THEARTOFMOBILEPERSUASION

TableofContents

TheArtofMobilePersuasion

Introduction

TheMobileUniverse

Personalization

Retail

Trust

CustomerJourney

MachineVs.Human

WhereAreWeWithMobile?

NewTechnologies

HowtoViewInnovation

NewBreedofMarketer

Epilogue

Notes

Acknowledgements

TheExperts

AbouttheAuthor

TheArtofMobilePersuasion

HowtheWorld’sMostInfluentialBrandsareTransformingthe

CustomerRelationshipthroughCourageousMobileMarketing

Featuringinterviewswiththeworld’sleadingmobilemarketing

executives,fromCoca-ColaandREItoGoogle,Lord&Taylorand

more.

Copyright©2015byJeffHasen.

Allrightsreserved.Nopartofthispublicationmaybereproduced,

distributed,ortransmittedinanyformorbyanymeans,including

photocopying,recording,orotherelectronicormechanicalmethods,

withoutthepriorwrittenpermissionofthepublisher,exceptinthe

caseofbriefquotationsembodiedincriticalreviewsandcertain

othernoncommercialusespermittedbycopyrightlaw.For

permissionrequests,writetothepublisher:

books@thefrontierproject.com.

OrderingInformation:

Quantitysales.Specialdiscountsareavailableonquantity

purchasesbycorporations,associations,andothers.Fordetails,

contactthepublisherattheaddressabove.

FirstEditionISBN978-0-9861483-4-7/978-0-9861483-3-0

BUS018000BUSINESS&ECONOMICS/CustomerRelations

BUS090010BUSINESS&ECONOMICSE-CommerceInternet

MarketingTEC061000TECHNOLOGY&ENGINEERING/Mobile&

WirelessCommunications

Formoreinformation,visit:www.frontierprojectpress.com

Thisbookisdedicatedtomywife,Kathryn,whosawsomething

inmeandinusthatchangedmylife;tomymother,whoforeverhas

hadmyback;andtothememoryofmyfather,whopowersme

forwardandiswithmealways.

Introduction

TheBigRelationship

Thisisabookaboutrelationships.

And unlike the 314,011 other titles onAmazon that attempt to

provideinsightsonhimorher,onloveandmarriage,thisisabook

abouttheonerelationshipmanyofusprizeaboveallothers:

Theonewehavewithourmobilephone.

Yoursmay look thesameas someoneelse’s.Youmaysharea

case,oraringtone.Butwithmorethanthreemillionappsavailable

fordownload–and1,000beingaddedtotheAppleAppStoreevery

singleday–it’slikelythatyou’vetrickedoutyourdevicedifferently

thanyourneighbor’s,anddifferentlythanmine.

You’ve also placed bookmarks on your favorite web pages.

You’ve added yourmust-see videos and photos. And you’ve likely

createdaone-of-a-kindhomescreen–thepictureofyoursonathis

firstbirthdayparty,or theKingCharlesCavalierSpanielwearinga

“12thDog”jackettocheeronyourbelovedSeahawks.

“People don’t have a relationship with a television set or their

computer,”longtimeadmanHankWasiaktoldme.“Maybetheydo

with their car. Maybe. But they all have a relationship with their

device.Itispartofthem.”

Nosurprisethatbrandmarketerslikeusaredesperatetogetin

ontheaction.Butwillconsumersletusin?Iftwoiscompany,does

three create a crowd? Is it possible thatmarketing could enhance

thisvital relationship, improving themobileexperience for theuser

by providing value? And is that what the wireless device owner

wants?Atwhatprice–forusandforthem?

TheBigChallenges

The number of smartphones sold worldwide in 2014 exceeded

1.2billion.AdultsintheU.S.spent23percentmoretimeonmobile

phonesduringanaverageday in2014 than in2013.Brandsknow

thatthechannelprovidesunmatchedopportunities.Google’sJason

Spero believes that we as marketers are now in the “urgency”

phase.Thetimetoactisnow.

Butwehavemorethanasmalllistofchallenges.Amongthem:

Even if a consumer invites us into theirmobile lives,

how are we brands to operate? Standing in the

doorway like strangers hawking wares from door to

door? Or like old friends who put their feet on the

furnitureandstayallnight?

Andhowdowehandleuserexpectations?I’venever,

everhadameatballsandwichfromyourquick-service

restaurant, but you,MeatballMarketer, should know

frommypurchasehistory thatmydiet is vegetarian.

SowhyamIstillgettingthosedamnmeatballads?

Whataboutthecustomerjourney?IfI’mlookingatan

Armani tie online tonight, should you target me

tomorrowwhenI’mnearNordstrom?What’spersonal

andwhat’screepy?

Howdoes theever-increasing“self-sufficient”mobile

shopper force us to re-shape our definition of

differentiatedcustomerservice?

What’s the role of today’s marketer? Are we

replaceable by mechanized data parses and auto-

targeting?

Itoldyouthechallengesweren’tsmall.Ifyou’rereadingthis,you

knowhowbigtheyare,andhowlargetheyloom–presentinevery

meeting, hovering over every budget decision, and haunting every

campaign.

BigThinking

They’rebigchallenges.Butthey’reourstoconquer.Butonlyifwe

thinkbig.

I visited some of the brightestminds inmobile,marketing and

business,seekinganswersthetoughestquestionsfacingmarketers

in the mobile era. Answers came from Google, The Coca-Cola

Company, REI, ESPN, Lowe’s, Expedia, Lord & Taylor, and more.

This book is built on their discoveries. The insights gleaned and

lessonslearnedareforallofuswhohavemobile-fueledaspirations

tobringabrandclosertothecustomer.

Someofthosebrightlightswilltalktousaboutinnovation–how

todefineit,howtoenactit,howtosellitintoorganizations,howto

deliverit,andwheretolooknextinamobileworldthatisconstantly

changing. Others will talk about the central values that guide us

through uncharted territory. Things like Satisfaction, Dreaming,

Motivation–threethatSperoholdsupasthedeepreasonsweall

usemobile in the firstplace.Still otherswill inspireus toembrace

thewindsofchangetobecomemarketersequippedtoactonthese

newpathstopersuasion.

One of those interviewees, Tom Daly, a senior executive from

Coca-Cola, toldme thathewon’t restuntileveryconsumeron the

planethas“aCokeinonehandandamobilephoneintheother”.

He’s not the only one thinking big. I heard from ESPN that its

goal is to have the sports network on the homescreen of every

wirelessdeviceonEarth.

Thosearebigdreams.Fitting,becausethesearehighstakes.To

thewinners,gothespoils.Andthelosers, inthewordsoflongtime

marketerSteveGershik,getdispatchedto“marketingpurgatory.”

There’s no question that you’ve gottamobilize. And there’s no

timetowaste.

Let’sgetgoing.

SIDEBAR

FouryearsagoIwroteabookonmobilemarketing.Today,whenI

tellpeopleaboutit,Itellthemit’saprettygoodhistorybook.The

speedofchangeisimmeasurablyswift.We’reinsideMoore’sLaw,

butmultiplied.Withthisbook,Icommittedtotakingadifferent

approach:thisbookwillneverbeoutdated.Everymonth,I’llupdate

itwiththelateststatisticsandthebestnewinsights.Mobilephones

updateeachseasonandtheiroperatingsystemsmoreoftenthan

that.Shouldn’tabookonmobilemarketingdothesame?Wethink

so.

VisitArtofMobilePersuasion.comtoseetheupdatescheduleand

downloadthelatestiterations.

CHAPTERONE

TheMobileUniverse

GettingOnTheSamePage

First,alevelset.

MorepeopleonEarthhaveamobilephonethanatoothbrushor

a toilet. Wireless penetration in the United States exceeds 100

percent;meaning, there ismore than onemobile phone for every

person.

The cellphonehas changed thewaywecommunicate (ordon’t

communicate). It’s transformed the way we buy, how we share

news and insight and opinion. How we perform the functions of

everydaylife:depositacheck,takeaphoto,makeacall,listentoa

song.It’sforevermodifiedhowwelearnaskill.Howwegaugeour

health.Howwecreateandcompose.

In developing countries, the mobile phone is a literal lifeline,

leadingtocleanerwater,morediagnosisandtreatmentofdisease,

andbankingfortheunbanked.

Look at it in numbers. But look only for a moment: these

statisticsaremerelydirectional—mobilemorphsthatfast.

Smartphone usage in the United States reached 77

percent or approximately 250 million people in the

winterof2015.1

At the same, time, a milestone was reached across

the pond with more mobile users taking to

smartphones than less-capable feature phones in

Europe’s top five markets—France, Germany, Italy,

SpainandtheUK—forthefirsttimeinhistory.

EightoutoftenAmericanstextonaregularbasis.

Sixintenaccessthewebonamobiledevice.

Inexcessof50percent readandsendemail, anear

identicalnumbertothosewhodownloadapps.

Time spent in digital media has swung in mobile’s

favor,withPCsoftenbeingleftathomeordownstairs:

weviewtheInternetmoreonawirelessdevicethana

computer.

U.S.adultsover18spentanaverageof43hoursand

31minutespermonthconnectingwithmobilecontent

viaanapporwebbrowserduringthesecondquarter

of2014.2That’salmosta10-hourpermonthincrease,

yearoveryear.

Nearly four of fiveMillennials spendmore than two

hoursadayusingtheirsmartphones.3

Wireless usage spans generations: 84 percent of

teenagersownamobilephone.And83percentof6-9

yearoldsuseatablet.4Conversely,nearlyeightinten

seniorsownacellphone.

Approximatelyonetrillionphotosweretakenin2014,

with a huge number being snapped with mobile

devices. Nearly twomillion pictures are shared daily

onsocialmedianetworksandotherplatforms.

One more stat for now: 84 percent of U.S. mobile

phone owners use their device while watching

television.

Thisallmeanswhat?Simple:Ifweasmarketersfailtoadaptto

thisradicaltransition,ourcustomersandprospectswillbesomeone

else’s customers and prospects. And the early scorecard on our

effortsshowsusbehind.

Forrester’s Julie Ask tells us that 62 percent of marketers still

treatdevicesassimplysmallerPCs.5Moredamning:inmanycases

marketershavebeen ill-equippedorunwilling to take time to read

the signals. According to Ask, 89 percent of companies have a

mobilestrategytohaveconsumerscometothem.6

What’s wrong with that? Consumers expect brands to engage

withthemwheretheyare.

Themobileuserissophisticatedanddeservesmorecredit.Those

whocarrythesedevicesarepickingsides,andthey’redoingsowith

moreintelligencethanconsumershaveeverpossessed.

IncreasedExpectations

Thenexttimethatyoureachintothenightstand—orthatdrawer

that you sworewouldn’tbecomeacollectionof junk—pull out the

BlackBerry that’s gathering dust as quickly as it’s fading into your

memory.

Remembertheexperience.Youdidn’tfullyunderstandtheextent

of its impact, but deep down you knew: that Blackberry was life-

changing.Likeneverbefore,youwereconnected.Empowered.And

inescapablefromyourboss.Itcamewiththegoodandthebad.

Speaking of the bad, think about the web experience on that

device. Buffering entered our vocabulary rapidly. The expletives

camefasterthantheloadtimes.

We expected more. And in 2007, our expectations were met.

Apple introduced the iPhone. We could surf, engage with apps,

watch videos, take pictures, and post instantly to websites like

FacebookandTwitter.

That advancement, and others that followed, literally changed

ourlives.Andonlyincreasedourexpectationsjustasrapidly.

Consider:

Twenty-one percent of U.S. consumers have the

expectationofanything,anywhere,anytime,Forrester

says.Another29percentaretransitioningthere.7

Two-thirdsofU.Ssmartphoneuserschecktheirphone

withinfifteenminutesofwakingupandwithinfifteen

minutesofgoingtobed.8Theymustbeintheknow.

More than 85 percent of consumers delete an email

immediately if it doesn’t render properly on their

mobiledevice.9

Four in ten Americans abandon a mobile shopping

sitethatwon’tloadinthreesecondsorless.10Infact,

Amazon determined that a page load slowdown of

onlyonesecondcouldcostthecompany$1.6billionin

saleseachyear.11

Icouldgoon.

“Wherewearewithmarketers?”Google’sSpero,VicePresident

of PerformanceMedia, said tome, repeatingmy question. “There

are different points of the crawl, walk, run continuum. Many

marketers areworking on themost basicmobile experiences. The

first generation ofmobile experienceswas cut and paste desktop

experienceswithsmallerweightimages.Novideo,noFlash.

“Where we’ve gotten to: (some) marketers have come to

understandthatIwantadifferentexperiencewhenI’monthis”—he

holdsupamobiledevice—“thanwhenI’monthis.”Hepointstoa

personalcomputer.“Nowyou’vebuiltamobile-specificexperienceif

you are any good. You start to ask questions about signals. You

start to be able to say, ‘Howdo Iwant thatmobile experience to

changeifI’mwithinamileofaPizzaHutandamlookingforpizza?’

Marketersaretryingtofindwhichofthosesignalsarerelevant.”

EnablingDesire

Thefirstthreewords inmy2002MobilizedMarketingbookare:

Sell more beer. The opening chapter connects current-day

MillerCoorsmarketerSteveMurawithhispredecessors,whogoall

thewaybackto1855.

Thebond?Attheendoftheday,eachhadtomoveproduct.The

factis,withmobile,everythinghaschanged–andnothinghas.We

stillhavethesameobjective.It’sthehowthatisdifferent.

MillerCoors ishardlyananomaly.Coca-Cola,oneoftheworld’s

most recognizable, beloved, and successful brands is another

fulfilling its long-established mission in an increasingly-large part

throughtheuseofwirelessdevices.

“Ourmobile strategy was really articulated in the 1920s when

RobertWoodruffdescribed the roleofTheCoca-ColaCompanyas

putting our brands within the arm’s reach of desire,” Tom Daly,

GroupDirector,MobileandSearch,toldme.“Theonlythingthatis

differenttodayisthatattheendofthatarm,betweenitanddesire,

isamobiledevice.

“Tothedegreethatstrategyisachoice,thechoicethatweare

making is to have mobile enable desire. The alternative is to do

nothing and have mobile become a barrier. That doesn’t sound

smart.”

Daly is a hands-down, first-ballot entrant in anymobile hall of

fame. He is responsible for The Coca-Cola Company’s global

strategyformobilemarketing.Additionally,hehaslongbeenoneof

the most influential evangelists for the channel, often speaking

around the world and serving in difference-making roles on the

MobileMarketingAssociation’sboardofdirectors.

Asyoumightexpect,Coca-Cola isnonewbiewhen itcomesto

innovation.

The company’s website says that the first marketing efforts in

Coca-Cola history were executed in 1887 through coupons that

promotedfreesamples.Atthetime,thatwasground-breaking.

TheinitialservingsofCoca‑Colaweresoldin1886for5centsa

glass.Sales inyearoneaveragednineservingsperday inAtlanta,

thecompany’sheadquartersthenandnow.Today,dailyservingsof

Coca‑Colabeveragesareestimatedat1.9billionglobally.12

Whereprojectedsalesareheadingisasmuchofasecretasthe

product’s formula. What isn’t hidden is Coca-Cola’s embracing of

mobile, which does in fact sound smart.Much of its international

customer base is far more connected via wireless devices than

computers.

“The course thatwe are looking to set connects our stories to

everybody in the world around them, wherever they may be, on

every occasion, by enabling desire—and the instant before—while

makingtheworldbetterforit,”Dalysaid.

Alignedwithitsbroadermission,Coca-Colahasinclusivenessas

a core mobile tenet. Throughout the world, it has utilized text

messagingtoreachnotjustsmartphoneusers,butthosewhohave

carried–andcontinuetouse–thesimplestdevices.

While themobilemixvariescountry tocountry,Cokemarketers

remainconsistentlytruetoDaly’sdirectiveofspendingthemajority

oftimeandresources–Dalyhasmentioned70percent—oncore

wireless products and services. Another twenty percent go toward

othermobileeffortsthathavemorerecentlyprovedtheirworth.The

final10percentareforwhatDalycalls“newthings.”

“Seventy-twenty-ten isn’t in stone,” Daly told me. “It wasn’t

established from themountain. It’s apointof view thatgovernsa

wayofprioritizingyouractivity,energyandresources.Theideaisto

spendmore time on the things that you knowwork. You spend a

smaller amount of your time, 20 percent, tomake the things that

youknowwork,workbetter.Andthenyouspend10percentonnew

things.Isitaformula?No.Ititaconstruct?Yes.”

Alloftheeffortshaveenablementandsalesasgoals.

“TheysaythatyoucanidentifyaCocaColabottlewithyoureyes

closed,”hesaid.“You’llrecognizeitbrokenonthefloor.Howdoyou

keepthatfresh?Whenwedothingslike‘ShareaCoke’,whenwedo

thingslikealuminumbottles,therealmagicofCokeistheabilityto

keepwhat is very familiar,what peoplewant, but also tomake it

fresh,innovative,andexcitingattheverysametime.”

TOMDALY

TomDaly,globalgroupdirectorformobileatCoca-ColaCo.,has

entered the Mobile Hall of Fame for outstanding leadership in

evangelizingmobilewithintheworld’slargestsoftdrinksmarketand

also to forums across industry sectors. Tomhas been tireless and

enduringinhiseffortstopushbestpracticeinmobileandweavethe

medium into marketing across channels. As a member of Coca-

Cola’s global connections team for thepast 10 years, he currently

leads the company’s strategy for mobile marketing, collaborating

with internalandexternal teamsworldwide todelivermanyof the

marketer’shighestprofileonlineinitiatives.

CHAPTERTWO

Personalization

BalancingAct:Swrve

Amongtheircross-channelsolutions,companieslikeMarketo

andExactTargetareincludingmobilemarketingautomation,newto

thepartybutgrowinginimportanceastheconsumerbouncesfrom

devicetodeviceandchanneltochannel.Doneright,Marketo

suggestsitcannetuptoa30percentincreaseinconversionrates.13

“Youneedthreethingsinordertoachievethevisionof

personalization,”saidSteveGershik,ChiefMarketingOfficerof

Swrve.Aleadingmobilemarketingautomationcompanysimilarto

FollowAnalytics,Swrveboastsanopenplatform,partnershipswith

Marketoandothers,andclientssuchasSonyandWarnerBrothers.

Worthnoting:Gershikwasbehindnotableeffortsinonline

automationwhenheservedasVicePresidentofMarketing

InnovationatEloqua–whichgrewfrom$3millionto$35millionon

itswaytoasuccessfulIPOandacquisitionbyOracleduringhis

tenure.

“First,youneedawaytosegmentusersbasedonanynumberof

randomattributes.Ithinkoftheminthreebuckets.Oneiswhatthey

say to you about themselves explicitly. Another bucket is their

behavior, or what we sometimes call digital body language: it’s

whatyoucanobserveaboutthem.Andathirdbucket iswhatyou

can infer about them from other sources—from other commercial

databasesor connections to other companies—thatmight provide

youwithuseracquisitioninformationorpointofsaleinformationat

aretailestablishment.”

Thencameanefficientwaytorunprogramsatscale.

“The second thing you need is a strategy to manage the

channelsofcommunicationwiththoseusers,”Gershikexplained.“In

themobilespace,you’vegotthreewaysofinteractingwithauser.

A) You can personalize the actual app experience—what Jeff

seesisdifferentthantheappthatStevesees.AndinfactwhatJeff

seesinthemorningmightbedifferentdependingonwhereJeffwas

thenightbefore,orwhathehasdoneinthemeantime.”

B)Youcansendin-appmessagestoencourageausertoexplore

otherareasoftheapplicationoranythingelsethatIasamarketer

would want to prompt you to do as part of our ongoing

conversation.

C) Push notifications to bring people back into the app and to

reengagewith themwith compelling offers to get them back into

thatimmersiveexperience.

“Butthosearejustchannelsofcommunication.Unlesstheytalk

to all the other marketing channels, then you run the risk of

becomingcompletelyobsolete.”

GershikonPersonalization

1.SegmentUsers.Whattheysay.Whattheydo.Whatyou

caninfer.

2.ManagetheChannels.Andmakesuretheytalktoeach

other.

3.Measure:Knowwhatworks.Optimize.Thenpredict.

Andyoucanbetthattoday’schannelsaren’ttomorrow’s

channels.

“Thechannelsarealwaysgoingtochange,”Gershiksaid.“Ihad

toexplaintomysonwhatafaxmachinewasandhe’s16yearsold.

Hehadnoidea.Butthatwasakeypartofsomeindustry’s

marketingstrategiesnottoolong.Beingabletotakeadvantageof

alltheexistingmarketingchannelsandallthenewmarketing

channelsisanotherkeyattributeofgettingclosertothis

personalizationandoptimization.”

Butthereisonemoreelementtoconsider.

“Thelastpart,thenecessarybutunsexypart,ismeasurement,”

Gershiksaid.“Howcanyoutellwhat’sworking,andthenhowdo

youoptimizewhatyoudonextbasedonwhatonwhatyou’vedone

inthepast?You’reseeingalotoftechnologiesemergingaround

predictiveanalytics,tryingtomakeinferencesaboutwhatyour

usersaregoingtodobasedonwhatthey’vedoneinthepast.”

Thethree-partstrategyseemsclear,butonequestionremains:

Howpersonaldoestheconsumerwantthemarketertobe?

“Thoseofuswhogrewupinanerathatwaspre-Millennial,we

stillholdontothisquaintideaofprivacy,”Gershiktoldme.“Every

timeweseeanewwebservicethatallowsyouinrealtimeto

publishallofyourcreditcardtransactionssoyourfriendscansee

whatyouarebuyingreactinhorrorathowtheworldhas1984ized

itselfallonitsownusingallthetoolsthatareavailabletoit.”

Butratherthanthrowuphishands,Gershikmakesthebestof

theinevitability.

“Evenforoldguyslikeuswhogrewupinanerawherepersonal

privacyisimportant,westillperformthementalcalculationinour

headsifwhetherwhatwearereceivinginexchangeforourpersonal

informationismorevaluabletousthangivingupthatbitof

informationismorevaluabletousthangivingupthatbitof

information,”hesaid.“Thatcanbeanythingfromouremailaddress

toourphonenumbertoourphysicallocationtosomethingthatwe

careabout—aproblemthatwe’rehavinginbusiness,forinstance—

toalotmorepersonalthings,likewhereweareanytimeofdayor

night.ApplicationslikeUberhaveproventhatpeoplewillgiveup

thatmostprivateattributeinordertoreceivesomethingofvalue.

“IlovetheWazeGPS(globalpositioningsatellite)appthatwas

acquiredbyGoogle,withthefullunderstandingthattheyknow

exactlywhereIam,howfastIdriveonaverage,andatanypointof

thedaywhatbusinessesIpass.Iknowthatthereisatremendous

amountofinformationthatI’mgivinguptotheWazepeople.Idoit

willinglybecausetheyprovidemewithagreatexperience.Ihave

implicitlysaidthatwhattheyaregivingmeismorevaluablethan

theprivacyinformationthatI’mgivingout.Ifwearerelevant,ifwe

arecontextual,thenpeoplewillletusgetveryintimatewiththem

withthemostintimateofdevicesthattheycarryrightnexttotheir

body.”

STEVEGERSHIK

With over 20 years of experience in product marketing,

socialmedia,demandgenerationandbrandbuilding,Steve

GershikistheChiefMarketingOfficerforSwrve.Steveisan

expert inwhatB2B companies need to do to surviveand

thrive in competitive environments today. Steve has also

spoken at SXSW Interactive, DMA, AMA, BMA,

DemandCon, SiriusDecisionsSummit,AdTech, andEloqua

Experience.

In-Store,In-App:REI

RetailpowerhouseREIpridesitselfonknowingitscustomers.But

itstopsshortofsayingthatallinformationobtainedandinferredis

fairgame.

“Onpersonalization,Ithinkwe’reabitearlyinthegame,”said

JeffKlonowski,REI’sDirector,DigitalRetail-Mobile&Business

Development.“Ithinkthat’smoreofalongertermvisionfor

retailers.Rightnow,yougetintothecreepinessfactorandhow

muchistoomuchveryquickly.WhatIlookatfirstisthisusecase:‘I

lookedatanitemonlinebutthenIspecificallycameintothestore.’

“DoI,asaretailer,wanttopushadditionalmessagingand

contenttothatcustomer?Whenyoubecomeveryproactiveinthe

retailstore,sendingadsornotificationssimplybecauseoflocation,I

feelthatprobablytakesitonesteptoofar,atleastintheshortterm.

Alotofretailersarestilltryingtofigurethatout.”

ButKlonowskisaidthatthereisplentyofappropriateand

effectiveindividualmarketingthatcanbedone.“Let’slookatthe

loyalusers,”hesaid.“Saysomeonehastheretailer’sappandhas

settheirpreferencesandoptedintoreceivewhattheywant,etc.

Thensaywecreatesomesortofin-storemode—whichalotof

retailersarelookingatfortheirmobileapps—settochangethe

app’scontentwhensomeoneisinthephysicalretailstore.

“Thenyouaresaying,‘YouopenedtheREIappinstore.Here’sa

featureset.Andbytheway,youdidlookatthisitem,here’swhere

it’satinthephysicalstore.Doyouwantmoreinformationorcanwe

leadyoutoit?’

“Ithinkthatiswherewearegoing.Closertothatkindof

approachversusanad-basedmodelwherejustbecauseoflocation

andknowledgeofpreviousactivity,I’mgoingtosendyouapush

notificationoratextmessage.Ithinkthat’sgoingalittlebeyond

whatthecustomeroptedinfor.”

JEFFKLONOWSKI

Jeff is responsible for leading REI cross-divisional

strategies, including mobile, payments, and business

development. He is customer focused and passionate

aboutdeliveringbest-in-classcustomerexperiencesacross

digitalscreenstodelightcustomersandpositionREIasthe

leadingoutdoorspecialtyretailer.

PersonalizedMagic:Disney

Thecynicssaywewillprotectourprivacyatallcosts.

Thedoubters say that there isn’t anything to entice us in large

numberstojoinpermission-basedprogramsrunbybrands.Wewill

betrackedandspammed,theypredict.

Thedoomsdaygangsaysthatwearealltoobusytonoticecalls

toactionthataskustodosomething.

They’reallwrong.

Inthemosteye-openingpermission-basedwirelesssuccessto

date,byearly2014,DisneyWorldhasenticedmorethanhalfofits

18.6millionannualparkvisitorstouseitsMagicBandwearable

device,andtheaccompanyingapp,toengagedifferentlywiththe

park.Fromorderingfoodtochargingpurchasestotheirroomto

jumpingpastthelinesforridesandentertainment.Andasmany

usersattest,itevenaddstothefun.

Added fun.Andaddedvalue.To theparkand themasses.And

it’s not something that you canonly find in Fantasyland—it’s here

now.

“Thethingsyouwanttodoattheparkallbecomethefamily’s

mission,”TomStaggs,Disney’schairofparksandresorts,told

Wired.“Beingabletolockthatmissioninde-stressesyourwhole

vacation.”

And there’s value all along the journey, making the Happiest

PlaceonEarthevenhappier.

ARadio-frequencyIdentification(RFID)chipletsresortguests

swipetheirbandstopayatanyregisterinDisneyWorld,access

expresslines,andunlocktheirhotelroom.Readersthroughoutthe

parkflashthewearer’snamesoemployeescangivepersonal

greetings.Visitorsuseanapptopre-selectthreeridesforwhichthey

canenterexpresslines.Takingintoaccountrideavailabilityand

proximity,theappplotsthosechoicesintoitineraryoptions.Theapp

alsooffersupdatesonwaittimesforeveryride.Visitorscanusethe

apptoreserveatableandselectamealatBeOurGuest.Whena

visitorwithaMagicBandcrossesthebridgetotherestaurant,ahost

greetshimorherbynameandthekitchenisalertedtopreparethe

food.Sensorsinthetableslettheserversknowwherethepatronis.

Disney has seemingly thought of everything. The battery in the

bandworks for twoyears—because it knows togo to sleepwhen

thewearerleavesthepark.Andthedesignofthebandensuresthat

itfitseverywrist.

It’sallsensibleandvaluable.Andnearly10millionvisitorshave

usedit.Tradingprivacyandanonymityforanenhancedexperience.

usedit.Tradingprivacyandanonymityforanenhancedexperience.

The lesson? Some might want to protect their anonymity. But

whenthevalueisright,notmany.

Manyofthoseaforementionednaysayersclaimthatlocation-

basedservices,includingonesemployingbeacons,willbeinvasive

distributorsofspam.

Disney showed the opposite. A responsible marketing and

customerserviceprogramcanputasmileonone’sfacefasterthan

alightningrideonSpaceMountain.

13WaysofLookingatPrivacy

Different typesof informationelicit different levelsof sensitivity

amongAmericans,accordingtoacomprehensive2014reportbythe

PewResearchCenter’sInternetProject.Socialsecuritynumbersare

universally considered to be the most sensitive piece of personal

information, followed by health information and content of phone

conversations.Media tastesandpurchasinghabitsareamong the

leastsensitivecategoriesofdata.

In a separate Pew report that same year that polled experts,

severalthemesemerged.

Livingapubliclifeisthenewdefault.Itisnotpossible

to live modern life without revealing personal

information to governments and corporations. Few

individualswillhavetheenergyorresourcestoprotect

themselvesfrom‘dataveillance’;privacywillbecomea

‘luxury.’

Therewillbenoglobalstandard.Thereisnowaythe

world’s varied cultures, with their different views

aboutprivacy,willbeable tocome toanagreement

onhow toaddress civil liberties issueson theglobal

Internet.

TheInternetofThingswill furthercomplicateprivacy.

People’s homes,workplaces, and the objects around

them will “tattle” on them. The incentives for

businesses to monetize people’s data and

governments to monitor behavior are extremely

potent.

We’re headed toward further complexity. Some

communities might plan and gain some acceptance

for privacy structures, but the constellation of

economic and security complexities is getting bigger

andhardertomanage.

Those trends notwithstanding, large groups of consumers have

taken proactive actions to keep away from ads, personal or

otherwise.On laptops and PCs, as ofmid-2014, therewere about

144millionactiveadblockusersaroundtheworld—andusagegrew

bynearly70percentbetweenJune2013andJune2014.14

But options for blocking ads onmobile devices are limited and

usageisuncommon.Andbecausethedeviceisperceivedasmuch

more personal, the stakes are higher for the relationships built or

strainedbetweenbrandsandmobileusers.

WhenIspokewithveteran internationalagencymarketerThom

Kennon,heputitbluntly:privacy,hesaid,was“delusional.”

“Idon’tthinkforthelast70or80yearsofconsumerismhavewe

enjoyedthisPollyannaishviewofwhatprivacyanddataprotection

weregoingtohave,”hetoldme.“Idon’tbelieveevenaspirationally

that it’s attainable. I believe smart brands, smart platforms, smart

publishers have figured out ways to create a value equation with

consumers that says if you surrender a number of data points,

you’regoingtogetbetterstuff.You’regoingtogetlessclutter,less

advertising, and going to get more personalized, more tailored

contentandservice,andthere’sahugebenefittobothofustodo

that.”15

MarketerMarioSchulzkeagrees.“Ifyoulookedattheearlydays

of television, there was a very clear connection between the

program that youwatched and the company that sponsored that

program,”saidSchulzke,auniversitymarketerandteacher,founder

ofIdeaMensch,andalong-timeadvertisingagencyleader.

“Back in the ‘50s and ‘60s, there was ‘Gillette Friday Night’

boxingnight.EverybodyknewthattheygottoseeliveboxingonTV

becauseofGillette. I think in the last20years in traditionalmedia

that connection has gotten lost. I don’twatch a sports game and

seeacertainadandsay,‘I’mthankfulthatBudLightisbuyingthese

adsbecausethat’swhyIgettowatchthisshowforfree’.”

Schulzke then takes the discussion to the web and to mobile.

“ThesameistrueontheInternet,”hesaid.“ThinkaboutGooglefor

asecond.They’vegottheiremail—weallhaveourGmailaccounts.

NoneofuspayforGmail.Wegetincrediblevalueoutofit.Noneof

us pay for Google Calendar. Nobody pays for Facebook. Nobody

pays for Twitter.Nobodypays for Instagram.Yetweget somuch

satisfaction and somuch utility out of these tools. The reason for

thatisthattheyaregoingtomonetizeuscommercially.

“Ithinkifyouunderstandthatfromaconsumerperspective,then

you get to make the choice whether you don’t want to be on

FacebookorhaveaGmailaccount.”

Schulzke recentlydiscussed thevery issuewithhisUniversityof

Montanamarketingstudents.

“Everybody thought that it was kind of creepy,” he recalled.

“Therewasasenseofhesitationwhentheyfoundoutthatbyusing

your Gmail account andwhen you log into different services, and

loggingintoFacebook,thatyouareabletobetracked.

“But then when I asked the question, ‘Would you not go on

Facebook,wouldyougiveupyourGmailaccount?’theanswerwas

aresoundingno. I felt like therewas this feeling that itwasunfair

that this ishappeningbut it’s just tooconvenient to stayon these

tools.Theyarefreeandtheyaregreat.”

What they need to be, in the view of Schulzke and other

marketersIinterviewed,aremoretransparent.

“What’simportantforcompanieslikeFacebookandGoogleand

Appleandtheseverylargeplatformsistojusteducateconsumersa

little bit about what it is that you’re doing and give people some

waystooptinandIoptout,”Schulzketoldme.“Andyou’regoingto

beabletooptoutofeverything.Andmostpeoplewon’tbeoptedin

toeverything,either.Ithinkthattherewillbealittlebitofastruggle

butbeingout thereandputtingout information I think thatwillbe

importantanditwillresolvethat.Honestly,Idon’tthinkyouwillbe

creepy—Ithinkitwillbekindofassumed.”

As much as there needs to be a mindset change with those

college students, adjustments need to enter the marketing

department,too.

“Let’sfaceit,”Schulzkesaid.“Marketingwasonceallabouthow

canIinterruptyoufromwhatyou’redoing,catchyourattention,and

somehow persuade you to take whatever action it was that I

wantedyoutotake?Ithinkthat’schanged.

“As marketers if we want to be successful, rather than think

abouthowwe’regoingtodisrupttheconsumerbehavior,weneed

tothinkhowcanweaddvaluetotheconsumerbehavior.”

MARIOSCHULZKE

MarioSchulzkeistheAVPofMarketingattheUniversityof

Montana and founder of IdeaMensch, a community he

started to help people bring their ideas to life. Before,

Mario spent 10 yearsmanaging digital strategy teams at

adagenciesupanddowntheWestCoast.

InSearchofGuidingPrinciples

GSMA, the largest global association of mobile carriers and

related companies, has established a set of high-level privacy

principles. Openness, Transparency and Notice; Purpose and Use;

UserChoiceandControl;DataMinimizationandRetention;Respect

User Rights; Security; Education; Children and Adolescents;

Accountability and Enforcement. (You can read the specific

language around these in the Appendix.) Similar practices are

advocatedbytheU.S.FederalTradeCommission.

Where these guidelines will get us remains to play out, but

expertspredictalackofconsumercontrol.

BobBriscoe,chiefresearcherinnetworkingandinfrastructurefor

BritishTelecom,wrote,“Lackofconcernaboutprivacystems from

complacency because most people’s life experiences teach them

that revealing their private information allows commercial (and

public) organizations to make their lives easier (by targeting their

needs),whereas thedetrimental cases tend tobevery seriousbut

relativelyrare.”16

Kalev Leetaru, Yahoo fellow in residence at Georgetown

University, says, “While… people publicly discuss wanting more

privacy,theyincreasinglyusemediainawaythatgivesawaytheir

privacy voluntarily—for example, broadcasting their location via

phone GPS when posting to social platforms, photographing their

entire lives,etc. People seem towant to be famous, documenting

their livestothemost-minutedetail, inwaysthatwouldhavebeen

unheardoftoapastgeneration.Moreover,eachtimeamajorsocial

platform reduces privacy even further, there is a roar of public

backlashandpromisesthatpeoplewillleaveenmasse,butnoone

actually leaves the platforms, and in fact, more sign up. Thus,

peoplearenotvotingwiththeir feet.Companieshaveno incentive

to increaseprivacy,which reduces revenuepossibilities in termsof

sellingadvertisingandproductsbasedonidentityanddesires.”17

And finally, here’s Jonathan Grudin, principal researcher at

MicrosoftResearch:

“There is an inevitable tension between potential commercial

exploitationof personal informationbybusinesses, including those

that are well-intentioned, and the desires of some individuals.

Businesses will always be motivated to push infrastructure

boundaries,whatever theyare. In fact, themoreworkwe invest in

developingaframeworkthatseemsbalanced,themoreabusiness

can find grey areas, workarounds, and loopholes in good

conscience.Youngpeoplearemoreused toaworldwithcameras

everywhere.Theoldergenerationdevelopedbehavioralhabits that

assumed a degree of privacy that young people have not

experienced.Whatoldsterswouldhavetogiveup,youngpeoplewill

notmiss.In2025,moreofthepopulationwillhavegrownupinthe

newworld,soconcernaboutprivacywilldecreaseandperhapsshift

in emphasis.Of course, the dwindling ranks of dinosaursmay not

seethingsmuchdifferentlythantheydonow.”18

TransformingTravel

Alistofthechangesthathavereshapedthetravelindustrycould

stretchacrossconcourses.Fromreengineeredseatsandredesigned

cabinstoreimaginedloyaltyprogramsandcorporatemergers.From

thedisappearanceofsnacksandamenities to thenow legendarily

poorserviceandincreasedfees.Nottomentionthesecurityhurdles

travelersleapenroutetotheirgate.Theoldwayofdoingbusiness

haslongsinceflownaway.

Forsome,theonlyappropriateresponseissatire.AlaskaAirlines

and my former ad agency WongDoody poked at much of the

changes in a series of television spots showing mythical SkyHigh

Airlines.

In “Polite-a-Prompter”, a SkyHigh Airlines ticket agent

experiences difficulty with his teleprompter glasses as he feigns

customer service when greeting customers. ‘Vouchers” shows

SkyHigh flight attendants handing out rain checks for blankets,

water and toilet paper. In “Banjo”, a SkyHigh employee gives a

customer a song and dance rather than customer service. “Bench

Seating” has SkyHigh passengers packed together with shared

seatbelts.

Canairlinesfareanybetterwhenitcomestothetransformation

inmobile?Theopportunityisobvious,evenifthepathtocapitalize

onthatopportunityisjustnowbecomingclear.

Morepeople than everwere engagedwith travel on

mobile; the majority who booked on their device

woulddosoagain

Mobile usage in the planning stages has increased

since2013

Fortypercentofthetravelaudienceismobileonly

TabletusegoeswayupandPCusegoeswaydownin

evenings when looking at share of traffic to travel

properties

Luxury travelers are more likely to book travel on a

mobiledevice

Ofthe104millionpeopleengagingwithtravelcontent

on amobile device, 92 percentwere using amobile

browsertodoso.19

Expectations–andExceedingThem:Alaska

Airlines

“We realize that consumer expectations are rising. The

companies out there—the Googles, the Amazons, the Ubers—are

increasingthepaceofinnovation.Weneedtobereallypurposeful.

Consumerexpectationsarenotjustbeingsetbyairlines,”saidCurtis

Kopf, Vice President of Consumer Innovation for Alaska Airlines.

“When a customer uses our app, the bar is being set by Uber or

Apple or Starbucks. When a customer walks into the airport,

expectationsarebeingsetbyanAppleRetailStoreforaStarbucks

oranREI.

Inshort,Kopfsaid, customersarebringingnewexpectations to

the airport, driven by broader technology and innovation trends,

including the emergence of the always-connected mobile

consumers,digitalsignage,andtouchscreens.

“The reality is these thingsdon’thappencleanly,”he said. “It’s

not like all of a sudden smartphones are here and everyone has

themondayone.It’smessy.Emergingtechnologyisusedforalong

time alongside existing technologies. So we have to deliver

information in thechannel that thecustomerwants.We’regetting

close to two million customers who are using our mobile apps.

That’s growing in double and triple digits, and it’s going to get

biggerandbigger,andwewanttodoagreatjobthere.”

But the job is “messier than that.We know that some people

maynothavea smartphoneor theymayhavea smartphoneand

theytravelwithusonceayearandtheyarenotgoingtodownload

our app,” Kopf said. “In those instances we would deliver

informationviatext.Youcansignuptodaytogetinformationabout

agatechangeviatextifthatishowyouprefertogetit.

“Wealso have it on screens andwe have agentswho can tell

you.Forsure,allofthesethingscoexist.Wehavetodoagoodjob

foreverycustomer,howevertheyengage.”

Customers bring a common set of priorities to the concourse:

Comfort,food,retail,information,entertainment,andpowerfortheir

devices.Kopfpredictsthattheongoingtransformationwillmeetor

evenexceedconsumerexpectations.

“Whenyou thinkabout the lobbyofanairport, it’sstillapretty

crowded placewith a lot of people,” he said. “During busy times,

there are people standing in line doing things that, increasingly,

they’lldobeforetheygettotheairport.This ideaofa lobbytoday

with a ticket counter and all these agents standing behind things,

that’s going to slowly change. People will just walk through the

lobby.

“Soon,you’llseeacrossthewholeindustry—notjustairlinesbut

hotelsagents,too—aregoingtobeusingiPadsinsteadofstaringat

agreenscreen.”

Whether airlines can pull this off very much matters—to the

entireecosystem.According to JDPower’sNorthAmericanAirport

Satisfaction Survey, passengers that report high levels of

satisfaction at an airport tend to spend up to 45 percentmore in

retail shops, on average.20 Through data from its mobile tracking

initiativesatNorthAmericanairports,airportmanagementcompany

SITAreportedthatanextra10minutesinasecuritylinereducesan

averagecustomers’retailspendby30percent.21

So what would make a more satisfied customer?What would

increasethesenseofvalueatraveler receives fromanairlinethey

patron?Thoseanswersarebecomingclearer.

A late 2014 study released by FlightView revealed that 93

percent of travelers said they nowwant airports to push alerts to

themonimportantday-of-travelinformation.

That’slowhangingfruit.Here’smore:

84percent expectairports to keep themupdatedon

theirflight’sstatus

79percentwantupdatesonsecuritywaittimes

48percentwouldvalueupdatesontrafficdelays

38percentwanttobekeptupdatedontheweatherat

theirdestinationcity

24percentwantupdatesonparkingcapacity

16 percent would value being sent information on

available airport amenities, like lounges, shopping,

travelservicesandmore.

FlightViewfoundthatthere’sagrowinginterestamongtravelers

toallowairportstoanonymouslytracktheirmobiledevicesinorder

to collect and provide more actionable information, such as real-

time updates on security lines, wait times at customs and ticket

counters,andwalkingtimesbetweengates.22

IfwaittimesandenjoymentmattersintheleisurelandofDisney

World,imaginehowmuchmoreitmattersintheurgentatmosphere

oftheairport. Ifeverpersonaldatawascurrencyworthtradingfor

betterinformation,thisistheplace.

CURTISKOPF

Curtis Kopf is Vice President of Consumer Innovation at

Alaska Airlines and is charged with making Alaska the

world’s easiest airline to fly. Curtis’s teams span key

customer touch points, including ecommerce, digital

marketing,distribution,airportexperience,R&D,employee

tools, customer insight andmobile. Curtis hasworked for

bothAmazon.comandMicrosoft.

SellingInAHurry:JetBlueandHotelTonight

Long before they get to the airport, consumers are making

destination, flight, rental car andaccommodationdecisionson the

goandontheirwirelessdevices.

“Travelmoves very quickly when it comes to airline seats and

inventory,”saidJonathanStephen,JetBlue’sformerHeadofMobile

&EmergingTechnologies.“Sometimescustomerswillseefaresales

andthoseseatsarelimited.Bythetimetheygettotheircomputer

topurchasethattransaction,theseatsaregone.

“A lot advertising has gone toward ‘Act now on your mobile

device’. Especially in regard to travel. Experiences are more

optimized. People aremoving a lot faster. They are booking trips

moreimpulsively.Peoplearemakingdecisionslastminutebecause

theyhavetheabilitytodoit.Inthepast,youwerestuckwithwhat

youhadbecauseit’shardtomakethosedecisions.Thetechnology

hasallowedpeopletobemoreimpulsive.Infact,youstarttoseea

lot of bookings in mobile happen closer to the date and time of

travelthenifyouplanneditallinthepast.”

Among the more successful in moving inventory at the last

minute is HotelTonight, an app featuring last-minute sales on

accomodations.

“It’s niche— If you want a hotel two or three weeks out, you

can’tusethatapp.Youareprobablygoingtouseamoretraditional

one—but there’s a need for this. And that’s why that technology

wascreated,”Stephensaid.

“I think it’sexciting. It’sgreat for the travel industry: itgivesus

more ways to sell our inventory and better ways to service our

customers. We’re getting a different segment of customers now.

Perhapstheywillpayalittlemoretogetoutoftownsooner.”

Expediaversusthe“Frankenstein”

Expedia.comhelpsmillionsof travelersamonthplanandbook

travel.Incredibly,itsresearchshowsthatpeopletypicallysearch48

timesacross sitesbeforepurchasinga flight. It isn’t hard tomake

the jumptorealizethatmobileofferingsarefastbecomingvital to

thebrand’ssuccess.

“Although we started by taking what we knew about desktop

and‘frankensteining’itintoamobilephoneortabletapp,wefound

out–surprise–thatanexperiencelikethatdidn’treallyreflectwhat

customersweredoing.Orwhattheywantedwhentheywereinthat

mode,”saidChiefMarketingOfficerDavidDoctorow.“Weshipped

product wrong, we designed content wrong and we marketed

wrong.

“Bynowwe’vestudiedeveryclickandeverymovepeoplemake

across devices and we understand somuchmore today than we

oncedid.Anditallgoesbacktotreatingpeoplenotastransactions

butaspeople.And thisholds true regardlessof thedevice they’re

on.”

It also goes back to meeting or exceeding expectations by

acknowledgingandservicingcustomersallalongtheirjourney.

“Now I better know that you, Jeff, visitedExpedia thismorning

onyourworkdesktoptosearchforaflighttoSanFrancisco,sothat

when you pick up your phone on your lunch break to repeat the

search,Icanhighlighttheupdatestothecontentyouwerelooking

for,” Doctorow said. “You want the feel and look and quality of

Expedia topersist,but the interface to follow the traitsyouexpect

onwhateverdeviceyou’reinteractingwith.

“The result of our combined content, product and marketing

strategy is increased engagement on the devices people are on

becauseit’sanexperiencedesignedforthemodethey’rein.”

Currently Expedia is seeking to differentiate through a product

feature that it calls Scratchpad, a tool that remembers searches

regardlessofthedevicethatavisitorison.

“Today, you have to be logged in to your Expedia account for

Scratchpad to work most effectively,” Doctorow said. “But once

that’sdone,we’lltakethehotelyouwereperusinginthemorningat

Starbucksandmakesureit’sonyourScratchpadwhenyouhopon

yourdesktopathomelaterthatnight.

“This is one of our features that embraces the interactions

peoplearemakingacrossdevicesandmakessure thecontentwe

presentisrelevantandpersonalized.”

Fordecades,globalmarketerslikeExpediahaveneededtoaccount

forculturaldifferencesanddiverseconsumerpreferences.Thathas

followedsuitwithmobile.

SaidDoctorow:“InAsia,wediscoveredthatthebuttonswehad

become familiarwith on our phones in theU.S. are different than

what local companieswere creating – largely because of theway

the characters display, but also in the typeof actions people take

whenusingthem,andwhattheyrespondto.InEurope,forinstance,

we’ve found thatpeople responddifferently tomarketing text that

reads ‘50 percent off’ than they do here in the states. And that

differs from saying ‘half price’ or even by giving a specific dollar

amount.

“Therearebigdatatrendsthatyieldsmall,actionablestepsthat

we can take to create a winning strategy for personalization that

goesbeyondtheperson.AndthisappliestopeopleinSydneyjustas

it applies to people in Seattle. There’s a combination of art and

science that goes into getting this right across the product and

marketingorganizations.”

Whatmakes the jobparticularlychallenging is the fact that the

sameindividualoftenmorphswhenheorshemovesfrombusiness

roadwarriortofamilyvacationplanner.

“Who Iamwhen I travel forwork is verydifferent fromwho Iam

when I’m travelingwithmywife orwithmy kids,”Doctorow said.

“That7a.m.flightandbusinesshotelisadisasterformyfamilysoI

don’twantyoutoalwaysshowmetravel informationthat’sbased

onwhatyouknowaboutmeingeneral.

“Instead, Expedia can tap intobigdata thatmarrieswhat they

knowaboutmewithwhat theyknowaboutpeoplewhosearch in

similarways to thespecificsearch I’mdoing rightnow–and then

ExpediacanpresenttheinformationthatreflectswhatIamactually

lookingfor.”

AnopenquestionisnotwhetherthatwilldifferentiateExpedia.It

already is. The question is for how long.With travel services and

sitesofallkinds lookingto leveragebigdataforgrowth,youraise

thebarandeverybodylearnstojumphigher.

DAVIDDOCTOROW

David is currently Chief Marketing & Strategy Officer at

Expedia.Aseasonedmarketingprofessionalwithnearly20

yearsofexperience,Davidhasawealthofknowledgeasa

changeleaderandmarketingexecutive.AtExpedia,David

drives customer acquisition, retention marketing, mobile

marketing, business development, and strategy for the

Expedia brand around the globe. David earned his MBA

from Stanford University’s Graduate School of Business

andaBA in InternationalRelations from theUniversityof

Pennsylvania.

CHAPTERTHREE

Retail

Thesedays, itseemsliketheconsumerhasasmanychoicesas

youwillfindinan11-storydepartmentstore.Thatis,ifyoucanstill

locatesuchanexpansiveretaillocation.

In one important way, the modern-day consumer is like those

whohavecomebefore.Ingoodeconomictimes,wefillourclosets

withmoreshoes,shirtsandjeans—whetherweneedthemornot—

and everyone from the customer to the business is happy. In the

rougher patches, such as the recession that lasted from 2007 to

2009,salesdropandsilencedescendsonretailsites:youcouldhear

apindropinnear-emptybrick-and-mortarstoresandmalls.

Of course, e-commerce upended many brick-and-mortar

businessmodels.Onlythestrongandforward-lookingsurvived.And

nowmobile devices have brought new consumer capabilities and

expectations.Productreviewsareaclickaway.Show-roomingisthe

norm:aconsumerputshisorherhandsonaproductinabrick-and-

mortarstore,onlytomakeapurchase—likelyfromacompetitor,at

alowercost,thatincludesfreeshipping—onahandhelddevice.

Thatlastmove—theorderingonamobilephonewithoutthehelp

ofaclerkorthetouchofasalesperson—isindicativeofasignificant

shift toward consumer self-sufficiency. Many mobile users want

nothing more than to do it all themselves. According to a report

releasedbytheConsumerElectronicsAssociationinlate2014,more

58percentofshopperswhousemobiledevicesindicatedthatthey

prefertolookupinformationontheirdeviceswhileshopping,rather

thantalktostoreemployees.Thiswasespeciallytrueamongmen.

Andshoppersaged25-44.23

Nearlytwo-thirds(62percent!)ofmobileshoppersperceivedthe

information they gather via theirmobile device asmore beneficial

thantheinformationavailablein-storeviaproductdisplaysorsales

literature–orsalespeople.

Whatisaretailertodo?

NeverStopImproving:TheLowe’sApproach

If youare Lowe’s, a Fortune100home improvement company,

andaSoutheasternseptuagenarian,youpracticewhatyoupreach:

“NeverStopImproving.”

Sean Bartlett, Director of Digital Experience, Product, & Omni-

channel Integrationat Lowe’s, ledan initiativeby the chain toput

42,000iPhonesintothehandsofsalesassociatesasawaytohelp

customersgetamoresatisfyingexperiencefromthebrand’siPhone

app.

That was no small endeavor. Lowe’s serves approximately 15

millioncustomersaweekintheUnitedStates,CanadaandMexico.

With annual sales exceeding $50 billion, Lowe’s has more than

1,830 home improvement and hardware stores and 260,000

employees.

Theintent:tocreateavirtuouscirclebyenablingsalespeopleto

help their customers,who had alreadymademobile a big part of

theirdailyroutine.

In2013,Lowe’s introduced“product locator”mobile technology

to make shopping easier. Today, Lowe’s customers can find over

100millionprecise,in-storeproductlocationsandstoreservicesvia

customized,interactivemapsdisplayedontheirsmartphones.Allin-

stockitems’aisleand/orbaylocationsarerepresentedaspinsonan

interiormapofthespecificLowe’sstore.TheLowe’sapp,integrated

with technology from Seattle-based Point Inside, also provides

store-specific product search, prices, inventory availability, detailed

productinformation,customerratingsandreviews,andweeklyads.

In addition, customers can create and manage personalized

shopping lists thesamewaytheywouldonapieceofpaperusing

naturallanguagetermsorbyscanningproductbarcodes.

“That’s obviously a big nod to the in-store experience and

makingitmoreefficient,”Bartlettsaid.“Ourstoresaregenerallyin

the 100,000 square foot range,with a couple of dozen aisles that

are fairly long. So to the extent that we can get people to the

productthattheywant,we’regoingtopushforit.”

For those who still prefer a personal interaction, the product

locator solution helps Lowe’s in-store associates better serve

customers, as the tens of thousands of iPhones used by in-store

associatesalsohaveaccess to the searchandmapping capability

throughLowe’sstoreassociateapp.

“Our associates are regularly trained,” Bartlett said. “Any new

capabilitygoesthroughourinternalprocesswhetherthat’sthrough

our internal social collaboration tool, trainingmaterials, videos, or

walkthroughs.It’saprettystandard,butrigorous,process.

“It’sthesameforourcustomer-facingproperties.Weincludeitin

emaildependingon thescopeof thecapability.Weuseoursocial

team.We’ve taken over the home page of ourwebsite. Now you

can do preview videos in the app store. For larger things, like

product locator, also known as wayfinding, we did an overview

videothatsitsoutonYouTubeandwepushtrafficthere.”

One of the ways Lowe’s accomplishes a streamlined Web

experienceformobileusersisputtingstorehoursfrontandcenterin

the store locator feature. When mobile users comes to the store

locatorafterhours,theyseewhattimetheneareststoreopensthe

nextmorningandareofferedanopportunitytobuyonlineandpick

upinthestore.

“Indeterminingnewcapabilities,whetherit’stechnology,design

oroverallcustomerexperience,wereallylookforcustomerbenefit,”

Bartlett said. “We saw this recently with Touch ID (a fingerprint

recognition feature designed and released by Apple) where there

was a clear customer benefit to allowing people to log into their

account using their fingerprint. Passwords are an archaic way of

authenticating, or validating, someone’s ID and people still have

troublewith them. They use various email addresses.We look for

clear customerbenefit, not ahuge technical hurdle, and the value

thatitcouldbringtothecustomerandthebusiness.

“Intermsofwaitingtoseehowthingsplayout,Ithinkyousawa

lot of that in the retail industrywithNFC (payments via near-field

communication),even though ithasbeenout forquitesome time.

Themajorityoffolkssatonthesidelinetoseehowthatwasgoing

to play out, particularly with device manufacturers, consumer

adoption, and again you need to imagine the customer and see

what is thevalueproposition. Is it reallyeasier touseNFCthanto

swipeacard?”

Saying yes or no to a new technology is no simple task,

especiallywhenBartlett,his team,andothers,consider the impact

onoperations.

“Welookatoverallimpact,”hesaid.“Ifyoulookatourbusiness,

$50 billion plus in annual revenue, if you just look atmobile as a

standaloneentity, youcandoanicebusiness there. If you lookat

theoverall affect that youcanhaveonassociatesandcustomers,

being the digital arm of a $50 billion organization is a lot more

leverage that looking at yourself as a standalone business.

Everything is done with the context of impacting the customer

experience as well as the overall experience. There’s almost no

channelspecificactivity.”

AndBartlett’syardstickforsuccess?

“We very closely track the performance and feedback that we

get—whether it’s commerce, customer satisfaction, engagement,”

hesaid.“We introducedMyLowe’s,our loyaltyprogram, tomobile

quite a while ago. We’re looking at repeat usage. It’s pretty

widespreadbutdependingonthecapabilityorthefeature,thereare

specificmeasurestolookto.Obviouslynoteverythingisjudgedthe

same.”

Bartlett believes that one should ask these questions when

analyzinganymobilemarketingproductorinitiative:

Isitcompelling?

Isitincremental?

Isitfriendly?

Isitpersonal?

SEANBARTLETT

SeanBartlettistheDirectorofDigitalExperience,Product,

andOmni Channel Integration at Lowe’s. Sean serves as

an internal authority on the topics of digital strategy,

customerexperience, emergingplatforms, innovation,and

high-performanceteamculture.

ClimbingToNewHeights:REI

IfLowe’swalks thewalk,REI literally lives itsvision—andthose

ofitscustomers:climbingtonewheights.

Thattakesmanyforms,includingitseffortsindigitalandmobile.

Accordingtotheretailer—whichwasstartedbyclimbers in1938—

digital accounts for nearly a quarter of all REI sales.Whilemobile

figures haven’t been publicly discussed, there is no argument that

theyaresignificantandgrowing.

Thecompanysaysthat75percentofcustomerswhobuyinone

ofits135storesacross33statespreviouslyvisitedtheREIwebsite,

or other digital properties such as a mobile app to research the

items.

“Thetemptationistofolloweverynewinnovationortechnology

idea. But that is not a winning strategy,” REI President and CEO

JerryStritzkesaid.“Differentiationiswhereyouwillprevail.”24

Behindmanyoftheefforts—andtheevaluationofotherpossible

mobilemountains toclimb—is JeffKlonowski,amobilevetwho is

nowDirector,DigitalRetail-Mobile&BusinessDevelopmentatREI.

“Therearealotofnewbrightshinyobjectsoutthere,”Klonowski

toldme.“Wecertainlytakeaviewpointthatinsomecases,wewant

tobealeader.Inothercases,wewanttobeafastfollower.Itreally

justdependsonthecontextofthings.

“We’renota retailer that isgoing tochaseeverynew ideaout

there.However,weevaluatea lotofthoseideasandtakeapretty

hard look at them and say, ‘OK, does this make sense for our

membersandfortheco-op?Doesitfittothetypesofofferingsand

featuresandfunctionalitythatourcustomerswant?’”

REI’s member base is largely made up of well-off adventure

seekerswho also happen to primarily use Apple products. As you

wouldimagine,thoseattributesarekeywhenthecompanylooksat

whatwouldbenewadventuresindigital,likewearablesandmobile

payments.

“Therearesomeprettycompellingusecasesforwearables,but

maybenotnecessarilyinthephysicalretailstorespace,”Klonowski

said.“InthecaseofREI,whichisabrandinandof itself,wehave

theREIsnowreportapp.Isthereatie-inwithasmartwatchlikean

AppleWatchthatcouldbeprettycompellingthatisn’tnecessarilya

commercedrivertoourretailstores,butitbuildsthebrand?

“ForApplePay,yes, itwouldbegoodtobefirst tomarketand

gainApplesupportandridethecoattailsoftheirmarketing,butthe

realitysaysthatthereareonlysomanyiPhone6and6Plussesout

theresofar.”ThesearetheonlydevicesatApplePay’sintroduction

capableof facilitatingApplePay. “Whenwill it reach criticalmass

forourcustomerbase—whenaregoingtoneedtobethere?

Given its customer base of heavy smartphone and iPad users,

REI’sinclusivestrategybeginswithitswebpresence.

“Wewantthattobetheubiquitouschannelthatworksacrossall

screens,” Klonowski said. “When you think of REI.com, it has to

workasafullsite,itneedstoworkandbeoptimizedfortablets,and

itneedstobeoptimizedforsmartphones.”

Likeeveryretailer,REIneedstoaddresscurrentcustomerneeds

anddesires,butalsotoanticipatewhatisnext.Inotherwords,the

companynotonlyisscalingthemobilemountain,itistryingtoplan

forwhatisonthebackside.

CHAPTERFOUR

Trust

Somethinginterestinghappenswhenaconsumeristreatedwith

realservice.

Wecan thinkabout the flightattendantwhogoes rowby row,

seatbyseat,tothankpassengersfortheirbusiness.Smilesappear

on people’s faces. I know that it’s rare – I’ve seen it only twice,

despite getting on thousands of flights over the years. Or the

employees of the tire retailer who run to greet a customer when

theydriveintotheparkinglot.Doesn’tthatmakeanimpressionand

createshopperloyalty?

Longbeforethemobileerabegan,IbegantoexplorewhatIcall

Moments of Trust, touchpoints with consumers that can make or

break brands. Public relations textbookswill tell you that you can

losethebattleforpublicopinionintwohours.

Ibelievethathasshiftedtosomethingclosertotwominutes.

Why?Becausemobilephoneshavebecomemegaphones,giving

consumersavoiceandawaytoexpresstheirpleasureorangerina

mereinstant.

That cockroachcrawlingup thewall in the restaurantbecomes

content in amobile-powered video that canandwill beposted to

YouTubeandFacebook.

In a 2015 study by Edelman, nearly two-thirds (63 percent) of

respondents refuse to buy products and services from a company

theydonot trust,while58percentwillcriticize themtoa friendor

colleague. Conversely, 80 percent chose to buy products from

companies they trusted, with 68 percent recommending those

companiestoafriend.25

Accenture estimates that the “Switching Economy” puts

potentially$5.9trillionofglobalrevenueupforgrabs.Thefirmsays

that companies that capture the changing nonstop customer

dynamics inanewwaywilldefine the revenuepotentialdrivenby

consumerswitching.26

Take a look at successful brands and you are sure to see

extraordinary Moments of Trust wins. It’s that important to the

bottomline.

Says Amazon founder, and customer-centric advocate, Jeff

Bezos:“Weseeourcustomersasinvitedgueststoaparty,andwe

arethehosts.It’sourjobeverydaytomakeeveryimportantaspect

ofthecustomerexperiencealittlebitbetter.”

ReinventingtheShoppingTrip:Lord&Taylor

LikeMillerCoorsandCoca-Cola,wecanmeasureLord&Taylor’s

historyincenturiesratherthanyearsordecades.Andsimilartothe

beer and beverage companies, Lord & Taylor can look at its

pioneeringeffortsaskeytoitssustainabilityandsuccess.

Let’s briefly take a look at some of what came before mobile

phonesarrived.

1826: Lord&Taylor founded. To sell hosiery,misses’wearand

“elegant Cashmere shawls,” the retailer was one of the first to

present windows filled with holiday displays rather than

merchandise.

1916: The company openedwhat became its flagship store on

FifthAvenueinNewYork.Thisstartedatrendofnotabledestination

shoppingexperiencesinthecity.

1946:Lord&TaylorbecamethefirstmajorstoreonFifthAvenue

tonameawoman,DorothyShaver,aspresident.Previouslyheadof

thecompany’sComparativeShoppingBureau,shewasaninnovator

in implementing one-to-one customer service, dubbed Red Rose

PersonalShoppingService.

Late 1950s and early 1960s: The company employed female,

uniformed elevator operators with redheads working on one side

andbrunettes toilingontheother.Beforeeachshift, theoperators

hadtheirmakeupandhairdoneattheLord&Taylorsalon.27

Today:Lord&Tayloroperates50full-linestoresintenstatesand

the District of Columbia, four Lord & Taylor outlet stores and

lordandtaylor.com,thecompany’sonlinestore.

Butitallhasn’tbeenroses.Theretailerhasundergonenumerous

ownershipchanges,afailednationalexpansionafterittinkeredwith

thisproductmix,andtheshutteringofmorethan30stores.Ashas

been the case for nearly two centuries, the key to the company’s

successistounderstandandcatertoitscustomerbase.

Enterbeacons.

The first thing to knowabout beacons is that theyare tools to

reachconsumerswhodownloadamobileappandgrantpermission

tobereachedthroughlocalnotifications.

Infact,beaconsarenothingmorethansmall,inexpensivepieces

of hardware that broadcast a Bluetooth signal intended to be

recognized when a Bluetooth-enabled mobile device is in close

proximity. Beaconswork in conjunctionwith amobile app and an

associated content/campaignmanagement platform to enable the

app to identify its location and proximity to points or items of

interest.

Beaconshavecaughtonforagoodreason:theyenableretailers,

brandsandpublisherstoproviderealvaluetoconsumers.

When done with the best interests of opted-in mobile device

ownersinmind:

Marketersenhancecustomer interactionbyproviding

localized,relevantcontent

Mobile campaigns are managed and measured

throughaccesstoreal-time,detailedcustomerdata

Businesses experience an increase in customer app

use,leadingtocustomerloyalty

Beacons play an important role in completing the

omnichannel customer profile – delivering an

understandingofin-mallandin-storeactivity

In2014,Lord&Taylorwasamongthefirsttotrialbeacons.Ina

three-month test, more than 50 percent engaged with a push

message.Morethan20percentclickedtogetacoupon.

Thosenumberswereenoughtogetthecompanytoexpandthe

efforttoeachofitsstores.

Lessonslearned?

“Theeducationexternallyforthecustomer.Ithinkyouobviously

needtomakeitaseasyaspossiblebutbeasupfrontaspossible,”

saidRyanCraver, formerSeniorVicePresident,Strategy,ofparent

companyHudson’sBay.“Ihatethethoughtofactuallyputtingsigns

instoresthatsay,‘WelcometoLord&Taylor.Ifyouheardaboutour

beacon experience, download our app.’ I think that automatically

calls for potential customer service issues, and it causes potential

customercomplaints,etc.

“Wewanted tomake surewedidn’t speakabout it too loudly.

We justmadesure that if thecustomercameacrosssomething, it

wassimpleandeasyforthemtouse.”

Onepath:buildoutandgrowtheLord&Taylorapp.ButCraver

believedthebetterapproachwastoinitiallyteamwithSnipSnap,a

coupon app that at the time had approximately four million

downloads.Buthealsohadsomestipulations.

“Whenconsumersdownloadedthatapp,wemadesurethatany

beaconnotificationswerecrystalcleartothecustomer,tellingthem

thatsomethingmaybecomingtheirwayandtheycanoptinoropt

out,”hesaid.“Iftheyoptout,andtheywanttooptinlater,makeit

easyforthem.Iftheyoptinbuttheywanttooptoutlater,makeit

easyforthem.

“WemadesurethatSnipSnapwouldshowaparticularscreento

show themwhat actuallywill be pushed to them.Wedidn’twant

them to say, ‘Inorder toexperience this, godownload theLord&

Taylorapp’.That’s justnotagoodexperience.Youthinkaboutthe

customer going into the app store. Maybe they can’t find it. We

wantedittopopuponotherappssothattheyweredelightedwith

it.”

Customerawarenesswasonehurdle.Employeeknowledgeand

acceptanceofnewtechnologywasanother.

“Internal training is very, very toughbecauseyou’vegot20,000

associates,” Craver told me. “You’ve got associates that are

churningata25or30percentannualbasis,you’vegotabunchof

tempshittingyouatseasonalperiods,you’vegottofocusonwhat

youtrulyreallyneedtotellthem.

“Webuiltplacardsthatweputatpointofsale.Wemadesureat

thestoreralliesthathappenonaweeklybasisthat itwasbrought

up.Wesentacompany-widedistributionnewsletterthatcamefrom

thepresidentandoutlinedthevariousinnovationinitiativesthatwe

were working on with some detailed, one-pager FAQs (frequently

asked questions). And we just made sure that we kept blasting,

blasting, blasting communication, communication, communication,

tothepointofwherepeoplegotsoexcitedaboutit.Therewerelittle

scavenger hunts to figure out where these little beacons were

placed.Youstartsmallandyougrow.”

Andthenyoucontinuetoeducate.

“We made sure that all the regional small managers were well

aware of how beacons worked, and they started to provide that

communication,andwemadesurethateveryonerealizesthatonce

a rollout starts, because you have all that turnover, the

communicationcan’tstop,”Craversaid.“It’sfrequentlygiventothe

store associates. And you also encourage them to download the

appstoexperiencethemselves.”

TheBeaconContagion

Otherretailershavemadebetsonbeacons,too.

SimonProperties is the largemalloperator in theworld.And it

has intention to deploy beacons in the nearly 240 malls and

shoppingcentersthatitownsorhasaninterestin,inordertohelp

merchants connect with their customers based on real-time data

regarding each shopper’s location at those sites. The solution, in

mall commonareas, isprovidedbyMobiquityNetworks,a leading

nationallocationbasedmobileadvertisingentity.

Like Simon and every other smart brand, Lord& Taylor knows

thatstandinginplaceputsitbehind.

“Ithinktodaythatbeaconsarethecoolestthingthatwe’vegot,”

Craversaid.“Butwearesoearlyinwhatbeaconsareandwhatthe

experience can be in store to bridge online and offline, that I’m

excitedaboutwhat’s tocomeversuswhat iscurrentlyhere.Today

we’re shooting smarter advertising and promotions, tomorrow we

shouldbequeryingcustomerservice,providingmobilepaymenton

phone…weshouldbedoingalotmore.

“Thatmaybetheanswerrightnow.Orwhatwethinkiscoming.

But Iwouldn’tbesurprised if it’sacombinationofWi-Fi,beacons,

mobilepoint-of-sale…orsomethingelse.Theyallhavetoworkfrom

acustomer’sperspective.Andbeseamless.”

ReactingorLeading

Tosome, itappears that retail is reacting tochangemore than

creatingit.Andthat’shardlyagoodthing.

“In general, retail is playing catch up to a bunch of other

industriesthathavealreadybeendisrupted insomeway,shapeor

form,”Craversaid.“TheeasiestonetouseisprobablytheUbersof

the world, the Lyfts of the world, that have started to disrupt

transportation in someway through the use ofmobile phone and

throughthingslikeGPS(globalpositioningsatellite)andbeingable

toprovideon-demandservices.

“But then if you start to look at where they started to impact

immediately,Ithinktheclosestonetothatisprobablyquickservice

restaurants and restaurants where you are sitting down. The

examplethatIliketouseisOpenTablewherenowinNewYorkand

San Francisco you have the ability to not only pull together your

reservation, youhave theability toorder in the restaurantwithout

evenspeakingtothewaiterorwaitress,paywithouteverspeaking

tothewaiterorwaitress,andalsocallinyourUbercarasyoutake

inyourfinalscreeninOpenTable.”

The experience is both impersonal and effective. And a sign of

thingstocome.

“I think thatwaveof self-sufficiency is going topush itself into

other industries,”Craverexplained.“The immediatequestion: if it’s

alreadytakingovercasualrestaurantsorsit-downrestaurants,why

hasn’titbridgeditselfintoretail?Ithinkthatitwill.Whenyoustart

tothinkofhowonlineisbridgingitselfintooffline.

“Ithinkaboutitinthreephases.Thefirst:analytics.Wesawalot

of companies come together to utilize eitherWi-Fi or Bluetooth to

figureouthowthecustomergoesthroughthestore,howfrequently

thecustomergoesintothestore,that’sphaseone.”

Phasetwo?

“It’sallaboutmarketing,”Craversaid.“Taking that information

fromtheanalyticsphaseandfiguringouthowthehelltomonetize

it.

“Phasethreeisservice.Howtotakealltheonlinetoolsandthe

mobilephoneand figureouthowtheyprovideabetter,moreself-

sufficientservicewithinthestores.”

Much like the dress a consumer can buy in a brick-and-mortar

store,anonlinestore,oronmobile,onesizedefinitelydoesnot fit

all.

“There’snevergoing tobeoneanswer forall. Eachoneof the

retailers, and the experiences that they want to deliver, and the

types of customers that they have coming through the door, vary

greatly,”Craversaid.

“IfyoutakeaLord&TaylororMacy’s,undertheHudson’sBay

Companyumbrella,customersarecominginthedoorbecausethey

knowofpromotions.Theywanttocomeinveryquickly.Theyknow

exactlywhattheyarelookingfor.Theytend,thoughnotallofthem,

to expect less of a customer service model and more of a self-

sufficientmodel.”

Butthentherearetheluxurybrands,likeNordstromandothers.

“Yougotothehigherend—theBergdorfGoodmansoftheworld

and the Saks of the world—those have some promotional

customers,butthemajorityoftheircustomershaveanexpectation

ofahighlevelofservice,apersonalshopperlevelofservice,where

theyareengagingwithaperson,”Craversaid.“Apersonalshopper

is providing them with feedback on what they are trying on and

offeringadditionalsuggestiveselling.

“Thestoresthathaveacustomerwhoiscoming inveryquickly

and looking for self -sufficient service—they will be the ones that

adaptquicklytothenewapproaches.TheSaksof theworld—they

won’t rely on it in the same way, but they will need to provide

something.”

RYANCRAVER

Ryan Craver was formerly a Senior Vice President of

Strategy at Hudson’s Bay Company. Ryan’s natural

fascination with the intersection of retail and technology

has ledtoacareerof inspiringand leadingretailers tobe

on the forefront of the evolving “connected retail”

environment. Ryan enjoys tackling changing consumer

dynamics and defining how retail organizations can

leverage technology to strengthen their competitive

position.

SeekingBalance:REI

InnowayisREIabandoningitshigh-touchmodelinstoreswhere

customers come as much for knowledge as they do for running

shoes.

Said REI’s Klonowski: “Where the in-store capabilities become

reallycompellingfromanREIperspective,especiallywhenaGreen

Vestisnotpresent, ishowdowegivecustomersaveryproductive

compellingexperience that ismoreutility-based thatcanget them

alloftheinformationandtheexpertisetheGreenVestwouldusually

provide just in a digital format where they can quickly get that

information.

“AdditionallythereisalotofopportunitytogetourGreenVests

engaged with our customers. We have them armed with mobile-

sellingassistantsorin-storedeviceswithcapabilities.Butwhatifwe

createanin-storemodeandknowwhenacustomerisinthestore?

Howdowe tie those together? Is it alerting aGreen Vest, ‘Hey, I

needhelp?’OrisitschedulingaGreenVestsometimetofigureout

all the products that I might need for this backpack trip that I’m

goingon.Wegoalittlebitmoreonthepersonaltouchsideversusa

self-servemodelthatabigboxretailerwouldtakeon.”

But,aswithmostthingsinmobile,therearenoabsolutes.

“InthecaseofREI,Ithinkit’sabalance,”Klonowskisaid.“You’re

always going to haveGreen Vests and that relationship is always

goingtobecriticallyimportant.Butyouarealsogoingtoneedtobe

abletodeliver tocustomerswhoaremoreself-sufficientandwant

to consume that type of information that they would get from a

Green Vest in a different format, not necessarily with a personal

touch.

“Asaspecialtyretailer,thatwillalwaysbeafocusofours:toget

acustomertoengagewithaGreenVest,becausetheyarethemost

knowledgeable people out there. But how do I supplement that

knowledgewithadditionalfeaturesandfunctionalityusingdigital?”

Thisleadsusbacktothequestionofwhether,inthismobileera,

weagainwillseeadaywhenlarge,broad-offeringstoreswillbein

favor.

“The death of department stores is not going to happen. But I

think the continued decline of department stores will happen,”

Craver toldme. “They are probably going to see themost pricing

pressure as anyone. The days of having an 11-story department

store can’t continue. And the reason why it can’t continue is

becausethemajorityofthestoreiscurrentlysellingspace.Asmore

and more stores bring on auto-locate and omnichannel and they

make their inventorymoreproductive, thesellingspacehasgot to

godownandthefulfillmentspacehasgottogoup.

“IfyoulookatNewYorkspecifically,andtheMacysandtheLord

& Taylors, at some point, there is going to be 30 percent or 40

percentof thestoreallocateddirectly to fulfillmentofproduct.The

payrollmodelhas toshiftwhere it’s lesscommissionedassociates

that are selling and there are more associates that are actually

doingthefulfillmentofproduct.”

Still, Craver said, there is a distinct place for brick-and-mortar

offerings.

“I haven’t yet seen anything within e-tail that can replace the

ability to walk into a store and canvas the entire store within 30

secondsjustwithineyesight,”hesaid.“Thathasn’tbeenreplicated

onlineinthewaythatwebrowse.”

CHAPTERFIVE

CustomerJourney

ReachingMarketing’sGoal

AsMcKinseyandothersputit, ifmarketinghasonegoal, it’sto

reach consumers at the moments that most influence their

decisions. To some, the decades-old funnel concept in which

consumersmove fromabroadchoiceofpotentialbrandsdownto

the one they purchase is as antiquated as the “Brick” (the first

wirelessphone,soldbyMotorolaastheDynaTAC.)28

Why?

Closertothetruth:theimageofanyoneofusinteractingwitha

phone,acomputer,a tablet, theconnectedhome thermostat,and

thewearable.Simultaneously.

“Thefunnelconceptfailstocaptureallthetouchpointsandkey

buying factors resulting from theexplosionofproduct choicesand

digital channels, coupled with the emergence of an increasingly

discerning, well-informed consumer,” McKinsey wrote in its

Quarterlypublication.29

AccordingtocomScore,nearlytwooutofthreehouseholdsinthe

U.S.havethreeormoredevices.Onethirdhasat leastfive.Which

begs the question: does a consumer gain anything by marketing

effortsthatarespecifictowhatheorshewasviewing?

SaidCraver:

“IfyouareshoppingArmanionyourmobilephone,orsearching

foritonyourmobilephone,oronyourdesktopcomputerthenight

before,and thenyoubringyourself into retailer:as longasyou’ve

beenaskedupfront,‘Areyouwillingtoshareyourlocation,areyou

willing to share past browsing behavior?’ and then the marketer

provides the customer something as part of the ad—perhaps a

discountorexclusivecontentorsomethingelse—Ithinkpeopleare

slowly but surely coming around to understanding that that is the

way inwhichmarketing isgoing tobeserved. It isalsosomething

thatyouneedtopayattentiontointermsofhowoftenyousendit,

andhowfrequentlyyoucomeafterthem.”

AnotherexampleofwhatCraverthoughtaboutwhenhestarted

using beacons to know that opted-in users are in the brick and

mortar location:“Wethoughta lotaboutcartabandonmentonline

and how frequently we need to do something similar in stores.

Certainonlinestoresoncartabandonment,likeAmazon,willhityou

upthedayafter,hityouupsevendaysafter,andhityouupmaybe

twoweeksafter.Thereareother stores, likeUrbanOutfitters, that

willevenhityouupsixmonthslater.”

SoCraverandhisteamsetbusinessrules.

“Forusasaretailer,whenyoucomeinforthatArmani,ifwehit

youonceandthenwehityoutwovisitslater,wethoughtthatmight

beabitalienatingand reaching too farback,”he said. “But if it’s

immediate,meaningitwaswithinthelastcoupleofdays,Ithinkit’s

worthwhile.IthinkpeoplearebecomingdesensitizedtoBigBrother

andtothiscreepinessfactor.”

While it stops short of calling customer journeys perfect,

McKinseybelievesthattheeffortgivesbusinesseswhat’sneededto

compete.

“Optimizing a single customer journey is tactical; shifting

organizational processes, culture, and mind-sets to a journey

orientation is strategic and transformational,” Alex Rawson, Ewan

Duncan, and Conor Jones from McKinsey wrote in the Harvard

Business Review.30 “Journey-based transformations are not easy,

and they may take years to perfect. But the reward is higher

customerandemployeesatisfaction, increased revenue,and lower

costs. Delivering successful journeys brings about an operational

and cultural shift that engages the organization across functions

and from top to bottom, generating excitement, innovation, anda

focusoncontinuousimprovement.Itcreatesaculturethat’shardto

build otherwise, and a true competitive advantage goes to

companiesthatgetitright.

WroteIBMinitsInsightsnewsletter:

“Keep inmind that nomatter how you decide to look at your

customer experience metrics – by the touch point or as an

accumulated score, your customers’ collective impression of your

companywill never be fully containedwithin those numbers. Your

customers are constantly creating their own model of how they

should interact with you – by deciding howwell your product fits

theirneeds,andbyhowthedynamicworldoftechnologycontinues

toreframetheiroptionsandtheiropinionsonwhatyou’reselling.”31

WHERETHECUSTOMERJOURNEY

FALLSSHORT

Otherswhom I spokewithwerequick topoint to limitations in

marketingbasedoncustomer journeydata.“I thinkof thecaseof

Amazon.comwhich created a phenomenal personalization engine;

they are leaders in making recommendations to you for products

that youmight be interested in,” said Swrve’s SteveGershik. “But

initiallytheyhadarealproblembecausetheyforgottoaccountfor

thefactthatwhenI’mbuyingproductsontheirservice,Imaynotbe

buyingthemformyself.ForawhileafterImakeapurchaseformy

son, I might be seeing offers for Thomas the Tank Engine

(locomotive)toysandtracksandmasksandthe likeandthoseare

completely irrelevant tome.But itwasAmazon’s earlyattempt to

takeaholisticview.Butyouhavetofactor inthat Ican’tbeeasily

placedintoabucketandmarketedtoasifeverypersonwhomakes

thesamepurchasesImakealsohasthesameattributes.

That’swhereIhaveaproblemwiththisideaofjourneysbecause

ajourneyisaconvenientwayformarketerstobucketusersthatis

pleasing to us but ultimately doesn’t reflect how people live their

lives and go about their interactions with our brands and our

services.Peoplearemorecomplicatedthanthat.”

ANewErainTargeting

The idea of targeting and retargeting is not new. What’s

changing is the potential for cross-device targeting.We nowhave

thecapabilitytotakethesearchdoneforanArmaninecktieonaPC

and use it as a trigger to send a mobile user a related

communicationatalaterpoint.

Butshouldwe?

FewareasequippedtoanswerthatquestionasGoogle’sJason

Spero,wholiterallyhaswrittenTheMobilePlaybook32thatisrelied

onbysomanymarketers.

“Ifyouadmiresomeone’sshoesortheirtie,inthemobileandthe

digitalworldwhenyoudidn’thaveconnectivityatthatmoment,you

wouldfile itaway inyourheadormakeanotetoyourself,”Spero

said.

“As human beings, we’ve always had impulses, fears, hopes.

What happens when you see that tie, you have connectivity. You

canactonitinawaythatyoucouldn’tinpreviouseras.Theideaof

persistentconnectivitymakesitpossibleforyoutoactonallthose

impulses.Youmaynotactonallofthem.It’sprobablyabadthingif

youactonthemallbecauseyouareprobablybuyingstuffthatyou

don’t needand tweetingout stuff that peopledon’twant to read.

Buttheideaofconnectivitymeansthatyoucan.”

“The consumer knows that he or she is connected and

empowered in all these ways,” Spero explained. “The consumer’s

expectation is theywantaneasyway tobuyanArmani tie if they

decideto.Andthat’sacombinationoftheMacy’sappandGoogle

searchandmaybeimagesearchintime.Lotsofdifferentthingswill

fuel that. But all are powered by the idea that you have a

broadbandconnectionwithyouconstantly.

“The consumer also knows that their device has a sense of

geospacialrelations.Youasaconsumerknowthatwithyourdevice

at any point, with a couple of exceptions, it can tell you what’s

aroundyoutohelpyousolveproblems.Youcangooutandgetthe

world’s information with your connection or you can map the

physical world around you. You know the nearest place to get a

hamburger.OrwhichsubwaywillgetyoutotheUpperEastSide.Or

what the check-in time is at your hotel. All these things are now

available to you: the digital world and the physical world at your

service.”

Andwiththat,Sperosaid,comesaneedformarketerstolookat

theworlddifferently.

“Ifyoustarttotalkaboutitasacommercialjourney,weusedto

besatisfiedwithengagingtheconsumeronlythroughoutherdigital

journey,”hetoldme.“Butbecausewejustsaidthattheconsumer

journey is in and out of the physical worlds, presumably across

manydifferentdevices,thedigitalexperiencenowhastoevolve.”

Sperothenofferedsomereal-worldexamples.

“I’m in theprocessofplanningourgirls’springbreakrightnow

and Iwant togotoKauai,”hebegan.“I’veneverbeen. I’veheard

it’sbeautiful.I’vebeenonTripAdvisor,I’vebeenonAirbnb,I’veseen

awholelotoflookingatKauairealestateandI’velookedatflights.

I’vedonethatfromtwodifferentphones,atablet,mywife’sPCand

myownPC.Iwasinmyparents’homeovertheholidaysandIvery

easily could’ve borrowed theirmachine. I don’twant to start over

with my research on Airbnb every time I come back to the front

door.Whichmeans I want there to be a contiguous experience. I

thinkthatdesirehasimplicationsforhowmarketersdesignanykind

ofconsiderationandpurchaseprocess.

“IfI’mresearchingatableatCrateandBarrel,andIcomeback

onadifferentdevice,don’tcomeoveratthefrontdoorofCrateand

Barrelandask,‘Howcanwehelpyou?’’BecauseyouknowthatI’ve

looked at a table and I’ve looked at a sofa and I’ve looked at

whatever the heck else it is. Give me a way of continuing that

experience on another device. Part of that that is very, very

important tomarketers—not just thepeopledesigning thatUX—is

the idea that that we have a greater view into this expanded

purchaseprocessthaneverbefore.”

We also potentially have greater context that can be used for

retargeting.

“Have you ever used Google Location history?” Spero asked.

“Whatyouwillfindisanopt-inservice,ifyouwant,thatallowsyou

toseewhereyourphonewentthroughouttheday.Youcanpickthe

date range and see the geo-position of your device. That’s a

location-trackingcapabilitythatweonlyuseforyourentertainment.

But if you think about every node on that location history,

theoreticallyitcouldhaveamomentwhereyou’vewatchedavideo

oramomentwhereyoudidasearchoryouwenttoTripAdvisoror

whatever else. You now have this literal customer journey, a

physical experience in theworldwith a data overlay.We have to

work on all the different rules around that and policy implications

andallthat,butwhatyouhaveisgreaterinsightintothecustomer

journeythanwe’veeverhadbefore.

“It’s vastly important for marketers and how they craft their

message and engage the consumer. It creates the need for the

marketertobesmartaboutthemoment,smartabout,‘Jeffissitting

in a hotel and it’s 2:45 in the afternoon and he’s searching for

restaurants.He’sprobablylookingforareservationforthisevening’.

It’sstartingtobesmartaboutthosemomentsandhowtoservethe

right consumer experience and that’s what CMOs are trying to

understand.”

JASONSPERO

Jason Spero serves as the Global Head of Performance

Media at Google. He was previously the Head of Global

MobileSalesandStrategyatthefirm.Heisresponsiblefor

the global priorities and overall commercial strategy for

Google’smobile offerings including Search,GDN,AdMob,

YouTubeandDoubleClickPlatforms.

ReadingandReactingto“Signals”

Speroreferstoconsumeractionsassignals,richwithinformation

thattellsusagreatdeal.

“Ihavelotsofimpulses,includingsocial,whereIaskquestionsin

socialmedia,includingallthesedigitaltouchpoints,”hesaid.“What

wearetryingtohelpmarketersdoisengagetheconsumeratthose

moments, on top of those impulses, and to understand those

moments as part of a holistic journey. We as an industry and

certainly we as Google have been over-careful with how to use

someofthenewsignals.

“Youought tobeable to leta retailer,PizzaHut, targetpeople

whoarewithinaradiusoftheirstore.Thosepeoplearemuchmore

likelytowalkinandhavedinner.IfExpediaisrentingcarsandhotel

rooms, targeting people in airports and train stations is very, very

valuable. That’s based on a geo-target. I don’t want to allow

Expedia to followmearoundanddoawholebunchof retargeting

andremarketingprivacy-invadingthingsbasedonthatgeo-position

pathbutalsomydigitalpaththroughouttheday.”

Butattherightmoment,followingontherightconsumersignal,

it’s a match that adds value to marketer and user. How to find

these?Sperosuggestswe look for“newfoundations forconsumer

engagement”.

“Sometimes that isabouthowcloseareyou tosomething,”he

said.“Sometimesitisabouttimeofday.Ifyouseearetailqueryat

9 in the morning, that’s very likely going to be more ecommerce

orientedthanIwanttoendupinastore.IfPizzaHutisopenfrom

noonto10p.m.,andifit’snotduringthosehours,Iwanttooffera

differentexperience.Or if someone isnotwithinacertain radius, I

probably want to lead with delivery in my consumer experience

versusaninvitationtovisitastore.”

Andthereactionfromconsumerswhoarebeginningtoseemore

relevantexperiences?

“Consumers understand personalization,” Spero said. “My

YouTubeisnotyourYouTube.MyGoogleMapsisnotyourGoogle

Maps. And not just because we have different viewing habits on

YouTube.IfyouareinNewYorknowwithaviewofdowntownand

I’m inSanFranciscowitha viewof thebay,weshouldbegetting

different YouTube experiences based on time of day, location and

what the site knows about us because presumably we are both

loggedin.Thatiswhattheconsumerhascometoexpect.

“Similarly I don’t think you have to sellmuch to say to people

yourmapandmymapshouldbedifferentbecauseyouareinNew

York and I’m in San Francisco. But even if we were sitting in the

hotelnexttouswithanicepaintingbehindus,ourmapsshouldstill

bedifferent.Bothofuswouldappreciatethatyourmapshaveyour

favorite slide of pizza joints in New York, andmymaps havemy

favorite taquerias. All the things that I’ve starred because I’m a

heavyGoogleMapsuser,alltheplacesthatI’vevisitedandchecked

inorall the thingsthat I’vesearchedfor,willshowuponmymap

butmaybe not on yours. I think consumers expect that andwant

that.Iwouldjustputthatalldowntopersonalization.”

Buttherearelimits,inSpero’sview.

“WhereIthinkweneedtobecarefulasanindustryisasweuse

thoseprofilestotargetandretargetconsumerswithads,especially

intheareaof location,”hesaid.“Google isbeingextracarefulnot

to monitor location and serve ads based on location. There are

thoseintheindustrywhoarebeingmuchmoreaggressivethanwe

are.Butourbeliefis:first,everythingshouldbecoveredwithaterm

of service so the consumer should always knowwhat’s going on.

Second,weneedtobeevenmoreprominentwithouropt-outsand

havepeopleunderstandhownottohavecertainthingshappen.

“There are conversations with consumers we need to have in

which we ask what is the line of personalization, what is

inappropriate.Idon’tthinkyouwalkrightuptothelineandgetas

close to it as you can. For Google, it’s a simple question: canwe

deliveragreatconsumerexperienceandletthemknowwhatwe’re

doingwithout following themaround? Formally and informallywe

are absolutely doing that. If you think aboutGoogleNow,we are

constantly testing, experimenting, putting things into Google Now

andtakingthemout.EveryonewhoisusingGoogleNowisoptedin

andtheyhaveseenthetermsofservice.We’rewatchingwhatparts

of that resonatewithpeople. It’snotaconversation likeyouand I

would have in a bar or in a focus group. It’s absolutely pressure-

testing, data-testing usage and features. Do they make a lot of

senseornot?”

Butgoingoverthelinehasn’tbeenthebiggestconcern. It’snot

beingcuriousenoughaboutthepossibilities.

“Ihavemoremarketersthat I’mconvincingtobecuriousabout

thosesignalsthanmarketerswhoareoverusingthosesignalstothe

pointofabuse,”hesaid.“Myproblemisn’tmarketersareafraidto

use those signals because they over-respect them or think the

consumersdon’twant it.Mybiggerproblem ismarketers that still

don’tknowhowtoactionthemostbasiccapabilitiesinmobile.

“We have all the signals we need to deliver a great UX. But

we’vegotaheckofalotofworktodotogetthere.”

CHAPTERSIX

MachineVs.Human

I’veknownadmanHankWasiakformorethanadecade.Beyond

hismassive talent and the knowledge gained frommore than 50

yearsinthebusiness,Wasiakisassuccessfulasheisbecauseofhis

empathy.Inperson,helooksyouintheeyeeverytime.

Hedoesthesamethingwithhismarketing.

“Wehavemovedfromconsumerengagementtowhat(marketer

and author) Brian Solis calls the ‘embrace’,” Wasiak, former vice

chairmanofMcCannEricksonandnowownerofTheConceptFarm,

toldme. “Toget to theembrace,marketershave tohumanize the

experienceinbothmindsetandpractice.

“First,wemeettheconsumerwithafirmwelcominghandshake.

Next,maybeanappreciativepatonthebackthatopensthedoorto

an occasional hug. That earns a big heartfelt embrace. The

handshakeisjustthebeginning.”

As towhethermobileuserswantus tooffer ahandshakeora

hug,Wasiakhasencouragingwords.

“Gary Vaynerchuk has an interesting take on consumer

engagementwithaphilosophyhecalls‘Jab,Jab,Jab,RightHook’,”

Wasiaksaid.“Ilikethesentiment,butIthinkthemetaphorsetsupa

confrontationalmindset.

“Theconsumerneedsafriend,someonetoholdtheirhandandgive

himorheran‘attaboy’everyonceinawhile.Handshake,patonthe

back,hug,embrace.Fromthere,anythingispossible.”

While there are a multitude of actions we can digitize and

mechanize,Wasiakremindsusthatwestillwanttobepeopleand

haveconversationsthatarereal.

“There’sadifferencebetweenengagingwithahumanbeingand

havingahumanexperience,”Wasiaksaid.“Anycompany,brandor

retailer shouldmake believe that they are having a FaceTime call

with them. It’s the next best thing to being there. You’re on

FaceTime. Icalled,you’veaccepted.Youseeme,youknowwhat I

want. You know the situation that I’m in. I can tell by the toneof

yourvoiceandthelookonyourfacehowyoufeel.Ifyoucantryto

drawthosepicturesinyourmindthroughdata,it’sbettertogetthat

attitude that I’m having a FaceTime call. This just isn’t a digital

connection.

“Smartphone-enabledconsumershavekickedopenthedoorsto

atotallynewanddynamicmarketinglandscape.Thisisfirsttimein

my50-yearmarketinglifetimethatwehavetheopportunitytobein

servicetotheconsumervirtuallyanytimeoranyplaceintheirdaily

lives. An awesome opportunity that comes with a huge

responsibility.”

HANKWASIAK

Hank Wasiak is the former Vice Chairman of McCann

Erickson and owner of TheConcept Farm, one of today’s

hottest creative companies. Hank is also a best selling

author, keynote speaker, teacher, 14 time Emmy

nominatedExecutiveTVProducer,and3timeEmmyaward

winningtelevisionhost.

TheEndoftheHumanRace

In2014,TeslaandSpaceXfounderElonMusktoldanaudience

atMITthat“withartificialintelligencewe’resummoningthedemon.

“IfIhadtoguessatwhatourbiggestexistentialthreatis,”hesaid

then,“it’sprobablythat.”

Thatwas followedbyphysicistandprofessorStephenHawking

tellingtheBBC,“Thedevelopmentofartificialintelligencecouldspell

theendofthehumanrace.”

“We’ll never be at that day,” countersmarketer SteveGershik.

“There won’t be a Ray Kurzweil’s style of singularity — the idea

where humans will merge with machines, and that by 2020,

machineswillgetsosmart that theywillbe indistinguishable from

humanbeings.Mybelief isthatwecangetclosetothatbutwe’re

nevergoingtobethere.Humanbeingshavethisannoyingtendency

ofhavingfreewillandbeingunpredictableandbehavingrandomly.”

WorkingnearSiliconValley,Gershikfrequentlyhearstalkabouta

displacementofthemarketerbymachine.

“There is almost a fetishization of IT—as if the developer can

solvealltheworld’sproblemsandmakeitsuchthathumansareno

longer required in interactive and communication experiences,” he

said.“Youhear that fromMarkAndreessenwhosays thatcode is

eating the world or that developers are the new rock stars in

business.Noneofthisstuffisanewidea.

“PeterDruckercameupwiththeideathatthepurposeofafirm

istwofold: it’s innovationandmarketing.Whatwe’retalkingabout

is innovation. All these technologies are enabling these really

interesting experiences and interactions with and through various

devices.”

ButGershikremindsusthatDruckervaluedthehumanelement.

“We forgot the other half of what Drucker said: the marketer.

Theonewhohas tohave theconversationwith thecustomer,”he

said.“Idon’tthinkanyoneissayingtheITguy,orthedeveloper, is

the best person to have conversations with your customers. You

can’t 100 percent disintermediate your marketing team from the

customer.Youcan’tshiftthatengagementfullytotechnology.

“Gartner looks a lot at what it calls the rise of the Chief

MarketingTechnologyOfficerwhichlooksalotlikeaCTOtomebut

is someone who sits in marketing purely because the budget for

technology has shifted so over to the marketing department that

youhavetoputthe ITguy inthemarketingdepartmentsohecan

exercise control over the marketing expenses. He was getting

marginalizedforthelast10-15years.Thesolutionwasn’teliminate

the role, butmove the role insideofmarketingand thenhave the

technologybeat theserviceof themarketing role,whichmakesa

lotofsense.Youseethatinlargecompanies.”

AndGershikseeslargeproblemscomingalongwithit.

“Thetoolsaresuchthattheycanonlybeusedbysomeonewho

can respond in real time to customer preferences and end user

expectationsare thatyouaregoing tobeable toprovidemewith

relevantinformation,withoffersaspartofthisperfectconversation

idea,anytimethatIwantwhereverIam,”hesaid.“IfIdon’tgetthat

from you, I’m going to ignore you. I’m going to send you to

marketingpurgatorybecausethereareplentyofotheropportunities

formetoengagewithbrands thatdorespectmypreferencesand

docommunicatewithmeinrealtime.

“That runs contrary to this idea of data science and having

people doing deep analysis. You have to shift that thinking to

machinessothattheycandoitatthespeedthatmarketersneedto

respondandreact.Marketersneedthatdatabuttheycan’twaitfor

aweek foradatascientist todoa regressiononyour information

and present it back to you because by then the consumer has

movedon.We’llhavetechnologythatwillbeintheserviceofyour

cavemanmarketerswhoarestillgoingtobetheonesthathavethat

conversationwiththeircustomers.”

However,thereisoftenwisdomincomplementinghumanefforts

withmachine-drivenalgorithms.CompaniessuchasSantaMonica-

based startup Retention Science aggregate customer data, then

applymachinelearningandpredictiveformulastoprofilecustomers

and predict behaviors. Its platform analyzes and predicts an

individual customer’s lifecycle to create a series of targeted

campaigns,suchaswelcome,winback,engageandconvert.

In the case of consumer goods company Honest, Retention

Science managed to deliver a 170 percent conversion lift over a

control group receiving the company’s generic email marketing

campaigns,aswellasan80percentliftinaverageordervalue.

CHAPTERSEVEN

WhereAreWeWithMobile?

Byeveryyardstick,includingsmartphonespurchased,megabytes

of data used, and sales generated, mobile is making historic

advancements.AstudybyFlurrysaidthatsmartphoneadoptionhas

been 10 times as fast as the consumer reception to the personal

computer.33

Duringthe2014holidayshoppingseason,wirelessdeviceswere

theconduittomeaningfuldollarsforretailersandotherbusinesses.

Infact,smartphonesandtabletsaccountedformorethanathirdof

online sales on Christmas Day aswell as 57 percent of all online

traffic.Sales34madefromAmazon’ssmartphoneappdoubledyear

overyear.Animpossible-to-ignore60percentofAmazoncustomers

shoppedonamobiledevice.35

Still,wewereleftwiththeimpressionthat,whilemarketerswere

inthegame,theyweren’tallin.

Asan industry,wehavebeenslow ineffectivelymeasuring the

impactofmobilemarketingandadvertisingcampaigns.Toooften,it

has been vendors with vested interests who have hyped the

opportunity.

WhatResearchTellsUs

Acknowledging the need formore proof, theMobileMarketing

Associationand influentialmemberssuchasTomDaly fromCoca-

Cola and John Costello from Dunkin’ Donuts, launched a global

initiative called SMoX, an acronym for Smart Mobile Cross

MarketingEffectiveness.

The first case study, released in 2014, attempted to show a

missedopportunity in themulti-channel introductionofaMotorola

deviceatAT&T.36

Thecarrier’stargetdemographicwasolderthan18yearsoldand

television,online,print,andmobilewere included in themarketing

plan.AT&T’sobjectivewastomaximizetheawarenessof thenew

device.

A TVmedia buy produced a reach of nearly 20million people,

much more than any of the other channels. The SMoX research

showed that mobile’s impact was twice that of TV because the

televisionbuyhadgottentoapointofdiminishingreturns.

Specifically, foreverydollarspentonmobile, threepeoplewere

impacted (became aware of the device offering from AT&T);

whereas for every dollar spent on TV, around 1.5 people were

impacted.

By reallocating dollars to mobile in the campaign’s second

phase, AT&T learned that it could raise product awareness by 2.5

million people or 12 percent more. That number is almost the

equivalentoftheentirepopulationofChicago.

The MMA concluded that optimal mobile advertising spending

forthiscampaignwouldhavebeen16percentofthebudget.

As you could guess, marketers need more to be convinced.

AdditionalSMoXresearchcontinues.

“Iseeacceleration,”Google’sJasonSperotoldme.“Here’showI

would tell you this. I’m thinking of the names inmy narratives. In

2011, my narrative was called ‘Why Mobile?’ In 2012, my

overarching starting place was ‘It’s Not Too Late To Be Early.’ In

2013,thenarrativewas‘MovingFromWhyToHow.’Peoplegetting

outofwhytheheckshouldIdothistowhattheheckdoIdo?

“In2014, Idon’tknowthat Ihadanamefor it.But Istartedto

see marketers feeling urgency. If I were to name it, I would say,

‘GrowingUrgencyorBroadUrgency.’In2015,Ithinkwe’rereaching

anunderstandingofall thedifferentactionsthatpeoplearetaking

onthesedevices.”

And that, Spero said, is finally getting brands mobilized in a

seriousway.

AFeelingofUrgency

“Marketers everywhere are waking up and feeling urgency

aroundtheunderstandingthat forsomeof theirconsumers, this is

theonlyplacethattheyengagein,especiallyyoungerpeopleandin

developingmarkets,”Sperotoldme.“Formanyoftheirconsumers,

the consumer is choosing to domuch of the engagement on the

mobiledevice.

“If Iwere toname2015, I’dsay it’s “We’veAchievedUrgency’.

Arounddeliveringonconsumers’mobileexpectations.”

Aspragmaticamarketerasyouwillfind,SeanBartlett,Director

of Digital Experience, Product, & Omni-channel Integration at

Lowe’s,appreciatesthedistancethatwe’vetraveled.

“It’s pretty amazing where mobile has come from if you look

backatit,”hesaid.“Igotintheindustryin2005,soI’mcomingup

on10yearsofit.It’sprettyincredibletolookbackatthe(Motorola)

Razr as a cutting-edge device and comparing it to what you see

today.Alongthewayyougetsolostinit-youaresoheadsdownin

it, it justmakessense.Whenyoustepbackandyoustumbleupon

an old phone in a closet, you kind of look at it and it’s pretty

remarkable.

“What I’ve hoped that would happen by now, or what will

happenmaybe in ‘15, is thatwegetaway from thenotionof just

talkingaboutmobileandgenerallyjusttalkaboutthebusiness.Four

or five years ago, the companies at the forefront of the mobile

industrywerestandingupmobileorganizationsandputtingVPsof

mobilemarketingandmobileproducts intoplace. The folksat the

forefront are going to collapse those mobile teams back into the

base business so that you just have a digital organization, or a

customer experience organization, andmobile is just how you do

businessanditnolongerbecomesthisspecifictalkingpoint.It’sjust

the assumption of how business operates. That’s kind of an

aspiration. It probably won’t happen for a few years. But that’s

where I hope to see it going.We did that earlier (in 2014). It just

makessense.”

DelMonte’sMacTillman,Director,MediaStrategyandPlanning,

believesthatthenewageofmobileanddigitalcallsforsmartsand

goodinstincts.

“Weknowmobileisimportantinthepre-shopexperience,inthe

store,and in thepost-shopexperience,”Tillmantoldme.“Wealso

know that if you don’t get it right, what was supposed to be a

solution,becomesanannoyance. ‘You’regetting in thewayofme

and my objective.’ You need to understand what the consumer

wantsfromyou.

“Forinstance,DelMontehaswhatwecalltheHealthyExplorer.

They looktocook.Whatdefines them isexperimentalcooking.On

mobile, they are looking for recipes. They know the ingredients of

chili that they’vemade in thepast,butwecanoffer themagreat

chilirecipewheretheycantakeitupanotchwithacanofcornto

add texture and sweetness. Then you can deliver an offer. If you

provideanofferoutofcontext,it’stransactionaljustliketheperson

whoisgivingoutcouponsinthefrontofthestore.

But mobile measurement limitations have been a barrier for

some.

“Youcanmeasureadvertising,consumerpurchases,SundayFSIs

(free standing inserts),” Tillman said. “Digital doesn’t have a long

historyofanalytics.Westruggleintheredzone–fromthe20-yard

line to the goal line. We’re doing different things in different

platforms.

“Inthenewemergingmedia,ifitfeelsrightandlinesupwiththe

brandsand the company, and you can keep the risk low, you can

getoutandlearn,”hesaid.“Brandsneedtohaveideasaswellas

products.

“All of us are trying to figure it out – how to be part of a

consumer’slifeandnottobeintrusive.That’sthebiggestchallenge

we face. There’s complexity in marketing because it’s driven by

many channels.Weneedmore content – you can’t just use a 30-

second commercial everywhere.Onmobile, you have to think if a

consumerwants a 15-second commercial even for a product that

theylike.

“But managing increased complexities has made us better

marketers.”

WhatHasHeldUsBack

Mobilemarketingmaybeonly10yearsold,butifyou’vebeenat

it since thebeginning, youcanstill becalleda lifer.And Jonathan

Stephen is certainly one. He has the perspective that comes from

beingon thevendor side,working insideat theMMAasmanager

and director of global industry initiatives, and in key positions at

JetBlueandSilverAirways.Heisnowdirectorofmobilestrategyat

EliteSEM.

“I’mhappywiththeprogressthattheindustryhasmade,butI’m

not happy with the way that we’ve gone about it,” he told me.

“What I mean is technologies have come out and instead of

(vendors)figuringoutawaytomakeitstandardizedorsuccessful—

QRcodesisagoodexample—theyweresofocusedonbeingthe

sole provider that they didn’t think as an industry how thiswould

happen.

“Thecustomerswereallconfusedaboutthetechnologybecause

theywere left out of it. Therewas no education for them. To this

day,peoplesay,‘Here’saQRcode,dosomethingwithit.’Theywill

takeouttheirphoneandtakeapictureofit.Theywon’tknowwhat

todowithit(scaninsteadofsnappingaphoto).Companieswereso

focused on shoving technology out there. They did the ‘Field of

Dreams’thing.Ifyoubuildit,theywillcome.It’ssofalse.”

ButStephenisobservingasignificantchange.

“What we see today is we’re having to backtrack and get

consumerstotrustusaboutthetechnologythatweputoutthere,”

hesaid.“Vendorsweresosoldonsellingtechnologytothebrands

that they didn’t teach them how to use it. And subsequently the

brandsdidn’t teach thecustomershow touse it.Youhadvendors

whomadealotofmoney,andalotofretailerswithbadexecution.

Youhadcustomersfeelingslighted.

“Canwefixit?Absolutely.Ithinkcustomersaregettingsmarter.

They are educating themselves. They are learning about these

technologiesandnow theyarewatching forwho is going todo it

better. People are using these technologies. They know when

someoneisusingitwellandwhensomeonedoesn’tdoitsowell.”

Andtheyarerewardingorpunishingbrandsasaresult.

“You actually have customers get frustrated when they don’t

haveanoptimizedwebsite,somethingassimpleasthat,”Stephen

said. “Years ago you were happy to load a page on your phone.

Nowconsumersaregettingpicky.‘Thisbranddoesn’thaveamobile

site-Idon’twanttouseit’.

“Ifvendorscanbeaforcetostandardizetechnologythat isout

thereanddon’tfocussomuchonbeingthefirstanddon’tlockitup

inaproprietaryplatform,anddoitinawaythatyourbusinesscan

helpthebrandgettowheretheyneedtogetto,ultimatelyitworks

all around. The companies that stand the test of time are the

companiesthatunderstandthattechnologywillchangeandbrands

willbethereandcontinuetoworkwithyoubecauseeverythingthat

you’vedoneinthepasthasworkedfortheircustomers.Itallcomes

around full circle. If the industry can standardize itself, and help

everyonearoundhowitshouldbeused,Ithinkthattheindustrywill

continuetogrowattheratethatitis.Butitwillbemoresuccessful.”

JONATHANSTEPHEN

Bringingmore than 11 years of experience in themobile

and digital industry, Jonathan Stephen is currently the

DirectorofMobileStrategyatEliteSEM.PriortoEliteSEM,

Jonathan spent time in the airline industry heading up

mobile and digital strategy for airlines including Silver

Airways and Jetblue. At JetBlue, he led the Mobile &

EmergingTechnologiesteamforoverthreeyearswiththe

responsibilityofdrivingtheiroverallstrategy.

SaidREI’sKlonowski:

“SinceIstartedbackatSearsin2008(asasenioranalyst)there

have been a couple of levels of adoption. Around that time, the

iPhonecomesout in2007, theAppStorearoundayear later,and

Android follows suit. Organizationswere treatingmobile as a test

andlearninitiative.Ithasbeenthatwayforthebetterpartoffouror

fiveyearsifyoufastforwardtothe2012or2013timeframe.

“Now what I think you are seeing is that companies are

beginning to realize, ‘Now wait a minute. Large portions of my

traffic are now coming through these devices. There is a lot of

revenue and dollars going through these new touchpoints. Now I

havetotreatthisandrunthis likeabusinessinsteadofatestand

learninitiative’.”

Thatwill only happenwithmorededicated resources, including

personnel,Klonowskitoldme.

“What’s happening now,” he said, “is thatwe’re probably in a

two-year period, maybe three years, and we’re probably halfway

through that, companies are saying, ‘We have to build out the

structurethatIneedtomanagethisbusiness’.Itcouldbeanything

frommore robust analytics to ‘How do I optimizemy app for the

app stores?’, or something like app store SEO (search engine

optimization),aswellasmonitoringtools.Companiesarekindofnot

caught flat-footedbut theyare trying to figureouthow toput the

structureinplacetocontinuethisgrowth.

“I thinkwe’reactually in thesecondwaveandreallypickingup

steamagain,certainlyontheiOSsidewithiPhonecomingoutwith

biggerscreens.“

And not just bigger screens. Bigger groups of consumers are

usingsmartphones.

“Fromacustomeroruserperspective,Ireallythinkwe’regetting

to the point of critical mass,” Klonowski said. “We know the

percentageofuserswithsmartphonesissignificant.Theadoptionis

there.

“What is changing from the customer is the expectation. Now

we’reseeingtheexpectationisthatwhatIusedtobeabletodoon

aPCorlaptop,Icandoonanyscreen.Somecompanies,REIisone,

attimes,saythatit’snotaseasytodothisonsmartphonesoraPC.

Companiesneedtobeabletodeliveraconsistentexperienceonall

screens.”

TheCokePerspective

In 2014,Coca-Colawas namedMarketer of theYear by online

newspublicationMobileMarketer.Somewouldsay–and Iwould

not argue— that the company should get the award and others

everyyear.

TomDalyisproud,butheisneitherrestingnorcontent.

“There is language that we use at Coke – Constructive

Discontent,”hesaid.“AmIhappy?Hardtosay.Istheremorethan

we can be doing? Yes. Arewe doing everything thatwe could be

doing?Probablynot.

“ButwhenIstarttalkingaboutthethingsthatwehavedone,(as

of late 2014) 70,000machines that accept NFC payments, 65,000

beacons deployed, the data (being obtained) about the role of

mobile advertising, things like that are real and tangible and

impactful stuff thatwasn’t therebefore, now it is. I guess Iwould

havetositback.Inanaudience,peoplemightlookatthatandsay

that’s pretty progressive, that’s pretty good. Do I think it’s

everything?No.”

AmongthemorenotablerecentinitiativeswasCoca-Cola’s2014

expansionintotheUnitedStatesofits“ShareACoke”programthat

beganinAustraliain2012andcametomorethan50countries.

Onbottles,thecompanyreplacedCoke’siconiclogowithoneof

250of themostpopularnamesamongyoungpeople.Otherswith

less-common names were able to obtain a mini-can customized

withtheirnameatoneofthebrand’s500stopsacrossthecountry,

or go online to personalize a virtual bottle and post it on social

media.

As you might imagine, delighted consumers wanted to share

their experience through pictures taken by mobile devices and

postedtosocialnetworkswiththehashtag#shareacoke.

Becausemobilecan’tliveonamarketingisland,ofcourse,Coke

supporteditwithanine-weekadcampaignthatfeaturedtelevision

commercials,ads inmoviehouses,socialanddigitalefforts,digital

billboardsandexperientialactivations.

AccordingtoTheWallStreetJournal,overa12-dayperiod,there

weremore than 125,000 posts about the campaign. Impressively,

butnot surprisingly, 96percentof consumer sentiment toward the

campaignwaseitherpositiveorneutral.

Really,whatwastherenottolike?

Not to be excluded in any discussion of Coca-Cola’s mobile

effortsareitsprogramsthatdogood.Amongotherinitiatives,they

have included the creation with (RED) of a mobile game to raise

awareness and help fund efforts to end mother-to-child

transmissionofHIVby2015.

Also,Coca-Cola has teamedwithQualcommand individuals in

20 developing countries to bring EKOCENTER, an initiative that

brings a locally tailored mix of products, services and resources,

including safe drinking water, electricity, wireless communication,

refrigerated vaccination storage, health education, and other

functionality to jump-start entrepreneurship opportunities and

communitydevelopment.

“In a partnership, we can extract clean drinking water from

anything that hasmoisture,” Daly said. “Even in themost remote

parts of the world, where there is zero infrastructure, these

EKOCENTERscanbeusedtocreatecleandrinkablewater.Weare

workingtomakethoseplaceswhereyoucanconnectforpurposes

ofhealthcaredelivery,education,andeconomicempowerment.”

As to what overall grade Daly would give himself and his

teammates,theexecutiveansweredthisway:

“Have things unfolded? I don’t know how to answer that

questionhonestlyandhumbly.Howevermuchyouwant to rewind

the clock, five years, six years, seven years, as long as I’ve been

talkingabout this stuff, I’d like to think thatwe’ve foundaway to

reallyunderstandandinterpretthetrendsandwehavebeenpretty

determinedandfocusedonexploitingthosetrendseversince.”

OnthemorningofDec.25,2013,whenthemoststrenuousthing

Ihaddonewastopushthebuttononmycomputer,mynewFitbit

ForceshowedthatIhadburned861calories.

IconsidereditaChristmasmiracle.

Or a sham. I figured that despite an exercise program thatmy

doctorsaidputmeinthetoponepercentofhispatients,Iowedit

tomyself,myprofessionandmyguttotryonthis“wearable”thing.

Former New York Times personal technology columnist David

Pogue,nowreportingforYahoo,hadputtheFitbitForceonthelist

orproductshepersonallywouldbuy.Thatclinched it formewhen

mywifeaskedwhatIwantedforaholidaypresent.

Firstcametheso-called“unboxing”.Poguehadwarnedreaders

aboutthedifficultyforsomeingettingthebandtostayonthewrist.

Absolutely,thatwasthecase.Itfelloffseveraltimesinthefirstfew

daysofuse.

Setupwassignificantlyharderthananelevatorride.Thelauded

FitbitdongleforsyncingisatinyUSBstickthatcouldeasilyendup

in the mouth of a child or puppy. Keeping it permanently in one

computer isn’t practical for me since I work on three. So it could

easilybeheretoday,gonetomorrow.

IespeciallywasinterestedindownloadingtheapponmyiPhone

andiPadandsyncingonthefly.Fitbit’sappisnotoptimizedforan

iPad,butthatwashardlymybiggestcomplaint.

I created a personal profile, but the numbers immediately

seemed inaccurate.Whywouldonebuyawearable if it couldnot

producerealmeasurements?

Then, formore than twodays, thebandand iPhoneappwould

not sync. Igrabbed theshippingbox incase Ineeded tosend the

product back to Best Buy, but finally seemingly worked out the

issues by going to the problem-solving page of fitbit.com, then

rebootingandresettingseveralthings.

I knew ahead of time that I would have to input my food

consumed.ThatmakestheForceanythingbutsetupandgo,but it

wasapricethatIwaswillingtopay.

ItookmysagatoTwitterandfolksIpersonallyknowanddon’t

know expressed surprise that I called the experience

underwhelming.

“I’veseenthemonallsortsofpeopleand just likeworkingout.

It’saboutcommitmentandnotentertainment,”onetweetread.

Entertainmenthadnevercrossedmymind.Informationformeto

makebetterchoicesisallthatI’mafter.

It took my friend Mario Schulzke, interviewed in this book, to

explaintomethatweburncaloriesevenwhenwesleep.Duh.ButI

wasn’ttheonlyoneinthedarkonthat.

Takeaway:Fitbitdidn’tpackenougheducationinitsbox.That’sa

common problem with a category that runs circles around others

whenitcomestohype.

CHAPTEREIGHT

NewTechnologies

Be it the Internet of Things, the smart home, virtual reality or

something else, change is coming. Or at least change will be

presentedtous.

Iwalked the Las VegasConventionCenterwith 150,000 ofmy

closest friends attending the 2015 Consumer Electronics Show.

Televisions were impressive, but incremental in benefit to the

viewer.Automobileswerenot just trickedoutwithsound,butwith

connectivity likeneverbefore.Smarthomehardwarewasplentiful.

Whether they were solving consumer problems – alerting us that

thereisaleakunderoursinkorthatourbeersupplyinthefridgeis

low–isanotherquestion.

What,ifanything,wins?

“Theconsumerisgoingtodecide,”saidSeanLyons,GlobalChief

DigitalOfficer atHavas. “A lot of theseearly thoughtsabout how

things will be used are often wrong. And it’s not because people

aren’t intelligent. It’s because we haven’t really found what the

behaviorsareyet.

“Just thinkabouthow long it took for something like the video

phone callwhichwas introduced in the ‘60s toactually come into

use. Even now, we’re Skyping (and only using a voice capability).

Other people might be doing FaceTime. But it’s not our main

method of communication. What’s envisioned is often not what

happens.Tomethat’sthefunpart,especiallyforbrands.Onceyou

realize that youarenotgoing tobeexpected tohave theanswer,

andyoujustkindoffeelyourwaythroughit,thebetteryouwillbe.

That’s going to allow you to not have the pressure of solving the

problem.Youshouldbesimplyobserving.”

Lyons issureofonething–advertisingcan’tbombardus like it

didtoTomCruise’scharacterin“MinorityReport.”Inthe2002film,

atalkingbillboardblastedChiefJohnAndertonwiththismemorable

and irrelevantcommunication thatmakesanyone’sMarketingHall

ofShame—“Goodafternoon,Mr.Yakamoto.Howdidyoulikethat

three-packoftanktopsyouboughtlasttimeyouwerein?”

SaidLyons:“Ifyoulookattheconnectedhomespace,youcan’t

lookatitasaplacewhereasbrands,we’regoingtoinsertadsinto.

If that’s all what we’re thinking about, then we are completely

missing the boat. The functional element has to be solved.What

problemisthissolvingfortheconsumer?Wedon’tnecessarilyhave

aproblemthatexiststodaybutaswegetmoreandmoredevices,

therewillbeanobviouslymorefrictionlesswaytocontroleverything

inourhome.

“Alotofthebrandsthatweworkwithareinthehome.Inaway,

there isarightforthemtohelptrytosolvethoseproblems.When

youhavealargeinstalledbaseoftelevisions,howdoesthatinteract

withthesecurity inthehome?It’ssodependentonthebrand.The

way I’ve spentmy career and thought about it, it really starts by

providingsomethingusefultosomebody.”

SEANLYONS

In2013SeanLyonswasnamedGlobalChiefDigitalOfficer

atHavasWorldwide,whereheservesasexecutiveleadon

all digital efforts across the network. His responsibilities

include oversight of digital strategy, development and

operations; enhancing the agency’s current offering; and

introducing new digital platforms and capabilities for the

agencyanditsclients.SeanhasaBFAwithaconcentration

inElectronicMediafromCarnegieMellonUniversity.

One of the early winners has been Nest, which was sold to

Google for$3.2billionafterbringing in controllable thermostats to

themarket.

“I love the Nest,” said Julie Rezek, Managing Director,

Wunderman, Seattle. “I think it’s brilliant. The Nest obviously is a

physical thing at home, but it’s powerful because of its mobile

application.HowIcanbecominghomefromWhistlertoSeattleand

heatmyhousebeforeIarrive?

“Ihavearelationshipwithmythermostat.Ilovemythermostat.I

talk to it all the time. The fact that I do that is insane. The only

reason I do that is because I get Nest updates on how energy

efficient I am and I know that I can turn upmy Nest and turn it

down. It’s thatmobile device interaction thatmakes it thatmuch

richer.”

Said Doctorow, CMO of Expedia: “The wearable category is

definitely important to Expedia, but we’re still identifying to what

extent. We know there’s a careful balance between pushing

customers the information thatwould be helpful to them on their

wrist,versusspammingthem.Ourcurrentpushnotificationsonour

mobileappsaredesignedtoalerttravelerstodatatheyneed.

“To date, we’ve focused on providing helpful reminders while

peopleareembarkingontheirtrip.Thingslike,‘Yourflightdepartsin

twohours,’ ‘Yourhotelcheckout isat11a.m. today,’etc.The little

pushes thatmean you don’t need to open your phone to look for

information.Andthisisthetypeofcontentweimaginewillbemost

relevantinthewearablesspace.”

It’s possible that wearables will be an ingredient in Expedia’s

attempttodifferentiatebasedonservice.

“Wealmostwant toactasabutlerof your travelexperience–

providingagentlenudgewhenit’stimetoheadoutthedoor,oran

updateifyourplaneisdepartingfromanewgate,”hesaid.

OutreachThatFits

Let’sreturnforaminutetothe“MinorityReport”scenario.Even

among accomplished marketers, there isn’t only one view on the

subjectof thesendingofadsasmobileusersgoabout theirday’s

activities.

Julie Rezek welcomes outreach by brands that have a firm

understandingofwhatshewants.

“Theyknow I’m looking forawhiteshirtand I’mwalkingdown

thestreetandIgetthreeoffers,”shesaid.“OnefromtheGap,one

fromBrooksBrothers,onefromNeimanMarcus.That’sthenirvana

ofwheremobilewillbe.”

Google’sJasonSperoisn’tsosure.

“Ithinkpushisaninterestingmetaphor,”hetoldme.“I’dlikeus

tobesmartenoughfromanalgorithmicperspectivetoidentifythat

person but I think we will annoy the heck out of people if we’re

pushingmessagesatthem.That’saJasonviewandaGoogleview.

“Therewillbe timeswhereanalert ina feed is relevant. If you

walk down Columbus Avenue from 93rd Street to 50th Street,

someone told me, I may be exaggerating, that you pass 20

Starbucks. I don’t want a Starbucks alert for every single one of

those. And that’s before I getmywhite shirt alerts andmy Kauai

gooddealsalertsandmy, ‘Hey,youwere inNordstromyesterday;

I’mgoingtoretargetyou’alerts.”

Speropointstowhatheconsidersabetterway.

“From my perspective, “ he said, “If we put ourselves in the

customer’sshoes,Ithinkwhatwe’retryingtodoifwegetitrightis

to be so savvy thatwe can anticipate your needwithout pushing

thingsatyou.

“I want us to get to a point where we understand customer

needssowellbasedoncontext,basedonthemoments,basedon

ourunderstandingoftheiridentity,thatwecananticipatethatneed

and then run the test to see if the consumerwantspushor if the

consumerwantsustobewaitingwhentheyaskusforsomething.”

INTERLUDE

HowtoViewInnovation

Apple co-founder Steve Jobs said that innovation separates

leaders from followers. Serial entrepreneur Jason Calacanis says,

“You have to have a big vision and take very small steps to get

there.”

The pace is in dispute, but the need in mobile to advance

technologiesandfindnewwaystoengagewiththenearalways-on

wirelessuserisuniversal.

Buthow?Andwhatshapedoesthattake?

“If you have a real specific need for doing it and you think it’s

goingtosolveaproblem,beinganearlyadopter (oftechnology) is

great,”JonathanStephentoldme.“Youarequicktofailandquick

tobeingsuccessful.Thereareothersouttherewhothinkthiscanbe

an enhancement to an experience andmaybe those are the ones

who don’t necessarily jump on the early bandwagon but they

continue to see as the technology improves itself, that they will

adaptover timeanda lotof thekinkswill havebeenworkedout.

Best practice would have been created and they would have

followedthoseguidelines.

“Itreallydependsonthepositionthatyou’rein.Ifyou’vegotthe

capital to do that kind of investment, by allmeans I always think

thatbeinganearlyadopterisfantasticbutyouhavetobeprepared

tofail.You’renotgoingtogetitrightthefirsttime(allthetime).No

oneeverhas.”

Sometimesbeingsecond,thirdorlaterhasitsadvantages.

WhatsApp, built by former Yahoo employees as a text-

messaging alternative, is a cross-platform mobile messaging app

thatallowsusers toexchangemessageswithouthavingtopayfor

SMS. In 2014, Facebook purchased the company and access to

morethan600millionactiveusersfor$19billion.

“Ialwaysuse thephrase, ‘Imaynotbeearly to thepartybut I

alwaysliketomakeanentrance,’”Stephensaid.“Sometimesthere

are technologies out there and Iwasn’t the first to get to it but I

definitelywanttomakesurethatIgetnoticedwhenIlaunchedthat

technology. It takes a lot of thought. It takes a lot of strategy in

termsofwhat isbehind it. It takesa lotofhumility to takeastep

backandrealizewhereyouwillbesuccessfulandwhereyouwant

theretogo.

“Therewillbea lotofsuccessesanda lotoffailures.You learn

thatovertime.Butmorethananything itgoesall thewaybackto

thatbusinessstrategy.”

Credibility is more important than that new widget, something

that Stephen thinks about each time that he walks into senior

managementwithaplanandandasksforresources.

“Falsepromises iswhatcreatescontentionwithin theexecutive

level,” he said. “You don’twant to change theway your business

has been running. If your business hasn’t been innovative in the

past,ifthegoalistotakeyourbusinessoutofthe1950sandgetit

into the futurewhere you become this early adopter - it takes an

organizationalchange todo that.Youcan’t force technologyupon

anorganization.”

NoClear-CutDefinition

Curtis Kopf of Alaska Airlines has seen – and been part of

innovation–inlargeenterprisesincludingMicrosoftandAmazon.

AtAmazon,hewaspartofahand-picked14-personteaminthe

U.S.,EuropeandAsiathatscaledandextended“SearchInsidethe

Book,”adiscoverytoolthatsearchesanddisplaysthefullcontents

ofhundredsofthousandsofbooksfromdomesticandinternational

publishers.

“Everycompanywrestleswiththis,”Kopfsaidofinnovation.“We

allcomefromdifferentplaceswhetheryouareanairline,abank,or

Amazon.com.I’veexperiencedthespectrumofcompaniesbasedon

theirbusinessmodelandwhotheyarehavedifferentcomfortlevels

andappetites.

“Amazon.com is going to be a company thatmakes really big

bets—thingsthatmaynotmaterializeforfiveyearsorsevenyears,

eventenyears.Othercompanieswon’tviewtheworldthatway.”

Everyone,Kopfsaid,hasaplace.

“There’sdefinitelyacontinuumofinnovationandthenthereare

obviouslycompaniesouttherethatarecategorycreators,”hesaid.

“Clearlyalotofthecompaniesthatwethinkof innovatorsweren’t

first. Obviously Google wasn’t the first search engine (in fact, 20

were launchedearlier,accordingtoWikipedia).They justdid it ina

new and better way. Apple definitely wasn’t the first to do a

smartphone.Theyjustdiditinanewandbetterway.

“Innovation is talked about so much that it is almost become

meaningless. Every company on the planet says that they are

innovative. It’s part of their mission statement. Obviously as

consumerswe all interactwith these brands and the truth is that

theyarenotallinnovative.”

AtAlaskaAirlines, Kopf andhis teamhasabroaddefinitionof

innovation.

“Being an airlinewewant tomake sure sincewe have 13,000

employees,many of whom are not technologists, that people are

clear that innovation isnot justabout technology,”Kopfsaid.“We

define innovationassolvingproblems innewways.Justkeep itas

simple as that. And then there is a range of innovation from

incrementaltodisruptive.

“Being first is great. There are times that being first could be

reallyimportant.Ifyoucangetitanadvantagethatyoucansustain,

there’s some buzz and credit that you get from customers by

introducing something first. But I don’t think innovation in and of

itselfmeansbeingfirst.Itcouldbetakingsomethingthatsomeone

elsestartedanddoingitinanewway.”

WheretoDiscoverInnovation

OneplacetoviewthelatestistheannualSxSWconference.It’s

wherecheck-inpioneerFoursquareandOculusRift,avirtualreality

gaming headset, were introduced. Where Periscope made its

mainstreamsplash.ManymakethetriptoAustin,Texaspurelyfor

thetechnology.Lowe’sexecutiveSeanBartletthasunearthedother

benefits.

“South By (Southwest) has an interesting mix of what are

perceived to be cutting edge talks or technologies that are really

prettybasic,” he said. “There isalso the technology itselfwhich is

interesting.Andthen,whatIthinkismostimportant,withrespectto

whatI’vetakenawayfromSouthByinthefewtimesthatI’vebeen

there,ismoreculturalandhowyouthinkaboutthings.

“OneofthethingsthatItookfromapanelacoupleofyearsago

that has actually become a guiding principle of the team is this

notion of commitment to craftsmanship. I saw a panel of well-

knownstartupCEOstalkingabouttheirproducts.Oneofthethings

thatreallyhithomewashowtheytalkedaboutcraftsmanshipand

qualityoftheproductandtheoverallexperience.It’satruecultural

takeaway that you can bring back and put in effect immediately.

YoucomebackfromtheshowandonaMondayyoucanreallystart

todrivethatmessagehome.That’sonethatalwayssticksoutwhen

Ithinkaboutthatparticularshow.”

CHAPTERNINE

NewBreedofMarketer

AMobileMarketingAssociationstudyprojectednearlyatripling

of mobile jobs from 2012 to 2015. Those predictions have been

tracking well. Qualcomm said that mobile technology created 11

milliondirectjobsin2014.37

Because so many diverse skills are needed, the makeup of

marketing organizations has evolved to meet the challenges of

reachingthemobilizedconsumer.

“There’s a lot of demand formarketers right now,” saidMario

Schulzke, an accomplished, 30-something digital marketer who is

AssistantVicePresidentofMarketingattheUniversityofMontana.

“What is starting to happen is that these kids are coming from

different backgrounds.Nowadays you have a lot of peoplewhose

background is technology becoming marketers. Or whose

background is accountingor finance. Theyall of a sudden findan

avenueinmarketingthatisinterestingtothem.

“WhenIwenttoschoolyoulearnedadvertising,youlearnedPR

(public relations). If you wanted to write, you got into PR. If you

wantedtobecreative,yougotintoadvertising.”

But geeks and number crunchers have found a way in. Even

better, they have wanted to come in, which speaks well for the

profession.

“Nowadaysyoucanworkinmarketingwhenyouareinterested

in technology,” Schulzke said. “Fifteen years ago if you were

interested innumbers,everyagencyhadoneaccountant,oneCFO

(Chief Financial Officer) and a couple of bookkeepers. Nowadays

every agency has 10 analysts. All they do is crunch numbers and

analyzenumbers.Sonow if you’re incollegeandare interested in

workingwithnumbers,workingwithmoney,workingwithdata,all

thesuddenthereisanavenuewithininmarketing.

“The modern marketer that we’re seeing emerge from our

undergraduateandgraduateprogramsisthatmuchstrongerfroma

data analysis perspective. They can be much stronger from a

technology perspective. You still have your people who want to

write.Youstillhaveyourpeoplewhowanttobeartisticandwantto

becreative. It’s justadifferentkindofpersonthen itwas15years

ago. Truth be told, I think it’s a smarter person than when I

graduatedcollege.”

REI’s Klonowski is also an instructor and boardmember of the

Mobile Strategy & Marketing Program at the University of

Washington.Hesaidthatwhilesupply iscatchingupwithdemand

in themobile industry for productmanagement, it is still short on

talent for marketing as well as a business technical side that

includescustomerinsights,competitiveanalysis,andanalytics.

TheNewAgency

At some point – and we can spend a considerable amount of

timedebating theexactmoment—mobile inamarketer’sbagof

trickswasanicetohave.

Butwhat is indisputablenow is thataplanwithoutmobile isa

hugemissedopportunity.Withoutwireless,you’rewaybehind,andI

saythatnotjustfromabusinesspointofview,but,asyou’veseen

inmanyexamplesinthisbook,fromacustomerexpectationspoint

ofview.

We’ve reached the point now where mobile users are simply

rewarding businesses that have a good mobile presence and

punishingthosethatdon’t.

Andwenowhavemanymore tools,productsandservices that

weneedtoemployinourmobilemarketing.FacebookandGoogle

aremobilestrategiesnow.Ifyouwanttoreachyourcustomers,you

have to gowhere they are. And if they’re on Facebook orGoogle

(whichtheyare),itwillbeincreasinglymobilized.

Two years ago a digital marketer might be able to focus only

online.Today,that’sonlyonepartoftheirjob.

AgencyShifts

Ithasbeenadifficultadjustmentforsome.

Beyondindividuals,manyso-calledtraditionalagencieshave,to

givethemthebenefitofthedoubt,reviewedthemobileoptionsand

resisted change (the truth is that others inexplicably have never

givenitaseriouslook).

Why?

Thelistislong.

Forone,traditionalagencieshavestruggledwithamonetization

strategy.Mobileis,ofcourse,morecomplicatedthanbuyingmedia

and adding a service layer on top of it. There aremany products,

most of which aren’t built within agency walls. So, money would

needtogooutthedooriftheywereincludedinmobileplans.

The Software As A Service (SaaS) model, where licensing fees

are tied to theuseof technology,has foundacold reception from

traditional agencies that for decades have billed off of TV ads,

outdoor billboards, and eventually digital primarily in the form of

websitecreationandadcreationandbuying.

Then there are the fear of the unknown, the unmistakable

element of the profit-center tug-of-way (for instance, Chicago not

wanting to give away revenue to a sister office), the interest in

maintaining the status quo, and the fact that many agency folks

don’tunderstandmobile.

SaidLyonsofHavas:“Everyagencyisatadifferentpoint.Every

brandisatadifferentpoint.Thebigrealityisthattherearesomany

waystoapplycreativitytodaywhereyearsagotherewereahandful

of formats that advertisers were involved in. Now it’s very, very

broad.

“Oftentheagency’srolebecomesstrategicandasaconsultant.

We often make the stuff that we’re proposing but the consulting

piece issokey.Havingacreativeunderstandhowtheseplatforms

work.”

Havas and Wunderman are among the more progressive

agenciesthatarerewritingjobdescriptions.

“You reallyneed toexpandyourdefinitionofwhat creative is,”

saidHavas’Lyons.“Youneedtobring inabunchofpeople,broad

thinkerswhoaremakingsuretheyaredevelopingbigbroadcreative

platform ideas, but you also need awhole bunch of specialists to

come in. You’ve got to work on broadening your skill sets. That’s

always awork in progress. That’s part of the fun of the job - it’s

gettingthesepeopletogether.”

Andit’saboutbreakingdownwalls.

“Four of five years ago, it was social,” said Julie Rezek,

ManagingDirector,Wunderman, Seattle. “Three years ago, itwas

we have to bemobile first.We’ve got to hire amobile strategist.

Andweneedblah-blah-blah. I always knowwhen it’s ingrained in

theagencyor in thework thatwedowhenweno longerdefine it

thatwaybecauseitbecomesthechannelinwhichwegotomarket

andnotsomething thatweneed topush forwardbecausenoone

knowshowtodoitornooneknowshowtosellittotheclient.

JULIEREZEK

Julie is theManagingDirectorofWundermanSeattleand

heads a team of 250+ makers, doers, artists and data

wizards who do award-winning work for Fortune 500

companiessuchasMicrosoft,T-Mobile,TheGAPInc.,Nike,

REI,GroupHealthCooperative,andothers.Juliehasbeen

invited to speak at marketing conferences and events

hosted by the Digital Marketing Association, American

Advertising Federation, Seattle Interactive Conference,

American Marketing Association, and the University of

Washington’s Foster School of Business. She was also

named one of the Puget Sound Business Journal’s “40

Under40”honoreesin2012.

“Back in the day, I was the head of the digital department at

Wunderman in Toronto. Now we don’t even have a digital

department.Everythingwedoisdigital.Anytimewedosomething

foraclient,wethinkmobilefirst.Ifwe’regoingtobuildawebsite,

howwill itbemobilefirst?Wedesignandthinkinthatmindspace

before we do anything. How do we make mobile the lifeline of

everythingwedo?”

That answer, assuming everyone is in agreement, has been

elusive.

“Withmobile,youhaveamuchhigher touchandamuchmore

careful approach,” Lyons told me. “Brands and agencies really

haven’thit their strideonhowtodo thatcarefullyandwell. If you

look at startups, they do that exceedinglywell because theywere

borndigital.

“JustthinkaboutUberandthinkabouthowseamlessandclean

Uberisandhowwelldesignedtheircommunicationsare.Thetrain

where I live was shut down for five weeks because they had to

repairthetunnelfromHurricaneSandy.Threedaysbeforetheyshut

it down, I received a coupon for a free ride (fromUber) and a 20

percentdiscountonmynextride.TheyknewwhereIwasandthey

knewthatmytrainwasshutdown.That’sincrediblyhelpful.I’mnot

sure other brands could ramp that fast. The bigger ones need to

changefaster.”

And the pace of change certainly needs to come to ad firms.

Fast.

“On the agency side, it’s connecting the data people with the

agency folks,” Lyons said. “We’re doing thatmore andmore and

makingsurethatwebuildteamsthatare integratingtogetherand

lookingtosolvetheseproblems.”

I challenged Lyons on the notion that the left brains and right

brainsinagencieshavecometoacceptoneanother.Thatwouldbe

aseismicandwelcomechange.

“Withmobile, it’sfindingthoserightmoments,hesaid.“It’snot

necessarilyinthelaunchofanewproductwherewehavetocreate

broad attention and awareness. It might be regarding a loyalty

programforacoffeecompanyorabeveragecompany.Andabout

howtolookattheirexistingcustomers—howtheyusetheproduct,

howoften theyconsume itandwhere.Creatives love tohear that

stuff because it’s actual real material they could use to develop

ideasagainst.Thattangibilityissomethingthatisirreplaceable.

“Many brands are still very reliant on television and television

canworkforthemandtheirproductandtheircategoryandtheyare

busyexperimentingwithmanyother things.Theagency’s job is to

morph and adapt to the client’s organization and do our best to

bringtherightpeopletothetable.Inourindustryingeneral,Ithink

there’s a lack of data intelligence being applied to the creative

process. It’s not either or. You need to blend instinct and creative

gutwithsharp,datadriveninsights.”

Lyons is convinced that while everything has changed with

mobile, the role of the agency has fundamentally remained the

same.

“Inanagency,youneedtobethestewardofthebrandwiththe

brand,” he said. “And you need to help present that brand to the

worldandthatgetspresentedobviouslythroughadvertisementsbut

alsofunctionality.Thebrandhastobehaveinacertainway.

“If you look at wherewe are today and the complete reliance

that we all have on our phones, the brand experience is often

mediatedthroughaphone.Thelevelofimportancefordesigngoes

wayup. If InevergotothephysicalbankandIonlybankthrough

my Chase app, my entire experience with Chase is going to be

through that app. It better be extremely well designed. It better

reflect the ideals of the brand. It better be modern. It better be

helpful.Itbetterbethebrand.Thatmeansthelevelofattentionthat

you need to put in that is incredibly high. With banking, they

obviouslyrecognizethat.That’sanobvioussector.”

Howabouttheothers?

“Many more brands need to think through that and try to

understandhowtheygetperceived,”hesaid.“Oftentheymayfeel

theirperceptionisthesumoftheircommunications.Butithasalot

todowithhowtheyinteractwiththeirindividualsthroughcustomer

servicethatismoreandmorebeingmediatedthroughmobile.”

Anadditionalfactorinrelativelyslowmobileuse,insomecases,

isthetimeittakestogetclientbuy-in.

“With a lot of our clients, we have big idea meetings,” said

Wunderman’s Rezek. “That’s where we pitch a lot of these

innovativethingstogetthemoutoftheircomfortzone.Weactually

putaproposalinfrontofthemsotheycanseewhattodo.

“We were pitching a client, and after a year, they said, ‘Yes,

we’re in’. Every client has the intention of doing something great.

Butittotallydependsaretheyanoldschoolorganization?Arethey

progressive?Aretheyrisk-takers?Everyonelivesinadifferentstate

ofthatworldeveryday.”

Among theconcerns forbrandmanagers is theway reinvented

marketinginitiativeswillaffectbusinessresults.

“Given clients having to meet stock market pressures and

revenuesandROI,therearealotofpeoplewhoaretherementally,

but I’venevercometoapointwhereaclient ispushingusharder

thanwearepushingthem,”Rezektoldme.

Asmuchaswecan’tlabelmobileuserswiththesamebrush,we

can’t put advertising agencies in a homogenized group of either

“mobilesmart”or“mobileinept”.

TheInconsistentEvolution

HankWasiakhasseentheinefficientside.

“Overall,ingeneral,Ithinkclientsarewayaheadofagencieson

mobile,” he said. “They understood it better and first. They

recognized that they couldn’t do things the old way and their

compensationmodelsweren’ttiedtoallofthesethings.

Agencies are getting better but they are not nearly as far in

seeingtheimportanceofthemobilefirstmindset.

“Ichallengeyoutowalk intoanagency,saythatyouaregoing

todoacampaignandsay‘givemeyourideasinabout3hours’.Not

oneisgoingtooptimizearoundthemobileexperience.I’llgiveyou

$1,000 if you find one. (Instead) they still say ‘here’s a great

commercial.’

“They look at mobile as more of a delivery device for their

creative work. It is supposed to be something where they can

creatively integrate their ideas.Mobile is just a big turnaround for

themandthentheydon’tgetityet.Ifeelclientsgetitbetter.They

allagreewithit.”

Someseethepacepickingupnow.

One of those, Jaime Robinson, executive creative director at

Pereira&O’Dell,saidthatmarketinghaslivedinthesame“box”for

decades.

“Whenyouchangethebox,whatthehelldoyoudowithit?”she

asked.

“The creative magic is in the context. It freaks creatives out

becausewedon’tknowhowtodealwithit.Mobileisnotaone-way

broadcast – it’s a two-way conversation. Creatives are starting to

understandit.”

And they are starting to receive awards for it. Hardware has

alwaysbeenalureforthisgroupAsamodel,Robinson,whoserved

aspresidentoftheCannesLionsInternationalFestivalofCreativity

mobile jury in 2014, points to a Nivea campaign to prove that

imaginativemobilecampaignsareascompellingasthosedonefor

othermediums.

Nivea ads appearing in a Brazilian magazine featured a

detachable,traceablebraceletforachildtowearsoaparentcould

keeptrackofhisorherwhereabouts.

Theadultjusthadtodownloadanapp,enterauniquecodefrom

thebraceletandsetthedistancethechildwasallowedtoroam.If

the child went outside that area, the parent was alerted with an

alarm.

Thecampaign,createdbyadagencyFCBBrasil,wontheGrand

Prixawardinthemobilecategory.

Robinson told Advertising Age that the idea was one that

“universallylit[thejury]uplikeabunchofChristmastrees.”Further,

shecalleditthe“perfectmarriageoftherightmediadeliveringthe

right utility, delivering the right brandmessage and the right time

andplace.

“Itwasareallycoolblendofsomeoftheoldestmediumsinthe

world,”shesaid.

Shoulditevenbeadvertisingagenciesthattaketheleadonmobile?

JAIMEROBINSON

Jaime Robinson is the Executive Creative Director for

Wieden + Kennedy. Jaime was formerly the VP and

ExecutiveCreativeDirectoroftheaward-winningPereira&

O’Dell,aglobaladvertisingagencybasedinSanFrancisco

and helped steer the agency’s celebrated social film

projects for Intel/Toshiba, including “Intel Inside” and

“Beauty Inside.” The latter of which earned three Grand

Prix awards at the Cannes Lions festival in 2013 and a

daytimeEmmyAward.

Not according to Edelman PR President and CEO Richard

Edelman, who said at Edelman’s 2014 Academic Summit that

mobile “stresses relevant, substantive storytelling, stakeholder

engagement trust and, above all, shared value for customers,

organizationsandshareholders.Itdoesnotfavorclassicadvertising

ormediabuying.”

For the foreseeable future, it’s likely that brand marketers will

turn to whomever they feel will give them the best chance to

connectwithmobileconsumers.AsCoca-Cola’sTomDaly toldme

nearlyadecadeago,anyonewhocanhelpfigureitouthasaseat

atthetable.

BuildingAMobilizedTeam

It should go without saying: Mobile should map to business

goals.

Beforeanythingelse,determinewhatthebusinessneedstodo.If

you do that first, before you even think digital, or mobile, or

traditional,oranythingelse,youat leasthavestartedyourdayon

therightfoot.

Given that, startwithunderstanding thecustomer.That’swhy I

always talkabout “everything and nothing” having changed with

mobile.It’sthesamebecausewealwaysneedtosellmorestuff.It’s

different, because now weactually have an opportunity to

understandthecustomerevenmorethanweusedto;wehavethe

ability to follow them throughout their day, to glean customer

insights, and to becomemore relevant, more personal, and bring

morecontexttothem.

Don’t let the technology get ahead of smartmarketing. I think

stayingabreastofwhat’snewisagoodthing,butthere’sdangerin

thataswell.Therearealotofcoolthingsyoucoulddoindigitaland

mobilespecifically,buttheyaren’tnecessarilyreadyforprimetime.

They are technologies to keep an eye on, but not technologies to

implement.Yet.

Besuretoregularly reviewbestpracticesandcasestudies. Ifa

weekgoesbyandyouhaven’t tapped into the industrynews,and

you haven’t checked inwith the influencers to keep upwithwhat

hashappenedinthelastweek,you’llfallbehind.

Indigital,andmobileinparticular, ifyou’relivingoffaplaybook

basedonwhat you learned in the last quarter or two, you’re at a

disadvantage.

I’m both a huge believer – and a big doubter – in integrated

marketingefforts.

Intheorythewaythisintegratedapproachworksisverysimple.You

identifythebestSEOperson,thebestmobileperson,andsoon,and

youbringtheminaroomandsay,“OK,you’remyteam.Nowhere’s

thebusinesschallengeweneedtosolve.Go.”Onpaper,everyone

throws downhis or her uniquewisdom from the vantage point of

expertise,andyouwalkoutoftheroomhavingdonewhat’sbestin

everychannel.

In reality, I’ve seen that work exactly twice (and I’m not an

especiallyyoungman).

Youneedpeoplewhoareteamplayersratherthanpeoplewhoare

experts. More than identifying a skill set, you need to identify a

personality, because building a team means first and foremost

findingpeoplewhoenjoylearning,andwhoworkandplaywellwith

others.

Populateyourteamwithpeoplewhoareabletoevolvewiththe

times.Oneofthemostexcitingandvaluabletraitsyourteamshould

haveistheabilitytoforgeafutureandrollwithit.

You don’t want somebody who knows what he knows and is

going to just come in every day and continue to do only that. If

someone’s looking forapredictable jobwhere theyknowthe train

arrivesatthestationat8:53everydayandleavesat5:07everyday,

digitalandmobilearen’tforthem.Thereasonwe’reinthisbusiness

isbecausewedon’twantthosejobs.

Buildateamthat’spassionateaboutlearningandgrowing,and

creating opportunities to do something different and exciting that

drivesbusinessresults.

Recruitinganentrepreneur intoan integrated team isadifficult

task. They’re used to doing things a certain way and having a

certainideaofhowthingsgetdone,andnowallofasuddenthey’re

goingtobeamemberofanintegratedeight-personteam.They’ve

beenwearingstripesandnowyou’reaskingthemtowearsolids. I

thinkthatmightnotgoverywell.

Eliminatingdistinctprofitcentersfromsuccessmeasurementisa

hugekey. IfyourPPC lead ismeasuredsolelyby theprofitsof the

PPCcampaignsshemanages,she’sunlikelytopitchinherexpertise

totheSEOdepartmentbecauseshe’sbusysomewhereelsefocused

onherownnumbers.Shehasadistinctsiloedmotivationthat’snot

companycentric.

Make sure thateveryone isalso judgedby the companygoals,

andnotjusttheirgoaloftheirsilo.

Keeping the team focused on quality output means providing

ongoingeducation,andanongoingunderstandingofrolesandtheir

interdependence.Everyteammembershouldbeatleastconversant

inalltheotherfunctionswithinthedigitalmix,sowhentheteam’s

working together they know what their collective resources can

accomplish.

Asamanager, youneed to understandwhat canand can’t be

doneby thevariousdigital functions, soyoucanprovidewhat the

team needs to be successful. You need to understand them well

enoughtoknowwhatkindoftrainingtheyneed,theresourcesthey

require,andthesortsoftimelinesthatarereasonable.

Forgetaboutmobile,PPC,andSEO.

Internally,Googlehasdoneawaywiththeconceptof“mobile”or

“PPC” or “SEO” as distinct silos, skill sets, or tools. It’s no longer

“mobilefirst”…Iguessyoucouldcallit“everythingalways.”

It’sallbeblended,andmarketers (and theirmanagers)will just

worry about advertising, with an understanding that it’ll show up

everywhere.

Thewindowforgettingoutfrontis,atbest,gettingsmallerevery

day.Atworst, ithasclosed.But throwingupyourhandsat that is

thelastthingyoushoulddo.

WHERETOGOTOLEARN

There are hundreds of conferences that either exclusively

presentcontentaboutmobileoratleastfeaturemarketers

and case studieswith insights and results fromprograms

usingthechannel.

Duringanygivenweek,youlikelywillfindatleastonefree

webinaronmobilemarketingjustbykeyingthetermintoa

searchbox.

The Direct Marketing Association is one of many

organizations that has in-depth multiple-day mobile

trainingaspartofitsnationalconference.

For those who want to learn on-demand, I would be

pleasedifyoucheckedoutthelessonsthatI’vecreatedfor

MarketMotive.Morethan50hoursofcontentisavailable

witheachsessiondeepinactionablestepstotakeonsuch

subjectsasbuildingamobilewebsite,marketingamobile

app,andbestpracticesinbuildingandmonetizingamobile

loyaltyclub.

Epilogue

A relationship can be exhilarating, complicated, disappointing,

fleeting, or everlasting. It can be new, old, taken for granted, or

appreciatedeveryminuteofeveryday.Ifanything,arelationshipis

aworkinprogress.

Andthat’swherewesitasmobilemarketers.Somedayswesay

and do the right things. Other times, we show up at the most

inopportunemoment.

Some of it may not be our fault. Given how fast our world is

moving, it’s often difficult to envision what’s ahead. It’s easy to

breaktheruleswhennobody’swrittenthemyet.

McKinsey and Co. tried to capture it in what it called Scenes

FromTheFuture.38

Curious about her friend’s headset, Diane taps it with her

phone.Bothhavenear-fieldcommunications(NFC)capabilities.

Diane’sphonepromptshertophotographherfaceandthen

displayshowtheheadsetwouldlookonherinvariouscolors.

She’stheninvitedtosendherphototoherFacebookfriends,

whoareaskedtovoteamongachoiceofcolorsthatbestsuit

Diane.

Meanwhile,shereceivedatextalert fromSpotifyofferinga

free month’s subscription to its premiummusic service if she

buys the headset (the manufacturer’s data show she isn’t a

subscriber).

Friendsliketheheadsetinfuchsia,andDianecompletesthe

purchase.

Whentheheadsetisdeliveredthenextday,amessageasks

if shewould like to post a “wow” picture on Facebook of her

wearingit,withalinkforotherstobuyitaswell.

When she meets those friends in person, her cellphone

reminds her of theNFC chip in her headset andoffers her an

additional freemonth of Spotify’s service for each friendwho

tapsandbuysaheadset.

Every week, she gets a “club gig of the week” message,

offering discount access to a venue if she wears the headset

whenshewalks in thedoor.Aclubvideoboardwelcomesher

byname.

When Diane listens tomusic, Spotify reminds her that the

headsetmanufacturerhasbroughtherthislisteningexperience.

At a gym a fewweeks later, Diane gets an opportunity to

buyanddownloadanexerciseprogramthegymoffers.Shecan

accesstheprogrambytappingherphoneonanearbydisplay.

The scenes were written in 2013, forecasting what we should

expect in 2020. In an article included in the April 2013 McKinsey

Quarterly, authors Peter Dahlströmand David Edelman concluded

thatthefuelforon-demandmarketing isthe“continued,symbiotic

evolutionoftechnologyandconsumerexpectations”.

They opined: “The forces enabling consumers to expect

fulfillmentondemandareunstoppable.Acrosstheentireconsumer

decision journey, every touch is a brand experience, and those

touchesjustkeepmultiplyinginnumber.”

MuchofthefuturethatisDiane’sexperienceisheretoday.Butit

isn’t everyone’s future. Some will use only their phone to pay for

things,givingupcashforever.Othersmaygetthereovertime.Still

otherswill foreverbypassmobilebankingand theATMsallacross

townforthetried-and-trueexperienceofdealingwithateller.

It’sabout relationshipson themobileuser’s terms.Sometimes the

exchange will happen on a device. Other times, it will take a

physical embrace. The only certainly lies in the fact that more

changeisafoot.

SaidRezekofWunderman:“Theworldaheadofusisgoingtobe

better and more inspiring with what comes out because it’s

obviouslyalwaysevolving. I think it’s going toevolve inways that

make our lives richer and make us more efficient and effective.

Obviously there are going to be a lot of learning curves and

meatball sandwichads that someonewill get if theyarea vegan,

butitwillbeinterestinginacoupleofyearswiththesynchronization

of big data, what it means, and really smart targeted mobile

experiences.

“Itwill also happen organically:we’ll allwake up one day and

say, ‘Wow, do remember yesterday? We had this.’ It will just be

incremental,andsuddenlyjustapartofourlives.”

And,ifwedoitright,consumerswillviewbrandsontheirmobile

devicesasadditive,notasintrusion.

“I go back to a great quote from (advertising pioneer) Bill

Bernbach,” Hank Wasiak concluded. “Great marketing, great

advertising, is the art of persuasion. It always has been that. And

that’swheremobile’spromiseis.“

GLOBALEPILOGUE

In2012,IhadthegreatpleasureofvisitingSouthAfricato

keynote a marketing conference, conduct a daylong

trainingsession,andtogoonsafari.Infact,alltheseyears

later,thehomescreenonmyiPhonefeaturesaphotoofa

show-stopping, majestic elephant that I encountered in

PilanesbergNationalPark.

Oneofmyotherlastingmemoriesfromthetripisascene

attheconferenceinJohannesburg.Severalsuccessfuland

progressivemarketerswereusingBlackBerrydevices,with

morethanafewactuallycarryingtwo–oneforworkand

oneforpersonalbrowsing,messagingandemail.

By 2012, of course, most of us in the United States had

movedaway fromBlackBerrys,and the crisisofResearch

inMotionhadbecomeobvious.ThoseinAmericawhostill

used a Blackberry were often called out and put on the

defensivefornotgoingtheiPhoneorAndroidroute.

A continent and a hemisphere away, the world was very

different.

Itwasagreatlessonformeaboutmobileadoption.While

mostof theworld isgoingwireless,we’re takingdifferent

pathstogetthere.

In my book Mobilized Marketing, international mobile

expert Peggy Anne Salz, an American living in Germany,

gavemeanearly lookintothephenomenonofWhatsApp

and other group messaging products that got their start

andgainedtheirpopularityoutsidetheU.S.

Since then, such important advances as mobile banking

andmobilehealthhavetakenflightindevelopingcountries

andinareaswherecomputerownershipisrare.

As Reuters reported, in Afghanistan, a service has been

introducedtosendpolicesalariesdirecttotheircellphones

viaacodetheypresenttoanagentorbankforcash.This

hasreducedcorruption,wherepolicepaywasoftencut in

halfasitmadeitswaythroughthebureaucraticchain.39

But we are still in the early days. Equitable fees are still

being worked out. The sustainable expansion of such

programstoincludethemassesisstilloffinthedistance.

Asmobilemarketing andmobile advertisingmature, it is

natural to expect that global brands will seek to create

initiatives thathave international scale, able to reach into

thefragmentedandunpredictablefrontiermarkets.Thatis

already happening with The Coca-Cola Company. Each

country has autonomy, but Tom Daly has balanced that

independencewithbestpracticesthatareasapplicableon

the streets of Johannesburg, on the Parisian walkways,

Americanmalls,andBrazilianmarketplaces.

In2014,hewasbehindeffortsthatresultedinavideotitled

EnablingDesire:MobileasCoke’s ‘6thSense’ thatspeaks

toCokemarketerswherevertheyare.40

As you likely suspect, thoseof uswhodon’twork for the

bottlercan learnfromthenearlythreeandahalfminutes

ofsmarts.Iencourageyoutocheckitout.

The global happenings in mobile are equally parts

fascinatinganddisorienting–it’sdifficulttogaugewhatthe

changemeansinplacesasdifferenceasSouthKoreaand

Nigeria. For instance, QR codes made a relatively big

splash in Asia but turned into an also-ran product that

American brands mostly dismissed. Will such tools be

useful in emerging markets? As with so many questions,

theanswerissimply“toosoontosay.”

Howarewetoknowwhattodoandwhattoimplement?

My recommendation is simple: rely on consumer insights.

Notjustanyconsumer,though.Yourcustomer.Heorsheis

the only one that matters to you. Listen to them. Listen

again.Andgivethemwhattheywant.

Everythingelse inmobile—whether it’shappeningablock

oracontinentaway—isforsomeoneelsetotackle.

Notes

Chapter1

1.“comScoreReportsFebruary2015U.S.SmartphoneSubscriber

MarketShare”,comScore,Inc.,April10,2015,

http://www.comscore.com/Insights/Market-Rankings/comScore-

Reports-February-2015-US-Smartphone-Subscriber-Market-Share2.

“Tech-Or-Treat:ConsumersareSweetonMobileApps”,Nielsen,

October30,2014,

http://www.nielsen.com/us/en/insights/news/2014/tech-or-treat-

consumers-are-sweet-on-mobile-apps.html3.“Smartphone-Toting

MillenialsFuelDemandforMobile-OptimizedSites”,

eMarketer.com,October23,2014,

http://www.emarketer.com/Article/Smartphone-Toting-Millennials-

Fuel-Demand-Mobile-Optimized-Sites/1011361

4.HeidiCohen,“55USMobileFactsEveryMarketerNeedsFor

2015″,HeidiCohen.com,December8,2014,

http://heidicohen.com/2015-mobile-marketing/

5.ChantalTode,“62pcofbusinessesstilltreatmobileasanew

technology:Forrester”,MobileMarketer.com,December17,2014,

http://www.mobilemarketer.com/cms/news/research/19376.html6.

ChantalTode,“62pcofbusinessesstilltreatmobileasanew

technology:Forrester”,MobileMarketer.com,December17,2014,

http://www.mobilemarketer.com/cms/news/research/19376.html7.

ChantalTode,“62pcofbusinessesstilltreatmobileasanew

technology:Forrester”,MobileMarketer.com,December17,2014,

http://www.mobilemarketer.com/cms/news/research/19376.html8.

“WhenDoYouCheckYourSmartphone?”,eMarketer.com,August

29,2014,http://www.emarketer.com/Article/Do-You-Check-Your-

Smartphone/1011164

9.“NewSurveyRevealsConsumerviewsonEmailMarketing”,

BusinessWire.com,August27,2014,

http://www.businesswire.com/news/home/20140827005258/en/Survey-

Reveals-Consumer-Views-Email-Marketing#.VXbk01xVikp10.Kit

Eaton,“HowOneSecondCouldCostAmazon$1.6BillioninSales”,

FastCompany,March15,2012,

http://www.fastcompany.com/1825005/how-one-second-could-cost-

amazon-16-billion-sales11.KitEaton,“HowOneSecondCouldCost

Amazon$1.6BillioninSales”,FastCompany,March15,2012,

http://www.fastcompany.com/1825005/how-one-second-could-cost-

amazon-16-billion-sales12.“CocaColaAtAGlance:KO101Video

andInfographic”,CocaColaCompany,June2014,http://www.coca-

colacompany.com/our-company/infographic-coca-cola-at-aglance

Chapter2

13.“MarketoTransformingMarketingwithIndustry’sMost

AdvancedCustomerEngagementPlatform”,PRNewswire,April8,

2014,http://investors.marketo.com/releasedetail.cfm?

ReleaseID=838864

14.“Adblockinggoesmainstream:PageFairandAdobe2014

Report”,PageFairandAdobe,2014,

http://downloads.pagefair.com/reports/adblocking_goes_mainstream_2014_report.pdf

15.JeffHasen,MobilizedMarketing:HowtoDriveSales,

Engagement,andLoyaltyThroughMobileDevices,May1,2012,

http://www.amazon.com/Mobilized-Marketing-Engagement-Loyalty-

Through/dp/1118243269

16.SarahParvini,“Willonlineprivacyproblemsbesolvedby

2025?ExpertsrespondinPewstudy”,LATimes,December18,2014,

http://www.latimes.com/business/technology/la-fi-tn-pew-study-

internet-privacy-20141218-story.html,17.LeeRainieandJanna

Anderson,“TheFutureofPrivacy:OtherResoundingThemes”,Pew

ResearchCenter,December18,2014,

http://www.pewinternet.org/2014/12/18/other-resounding-themes/

18.LeeRainieandJannaAnderson,“TheFutureofPrivacy:Other

ResoundingThemes”,PewResearchCenter,December18,2014,

http://www.pewinternet.org/2014/12/18/other-resounding-themes/

19.“ImpactofMultiscreenDevicesonTravelContent

EngagementandAudienceBehaviorRevealedinNewStudyfrom

ExpeidaMediaSolutionsandcomScore”,November12,2014,

Reuters,http://www.reuters.com/article/2014/11/12/wa-expedia-

media-idUSnBw125229a+100+BSW20141112

20.Flightview,“BuildingConnectedAirportsthatEnhance

CustomerExperience,ImproveOperationsandDriveRevenue”,

skift.com,December2014,http://skift.com/wp-

content/uploads/2014/12/FlightView-dec.-2014-survey.pdf21.

Flightview,“BuildingConnectedAirportsthatEnhanceCustomer

Experience,ImproveOperationsandDriveRevenue”,skift.com,

December2014,http://skift.com/wp-

content/uploads/2014/12/FlightView-dec.-2014-survey.pdf22.

Flightview,“BuildingConnectedAirportsthatEnhanceCustomer

Experience,ImproveOperationsandDriveRevenue”,skift.com,

December2014,http://skift.com/wp-

content/uploads/2014/12/FlightView-dec.-2014-survey.pdf

ChapterThree

23.CEA,“MajorityofMobileShoppersTurnToTheirDevices

OverStoreEmployeesandIn-StoreInfo,AccordingtoCEAStudy”,

ce.org,December2,2014,http://www.ce.org/News/News-

Releases/Press-Releases/2014/Majority-of-Mobile-Shoppers-Turn-

To-Their-Devices.aspx24.JenniferOverstreet,“InsideREI’sDigital

Strategy”,nrf.com,September30,2014,

https://nrf.com/news/inside-reis-digital-strategy

ChapterFour

25.Edelman,“TrustandInnovation”,2015,

http://www.edelman.com/insights/intellectual-property/2015-

edelman-trust-barometer/

26.Accenture,“DigitalCustomer:It’stimetoplaytowinand

stopplayingnottolose”,Accenture.com,

http://www.accenture.com/sitecollectiondocuments/pdf/accenture-

global-consumer-pulse-research-study-2013.pdf27.Wikipedia,“Lord

&Taylor”,https://en.wikipedia.org/wiki/Lord_%26_Taylor

ChapterFive

28.McKinsey,“TheConsumerDecisionJourney”,McKinsey.com,

June2009,

http://www.mckinsey.com/insights/marketing_sales/the_consumer_decision_journey

29.McKinsey,“TheConsumerDecisionJourney”,McKinsey.com,

June2009,

http://www.mckinsey.com/insights/marketing_sales/the_consumer_decision_journey

30.HBR,“TheTruthAboutCustomerExperience”,hbr.org,

September2013,https://hbr.org/2013/09/the-truth-about-customer-

experience

31.IBM,“IBMInteractiveExperience”,ibm.com,http://www-

935.ibm.com/services/us/business-consulting/interactiveexperience/

32.JasonSpero,“TheMobilePlaybook:TheBusyExecutive’s

GuidetoWinningWithMobile”,

http://www.themobileplaybook.com/en-us/#/home

ChapterSeven

33.StephanieMlot,“SmartphoneAdoptionRateFastestinTech

History”,pcmag.com,August27,2012,

http://www.pcmag.com/article2/0,2817,2408960,00.asp

34.IngridLunden,“IBM:ThanksgivingOnlineSalesUp14%,

One-ThirdOfSalesOnMobileLedbyiOS”,techcrunch.com,

November28,2014,http://techcrunch.com/2014/11/28/ibm-

thanksgiving-online-sales/

35.“AmazonPrimeExperiencesAnotherRecord-Breaking

HolidaySeason”,phx.corporate-ir.net,http://phx.corporate-

ir.net/phoenix.zhtml?c=176060&p=irol-newsArticle&ID=2002024

36.RexBriggs,“SmartMobileCrossMediaEffectiveness”,

mmaglobal.com,May6,2014,

http://www.mmaglobal.com/events/sites/default/files/smox.pdf

ChapterNine

37.DeanTakahashi,“MobileTechnologyhascreated11million

jobsand$3.3trillioninrevenues”,venturebeat.com,January15,

2015,http://venturebeat.com/2015/01/15/mobile-technology-has-

created-11-million-jobs-and-a-3-3-trillion-in-revenues/

Epilogue

38.PeterDahlstromandDavidEdelman,“Thecomingeraofon-

demandmarketing”,McKinsey.com,April2013,

http://www.mckinsey.com/insights/marketing_sales/the_coming_era_of_on-

demand_marketing39.JeremyWagstaff,“Forthe‘unbanked’,

mobilemoneystillhassomewaytogo”,Reuters.com,March5,

2015,http://www.reuters.com/article/2015/03/05/us-tech-mobile-

money-idUSKBN0M12HY20150305

40.“EnablingDesire:MobileasCoke’s‘6th-sense’”,

youtube.com,November12,2014,

https://www.youtube.com/watch?v=C51OFCQZCrk

Acknowledgements

Jason Allen Ashlock from The Frontier Project has been a true

partner, providing wisdom and support all along the way. Scott

Wayne has treated me as one of the family and enthusiastically

gottenbehindthisproject.

Ihavewonderfulsupport fromfriendsandcolleaguesallacross

theglobe.Special thanksgo toMarioSchulzke,HankWasiak,and

thecourageousandinspiringLisaChurch.

Mybrothers,DarrylandRick,arethereinsomanyways.

ThisjourneyisalsosharedbyLoriKleinandthekids,VivianRiley,

JeanWalker,andBobWalker.

TheExperts

SeanBartlett

SeanBartlett is theDirector ofDigital Experience, Product, and

Omni Channel Integration at Lowes. Sean serves as an internal

authority on the topics of digital strategy, customer experience,

emergingplatforms,innovation,andhigh-performanceteamculture.

RyanCraver

RyanCraverwasformerlyaSeniorVicePresidentofStrategyat

Hudson’s Bay Company. Ryan’s natural fascination with the

intersectionofretailandtechnologyhasledtoacareerofinspiring

and leading retailers to be on the forefront of the evolving

“connected retail” environment. Ryan enjoys tackling changing

consumer dynamics and defining how retail organizations can

leveragetechnologytostrengthentheircompetitiveposition.

TomDaly

TomDaly,globalgroupdirectorformobileatCoca-ColaCo.,has

entered the Mobile Hall of Fame for outstanding leadership in

evangelizingmobilewithin theworld’s largest soft drinksmarketer

and also to forums across industry sectors. Tomhas been tireless

and enduring in his efforts to push best practice in mobile and

weavethemediumintomarketingacrosschannels.Asamemberof

Coca-Cola’s global connections team for the past 10 years, he

currently leads the company’s strategy for mobile marketing,

collaboratingwith internalandexternalteamsworldwidetodeliver

manyofthemarketer’shighestprofileonlineinitiatives.

DavidDoctorow

DavidDoctorow is currentlyChiefMarketing&StrategyOfficer

atExpedia.Aseasonedmarketingprofessionalwithnearly20years

ofexperience,Davidhasawealthofknowledgeasachangeleader

and marketing executive. At Expedia, David drives customer

acquisition, retention marketing, mobile marketing, business

development,andstrategyfortheExpediabrandaroundtheglobe.

DavidearnedhisMBA fromStanfordUniversity’sGraduateSchool

ofBusinessandaBA in InternationalRelationsfromtheUniversity

ofPennsylvania.

SteveGershik

With over 20 years of experience in product marketing, social

media,demandgenerationandbrandbuilding,SteveGershikisthe

ChiefMarketingOfficer for Swrve. Steve is an expert inwhatB2B

companies need to do to survive and thrive in competitive

environments today. Steve has also spoken at SXSW Interactive,

DMA, AMA, BMA, DemandCon, SiriusDecisions Summit, AdTech,

andEloquaExperience.

JeffKlonowski

Jeff Klonowski is responsible for leading REI cross-divisional

strategies, includingmobile, payments, andbusinessdevelopment.

He is customer focused and passionate about delivering best-in-

class customer experiences across digital screens to delight

customersandpositionREIastheleadingoutdoorspecialtyretailer.

CurtisKopf

Curtis Kopf is Vice President of Consumer Innovation atAlaska

Airlines and is charged with making Alaska the world’s easiest

airline to fly. Curtis’s teams span key customer touch points,

including ecommerce, digital marketing, distribution, airport

experience, R&D, employee tools, customer insight and mobile.

CurtishasworkedforbothAmazon.comandMicrosoft.

SeanLyons

In 2013 Sean Lyonswas namedGlobal Chief Digital Officer at

HavasWorldwide,wherehe servesasexecutive leadonalldigital

efforts across the network.His responsibilities include oversight of

digital strategy, development and operations; enhancing the

agency’scurrentoffering;andintroducingnewdigitalplatformsand

capabilities for the agency and its clients. Sean has a BFAwith a

concentrationinElectronicMediafromCarnegieMellonUniversity.

JulieRezek

JulieRezekistheManagingDirectorofWundermanSeattleand

headsateamof250+makers,doers,artistsanddatawizardswho

do award-winning work for Fortune 500 companies such as

Microsoft, T-Mobile, The GAP Inc., Nike, REI, Group Health

Cooperative, and others. Julie has been invited to speak at

marketingconferencesandeventshostedby theDigitalMarketing

Association, American Advertising Federation, Seattle Interactive

Conference,AmericanMarketingAssociation,andtheUniversityof

Washington’sFosterSchoolofBusiness.Shewasalsonamedone

of the Puget SoundBusiness Journal’s “40Under 40” honorees in

2012.

JaimeRobinson

JaimeRobinson is theExecutiveCreativeDirector forWieden+

Kennedy.JaimewasformerlytheVPandExecutiveCreativeDirector

oftheaward-winningPereira&O’Dell,aglobaladvertisingagency

based in San Francisco and helped steer the agency’s celebrated

social film projects for Intel/Toshiba, including “Intel Inside” and

“BeautyInside.”ThelatterofwhichearnedthreeGrandPrixawards

attheCannesLionsfestivalin2013andadaytimeEmmyAward.

MarioSchulzke

Mario Schulzke is the AVP of Marketing at the University of

Montana and founder of IdeaMensch, a community he started to

help people bring their ideas to life. Before,Mario spent 10 years

managingdigital strategy teamsat adagencies upanddown the

WestCoast.

JasonSpero

JasonSperoservesastheGlobalHeadofPerformanceMediaat

Google. He was previously the Head of Global Mobile Sales and

Strategyat the firm.He is responsible for theglobal prioritiesand

overall commercial strategy forGoogle’smobileofferings including

Search,GDN,AdMob,YouTubeandDoubleClickPlatforms.

JonathanStephen

Bringing more than 11 years of experience in the mobile and

digitalindustry,JonathanStepheniscurrentlytheDirectorofMobile

StrategyatEliteSEM.PriortoEliteSEM,Jonathanspenttimeinthe

airline industry heading upmobile and digital strategy for airlines

includingSilverAirwaysandJetblue.AtJetBlue,heledtheMobile&

Emerging Technologies team for over three years with the

responsibilityofdrivingtheiroverallstrategy.

HankWasiak

HankWasiak is the former Vice Chairman ofMcCann Erickson

and owner of The Concept Farm, one of today’s hottest creative

companies. Hank is also a best selling author, keynote speaker,

teacher, 14 time Emmy nominated Executive TV Producer, and 3

timeEmmyawardwinningtelevisionhost.

AbouttheAuthor

JEFF HASEN is one of the leading strategists, evangelists and

voicesinmobile.Companiesbenefitingfromhistalentshavelanded

onWired’slistofmostinnovativeentitiesonEarthandbeennamed

pioneersintheburgeoningmobilemarketingcategory.Namedatop

Chief Marketing Officer on Twitter by Advertising Age, Jeff

(@jeffhasen) is the author of two books, The Art of Mobile

Persuasion, and Mobilized Marketing: Driving Sales, Engagement,

and Loyalty Through Mobile Devices. His jeffhasen.com blog on

mobileanditsimpactonmarketersisoftennamedoneofthetopin

the category, and he has spoken across theworldmore than 175

times. A co-creator of the certification program for the Mobile

MarketingAssociation,heistheonlymobilecertificationtrainerfor

theDirectMarketingAssociation,andafacultymemberinthemini-

MBAprogramatRutgersUniversity.JeffresidesinSeattle,WA.