- Tony Quin
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We’ve all heard of the experiment that was done in the 60’s where kids were promised big treats, but only if they didn’t eat the yummy marshmallow sitting in front of them. The researchers were testing the degree to which kids could delay gratification in order to receive a greater reward in the future.
The kids didn’t do very well, and since then our increasingly instant gratification world has left many with the impression that perhaps our culture suffers from a lack of self-control.
An article in the New York Times last Sunday outlined recent studies that seem to point to a different reason why people opt for short-term rewards vs. the promise in the future. The research points to our uncertainty of the future as a key influence in decision-making.
The basic idea is a bird in the hand is real, but who knows what could happen if you go for the two in the bush. This reflects our universal experience of the unpredictability and uncertainty of the future.
For example, if you arrive at a train platform and it is packed with people, do you assume that the train is likely to arrive soon or that it has been delayed? Without more data, many would be influenced by the unpredictability of life and some might opt for a cab rather than an undefined wait. On the other hand, a simple clock showing when the next train was due would take all the uncertainty out of the situation.
In another version of the marshmallow experiment, two groups of kids were promised a reward from a researcher for not eating the marshmallow. In one group, before the experiment started the researcher demonstrated behavior that showed he was unreliable, in the other group the researcher showed to be completely reliable. The kids with the unreliable researcher waited 3 minutes before eating the marshmallow, the kids with the reliable researcher waited 12 minutes.
All of this got me thinking about behaviors brands ask of consumers such as filling out forms, watching videos and so on. In so many instances we require a consumer to do something based on the promise of something that will (or more likely may) happen in the future.
All too often, consumers do not know when it will happen, how long they will have to wait, or what will happen while they are waiting. I can easily see this feeding that fundamental sense of future uncertainty that the researchers talk about.
So, how as marketers can we bring a sense of certainty to these interactions?
One answer is to tell people how long things are going to take. We can also tell them exactly what is going to happen while they are waiting.
It’s clear that before consumers invest time in an action or an activity they go through a risk or reward calculation. If the uncertainty of the future is a part of their calculation, it’s up to us to come up with ways to minimize its effect.
What do you think? Tell us in the comment section below!
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If you’re a marketer, you hear the term customer experience a lot. It’s a convenient catch phrase for all the experiences that a consumer has with a brand from awareness to advocacy and it’s the product of user experience design (UX) work, which focuses on creating superior customer experiences.
While many people intuitively understand that customer experience is pretty important, however, they don’t always see the value of user experience design. Value is the keyword here because at some point you are probably going to have to justify an investment in UX.
For example, the ROI (return on investment) of the user experience for a website has been a comparatively easy to figure out in the digital world. You can value and compare the conversion rate before you redesign a website using UX and also afterwards. Improvements in simplicity and relevance invariably deliver better results, which can be easily measured. The calculation gets harder when a brand has to consider investing in a unified customer experience strategy and execution, however.
Since people hop from channel to channel so quickly and frequently today, a brand can’t have a good experience in one place and a lousy experience in another, especially when all it takes is one difficult, inconsistent experience to damage all your good work.
A friend recently went into Home Depot looking for a sawhorse. After looking in vain and not finding anyone to help him, he went to Lowe’s and used a prominently displayed Product Finder to quickly find it. He then posted to Facebook that he was done with Home Depot and Lowes was his company. He has over 200 friends, so what’s the cost of that customer experience faux pas?
As Forrester says:
“A good user experience builds brand equity with every interaction, but a bad one can completely erode that equity on all levels. Worse, it can cause a customer to leave you for a competitor, never to return again.”
What brands clearly need is a unified experience that reflects an in-depth understanding of what the consumer is trying to accomplish while clearly differentiating the brand. The good news is that consumers still want relationships with brands; the bad news is that their standards are so much higher than ever before, and they do not have patience for brands that don’t do their homework.
The work of user experience results in the design of all the interactions that a brand has with consumers. That includes interactions on websites, mobile apps, social channels, the telephone or in the store. Its purpose is to design experiences that not only succeed in their purpose, but reinforce the brand promise and identity. UX design must therefore be based on a comprehensive understanding of the consumer, the context and the category. That means starting with research, journey mapping, competitive analysis, content strategy and all the other foundational work that informs UX design.
It’s not cheap and it’s tempting to skip it, but according to numerous studies it costs 50-100 times the original investment to fix an experience that’s not working, to say nothing of the cost of repairing a broken brand perception.
Many would argue that the field of battle between brands now is customer experience. But seeing the relationship between a better customer experience and the UX work required getting there isn’t always clear.
A few of the numerous benefits great UX delivers includes more consumer engagement through increased conversion rates, ease of use, higher satisfaction and higher comprehension, better ROI from larger transactions, more lead identification, improved brand equity, higher customer retention, reduced costs from fewer redesigns, fewer errors, less maintenance and support.
Of course it would be terrific to have an easy ROI calculation that makes the business case for investments in UX. Some organizations claim that every dollar invested in UX delivers a return of 2-100 times, but in the end it is a very difficult calculation.
It’s akin to asking the value of a great advertising campaign versus one that’s just OK. We all know intuitively it can be huge, but how do you measure its value in advance?
The bottom line is that in a world where consumers rule, great customer experience is table stakes for any serious player. That means taking a serious, systematic, scientific approach to getting there, which requires great UX.
What do you think? Tell us in the comment section below!
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Just like your stock portfolio needs to be rebalanced when market conditions change, you need to take a hard look at your media and channel mix in your 2014 marketing plan.
Discussions of mix have usually been about how to distribute media dollars among channels, but you need to look at channels holistically and include all costs, not just purchased media. With the continuous behavioral and attitudinal shifts of consumers, seeing your go to market plan as an integrated ecosystem is more important than ever.
1. If your channel mix does not reflect target audience behavior
Hopefully you know how your target audience uses media channels and when and where they are most receptive to brand interactions. You would be surprised how many marketers start by picking a channel without that knowledge.
Suffice it to say that the way consumers of all ages and types discover, explore, and evaluate products and services today is completely different to the way it used to be. You must therefore use a data driven, evidence based approach to determining your channel mix.
2. Because channels need to be weighted to reflect the dynamics of the Consumer Decision Journey
The difficult, but essential, challenge for a brand is to insert itself into the Consumer Decision Journey*. Your channel mix should reflect a comprehensive understanding of when and where people can and should be influenced. These are the inflection points where you should concentrate your resources. (*McKinsey & Co.)
3. The budget in a particular channel is insufficient to rise above competitive noise
A common mistake is not having an appropriate budget to achieve the mission. TV is a typical example of where budgets are often insufficient to accomplish minimum reach and frequency goals.
To use a war analogy, don’t split your army unless it is larger than your opponent, and concentrate your force on a narrow front for maximum impact.
4. You’re trying to win everything
You probably have short-term goals, but building a brand is a marathon not a sprint. So look at all the channels where your target audience is congregating and start with the areas that are uncontested by your competition. Then only select those that you can afford to do effectively (see previous point).
5. Because too much of your budget only has short-term equity
So much of marketing spend is ephemeral. So look for marketing investments that have long term value for the brand. For example, instead of buying banner ads, invest in evergreen content that can be used for search and syndication.
Over time these marketing investments will become the fabric of your brand’s marketing ecosystem.
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As the chairman of the board of SoDA (The Society of Digital Agencies), I am delighted to share with everyone the latest SoDA Report, the second Digital Marketing Outlook for 2013. This is our 8th DMO and has become one of the most influential trend and research reports produced about digital marketing today, with each issue viewed by more than 150,000 marketers around the world.
This new report is without doubt our most thoughtful and provocative yet, a must-read for every digital marketer. Please share with your networks and spread the knowledge.
Most marketers are well into planning their 2014 budgets–an arduous process that runs the gauntlet of budget approvals. And even though it’s invariably about the numbers, at some point you know someone will be asking you, “What did you accomplish?”
With that in mind, here are a few questions to ask yourself about your 2014 marketing plan to ensure you have a great story to tell this time next year.
1. Does Your Plan Reflect The Way Your Target Audience Engages With Media?
You would be surprised by how many marketing plans still start with traditional media and then add digital. That doesn’t mirror the importance of digital media to your consumers, which is why it’s time for a digital-first plan. That doesn’t mean you cut out traditional marketing–it just means you start with digital at the center of your plan. Consumers form their buying decisions through digital influences so much that to approach consumers in any other way is foolhardy.
2. Have You Done Your Strategic Homework?
The path to purchase is now so complex that you have to map it as the Consumer Decision Journey. This is a channel-agnostic process, which maps the journey for each of your target audience segments so you can see where the critical interaction points are. When combined with other audience research and competitive analysis, you get an accurate picture of when and where it’s most effective to influence your prospects.
3. Do You Have A Content Plan?
How you communicate with prospects when they are exploring your category is different than when they are evaluating options. So whether it’s the copy in an ad or a video on your Web site, you have to know exactly what to say to each audience segment, at every stage in the journey. The only way to know for sure is by doing the work of a content strategy, which acts as the messaging guide for all of your communications.
4. Does Your Plan Prioritize Owned, Earned, And Paid Media Intelligently?
The good news is many opportunities for exposure exist today that do not require you to buy media. This exposure saves you money, but has more influence on consumers than paid advertising. Therefore, your plan should start with owned and earned media before jumping to paid media. If your agency suggests otherwise, then it’s probably making money by spending yours.
5. Do You Have An Integrated Measurement Plan?
Marketers have correctly come to expect detailed metrics and analytics for everything they do. This not only allows you to optimize as you go, but also to measure your performance against goals and plan ahead. In order to really get the value of all this data, you need to plan with clear goals and KPIs, an integrated view of data from all media (both digital and traditional), and a really good analyst to tell you what it all means.
6. Is Your Digital Infrastructure In Place?
The basic idea of an integrated marketing plan is to tie together your marketing touch points into one unified system across all forms of media. This requires some basic pieces of digital infrastructure, which you can’t do without.
This includes probably the most important piece: a mobile-friendly Web site. According to Nielsen, consumers trust brand Web sites more than any other marketing, so your Web site has to be designed for mobile devices.
But technology is not enough.
The Web site is where you must cultivate that trust and convert general interest into sales. This requires state-of-the-art strategy and user experience design. Remember, it’s up to your site to convert interest into action, so make sure yours is best-in-class. Other areas that are often part of digital marketing infrastructure are your social presence across social touch points, search engine optimization (SEO), and search engine marketing (SEM), email, ratings and reviews, mobile Web sites or apps, and marketing automation.
7. Is Content A Priority?
Perhaps the biggest problem with most plans is a lack of focus on content. The word “content,” of course, is a catch-all that includes everything from banner ads and TV spots to videos and interactive tools. All of your planning, media, and infrastructure are there to deliver content. That’s because content is the part of the equation that influences the consumer.
Brands that commit to creating an ongoing stream of high quality, original, compelling content in all forms win hearts and minds. Brands that don’t, regardless of the rest of their marketing investment, cannot win.
In the recent annual “Trust in Advertising” report for 2013 from Nielsen, we learned:
“Brand websites are now the second most trusted form of advertising, second only to recommendations from people I know”.
This is a clarion call to all marketers to get their website up to scratch or risk becoming irrelevant to the modern consumer. To that end, here is a list of the 10 most important elements of a good brand website today.
A website only works if it’s built on comprehensive strategy. Your strategy is the iceberg under the surface that keeps the whole thing afloat. If you don’t do this work you will not get a site that cultivates and converts prospects, you will get a brochure.
Consumers come to your site in order to accomplish something. Identify what those things are and then execute the most important ones better than anyone else. Whether someone is there to explore your offerings or accomplish a task, your job is to make the experience easy and worthwhile. This is where modern user experience (UX) techniques are invaluable. They help you craft a site that unfolds effortlessly in a compelling, personalized experience. That’s what it takes today to convert prospects and strengthen bonds with your existing community.
Social interactions and content bring your brand credibility, activate your community and amplify your brand. They attract search through SEO and include everything social from simple integration to ratings and reviews. While companies used to shy away from the associated risks, the lack of social not only sends a negative perceptual message, but means you have less influence over the conversation.
Search Engine Optimization makes your website, and more importantly the content within it, findable. It’s an art and a science. Every page and every piece of content needs to be optimized to your maximum advantage. That means keeping up with the latest search engine developments like Google Hummingbird, which recently changed the game again. SEO is cheaper marketing when compared to just about everything else you do. So remember every time someone discovers your content through search, it is one cost-per-click you don’t have to buy with AdWords.
Analytics are not the same as metrics. Metrics tell you how you’ve already done, but analytics tell you what to do next. The many analytics packages you can buy will actually feed you metrics, albeit in an easy to consume form. What they don’t do is tell you what those metrics mean, and what you should do as a result of them. This is the work of the analyst and where the rubber meets the road.
These software platforms provide the missing link between your marketing and sales. There are many options now, and as a result these technologies have become inexpensive and much easier to integrate. They allow you to track the activity of individual customers, and in many cases prospects, not only on your website, but also across the digital spectrum, including email, blogs, search and social media. They are especially important if you have a large database of customers and prospects with email addresses. They enable personalized, automated email marketing and integrate with many CRM systems.
If you have an integrated marketing strategy, then most people coming to your website probably enter at a landing page. This is because landing pages allow you to tailor a visitor’s first impression based on their point of origin. Personal relevance is one of the key elements of persuasion and tailored landing pages are how you begin a compelling personalized experience.
Soon, most people will view your site on a mobile device of some kind. Your site should be designed to work optimally on every mobile device. This means you have to navigate whether to use Responsive web design, which creates a web experience that adapts to the device it is being viewed on, or to create native apps for different device platforms, which unlike responsive sites allow you to use the built-in capabilities of the phone. Either way you need to offer a flawless mobile experience that fits what the user will be doing.
The experience of your website should reflect your brand’s attitude towards customer service, which is a key consideration for consumers. You are either an easy brand to work with or not. Your customer service capabilities should therefore be built into your site from instant chat to intuitive search.
Last but not least comes content. Content is the lynchpin of modern marketing in digital channels, and your website is just a vehicle for organizing and presenting it. Consumers have figured out that they are no longer a captive audience for advertising.
So instead they are looking for content that makes them smarter and/or entertains them. That content can be a video, an article, or even an interactive tool. In the end, however, it is how you are being judged. Therefore, it’s not good enough to just tick the box.
If your content is not compelling, engaging, valuable and original, people will ignore it. If you do everything else right, content will still be the difference between success and failure. It is what search engines will value and will activate your social networks. It will be the basis of a relationship started and the trust that is cultivated. Once you have the infrastructure of your marketing ecosystem in place, of which your website is a key piece, an ongoing flow of content will become the fuel that ignites the brand engine and keeps it running.
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The adoption of smartphones is increasing at an incredible rate. Nielsen predicts that smartphones will overtake feature phones by the end of 2011. This shift will be the catalyst for innovation in the mobile marketplace. Marketers and their partner agencies need to consider how they’ll create for the next-generation mobile devices.
These next-generation mobile devices will push far beyond current devices in both hardware and software capabilities. Increases in mobile broadband, processing power, image resolution, storage, and connected services will drive innovation.
A competitive mobile platform marketplace dominated by RIM, Apple, and Google has been the primary storyline over the last few years. Previous market leaders such as Nokia and Microsoft are poised to challenge the current leaders and regain market share.
The operating systems that have dominated the marketplace for the last few years have focused on an app-driven paradigm. The central focus was on the capabilities of the individual mobile application. Nokia, RIM, and Apple built successful platforms based around this type of user interaction. More apps in a platform’s market provided the end user with more options and a perceived greater value than other competing platforms.
Eva-Lotta Lamm has published a book of sketches she crafted while at web conferences over the last two years. The book includes notes for 100+ speakers, including Edward Tufte, Jesse James Garrett, Dave Gray, and Eric Reiss.
I’m always impressed with people that can take talking points or ideas and make them visually interesting. Rather than creating an ordinary bullet list that is less likely to be referenced after the conference, this is a great way of channeling your creative self and bringing ideas to life that you can later share with others (and possibly make a profit on!).
Check out some sample pages on Flickr.
It seems like forever ago, but I clearly remember when computer mice became popular. I remember avoiding them like the plague at first – thinking how inefficient they were compared to a keyboard. I also remember a friend’s naive younger sister grabbing at the mouse as soon as she turned the computer on and thinking “this thing is going to dumb down computer users so much”. Fifteen years later and my opinions couldn’t be more different.
The mouse is to the PC, just as the game controller is to the XBox, just as the remote is to the TV – they are forms of interaction which are workhorses to millions. All of these controllers are pretty simple in nature: you push a button, it travels some wires (or wirelessly), and it tells a computer something to do. All of these forms of control were built back when computing power was at a premium, and before computer sensors are what they are today. What is becoming clear is that the biggest device innovations today are not just measured by computing power, storage, or screen size – the biggest innovations today are measured in how you interact with them, and how they interact with you.