Chris Combemale - 1 to 1 to millions communication
1. 1 to 1 to Millions Communication
Reinventing the DMA for 2013 and Beyond
Chris Combemale
Executive Director
2. What
1. What we’re doing and why we’re doing it
2. What we learnt from our research
3. Where we’re heading
Why
1. To bring you up to date with the DMA
strategy
2. To bring you up-to-date with progress on
the content strategy
3. To bring you up to date on positioning
the new code and guides at the heart of
the new strategy
3. “There are several forces we
believe are creating conditions
for true breakthrough.”
To meet the needs of marketing clients
Why are we evolving?
• Technology gives people 24/7, real-time connections to everyone, and the power
to transform public opinion on just about anything, including the direction of
brands, companies and even countries.
• Trust in institutions is eroding so people want to know who is behind brands and
companies; and if we’re interested in improving lives, versus just making money.
Today’s heroes are "everyday people" whose actions inspire others to follow and
whose stories generate the most interest and advocacy.
• People are participating. They’re involved in conversations about our brands and
companies like never before. they’re creating content through conversations, and
creative expressions of how they think and feel about topics.
4. To meet the needs of marketing clients
“P&G’s vision is to build our brands through lifelong,
one-to-one relationships in real-time with every person
in the world.
But achieving this vision requires some fundamental
shifts in how we operate.
It requires shifting our mindset to think of who we serve
as "people", not just "consumers" in order to make their
whole lives better.“
Marc Pritchard,
Global Marketing and Brand Building Officer,
Procter & Gamble
Why are we evolving?
6. Participants agreed that we create “work that works”:
targeted, personalised, responsive, measured
communications that are commercially robust and
effective.
There’s a warning not to throw out the baby with
the bath water – as we are a growing not dying industry.
We are grounded in
a heritage we’re proud of.
7. With technology facilitating the shift of power to the
customer, participants emphasised that direct marketing’s
potential to communicate one-to-one is more important now
than ever.
It was therefore felt that we should build on the heritage,
credibility, thought-leadership, data and tools which have
always enabled us to create the customer’s experience …
just bring them into the digital era.
What differentiates us is our total
obsession with ‘the customer’.
8. Participants made the point that in the analogue era,
we claimed to be able to communicate with every
individual but fell short of being able to do so.
They agreed that now, however, with the revolution in
digital, social and mobile technologies, we can deliver
on this promise.
Unexpectedly, it has also given us even greater power
to do so at speed and at scale: our business is now
multi-channel, real-time, always-on communications.
In a digital world, we are now in
the ever more competitive business
of “DM on speed”.
9. The majority of participants chose ‘one-to-one-to-millions
communication’ as the proposition which they felt an industry
body championing their interests should be founded on.
They agreed that if implemented successfully, one-to-one
communication has the power to reach unlimited numbers of
people.
‘One-to-one-to-millions communication’
presents an exciting vision of what one-to-one
marketing can achieve.
10. Reflecting the positive light in which the proposition was
perceived, other phrases used interchangeably with
‘one-to-one-to-millions communication’ were:
• ‘DM on speed’
• ‘DM turbocharged’
• ‘True one-to-one’
• ‘Ultimate one-to-one’
There were many similar articulations
of the same proposition which
supported its validity.
11. Participants articulated what the mission of the organisation
should be in different ways.
But at the heart of every articulation was the hope that
it would be a facilitator of change committed to helping
members to surprise and delight the customers they serve.
Be a ‘change facilitator’.
12. Participants agreed that the key benefits which they
value most but find lacking in industry organisations
available to them are:
• Thought leadership;
• Facilitation;
• Education;
• Experimentation; and
• Leading edge practice
Thought not just practice.
14. Our community vision
Together we will create
a vibrant future for Britain by putting
1 to 1 to millions communication
at the heart of business, even society.
15. Our value proposition
We connect, enable and inspire
our members to
drive business growth through
1 to 1 to millions communication.
16. How do we deliver the value proposition?
1. We’ll lead the revolution to build great businesses on great
customer experience
2. We’ll empower the creative industry to drive growth for the UK
3. We’ll drive constant innovation to future-proof our industry
4. We’ll connect our community of members with the fast-changing
world around us
5. We’ll lobby for the best interests of the industry
6. We’ll promote best practice in 1-to-1-to-millions communication
7. We’ll attract and nurture the talent of the next generation of
industry leaders
17. Our Values
Genuine
We are transparent and honest in all that we do.
In-touch
We are open, intelligent and never lose sight of the needs of
customers, our industry and our members.
Inspiring
We are vibrant, energetic and creative.
Helpful
We work as a team, sharing goals and supporting all our
stakeholders.
18. So, what is a content strategy?
Content strategy
Content
Structure
Format &
Delivery
Resources &
Workflow
Measurement
Monetisation
Multi-
channel
Website
Mobile
Social
Email
Events
Sales
Collateral
Publications
Research
PR
20. Members aspire to be a real community.
There is a shared aspiration amongst council members and members to
create an open, connected community of experts, mentors, thought-
provokers and change agents, standing on each other’s shoulders to
move the 1:1:M industry forward.
21. A distinct culture.
To understand the culture of the community they aspire to, we explored 6 cultural
dimensions with the groups: behaviour, structure, knowledge, mindset, relationships
and leadership.
22. Behaviour.
thought leaders
outspoken ambitious inquisitive
lobbyists
compliant
risk averse
dull toothless
reactive
slow time constrained
thought provokers
one step ahead newsworthy forward-thinking robust
debate visionary inspirational now change agents
dynamic pushing boundaries generating ideas setting
agenda proactive directional innovative pushing
industry forward decisive
continuum of behaviour
Away from compliance, towards thought-provocation.
23. Structure.
continuum of structure
Away from siloes, towards connected communities.
siloed channel-promoters connected communities
inclusive engaged serving feedback one organisation
supportive collaborative consultative common agenda
protectionist
converging
competitorsmedia siloes in a
world of
convergence
24. Knowledge.
continuum of knowledge
Away from academia, towards mentorship.
geeky educative
knowledge sharing informative good
speakers
mentors
educators mentors facilitators
academic
academic theory white
papers
25. Mindset.
continuum of mindset
Away from ‘the elite’, towards pioneers.
expertsexperienced
no representation of youth all been
in industry for long time
pioneers
specialist knowledgeable credible
in depth insightful pragmatic
experts know-how
elitist
formal
26. Relationships.
continuum of relationships
Away from absent towards open.
absent
quiet unseen who are
they not much
exposure
representative opensecret
uncommunicative private
members club closed doors ‘nda’
closed space
outward-facing open working
groups accessible approachable
open-minded
27. Leadership.
Away from leadership, towards followership.
continuum of leadership
command-
and-control
obstructive old-fashioned
no action uncollaborative
looking after themselves
protectionist
direct and delegate connect, enable and
inspire
consult and action
long-winded groups communities
conversations hangouts hubs
circles champions
29. From trade-body to
community
From council members to
members
From leadership to followership From ‘heartland’ to new
audiences
In summary, four big shifts are needed.
There is a shared aspiration to move from a
‘tick-box’ trade body towards an open,
connected community of experts, mentors,
thought-provokers and change agents,
standing on each other’s shoulders to move
the 1:1:M industry forward.
There is a need to shift the perceived value
from council members to ‘rank and file’
members.
There is a desire to move from a stuffy, old-
world style of leadership to a member-driven
followership.
There is a need to appeal to new audiences,
especially digital, creative and new blood.
30. A strategy that re-interprets the DMA’s
heritage for a participation culture.
It’s not an either/or strategy. It’s an AND strategy.
31. The Culture of ‘Labs’
Think. Make.Do.
Our strategy is
DOING.
Celebration of
Culture.
Collaboration.
One unified team.
Having fun,
experimentation
and testing.
Making cool shit instead of making meetings.
Applied
strategy.
Demystifying how it
works rather than
hoarding secrets.
Show the team what resources they
have—accessible with just a few clicks—and
suggestions on how and when they could
use them.
We’re merely offering “plays” that have worked for us. We trust your judgment over ours to
decide which tools and techniques might work for you, too.
Play.
32. Festivals
A 21st Century laboratory, an eye-opening, always-changing, playful place to explore, full of
creative, thought-provoking tools, programs and experiences that ignite curiosity.
1:1:Millions
Exploratorium
A 21st Century laboratory, an eye-opening, always-
changing, playful place to explore, full of creative,
thought-provoking tools, programmes and
experiences that ignite curiosity.
33. Festivals
A 21st Century laboratory, an eye-opening, always-changing, playful place to explore, full of
creative, thought-provoking tools, programs and experiences that ignite curiosity.
The
Exploratorium
1:1:Millions
Co-labs
A collaborative environment that connects the
leaders, entrepreneurs, innovators, craftsmen,
illuminati and young blood in the 1:1:Millions
community. A set of tools that spark ideas,
encourage debate, foster relationships and
promote knowledge exchange.
34. Festivals
A 21st Century laboratory, an eye-opening, always-changing, playful place to explore, full of
creative, thought-provoking tools, programs and experiences that ignite curiosity.
The
Exploratorium
A 21st Century laboratory, an eye-opening, always-
changing, playful place to explore, full of creative,
thought-provoking tools, programs and
experiences that ignite curiosity.
1:1:Millions
Festivals
Vibrant celebrations that bring together the
diverse thinkers of the community around a
common point of passion. You belong here and
you participate. You're here to create. Since
nobody in the DMA is a spectator, you're here to
build your own new world. You’re here to
experience. You’re here to experiment. But you’ll
take the world you built with you.
35. A 21st Century laboratory, an eye-opening, always-changing, playful place to explore, full of
creative, thought-provoking tools, programs and experiences that ignite curiosity.
Limited edition celebrations of the most iconic
people, businesses and work in the 1:1:Millions
industry.
1:1:Millions
Icons
36. An intuitive, customisable feed that
seamlessly brings you the content and
conversations that are most relevant
to you.
1:1:Millions
Flow
37. The homepage is dead. Feeds are
the new homepage.
Social media aggregators and email have replaced destination sites and homepages.
Everyone deep-links to content that surfaces in their feeds: LinkedIn, Flipboard,
Facebook, Twitter. We have to work hard to ensure the DMA gets its content to people
in this way.
38. Snacks on the go.
Consumption of content happens on the go: train, taxi, walking. And so it
needs to be in bite-sized snippets. Everyone loves the Linked In feed and the
econsultancy ‘10 stats of the week’. It is the snack which may make them buy
the meal (the longer report). We need to create the DMA version of ‘10 stats
we love this week’.
39. Stats on demand.
People need stats. The latest stats. In a meeting. On the go.
Give them an app that delivers this.
40. Cases, Stories & Scenarios.
Case studies, stories and scenarios should be at the centre of the DMA
content strategy. They help describe and bring to life all the ways in
which the world can be played with.
41. Playbooks and guides
Our content and knowledge should be ever-evolving, reflecting the multiple
possibilities of what could be done, not just the rules of what should be done.
‘Whiteboard Friday’, where someone films themselves explaining something in front
of a whiteboard, is a lovely informal way of distributing knowledge in a playful way.
42. A time for change. A new customer-centric code sitting at the heart of
everything we do.
Rewriting our rules
44. The Definitions
Principles:
• The aspirational behaviour we are asking members to agree to
Outcomes/behaviours
• Result or consequence this good behaviour would achieve for the industry,
customers, and regulators. Outcomes should always be expressed in a positive way
and from the customer perspective
Rules
• What members/the industry must adhere to in detail to achieve the principles.
This detailed section contains all mandatory ‘must and must not’ statements &
links to other relevant documents such as CAP code
Guides
• These are developed by councils and DMA staff
The DMC can use the Principles, Outcomes and Rules to adjudicate against the Code.
45. Putting the Customer First
Principle:
Value your customers, understand their needs and deliver relevant products and services
Outcomes:
Customers receive a positive and transparent experience throughout their association with
a company
Customers receive marketing information that is relevant to them and reflects their
preferences
Customers receive prompt, efficient and courteous service
46. Respecting Privacy
Principle:
Companies must respect customer attitudes to privacy
Outcomes:
Customers have a clear understanding of the value exchange when they are sharing
personal information
Companies are upfront and clear when collecting and using marketing consent
Companies should be sensitive and avoid marketing that is intrusive or excessive and should
not target vulnerable customers
47. Honesty and Fairness
Principle:
Companies are transparent, fair and honest
Outcomes:
Companies are clear, open and transparent about all costs and processes
Companies deliver what they promise
Companies must not mislead customers, whether through omission, exaggeration or
other means
48. Responsibility
Principle:
Companies should act responsibly at all times
Outcomes:
Customers should expect companies to have the resources and systems in place to
carry out the agreed contract
Companies should take responsibility for the entire customer experience, whether
provided by themselves or outsourced to a third party
Companies take responsibility for their commitments and fix things if they go wrong
49. Data
Principle:
Companies must treat customer personal data with the utmost care and respect
Outcomes:
Customer data is always held securely and safely
All customer data held by companies is accurate, up to date and not held longer than necessary
Customers always know who is collecting their data, why it is being collected and what it will be used for
