Why we need a unique strategic process for digital

Digital strategy should not be created in a vacuum. Yes we need to dovetail digital marketing closely with the overall objectives and strategies, but as digital is such a different beast that it really does require its own specific strategic efforts. Those should be a subset of the overall planning processes, but digital should also be managed as a separate entity within that planning process.

I’ve seen companies try to develop a digital roadmap without this sort of comprehensive approach, and the consequence has always been a need to stop midway through the ‘condensed’ process, and go back to perform the steps that have been missed.

A special digital process is necessary because:

1. Most marketers have some knowledge of the digital behaviours of the consumers, but do not know their consumers at a ‘mastery’ level. Ensuring a complete planning process – including a consumer insights phase – places the focus of digital on the consumer, rather than on what’s ‘cool’.
2. Consumer digital behaviours change very rapidly. The adoption rates for specific vehicles and platforms are ever shorter. This rapid pace of change requires that we develop a comprehensive picture of digital consumer behaviour as often as possible.
3. The “best practices” of broadcast media do not work in digital. Effective digital planning requires an entirely different kind of thinking, and building that foundation of thought requires the focus of a dedicated planning process.
4. There are over tens of digital platforms, whether device- or content based, with solid consumer acceptance, so it is essential to consider all of these when looking at alternatives and developing an optimised plan.

In addition, a special process helps address the very real problem that most agencies have of educating and building the knowledge of all decision makers about the digital environment, and how it relates to the targets. Often, while the people in charge of digital are experts, those higher up in the food chain can be novices, and a comprehensive planning process provides the insights and firmness necessary for selling in a comprehensive investment in the space.

Why brands should consider digital

After many discussions with my friends and peers, usually over a couple of pints down the pub, and generally on the same issues, I’ve decided to outline why brands should consider digital.

I often find that us digital folk have to combat the tendency from some people to only approach digital from an execution-centric perspective.

I also often come across far too many brands approaching digital media by just reacting to what’s new, or what’s “cool” in the space, rather than taking a more comprehensive, objective-based approach.

Unfortunately, the result of this practice is that millions of pounds are wasted on tactics that don’t properly align with the overall needs of brands.

The idea of having a strategic approach to an area of marketing as critical as digital should not be surprising. Yet there are a shocking number of agencies that dive into this space with little more than a pile of competitor digital activity as a guide. Given the limited time and money available to most brands, it should be clear how taking a strategic approach will pay off in both the short and long terms.

So, unless you’ve been living under a rock, the spectacular growth of digital will come as no surprise, but there are also a variety of factors that make digital a different sort of challenge for brands:

1. Media fragmentation has splintered audiences and dramatically increased the complexity of effectively reaching most audiences. Where consumers used to have four of five major media choices (TV, Radio, Magazines, Newspapers, and Outdoor), they now have dozens of platforms and literally millions of professional, and amateur, publishers from which to gather information.
2. The two-way nature of digital-based media (Internet, Mobile, etc.) necessitate that brands have to stop thinking as broadcasters, and adopt a more collaborative and consultative approach to brand development. This warrants special thought and consideration because the “rules” of collaborative marketing are very different from the “rules” of broadcast-oriented branding.
3. Practically everyone is using digital media. There are millions and millions of consumers using the Internet, and most of these consumers are spending large amounts of their time with digital media.
4. Digital media are playing an increasingly large role in all purchase decisions. Information on the Web now influences most offline retail sales, and this is continuing to increase year on year.
5. Certain target audiences are becoming increasingly difficult to reach without digital. For example, men aged 18-24 now spend so much time gaming, online, and with their mobile phones that it is increasingly difficult to effectively deliver against this target audience without digital vehicles.
6. User generated content and “civilian journalism” has driven a massive shift in how we receive information about products and services, and what sorts of information we trust. Increasingly, people prefer grass roots sources of information and recommendations to the so-called ‘professional’ sources of the mainstream media outlets. Even respected professional journalism organisations like the BBC and CNN are now routinely airing civilian journalism originated news, video, and other types of information, as part of their offerings.
7. From a practical standpoint, many brands are seeing diminishing effectiveness from traditional ‘analog’ media. Brands need to identify new “on buttons” for their businesses.
8. And finally, brands are already being represented to consumers in the digital space, even if they do not have proactive marketing efforts in this arena. That is because people (advocates as well as critics) are already talking about them and their products, and are reaching audiences that are potentially in the millions. By monitoring and creating brand expressions in this space, brands can influence the discussion in a very positive way.

When even TV’s biggest historical believers report shifting resources away from broadcast and into digital media, it becomes even more apparent that digital media are “must considers”. Most major firms that used to rely heavily on TV are redistributing spend toward digital. Examples include FMCG products, automotive, and even political campaigns.

Brands are witnessing major competitors pursuing digital initiatives in earnest, but they are probably also finding that many of their initiatives don’t appear to be part of a cohesive strategic platform. Again, this is because many companies do not have an objectives based underpinning to their total digital strategy.

Digital media is taking a more strategic role...

Digital media is taking a more strategic role in integrated campaigns at all levels.

It is a fragmented market which at best grazes on media, so the opportunity to engage at point of impact is critical. Focus has to be placed on what the individual consumer wants at a particular time, and this is increasingly from the digital medium. We should be looking to use all channels to push ideas… engaging with consumers… then using the whole media mix to pull them in.

Appreciating the needs of the audience is critical to building effective experiences. We need to immerse ourselves in our audience's world to understand their motivations, interests, likes and dislikes.

We have to engage customers or we will lose them. We have to be inclusive and not exclusive with our experiences. We have to understand that today’s consumers own the interactive space, that they have become their own creators, collectors, editors, distributors, broadcasters and community builders. We need to treat them with respect, engaging and stimulating them with creative that involves them, and which builds long-term relationships.