announcementsNew UI of Marketing Cloud – David N Demo in JanuaryAnnounced advances in innovations across all 5 solutionsThings like anomaly detections and clustering…Big idea we shared at Summit – the Last Millisecond (introduced a few months ago to employees now it Resonated with customersIdea is: From the moment I take an action, the experience is built for me in milliseconds.Every swipe, tag, tap, snap, drag, click…Across brands, devices and platforms, Consumers just want it their way and they don’t care about the complexity required to make that happen. Action to experience -> Last MillisecondHeroes or look very, very averageTo do this right, execution across four key pillars [LIST ALL FOUR]LISTEN - SignalsBehavioral (what is being shared)3rd party (demo, income range, age, zip)Enterprise data (PoS, CRM), Social data and graphSit in different places, once consolidated has to be ready to scale to real-time requirement of LMPREDICT: With our data about consumer and interests, now what do we predict they want to see / offer / contentMath, Algorithms, machine learning, Has to be. Massive scale.Based on the prediction, need to assemble the fundamental creativeASSEMBLE: The assets to assemble this sit in elemental form in different places, the creative over in the DAM, the font is over in another place, product pricing, inventory systems – everything must be assembled dynamically.DELIVER:This sounds simple, but is anything but. Must be done seamlessly – end-to-end and in mere moments with pinpoint accuracyAll critical – next version of the marketing cloud is overcome org hurdles
The marketer worked with our predictive services team to build a media mix model tool. In this dashboard, the marketer enters all of the planned budgets for its various media.He then clicks the “Calculate Optimum” button to run the customized predictive model against the inputs.
You can see the small incremental improvement in revenue based on the predictive model.
Highlight roll out roadmap (Roadmap and announcementsNew UI of Marketing Cloud – David N Demo in JanuaryAnnounced advances in innovations across all 5 solutionsThings like anomaly detections and clustering…Big idea we shared at Summit – the Last Millisecond (introduced a few months ago to employees now it Resonated with customersIdea is: From the moment I take an action, the experience is built for me in milliseconds.Every swipe, tag, tap, snap, drag, click…Across brands, devices and platforms, Consumers just want it their way and they don’t care about the complexity required to make that happen. Action to experience -> Last MillisecondHeroes or look very, very averageTo do this right, execution across four key pillars [LIST ALL FOUR]LISTEN - SignalsBehavioral (what is being shared)3rd party (demo, income range, age, zip)Enterprise data (PoS, CRM), Social data and graphSit in different places, once consolidated has to be ready to scale to real-time requirement of LMPREDICT: With our data about consumer and interests, now what do we predict they want to see / offer / contentMath, Algorithms, machine learning, Has to be. Massive scale.Based on the prediction, need to assemble the fundamental creativeASSEMBLE: The assets to assemble this sit in elemental form in different places, the creative over in the DAM, the font is over in another place, product pricing, inventory systems – everything must be assembled dynamically.DELIVER:This sounds simple, but is anything but. Must be done seamlessly – end-to-end and in mere moments with pinpoint accuracyAll critical – next version of the marketing cloud is overcome org hurdles
Digital Readinessis the right combination of People, Process and Products which enabledata rich organisations to become information and action rich. It enables organisations to setup a strong digital analytics foundation that supports the success of existing and future digital marketing activities. Specifically at M&S we’re talking about enabling your core teams to develop an insight-driven organisation.
Highlight roll out roadmap (Roadmap and announcementsNew UI of Marketing Cloud – David N Demo in JanuaryAnnounced advances in innovations across all 5 solutionsThings like anomaly detections and clustering…Big idea we shared at Summit – the Last Millisecond (introduced a few months ago to employees now it Resonated with customersIdea is: From the moment I take an action, the experience is built for me in milliseconds.Every swipe, tag, tap, snap, drag, click…Across brands, devices and platforms, Consumers just want it their way and they don’t care about the complexity required to make that happen. Action to experience -> Last MillisecondHeroes or look very, very averageTo do this right, execution across four key pillars [LIST ALL FOUR]LISTEN - SignalsBehavioral (what is being shared)3rd party (demo, income range, age, zip)Enterprise data (PoS, CRM), Social data and graphSit in different places, once consolidated has to be ready to scale to real-time requirement of LMPREDICT: With our data about consumer and interests, now what do we predict they want to see / offer / contentMath, Algorithms, machine learning, Has to be. Massive scale.Based on the prediction, need to assemble the fundamental creativeASSEMBLE: The assets to assemble this sit in elemental form in different places, the creative over in the DAM, the font is over in another place, product pricing, inventory systems – everything must be assembled dynamically.DELIVER:This sounds simple, but is anything but. Must be done seamlessly – end-to-end and in mere moments with pinpoint accuracyAll critical – next version of the marketing cloud is overcome org hurdles
Mobile as part of multi-channel marketing strategy
These silos of information make it increasingly difficult to do things core to your business and growth. Adobe has been working with Telco companies for years helping to meet customer needs in a very dynamic marketplace and grow their business. In fact, Adobe works with over 70% of the top 25 Global Telecommunications companies. These are a core set of objectives that we have helped them achieve again and againthings such as:Innovation –There are few industries that are as dynamic as telecommunications. To stay ahead of the pack and to envision the next revolutionary trend, success is driven through experimentation and innovation.First is product/services innovation as part of driving desire to grow revenues in areas beyond data downloads. We see a lot of experimentation with new offerings such as bundles and family plans which provide opportunities to benefit from content downloads, gain share of wallet & improve ARPUs. Telco organizations are increasing tapping customers for inputs during the product development cycle which provides early inputs into product features and audience preferences and positioning. focused on the development of New offerings that will both improve revenues and provide more stickiness (like data and content subscriptions) and marketing innovation- novel ways to engage and retain customers (apps and OTT collaborations, mobile broadband) gain a (adobe value proposition is through social technologies that support innovation strategies, analytics that enable the organization to identify trends)Differentiate Customer Experiences- CSP can differentiate themselves from the competition by providing personalized, engaging experiences across the customer lifecycle. For example, CSP are able to improve CSAT and reduce churn by providing intuitive e-support experiences. (analytics, targeting, WEM) Harness the power of big data: Telco organizations have a wealth of data- billing relationship, phone, app usage like other organizations want to harness the power of their data are looking to identify actionable insights and segments within their data sets to inform audience targeting, cross sell/up sell, and provide intuitive support experiencesANDThey are the only player in the eco system that can see the market in totality: what mobile subscribers are doing- how all apps & devices are being used so that could be used to sell back to ecosystem as intel or they could participate in ad networks (analytics, Insight, Target)Execute on a Dime: Efficient and speed from content/campaign development to publishing to different form factors. Quickly measure and react based on target audiences reaction- optimize advertising spend to deliver biggest benefit for the buck. (WEM, Media optimizer)Need to expand wallet share- and reduce churn (new offerings that combine data/content, look at new business models - mobile advertisingAcquire new customersMarket for carriers is mature, saturated - having a challenge acquiring new customers and keeping existing customers. Focused on expanding “wallet share” across their served customer base…bundling offerings is popular (4P offering - Internet, Voice, TV, Mobile). Major focus of customer relationship management strategy is influencing uptake of additional offerings to prevent defection. A dominant KPI is client spend. Disruptive new entrants are stealing market share (Free Mobile story in France…already has 5% market share) and regulatory pressure challenging the growth in revenues from increased data consumption with growth of mobile subscribers
Typically you think of adobe as a software company who sells only product, meaning tools which are used to manage, measure or optimize digital marketing. We can offer much more. Thank you for your time.Shall we proceed to bring in our consultants to prepare an assessment of your Digital Readiness situation?
Thank you BradTo highlight the digital marketing controls that Brad was talking about, I want to take you behind the scenes of Adobe’s recent Creative Suite 6 launch to show you some of the secret processes and metrics that we don’t normally share publically. This real-world case study is exciting because not only did it use great examples of Digital Marketing strategy, but it also delivered more than 10 times Return on Investment.
The next step in the process was to continue building personas around these segments and start assembling content that we could test.For each segment or persona, we developed multiple offers that we could run and test to determine what worked in getting higher conversion rates.
These variations of content were finely tuned for each segment, giving us clearly targeted messages.The goal of these offers was to create a personalized experience for customers once they landed on our company site.These are some of the examples of the A/B images.
And here you can see a second variation for each segment, again with unique messages that are designed to be interesting to the personas.The really cool thing about these landing page experiences though, is that even with anonymous customers, it could evolve in real-time what message the customer sees based on variables like behavior on the site, referring domains, time of day, or what search terms the customer used. This continual optimization was critical to ensure that we were matching the right content with the right user.
We started by comparing the social channels.In this case, we looked at continued trends on Twitter and Facebook and determined that we should run a test to figure out how to increase customer referrals.
If we could get positive comments and recommendations about our products from actual customers, we knew that would be more influential than any marketing message we could come up with.So we decided to enable these social influencers with a campaign that would enable them to share our message for us.
Our approach was to build a Facebook app that encouraged customers to enter for a chance to win free software.The idea again, was to post this and make it exciting enough that people would want to share the message and extend the marketing campaign across the social channels.
This was one of our first big campaigns with social so we decided to do it right and test the campaign.
Let’s check out at some of the results.In this social campaign, we ran multiple versions of the Social Experience App.Here we can see Experience A on the left and B on the right.A was targeted to customers who we hoped would enter the contest and promote to their friends – it was extremely visual and interactive with a smaller call to action Experience B focused more on the product than the contest and had a much larger and more pronounced Enter Button with more white space.We used our testing engine to run both tests at the same time, but split the audience by our target segments. Some people thought the white space and large call to action would generate more success, others thought the more interactive app would win.Which do you think performed the highest? Think about it for a moment and I will show you.I asked this question to 100 people here at the conference and here are the results.37% picked A, and 63% selected B; and 10% just couldn’t make up their minds so I moved on… – Most indicated that they felt the large Enter Now button would get more people to click through.
In fact, its not as easy as just A OR BAdobe’s Digital Marketing Suite allows companies to get passed guess work. The results in this case were more interesting.Version A outperformed B by 12% measured with 91% confidence on getting people to enter the contest, BUT version B was more than 200% higher at 99% confidence in getting customers to click through to learn more. So like most statistics, those of you who guessed A were right, and those of you who guessed B were right.However, the key here is that it comes back to matching the right content to the right user. A works for an audience that is hoping for a chance to get free software and in turn promotes our products to their friends, and B works for prospects that want to learn more about the products. With this information we were able to extend our testing and begin personalizing the experience based on the data.
Before I turn this back to David I want to share a couple more fun results.We ran our Creative Suite launch campaigns across multiple marketing channels, and traditionally Search Marketing is the biggest contributor of success. This time social rocked the results and came out on top. It drove more than 3 million referrals to our site and was a higher contributor to revenue than search, driving almost 13% of Creative Cloud subscriptions. That is HUGE!Why did it work? Well here is an example. With the app we just reviewed, we had influencers across the social networks promoting our products for us, because they like our products, and because we gave them the opportunity. One of these social influencers – just simply by referring Adobe products to his social friends – by himself generated nearly $5,000 Euros in revenue for Adobe Adobe’s Digital Marketing Suite – combined with smart marketers to power a extremely sucessful Creative Suite - with more than 10 times return on investment.That is how you can utilize technologies to create a digital marketing cockpit that is right for your business as well, and that is how Data optimized marketing works.Back to you David.
These silos of information make it increasingly difficult to do things core to your business and growth. Adobe has been working with Telco companies for years helping to meet customer needs in a very dynamic marketplace and grow their business. In fact, Adobe works with over 70% of the top 25 Global Telecommunications companies. These are a core set of objectives that we have helped them achieve again and againthings such as:Innovation –There are few industries that are as dynamic as telecommunications. To stay ahead of the pack and to envision the next revolutionary trend, success is driven through experimentation and innovation.First is product/services innovation as part of driving desire to grow revenues in areas beyond data downloads. We see a lot of experimentation with new offerings such as bundles and family plans which provide opportunities to benefit from content downloads, gain share of wallet & improve ARPUs. Telco organizations are increasing tapping customers for inputs during the product development cycle which provides early inputs into product features and audience preferences and positioning. focused on the development of New offerings that will both improve revenues and provide more stickiness (like data and content subscriptions) and marketing innovation- novel ways to engage and retain customers (apps and OTT collaborations, mobile broadband) gain a (adobe value proposition is through social technologies that support innovation strategies, analytics that enable the organization to identify trends)Differentiate Customer Experiences- CSP can differentiate themselves from the competition by providing personalized, engaging experiences across the customer lifecycle. For example, CSP are able to improve CSAT and reduce churn by providing intuitive e-support experiences. (analytics, targeting, WEM) Harness the power of big data: Telco organizations have a wealth of data- billing relationship, phone, app usage like other organizations want to harness the power of their data are looking to identify actionable insights and segments within their data sets to inform audience targeting, cross sell/up sell, and provide intuitive support experiencesANDThey are the only player in the eco system that can see the market in totality: what mobile subscribers are doing- how all apps & devices are being used so that could be used to sell back to ecosystem as intel or they could participate in ad networks (analytics, Insight, Target)Execute on a Dime: Efficient and speed from content/campaign development to publishing to different form factors. Quickly measure and react based on target audiences reaction- optimize advertising spend to deliver biggest benefit for the buck. (WEM, Media optimizer)Need to expand wallet share- and reduce churn (new offerings that combine data/content, look at new business models - mobile advertisingAcquire new customersMarket for carriers is mature, saturated - having a challenge acquiring new customers and keeping existing customers. Focused on expanding “wallet share” across their served customer base…bundling offerings is popular (4P offering - Internet, Voice, TV, Mobile). Major focus of customer relationship management strategy is influencing uptake of additional offerings to prevent defection. A dominant KPI is client spend. Disruptive new entrants are stealing market share (Free Mobile story in France…already has 5% market share) and regulatory pressure challenging the growth in revenues from increased data consumption with growth of mobile subscribers