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The Digital Markets Act will have downstream effects on marketers and consumers

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The Digital Markets Act will have downstream effects on marketers and consumers

The Digital Markets Act (DMA), a regulation the content of which was agreed among European Union officials last month, will most obviously impact tech giants — “gatekeepers,” as they are referred to — like Amazon, Apple, Google, Meta and Microsoft. The rules would apply to providers of almost any kind of digital services, but a quantitative test means it applies in practice to to companies with market capitalization of €75 billion or turnover in the European Economic Area equal to or above €7.5 billion.

Downstream effects. That doesn’t mean it won’t have downstream effects on marketers in general. To learn more we spoke with Tara DeZao, product marketing director for adtech and martech at Pegasystems. Pega, a long-established customer engagement software provider, offered significant thought leadership in the run-up to GDPR. DeZao sees the DMA as just one of a number of challenges coming down the road.

“It really impacts upfront the big five tech players,” she said. “It will have downstream effects on smaller publishers and any organizations that are reaching their consumers through these platforms.” While just about every brand needed to focus on GDPR compliance, many will now be thinking that this new legislation is something that doesn’t affect them. That’s not necessarily the case.

A brand media manager may want to reach an audience on Facebook, Instagram and WhatsApp. “Now Meta will need to get consent from users to move data between the applications. That alone is going to be challenging,” said DeZao.

Unforeseen impacts. “One of the things I think is overlooked is that this is going to create effects we’re not aware of yet. With GDPR, instead of cleaning up their act and remedying things that are annoying to consumers, publishers decided to put a bunch of cookie walls up. Now you go on the internet and you have to click ‘accept’ a million times.” DeZao predicts similar annoyances for consumers coming out of the new legislation.

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Penalties under the Act are likely to be severe — between 10% and 20% of annual global turnover. “GDPR’s were high too,” DeZao said, “but we’re seeing enforcement issues. Companies are getting tied up for years in the judicial system. So far, large fines have been levied against large organizations, but it’s not being enforced on the scale we originally thought.”

Read next: Europe moves to end dominance of Big Tech

Good for the tech marketplace. On a positive note, the constraints the legislation will place on the big platforms expanding through acquisitions will “allow more technologies to rise up and be sustainable long-term,” said DeZao. “I think that’s good for everyone. It’s good for competition, it’s good for the consumer, it’s good for the marketplace.”

Of course, there’s not going to be real clarity on the impact of the Act until the European courts start to interpret it. “The DMA has some vagueness in it because the EU is purposely trying to give themselves some wiggle room to enforce it.”

A detailed European Parliament briefing on the proposed legislation can be found here.

Why we care. While many will welcome what will be seen as the EU placing antitrust-style shackles on these dominant platforms, it’s very hard to know what the ultimate outcomes for consumers — and indeed brand marketers — will be. DeZao does not over-state the vagueness of the proposed legislation. Article 6, for example, provides for requirements that will be specified following a dialogue with the gatekeeper companies after the law is passed.

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One unintended outcome might be that the DMA disincentivizes the growth of already large companies — something not necessarily good for their consumers; and while it might encourage independent innovation, there are many startups, of course, that wish and intend to be subject to acquisition.

What doesn’t seem to be in question is that the Act will be passed. Only subsequent to that will we really see what its effects are.


About The Author

Are you using no code tools
Kim Davis is the Editorial Director of MarTech. Born in London, but a New Yorker for over two decades, Kim started covering enterprise software ten years ago. His experience encompasses SaaS for the enterprise, digital- ad data-driven urban planning, and applications of SaaS, digital technology, and data in the marketing space. He first wrote about marketing technology as editor of Haymarket’s The Hub, a dedicated marketing tech website, which subsequently became a channel on the established direct marketing brand DMN. Kim joined DMN proper in 2016, as a senior editor, becoming Executive Editor, then Editor-in-Chief a position he held until January 2020. Prior to working in tech journalism, Kim was Associate Editor at a New York Times hyper-local news site, The Local: East Village, and has previously worked as an editor of an academic publication, and as a music journalist. He has written hundreds of New York restaurant reviews for a personal blog, and has been an occasional guest contributor to Eater.


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The Role of Enterprise Mobility Management in Modern Businesses

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The Role of Enterprise Mobility Management in Modern Businesses

In today’s fast-paced business environment, Enterprise Mobility Management (EMM) has emerged as a critical facilitator for enhancing operational efficiency and competitiveness. EMM solutions streamline workflows, ensuring that enterprises can adapt to the rapidly changing digital landscape. This blog discusses the indispensable role of EMM in modern businesses, focusing on how it revolutionizes workflows and positions businesses for success.

EMM solutions act as the backbone for securely managing mobile devices, applications, and content that facilitate remote work and on-the-go access to company resources. With a robust EMM platform, businesses can ensure data protection and compliance with regulatory requirements, even in highly dynamic environments. This not only minimizes the risk of data breaches but also reinforces the company’s reputation for reliability and security.

Seamless Integration Across Devices

In today’s digital era, seamless integration across devices is not just a luxury; it’s a necessity for maintaining operational fluency within any organization. Our EMM solutions are designed to ensure that employees have secure and efficient access to the necessary resources, irrespective of the device being used. This cross-platform compatibility significantly enhances productivity by allowing for a unified user experience that supports both the agility and dynamism required in modern business operations. Leveraging cutting-edge technology, our solutions provide a cohesive ecosystem where data flows securely and effortlessly across mobile phones, tablets, and laptops, ensuring that your workforce remains connected and productive, regardless of their physical location. The adoption of our EMM solutions speaks volumes about an organization’s commitment to fostering a technologically forward and secure working environment, echoing its dedication to innovation and excellence.

Enhanced Productivity

EMM facilitates the seamless integration of mobile devices into the corporate environment, enabling employees to access corporate resources from anywhere. This flexibility significantly enhances productivity by allowing tasks to be completed outside of traditional office settings.

Unified Endpoint Management

The incorporation of Unified Endpoint Management (UEM) within EMM solutions ensures that both mobile and fixed devices can be managed from a single console, simplifying IT operations and enhancing security.

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Advanced Security Protocols

Where cyber threats loom larger than ever, our EMM solutions incorporate cutting-edge security protocols designed to shield your organization’s data from unauthorized access and breaches. By consistently updating and refining our security measures, we ensure your assets are protected by the most advanced defenses available. This commitment to security not only safeguards your information but also reinforces your company’s reputation as a secure and trustworthy enterprise.

Data Protection

EMM solutions implement robust security measures to protect sensitive corporate data across all mobile devices. This includes encryption, secure VPN connections, and the ability to remotely wipe data from lost or stolen devices, thereby mitigating potential data breaches.

Compliance Management

By enforcing security policies and ensuring compliance with regulatory standards, EMM helps businesses avoid costly fines and reputational damage associated with data breaches.

Driving Operational Efficiency

In the quest to drive operational efficiency, our solutions streamline processes, reduce redundancies, and automate routine tasks. By leveraging cutting-edge technologies, we empower businesses to optimize their workflows, resulting in significant time and cost savings. Our approach not only enhances operational agility but also positions your organization at the forefront of innovation, setting a new standard in your industry.

Automated Workflows

By automating repetitive tasks, EMM reduces manual efforts, increases accuracy, and speeds up business processes. This automation supports operational efficiency and allows employees to focus on more strategic tasks.

Real-time Communication and Collaboration

EMM enhances communication and collaboration among team members by providing tools that facilitate real-time interactions. This immediate exchange of information accelerates decision-making processes and improves project outcomes.

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Testimonials from Industry Leaders

Leaders in various industries have witnessed tangible benefits from implementing EMM solutions, including increased productivity, improved security, and enhanced operational efficiency. Testimonials from these leaders underscore the transformative impact of EMM on their businesses, solidifying its vital role in modern operational strategies.

Our commitment to innovation and excellence propels us to continually refine our EMM solutions, ensuring they remain at the cutting edge of technology. This dedication not only solidifies our standing as industry leaders but also guarantees that our clients receive the most advanced and effective operational tools available, tailored specifically to meet their unique business challenges.

Looking Ahead

The evolution of EMM solutions continues at a rapid pace, with advancements in technology such as Artificial Intelligence (AI), Machine Learning (ML), and the Internet of Things (IoT) further enhancing their capabilities. These developments promise even greater efficiencies, security measures, and competitive advantages for businesses willing to invest in the future of mobility management.

Our proactive approach to integrating emerging technologies with EMM solutions positions our clients at the forefront of their industries. By leveraging our deep technical expertise and industry insights, we empower businesses to not only adapt to but also lead in an increasingly digital world, ensuring they remain competitive and resilient amidst rapid technological shifts.

In conclusion, the role of Enterprise Mobility Management in modern businesses cannot be overstated. Its ability to revolutionize workflows, enhance security, and drive operational efficiency positions it as a foundational element of digital transformation strategies. We invite businesses to explore the potential of EMM solutions and partner with us to achieve unprecedented levels of success and innovation in the digital era. Together, we can redefine the boundaries of what is possible in business operations and set new benchmarks for excellence in the industry.

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Lessons From Air Canada’s Chatbot Fail

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Lessons From Air Canada’s Chatbot Fail

Air Canada tried to throw its chatbot under the AI bus.

It didn’t work.

A Canadian court recently ruled Air Canada must compensate a customer who bought a full-price ticket after receiving inaccurate information from the airline’s chatbot.

Air Canada had argued its chatbot made up the answer, so it shouldn’t be liable. As Pepper Brooks from the movie Dodgeball might say, “That’s a bold strategy, Cotton. Let’s see if it pays off for ’em.” 

But what does that chatbot mistake mean for you as your brands add these conversational tools to their websites? What does it mean for the future of search and the impact on you when consumers use tools like Google’s Gemini and OpenAI’s ChatGPT to research your brand?

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AI disrupts Air Canada

AI seems like the only topic of conversation these days. Clients expect their agencies to use it as long as they accompany that use with a big discount on their services. “It’s so easy,” they say. “You must be so happy.”

Boards at startup companies pressure their management teams about it. “Where are we on an AI strategy,” they ask. “It’s so easy. Everybody is doing it.” Even Hollywood artists are hedging their bets by looking at the newest generative AI developments and saying, “Hmmm … Do we really want to invest more in humans?  

Let’s all take a breath. Humans are not going anywhere. Let me be super clear, “AI is NOT a strategy. It’s an innovation looking for a strategy.” Last week’s Air Canada decision may be the first real-world distinction of that.

The story starts with a man asking Air Canada’s chatbot if he could get a retroactive refund for a bereavement fare as long as he provided the proper paperwork. The chatbot encouraged him to book his flight to his grandmother’s funeral and then request a refund for the difference between the full-price and bereavement fair within 90 days. The passenger did what the chatbot suggested.

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Air Canada refused to give a refund, citing its policy that explicitly states it will not provide refunds for travel after the flight is booked.

When the passenger sued, Air Canada’s refusal to pay got more interesting. It argued it should not be responsible because the chatbot was a “separate legal entity” and, therefore, Air Canada shouldn’t be responsible for its actions.

I remember a similar defense in childhood: “I’m not responsible. My friends made me do it.” To which my mom would respond, “Well, if they told you to jump off a bridge, would you?”

My favorite part of the case was when a member of the tribunal said what my mom would have said, “Air Canada does not explain why it believes …. why its webpage titled ‘bereavement travel’ was inherently more trustworthy than its chatbot.”

The BIG mistake in human thinking about AI

That is the interesting thing as you deal with this AI challenge of the moment. Companies mistake AI as a strategy to deploy rather than an innovation to a strategy that should be deployed. AI is not the answer for your content strategy. AI is simply a way to help an existing strategy be better.

Generative AI is only as good as the content — the data and the training — fed to it.  Generative AI is a fantastic recognizer of patterns and understanding of the probable next word choice. But it’s not doing any critical thinking. It cannot discern what is real and what is fiction.

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Think for a moment about your website as a learning model, a brain of sorts. How well could it accurately answer questions about the current state of your company? Think about all the help documents, manuals, and educational and training content. If you put all of that — and only that — into an artificial brain, only then could you trust the answers.

Your chatbot likely would deliver some great results and some bad answers. Air Canada’s case involved a minuscule challenge. But imagine when it’s not a small mistake. And what about the impact of unintended content? Imagine if the AI tool picked up that stray folder in your customer help repository — the one with all the snarky answers and idiotic responses? Or what if it finds the archive that details everything wrong with your product or safety? AI might not know you don’t want it to use that content.

ChatGPT, Gemini, and others present brand challenges, too

Publicly available generative AI solutions may create the biggest challenges.

I tested the problematic potential. I asked ChatGPT to give me the pricing for two of the best-known CRM systems. (I’ll let you guess which two.) I asked it to compare the pricing and features of the two similar packages and tell me which one might be more appropriate.

First, it told me it couldn’t provide pricing for either of them but included the pricing page for each in a footnote. I pressed the citation and asked it to compare the two named packages. For one of them, it proceeded to give me a price 30% too high, failing to note it was now discounted. And it still couldn’t provide the price for the other, saying the company did not disclose pricing but again footnoted the pricing page where the cost is clearly shown.

In another test, I asked ChatGPT, “What’s so great about the digital asset management (DAM) solution from [name of tech company]?” I know this company doesn’t offer a DAM system, but ChatGPT didn’t.

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It returned with an answer explaining this company’s DAM solution was a wonderful, single source of truth for digital assets and a great system. It didn’t tell me it paraphrased the answer from content on the company’s webpage that highlighted its ability to integrate into a third-party provider’s DAM system.

Now, these differences are small. I get it. I also should be clear that I got good answers for some of my harder questions in my brief testing. But that’s what’s so insidious. If users expected answers that were always a little wrong, they would check their veracity. But when the answers seem right and impressive, even though they are completely wrong or unintentionally accurate, users trust the whole system.

That’s the lesson from Air Canada and the subsequent challenges coming down the road.

AI is a tool, not a strategy

Remember, AI is not your content strategy. You still need to audit it. Just as you’ve done for over 20 years, you must ensure the entirety of your digital properties reflect the current values, integrity, accuracy, and trust you want to instill.

AI will not do this for you. It cannot know the value of those things unless you give it the value of those things. Think of AI as a way to innovate your human-centered content strategy. It can express your human story in different and possibly faster ways to all your stakeholders.

But only you can know if it’s your story. You have to create it, value it, and manage it, and then perhaps AI can help you tell it well. 

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Cover image by Joseph Kalinowski/Content Marketing Institute

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Only 6% of global marketers apply customer insights to product and brand

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Only 6% of global marketers apply customer insights to product and brand

While many brands talk about focusing on the customer, few do it. Less than a quarter (24%) of global brands are mapping customer behavior and sentiment, according to Braze’s 2024 Customer Engagement Review. What’s worse, only 6% apply customer insights to their product and brand approach.

“At the end of the day, a lot of companies operate based on their structure and not how the consumer interacts with them,” Mariam Asmar, VP of strategic consulting, told MarTech. “And while some companies have done a great job of reorienting that, with roles like the chief customer officer, there are many more that still don’t. Cross-channel doesn’t exist because there are still all these silos. But the customer doesn’t care about your silos. The customer doesn’t see silos. They see a brand.”

Half of all marketers report either depending on multiple, siloed point solutions to cobble together a multi-channel experience manually (33%); or primarily relying on single-channel solutions (17%).  Only 30% have access to a single customer engagement platform capable of creating personalized, seamless experiences across channels. This is a huge problem when it comes to cross-channel, personalization.

The persistence of silos

The persistence of data silos despite decades of explanation about the problems they cause, surprised Asmar the most.

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Screenshot 2024 02 27 140015
Source: Braze 2024 Global Customer Engagement Review

“Why are we still talking about this?” she said to MarTech. “One of the themes I see in the report is we’re still getting caught up on some of the same stumbling blocks as before.”

She said silos are indicative of teams working on different goals and “the only way that gets unsolved is if a leader comes in and aligns people towards some of those goals.”

These silos also hinder the use of AI, something 99% of respondents said they were already doing. The top uses of AI by marketers are:

  • Generating creative ideas (48%).
  • Automating repetitive tasks (47%).
  • Optimizing strategies in real-time (47%).
  • Enhancing data analysis (47%).
  • Powering predictive analytics (45%).
  • Personalizing campaigns (44%). 

Despite the high usage numbers, less than half of marketers have any interest in exploring AI’s potential to enhance customer engagement. Asmar believes there are two main reasons for this. First is that many people like the systems they know and understand. The other reason is a lack of training on the part of companies.

Dig deeper: 5 ways CRMs are leveraging AI to automate marketing today

“I think about when I was in advertising and everybody switched to social media,” she told MarTech. “Companies acted like ‘Well, all the marketers will just figure out social media.’ You can’t do that because whenever you’re teaching somebody how to do something new there’s always a level of training them up, even though they’re apps that we use every day, as people using them as a business and how they apply, how we get impact from them.”

The good news is that brands are setting the stage for the data agility they need.

  • 50% export performance feedback to business intelligence platforms to generate advanced analytics.
  • 48% sync performance with insights generated by other platforms in the business.

Also worth noting: Marketers say these are the four main obstacles to creativity and strategy:  

  • Emphasis on KPIs inherently inhibits a focus on creativity (42%).
  • Too much time spent on business-as-usual execution and tasks (42%).
  • Lack of technology to execute creative ideas, (41%).
  • Hard to demonstrate ROI impact of creativity (40%).
Screenshot 2024 02 27 135952Screenshot 2024 02 27 135952

Methodology

The 2024 Global Customer Engagement Review (registration required) is based on insights from 1,900 VP+ marketing decision-makers across 14 countries in three global regions: The Americas (Brazil, Mexico, and the US), APAC (Australia, Indonesia, Japan, New Zealand, Singapore, and South Korea), and EMEA (France, Germany, Spain, the UAE, and the UK).

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