Though seemingly harmless, driving a car for even a short journey through the mountains can be harmful to the environment.
Mountain Riders, a French nonprofit dedicated to educating the public about the importance of protecting mountainous environments, partnered with JWT Paris to help make people aware that CO2 emissions from cars can contaminate the snow and threaten the health of animals, plants and people that live on the mountains.
How? With “Untouchable Cars.”
Launched on December 11, the UN’s International Mountain Day (HYPERLINK), “Untouchable Cars” revolves around beautifully crafted snow sculptures of animals whose habitats are threatened by car pollution. The snow sculptures were placed on top of some cars, leaving their owners unwilling to touch them lest they ruin the sculptures.
Nine snow sculptors helped to cover dozens of cars in the Mont Blanc valley with the, generating a serious social media buzz driven by the hashtag
J. Walter Thompson Bangkok and Bireley, an almost century-old beverage brand, teamed up for “Just One Sip,” a new campaign that reminds us that happy moments are always within reach, even in hectic city life.
The spot tells the tale of a noodle seller, his wife, and a romantic moment in the middle of their noddle restaurant.
This campaign is not just about selling the product,” says Satit Jantawiwat, Chief Creative Officer or J. Walter Thompson Bangkok. “We wanted people to think of the brand in a different light – and with a smile. So we came up quirky, hearwarming story to soothe the soul on those hectic and tiring days – and to remind people not to be shy about expressing affection to their loved ones.”
Can our brains help us shop more smartly? To find out, we’ve created a virtual reality e-commerce solution and hooked it up to an Emotiv EEG reader. By monitoring people’s brain activity while they are watching a catwalk show we can identify which items affect them on a subliminal level and add those to their […]
Last month, we explained five extremely useful digital marketing stats. This month, we’re sharing five more!
What advertising trends will drive profits next year? What does shifting spend say about a given industry? How do you make sense of the numbers coming out of Black Friday weekend?
To answers those quesitons and more, we put together our second edition of our monthly stat round up, sharing contributions from the EVP of Sales and Business Development at Liquidus, Greg O’Brien; Senior Content Marketing Manager at Vibes, Debra Filcman; and Cofactor’s own Director of Content, Lindsay DeVore.
From left to right: DeVore, O’Brien, and Filcman
EXTREMELY USEFUL DIGITAL MARKETING STAT NO.1:
CPGs are expected to spend $5.97 billion on digital advertising in 2016, an 18.2 percent gain from 2015 that will see this sector account for 8.7 percent of total U.S. digital ad spending for the year. (eMarketer)
In the past few years, the retail industry has undergone a massive transformation driven by digital technology innovations that are fundamentally changing the way consumers interact with retailers and brands. Decreasing footfalls, new online-only competitors, and profound changes in customer preferences are increasingly buffeting the industry and posing it on a knife’s edge. Retailers are combating the online revolution not only to get people into their stores, but to drive them to purchase, as well.
The shift is pushing retailers to review and transform their traditional business approaches going forward. They are increasingly adapting to the new consumer demand-driven shopping paradigm and different segments (luxury, apparel, mass merchandisers, etc.) are developing. But as they strive to catch up with the trend, retailers must realize that retailing in the digital age doesn’t mean introducing “digital” to the physical space. Instead, it means redefining one’s entire business around operating in a digital world.
Brands must follow the customer’s journey across touchpoints — only some of which will include digital tools at all. A touchpoint might be defined by a smile or the feel of a linen shirt. A mirror image of you dressed in the new style of the iconic Burberry trench coat. The smell of a store as you enter. Operating in a digital world requires integrating the physical and digital, hand in hand.
So, how do retailers go about defining the best combination of physical and digital for their brand? Here are the five overarching rules for retailers to keep in mind when designing the future of their retail experience:
1. Retailers must become more flexible, immersive, and fit for purpose
Digital extensions — a great interactive kiosk, mobile app, or sales associate tool — are no longer enough. Retail brands must reimagine their business in the age of the customer. Retailing in the digital age should be more flexible than in the past. This means omni-channel and visibility; click and collect; mobile ordering; ship-to-home; and all the permutations.
2. Think experience-led and mobile first: Mobile as the gateway to the brand
For most retailers, smartphones are now gateways to the brand. Mobile is how they start and sustain customer relationships and is now a primary touchpoint for retailers. It is becoming an essential channel pre-visit, in the store (with growing expectations for image search, wayfinding, mobile payments, and voice-based search functions), and post-visit. Increasingly, both retailers and mobile providers are entering the mobile payment space, with 60% of omni-channel retailers predicted to launch customer mobile payment initiatives by 2018.
Focus on the full customer journey
By broadening the aperture of experience beyond its traditional focus in retail — the store — leading brands can create a new competitive battleground and begin winning sales before someone even arrives at a physical property. Capturing pre-visit sales with pre-orders, click and collect can help drive revenue growth for retailers. Another pre-visit technique is that of try-on and try-out innovation, which encourages customers to buy products in-store by letting them try products on at home. But even more important, in our opinion, is post-visit activity. Designing for the post-visit stage of the journey — using follow-up emails, texts, savings catchers, or other communications — is a significant opportunity missed, or poorly executed.
4. Move from data and reports to intelligence about performance and your customers
Retailing in the digital age requires the optimization of store environments, and analysing flow with real-time analytics is now possible and gaining a foothold. Recent research notes that 71 percent of retailers use or plan to use people-counting technology in their stores, while 68 percent are looking to introduce in-store Wi-Fi and loyalty systems. The evaluation of data from these installations can lead to major revisions in retailers’ understanding of customer behavior. Executives might find that store dwell time is significantly different than they thought, or that smartphone usage is primarily for entertainment or communication, rather than “showrooming.” These and other insights can lead brands to increase (or decrease) their investments into mobile apps, as well as their in-store use of digital endcaps.
5. Keep in mind that stores are far from irrelevant
The value of the store experience — tactile engagement, a full 360-degree experience, and of course a sales force — makes it a difficult channel to ignore, replace, or shut off. The store remains a predominant part of the total retail experience, but its role is changing and requires that it be more in tune with the needs of the Millennial shopper. For this, retailers need to reimagine and evolve their in-store channels and engagement innovations.
Retailers are on the verge and too few successfully blend the three main channels — mobile, e-commerce, and stores — together in a way that is optimized for customer experience. To succeed over the next decade, retailers must fundamentally transform themselves, touching every area from organizational structure to the products and services that they offer.
This wholesale reimagining of their business requires that retailers be focused on five main points: The need for a vision of a future retailer; the importance of mobile; the opportunities in the pre- and post-visit phases of the purchase cycle; the importance of analytics and optimization; and, finally, the continued, central role of the physical store.
The brands that succeed in this environment will be the ones that transition and evolve quickly enough to get ahead of the changes in their core business. How will you design the future of your retail experience?
In 2011, there was one Trussell Trust foodbank in Scotland. Now there are more than fifty. There are nine in Edinburgh alone.
This story ran two days after Christmas last year as we grazed on turkey soup and the pesky coffee Roses that no-one really enjoys. Over 7,000 people visited foodbanks in Scotland during Christmas week.
A few of us at Leith have been doing a bit of research into foodbanks as part of a training course we’ve just completed. IDEO’s Human Centred Design Research was made available online by Acumen and set us a brief as part of the course.
Our research took us to foodbanks and we learnt that there are actually two kinds of parcels given out to people needing help. A box of food that lasts three days for people with access to cooking facilities. And the equivalent if your only cooking equipment is a kettle.
We are thrilled to share that Sapient has earned a perfect score of 100 on the Human Rights Campaign’s 2017 Corporate Equality Index, an annual benchmark of U.S. workplaces on LGBT equality.
Now in its 15th year, HRC’s Corporate Equality Index is based on criteria that have been created to encourage employers to advance the best practices, policies, and initiatives for LGBT workplace inclusion. With this score, Sapient has proven our ongoing commitment to inclusion by all major benchmarks of the Human Rights Campaign and solidified our stance that discrimination has no place in our business.
We also extend our congratulations to DigitasLBi and Razorfish for receiving perfect scores as well, demonstrating the strength of our shared dedication to diversity across Publicis.Sapient.
Click here to view the entire 2017 Corporate Equality Index from the Human Rights Campaign.
14 million people in South Africa suffer from hunger every day.
Non-profit FoodForward SA already tackles the issue, currently feeding 250,000 people daily. Last year alone the organization distributed more than 3,300 tons of food.
This year, continuing their commitment to helping South Africa’s hungry, FoodForward SA and JWT South Africa have unveiled a new fundraising campaign that turns Secret Santa into an opportunity for people to donate to FoodForward SA.
Instead of more typical holiday gifts, the campaign encourages people to purchase a festive card from FoodForward SA for just R35, which will go toward helping to feed a hungry person for a month. In return, people receive a beautifully designed card that they can give to their colleague or loved one.
Once you make your donation, three card options are emailed to your inbox and the card informs the recipient that a donation has been made on their
Selling baby products can be a tough market, but it can also be profitable. Keep this in mind: there will always be a need for baby products. The baby market is a constantly growing industry. More and more babies are born on average each year. So if you have chosen the baby market, you have chosen a great market.
Selling baby products is a competitive market. You are selling products that the baby will grow out of in a couple of months. Also, most new moms are in the work force, so they know a good deal when they see it. So if you are in the baby product market, then this article is for you. We will discuss tips to a successful product marketing campaign.
We all can agree that when pregnant, pregnancy magazines are one of the first places a mom will go, especially if this is her first child. Pregnancy magazines have a section where they recommend baby products. It is wise to do whatever you can to be on their lists.
Most people think that magazine editors are hard to approach. The truth is, they are always looking for the next big item to talk about. The best way to approach them is to put together a press release and send it to all the major baby magazines. First time moms are always looking through these. Make sure that you include a few of your products and any deals you may offer.
Blogs and Social Media
If you have a blog on your website, it is a good thing to post engaging content. If the title catches a mom’s eye, she will read it. Once you have her reading it, talk about the benefits of your products. That will draw them to your online store.
People these days spend huge chunks of their time on Facebook and Twitter. Use that time to find groups that talk about first time mothers. Casually introduce your products as someone who uses those product on a daily basis. Make them believe that you can not get by without your products. Also do not forget the importance of influencers within your marketing campaign.
New moms go gaga over baby room themes. If you sell a product, make sure it goes with a specific theme. Moms love matching themes. Butterflies and sports themes sell the best. Selling products in a bundle will also increase your sales. For example, if you sell baby bed sheets, sell bundles with the same theme.
Marketing baby products can be a very profitable business. Marketing the right way can mean the difference in gains or losses. By using these simple tips, you will see a difference in your monthly sales. Get your brand out there.
As Tom Goodwin notes, Alibaba, the most valuable retailer, has no inventory. Airbnb, the world’s largest accommodation provider, owns no real estate. Uber, the world’s largest taxi company, owns no vehicles. This may sound counter-intuitive, but, in fact, it’s the new reality for businesses operating in a digital world.
For these brands – and many of their fellow disruptors – success comes, in part, from the ability to better meet customer expectations. In today’s always-on age, consumers want brand interactions to be instantaneous, seamless, and personalized. This requires software delivery to be transformed into an outside-in function that plans, builds, and runs technology based on customer behavior and expectations. By extension, enterprise IT professionals must deliver software in an iterative and continuous manner.
The benefits of continuous delivery, as powered by development and operations (DevOps) and other methodologies, are significant. This model has been shown to enable business transformation and improve business results by delivering software products to market faster, cutting downtime costs, and reducing risk. And yet, many companies – particularly established, large organizations – are not embracing modern development best practices or adopting an experimentation culture.
To that end, SapientNitro surveyed senior technology leaders to better understand organizations’ enterprise IT practices and the current state of enterprise IT. As a result, we’ve developed and refined our “enterprise startup” approach – a new mode of operation that helps clients embrace a culture of experimentation and better organize around the customer. To create an enterprise startup, we believe there are three things that businesses need to do differently from the traditional approach:
1. Build Clean, High-Quality Code.
Our research found that clean, high-quality code at every stage in the lifecycle helps provide timely feedback to work groups, enables real-time adjustments to projects, and helps optimize overall results.
Building clean, high-quality code involves two steps. The first is making sure the code is of production quality from the start. The second step is to build and use a DevOps toolchain and ensure that it is adopted by enterprise IT teams. To help companies overcome this gap, we have designed and built our own continuous delivery DevOps toolchain, which builds in high levels of quality using mostly open source tools that help engineers test and perfect quality during the development process rather than waiting until a future, separate testing phase.
2. Automate with a NoOps Mindset.
In our study, 92 percent of digital leaders agree or strongly agree that clients want to “automate all enterprise IT processes.” However, just 16 percent agree or strongly agree that clients have been “very successful” in doing so across their organizations. In other words, companies recognize the value of automation, but are struggling to make it widespread.
We encourage organizations to look at automation with a NoOps mindset – which is to say that “no operations” team will be needed to manage and maintain the product. Few companies – be they startups or large enterprises – meet this standard today, with just 13 percent of our IT experts agreeing or strongly agreeing that companies “regularly” use a NoOps mindset. In our experience, the inability of IT teams to set up and maintain the test environments needed to run different experiments is a key challenge. There are occasions in which environment creation is so manual and error-prone that it takes weeks or months to create test environments.
3. Think “Small and Frequent”.
As leading companies transition to continuous delivery, thinking “small and frequent” is one way to minimize risk. We characterize this activity into three main categories: 1) adopting microservices, or breaking applications into small functional clusters to fuel automation; 2) thinking beta, or releasing changes to a small group of customers before expanding; and 3) rethinking measurement, or establishing key performance indicators to chart progress.
For many businesses, this step requires the biggest shift in mindset. In the end, it basically comes down to having the right architecture, right processes, and proper data in place to effectively inspire change.
As companies look to compete in a digital world and adapt to customers’ always-on mindset, the “enterprise startup” approach – embracing journeys, focusing on building quality code, automating wherever possible, and adopting a “small and frequent” mindset – can help drive change.