The Big Picture 2018 presentation

Agenda
8.30am Introduction
Ben Smith, Founder, PRmoment
8.35am A Futurologist's perception on B2B markets
Never Normal: The parallel drivers of uncertainty in the next five years for B2B brands
Joshua McBain, Director, Foresight Factory
9.00am Panel session: What’s next for the B2B website?
James Smee, Director, EMEA Digital Marketing, LEWIS (Chair)
Nick Andrews, Head of Digital Marketing, Linklaters
Stuart Castle, Senior Consultant, Sitecore
9.35am Case studies from SAS: Using thought leadership content to drive brand awareness and sales
Rachel Lockwood, Marketing Director, SAS andMui Luc, Head of Corporate Comms, SAS
10.00am The journey to integration
Giles Peddy, SVP EMEA Operations and Managing Director UK, LEWIS
10.30am Coffee and networking

Joshua McBain
Foresight Factory

5
FORGET THE NEW NORMAL.
WELCOME TO THE WORLD
OF #NEVERNORMAL
Joshua McBain, Consultancy Director

66
The New Normal
Defining the past decade

7
The New Normal:
First introduced in 2008
7

88Source: USA Federal Reserve
Defined by one seismic event
$7.4 trillion
lost in
stock wealth
(July 2008 - March 2009)
$66,200
per U.S.
household

99Source: USA Federal Reserve
$3.4 trillion
lost in real
estate wealth
(July 2008 – March 2009)
$30,300
per U.S.
household

1010
Source: Oxford Economics/Foresight Factory, 2017
85%
Govt debt as
% of GDP
2012
41%
Govt debt as
% of GDP
2007

1111
Aftershocks
widely felt
across
markets and
sectors

1212Source: European Commission/Foresight Factory, 2017
Significant impact on customer mindset and outlook
-40
-30
-20
-10
0
10
Sep-07
Sep-08
Sep-09
Sep-10
Sep-11
Sep-12
Sep-13
Sep-14
Seasonally adjusted consumer confidence indicator
FINANCIAL CRISIS EUROZONE CRISIS

1313
But...growing uncertainty met by empowerment
0%
20%
40%
60%
80%
100%
2005
2007
2009
2011
2013
2015
2017(f)
All 16+ 16-24
Source: ONS/Foresight Factory | Base: All individuals aged 16+, UK 2016
% of adults using mobile internet within the last 3 months

1414
Environmentalism in 2009
56%
“I am concerned about what I
personally can do to help
protect the environment”
Source: Foresight Factory | Base: 2017 online respondents aged 16+, GB, 2009 October

15
Environmentalism in 2016
15
49%
“I am concerned about what I
personally can do to help
protect the environment”
Source: Foresight Factory│ Base: 1000-5000 online respondents per country aged 16-64 (Indonesia & S. Africa 16-54), 2016 February

1616
2008 FINANCIAL
CRISIS
DIGITAL
EMPOWERMENT
THE
NEW NORMAL
Understanding the New Normal

1717
The Never Normal
Defining the next decade

18
The Doomsday Clock
2007
18
5 MINUTES
TO MIDNIGHT
Source: International Doomsday Clock, October 2017

19
The Doomsday Clock
2015
19
3 MINUTES
TO MIDNIGHT

20
The Doomsday Clock
2017
20
2 ½ MINUTES
TO MIDNIGHT

2121
But...not defined by a singular event
-40
-30
-20
-10
0
10
Sep-07
Sep-08
Sep-09
Sep-10
Sep-11
Sep-12
Sep-13
Sep-14
Sep-15
Sep-16
Sep-17
Seasonally adjusted consumer confidence indicator
FINANCIAL CRISIS
BREXIT VOTE
Source: European Commission/Foresight Factory, 2017

2222
Instead...defined by multitude of interconnected events
0
50
100
150
200
250
300
350
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
FINANCIAL CRISIS
BREXIT VOTE
EUROZONE CRISIS
TRUMP ELECTION
EU MIGRATION
CRISIS
GLOBAL POLITICAL
TURMOIL
Source: Global Economic Policy Uncertainty Index, September 2017

23
UNCERTAINY CREATING CLIMATE OF DISRUPTION
Political
Uncertainly
Societal
Distrust
4th Industrial
Revolution
Climate
Re-ignition
THE
NEVER
NORMAL
Understanding the Never Normal
23

2424
Decoding Never Normal
Preparing for the 2020s

25
The revision of global norms
25

2626Source: Foresight Factory | Base: 500-4000 online respondents per country aged 16-64 (Indonesia 16-54), 2017 August
% who agree that globalisation is good for their country
60%Brazil
71%India
43%
UK
71%China
37%
France

27
% of EU citizens who trust the European Union
27
Source: European Commission Eurobarometer Report, 2017
57%
2007
33%
2016
42%
2017

2828Source: Edelman Trust Barometer, 2017
% of global consumers who trust each institution,
2016 vs. 2017
42%
2016
41%
2017
Government
48%
2016
43%
2017
Media
53%
2016
52%
2017
Business
55%
2016
53%
2017
NGOs

29
USA withdraws from
UNESCO
29

30
Societal Certainty Diminished
30

3131Source: Edelman Trust Barometer, 2017
The filter bubble entrenches fault lines across society
53%Do not regularly listen
to people or organisations
with whom they
often disagree
4 xMore likely to ignore
information that supports
a position they do not
believe in

3232Source: Pew Research, 2016
% of US adults who say their country should do whatever it
takes to protect the environment
85%
1994
90%
2016
71%
1994
52%
2016
Democrats Republicans

33
4th Industrial Revolution
33

3434Source: PWC, 2017
% of jobs potentially under threat from breakthroughs
in automaton and AI
30%UK
2.25m
Jobs at risk in
wholesale/
retailing

35
United Nations:
The Centre for Artificial Intelligence and Robotics
35

3737
Future job insecurity: Widely felt
64%
% people who are
not skilled in
technology will find it
harder to get a job in
the future
Source: Foresight Factory | Base: 500-4000 online respondents per country aged 16-64 (Indonesia 16-54), 2017 August

3838
Human vs. Automated: A key business question in 2017
52%
% who agree
companies should
prioritise employing
humans over
robots/automated
services

% who agree companies should prioritise employing
humans over robots/automated services
63%USA
62%Mexico
49%
Denmark
65%Spain
47%
Japan

40
Climate returns to the fore
40

41
A more apparent and immediate impact
41
The conclusions are clear:
climate risks are accelerating
in their likelihood and severity.
Rear Admiral David Titley, USA Navy

42
Number of global displacements related to weather
42
23.5 million
2016
195.7 million
2008 - 2016
Source: Internal Displacement Monitoring Centre, 2017

% who would consider buying an electric car
69%Mexico
63%Brazil
49%
UK
56%China
50%
USA

44
The Nature
Conservancy:
The Products
of Tomorrow

4545
58%42%
UK
“I like it when companies/brands address
current social issues in their advertising”
China

4646
Preparing for the Never Normal
2022 20272017
IMPACTONINDUSTRY

Panel session
What’s next for the B2B website?

www.teamlewis.com
InsightS report.
‘What role does the B2B website play in the decision making journeys of B2B buyers?’
By James Smee
Presentation of findings
following research
exercise carried out in
October 2017.
THE BIG PICTURE:
PANEL SESSION
#bigpicture2018

THE HOLY TRINITY
TECH VENDOR CLIENT SIDEAGENCY SIDE
STUART CASTLE JAMES SMEE NICK ANDREWS

www.teamlewis.com
STATE OF THE NATION:
The b2b decision maker & THE WEBSITE

WHO DID WE SPEAK TO?
55.2%
18-24 = 10.4%
25-34 = 40.8%
35-44 = 33.2%
45-54 = 11.2%
55+ = 4.4%
44.8%
U.K WIDE
5 to 250 =
42%
250 to 1000 =
33.2%
Business size: EMP’sgeographyAudience: 250 B2b DECISION MAKERS
1000+ =
24.8%

www.teamlewis.com
In 2017 this number has increased to 51.2%
IN 2015 45% of B2B decision makers fell into the 18-34 yr old age bracket *
#1 Theageof empowerment…
* Google’s study ‘B2B Path to Purchase’

www.teamlewis.com
76.8% of b2b decision making cycles begin with a search engine
#2 oursearchstartshere…
54.8%also use social media

www.teamlewis.com
85.2% of b2b decision makers conduct research into new
products and services using their smartphone
#3 Making decisionsonthemove

www.teamlewis.com
Over 7 in 10 people admit to frequently carrying out
research into new products and services from home
#4 HOMEISWHERETHE HEART RESEARCH IS

www.teamlewis.com
94.4% of b2b decision makers state the potential suppliers
website is the most important channel when researching
#5 Theb2bwebsite
hasneverbeen
more important
Followedby…
#2 customerreviews
#3 Cost
#4 Interaction with the sales team
#5 Industry reviews/press
#6 Case studies
#7 brand

www.teamlewis.com
70% of b2BwEBsite visitors say that the user experience is
‘extremely important’ when evaluating a potential partner
#7 IT’SA MATTEROF EXPERIENCE

www.teamlewis.com
Ease of use is the most important element of UX
for 70% of b2b website visitors
#8 AsEasy as1,2,3.
Followedby…
#2 content
#3 functionality & tools
#4 fun & entertaining
#5 unexpectedapproach
#6 chat bots / ai
#7 cost

www.teamlewis.com
21.2% of website visitors will leave a website
within 10 seconds if the experience is poor
#9 The clock isticking
74.8% will
tolerate up to 60
seconds but not a
secondlonger.

www.teamlewis.com
42.4% of b2b website visitors believe website
experiences should be ‘moderately personalised’
#10 don’t makeit (too) personal

Thank You
James Smee
Director, Digital EMEA
james.smee@teamlewis.com

The Role of Analytical
Marketing to Marry Awareness
to Pipeline
Presented by Rachel Lockwood & Mui Luc
@rlockwooduk
@Muiluc_comms
@sassoftwareuk

Copyright © SAS Institute Inc. All rights reserved.
2017 Trends in Marketing
Customer
Experience
Balanced with
Growth
Artificial Intelligence,
Machine Learning, Deep
Learning
The Internet of
Things (IoT)
Influencer Marketing,
Storytelling, Brand Purpose
Beyond Campaign
to Engagement
Chatbots, Mobile,
Video, Programmatic
Advertising
GDPR– General Data
Protection Regulation

Decision Journey Evolution
57% 67%
of the purchase decision is
complete before a customer even
calls a supplier
of the buyer’s journey is
now done digitally
Of the B2B purchase journey is self directed
(Purchasers are researching on their own before reaching out to a brand)75%
Purchase
need
realised
ITDM engages
brand (2012)
ITDM engages
brand (2015)
Purchase
And most of the journey is mobile…

From Channel Focus
MEDIA PROGRAMS MAILERS OFFERS ADVERTS ACTIONS PITCHES ENGAGEMENTS

To Customer Focus

Navigating The Complex Customer Journey
SITUATION:
Ever-increasing
level of contact
points for customer
interaction
CHALLENGE:
Consistent
messaging across all
contact points in the
customer journey
SOLUTION:
Modern analytical
tools that translate key
metrics into actionable
insights
DESIRED
OUTCOME:
Ability to react fast,
test and implement
activities

Marketing Functional Framework
ALIGNMENT &
COLLABORATION
CUSTOMER
MARKETING SHARED SERVICES GO TO MARKET

The Future of Analytics:
The New Data
Generation

Campaign objectives
Drive awareness of SAS’
position as the market
leader in analytics
Generate sales leads for
SAS Viya, SAS’ cloud-
ready, open analytics
software

Strategy
Across multiple audiences: C-level, Heads of IT & Innovation,
Data Scientists, Data Analysts, Marketers and Customer
Experience Managers.
Across core industries: Retail, manufacturing, capital markets,
retail banking and public sector.
Fully integrated, customer-focused marketing campaign. How
new data can be captured and utilised to enrich and change
lives.

Strategy – Bespoke Customer Research
Survey of 2000
UK Millennials
Supported by
existing nVision
insights
Track consumer
trends & conduct and
map back to
business issues
Tell a compelling
consumer story
connected to SAS’
customers’ issues

Research
Identified the
New Data
Generation
Using personal
information as
bargaining chips
Unearthing
motivation &
attitudes
Showcasing how
analytics will develop to
adapt to new demands
The Future of Analytics: The New Data
Generation

The Future of analytics: The New data Generation
To Customer Focus
Compelling content, delivered as an integrated campaign appealing to disparate audiences
across multiple sectors.

Execution
Media &
Influencers
Analytics of the
Future Hub
Content generation: Report, press
release, blogs, social, opinion,
commentary
Maximise potential of content, across multiple touchpoints to drive engagement and to generate
leads
Prospects outreach
& customer nurture
Paid Social Events WebinarsOrganic
Social
Media
Campaign
Measurement of
success

Results - Brand Awareness & Engagement
2,232unique visits to the
hub
2,267unique visits to gated report
page
498Report downloads
2,097unique visits in the first three
months of the campaign
Webinar page
265registrations for a three-
part webinar series
148people attending
Analytics of the Future Hub

Results - Social
29% 56% 62%
Influencer engagement & reach
of industry influencers
engaged with campaign
content on social, increasing
the number of mentions of
@SASSoftwareUK
increase YoY in the
number of handle
mentions by third parties
increase YoY in unique
users engaging with
SAS on social media
Organic digital activity: Twitter & LinkedInPaid online advertising
7.5m
Impression
5,136
Click throughs
11
Conversions
18,175
Organic
Impressions
107
Engagements

Results – Press Coverage
53% 97%
YoY increase in
the volume of
unique coverage
on SAS
of coverage referencing
data analytics
(reinforcing SAS as the
market leader)
Pieces of tier-one
coverage
24
Reach
50,009,435

Results - Lead Generation
105
qualified
leads so far
>£230k
in new revenue
opportunities
3
new
opportunities
to date

Results
Winner
PRCA Dare Awards
Best Trade B2B
campaign

Pathing Analysis
Title:
Happy Path Analytics
What:
Lead Lineage report and pathing to
outcomes.
Value:
• Provides insight into the mix of
channels and actions that are driving
the most conversions and leads.
• Impact on website volume and
performance
• Conversion quality and potential.
• Influences lead scoring model
development.

Digital Footprint
Title:
Digital Footprint
What:
Reports on the Customer’s Digital Behavior
(web page views, online and offline
registrations, emails sent and clicked).
Value:
• Provides real-time insight into customer
behavior to both sales and marketing.
• Data is also used to improve lead scoring
models.

Lead Distribution Across Sales Pipeline and Revenue Impact
What: Reports on lead flow and pipeline impact.
Value: Provides insight into marketing’s impact on pipeline and revenue across segments.
• Are we tracking to our overall pipeline and revenue impact goals.
• Overall return on marketing investment.

VISA
“It’s no longer acceptable to say you’re a marketer but
you’re not a numbers person… All of our chief
executives are comfortable with numbers and data-
driven approaches”
Ramkumar Ravichandran,
Director of Analytics Visa
Intermingling
Strategy & Analytics
The Enduring Value
of Intuition & Vision
Marketing Analytics,
Future Accessibility &
Advocacy

The Big Picture
The journey to integration
Giles Peddy, SVP EMEA Operations & UK MD

The buyer is changing
The shift towards a younger buyer has been quite dramatic. The percentage of B2B
buyers in the 18-34 age bracket has increased from 27% to 46% in just the last two
years. This marks a change that your B2B business simply can’t ignore.
Source: Google

The buyer has done their homework
On average, 74% of buyer
research is completed before
initial contact.
Source: Google

The number of buyers involved in a purchase is increasing
The number of people involved in the buying process has increased over
recent years, to the point where an average of 5.4 people are involved in
purchasing decisions.
Source: Google

B2B is going mobile
Google and The Boston Consulting Group (BCG) research shows that
mobile drives, or influences, an average of more than 40% of revenue in
leading B2B organizations—in industries that traditionally depend more on
sales than marketing to drive revenue.
Source: Boston Consulting Group/Google, 2017

The buyer is mobile
Mobile is increasingly playing a critical role in the B2B customer journey. In
fact, 50% of B2B search queries today are made on smartphones.
BCG expects that figure to grow to 70% by 2020.

Positive mobile experience
97
A positive mobile experience
increases repurchase rate and
builds customer loyalty. 90% of
B2B buyers would likely buy
again from the same vendor
compared with only about 50%
if poor mobile experience.

A digital first approach
98
Majority of B2B buyers media consumption is online

Integrated marketing communications
100

So how do we make the shift?
101
We must answer a very simple question

Because we are all focused on the same objectives…
102
What business impact will your
marketing/communications
programme have on my
organisation?

Challenge
Infosys needed to reposition from Indian outsourcer to
global consulting firm in key global markets, and wanted
to be the leader in Artificial Intelligence
Idea
Global report to be launched at World Economic Forum
on Artificial Intelligence to be used across all channels –
media, social, email, paid digital, influencer marketing,
panel and speaking opportunities, sales collateral, sales
tools, and ongoing marcomms for long tail

INFOGRAPHIC SOCIAL MEDIA CARDSREPORT DESIGN ONLINE TOOL
VIDEO
SLIDESHARE

www.teamlewis.com
Challenge
Despite the ubiquity of today’s connected commerce (omni-
channel trading), PayPal’s offering amongst SMBs remains
largely unknown
Idea
Championing the SMB founder. Create a progressive story-
based narrative that is light and digestible, editorial, accessible
and worth taking five minutes out of my day for

www.teamlewis.com
Awareness Hero Landing Pages

www.teamlewis.com
Awareness Peer-led case Studies
Imagine what you could do with a PayPal Business Account

www.teamlewis.com
Consideration Proposition Landing Pages
Working Capital
bit.ly/business-funding-
paypal
Express Checkout
bit.ly/express-checkout-paypal
Invoicing
bit.ly/invoicing-paypal
Cross Border Trade
bit.ly/sellingabroad
PayPal Here
bit.ly/onthego-paypal

www.teamlewis.com
60k
In six months we targeted 60K SMBs Increased lead-to-opportunity conversion
7,200Generated 7,200 x net-new
leads which is 12% of
community
1,631%Secured net-new revenue
>$1M equating to
+1,631% ROI
Generated net-new
account activations
2,400
45% to 88%

Need to get savvy about measurement
CLIENT

TARGET AUDIENCE STRATEGY
ACTIVITY
IMPLEMENT AUDIENCE RESPONSE & EFFECTS
IMPACT
ORGANISATION & STAKEHOLDER EFFECTS
ORGANIZATIONAL OBJECTIVES
ALIGN OBJECTIVES
COMMUNICATIONS OBJECTIVES
PLAN, SET TARGETS & OTHER INPUTS
PREPARATIONIMPLEMENTATION
MEASUREMENT&INSIGHTS
OUT-TAKES OUTCOMESOUTPUTS
MEASURE ACTIVITY
§ Drive: net-new merchant account
activations (thereby reversing the
current saturation experienced
across key EMEA markets)
Challenge: incongruent, deep-
rooted and damaging merchant-
held perception of PayPal as
being merely an ‘eBay tool’ and
website ‘checkout button’
§ Within six-months of go-live:
Exceed: PayPal's average lead-to-
opportunity conversion rate of 50%
Secure: a total of 3,000 net-new leads
(c3.75% of initial cold prospect pilot
leads targeted)
Win: 500 net-new merchant account
§ Prospect SMEs with revenues up to
£1.2M
§ PayPal stakeholders access, across strategic
insights team, SMB communications team and
campaigns delivery team
Access to retrospective campaign and web
performance data, creative and content
Access to segmentation and sales data of PayPal's
SMB customer base who specifically excelled
across PayPal's 5 x core propositions
§ Formative research: interrogation of historic SMB segmentation
and sales data held by PayPal
§ Formative research: audit (6-month retrospect across in and
outbound channels) of PayPal’s SMB content
§ Formative research: audit of web and campaign metrics to
decipher SMB resonance and dissonance
§ Planning: synthesis findings to identify core strategic pillars (and
customer pool to ‘tell the story’)
§ Planning: distillation of research into core SMB proposition
§ Planning: architecture of strategic narratives/nurture framework
(for Eloqua) to progressively migrate prospects from Awareness to
Consideration to Activation
§ Planning: architecture of intelligent lead-scoring mechanics to
govern prospective migration paths from MQL to SAL
§ Production: creation of 5 x peer-led (human) cases studies that
champion the SMB story – authentic: pain-point driven
§ Production: design/build of 5 x bold copy-light emails, leveraging
intrigue of peer overcoming identified pain-point
§ Production: design/build of rich/ immersive single source of truth
hub; telling the ‘customer story’ (via case studies) and allowing for
self-serving of content and onboarding
§ Production: creation of social activation assets for organic and
paid amplification, spanning Facebook and Twitter. Each
execution aligning to one of five customer stories
§ Social media: Facebook and
Twitter assets to amplify
campaign voice and reach
(owned activation)
§ Social media: Facebook and
Twitter assets to amplify
campaign voice and reach
(paid activation)
§ Email: 5 x bold copy-light
emails, leveraging intrigue of
SME peer overcoming a
shared pain point
§ Email: 5 x related plain-text
follow up reminder from
individual Payments
Specialist (PayPal employee)
§ Engagement: outperformed
Eloqua automation
benchmarks with 30%
unique opens and 6%
unique click-throughs
§ Engagement: Increased
lead-to-opportunity
conversions from 50% to
88%
§ Increased lead-to-
opportunity conversions from
50% to 88%
§ Generated 3,300 net-new
leads (10% above target; a
cold prospect conversion of
4.1%)
§ Generated 1,750 net new
merchant account
activations (eclipsing the
target set of 500)
§ Secured net-new revenue of
$1M, equating to +1,631%
ROI
§ Client testimonial: "Within
PayPal, IMAGINE is already
being hailed as ‘best-in-class’
and a real progression for our
SME engagement".
§ Client testimonial: Based on
performance to date,
IMAGINE is projected to
secure significant net-new
revenue to the business"
§ Client testimonial: "The shift
in emphasis from driving
MQLs to SALs has been
hugely successful, securing
average lead-to-opportunity
conversions of over 60%"
§ Client testimonials: "With
IMAGINE, prospective SMEs
get a real feel for what’s
possible with PayPal and
they’re actively reaching out to
find out more”
PayPal – integrated lead nurture

Summary
113
The B2B
buyer is
younger
They are
more mobile
centric
The
experience
matters –
just like
consumer
Digital first
is the
mantra
Break the
silos
We are all
focused on
the same
objectives –
business
impact
Objective
Insight
Story
Content
Execution
Evaluation
Measure it,
manage it

The Big Picture 2018 presentation

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