Chris Combemale - 1 to 1 to millions communication
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This document summarizes a presentation on reinventing direct marketing for 2013 and beyond. The key points are: 1) The presentation discusses evolving direct marketing to meet changing customer and technological needs, including moving towards more personalized, real-time communications. 2) It proposes a new vision and value proposition around "1 to 1 to millions communication" - using one-to-one engagement to effectively reach large audiences. 3) The document outlines plans to deliver this value through thought leadership, innovation, connecting members, and more. The presentation provides an overview of reinventing an industry association to support modern direct marketing practices.
Chris Combemale - 1 to 1 to millions communication
- 1. 1 to 1 to Millions Communication Reinventing the DMA for 2013 and Beyond Chris Combemale Executive Director
- 2. What 1. What we’re doing and why we’re doing it 2. What we learnt from our research 3. Where we’re heading Why 1. To bring you up to date with the DMA strategy 2. To bring you up-to-date with progress on the content strategy 3. To bring you up to date on positioning the new code and guides at the heart of the new strategy
- 3. “There are several forces we believe are creating conditions for true breakthrough.” To meet the needs of marketing clients Why are we evolving? • Technology gives people 24/7, real-time connections to everyone, and the power to transform public opinion on just about anything, including the direction of brands, companies and even countries. • Trust in institutions is eroding so people want to know who is behind brands and companies; and if we’re interested in improving lives, versus just making money. Today’s heroes are "everyday people" whose actions inspire others to follow and whose stories generate the most interest and advocacy. • People are participating. They’re involved in conversations about our brands and companies like never before. they’re creating content through conversations, and creative expressions of how they think and feel about topics.
- 4. To meet the needs of marketing clients “P&G’s vision is to build our brands through lifelong, one-to-one relationships in real-time with every person in the world. But achieving this vision requires some fundamental shifts in how we operate. It requires shifting our mindset to think of who we serve as "people", not just "consumers" in order to make their whole lives better.“ Marc Pritchard, Global Marketing and Brand Building Officer, Procter & Gamble Why are we evolving?
- 5. Conversations are changing in our community
- 6. Participants agreed that we create “work that works”: targeted, personalised, responsive, measured communications that are commercially robust and effective. There’s a warning not to throw out the baby with the bath water – as we are a growing not dying industry. We are grounded in a heritage we’re proud of.
- 7. With technology facilitating the shift of power to the customer, participants emphasised that direct marketing’s potential to communicate one-to-one is more important now than ever. It was therefore felt that we should build on the heritage, credibility, thought-leadership, data and tools which have always enabled us to create the customer’s experience … just bring them into the digital era. What differentiates us is our total obsession with ‘the customer’.
- 8. Participants made the point that in the analogue era, we claimed to be able to communicate with every individual but fell short of being able to do so. They agreed that now, however, with the revolution in digital, social and mobile technologies, we can deliver on this promise. Unexpectedly, it has also given us even greater power to do so at speed and at scale: our business is now multi-channel, real-time, always-on communications. In a digital world, we are now in the ever more competitive business of “DM on speed”.
- 9. The majority of participants chose ‘one-to-one-to-millions communication’ as the proposition which they felt an industry body championing their interests should be founded on. They agreed that if implemented successfully, one-to-one communication has the power to reach unlimited numbers of people. ‘One-to-one-to-millions communication’ presents an exciting vision of what one-to-one marketing can achieve.
- 10. Reflecting the positive light in which the proposition was perceived, other phrases used interchangeably with ‘one-to-one-to-millions communication’ were: • ‘DM on speed’ • ‘DM turbocharged’ • ‘True one-to-one’ • ‘Ultimate one-to-one’ There were many similar articulations of the same proposition which supported its validity.
- 11. Participants articulated what the mission of the organisation should be in different ways. But at the heart of every articulation was the hope that it would be a facilitator of change committed to helping members to surprise and delight the customers they serve. Be a ‘change facilitator’.
- 12. Participants agreed that the key benefits which they value most but find lacking in industry organisations available to them are: • Thought leadership; • Facilitation; • Education; • Experimentation; and • Leading edge practice Thought not just practice.
- 13. DMA Government Legislate and control marketing services Consumers Respond to marketing services Industry Provide marketing services Professionals Use marketing services Suppliers – analogue and digital Agencies – direct, digital, social, PR, integrated and advertising, media, brand activation Partners AA, ASA, Asbof, CAP, IPA, IDM, ISBA, BIMA, CBI, IOD, MMA, IAB Every single company/organisation in the UK Businesses – medium and large Charities and not-for-profits Media owners Government Ministry of Justice Ofcom, Defra, DCMS, ICO,MP’s MEPs The community proposition sits at the heart of the content strategy
- 14. Our community vision Together we will create a vibrant future for Britain by putting 1 to 1 to millions communication at the heart of business, even society.
- 15. Our value proposition We connect, enable and inspire our members to drive business growth through 1 to 1 to millions communication.
- 16. How do we deliver the value proposition? 1. We’ll lead the revolution to build great businesses on great customer experience 2. We’ll empower the creative industry to drive growth for the UK 3. We’ll drive constant innovation to future-proof our industry 4. We’ll connect our community of members with the fast-changing world around us 5. We’ll lobby for the best interests of the industry 6. We’ll promote best practice in 1-to-1-to-millions communication 7. We’ll attract and nurture the talent of the next generation of industry leaders
- 17. Our Values Genuine We are transparent and honest in all that we do. In-touch We are open, intelligent and never lose sight of the needs of customers, our industry and our members. Inspiring We are vibrant, energetic and creative. Helpful We work as a team, sharing goals and supporting all our stakeholders.
- 18. So, what is a content strategy? Content strategy Content Structure Format & Delivery Resources & Workflow Measurement Monetisation Multi- channel Website Mobile Social Email Events Sales Collateral Publications Research PR
- 19. Big aspirations and conceptual shifts
- 20. Members aspire to be a real community. There is a shared aspiration amongst council members and members to create an open, connected community of experts, mentors, thought- provokers and change agents, standing on each other’s shoulders to move the 1:1:M industry forward.
- 21. A distinct culture. To understand the culture of the community they aspire to, we explored 6 cultural dimensions with the groups: behaviour, structure, knowledge, mindset, relationships and leadership.
- 22. Behaviour. thought leaders outspoken ambitious inquisitive lobbyists compliant risk averse dull toothless reactive slow time constrained thought provokers one step ahead newsworthy forward-thinking robust debate visionary inspirational now change agents dynamic pushing boundaries generating ideas setting agenda proactive directional innovative pushing industry forward decisive continuum of behaviour Away from compliance, towards thought-provocation.
- 23. Structure. continuum of structure Away from siloes, towards connected communities. siloed channel-promoters connected communities inclusive engaged serving feedback one organisation supportive collaborative consultative common agenda protectionist converging competitorsmedia siloes in a world of convergence
- 24. Knowledge. continuum of knowledge Away from academia, towards mentorship. geeky educative knowledge sharing informative good speakers mentors educators mentors facilitators academic academic theory white papers
- 25. Mindset. continuum of mindset Away from ‘the elite’, towards pioneers. expertsexperienced no representation of youth all been in industry for long time pioneers specialist knowledgeable credible in depth insightful pragmatic experts know-how elitist formal
- 26. Relationships. continuum of relationships Away from absent towards open. absent quiet unseen who are they not much exposure representative opensecret uncommunicative private members club closed doors ‘nda’ closed space outward-facing open working groups accessible approachable open-minded
- 27. Leadership. Away from leadership, towards followership. continuum of leadership command- and-control obstructive old-fashioned no action uncollaborative looking after themselves protectionist direct and delegate connect, enable and inspire consult and action long-winded groups communities conversations hangouts hubs circles champions
- 29. From trade-body to community From council members to members From leadership to followership From ‘heartland’ to new audiences In summary, four big shifts are needed. There is a shared aspiration to move from a ‘tick-box’ trade body towards an open, connected community of experts, mentors, thought-provokers and change agents, standing on each other’s shoulders to move the 1:1:M industry forward. There is a need to shift the perceived value from council members to ‘rank and file’ members. There is a desire to move from a stuffy, old- world style of leadership to a member-driven followership. There is a need to appeal to new audiences, especially digital, creative and new blood.
- 30. A strategy that re-interprets the DMA’s heritage for a participation culture. It’s not an either/or strategy. It’s an AND strategy.
- 31. The Culture of ‘Labs’ Think. Make.Do. Our strategy is DOING. Celebration of Culture. Collaboration. One unified team. Having fun, experimentation and testing. Making cool shit instead of making meetings. Applied strategy. Demystifying how it works rather than hoarding secrets. Show the team what resources they have—accessible with just a few clicks—and suggestions on how and when they could use them. We’re merely offering “plays” that have worked for us. We trust your judgment over ours to decide which tools and techniques might work for you, too. Play.
- 32. Festivals A 21st Century laboratory, an eye-opening, always-changing, playful place to explore, full of creative, thought-provoking tools, programs and experiences that ignite curiosity. 1:1:Millions Exploratorium A 21st Century laboratory, an eye-opening, always- changing, playful place to explore, full of creative, thought-provoking tools, programmes and experiences that ignite curiosity.
- 33. Festivals A 21st Century laboratory, an eye-opening, always-changing, playful place to explore, full of creative, thought-provoking tools, programs and experiences that ignite curiosity. The Exploratorium 1:1:Millions Co-labs A collaborative environment that connects the leaders, entrepreneurs, innovators, craftsmen, illuminati and young blood in the 1:1:Millions community. A set of tools that spark ideas, encourage debate, foster relationships and promote knowledge exchange.
- 34. Festivals A 21st Century laboratory, an eye-opening, always-changing, playful place to explore, full of creative, thought-provoking tools, programs and experiences that ignite curiosity. The Exploratorium A 21st Century laboratory, an eye-opening, always- changing, playful place to explore, full of creative, thought-provoking tools, programs and experiences that ignite curiosity. 1:1:Millions Festivals Vibrant celebrations that bring together the diverse thinkers of the community around a common point of passion. You belong here and you participate. You're here to create. Since nobody in the DMA is a spectator, you're here to build your own new world. You’re here to experience. You’re here to experiment. But you’ll take the world you built with you.
- 35. A 21st Century laboratory, an eye-opening, always-changing, playful place to explore, full of creative, thought-provoking tools, programs and experiences that ignite curiosity. Limited edition celebrations of the most iconic people, businesses and work in the 1:1:Millions industry. 1:1:Millions Icons
- 36. An intuitive, customisable feed that seamlessly brings you the content and conversations that are most relevant to you. 1:1:Millions Flow
- 37. The homepage is dead. Feeds are the new homepage. Social media aggregators and email have replaced destination sites and homepages. Everyone deep-links to content that surfaces in their feeds: LinkedIn, Flipboard, Facebook, Twitter. We have to work hard to ensure the DMA gets its content to people in this way.
- 38. Snacks on the go. Consumption of content happens on the go: train, taxi, walking. And so it needs to be in bite-sized snippets. Everyone loves the Linked In feed and the econsultancy ‘10 stats of the week’. It is the snack which may make them buy the meal (the longer report). We need to create the DMA version of ‘10 stats we love this week’.
- 39. Stats on demand. People need stats. The latest stats. In a meeting. On the go. Give them an app that delivers this.
- 40. Cases, Stories & Scenarios. Case studies, stories and scenarios should be at the centre of the DMA content strategy. They help describe and bring to life all the ways in which the world can be played with.
- 41. Playbooks and guides Our content and knowledge should be ever-evolving, reflecting the multiple possibilities of what could be done, not just the rules of what should be done. ‘Whiteboard Friday’, where someone films themselves explaining something in front of a whiteboard, is a lovely informal way of distributing knowledge in a playful way.
- 42. A time for change. A new customer-centric code sitting at the heart of everything we do. Rewriting our rules
- 44. The Definitions Principles: • The aspirational behaviour we are asking members to agree to Outcomes/behaviours • Result or consequence this good behaviour would achieve for the industry, customers, and regulators. Outcomes should always be expressed in a positive way and from the customer perspective Rules • What members/the industry must adhere to in detail to achieve the principles. This detailed section contains all mandatory ‘must and must not’ statements & links to other relevant documents such as CAP code Guides • These are developed by councils and DMA staff The DMC can use the Principles, Outcomes and Rules to adjudicate against the Code.
- 45. Putting the Customer First Principle: Value your customers, understand their needs and deliver relevant products and services Outcomes: Customers receive a positive and transparent experience throughout their association with a company Customers receive marketing information that is relevant to them and reflects their preferences Customers receive prompt, efficient and courteous service
- 46. Respecting Privacy Principle: Companies must respect customer attitudes to privacy Outcomes: Customers have a clear understanding of the value exchange when they are sharing personal information Companies are upfront and clear when collecting and using marketing consent Companies should be sensitive and avoid marketing that is intrusive or excessive and should not target vulnerable customers
- 47. Honesty and Fairness Principle: Companies are transparent, fair and honest Outcomes: Companies are clear, open and transparent about all costs and processes Companies deliver what they promise Companies must not mislead customers, whether through omission, exaggeration or other means
- 48. Responsibility Principle: Companies should act responsibly at all times Outcomes: Customers should expect companies to have the resources and systems in place to carry out the agreed contract Companies should take responsibility for the entire customer experience, whether provided by themselves or outsourced to a third party Companies take responsibility for their commitments and fix things if they go wrong
- 49. Data Principle: Companies must treat customer personal data with the utmost care and respect Outcomes: Customer data is always held securely and safely All customer data held by companies is accurate, up to date and not held longer than necessary Customers always know who is collecting their data, why it is being collected and what it will be used for
- 50. Content Strategy Experimentation Guidance Principles Drives behaviour Drives Standards GUIDES Drives participation THE CODE HOW TO LABS