Tag Archives: hannahhager

Tips to avoid the #Millennial meltdown

Oh, Millennials, what are we going to do with you? Everyone wants to #reach you, to #engage you and to get you to spend your #money. Why, oh why, won’t you just tell us what we can do for you? Oh, what’s that you say? You mean you have been telling us this whole time? Huh ….

Tips to avoid the Millennial meltdown

Open your ears, the Millennials are talking, says Melvin Greer, Senior Fellow at Lockheed Martin and author of “21st Century Leadership.” A majority of Millennials — 59 percent — turn to their trusted network of friends and family as the primary influencers when making a purchase.

Millennials don’t just use products and services; they are the products and services they use. The generation associates a part of themselves with thCCW Millennials THUMBNAILeir preferred brands and is hyperaware of how a brand not only meets their service needs, but also their personal needs. Because they have such
high expectations for hyper-personalization, they therefore require mass-customized experiences.

Millennials are digital natives accustomed to having any kind of information available to them at any time. Instead of worrying about meeting these high expectations, consider using their knowledge and ideas: ask them what they want and they’ll give you the exact products and service ideas they want to buy
from you. It could be as easy as that.

If you’re wondering why you should jump through hoops for the youngest purchasing generation it’s because once you’ve got ‘em, they’ll be yours
forever.

Tips to avoid the Millennial meltdown

Trust in brands and institutions are waning across the generation. They are well-trained in sniffing out inauthenticity and need to believe that a company has integrity to follow through with what they say. It may seem counter-intuitive, but it’s important to be aware that Millennials are at the top of this reciprocal ecosystem. They will represent almost half of the U.S. workforce by 2020. They will also represent about $1.4 trillion in spend – about one third of all retail sales projected for that year.

You may see them as one small fish, but collectively, they are all sharks in a large network that wields the power to create or kill your company, Greer says.

Millennials are a viral group that can lead to large-scale changes in the future of consumer behavior. You’ll be taking the reigns alongside them if you find the sweet spot at the center of mass customization, authenticity and technology.

Retail’s much-needed secret weapon …

In a crowded, competitive market, predictive analytics is emerging as a secret weapon to gain insight from data.

If you’re looking to become an indispensable partner in driving profit through world-class insights and analytics, you must harness the data to identify and understand market trends. Only then can the strategy to monitor the risk landscape be defined. That’s when you’ll be able to reduce losses and remain competitive.

The yellow brickPredictive Analytics The Secret Weapon Infographic road to the Gold Standard.

Data within retail is still not being fully leveraged as a determination of real behavior. Instead, it’s stuck in the days of providing summations of customer preferences. You can find new ways to engage your customers by bringing insights and analytics in-house.

This is a case study of the route taken by ConAgra, as presented by Chris Ciccarello, Senior Director of Customer Analytics at the previous Shopping Experience Transformation event.

Start with building data capabilities.

ConAgra put its minds to identifying the analytical possibilities by:

  • Identifying affinities for cross-promotion and shelving
  • Evaluating store layout and assortment
  • Reviewing store and customer segmentation
  • Predicting shopping behavior
  • Collecting shopper dynamics for testing
  • Segmenting and targeting shopper offers

Gather the community.

Hire the people with existing expertise. They should ideally possess:

  • A mix of IT and business knowledge
  • Business analyst experience
  • Experience with transaction-level data
  • Ability to create data visualizations
  • Are an enthusiast of data and technology

Key questions for IT:

  • Does IT have a strategy to handle Big Data?
  • Are they a partner or a profit center?
  • Are they flexible with different approaches?

Key questions to answer for IT:

  • How big are the datasets?
  • How long do they need to be stored?
  • What are the query speed requirements?
  • What tools are needed to analyze the data?
  • What security is required?

Cluster stores for layouts/assortments.

Geography should not play a role in store clustering because store proximity doesn’t necessarily equate to the similar shopper behavior. Tips:

  1. Group stores together that have similar shopper buying patterns
  2. Create assortments, space and flow to match the products that are most important to the store’s shoppers
  3. Allows the stores to have a common feel but also be tailored to the community
  4. Reduce Out of Stocks and excess inventory
  5. Customize Signage and messaging to capture the shopper’s needs

Press the launch, then sit back and watch the analytical platforms.

Finding the pot of gold.

  • Returned distribution after delist
  • Kept private brand business despite lower comp bids
  • Won new private brand category bid
  • Saved items from getting downsized
  • New insights on trade promotion behavior
  • Understanding coupon redemption

New big data sets + the right people and systems + analytical execution = retailers’ boosted volume and profit + more satisfied shoppers.

The CX Edge: Customers are King

Nearly 90 percent of CMOs report that building trusted customer relationships is a significant focus of their departments’ strategic and competitive vision for 2016, according to a recent Forbes study.

Building trusted customer relationships is a significant focus for many strategic and competitive visions this year. This is why the latest data and analytics technologies was at the top of almost every discussion at the CX Impact event in New Orleans, as attendees learned the tools to build credibility and long-term relationships with customers. This CXImpact Report, that summarizes what it takes to make your CX strategy next level, shows you how.

‘Taste the Feeling’ of Coca-Cola’s love for data

Coca-Cola may be known for bringing people together, but this wasn’t always the case. Its cross-functional operations were once very decentralized, but after implementing its shared service center using a centralized SaaS model, everything changed. Karla Younger, VP of HR Services, and her team have found the recipe for success – the data reveals the support function’s history and projects its future need.

“When we created shared services we lifted and shifted those operations into our model. So we didn’t necessarily transform before we moved it in,” says Karla Younger, the Vice President of HR Services for Coca-Cola refreshments.

Karla Younger THUMBNAIL
Karla on Coca-Cola was first published on HRSSOutsourcing.com

Now, thanks to a centralized SaaS model, Karla and her team have the recipe for Shared Services Success by having a look at just what’s happening in the support they provide. After collecting this intelligence, the data reveals the history of the support function and projects future need. The foundation of the transformation is really about merging all the data together to become more and more integrated. Only after integration is achieved can senior executives become fully aware of all the touchpoints. The final, fully-baked result is the emergence of a better functional picture based off of the interweaving data points.

 

“In the SaaS model you can do it a lot faster. It’s more agile, so you can start to build configurations, review it, tweak it and continue in that iterative cycle … we’ve been doing that with new technologies we’ve been putting in place and it’s much faster than we saw other like-ERP type of technologies in the past,” she says.

In the future, Coca-Cola wants to amp up automation for a faster turn around on employees’ more complex inquiries. Mobile apps will play a key role in delivering this information in a quicker and more effective way. Of course, the way to meet this constant evolution of technology, and continue the center’s reputation for groundbreaking innovation, is by mining for talent within the employees themselves.

“We have found individuals within our organization who have skills that we’re not necessarily using. So, we’ve been really focusing on providing some stretch opportunities, developing individuals, being able to flex them around as we have other initiatives and projects going on, and that’s worked really well over the last few years,” she says.

My interview with Karla was conducted at the HRSSO event in Orlando. 

“The Joy of Pepsi-Cola” is found in its global model

It’s not always a joy when you’re undergoing a global transformation in an organization like PepsiCo. As if it’s not hard enough to drive a new agenda with global processes, you must also make an effort to properly sort through all of the pushes and pulls to remain locally relevant. This is no easy feat when you’re driving the change in a company that’s larger than some small countries.

Even if your company doesn’t have 260,000+ employees across 84 countries, you still need to be of two minds when implementing a global shared services strategy. What does this mean? We asked Shakti Jauhar, PepsiCo’s Global HR Operations and Shared Services, to explain.

Shakti HeadshotSimply put, you should think globally when the value is driven by consistency and standardization. Conversely, you should think locally when the value is driven by the needs and variations of specific markets, he says.

For example, motivations and rewards systems are different in different countries. These are initiatives that you don’t want to standardize across the globe. “It’s all about harmonization, and at the end, making sure that harmonization takes care of whatever the local regulatory environment is and the local needs are,” Shakti says.

Tomorrow’s successful Shared Services models will sink or swim on the backs of your HR professionals’ ability to be adaptive, agile and analytical. They will only be able to do so if you throw them the lifejacket of standardization. Demonstrate the high-level need for change management, communication and engagement to the executives on your team. Meanwhile, you’ll also need to listen to the positive and negative experiences of the locally-based teams to make sure you’re taking a constant pulse of the changes. Their feedback will provide you with the data you need in order to make timely and effective adjustments.

The amount of knowledge and data that will continue to stream in to centers across the world will require analytical abilities that have perhaps never been seen before. Thankfully, technology will step in to help carry this burden. The ideal center has a three-layered approach to technology, according to Shakti. It’s built on a very simplistic technology infrastructure that supports any given cloud-based application platform, which allows the organization to maintain the technology as it moves and changes. On top of it all of this is all of the devices.

Now is the time to set up a support structure for those processes that lend themselves to self-service, whether it’s employee management or HR, so that the affected business teams are free to leverage technology instead of the old process. Although technology ends up playing a large role, transformation is not about technology, it is about process. It’s about being able to leverage the information, and the data, to be able to help the business goal, he says.

“So, if I have that three-layer infrastructure, I can then plug and play all the new startup innovations that come in, plug them in, leverage them, use them, be more efficient, plug it out, and put in a new one if I need to,” he says. “At the end of the day, we need to be agile in order to get to that point where we can start to really leverage what is coming to us from an innovation perspective, from all these startups that we think about and we talk about all the time.”

This is a summary of an interview with Shakti Jauhar from the HR Shared Services event.

Write like a 5th grader to make more money

“If you can’t explain it simply, you don’t understand it well enough,” – Albert Einstein.

Let me explain what he means: Your copy should be #basic. Overly-complicated copy is filled with adjectives, adverbs, countless clauses, technical terms and business jargon. This is costing you money.

The science behind it is hiding right under your fingertips and within your favorite word processing software. Microsoft Word is equipped with this fun little tool called the Flesch-Kincaid readability test, which is a formula that determines how easy-to-read your copy is to the average American.

The idea was born of the “plain language” movement in the 1960s, which itself was an attempt to increase the comprehensibility of government documents. It has since been fleshed out to become a very useful metric for marketers and advertisers to tailor copy to their targeted audience.

Brand experts will tell you that the key to writing a killer slogan or tagline is for it to be memorable, emote positivity, and differentiate the brand from its competitors. All of this is true, but what is missing is the simplicity of language.

Are writers allergic to simplicity? They shouldn’t be, considering the most successful slogans are also the most plain: Nike’s “Just do it.” McDonald’s “I’m Lovin’ It.” Visa’s “It’s everywhere you want to be.” 

Keep it simpleThis is vital to ensuring that your brand doesn’t become trapped and die in its primary channel or media. How does a brand come to life across all its touch points and in a consistent manner? Through consistency in product design and software – all of which translate to a cohesive experience.

There are visible and physical languages, said Michael Lenz, Director, Global Brand Experience and Design at Cisco, but the human touch – using words to fulfill the brand promise – is often what is missing.

You don’t change your identity when switching jobs or locations, so why would your business change its voice depending on the channel? The marketing. The labels. The colors. All should deliver on your brand’s promise. If you’re feeling overwhelmed, then take into account that the average Cisco user has 3,200 touch points. It hasn’t always been easy for them, either.

They knew there was a problem when one customer wrote-in, “I am a solid Cisco fan, but how many hours do they expect me to waste trying to understand their shit?” Yikes.

The problem was that no one understood what the hell Cisco was talking about. They had to undergo a massive overhaul to remove any engineering or product developer “speak” within their copy. It took several revisions, but the resulting copy became short and relevant; bold and human, Lenz said.

No one wants to read copy that is “too” anything: too educational, technical or clunky. Have you ever read Insurance policy packets? Painful. French author Marcel Proust? Brutal.

The next time you sit down to write, imagine that you’re a musician or composer. Consider that writing words on the page is no different than scribbling down musical notes to draft a song. Words, sentences, paragraphs and pages also need a melody and an obvious beat to them.

So, channel Taylor Swift the next time you’re tasked with drafting an article, marketing email or advertising copy. Her songs are so successful because they’re repetitive (most people must see or hear phrases eight-to-nine times before it sticks), but mostly because they’re simple.

 

Simplify your readability in these four steps:

  1. Click the Microsoft Office Button Office button image, and then click Word Options.
  2. Click Proofing.
  3. Make sure Check grammar with spelling is selected.
  4. Under When correcting grammar in Word, select the Show readability statistics check box.

Managing Outbound Control on the U.S. & Mexican Border

The illegal exportation of weapons, ammo, technology and people from the U.S. is discussed in this interview with John Woods, Assistant Director at U.S. Immigration & Customs Enforcement. We also examine the limited controls in place and how it limits effectiveness. He also investigates the infrastructure in place for inbound peoples and goods and how outbound exports are managed without them.

What new technology and surveillance equipment developed for overseas conflict can be used to enforce border security at home? (ex., the automated tracking device initially meant to find roadside bombs), which can now be used to track down illegal border crossers?

We in investigations at Border Security use a tracking device initially meant for roadside bombs to identify illegal border crosses. It’s good for organizations like CBP in identifying and securing the border that way.

We in HSI look at the border a little differently. We look at it as an investigation. We look at the vulnerabilities at the border and establish and identify those transnational criminal organizations that use the border as a way to illicitly move their goods.

That being said, we look at technology such as the control of Big Data and how we can utilize it. Looking at declarations and inventories of things that are believed to be in the country and being able to look for anomalies in that would identify either packages or freight or some sort of trend that would identify illicit movement of goods or strategic technologies, so that we can identify those people and then target them for investigation or for outbound inspection. We look at the equipment or new technology a little differently. We look at more the examining of the Big Data.

Could you provide an example in which this was successful?

Take for example using, combining and putting in data from multiple databases into one analytical support program and then using and dumping algorithms that would look for the anomalies that we would identify for targeting. Another example would be identifying several packages that were being shipped under a false company out of Miami going to South America. We determined that they carried weapons in them and were able to stop the flow of the weapons through this process.

Because with the volume of commerce that goes in and out of the United States, we don’t have the resources to open every container and express package. So you have to be able to find out which ones that you want to target and then target them successfully.

Jumping ahead a little bit, what would be the weakest link currently in outbound control, since that’s your expertise, in the US?

Right now the problem in outbound control is mostly with the people at the land border. We recently went into an agreement with Canada at the land border where we have their entry system as our exit system. So as they identify people and bring them into Canada, we share that data with them so we can identify that the individual has left the United States. Unfortunately, the Mexican border control is not set up in a similar fashion to Canada or ourselves, so it’s not logical that we can use that land border data as an exit system.

So it’s very difficult right now, and the weakest link is probably trying to identify people that leave the United States so we can determine that they’ve left on time, and we’re not looking for people that maybe have overstayed their visa but have left at the land border of Mexico.

Is there a way that you could use the relationship that you have in Canada, in Mexico? Is that something that you’re looking at?

Yeah, unfortunately not because of the way the Mexican immigration is set up. Their checkpoints are further inland than in Canada, so the reliability of the data they collect wouldn’t be good. So they would have to build an infrastructure that would cost them lots and lots of money, to establish the same way we have an infrastructure at its ports of entry.

That being said, we do look at other technologies like license plate readers. The CBP is developing technologies that can be used at both the airport environment and the land border environment to identify people who leave the United States.

Border security, especially in Mexico, is a politically hot-button issue. So how have you been able to navigate the politics of what you do? Or is that not something that you face day-to-day?

Well it’s something that I would face day-to-day, because I’m here in Washington. So I have political ramifications of issues. You know, I have to go before congress and discuss the issues. And you’re right; it is a hot-button issue.

I’ve been in this game for 27 years, and it’s been a very political issue for all 27 years. I came in when they first established the Immigration Reform and Control Act of 1986, and they were going to stop the flow of illegal aliens into the country by getting rid of the magnet, which was employment. We were going to have employers verify people. Has that stopped the flow? No. Have other enactments such as terrorism acts, stopped the flow of aliens? No. Because the magnet is still here, this is still the best country in the world, and a lot of people want to come here and live here and make their lives better.

That being said, we did take an oath to enforce the laws, and one of the laws is that you should not come here illegally. So it’s based on the border patrol and our investigative abilities. That’s where our best bang for our buck is; to go after the smuggling organizations that facilitate the illegal alien entries and stop the flow that way. We use various technologies such as a metal chain-link fence or an electronic fence that has sensors in the ground to identify those illegal crosses and better use our resources to apprehend them and stop them from entering the United States.

So what is the biggest threat to U.S.? Is it economic or loss of intellectual property by the illegal exportation of our technology?

That, to me, is a big threat. I mean, I oversee the export enforcement role here in HSI, and I feel that our strategic technologies either being a.), stolen, or b.), just purchased and illegally exported without license, is a very huge threat to our national security.

We have advanced technologies that make us a great nation, that protect us from our enemies, and by allowing any of those materials to fall into enemy hands defeats our ability to have the upper hand. So we need to protect and ensure that those technologies that are licensable and eligible for export only go to the right hands, which would be our friends and people that we want to trade with. We want to make sure that those items also fall in the right hands and are not used against us. So it is a huge threat.

This article was originally published on