Archives For mobile

With even $50k, if you’re paying a competitive salary, you’ll last two and a half months, maybe less.”

How much does it cost to develop an app? The true price of starting from scratch.

Traditionally, B2B companies spend a lot of money on live events and it’s easy to see why. Once you get to the big end of town, especially with large-scale technology or finance solutions and consulting engagements, it’s hardly an “Add to cart” purchasing decision. You’re looking at long sales cycles, multiple decision-makers and a loosely defined set of ‘purchase influencers’.

While face-to-face engagement remains a crucial part of the marketing process, the fact that digital channels are now simply part of the fabric for B2B audiences means marketers have plenty of levers to pull to ensure that the investment in ‘meat space’ events continues to deliver. And creative strategists have plenty of opportunities to use content, social and mobile to create great digital customer experiences, using a live event as the base-plate.


mobile, events. digtal, b2b

Every attendee has a broadcast studio in their pocket. What do you want them to do with it?


We recently ran an audit of the various tactics, strategies and recommendations we’ve developed @ Ogilvy for using digital to improve the live event experience (for the audience) and performance (for the marketer). These 10 tips are a summary of what we found to be true and useful:

1. Set clear, realistic objectives for digital’s role in your event’s success.

Generally, an event is a response a business problem. That problem could be something like “Our user base is shrinking” or “We need to onboard a new brand acquisition” or “The C-suite don’t understand what our product or solution does.”

In each case, the problem rests with an audience or a target, and that’s where your objective-setting should start and end. Who are these people? What are they concerned about? What are they motivated by? And, critically, what is their relationship to digital?

Once you’ve got a handle on the audience, write down the thing that you want them to do. Do you want them to change their mind about something? Do you want them to give up some sort of profiling information? Do you want them to introduce your brand to one of their colleagues?

You might end up with a list of things you want to achieve – that’s good. Now you can assign them to digital, or the event itself, or another channel, like the sales force, or traditional PR. Get detailed and make sure you have the right tool for the job in each case. If your event is to launch a new product or solution, for example, and that’s an incredibly complex story, leave that part to the live event. Make it digital’s job to find the right people and encourage them to be there.

If you can only afford to run your live event once and your audience covers a much broader territory, make it digital’s job to broadcast as much of the event as possible to people who would like to come, but can’t physically be there. Think about what your audience use digital (mobile & social in particular) to do, and play to those strengths. Don’t ask digital to create trusted networks and thriving communities, when you know your audience prefer to make connections face-to-face.

Once you have that sorted, it’s time for a very serious and important question: Why on earth would they do that? What would I have to give them in exchange? What’s your answer when they ask you ‘What’s In It For Me?’

> Up next in this series: #2 How to Identify influencers & manage outreach


About the Author: Barrie Seppings blogs about making things better – for clients, brands, agencies and humans. He is currently Regional Creative Director at Ogilvy Singapore and he likes boards surf, skate and snow. Follow him on the Twitter, connect on LinkedIn, or add him on Google+

About the images: all photographs used with the permission of Martin Ollman Photography. Contact Martin directly for rights and commissions.


Re-designing Demand Gen is hard.

So, if Demand Generation is all wrong, what’s the right way to build leads for b2b? There’s no easy answer (yeah, sorry about that), but we’re starting to see plenty of experiments and some successes using the new ‘favourite sons’ of the comms world: branded content, social media and, to a lesser degree, mobile.

I’m fairly certain none of these are the answer.

At least not on their own. And that’s where the next great trick of B2B marketing will have to be performed: making this stuff work as scale and at velocity. How do you get it humming, quarter after quarter, across markets both mature and emerging, in service of a portfolio of complex, inter-related products?

This is where systems thinking starts to shine. Instead of channels, we’re thinking infrastructure. Instead of messages, we’re thinking stories.  Instead of campaigns, we’re thinking education (in both directions). Perhaps, most importantly, instead of sales & marketing functions, we’re thinking systems of engagement.

Boiling the ocean: also hard.


The more you start to think about all this stuff, about tearing it down and re-building it, about making common sense more common across all your markets, about establishing frameworks and operating procedures, the more you want to just go and find a shady tree to lie under. Sometimes I think it’s partly the reason we wind up churning out the same tactics in the same channels to ever diminishing applause: compared to this grand, uncharted territory of systems, at least we actually know how to buy a list and pump out the emails.

But that’s kind of boring.

Actually, it’s deadly boring. So we keep sketching and tinkering and experimenting (like we’ve always done), except now we’re also keeping an eye on the grand design, thinking about how that cool idea or interesting tactic or growing social platform might function if it were designed, from the ground up, to be a replicable, scalable and tune-able component of a system.

It’s actually quite liberating to recognise that the world (both ours and the audience’s) is not going to stand still long enough that we can ‘play god’ and re-design everything, perfectly, theoretically, as a completely fresh re-boot.

Instead, it makes more sense to apply the theory of responsive design to Demand Generation as a practice: create something, observe how people react to it, make the changes their behaviours seem to demand.

I wonder what that would look like?

Why are some brands and agencies struggling with social, despite (or perhaps because of) a visible enthusiasm for it as a marketing approach? Even once they master the jargon and the etiquette and the technical wizardry required to ‘go social’, and then resource it properly and secure executive sponsorship – social seems to, well, just…

It could be the curse of the newly-converted, or perhaps it’s FOMO*, but whatever the motivation, it manifests itself similarly each time: the team becomes overly-focused on social. Not as a tool, or as a channel or as a technique, but as a ‘thing’ in and of itself, with it’s own raison d’être. It’s dangerous, but not uncommon.

When social becomes the objective.

It tends to happen with most shiny new technologies, usually once the technology gets enough media coverage and certainly once the Vice-President’s kids start using it on a regular basis. Happened with digital. It’s been kind of happening with mobile, in fits and starts, for a while now. It’s about to happen full-throttle with ‘content’. And it’s in full swing with social. We’re all doing it, but we’re not always entirely sure why.

Here’s a simple test: replace the shiny new technology (social) with a trusted, reliable, commonplace technology (say, telephone). Would some of the briefs or programs or even job titles we’re pursuing make as much sense? Would you consider hiring a Vice-President of Telephone? Would we build up a Telephone Team, with dedicated Telephone Experts? Would we unleash a 65-page deck detailing our Telephone strategy? Prolly not.

Make social behave like a channel.

(image courtesy Martin Ollman / BugLogic)

(image courtesy Martin Ollman / BugLogic)

I’m not suggesting we don’t need expertise in new technologies. In fact, we need expertise in all of our technologies – that’s how we get good at profiting from them. But what we need, most of all, is purpose: a reason to put these technologies and expertise and resources to use.

Here’s how you find one for social in your business, or brand or agency:

  1. Find a business objective.  Or even a business unit or a department, because they will usually (not always) have an objective, or at least a role to play within a business.
  2. Describe how that objective is being tackled right now. Who is working on it? What resources do they have? What are the results like? Are they getting better at it over time, or less-better**?
  3. Ask ‘social’ how they would do that tackling. Does it sound like they could support it? Augment it? Improve it? Replace it altogether? Make social ‘play its way’ on to your marketing team and earn its position through performance. (BTW, does anyone know why I, of all people, am using a sports analogy? Really, I’d like to know what’s gotten into me.)
  4. Give social a run. But not on its own. Invite it to meetings, let it join existing teams and projects and departments, either as resource or skills or training. Make sure it has a defined role, a position to play and results to deliver.
  5. Rinse (the data) and repeat. It’s the fastest way to get better at discovering what social can do for you.

In a nutshell: social can’t be an objective, it has to have one.

Placing bets vs making investments.

The reason I used ‘Telephone’ to replace ‘Social’ is because it’s also a good way to think about the investment we make in social – and not about the size of the investment, but rather its consistency. If we set up a phone number for our audience to reach us on, we wouldn’t follow that decision with a series of quarterly meetings to decide whether we’re going to pay to keep that number connected, or to have someone pick it up when it rings. As the use of social normalises (just like it did with phones) we’ll have to normalise our investment in it, too.

* Fear Of Missing Out.  It’s a real thing, apparently.

** A polite way of saying “Starting to suck”

If you have any experience with mobiles, or South East Asia, or mobiles in South East Asia, you’ve probably come across QR codes several times over the past six or seven years and filed them quietly under ‘Only in Japan’. Get ready to take them out dust them off, as the general population starts coming to grips with the ease of ‘mobile bookmarks’ and people start dreaming up cool new uses for these pixilated black and white squares.

QR codes, and the companies hoping to ‘monetise’ them were at SXSW in full effect, reminding everyone that SMS started life as a test signal format for telco engineers and its current iteration is as a popular web service based on messages of 140 characters. You may have heard of it.

Need to rewind? Catch the previous episode, where Ad Agencies learn “How To Throw A Party (Like You Mean Business).”

Stay tuned for the next episode when ad agencies learn more “How To Get (Rich And) Famous”

This video is part of the video blog series  “10 Things Agencies Can Learn From SXSW” presented by Barrie Seppings, Creative Director at Ogilvy Sydney.