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Engaging consumers has never been more challenging, especially when they are exposed to over 5,000 brand messages a day. Consumers now have more control of their conversations with brands in the wake of the social media revolution. Achieving consumer engagement, in the midst of this explosion of content, demands that we set the content creation bar higher in terms of standards of excellence if we are to build a direct path from the consumer to the brand. At Saddington Baynes we believe this marks the emergence of a new visual culture. A culture in which everyone is now an expert at curating content. This awareness has helped us to understand what is required to produce engaging creative work. As people get better at reading visual language weve found that its not just the idea or the artistry that counts, its quality and consistency across all brand touchpoints. So now brands face the difficult task of distributing their creative strategy
with coherence and consistency across multiple channels. The challenge is to avoid fragmenting production and messaging across network communication partners. Creating seamless brand experiences requires a new and more effective approach a production strategy that delivers and distributes Intelligent Content. When briefing in a requirement, brands need to consider using more versatile assets, creating the need for a strong strategic production partner to develop a visual identity. This will ensure the right solution is routed to the right brand touchpoint without compromising on quality or clarity. Thinking about the production strategy earlier in the creative process better enables marketers to create image-based brand assets with real efficiency across all channels; using image techniques like CGI, VFX and video to push the boundaries of production and to deliver differentiated visual brand experiences on all touchpoints.
Platforms like Adobe Marketing Cloud mean that marketers require more visual content then ever to engage their target audience. Its no longer simply about reacting to demand, its about building a smart content strategy in the first place. These pillars of Intelligent Content are by no means prescriptive but are what I feel are integral to a successful production strategy. Our report explores them in more detail, supported by insights and case studies, to demonstrate how adopting an Intelligent Content approach allows for betteroptimised campaigns. The brands and agencies that have grasped the potential offered by a more joined-up approach to production have benefited greatly. The next major step will be the rise of Intelligent Content - designed and produced at the outset to be consumed by anyone, on anything, in real time. This will only be possible by employing an effective production strategy to deliver on your creative approach.
OVERVIEW
video content in the form of six-second Vine clips and 15-second Instagram videos also surged in popularity. Testament to our hunger for this kind of snackable video content, Vine surpassed 40 million users in less than a year and five tweets per second now contain a link to a Vine. In the context of this explosion of content consumption and creation, brands need to work especially hard to stand out, and produce content that is not only engaging, but engaging however people choose to view it. And the ways people are choosing to access content continue to proliferate. In the UK, the average household now owns 11.4 media consumption devices. Thats up from 9.7 in 2011 according to research from consultancy Deloitte, which points out: Despite the frosty economic climate, UK consumers still seem besotted by high quality, professionally-produced media and the devices on which they consume it.
6 bN
CLOSER TO CONTENT
In or out of home, the screens that deliver a steady supply of entertainment, games and social networks are now a constant presence in our lives. Mobile devices such as smartphones and tablets are becoming ever-more ubiquitous. Research company eMarketer predicts the total number of UK smartphone users to reach 34.6 million in 2014, representing two thirds of mobile phone users and more than half of the total UK population. But digital outdoor sites and connected cars also serve to ensure that, as we go about our everyday lives, information and entertainment are available wherever our gaze should fall. If that wasnt enough, were now set to get closer to content than ever before. When Samsung launched its Galaxy Gear Smartwatch in August 2013, it joined Google Glass on the new battleground for the worlds leading consumer technology companies: the body itself. Consultancy firm Markets and Markets estimates that the wearable technology sector will be worth
$8.36bn by 2018, shipping 130 million units globally. Meanwhile, eMarketer estimates that the overall time people in the US spend with media each day will rise from 11 hours and 39 minutes in 2012 to 11 hours and 52 minutes. Wearables are likely to push that figure higher still.
Overview
CREATIVE OPPORTUNITIES
The proliferation of democratised technology and pervasive information networks brings limitless creative opportunities for content creators. Last summers @Summerbreak was a standout example. The telecoms giant AT&T, along with Hollywoods The Chernin Group and BBDO, New York, set out to raise awareness and improve its brand perception among young people via an unscripted reality series featuring nine LA teenagers. Instead of traditional network broadcast, @SummerBreaks stars used Twitter, Instagram, Facebook and Tumblr to distribute content, keeping viewers in the loop on a near-constant basis. Meanwhile, AT&Ts crew of 45 editors and producers cut footage of their exploits into short video episodes that
aired on YouTube. The series clocked up 644 million views of the content across the various platforms. Alongside viewers platform- and device-agnostic approach to content, personalisation is also becoming a significant feature of media. Online news and content curators like Zite and Prismatic learn about their users and deliver relevant, real-time information based on their interests and social data. Meanwhile, Google Now, a predictive personal assistant service from the search giant, analyses a variety of data from your browsing history, location and time of day to make planning your life easier, from your daily commute to your fitness programme. In this emerging media world, all sorts of variables can influence the context in which a message is received: the weather, traffic, biometrics. Intelligent Content is the strategy that helps brands plan and adapt their communication to these.
40%
The proportion of YouTubes global watch time that is via mobile (YouTube)
11.4
Overview
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Our vision for P&G is to build our brands through lifelong, one-to-one relationships, in real-time, with every person in the world. Marc Pritchard, CMO, P&G
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Advertising used to be pretty straightforward. For decades creatives had the luxury of perfecting the art of brand storytelling, plotting linear narratives conceived and designed to unfold sequentially across the traditional broadcast media. The ubiquity of digital has changed everything. An industry that built itself around a beginning, a middle and an end is struggling to reimagine itself for a more challenging, complex and diverse media landscape. A landscape that is reorganising around the needs
of individual consumers, not corporations. A landscape that is optimised for choice, not one-size-fits-all. For marketers, learning not only to accommodate, but play to this demand for choice and diversity is vital. It also requires a new approach to the creation and distribution of content. For traditional agencies the challenges can be daunting. The logistics of identifying the right partners, then aligning everyone around timescales and budgets are complex enough. Add in the difficulty of maintaining a sense of brand consistency and consumer experience across not just multiple markets but multiple touchpoints and you begin to see why many struggle to adapt.
KEY bENEFIT
Intelligent Content allows brands to publish compelling content for everyone, everywhere, in a way thats both consistent and efficient.
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Auto Express) using a set of proprietary tools and processes devised in line with COPE. According to Alex Watson, product director for tablet and apps, In 2012, these three apps alone served 3.13 million digital issues to readers worldwide. Theyve attracted 444,184 new users, racking up 7.6 million reading sessions. One payoff has been the emergence of brand superfans who engage with Dennis content across print, mobile and tablets. This group shows significantly higher subscription renewal rates, racks up longer dwell times with the publishers content, and is catching the attention of advertisers eager to connect with a deeply engaged audience. Transposing a similar approach to the creation and production of marketing campaigns offers compelling benefits and efficiencies. Forward-thinking brands and agencies are already taking an early, holistic look at the asset needs of specific campaigns and planning how best to create and deploy them with maximum efficiency.
Visionary clients have the foresight to bring all parties together to form a larger creative and production team to deliver on the big idea. Companies that want to centralise visual content creation will struggle to get there without an effective production strategy. Chris Christodoulou, CEO, Saddington Baynes
adam&eveDDB and production houses Blinkink and Hornet pre-planned an array of content that allowed for additional interaction, all hosted on the brands microsite. An interactive ebook, produced by London-based Supergoober, told the story of The Bear who had never seen Christmas and included touch to activate games and features. Visitors could also view a behind-the-scenes video to find out how the animation was made. The site featured a Christmas Card Maker, enabling people to create a personalised card featuring the characters from the ad. Users could share their design on social media or attach it to an email. Bear and Hare also manned Twitter accounts which conversed with followers, often using stills from the ad with speech bubbles to (comic) effect.
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SMART DELIVERY
Honda Motor Europe, for example, has worked with Saddington Baynes to streamline the production process and maintain brand consistency, with the most effective example being the rollout of the Do More New campaign for the CR-V across 30 European markets. As gatekeeper of the 3D CAD data and the single source for all content assets for all channels bar broadcast, Saddington Baynes liaised with four partner agencies to create 279 individual cross-media assets within 16 weeks. As well as the assets themselves, the agency built an online localisation tool that feeds in a vast range of variables, including model, colour, parts, price, language etc. for each market to easily publish their own version of the brochure and microsite. A key component was not just the multitude of variables, but also the logic and dependencies incorporated into the tool, so that different markets could not pull in options that werent available to them.
The platform we built for Honda means that local teams can easily select the combinations that are relevant and available in their market and deploy quickly taking pressure off the central team without risk of delay or fragmentation. This kind of deployment engine is the future for the delivery of adaptable content. Duncan Hart, head of digital, Saddington Baynes
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Its not just about having multiple assets, but the approach you take to creating the content in the first place. If you have an intelligent approach, you can make the content dance afterwards. The system we put in place for Strongbow meant the client had more control to tweak the content plus it was flexible enough to accommodate new content (such as new bottle types) afterwards. James Digby-Jones, ECD, Saddington Baynes
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Todays culture demands a continual dialogue with consumers, meaning more content, more often to feed the conversation that is 24/7, always on. We have to be more efficient than ever to get the content that we need to feed that dialogue. David Campbell, global content director, Coca-Cola (quoted in Contagious, issue 32)
Stephen Butler, founding partner of Mother, London, which masterminded the campaign, explained to Contagious (issue 32): We created a toolbox of interesting components that could be adapted or taken in their single bits and pieces, which still held the idea without that becoming fractured.
For David Campbell, global content director, the case is clear: Todays culture demands a continual dialogue with consumers, meaning more content, more often to feed the conversation that is 24/7, always on. We have to be more efficient than ever to get the content that we need to feed that dialogue.
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You cant photograph an image at 30,000 pixels for large format display, then easily turn it into a 30-second animation plus create all online and mobile assets with complete visual consistency. Knowledge of what production tools like CGI can do as well as how to apply the rules of photography and colour theory in eliciting emotion are the skills needed from a strategic production company. Chris Christodoulou
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As audience empowerment has grown, so in turn have our expectations of brand interaction. Increasingly this has come to mean one word speed. More than half of consumers complaining on Twitter expect brands to respond within an hour, according to a 2013 survey by Lithium/Millward Brown. And Harry Shum, a Microsoft computer scientist, claims that users will visit a website less if it loads 250 milliseconds slower than its competitors. Thats less time than it takes to blink. For audiences in developed markets, locked in a self-fulfilling loop of raised expectations driven by ever-increasing digital bandwidth, the right time is no longer next week or even within 24 hours it is NOW (or preferably a bit quicker please).
KEY bENEFIT
Reducing the time to market means brands can capitalise on the zeitgeist and more rapidly improve performance.
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ZEITGEIST HUNTERS
But of course speed is useless without context. Not only must brands operate in the moment but they must also harness the power of cultural relevance to supercharge their campaigns. Topical or tactical advertising isnt a new phenomenon, but the rise of social media and the freedom of the web have released advertisers from traditional logistical constraints. Todays most effective campaigns are no longer hermetically sealed they rely instead on fluidity according to need and adaptation to real life events. In this new reality, newsjacking (to describe the hijacking of newsworthy events) has become a staple brand tactic.
One of the best examples came from cookie brand Oreo during the 2013 Super Bowl. When the lights failed midway through the game at the New Orleans Superdome, tens of millions of television viewers looked for something to do during the blackout. Oreos social media team tweeted a single execution reminding fans that they could still dunk in the dark. It generated 16,000 retweets and had many in the media lauding it as one of the best Super Bowl ads ever. Oreo had built up considerable experience on social media thanks to its Daily Twist effort in 2012 which celebrated the brands centenary. This saw the brand reach out to people on Facebook every day with an Oreo cookie-themed doodle and generated 231
53%
Consumers complaining on Twitter who expect brands to respond within an hour (Lithium/ Millward Brown)
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million media impressions. Whereas this campaign looked delightfully offthe-cuff, behind the scenes at Oreos agency, Draftfcb, New York, 700 Daily Twists were created; 600 wound up on the cutting room floor. That suggests a lot of upfront planning. According to Whitney Whipple, global brand manager for Oreo, this approach demands much of the content to be developed in advance, and building in flexibility is vital. If we see a topic gaining momentum that we think is a good fit for Oreo, we will quickly make the decision to move around our content and create something relevant at the moment. Low latency responses arent confined to social channels, though. For the 2012 Olympics, US telco AT&T managed to create TV commercials with storylines that were influenced by the outcomes of action in the swimming pool. When swimmer Ryan Lochte took gold on the opening weekend, within 24 hours the TV ads referenced his winning time.
Pre-planning is key to real-time reaction take the Tate outdoor campaign. The content already exists and has been lined up, but is used according to real-time variables. Emerging tech is enabling people to do things on the fly in ways they couldnt before. Joshua Robertson, new business director, Saddington Baynes
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by London-based agency Liveposter, with Total Media and Posterscope. The campaign concept combines real-time data such as weather, time of day, flight information, traffic and social media activity with Tates archive of iconic artworks to deliver relevant outdoor advertising to drivers coming in to London from Heathrow. For example, if the weather forecast is snow, the billboard might bring in an image of J.M.W. Turners epic Snow Storm. Or it might display paintings that visitors in the gallery are currently tweeting about. The concept won first prize in Ocean Outdoors DOOH new techniques category at the Art of Outdoor awards in October 2013, netting it 100,000 of Ocean media space to use when the campaign rolls out later this year.
QUICK TO ACT
With the reality of tooling up to respond to this 24/7 culture come a few practical roadblocks. Not least the question of how companies can control and
We now have to turn around content at much faster speeds, so the key is investing in the kind of technology that allows you to create more efficiently, without compromising on creativity and quality. If you have the right people in the room at the very beginning, you can work smarter and turn things around faster. James Digby-Jones
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protect brand equity while maintaining the flexibility required to approve messaging much more quickly. A key development in the evolution of real-time brand engagement was the invention of the brand war-room, an idea co-opted from American Presidential campaigns. One of the first brand war-rooms was set up by sports drink company Gatorade in 2010. Named Mission Control and built as a physical room in the global HQ in Chicago, the facility was designed to monitor, analyse and respond to external events with far shorter lead times than the usual corporate approval process would allow.
For strategic planning to be effective you need a cross divisional team a mixture of analytics specialists, creatives, social media managers, decision makers, and people from the brand, the agency, as well as the production company. David Atkinson, creative director, Saddington Baynes
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milliseconds, either slower or faster, is close to the magic number now for competitive advantage on the web. Harry Shum, computer scientist and speed specialist, Microsoft
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The #lookup campaign, via OgilvyOne, London, featured two digital out of home sites in Londons Piccadilly Circus and Chiswick. The billboards were able to detect BA flights in the area, and when one flew overhead they showed a video of a child pointing directly at the plane and tracking it as it progressed. The flight number and destination were also displayed along with the URL ba.com/lookup.
its inventory. Analytics tools, like those provided by Google or Adobe, can now help brands analyse user interactions, test effectiveness and adjust copy and creative to maximise conversions faster than ever. Adobe helped earphone brand Skullcandy, for example, double conversion rates and massively increase efficiency in the process. As Bob Meacham, manager of web analytics and testing at Skullcandy, notes: Optimising recommendations used to take about ten hours a week. Now it takes just half an hour, which frees up staff to do other important work. As brands understand what content is and isnt working quicker than ever before, they are also realising the power of multiple assets to personalise experiences in a cost-efficient way. The importance of creating multi-usage assets for quick deployment according to individual user history and taste has long been known, but today we have the technology to be able to make the process faster and better. Kevin Lindsay, from Adobes Digital Marketing Suite, describes the change: In the old days, and I mean even a year
or six months ago, I might have needed 20 different versions of creative for my UK customers vs my US customers, for my enterprise vs mid-market etc. The reality is that today I can have one template and based on all those different variables we can swap in the appropriate assets depending on the combination of variables I am planning for. He goes on: Within the Adobe Marketing Cloud we have digital asset management. Whether using our own method of delivery or relying on some other bank of assets that the client has, we can serve that up dynamically, in real time. In todays increasingly fragmented and noisy marketing environment, personalised relevancy could be seen as one of the most powerful competitive advantages a brand can engineer. This idea of dynamic creative continues to evolve at breakneck speed into predictive creative from a world where bespoke messages are delivered according to individual users interests, context and past behaviour, to one in which brands can anticipate what a user will want to see, perhaps even before they know it themselves.
Real-time marketing is not an excuse not to plan; a well thought out strategy is required. Brands that excel at this dedicate time and energy to laying the foundations that facilitate this activity. Thats an Intelligent Content strategy in action.
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94% of car shoppers browse online first, and the purchase cycle is being squeezed as people research longer online upfront, and spend less time visiting the dealership itself. The research also discovered that buyers can be highly influenced right up to the last moment. 67% of car buyers are undecided about what to buy two weeks before purchase. 40% of buyers only visit a dealership for the first time four weeks before they purchase. The implications of this are two-fold: first, manufacturers have to provide as much information online as they can for people to research themselves in the run up to buying a car. Second, the dealership itself is a hotbed of opportunity. According to Capgemini, the dealer is now considered to be the number one source of information by buyers in both mature and emerging markets, many of whom are overwhelmed by a deluge of opinions, data, and reviews online. This story is, of course, relevant beyond the automotive industry. Retail is continuing to evolve as shoppers use more digital tools to get their fashion fix or find the perfect fit.
KEY bENEFIT
Emerging technologies enable immersive, controllable content environments that provide deep consumer experiences.
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In the months leading up to buying a car, people dont know what they want until just a couple of weeks before. So you need to give them detailed online control of the choices they can make. BMW in the UK, for example, carefully tracks what you do on the website right up until you walk into the dealership, meaning theres less drop off. Joshua Robertson
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On the main shop floor, RFID tags in items such as handbags are used to trigger making-of videos when certain screens in the space are approached. More than 500 speakers and 100 screens are built into the environment. The next big thing for retail looks set to be Bluetooth Low Energy Beacons. Beacons can be strategically positioned in stores, connecting to smartphones via Bluetooth as customers come in and out of range. When in range they can share contextually relevant information such as product details, emotive content and personalised offers. These emerging immersive technologies can combine with content to improve customer experience, but they can also help to save on space and improve conversion. Poster child for this approach has been Audi City, in London. The German car giants central London showroom was given a dramatic overhaul in 2012, replacing a handful of shiny, top-of-the-range cars with floor-to-ceiling multi-touch screens. These allowed customers to explore 3.5 million possible car configurations, delivered on demand by a
58%
71%
US consumers shopping for a new car who go online to compare brands, explore model and colour choices and investigate incentives and financing (Nissan)
67%
Car buyers who are still undecided two weeks before purchase (Capgemini)
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powerful digital service layer, in life-size on a high resolution video display. Hans Thurner, director of digital sales formats, Audi AG, describes the two types of content at play: A technical/objective layer visualisation and copy for Audi models and their respective configuration items and an emotional layer videos showing brand content or technical feats that add a real live feeling and excitement to the experience. These two content types are presented against the background of landscape panoramas that give the impression of standing in a vast virtual environment in the showroom. Integral to delivering the content system was the creation of a special Content Committee at the start of the project. Its task was to draw up an inventory list of content already available to Audi, identify potential assets and verify that the quality and context was relevant for the Audi City initiative. The committee was also in charge of the new content that was created specifically for Audi City. The impact of the final format? Audi City saw a 58% rise in car sales
in the first five months, compared to the conventional Audi retail space that had stood in the same location. Of the people buying vehicles 94% were new customers and 1,000 people visited the dealership per week. The format has since opened in Beijing and Dubai.
Its about experience before technology. You need to apply technology correctly otherwise theres no point in doing it. While we are exploring new technology such as Oculus Rift, were still coming to understand how we can use it to deliver meaningful experiences. One of the things that clients like about gesture-based tech such as Leap is the hygiene factor at events relative to touch screens! Duncan Hart
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Vehicle options are growing and real estate in cities is more expensive so brands are being forced to consider solutions that allows them to remain in the heavy footfall, urban environments while still being able to provide an entire breadth of their product for customers to review.
phones) to issue a command to the Minion Despicable Me characters displayed on screens. Participants sent their name, location and command, for example swim or kick, to a number, at the cost of a standard text message, or email address. The on-screen characters then do as they are told, and the display showed a personalised thank-you message. The phone owner then received a digital copy of their sequence through their phone or email. Media agency TED@MediaCom, London, developed the campaign, which ran on Clear Channels network of digital screens in shopping malls across the UK, France, Spain, Norway, and Finland.
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to control your computer. Leap Motion is capable of detecting individual finger movements to 1/100th of a millimetre. Meanwhile, Oculus Rift is a virtual reality headset which has the potential to transform gaming and entertainment. The goggles place users within a virtual environment and the content displayed responds to movements made by the users head. Both devices are targeting mass market appeal. If successful, theyll bring with them new challenges and opportunities for content creators. Brands may need to consider what gestures could be unique to them in a world beyond touchscreens, or what a virtual brand environment designed to be experienced in the home could look or feel like for customers as well as what purpose it might serve.
Brands that seek to embrace these new technologies need also to embrace the complexity involved in delivering the experience to market: that means briefing the right content partners early enough to help them plan with other stakeholders.
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PERCEPTIVE MEDIA
The media channels through which we receive content are starting to recognise us, providing opportunities for brands to serve up more personalised responses. One side of this trend is the growth of Big Data the trail of personal data generated by our fragmented digital lives as we shop, search and socialise online. The other is the proliferation of sensors and cameras that look back at us, identifying the age and gender of the people in front of them. Microsoft, for example, has filed a patent that would see its Kinect camera spying on people as they watch TV, and rewarding them with discounts and services. And Intel is planning an internet TV service delivered via a set-top box loaded with facial recognition technology. The goal? To enable targeted programming for individual family members, as well as dynamic ad insertion of more user-relevant ads when a show is watched on-demand.
PRIVACY CONCERNS
The range of new data sources available is helping brands to build unique pictures of individuals and tailor content accordingly. But with great data comes great responsibility, and the easier it is for brands to access that information, the more important it is for them to be transparent about what theyre collecting and how theyre using it. In the wake of the NSA and Snowden revelations, iPhones accidental tracking and countless password leaks, privacy became one of the hottest topics of 2013 and is only set to grow as an issue. A Harris poll conducted on behalf of software vendor ESET last November in the US showed that more than half of the 2,089 respondents had made changes to their web privacy settings in the last six months. And a study from Forrester found that 62% of people are not at all likely to repeat buy from a company that shares their data with a broker.
KEY bENEFIT
With media channels increasingly able to recognise us, Intelligent Content helps brands create messages and experiences based not only on identity, but context too.
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Such clear signs that privacy concerns are growing for consumers suggest that advertisers may find their ability to mine and use data effectively is throttled in the future by regulators acting on the publics fears. Using data to create better, timely and more relevant content intelligently for individuals could help to prevent that.
years with the help of an OZU degree. The Game of Your Life app asked prospective students to choose the subject they wanted to study and make a series of decisions about their university life, Based on this, content was drawn from a library of more than 5,000 videos and photos and more than 1,300 posts and comments to create personalised future timelines in the form of a video CV.
PREMIUM SOCIAL
Social media offers a rich seam of data for brands to draw on to create personalised content that better connects with people by weaving them, their friends and their interests into the narrative. There has been a wave of personalised Facebook films, spearheaded most notably by Intels compelling Museum of Me, which became a viral hit when it launched in 2011. Since then, weve seen brands build on this in other innovative ways. OZU, a new university in Istanbul, used Facebooks Timeline feature to predict what peoples lives would look like in five
Personalisation needs to be based on opt-in preferences that people sign up to, rather than data collected from them without their knowing. You need to have rules of interaction in place a digital manifesto that outlines what you collect, how you collect it, and what youre going to do with it. David Atkinson
62%
People who are not at all likely to repeat buy from a company that shares their data with a broker (Forrester)
Estimated value of programmatic ad buying industry by 2017 (Magna Global, IPG Mediabrands)
$33bN
150%
Programmatic ad buying is up to 150% more efficient than selling media by hand (International Data Corporation)
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For us its all about how you can use data intelligently. The content that people receive is the icing on the cake; its what drives real engagement. Adrian Pearmund, founder, Intelligent Futures
ad buying, in which online ad space is exchanged in real time, often via real-time bidding (RTB), will triple in value over the next four years, according to recent estimates from Magna Global, the advertising research arm of IPG Mediabrands. Thats an increase from $12bn in 2013 across the nine markets surveyed to $33bn by 2017.
REAL-TIME CREATIVE
The next big frontier for programmatic marketing is the marriage of real-time buying with real-time creative. A number of organisations are acting now to capitalise on the opportunities of this union. For instance, buying agencies and creative agencies are joining forces to serve up enhanced creative, in real time. This is the approach being taken by UK-based programmatic RTB agency
Intelligent Futures. Founder Adrian Pearmund argues that, so far, dynamic creative (used for example to retarget people once theyve shown an interest in something) has been quite a poor experience, with little in the way of branding or engagement, mainly product shots with a price inserted underneath. Intelligent Futures aims to change all that, working strategically with partner agencies such as Saddington Baynes to deliver dynamic, personalised creative that is more emotive. For us its all about how you can use data intelligently, says Pearmund. The content that people receive is the icing on the cake; its what drives real engagement. If we can talk to people in a personalised way that is really going to get them excited, so they dont feel like theyre being inappropriately targeted, but theyre receiving a great brand experience, then weve done it. Its about a combination of technology, data and content.
Connecting with people isnt just a question of managing data or having the systems in place to swap in the right variables for the right people. Its also about creating content that will trigger an emotional response. We mustnt underplay the artistry, training and years of experience that go into making compelling content. James Digby-Jones
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PREDICTIVE PLATFORMS
Machine-learning algorithms are increasingly being employed to power brands owned consumer-facing platforms, creating unique experiences for each visitor, anticipating their needs and even learning from their behaviour. AudiUSA.com, for example, built by agency AKQA, San Francisco, uses 27 different self-scoring algorithms to define and dictate the user experience. From the moment you come to the site, Audi knows who you are, what you last bought on other websites, where you live, how many kids you have, your rough income, Ben Jones, chief technical officer, AKQA, explained to Contagious (Automation vs Creativity, issue 36). What this means is that instead of having to search for their perfect car, the user is automatically presented with it. Even errors act as data points: when the site is wrong, and you click from the car the site has selected for you to a
whether the delivery of content, offers or even samples. Intel worked with adidas to create the adiVerse virtual footwear wall, which not only allows shoppers to check out a vast range of styles, colours and models, but also uses facial recognition to identify whether users are male or female, making recommendations accordingly. A collaboration with Kraft Foods, meanwhile, saw the creation of special vending machines equipped with age-detecting technology rigged to serve free treats of JELL-O Temptations but only to grown-ups.
different one, the algorithm will reverse correlate and update itself. It self-learns. And for brands that dont have the required algorithm-formulating data scientists in-house, services such as Adobe Marketing Cloud and IBM Marketing Center are stepping in to help them make sense of the data and build nimble content strategies off the back of it. Adobe Marketing Clouds Decision Engine, for example, takes the different elements of a web page a merchandising spot or headline or recommended product or articles and then serves up different combinations to visitors based on their past behaviour, their location, their device, or a host of other variables. The end goal, says Kevin Lindsay, director of Conversion Product Marketing for Adobes Digital Marketing Suite, is that we dont talk about a web page ever again but about delivering an experience that is unique, made up of the assembly of all the right assets, messages and pieces of content that are appropriate for that individual in that moment in time. Thats how we envision the future at a high level.
Were looking at a future where Intelligent Content delivers uniquely engaging experiences for every individual. But as personalisation becomes more prevalent, brands need to be transparent about what data theyre collecting, and what they are giving in return.
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Where source material has been reproduced the copyright remains the property of the copyright owner and material may not be reproduced in any form without the owners prior consent. Published February 2014