[Beeps]
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>> Shaun Gomm: Please welcome Tony Wood to the stage.
[Applause]
>> Tony Wood: Good afternoon, everyone.
Can everyone hear me?
Okay.
Brilliant.
So thanks for --
thanks for being here.
I'm really nervous now because --
who was in the room with Jeff
a wee bit earlier in the previous one?
So it's always a bit difficult
to follow someone that talks about
Google, cardboard, laughing gas, and poppers.
Mine is dry in comparison to that,
but I'm hoping you'll find it engaging.
My name is Tony Wood.
I've been really fortunate
to be in the industry for about 25, 23 to 25 years,
working with some really good brands,
working with Boohoo for the IPO,
working with Manchester Airport Group,
working for agencies like McCann and Fitch.
And, yeah, I've been involved
in digital and omni channel for 20-odd years.
I want to start out,
because most of my conversations
are with the C-suite, CEOs, CFOs,
the people that want to use digital.
Six and a half years ago,
I had put together,
commissioned a little slide deck
that enabled me to communicate, really visually,
the importance of mobile
because obviously we'd had huge amounts
of waves of mobile happening.
I think it was the third or fourth generation
of mobile really making a play.
I put together this deck
--really, really simple--
about the importance of the influence of mobile.
And at that point CFOs, CEOs,
senior SLT and ExCo members
--apologies for the acronyms--
really took, really began to listen,
really began to understand that
actually the lives of everyone.
So this is a chap waking up in the morning.
I think there's a mobile phone on the corner, using it --
on the cabinet, using that as an alarm.
This thing, getting the update on weather.
Listening to DAB radio.
Eighty-percent of the people wandering around the streets
have a mobile device or another.
Workplaces, boardrooms, presentations,
people constantly on mobile devices.
Our daughter is 13, nearly 14.
I think there's a recent piece of research that said that,
between 14 and 16, 39% --
was that the number?
It said 51%--sorry--
of teenagers will wake up at least once, if not three times,
to interact with a mobile device.
So just winged on mobile devices.
You see here the iPad.
The little one knows that mom has got an iPhone
or some sort of device in her pocket.
Then dual screening.
There's nothing fresh about this,
but I thought it was really important
is the ability to be able
to visually communicate to the C-suite
the importance of these devices
because everyone was ignoring them.
Everyone decided that we would use --
we'd have a website and, therefore,
we would have a mobile iteration of that.
We're touching our mobiles about 2,600,
and it's actually higher than this now.
It's 2,737.
We're just missing the world -
completely missing the world.
Google going from moments to micro-moments.
[Laughter]
>> Tony: So as a marketeer,
as a technician, as a service design,
as an influence or a creative,
how do you feel about this?
Our attention spans are getting shorter.
We've got attention spans less than goldfish.
We're interacting with our phones all the time.
How do I begin to engage?
So I walk into a C-suite,
and the C-suite will say to me,
"Right, Tony?
What I want you to do, year-on-year,
I want you to increase our customers by about 20% to 25%.
I want you to increase revenues by 17% to 20%.
I want you to help increase our net promoter score
and better engage our customers.
I want to improve our competitive position,
and I also want to reduce the costs.
"So I want you to increase the customer base,
increase revenues, have a better NPS,
improve our competitive position with the same revenue
--sorry--
with the same budgets that you experienced last year
and the year before that
and the year before that,"
because digital enables us to do all this.
Digital allows us to increase our customer base
because a lot more people
are touching their phones.
That allows us to increase our revenues
because we can understand what devices,
so therefore we can add a premium or a promotion.
So now how do you feel?
So this situation where 2,000 times 700 times --
we're looking at a device over,
well, that was 3 days,
you've got less time.
You have less money.
You've got more competition.
How do I go about this?
So we go to Hitwise or we go to ComScore,
and we begin to understand what the market is looking like.
Where can I realize my competitive advantage?
Where are those sweet spots?
Where are those opportunities?
What data can I glean?
What customer insight enables me?
This is a lament, really,
because I'm going to draw down from data
from lots of different verticals.
So the information that you see is not common thread,
but it's a view of probably eight or nine verticals.
Here we can see that a new contender to this marketplace
owns 30-odd-percent of that market share,
and that new business,
a greenfield business,
had been around 18 months,
and all of a sudden it wipes out or takes
30% of that primary market,
taking 38% of the revenue in that marketplace.
This is an organization that is new.
It's fleet of foot.
It has that capability,
and it's not bound by
those constraints that C-suites drive.
It's bound by delivering
customer service and customer value.
And it's not constrained by legacy systems.
It's not constrained by legacy technology.
It's not constrained by the frisson between a CMO and a CIO
trying to pull together
and then bouncing in different directions.
I began to look at my competitive universe.
And I began to understand,
well, actually, how do I begin to engage?
How do I begin to compete?
In this marketplace,
which is blinds and curtains,
just as an example, you see,
on average, 68% of all traffic
coming into that marketplace is paid for.
If I look at my Google,
if I go to analytics,
I begin to understand that,
well, actually I've got 93,000,
92,776 clicks from PPC on that day.
I then begin to understand that, in less than ten seconds,
well, ten seconds, sorry,
zero seconds to ten seconds,
I've got 33,512 bounces,
which equates to, on an average cost per click,
equates to 22,000 pounds,
22,500 pounds between zero and ten seconds.
So I go to my marketing team and say,
"Marketing team, that campaign is really rubbish
because it's cost me 23,000 pounds,
and I'm seeing no return from that."
Marcoms then go to the agency,
and they speak and say,
"How can we change the campaign?
What can we do?
How can we differentiate?
What can we do to make sure that people don't bounce,
and people are more engaged?
Then I realize, we dig around, it's not the campaigns.
In this instance it's the vendor,
so this is a Web performance piece.
And what we found out,
on that day there was a code upgrade, a code release,
a refresh of the code, which meant that,
on certain devices across certain countries,
no one could access the shopping cart whatsoever.
If we go back, as a marketeer
I'm looking at revising the campaign efficacy.
If I didn't have this information,
I would have revisited that
because I can draw that data down,
that performance data down.
I realized that the impact is not the campaign.
The impact is not the marketing.
The impact is the technology failing me.
So in this instance
it's the software as a service,
and it's my vendor.
But if it's not my vendor,
I have issues with my agencies
because what I've got is a situation
where I've got a tag manager
or a number of tag containers.
But in order to glean more insight
for me to deliver and gain more favor,
we've got 14, 15 pieces of JavaScript
in that tag manager to glean more insight,
which means that the page is loading less than positively,
and there's an impact of that.
The impact of that means
that that page doesn't load for five seconds,
by which time my paid for customers have left,
so there's another out cost associated with that.
And if it's not my agencies,
it's the resources that have been implemented.
So if you look at conversion rate management tools,
multivariant testing profile systems,
if we look at how those are implemented, we can see.
This, unfortunately --
these slides will be available later on.
We can see that a particular tag --
is anybody here from Monetate?
Okay.
[Laughter]
>> Tony: Fortunately for me.
It's a Monetate tag
that I believe is doing a wonderful job.
It's allowing me to do lots of multivariate testing.
It's allowing me to ultimately deliver conversion
or increase conversion rates.
But actually it's taking 15 seconds on a device to load,
15 seconds on a device,
which happen to be an Apple iPhone,
of which 38% of those people, those visitors,
are paid for at 68P a click.
So again, if I was coming at it from a marcom's perspective,
I'd be looking at refining the ad messaging.
But I have the availability
to draw down this information
and realize it's the Monetate tag.
If it's not the external resources, it's my resources,
because it's difficult in this marketplace to retain,
to drive the right culture,
to ensure that we retain our best staff.
So in this instance here,
on a Friday afternoon at about quarter past 5:00,
we have a new designer.
Decides we need a new promotion specifically on the iPhone.
Rolls out a new graphic.
Doesn't optimize that graphic.
And at six seconds,
we're beginning to see the primary message.
But at eight seconds and nine seconds in,
I'm only allowed to navigate through,
so that service and that capability
is completely suboptimal, completely suboptimal.
If it's not my PPC, it's not my vendor,
it's not my agency, it's not my resources,
and it's not the technology,
how can I begin to pull these together?
What line of visibility do I have as a marketeer,
as an e-commerce manager,
as a technologist to be able to draw
and influence all these together,
to ensure that I can provide
a more positive customer experience,
and to ensure that I can create a compelling experience
and also to realize the commercial value from that?
Some time at the airport.
This is a customer journey map,
14 touch points that enable me
to look at pre and post airport experience.
It enables me to identify,
as I say, the 14 individual touch points,
the time associated with those.
I've looked at the number of organizations
that have gone through that whole customer journey piece
to identify those magic moments,
those points of value.
If I do my job correctly,
I can ensure that a customer
will have 75 minutes actually on the physical estate
in order to realize retail value
and food and beverage value.
As I begin to pull lots of information on that 75 minutes,
I've got 867 data points that enable you to understand
how that customer or how that individual
interacts and works with and liaises with
and who they interact with
and how they reenact with,
in this instance,
it is a terminal outside of the U.K.
But it allows me to draw that data in to identify how --
what the most important elements are,
what the most important touch points are,
and how it works,
where I can draw that value,
and where I can deliver value to that customer.
To add to the mix,
we begin to put, on the external parameter,
things like digital signage,
digital lampposts to draw even more information,
glean more insight.
These are rolled out
just outside of the U.K. at the moment in Europe.
But gleaning information,
but actually that information is --
we draw that into a data set,
and then we begin to leverage that.
So we go back, and we've got an issue.
That issue really is around I've drawn.
I have my customer,
with less time wants to engage more,
have information around me
of all different shapes and sizes
that I can't draw and begin to identify
where the tree value is.
I have more --
I have less control because of a CMO and a CIO
that want to deliver different services and different values,
want to drive different campaigns
and different messages.
I have a situation where,
if I'm not careful,
this sort of thing will happen
because I'm completely disassociated
with actually the activities that are happening.
I've got disparate charitable channels,
disparate information, inaccurate information.
The board still want me to increase my customers,
still want me to increase my revenues,
want to engage better,
want to improve their competitive position,
and still want to reduce my costs.
But I've got 500% more pieces of data coming in,
and I've got more activity in that marketplace
and more competitive activity in that marketplace.
[Pause]
It was really interesting
to see that disenfranchised data set.
NCC, we work with FTSE Top 50s.
What is really important for us
is to identify where that value exists,
how we can deliver value,
and where those gaps in information are currently,
and how we can begin to drive those.
We've recently pulled together
a digital service design born out of priming areas,
so we've got strategy, skills, standards, and systems.
It really starts off
by a holistic level
of understanding the organization,
the organizational drivers.
What is the business commercial strategy?
What is their customer strategy?
Does that exist?
What is their existing data technology strategy,
and how we can begin to implement
and pull those together to drive value?
If we look at it from a marketing perspective,
we have 12 core areas in digital architecture,
and we see this huge amounts
of times with regards to organizations
that are wedded to legacy systems
that need to be more fleet of foot.
Looking to the cloud,
we're concerned about the value of the cloud.
We're concerned about, more importantly,
security of the cloud.
They're making really informed business decisions
on data that they know is inaccurate.
They want to be agile,
but their C-suite have milestones and revenues
to be realized in a very stereotypical
prince to project management way
where we need to hit a milestone for me
to realize shareholder value,
so we can't be agile.
We've captured information,
but actually has that customer opted in?
Has that customer opted out?
How do we begin to automate
and look at CRM in terms of attention?
We want to look at cross-border,
but we're not quite sure actually
what can we do in terms of cross-border information.
A lot of this in terms of SaaS
and in terms of e-commerce as a service,
there's a huge amount of value out there,
but it's a minefield.
We're seeing lots of organizations
that are migrating from a platform
that sold them exceptionally well
into painting them into a corner
with regards to the level of bespoke nature.
And it's limiting the ability
for those organizations to move into new markets,
limiting the ability for those organizations
to merchandise effectively
at a global, in a global standpoint.
As I mentioned a little earlier,
conversion attribution is a real key one.
We're seeing lots of people
implementing conversion frameworks,
but actually not really understanding
what those mean and,
in some instances,
just using those frameworks
to provide the capability
to remove themselves from promotional activity.
Meaning that they can put updates on their sites
as frequently as they want to
and drive those two meg pictures on a Friday afternoon.
PPC costs, we mentioned that already.
We're seeing, in most verticals,
Google has increased
about 23% month-on-month in terms of PPC cost,
PPC expenditure - 23% on average.
That's across 19 verticals.
Not only can I --
not only is my market share getting larger.
My competitive set getting larger,
but actually my out cost,
my cost to Google are increasing so dramatically.
We all have to be content providers now,
content developers.
How do we begin to create content
when it's not our primary point of value,
it's not our primary proposition?
How do we begin to engage?
Social: C-suites are really interested in social,
but actually they're still finding it very, very difficult
to be able to justify the return on investment.
What does that mean?
Where does that exist in the value chain?
There are huge opportunities,
as we know, for social.
But actually, it's still
perceived as an issue for organizations,
certainly FTSE around the level of control that delivers.
Mobile, we've talked about performance and testing.
This is a huge piece we're seeing at the moment
with regards to sites just under-performing
and not realizing their potential.
I think ultimately what we're seeing
is that the digital business is the business now.
We're seeing --
you know we've spoken about Uber and Facebook
with the capabilities that they have.
But actually organizations,
smaller organizations,
really causing chaos with certainly FTSE 250s.
As they put together the digital service design model,
there's a 360 view of how we can begin to.
And again, apologies if it sounds like it's an acronym,
but it is a true understanding
of how an organization's pulse
is from a digital perspective.
We look at the strategic view.
We look at skills.
We look at standards, and we look at systems.
Culture is a common recurring theme through here,
not only in terms of aligning the standards
because organizations are so busy
fighting the fires in tactical activities,
there's issues with my PC.
There's issues with social.
There's issues with my email.
Strategy goes out of the window
until the next financial year,
so organizations are falling
short of their strategic value.
Skills is a really interesting one.
Certainly in the U.K.,
because if you find someone
that has a really strong capability,
if you found someone that excels,
you really need to incentivize that person, not financially,
but with a sense of worth,
a sense of belonging in an organization.
We see this time and time again
where organizations will recruit
--I think it was alluded to a little earlier--
recruit for someone that basically a CV is done
by keyword index, key word search.
Unfortunately, that individual doesn't have the capability,
doesn't have the knowledge,
doesn't have the wherewithal,
the commercial desire, the ambition,
or just the ability to be able to work
in certain pressures in certain environments.
Skills are absolutely key.
Again, organizations,
this transition between
what does the cloud look like for me.
What can the cloud truly deliver?
And how confident I am in the cloud,
am I with the cloud,
the security or the capabilities
that the cloud supposedly offers,
and yet I'm seeing breaches.
So with digital service design,
NCC have got a really strong view in terms of verticals,
FTSE 250s, as I mentioned.
But primarily across multichannel, multi-verticals.
So it's really impossible to --
sorry, really possible
to understand the value that that drives.
We're seeing interesting activities around public sector
using private sector activities
and private sector use
and public sector campaigns
in order to drive and realize new revenue streams.
We enable organizations to look at
and temperature check
and sense check strategic gaps,
strategic shortfalls,
and drive and iron out those issues and deliver value.
We're completely independent,
so we can ensure that we can drive value
through your agencies
and deliver value across all of those streams,
those multiple channel streams, omni channel streams.
And we're sort of focusing on the skills
and the capabilities that businesses require,
that the C-suite requires
to ensure that you engage with your customer
and you extend that value with the customer,
and you increase your customer lifetime value.
Thank you.
[Applause]
[Pause]
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