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Vodafone takes customer-first approach in enterprise rebrand



Vodafone is now calling its enterprise division Vodafone Business as the company focuses on providing customer-centric outcomes in the digital world.

The Vodafone enterprise brand previously had no external logo. Iris Meijer, chief marketer of the newly-minted Business unit, was tasked with the rebrand after joining Vodafone in May.

“Customer centricity is a concept that has stood the test of time. When we began to explore the idea of our brand refresh, reaching out to our customers from the home office to the boardroom, each was worried about the same thing: digital transformation. We have known for some time that our customers want a partner to join them on their digital journey, a partner they can trust," Meijer said in Tuesday's (4 December) company announcement.

Meijer explained that during the creative process, the company interviewed customers across its markets, key stakeholders and industry analysts to uncover the brand's new identity. In August, Vodafone tapped J Walter Thompson to work on the creative.

Meijer and the rest of her team found that Vodafone wasn't focusing on enough of the business beyond its mobile offerings.

"It was really important for us to show the emotional connection, and really show how we are working together with customers and reflecting genuine moments," Meijer told The Drum. "[It was about] moving from showing the technology benefits to actually showing business outcomes and showing how we are helping businesses and people achieve their vision."

Vodafone Business creatives put customers first


Meijer said Vodafone Business creative, pre-refresh, was all black-and-white. Meijer explained the plain left-hand side is a connection to the past while the right-hand side, clad in red and marked by the company's tagline, exemplifies the business solutions and customer value Vodafone Business aims to offer.

Terminals at London Heathrow will display Vodafone Business creative from now until Christmas. Starting in January, the rebranded unit will launch above-the-line campaigns in 10 of the company's markets.

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Online advertising has alienated our most valuable asset – the consumer



It’s an understatement to say things have changed since I started my career in publishing 34 years ago, and mostly for the right reasons. The industry has moved on and some of those less palatable institutional barriers have been broken down. Yet there are certain industry behaviours that are having a real impact on original content creators, and they are so often borne from preventable consequences.

In many instances, these could be negated through the reapplication of ‘guiding principles’ that have perhaps been lost along the way.

It’s time we took a look back to make sense of what’s in front

The media industry has always been a sum of its parts, with different skills and disciplines working, mostly, in partnership. There was a sense you belonged to something special, and you knew you were directed by principles honed from many years of evolving media and advertising practices.

But it’s time to face the truth: today, consumers lack trust in digital advertising. In a quest for infinite online inventory, the crucial relationship between brand and consumer – that was built on shared values and respect – has become commoditised and jeopardised, quelling any desire for users to engage with ad campaigns. How have we got to a place where advertising that lives in the online world has all but alienated its most valuable asset – the consumer?

And no matter how many smart and inspiring examples of diversification and new monetisation models we see emerging, for original content creators, a base level of advertising remains essential.

There needs to be a change in behaviour

Many promises have been made to re-evaluate advertising practices and there’s an acknowledgement that quality and context matters. However, very little seems to have moved on and there remains limited evidence to suggest any measurable change in behaviour.

I’m not here to knock the technology that has enabled so much in modern life or the dominance of social media in which many users choose to consume news. Yet there is an obnoxious disparity around ‘standards’, accountability, and responsibility, and the right to compete fairly for advertiser funds that enable and sustain the creators of original quality journalism and content.

Despite all efforts to collaborate and support the industry’s wider call for greater parity, media owners with a long-established code of conduct and complete accountability for every single item present on their site continue to be at a disadvantage. Media organisations have always been defined by their transparent policies. So how is that an organisation like Facebook – that has such an impact and influence on the industry – is able to prosper and have a significant amount of revenue derived from online advertising, without being defined as a media business, and therefore does not need to adhere to any of the policies or codes of practice that is required by others?

As long as these organisations continue to be the principle benefactors from a type of advertising purchase behaviour, they have no motivation to change. It is only when we see a promised change in the advertisers’ behaviour, that the technology businesses themselves will be forced to re-examine their practices – meanwhile they will continue to enjoy all the spoils while residing outside of the union of all other media practitioners.

Driving better standards, and meaningful returns

As media owners, we continue to value the long-established trading partnerships centred on mutually defined policy and protocol, and relationships built on trust. These values matter.

This is a call to advertisers to check this current commodity driven behaviour, to take a moment to reflect, and work with publishers, as partners. But we also need to be sure that in striving for this goal we aren’t diluting standards, and the desire to improve accountability doesn’t just find us looking to provide a definition around practices that would otherwise be deemed as sub-standard.

Within the industry, we have in place numerous compliance guidelines. The IAB has been tireless in its efforts to bring the industry together to agree on a variety of advertising technology compliance standards. But what use are these if there is no accountability and seemingly no process to enforce compliance? While other established media channels have flight checkers in place – for both creative compliance and copy integrity – with all this wonderful technology, why does it not exist online?

And what about the extent of these standards? Premium publishers operate to much higher standards than laid out by these bodies, and always have done. They are self-regulated and they are accountable. And while I strongly support the adoption of universal standards for the good of the industry, it doesn’t change the fact they represent something that is significantly less than what we can actually provide.

At AOP, we’re committed to surfacing these challenges and we are striving to find practical answers, recommendations, and examples of best practice to help cement the future of advertising and publishing. But we must all commit to win back the trust of the consumer and return to a place of integrity – and continue to succeed as an industry I have always been proud to be part of.

Richard Reeves is managing director at AOP

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How to build brand loyalty in the age of ‘hyper personalisation’



Consumers have more power over brands than ever before. Social media gives them the ability to openly scrutinise or share their great experiences directly with a mass audience, while online shopping means brands are in an ongoing battle to cut prices, hold user attention, deliver products quickly and ultimately stay relevant to keep consumers loyal.

Consumers also expect a lot more from brands. We’ve become accustomed to recommendations from companies like Amazon, who have changed consumer expectations by tailoring their offerings, based on previous purchases, to the extent that brands can no longer get away with ignoring online behaviours. However, often these recommendations are based on outdated algorithms and collaborative filtering.

It’s no longer enough for brands to address consumers by their first name in an email on their birthday and think that’s the personalisation box ticked. Hyper personalisation is about using data to react to consumer decisions in real-time, such as notifying them about a discount on shoes as they start their search in your app.

Businesses need to bring loyalty programmes into the digital age or risk losing the consumer base they’ve worked so hard to build.

Getting hyper personal

New data from research firm, YouGov, has found that 48% of loyalty programme subscribers are more loyal to those brands. They also found that 87% of consumers are looking for loyalty programmes that offer them discounts and offers. So why are so many brands failing at this at best – and ignoring it at worst?

The reason is simple: bad data. Traditionally, a brand would profile a consumer using a variety of factors such as age, gender, location and financial status. Take this for example: two men, both born in 1948, self-employed, wealthy, married, have dogs, own a house in London, have children and like fine wine. On paper, these two men are almost identical but in reality these two men are extremely different. This, in fact, is data pertaining to Prince Charles and Ozzy Osbourne. This highlights the main flaw with the data that brands are currently using to ‘get to know’ their audience.

So what other avenues can brands explore? Technology is evolving rapidly, so many brands may not be aware of the golden opportunity presented by advancements in AI (artificial intelligence) and computer vision analysis for mobile devices. The data on our smartphones says everything about who we are. From the places we visit to the photos we take, smartphone data provides more insight about our daily lives and habits than any other data imaginable. With consumer consent, brands can now take advantage of on-device AI, to quickly analyse that data – which includes GPS information, photo galleries, browser history and more – to build a persona for that user.

This first-party collected data is the key to the next generation of hyper-personalised consumer loyalty programmes. For one example among many, on-device AI can analyse a consumer’s entire photo gallery to produce insights about a consumer’s likes and dislikes, their desires and their intentions for the future. It also tells brands about a person’s socioeconomic status and indicates their spending power. This data is gold dust and, in the right hands, can be used to create personalised and relevant discounts and offers, benefiting both the consumer and the brand.

Imagine if you could offer a consumer what they want, need and care about, in real-time. This could be a specific discount at the moment that will be most useful, for example, discounts on home goods when they are about to relocate, or links to cheap train tickets when you know they are planning a trip. For forward-thinking brands that want their loyalty programme to stand out, this is clearly it – by showing your consumers that you really understand them.

Ultimately, this requires a shift in thinking. Brands are often rightly concerned about where the next consumer is coming from. Quarterly profit statements and shareholder scrutiny means brands need to be on the lookout for ways to improve market share. But this should not come at the expense of the existing consumer base. The potential ROI from just increasing sales to current consumers by 8% could be a significant increase in profits for many businesses. And all of this could happen overnight, by simply putting more emphasis on helping current consumers to purchase more of what they want, when they need it.

With the recent announcement that John Lewis’ profits have fallen by 99% in the first six months of 2018, the need for this shift in mindset has hit a critical juncture. Many analysts believed John Lewis to be the bastion of consumer loyalty, now they aren’t so sure. But John Lewis is already leading by example, working with Waitrose to trial combining their loyalty schemes in the hope that existing consumers don’t drift away from the brand. This is exactly the shift in mindset that is needed in today’s digital marketplace.

Metadata and understanding visual information are already the main weapons in the ongoing battle for customer attention. By leveraging offline data from smartphones and combining that with online consumer personas, on-device AI and computer vision analysis can provide brands with the ability to give consumers the experiences and recommendations that are personal, targeted and exactly what they need or desire.

It is this kind of revolutionary AI that will provide businesses with the cutting edge to differentiate themselves from the competition and offer the next generation of loyalty schemes. For anyone looking to knock John Lewis off the top of the retail tree, investing in this technology is paramount.

Interested in hearing leading global brands discuss subjects like this in person?

Find out more about Digital Marketing World Forum (#DMWF) Europe, London, North America, and Singapore.

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Five ways to spot a marketing trend that will last



Historically trends have been set and followed by public opinion and perception – the, ‘I want one of those’ movements – all driven by a the boom in mass communications from the early origins of the TV and radio, right through to our devices today. A nostalgic look back at old pictures or images is usually enough to make us a cringe just a little. As opinions change, so do trends. And vice versa. It’s a self-perpetuating cycle of movement that rarely operates at one speed and is almost impossible to tell where one ends and another begins.

No surprise then that brands traditionally found it difficult to keep up, let alone identify what is going to be popular ahead of the curve. So, what’s changed? How can marketers identify a trend that will last, cut through the clutter and, ultimately, have the desired impact in terms of marketing value?

Best of both worlds

Opinion and desk research only go so far and penetrate so deep. Dossiers of information still take a long time to compile, sort, analyse, filter and deliver something useful. That isn't to say qualitative information isn't useful – it is. But the addition of proven, data-based observation and analysis is a game changer for brands. Technology means we can re-conceptualise what a trend is in ways never before possible. We can define a structure of social-cultural phenomena to create a hierarchy of concepts. This can include everything from hard evidence, facts and data, which are available to everyone, right through to hundreds of thousands of soft signals, like initial sparks of interest or minor changes in language and tone. These are things that are incredibly difficult for humans to identify, but easy for machines.

Platform peculiarities

There are so many social platforms it’s easy to come to the conclusion, ‘I’m seeing X everywhere, therefore it must be big’. There are many examples of the manifestation of this – the ALS Ice Bucket challenge being one of the most high profile in recent times – but largely these are more following than example setting. The combination of multiple devices and platforms means seeing the same story morning, noon and night is not uncommon. Though, while this would suggest a particular story has legs and longevity, it’s a false economy. One errant tweet from Donald Trump is likely to deliver an action and reaction on every social platform and news outlet; that doesn't make it a trend. The reason being that each and every platform has its own peculiarities. Repetition is not that useful if it doesn’t take into account all the nuances between platforms.

Listen to the insiders

So, who are people actually influenced by? It used to be their inner circle or selected experts. Not anymore. In the last few years, the role of the social influencer has boomed as brands bought into the concept of social media influencers, realising they have the power to overshadow celebrities due to their increasing online fame, honesty and credibility. However, it would seem these days that everybody on social is an influencer, which is a misnomer when it comes to trendspotting. It is often the case that it is not the quantity of followers that defines the most influential but the quality of content of those that are ‘in the know’. Those that have experimented with something first hand, be it a product or a lifestyle. Something we refer to as “insiders”. It would be like finding Zoella, before fashion and beauty blogging became ‘a thing’.

More science, than art

The simple truth is that if a trend is easily detectable by brands then it’s probably passed them by. Think of the amount of time it takes to mobilise internal teams, not to mention that an instinctive reaction to a trend is likely to torpedo any existing and budgeted activity. Methods are now more science than art. We live in an age of large-scale patterns, combined with the incredibly micro phenomena of the few flying under the radar. We’re in an age of images not words and we’re living in a time where we can convey human emotional behaviour through the use of colours and patterns on our screens. In tomorrow’s world, marketers need to take a large scale mathematical approach combined with a deep semantic driven understanding of the way that we as humans behave. It’s a potent mix.

Quantity v quality

For all the advances in technology, grasping the impact and opportunity of a trend remains fundamental. Understanding quality means that all future implications of a trend should be taken into consideration in order to avoid unexpected effects. Understanding quantity means having a clear idea of the total addressable market for a trend. By correlating quality and quantity, marketers can understand how much time and effort they invest and when. In this age of AI, marketing still needs a human touch.

Interested in hearing leading global brands discuss subjects like this in person?

Find out more about Digital Marketing World Forum (#DMWF) Europe, London, North America, and Singapore.

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