Howard Pull's Blog

If at first you don't succeed

noreply@blogger.com (Howard Pull) — Mon, 04 Jul 2011 18:17:00 +0000

My first foray back into blogging after a years hiatus has been spurred on by the excellent Google+. Rising from the ashes of the percieved failures of Wave and Buzz it reminded me the importance of being decisive when things don't quite work out right.

My thoughts from experiences over the past 18 months.

Starting something is the hardest step. There's never a right time. Or enough time. Just do it. Inaction is always more costly than being wrong.

Never be afraid to stop something that isn't working. It's never too late to take time out to do something properly. Particularly if you're on a deathmarch.

Reboot. Try again. Change it. Look at if from a different angle. There are never complete failures. See the good that was there. Make something new.

“On Time, On Budget, Who Cares?” What is important in making marketing technology ideas happen. Part One

noreply@blogger.com (Howard Pull) — Mon, 29 Mar 2010 15:07:00 +0000

In his excellent book ‘Rules of Thumb’, Alan Weber quotes (and I’m paraphrasing here from the original Tom Peters quote)

“On time, on budget, who cares?”

It's an inflammatory line that hides a pragmatic message; In many cases on time and on budget has little to do with overall success, and success is why you start a project in the first place (to be successful in your goals). Why then do so many projects use this as their main manta in the way they are run?

Think of the big marketing and tech successes of recent years - the iPhone, Google’s many services, Facebook – and we find lessons on the way these companies have deployed ideas what has been their key focus (a prize for guessing whether the iPhone was indeed on time or on budget).

This led me to think about the projects I've been involved with, from big brands to small, quick projects to long, creative led design projects to deeply technical projects – and it rang true.

So, inspired by Weber’s book I came up with my own Rules of Thumb for what really matters to making projects successful. All the advice below assumes your doing all the basics like picking a good project management style like Scrum, you have a good team and some modem design thinking like UCD, EED etc.

I first made a list of all the major projects I'd been involved with the projects (22 major projects in total) and wrote down a what made them successful or what made them fail. Fortunately all of them were delivered on broadly on time or on budget, so the variance was on how successful they were in the end. Here are the top 5 (well 7 as there we some joint most common features), and though this was subjective exercise, there were a few surprises

#1 Understanding the brief, and having a clear vision. This sounds obvious and easy, but doing this well was the most common factor in successful projects I’ve been involved in, and doing this badly is prominent in project failure. Typicall, every team will have read the brief, and have a vision; but it’s the degree to which everyone truly understands the brief, have translated it into what it means for their role and re-visited the brief and vision as the project evolves that I’ve found to be a main determinant on how a project does

#2 Moving rapidly from concept to reality (and back). Tim Brown’s ‘Change by Design’ makes this point well (page 87 if you have the book). Teams who spend to long in concept before making there ideas physical lose the reality of what the project is trying to achieve and procrastinate. Jump to reality too quickly and you missing chances to step back as see the broad picture and innovate. Great projects get this balance right, and at key times can work seamlessly from concept to reality (and back).

Joint #3 Sticking close to the end user – staying close to the users from the start and throughout the project is a common feature of Agile projects, and I’ve found it to be a key factor of success. Getting face to face time with the people who your are trying to delight and the problems and opportunities they face is invaluable.

Joint #3 Recognising that new ideas and projects will cause change – projects and ideas are generally about doing something new, and with that inevitably comes change. Teams that recognise this and embrace change (and also recognise that people really really don’t like change) do well and can manage and prepare for these very human aspects of doing things. Some of the most challenged projects I’ve worked on is where teams have demanded “we want to do something new and ground breaking with this idea”, but in the same breadth mentioned “but don’t want to change the way we do things”. This can extend in some cases to entire companies, and industries – in 2010 most Media companies are great examples not recognising how difficult change can be.

Joint #4 A passionate product owner – if you’re not familiar with Scrum terminology, a ‘product owner’ “represents the voice of the customer. They ensure that the team works with the “right things” from a business perspective”. They are also very handy at getting rid of obstacles and managing and communicating to stakeholders; all very useful in maintain good pace in developing ideas and projects. The more engaged the product owner, the better the project. If you can get this person engaged daily on your project then your chances of success are a whole lot better.

Joint #4 Immersion – this goes hand in hand with the being close to users. Teams who immerse themselves in the project, the problem, the customer, the solution do well. This can mean anything from store visits, moodboarding or posting pictures of your users on the wall. Teams who makes active steps to get immersed early do well.

#5 Funding – a very tricky topic to cover entirely but one that often kills a great project or idea when everyone least expects it. Most teams know the importance of funding at the start of a venture but it’s the good ones who take the time out to understand the interests and concerns of those holding the cash (and keep close to them throughout the project), have a good rationale for why the project should be funded and what it will return (which doesn’t always have to be a indepth business case) and tracking the financial benefits as the idea develops.

These are in my view the most common "advanced " elements in successful projects. Going through this I was surprised that a good plan, having fun, and good communication didn't rank higher against these elements. In part two of this post I’ll outline a few tips on what you can do to implement each of these areas.

As always, I’d love to hear any feedback you have from your experiences.

Why play is important in the brand experiences we build: excerpts from Playful 09

noreply@blogger.com (Howard Pull) — Tue, 03 Nov 2009 17:07:00 +0000

Last Friday I went Conway Hall to attend Playful 09, an event that brought together a mix of developers, designers, artists, bloggers and thinkers. With speakers from companies from Channel 4 to interactive agencies, the topic for the day was the role of playfulness in media, be it interactive games or the way we effect social change.

Play, and playfulness doesn’t immediately seem an important topic. As the day progressed two things became apparent, 1. The level investment in ‘playful’ media is significant enough to take notice and 2. We underestimate play as a motivator, this is particularly important for creating valuable social experiences which so many brands are striving for.

So, as with the Seth Godin talk earlier this year, I thought I’d share a few points from the day I found useful. Enjoy.

Fun motivates and changes our behaviour

With more marketing campaigns incorporating a social aspect, a big challenge for this medium is answering the question ‘why should a user or customer get involved’, ‘what is in it for them’?

Fun provides an answer to motivating a user. Some examples from Playful 09 were poignant, some bizarre but some showed real results - my two favourite examples being Volkswagen’s ‘Arcade Bottle Bank’ which showed encouraging adoption and shows you recycle more when it’s fun...

...and the Sidekick Studios Voicebox robot, which aims to catch the attention of MP’s by being placed in the upper waiting gallery of the House of Commons, writing out messages on social issues submitted online

The Voicebot pt II from sidekick studios on Vimeo.

Both these cases show taking a playful slant can change behaviour for important topics, and turn mundane tasks into games.

Interactive devices + augmented reality = new opportunities

Chris o’Shea gave a entertaining talk through some of his projects which focus on interactivity and playfulness. The example below is the well publicised augmented reality piece “A Hand From Above” which was staged in Liverpool recently....

Hand from Above from Chris O'Shea on Vimeo.

... but I was more impressed with the less famous, but more powerful “Beacon” installation. Both examples show what great experiences can be created using interactive technologies which marketers should explore for their brands.

Beacon at Lightwave 2009 from Cinimod Studio & Chris O'Shea on Vimeo.

Making an experience fun AND useable is hard

As the piano stairs example from Volkswagen shows, making something fun AND usable is a challenge – the discussion at Playful highlighted that the usability of the stairs would decrease as novelty decreases (and annoyance increases).

Play is great then. It can be an important asset to an experience. How to integrate it within our projects though?

Prototyping to find the fun

- Playfulness is elusive, so a major lesson from the day was that you find the fun and playfulness through learning from prototypes in a process where you’re not afraid to try alternatives.

Awesomeness is important not innovation

- One speaker referenced Umair Haques greatest recent post on The Awesome Manifesto – Umair reasons that what is important today is how awesome a product, experience, service is (in contrast to how innovative it is). Playfulness and Awesomeness seemed good companions.

The role of a high score

- The day showed that if you’re designing a playful experience consider whether there is a role for scoring – what will motivate users to engage with the experience or game, and how using scoring can change behaviour.

How Mobile Commerce Snuck Up On Us In 2009 (or How I Spent £1000 Via My Phone)

noreply@blogger.com (Howard Pull) — Wed, 23 Sep 2009 17:29:00 +0000

Throughout 2009 Mobile has got ever more exciting. Augmented reality (AR) has captured the imagine of the technology press and while there is no landmark moment for mobile AR yet, it's got true potential beyond the hype. If you're not aware of some of the possibilities for mobile AR, here's a quick video below

This got me thinking about past Mobile trends, particularly Mobile commerce. Mcommerce (the act of purchasing goods and services via a mobile) was a buzz word that seemed to be forever be next years big thing, and last year I contributed a few times to articles on why the channel has taken a long time to grow.

I'd forgotten all the mCommerce hype until realising last week that I'd spent nearly £1000 in 2009 on purchases made via my smartphone, a big share of wallet and a considerable figure given it's not even Autumn. Up from last year of less then £50, my purchases were split between buying flights, books, memory cards, the odd music event and the largest ticket item, a £500 laptop.

So what had changed or become mainstream since 2008?

· Better phones and flate rate data tariffs. 2009's smartphones are making mCommerce a lot simpler. I'd switched my smartphone to Vodafone's Google Android over the summer and found it a very simple browsing experience. Enhancements such as Google Voice make accessing information on products very easy, and mobile shopping becomes a bearable user experience.

· Better dedicated mobile sites. Few retailers have taken mobile seriously, however the best browsing experience I found was still on Amazon's mobile site. Sadly (for the competition) is not a new development but still featured some key elements of a great mobile experience, it was fast, simple and I had little typing to do and within a few clicks items are orders.

· A multitude of applications now available – The ability to quickly and seamlessly access search engines, shopping comparison sites, scan barcodes and peruse Amazons large catalogue whilst shopping is going to hit the high street hard, a few times this year when a products not been available in store I've ordered it there and then via my phone, typically with a rival brand, but mainly with Amazon

There's plenty of advice around how to make your online site more mobile friendly, so I won't repeat the advice but end my post with some developments which I believe will grow the channel

· Simpler and easy payment - Apple, Google and Nokia know the power of a simple payments mechanism through their respective stores, but we'll began to see 'charge to my mobile bill' as a simple and effective payment option. Mobile Network Operators (Vodafone, O2 etc) will provide simple experiences which will save the trouble of entering in credit card details on a mobile phone; with a simple 'add to my monthly bill' option. This move see's the operators take on the credit card companies as payment providers.

· Augmented Reality driving 'there and then' purchases – When AR and contextual technologies converge there will be some great opportunities – particularly 'click camera to search and buy' products you're viewing in the store environment, making mCommerce more simple, relevant and fun.

· The tipping point for adoption – just as with SMS in the 90's and Facebook in the 00's, mobile commerce needs and will benefit from more peoples involvement, as few retailers have made investments in this area citing perceived low user demand.

I'm always interested to know your experience and statistics on mobile commerce take up, so if you've any opinions drop me a line.

Beyond Multi-Channel: The dawn of Many-Channel

noreply@blogger.com (Howard Pull) — Sun, 19 Apr 2009 16:02:00 +0000

For 10 years retailers have struggled with delivering a great shopping experience via phone, catalogue, website or store so it feels like you’re dealing with one company. Multi-Channel presented challenges as varied as providing consistent product listings and promotions, remembering which channels customers have interacted with and managing channel cannibalisation.

Today only a minority of retailers provide a reasonable multichannel service (I think of John Lewis and Argos as good UK based examples). But a new challenge beyond Multi-Channel is rising; Many-Channel.

We can define ‘Many-Channel‘ as “selling your product or service, directly, through 100’s, 1000’s or potentially an infinite number of channels or individuals”.
Two examples.

Direct purchase via online adverts - We’ll see a move away from affiliate models, the sort that are common on news, comparison or blog sites where you see ‘click here to buy’ and are then taken through to the retailers site. Soon, particularly for trusted retailers, it will become accepted to complete the transaction without moving off the page where you seen the advert – a move back to old direct response advertising days.

Direct purchase via video – In a previous post I looked at how Nike were utilising technology from Coull to allow customers to pause and buy the products featured, in this example you can purchase the shirt Cristiano Ronaldo is playing at Old Trafford in. This further changes the way in which we’ll purchase from retailers.

Both these examples highlight the huge number of direct channels retailers will have to understand and manage. While Many-Channel gives a convenient experience for customers, it will bring retailers challenges beyond the current Multi-Channel experience, specifically

Network strategy – Today most retailers work with a small network of organisations that help them sell and who they have a tight control over. To adapt to the Many-Channel challenge retailers must adapt a more embracing network strategy similar to the approach you’d take in building a social media strategy.

Analytics – Even today few retailers can effectively analyse as few as 3 or 4 distinct channels. Investing in an integrated view of all channels will be vital to understand shopping behaviour and optimise the offer across a complex sales network.

A great experience with the advert - Your web address is no longer your only online store front. Where users can complete a purchase straight from any advert or image of your product the message and offer must be consistent and engaging.

When Innovating, Should You Be Led By Customers?

noreply@blogger.com (Howard Pull) — Thu, 26 Mar 2009 15:34:00 +0000

A few weeks ago a retail client asked us how user generated content could help develop new ideas and rate product and service improvements they have made. This got me thinking: should you be driven by your customers when innovating or should you rely on experts in the field?

Innovation is fascinating. The way in which teams arrive at new ideas and develop them into successful services, designs, products and trends are very different. Two models:

Customer Led & Qualified Innovation: This approach takes customer opinions and existing suggestions and prioritises them. A lot of recent technology has allowed new ways of generating and testing ideas, from phenomena such as crowdsourcing and multivariate testing to instant feedback through tools such twitter. This model has made companies like Salesforce.com successful, where they regularly get customers to vote on the product innovations real customers have proposed. This is not a new model, Hollywood has employed test screenings since 1919 to test, generate ideas and refine blockbuster movies.

Expert Led Innovation: This school of thought advocates hiring the best people in the business and ‘just going for it’. This is the Henry Ford school of thought. Brands like Apple are great examples of design innovation with little or no influence from the customer when innovating. To continue the film analogy, this would be and independent film director sticking to their vision and ignoring the feedback their given from initial screenings.

Both models work so how do you pick what’s best for your company. I posed this question to those clever innovators at Triiibes (thanks to fellow Triiibesters Igor Asselbergs, Steven Devijver, Sarah Farrugia, Stephen Snyder and Bonnie Larner for their thoughts) and began to form an initial view on which model should to pursue.

Pick customer led innovation when: there is clear customer demand for elements of your product and service that you can knowingly innovate on. Pick this model when your customers are informed and engaged in what you sell, where there is already a lot of differentiation in your offering or when you have a low toleration for perceived risk.

Pick expert led innovation when: there is a high degree of technical complexity in your marketplace, when your customers will pay for quality design, if you have a strong vision and long term plan, when you have access to great experts or when your core market changing rapidly.

So, while it’s clear that customer led innovation and feedback is important (as evidenced by the wealth of feedback received by Facebook everytime they update their user interface) there is still a place for expert led innovation in todays world. But as a number of the community at Triiibes pointed out, with innovation, “success is more likely if we're first or best at something”.

Why Spotify Will Beat iTunes And What We Can Learn From Them

noreply@blogger.com (Howard Pull) — Sun, 15 Mar 2009 10:18:00 +0000

It’s an exciting time at the moment as we're seeing existing business ideas made great by new innovations and user experiences. Spotify is one example. I feel it will beat iTunes and further revolutionise the media industry. Or at the very least make iTunes rethink the way they sell music.

If you haven’t used it, a brief introduction. Spotify provides quick access (no buffering means no waiting around for songs to load) to almost any song or album you want to listen to (after using it since January I’ve found I get 80%-90% of the music I want) through a desktop application (which means you can access it offline) which allows you to build playlists quickly. And the quality of the music files it plays is high. In exchange, you get an advert every 20 minutes, or for a small monthly fee, no adverts at all.

It’s great. As a big music consumer myself I can see it will put a big hole in the mp3 market. Spotify have done a number of things well that others should copy, namely;

Finding an unfulfilled customer need – What Spotify is doing is not new at all. Their model has its origins in Napster, Myspace, iTunes and last.fm. The customer need it fulfils is new though. Spotify takes the needs of ‘I want access to all the music in the world through a really easy interface’ (which iTunes has but last.fm doesn’t) and ‘I want free music and a community ’ (which last.fm does really well) and brings them together to exploit an unfulfilled need of ‘I want all the music in the world, for free, and have a great user experience’. This can be applied to be any industry, and perhaps your own. Spotify is a good example of how to do it well.

Understand the power of networks – In his recent book ‘What Would Would Google Do?’ Jeff Jarvis talks about the power of networks, and changing your commercial model from ‘charging the highest fee that the individual customer will bear’ to charging ‘the lowest cost you can charge that the entire network can bear’. His logic is that if you’re doing this the competition can’t undercut you without making a loss. Spotify have understood this – and made their service easy for a wide network of users to adopt with no or very little cost to the user – Spotify have their eye on making a living from the entire network and not the individual.

Make the user experience great – Use Spotify in comparison to last.fm and you’ll be impressed by its ease of use. They understand that users would be impressed by a ‘no waiting’ approach to loading tracks and their interface was familiar and easy to adopt (building an experience based on the design of the iTunes interface that users already knew well).

Get the right blend of advertising – Spotify kept it simple and didn’t overload their service or the users with adverts, and allowed users to opt out of commercial messages for a fee.

From Audience to Customer: How Media Companies Can Steal From Retailers

noreply@blogger.com (Howard Pull) — Tue, 03 Mar 2009 08:07:00 +0000

Media companies aren't having a great time. Demand for their content is a strong as ever, but people are expecting it for free. And users now dictate what they watch, hear and read more than ever. And advertisers are spending less.

A few are doing well, the Financial Times reported a 13% rise in profits for 2008 through a well judged transition to online by charging for selected content and well managed subscription models. Most, though, are struggling.

Online retail is having a ball though, with pureplay success stories like ASOS, Threadless and Play.com trouncing many established brands. What retailers could teach media companies? A few ideas:

Change your view from audience to customer – big retailers learnt this with the advent of loyalty cards, and small retailers have known this all along: understand and respond to your customer, treating each customer as an individual. Media companies know their audiences very well as a group, but few have the ability to understand and respond to an individual customer. Here media companies can borrow from retailers by building ‘customer memory’ to understand individual customers and tailoring services accordingly.

Make everything you feature for sale – Trust in retailers own products reviews is being transferred to publishers and user generated content. Affiliate models allow media companies to take a slice of revenue, but there is an opportunity for media companies to own the whole transaction, making the products they feature a retail opportunity. Nike shows a great example of how this can be done.

Micro-commerce – Gartner defines Micro-commerce as transactions of less than US$1 (or about 70 pence), and is driven by new innovations in payment processing charging. These present a good opportunity for Media companies to monetise ‘special feature’ content at small prices seamlessly, replacing traditional offline subscription revenue.

Lead customer discussions - You could view a newspaper as just a set of blogs, and this shows a great opportunity to develop niche publications and channels to champion customer groups. Tone of voice and direction are vital and media companies should continue to differentiate their editorial and lead issues using social technologies.

Seth Godin London 2009: Marketing Lessons On Remarkableness, Scarcity & Revolution

noreply@blogger.com (Howard Pull) — Tue, 24 Feb 2009 23:05:00 +0000

Last week I attended the Seth Godin talk in London. Seth’s a respected leader in the field of marketing and all things web, and this was a rare opportunity to hear him speak. Staged in the grand setting of Church House behind Westminster Abbey this was a great event and I felt three points stood out for marketers which I’ve paraphrased below.

"Being remarkable" – It sounds obvious, ‘remarkable’ meaning being worthy of making a remark, but how many brands, experiences, products or services are truly remarkable. Many companies before entering into the social media space such as blogs, Twitter, forums or Facebook should take time to think about whether their companies products, services or the brand itself is worthy of customer remarks. Make what you market excellent and people will talk, otherwise the review and forum sections on your newly launched website will be empty

"Scarcity versus ubiquity" – Think about your industry, what has become commonplace, a commodity or ubiquitous; and what is rare, difficult to find, uncommon. Then think about how you market and how you charge for those products and services – a Blog is ubiquitous and common, so make that free – whereas a good speaking event is rare, so you can command a high fee. A good example of this in the entertainment marketplace is Live Nation who have understood that mp3 and file sharing has made recorded music ubiquitous and free, and have focused their business model on making money from what in their industry is rare, outstanding, uncommon and valuable – live music performances.

"If we’re in the middle of a industrial and marketing revolution, what are the new rules?" - During the day, Seth highlighted a vast number of traditional marketing rules were changing, highlighting recent changes brought on by social technologies and the low costs of commerce through the web. This was food for thought, but as well as understanding which rules were now broken, he suggested those who will do well through the recession will be the ones who build new marketing rules, particularly how companies can lead customer tribes.

See Green When Out Of The Red

noreply@blogger.com (Howard Pull) — Mon, 16 Feb 2009 21:54:00 +0000

This week Google launched Google Power Meter which gives consumers detailed information on their power consumption throughout the day by displaying data from smart meters. It's aim is to highlight areas where consumers can cut back, and help them track and monitor this

Google Power Meter is a great example of a significant trend. Until the economic situation worsened, last year saw a growing demand for 'green' or Corporate Social Responsibility (CSR) reporting. Historically this was driven by multinationals such as Shell and Anglo American who use greater transparency as a way of driving energy efficiency within the organisation and informing stakeholders. But in 2008 we saw detailed CSR information being used for marketing purposes, with pioneers such as Tesco putting carbon usage data on individual products.

Price and brand promotion is king at the moment, but will green be important to marketers when the recession is over? Some companies have fallen into the trap of greenwashing, a term for using general PR statements to pay lip service to green initiatives, but CSR reporting is going to be important because of the comparisons if will provide between rival products, services and companies. Online shoppers will be able to sort a basket of items on their carbon footprint, or compare a manufacturers energy usage or a companies CSR achievements.

If CSR and transparency is going to be an area is differentiation, and the companies who can show the most transparent accurate data gaining advantage, how do you get there? Three steps...

1. Have a ‘real’ CSR policy – Greenwashing is a waste of time and can damage your brand. A genuine focused CSR philosophy with clear targets will bring benefits in areas such as energy saving (which is just one area of CSR) and resonate with consumers and shareholders
2. Plan for a long term project - Reporting on this scale can't be achieved quickly and it's a journey – work with everyone from your suppliers through to customers to bring together this data
3. Get data in front of the public early - You shouldn't need to produce a full set of CSR reports before making them available to the public, pick a metric that your customers care about such as electricity usage and carbon emmisions and grow from there.

So in the current market when many are looking to cut costs and innovate, better CSR reporting can save money and improve your competitive standing.

Look Before You Tweet

noreply@blogger.com (Howard Pull) — Tue, 03 Feb 2009 22:47:00 +0000

Microbloggin’ uber application Twitter has caught a lot of press attention lately and many businesses are wondering how to enter this space. My interest in Twitter has fired up again after seeing a few colleagues using the awesome Tweetdeck. After a bit of setting up (thanks Colm) you can feel the potential of ‘real time web’ technology come alive, from keeping in touch, monitoring buzz topics through to searching for information and people.

Or keeping up to date on celebrities who happen to be stuck in lifts.

For corporations the proposition can seem attractive. An opportunity to foster an Apple like cult in your customer base by feeding them with the latest releases? An option to launch innovative marketing strategies? Engage in one to one dialogues? Respond to angry tweets? On the surface your brand could appear fast moving and progressive.

But corporate brands have a turbulent history when things get a bit social and Twitter is no different. Big corporates like control, uniformity, clear messaging and co-ordination. But this is hard to achieve across thousands of employees who may be Tweeting on every aspect of your business and have different views.

You could have a unified Twitter presence but that would be dry, lack personality and disclude many individuals across the organisation who could help bring the brand to life.

So what’s the answer?

I was reminded of Wally Ollins and his wisdom in ‘On Brand’ on how there should be a shift in thinking around marketing to improve the focus within the organisation itself, in contrast to marketing exclusively to customers or the trade. Under an achingly cheesy slogan of “Bonding, as much as branding” he suggested brand marketing is as important to those within the organisation as it is to traditional customers, particularly in service industries.

Is Ollins right? I think so. Paying attention to getting a true and honest brand message that all members of the business can understand and believe in pays off. It demands less control than an official policy or guidelines for employees using social technologies and lets them be creative and more human, which customers will in the end appreciate and engage with more.

So instead of laying down a corporate Twitter policy, or a unified Twitter account for the brand, think about who in your organisation could be Tweeting and how your marketing teams can support them in being ‘on brand’ when its relevant, and importantly, being themselves.