5市場營銷中斷,第4部分:數字化一切(2018年更新)

5市場營銷中斷,第4部分:數字化一切(2018年更新)

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5 Disruptions to Marketing, Part 4: Digital Everything (2018 Update)

This is part 4 of a five-part series, providing an update on the 5 Disruptions to Marketing as we head into 2018. If you have not yet read Part” microservices apis update>, or M.G.” sielger>.)

Robot Sophia

But then the conversational” interfaces> — wearables, augmented reality and virtual reality (AR/VR), Internet of Things (IoT), digital layers to physical spaces, and even in” last year post on digital everything>, this explosion of new and different kinds of digital touchpoints — which shows no sign of slowing down — requires us to think more holistically about how we manage “digital” capabilities.

Digital Touchpoints & Platform

The old approach of splintering off different specialist groups for each digital touchpoint, each with their own systems and data repositories, each with their own view of the customer journey, is a recipe for internal chaos and external incoherence. It is the Facebook Messenger — there needs to be a common foundation underneath them all:

  • Experience Design — concepts and principles that span all touchpoints for the brand
  • Systems & Services — common functionality and orchestration across all touchpoints
  • Data & Models — underlying data, normalized for customers and business operations

“You mean omnichannel?” you might ask. “We’ve been hearing about that for a while.”

Yes, omnichannel is one way of looking at this. But many omnichannel discussions tend to focus on the “channel” part of that rather than the “omni” — delving into how specific tactics should be orchestrated together (e.g., how to synchronize display ads with email campaigns).

Those are great ideas, and indeed, we have a lot to learn about how to execute campaigns and customer experience sorties across multiple channels in a way that delights — and doesn’t annoy — our audience.

But it’s the levels below the delivery layer that generally need more attention.

To me, this is more about platform thinking. Platforms in the sense of common technology foundations and organizational principles that many different things can be built upon, rather than platforms in the two-sided market sense of the term (e.g., Uber or AirBnB). (Although there are some fascinating ideas about two-sided markets inside a company, with producers and consumers exchanging value in a non-hierarchical corporate structure. But I digress.)

I’m not talking about platforms as simply software provided by major martech companies either (especially in a vertical” competition> to understand why we’re likely to see more fragmentation ahead — the more valuable an organizational platform becomes.

Creating that organizational platform is the real mission of Chatbot Landscape (2017)

Part of the exponential growth in chatbots this past year is the result of the explosive growth of messaging platforms, such as Slack and Facebook Messenger — and

Consumers are increasingly spending their time in these messaging platforms, so naturally businesses want to reach them there.

What’s interesting is that chatbots are a much more functional kind of marketing — offering consumers service and utility — as way to reach consumers, rather than advertising, which is generally viewed as low or negative value in the eyes of the consumer.

But a good chatbot makes it easier for consumers to get what they want from a business on demand — information, support, and increasingly even purchases. Indeed, 2/3 of US millennials say that they are likely to purchase products or services using a chatbot.

While the design practices of conversation interfaces are still a work-in-progress — and the features available across different messaging platforms are evolving rapidly — there are a number of advantages to chatbots that make them highly compelling touchpoints:

Integrated Chatbot Payments (

At the very least, you should be experimenting with chatbots to develop some organizational capital around these new touchpoints. But the greater opportunity in 2018 is to use chatbots as the catalyst to develop an organizational platform as we discussed above.

There’s a terrific article by Bots” and ai will drive a second wave of fragmentation disruption>, that speaks to the interplay of vertical” competition> in the chatbot space:

“Bots are more granular and closer to microservices, whereas mobile apps are usually a one-size-fits-all customer-facing view of your complete (and often bloated) set of offerings. Bots will potentially disassemble the different services and offers of companies, leading to increased benchmarking and competition.”

App fragmentation generated a need for order, trusted third parties, and distribution channels. Bots will not be an exception, and the competition is already heating up.

Don’t be caught off guard here. You’re going to want to pay attention to chatbot ecosystems and the presence your business (and your competitors) have in them.

But while chatbots will be the fastest growing new category of digital touchpoints in 2018, they aren’t the only kind of digital touchpoint innovation you can expect to see mainstreamed in the year ahead.

Closely related to chatbot functionality is the rapid development of voice interfaces and services, whether accessed through a device like an Amazon Echo, a voice assistant in your smartphone like Siri, or simply through an old-fashioned phone call.

For instance, just as classic search engine optimization (SEO) was all about managing how your business appeared inside Google’s search results in a web browser, you now need to also be Google” a question related to your business, what answers come back?

Voice technologies will also revolutionize how things operate inside your company. Imagine: you’re in a quarterly review meeting, and the CEO has a question about the performance of a social media influencer campaign. Instead of scrambling around in reports on your laptop — or dodging with, “um, I’ll get back to you” — you simply ask the Alexa device on sitting on the conference table. She’s connected to your business intelligence system via a new landscape” of b2b voice tech startups>, which gives you a sense of the intense amount of innovation underway in this space:

Voice Tech B2B Landscape

But, wait, there’s more.

Augmented reality (AR) and virtual reality (VR) are rapidly moving beyond games and fringe applications into more mainstream use cases, Apple%E2%80%99s” arkit>, released last year, is inspiring a wave of AR-enabled apps that will appear over the next 12 months. Further out, you have things like digital” transformation thinking>.

Finally, when we say “digital everything,” we really do mean everything as Internet of Things Connected Devices

One place you can see this happening is in the burgeoning %E2%80%9Ccitizen” integrators> mentioned at the beginning of this series, if you question the viability of such non-technical professionals designing their own workflows of data and actions across dozens of different applications, you really should look at what’s happening in the home automation space with

If mere consumers can master “coding” cross-application and cross-device automations, it’s hard to deny that the ability to orchestrate a kaleidoscope of applications and devices is becoming widely democratized in a “digital everything” world.

How do you humanly manage this multitude of new touchpoints — and the enormous quantity of data being generated by them? You turn to machine collaborators, of course. Carry one with