ContentTECH Summit
March 20, 2018, Henderson, USA
ContentTECH Summit
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Creating the Balance Between Content Innovation & MarTech
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  • Description
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  • Discussion

About speakers

Jenny Hooks
US Digital Marketing Lead at Cisco
Bob Meindl
Director, Marketing at Cisco

About the talk

Intelligent content demands specific structure, detailed processes, and well-defined formats to work in a truly personalized, omni-channel campaign. At the same time, we are pressed to be more and more customer relevant. That puts pressure on the creative team to come up with new and innovative ways of delivering content that doesn't always conform to current conventions. In this session from Intelligent Content Conference 2018, Jenny Hooks and Bob Meindl with Cisco, share how they evolved to an omni-channel approach and how it affects content development.

00:10 Customer first

03:09 Setting goals

05:05 Omni-channel approach

07:01 Target audience

07:45 Core messaging

10:05 Omni-channel marketing planning

12:30 Personalization channels

13:40 Identical experience

15:00 Personalization spectrum

17:28 Persona

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So the customer first process about two-and-a-half years ago. I get a call from our not directly from our chief marketing officer with someone who works for her. I think it was two days before Christmas and we have a week shutdown between Christmas and New Years and they say you have to be in San Jose and I live in Boston. You have to be in San Jose the day after shutdown is over. So I have to do this last minute travel planning. I don't know what it's about. I get there it is. I know a little bit about what it's about but not all of it is about 20 people from different marketing functions

around the world is Global Marketing field marketing  the folks who did cisco.com our Communications Department. We got stuck in it what became a hot and stinky conference room for three days thinking about how we reinvent marketing because our our CMO came to the conclusion that customers were buying differently. This was kind of a new thing because we have been like a large many large B2B companies. We focus on product product marketing or business units and each business unit would market  to customers on their own and to be fair.  Are they thought about the customer and they understood the customer but only

from the very specific lens of their product. So what happened why you have 10 marketing programs hitting the same CIO word network fire or someone that were different. They look different they felt different. They said different things and sometimes they said conflicting things. So we came up this group of about 20 people with a proposal for executive leadership team organized differently and a big part of that was putting the customer at the center exactly what it was like a customer first country lead and digital Centric and the idea was to

move a lot of the marketing function out closer to the customer in the offing are larger countries in our Region's and then to have the global team than the product teams be more of a support structure and that cause as you can imagine total organizational change headcount moving from Global two countries putting writing capability in the country. Find a coordinated with a common brand message and then building up a whole digital function from scratch at all. So this is a huge change for us putting the customer at the center of everything. And this is just a fat. Does anybody want to guess

how many products families we have it Cisco? Just not even individual products 725 product families always product managers that thinks that their product is the most important thing to the customer. If you think about the scale of what we're trying to do you have to put the customer at the center or you're going to have 725 people talking about their box that plugs into the wall all to the same person def. It's I know that it's a big problem. It's the guy with the huge problem just because we sell so many different thing to the same if we're selling different things

to different people that would be the customer first breaks down product silos when people start to buy in it makes a huge difference. It's actually helped some teams to transform. So this is our overall framework for how we do this and it looks pretty simple and when we actually live in practice, it's complicated. A lot of people in it can be messy. But the idea we were joking earlier, Jenny said, you know fake it until you make it and we in fact did not have any personas researched when my department and her department or form. So he said

let's put the customer incentive but we don't have to pretend that the personas done. So we had to put the structure in place as if there was a Persona in start we have to start learning we couldn't wait until the research was done. So what we did is we started researching both qualitative and quantitative Lee and quantitative. So, I don't know if people know Adele revella. She started and runs the buyer Persona Institute. She has been invaluable in helping us come up with a framework in a methodology do blind interviews with customers so we can find out what they care about in their

own language right. Now what we think they care about or that the person of product family 77 things they care about but what they actually care about in their day-to-day work life and Take Me To The Cross multiple countries ranges of sizes in inches size of companies and industries and we're probably going to go up to about 17. I think eventually but seems right that the customers have both within a Persona and sometimes between Persona so we'll talk about

how that can drive efficiency later. But when we did this research, we've been back it up with quantitative research regarding where customers go for information at a high level for Max. They prefer things on where do they participate in a buying cycle within a company with Annika usually people who buy her things were in the committee that decides what to buy and who to choose and who to spend money on it's usually not one person that is a whole complex ecosystem of customer. So we did that research and that's where the second step in the process. So we want to

Omni-channel still in operation for I think he know any B2B organization that are specifically but we're trying to make that thought pervasive throughout everything that we do and so if we have on E channel strategies webami Channel managers, but really what we're trying to shift is the dynamic of our digital channels being nearly publishing platforms. And so we're looking at them more as engagement platforms for our customers. And so you don't have a single customer that engages with you solely on social media. So the message that someone's getting via LinkedIn should match up with

whatever their next step is going to be. So we put a lot of effort into making sure that there's coordination across all of our paid owned and turn channels. So we're having a consistent dialogue with our priority personas regardless of where they're choosing to engage so we set out and I'll make it flog for this may not recognizing him out of contact conference, but the biggest change for us as that content comes last in the process and we are very content have the organization we have people That produce very good things in her very proud, but are muscle memory is to produce a piece of

content and then ask what should we do with it? And so we're really trying to change that there everything is perfect built for the customer and for the channel and for the experience that were trying to drive. So I usually highlighted and bread at the end of this that content is last in the customer Centric process. So, you know, what works. Well, we have a lot of data to support at that work what works well and is not necessarily going to be something that someone's looking for when they come directly to your site. So we look at he know what types of derivative content do we need

work closely with Bob team to help actually ideate and create things for a specific purpose. Just versus someone handing the starting to send go put this on the site in front of people in like he was your target audience and they like Twitter and we have to have a lot of those conversations. Approving email to go out to customers and try and do air traffic control which mixed results but people come to us with that and then say who's your Target and they'll always pick no matter what they sell they could be selling the IP

phones and they want to talk to the network fire cuz that's where the most names are in the database knowing that audience and the message is key. So taking the movie theme, maybe one step too far so little bit but that we decided it is in this project for going to tell you about later when we said let's look at how we can actually take what we have and maybe produce it more efficiently by now to know so we plan by Persona we say we figure out what we're going to stay by Persona you

think of the core messages and then we align the value we bring to it across everything we sell and I'll show you an example later. But when we do that then you say but then to produce to efficiently produce something we might have to do look at the commonalities between personas in and talk about a topic one. But but personalize it for each Persona, I'll show you what that looks like graphically. So we looking for messaging in this context then we typically do an audit of what we have across everything. I mean, we've all gotten very good at doing audits. We do audits all the time

whenever we start on major campaign or project. And then what we do is we take the existing content that we think fits the message and we pull it apart into pieces. We typically take bigger pieces or things are to maybe moderate-sized format. We try and break it up into component parts for the weekend and tag it and reuse it and we can reconstruct it for personas and Taylor 4 personas. We adapted to how the customer needs to see it based on our research. So again, we have the framework that we have from the Persona research. We have detailed channels that we have from Jenny's team. So we

know the message and the format and the channel so that's when we start creating and that's why it's last because you need to know all three of those things really be effective in across all the channels. One thing. I'm afraid about is that this is Miss Borg Cube for those of you know, Star Trek the cube of infinite content. We have to be really really really careful because the way we started to do this pile that we're going to describe I'm envisioning in my head. I have to write about this 27 * 1 for each Persona times the amount of content. For trying to stay away from the key with

infinite content and the way we're doing that with all the talk about a little bit old-fashioned. Actually, this is Jenny long run Deerfield. So do you have a team of omni-channel marketers that stink about the holistic customer experience? And so the way that we can a break this down we have really complicated flies that show how we actually plan an omni-channel approach. This is a simplified version of it. So it's really understand who were targeting

understanding where they go for information cuz that's where we need to be is where the customer is really understanding what we're going to speak to them about once we find them in that channel and making sure that that's a really truly customer-centric message. And then and this is the hardest part I think for a lot of marketers is once he's spoken to them once how are you going to continue to re-engage? And we have our VP calls at 50 First Dates 2? What it's like to engage with the scale. Is it every time you come just as good. Com we treat you as the same person will even though

you've been a loyal customer for 37 years than the nursery strategy. So and you know what's ahead to go to email for nurture but that includes our retargeting and includes how we engage our sales teams and passed them in sight. So when someone eventually does end up it with a channel partner with a reseller, we can speed all of that engagement activity to them so that the sales rep knows how to pick this conversation up where the customer left. These are kind of the fortunate that we break it into you is Dina really thinking through holistically. Don't take the first

touch for granted. We need to continue that dialogue and recognize based off of their behavior. What the next best action is for the customer. So we have some really awesome flowchart that will share with you guys in a little bit too kind of highlight how we structure that. We talked about I think it was in the back spoke about context a little bit but understanding where the customers coming from and what they've done in the past is just as important as where they've landed at. The moment next is really really important and we will talk a

little bit about that to you. So one of the questions that we always have with sauce team is, you know, we sit down and you know, we're trying to drive personalized experiences. We want someone in the financial services industry to have a financial services specific experience on Cisco. Conference then and where our team comes in is really understand. What are the business rules. What are the platforms that we can use to understand and recognize that someone's in the financial services industry. And then how do we match set up with serving in the right piece of content? So that's

kind of what we're going to go into here. We look at personalization across, you know and dynamic personalization as much as possible across a lot of different channel. So we're experimenting Email we have direct Partnerships like with tech Target in idg, who is the you know kind of a publication that has a lot of our core audience there. So we're exploring what we can do to do account based marketing on those platforms. We have a lot of stuff that's going on and we're trying to bring this together and it on the channel approach where we're going to focus on today is really sister., because

that's our most valuable property answer.com gets about 14 million unique visitors per month and those fandino Industries verticals current customers prospective customers competitors, etcetera. So this is where we really have the opportunity to nail it. It's our own Watering Hole. We're not having to buy this engagement. So we're putting a lot of emphasis on building out the technology structure to enable us to drive more more one-to-one and sometimes one too many personal station on her own platform. So what I will tell you is right now 95% of our

customers that come to our website and get an identical experience. So whether they've purchased from us in the past weather next number of products with their portfolio and not others everybody get the same thing and that's what words speaking to change through a lot of what we're doing focusing on Dynamic content and on-demand personalization and I will add you up the very first pilot that we ran with personalization on cisco.com was the homepage and we'd look at the education audience which is that, you know priority audience for us and we said, okay, let's serve a

different version of the homepage to the education audience and we've been split it's okay through 12 headed right version than higher education and based off of the volume of traffic that we got from the education audience. We would have had to run that pilot for 7 years to get any statistical significance as to whether or not dismayed. I think is important point to that very important point to that is that we have to make sure that in personalization for the sake of personalization is just extra work for everyone. And so what we have to really dig it and understand is where we

actually going to get that value and where's the customer going to get the value and make sure that those two things intersect so so is it the country pages right? I think you're going to mention that you're targeting Gia personalization. So in addition to our Global cisco.com website, we have 84 Country website that are local language local offers local marketing teams run then and so at the very least if we recognize that you're coming in from Japan we can at least give you the option to go to that site in Japanese to

see more relevant contacts to you that I've kind of at the the Larger scale and it's not thinking of everything is wonder why we don't have to recognize that you're in Japan. You're a CIO in the manufacturing industry. Like I do lie will get there. But at the very least let's recognize where person coming in and give them a an experienced its most relevant based off of the context of their geography. So not really personal is not really personalized per se but at least local culture or my senior director talks a lot about this concept of red carpet

experiences. And so we recognized with you know, just where we're at today. Not every customer is going to be able to have a red carpet experience with the scale, but we have to understand who those are and then prioritize them in terms of content creation. So making sure that we have all the variations to deliver that red carpet experience. So as you know, that the bare minimum you can at least you target people in at least give them a More Country relevant experience, then you can cut his move into the Spectrum and look at you know, Dewey Understand based off of past Behavior or

based off of you know, a target audience that we've built in Rd and pee or based off of Industry. How can you get a little bit more personalized based off of some of these things that you just didn't you didn't you that we can understand about an anonymous visitor and then once he start moving into registered users fun fact, we have like 3% of our sister. Com traffic is actually registered user the 97% of our traffic is an optimist. So will we do have registered users that gives you the opportunity to do more Point product-specific cross belt upsell let them know that their services contract

is coming up for Renewal off and do more of that one to one. But really what we're trying to spell for it especially at scale. Is that 97% that synonymous so how can we recognize their interest in their industry and the data points that we want a personalized off of and then serve them an experience that matches. And you're done. You're good to go before someone is a really the starting point. It's what we used to create the content. But then we start group in users were hoping to get to the

point to where we can start grouping users based on what they're doing. So don't you start with the Persona in that's the message but then you start targeting people with messages based on people who are exhibiting the same behavior whether or not they are they at a certain title. But if they're behaving the same and Target them a certain way of that is a little bit is that if we think about a Persona like you want me to create different silos by going to this customer Centric approach. So now we have and we know

that I was like, you know, they buy routers switches then that's what bar bites Network Power could never be interested in the phone system because their Network fire and so we try and keep them in it. We created these Persona silos that we keep trying to shove our customers back into and what we're really How to do is let Behavior be the main driver. So the Persona helps you shape the message and really get in the customer shoes. But what the customer is actually doing at that moment, they could be they could have a network are title. But me behaving is a data center manager or as

someone that's researching the phone system. And so we have to have Dynamic capabilities to be able to interpret that behavior and then respond to it in real time with the right content.

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