Brand as a Service

Why don’t we have Brand as a Service companies? Over at Redef, there is an article about Disney as a Service. In the IT world, the “as a Service” concept isn’t new. Most know about Software as a Service (SaaS),  a cloud-based web application having a monthly or yearly subscription fee. Think Salesforce or Basecamp. 

FYI, I’m using product and service interchangeably. 

In the 20th century, manufacturers and creators have been walled off from the end users. Industries have layers and layers of middlemen who are responsible for distribution and retailers getting the product into the hands of the buyers. This wall has created a supply chain that is problematic in many industries. Media brands have had content creators, distributors, and publishers (TV, radio, newspapers) or retailers (Best Buy, theaters).

As everyone knows, the Internet changed everything. Non-publisher media brands can now engage with customers with no middlemen. Why bother dealing with them now? Part of it is that a shift to directly interfacing with end users is daunting for several reasons:

  • The brand becomes responsible for the whole stack of content creation, marketing, distribution, and post-sale engagement. The financial investment is significant.
  • Such a change will not happen over time. All the partners in the supply chain will voice their concern since it has the potential of cutting into their revenues and they can threaten to boycott the brand. Financial pain for everyone.
  • Even if the investment is possible, the organization structure of brands has to change. Companies optimize for what they are good at, creating content or creating a widget, and pushing the goods downstream. Corporate cultures will have to change, different types of talent will be required. 

But transforming into a Brand as a Service is worth it. Control is lost with each extra layer between the brand and customer and increases the probability of chaos. The brand needs to connect directly with the consumer to provide the best possible customer experience. 

The question is how does a brand decide if it wants to become a hub consumers will seek out, willingly pay for their products and services over and over? The most straightforward answer is that a brand must have more than 2 or 3 products that consumers will be interested in coming back for over and over. 
That’s where Walt Disney was a visionary. He envisioned a set of content and products that would feed, support, and reinforce each other. 

Brand as a Service

Films are the core product, and they feed to create TV, music, and other publications. It is a portfolio of content that is connected and builds on each other. 

Going back a few years, Disney becoming a stand-alone hub would be impossible without the Internet. Still today, such a transformation will be challenging, but it is finally possible for brands that have the connected portfolio of products to control their destiny.

Bot Metrics

These are bot metrics I found Googling. It will be updated as I find more.

While bot metrics can include KPIs like daily active users, being in the early days of bots, it would be better to focus on how well bots work in fulfilling the customers’ experience. Most other metrics related to funnels and sales should still be applicable.

From “Towards a Method For Evaluating Naturalness in Conversational Dialog Systems”

Metric Type Data Collection Method
Total elapsed time Efficiency Quantitative Analysis
Total number of user/system turns Efficiency Quantitative Analysis
Total number of system turns Efficiency Quantitative Analysis
Total number of turns per task Efficiency Quantitative Analysis
Total elapsed time per turn Efficiency Quantitative Analysis
Number of re-prompts Qualitative Quantitative Analysis
Number of user barge-ins Qualitative Quantitative Analysis
Number of inappropriate system responses Qualitative Quantitative Analysis
Concept Accuracy Qualitative Quantitative Analysis
Turn correction ratio Qualitative Quantitative Analysis
Ease of usage Qualitative Questionnaire
Clarity Qualitative Questionnaire
Naturalness Qualitative Questionnaire
Friendliness Qualitative Questionnaire
Robustness regarding misunderstandings Qualitative Questionnaire
Willingness to use system again Qualitative Questionnaire

From “Different measurements metrics to evaluate a chatbot system”:

  • Dialogue efficiency in terms of matching type.
  • Dialogue quality metrics based on response type.
  • Users’ satisfaction assessment based on an open-ended request for feedback.

It’s a fact: customers like to gripe

They found that customer response to positive and negative customer experience is in direct contrast to customer response to a positive or negative customer service experience. Fully 71 percent of people who have positive product experiences engage in word of mouth, while only 32 percent of customers with a negative product experience want to tell other people about it.

Steve Jobs Never Did Market Research. Yes He Did.

We’ll discuss if Steve Jobs never did market research a bit later. First though, Michael Schrage has written a good book: Who Do You Want Your Customers to Become? I’ve been sending everyone, even tangentially related to marketing, links to the book. It is thought-provoking, but after getting back a few emails about it, I realized the book is a bit misunderstood.

At first read (with the hope that this will be magic bullet that will drive sales to astronomical heights), the premise seems to be that businesses should decide what they want customers to be (the transformation), align sales, marketing, and operations departments, and the transactions will flow. The business will tell the customer what they need and the customer will eat it up. 

Clearly that is not how it works. 

What gets overlooked is that customer transformation can only happen if there is alignment with the customers desires. You can’t sell them something they don’t want or need at some level mentally. Customers will buy products or services that improve their lives in some way (real or imagined). Transforming a customer is really aligning what the customer wants to be, with solutions provided by a business. 

Let’s look at some of the examples Schrage provides in the book. Disney had spent decades creating movies princess-type characters. Disney’s customers wanted to grow up to be princesses. Disney wanted their customers to be princesses. Disney packaged their existing movie characters as princesses, promoted them as princesses, and then sold princess-related products. Disney was offering them ways to be a princess. Alignment of business and customers. $$$$$$$$.

The key in transforming customer expectation is identifying what essential attribute your service cultivates in the customer. How does it make the customers life better?

Alignment does not just have to aspirational. Google has been the technical wiz kids of the Internet for 15 years now. They figured out how to make searches faster and better, which changed the customers expectations of how search should work. But customers always wanted faster and better search. Alignment. Win.

Facebook made sharing and connecting people so easy and useful (in terms of feedback from friends), it changed everyone’s expectations of how we communicate and what we wanted to communicate. But it still stems from the fact that people want to share and we are nosey about the lives of our friends.

Shrage points out that Apple and Starbucks tapped into people wanting to be connoisseurs (either for real or status). For Apple, a shiny, sleek, well designed product. For Starbucks, coffee (or a drink with a bit of coffee and lots of milk, lol). We want to be hipsters with the pretty devices and hang out in cool places. 

Back to Steve Jobs never did market research. The thing is, Apple did research. The research subjects were initially Jobs and Woz (skip to 2:20 in video above). They built the original Apple machines that they wanted to build and use. And afterwards, products that Apple folks wanted to use themselves. 

Most companies are not in a position to use their products so thoroughly internally that they can be experts in knowing what their customers want. The nature of certain industries makes this feasible for some companies. Electronics and fashion come to mind. But if a company is not in such an industry, they have to pony up resources to understand their current and potential customers.

tl;dr – do research and figure out what your customers want and then give it to them.

Influence Marketing and Dyadic Relationships

Danny Brown has an excellent article on how everyone could do a better job measuring influence marketing.

The important thing to remember is that even after identifying and reaching out to influencers, we still have to track it with our normal processes. The sales cycle still has to be enforced. Tracking lead generation, tracking where they are coming from, pushing it all into CRM, and nurturing…and then doing the calculations to see how effectiveness of the channel.

I had a coworker years ago who went to work for BzzAgent. Find key influencers, get them to pitch products in-person (in a nice non-creepy way). They thought the same thing as Danny, influence is at a dyadic level, not just a matter of splattering ads all over Facebook.

Similarly, take a look at the NY Times article on how the Obama campaign found who to target. Ignore the politics, but it was basically dyadic relationships too. “We asked to see [Facebook] photos but really we were looking for who were tagged in photos with you”. That is how they identified voters, attributes, and how to target them”.

Eventually, none of this is cheaper or that different from any other channel.

BTW, checkout a preview of Danny Brown’s book: Influence Marketing: How to Create, Manage, and Measure Brand Influencers in Social Media Marketing

Branding vs. Marketing vs. CX

Branding vs. Marketing vs. CX

Make Haste Slowly

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