tag:econsultancy.com,2008:/topics/geo-targeting Latest Geo-targeting content from Econsultancy 2017-10-13T11:27:00+01:00 tag:econsultancy.com,2008:BlogPost/69416 2017-10-13T11:27:00+01:00 2017-10-13T11:27:00+01:00 Mobile’s sorted, isn’t it? So why aren’t things getting better for many hotel chains? Martin Jordan <p>You won’t rank in Google, you won’t convert traffic and your brand will be slowly dying (at least online). Any traffic from mobile you do receive will be research traffic alone – and likely traffic with high bounce rates and low dwell time.</p> <p>Thankfully the UK market is mature, has always innovated and most brands will at least have a site that is adaptive or responsive to mobile. That said, there is still a lot of evolution required in the hotel web space that actually starts to exploit mobile as a device, rather than just as another browsing platform.</p> <p>Many brands are still staring down low conversion rates and lots of traffic that looks like “research” traffic due to poorly thought out mobile experiences or pseudo-mobile third-party book­ing engines that look like they’ve been there since the noughties.</p> <h3>Intelligent mobile</h3> <p>Today as we see many hotel brand sites pass the 50% mark for mobile traffic, the approach to developing mobile-friendly sites needs to come with a completely different approach to the user – one that is actually less about mobile and more about the user.</p> <p>At Equator, we refer to this as “Responsive Plus” – a site that not only adapts to the user’s device but thinks intelligently about the content it is going to show them by looking at where the user is, what time of day it is, whether they are logged in, whether they have a booking and whether they are in the middle of the booking process. A connected website such as this, with visibility of its location can tell you that User X is at your hotel, making use of their booked stay.</p> <p>Sounds straightforward enough when put like that, but it belies a greater problem in the hotel space, that of legacy, unconnected and inflexible systems. Here in the UK, we have a generally digitally mature hotel space, made up of medium and large-sized chains. The “mom and pop” operations that typify central Europe are far less prevalent here.</p> <p><img src="https://assets.econsultancy.com/images/0008/9706/travelodge.png" alt="" width="700" height="336"></p> <p>This means that most of the brands here digitised their systems and processes some time ago, buying into comprehensive and complex Property Management Systems and investing in hardware and hosting for them to reside in.  And agencies like ours will have been tasked to build them sites, design a booking engine, get them online and eventually get them visible to mobile users too. All well and good, but this whole technology stack is now woefully dated and is slowly strangling the contemporary hotelier.</p> <p>The reason for this is that the PMS dominates the technology conversation. Everything the hotelier relies on flows from it: the booking engine, F&amp;B, payments, revenue management, channel management, upselling… and a heck of a lot more. If the hotelier wants to do something innovative with any part of their technology stack, the PMS gets in the way.</p> <p>Seen a cool new upselling tool? It needs to work with the PMS. Like to integrate with a smart AI-powered revenue management system? Needs to integrate with your PMS.</p> <p>Hoteliers all over keep having to answer the same question – “What PMS have you got and what version is it?”. Why? Because, invariably it’s legacy, not built on open principles and not designed for easy two-way engagement.</p> <p>So, why are they not tearing out these legacy systems and replacing them anew? Sadly, it’s not always that straightforward. There may be enough CapEx to replace the PMS itself, but many of the incumbent systems connected to it or slave to it will likely need replacing – or certainly overhauling. These systems too will have likely been built as slaves to the PMS and without modern open interoperability. And of course the website will need a new IBE to go with the new PMS too. It’s all expense and can seem like too much for the typical hotelier to bite down on.</p> <p>But perhaps it’s worth sitting down and doing the longer-term maths and building a business case with a 2-3 year viewpoint. Whilst neither the task nor the immediate costs are small, there are multitudinous benefits in the long term. That server-based PMS does not evolve and is likely a few versions old. It needs hosting, it needs patching and it eventually becomes unsupported. Except if you want to pay the supplier a <em>lot</em> of money on support and maintenance.</p> <p>New cloud based technologies are locked out or require prohibitively expensive “bridge” work to make them compatible with your PMS and all along the way. You find you’re missing out on huge revenue opportunities or finding your budget strangled by costs for any enhancement you want to make to it. When this technology is cloud based and open, it’s no longer your problem.</p> <h3>In the cloud </h3> <p>As more hotel systems become cloud driven, we are now witnessing a shift towards a more customer-centric view and away from obese legacy desktop and server-based systems.</p> <p>This new cloud-based approach is opening the hotel tech ecosystem to multiple new players such as Guestline, Hetras and Hotelogix, bringing new capabilities for hoteliers large and small.</p> <p>What used to be an expensive and cumbersome purchase can now be affordably bought from multiple vendors for a single property, as it is for a 100+ hotel chain.</p> <p>With open systems powered by customer data, machine learning and analytics capabilities, hoteliers can exercise their customer data with more flexibility than ever before.</p> <p>This brings a host of benefits:</p> <ul> <li>Smarter front-of-house, capable of personalising the customer experience.</li> <li>More intuitive web experience that tailors itself to the users’ preferences and behaviours, driven by the CRM database.</li> <li>Better marketing function that promotes less but ultimately drives more revenue and deeper loyalty.</li> <li>Unique and individual offerings through an enhanced on-premise experience in a world being commoditised by the OTA.</li> </ul> <p>We’re spending an increasing amount of our time intelligently connecting these systems and have written in more detail about them in our <a title="The hotel in the clouds" href="https://www.eqtr.com/uploads/SmartHotels.pdf">Smart Hotels paper.</a> Whilst technology standards like <a href="http://www.htng.org/">HTNG</a> go a long way to help ensure the interoperability of systems, the technological space in hotels moves very fast and every brand has their own unique needs.</p> <p>There is now huge potential to deliver new forms of service through automation and machine learning – achieved through the connectivity offered by contemporary systems. </p> <p>Examples include:</p> <ul> <li>Linking a hotel’s Wi-Fi system to their CRM platform to personalise the on-site internet experience and give loyal customers super speedy broadband.</li> <li>Developing the ability to reward loyalty without a complex and expensive loyalty scheme or the need to involve senior staff in approval of discounts or upgrades.</li> <li>Taking the typical lobby screen and allowing it to serve real-time offers based on actual availability, demand curves, current weather and more as well as pushing distressed inventory without effort.</li> </ul> <p>It’s this very path to innovation that has the potential to finally free the hotelier’s reliance on the OTA and bring their market share down more in alignment with the airline industry, where direct brand purchases still make up almost 60% of sales. And to suggest that the transition from desktop to mobile could throw this all into jeopardy is to tell just one side of the story. </p> <p><img src="https://assets.econsultancy.com/images/0008/9705/ryanair.png" alt="" width="700" height="331"></p> <p>With so many expert systems and technologies available at prices that no longer cripple, hoteliers are increasingly building a technology-driven hotel business. And as these systems are connected and made accessible, the opportunities to drive greater revenue, improve efficiencies, deliver better service and change the entire marketing proposition are tangible and excitingly achievable.</p> <p>Any fear of change needs to be swapped for the fear of being left behind. Technology continues to evolve ever faster. If you can’t keep up, find a technology partner who understands your world to help you stay ahead.</p> <p>In the future, when everybody’s lives are in the cloud, the savvy hotelier will be using tech to make their hotel feel like home. The in-room entertainment will be what the customer likes and their dietary requirements will be understood – all without adding mountains of cost or complexity. The future is not far away. But it starts with a <strong>more connected</strong> hotel world.</p> <p><strong><em>For more on this topic, read:</em></strong></p> <ul> <li><a href="https://www.econsultancy.com/blog/69414-four-big-digital-trends-impacting-travel-tourism-marketing"><em>Four big digital trends impacting travel &amp; tourism marketing</em></a></li> <li><a href="https://econsultancy.com/reports/travel-statistics-compendium"><em>Travel Internet Statistics Compendium</em></a></li> <li><a href="https://www.econsultancy.com/blog/67766-10-examples-of-great-travel-marketing-campaigns"><em>10 examples of great travel marketing campaigns</em></a></li> </ul> tag:econsultancy.com,2008:BlogPost/68950 2017-03-31T11:10:00+01:00 2017-03-31T11:10:00+01:00 How Shakespeare’s Globe used proximity marketing to increase ticket sales Nikki Gilliland <p>How can theatres such as Shakespeare’s Globe compete for the attention of international tourists? This was the challenge for agency, Digital Willow, which recently worked with the Globe to put a decidedly modern spin on its marketing strategy. </p> <p>Here’s a bit more on the campaign, as well as a few reasons why it worked.</p> <h3>The challenge</h3> <p>The biggest issue Shakespeare’s Globe faces is marketing with a miniscule budget. It is an educational charity, meaning it receives no annual government subsidy, largely making money from its theatre tours, box office sales and donations.</p> <p>While the Globe does naturally generate interest due to its history (and incredibly English reputation), it still tends to fall under the radar of tourists, especially up against the bright lights of Les Mis or Harry Potter.</p> <p>Competition does not only come in the form of theatre, either. When you take into account the amount of London tours and activities promoted on websites like TripAdvisor or even smaller apps like YPlan – a Shakespeare play can prove to be a tough sell.</p> <p><img src="https://assets.econsultancy.com/images/0008/5132/Shakespeare_s_Globe_mobile.JPG" alt="" width="300" height="531"></p> <h3>The solution</h3> <p>Instead of spending money on above-the-line advertising, such as billboards that could easily be ignored or go unseen, the Globe chose to use more advanced targetting to reach tourists, increase footfall and subsequent ticket sales to the theatre. </p> <p>It used GPS, geo-location techniques and programmatic buying to pinpoint advertising messages to mobile phones near Bankside and within a one-mile radius of competing sights, including the London Eye, Big Ben and the Tower of London. </p> <p>In order to prevent the potential wastage of marketing spend, it also drilled down to country level, narrowing down the target audience to tourists from Spain, France, United States, Germany and China where the Globe had previously seen ticket sale success.  </p> <p>Finally, marketing messages were also sent to tourists logging into partnering hotel Wi-Fi either early morning or late in the evening, when they were presumably planning their holiday activities.</p> <blockquote class="twitter-tweet"> <p lang="en" dir="ltr">Planning on visiting us over Easter? You might like this special offer from our hotel partners at <a href="https://twitter.com/GrangeHotels">@GrangeHotels</a>: <a href="https://t.co/mZuURm1umH">https://t.co/mZuURm1umH</a> <a href="https://t.co/Bgyieqjlgd">pic.twitter.com/Bgyieqjlgd</a></p> — Shakespeare's Globe (@The_Globe) <a href="https://twitter.com/The_Globe/status/847161446743998464">March 29, 2017</a> </blockquote> <h3>The results</h3> <p>With an increase in ticket sales of 30% year on year, the Globe’s geo-locational approach was an overall success.</p> <p>The campaign saw a click through rate of 1.08%, which is four times higher than the industry average on mobile devices. 33 days into the campaign, 1,006,550 impressions had been served to international tourists, of which 8,959 clicked and 3,381 registered on the website. </p> <p>Lastly, the overall click to conversion rate was 33.8%.</p> <h3>Why did it work?</h3> <p>While we’ve seen examples of retailers utilising this method, the entertainment industry has yet to experiment with geo-locational technology to much of an extent.</p> <p>As well as being a theatre-first, the Globe was able to hone in on its target international customer - only connecting with those that presented the biggest chance of conversion. The ads also appeared on apps that are proven to be incredibly popular with tourists, including Tube Map, London Bus Checker and XE Currency. </p> <p>Alongside a high level of visibility, the Globe's campaign also tapped into changing consumer behaviour, whereby tourists are less likely to plan ahead in favour of spontaneous and off-the-cuff experiences.</p> <p>Similarly, with smartphone use on the rise, and <a href="https://www.thinkwithgoogle.com/articles/micro-moments-travel-customer-journey.html" target="_blank">72% of travellers</a> using a mobile to look for the most relevant information - geo-locational marketing provided the perfect opportunity to target consumers looking for <a href="https://econsultancy.com/blog/68749-why-online-travel-sites-are-focusing-on-tours-and-activities/" target="_blank">tours and activities on the go</a>.</p> <p><em><strong>Related reading:</strong></em></p> <ul> <li><em><a href="https://econsultancy.com/blog/67418-what-is-location-based-advertising-why-is-it-the-next-big-thing/" target="_blank">What is location-based advertising &amp; why is it the next big thing?</a></em></li> <li><em><a href="https://econsultancy.com/blog/65068-what-is-geofencing-and-why-do-you-need-it/" target="_blank">What is geofencing and why do you need it?</a></em></li> <li><em><a href="https://econsultancy.com/blog/68051-six-case-studies-that-show-how-digital-out-of-home-advertising-is-changing/" target="_blank">Six case studies that show how digital out-of-home advertising is changing</a></em></li> </ul> tag:econsultancy.com,2008:BlogPost/68723 2017-01-23T14:44:38+00:00 2017-01-23T14:44:38+00:00 Store locator tools: Which supermarket has the best mobile UX? Nikki Gilliland <p>So, how do the big supermarkets deliver on consumer interest in this area?</p> <p>Here’s a look at how their mobile store locator tools measure up.</p> <h3>Tesco</h3> <p>Users might naturally be drawn to Google’s local search function, however I’m interested in the store locator on the mobile site.</p> <p>Unfortunately, Google does not give users the option to head straight to it via a sitelink in the search results, so you have to click through to find it. </p> <p><img src="https://assets.econsultancy.com/images/0008/3264/Tesco_Google.JPG" alt="" width="200">  <img src="https://assets.econsultancy.com/images/0008/3265/Tesco_Store_Locator.JPG" alt="" width="200"> </p> <p>Though it's a very prominent part of the mobile site, the tool itself is a bit clunky and unresponsive.</p> <p>It didn’t automatically detect my location, nor did it recognise or predict my ‘London’ search query.</p> <p><img src="https://assets.econsultancy.com/images/0008/3266/Tesco_Store_Locator_2.JPG" alt="" width="200">  <img src="https://assets.econsultancy.com/images/0008/3267/Tesco_3.JPG" alt="" width="200"></p> <p>On the positive side, it did return a comprehensive amount of information on nearby stores, including opening times, phone numbers and accessibility information.</p> <p>Conveniently, it also allows users to click out to Google Maps to find directions.</p> <p><img src="https://assets.econsultancy.com/images/0008/3268/Tesco_4.JPG" alt="" width="200">  <img src="https://assets.econsultancy.com/images/0008/3269/Tesco_5.JPG" alt="" width="200"></p> <p>Sadly, the fiddly design does let it down. The map feature gives you a rough idea of the proximity of the stores, yet its inclusion is fairly pointless and takes up a lot of screen space. Similarly, there is no option to filter, so you have to dig deeper into the search results to find specific features like Metro or whether a stores sells certain product ranges. </p> <p>Overall, it's a bit of a let down, meaning users might just resort back to Google.</p> <h3>Sainsbury’s</h3> <p>Searching for Sainsbury’s stores on the retailer's mobile site is a much faster and easier process.</p> <p>The store locator appears as a sitelink in Google search results, and there is even a further drop-down menu that offers nearby store suggestions.</p> <p><img src="https://assets.econsultancy.com/images/0008/3270/Sainsburys.JPG" alt="" width="200">  <img src="https://assets.econsultancy.com/images/0008/3271/Sainsburys_2.JPG" alt="" width="200"></p> <p>The tool is also more appealing in terms of design and functionality. It immediately detects that I am in London, and the predictive search bar means I am able to easily enter and select a specific location, too.</p> <p>In contrast to Tesco, I found the results much easier to decipher and navigate. </p> <p><img src="https://assets.econsultancy.com/images/0008/3272/Sainsburys_3.JPG" alt="" width="200">  <img src="https://assets.econsultancy.com/images/0008/3273/Sainsburys_4.JPG" alt="" width="200"></p> <p>Set out in a simple and attractive list format, it provides basic information about opening times and telephone numbers.</p> <p>Users can then choose to click ‘more information’ to find out additional details like the name of the store manager and even its chosen charity. While the latter is arguably irrelevant for mobile users, it’s a nice touch nonetheless.</p> <p>Lastly, the most impressive part is the integrated directions feature, which means you don’t have to click away to Google Maps to find out how to get to a store (even though, let’s face it, you probably will).</p> <p><img src="https://assets.econsultancy.com/images/0008/3274/Sainsburys_5.JPG" alt="" width="200">  <img src="https://assets.econsultancy.com/images/0008/3275/Sainsburys_6.JPG" alt="" width="200"> </p> <h3>Asda</h3> <p>The Asda mobile store locator also appears as a Google sitelink, meaning users can navigate to it almost instantly. A good sign, but sadly, the absence of automatic location detection is a bit of a let down. </p> <p>On the other hand, the additional prompt to add nearby stores as ‘favourites’ is a nice nod to the user experience, meaning you can easily find and double check opening times, etc. </p> <p><img src="https://assets.econsultancy.com/images/0008/3276/Asda_1.JPG" alt="" width="200">  <img src="https://assets.econsultancy.com/images/0008/3277/Asda_2.JPG" alt="" width="200"></p> <p>Again, the absence of a predictive search bar is a bit annoying, however the results are thorough. Set out in a list format, users are given an instant idea of the where the nearest store is as well as its full address.</p> <p>There’s also a handy option to filter by types of store, like 24 hours, petrol or <a href="https://econsultancy.com/blog/66389-what-does-the-ideal-click-and-collect-service-look-like/">click and collect</a>, however this feature is a bit hidden and could easily be missed if users fail to scroll down.</p> <p><img src="https://assets.econsultancy.com/images/0008/3278/Asda_3.JPG" alt="" width="200">  <img src="https://assets.econsultancy.com/images/0008/3279/Asda_4.JPG" alt="" width="200"></p> <p>Clicking through to a specific store, and further information is nicely highlighted and easy to find. The 'shop online' button, though perhaps slightly redundant in this context, acts as a call-to-action to entice mobile consumers to browse.</p> <p>Another feature worth pointing out is ‘stories’ – a page which details various (and often heart-warming) goings-on in Asda stores up and down the country.</p> <p>While the stories themselves are the same throughout the mobile site – and therefore nothing to do with the specific store you are looking at – it’s still a nice feature and a way of implementing storytelling to engage mobile consumers.</p> <p><img src="https://assets.econsultancy.com/images/0008/3280/Asda_5.JPG" alt="" width="200">  <img src="https://assets.econsultancy.com/images/0008/3281/Asda_6.JPG" alt="" width="200"></p> <h3>Morrisons</h3> <p>Finally, the Morrisons store locator also appears as a sitelink in the Google search results. (Tesco really is looking like the odd one out now, right?)</p> <p>With an option to manually enter or detect a current location, the tool is both functional and easy to use.</p> <p><img src="https://assets.econsultancy.com/images/0008/3282/Morrisons.JPG" alt="" width="200">  <img src="https://assets.econsultancy.com/images/0008/3283/Morrisons_2.JPG" alt="" width="200"></p> <p>Once it detected my location, I was met with a handy snapshot of local stores, interestingly labelled with extra features like ‘new look store’. This is a small detail but helps to give the store a bit of context.</p> <p>Clicking through to discover more information, the pages are much more visual than the other examples I've mentioned, including photographs and graphics to grab the user's attention.</p> <p>I also like the fact that opening hours are separated into various categories like pharmacy, café and petrol station, which is something that other supermarkets don’t make as clear.</p> <p><img src="https://assets.econsultancy.com/images/0008/3284/Morrisons_3.JPG" alt="" width="200">  <img src="https://assets.econsultancy.com/images/0008/3285/Morrisons_4.JPG" alt="" width="200"></p> <p>Lastly, directions can be accessed via Bing maps, and while consumers are likely to prefer Google, the integrated feature means that users are less likely to click away.</p> <p><img src="https://assets.econsultancy.com/images/0008/3286/Morrisons_5.JPG" alt="" width="200">  <img src="https://assets.econsultancy.com/images/0008/3287/Morrisons_6.JPG" alt="" width="200"></p> <p><em><strong>Related articles: </strong></em></p> <ul> <li><em><a href="https://econsultancy.com/blog/68355-how-online-grocery-retailers-are-capitalising-on-the-need-for-convenience/" target="_blank">How online grocery retailers are capitalising on the need for convenience</a></em></li> <li><em><a href="https://econsultancy.com/blog/66602-do-supermarkets-know-what-online-customers-want/" target="_blank">Do supermarkets know what online customers want?</a></em></li> <li><em><a href="https://econsultancy.com/blog/64799-are-supermarkets-missing-seo-opportunities/" target="_blank">Are supermarkets missing SEO opportunities</a>?</em></li> </ul> tag:econsultancy.com,2008:BlogPost/68427 2016-12-22T11:00:00+00:00 2016-12-22T11:00:00+00:00 A day in the life of... a location intelligence expert Nikki Gilliland <p>If you're keen to enter into the world of digital marketing or find a new path, make sure you check out our <a href="https://jobs.econsultancy.com/" target="_blank">digital jobs board</a>. </p> <h3>Please describe your job: What do you do? </h3> <p>Being Europe’s general manager for <a href="https://www.near.co/">Near</a> is a big responsibility, but it also gives me a first look at how emerging developments in <a href="https://econsultancy.com/blog/67418-what-is-location-based-advertising-why-is-it-the-next-big-thing/" target="_blank">location-based</a> technology are changing the way we live.</p> <p>Essentially, the buck stops with me for all new business opportunities and operations in the region, which means I cover everything from sales and marketing to account management.</p> <p>It’s my job to boost efficiency, stay ahead of location intelligence trends — and competitors — and most importantly, ensure revenue is always optimised.   </p> <p><img src="https://assets.econsultancy.com/images/0008/0445/Ken_Parnham.jpg" alt="" width="600"></p> <h3>Whereabouts do you sit within the organisation? Who do you report to? </h3> <p>I’m directly involved with multiple everyday functions and higher level strategy, which puts me right in the middle of things.</p> <p>My position is a vital link between our business in Europe and the wider world, so I work closely with the Chief Revenue Officer, who I also report to.</p> <h3>What kind of skills do you need to be effective in your role? </h3> <p>Agility and listening are essential in an industry that evolves as rapidly and as often as technology.</p> <p>There’s a constant flow of new devices, apps and concepts that alter consumer behaviour, so the ability to quickly understand and cut through the complexity is invaluable. </p> <p>Communication is also crucial to maintain momentum. As part of a global organisation, my team needs to be completely aligned with the rest of the business and working towards the same core goals, which means I need to keep them informed and on track.  </p> <h3>Tell us about a typical working day</h3> <p>Digital technologies are by nature ever-changing and two days are rarely the same, but a good day is a frequent occurrence. </p> <p>On good days, my schedule might run something like this: an early start to answer urgent emails, tackle larger strategic issues and liaise with our headquarters in Singapore, then head into the office to catch up with my team and run through a pitch scenario, followed by a meeting with an existing client in the afternoon.  </p> <p>Exploring ways to expand our business and better meet client needs is an integral part of what I do, so refining pitching skills to make sure prospects see what our technology can do for them and checking in with clients to understand what they need are very important.</p> <p><img src="https://assets.econsultancy.com/images/0008/2609/Screen_Shot_2016-12-21_at_16.07.30.png" alt="near.co" width="615" height="231"></p> <h3>What do you love about your job? What sucks? </h3> <p>I feel privileged to be working in an industry at the vanguard of digital innovation.</p> <p><a href="https://econsultancy.com/blog/67000-seven-steps-to-building-a-successful-mobile-data-capture-model/" target="_blank">Mobile data</a> and the insights it generates are creating new possibilities in every sector — location intelligence is already improving targeting efficiency in retail and marketing, alongside healthcare, city planning, and government-level decisions.</p> <p>It’s incredible not just to be part of this revolution, but also to have been there from the beginning. </p> <p>Like any job, there are things that aren’t perfect, but fortunately there aren’t many of them. Sometimes not having as much time, as there are new avenues to explore, can suck. </p> <h3>What kind of goals do you have? What are the most useful metrics and KPIs for measuring success? </h3> <p>There are three key metrics I gauge success by: revenue, market disruption, and workplace culture. </p> <p>Revenue is, of course, a priority for any business but I strive to ensure the majority of it comes from repeat business — not only because this it makes for a sustainable inflow but also because it means we are delivering what our clients want, which is what matters most. </p> <p>Creating disruption and a good working environment go hand in hand. If my team have room to build their skills and are passionate about what they do, our offering will continuously improve, helping us to outpace competitors and influence the global marketplace. </p> <h3>What are your favourite tools to help you to get the job done? </h3> <p>My team are unquestionably the best weapon I have. They are experts in their field who are not content with ‘good enough’ — constantly striving to push boundaries, perfect our services, and find new ways to meet client challenges.</p> <p>Sophisticated technology is a necessity, but having a team that wants to get the best out of it is what inspires me.</p> <p>I believe you should never forget to take time with your recruitment policy; your people will be the foundation of your success.    </p> <h3>How did you get started in the digital industry, and where might you go from here? </h3> <p>I’ve always been fascinated by digital technology and its potential to streamline and enrich our everyday lives.</p> <p>About 18 years ago, I decided to develop my proficiency with the tools of the trade by becoming a computer programmer. I haven’t looked back since.</p> <p>The beauty of this industry is that you never know where it’s going next, but whatever comes next, it’ll be too exciting to miss, so I hope to be there at the centre of it all. </p> <h3>Which brands do you think are doing digital well?</h3> <p>Digital is such a fundamental element of branding now that examples of good usage are everywhere, but if I had to pick I’d say the <a href="https://econsultancy.com/blog/63577-how-virgin-used-big-data-to-inform-its-new-content-strategy/" target="_blank">Virgin Group</a> and <a href="https://econsultancy.com/blog/67541-10-delicious-digital-marketing-campaigns-from-mcdonald-s/" target="_blank">McDonald’s</a> do it especially well.</p> <p>As international, recognisable brands you might not expect them to spend time trying new digital technologies. But there is a reason they are at the top and it’s because they keep pushing the envelope and embracing digital advances.</p> <p>It impresses me every time I meet with them. </p> <h3>Do you have any advice for people who want to work in the digital industry? </h3> <p>Ask questions all the time. The digital industry doesn’t stand still; the number of providers, technologies, sectors and trends it contains is always expanding, and your knowledge base needs to grow with it.</p> <p>It can be hard work, but the rewards make it more than worthwhile. Dive in! </p> tag:econsultancy.com,2008:BlogPost/68641 2016-12-20T14:00:00+00:00 2016-12-20T14:00:00+00:00 Mobile marketing in 2017: Five expert predictions Nikki Gilliland <p>If you want to learn more about mobile marketing, be sure to check out the following resources from Econsultancy:</p> <ul> <li><a href="https://econsultancy.com/training/courses/mobile-marketing/" target="_blank">Mobile Marketing Training</a></li> <li><a href="https://econsultancy.com/training/courses/mobile-user-experience-mobile-marketing/" target="_blank">Mobile UX (User Experience) &amp; Marketing Training</a></li> </ul> <h3>1. Contextual marketing</h3> <p><strong>Carl Uminski, Co-Founder &amp; COO at SOMO Agency:</strong></p> <p>I foresee a greater emphasis on context for marketing through third party or OS level apps. </p> <p>Apple’s emphasis on providing access to third parties through its owned services such as Maps, Siri and iMessage in iOS10 creates a new opportunity to market to people during the process of performing an activity – and these ‘contextuals’ are likely to be more easy to convert than via reach alone. </p> <p><img src="https://assets.econsultancy.com/images/0008/2430/Mobile_marketing.JPG" alt="" width="650" height="363"></p> <h3>2. Location-based services</h3> <p><strong>Martin Harrison, head of strategy at Huge:</strong></p> <p>Location-based services. Simple things like being able to see, split and pay the bill via mobile.</p> <p>Obviously, there will be a huge amount of badly targeted 10% off offers, but the road to hell is paved with good intentions, isn’t it?</p> <p><img src="https://assets.econsultancy.com/images/0008/2427/Splittable.JPG" alt="" width="750" height="388"></p> <h3>3. Smart speakers</h3> <p><strong>Carl Uminski, SOMO Agency:</strong></p> <p>The launch of Google Home and the continuing success of Alexa provide new platforms for users to engage with brands via voice.</p> <p>Voice interfaces will continue to grow and grow in 2017, particularly with the launch of Pixel, Google Home and Alexa’s continuing improvement. </p> <p>Brands that aren’t in some way embracing the different interactions afforded by voice when compared to touch will lose out as it becomes more ingrained in consumer behaviour and starts to dominate specific types of interaction, such as commands, searches and questions.</p> <p><img src="https://assets.econsultancy.com/images/0008/2428/Echo.JPG" alt="" width="450" height="452"></p> <h3>4. Integrating UX</h3> <p><strong>Steffan Aquarone, author of Econsultancy’s <a href="https://econsultancy.com/reports/mobile-marketing-best-practice-guide/">Mobile Marketing Best Practice Guide</a></strong></p> <p>I think a lot more mobile teams will be better organised to be able to work with user experience in mind.</p> <p>Constantly testing, getting feedback, building better products and then getting stuff out there - rather than trying to just plan and launch like in the late 2000s.</p> <p>I also see many of the principles of good product design becoming increasingly relevant to the way modern organisations organise themselves.</p> <h3>5. Push notifications</h3> <p><strong>Martin Harrison, Huge</strong></p> <p>I think push notifications could be the new pop-ups, with the caveat that some are useful, therefore the ones that are not useful will be even more infuriating.</p> <p><img src="https://assets.econsultancy.com/images/0008/2429/Push_notification.JPG" alt="" width="650" height="439"></p> tag:econsultancy.com,2008:BlogPost/68560 2016-11-28T11:31:38+00:00 2016-11-28T11:31:38+00:00 Five compelling reasons to offer free Wi-Fi in-store Nikki Gilliland <p><img src="https://assets.econsultancy.com/images/0008/1743/WIFI.png" alt="" width="300" height="517"></p> <p>What can I say? I’m a consumer cliché - and a great example of why retailers should be offering Wi-Fi in-store.</p> <p>Despite many retailers introducing it quite a few years ago, a suprising number of others have failed to do so.</p> <p>Here are five reasons to explain further.</p> <h3>Immediate affinity with a brand</h3> <p>According to research, more than <a href="http://www.retailtouchpoints.com/topics/mobile/more-than-90-of-consumers-use-smartphones-while-shopping-in-stores" target="_blank">90% of consumers now use their smartphone</a> while shopping in-store.</p> <p>So, first and foremost, that is a huge percentage of people walking through the door that a retailer could potentially target. </p> <p>If a store does not have Wi-Fi, I doubt it would impact the customer’s perception too negatively. </p> <p>But on the flip side, customers are much more likely to have a positive response towards those that do.</p> <p>Regardless of what I used it for, I certainly appreciated Anthropologie allowing me to log-in whilst perusing their irresistible over-priced candles.</p> <h3>Aids the path to purchase</h3> <p>So why would a person use Wi-Fi in-store, other than to check their WhatsApp messages? </p> <p>SessionM's 2015 study found that approximately 54% of consumers use their smartphones to compare prices, while 48% and 42% use it to search for product information and read reviews respectively. </p> <p>You’ve probably heard of '<a href="https://econsultancy.com/blog/62447-13-ways-for-retailers-to-deal-with-the-threat-of-showrooming/" target="_blank">showrooming</a>' – a phrase that refers to when a customer browses in-store before buying online. However, ‘web-rooming’ is apparently becoming even more popular, meaning to browse online before buying in-store. </p> <p>Rather cringe-worthy terms, I know. </p> <p>But the point is that Wi-Fi enables both. Even a combination of the two.</p> <p>John Lewis is one retailer that introduced Wi-Fi into stores a few years ago, with the aim of facilitating this new type of consumer behaviour.</p> <p><img src="https://assets.econsultancy.com/images/0008/1739/John_Lewis_Wifi.JPG" alt="" width="700" height="487"></p> <p>By making it easier to shop in-store, and ensuring transparency, the retailer is able to deliver on its famous promise of being ‘never knowingly undersold’.</p> <h3>Encourages more time in-store</h3> <p>Unsurprisingly, Wi-Fi means that customers are more likely to linger in a store for longer.</p> <p>More importantly, around 50% are likely to spend more as a result.</p> <p>With many people using Google Maps and various apps to find where they can access Wi-Fi, it also has the potential to increase foot traffic, acting as a great incentive to enter a store.</p> <p>While this has been standard practice for coffee shops and cafés for a while, only the biggest department stores and flagship shops tend to have it as standard.</p> <h3>Marketing opportunity</h3> <p>Many Wi-Fi solutions allow brands to create custom-made landing pages before a user even signs in. This is a great promotional opportunity.</p> <p>Whether it’s a current deal or or simply a nice bit of copy saying 'welcome' – it allows the retailer to engage with the customer at this first point of contact.</p> <p>Retailers can also use it to promote special or unique services that are exclusive to in-store shoppers only.</p> <p>The Foyles branch on Charing Cross Road is a great example of this. </p> <p>On opening the WiFi, users are met with a map of the store that allows them to find specific books as well as search the store to check if an item is in stock.</p> <p><img src="https://assets.econsultancy.com/images/0008/1740/Foyles_map.JPG" alt="" width="500" height="552"></p> <p>While my colleague Ben found both <a href="https://econsultancy.com/blog/65096-can-bookshops-like-foyles-benefit-from-digital-in-store/" target="_blank">positives and negatives to the in-store digital experience</a> when it first launched, it is still a great example of how to increase value for consumers.</p> <h3>Captures customer data</h3> <p>Lastly, one of the most obvious reasons a retailer should offer Wi-Fi – the opportunity to retarget customers once they have left the store.</p> <p>With many people more than willing to enter an email address in exchange for the service, retailers can easily follow up with related offers or promotions depending on what a customer did or didn’t purchase.  </p> <p>Likewise, valuable customer data such as demographic information and dwell time can help retailers gain a much better understanding of exactly who is walking through the door.</p> tag:econsultancy.com,2008:BlogPost/68428 2016-10-24T13:49:31+01:00 2016-10-24T13:49:31+01:00 How travel brands are capturing millennial interest on mobile Nikki Gilliland <p>With 46% of millennials planning a trip using their mobile in the past year, it is the younger generation that is driving the digital shift.</p> <p>So, how exactly are travel brands catering to mobile users, and more specifically, millennial mobile users?</p> <p>Here’s a closer look.</p> <h3>Piquing initial interest</h3> <p>Google uses the term '<a href="https://www.thinkwithgoogle.com/articles/travel-trends-4-mobile-moments-changing-consumer-journey.html" target="_blank">micro-moments</a>' to describe the times when we reach for our mobile phones for a specific purpose.</p> <p>In terms of travel, the first interaction that many brands aim to capture is the 'I want to go' moment - i.e. the initial desire to travel.</p> <p>At this point we might have a location or a place in mind, but mostly it is centred around general research.</p> <p><a href="https://econsultancy.com/blog/68225-10-examples-of-great-airbnb-marketing-creative/" target="_blank">Airbnb is a great example</a> of how to engage mobile users in this moment.</p> <p>Building on the fact that <a href="https://econsultancy.com/blog/66805-millennials-and-mobile-what-marketers-need-to-know/" target="_blank">millennials typically crave experiences that excite</a> and inspire, it uses guidebooks to build interest around a particular place.</p> <p><img src="https://assets.econsultancy.com/images/0008/0452/AirBnb.JPG" alt="" width="250">  <img src="https://assets.econsultancy.com/images/0008/0458/AirBnB_2.JPG" alt="" width="250"></p> <p>By creating multiple articles about a single location, it means users are likely to get lost in their online journey, clicking further to discover recommendations and guides.</p> <p>Before you know it, you've spent 45 minutes reading about the best markets to visit in Portland.</p> <p><img src="https://assets.econsultancy.com/images/0008/0455/AirBnB_3.JPG" alt="" width="250"></p> <p>Booking.com also uses inspirational content to engage users during these early stages.</p> <p><img src="https://assets.econsultancy.com/images/0008/0459/Booking.com_2.JPG" alt="" width="250"></p> <p>Using endorsements from fellow travellers, it is able to showcase a wide number of locations based on specific interests and activities.</p> <p>While it does not discourage other age demographics, terms like 'adventure-seeking' and 'epic' are nicely aligned to millennials consumers.</p> <p><img src="https://assets.econsultancy.com/images/0008/0461/Booking.com_3.JPG" alt="" width="250"> <img src="https://assets.econsultancy.com/images/0008/0462/Booking.com_4.JPG" alt="" width="250"> </p> <h3>Offering personalisation</h3> <p>With its interest-led content, the aforementioned example could also be seen as a move towards personalisation.</p> <p>This is becoming increasingly important for consumers, as 22% of young travellers now desire a personalised and tailored experience on mobile.</p> <p>Booking.com also demonstrates this by saving the user's past searches and previously viewed hotels.</p> <p><img src="https://assets.econsultancy.com/images/0008/0465/Booking.com_personalisation.JPG" alt="" width="250"></p> <p>While it might sound simple, this allows users to feel like their individual experience matters, as well as allowing it to seamlessly continue if they break away.</p> <p>Secret Escapes also aims to deliver personalisation, mainly through its 'Wishlist' feature.</p> <p><img src="https://assets.econsultancy.com/images/0008/0463/Secret_Escapes_wishlist.JPG" alt="" width="250"> <img src="https://assets.econsultancy.com/images/0008/0464/Secret_Escapes_Wishlist_2.JPG" alt="" width="250"></p> <p>Allowing users to browse and save sales for later not only creates a personal experience, but it also recognises the fact that many people use multiple devices when planning a holiday.</p> <h3>Capturing spontaneity </h3> <p>Smartphones are naturally aligned to spontaneous buying behaviour.</p> <p>Hotels.com found that <a href="http://www.hotelnewsresource.com/article74631.html" target="_blank">74% of mobile bookings are for same-day check-ins</a> - this shows how important it is for travel brands to capture spontaneity.</p> <p>With <a href="http://www.hospitalitynet.org/news/4075929.html" target="_blank">85% of millennialls checking multiple sites</a> to ensure they get the best deal, price is obvously a big factor.</p> <p>In line with this, we can see how Hotels.com specifically focuses on deals and discounts to entice on-the-spot bookings.</p> <p><img src="https://assets.econsultancy.com/images/0008/0466/Capture.JPG" alt="" width="250"> <img src="https://assets.econsultancy.com/images/0008/0467/Hotels.com_2.JPG" alt="" width="250"></p> <p>Likewise, Premier Inn also highlights its 'Flex' feature that allows users to cancel a booking up until 1pm on the same day.</p> <p>It also creates a sense of urgency by labelling the 'last few rooms' available on the search results.</p> <p><img src="https://assets.econsultancy.com/images/0008/0468/Premier_Inn_Urgency.JPG" alt="" width="250"> <img src="https://assets.econsultancy.com/images/0008/0469/Premier_Inn_flex.JPG" alt="" width="250"></p> <p>Finally, TripAdvisor hopes that users will be inclined to book whilst browsing recommendations, including a visible prompt to book a tour there and then.</p> <p><img src="https://assets.econsultancy.com/images/0008/0470/TripAdvisor.JPG" alt="" width="250"></p> <h3>Making booking easy</h3> <p>39% of consumers say that ease-of-use is the thing they desire most from mobile travel sites and apps.</p> <p>As a result, site speed and user-friendly search functions are incredibly important.</p> <p><a href="https://econsultancy.com/blog/68330-an-in-depth-analysis-of-how-expedia-converts-visitors-into-customers-part-one/" target="_blank">Expedia is one brand that consistently delivers</a> here - its intuitive search bar means that results appear in the drop-down menu instantly.</p> <p><img src="https://assets.econsultancy.com/images/0008/0472/Expedia.JPG" alt="" width="250"></p> <p>Likewise, its highly visual calendar makes it easy to select and view dates, and its search results promote the various ways to filter.</p> <p><img src="https://assets.econsultancy.com/images/0008/0475/Expedia_calendar.JPG" alt="" width="250"> <img src="https://assets.econsultancy.com/images/0008/0476/Expedia_search.JPG" alt="" width="250"></p> <p>Finally, HostelWorld - a brand that specifically targets millennials - also focuses on general all-round user experience.</p> <p><img src="https://assets.econsultancy.com/images/0008/0482/HostelWorld.JPG" alt="" width="250"></p> <p>From its predictive search to excellent filter options, it is designed to deliver up-front and easily accessible information.</p> <p><img src="https://assets.econsultancy.com/images/0008/0483/HostelWorld_Filters.JPG" alt="" width="250"> <img src="https://assets.econsultancy.com/images/0008/0484/HostelWorld_map.JPG" alt="" width="250"></p> <p>It also uses maps and geo-locational technology to help users even long after they've made a booking.</p> <p>By providing extra value in this way, consumers are much more likely to use the site again in future.</p> tag:econsultancy.com,2008:BlogPost/68020 2016-07-06T15:01:15+01:00 2016-07-06T15:01:15+01:00 Mobile: A mindset, not just a handset Gina Roughan <p>This is not news: This is 2016, and brand marketers have read the UK mobile stats.</p> <p>But whether or not brands are embracing the full opportunity offered by mobile technology is another matter.</p> <p>Optimising your brand’s desktop presence for mobile is just the tip of the stylus.</p> <p>The use of ever-increasing mobile functionality in the creation of meaningful experiences for consumers as they go about their daily lives needs to be the ambition.</p> <h3>Inherent mobility</h3> <p>As a content director, I’m obsessed with the creation and delivery of brilliant branded content to target audiences – but even I can appreciate that context is key, and content for content’s sake is a waste of time.</p> <p>Sure, geo-targeted, weather-specific ice cream content based on my location in sunny Cornwall is more likely to send me to the Tesco freezer section than if I received a generic brand message in rainy Romford or windy Wiltshire. </p> <p>But with the technology now available to us, we should be aiming higher.</p> <p>Instead of sending a picture of a generic ice cream, why not send me content relating to something that your system tells me is definitely in stock, guide me there using Google Maps, then use an <a href="https://econsultancy.com/blog/65221-ibeacon-trials-13-brands-trying-to-find-a-use-case/">iBeacon</a> to confirm and reward my presence by delivering augmented reality content (like <a href="https://vimeo.com/120791649">this Coke effort</a>) or sending a discount barcode via Snapchat? </p> <p>It’s down to brands – not the hardware manufacturers – to leverage this technology and capitalise on it.</p> <p>The so-called disrupters, such as Uber, have done exactly that: Building their entire business around that embrace of mobility – the embrace of the fact that everyone has a connected computer with them pretty much 24/7 and sees it as a way of making their lives better. </p> <p>My point is that it shouldn’t just be about services; content creators should be thinking more about where they can use the inherent power of mobile devices to push the envelope when it comes to utility.</p> <p>There have been some brilliant examples in recent years of work on mobile that haven’t just been about producing innovative creative to surprise and delight, but to serve a purpose. </p> <p><img src="https://assets.econsultancy.com/images/resized/0007/6644/dulux_app-blog-flyer.jpg" alt="" width="470" height="265"></p> <h3>Painting by photos...</h3> <p>One of the most recent brand offerings to successfully embrace mobile utility is the colour matching app from Dulux.</p> <p>A practical and functional tie that plays on the brand’s perceived market expertise, the app allows users to take a photograph of colour with their phone’s camera, and have that colour matched to the appropriate paint.</p> <p>An alternative function allows you to ‘visualise’ different colours in different settings, i.e. interior vs. exterior.</p> <p><img src="https://assets.econsultancy.com/images/resized/0007/6647/woolworths-1-blog-flyer.jpg" alt="" width="470" height="311"> </p> <h3>Shopping smarter...</h3> <p>The Australian supermarket chain Woolworths is pioneering the use of iBeacon technology to enhance its customers’ <a href="https://econsultancy.com/blog/66389-what-does-the-ideal-click-and-collect-service-look-like/">click and collect</a> experience.</p> <p>Instead of having to arrive at the store at an appointed time, or having to wait for their order to be pulled together, customers are asked to download an app.</p> <p>When they are within a set radius of the store a notification is sent to the picking systems, prompting staff to complete the order and have it ready to hand over to the customer when they arrive. </p> <p><img src="https://assets.econsultancy.com/images/resized/0007/6649/eyecancer-blog-flyer.jpg" alt="" width="470" height="326"></p> <h3>Literally saving lives...</h3> <p>It might not be based on innovative technology, but the Childhood Eye Cancer Trust’s Next Photo campaign was another excellent example of how to utilise the fact everyone now has a camera in their pocket.</p> <p>One of the quickest ways to detect retinoblastoma (eye cancer) in young children is to look at a flash photograph – a developing tumour will often reflect back as white.</p> <p>A series of four posters of children – with the retinas treated to reflect back white – were used to challenge passers-by to take out their phone and take a flash photo, thus spreading awareness of the condition and this easy method of early detection.</p> <p>That’s the kind of utility I’m talking about in terms of mobility.</p> <p>It’s about marketers finding ways of using the inherent capabilities of smart devices beyond delivering branded information. That, you can do with print, simple (non-innovative) display advertising or a website.</p> <p>But actually offering something that your customers find genuinely useful? That’s where mobile, and mobility, lead the way.</p> tag:econsultancy.com,2008:Report/3780 2015-05-21T10:29:00+01:00 2015-05-21T10:29:00+01:00 The Global Conversation <h2>Overview</h2> <p>The Global Conversation report, produced in association with <a href="http://www.lionbridge.com/">Lionbridge</a>, explores how brands tell stories and engage with customers across borders and languages. It asks questions about the strategies, tools and processes necessary to balance overarching marketing priorities with local relevance. </p> <p>The report is based on a survey of more than 325 international senior marketers based in North America, and focuses on the key differences between organizations leading the way, and those that follow.</p> <h2>Key findings</h2> <ul> <li> <strong>Leaders control global marketing through a hub and spoke model.</strong> There is a consistent thread in the approach of leaders; an emphasis on central government in concert with local talent.</li> <li> <strong>Leaders use external partners differently from the mainstream.</strong> The mainstream relies on creative agencies for support across functions, but is significantly less likely to use translation/localization services than the leaders.</li> <li><strong>International marketing management is a significant challenge.</strong></li> <li><strong>Understanding customer preferences is a key advantage of global leaders.</strong></li> <li><strong>Leaders create content locally.</strong></li> <li><strong>Leaders find the opportunity in trends.</strong></li> </ul> <p>The 31-page report discusses these and other findings, exploring the challenges and successes of companies who are managing global brands and campaigns. </p> <p>The report is useful for all marketers who are running, or considering running global campaigns, giving them the tools they need to understand how best to approach global strategies, and educating them on how to effectively leverage existing resources to manage the associated content.</p> tag:econsultancy.com,2008:BlogPost/65914 2014-12-18T10:22:54+00:00 2014-12-18T10:22:54+00:00 The best mobile campaigns from 2014: the expert view David Moth <p>Now, on with the expert opinions...</p> <h3>Which company do you think has done great things in mobile this year? </h3> <p><strong>Sarah Watson, group mobile manager at The Net-A-Porter Group</strong></p> <p>It’s incredibly hard not to pick Uber. The UX is exceptional and it works simply and efficiently in almost every country I visit.</p> <p>The in-app marketing campaigns, incentive scheme and use of brand ambassadors are very compelling and will get anyone hooked.</p> <p>However, Apple still leads the pack when it comes to mobile. The continuity features, like Handoff, in iOS 8 mean I can write an email on my iPhone on my way to work, finish it on my Mac and send it from my iPad. </p> <p><img src="https://assets.econsultancy.com/images/resized/0005/7648/sarah_watson-blog-flyer.jpg" alt="" width="470" height="313"></p> <p>The lines between devices are blurring across the board but the transition within the Apple ecosystem has been notably easy and seamless, and soon my watch will be joining the club too. </p> <p>It also brings many new innovations to streamline the user experience and create new opportunities for brands, in particular with “extensions”.  </p> <p>We’re already seeing great extensions like View Source, which allows developers to pull up the source code for any website they’re viewing or LastPass, which enables one-click password input on websites. </p> <p>It’s just a matter of time before retailers begin experimenting with extensions and I’m really excited to see what they come up with.</p> <p><strong>Carl Uminski, COO and co-founder at Somo</strong></p> <p>Facebook. It's continued to transform the mobile media landscape, shifting from a publisher to a true ad tech company with the <a href="https://econsultancy.com/blog/65514-facebook-atlas-what-you-need-to-know/">Atlas cross-device launch</a> and has helped the ecosystem with its mobile development tools. </p> <p>Not to mention the Oculus and WhatsApp acquisitions and Instagram overtaking Twitter in audience size.</p> <p><strong>Matt Hobbs, mobile product lead at Just Eat</strong></p> <p>Uber, just by being focused on creating a transformative mobile product/service that - for the most part - just works. </p> <p>I'm still trying to work out if Foursquare deserves a booby prize for splitting its app into two parts for discovery &amp; checking in - Foursquare &amp; Swarm. </p> <p>It's a bold move and I'd love to see some real stats, but everyone I know who was used to the old, bundled Foursquare hates the split.</p> <p><strong>Theo Theodorou, General Manager EMEA at xAd</strong></p> <p>This is so broad – but I love companies that can disrupt and if you look to China there is amazing example of a company less than three years old called Xiaomi, which has reinvented the smartphone market in the largest smartphone market in the world.</p> <p>In 2013 it sold over 18m devices and its revenue was $5.2bn. Today, it’s the third largest smartphone maker in the world. </p> <p>It’s achieved this by not only having incredibly clever marketing, but by building few products, all of exceptional quality and at low price points. </p> <p>The company has made a conscious decision to focus on future revenue through software and services.</p> <h3>Which campaign that you’ve been involved in were you most proud of this year?</h3> <p><strong>Sarah Watson, The Net-A-Porter Group</strong></p> <p>It has to be the launch of our first global print publication, <a href="https://econsultancy.com/blog/64295-net-a-porter-s-new-shoppable-magazine-is-it-any-good/">Porter</a>.</p> <p>This really was a magazine launch like no other. In February our first issue hit stands around the world and simultaneously became available on iPad. </p> <p>However, unlike other fashion magazines, it was unique in its conception as a physical/digital offering from the start.</p> <p>Every printed page, whether editorial or advertorial, can be scanned with a mobile device via the Net-A-Porter app and shopped from, even if we don’t stock the products. </p> <p>And unlike other magazines, our iPad edition wasn’t just a print copy turned digital. We re-thought the digital magazine and made it intuitive, creating new formats that ensured ease of use and shopping.</p> <p><strong>Carl Uminski, Somo</strong></p> <p>The connected world experience we created for Audi at the Goodwood Festival of Speed. </p> <p>Using the latest tech including Oculus Rift and <a href="https://econsultancy.com/blog/63292-what-we-learned-from-trying-google-glass/">Google Glass</a>, we delivered a truly interactive, immersive experience for thousands of car lovers at the annual event.</p> <p><iframe src="https://www.youtube.com/embed/9ZZXKVRYa3E?wmode=transparent" width="615" height="346"></iframe></p> <p><strong>Matt Hobbs, Just Eat</strong></p> <p>We’ve been making numerous iterative improvements all year so our apps have been evolving solidly. </p> <p>Adding an in-menu food search was one of my favourite new features, with the added bonus of emoji search.</p> <p><strong>Theo Theodorou, xAd</strong></p> <p>We actually ran some trials in Q3 to measure store visitations as a result of a consumer seeing an advert on their mobile and to answer the question, ‘can mobile advertising really drive action into a store?’ </p> <p>Mobile has been held back as a marketing channel as previously trying to measure these types of actions has been very difficult. </p> <p>We were proud to work with ASDA and Starbucks with some really encouraging results. </p> <p>ASDA for example was able to show a 67% incremental lift of foot traffic into store after consumer exposure to one of its mobile ad campaigns for ‘Home’ or ‘Back to School’.</p>