This thursday I attended the Augmented Reality Summit, its been going for a few years but this was my first. Here’s a quick summary of my key take aways.
- AR has grown from a niche techie interest to something that is viable for consumers in the last year.
- There is ongoing convergence of wearable technology and AR. Oculus rift and Smart glasses being the obvious examples.
- Google glass is being viewed as a conversation starter to get the key issues, like privacy, worked through quickly. Smart glasses have been around for a while.
- QR codes are mostly outdated already as markers – image recognition is widely possible. I’ve never been a fan of QR.
- AR and future mobile devices have the potential to disrupt the games console market by being just as powerful.
- The key challenges:
- battery power; use runs down your battery quickly, but the industry is working on processors and software to help.
- GPS accuracy
- interoperability; there’s no standards yet!
- quality content.
- Lighting; accuracy can be affected by light variation but you can always use the flash on a phone to help.
- Markers; picking a strong image is critical in avoiding temperamental ‘pick-up’ in the AR reading.
- Apps; custom apps exist at the moment because the off-the-shelf ones give limited interactivity and content options.
- Aurasma; is relatively widespread in its adoption and has cheap / free options for creating AR triggers. Blippar and Zappar (and others) are yet to offer this.
- Telegraph; created an AR enabled newspaper to promote ad sales, the initiative (including a competition for agencies) generated £500k in ad sales 8 weeks.
- ADSA created an in-store Easter event with Zappar
- Education and AR blog
- An AR phrase book
And here’s a tweet summary of the AR Summit in storify.
Last week was the first Marketing Academy bootcamp…
Inspired. Exhausted. Thoughtful. Excited. My #marketingacademy boot camp feelings!
— Laila Takeh (@spirals) May 24, 2013
What is a marketing bootcamp?
I was lucky enough to be selected from around 600 applicants as one of 30 Marketing Academy scholars. The selection process was rigorous; written application, employer endorsement, showcase piece, telephone interview, four psychometric tests and a panel interview!
There are three bootcamps in the 12 month scholarship. The other elements of the scholarship are mentor meets, lunch and learns, faculty days and coaching.
The bootcamps are two or three intensive days of active learning with all scholars in attendance. This first one was mostly led by @thelivingleader but we also heard from @gailgallie, @olibarrett and @petermarkey.
What did I learn?
Lots and lots and lots. Here’s a few of the easy to share bits:
- Leadership: A real leader is one that develops other leaders. Authenticity is key.
- Communication: Giving info isn’t the main leadership communication style; other key ones are seeking clarification, supporting, building.
- Networking: Don’t ask what someone does – find out about them as a person first. You can spot something useful to share by email later.
- Personal development: Focus on what you want to grow, if you focus on the negatives they will grow.
- Your vision: If you vocalise your ambitions as if they were already true – it makes them easier to achieve.
- Confidence: You can’t control how people feel, only how you treat them. So focus on what you give, not what you get.
- Pull and push: When leading there are times to push, and there’s a moment to switch to pull. If you keep pushing results will diminish.
It’s going to be an amazing year of learning – I’ll try to share it with you along the way.
I’ve written about whether digital team’s will continue to exist before so I won’t go into detail again. But recently I spotted this salary benchmarking report by Propel which I thought gives some useful insights.
I particularly like the chart about new vacancies by role type. What this data makes me think is:
- there’s more growth in digital marketing roles than ‘back office’ tech and services.
- specific digital strategy roles are perhaps being subsumed into overall strategy roles.
- technology is more consumerised and development is getting slightly ‘easier’ to do and project manage with less-specialist roles.
What does it make you think?
I was one of the keynote speakers at Media Trust’s Go Mobile conference this week, a few people have asked for my slides and notes so here they are…
Mobile is here
You have to think mobile for all of the experiences you are designing. It’s not going away and it’s not ‘on the horizon’, its well and truly here.
But it’s still evolving
Mobile compatibility is still not entirely standardised, it’s a bit like the www in the 90′s. Adoption of different devices is also changing rapidly. For example, in just the last year the UNICEF UK website has seen a big growth in iPad that has caught it up with iPhones, we also saw Google Nexus 7 appear as well as others.
Case: UNICEF UK Mobile Website
To make sure we had a mobile compatible site as quickly as possible we launched an interim mobile website of just a few key pages and the donation funnel. We’re working on optimising the whole of the site. To keep costs lower and give us increased technology flexibility we’re using separate ‘layers of tech’ to do the transformation rather than having a fully responsive site (for now).
Case: UNICEF Sweden website
Our UNICEF Sweden office, on the other hand, have created a fully responsive website. They were on the brink of a full website rebuild so it made sense to invest now and go ‘mobile first’. The site is designed for smartphones first and PC desktops last. They had to make some hard decisions on how to streamline content.
Forget about ‘mobile’
It’s easy to get obsessed about mobile devices, really what this change means is a change of behaviours. Remember behaviour first when you are designing user experiences. People are now using multiple devices, we don’t live in single screen households.
Time of day
This graph demonstrates a clear difference in behaviour that mobile has created. UNICEF UK non-mobile traffic peaks during working hours while traffic from mobile devices is consistent throughout the day, even into the early hours. This pattern is important when you think about how people are interacting with your brand.
Case: UNICEF UK Speak Up for Children
I’ve learnt the behaviour lesson. We (with an amazing group of partners) did a brilliant mobile campaign called Speak Up for Children, it was a great success in the end, but we failed at first. The original concept was to create the biggest voice petition in the world. It seemed to make sense that a mobile campaign should use the voice feature of your mobile phone.
We quickly learned that very few people wanted to interact this way, it was just a bit too intrusive / embarrassing. So we paused the campaign and replaced the petition with a simple email address entry field.
Case: Syria Emergency
We also know that SMS giving is really effective. It enables the immediate emotional response of a supporter who wants to help, it also gets funds for emergencies quickly. We even include the SMS giving number in search adword campaigns. You should be prepared for SMS giving no matter what charity you are.
Apps are hard
Finding a concept that works as an app is hard. UNICEF offices around the world have tried and success has been limited. You need an app that fits with an individual’s life, if you wouldn’t download it – don’t build it.
Email is important
Increasingly, email is consumed on mobile. If you have an email marketing programme or email newsletter it should be compatible with mobile now. Even if you have to create plain text emails, it’s better than emails that don’t work on a mobile.
It can be easy (sort of)
If you have very limited resources it can be very difficult to go mobile. But there are lots of platforms which are now mobile compatible which you could design your experience around. For example; using twitter, facebook and justgiving could give you a campaign experience which is mobile compatible without you needing to convert your own website for a bit longer.
And that was it!
15 mins really isn’t very long to talk about mobile. I didn’t even touch on UNICEF use of mobile in the field, there’s a bit about that in this innovation presentation.
I love digital analytics, but the perceived concreteness can lead to some tricky situations…
Unless you’re only using one channel to showcase your brand (if you are I’m intrigued to hear why!?) your audience is almost certainly seeing you in more than one place. This creates a challenge for Google Analytics and other similar tools. While its easy to generate ‘last-touch’ reporting this doesn’t give you a true sense of why someone responded.
So we’ve been building up our understanding of multi-touch attribution, including using tools like Ignition One. But this doesn’t help if/when you include offline in your media mix. You still can’t fully understand what the impact of the full mix is.
The tricky situation this puts you in is particularly relevant if you’re still trying to build the business case for integrating digital. Individuals can interpret last-touch reporting in terms of ROI (return on investment) on a purely channel by channel basis. This can mean investment is skewed, and integration completely overlooked.
Unless you invest in regular market research studies I’m not sure there’s a real-time answer (until we all get micro-chipped!). So next step for us will probably be considering what ‘closest guess based on historic data’ models we can devise and use.
Where are you with your attribution models? Be great to compare notes!
I often mull over whether my digital transformation work will ever been done (in a good way), and what it will look like when we get there. I was thinking this over while scanning through a e-consultancy report on the evolution of agencies. There were a couple of role descriptions which I think go some way to painting a picture of digital first organisation structures:
“staff who have a strong, vertical digital skill, but have either a breadth of experience outside of this vertical area or at least a useful level of understanding and empathy with other vertical digital channels and, notably, with traditional marketing practice and techniques.”
Chief creative technologist (More on this theme in the excellent chiefmartec blog)
“The three main areas of focus for the role are:
1. Helping the Chief Marketing Officer translate strategy into technology and vice versa
2. Choreographing data and technology across the marketing organisation
3. Infusing technology into the DNA of marketing – practices, people and culture”
I’m still undecided whether digital teams will cease to exist entirely. I certainly think there will be fewer titles with ‘digital’, ‘web’ or ‘online’ within them. Like the descriptions above, digital and non-digital staff will have more rounded skills-sets all around.