Digital Transformation Through Mobile Analytics

At the core of every digital transformation is mobile analytics. More than ever, businesses are focused on delivering growth and profitability with faster, better-informed decision making. And with enterprise mobility solutions, we can intelligently integrate strategic data assets to provide actionable insight with agility and innovation.

Mobile analytics represents the last mile in delivering actionable insight—the final bridge that connects decision to action.

While rapid growth in technologies such as cloud, big data, predictive analytics, the Internet of Things, and machine learning are all feeding a deluge of data, we are no longer short of information. And yet, we still long for insight, which is propelling businesses of all sizes—not just the Fortune 500—to find ways to harness the power of mobile analytics.

But there’s one common mistake that many organizations make: Taking mobile analytics for granted and perceiving it as a commodity. Such a perception risks the loss of momentous opportunities. Mobile analytics cannot help us realize the ultimate promise of digital transformation, unless it’s considered as a strategic pillar on its own, not an afterthought.

Just like enterprise mobility isn’t about providing one or two sexy apps, accessing reports on a mobile device isn’t synonymous with mobile analytics. It demands a shift in mindset to reshape the conversation so we can embolden leadership and empower our organizations.

The promise of mobile analytics in the digital age

Digital transformation does not change the value proposition for mobile innovation, and what I call the Triple-A standard for mobile analytics: “Anywhere, Anyplace, Anytime.” But instead, it reinforces unmatched opportunities we can create with greater urgency, relevance, and capacity.

Any data—structured or unstructured, big data or small data, on premise…

How to Establish the Best Social Media KPIs for Your Content Marketing Goals


For many content marketers, social media strategy never gets beyond the spray-and-pray process of sharing a new piece of content with the widest audience possible, and then measuring if anybody engaged with it. It’s based on an idea that if you just keep creating new content and pushing it out, results will come.

But, as Jonathan Crossfield puts it, “In social media, the audience pulls the strings.”

As content marketers, we must take a step back. Just as we put time into creating a content marketing strategy, so too do we need to create a social media strategy specifically tailored to our content goals. And this begins with establishing the right social media KPIs (key performance indicators) for those content goals.

After all, if our social media strategy is built around intuition rather than KPIs, it’s unlikely to serve our content well.

Social media strategist Jeremy Goldman knows a thing or two about this. He’s the author of Going Social and Getting to Like, and he’s the founder of Firebrand Group, a brand management consulting firm that counts L’Oréal and Unilever among its many clients.


CCO: Going Social was published four years ago, and yet still contains lessons for today’s social media strategists. What are the most significant changes since then?

Goldman: When Going Social was about to come out, I was freaking out for the reason you just stated … social media moves so fast. How do you write a book like that without it immediately becoming outdated? I realized I had to avoid writing about the mechanics of how you respond to comments on Facebook or how you participate in a Twitter chat since those could easily change at any moment. Instead, I focused on how social media is based on the principles of communication that have predated social media by a few millennia.

As for the most significant changes? That’s easy. Social media is pay for play, and good luck running any meaningful strategy purely around organic reach. When I wrote Going Social, mid-sized businesses could actually find ways to get creative and win at social media without a paid media budget. Oh, how times have changed.

CCO: In the context of content marketing, how do you wade through the seemingly infinite social media metrics to get to the social media KPIs?

Goldman: First, it’s completely normal to get metrics and KPIs mixed up to some extent. In fact, I’ve seen people at even senior levels flub this. Metrics are simply measurements quantified. KPIs are metrics that you’ve determined are mission critical to your business.

You touch on something very important here: These days we can measure more than ever before. However, that isn’t necessarily a good thing in that it causes some organizations to lose focus. Just because we…

5 small changes that drastically improve chatbot conversations

Image Credit: maxuser / Shutterstock

The current chatbot renaissance has provided a revolutionary new way to connect consumers with brands and with each other. That said, chatbots are still in a bit of a growth phase. Bot makers are still learning how to make their bots successful, and users are still getting a grasp on what bots can do and how to use them.

One of the big challenges for many bot makers is how to emulate human conversation in their chatbot’s responses. Some bots entirely miss the mark, offering the user little more than a digital menu on a website. When conversing with a bot falls flat, what is a bot maker to do? The answer is simple. Implement a few small changes to make the chatbot feel more human.

A bot with strong conversational skills plays into our sci-fi dream of having digital assistants and companions that are indistinguishable from humans. While that future is still pretty far away, here are steps you can take right now to improve your chatbot’s conversation skills.

1. Use NLP to understand colloquial language

Consider the way you write when texting friends. You probably use a lot of abbreviations and a fair amount of slang, and autocorrect almost certainly jumbles your message once in a while. You might also respond with sentence fragments. Because we communicate so differently in messaging apps from the way we do in spoken conversation, it’s important that your bot understand a message despite errors in grammar and spelling.

If your bot is on rails, it will fall short in this area. To dramatically enhance a chatbot’s conversational skills, you’ll need to use natural language processing. Natural Language Processing (NLP) will enable your bot to understand whatever users throw at it, making the chatbot feel more human in its ability to carry a conversation.

In addition to setting up NLP, you should check your chatbot analytics frequently. This will help you discover bottlenecks or places where the bot becomes confused about what users are saying. Because internet slang changes constantly, check the analytics often to ensure your bot understands new words, and then train as necessary.

2. Add empathy to chatbot responses with sentiment analysis

Sentiment analysis is important if you want to improve your chatbot’s conversational skills. It helps the bot respond empathetically to frustrated users and prioritize sensitive situations. If a user is especially angry or sad, for example, your bot should switch to more sensitive…

A Woman’s Guide to Perseverance, Knowing the Magic Words and Entitlement Abolition

Best Seller TV, the only show dedicated to covering today’s best-selling business books on C-Suite TV, is announcing its September lineup featuring in-depth interviews with leading business authors Jo Hausman, author of Go For It: A Woman’s Guide to Perseverance, Phil M. Jones, author of Exactly What to Say: The Magic Words For Influence and Impact, and Doug Andrew, author of Entitlement Abolition: How to Lead Your Family from Me to We.

Jo Hausman, author of Go For It: A Woman’s Guide to Perseverance shares her personal memoir, which includes a business twist to it. Hausman first started this book chronicling her late husband’s death due to a terminal illness, but turned it into a book on how she found the energy and inner strength to keep going. She talks about how she was able to accomplish things after his passing that she thought they would accomplish together. Hausman wants people going through difficult situations to focus on celebrating small victories. She says, “Once you remove the negative, the positive will come into your life.”

Phil M. Jones, author of Exactly What to Say: The Magic Words For Influence and Impact focuses on the importance of word choices and highlights that the difference between a good job and a great job is having the right words at the right time. Jones says that the book is applicable for verbal conversations as well as digital conversations. He stresses that questions help build relationships but people need to know how to ask the right questions to optimize the end result. He also mentions how people can have a “Columbo moment,” which means asking a key question that provides a key piece of information that helps move the conversation forward.


Meet today’s CMO: Multisport athlete

The CMO’s role has been continuously evolving. The sheer volume and the speed of access to information have prompted a shift in B2B purchasing behaviors. With new channels and platforms regularly entering the landscape, the underlying technologies have evolved to follow an increasingly complex buyer journey and assist marketers doing business every day in the cross-channel environment.

Marketing technology is now indispensable to the CMO. The explosion of data and technology providers — enabled by the combination of the internet and cloud-based solutions — was supposed to solve the problems for today’s CMOs. Yet, in perhaps the greatest wake-up call for the competitive CMO’s career, we’re seeing a greater focus on revenue that requires a multidisciplinary approach to thrive in today’s competitive landscape.

Get out your cross-trainers! To deliver and win in today’s environment, the CMO must be a sales strategist as well as a media, advertising, content, data, product and technology expert.

The CMO is the multisport athlete inside the enterprise. Bo Jackson had only two professional sports under his belt. Forget “Bo Knows.” In marketing, it’s “Your CMO Knows.” The CMO of today exemplifies the business world’s equivalent of the ultimate multisport life.

Let’s start on the field with sales.

Developing a simpatico relationship for sales & marketing

An increased focus on revenue requires multiple disciplines working together. You can’t drive revenue unless these disciplines are better aligned to focus on performance.

The relationship between sales and marketing has always been key, but it’s now more critical than ever before. The complexity of today’s marketplace, and a shared understanding of what the B2B buyer is navigating, requires an even greater level of collaboration and compassion between the two.

If we lower the barricades on what has often felt like internal fiefdoms, we can easily see a shared challenge when it comes to impacting revenue. A simpatico relationship is a must. From the CMO’s vantage point, here are some things to consider as you aim to build a relationship with sales and truly understand each other’s perspective to achieve joint success.

• Feet on the street, ear to the ground: The feedback loop between sales and marketing may not be intact. It’s worth spending the time internally to set up a means for sharing feedback, between those facing the market and the client and those carefully monitoring and optimizing the journey from exposure to ultimate conversation.

Don’t just provide reports and analytics. Today’s CMO knows that to be effective, he or she must be hosting data-driven discussions with sales to arm them with market, media and account intelligence and help develop a more personalized sales approach to impact the pipeline.

• Leads, leads, leads: Often, marketing assumes that their job is done once they hand the leads over to sales. This is outdated thinking in the era of…

Maximize Your Brand on the Lowest Budget Possible

In this webinar of The Business Storm, listen in as Jeffrey Hayzlett, Chairman of the C-Suite Network and former Fortune 100 CMO discusses with Thomas White, Co-Founder and CEO of the C-Suite Network on how to “Maximize Your Brand on the Lowest Budget Possible”. Uncover the importance of being an authentic brand and generating content. Jeffrey Hayzlett presents the 4 steps to the secret formula for maximizing your brand that you can start incorporating into your brand development strategy today. Listen Now!

10 Things Robots Can’t Do Better Than Humans


There’s been a lot of hype about AI, robots, chatbots and the like. And I admit I cover this topic. I speak on this topic as well – and I think it’s an exciting time in technology. But I’m getting tired of the hype of artificial intelligence.

While we talk up robots, AI and there is nothing like being served by someone who seems to genuinely want to be serving. One reason we are so excited about robots, automation and self-service technology is we’ve been trying to create space between brands and customers for years. Dealing with customers can be expensive, resource draining and time consuming.

The idea is: “how can we push as many people as possible through the same experience while keeping our operating costs as low as possible?” But let’s have a straight talk about robots and automation. Would you want a robot giving you an important medical diagnosis? Would you want to go to a theater and watch a cast of robots perform for you? Let’s talk about stuff robots can’t do and calm down with this dystopian view of the future where people lose their usefulness.

10 Things Robots Can’t Do

1. A robot can’t look you in the eye

Machines will not destroy man as long as we remember machines are in service to mankind. Last night I was watching the film “Hidden Figures” – in the movie the actor who plays astronaut John Glenn says regarding the IBM mainframe that shot out potentially incorrect trajectory information for his landing “you can’t trust something you cant look in the eyes.” He’s right. Would you trust something that can’t interpret events, actions, or tones as much as a human? Machines are in service to us. It should always be that way. When we let technology loose without much management or interference from a human – it usually doesn’t end well.

2. Consider the feelings of the other person

If an interactive voice response (IVR) program (a phone tree) could consider and interpret the feelings of customers on the other end of the phone, the robot might malfunction in shock. Many people have thrown their phone on the ground, tired of an IVR that doesn’t understand what they (the customer) are requesting. Or the IVR doesn’t offer what the customer requests. Customer service can be a messy business because you are dealing with human emotions. There’s a gray area. As customer frustration and anger goes up, a human being should be able to gauge that, sincerely apologize and offer some kind of appropriate service recovery. Service recovery means I will give you X for your inconvenience. Robots cannot consider feelings – genuinely, like a person can. Today millions of companies settle for terrible IVR experiences, keeping their customers at bay – never realizing how many customers they lose overnight because of these hard of hearing robots.

3. Make a person feel seen or heard

Sometimes working in customer service is like being a psychologist….

CMO Today: Marketers Seize More Control; Web Firms Buoy Ad Spending; Apple’s $1 Billion Content Budget

Good morning. President Donald Trump’s response to the violence that erupted in Charlottesville this weekend continues to dominate the headlines and present tough questions for companies assessing the brand risk of having ties to the administration. As The Wall Street Journal reports, recent events have “sparked a new round of soul-searching in U.S. corporate boardrooms over whether they should keep working closely with the White House.” One crisis management expert in the article is recommending corporate clients avoid any official Trump advisory panel or White House gathering of business leaders altogether.

Depending on which research you look at, spend on digital advertising has already eclipsed, or will overtake spend on “traditional” media this year. That inflection point, plus the heightened levels of scrutiny leveled at the online supply chain, has led to marketers increasingly taking back control of some of the digital advertising duties they once farmed out to their agencies, I reported for CMO Today. A survey from the World Federation of Advertisers found marketers have taken a range of actions over the past 12 months, such as setting up “hybrid” programmatic models — where they are building their own internal trading desks to handle a percentage of their digital ad spend — and adding clauses to their contracts about data ownership and audit rights. It’s important to note that agencies aren’t going anywhere any time soon. Marketers still benefit from their scale, expertise and experience dealing directly with digital vendors. But it can only be a good thing that more marketers are finally waking up to the fact that they need a complete handle over their digital activities.

Ad-funded internet companies are leading by example. Web companies increased their U.S. ad spending in the most-recent quarter at a “significantly faster pace” than other types of advertisers, according to Pivotal Research Group senior analyst Brian Wieser. That helped the overall market grow by around 5% in the second quarter, despite an estimated 1% decline in national TV advertising, double-digit declines for most print-based media and decreased spending among consumer packaged goods companies. Of course, the big spenders, like Google and Amazon, are also the online ad sellers benefiting from the wider digital advertising splurge. But all good things come to an end. Mr. Wieser says the double-digit growth in digital advertising we’ve witnessed in…

As Tile makes a long-term B2B play, its CMO says he’s right where he loves to be

In November of last year, Simon Fleming-Wood was named CMO of Tile, the company behind RFID hardware devices designed to help users keep track of things like lost keys or phones. In his role, the CMO oversees all marketing and communications efforts for the brand, including brand strategy, growth marketing, advertising and PR.

“It’s an exciting time to be in the role as the company is really expanding their retail footprint, introducing new products, making a long-term B2B play and really owning their category,” says Fleming-Wood. “That’s right where I love to be.”

Currently, Fleming-Wood’s team is focused on a brand strategy campaign that will launch during the holiday season.

“Tile has roughly 90 percent share of a category they created, but it’s still a category with low awareness overall, so there’s a real opportunity to build a meaningful brand here.”

Tile is also planning promotions around its Smart Location Platform. Launched last year, the new…

Video-Phobic Marketers: It’s Time to Get Over Your Fear of Producing Video


Jeff Julian got his start in video at the ripe old age of 12. Video was a creative outlet for him during a challenging time … middle school.

“When I was in middle school, I went from an average size kid to a big kid,” Jeff explains. “I got picked on quite a bit. Playing with computers and electronics was a way for me to fit in and be creative. I began producing funny skits with my best friend. We impersonated ESPN, Saturday Night Live, and even Robin Leach from Lifestyles of the Rich and Famous. Our videos became popular at school. No one else was doing it so those videos came to define me when I was a kid.”

After college, Jeff became a full-time software developer, but in his spare time he was blogging and recording video about technology – even before “blog” was a common word. Ultimately, he built what became the biggest technology blog community at the time: Geeks With Blogs. (Robert Scoble was an early influencer of the blog.) “I wasn’t a marketer,” says Jeff. “I was a software developer who created this community – and I had to learn how to sell advertising to keep it going.” Over time, Jeff migrated to marketing, ultimately founding a marketing-focused video blog called Enterprise Marketer.


Jeff says marketers fear two primary aspects of video marketing. First, there’s tremendous anxiety about getting in front of the camera. He explains, “The fear of being judged scares people away from all video and audio media, even if they themselves aren’t the ones who will be in front of the camera.”

Also, Jeff says, marketers feel inadequate when it comes to transforming raw video assets into a final product. “I don’t think anyone’s afraid of things like cameras, lenses, tripods, or any technology on the recording end,” he says. “Their fear is about the production end of the process – the tools and expertise needed to make a complete project.”

Jeff shares his thoughts and tips on how to overcome that fear and learn to embrace video.

On why conquering fear matters more than ever

The way we consume content is moving more and more toward video, motion graphics, and audio. Of course, people have been saying this for years, but the growing sophistication of technologies like virtual reality, voice recognition (hello Alexa), and artificial intelligence means we will soon interact with screens very differently than we used to – and some screens will become obsolete. Add to that, younger generations are gravitating to video-based content in a way that will define how we publish in another decade. (Video-based recipes were uncommon even five years ago, but 30-second GIF recipes litter the web today.)

Content marketers need to look beyond the blog post, e-book, and print magazine; they have to adapt to the ways people prefer to consume content.

And I have not even mentioned live video or live streaming. Snapchat, Instagram, Facebook, and YouTube have all added live-streaming capabilities — and the format has taken off in popularity.

In short: Any brand that isn’t embracing video internally and growing its expertise is going to fall further and further behind.

On the virtues of starting small

To begin, think of the smallest audience you can impact with a short video. We’re talking the “babiest” of baby steps. For example, create a walk-through video of an internal tool you want your team to use. With such a small scope for your first video, the fear of rejection or being judged is low. Just make sure it’s valuable to that audience and lets you experiment with new tools and techniques in video production. It’s the video equivalent of writing a paragraph vs. a 10-page essay to get you comfortable with the process.

Another idea: Film a customer case study. You only need a single camera setup and an external microphone. Stand the camera left or right and ask customers to talk about themselves. (Just about everybody can talk about themselves and the projects they are a part of.) Cut up the clip, add motion graphics (you’ll find plenty of online tutorials), and show it to your sales reps. Ask them if it’s something they can use. If the answer is yes, you have another medium to jump on.

On when to consider a professional

It’s possible you’ll need a professional, but not in the way you might think.

It’s tough (read: impossible) to be in front of the camera and behind it at once. Depending on the quality and scope of your video project, you’ll need someone to assist you. That person, whether a professional or an assistant, should be trained to capture video and audio competently. (And more complex video projects may require even more people.)

If you want to get best bang for buck, consider hiring an independent videographer as your assistant. A freelance wedding videographer, for example, can help you through your beginner fears. Of course, you need…