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  • Benjamin Pujji
    if I can t get into compartmentalisation If we can t agree or accept that something might not be working then how can we ever isolate which bit and focus the right resource on improving it A tell tale sign is when marketers and business people as individuals know what needs to be done but can t be seen to be addressing it because they feel like if they highlight the area of weakness in order to address it they ll be beaten up for admitting an area of weakness Is it the individual or the wider cultural norm that s the problem or both Every now and then someone says it like it is and shows everyone else that the sky doesn t fall when you stick your neck out most of the time It turns out you can know what you re doing but not know what s working as long as it s your plan to be open and host continually hunting out areas to improve Actually that means you DO know what you re doing As a side note this isn t about digital being great a potshot often thrown at digital specialists who maintain that since they measure everything that they must know what they re doing Digital marketers make one huge mistake They think that data analytics and measurement will tell them everything they need to know about their success or failure Of course outcome analysis usually just tells you what happened not why and only in that digital compartment But the mistake is to think that by investigating that one compartment of their activity it will help them change that thing It invariably doesn t unless all the compartments are up for review then the energy and resources poured into each areas remain fixed For digital marketers that goes like this everyone else is denying there is room to improve you ve identified some areas in your compartment so you re told to sort it out with the resources currently assigned because nothing else is broken apparently See the problem The gains may be marginal So what can we do Until you and your organisation buy into an optimisation culture you re stuck I am endlessly involved in building reporting dashboards doing campaign analysis product reviews usability studies and all manner of informative review But for those organisations who haven t fundamentally agreed to adopt a strategy of endless optimisation all that rich insight is dead in the water and often a waste of everyones time Nobody who know s what they re doing likes running interference against the culture of ill considered criticism or likes operating under the radar in their job Even if they do it they re nowhere near as effective as they could be And they know it Making the small tweak to culture and I believe it is to get the CEO board and leadership team on board with aggressive optimisation will release the pent up optimism that already exists It s a huge change of focus but not one that is hugely difficult to make And then we can get busy looking at the BEST ways to review your activities and start dividing and conquering your goals That s when your strategists and smart arses can help you really figure out where to play and how to win when you re able to do something about it What good is knowing what you re doing if you don t know what s really working Or if you know what s not working what good is that if you re not able to use that insight to drive your business forward I been involved with some fearless intelligent leaders who ve been too afraid to make this little change even though they desperately wanted to I ve worked with and for some people who would never really claim they know what they were doing who used that lack of supposed expertise to force a culture of honest discussion unlocking true optimisation I ve also worked with some brilliant experts who were smart enough to know that despite their skills unless they created that culture of optimisation their organisation wouldn t improve because it s not all about them Good on you if you re the one tackling this in your company We need more of you And of course I have plenty of ideas and experience in creating this change if you think an outside view might help look me up for coffee Comment February 18 2013 How to avoid lazy magpie marketing by Ben Pujji Every day marketers and agencies get excited about their newest ideas and tactics Having spent the better part of a decade agency side I ve seen the relentless pursuit of new But why Why is it that so many obsess and focus on the new and shiny all the time Most will claim that new things being fresh might yield some kind of first mover advantage Others clearly hope that being first to spot new things will earn them reputations as thought leaders innovators trend setters or even the SPITR crown Smartest Person In The Room I think the pursuit of new is often just lazy magpie marketing What really matters is making a difference If you re first that s great did you make a difference If you re second that s great did you make a difference If you re last did you make a difference That can be fine too The first to do something new that well yawn you did to been seen as innovative which didn t really make a difference Yeah that s not awesome sorry The thing is pursuing new things is just one part of healthy marketing not the hero or the heart Forget new for a minute have you looked at your overall portfolio of marketing activity and exterminated the activities which aren t working well to create funds headspace and momentum to

    Original URL path: http://pujji.co.nz/ (2016-04-30)
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  • Contact — Benjamin Pujji
    Benjamin Pujji Mobile 64 21 432 099 Email ben pujji co nz Twitter twitter com bpujji Pinterest pinterest com benpujji LinkedIn nz linkedin com in benpujji Postal Address PO Box 19180 Wellington 6149 New Zealand Name Name First Name Last

    Original URL path: http://pujji.co.nz/contact/ (2016-04-30)
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  • The Gap — Benjamin Pujji
    should constantly look for ways to leverage Establishing site goals are a good way to drive this Let s say a website is clearly in need of an overhaul It needs new content functionality or input from within the business We ll spend a fortune planning the detail of what is missing what the needs are and then carefully craft a solution Thousands and weeks are spent debating content design technology process etc and when it s all done after all the cramming boom the changes go live What are the chances the site couldn t be improved somehow At launch you really have no idea how it s gonna roll it s the moment we ve all been planning for but what about when the stats come in you ve organised that right user feedback drops into the inbox or when you ask users how they found it Did sales change Are conversions up Is absolutely everything that could be improved all improved is it completely and totally peaking No of course not It never is You may have run out of time interest budget or ideas but chances are there s still room to improve not to mention that people s needs also change over time The Gap between where your site is today and where it could be always exists I call it The Gap As your site improves you ll reduce The Gap but it will always be there Don t panic no matter how great your current project there s always room to improve Silver bullet projects can only take you so far acknowledging The Gap is the thing that fundamentally refocuses you on ongoing improvement not the fix all initiatives we all too often embark on Projects are the fad diets of the web management We form habits from the way we work If all we do is run big bang projects then over time we lose site of the also important little things in time you can t see the little things anymore that s when they re really dangerous A project may improve success post launch but how long will that last Will The Gap keep getting smaller if nothing else happens Will you just wait a while for another big saviour project to play catch up on The Gap a few months from now There s more to being successful than only doing something big every now and again Tyson learned that the hard way Little things are important too the things that would take 20 minutes each and there s no shortage of them waiting in the wings The analytics the quick website promo implemented on the back of an unexpected spike in traffic etc Sure these are just a couple of weeny things but the point is if you train yourself and your team only to manage in sanctioned chunks you are also teaching everyone that the other little non project things aren t important before long you can

    Original URL path: http://pujji.co.nz/blog/2014/2/9/the-gap (2016-04-30)
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  • We have no idea what's working... — Benjamin Pujji
    to help you figure out where to play and how to win I can t do that if I can t get into compartmentalisation If we can t agree or accept that something might not be working then how can we ever isolate which bit and focus the right resource on improving it A tell tale sign is when marketers and business people as individuals know what needs to be done but can t be seen to be addressing it because they feel like if they highlight the area of weakness in order to address it they ll be beaten up for admitting an area of weakness Is it the individual or the wider cultural norm that s the problem or both Every now and then someone says it like it is and shows everyone else that the sky doesn t fall when you stick your neck out most of the time It turns out you can know what you re doing but not know what s working as long as it s your plan to be open and host continually hunting out areas to improve Actually that means you DO know what you re doing As a side note this isn t about digital being great a potshot often thrown at digital specialists who maintain that since they measure everything that they must know what they re doing Digital marketers make one huge mistake They think that data analytics and measurement will tell them everything they need to know about their success or failure Of course outcome analysis usually just tells you what happened not why and only in that digital compartment But the mistake is to think that by investigating that one compartment of their activity it will help them change that thing It invariably doesn t unless all the compartments are up for review then the energy and resources poured into each areas remain fixed For digital marketers that goes like this everyone else is denying there is room to improve you ve identified some areas in your compartment so you re told to sort it out with the resources currently assigned because nothing else is broken apparently See the problem The gains may be marginal So what can we do Until you and your organisation buy into an optimisation culture you re stuck I am endlessly involved in building reporting dashboards doing campaign analysis product reviews usability studies and all manner of informative review But for those organisations who haven t fundamentally agreed to adopt a strategy of endless optimisation all that rich insight is dead in the water and often a waste of everyones time Nobody who know s what they re doing likes running interference against the culture of ill considered criticism or likes operating under the radar in their job Even if they do it they re nowhere near as effective as they could be And they know it Making the small tweak to culture and I believe it is to get the

    Original URL path: http://pujji.co.nz/blog/2013/3/14/we-have-no-idea-whats-working (2016-04-30)
    Open archived version from archive

  • How to avoid lazy, magpie marketing — Benjamin Pujji
    you think will make the most difference in some cases the new stuff Your resources your focus and your time are finite Unless a regular activity in your business or agency involves getting your knives out and looking for things to cut as well as a healthy dose of looking for new ways to evolve or add to what you re doing then you might just be holding yourself back You might be the marketing equivalent of a fast food junkie a bit out of balance Agencies are often the worst at this try convincing your rock star Executive Creative Director you re going to reduce the TV allocation to extend a successful anything else If you can find ways to keep your marketing lean and focussed by continually evaluating learning and refining then you ll be able to give more attention to the things you think are most effective and give them a better chance of success You make more of a difference by shutting down distractions and inefficiency but you also win by pouring more energy into the things you think will make the most difference It s win win I know that it can be easier and less hassle to chase after new things than to improve or stop doing old things Your stakeholders your team your agency and in some cases customers care deeply about old things They might not be happy when you cruise in to shut them down or mix them up The trick though is not to randomly chop one thing to make room for another but to have some idea about what success looks like and evaluate against that sorry if that s telling you to suck eggs A simple model to help you focus is known as Champions Challengers Champions are

    Original URL path: http://pujji.co.nz/blog/2013/2/18/how-to-avoid-lazy-magpie-marketing (2016-04-30)
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  • Uncertainty in business — Benjamin Pujji
    as more risky than the downside The market of suppliers advisors agencies and specialist experts who have grown up selling what their customers want stability consistency predictability comfort are scrambling to evolve But they too are protecting their today business and finding it hard to grow up as well as facing the commercial reality of being unable to sell to clients who aren t ready to evolve It s just as hard for those legacy businesses to evolve as it is for their clients The trouble is that uncertainty is no longer a sometimes thing and the world isn t standing still while you figure this out That s actually the point In the digital age while some things stay the same a lot changes then changes again then changes again Business leaders need to quite literally divide the parts of their business which are long range and the parts of their business which are likely to change endlessly The skill is then managing each differently appropriately A customer is a long term asset that you nurture grow and deepen your relationship with How those customers interact with you will constantly change though Your big technology your brand positioning your revenue sources your staff your process your data working out which ones are the long games and which ones need to be constantly adapted then having the foresight and skill to tackle each appropriately will be one the defining skills of a modern business leader What s your plan Do you agree What s your plan Having worked as an advisor to businesses under many guises from the perspectives of technology to design communications and marketing data and digital I ve had the opportunity to be there mining the upside of uncertainty for clients as well as helping manage the

    Original URL path: http://pujji.co.nz/blog/2013/2/02/uncertainty-in-business (2016-04-30)
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  • Benjamin Pujji
    alone or perhaps to break it down like a relay Clearly it would be nuts to break 400m into 40x10m sprints no time to build speed or carry momentum not to mention the logistics and risk of so many baton handovers Running backwards or with eyes closed might be fun but probably less than effective But a 4x100m relay now that might get us a better result than a lone runner slogging it out Naturally the decisions we d make about our approach and execution would be well debated then tested and refined over successive races especially if our competitors were also making up their own formulas to beat us Marketing today really is a bit like this digital marketing a lot not only can we do it the smart way with relative ease we can if we wish do it poorly with equal ease Digital is meant to be flexible adaptive and measurable With digital if we want to we can prevent campaign fatigue refine targeting iterate and reduce campaign wastage far more easily than with traditional marketing digital is designed for this For competent agencies and marketers it s not actually hard with digital to connect with and direct different people to different places showing them things which are tailored to them refining our campaigns in real time based on live insights So why don t we see and do more of that Isn t this the golden opportunity for digital In my view the reason is simple traditional marketing we re used to working another way entirely For years forever we ve been bound by constraints like huge TVC production costs no dough for variations just edits limited reach and targeting choices a few channels a handful of outdoor spots and a couple of radio stations etc

    Original URL path: http://pujji.co.nz/?offset=1359780900000 (2016-04-30)
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  • Same distance, different race? — Benjamin Pujji
    perhaps to break it down like a relay Clearly it would be nuts to break 400m into 40x10m sprints no time to build speed or carry momentum not to mention the logistics and risk of so many baton handovers Running backwards or with eyes closed might be fun but probably less than effective But a 4x100m relay now that might get us a better result than a lone runner slogging it out Naturally the decisions we d make about our approach and execution would be well debated then tested and refined over successive races especially if our competitors were also making up their own formulas to beat us Marketing today really is a bit like this digital marketing a lot not only can we do it the smart way with relative ease we can if we wish do it poorly with equal ease Digital is meant to be flexible adaptive and measurable With digital if we want to we can prevent campaign fatigue refine targeting iterate and reduce campaign wastage far more easily than with traditional marketing digital is designed for this For competent agencies and marketers it s not actually hard with digital to connect with and direct different people to different places showing them things which are tailored to them refining our campaigns in real time based on live insights So why don t we see and do more of that Isn t this the golden opportunity for digital In my view the reason is simple traditional marketing we re used to working another way entirely For years forever we ve been bound by constraints like huge TVC production costs no dough for variations just edits limited reach and targeting choices a few channels a handful of outdoor spots and a couple of radio stations etc and diabolically

    Original URL path: http://pujji.co.nz/blog/2012/01/same-distance-different-race (2016-04-30)
    Open archived version from archive