Publish with Us

Follow Penguin

Follow Penguinsters

Follow Penguin Swadesh

A Kaali-Peeli Bombay Taxi Wins the Race and How!

Join the exciting ride with Alok Kejriwal in Getting Dressed and Parking Cars. The book takes us into the world of Games2win, a startup that dreams big in the gaming world. Imagine creating a game inspired by the crazy streets of Mumbai and the Iconic Kaali-Peeli Bombay taxi– it’s all part of the fun!

Read this exclusive excerpt for a quick ride in the taxi that’s set to win the race.

Put your seatbelts on!

Getting Dressed and Parking Cars
Getting Dressed and Parking Cars || Alok Kejriwal

***

 

I quietly assembled a small team from my previous companies to fire up the Games2win engines and was happy to see how excited they all were. My team and I had been involved in client service for years, and we were yearning to get started on building our own products.

 

I again turned to my colleague Dinesh Gopalakrishnan and decided he would be responsible for the car games vertical. My instructions to him were clear—‘Dinu, you need to start making brand new parking and driving games. They need to be casual, differentiated and fun. Also, I need at least ten unique titles split equally between the two types. So, step on the pedal and hit the road now (pun intended)!’ Dinesh was excited and went all in.

 

Before mandating Dinesh to make casual car games, I had thought very hard about the genre. How could I make driving and parking games ‘easy to play, but impossible to master’ (the magical recipe for creating great games)? What would make these games sticky and addictive despite being casual and snacky (meant to be played for short periods)?

 

My insight came quickly.
Real-life driving was the best reference!

 

In the real world, we drive or travel in a car from Point A to Point B without colliding with vehicles, objects or pedestrians. It’s impossible to imagine driving in the real world while having mini accidents on the way.

 

Leveraging this insight, I decided to build online car games with the opposite scenario. I wanted our online car games to be designed such that it would be impossible for a first-time player to navigate the car without an accident.

 

In the online game, while navigating congested roads and avoiding collisions with other vehicles, obstacles, pedestrians etc., players would not be able to complete a mission on the first attempt. After trying and losing the first time, the player would wish they had been more careful and would take another stab at playing the level.

 

Having bettered themselves, even if the player succeeded in winning the first level, the next level would be designed to ensure that a steep learning curve would be required to pass that level (play multiple times). The rest of the levels would gradually get harder and harder.

 

I was implementing the golden ‘easy to play, impossible to master’ game-level design mantra to make my first set of games.

 

Using this principle, a simple, well-designed game with minimum content could deliver multiple gameplays while providing endless entertainment to the player.

After understanding my design concept, Dinesh took up the task seriously and started game creation.

 

When we began thinking creatively for these car games, one exciting idea we devised together was a game called ‘Bombay Taxi’. The idea’s genesis was the streets of Mumbai. The ubiquitous black and yellow or kaali-peeli taxis, as they are fondly called, were unmissable and distinctly Mumbai.

 

If you haven’t sat in a Mumbai taxi, you should bump it up to the top of your list of must-dos. The varied interiors, stickers, idols of gods of all religions perched in the centre of the dashboard, and the beads, malas and flowers dangling from every available hook in the front section will awe you. And at night, the interior lights and illuminations on offer can give the world’s best designers a run for their money! Unsurprisingly, the first ever Apple store in India, which opened in 2023, is located in Mumbai and has drawn strong design inspiration from the inimitable kaalipeeli taxis!

 

Driving in Mumbai is hard. It means being super adept at navigating choking traffic, narrow roads, marriage, funeral and religious processions, avoiding crater-sized potholes, driving through flooded streets, zip-zapping two and three-wheelers and obeying all traffic rules and signals.

 

I often tell people, ‘If you can drive a car in Mumbai, you can drive a car anywhere in the world!’

 

The reality of Mumbai driving became our game design, and Dinesh created different types of Bombay taxis (typically, older generation Fiat cars, small SUVs and mini cars) with distinctive stylizations. He designed terrific ‘street levels’ in Mumbai that featured fisherwomen selling their wares on the road, confusing railway crossings, kids playing cricket on the main streets, hawkers selling their
wares almost everywhere, cows doing their own thing, food sellers, handcart pullers and the notorious ‘three-wheeler’ drivers, all contributing to the confusion and chaos that embodies the Maximum City .

 

Dinesh also amazingly recreated the sounds of Mumbai roads, featuring a cacophony of cars honking, hawkers shouting, trains, buses and trucks blowing their horns, street music and other typical Mumbai sounds.

 

The final car-driving game he produced was fantastic. The moment I started playing it, I couldn’t stop. When I finally did, about forty minutes had passed!

 

No sooner did the game go live on games2win.com than it became a super hit! It was bound to be.

 

***

Get your copy of Getting Dressed and Parking Cars by Alok Kejriwal wherever books are sold.

How Do the Young and Single Find Love in Bengaluru?

Welcome to Bengaluru, where the excitement of tech meets the search for love. Authors Malini Goyal and Prashant Prakash spotlight the experiences of young entrepreneurs, as they navigate the city’s startup culture and dating platforms. Gear up to unravel the complexities of modern dating in Bengaluru and find out whether this city, known for delivering everything on tap, can also deliver the elusive emotion of love.

Let the unboxing begin!

 

Unboxing Bengaluru
Unboxing Bengaluru || Malini Goyal, Prashanth Prakash

***

From coffee to condoms, this city of young techies can deliver everything on tap.

Well, everything except perhaps love.

I spoke to multiple male founders who are young and single to understand their point of view. On one Sunday in October, I spent a leisurely evening catching up with a well-to-do founder—let’s call him S. Ashwin—in his early 30s. He is an NIT engineer with an Oxbridge MBA. Founded in 2014, his startup had scaled up decently with 300-odd employees. For a long time, his monthly salary was a measly Rs. 60,000. ‘Initially, many women thought since I was a founder, I would be loaded. What they didn’t understand is that all my wealth was on paper,’ he says. Soon, he figured out how to signal correctly for his Tinder dates. He would arrive in his run-down scooter on first dates. Instantly, his conversion rate from first to second date dipped. But then the second to third date conversion rose sharply. ‘The elimination strategy worked,’ Ashwin says.

 

Whether they are men or women, for founders in general, the initial few years are always hard. They could be working seven days a week, twelve hours a day, with zero vacation time, little money and a rollercoaster life that is constantly on the edge. Consumed by their startup and the all-round pressure, there is little bandwidth for anything else. Such distractions or preoccupations during intimate conversations can be very off-putting. Lack of time for social engagements can be a deal-breaker. Raghav Chakravarthy, thirty-three, cofounder of Walnut Knowledge Solutions, experienced this first-hand. ‘Being an entrepreneur, I was so busy building my startup that I often found myself zoned out during conversations. There wasn’t enough time to build a relationship,’ he says. In 2022, as the startup stabilized, he finally took the plunge and got married.

 

 

However, there is a consensus among both men and women that dating platforms have made casual hook-ups very easy but finding love or companionship and building a long-term relationship very difficult. Start with the available pool on the platforms, with its gender and demographic skew. With a strong bias towards younger singles in their twenties, older singles have a tough time finding matches on these platforms.

 

Beyond this, men and women face different sets of issues. Women like Gowda and others worry about fake profiles, men lying about their relationship status and about falling prey to fraud. Men have very different problems. Many complain about not finding enough matches on dating apps. ‘On dating platforms, conventional attributes like tall, fair men with beards, good cars get many more matches than people like me,’ says pet parent Siddharth Ram. Ram has been using these dating apps for a few years now. He says the ratio on these platforms could be as bad as ten boys to one girl.

 

His experience on matrimony platforms like BharatMatrimony.com and Shaadi.com has been much better, but they pose another set of problems. ‘Here, I got fifty to sixty matches. It was a great morale booster. But it had another problem. It was the girl’s  parents who were the arbiters. So my condition was that I will not talk to parents. The thing with parents is that they just fuck up the entire dating experience. They don’t understand what figuring out is,’ he says. Also, these sites offer filters like horoscope, caste, gotra that often do not resonate with the younger lot. There are others, like IITian Shrrinesh Bala—who is now building his startup Mello—who are looking beyond dating apps. ‘I wasn’t very lucky on dating platforms. So I was surprised by the many interesting profiles I got through matrimony sites like IITIIMShaadi.com,’ he says.

 

What are these young men and women seeking on these dating platforms and in their relationships? Have things changed at all? It’s a question I ask many young people in the city. Sex and casual hook-ups are obvious. And it isn’t just men seeking it. ‘There is equal desire on both sides. Women are quite comfortable with it,’ says Ram.

 

For those looking for longer-term relationships, there are many filters, old and new. Like the decision to have kids. It is no longer a given. ‘Many more women today don’t want to have kids and are upfront about it,’ says Ashwin. Similarly, the topic of marriage or cohabitation does come up occasionally. For some, a shared love for pets is important and can be a deal-breaker. ‘In general, I notice that what they want isn’t very clear but what they don’t want is absolutely clear,’ he adds.

***

Get your copy of Unboxing Bengaluru by Malini Goyal and Prashanth Prakash wherever books are sold.

The Four, An Excerpt

In his book, ‘The Four’, Scott Galloway deconstructs the strategies of the Four that lurk beneath their shiny veneers. He shows how they manipulate the fundamental emotional needs that have driven us since our ancestors lived in caves, at a speed and scope others can’t match.
Here’s an excerpt from the book.  
Over the last twenty years, four technology giants have inspired more joy, connections, prosperity, and discovery than any entity in history. Along the way, Apple, Amazon, Facebook, and Google have created hundreds of thousands of high-paying jobs. The Four are responsible for an array of products and services that are entwined into the daily lives of billions of people. They’ve put a supercomputer in your pocket, are bringing the internet into developing countries, and are mapping the Earth’s land mass and oceans. The Four have generated unprecedented wealth ($2.3 trillion) that, via stock ownership, has helped millions of families across the planet build economic security. In sum, they make the world a better place. The above is true, and this narrative is espoused, repeatedly, across thousands of media outlets and gatherings of the innovation class (universities, conferences, congressional hearings, boardrooms). However, consider another view.
Show Me the Trillions
While billions of people derive significant value from these firms and their products, disturbingly few reap the economic benefits. General Motors created economic value of approximately $231,000 per employee (market cap/workforce).20 This sounds impressive until you realize that Facebook has created an enterprise worth $20.5 million per employee… or almost a hundred times the value per employee of the organizational icon of the last century.21,22 Imagine the economic output of a G-10 economy, generated by the population of Manhattan’s Lower East Side.
The economic value accretion seems to be defying the law of big numbers and accelerating. In the last four years, April 1, 2013–April 1, 2017, the Four increased in value by approximately $1.3 trillion (GDP of Russia). Other tech companies, old and new, big and bigger, are losing relevance. Aging behemoths, including HP and IBM, barely warrant the attention of the Four. Thousands of start-ups fly by like gnats hardly worth swatting at. Any firm that begins to show the potential to bother the Four is acquired—at prices lesser companies can’t imagine. (Facebook paid nearly $20 billion for five-year-old, fifty employee instant messaging company WhatsApp.) Ultimately, the only competitors the Four face are . . . each other. Safety in Hatred Governments, laws, and smaller firms appear helpless to stop the march, regardless of the Four’s impact on business, society, or the planet. However, there’s safety in hatred. Specifically, the Four hate each other. They are now competing directly, as their respective sectors are running out of easy prey.
Google signaled the end of the brand era as consumers, armed with search, no longer need to defer to the brand, hurting Apple, who also finds itself competing with Amazon in music and film. Amazon is Google’s largest customer, but it’s also threatening Google in search—55 percent of people searching for a product start on Amazon (vs. 28 percent on search engines such as Google).25 Apple and Amazon are running, full speed, into each other in front of us, on our TV screens and phones, as Google fights Apple to be the operating system of the product that defines our age, the smartphone. Meanwhile, both Siri (Apple) and Alexa (Amazon) have entered the thunderdome, where two voices enter, and only one will leave. Among online advertisers, Facebook is now taking share from Google as it completes the great pivot from desktop to mobile. And the technology likely creating more wealth over the next decade, the cloud—a delivery of hosted services over the internet—features the Ali vs. Frazier battle of the tech age as Amazon and Google go head-to-head with their respective cloud offerings. The Four are engaged in an epic race to become the operating system for our lives. The prize? A trillion-dollar-plus valuation, and power and influence greater than any entity in history.
So What?
To grasp the choices that ushered in the Four is to understand business and value creation in the digital age. In the first half of this book we’ll examine each horseman and deconstruct their strategies and the lessons business leaders can draw from them. In the second part of the book, we’ll identify and set aside the mythology the Four allowed to flourish around the origins of their competitive advantage. Then we’ll explore a new model for understanding how these companies exploit our basest instincts for growth and profitability, and show how the Four defend their markets with analog moats: real-world infrastructure designed to blunt attacks from potential competitors. What are the horsemen’s sins? How do they manipulate governments and competitors to steal IP? That’s in chapter 8. Could there ever be a Fifth Horseman? In chapter 9, we’ll evaluate the possible candidates, from Netflix to China’s retail giant Alibaba, which dwarfs Amazon on many metrics. Do any of them have what it takes to develop a more dominant platform?

Prologue: 'Origin' by Dan Brown

Origin - Blog Header-1.png
Dan Brown is back with yet another novel in ‘ The Robert Langdon Series’ after Angels & Demons (2000), The Da Vinci Code (2003), The Lost Symbol (2009), and Inferno (2013).
‘Origin’, which is the 5th installment in Robert Langdon’s adventures, is based on Langdon’s travels in Spain.  It moves forth with the same paradoxical power play between Religion and Science.
Let’s read more to find out what happens next in the first of our three excerpts from ‘Origin’
—-
Prologue
As the ancient cogwheel train clawed its way up the dizzying incline, Edmond Kirsch surveyed the jagged mountaintop above him. In the distance, built into the face of a sheer cliff, the massive stone monastery seemed to hang in space, as if magically fused to the vertical precipice.
This timeless sanctuary in Catalonia, Spain, had endured the relentless pull of gravity for more than four centuries, never slipping from its original purpose: to insulate its occupants from the modern world.
Ironically, they will now be the first to learn the truth, Kirsch thought, wondering how they would react. Historically, the most dangerous men on earth were men of God . . . especially when their gods became threatened. And I am about to hurl a flaming spear into a hornets’ nest.
When the train reached the mountaintop, Kirsch saw a solitary figure waiting for him on the platform. The wizened skeleton of a man was draped in the traditional Catholic purple cassock and white rochet, with a zucchetto on his head. Kirsch recognized his host’s rawboned features from photos and felt an unexpected surge of adrenaline.
Valdespino is greeting me personally.
Bishop Antonio Valdespino was a formidable figure in Spain—not only a trusted friend and counselor to the king himself, but one of the country’s most vocal and influential advocates for the preservation of conservative Catholic values and traditional political standards.
“Edmond Kirsch, I assume?” the bishop intoned as Kirsch exited the train.
“Guilty as charged,” Kirsch said, smiling as he reached out to shake his host’s bony hand. “Bishop Valdespino, I want to thank you for arranging this meeting.”
“I appreciate your requesting it.” The bishop’s voice was stronger than Kirsch expected—clear and penetrating, like a bell. “It is not often we are consulted by men of science, especially one of your prominence. This way, please.”
As Valdespino guided Kirsch across the platform, the cold mountain air whipped at the bishop’s cassock.
“I must confess,” Valdespino said, “you look different than I imagined. I was expecting a scientist, but you’re quite . . .” He eyed his guest’s sleek Kiton K50 suit and Barker ostrich shoes with a hint of disdain. “‘Hip,’ I believe, is the word?”
Kirsch smiled politely. The word “hip” went out of style decades ago.
“In reading your list of accomplishments,” the bishop said, “I am still not entirely sure what it is you do.” “I specialize in game theory and computer modeling.”
“So you make the computer games that the children play?”
Kirsch sensed the bishop was feigning ignorance in an attempt to be quaint. More accurately, Kirsch knew, Valdespino was a frighteningly well-informed student of technology and often warned others of its dangers. “No, sir, actually game theory is a field of mathematics that studies patterns in order to make predictions about the future.”
“Ah yes. I believe I read that you predicted a European monetary crisis some years ago? When nobody listened, you saved the day by inventing a computer program that pulled the EU back from the dead. What was your famous quote? ‘At thirty-three years old, I am the same age as Christ when He performed His resurrection.’”
Kirsch cringed. “A poor analogy, Your Grace. I was young.”
“Young?” The bishop chuckled. “And how old are you now . . . perhaps forty?”
“Just.”
The old man smiled as the strong wind continued to billow his robe. “Well, the meek were supposed to inherit the earth, but instead it has gone to the young—the technically inclined, those who stare into video screens rather than into their own souls. I must admit, I never imagined I would have reason to meet the young man leading the charge. They call you a prophet, you know.”
“Not a very good one in your case, Your Grace,” Kirsch replied. “When I asked if I might meet you and your colleagues privately, I calculated only a twenty percent chance you would accept.”
“And as I told my colleagues, the devout can always benefit from listening to nonbelievers. It is in hearing the voice of the devil that we can better appreciate the voice of God.” The old man smiled. “I am joking, of course. Please forgive my aging sense of humor. My filters fail me from time to time.”
With that, Bishop Valdespino motioned ahead. “The others are waiting. This way, please.”
Kirsch eyed their destination, a colossal citadel of gray stone perched on the edge of a sheer cliff that plunged thousands of feet down into a lush tapestry of wooded foothills. Unnerved by the height, Kirsch averted his eyes from the chasm and followed the bishop along the uneven cliffside path, turning his thoughts to the meeting ahead.
Kirsch had requested an audience with three prominent religious leaders who had just finished attending a conference here.
The Parliament of the World’s Religions.
Since 1893, hundreds of spiritual leaders from nearly thirty world religions had gathered in a different location every few years to spend a week engaged in interfaith dialogue. Participants included a wide array of influential Christian priests, Jewish rabbis, and Islamic mullahs from around the world, along with Hindu pujaris, Buddhist bhikkhus, Jains, Sikhs, and others.
The parliament’s self-proclaimed objective was “to cultivate harmony among the world’s religions, build bridges between diverse spiritualities, and celebrate the intersections of all faith.”
A noble quest, Kirsch thought, despite seeing it as an empty exercise— a meaningless search for random points of correspondence among a hodgepodge of ancient fictions, fables, and myths.
As Bishop Valdespino guided him along the pathway, Kirsch peered down the mountainside with a sardonic thought. Moses climbed a mountain to accept the Word of God . . . and I have climbed a mountain to do quite the opposite.
Kirsch’s motivation for climbing this mountain, he had told himself, was one of ethical obligation, but he knew there was a good dose of hubris fueling this visit—he was eager to feel the gratification of sitting face-to-face with these clerics and foretelling their imminent demise.
You’ve had your run at defining our truth.
“I looked at your curriculum vitae,” the bishop said abruptly, glancing at Kirsch. “I see you’re a product of Harvard University?”
“Undergraduate. Yes.”
“I see. Recently, I read that for the first time in Harvard’s history, the incoming student body consists of more atheists and agnostics than those who identify as followers of any religion. That is quite a telling statistic, Mr. Kirsch.”
What can I tell you, Kirsch wanted to reply, our students keep getting smarter.
The wind whipped harder as they arrived at the ancient stone edifice. Inside the dim light of the building’s entryway, the air was heavy with the thick fragrance of burning frankincense. The two men snaked through a maze of dark corridors, and Kirsch’s eyes fought to adjust as he followed his cloaked host. Finally, they arrived at an unusually small wooden door. The bishop knocked, ducked down, and entered, motioning for his guest to follow.
Uncertain, Kirsch stepped over the threshold.
He found himself in a rectangular chamber whose high walls burgeoned with ancient leather-bound tomes. Additional freestanding bookshelves jutted out of the walls like ribs, interspersed with cast-iron radiators that clanged and hissed, giving the room the eerie sense that it was alive. Kirsch raised his eyes to the ornately balustraded walkway that encircled the second story and knew without a doubt where he was.
The famed library of Montserrat, he realized, startled to have been admitted. This sacred room was rumored to contain uniquely rare texts accessible only to those monks who had devoted their lives to God and who were sequestered here on this mountain.
“You asked for discretion,” the bishop said. “This is our most private space. Few outsiders have ever entered.”
“A generous privilege. Thank you.”
Kirsch followed the bishop to a large wooden table where two elderly men sat waiting. The man on the left looked timeworn, with tired eyes and a matted white beard. He wore a crumpled black suit, white shirt, and fedora.
“This is Rabbi Yehuda Köves,” the bishop said. “He is a prominent Jewish philosopher who has written extensively on Kabbalistic cosmology.”
Kirsch reached across the table and politely shook hands with Rabbi Köves. “A pleasure to meet you, sir,” Kirsch said. “I’ve read your books on Kabbala. I can’t say I understood them, but I’ve read them.”
Köves gave an amiable nod, dabbing at his watery eyes with his handkerchief.
“And here,” the bishop continued, motioning to the other man, “you have the respected allamah, Syed al-Fadl.”
The revered Islamic scholar stood up and smiled broadly. He was short and squat with a jovial face that seemed a mismatch with his dark penetrating eyes. He was dressed in an unassuming white thawb. “And, Mr. Kirsch, I have read your predictions on the future of mankind. I can’t say I agree with them, but I have read them.”
Kirsch gave a gracious smile and shook the man’s hand.
“And our guest, Edmond Kirsch,” the bishop concluded, addressing his two colleagues, “as you know, is a highly regarded computer scientist, game theorist, inventor, and something of a prophet in the technological world. Considering his background, I was puzzled by his request to address the three of us. Therefore, I shall now leave it to Mr. Kirsch to explain why he has come.”
With that, Bishop Valdespino took a seat between his two colleagues, folded his hands, and gazed up expectantly at Kirsch. All three men faced him like a tribunal, creating an ambience more like that of an inquisition than a friendly meeting of scholars. The bishop, Kirsch now realized, had not even set out a chair for him.
Kirsch felt more bemused than intimidated as he studied the three aging men before him. So this is the Holy Trinity I requested. The Three Wise Men.
Pausing a moment to assert his power, Kirsch walked over to the window and gazed out at the breathtaking panorama below. A sunlit patchwork of ancient pastoral lands stretched across a deep valley, giving way to the rugged peaks of the Collserola mountain range. Miles beyond, somewhere out over the Balearic Sea, a menacing bank of storm clouds was now gathering on the horizon.
Fitting, Kirsch thought, sensing the turbulence he would soon cause in this room, and in the world beyond.
“Gentlemen,” he commenced, turning abruptly back toward them. “I believe Bishop Valdespino has already conveyed to you my request for secrecy. Before we continue, I just want to clarify that what I am about to share with you must be kept in the strictest confidence. Simply stated, I am asking for a vow of silence from all of you. Are we in agreement?”
All three men gave nods of tacit acquiescence, which Kirsch knew were probably redundant anyway. They will want to bury this information—not broadcast it.
“I am here today,” Kirsch began, “because I have made a scientific discovery I believe you will find startling. It is something I have pursued for many years, hoping to provide answers to two of the most fundamental questions of our human experience. Now that I have succeeded, I have come to you specifically because I believe this information will affect the world’s faithful in a profound way, quite possibly causing a shift that can only be described as, shall we say—disruptive. At the moment, I am the only person on earth who has the information I am about to reveal to you.”
Kirsch reached into his suit coat and pulled out an oversized smartphone—one that he had designed and built to serve his own unique needs. The phone had a vibrantly colored mosaic case, and he propped it up before the three men like a television. In a moment, he would use the device to dial into an ultra secure server, enter his forty-seven-character password, and live-stream a presentation for them.
“What you are about to see,” Kirsch said, “is a rough cut of an announcement I hope to share with the world—perhaps in a month or so. But before I do, I wanted to consult with a few of the world’s most influential religious thinkers, to gain insight into how this news will be received by those it affects most.”
 
Stay tuned for the second excerpt
Origin by Dan Brown Releases on October 3’ 2017.
Preorder your copy today!

image2.jpg

Give People Permission to Fail

When Felicia Ramsey, a marketing manager at SAS, started her career in media and advertising, she said that the only way anyone could measure the potential effectiveness of a campaign was to conduct a focus group, especially since it was so hard to assess the impact of a print or TV campaign. Making adjustments on the fly became difficult; you had to wait until the completion of the campaign to see the results.
With digital advertising, that’s all changed. “We don’t waste our time on anything we can’t measure our ROI anymore,” Ramsey explained. “That allows us to do more of things that work while doing less of things that don’t work.” With digital tools, we as marketers can also experiment and try new things without making the kinds of investments we once needed to. “We have built a culture that encourages and rewards us for taking risks and trying something different,” Ramsey said. “I’ve worked in other places where doing that might be held against you. Here you can be creative and comfortable about experimenting.”
A key lesson we’ve learned is to give marketers the freedom to test and learn so they can make intelligent decisions that will drive change. Since we began applying marketing optimization techniques, our conversion rates on outbound marketing campaigns have tripled, while associated communication costs are dropping. There has been a reduction in list size of 14 percent, a reduction in e-mail opt-outs of 20 percent, and an increase in click-through rates of 25 percent— all of which translates into higher-quality leads, reduced costs, and an improved customer or prospect experience. Achieving that kind of optimization has a direct impact on results, and it indirectly increases marketers’ confidence level. There is far less guesswork and much more time and energy invested in strategies to connect with customers.
A great example of how, by using data and analytics, we are able to be more agile and experiment with new techniques is the evolution of our website, www.sas.com. With millions of visitors to our site, most of whom initially find us through an organic web search, analytics is critical for determining how we leverage a person’s time on the site. With scoring and nurturing efforts, we have experienced conversion rates at 20 percent to 30 percent. Just as importantly, we have enhanced the overall experience for our customers when they do visit our website by making ourselves available to talk with them if they have questions. That’s something we’ve added with our relatively new, integrated, online chat capabilities that allow members of our customer contact center to respond in real time to visitors’ questions.
Adding the chat technology actually began as a skunk-works test program under Aaron Hill, Senior Director of Digital Strategy
Marketing Analytics at Work
Using Data to Justify Additional Resources
In the last decade, live chat has gone from a website curiosity to a mainstay on corporate sites. For companies selling business-to-business solutions, the use of chat is an immediate way to answer questions and establish dialogues with customers, even on their first visit.
SAS began investing significantly in chat resources in 2008, and each passing month brought new levels of engagement. Initially, the contact center operated from 8:30 a.m. to 5 p.m. eastern (US), Monday through Friday. The staff answered questions, provided links to resources, and often initiated a valuable early sales contact with prospective customers.
By 2013, the team realized that web traffic supported the need for coverage later in the day to help meet the requirements of customers in the western United States and Canada. As a temporary measure, the team started to work an altered shift from 12 p.m. to 8 p.m. as a pilot, but that left the group understaffed earlier in the day.
At the same time, the scope of the group supporting live chat expanded to include social media engagement on Twitter, LinkedIn, and other channels. Soon, the contact center was at a crossroads. With a longer workday, more engagement options, and the same staff, marketing leadership had to make changes to meet the increased demand.
The Challenge
The contact center team faced a dilemma found in many marketing groups. The team supported a high-volume activity, but there weren’t enough resources to cover additional efforts such as more channels (social media plus live chat) and a longer workday.
Because the contact center worked closely with inside sales to pass on leads, the marketing leaders proposed a partnership with their sales counterparts. Marketing would increase the operating hours for the contact center to include more coverage for West Coast customers and others on our website later in the day. It would also expand its reach to include more complete coverage of social media channels, as well as discussion forums, as part of a global social media monitoring and response program.
To justify the increased resources, the contact center turned to historical data on chat traffic to determine:

  • Web visitors whose behavior indicated a likely lead
  • Chat acceptance rate
  • Rate of chats to leads
  • Number of leads passed to sales • Rate of chats to sales conversions
  • Close rate of deals originated by chat

The Approach
The marketing leadership team used the data from contact center interactions to justify hiring additional resources.
The team applied SAS algorithms to historical live-chat results, creating a virtual view of the results the sales team could expect with additional resources. The team applied the same approach to lead conversions and close rates and also added resources to the analysis. Based on these extrapolations, the marketing team could predict the workload and sales leads from each additional staff member and what that would mean to the bottom line. The analysis also showed how the team could interact more effectively across social channels and, as an additional benefit, help SAS recruit attendees to events.
With better data about the historical performance of live-chat sessions, the team members accurately predicted the outcomes of adding additional resources. Rather than simply asking for resources based on gut feel, they made a strong, data-driven presentation to executive leadership. They got the approval, and the contact center hired new staff.
The Results
Soon after adding the new resources, the team began to see that the expanded contact center was living up to expectations. Extended coverage hours and additional contact center resources helped generate more leads for sales from inbound channels. The data showed that these leads had the highest likelihood of converting to sales opportunities and revenue. The additions contributed directly to the bottom line and validated the analysis conducted to justify the new positions.
The team has also become more active in social channels, expanding the company’s presence and allowing the marketing organization to be more proactive. For example, a new Twitter handle—@SAS_Cares—gives customers an additional service channel for quick responses to their questions as well as timely notifications and helpful tips.
Technology, who recognized that all the content on our website might actually be confusing to a visitor, especially someone who simply wanted a price quote. Hill told me he equated the situation with entering a home improvement store and wandering the aisles looking for the right product. How happy we become, therefore, when someone steps out from behind the cash register to help us. In the end, we as customers appreciate help and buy more as a result. Hill thought chat could bring similar benefits to our customers and business. He was right; we’ve seen a much higher conversion rate among visitors to our website who engage with us via chat.
This is an excerpt from Adele Sweetwood’s The Analytical Marketer. Get your copy here.
Credit: Abhishek Singh

How Tata Tea and Apple Came To Be — An Excerpt

Steve Jobs created Apple, one of the most successful brands on this planet. Apple is remarkable because it has married design and technology marvelously, time and again, generating sensuous products that millions of human beings across the world lust for. Jobs himself attributes a good part of this Apple magic to his curiosity.
In his famous commencement speech delivered at Stanford University in 2005, he gave an example of how, during his student days, he decided to take a calligraphy class at Reed College out of sheer curiosity. He said he learnt about serif and sans serif typefaces in this class, about varying the space between different letter combinations, about what makes great typography truly great. He called this learning experience beautiful, historical and artistically subtle in a way that science cannot quite capture.
He went on to say, ‘None of this had even a hope of any practical application in my life. But ten years later, when we were designing the first Apple Macintosh computer, it all came back to me. And we designed it all into the Mac. It was the first computer with beautiful typography. If I had never dropped in on that single course in college, the Mac would have never had multiple typefaces or proportionally spaced fonts. And since Windows just copied the Mac, it’s likely that no personal computer would have them.’ He added, ‘Much of what I stumbled into by following my curiosity and intuition turned out to be priceless later on.’ The sheer beauty of Apple products, which is a huge contributor to the brand’s success, owes something to its creator’s curiosity.
Just like Apple, so many great brands have their roots in the curiosity of marketers. Consider Tata Tea, the leading brand of tea in India today. This brand was born out of the curiosity of Darbari Seth, who was chairman of several Tata companies in the mid-1980s. He wondered why tea could not be packaged in an airtight polythene pillow pack (polypack), rather than in the cardboard cartons that were the norm at that time. His visits to various Indian towns had shown that consumers were very happy with these flat pillow packs for another commonly used kitchen product: salt. Seth had, a few years earlier, already launched the popular Tata Salt brand.
In addition, his own explorations into two very different spaces gave rise to some thoughts that he could toss around. From his numerous informal conversations with traders during the early days of Tata Salt, he had learnt that the strong smell of spices permeates all Indian kirana stores, which, in turn, taints various products stocked in these stores, including tea. Seth’s explorations into the world of science—he spent many decades working as a chemical engineer—had left in his mind the clear impression that polypacks made from a laminate of polythene and polyester would be significantly better than cardboard cartons, ensuring tea leaves were safe from these strong spice smells. So, driven by these curiosity inspired reflections, he went ahead and launched Tata Tea in laminate polypacks in 1987. This kept the plantation-packed tea fresh and untainted, and the brand went on to become a huge success.
I had the good fortune of working as a junior member of Seth’s team in Tata Tea during those years, and have seen at close quarters how curious he was by nature. I would accompany him on his visits to London, and I was often dumbfounded by the sheer number of questions he would ask me on just about everything. He inspired the creation of two of India’s strongest consumer brands—Tata Salt and Tata Tea. Interestingly, quite similar to how Microsoft copied the amazing typography of the Apple Macintosh, hundreds of other Indian tea brands have copied Tata Tea’s winning polypack. You will find them available across the country today.
curious-marketer-end
 
 
 

10 Tips for Smart Managers for Success in an Information Age

Steve Jobs, one of the most successful technology entrepreneurs and executives, did not have a degree or background in computer science or programming. Steve is not alone; this is also true of many other “digital immigrants” who have made significant contributions to IT. If people without a technology background can be technology pioneers, such success should encourage everyone to embrace digital intelligence and use technology intelligently in business and life.
Sunil Mithas’ book is intended for general managers and students who want to improve their digital IQ. The book espouses the belief that digital intelligence is an important competence that global leaders need to have in today’s economy.
Here are ten tips from the book that pave the way for managers in our Information Age:

Synchronise IT and Business Strategies

creative-1

Govern IT Effectively
creative-3creative-2creative-5creative-4
Manage IT with Discipline
creative-6creative-7creative-8
Grab your copy of Digital Intelligence here and get hold of the most basic competencies and skill sets for thinking about IT and IT-enabled changes that all managers should have.

*

error: Content is protected !!