“Learning experiences are like journeys. The journey starts where the learning is now, and ends when the learner is successful. The end of the journey isn’t knowing more, it’s doing more.”
– Julie Dirksen
Our business is changing. We are zeroing in on delivering contextually appropriate content and personalized experiences as our core value proposition. As I discussed a few weeks ago, the CMS business is declining and consequently not generating the entrée into large accounts as it has in the past. The launch of MarketerCX last week is a major step forward for Tahzoo. We now have a platform to sell (or at the very least a way to demo) the value of personalization. Although the work that we do is very complex, we need to obscure the complexity for our clients and make it look simple. MarketerCX will show what ‘is possible’ so we can drive the right discussions with our clients.
In concert with this effort, we are retooling the Strategy team. Over the years, we’ve delivered a wide range of strategy services, research, and personalization planning. We’ve consolidated the service offerings into three large buckets: Management Consulting, Personalization Planning, and Digital Marketing Strategy.
The Management Consulting practice is focused on providing the business acumen and financial analysis necessary to support an enterprise-wide digital transformation effort. The work that we did at Starbucks as part of a global MarTech assessment is an example of this work. Darrell and John will be hosting a brown bag session to review the deliverables. It’s great work and important that you see an overview of the work and the quality of our engagement.
The Personalization and Planning Practice is focused on guiding clients through a process to deliver contextually appropriate and personalized experiences. We have broken up the offering by asking four key questions:
- How do you understand customers?
- How do you understand your content?
- How do you build customer interaction models?
- How do you define content journeys?
To answer these questions, there a dozen discreet projects in each category that need to be completed. We have developed very valuable IP and market-leading approaches that place us in the leadership quadrant for this type of work.
Artificial Intelligence and Machine Learning software tools are coming to market and are going to radically change our business. I’ll write more about this software space in the coming weeks. In short, these software tools are more effective with a broader range of artifacts and data points to consider. Our personalization practice will provide 4 dimensions for modeling various outcomes, which is well beyond what most agencies can provide. If we can take the lead in this market space, we can keep it for the foreseeable future. It’s an opportunity for a huge strategic advantage for Tahzoo.
The Digital Marketing Strategy and Execution Practice are focused on operationalizing the efforts that are a derivative of the first two practice areas. This team will ensure that we provide critical thinking and ideation around motivating human behavior and driving desired outcomes. The systems and models that we build are quite sophisticated, and our clients will depend on us to run these systems with a high degree of expertise and efficiency. We will do the data curation, segmentation, campaign plan, and measurement on behalf of our clients.
We are moving into a new world; more than two-thirds of our pipeline are strategy-led or include strategy as a significant component of the project. I am thrilled to see this manifesting in our business and with our customers. We need to continue to build the bridges and bonds between our teams and ensure that everyone in the company can articulate our value proposition. At the all-hands meeting in August, I will discuss this in more detail; in the meantime, ask lots of questions and attend the brown bag session.
Thanks,
Brad