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Editor’s Letter
Letter From The Editor Welcome to this edition of Chief Strategy Officer. One of the issues that has been bandied around for years is the concept of innovation and ultimately its importance in successful businesses. From Apple to Zappos, companies who have broken new innovative ground have found that they business success. Ahead of the Chief Innovation Officer Summit in London, we wanted to discuss the various ways that companies are innovating today and setting themselves apart from the crowd to gain business success. With this in mind we have dedicated half of this issue to discussing how companies are innovating. We see how GE are speeding up their innovation after a presentation from Alex Tepper, Global Director of Innovation at the company. As NASA has begun to be seen as a money pit since it’s heyday 30 years ago, we look at how Rebecca Keiser, Deputy Administrator for Strategy and Policy has been working to reassert the organization and focus on the issues that it now faces. YP and Yelp have had considerable success individually over the last few years, however we see how an innovative new partnership could make this
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success a collaborative one. In addition to this, we have a brilliant article from Simon Barton on the ways that Spotify are identifying and utilizing their customer’s listening habits to improve their own performance whilst also increasing the listening enjoyment of their customers.
Managing Editor George Hill President Josie King
As we see social media become more important than ever before, Nicole Stagg from Stagg Digital gives us her views on current trends.
Assistant Editor Simon Barton Michaela JefferyMorrison
Richard Angus also looks at the differing strategies from Amazon and Netflix as they go head-tohead in the instant film and TV market.
Art Director Gavin Bailey
As always, if you like the magazine please share it. We are also looking for new contributors, if you feel that you have a new idea that you want to spread, please get in contact at
ghill@theiegroup.com
George Hill Managing Editor If you are looking to put your products in front of key decision makers, Contact Hannah at hsturgess@theiegroup.com for more details.
Advertising Hannah Sturgess Contributors Catherine Jackson Yulia Ivanova Richard Angus Claire Walmsley General Enquiries
ghill@theiegroup.com
Advertising Enquiries hsturgess@theiegroup.com
Contents
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Contents
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Simon Barton gives us an insight into how Spotify are saving the music industry with innovative strategies to focus music on customers rather than companies We talk to Nicole Stagg, Digital Brand Marketer at Stagg Digital about her views on the current state of digital marketing strategies We look at how Netflix and Amazon Prime are going head to head in the instant video market and how differing strategies are the key to winning Catherine Jackson, organiser of the Chief Innovation Officer Summit, discusses how Alex Tepper, Global Director of Innovation at GE, is speeding up innovation As NASA move into a new phase and a time where private space exploration is a reality, we see how they are innovating to stay ahead YP and Yelp are now working together to improve advertising, George Hill talks to YP’s CEO, David Krantz about the innovative ways they are doing this
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Spotify
How Spotify Are Playing The Right Notes Simon Barton Assistant Editor
Spotify
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In the last ten years the value of the music industry has fallen by 50%, from $32 billion to $16 billion. Clearly as a product, music’s stock hasn’t decreased; people still love music and associate different songs and artists with meaningful moments in their lives. So why has the industry experienced such a lull?
move from physical products (CD’s, Cassettes and Vinyls) to MP3 files has meant that profit margins have decreased. In addition to this, there is a considerable amount of music piracy given the flexible and relatively shareable nature of MP3 files compared to older physical options.
Compared to the housing market crash that catapulted the world into financial crisis, the downfall of the music industry is incredibly linear. The
Looking to stem the tide whilst embracing the digital format that most prefer, Spotify has been at the forefront of on-demand streaming services. They boast a presence in 32 countries, a figure that Gary Liu, Global Director at Spotify expects to increase to 120 in a years time. As Liu states “Music is worth saving” and in a market inundated with out of date business models, Spotify represents a glimmer of hope for the music industry. Unlike many of their other former adversaries, Spotify do, and have always, done everything strictly within legal parameters, something that Gary Liu was keen to accentuate. Liu recites an anecdote where as a young New Zealander, he made a trip over to New York to see his favourite baseball team play, the New York Yankees. Tino Martinez walks up to the plate and instead of being engrossed in the game, he overhears the crowd chant ‘Baba
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Spotify
O’Riley’ by The Who, a moment that has since encapsulated his vision of the Yankees and become one of his favourite songs.
the world.
Music and Brands are two components that often work in perfect unison with each other. According to Liu, 97% of retailers recognize that music has the capacity to strengthen their brand. Despite their own assertions, 70% of this group spend less than 5% of their marketing budget on music.
For external marketers this is incredibly important, as it demonstrated the imperativeness of targeting Spotify users, as they are likely to share a lot of material, especially if it’s interesting and engaging.
The primary demographic for Spotify is 18-34 year olds, with a slight skew towards male users. This shows the ability of music to Deeper analysis was however act as a powerful stimulus, one far more insightful and showed that Liu and the people at Spot- that Spotify users were early ify are keen not to give up on. As adopters of new trends who inLiu states: “music fundamental- cessantly shared material, which ly changes the way we perceive in turn changed the way their friends and families operated. the world around us”.
When companies get in contact with Spotify to help them in this area, Liu always anticipates the same questions. The most common being; “What does my brand sound like?” Instead of basing these choices on brand and advertising, they focussed on the consumers, with the expressed notion that this was essentially a consumer led strategy. Use music that your consumers associate with your brand, rather than how you associate with it. As a marketing department they set out to discover who exactly their user was, and how they use Spotify and music as a medium to communicate with the rest of
A staggering 50% of social media activity has music content at its core, meaning that for most of us it is something we can’t live without. Why does music matter so much? Spotify’s research has led them to believe that users contextualise music within moments. The people that took part in Spotify’s r e s e a r c h could clearly articulate moments that they associated w i t h different t r a c k s , w h e t h e r they’re doing the morning commute or going
Spotify
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will undoubtedly stand them in Within these moments, music is good stead going forward. Their used to amplify, motivate, reg- three steps for identifying what ulate, express and connect. The the brand sounds like can act as latter two are without doubt en effective template for other the most important elements, companies looking to attach a namely the way we connect with sound to their brand. other people and express our With continued growth planned in the future, there is a real need feelings. Having worked out who their to make sure they are abreast customer was and what makes of every possible development them tick, they encourage oth- that could have an impact on er companies to abide by three how they go about their operations. Judging by Liu, Spotify are simple steps. certainly in a good position to do The first step is to identify the this effectively. audience and own a moment, emotion or activity. This was clearly visible with the sports brand Reebok, who wanted to own the workout activity and build a sound around that. Secondly, and imperative to the success of the first step, is the need to incorporate athletes and get their views on what were deemed good workout playlists. on a daily run.
The third step is without doubt the most difficult to integrate; becoming a conversation starter. Create buzz around your brand by sharing and starting conversations that have the potential to catch the eye of people around the web. For Reebok this included creating a platform that allowed users to create their own playlists and share them over social media. Spotify, by concentrating on the consumer, have got an innovative marketing strategy that
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#CINOEU
Chief Innovation Officer Summit Inciting Discovery, Inspiring Change
29th & 30th April London, 2014
Speakers include:
For more information contact Lewis Chandler +44 (207) 193 8469 lchandler@theiegroup.com theinnovationenterprise.com/summits/chief-innovation-officer-summit-london-2014
Nicole Stagg
Digital Strategies: An Interview with Nicole Stagg, Digital Brand Marketer, Stagg Digital Claire Walmsley Strategy Leader
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Nicole Stagg
Digital Media still remains a conundrum for a number of companies. Striking the balance between quality and quantity is a real issue, and one that isn’t helped by the ever-increasing amount of media channels at the disposal of any company, regardless of size or economic weight.
jecting consumers to products they might like, to conveying a moving message that emotionally connects with them. This is clearly easier said than done and requires serious thinking outside the box.
The problem for companies big and small is that Social Media is often not treated as a priority. Increasing avenues for commu- Nicole recounts many occasions nication, on the face of it, is a when her clients have come positive development for com- to her saying that their campanies. Problems arise however paigns haven’t reached their when companies lack the kno- peak. More often than not, sufwhow to differentiate between ficient time hasn’t been allotted channels and fail to understand to digital media, and considering what those channels represent its reach, Nicole finds this quite astounding. By just adding sofor their users. The recent surge in digital me- cial media to someone’s already dia implementation has led to full plate, campaigns will be half an almost infinite number of hearted and diluted. Nicole has social media campaigns, some seen this happen far too often. of which have been incredibly As well as not treating digital innovative and successful, with media with the prioritization K-mart’s ‘Ship My Pants’ and that it deserves, there are a General Mills ‘Hello Cereal Lov- number of companies who don’t ers’ coming to mind whilst others have the infrastructure in place to deal with the level of expertise have been less prosperous. Nicole Stagg, former Marketing required to outreach a successExecutive at BiggestLoserClub. ful digital marketing campaign. com, Reader’s Digest and cre- Although some industries have ator of one of the world’s larg- the potential to be incredibly est beauty websites, Substance. prolific in this area, many othcom now runs her own digital ers need to reshape their digital marketing consultancy in New marketing infrastructure. Nicole York, focussing on bringing new, states ‘companies want to emcreative content to fledgling dig- brace it [digital marketing] on a practical level, but they can’t act ital marketing campaigns. upon it’. The first thing Nicole makes clear to her clients is the importance In order to counteract these deof moving away from thinking of velopments, Nicole feels that marketing as a means of sub- companies need to dedicate employees to deal exclusively
Nicole Stagg
with social media. If not that, then third parties should be brought in to take over social media operations. Unlike some of the others that we have discussed this with in the magazine, Nicole doesn’t see a difference between social media marketing in-house or utilizing an external party. This is an interesting observation, as many believe that internal contributors know the intricacies and culture of their company and are therefore better placed to implement communicative content. The emergence of Google+ as a major platform sparked a real interest for Nicole, who has clearly thought long and hard about its implementation in 2014, and how it is going to affect companies’ digital strategies going forward. She isn’t convinced whether people will start using Google+ for the right reasons, instead she envisages a lot of people getting on-board purely for the SEO implications. She feels that without a presence on Google+ it is unlikely that a company is going to rank well on Google. Accordingly, Nicole has advised a number of her major clients to concentrate solely on Google+. If they want to have effective SEO, they need to spend the time on Google+ create a presence for themselves.
the largest network, is rarely far from the conversation. Despite experiencing unparalleled success over the last decade, it is in somewhat of a transition and faces an identity crisis. With more specialised networks like Pinterest and LinkedIn, Facebook is now solely used as a general platform for communication, a stance that is unlikely to see its involvement levels increase. Just like with companies, the plethora of social media channels available means that consumers don’t have the time to invest purely on one network, a luxury that Facebook could afford in its earlier years. For Nicole, Facebook will remain a force, but it will need to realign its strategy and focus, and look to pinpoint exactly what it brings to the consumer.
As a highly successful digital strategist, it is hard to look beyond Nicole’s assertion that, a fully integrated social media strategy is of the greatest importance for all organizations. She points out the common mistake of just putting up arbitrary content on every platform in existence, and makes it clear that a strategy of quality over quantity will be really advantageous to companies in the long run. Nicole would rather see a company concentrate on one platform As always when discussing and do it well, than spread social media, Facebook, as weak content across a num-
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ber of platforms. So, it is clear that we need to think outside the box and make sure you have the people in place to successfully implement the creative content. Both elements are essential to the longevity of a campaign and can go a long way to improving the value of your brand.
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Amazon vs Netflix
Amazon Prime vs Netflix: A comparison Richard Angus Strategy Leader
Amazon vs Netflix
In an interview with GQ, Ted Sarandon, Chief Content Officer at Netflix, addressed their on-going battle with HBO head-on by stating; “The goal is to become HBO faster than HBO can become us” whilst also branding ‘HBO Go’ a “Netflix bitch”. You can understand why Sarandon is keen on challenging HBO. Their back catalogue boasts some of the most critically acclaimed shows ever produced, many of which are growing in popularity despite their relative cult status. An online platform, such as HBO Go, is then of real concern for Netflix’s competitive advantage. As an outsider, you can’t help but think that Sarandon’s concerns would be better targeted at another adversary, namely, Amazon Prime. Although on the face of it Amazon Prime looks like just another Netflix clone, there is a slight variation in the features it offers that could precipitate a long and fruitful stint as the must have on-demand service. There is a different streaming process, that shies away from the ‘binging’ strategy that has served Netflix so well. We have all heard the anecdotes of Netflix users who have watched entire seasons, in one, unhealthy sitting. Amazon has decided to keep
to a more traditional TV schedule, counteracting Netflix’s probinge culture. Another positive cog in Amazon’s engine is that it’s building positive relationships with important content providers. This is apparent with the recent CBS show ‘Under The Dome’ where a partnership with Amazon allowed their viewing figures to surge to 17.76 million. However, the world of the avid Prime user has been rocked recently by a sharp increase in the monthly subscription cost from $79 to $99 per year. There has been a relative backlash on the company’s forums, with customers disappointed by the hike in price, despite Amazon foreseeing an increase nearer to $40 due to transportation costs.
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Amazon vs Netflix
Baring this recent development which is unlikely to put many people off in the long run. Amazon as a whole has an enviable 164 million customers which it can promote the benefits of prime to, and 10 million customers are already part of the scheme. When all is said and done, nobody really puts up a fight when it comes to competing with Amazon. Whenever they enter a market or come up with a new initiative there is always a sense that failure is extremely unlikely, so you can only fear for Netflix in this respect.
reason - it’s hard to see how quick browse around their liAmazon benefits from its braries, Netflix has a better selection of TV shows and Prime Prime service initially. An Amazon Prime subscriber has a better film selection. At gains unlimited access to an the end of the day, it will be eclectic mix of TV shows and the content that differentiates films that are available on these two players in the mardemand throughout the sub- ket. The added extras Amazon has at its disposal is certainly scription period. a competitive advantage, but Basically, this means that a the winner will certainly be the customer doesn’t have to one who continues to add the make many orders to get best shows to their back catvalue for money. Additional- alogue. Whatever the future, ly, Prime has a whole host of Netflix will have to pay special other perks, which Netflix can’t attention to prime and give it hope to match. In conjunction the utmost respect. with the rest of their operations, Amazon gives its customers two-day free delivery on ordered products and a number of free books on the ever popular Kindle platform.
This leads me towonderwhether doubting Amazon Prime at any point in its development After is really justified. Yet it is, and for good
having
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Digital Strategy Innovation Summit #DigitalSF
Digital Intelligence
September 25 & 26 San Francisco, 2014
For more information contact Zain Yasin +1 415 992 53 52 zyasin@theiegroup.com theinnovationenterprise.com/summits
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Innovation
Implementing Innovation
Innovation at GE
Speeding Up Innovation at General Electric Catherine Jackson Innovation Leader
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Innovation at GE
perts would share concepts and implement ideas accordingly, a very closed environment that paid little attention to the wider, market-led picture. Now, Alex and his team, work with both internal and external parties to At the recent Chief Strategy Of- guarantee that GE is aware of ficer summit in New York, Alex any converging trends within the Tepper, Global Director of Inno- service arena that could have vation, gave us an insight into the potential to disrupt new the ways in which GE is changing business models. As a widespread the way it innovates. GE For a company with entrenched philosophy, is now highideals and traditions, any attempt to spread innovation in a ly focussed new form is admirable and the on deliverfact that GE has done this with ing exactly considerable success shows how what the adaptable they are as a compa- customer wants. ny. Despite Arguably, the words of Thom- soundas Edison ring truer now than i n g they ever have, as GE has shift- s o m e ed from a process of Technology w h a t led innovarion to Market Led In- o b v i novation. ous, for Before this change, GE had been a highly fixated on bringing the latest, evolved most innovative products to the technomarket with little thought for the l o g i c a l market they were involved in. giant, this This had been a successful strat- underlying egy for them, a fully established notion can member of the Fortune 500; be forgotten. they undoubtedly have some of At the centre of the most advanced technology this customer-focussed approach, in the world at their fingertips. Alex’s team are Up until their recent shake up, putting signifinnovation manifested itself in icant emsmall niche groups wherein exphasis on Throughout General Electric’s one hundred and thirty year history they have remained true to the wise words of Thomas Edison “I find out what the world needs, then I proceed to invent it”.
Innovation at GE
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and its value to GE is clear. As mentioned before, GE is keen to improve upon the services At the conference, Alex showed they provide that go along with us a diagram that demonstrat- the products they outreach. The ed how valuable business model millions of machines that GE opand platform innovation is when erates are being covered with a compared to product perfor- Big Data layer that allows them mance innovation. Outside of to perform predictive analysis GE, this is quite visible for Ap- on important machines such as ple, especially within the iPhone aircraft engines and MRI scanmarket where the ecosystem in ning machines. which the iPhone operates in If we take the first example, the generates more revenue that use of Big Data in aviation will the actual product itself, and alert engineers as and when airthis realisation was perhaps the craft engines are soon to have catalyst for GE’s new outlook on functional problems. Having this foresight will allow engines to innovation. more readily and Big Data, has been on every- be fixed consequently conone’s minds tribute recently identifying what the big thrusts in the next five years are going to be.
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Innovation at GE
to the cutting of airline delays. Financially, the use of Big Data across GE operations has been estimated to save them an astronomical amount of money, well into the billion-dollar mark over the next 15 years. To give you an idea of the figures involved, within Aviation alone, $30 billion dollars has been touted as the savings mark. Alex and his team at GE have come up with a six point plan that outlines their methods for incorporating new business models into their current operations and at the forefront of this dossier is their determination to explore and empower divergent thinkers. Through experimentation and a number of forces affecting the internet, such as phenomena like the Internet of Things, GE has an unrelenting desire to reshape the way they go about innovating.
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Email dwatts@theiegroup.com for more information
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NASA
NASA: An Institution In Transition Yulia Ivanova Innovation Leader
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NASA
As an American institution, none come bigger than NASA. Although never far from the limelight, the release of Alfonso Cuarón’s Gravity and perhaps more significantly the realisation that Mercury has shrunk by 7 kilometres in radius in the last 4 billion years, has catapulted NASA and its operations back into our psyche. At last years Chief Strategy Officer summit in New York, we were lucky enough to have Rebecca Keiser, Deputy Administrator for Strategy and Policy, talk to us about their strategic goals and objectives and how they are hoping to innovate through to their core in the face of a range of fresh challenges.
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branch that ultimately answers to congress. This means that strategy officers at NASA are dealing with three very influential stakeholders, both themselves and congress and perhaps more significantly the American public who fund the organization. Interestingly, despite being somewhat of an anomaly in that it was seemingly exempt from criticism from the public, it is now an active participator in the partisan arena, where criticism has been targeted at NASA’s science programmes and its partnership with private space institutions. For Keiser this all adds up to a juggling act, one that entails keeping all three stakeholders satisfied, a task that Keiser is keen to state is far easier said than done. This makes the process of innovation a troublesome one for NASA, as any new initiatives have to be accepted by and adapted to a number of different stakeholders.
NASA’s main strategic goals are centred on the creation and manifestation of knowledge to further our understanding of space. They also aim to improve our quality of life through the development of innovative technologies closer to home, on At the summit, Keiser was proud to show NASA’s ‘strategic map’ Earth. Keiser was also keen to accen- that gave a vivid account of the tuate the importance of NASA varied work that NASA particserving the needs of the Ameri- ipates in. As she rightly opines; can public, and that they have to “what other organization can make sure they are good stew- put up a chart that shows all the cool stuff they do on…Neptune?” ards of the tax payer’s money. As mentioned before, NASA is one of the most romanticised institutions in the world, so it is easy to forget that it is a branch of the American government, a
NASA manages to do all its great work across the globe for a paltry 0.5% of the Federal Budget, a figure that is down significantly from the 5% experienced in the Apollo era. This statistic
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increases in importance when it becomes clear that 67% of NASA’s workforce is eligible for retirement in the next 10 years. This means that a significant proportion of them are used to the Cold War budget and a period in time where NASA was the only player in the Aeronautical arena. This is clearly not the case now due to the recent influx of private space agencies. In reaction to this, NASA has been forced to reinvent itself in order to make best use of the exciting work that is being completed by these external agencies. This has been done by forging partnerships with them, coinciding with a real cultural shift that NASA is still in the process of incorporating. But their willingness to adapt is indicative of NASA’s innovative approach to their work, and they know that with their ageing workforce, developing new strategies will be imperative to their future success. A mainstay of NASA’s strategic planning process is their “Four Futures” framework. None of the “four futures” ever become destitute, but in line with the global landscape, a process
NASA
of prioritisation will ensue. For strategic professionals, the trick of their trade lies in deciphering which “future” demands more planning at any one specific time. The four futures include; US Global Leadership, Human drive to explore and extend human presence in space, Direct measureable payback and Seeding technical innovation and Expanding scientific knowledge. Keiser paints a picture where the future,
NASA
US Global Leadership, is prioritised due to America being involved in a rivalry with another nation, much like the Cold War and the Space Race. In this incident NASA’s involvement could be critical to the outcome and thusly it would have to be prioritised over the other three “futures”. Due to the nature of NASA’s work, any strategy that is discussed is always being looked at so that any unforeseen global developments don’t hinder its prospects of success. In order to ensure this doesn’t happen, policies are rigorously analysed so that they are in line with NASA’s long-term objectives. This constant appraisal means that NASA’s policies are always up to date and ready to be called into action if one of the “futures” comes to its fruition. Despite the once hegemonic nature of NASA’s environment, their competitive landscape is gradually becoming inundated with private agencies. In order to be true to its objectives, NASA will have to find a way to innovate and change its organizational culture so that it makes the best of the current landscape. This will involve extensive strategic planning, but judging from Keiser’s approach, this is something that the people at NASA are looking forward to.
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Chief Innovation Officer Summit Inciting Discovery, Inspiring Change
June 18 & 19, 2014 San Francisco
Speakers Include:
#CINOSF For more information please contact Zain Yasin: +1 (415) 992 5352 zyasin@theiegroup.com theinnovationenterprise.com/summits
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YP and Yelp
YP and Yelp: When Collaboration Works George Hill Managing Editor
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YP and Yelp
As the largest local ad platform in the United States, YP represents a unique player in the world of local advertising. Their flagship brands include the YP app and YP.com both of which attract over 70 million visitors a month. In the month that YP’s CEO, David Krantz revealed that, through a partnership with Yelp, they would have access to 95% of the Internet market, we spoke to Darren Clarke, CTO at YP, in order to find out what makes their digital strategies so successful. Being at the forefront of all things digital is clearly of utmost importance for Clarke and his team, which is why they are putting all things digital at the epicentre of their strategic work. Clarke says that “Here at YP we are rapidly expanding our digital reach and capabilities in ways that benefit both consumers and advertizers” Both their website and the YPsm app are vital cogs in this mission, which, when combined, attract over 70 million visitors each month in the U.S. alone. Along with other branches of their operations, such as ‘The YP Local Ad Network’ they are always looking to maintain their status as the leading local advertiser in the U.S. Far from resting on their laurels, the strategic partnership with
Yelp has helped them improve on their already substantial potential audience, currently at 90% of the US to an even more impressive 95%. Not only has Yelp grown their potential market in the U.S. by giving YP customers exposure to Yelp’s already established network it allows for access to Yelp’s ‘branded profile’ (essentially a microsite with your company branding), which gives them a full range of features that currently YP doesn’t provide. Despite the tangible benefits from the partnership not being immediately complete and as all encompassing as they could be, it is seen as the start of a fruitful relationship for both parties. It is clear that the new features and applications will come to fruition in the not too distant future. Darren Clarke states that the newfound partnership between Yelp and YP will help their advertizers reach that heralded 95%, primarily through the combination of both YP’s and Yelp’s audiences. In a nutshell, YP’s strategy consists of expanding their digital
YP and Yelp
capabilities in order to improve their advertizers experience. As a forward-thinking company, they’re always adding new weapons to their armory, with ‘My Book’ (a place to sort and store all business contacts) the latest instalment. With the potential for the partnership being evident, Clarke still sees this as a work in progress, with constant innovation needed to ensure that it enables consumers to better engage with their favourite businesses. As a company, YP feels that ‘My Book’ has the ability to completely reshape the way local businesses go about advertising and connecting with other local organizations. As Clarke states “As you can see we’re equally focused on advertiser and consumer experiences”. At the heart of YP’s operations is their relationship with the small businesses they help advertise. These relationships are main-
tained by their close-knit team of marketing consultants that go far and beyond solely selling them advertising space. Instead they pay special heed to developing their business across both print and online. Clarke states; These efforts develop strong, lasting relationships’. When it comes to Digital Strategy, YP are clearly doing the right things to maintain their dominance in the local-ad market. Some of the projects are still in the early stages of development, but if they pay dividends they will surely etch closer to their target of being able to target 100% of the US market, a milestone that would be a remarkable achievement. The work that they are now doing alongside Yelp can be held up as an example of successful cross pollination in ideas. This kind of work has seen success elsewhere too, could it work for you?
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Do You Have The Spark? If you have a new idea that you want to tell the world, contact us to contribute an article or idea ghill@theiegroup.com