hosted by cravety team members
HOSTED BY CRAVETY CEO ED BODENSIEK
Diane Magers, CEO of the Customer Experience Professionals Association
Frankie Abralind, experience designer at Sibley Memorial Hospital's Innovation Hub
Katina Sawyer, PhD, assistant professor of management, George Washington University
Greg Derwart, managing director for the State of Maryland's Department of Commerce and Governor Hogan's customer experience leader
Ana Albert, head of marketing and customer experience for international ship-builder Almaco
Jeanne Bliss, best-selling author of Would You Do That to Your Mother? and Chief Customer Officer 2.0
HOSTED BY CRAVETY CXO GREG KIHLSTRÖM
Many companies got on the “big data” bandwagon early, driving it on a path of growth that IDC predicts will reach in excess of $200 billion by 2020. Everything from financial and sales data, to website analytics, to real-time social media listening tools can clutter any database and reporting tool. This creates overload and confusion, often resulting in marketing and sales reports based on what data is easy to obtain and make sense of, rather than what data is valuable to understand.
Continuing our discussion of what sets agile brands apart from others. Today, we're talking about telling genuine stories. Any brand story must be authentic and stay true to your company values. It must also resonate with your customers’ values and ideals.
We all hear about engagement, but what does it really mean? To many digital marketers, it’s a metric to be reported. Consumers rarely view engagement in the same way, or think of it all. In an era where advertising and marketing are so pervasive, customers aren’t seeking engagement with brands. In fact, most people who do not work in the marketing world rarely, if ever, think about something like brand engagement.
While some things need to stay the same in a brand, a truly Agile one needs to evolve over time. There are two ways to look at how an audience changes over the life of a brand. First, you can look at audience shifts in terms of how an audience’s preferences and behaviors change over time. This could be measured in everything from how they interact with your brand (e.g., a shift in mobile device usage, or increased adoption of social media for customer service) to their buying behaviors or other preferences. The second way you can look at audience shifts is in how different audiences may find your products and services useful over time. You may go to market assuming that your product solves a specific audience’s problems, but then find that you are instead being very successful with a completely different audience. What do you do? Depending on your strategic approach, you may decide to embrace this new audience, or you may shift your messaging and strategies to focus more on a different demographic.
Once when I was speaking on the topic of agile marketing at a conference, someone asked a question that should be addressed here: Doesn’t it go against the fundamentals of branding to be so agile, and adapt to change so easily? What about the core things that make up a brand? For this reason, we need to think of the Agile Brand as being nuanced. Earlier in the show, we described “timelessness” as one of the key aspects of a great brand. It’s important to make sure we don’t confuse matters. While much of our discussion of the agile brand has centered on creating a continually evolving entity, we should also be clear that there are certain brand elements which should not be readily modified.
Having discussed what agile is and means, let’s talk more specifically about the current state of branding, and what I’ve defined as the Agile Brand. Agility is built on principles of sprints and optimization discussed in the previous chapter, and on the fundamentals of branding.