Janus spv

Freelance management consultant, interim and director, designing, implementing and running complex business transformation projects for clients primarily in the retail financial service, telecoms, automobile and aviation industries.
Clients include ERA GSM (PL), Toyota (DE), Vodafone (GR), Standard Life, OHRA/Delta Lloyd Groep (NL), Huawei/Telfort (NL and CN), Dong Energy (DK), Scottish Widows, Focus Solutions, Tesco Bank, Vueling Airlines (Spain), flybe, Royal Bank of Scotland, The Post Office, Telefonica O2, Verivox (DE), Finnair (FI), Suncorp (AU), Compare the Market, LNER, PayPal (Remote), BT/EE (Remote), Volaris (Remote), Ford (Remote), Lloyds Banking Group (Remote), Lufthansa (DE) and Peabody Trust (Remote).

Founder

Optima Partners

Client Engagement Director designing, planning, implementing and running complex marketing operations management projects for clients.

Senior Associate

Bond Brand Loyalty

Subject matter expert on service innovation, customer experience and customer loyalty projects for clients.

Nyras

Client Engagement Director designing, planning, implementing and running complex private equity, venture capital and corporate finance projects for aviation clients.

Advising on the latest developments in Next Best Action (NBA), including contact strategy, action development, contact governance and using actions to create an individualised customer-centric experience.

Special Advisor on NBA Governance (with Optima Partners)

O2 (Telefónica UK)

Advising  on the latest developments in data monetisation; including using data to improve business operations, wrapping data into the design of new products services and experiences, and developing data platforms and multi-sided marketplaces.

Special Advisor on Data Monetisation (with Janus spv)

Responsible for the design, development and implementation of data monetisation at Telefonica O2; from improving business operations, through data-driven innovation to providing data-as-a-service together with partners.

Interim Programme Director Data Monetisation (with Janus spv)

Responsible for all aspects of the design, development and implementation of Telefonica O2's approach to Data Enablement and its Date Enablement Centre of Excellence.

Interim Programme Director Data Enablement (with Janus spv)

Responsible for all aspects of compliance with EU GDPR legislation, and the changes it catalyses in how we go to market and how we use data to drive innovation.

Interim Programme Director GDPR Implementation (with Ctrl-Shift)

Ignata

Client Engagement Director designing, planning, implementing and running complex data enablement projects for clients.

Associate

Ctrl-Shift

Client Engagement Director designing, planning, implementing and running personal information economy projects for clients.

Lloyds Banking Group

Subject matter expert during the mapping of customer journeys as part of a Proof of Concept for a new Journey Orchestration solution.

Subject Matter Expert on Journey Orchestration (with Optima Partners)

Subject matter expert during the identification of operating model improvements across Lloyds Banking Group's marketing operations, and the design and development of a Centre of Excellence for its Your Marketing programme.

Subject Matter Expert on Marketing Operations Improvement (with Optima Partners)

Responsible for the planning, development and implementation of the Aprimo Marketing Resource Management solution for Lloyds Banking Group's life, pensions and investments daughter, Scottish Widows.

Interim Programme Director Marketing Resource Management (with Optima Partners)

DesignThinkers

Client Engagement Director designing, planning, implementing and running complex service design projects for broad range of clients.

Associate and Strategic Advisor (with Janus spv)

Business Troubleshooter | Questioning | Thoughtful | Industrious | Opinions my own

A highly motivated management consultant, interim and director with over 30 years experience managing business transformation projects. 
Extensive experience of delivering high-pressure, high-complexity, technology-driven programmes for clients in the financial services, telecoms, energy, automotive and transportation industries. 
Particularly skilled at using data and technology implementation to catalyse business operating model change.
Specialties: 
Direction of complex business change projects
Interim management of business operations
Data enablement and monetisation
Marketing operations improvement
Service experience innovation
Real-time customer decisioning
Customer journey orchestration

Personalise ME!
PERSONALISATION’S EVOLUTION… FROM PRODUCTS TO PRIVACY

TL;DR
Driven by understanding of customers and control over communications, personalisation’s evolution has been through two pivots already, with a new pivot towards privacy-protecting personalisation on the way.

WHAT YOU NEED TO KNOW
The evolution of personalisation can be explained by two factors: how much you understand about customers and who has control over personalised communications. Personalisation has been through two pivots already. There is evidence of a third pivot, that will significantly change how we approach personalisation.
 
Pivot #1: From product campaigns to partner platforms
Traditional marketing has always been about products. This was often carried out using seasonal campaigns that, despite very low response rates, worked because of the high volumes and the low costs. The advent of partner platforms, e.g. programmatic marketing, third-party CDPs and loyalty programmes, with their access to much more customer data and real-time analytics drove the first pivot. The evidence from marketing mix modelling suggests partner platforms are up to 10x more successful at driving sales than product campaigns.
 
Pivot #2: From partner platforms to contextual marketing
The growth in partner platforms and in particular, the abuse of programmatic marketing, created momentum to place limits on the platforms. The withdrawal of third-party cookies by browsers, legal rulings against the IAB TCF framework and the EDPB’s uncompromising stance on the GDPR 'cookie rule' are driving the second pivot towards contextual marketing. The evidence suggests behavioural prompts are up to 44x more successful than product campaigns.
 
Pivot #3: From contextual marketing to privacy-protecting personalisation
Behavioural prompts depend upon having a detailed understanding of customers, their behaviour and in particular, their intentions. But they are still controlled by companies. New privacy-protecting technologies, e.g. federated learning, edge-processing and personal AI, provide access to customers’ contextual data that has always evaded marketers, but, puts its use under customers’ control. Startups like DataSapien finally allow companies to provide their customers with the personalisation tools that enable the Permission Marketing that Seth Godin wrote about in 1999.
 
Call to Action
Personalisation has already been through two pivots. The coming pivot to privacy-protecting personalisation gives marketers access to the contextual data that has evaded them in the past, but, puts customers in charge of how they use it.

THREE TAKEAWAYS
1. Identify which of the first two pivots your organisation has been through so far
2. Identify what you need to do to prepare yourself for the next pivot
3. Keep a close eye on what others are dig. You can learn from their mistakes as well as their successes.
 
#Personalisation #PartnerPlatform #BehaviouralPrompts #Privacy #PermissionMarketing

Graham Hill (Dr G)

Personalise ME!
FIVE GEN AI CASE STUDIES THAT SUPERCHARGE PERSONALISATION
Gen AI is already starting to be used to supercharge personalisation. These five use cases show what is already being done and hint at what could be done in the future.

Graham Hill (Dr G) on LinkedIn • 4 min read

Personalise ME!... FIVE GEN AI CASE STUDIES THAT SUPERCHARGE PERSONALISATION

Personalise ME!
PERSONALISATION’S PIVOT TO PARTNER PLATFORMS
With the imminent demise of 3rd-party cookies, the number of personalisation platforms controlled by brands is increasing rapidly as they realise that their data about customers and their control over communications with them, provides a profitable new business model.

Graham Hill (Dr G) on LinkedIn • 5 min read

Personalise ME!... PERSONALISATION’S PIVOT TO PARTNER PLATFORMS

PERSONALISE ME!
A MASTERCLASS IN EFFECTIVE PERSONALISATION - PART 3

TL;DR
There is a lot of confusion about what personalisation is, what customers want from it and how to develop effective personalisation. Drawn from a combination of 20 years experience on the front-line of personalised marketing, other consultants, analysts and vendors’ opinions, and recent academic research, this series of LinkedIn posts provide a ‘masterclass’ in effective personalisation.

THE PERSONALISE ME! POSTS
Each of the posts looks at one aspect of effective personalisation. Together, they provide three things: an introduction to the personalisation basics, exploration of key topics in personalisation and later, a step-by-step Personalisation Playbook that you can use to create your own personalisation programme. Each of the posts is supported by case studies, statistics and where appropriate, research results.
 
The first thirteen posts were described in Part 1 of this post and the next eight posts in Part 2. This post, Part 3, will contain details of the next set of posts and will be updated as they are added to.
 
The posts so far include (a link to each post is provided in the comments):
 
INTRODUCTION
COMPANIES NEED TO BALANCE PUSH AND PULL PERSONALISATION
Companies want to push personalised communications at customers, but the most effective personalisation is pulled by customers. Companies need to learn to balance push and pull personalisation.

HOW PERSONALISATION CREATES & KEEPS CUSTOMER LOYALTY
Personalisation works best through continuous, iterative support for customers. This increases customer satisfaction and loyalty, and protects against the inevitable service failures.
 
FIVE MARKETING MYTHS THAT HOLD BACK PERSONALISATION
Marketing is full of myths that, whilst seemingly plausible, are wrong. Five particular myths hold personalisation back from being more effective.
 
EXPLORATION
FROM PERSONALISATION… CONVERSATIONAL MARKETING
Personalisation provides the foundation for conversational marketing. But you need to develop journey orchestration to bridge the gap between the two.
 
PERSONALISATION IN ACTION: SPOTIFY WRAPPED
Spotify’s annual ‘Wrapped’ campaign showcases how data wrapping can be used to create a highly personalised campaign that engages customers and drives their conversations.
 
Personal-AI-se ME!
GEN AI WILL SUPERCHARGE PERSONALISATION… BUT IT IS HARD WORK
Gen AI will make personalisation better, faster and cheaper. But it requires a significant change in how business operates to achieve that. This will take time.

PERSONALISATION’S EVOLUTION… FROM PRODUCT TO PRIVACY
Driven by understanding of customers and control over communications, personalisation’s evolution has been through two pivots already, with a new pivot towards privacy-protecting personalisation on the way.
 
#Personalisation #PersonaliseME #Marketing #GenAI #Spotify #Loyalty

Personalise ME!
WHAT PERSONALISED OFFERS DO CUSTOMERS REALLY WANT?
A majority of customers who already receive personalised offers want more of them, but customers want the offers to be personalised around them and their jobs, NOT around marketers and their products.

Personalise ME!... WHAT PERSONALISED OFFERS DO CUSTOMERS REALLY WANT?

In the arena of 'personalization', two gladiators enter: the skeptic and the marketer. The skeptic, armed with tales of privacy invasions, sees a dystopian world where 'hyperpersonalization' means 'hyper-surveillance'. They lament, 'Is it truly a tailored service or just a digital shadow following me?' Across the sand, the marketer, wielding data points and success stories, champions personalization as the zenith of customer engagement—'It's not intrusion; it's insight,' they proclaim, 'turning casual browsers into loyal fans with the magic touch of AI.' Between these contrasting views lies a battlefield of perceptions: one sees a privacy nightmare, the other a marketing dream. Can there ever be a truce, or will the clash of ideologies continue to define our digital experiences? Let’s battle this out with Dr. Graham Hill

In der Arena der "Personalisierung" betreten zwei Gladiatoren das Feld: der Skeptiker und der Marketer. Der Skeptiker, bewaffnet mit Geschichten über Datenschutzverletzungen, sieht eine dystopische Welt, in der "Hyperpersonalisierung" "Hyperüberwachung" bedeutet. Sie beklagen: "Ist es wirklich ein maßgeschneiderter Service oder nur ein digitaler Schatten, der mir folgt?" Über den Sand hinweg schwingt der Marketer Datenpunkte und Erfolgsgeschichten, preist Personalisierung als den Zenit der Kundenbindung - "Es ist kein Eindringen; es ist Einsicht", verkünden sie, "verwandelt Gelegenheitssurfer in treue Fans mit dem magischen Touch der KI." Zwischen diesen kontrastierenden Ansichten liegt ein Schlachtfeld der Wahrnehmungen: Der eine sieht einen Datenschutzalbtraum, der andere einen Marketingtraum. Kann es jemals einen Waffenstillstand geben, oder wird der Zusammenprall der Ideologien weiterhin unsere digitalen Erlebnisse definieren? Lasst uns das mit Dr. Graham Hill ausfechten.

𝙎𝙤 𝙬𝙝𝙖𝙩 𝙞𝙨 𝙅𝙤𝙗𝙨-𝙩𝙤-𝙗𝙚-𝘿𝙤𝙣𝙚 (𝙅𝙏𝘽𝘿)?

If I had to define JTBD I would start by describing the 5 pillars.

✅ 𝐂𝐡𝐨𝐨𝐬𝐞 𝐚𝐧𝐝 𝐏𝐫𝐢𝐨𝐫𝐢𝐭𝐢𝐳𝐞 𝐂𝐮𝐬𝐭𝐨𝐦𝐞𝐫 𝐉𝐨𝐛𝐬 - not what they do, what they are trying to accomplish
✅ 𝐃𝐞𝐯𝐞𝐥𝐨𝐩 𝐯𝐚𝐥𝐮𝐞 𝐦𝐨𝐝𝐞𝐥𝐬 𝐟𝐨𝐫 𝐭𝐡𝐞 𝐩𝐫𝐢𝐨𝐫𝐢𝐭𝐲 𝐣𝐨𝐛𝐬 - these are stable depictions of the problem space which means you no longer have to field teams of super-excited employees to redo them twice a year.
✅ 𝐀𝐬𝐤 𝐭𝐡𝐞 𝐦𝐚𝐫𝐤𝐞𝐭 𝐭𝐨 𝐩𝐫𝐢𝐨𝐫𝐢𝐭𝐢𝐳𝐞 𝐲𝐨𝐮𝐫 𝐦𝐨𝐝𝐞𝐥(𝐬) - and make sure you’re asking the side of the market that is actually spending the money. Yes, I know social media platforms get money from advertisers, but the advertisers are targeting people that spend money on products. So make sure you satisfy the product … er … the users.
✅𝐀𝐧𝐚𝐥𝐲𝐳𝐞 𝐭𝐡𝐞 𝐫𝐞𝐬𝐮𝐥𝐭𝐬 𝐚𝐧𝐝 𝐝𝐞𝐯𝐞𝐥𝐨𝐩 𝐚𝐜𝐭𝐢𝐨𝐧𝐚𝐛𝐥𝐞 𝐢𝐧𝐬𝐢𝐠𝐡𝐭𝐬 - based on data, not guesses
✅𝐅𝐨𝐫𝐦𝐮𝐥𝐚𝐭𝐞 𝐚 𝐩𝐨𝐫𝐭𝐟𝐨𝐥𝐢𝐨 𝐨𝐟 𝐬𝐭𝐫𝐚𝐭𝐞𝐠𝐢𝐜 𝐨𝐩𝐭𝐢𝐨𝐧𝐬 𝐛𝐚𝐬𝐞𝐝 𝐨𝐧 𝐭𝐡𝐞 𝐢𝐧𝐬𝐢𝐠𝐡𝐭𝐬 - you should be getting multiple possible strategies from this kind of research. You may not be able to implement all of them, but you should consider all of them.

With these 5 pillars you will understand the true nature of JTBD.

You should focus on 𝐝𝐞𝐯𝐞𝐥𝐨𝐩𝐢𝐧𝐠 𝐬𝐭𝐫𝐚𝐭𝐞𝐠𝐢𝐜 𝐨𝐩𝐭𝐢𝐨𝐧𝐬 𝐭𝐡𝐚𝐭 𝐜𝐥𝐨𝐬𝐞𝐥𝐲 𝐚𝐥𝐢𝐠𝐧 𝐰𝐢𝐭𝐡 𝐲𝐨𝐮𝐫 𝐢𝐧𝐭𝐞𝐫𝐧𝐚𝐥 𝐜𝐚𝐩𝐚𝐛𝐢𝐥𝐢𝐭𝐢𝐞𝐬 𝐭𝐨 𝐝𝐞𝐥𝐢𝐯𝐞𝐫. You have to take into account capabilities you have today, capabilities you could build or develop in the near-term, and capabilities you could acquire and leverage profitably. Just because you have uncovered insights 𝐝𝐨𝐞𝐬 𝐧𝐨𝐭 𝐦𝐞𝐚𝐧 𝐭𝐡𝐞𝐲 𝐚𝐫𝐞 𝐚𝐜𝐭𝐢𝐨𝐧𝐚𝐛𝐥𝐞 today.

It’s different than idea-first approaches to innovation which attempt to develop ‘valuable’ ideas and then test them - expensively or inexpensively - in the market with no way of knowing what the value is, or if there is value at all before having to invest $$$$’s.

#product #strategy #jtbd #innovation #framework

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