第 153 集：世界上最伟大的品牌如何进行大规模 1:1 营销

我以前说过（我可能会再说一遍），但现在是成为营销人员的最佳时机。 在这次 MarketingProfs 网络研讨会中，我和 Valerie Witt 探讨了大众覆盖与 1:1 参与度的融合——一种为品牌带来前所未有的营销潜力的巨变。 您将听到领先品牌如何实施大规模 1:1 营销的示例，并了解您可以采取哪些步骤来复制他们的成功。

在此处观看网络研讨会：世界上最伟大的品牌如何进行大规模 1:1 营销

所有播客剧集

现在出发

播客成绩单

毕业
是的，我们使用 Jimmy 来推出这些剧集非常合适。 想想他 1969 年在伍德斯托克的标志性表演“爱之夏”，又是夏天，但今年，夏天重演。 这是正确的。 这是统一 CXM 体验重播的夏天。 与往常一样，我是您的主持人 Grad Conn、CXO 或 Sprinklr（纽约证券交易所上市公司股票代码 CXM）的首席体验官。 好的。 所以这是另一个重播节目。 今天我们要讨论 MarketingProfs 网络研讨会，了解世界上最伟大的品牌如何进行 Mass 1:1。 我真的很喜欢这个。 实际上，这是过去几周我最喜欢的经历之一，我和 Valerie Witt 进行了非常精彩的讨论，谈论了很多品牌的发展方向，世界上最伟大的品牌如何进行一对一营销，什么是大众化的——一对一营销是，如果你有机会听过我做过的任何事情，你应该希望现在知道什么是质量 1:1。 如果你不这样做，那也没关系。 因为您现在可以聆听并听到有关大规模一对一营销的所有信息。 这个特定网络研讨会的另一大优点是我还将它构建到了一些示例中。 我正在玩一些关于大规模一对一时刻的想法，并根据人们通常广播的生活中的时刻来看待营销。 所以这有时被称为生命阶段营销。 这其实是一个老名词，已经有很长一段时间了，我们在 80 年代的宝洁公司谈到了生命阶段营销。 所以它并不完全是全新的。 但是生命阶段正在以一种前所未有的方式播出。 而且很少有公司，几乎没有公司在利用，这让我大吃一惊。 如果我们能够访问我们今天在 80 年代所拥有的生命阶段数据，当我为 Cascade 和 Tide 等品牌运行此数据时，我们就会全力以赴。 所以我不知道发生了什么事，但我想也许人们已经忘记了这个议案。 或者也许他们只是懒惰，我不知道，也许，也许，也许？ 无论如何，享受与 Valerie Witt 的 MarketingProfs 网络研讨会，我会在最后回来清理它。 顺便说一句，我将通过这个参考一堆不同的幻灯片。 因此，如果您正在收听播客，那很好，没问题。 如果您想查看幻灯片是什么，稍后再查看，它们位于播客笔记中，并且还发布在任何有关此的博客文章中。 所以享受吧。

瓦莱丽·维特
好的，各位，你们来这里是为了了解世界上最伟大的品牌如何进行大规模的一对一营销。 研究生，把它拿走。

毕业
谢谢你。 非常感谢。 好的，所以我今天要做的就是做一个一般性的演示，我会花大约 45 分钟的时间来做这个。 如果我提前几分钟结束，我想那没关系。 因为通常，这会产生相当多的问题。 所以我会尽量在最后留出尽可能多的时间来回答问题。 但我确实想提出一些概念，尤其是围绕心态。 我认为这种心态是我们要改变的最具挑战性的事情之一。 作为营销人员，我们一直都面临着一些新的思维方式问题，而让我们的头脑围绕这些东西真的很棘手。 因此，当我带我们踏上一段营销之旅时，我将深入探讨并系好安全带。 我有三个我想了解的现代真理。 因此，我们在 Sprinklr 拥有的世界观具有这三个现代真理。 这些现代真理中的第一个是，我们正在向广泛和全球范围内的新营销范式过渡。 这叫做对话式营销； 你可能听说过这个词。 它也被称为批量一对一，您可能并不熟悉。 在接下来的一段时间里，我将谈论很多关于质量一对一的话题。 这么快的历史课； 我不会在这里花太多时间，但让我们回到时光机回到 19 世纪。 那时，人们与客户进行了非常亲密的一对一对话。 每个人都认识每个人，品牌与客户的沟通是双向的； 太棒了。

然后大众传播出现了。 大众传播开启了营销的广播时代，广播营销非常惊人。 在那段时间里，我们创建了一些伟大的品牌，电视、广播、电影院等所有东西让我们能够很快接触到数百万人。 这是有代价的。 如果你读过 20 世纪早期的作家，比如克劳德·霍普金斯或阿尔伯特·拉斯克，他们会谈论新广播媒体中失去亲密感、失去联系、失去人性。 如果你真的阅读了很多早期的平面广告，那么朱利安·刘易斯·沃特金斯 (Julian Lewis Watkins) 的一本很棒的书被称为世界上最伟大的 100 个广告。 这是从 1800 年代后期到 1950 年代的一堆平面广告。 如果您阅读其中一些早期的广告，它们会异常亲密，异常亲密且非常个人化。 他们试图做的是他们试图与人们建立联系并试图保持这种联系和亲密关系。 但随后电视出现并成为方兴未艾。 比尔·伯恩巴赫（Bill Bernbach）和 1960 年代的创意革命随之而来。 然后我们只是在看图片和非常简单的品牌传播方式。 同样，不一定是坏事，但失去了亲密感。 现在在某种程度上，我爸爸是个疯子，他在 70 年代的麦迪逊大道工作。 并与乔治·格里宾、Wunderman 先生等行业巨头以及诸如此类的人建立了联系并与之共事； 事实上，这非常了不起，但我总是嫉妒他。 我总觉得他得到了所有的美好时光，有时也许太多美好的时光。 但他得到了所有的美好时光，当它变得无聊时，我有点走进营销。

但随后 21 世纪出现了。 实际上，我认为这是从事营销的最佳时机，我告诉所有人。 我认为，如果您是市场营销专业的学生，​​并且热爱市场营销，那么这是从事该行业的绝佳时机，因为一对一的回归，我们现在了解人们并且我们了解他们的兴趣。 而且我们仍然有大众——41亿人在社交平台上。 这是一对一的组合，质量是质量 1:1。 我不会把这个词归功于这个词，它实际上是由宝洁公司的首席品牌官 Mark Pritchard 创造的。 在我职业生涯的前九年，我实际上在那里工作。 宝洁也是 Sprinklr 的一个伟大客户，他们做了一些令人惊奇的事情来从大规模爆炸中转移，正如 Mark 所说的那样以质量一对一的精度，看到他们这样做是非常令人兴奋的，以及一些世界上最大的公司正在转移对这种方法。 我也会讨论一些例子。

所以让我来看看六个不同的大规模一对一不作为的例子。 这些都是大品牌，也是世界上一些最伟大的品牌。 我将使用的第一个例子是麦当劳。 因此，麦当劳多年来一直使用焦点小组作为确定新菜单项目的一种方式，他们会在商店中对其进行测试。 他们在焦点小组中遇到的挑战是人们，你知道，我从不喜欢焦点小组，我总是开玩笑地说他们是一种付钱让人们对你撒谎的方式。 焦点小组变得越来越复杂，因为人们用食物来标记自己。 所以他们会坐在其他人面前，他们会说，“麦当劳应该卖更多的沙拉和更健康的替代品”以及所有其他类型的东西。 所以他们会尽职尽责地尝试一下，没有人会买它。 所以他们说，“我们为什么不采取不同的方法”，他们成为了 Sprinklr 的客户，他们说，“当人们公开表达对麦当劳的爱或渴望时，他们真正要求的是什么？” 事实证明，人们真的很想在一天中的不同时间吃麦当劳的早餐。 现在是下午，我真的很想吃煎饼。 超级挂了，我现在在午夜真的需要一个鸡蛋麦松饼，或者我真的很想今天午餐和我的巨无霸一起吃薯饼。 所以他们用它来确定他们要销售哪些商品，并推出了全天早餐。 但是他们做了什么，这是弥撒 1:1 的一个很好的例子，他们启动它的方式是他们回到那些说，我下午想要煎饼的人那里，我们回到五年前，因此，您对 Sprinklr 的现代网络有一种运行的五年视图。 所以有时就像从 2018 年 11 月开始，他们会说，“嘿，Grad，在 2018 年 11 月，你说你想要煎饼。 好吧，现在我们有了它们”。 这让人们大吃一惊，部分原因是他们被倾听，部分原因是他们得到了回应，部分原因是他们实际上已经完成了他们所要求的事情。 所以每个人，就像脑袋爆炸一样，开始谈论它，转发它，它成为 Twitter 上的热门话题，被倾向于关注它的主流媒体所吸引。 然后它的发布就从那里爆发出来，并为麦当劳带来了数十亿美元的收入。 这是大规模一对一广告和营销的绝佳例子。

护理是另一个领域，您考虑一下，您的客户是呼叫您的护理热线的人，您对未来客户的最佳潜在客户是您的现有客户。 戴尔非常了解这一点。 他们有大量的提及，比如数千万次提及，因此他们实际上使用 Sprinklr 主动预测和解决问题，他们发现您实际上可以看到问题，例如风扇噪音或屏幕闪烁或类似的东西。 它们将开始出现在社交平台、讨论组和 Reddit 以及类似的地方，在博客、评论网站中，它们将在返回开始前两到三周开始出现，在人们开始打电话给主要客户服务线。 因此，他们实际上可以提前解决这些问题，并在他们喜欢的现代渠道上为人们伸出援手并解决问题。 因此，他们看到了客户群的改善，并且显然成本降低了，因为他们是在异步渠道中进行的。

迪士尼实际上在推出时做了一些很酷的事情。 再说一次，你可能会争辩说这不是一对一的，但他们制作了 115,000 个不同版本的广告，以便向人们展示，无论他们是谁，有什么样的兴趣，总有适合他们的东西Disney Plus 频道，他们在一年内实现了五年订阅目标。 大多数人都看到了结果。 迪士尼 Plus 真的很成功，但他们之所以使用这个，是因为电话可能是一对一的。 但是，谁完成了 115,000 件不同的创意。 现在我们在 Sprinklr 上经常看到这种情况。 通常是 10 到 20,000 个，我们让客户在大约 100 天的时间内完成了多达 800 万个广告单元，而一位客户则做了 800 万个不同的创意广告单元。 这也是一次非常成功的活动。

我最喜欢的例子之一是一家名为 Rustoleum 的非常古老的公司。 他们制造油漆，实际上他们制造了金门大桥所用的油漆。 所以那个来回移动的小篮子。 一旦它到达桥的一端，他们​​就会重新粉刷这座桥，它不断地来回走动。 所以 Rustoleum，这就是他们所做的。 现在他们有很多非常有趣的涂料，比如浴缸和瓷砖涂料或闪光涂料和闪光涂料以及各种人们通常甚至 a) 不知道它们存在或 b) 期望它们存在的东西。 所以他们所做的就是他们会去，说用闪光漆，他们会去 Pinterest 板，找到喜欢闪光的人，说有闪光漆。 他们以这种方式出售了很多闪光涂料。 或者他们会看到那些正在谈论装修或买新房子的人，如果你想改变瓷砖的颜色而不把它撕掉，他们会说有浴缸和瓷砖油漆。 他们以这种方式出售了很多浴缸和瓷砖涂料。 事实上，他们为 60 多种不同的产品这样做。 对于他们来说，能够基本上一对一地与需要他们产品的人进行交流，这对他们来说是一个不可思议的举动。 显然他们不能在电视上做到这一点，他们可以在大众媒体上做到这一点。

西门子，一家非常有趣的公司，一家大型德国企业集团，他们每个月都会产生数千条内容，拥有数十万种资产和许多不同的工作流程。 他们想要做的是他们想要真正提高他们发布的创意的质量并降低成本。 他们发现他们正在生产大量无法测量和不协调的内容，而且他们不知道如何充分利用它。 所以他们所做的就是将一切都集中到 Sprinklr 中。 然后他们所做的就是使用它来获取最有效的东西并在全球范围内扩展它。 它非常成功。

最后，我想谈谈戴森，即如何在平台上交付产品，有一个新事物叫做对话式商务。 在 Messenger 中，您实际上可以有一个流程，您可以直接在流程中购买产品，然后您有一个代理连接到它。 并且代理可以同时处理多个买家，并且还使用机器人来调解一些交易。 现在您拥有在线的便利和零售店的高品质，这是一个很好的组合。 我们在整个客户群中都看到了巨大的转变。 所以这只是一堆不同的质量 1:1 的例子。 我认为对话商务对我来说可能是它的终极表达，因为它不仅仅是大众 1:1 的广告，而且实际上是大众 1:1 的销售。

所以第二个事实是，真正的客户档案需要包括交易和体验数据。 我会谈谈我的意思。 我想说，我们中的许多人或我们中的大多数人在 CRM 系统中在 Salesforce 等优秀产品中拥有相当不错的事务数据库。 微软已经有了 Dynamics，而且还有很多东西。 这是结构化数据。 它通常是被请求的，它可能是调查数据，但它通常是被请求的并且非常结构化，并且在所有这些 CRM 系统的关系数据库系统中工作。 但是现在有一个全新的信息世界，我们称之为体验数据。 而且这种体验数据是非结构化的。 这是不请自来的。 它有很多不同的类型。 它可以是表情符号，可以是视频，可以是名称，可以是图像，有很多东西。 很难将其放入关系数据库中。 您需要将这两件事放在一起，我们喜欢描述它的一种方式是事务数据有点像您的池。 它是温度控制的，你知道盐度是多少，你知道它很干净，很漂亮。 然后经验数据就像海洋，也很酷，但是你需要不同的工具来处理它，你永远无法真正完全控制它。 因此，这些东西一起创造了一个 360 度的客户档案。 许多人将 Sprinklr 用作 CDP，他们在其中看到 XM 配置文件，其中集成了两种类型的数据。 这是我们的好朋友 Beth Jackson，他是 Twitter 的副总裁。 她谈到社交是一种允许品牌建立一对一关系的方式，你会看到一对一这个词不断出现。 Bev 多年来一直是这个领域的领导者。

所以最后一件事，最后一个现代事实是客户的期望已经改变。 对于本次电话会议的任何人来说，这都不会令人惊讶。 但值得一提的是已经发生的一些变化，只是为了放大它的幅度。 所以第一件事是，正如我所说，地球上有 41 亿社交用户，在 47 亿互联网用户中占相当大的比例，顺便说一句，这非常令人兴奋，就像我们正在接近让每个人都上网。 只是，我们必须让最后的 20 亿人在线，但这确实是惊人的进步。 这就是我们今天生活的世界。 他们越来越喜欢使用现代频道。 这是来自 Mary Meeker 套牌，如果您关注 Mary Meeker，这是几年前的，如果您不关注 Mary Meeker，您应该关注 Mary Meeker。 她所做的真的很棒。 这张图表，试着看一下右下角，你可以看到老一辈的人其实很喜欢同步连接到品牌，他们喜欢手机。 所以，太好了。 所以我们仍然使用很多电话服务，尤其是在客户服务部门。 但是看看几代人变得更年轻。 我的意思是，即使 X 一代在这里也不是懒惰的人，尤其是 Z 一代和 Y 一代，他们对社交和聊天和网络有强烈的偏好。 而这些都是异步通信类型。 现在，这是两年前的事了，过去几年发生的一些事情无疑加速了这一进程。 由于我们整天都在打 Zoom 电话，因此很难说“我得去给客户服务部门打一个小时”。 做不到，我将需要异步进行。 因此，随着人们迁移到我们所说的现代渠道，这变得比以往任何时候都更加重要。 你想想看，他们在这些频道上，每天有数十亿次对话，每天在这个星球上发送 650 亿条消息，这太不可思议了。 你必须听它。 我至少会说，所有品牌都应该听取与他们交谈或使用@提及或主题标签的人的意见。 许多品牌仍然没有。 但我想说大多数品牌都知道他们应该这样做。 我们还建议您也应该真正倾听那些在谈论您而不@提及您的人。 因为实际上，客户越来越习惯于公司良好的收听协议。 所以他们实际上不再把@符号放在前面了。 所以你必须捕捉一切，你必须倾听广泛的客户。 当你开始倾听你的竞争对手时，真正有趣的是人们对他们的评价，最后，真正有趣的是倾听这个类别。 因此，例如，听到有人直接对你说，@Nike，很高兴找到每个在谈论耐克的人。 了解阿迪达斯和了解其他品牌真的很有趣。 但是男孩，谈论马拉松不是很好吗？ 是人们在谈论体育运动，如果您要进行真正的大规模一对一营销，那么这就是您想要参与的对话。

因此，当今世界的一件事是，我们从人们那里获得了身份和兴趣，这些身份和兴趣被转化为知道我们了解他们这些事情的客户。 所以客户有一套东西，我不会在这里逐一介绍，因为你可以阅读它们，但他们有点希望你找到它们并解决他们的问题，你应该个性化，嘿，你，作为一家公司，你需要在这件事上赢得我的青睐。 而且我确实觉得很多时候我们的运作方式非常像电影《第五十次约会》。 这是几年前的事了，但在电影中，德鲁·巴里摩尔和亚当·桑德勒出现了德鲁·巴里摩尔的一种特殊类型的脑损伤，这意味着她患有健忘症。 所以每天早上醒来的时候，她根本不记得发生了什么。 她已经完全失忆了。 所以亚当桑德勒正在和她谈恋爱，他每天都对她有更多的了解，但每一天都像是新的第一次约会。 这就像营销的运作方式有时就像你去一家公司，你可能在这家公司花费了数百或数千甚至数百万美元。 而他们，他们不知道。 他们不认识你； 在他们对每个人都一视同仁之前，他们不知道你对他们做了什么。 这对客户来说变得越来越不可接受和沮丧，因为他们知道您实际上拥有这些数据，只是您还没有弄清楚如何访问它或如何使用它。 所以不要陷入第一次约会的问题。 我不知道这个人是谁。 但我想说的是品牌体验，你与利益相关者一起登陆的是品牌。 所以无论你认为你的品牌是什么，你希望你的品牌是什么，你有什么品牌特征，战略和所有类似的东西，这都很棒； 你应该有那个； 没关系。 你登陆的体验就是你的品牌。 坦率地说，你获得的体验会被其他人谈论。 正如您在上一张幻灯片中看到的那样，95% 的人会谈论糟糕的体验。 因此，如果您获得糟糕的体验，那将成为您的品牌。

好吧，现在，总是还有一个。 所以还有一件事。 所以我知道幻灯片上有三个现代真理。 但是我还有一件事，那就是统一的想法，所以统一比集成好。 让我用更深奥的术语谈一谈这个问题。 因此，一般而言，在大多数市场的大多数类别中，它们从一组集成或同类最佳应用程序开始。 即使你想到 iPhone，iPhone 本质上就是我在这里构建的故事。 在 iPhone 出现之前，我们都有记事本，我们有日历，我们有数百种 iPhone 可以做的事情，都放在单独的口袋里，放在桌子的不同部分等等。iPhone 基本上将所有这些东西统一到一个单一平台，这种演变总是发生在任何类别中。 所以我想说我们已经看到它发生在医疗保健领域，Epic 医疗保健基本上已经占领了这个市场。 几年前，他们在某种程度上提出了一种统一的方法，最终开始变得有意义，因为医院支付方式正在发生变化，结果变得非常重要。 因此，Epic 可以通过一个统一的平台展示出卓越的成果，然后我们就开始了。 它发生在多个不同的类别中，Martech 也开始发生这种情况。 当我们查看我们构建的这些 Martech 堆栈时，在某些情况下人们因其堆栈的复杂性而获奖，我认为 Stackies 是我见过的最搞笑的东西。 它不起作用，延迟太高，太复杂，太贵，很难管理这么多供应商，所以人们正在转向统一的方法。 我们在 Sprinklr，一个统一的 CXM 平台。 所以我们是这场运动的一部分，统一有很多优势，这又是普遍优势。 但是您只有一个客户资料； 对于网络钓鱼和任何类型的黑客攻击，您的攻击面要少得多； 你可以降低升级的风险，因为如果你有一个集成的堆栈，一次升级和一个应用程序就可以把整个事情搞砸； 人们这样做还有很多其他原因。 所以这是我们相信的另一种真理，对我们很重要。

现在，这一切是如何运作的？ 这是一个有趣的小构建集。 因此，如果您考虑大众一对一，我已经谈了很多，给出了一些例子，并且谈了很多关于必须听到人们在说什么然后做点什么。 因此，您确实需要将所有内容集成到一个平台中，以便您既可以聆听也可以做出反应。 我将其分为五个步骤。 所以我认为第一步是真正的收集，你必须从尽可能多的地方收集，在 Sprinklr 的例子中，我们从 4 亿个不同的数据源中提取数据。 我们可以将您在公司内部拥有的内部数据与来自社交平台、消息传递平台、博客、评论网站、论坛以及现在所有电视或广播、所有报纸和所有杂志的所有外部数据相结合。 所以一切都在那里。 因为那是很多东西，所以你需要能够对其进行排序。 所以我们已经构建了一个非常复杂的人工智能平台大约八九年了。 这使我们能够以一种您可以对其做出反应并及时管理的方式对内容进行分类和识别。 这导致了我们谈到的这个配置文件——360 度配置文件。 该配置文件允许您进行协作，而协作是关键。 因为如果您看到大多数营销组织或大多数组织通常会发生什么，那么筒仓就是体验中断的地方。 正是群体之间的破裂让客户失望了。 因此，如果您有一个单一的个人资料，公司中的每个人都可以看到该客户发生的事情，然后他们可以做出适当的反应并以客户感觉他们被认识和被看到的方式行事。 最后，您需要能够参与和销售。 我们在我们的平台上构建了各种不同的工具和应用程序，允许人们参与社交销售、社交媒体管理或关怀或影响者和宣传营销，以及所有类似的东西； 这些都是你需要能够做的各种不同的事情。

但实际上，归根结底，您要构建的是一个系统，您必须从洞察力到行动。 所以这些是端到端的五个步骤。 你必须能够知道人们在说什么，理解它，以一种你可以对它做出反应的方式来理解它，围绕它进行协作，然后做人们想做的事情能够与他们交谈。 因此，这是一种思考统一 CXM 系统如何实现大规模一对一的好方法。 所以我在这里玩得很开心。 所以我将进入我所说的大规模一对一时刻。 我在这匹爱好马上已经有一段时间了。 我有点困惑为什么更多的人不这样做； 有一堆很棒。 但这似乎是营销人员可以做的最明显的事情。 而且这种做法太少见了。 因此，我将深入探讨并向您展示我的意思。

所以时刻，所以人类广播他们想要庆祝的生活时刻，并且他们想要与他们有共同经历的其他人联系。 如果你想一想我们生活的这个网络世界以及它是如何运作的，那真是太神奇了。 如果你还记得我的三柱形图，我在其中谈到了 19 世纪、20 世纪和 21 世纪，那么 21 世纪的有趣之处在于人们现在不仅与品牌相连，而且还相互联系。 当你与另一个人建立联系时，你想告诉他们发生在你身上的事情。 所以在我们生活的这个网络世界中，它的核心，以及正在发生的关键对话，都是围绕生活时刻的对话，它们可能是小时刻，你知道，今天吃了冰淇淋。 它们可能是重要的时刻，我今天毕业了，但它们是重要的时刻。 Forrester 对他们所谓的生命阶段和生命周期营销进行了很好的研究。 他们有这种很好的曲线思考方式。 这是从数据的角度来看的强度图，在 y 轴上，然后是在 x 轴上的客户亲密度。 所以大众营销，毫不奇怪，低亲密度，低数据强度，并不是说大众营销不好。 不是判断图。 但这就是它的坐姿。 你需要大众营销，但你还需要做其他事情。 因此，许多人现在都在做事件触发营销、营销自动化，而 Marketo 等工具的普及推动了这一点。 所以，我认为，越来越普遍。 它基于您在网站或其他类似事物上采取的行动。 所以事件触发越来越普遍； 生命阶段营销并不像我认为的那样普遍。 这就是我所说的那些时刻。 当事情发生时，为什么不和那个人一起庆祝，为什么不和他们谈谈。

非常罕见的是生命周期营销，一旦有人进入您的特许经营权，您就会观察他们发生的事情，他们生活中发生的很多事情，并且能够随着他们的生活变化向他们推荐新产品。 保险就是一个很好的例子。 所以如果你是一家保险公司，你就有一个客户，现在，当我的生活发生变化时，我必须打电话给我的保险公司来改变事情。 会不会很神奇？ 不会是别的吧？ 而不是我必须打电话给他们，他们打电话给我说，“嘿，Grad，我看到你刚刚订婚了。 你需要一些新的保险吗？”或“祝贺你的婚礼”。 在不久的将来，这对我来说都是真实的事情。 “祝新婚快乐”。 以下是现在如何考虑您的保险组合，或者“嘿，我们看到您刚买了一辆新车。 这就是您可以通过我们的汽车保险费省钱的方式。” 他们没有理由现在不能对现有客户进行此操作。 但是因为他们没有建立那些 CXM 配置文件，所以他们没有解决它。 这就是 Forrester 中的模型。

我想我会注意到的一件事是，有许多人生道路。 有时人们会试图解决这个问题，并用人口统计数据来伪装一下。 但要非常小心。 总体而言，人口统计数据可能是正确的，但在个人层面上不可避免地是错误的。 这有点像如果你看一个蚁群，你通常可以预测整个蚁群的运动，但不可能预测单个蚂蚁的动作。 问题是，我们需要知道一只蚂蚁的行为才能卖给某人。 所以我会用我自己作为例子。 没有任何人口统计数据表明我是在不久的将来成为新婚夫妇的人。 但我会，所以顺便说一句，基于这个事实，我得到了零营销，当我宣布订婚时，零营销，这太疯狂了。 我的生活中正在发生各种变化，这与任何成为新婚夫妇的人所发生的变化非常相似。 因此，营销人员需要更加深思熟虑地关注人们正在播放的内容，人们所说的内容，而不是试图关注总体水平的人口统计数据，这在很大程度上是一种大众营销类型的思维。 我会给你举几个例子，因为有时人们会问，“嗯，人们真的会谈论这些东西吗？” 是的，他们有。 就在上周，这些人还在谈论房地产，买房有困难——600,000 条生活更新。 也许这个星球上的每个人本周都没有进行生活更新，但很多人都在进行。 我想说，作为营销人员，先获得前 600,000 人，然后你就可以开始照顾其余的人了。

I'll give you some examples. This is for cars. So this last week, people more than 14,000 times said they're actually buying a car, I mean, very deliberately, I am buying a car. Not I did buy, I am buying. It is shocking how little marketing is going against these people. Like there's nothing. Even the car companies who are actually in the business of selling cars, don't say anything, but certainly you'd want to see more loan and insurance and all that kind of stuff. And here's an example what that could look like. So here's an actual post. This is someone named Koda from June 19, so recently, he was thinking about buying a car, and I'm going to do something and what you could do is you could respond to them. And here's a sample response from Capital One, “Hey, we're here for you Koda”. And of course, that's the Uber station wagon from Vacation, the ultimate fam wagon. But there's no reason Capital One can't do this kind of thing and sort of market against that. Let's talk about new jobs and promotions that generally generates all sorts of things, new houses, you know, new cars, jewelry, rewards, etc. People like to treat themselves well; 30,000 mentions of new jobs in the last week. And then relocating is another one, people are moving and going different places, almost 30,000 mentions of relocating as well, here's a couple who are changing their life around a little bit, moving to a new city, Nationwide could welcome them to the neighborhood. Why not get out there and connect with them, they're actually talking about it.

There's a lot of talk about babies, it's amazing actually, it's like 10x, our very first category on babies, nearly 150,000 mentions in the last week, and of course, that creates all sorts of interesting buying and selling opportunities. And so, here's an example, this is actually kind of cool. This is using the Image Search Inside Sprinklr. Because you'll notice, there's not really a lot of mention of baby in here. So we're picking up the emoji and we're picking up the image. Because it's sort of nuanced that this is actually an announcement. But then, you know, why couldn't a real estate firm say, “Hey, you're probably going to need another room”. So these are all examples of where moments can be marketed against and scaled against.

I'll end with some examples from my own past. And so this is from Microsoft, obviously, Xbox and Office. And what we did with these is we actually took these, and these are responses to comments that people actually made. And a couple things I'll just point out here. One is, you'll notice that the handle is built right into the ad. So you know, Jesse@bels4, that's built right into the ad. The second thing is that you can see their responses, they don't make a ton of sense, because you don't see the original post, so they are responding in line to something someone said. And the third thing, and this is the thing that's most surprising to people. These are really pictures of the people. They're posterized. But the gentleman with the beard, for example, would recognize himself in that picture, he'd be like, “Oh my God, that's me”. These are the people. That's the person's dinosaur suit. This is the couple. These are the people getting married, these are actually the people from their profile photos that are having these conversations with Xbox and Office. And what is amazing is when you do something like this, when we did thousands and hundreds of thousands of these, when you do something like this it changes people's emotional connection to the brand. And I actually think what's going on, I've thought about this a lot over the years because it was shocking to me how positively, we never had a negative comment, how positively people reacted.

I think that there's this concept of a digital good, if you're familiar with Line in Japan, they do a great job on this. These are essentially a type of digital good, because it's creative about you, and it recognizes you and celebrates you. And so there's value in this digital good that's created for the potential customer prospect. So what that does is it creates a sense of reciprocity between the target and the brand, which is, you've given me something of value without me asking for it. 哇。 I'm going to reciprocate with affection or love or gratitude, 98 1/2% of the time retweet it because these get retweeted. And what's super cool is that, as we mostly know, organic has essentially dried up as a channel, your followers are unimportant so you can really get to your followers anymore without paid. But this is an interesting hack on that because you essentially get organic amplification. And some of these have gone to generate millions, and in one case, 63 million views for Microsoft. So really, really, really interesting tactic. Not enough people are doing this. And I've shown you a bunch of different examples. But we are moving to a world where this will be what everyone does one day. And so I think the brands that get there first will drive some element of competitive advantage. It does require changes in your systems, you got to think differently about content, you got to think differently about your agencies, how you brief stuff, you got to think differently about conversations, I'm going to end with one story about conversations I think will be potentially hair raising, but I love this story. And it just makes you operate in a completely different fashion. You know, at Microsoft, we had to organize ourselves into customer experience centers, and kind of pot it up and make sure that people were sharing and moving quickly. And you do have to take some risks, I think this is the part where maybe people get a little uncomfortable, but it's in that discomfort that you may find innovation, because we got very used to, over the course of the broadcast era, we got very used to being offensive to no one, I guess is probably the way to put it and sort of, but not potentially, that compelling to anybody but definitely not offensive to anyone.

And the result of that is this sort of tapioca-like, I'm not anti-tapioca or anything, but just tapioca-like, approach to marketing doesn't have a lot of impact and doesn't work very well in conversation marketing, and it'd be like going to a party and meeting somebody and say, “Hey, how you doing?” They're like, “I'm fine”. Okay, you know, it's just like, I'm really not going to spend a lot of time with this person, because there's nothing there. They're not willing to say anything or do anything in an interesting way. So there's one more Xbox example, I'll just do this verbally, because it's not really anything to show. So Xbox got a user complaining. And the user was complaining that the first-person shooter that they were part of, they'd lost their squad, so that the friends that they'd been playing with had disappeared and so they didn't have a squad anymore. And it's very hard to play these first-person shooter games, without a squad – Call of Duty was the game. And so he was sort of complaining that was kind of hard to find a new squad in Xbox. And he was kind of complaining in a slightly edgy way. But gamers are a bit like that, and Xbox uses that. So Xbox responded super helpfully and gave him some suggestions on what he could do. And his response was very negative, and kind of, sort of slammed Xbox, and it was a really unpleasant response, like a really unpleasant response, and inappropriate and not called for, because Xbox was just trying to be helpful and it's a person that's doing these things. You don't need to talk to people that way. Anyway, so that's what he did. And so Xbox had a choice. They could a) not respond at all. It's legit, and then just gets pushed to the bottom of the pile, b) respond helpfully again, which like, nothing wrong with that, and I think there's a legitimate case to be made there. Or c) what they did do. And what they did do is they said, “Ah, now we see why you don't have any friends”. I just love that so much. It got on Reddit. Thousands of people weighed in on this. Not everybody thought it was great. Most people did, but not everybody. And it was a little bit polarizing and bit negative for some folks, but it created a strength in the brand-voice, and it created conversation. And it created amplification. It was a brave and wonderful moment and they've gone on to do a lot more stuff like that, and they've got a great voice on the brand now. So that is it for the formal presentation. We have lots of time for questions. So I want to thank you. I do have lots of ways to be connected to so I'm the only Grad Conn in the world. So I'm easy to find, I do do a daily podcast, which somehow, I fit into the day, called the Unified CXM Experience. A lot of fun, we talk about different things. Woe befall the company that gives me a bad experience because they end up being featured. Right now I'm going downtown on Rooms to Go, they get featured on the podcast liberally. But feel free to DM me on Twitter or kind of come at me any other way you'd like. Happy to talk to you, particularly love connecting on LinkedIn. And, and you can also read my blog, where I talk about a lot of these things as well. And that's it for, for today in the formal presentation, let's head back to questions.

Valerie Witt
Fantastic Grad, thank you so much for that presentation. Lots of fun information there. Everyone in the audience, now is the time to ask the question that you've got on your mind, you do that by pressing that Q&A button down in the bottom of your screen. So let's go ahead and just jump right in, Grad. So to kick us off, in many ways, we're going back to the one-to-one approach of marketing, like you talked about in the beginning here. But at scale. So why are so many brands and CMOs struggling with something that should be kind of familiar?

毕业
Well, I don't think it is familiar. And this is like, as I was trying to set this up at the beginning, this is a, this is a huge mindset shift unless you're like twenty, and there aren't that many CMOs that are twenty, you've been trained as a broadcast marketer. And you've lived in a broadcast world for a long time. To shift your mindset from broadcast to conversation is extremely difficult. And I'll give you a little story on the way I think about it, I find it quite helpful. So, my favorite communicators are comedians. I love the way comedians communicate. Now, if you think about what comedians do, it's quite different from what brands do. So the interesting thing about comedians, is that all comedians have the same creative brief, or at least the same benefit statement. So if you think about what the benefit for a comedian would be, it'd be you know, typically, the way you write a benefit statement is to convince the audience that blank, right? That Tide cleans the tough stains, so a comedian would be to convince the audience, right? Anyone guess? 想一想。 To convince the audience that I am funny. Every comedian has exact same benefit line. Now the reason why and their brand character are often quite different. But their benefit statement is identical. Now, if a marketer took that creative brief, and attempted to execute it, the marketer would look at that and say, “Ah, convince the audience that I am funny and they would walk onto the stage and they would say, “Okay, I know that repetition works. So I'm just going to start saying it, man”. “I am funny. I am funny. I am funny. I am funny. I am funny”. And probably seven times, I think, before people remember a message, right? I am funny. I am funny. I'm at seven now. And I know that I got to get the reach going. So I know that multimedia works. So I'm going to hand out some pamphlets and maybe have a testimonial from someone in the audience. Yes, Grad's really funny and people will leave that performance, and someone will say, “Hey, how was how was the comedy act? And they'll be like, “Well, you know, I mean, he said he was funny”. Like, they got the message. But they don't believe it. They don't believe the fact that he said he was funny, but he wasn't so funny. What does a comedian actually do? A comedian goes onstage, and the comedian sends out a stimulus. So she'll tell a joke. As you hear the joke, you react to it. Not always, but often you'll laugh. And while you're laughing, sometimes laughing very hard, but while you're laughing, you think to yourself, you conclude, “Wow, she's really funny”. And when you are asked later on, someone says, “How was the act?” “She was hilarious. I couldn't stop laughing”. But the funny thing is that people say like, what were the jokes? People always say, “Well, what was she talking about? What are the jokes?” And you know, you can never remember, right? Like, I don't know, it was like, it was like a mother-in-law, an octopus. But you can't like kind of put it together, right? And so what you do is you say, “She was just hilarious”. You remember how you felt, and you remember the conclusion that you drew from it. So this shift for brands is really hard because brands have gotten really comfortable just telling people stuff. “I'm just going to tell you what to think about me”. Conversational marketing and what we're talking about right here requires I send a stimulus that may or may not work. Not everybody thinks every comedian is equally funny. And even comedians who are very famous and very funny and very successful, not everybody thinks they're funny. And so you're going to have some people that aren't going to respond to the stimulus correctly. But you've got to find that stimulus that gets that conversation going. That is really hard. That is really hard. And so I'm not surprised that CMOs are struggling with this. But you know, we've got to figure it out.

Valerie Witt
极好的。 So, Grad, we have several questions here, from the audience about how these principles apply to B2B marketing, where they're present, can you draw on some examples you might be able to share?

毕业
Yeah, so actually, my job at Microsoft, I was CMO for Microsoft US. That's a B2B arm. So it's basically mostly commercial, a $30 billion commercial business. And so I was using this stuff in that business. And of course, at Sprinklr I do all this every day. And, of course, Sprinklr's 100% B2B. There are two things about B2B, one is a little bit jokey and a little bit snarky, but I got to make the comment. The other one is a little bit of an observation about what you're really selling in B2B. So people kind of get wrapped up in their shoelaces on this B2B B2C thing. And the thing that's kind of cool about B2B is you're still selling to human beings. Like, the same human being who is buying an Xbox, is also buying a CRM system, or is also buying a CDP, or is also buying a CXM system. 同一个人。 They buy paper towels, and they buy software. This idea that somehow, they're completely different people and we need to talk to them like they're robots is really bizarre to me. The thing about B2B is that all B2B products, all B2B products are selling the same thing. And they very rarely are the marketer sophisticated enough to understand what they're really selling. They all think they're selling their product, and they all talk about their features. Most B2C marketers have moved past that a long time ago. But they've regressed to just speeds and feeds and features. But that's actually not what they're selling. But what every B2B marketer is selling is, they could be a nail manufacturer, they could be a B2B SaaS, like Sprinklr, or they could be you know, bulldozers, whatever it is, they're all selling the same thing. Do you have any idea what that'd be? They're selling career success. When you make a decision to work with a vendor, you're betting your career, there are two curves, right? How can I advance my career? And what are the chances of me getting fired by making this decision? And the fact that B2B companies miss that emotional connection and miss the ability to get someone to think, “Wow, I'd love to do business with these people, because I think they're going to help me be more successful” means that they're not thinking about the problem the right way. And that is perfect for conversational marketing, perfect for connected stuff, perfect for what we're doing in the world we're talking about – the networked world. I mean, it's the best for B2B.

Valerie Witt
Do you see the life stage concept also applying?

毕业
Absolutely, you know, if you think about when someone is talking about changing jobs, you know, often they'll be moving to a new job. And very rarely is someone hired and told, “Don't change anything”. Especially these days, it's like, get in here and rip this thing down and build a new one. And so it's a great opportunity to go in there and so you can actually do really, really precise account-based marketing and go after everyone who's changing jobs that's within the target audience you're going after. So you're selling to marketers, for example, you can go after all of them, talk to all of them, be connected to them in a way that they look at you as a friend and somebody who's supporting them. One thing we do at Sprinklr when anyone in our circle of buying committees gets promoted, we congratulate them and we send them a little piece of creative just like I showed you in Xbox showing them moving to the new company and usually it's like a bobble head version of them you know, sort of there was one person she was moving to Lyft you know, we put her in a Lyft car, driving her over to Lyft. People love that kind of stuff. They frame it, they make it their profile photo, they retweet it, they send it to their friends. The next time we have a conversation with that person, what kind of conversation is it? It's a great conversation. Our sellers often comment – they'll sit down in a room and it's a warm room because they're like that's really cool what you guys did, that was really awesome, and we're not selling when we do these things. We're often just being human beings. Just talking to people, being nice, joking around, sort of celebrating their wins, being part of their lives. And then when it comes time to buy something, it's like, you know, we're here to support you. We're here to make this happen, and it's a very different way of thinking about selling.

Valerie Witt
惊人的。 So Denise is asking about your Microsoft Xbox example with the posterized social media images, exactly how did you do that? Like how, how does one create a posterized image? And how do you do it at scale?

毕业
I'm not sure if it's a super-duper technical question about the actual art program which I'm not able to answer, because I didn't make it myself. But there are tons of programs that posterize images, it's pretty easy technology. But the key thing is how we organize the team, I think that's probably potentially where the question is going. So what we had to do, we played with lots of models, I mean, we failed three solid times as we were setting up the CXC, like complete meltdown, like nobody left like, you know, total, like nuclear annihilation, right. So three solid, terrible catastrophes. And we finally on a fourth attempt, sort of got it right. And we worked with a company called JeffreyM, who's great. They fill a lot of the temporary roles at Microsoft. And they're really great at finding really smart, young people who are early in career. And so they were they were fantastic partners, we built it up, we found that what we needed to do is sort of sit … we tried one model which as an agency, we tried another model, which was completely in-house, what worked was sitting them kind of in between agency and in-house. That sort of worked really well. And then we had another agency, we tried on the agency front with content, we went through some of the world's greatest agencies, couldn't do this, because the turnaround is like super-fast, we were producing hundreds of pieces of content a day. So we ended up finding a smaller agency and then hired a bunch of their creatives who actually came in- house and sat with the community managers. And so it became a bullpen. So community managers go “I got a hot one here” and then in Sprinklr, they would just move it because Sprinklr is a collaboration platform, they would move it to that person, they would look at it, the creatives would come up with an idea, pretty quickly, they weren't trying to create the next greatest ad campaign in the world, just like I want to respond to this person, posterize it, do the message, and then get it back out again. And if you do that, you can actually produce shocking amounts of content. So it scales pretty quickly. But it does require a completely different way of thinking about things, you're obviously not doing creative briefs, then you have to put a lot of trust and faith in your people. So again, I'm not trying to make this an ad for Sprinklr but when I was at Microsoft, one of the things I really appreciated with Sprinklr is that the governance structure allowed me to gate this stuff. So when someone was new, there were multiple levels of approval, and I could change those levels at will all the way up to me if I wanted to. And I could also bring in other brands and it was a great way to in legal, you know, a great way to kind of make sure approvals were in place. And then as someone got more experienced, and we knew that they knew how to do it, we could sort of push that governance level back down again. And so you could scale but also scale without risk.

Valerie Witt
优秀的。 So next question is, “Do you have any advice for attempting this type of strategy with disconnected data systems?” You talked about how when they're all consolidated, it works best. But what happens if you've got purchasing data in one place, marketing data somewhere else, no API connecting them? So merging manually before communications go out? Do you have any advice for how to make it work with that kind of a structure?

毕业
不，对不起。 我不。 我不知道该怎么做。 Yeah, I don't; I mean, really, completely disconnected systems? 我不知道。 I don't know how you can. You can't do it manually. Let me try to give a better answer. I was momentarily terrified and overwhelmed by that question, but I think the way to manage that situation, is to choose to hero on one thing. To try to merge manually or try to even merging three API's is very problematic. Very difficult to do correctly. But what you can do is say, “Well, what do I know that's relevant? What do I know that's relevant? And let me just do a good job on that”. And I will say that there is this old expression, I don't know how many people at P&G used it. But I had an ad manager that used it all the time, and he ended up becoming CEO. So I think it's probably a pretty good expression. Bob McDonald, this is a Bob McDonald expression. And we used to get stuck in these kinds of bizarre academic arguments at P&G because everyone was straight out of school. So we kind of continued a very much of an academic way of approaching things and I remember we were on a multi-month argument over fifteen frames of a Downey commercial. I was Downey brand manager. Fifteen frames, as you know is half a second and fifteen frames would either add a picture of a mother hugging your child at the end of the ad, or fifteen frames could be added to the demo in the middle, showing that the bubble didn't break when it hit the towels and that's what we were arguing about for a long time. And you know how town cycles work. So the town cycle had expired; we hadn't renewed so we were off the air completely. And Snuggle was kind of out there, that damn bear, you know, running around, being cute and everything. And we weren't on the air. And this was going on, this kind of battle royale. And so Bob came in one of these meetings and he kind of like listened to the arguments and we both made our sort of reasoned arguments about why it should be this way. And it was my boss that I was arguing with. And Bob said two things. He said, “Well, first of all, the person who gets fired in here if he didn't make his numbers is Grad so let him make the decision. And secondly, you've been off the air for two months, you're not going to get on the air instantly, you've still got to traffic this thing and everything else. So you're another couple weeks away from even being on the air. And meanwhile, the snuggle bear's running around beating us up”. And he says, “I would argue that halitosis is better than no breath at all”. 我喜欢那个表情。 对？ And I think sometimes we're so worried about having it perfect that we wait until some great moment. Just get out there. You know, you can't get to every single person who's talking about buying a car right away. Okay, well get to some of the people that are thinking about buying a car. Just like somebody get out to someone, for God's sakes. And then you'll sort of figure out how to do more, faster as you kind of get that motion going.

Valerie Witt
惊人的。 Okay, our next question comes from an attendee saying, “Congrats to you and your fiancee. And thank you for the great presentation. Do you have any suggestions for how a newbie in the Pharma industry can develop mass one-to-one marketing and where to go for social listening of doctors? Any pointers for where to begin?”

毕业
Yeah, well, that's actually a really interesting question. My brother actually works in Biotech and his wife works at Merck, so in Pharma, so I'm sort of familiar with it. And it's a challenging industry because of the regulations. So you have to be to be quite careful. I did quite a bit of consulting with one of the very large Pharma giants in a Sprinklr capacity, I was like in there and they became a Sprinklr customer. And what was really interesting, I was doing, actually a mass one-to-one presentation, not dissimilar from this one, but a slightly earlier version of it. And they were all excited, but they said, no one will ever let us do this. I said, “Really? 你确定吗？” and so we had a meeting, and I did a presentation with a whole bunch of examples. And they actually invited their lawyers. It was a super intimidating presentation because the whole front row of this conference room was just lawyers. And they're Pharma lawyers, right? And they're all dressed in suits with ties and stuff. And I'm running around in my chucks and what they would do is, the marketing leader would stop me like every two minutes because I would show an example and talk about how it worked. And she would stop me, “Okay, thanks. Thanks, Grad, hold on a second”. And then she turned to the lawyers, and she said, “Can we do that?” “Yeah, we could do that”. “Okay, keep going, Grad”. And then I'd do another. “Could we do that?” They're like, “Yeah, you could do that”. Obviously, they kept saying yes, the reason why they kept saying yes is that the beauty of this mass one-to-one stuff in Pharma is it's not making any claims. And I think the thing that we've lost, this is again a mindset issue, we've lost this … I don't know why marketers are so afraid just to like, make people like them. Like you don't have to always be selling stuff to people. Can we just have a conversation and make someone smile, make someone feel good about themselves, make someone's day and then that will return to you. I think again, this is an obsession of measurement. But by over-obsessing on the measurement we're actually under-delivering on brand and we're not connecting with people the way we can. You will eventually be able to measure it but maybe just say something nice about the fact that they're having a baby or something like that. You don't have to like and buy my product is not necessary. And so I actually think Pharma has a huge opportunity here because it's so restricted because of the claim-based nature of what it does that it would actually be, I think, very refreshing to watch a Pharma ad or see Pharma communications that weren't full of disclaimers and all the different ways I'm going to die from using their products. The worst advertising ever, right? It's like, here's this great product that you know you can dance on it. They're always dancing on the beach. You're dancing on the beach with this product and meanwhile the announcer is going, … and this can happen, and this can happen, and this can happen, and this can happen, and this can happen, this can happen, this can happen, it's like two ads. It is the weirdest advertising. So I think Pharma would go a lot further if they could be less claim obsessed.

Valerie Witt
我喜欢它。 So we really are out of time. But maybe one quick, rapid-fire question here at the end. Do you have a book, a favorite book that you would recommend?

毕业
The Man Who Sold America. It's a story of Albert Lasker. It's the story of the beginning of why creative started becoming important in advertising. If you haven't read it, you should read it. If you don't want to read it, you should get out of marketing.

Valerie Witt
完美的。 Thank you so much Grad for an amazing presentation today. And thanks again to Sprinklr for sponsoring our webinar. As a quick FYI to everyone here, as you exit Zoom, there's going to be a window that pops up with a very short 30-second survey, we'd love to hear what you thought about today's session. Thanks so much for joining today. And we'll see you again soon.

毕业
And that's a wrap on the MarketingProfs webinar and today's rerun. I want to thank Valerie Witt for being a great host. I also loved the questions I was getting from the audience. It's a really, really fun webinar to do and I'd do it again in a second. And hopefully you learned something about Mass 1:1, and particularly about how to do life stage marketing. I am really curious about who's going to really light the candle on this stuff. And if you are doing life stage marketing using the data coming off these modern channels, could you send me a note, just DM me on Twitter and say, “Hey, Grad, I'm doing some pretty cool stuff with life stage marketing and getting some great results”. I'd love to have you on the show. I'd love to talk about it. I'd love to profile you. This is the next frontier for marketers today and we've all got to get on it. So life stage marketing, moments marketing, that's where it's at. And summer reruns is where the Unified CXM Experience is at right now. I am your host, Grad Conn, CXO at Sprinklr and I'll see you in a rerun … next time.