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How Mobile Wallets Can Drive Loyalty Via Payments
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Census 2021: Inside the First Release of Data on Population PM 4 0 0 5 0 8 0 3
THE AUTHORITY FOR THE DATA-DRIVEN BUSINESS
The Challenges of Data-Driven Gain a fresh perspective on Canada’s distinct communities and markets
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VOL. 35 • NO. 2 • FEBRUARY 2022
Bad Data Happens. We'll Help You Fix It.
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PRESIDENT Publisher & Editor-in-Chief Steve Lloyd - steve@dmn.ca DESIGN / PRODUCTION Jennifer O’Neill - jennifer@dmn.ca ADVERTISING SALES Steve Lloyd - steve@dmn.ca CONTRIBUTING WRITERS Paula Bernardino Darwin Liu Doug Norris Stephen Relph Vasili Triant Aaron Yeardley
Cyber theft, privacy concerns, growth of payments data, new national census insights... and so much more making the responsibilities of data-driven marketers an ever-increasing high-stakes path but filled with opportunity.
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Vol. 35 | No. 2 | February 2022
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Census 2021: Five-Year Population Growth, Despite the Pandemic
Talking Points
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Congratulations to the 2021 Silver Leaf Award Winners!
LOYALTY PROGRAMS ❯9
How Mobile Wallets Can Drive Loyalty Purchases in 2022
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Is the U.K. model workable here? Digital Campaigns and their Carbon Costs
CUSTOMER SERVICE INSIGHTS ❯ 12
Ideas for Marketers in the Era of Data Privacy FEBRUARY 2022
ENVIRONMENT
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Three Resolutions to Elevate CX Performance in 2022
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New survey from Microsoft Canada reveals a gap between what business’ leaders say is good for business and their actions. Almost two-thirds (61 percent) of Canadian business leaders agree that data — and knowing how to draw actionable insights from that data — are key to business success in today’s economy. However, only about one-third (34 percent) say their business has a comprehensive data strategy in place and even fewer (31 percent) feel their organization is a data-led business. These are some of the key findings in a new survey from Microsoft Canada, exploring whether business leaders are effectively leveraging data to drive growth and innovation, stay competitive and improve the customer experience. Microsoft surveyed 658 business decisionmakers from Canadian organizations, including public sector, private sector and non-profits and ranging from micro (fewer ❱ DMN.CA
than 10 employees) to large enterprises (500+ employees). The survey revealed that there is a significant delta between what business leaders say they need for success and what they're doing to achieve it. For instance, while 71 percent of those surveyed say their company is either on par within the industry or a leader in its level of digital sophistication, only 4 out of 10 say their organization currently uses the cloud. This despite a nearconsensus across global consulting firms which agree the cloud is critical to meet the demands of a modern business. In fact, in a recent study, Deloitte found that cloud adoption is a competitive necessity in today’s economy. Along with low cloud adoption, only a few respondents (34 percent) from Microsoft’s research indicate that making better use of the data they have will be a priority for their organization in the coming year. “Data has become the most valuable currency for organizations in a digital, cloudfirst world,” said Kevin Peesker, president of Microsoft Canada. “Regardless of the size or type of organization, leveraging AI, data and analytics is crucial for Canadian organizations to foster innovation, deliver on evolving customer demands and ultimately stay competitive in the global economy as we continue to recover from the pandemic.” While nearly half (46 percent) of survey respondents say their organization aims to become more data-savvy, only 34 percent currently use data analytics tools or services. Further, of those not using data analytics tools or services, fewer than a fifth (18 percent) have any plans to adopt such tools in 2022. “What the findings reveal when it comes to how most business leaders prioritize data as part of their digital strategy is alarming,” says Peesker. “Many organizations invested in technology such as the cloud and AI to manage disruption in response to the pandemic. Time to impact, innovation and secure scalability has been proven. Now, it’s critical for these organizations to optimize their investments to enable real digital transformation. That includes deriving the right insights from the wealth of data available to them so they can compete in their industry and on a global scale.” Last March, Microsoft announced the creation of the Data Innovation Centre of Excellence (DICE) as part of its new Toronto headquarters opening this year. DICE, Microsoft’s first dedicated data and innovation centre of its kind, will help Canadian private, public and non-profit organizations harness the power of data and cloud technology to accelerate their digital transformation and co-innovate on cuttingedge solutions. To better serve the unique needs of customers and partners within the public sector, Microsoft has established the
Microsoft Government Innovation Centre located in Ottawa. “Organizations that are using their own data to implement solutions tailored to their specific needs, may not only bolster business resilience but also improve operations and become more responsive to evolving citizen and customer demands,” said Peesker. “With DICE, we’re empowering organizations to take advantage of the data they create to develop comprehensive strategies that solve some of their most pressing business challenges and accelerate growth.” These results are drawn from a survey conducted by Fuse Insights on behalf of Microsoft Canada. A total of 658 business decision-makers from across Canada, representing a range of company sizes and industries were surveyed online in English and French in December 2021. ■■■■■■■■■■■■■■■■■■
An $80 million investment from Innovation, Science and Economic Development Canada will see 29 organizations give 3 million training opportunities to help youth gain coding and digital skills. Canada needs a workforce that is strong in science, technology, engineering and math (STEM) and capable of taking on challenges to compete in the digital economy. To make sure the next generation of young Canadians can thrive in that digital reality, the Government of Canada is supporting millions of students in improving their digital skills. François-Philippe Champagne, Minister of Innovation, Science and Industry, announced the 29 organizations across the country that are receiving $80 million in funding in the third phase of the CanCode program. This investment will enable these organizations to offer 3 million training opportunities for students, from kindergarten to Grade 12, to learn digital skills, like coding, data analytics and digital content development. Since 2017, CanCode has helped provide over 4.5 million coding and digital skills training opportunities to students and over 220,000 to teachers. This means 7.5 million training opportunities will help millions of young Canadians be better prepared for the jobs of tomorrow. CanCode also helps Canadian teachers acquire the know-how to incorporate new digital skills and technologies into their classrooms. As well, the program has a focus on encouraging under-represented groups, like Indigenous youth, Black youth and girls, to pursue careers in STEM. CanCode also aligns with Canada‘s Digital Charter, a principles-based approach to building trust in the digital world. The first principle of the Charter is focused on ensuring FEBRUARY 2022
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FEBRUARY 2022
FIRST Robotics Canada; Grandir Sans Frontières; Hackergal; Information and Communications Technology Council; Institute for Ocean Research; Kids Code Jeunesse; LAUNCH Waterloo; Let's Talk Science; MindFuel Foundation; Neil Squire Society; Pinnguaq; Saskatchewan Science Centre Inc.; Saskatoon Industry Education Council Inc.; Science East; Science North; Science World BC (ASTC Science World Society); Taking IT Global Youth Association; The Learning Partnership; University of Winnipeg Foundation; Youth Fusion; Associated links; CanCode; Innovation and Skills Plan. ■■■■■■■■■■■■■■■■■■
Data platform modernization delivering richer insights and powering dynamic digital experiences for TD customers. TD strategic acceleration of the bank’s move to establish an enterprise level data estate on Microsoft Azure. This initiative, that now includes a multi-year agreement with Databricks, will further enhance analytical capabilities to help power new customer experiences and enable employees to collaborate with more agility across the Bank. The new agreement between TD and Databricks will help TD unlock data at scale and achieve broader benefits with the move to Azure by leveraging Delta Lake for access to high-quality, governed, and secure data across the enterprise. “At TD, our data and analytics capabilities are central to innovating for our customers in new and meaningful ways,” said Jeff Martin, SVP Corporate Platforms, TD Bank Group. “By consolidating our data onto the Microsoft Azure cloud platform and leveraging Databricks, we are further enhancing and evolving the customer experience and supporting new product development.” Azure Data Services is a cornerstone of the Bank’s cloud strategy, providing TD data scientists, technologists, and its data analyst community with the tools needed for more efficient and secure access to data, as well
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that all Canadians have equal opportunity to participate in the digital world and the necessary tools to do so, including access, connectivity, literacy and skills. “To drive our economic success for years to come, we must support young Canadians in the digital world,” said Champagne. “By investing in resources that teach students things like coding and data analytics, we are helping them gain the skills needed to succeed in the 21st century economy. These are the skills that will help them transition from the classroom to research labs, shop floors and boardrooms.” As announced in Budget 2021, the Government of Canada is investing $80 million in CanCode. This investment is in addition to the $60 million from Budget 2019 and $50 million from Budget 2017. In its first and second phases, CanCode helped provide over 4.5 million coding and digital skills training opportunities to millions of Canadian students and 220,000 to teachers. This third phase seeks to provide an additional 3 million training opportunities to students and 120,000 to teachers, with a focus on youth from under-represented groups. CanCode has a student stream and a teacher stream. CanCode funding recipients deliver digital skills learning opportunities for students from kindergarten to Grade 12 and/or training programs and workshops for teachers. CanCode is designed to complement educational curricula, promote awareness of coding, spark interest in coding and encourage digital skills more broadly. The long-term goal is to make Canada a leading innovation economy with a diverse and inclusive workforce. In 2019, 27 projects from across Canada received funding from the CanCode program. The organizations receiving funding this year are: Actua; Black Boys Code; BGC Canada (Boys and Girls Clubs of Canada); Brilliant Labs; Canada Learning Code; COlab – Innovation sociale et culture numérique; Cybera; Edmonton Space & Science Foundation; Elephant Thoughts Educational Outreach;
as advanced analytics capabilities including Azure Synapse and Azure AI, including Azure Machine Learning. “Banking is one of the most data-intense industries in the world. Using Azure as its primary cloud platform across all lines of business including their data estate, TD will be able to derive critical and real-time business decisions and unlock new transformative customer insights to build the bank of the future,” said Kevin Peesker, President of Microsoft Canada. This expansion builds on a longstanding strategic relationship between TD and Microsoft that started with the adoption of Azure as the Bank’s cloud foundation to accelerate and fuel new and innovative banking experiences. The use of Databricks on Azure will facilitate the democratization of data and will create opportunities for TD colleagues to work with industry-leading tools and meaningfully contribute to the Bank’s customer-centric innovation strategy. “At Databricks, we believe ensuring data integrity and enhancing collaboration across a bank are key competitive differentiators,” said Junta Nakai, RVP, Global Financial Services. “TD is a global leader in implementing a next-generation data architecture and we’re thrilled to be a part of their innovation journey.”
Hybrid work is making businesses more vulnerable than ever to cyberattacks says findings from NOVIPRO/Leger Survey – Portrait of Business IT in Canada (6th Edition). Canadian IT company, NOVIPRO, unveiled its sixth annual IT Portrait of Canadian Businesses in collaboration with Leger, which revealed the deep vulnerability of Canadian companies to computer attacks. The study reveals that more than half (56 percent) of DMN.CA ❰
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organizations targeted by malware have paid the amounts requested by cybercriminals. Of these, one of three companies (33 percent) retained the services of a negotiator, while 23 percent proceeded without the help of an intermediary. And why wouldn’t they pay? Data is a valuable commodity. Sixty percent of companies have sensitive customer data (e.g. confidential information, credit card numbers, social insurance numbers, etc.) and nearly one third (28 percent) value their information assets (data, people, processes, recipes, etc.) at more than $1 million. “As an entrepreneur, I am very concerned that so many organizations are paying a ransom,” says Yves Paquette, co-founder and CEO of NOVIPRO. “Companies need to be proactive in preventing cyberattacks, otherwise the impact will be devastating to them and their customers. If organizations invested even a fraction of the potential cost of an attack, they could easily put systems in place to guard against such fraud. In the physical world, you’d employ a detachment of guards to protect something with a sevenfigure value, however, there still seems to be a disconnect when the 'something' is digital.” Hybrid work breeds concerns about cyberattacks Our time in the pandemic has revived security concerns. Nearly half (43 percent) of respondents are more concerned about a breach since the introduction of hybrid work, prompting most organizations (76 percent) to take the time to review their security practices, whether it’s providing training to employees (32 percent), developing a telecommuting policy (31 percent) or investing in software (29 percent), to name a few. Reflecting the feedback from 2020, companies that are victims of cyberattacks once again admit that their employees are the largest source of cyber threats (53 percent). Of these, 31 percent are motivated by malicious intent and 22 percent unintentionally trigger an attack by clicking, for example, on a fraudulent link. Despite this, the percentage ❱ DMN.CA
of organizations that have trained their teams have continued to steadily decrease for the past three years. Only 40 percent of respondents plan to offer training to their teams on this topic next year. “The pandemic has forced companies to focus their energies on operational emergencies,” explains Dominique Derrier, Chief Information Security Officer of NOVIPRO. “We see that in 2021 they are more aware of computer threats, but are slow to take significant action. It is imperative that organizations apply the latest infrastructure and engage the right experts to ensure their IT security. Not only are their operations at stake, but their reputations as well.” Additional findings included: Work-from-home means cloud computing is here to stay While the fifth edition of this study found a marked acceleration in cloud adoption by Canadian businesses due to COVID-19, the 2021 data shows that the trend continues. No doubt a sign that telecommuting or telework is becoming permanent, a third of respondents (33 percent) cite it as one of the reasons IT professionals encourage or would encourage companies to opt for cloud computing. Attraction and retention are the challenges of the day Not surprisingly, the difficulty of attracting qualified resources (43 percent) and the retention of key personnel (39 percent) are the major challenges for human resources in the IT field. The pandemic has exacerbated these issues as more than a third of organizations have struggled to attract skilled talent (45 percent), retain key resources (36 percent) or engage and motivate teams (31 percent).When the pandemic struck in 2020, more than half of companies wanted their employees to work from home for more than three days per week. One quarter of respondents also intended to allow fulltime remote work. Practices have continued to evolve in this area, with 52 percent of companies having reduced the number of days employees are authorized to work from home in 2021. AI investment is down More cautious since the pandemic, companies are forecasting less technology investment in the next two years (80 percent) compared to 2020 (88 percent); Ontario companies (85 percent) are planning to invest the most in the next two years. For the second year in a row, investment plans in advanced data analytics and artificial intelligence are declining, falling to 18 percent, from 29 percent in 2020. If Quebec was among the leaders in this sector before the pandemic, it is now the Canadian province with the
least focus on AI, while British Columbia (24 percent) is in first place for the first time in six years. Renewed trust in IT teams The survey shows that 40 percent of companies have more confidence in their IT team when it comes to security in the wake of COVID-19. Provincial Variations While Canadian businesses from coast-tocoast have concerns about ongoing issues with cyberattacks, there are also some interesting regional highlights and differences on the topic: Quebec (70 percent) companies were less likely to review security practices due to the pandemic compared to Ontario and British Columbia organizations (82 percent respectively) in 2021. Over half of Ontario businesses (56 percent) are more afraid of a cyberattack since the implementation of hybrid work, compared to Quebec (32 percent) who are less concerned. 25 percent of respondents say they have already been victims of a computer threat, similar to the previous year. Quebec (24 percent) was the most affected province in 2020, however Ontario (29 percent) has overtaken this spot in 2021. Only 12 percent of Canadian companies view their IT as a necessary evil, with Ontario businesses having the highest proportion at 17 percent. The entire study is available for download from NOVIPRO at http://it-trends.ca/ About the NOVIPRO/Leger 2022 Survey The data for the sixth edition of the PORTRAIT of IT in Medium and Large Canadian Companies NOVIPRO/Leger comes from a web survey conducted between October 1 and 25, 2021, among 491 respondents, including 288 IT decision-makers, 97 decisionmakers who do not work in IT, 81 decisionmakers who are neither directors nor IT and 25 NOVIPRO clients. The Portrait surveys Canadian businesses on their IT priorities and challenges. Over the years, the study has highlighted trends in the deployment of artificial intelligence projects, cybersecurity solutions, cloud implementation and IT investment.
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IABC CANADA IABC Marketing News About IABC Canada IABC Canada represents more than 3,100 members served by 14 chapters divided into two regions. The Canada Western Region serves members in Manitoba, Saskatchewan, Alberta and British Columbia. The Canada Eastern Region serves members in Ontario, Quebec, New Brunswick, Nova Scotia, Prince Edward Island and Newfoundland and Labrador. Through co-operation between the two regions, IABC Canada offers national programs targeted to communication professionals, including the Silver Leaf Awards, the Master Communicator Award, and Canadian conferences and speakers tours.
Congratulations to the
2021 Silver Leaf Award Winners! BY PAULA BERNARDINO
W
e are proud to celebrate the 2021 Silver Leaf Award winners, recognizing outstanding professional communications. Of the 157 entries submitted, 57 are being honoured with a Silver Leaf Award this year – 26 with an Award of Excellence and 31 with an Award of Merit. Winners span over twenty categories, including brand communications, internal communications, government relations, special events, and two new categories: diversity and inclusion, and COVID-19 response & recovery management and communication. IABC Canada represents more than 3,100 members served by 14 chapters divided into two regions. The
Category 2: Internal Communication Measurement Awards of Excellence 2020 Renaissance Magazine Readership Study RTOERO – Sylvia Link MC APR, ABC, Stefanie Martin CMP, Kayla McKenzie, Danielle Norris; Research and Evaluation Consulting, Inc. – Sidiq Ali RTOERO, Toronto, ON Chapter : Toronto
PAULA BERNARDINO, Chair, IABC Canada East Region Board
Category 13: Government Relations Awards of Excellence Campaign for Local Journalism Mirko Petricevic, Chuck Howitt, Carolyn McCleod-McCarthy and others ink-stainedwretches.org, Waterloo, ON
Canada Western Region serves members in Manitoba, Saskatchewan, Alberta and British Columbia. The Canada Eastern Region serves members in Ontario, Quebec, New Brunswick, Nova Scotia, Prince Edward Island and Newfoundland and Labrador. Through co-operation between the two regions, IABC Canada offers national programs targeted to communication professionals, including the Silver Leaf Awards, the Master Communicator Award, and Canadian conferences and speakers tours. Here are the Awards of Excellence Winners. Please check our website for a full list of categories and awards of merit winners.
Argyle & OAO, Toronto, ON Chapter: Toronto The Museum of Outdated Technology Tracey Bochner of Canada
Insurance Bureau
Save Eye Care Kim Blanchette, Daniel Tisch, Roanne Argyle, Kyla Best, Patrick Thoburn, Whitney Siemens, Brendan Crosby, Terri McBay, Louis Payette, Amy Gingerich, Justin Brown, Doug Derabbie, Dr. Sheldon Salaba, Brittany Bow, Emily Wright
Engaging Young Adults as Volunteer Health Influencers to Improve Uptake of COVID-19 Safety Larisa Saunders
Chapter: Toronto
Fraser Health, Surrey, BC
Category 17: Advertising Campaigns
Chapter: BC
Awards of Excellence Alectra Utilities 2020 Paperless Ebilling Campaign Blair Peberdy, Chris Wray, John Friesen, Lori Gariepy, Lee Dapp, Daloris Grohman, Amber Azarcon, Rachel Bertone Alectra Utilities Corporation, Toronto, ON
Category 22B: COVID-19 Response & Recovery Management and Communication Awards of Excellence Continuity of Essential Health Services during COVID-19 Pandemic Laura Goncalves, Michele Martin
FEBRUARY 2022
Chapter: London
Paradigm, Toronto, ON
Chapter: Toronto Chapter :Waterloo
London Health Sciences Centre, London, ON
GoodLife @ Home & The GoodLife Standard GoodLife: Dayna Ashame, Lauren Avery, Jacob Dearlove, Holly Dunn, Jonathan Fagg, Eric Flockhart, Richelle Lowry, Krista Maling, Adam Roberts, Skye Nicholson-Smith; Edelman: Nora Hickey, Leilah Ambrose, Sarah Attia, Thomas Blackmore, Riannon John, Victoria Jordan, Billy Korekiyo, James Lachno, Peter McIntyre, Caroline Murphy, Sophie Nadeau, Lindsay Page, Alexis Redmond, Meg Robertson, Josh Sam, Jenn Sintime, Matthew Smith, Tamara Sulliman, Greg Vanier, Maggie Waymark, Carly Wiseman, Jeremy Wittet Edelman Canada & GoodLife, Toronto, ON Chapter: Toronto Mississauga’s COVID-19 Response – Keeping the City Safe DMN.CA ❰
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IABC CANADA with Collaborative, Credible, Consistent, Citizen-Focused Communication
Tamara Sulliman, Scott Tavener, Corina Thibeault, Joanna Wilson – Edelman
Irene McCutcheon
Lung Health Foundation with Edelman, Toronto, ON
Category 37: Digital Communication Channels
Category 42: Special Events – Internal
Awards of Excellence
Awards of Excellence
Protect Our Elders
2020 President’s Breakfast
Shani Gwin, Robyn Ferguson, Shawna Kay Thomas, Rolando Inzunza, Jill McKenzie, Cole Buhler, Stephanie Joe, Desiree Labelle, Fafali Mawutor, Allison Duck Chief, Emma DeCoteau, Melaina Goos, Cameron Bunney
Megan Zinn, Dave Schwartz, Elaine Gamble, Kathy Nahwegahbow, Julia Westelaken, Joanna Dales, Brandy Huxley, Cory Downing
City of Mississauga, Toronto, ON Chapter: Toronto Chapter: Toronto Planet Fitness: United We Move Cole Douglas, Apex Public Relations, Toronto, ON Chapter: Toronto U of T Engineering COVID-19 Response, Recovery & Retention
Category 25: Brand Communication Awards of Excellence Tahltan Central Government Brand Identity – A Beacon to Future Generations
Chapter: London pipikwan pêhtâkwan, Edmonton, AB Chapter: Edmonton
Gordon Infanti & Rod Roodenburg
Fanshawe College, London, ON
Shining a Light on the New Intranet – theBeacon
Coastal Community’s Spark Summit Olivia Lyle
Marit Mitchell, Shilpa Gantotti, Adrian So, Tyler Irving, Fahad Pinto, Roberta Baker, Liz Do, Daria Perevezentsev, Tristan McGuirk
Tahltan Central Government / Roodenberg Design Consultants
University of Toronto, Faculty of Applied Science & Engineering, Engineering Strategic Communications, Toronto, ON
Chapter: BC
Chapter: Toronto
Awards of Excellence
Awards of Excellence
connectFirst Credit Union, Calgary, AB
Category 24: Non-profit Campaigns
Create & Communicate Workshop
CCCA – The Humble Box Series
Chapter: Calgary
Awards of Excellence
Stefanie Martin, Sylvia Link, Danielle Norris, Kayla McKenzie
Category 43: Special Events – External
RTOERO, Burlington, ON
Chris Torbay, TORBAY; Angle Media Group; Digital Media Company; Allen Kirkpatrick, CCCA; Lauren Joakim, Smithcom; Gabrielle Poirier, Smithcom
Chapter: Toronto
CCCA, Toronto, ON
Category 36: Digital Communication Vehicles
Chapter: Toronto
Adele Ward, Teri Buckley Dease Lake, BC connectFirst Credit Union, Calgary, AB
The Kitchen Memories Project Kim Blanchette, Caroline De Silva, Daniel Tisch, Stephanie Lascia, Marlee Socket, Whitney Siemens, Christian Kent Argyle and Lighthouse, Toronto, ON Chapter: Toronto The Toker 2.0 Kaitlyn Allen, Peter Glazier, Rose Phillip, Peter Schreier – Lung Health Foundation. Nora Hickey, Leilah Ambrose, Jason Barg, Nirmala Bahall, Fabricio Bedoya, Cara Collins, Jennifer Cook, Oksana Davydenko, Lisa Flynn, Magdalena Gizicki, Hira Gomes, Dominika Grzesik, Lucy Hopkins, Meriem Idrissi Kaitouni, Leah Jenkins, Traci Klassen, Amanda Lazarovitz, Natalie Legault, Jordan Markowski, Caroline Murphy, Lauren Neate, Alannah Nugent, Mandip Rai, Jessica Schwartz, Ava Shafman, Andrew Simon, Harmeet Singh, ❱ DMN.CA
Category 31: Internal Communication Training
Awards of Excellence Rural Health Beat Jonathan Koch, Lorena Franchuk, Tana Findlay, Bernard C. Anderson, Bobby Jones, Rebekah Seidel, Alicia Fox, RhPAP freelance contributors including Lesley Allan, Britton Ledingham, David Olinger, Meagan Williams Rural Health Professions Action Plan, Edmonton, AB Chapter: Edmonton
Coastal Community Credit Union, Nanaimo, BC Connecting with Our New Brand – connectFirst Brand Launch
Chapter: Calgary Category 38: Audio Visual
Markham Facilities Reopen During COVID-19 Michael Blackburn, Andrea Berry, Cyrus Mavalwala & Ernesta Rossi
Erin Dalton, Teri Buckley
Awards of Excellence Mocktail Week Kim Blanchette, Laura Ellis, Mariah Baldwin, Whitney Siemens, Dani Boily, Dan Tisch, Vini Machado, Christian Kent, Dylan Bekkering, Sean Snowden Argyle & MBLL, Toronto, ON Chapter: Toronto
City of Markham & Advantis Communications, Toronto, ON
Category 47: Writing
Chapter: Toronto
Awards of Excellence
The Not So Distant Future
Building on a Promise – Concert Properties at 40 Years
Moh Elshamy, Matthew Gresiuk, Scott Winder, Jordan Bloemen, Nancy Biamonte, Matthias Smale, Jeff Khounthavong Sticks & Stones
Edmonton, AB
Chapter: Edmonton
Jennifer Wah, John Corry, Brandon Brind Forwards Communication Inc., North Vancouver, BC Chapter: BC FEBRUARY 2022
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LOYALTY PROGRAMS
How Mobile Wallets Can Drive Loyalty Purchases in 2022 BY STEPHEN RELPH
FEBRUARY 2022
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I
f you were to read Canadian news headlines in recent times, you may get the sense the world is crumbling around you; particularly if you work in the retail industry. Based on what the media has been saying, consumer sentiment is worsening, inflation is rising, staff shortages are affecting service, supply chain issues are affecting product availability, and customers are staying home more than ever. But do the headlines match up with the reality of consumer behaviour? To get a clearer picture of actual consumer behaviour today and in the future retailers are increasingly turning to mobile wallets and digging deep into the data they provide to be able to truly understand the market. Canada’s leading mobile wallet, Stocard, uses the data from loyalty card scans of its three million users to help retailers cut through the headlines and empower them with visibility into definitive consumer conduct. Furthermore, mobile wallets can enable marketers to better measure and engage their program members while improving efficiency within their marketing strategy. Here’s a snapshot of some the major Canadian shopping trends in the market today: ❯ Remote work is driving down gas and out-of-home coffee consumption, dropping 15 and 43 percent, respectively. ❯ Canadian shoppers are spending more on specialty beauty items and fashion in general, which have risen 11.2 percent and 82.8 percent, respectively. ❯ Down only 3 percent, the Grocery, Pharmacy and Warehouse Club channel trends will be interesting to watch over the balance of the year with inflation on the rise and restaurants gradually reopening.
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Trips to libraries are up 37 percent. Will Canadian shoppers make trips to multiple stores to save money, or consolidate trips to minimize the risk of COVID-19?
How can loyalty program data help Canadian marketers in 2022? With Canadians clearly still shopping in stores, here’s how mobile wallets can help improve your marketing strategy: 1) Understand your customer’s share of wallet. Every retailer should be focused on their owned and operated properties as they have the potential to provide rich data and a greater understanding of your customer base. The missing piece of the puzzle for many is understanding where else and how frequently your loyalists shop. Partnering with mobile wallet providers on advertising campaigns can unlock a greater understanding of your loyalist’s share of wallet and can help influence where they shop (number of trips) and their basket size. 2) Best-in-class performance marketing with closed-loop capabilities. As we shift to a cookieless world and as Apple and Google tighten location tracking permissions, attributing marketing spend is more challenging than ever before. But with loyalty programs tied to mobile wallets, closing the loop from ad engagement to purchase
(card scans) is easy. What’s more, mobile wallet users are most often active shoppers, so real and measurable incremental results are possible. 3) Optimize your personalization efforts with 100 percent match rates, load to card coupons/offers. Retailers run personalization campaigns because they know they work. According to McKinsey, brands that get realtime personalization right can deliver eight times the ROI of their marketing spend and lift sales by more than 10 percent. Extending reach beyond email or apps can be challenging with email match rates on social networks often limited to only 70 to 80 percent accuracy. Matching to loyalty numbers eliminates this challenge and typically delivers big savings vs social; once again to a perfect context of active shoppers who aren’t distracted by other content. 4) Drive program signups with the perfect audience, without the waste of plastic. We all know plastic is a problem. But how can you drive signups without the plastic card? The best place to drive loyalty signups will always be your stores or online checkouts. The next best place is mobile wallets where users are exclusively thinking about shopping and loyalty programs. Some mobile wallets permit direct integration to your CRM via API, enable cost-effective and scalable member acquisition, and given
they’re already in your CRM, you continue to own the relationship. 5) Expand the reach of your retail media network. Forward-thinking retailers throughout North America & Europe have been launching retail media networks; offering advertising partners closed-loop attribution. While owned and operated properties are a great starting point, extending outside of this area can become an expensive proposition given email match rates and expensive targeting. Leveraging mobile wallet data and the wide range of ad formats offered by mobile wallets enables retailers to reach loyalty members at a fraction of the cost of social networks while retaining the benefit of closing the loop for advertising partners. 6) Be part of the future of payments. Throughout Europe and Asia, we are seeing mobile wallets expand beyond loyalty cards and into facilitating payments. And as Canadians are increasingly shifting to touchless payments via mobile devices, we can expect a convergence of loyalty programs and virtual payments within mobile wallets. As this convergence materializes, mobile wallets will be able to further close the loop beyond loyalty card purchases. STEPHEN RELPH is the Country Manager, Canada, for leading mobile wallet Stocard’s three million users and oversees its brand and retail partnerships. DMN.CA ❰
Ideas for Marketers in the Era of Data Privacy
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INSIGHTS
BY DARWIN LIU
W
ar. Doomsday. Apple vs. Facebook. The bout between the two tech giants has been going on for years with no end in sight. If you’re reading this, you already know what iOS 14.5 is — the people’s champion, the “little guy’s” liberator — the advertising killer. We live in a time where privacy is a luxury and Apple was promising to give it back. No more indiscriminate tracking. No more stalker-ish ads. Your data was yours. The only way companies like Facebook or Google could use your data? You had to willingly grant it. Beginning back this past May, any app that collects end-user data must obtain explicit consent from users. Analytics data suggests that over 96 percent of users chose to opt-out of tracking. If you’re a marketer, you’re understandably worried.
This is having a tremendous effect on our industry — but don’t worry, there are solutions. How data privacy affects marketers 1. Performance In the age of automation, Facebook takes care of bidding for us based on a multitude of signals. More signals and data directly equate to better results. 96 percent of opt-outs mean way less data. As a solution, Facebook now attempts to bridge the gap with modeling. However, it doesn’t take a rocket scientist to figure out that marketing results will take a nosedive due to the loss of direct data. 2. Reporting Facebook is notoriously difficult to report on. The numbers in Facebook rarely align with the numbers in a customer’s content
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management system (CMS), in Google Analytics (GA), or elsewhere. With the update, it’s nearly impossible to match up the numbers and justify investing in Facebook. This, in turn, causes more performance decreases, despite every marketer knowing that Facebook performs due to the platform's ability to highly target a wide array of demographics. We just can’t prove it. 3. Decision-making Decision-making is hurt on both the marketer’s end and the client’s end. For a marketer, we now need to make decisions on partial data. Ever drive on a busy highway with a blindfold? Yeah, me neither, but this is what it feels like. Instead of basing everything we do on the numbers, we’re now making indirect assumptions and hoping for the best. For our clients, it’s like taking a Trust Fall on steroids. Facebook is now showing even lower numbers and the logical choice would be to move budgets elsewhere. Why aren’t they moving their budgets to “better performing” channels? Because marketers are saying, “trust me.” Solutions 1. Server-Side Tracking Through Google Tag Manager (GTM) Client-side tracking (via browser/ app) is the standard way most marketers track users. The way a user gets “tracked” is by a cookie placed in the browser, app, etc. On the other hand, server-side is hosted on your own servers and has nothing to do with the outside world. The downside is that it requires a dedicated web developer with extensive knowledge in both development and marketing. Simply reading Google’s article isn’t enough. The possibilities and upsides are endless. This means more, complete data for all marketing channels (FB, paid search, email, etc.). More complete data means better machine learning, better decision-making by the marketing team, and greater ROAS.
Instead of the browser, the GTM is hosted on your own servers and you have full control over the data. You can validate the traffic and if done correctly, can truly understand where/how/ what is converting. Marketing performance will improve, you can report better and on top of that, both you and your clients can make better decisions. 2. API To Offline Conversions Tracking Offline conversions allow you to upload your own sales data into the majority of engines. If Facebook can’t attribute a transaction to a purchase, your offline conversions might bridge the gap. For example, if Mike didn’t want to be tracked, clicked a Facebook ad in the Facebook app, and made a purchase, Facebook wouldn’t be able to attribute that back. However, if you were able to upload Mike’s data after the purchase into Facebook, Facebook can match that back to the Facebook ad. API’s allow us to do this automatically in Google Analytics, Facebook, Google Ads. If we can match CMS sales data within our engines, we can be better marketers. Bottom Line Consumer data privacy is a huge focal point and this isn’t changing anytime soon. IOS 14.5 is just the beginning with chrome already announcing plans to do the same. In an industry where data and privacy are kings, the marketers who can adapt will thrive, while the rest will fall by the wayside. The good news is that marketers do have options. Smart marketers will keep up with the times and figure out the latest ways to get accurate data (conversions API and server-side tracking). If we adjust our lens when viewing performance, reporting, and decision-making challenges, we can continue to get in front of the right customers and grow our brands. DARWIN LIU is the founder and CEO of X Agency, an integrated digital marketing agency. FEBRUARY 2022
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ANALYTICS
Census 2021:
Five-Year Population Growth, Despite the Pandemic BY DOUG NORRIS, PHD
D
oug Norris explores the first wave of data released from the 2021 Census showing Canada remains the fastest-growing population amongst G-7 nations This morning, Statistics Canada released the first data from the 2021 Census, covering the total population and dwelling counts for all geographic areas of the country. The results show that Canada had a population of 36,991,981 in 2021, up 1.8 million from 2016. This represents a growth of 5.2 percent, compared to a 5.7 percent growth rate of the preceding census period (2011-2016). The drop in national growth was a result of very low growth during the pandemic, which accounted for 14 months of the five-year period. Overall, about eighty percent of Canada’s total growth can be attributed to immigration, and during the pre-pandemic period, 2016-2020 period immigration was particularly high for international students and temporary workers. The country continues to boast the fastest-growing population amongst G-7 nations much above the United Kingdom (2.9 percent) and the United States (2.6 percent). Increased growth in the maritime provinces The provincial pattern of growth differed from the previous census period due to increased immigration levels and shifts in interprovincial migration due to the collapse of the resource sector. In Alberta, Saskatchewan, Manitoba and Newfoundland and Labrador, population growth was down. On the other hand, the three Maritime provinces experienced their highest growth in 40 years due to immigration and gains in interprovincial migration, FEBRUARY 2022
mainly from Ontario. Among the provinces, Prince Edward Island registered the highest growth rate (8 percent), while at the other extreme, Newfoundland and Labrador experienced a small loss of population. Bar chart showing Canadian population growth rate in each province from 2011-2016 vs. 2016-2021 Pictured above: Population growth rates by province/territory for the latest census period (2016-2021). New census metropolitan areas in British Columbia were among fastest growing metropolitan areas There were six new census metropolitan areas (100,000 and over) for the most recent census period — Red Deer in Alberta, Kamloops, Nanaimo, and Chilliwack in British Columbia, Fredericton in New Brunswick and Drummondville in Quebec, bringing the total number to 41. The four fastest-growing CMAs were in British Columbia-Kelowna (14 percent), Chilliwack (12.1 percent), Nanaimo (10 percent) and Kamloops (10 percent) followed by London (10 percent),
Kitchener-Cambridge-Waterloo (9.9 percent), Oshawa (9.3 percent), and Halifax (9.1 percent). The largest CMAs grew at more moderate rates: Vancouver (7.3 percent), Toronto (4.6 percent) and Montreal (4.6 percent). Although these areas continued to attract a high number of immigrants, they actually experienced a net outflow of population to other parts of the province. It is likely much of this outflow stems from retirees moving out to smaller towns and rural settings as well as young families moving further away from the big cities in search of more affordable housing. Areas outside Canada’s largest cities see doubledigit percentage increases in population counts Among the smaller urban areas (CAs) with populations between 10,000 and 100,000, the fastestgrowing were in what might be termed as resort communities and many were located within 150 km of the largest CMAs. This likely is, in part, a result of retirees moving out of the largest urban areas. The fastest-growing areas are Squamish (21.8 percent), Wasaga Beach (20.3 percent), Tillsonburg
(17.3 percent), Canmore (14.3 percent) and Collingwood (13.8 percent). At the opposite end, 26 of the country’s 111 CAs experienced population declines. Like previous census periods, Toronto, Montreal and Vancouver’s metropolitan areas experienced higher growth in their distant suburban areas, more than 30 minutes from downtown. The downtown areas of Montreal (24.2 percent), Calgary (21 percent) and Toronto (16.1 percent) grew rapidly while the downtown area of Vancouver experienced much more modest growth (7.4 percent). Slow growth for rural Canada but also many declining areas In 2021, the Census counted 6.6 million Canadians living in rural areas, an increase of only 0.4 percent from 2016. The share of Canadians living in rural areas continued to decline from 18.7 percent in 2016 to 17.8 percent in 2021. However, there were pockets of growth in rural areas, in particular areas just beyond the fringe of large metropolitan areas as well as some recreational areas such as Whistler (19 percent). Although many parts of urban Canada experienced population DMN.CA ❰
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ANALYTICS growth, some areas of rural and small-town Canada experienced population declines. Of the 293 Census Divisions (counties in some provinces), 83 experienced population declines and close to 40 of these have been in decline for 20 or more years. Possible implications of the pandemic on population counts There is no direct evidence of the impact of the pandemic on population numbers. However, it is possible the pandemic resulted in some of the growth in small-town and rural areas as a result of people moving out of the big cities. Also, it is well known that some students returned home to live with parents during the pandemic, some Canadians with cottages in more rural areas may have stayed there for extended periods and others may have temporarily moved to live with relatives. These movements may have resulted in confusion about where to report their residence at Census time, or in some cases, they may have been missed or double-counted. Other areas where there may have been an increased undercount are in the North and perhaps the core areas of big cities. In previous censuses, such populations were enumerated in person with canvassers going door to door. The extent of any undercount will not be known until the results of the coverage survey are completed and made available, likely in 2024. Although the pandemic may have had a minor impact on the population counts, overall, early indications are that Statistics Canada conducted a high-quality Census despite having to make many changes due to the pandemic. Understanding growth patterns is vital to realizing new markets In general, the good news is that the size of the national consumer base continues to expand. In fact, it seems likely that the national growth rate will further increase in the next few years because of higher immigration targets for the country. However, growth patterns across Canada’s regions are continuing to change. The large ❱ DMN.CA
urban markets will continue to grow as immigration is heavily concentrated in these areas. While the extent of growth in Alberta will clearly depend on the oil and gas industry, the young Alberta population provides built-in momentum for growth, and immigrants continue to be attracted to the province. The Maritime provinces have shown a pick-up in growth and these provinces will look to continue attracting and retaining new immigrants. However, while marketers will have opportunities to create fresh relationships with new Canadians, they will need to recognize the changing ethnic mix of their consumers and perhaps develop new marketing strategies recognizing the changing diversity. The movement of families and retirees away from large cities is likely to continue. At the same time, there is the possibility of more Canadians who can work — at least part-time — from home resulting in increased migration to smaller urban and rural areas. More retirees and workers in these suburban and exurban areas suggest opportunities for businesses to expand. As more residents are drawn to downtown areas within the large urban markets, tech-enabled solutions such as online grocery services and transportation alternatives like Uber, car-sharing and bicycle-sharing will likely become more popular. Although most markets will continue to experience growth, an increasing part of rural and small urban Canada will need to plan for population declines and an aging population. Businesses will need to adjust their product offerings, and governments may face challenges in maintaining emergency services, health care and social services like libraries and schools. Can technology address these challenges through online doctor visits, streaming story time presentations at libraries, and blended classroom and online education at the grade school level? This initial wave of census data raises intriguing questions, as will the upcoming releases, no doubt. DOUG NORRIS, PhD, is Senior Vice President and Chief Demographer at Environics Analytics. www.environicsanalytics.com
2021 Census Release Schedule
These 2021 Census products provide statistical information about the population, age, sex at birth and gender, type of dwelling, families, households and marital status, Canadian military experience, income, language, Indigenous peoples, housing, immigration, place of birth and citizenship, ethnocultural and religious diversity, mobility and migration, education, labour, and commuting as measured in the Census Program.
February 9, 2022 ❯
Canada’s growing population and where they are living
April 27, 2022 ❯
Canada’s shifting demographic profile
July 13, 2022 ❯ ❯ ❯
Portrait of Canada’s families and households Canadian Military Experience Income profile of Canadians
August 17, 2022 ❯
Linguistic diversity and use of English and French in Canada
September 21, 2022 ❯ ❯
First Nations people, Métis and Inuit in Canada Canada's housing portrait
October 26, 2022 ❯ ❯
❯
Portrait of citizenship and immigration in Canada Ethnocultural and religious composition of the population Mobility and migration
November 30, 2022 ❯ ❯
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Education in Canada The changing dynamics of the Canadian labour force and how people get to work Instruction in the official minority language
Additional releases ❯
Following the completion of the seven major releases, there will be further releases (dates to be determined). These releases will highlight additional themes and key findings in the data, and will offer more data tables, updates to data products, and analysis for selected data.
Continuing to add value
As they move through the dissemination of data from the 2021 Census of Population, Statistics Canada will continually add new features that will benefit data users and their experience in working with the data. The 2016 Census product line saw web data services added to popular products, the Census Profile. In addition to that, StatsCan also added rates and charts features to the Profile, adding to the user experience. For products in the 2021 Census of Population line-up, they’ll be including more value-added features and tools for users to benefit from when accessing the new data products. FEBRUARY 2022
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ISTOCK/ IPOPBA
ENVIRONMENT
Is the U.K. model workable here?
Digital Campaigns and their Carbon Costs BY AARON YEARDLEY
I
t is now essential for companies to quantify, understand, and reduce their carbon footprint. Yet, most companies only consider embodied carbon in their products and operational carbon from manufacturing and office emissions. But now, the paradigm is beginning to shift so that a digital carbon footprint is also required. The UK’s advertising industry has activated the AD Net Zero Action Plan in a bid to reduce carbon emissions from digital FEBRUARY 2022
advertising to net zero by 2030. The five-step action plan includes a “simple” list of actions that each business should follow to become real net zero. However, Action 3 is far from simple. With the aim to reduce the carbon emissions from digital advertising, Action 3 aims to curb the emissions sourced from media planning and buying. This should enable businesses to make more informed decisions when choosing media agencies. But the caveat; Action 3 is totally reliant on a tool for the future called
DIMPACT, which is currently in its prototype stage. DIMPACT has begun making huge strides by enabling participating media companies the ability to calculate the greenhouse gas emissions associated with serving media content, including that from the ad delivery value chain. However, for players in the media and advertising industries, quantifying carbon emissions any later than now is too late. Together, we all need to take an active role in enabling carbon
reductions. We simply cannot wait for tools to do the job for us. Calculating the environmental impact of digital advertising is no simple task. The various routes through the programmatic supply chain complicate calculations but the inherent inefficiency of digital advertising causes all routes to be environmentally damaging. Here, we will depict the methodology involved in calculating the greenhouse gas emissions from one route through the programmatic supply chain. We aim to show that whilst the DMN.CA ❰
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ENVIRONMENT
Ad Emmissions (tCO2e) = Elec Conv Rate
nature of digital advertising is complicated, the carbon calculations are possible. The case study reported here considers header bidding services through the private marketplace. This is a popular route as it is where advertising is bought and sold automatically between exclusive users. This automation of ad buying and selling enables targeted advertising through data transmission, storage, replication, and processing. However, the sophisticated ecosystem uses powerful artificial intelligence algorithms to evaluate users based on their behaviour, demographic data, cookie data and other criteria to ensure each ad is shown to a targeted audience. Thus, digital advertising uses a lot of power due to the amount of data being collected from users visiting digital platforms, the transmission of such data, and
kWh GB
third-party replication of data. A typical scenario includes an end user visiting a webpage, agreeing to cookies, and opening a mobile radio that connects the end-user with dozens of data centres. Then trackers are used to track the users’ behaviours and deliver online ads. Finally, third parties obtain the valuable information in a practise referred to as cookie-syncing. All the programmatic supply chain must be accounted for in the carbon emission calculations. In short, online advertising increases carbon emissions by increasing energy consumption end-to-end from four factors: 1) the amount of downloaded data increases, 2) the varying inter-transfer interval between the network, data centre, and end-user device resources, 3) the time required to access the payload content or application increases, and 4) the amount of active
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x Asset Size (GB) x Elec emission factor
connections increases. Thus, calculating the carbon emissions from one advertising campaign is challenging, but by considering each factor in the programmatic supply chain, it is possible. First of all, the carbon emissions sourced from one advertisements’ storage size can be easily calculated: Then each of the four energy consumption factors must be included in the calculations. For example, each impression draws down the asset increasing the amount of downloaded data, so number of impressions can be factored into the calculation. Additionally, the number of third parties that store data from the advertisement can be scaled to give a value that one typical advertising campaign emits once it is placed on a website. But, within the programmatic supply chain, a lot of energy has already been consumed by artificial intelligence algorithms collecting end user data and selling the advertisement to its targeted audience. Similarly, to the carbon emissions produced by one advertisements storage size, the emissions from cookie syncing can be calculated by measuring the size of the data being collected from the end-user. But the constant summation does not stop there, the data is constantly being stored, replicated, and processed at data centres. Now this is what leads to the ultimate question; to calculate the carbon emissions from digital advertising, what is the system boundary? We could look at the whole picture, where emissions are sourced from: ❯ The size of an advertisement and how many times it is seen. ❯ The transfer of user data enabling smart targeted advertising. ❯ The power usage from a data centre storing the data. ❯ The power being used by an enduser viewing the advertisement. ❯ The embodied carbon within the data centre, servers, end-user devices, etc.
tCO2e kWh
Glossary ❯
❯
❯
❯
❯
❯
Carbon footprint is the total greenhouse gas (GHG) emissions caused by an individual, event, organization, service, place or product, expressed as carbon dioxide equivalent. Embodied carbon is the total GHG emissions generated to produce a product; It includes those from extraction, manufacture, processing, transportation and assembly in every component. Operational carbon is the total GHG emissions generated from business operations. It includes those from fuels and electricity used for energy and any indirect carbon emissions sourced from products used during business operations. Digital carbon is the total GHG emissions generated from digital devices. Net zero carbon is the sum affect of combining actions to reduce GHG emissions with actions to off-set them. Real net zero is when the greenhouse gas emissions through activities will equal zero with carbon removal activities included.
Clearly, deciding on a system boundary is important for carbon calculations. And the appropriate scope is dependent on the question being asked. If asking what your total carbon footprint is then all things must be considered. But when trying to reduce your carbon footprint, you may just be comparing one digital advertising media to another. Therefore, the choice of a system boundary must be well thought out and justifiable. AARON YEARDLEY is the Carbon Reduction Engineer for Tunley Engineering. FEBRUARY 2022
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CUSTOMER SERVICE
ISTOCK/ BLACKSALMON
Three Resolutions to Elevate CX Performance in 2022 BY VASILI TRIANT
C
ustomer services operations were disrupted to the core over the past 24 months. While many brands are still playing catch-up, leaders are using the disruption as a catalyst to completely revitalize and modernize the customer experience — and they are starting with the contact center. With the New Year upon us, let’s resolve to elevate and modernize how we serve our customers. Here are three CX resolutions to get started.
1
Spend more time focusing on your customer Fifty-eight percent of consumers will switch companies because of poor customer service, according to the Microsoft Global State of Customer Service report. Similarly, brands that are customer-centric are 60 percent more profitable than those that aren’t. With numbers like this, it’s hard to understand why every business doesn’t make CX its number one priority. The contact center has historically struggled to embrace this truth. Many brands claim a customer-first mentality — but in reality, they prioritize costs. They make it hard to interact, under-invest in agents and rely on archaic technologies. This approach leaves customers frustrated and feeling lonely. In 2022, resolve to finally fix the customer journey to make folks feel valued. The most important ❱ DMN.CA
aspect of a strong CX program knows your customer inside and out. Once you truly understand your audience, you can assess how people want to shop, interact and communicate, and alter your CX strategy accordingly. For example, two-thirds of millennials identified mobile apps as their preferred channel when contacting companies, yet the majority of companies still rely on a landlineapproach to customer service. Think about it: 80 percent of all customer interactions come from a smart device. Shouldn’t your customers be able to chat over video with your agents to fix the cable box? Or use Face ID to authenticate instead of answering four security questions from 2005? The technology is available and accessible. Incorporating it into your mix should be easy.
2
Reduce stress by simplifying the customer journey Siegel+Gale reports that 55 percent of consumers will pay more for a brand that delivers a simpler customer experience. In 2022, let’s deliver on this promise. The trend of channel stacking to try and make your customer happy actually creates more complexity, friction and channel switching. This leads to a fragmented journey that requires a customer to start an interaction on a website, then make a call, then switch to an app, all while continuously needing to
re-authenticate and re-explain the issue. Salesforce says that, on average, customers are forced to switch between 10 different channels when communicating with a company. That’s an absolutely brutal experience. At the point where a customer finally reaches the correct touchpoint, they are already stressed out and frustrated. These negative emotions are not good for your brand. Simplification should be centered on creating an experience that allows customers to act as they always do — without changing behaviour. If the customer is contacting you from the app, don’t require them to make a phone call. If they are on your website, they do not want to download another app. In 2022, let’s commit to finally delivering on the true promise of omnichannel support and making life easier on our customers.
3
Lose the weight of data breaches and mistrust Last year was a record year for data breaches. The Identity Theft Resource Center reports a 17 percent increase in total breaches over last year, as of October 2021. As hackers become more sophisticated, consumers become more cautious and sceptical. A new Future of Marketing report from Adobe shows that more than half of consumers will leave a brand due to a data issue. Unfortunately, the
contact center is a vulnerable point for attack. High-value and sensitive data like call recordings, chat transcripts, voice authentications, payment details and other personal information are typically retained in platform environments. This is not only a compliance risk, but a recipe for disaster. With data laws multiplying across the world, 2022 must be the year brands revamp their approach to data privacy in the contact center. The easiest way to defend the contact center is to unify data and store it directly in your CRM, instead of keeping it on multiple systems. Shifting consumer data to a single system of record increases security, reduces the number of systems you need to protect and eliminates the risk of duplicate, incomplete, or overwritten data popping up on either platform. New Year, New CX For most brands, customer experience is one of the only true differentiators they have left. It’s time we invest accordingly. When you wrote down your personal resolutions for 2022, I hope you asked your team to do the same for your business, CX strategy and customers. But don’t think about how to incrementally improve your landline-based experience. Rethink it completely, from the ground up. After all, 2022 is here, and the landline is long dead. VASILI TRIANT is COO of ujet.cx FEBRUARY 2022
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