Uber Yourself Or Get Kodaked.

Uber Yourself Or Get Kodaked…

Apple easy, Google fast: The experience management culture

Technology has taken centre stage in the success of companies today. With the likes of Uber, Amazon, and Deliveroo changing the way we live, shop, work and consume content, innovation is happening faster than ever before. In light of economic uncertainty, it’s become even more vital for businesses to deploy cutting-edge technology to maintain competitiveness.

Over the course of the next year, board-level conversations will be dominated by ways to ensure a seamless customer experience, formulating tactics to embrace disruptive technologies, as well as grappling with the implications of the future workplace. 

Digital disruption is affecting nearly all businesses:
Consumers can now order a meal, book a taxi and do their shopping with a few clicks of a button, without even leaving their living rooms. As a result, customers are increasingly expecting services to be ‘Apple Easy’ and ‘Google Fast’ in all aspects of their lives, demanding quick and seamless experiences across the board.

Customer experience management will continue to be a driver of success across all sectors in 2020. For many organizations, this means going back to the drawing board and incorporating customer-centricity at the core of their business models. As digitally native brands take a data-driven approach to provide frictionless experiences, customers will no longer tolerate dated technology with legacy systems and antiquated processes.

In the retail sector for instance, roughly 93 percent of UK internet users are expected to do online shopping by 2021, the highest online shopping penetration rate in Europe. However, as the e-commerce market becomes increasingly saturated, and the high street continues to decline, customer experience will be the central factor to help incumbent brands cut through the noise in the market.

Experience management extends beyond the end user to include other important stakeholders such as suppliers, partners and employees. Over the next 12 months, companies will increasingly need to acknowledge the need for a close link between good employee experience and exceptional customer service.

Engaging and retaining employees requires a big shift in company culture. A data scientist might choose to work in Silicon Valley not just for the financial benefits but for the culture of innovation it fosters and the opportunities to grow.

This results in companies such as Facebook and Uber – already excelling at customer experience – attracting the best talent. To avoid this brain drain, companies must look to emulate this culture and provide similar opportunities on this side of the pond, creating a superior experience for their employees.
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Source:  Marcell Vollmer

How AI is Disrupting Google Search?

How AI is Disrupting Google Search?

 A good view from Eric Enge on how Google is improving its search result quality with Rankbrain – its newish AI powerered algorithm.

However, and it’s a big however, 50% of new millennials don’t use search at all – they are simply told stuff by other people – combined with AI assistants like SIRI and Google NOW being pre-emptive. . . search may actually be decreasing. . .

From Fast company: “A new study offers a peek behind the scenes at how Google structures its search results. The study focuses on how Google’s RankBrain algorithm, which was first announced in October 2015, parses the English language. It’s one of the most detailed efforts to understand the algorithm to date.

“Google improved in about 55% of the queries that they didn’t understand back in July of 2015,” study author Eric Enge told Fast Company. “Honestly, I think that’s pretty amazing.”

Enge, who works for marketing consulting firm Stone Temple, focused on how RankBrain works compared to other Google machine learning products. He then made inferences on RankBrain’s behavior and results, which is something Google has not extensively discussed publicly.

In order to conduct the study, Stone Temple compared a sample set of 1.4 million pre-RankBrain queries to Google’s current search engine. They then analyzed a small remnant of search queries from the older set for which Google didn’t provide appropriate results.

After the launch of RankBrain, 54.6% of search queries that previously returned irrelevant results began returning appropriate results.

Some of these hard-to-resolve searches included queries like “What is low in the army” (Where the searcher is believed to have been searching for “what is low rank in the army”) and “Why are PDFs so weak” (Which, in the older version, first showed PDFs with the word “weak” rather than results about the security of PDF files). Stone Temple also saw what appear to be improvements surrounding specific phrases like “What is,” “Who is,” and “Where is.”

“We also found certain specific classes of phrases they handle better,” Enge said. These certain misspellings, such as when users misspell “Qatar” (the country) as “Cutter.”

One of the things Enge emphasized in the report is that he believes RankBrain has a negligible effect on SEO. He writes that it “simply (does) a better job of matching user queries with your web pages, so you’d arguably be less dependent on having all the words from the user query on your page.” The biggest changes from RankBrain, he added, have to do with increasing search quality and creating a likely framework for Google to apply further machine learning improvements to its search engine”

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Source John Straw

Auto Industry Disruption And Digital Marketing

Auto Industry Disruption And Digital Marketing

There are structural changes and disruption that the auto industry is going through not only in India, but globally and eventually this will impact the turns marketing will take, and also enter some new lanes marketing has not ventured into earlier.
There are three tectonic forces hitting the auto industry simultaneously, and even one of them would be powerful enough to disrupt the entire industry. This powerful trifecta of forces is fleets represented by app-based Cabs -on-demand like Uber/Ola, electric vehicles EV replacing IC engines, and finally, autonomous or driverless cars. A lot is written and said about the first two – the shared economy phenomenon, and the advent of electric. Not much attention, however, is paid to the third major disruption – driverless or autonomous cars. Most of us tend to believe that this is something that will never happen in India or will take a huge amount of time.

Autonomous cars will become a new marketing medium. In some sense, the car will become the new living room, with the lounging space and a host of entertainment options, and multimedia screens dotting every available surface inside the car. This will give a range of cross-channel opportunities for digital marketers,that could combine the offline and online mediums. There could be seamless advertising across car screens and billboards that the cars pass by. As the car nears a retail outlet, the two could communicate with each other to alert the passenger of discounts and offers. Your phone, the car, and physical outlets would work with each other seamlessly and present great marketing opportunities using connected IoT devices. Targeted advertising could mean something totally new, as the vehicle itself could be ordered (with consent, of course) to take the passenger directly to a new restaurant or outlet for introduction offers. Business development could itself develop.

For marketers, thus, there will be three huge challenges and opportunities:
• Precise location-based targeting: it will become very critical to integrate both physical and digital across cars, devices and the outside physical environment (billboards, retail outlets, fuel stations, restaurants) on the move, and build effective and powerful cross-channel communication and promotions
• Hyper – personalisation: Data from ultra-intelligent autonomous vehicles will afford even greater personalization opportunities. Ads could be served very effectively based on even physical purchase/visit history, not only the digital one, for example. Entertainment options could be very precisely tailored.
• Real-time marketing: Alerts, ads, and messages will be based on where the customer is and what her destination is. Content can be dynamic and contextual to the location and intent
Technology tends to greatly influence how customers think and behave, and disrupt businesses. This happened with cars, with television, the PC and mobile phones. A similar, massive disruption will happen again, with autonomous cars. Good marketers have looked upon each disruption as an opportunity and innovated and not just adapted but leapfrogged using such shifts. Happy not-driving.

• Hyper – personalisation: Data from ultra-intelligent autonomous vehicles will afford even greater personalization opportunities. Ads could be served very effectively based on even physical purchase/visit history, not only the digital one, for example. Entertainment options could be very precisely tailored.
• Real-time marketing: Alerts, ads, andmessages will be based on where the customer is and what her destination is. Content can be dynamic and contextual to the location and intent
Technology tends to greatly influence how customers think and behave, and disrupt businesses. This happened with cars, with television, the PC and mobile phones. A similar, massive disruption will happen again, with autonomous cars. Good marketers have looked upon each disruption as an opportunity and innovated and not just adapted but leapfrogged using such shifts. Happy not-driving.
Source:Devendra Chawla and Jaspreet Bindra