`Bebop was about change, about evolution.
It wasn't about standing still and becoming save.
If anybody wants to keep creating they have to be about change´.
Miles Davis

August 19, 2016

Working in Munich @ Watson IoT Electronics Industry Lab

These days I am working most of the week in Munich Germany to create the content for the Customer Experience Center and Electronics Industry Lab workshops around Watson Internet of Things. It is an Amazing Building and I tell you when the opening is in a few weeks it's the place to be. 

Back in December 2015 IBM announced the new Watson IoT Global Headquarters and our first ever Watson IoT Client Experience Center. The new headquarters, located in Munich, will bring together the best experts in a "campus" environment to drive collaborative innovation and deeper engagement with clients and partners from around the world. The center will also serve as a lab for data scientists, engineers and programmers to build innovative solutions at the intersection of cognitive computing and the IoT. The IBM Munich Center will cultivate the most vibrant global ecosystem of clients, startups, researchers and academics from every industry.

 The Watson IoT Global Headquarters is an important investment made by IBM in Europe and it will provide access to IBM’s open, cloud-based IoT platform to clients, start-ups, partners and academia to bring into life new cognitive IoT products, services and solutions.

 The Watson IoT Global Headquarters will be avant-garde in this new era in technology and it will make IBM stand out as the leading provider of cutting-edge solutions. In order to do so, the IBM Munich Center will gather the best experts and most prominent talented people, and that will be its differentiating and unique advantage. The five electronics positions are posted below and I encourage you to think if this is an opportunity that would be right for you or someone in your professional network.

This is truly a once-in-a-lifetime opportunity to be involved in a start-up opportunity at IBM on such an important emerging technology.  Below are the positions that you can find on IBM’s job portal:

July 21, 2016

How fit are you for the future?

The 2020 marketing organization....
are you fit for the future...?
a view of new roles or roles that transform

Some examples of possible new roles and skills in the marketing operation:
The digital era will demand the CMO to besides rethink his organizational structure to become more flexible and agile to the hyperconnected customer or consumer. Also he has to think of new roles and skill development and education for his operation.
There are 5 major marketing area’s that will evolve in their capabilities and 1 new marketing department to be created in the 2020 marketing organization. The market intelligence,  the marketing strategy; market management, the demand generation, marketing communications, marketing operations department  will extend their capabilities and a new department marketing technology needs to be created.
The following roles and skills are expected to be created:
Marketing intelligence transforms towards market insight
Major shift will take place in the marketing intelligence organization although one could foresee that most marketing professional need to develop themselves with many new skills of which one of them are analytical skills,. Already identified  as a base for all our activities in marketing 2020. (see integrated planning model).

Marketing intelligence  evolves towards marketing analytics manager

Would lead and develop statistical & optimization models to provide insights and help optimize customer segmentation. Develop models to predict customer lifetime value, churn. Construct promotion/content forecasts for customer clusters. Support design, set up and evaluation of hypotheses testing. Develop reporting on customer metrics. Track and analyze model parameters and estimates over time. Collaborate closely with marketing, sales and IT teams to improve data pipelines. Execute ad hoc data analyses in response to business requests.
Marketing strategy & market management  evolve towards customer segment managers
Responsible for all customer segment group research including extracting customer data and analyzing profiles to develop and determine personas requirements. Develops targeted product offerings or marketing campaigns based on personas profiles. Provides information to sales and marketing teams to assist in the promotion of the organization's goods and/or services.
Marketing communications evolves in customer experience engineer
Responsible for strategic design of the customer experience through customer journey engineering. Has a holistic view of the overall wheel of influence (incl. pr, analyst relations, journalist) and constituents that have different needs in content. Identifies the content demand and preferred channels of communication.
Demand generation towards community and evangilize management
Responsible for content creation - writing blog posts, articles, newsletters, communications materials, and material for social media channels .Social media marketing – creating, managing and growing the company’s presence through blogs, Twitter, Facebook, and other strategically relevant online properties. Events and event planning. Business development - Depending on the company and depending on how senior the role is, a community manager can also be responsible for business development and sales. Responsible for all activities from awareness towards loyalty. This also includes customer services media inquires.
Marketing operations
Manages the master dashboard of all above and below the line marketing campaigns, social, digital tactics. Analyzes and  sets up measurement tools to provide reports on metrics, and continually drives internally with other marketing roles ways to improve on those metrics through testing and new initiatives. Manages the marketing budgets. Optimizes the marketing processes. Including new digital & social processes.
Marketing technology manage
Leads marketing innovation through technology and digital investments and experiments. Ensures the customer experience demands are implemented  and supported.  Determines the source of the technology, to outsource or insource

February 17, 2015

Experience the Future today
Last week I presented at the Marketing Association Rijksuniversiteit Groningen (MARUG) where around 350 students and 100 businesses where attending. The topic was about customer insights and analytics. I started with showing a youtube around what todays already is possible with available CRM data and sales data and some standard algorithms using Watson. A first view of marketing insights as a service.  The lack of good analytical marketing skills drives companies like IBM to develop these kind of services.
The move towards customer, consumer or shopper understanding in much more detail is something marketers and predictions has been talking about for many years. The digital footprint we leave behind give marketers insights and contribute towards a 360° view of the client. In first instance we focus on a B2C environment but it is also possible for B2B2C and B2B route to market. Today we analyse data using psycholinguistic and visual analytics. The psycholinguistic analytics based on interpretation what has been said on social media give a profile of a person based on 4 dimensions. The social behavior, the personality based on OCEAN (openness, consciousness, extraversion, agreeableness, and neuroticism [O’Brien ’96, Neuman ’99, Gosling ’03, Wholan’06), the Needs 12 dimensions (Aaker 1995, Maslow 1943, Fords 2005), and base values of the person. These personal intrinsic traits create a unique digital personality. Another trend is that millennials use less text and more visuals to communicate. Through analytics of those picture (pure the visuals) we are now able to identify brands and surroundings (beach, sports...etc) which also provides input to build a digital profile.  Combining the two would provide great capabilities for marketers to create personalized or hyper personalized propositions. This all fits still to the paradigm we already concluded in our CMO study in 2011. Understand your customer as an individual.

Now with knowing your customer as an individual and using science Analytics or an Analytical service,  there is still the challenge for marketers to develop an attractive intelligent customer journey that provides maximum value at every touch point. That was paradigm 2 in the CMO study.  Digital has a lot of impact on the channels to engage with brands. These digital channels will increase and it is the marketer who needs to incorporate those in an intelligent way. As marketer you need to show that you have a clear understanding of all the journeys your customers can take and make logical connections between the different phases, steps and channels. If a car manufacturer envisions that in the near future he is unable to bring every model to the dealer showroom what point solution they should add to the customer journey. In this case it is not driven by the customer but also from the car manufacturer from cost perspective.  With a Customer Experience LAB you can start envisioning what future customer experience would be possible to give the customer a "near" real experience of the car he is planning to buy. The look, the color, the sounds, the feeling of the seats, the speed and acceleration, how does the car think...what intelligence is included...
This opens opportunities for augmented reality or using large screens, oculus rift. Now we are almost back to the game development and virtual reality to develop the near future showroom of the car manufacturer.  This virtual reality experience is my bridge towards the next paradigm.

 The 3rd paradigm: design your culture and brand so they authentically one. Due to communication today all companies become more transparent. Like we expect our clients to be transparent so the brand has to be transparent. There is no longer a strong internal and external separation in the way a brand communicates. The employees, customer care departments, sales, marketing etc...all communicate with customers and all communicate towards the outside world and in such way also represent the brand. As marketers we always were responsible to protect the brand promise. How to do this in the digital world of today. Like in the previous paradigm the brand will be experienced through every touch point. Therefore you have to start with defining the brand character which is build up based on does it sound, feels, looks (reads), tastes and thinks like "your brandX" ...........when you are operating at your best. When you do a quick scan you probably already know a couple of gaps between the touch points with your customer journey and how you should operate at your best to meet your defined brand character.  And now we are back full circle as through social listening you can understand what the sentiments are around your brand and understand the gaps and take actions to close those. I help customers to design the brand and the journeys based on analyzing their customers, consumer or shopper. Envision the digital possibilities in the near future and incorporate those in the overall experience. The questions is is your marketing department ready for all these changes or do you need some help to transform towards the new marketing organization and what idea do you ahve of that organization? What are the skills needed, which processes need to be revisited, which technologies you use, how to structure your organization including digital, how will you be does the marketing operating model of 2020 look like for your organization.....if you have an idea...let me know or lets start a conversation.

November 10, 2014

FIVE STEPS for your Integrated Campaign Planning System

Build a better marketing organisation
One of the most effective ways to ensure every campaign
delivers maximum impact is to adopt an Integrated
Campaign Planning System.
This comprises a cycle of five steps that enables
businesses to choose the most effective combination of
engagement tactics, media types, platforms and content.
This makes it possible to build a campaign plan that is
highly relevant to the customer segment, represented by
personas, and that makes optimum use of paid, owned
and earned media.
Integrated planning is an iterative process, with analytics
making it possible for organisations to identify and fine-tune
the tactics that work best. This process of continuous
refinement leads to improvements in KPIs and enhanced ROI.
The five elements of the Integrated Campaign Planning
System are as follows:

Step 1: Identify inputs
To succeed, a marketing plan must take account of all the
internal and external factors likely to influence the campaign.
Internal factors include business priorities and corporate
digital strategy. Among the external factors are the digital
landscape in the target territory – digital usage is subtly
different in every country – and the level of digital maturity.

Step 2: Define marketing objectives
CMOs are expected to drive performance in three areas. First,
they need to grow sales and revenue. Second, they need to
demonstrate marketing efficiency improvements in brand
awareness, improved customer acquisition and product
promotion. Third, they must boost overall brand value.
Unlike traditional above-the-line marketing – such as
print, radio and television – it is possible to quantify just
about every aspect of a digital marketing campaign using
KPIs. These include viral reach, likes, video views,
comments and shares. As well as providing an instant
barometer of success, KPIs assist in the progressive
refinement of campaigns. KPIs must be aligned to
objectives and should not be considered as objectives
in their own right.

Step 3: Customer experience
Who is your customer? What is their preferred combination of
social networks? What sort of digital journeys are they likely to
take and what will they do next? Personas – fictionalised
consumers built using data and insights – help marketers to
answer such questions. Personas represent key segments
within target markets and provide a higher level of granular
detail than traditional broad-brush segmentation techniques.
In order to build personas, organisations need a range of
analytic skills and techniques, including data analytics,
buying-behaviour analytics and analysis of customer interviews.
Hyper-personalisation of this sort makes it possible for
marketing organisations to optimise the customer experience
and plan tailored journeys that generate maximum value at
every touch point. This allows marketers to target social
spend where it is most likely to trigger a chain reaction:
an example would be using “paid” media.

Step 4: Execute and measure
A rigorous and timely plan is the key to a successful
campaign. Integrated planning needs to be a default
capability: good planning will ensure not only the successful
initiation of a campaign, but also that every opportunity for
refinement is acted on once the campaign is in motion. A
number of test methodologies can be used to determine
what works, and what doesn’t, throughout the campaign
lifecycle. The most valuable of these techniques are A/B
testing, multivariate testing, usability testing and customer
journey analysis.
Dashboards provide a real-time indication of the health
of the campaign, highlighting activity on each social media
channel and correlating outcomes with earlier actions.
The ability to visualise and measure everything – and then
to adjust the campaign accordingly – is a differentiator.

Step 5: Analytics everywhere
Analytics has the power to transform every facet of a
campaign, from initial set up through to in-flight monitoring
of customer journeys [see box on “Tools for Change”]. But
it also has the power to drive change in the way marketing
organisations function. The companies that get the most out
of analytics are the ones that develop new expertise and
tackle interdepartmental bottlenecks to ease the flow of data
between silos and across areas of responsibility. In short,
analytics can not only boost revenue, it can also serve as a
catalyst for a smarter and better-integrated business