Adobe Audience Manager Operational Readiness Playbook Created by: Scott Rigby and David Contreras Date: June 2015

Playbook Objective

The objective of this document is to get your business operationally ready for the implementation and deployment of Adobe Audience. This will help you and your organisation – as new Adobe Audience Manager user – to drive maximum value from your investment in Adobe technology.

Although we have seen many projects succeed, others have faltered due to a lack of internal investment in the business to ensure they are operationally ready to adopt this new technology. This playbook will help guide you to avoid some of the common areas we have identified as missing in less successful implementations.

The recommendations and best practices in Adobe playbooks are ideally intended to be applied to your business in parallel to your technology solution deployment, to ensure that by the time you go-live with your solution your business is best positioned to realise value from your investment.

Adobe playbooks use a common digital governance structure focusing on the key areas of leadership, strategy, people, product and process to deliver a robust approach to readying your business whether you are deploying one Adobe solution or multiple.

This playbook should be read by:

Chief Marketing Officer Head of Digital, Head of Strategy, Head of Marketing Head of Analytics, Customer Insights Lead, Digital Channel Analyst Solution Architects, Head of Implementation, Digital Implementation Leads Program Managers, Project Managers, Business Analysts

Contents

1 INTRODUCTION ...... 6 1.1 About Adobe Audience Manager ...... 6 1.1.1 Types of Data Collected ...... 6 1.1.2 Custom Segment Generation ...... 7 1.1.3 Performance Reporting ...... 7 1.1.4 Ad Server Integration ...... 8 1.1.5 Destination Publishing ...... 8 1.1.6 Tag Management ...... 9 1.1.7 Data Security and Privacy ...... 9 1.2 About this Playbook ...... 9

2 LEADERSHIP...... 10 2.1 Sponsorship ...... 11 2.2 Buy-In ...... 12 2.3 Communication ...... 12 2.3.1 Communication management ...... 12 2.3.2 Recommended communications process and principles ...... 13 2.3.3 Setting communication goals ...... 13 2.3.4 Recommendations on a communication approach ...... 14 2.4 Accountability ...... 15 2.4.1 Steering committee ...... 16 2.4.2 Common roles and responsibilities within a steering committee ...... 16 2.4.3 Setting up a working group ...... 19

3 STRATEGY ...... 19 3.1 Digital Marketing Maturity Model ...... 20 3.2 Focus ...... 25 3.2.1 Digital Strategy ...... 25 3.2.2 Key Performance Indicator: ...... 29 3.3 Alignment ...... 30 3.3.1 Targeting and Personalisation Strategy ...... 31 3.3.2 Building your segments ...... 32 3.3.3 Targeting and Personalisation ...... 33 3.4 Innovation ...... 33

4 PEOPLE ...... 33 4.1 Expertise ...... 33 4.2 Structure ...... 34 4.2.1 Structures Types ...... 35 4.2.2 Project Based Recommended Organisational Structure ...... 36 4.2.3 Business Recommended Organisational Structure ...... 37 4.2.4 Roles & Responsibilities ...... 38 4.3 Resources...... 44 4.3.1 Resource Model ...... 44 4.4 Community...... 45 4.5 Culture ...... 46

5 PROCESS ...... 47 5.1 Deployment...... 47 5.1.1 Implementation Methodology ...... 48 5.1.2 Data Integration Methods ...... 53 5.2 Usage ...... 55 5.2.1 Administration ...... 56 5.2.2 Access Levels ...... 56 5.3 Sustainability ...... 58 5.3.1 Maintaining a Single View of the Customers ...... 58 5.3.2 Process to Adopt Traditional or Emerging Channels ...... 58 5.3.3 Track and Upgrade ...... 58 5.3.4 Optimise and Report for Success ...... 58

6 TECHNOLOGY / PRODUCT ...... 59 6.1 Solution fit ...... 59 6.1.1 Solution Architecture ...... 59 6.2 Integrations ...... 62 6.2.1 Marketing Cloud Integrations ...... 62 6.2.2 Common Third-Party Integrations ...... 63 6.3 Data Security and Privacy ...... 65 6.4 Democratisation ...... 70 6.4.1 Automation ...... 71 6.5 Leveraging your investment (The Big Picture) ...... 71

7 CHECKLIST ...... 73

8 ADOBE AUDIENCE MANAGER PRODUCT MATURITY ACTIVITIES ...... 74

9 ASSISTANCE CONSULTING OPERATIONAL MATURITY REVIEW ...... 75

10 ADOBE AUDIENCE MANAGER GLOSSARY OF TERMS ...... 75

11 ADOBE AUDIENCE MANAGER TEMPLATES ...... 78 11.1 Customer Profile Template ...... 78 11.2 Deep dive insights request template: ...... 79

1 Introduction

1.1 About Adobe Audience Manager

Adobe Audience Manager is the industry’s first data management platform that consolidates audience information from all available sources. It identifies, quantifies and optimises high-value target audiences, which can then be offered to advertisers via an integrated, secure, privacy- friendly management system that works across all advertising distribution platforms.

Adobe Audience Manager helps you manage your data pipeline by bringing your audience data sets together, making it easy to collect commercially relevant information about site visitors, create marketable segments and serve targeted advertising and content to the right audience. The solution also offers easy tag deployment and management with robust data collection, control and Tip protection. Publishers: Companies that manage the placement of advertisements, texts 1.1.1 Types Of Data Collected and other product links on behalf of a company (advertiser). Industries Adobe Audience Manager helps you collect and manage associated in this category first-party, second-party and third-party data. are Media, Entertainment, Loyalty and Retail. Unlocking customer information assets stored in multiple Advertisers: Companies silos is one of the biggest data challenges faced by that own sales, inventories companies today. From CRM databases, to registration and marketing activities of systems, to ad servers and so forth, companies require tools products or services. that help centralise valuable data and manage customer and Advertisers partner with audience information as a single strategic data asset. Adobe publishers to promote their offerings. Common Audience Manager helps you unlock isolated customer industries associated to the information and manage data collection from multiple advertisers are automobile, sources. Collected data can be managed based on data finance, insurance element time-to-live (TTL) values, which helps your manufacturers, and travel. organisation control data expiration across all sources. Audience Manager is designed to help you manage the following types of data:

 First-party data collection (own data): First-party data collection is a main Adobe Audience Manager feature. This core competency addresses the needs of publishers or advertisers who want to use proprietary data as the cornerstone of their marketing programs or for targeting and modelling against other data sources.  Second-party data collection (partner data): Second-party data comes from a strategic business partner (it's not publisher data). This information is collected and managed just like first-party data.  Third-party data collection (purchased data): Third-party data is information purchased, collected and shared by vendors outside of Adobe Audience Manager.

1.1.2 Custom Segment Generation

Data sources are represented in a client-specific trait taxonomy. Publishers can customise and modify this taxonomy based on their data source and business use cases. Within the Adobe Audience Manager interface, publisher team members can browse traits and segments to combine them into new marketing segments.

You can also report on historical trait and segment size as segments are created. This helps publisher team members understand potential inventory and lets them adjust segment composition based on reporting data.

Qualification begins after a segment is saved in the Adobe Audience Manager interface. The system uses two complimentary methodologies that help ensure full segment coverage across a publisher’s entire user base:

 Instant segment qualification: Qualifies users based on real-time data collection processes.  Processed segments: Back-end processing of users not yet seen again who qualify based on new segment rules criteria.

1.1.3 Performance Reporting

Adobe Audience Manager offers standard reporting interfaces for all data stored on user traits and segments, including segment sizes, segment composition, targeting platform mappings (destinations) and custom reports.

Overlap analysis and lookalike modelling

In addition to custom segment generation and standard reporting, publishers are interested in understanding data relationships between all of their data elements and segments. Adobe Audience Manager can create data overlay reports based on a publisher’s specific needs. Some examples might include:

 Third-party data overlaid against first-party data.  Third-party to third-party overlap for data analysis and scoring (e.g. gender across four providers).  First-party data relationships.  Segment-to-segment overlap and analysis for additional lookalike modelling.

The Adobe consulting teams and partner solutions can work with you to understand your data and reporting needs, create report templates, create custom reports and schedule delivery of all overlap and lookalike reports.

Inventory and audience insight

Inventory and audience insight is closely tied to segment generation and overlay reporting. Inventory and audience insight reports help you understand:

 How audiences overlap, or trend, against individual sites and domains.  Potential ad inventory based on unique users within audience segments.

Audience overlap against sites and domains

As part of a data collection strategy, publishers can capture site, domain and site groupings in the standard data. This gives publishers full visibility into overlap across sites, by data segment across sites or overlap of any data combination of trait, segment, site, domain or site grouping. Data is available in a number of areas depending on the specific use case:

 Standard reporting based on overlap segments generated.  Custom overlay report templates as defined above.  Segment creation wizard available via the user interface.

1.1.4 Ad Server Integration

The platform allows you to manage a single data repository and then leverage that data across all your channels. This can include ad servers, content optimisation, creative optimisation, video delivery and search.

Adobe Audience Manager has developed a central interface for managing new targeting destinations that provide multiple integration points depending on the use case and technical implementation of the external system.

1.1.5 Destination Publishing

With data management platforms, it is important to standardise the data transfer mechanisms so they can be easily configured and managed by Adobe’s systems. When the data arrives to the target system (ad server, DSP, ad network, etc.) that system is called the destination. Adobe Audience Manager allows publishers to easily set up new destinations in the interface with the “destination builder” which helps you manage URL, cookie-based or server-to-server destinations.

1.1.6 Dynamic Tag Management

Dynamic tag management is a key feature of the Audience Manager platform. Dynamic tag management consists of two core components: JavaScript container code and a graphical user interface that helps you manage tags for deployment and data collection on your Web site.

The system lets customers create, schedule, deploy and manage their own tags. Additionally, the intuitive management interface uses conditional logic that provides flexibility when managing tags across a complex site environment. Adobe is committed to developing this platform and supporting our clients and partners. We are also working to integrate our platform into the Adobe Marketing Cloud.

1.1.7 Data Security And Privacy Tip

Data security is an important part of any data Click here to read more on the management system. Adobe Audience Manager has Data Security and Privacy controls and systems designed to improve data security and prevent data leakage.

1.2 About This Playbook

This document follows a structure that will help you understand the key focus areas to nurture the implementation of Adobe Audience Manager. This structure is based the digital governance framework, which creates the appropriate business environment for digital to succeed. It includes:

 Leadership—Executive buy-in and support for the implementation and adoption.  Strategy—Clarity and alignment around key business goals for evaluating digital performance.  People—Resources, expertise and the appropriate team structure to run Adobe Audience Manager effectively.  Process—Procedures, project management and workflows for deploying and using Adobe Audience Manager effectively.  Product—Solution fit, common integration and automation.

What’s different about digital? Everything.

Product People Process

(Technology) ‘Always-on marketing’, Culture shift, new skills, testing and next-best strategic in-sourcing, Deploy the right offer. A single source of diverse talent and technology to deliver the truth. Digital and skillset. best customer traditional merge. experience.

Strategy - Aligned to business goals, common goals and KPIs, communicated to business.

Leadership

Stakeholder buy-in, single executive sponsor, defined program of work and Budget, insight-driven culture.

2 Leadership

Leadership is critical — it provides the foundation for successful Tip digital transformation. Projects which have an executive C-Suite involvement is needed to drive a digital transformation sponsor, project program, budget and outcome. Your role as the project sponsor is name, defined to contribute with a strong understanding of how Adobe Audience budget & KPIs set Manager and digital in general will transform the business. across the team Position yourself as the subject matter expert and functional outperform those leader in a hands-on mode. that don’t. A common trait you will find in successful digital teams is that they are owned and managed by people who are prepared to make the necessary investments in talent, equipment and training. Leaders are skilled at extracting optimal performance from team members and developing strategies that take full advantage of their unique talents.

Leadership consists of four subcomponents: sponsorship, buy-in, communication and accountability.

2.1 Sponsorship

Having an effective executive sponsor will help the project achieve maximum success. To be truly effective, this internal executive sponsor should have enough seniority and influence within the business to get buy-in from other stakeholders across the organisation. Having a high level of self-interest in the project’s success and a passion for digital transformation — and truly believing in how Adobe Audience Manager is going to transform the business — are also critical.

An effective executive sponsor should guarantee the implementation of Adobe Audience Manager stays in line with the corporate strategy, protecting it from conflicting initiatives or internal politics and helping address any limiting factors, such as resource or budget constraints.

The Four Ps of Execute Sponsorship

Prioritisation Protection

To be successful, Adobe Audience Manager needs The executive sponsor will play an important role in to be aligned with key business goals. The protecting you, the digital and the implementation executive sponsor should provide crucial direction from other conflicting initiatives or corporate to the team, ensuring the implementation is always politics. in line with the corporate strategy and top priorities.

Problem solving Promotion

Using their influence within the organisation, the The executive sponsor will play a key role in executive sponsor should step in to remove any championing the benefits of Adobe Audience problems that may impede the success of the Manager, holding people accountable, and implementation, such as resource or budget promoting digital wins within the organisation, constraints. especially among other executives.

Source: Dykes, Brent. 2011. Web Analytics Action Hero. Adobe Press.

2.2 Buy-In

Achieving management buy-in across your leadership team is Tip also key. Having multiple change agents will help you drive Having cross function adoption easier and faster. The responsibility for the stakeholder implementation and deployment of Adobe Audience Manager participation in the needs to be shared by the entire leadership team. vision elicits It is then the executive sponsor’s responsibility to win over the stakeholder buy-in executive team by sharing examples that prove the value of Adobe Audience Manager and digital. Typically this focuses on delivering a better customer experience and subsequent benefits to the business.

When implementing digital projects such as Adobe Audience Manager, leaders will be responsible for monitoring different departments and teams owning different parts of digital marketing initiatives. It is critical to make sure that all groups share a common strategy to achieve common goals. Having an internal roadshow to win support from executives will help raise awareness towards aligning all teams and obtaining the necessary resources for an optimal implementation.

2.3 Communication

To get the organisation on board, it is always a good idea to share the vision and repeatedly reinforce the reason why your company is investing in Adobe Audience Manager technology by articulating both the customer benefits and business benefits. Sharing documentation such as success case studies of digital implementations will help you validate why and how this investment will take the organisation to a new level. If you want the organisation to embrace digital transformation, it’s important to let employees know it’s a priority.

2.3.1 Communication Management

A communication strategy can lay out the foundation and framework for communicating initiatives and objectives across business and technology teams. It can also help by:

 Providing guidance and a framework for effective communications within and outside of the project.  Ensuring that proper protocols are always followed when preparing and delivering communication.  Providing precise and concise project communications at the right time.  Involving all necessary stakeholders and maintaining regular contact to keep transparency in all transactions.  Having clear communication channels with well-defined roles and responsibilities.  Clarifying doubts, overcoming challenges and averting risks that affect the project.  Building trust and developing open relationships between the parties.  Promoting openness and transparency.

2.3.2 Recommended Communications Process and Principles

You can build your communication strategy around the following key principles:

 Communication is critical to effect change: Ongoing and timely communication is a fundamental requirement to inform and respond to stakeholders about the change; its impact on them and its outcomes; to enable feedback; to manage expectations; to ensure a smooth change transition; and to support uptake and continual improvement.  Communication delivery is local: Communication from the local area will mean that messages are relayed in a language that is relevant to the audience. Engagement with local communicators across the business and technology will increase the effectiveness of the communication.  Communication is consistent and repetitive: With a common approach across the program, stakeholders will come to expect communication through specific methods (channels), with given formats (look) and timing. Repeating key messages through multiple channels will increase the amount of information that is absorbed.  Communication is linked to the project objectives: Linking the communication to the objectives provides a context and reasoning behind change. Repeatedly providing these links will serve as reminders as to the wider benefits of the project.

2.3.3 Setting Communication Goals

All communication developed and distributed throughout the project is intended to achieve the following goals:

• Stakeholders and project team members are aware and informed:

o Stakeholders and project team members should receive timely information about what is happening (why, when and how and what it means to them). This information starts at a generic level (which is repeated throughout the project lifecycle) and becomes more detailed, specific and targeted to the audience as the project progresses. This information enables stakeholders to think about, understand and be prepared for change and plan for future project streams of work. • Stakeholders and project team members are engaged:

o Opportunities are created and communicated to key stakeholders to support them in exploring, becoming involved in and committing to a new way of doing things, for example:

. Different stakeholders and project team members will move through and transition at different rates and times.

. Communication will aim to gain key stakeholders and project team members’ commitment through implementation.

. Strategies and implementation roadmaps can be developed to manage stakeholders and project team members who are resistant to the change throughout the transition.

o Communication is two-way, with stakeholder input and feedback sought and valued at all stages.

o Stakeholders and project team members expectations are managed:

. The aim of communication is to provide set expectations of strategic initiatives, program or project scope, associated constraints, risks and dependencies, explain why this may differ from expectations (in targeted messages) and to provide ongoing updates on expected and actual outcomes.

o Acquisition of skills and knowledge is supported.

o Training is backed up by supporting communication to reinforce the training and provide opportunities to share knowledge.

2.3.4 Recommendations On A Communication Approach

An approach to communication management for the project may Tip include:

Use a DACI model to o Conduct an effective stakeholder analysis: categorise stakeholders and . Stakeholder analysis is developed at the their communication project board, user group, project team and stakeholder levels. needs . The stakeholder analysis will focus on all parties (users, management, executives or third parties) required to achieve the desired outcomes and any parties impacted by the change to ensure full coverage. . Categorise stakeholders into specific audiences (communication channels).

o Identify information requirements of all parties and establish distribution lists by subject area:

. Have regular meetings. There should be regular meetings organised with various levels within the project to ensure that there is regular communication.

. Where project team meetings do not meet communication requirements (for example, where cross-area representation is required for specific project deliverables) use these sparingly :

 One-on-one meetings may be required to obtain specific input or deliver important messages (as required).

. A common wiki or alternate online knowledge management solution to provide access to all parties and used by some to provide a workspace.

. A shared drive to maintain the main reference point for overview of the project with links to documentation for wide dissemination and feedback.

. Electronic newsletter or company-wide communications, providing regular project news (updates, upcoming events, outcomes) delivered by email.

. Email may be used for targeted, individual or group communication — with a specific purpose.

. Standard templates for communicating regular information such as project status reports, meeting minutes and reports should be used to ensure communication is consistent and repeatable.

o Track required message delivery.

2.4 Accountability

Your organisation is investing in Adobe Audience Manager TIP and top executives are expecting results. For this to happen, it is the job of the leader and senior stakeholders to hold Think about how your themselves and their people accountable — employees, team’s bonuses are measured and if they teams, partners and most importantly him or herself. Start are being compensated with changing the perception that accountability is about appropriately for project punishment and hard discipline. It should really be about success. learning and improvement. To define accountability, you can create a project charter. This document states that a project exists, why it is important, who is involved, its timeframes, the expected outcomes and the resources needed for it to be successful. It also gives you written authority to begin work.

2.4.1 Steering Committee

Setting up a group of high-level stakeholders and experts will help you achieve the four subcomponents of leadership and, at the same time, set the direction of the project. This steering committee can also help by: • Prioritising initiatives. • Reviewing business cases for new initiatives. • Lobbying for the necessary time, personnel and budget. • Ensuring quality in decision making. • Encouraging a collaborative work environment. • Monitoring progress towards goals. • Controlling scope and resolving conflicts.

2.4.2 Common Roles And Responsibilities Within A Steering Committee

The following high-level roles and responsibilities are based on industry-standard practices for steering committees.

Role(s) Responsibility

Business or The sponsor is ultimately accountable for the outcome of the project and is Technology responsible for securing spending authority and resources. Sponsor • Vocal and visible champion. • Legitimises and lends credibility to the strategic goals and objectives. • Is the escalation point for changes and issues outside the agreed tolerances? • Assists with stakeholder engagement where required.

Business The executive’s role is to ensure that the project is focused on achieving its objectives Executives and ensuring a cost-conscious approach, delivering a product that will achieve the forecast benefits, balancing the demands of the business.

• Designs and appoints the project management teams. • Oversees the development of the business case, ensuring corporate strategic alignment. • Monitors and controls the progress at a strategic level, in particular reviewing the business case regularly. • Escalates issues and risks. • Is the escalation point for issues and risks and ensures that any risks associated with the business case are identified, assessed and controlled. • Makes decisions on escalated issues, with particular focus on continued business justification. • Ensures overall business assurance and ensures that the project remains on target to deliver products that will achieve the expected business benefits.

Business This role represents the interests of all those who will use the product, including Owner operations and maintenance, those for whom the product will achieve an objective or those who will use the product to deliver the benefits and value drivers.

 Provides quality expectations and defines acceptance criteria.  Ensures that the desired outcome is specified.  Ensures that products will deliver the desired outcomes and meet user requirements.  Ensures that the expected benefits are realised.  Provides a statement of actual versus forecast benefits at the benefits reviews.  Resolves user requirements conflicts.

Technical This role represents the interests of those designing, developing, facilitating, Owner procuring and implementing the product. This role is accountable for the quality of products delivered by suppliers and is responsible for the technical integrity of the project.

 Assesses and confirm the viability of the approach.  Ensures that proposals for designing and developing the products are realistic.  Advises on the selection of design, development and acceptance methods.  Ensures quality procedures are used correctly so that products adhere to requirements.

Assurance Assurance covers the primary stakeholder interests of the business, technical staff, Owner end-users and suppliers.

 Ensures the right people are planned to be involved in quality inspection at the correct points in the product’s development.  Sees that staff are properly trained in the quality methods.  Ensures that quality methods are being correctly followed.  Makes sure that quality control follow-up actions are dealt with correctly.  Ensures that an acceptable solution is being developed.  Monitors scope creep to ensure that the scope of the project is not changing unnoticed.  Oversees internal and external communications to ensure they are working.  Ensures applicable standards are being used.  Ensures the needs of specialist interests (for example, security) are being observed.

Business assurance responsibilities  Assists to develop the business case and benefits review plan.  Reviews the business case for compliance with corporate standards.  Verifies the business case against external events.  Checks that the business case is being adhered to throughout the project.  Checks that the project remains aligned to the corporate strategy and continues to provide value for money.

User assurance responsibilities  Ensures that the specification of users’ needs is accurate, complete and unambiguous.  Assesses whether the solution will meet users’ needs and is progressing towards that target.  Advises on the impact of potential changes from users’ point of view.  Ensures that the quality activities relating to products at all stages has appropriate user representation.  Ensures that quality control procedures are used correctly to ensure that products meet user requirements.

Supplier assurance responsibilities  Reviews the product descriptions (features and capabilities) and aligns to delivery.  Advises on the selection of the development strategy, design and methods.  Ensures that any supplier and operating standards defined for the project are met and used to good effect.  Advises on potential changes and their impact on the correctness, completeness and integrity of products against their product description from a supplier perspective.  Assesses whether quality control procedures are used correctly so that products adhere to requirements.

Project The project manager has the authority to run the day-to-day operations with the Manager prime responsibility of ensuring that the project produces the required products within the specified tolerances of time, cost, quality, scope, risk and benefits.

 Effective project management requires that the project management team, as a whole, possesses and applies the knowledge in several areas: o Project management itself. o Business and industry domain knowledge specific to the project. o Technology knowledge required by the project. o Interpersonal and communication skills.  The project management framework consists of five key activity groups: Initiation, Planning, Execution, Monitoring and Control and Closing. These are the processes or activities for managing the project and they are different to the project life cycle.  The project life cycle activities are generally sequential while project management activities are performed as below because project management activities may overlap and repeat along the timeline depending on risks (for example, the controlling activities may lead back to planning to revise the project plan as a result of changes).

You can also include partners and key vendors as part of the steering committee. Their broad understanding and experience with Adobe Audience Manager technology can positively benefit the outcomes of your Adobe Audience Manager implementation.

2.4.3 Setting Up A Working Group

Having a working group with subject-matter experts working below a steering committee will help achieve specified goals. In your Adobe Audience Manager implementation, this working group includes the practitioner leads executing the project. They would meet more regularly and report upwards to the steering committee.

The working group should have a weekly discussion where issues and risks are addressed and the status, progress and approach of the project are discussed.

3 Strategy

Gaining a clear vision of what it takes to be able to assess and measure your audience management efforts is critical to becoming a high-performing business. “74% of business executives say their company has a business strategy. Only 15% believe that their company has the skills and capabilities to execute on that strategy.” Forrester: Accelerating your digital business, 2013

3.1 Digital Marketing Maturity Model

The first step to craft your digital marketing strategy is to evaluate the level of maturity of your digital marketing Tip landscape. To help you in this endeavour, Adobe has Check the self-assessment designed a self-assessment tool which indicates the key tool to assess your drivers of success in a digital, data-driven organisation across organisation’s Digital Marketing maturity. seven digital marketing dimensions – channels, audiences, context, content, assets, campaigns and data.

Digital Marketing Dimensions

Channels

Channels refers to the various locations and touch points where customers can interact with your brand and how your digital strategy enables social engagement, paid and organic search visibility, email deliverability and site optimisation among other functions.

Audiences

Audiences refers to the activities and actions taken to define and target specific customer segments. It also refers to the skillsets necessary to analyse and create segments used for targeting.

Context

Context refers to the circumstances and events that would comprise a customer’s master marketing profile. Organisations nowadays gain a competitive advantage by leveraging technology to contextualise messaging and reach segments through statistical modelling and data mining which allows you to identify and refine targeting based upon customer touch points.

Content

Content refers to the asset management, creative workflows and tools needed to publish and optimise digital experiences. It is determined by the activities undertaken to schedule, publish, promote track and monitor the content throughout channels and its performance.

Assets

Assets refers to having the resources necessary to support the creation and management of digital assets published and used for marketing messages and to meet the organisation’s needs.

Campaigns

Campaigns refer to the activities and operations to manage the messaging of brand and marketing portfolios to measure performance in addition to having the skills to create a master strategic plan for campaign development and delivery and owning the systems that enables its execution.

Data

Data refers to the data collection, definition and reporting on the performance of key metrics, performance indicators and goals

OPTIMISED ADVANCED FOCUSED EMERGED INITIATED

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Have an attribution model that credits marketing efforts with direct results.

Audiences Basic An optimisation Optimisation and Own necessary Own necessary understanding of and personalisation skills to analyse and skills to analyse customer profiles. personalisation roadmap is create audience and create roadmap is influenced by a segments used for audience segments Optimisation is created. range of targeting. used for targeting. done as ideas stakeholders strike. Using audience across the Ability to leverage Use analytics data segment profiles business. targeted customer to refine and adjust to inform lists from ad-hoc segment advertising and Discipline-based analysis. definitions. offers. testing. Deliver tailored Ability to leverage content and targeted customer experiences to lists from ad-hoc unknown visitors analysis. based on behavioural data, Deliver tailored lookalike modelling content and or third-party data. experiences to unknown visitors based on behavioural data, lookalike modelling or third-party data.

Context Basic testing is Access Cross-site Ability to capture, Ability to capture, undertaken to demographic targeting. store and analyse store and analyse personalise email information to all touch points in all touch points in marketing deliver basic Leverage the customer the customer campaigns and personalised segmentation data journey. journey. offline material. campaigns. to personalise basic workflows Geo-location, Ability to tailor Own a customer Initial steps on across various demographic and experiences based database used for channel targeting. channels. other third-party on the customer basic Web site, email data sets are recent online personalisation. communication integrated with behaviour. and advertising Adobe analytics channels are data and used as Geo-location, being traits in the demographic and personalised. customer profile. other third-party data sets are integrated with our analytics data and used as traits in the customer profile.

Content Sporadic Basic There are Own sufficient Own sufficient optimisation understanding of activities in place resources to resources to activities are done content to measure manage the content manage the content by isolated teams effectiveness. content necessary to meet necessary to meet or individuals. effectiveness for the organisation’s the organisation’s Content is further needs. needs. All Web site and integrated with the optimisation. campaign use of third-party Own the marketing Own the marketing variations are tools. There are testing technology strategy technology strategy managed variables to and defined and defined independently. Limited support optimise content. technology roadmap technology road from IT to allow using assistance map using content flow IT and systems from IT/IS as assistance from across campaign established to needed. IT/IS as needed. channels. share content across business Social content Social content units. publishing is publishing is scheduled and scheduled and coordinated across coordinated across the various social the various social networks and networks and performance is performance is included in your included in your Web analytics data. Web analytics data.

There are strong mechanisms to assess content usage and cleansing. Assets Limited Ad-hoc inventories Document and Own a searchable Own a searchable and asset test plans, central repository central repository classification. requirements for digital asset for digital asset insights and management that management that One-way posts in a shared catalogues current catalogues current syndication of space. and historical and historical assets. assets. assets.

Enterprise Effective Effective repository for communication and communication and digital assets and production with production with formal asset agencies. agencies. lifecycle. Create sufficient Ability to create and assets for effective deploy once across A/B testing and multiple channels personalisation. and devices.

Create sufficient assets for effective A/B testing and personalisation. Campaigns Basic customer Execute Online and offline Ability to launch and Ability to launch profiling for campaigns in channels are manage campaigns, and manage marketing tactics. various employed to including analysis to campaigns, decentralised deliver marketing measure campaign including analysis Channels not channels. messages. performance. to measure integrated. Deliver campaign messages and get Capacity to report Business units Deliver campaigns performance. results in different on key metrics. work in isolation to across multiple advertising produce content online and offline Ability to alter channels. Campaigns are and execute channels. campaigns based refined marketing on real-time Create automated periodically when campaigns. Use an agile, performance data. responses to required. iterative or test-and- customer action in There are learn process in the Deliver campaigns Web sites. measurement design, execution across multiple mechanisms in and analysis of online and offline Campaigns are place. campaign channels. mostly reactive. programs. Use an agile, iterative or test-and- learn process in the design, execution and analysis of campaign programs. Data Limited data There is a basic There is a data Analytics processes Analytics processes management data management management have executive have executive strategy. strategy. strategy in place sponsorship and sponsorship and integrating various support. support. Few business Key business first, second and units analyse units use data to third party data Team is Team is sufficiently data. understand sources. knowledgeable and trained and has customers and has skillset for skillset for analytics crate meaningful There are analytics and and reporting decisions. mechanisms in reporting needs. needs. place for reporting Key stakeholders and decision Online and offline Online and offline are making. data integrated and data integrated and knowledgeable on provide a single provide a single the use of data. Some business view of the view of the units work customer. customer. Reporting is basic. cooperatively towards goal Data is readily Data is readily achievement. available and used available and used throughout the throughout the organisation. organisation.

Reporting is Reporting is automated and automated and distributed. distributed.

Own data mining tools that allow search through large volumes of data.

Analytics program uses statistical modelling to identify trends and predict outcomes.

3.2 Focus

Focus means understanding and focusing on the organisation’s key business goals and strategic initiatives to achieve objectives. It is also important to prioritise these goals as well as their scope and timing for completion. As business competitive environments change it’s also important to review your business strategy and goals on a quarterly or bi-annual basis to ensure they remain relevant to the current environment.

3.2.1 Digital Strategy

One of the biggest digital challenges organisations face is being able to define what they are trying to achieve through digital channels. In many cases, corporate Web sites aren’t owned by a single manager leading to a mix of different or, even worse, competing interests and purposes. This causes a mixture of counterproductive results.

A clear digital strategy enables your digital team to align its activities to the key priorities of your business and succeed as an integral part of your organisation. A key point to consider is that your digital strategy should always be aligned to the overall business goals of the organisation.

These are steps you can follow to craft your digital strategy:

 Identify all of the key stakeholder groups that have input into your company’s digital approach.  Gather key business objectives from each group separately.  Merge the goals into a set of four to five key objectives.  Based on your understanding of the corporate strategy, prioritise and rank the list of goals.  In a group meeting, review and refine the goals with key stakeholders. If needed, involve a neutral third party to mediate potential disagreements.  Based on stakeholder feedback, finalise the business objectives and define KPIs to measure these by.  Share an overview of the agreed upon digital strategy with key stakeholders.

A Suggested Digital Strategy Framework

Key terminology

Enterprise goals:

• Strategic business goals and objectives. • Aligned across the business at an enterprise level. • Tied to increased revenue (or decreased costs). • Can include medium to long-term vision of the company.

Examples: Increase revenue (by five per cent), expand product line (new line of business), improve customer satisfaction (by five per cent).

Digital goals:

• Strategic business goals and objectives for your digital channel. • Identify how the digital channel will contribute to achieving the enterprise goals. • There can be more than one digital goal for each enterprise goal. Examples: Increase online sales (by five per cent), increase online audience (by 10 per cent), increase online customer satisfaction (by five per cent).

Below is the Adobe business optimisation for success framework. Defining your business goals is the key first step in this process so it is paramount to have these communicated and agreed upfront.

Initiatives:

• Strategic digital goals. • Actionable projects. • Relates to digital channel as a whole (not just Web analytics).

Examples: reduce shopping cart abandonment, increase mobile content and increase new visitors.

Tactics:

• Specific actionable online business requirements. • Gaps in achieving online initiatives and goals. • Achievable end goal.

Examples: measure shopping cart abandonment, measure application form abandonment and report mobile usage. Key performance indicator (KPI):

Key metric to evaluate business success of digital activities.

Example (business objectives and metrics)

Business objective Metric 1. $500M in sales through digital channels Revenue 2. Increase brand awareness Visitors 3. Drive deeper and enduring customer Logins relationships

Digital Strategy Framework

3.2.2 Key Performance Indicators

Focus also includes defining the key performance indicators (KPIs). In digital, these indicators can be metrics such as online revenue or applications, along with associated targets for those metrics (for example, increase application rate by 30%).

A common mistake when setting KPIs is selecting random metrics from an industry-related list and expecting they will fit and perform towards achieving your unique business goals. Make sure you always start with understanding your business goals before selecting appropriate KPIs. As you deploy your digital properties using Adobe Social you will be able to use these KPIs to understand the impact changes in content, design and architecture have had as an impact on your business. What are Key Performance Indicators?

What they are: What they are not: • Quantifiable, measurable and • Metrics that are vague or unclear actionable • “Nice-to-knows” or metrics that are • Measure factors that are critical to not actionable the success of the organisation • Reports (e.g., top search engines, • Tied to business goals and targets top keywords) • Limited to 5 to 8 key metrics • Exhaustive set of metrics • Applied consistently throughout the • Refutable company

Source: Dykes, Brent. 2010. KPIs: Focus on the Special ‘K”.

When implementing Adobe Audience Manager, ensure that your KPIs are measured. Do not waste time on non-strategic Tip measures. Ask yourself this: if your CEO was stuck on an When creating your KPIs island and you could tell him only three things about your remember the acronym business so he would know the business was healthy, what S.M.A.R.T. Performance would you tell him? If you said the average time spent on a indicators must be: page was one minute 30 seconds that tells him nothing. Specific: to precisely define the goal and it’s expected If you tell him your campaign generated two million visits to outcome. the Web site and the average revenue generated from a Measurable: to be able to specific channel was $2. That is something he will understand what success understand as a true measure of business success. There is means. so much opportunity to measure initiatives and improve on Assignable: to individuals them based on four or five metrics that you can keep yourself or teams busy for months or even years. Don’t fret about measuring Realistic: and yet every little last detail, you’ll drive yourself crazy and you challenging to drive great results. won’t be supporting your business goals. Time-based: built to drive

“Companies with greater digital capabilities were able to convert sales at a rate 2.5 times greater than companies at the lower level did.” McKinsey & Co. March 2015

3.3 Alignment

Organisations are dynamic: Business strategy changes; leadership changes; Web sites and communications in general are redesigned; the market landscape changes; services and new products are introduced; marketing campaigns are launched; new channels appear; and new competitors are born. All these changes make it difficult for leaders to ensure alignment between the company’s current strategy and the implementation of digital solutions.

To make sure there is a proper alignment between your Adobe Audience Manager implementation and your digital strategy, your measurement strategy needs to be dynamic and adjust as changes occur within your business. Having a member from the digital team sitting in the steering committee can ensure that the team knows what is happening within the business and any possible changes in priorities.

3.3.1 Targeting And Personalisation Strategy

Your organisation needs to be able to craft and deliver relevant experiences for your audiences to increase your conversion rates, your customer engagement and brand value which therefore will lead to effectively achieving your corporate goals. Data provides you with the means to understand in detail your audiences and segment them. Segmentation allows you to create a targeting schema which allows you to gain a better understanding of how to align your customer’s desires, requirements, needs and expectations along with your organisation’s principles, values and goals, which then empowers you with the ability to deliver truly personalised experiences that your customers will love and your organisation will benefit from. This is the core of what marketing technologies such as Adobe Audience Manager enables you to do.

3.3.1.1 Data Modelling

Data modelling is the method by which organisations analyse, define and align the data flow requirements needed to support key business processes. Aligning your data structure with Adobe Audience Manager is key to getting the most value from the solution as it provides marketing and technical users with the means necessary to respond effectively to your organisational targeting and personalisation requirements. This ultimately strengthens the way your clients experience your marketing communications.

The consulting team conducts a “data model” workshop to support your organisation in the alignment of your data structure. In this workshop, which is typically conducted for one day, you will be able to understand your organisation’s data needs in addition to the architecture of an efficient data model. Although the process may vary the team usually undertakes your data management strategy in three phases: •Identify all data that is •Specify the dimensions that •Direct use of (targeting and located in the working determines how the data will personalisation) data in environment and is available be targeted (i.e recipients as outbound deliveries. for use by marketing end- opposed to contracts). •Direct use of (targeting and users. •Identify filtering and query personalisation) data to •Map how the data flows dimensions that create enrich a data template. from external sources and relationships within data how it will interact within targets (i.e recipients who the data lifecycle in Adobe hold life insurance).

Audience Manager and other •Create the union, exclusion 3. Data Use Data 3. business systems. and intersection dimensions to enable you to consolidate

2. Preparation 2. and process multiple targets. 1. Identification 1.

3.3.2 Building Your Segments

Understand what your ideal buyer profile would look like and how you can leverage the data that is (or will be) available to create further targeting strategies. The idea behind creating buyers’ profiles is to craft relevant content for each segment group to better understand what type of communication will work best — this is typically achieved through experimentation or advertising platforms which allow you to set testing variables and gather data to see how certain campaigns perform.

Some ways you can segment your audiences are as follows:

Demographical and firmographic

 Job title: By separating key influencers from other stakeholders.  Functional area: Segmenting by department or business unit. For example, human resources and marketing.  Company size: By prioritising, for example, Fortune 500 companies and then medium sized business.  Geographical location: Sales territory, country or region where they operate.

Behavioural data

 Product interests: Such as the product category your customer is showing interest in.  On-site activities: Such as pages visited, content downloads, research queries and time per visit.  Off-site activities: Social media interactions (likes, shares, comments), event participation and clicks from advertising campaigns.  Campaign activities: Number of emails opened, links the customer interacted with and other engagement touch points.

3.3.3 Targeting And Personalisation

Once you have gained a clear understanding of your audiences (in size, frequency interest, etc.) you have to find an alignment and shape your content structure to appropriately approach them — it is critical that the content in your communication efforts is relevant and contextual for your multiple segment audiences. To achieve this, your organisation can leverage the segmentation criteria established in the previous step to truly deliver relevant content to specific users.

You can further enrich the personalisation strategy by integrating other digital data, CRM, transaction, point of sale, fulfilment and call centre data to orchestrate experiences across all your marketing channels in real time. These include online as well as offline channels.

Find recommendations on how you can deepen the scope of your audience management strategies in the integrations section.

3.4 Innovation

Once your organisation is consistently delivering relevant marketing messages across multiple channels, you will be ready to continue gaining competitive advantage by finding the means to expand the possibilities and generate greater value to your stakeholders. Gather a team of visionary innovators and use the data collected from your ongoing campaigns and digital tactics and empower them to generate new creative ways to improve your consumer’s lifecycle.

4 People

4.1 Expertise

Expertise refers to the different skills required by your organisation’s digital and technical staff, business users and senior executives. Not every group will need the same skills, but an overall understanding of how a digital strategy and Adobe Audience Manager will help the organisation is fundamental. Investing in training is a key activity when implementing new technologies. Make sure you have training programs not only for on boarding new staff, but also for current employees so they can continue growing their expertise over time.

Adobe offers a wide range of courses that can help you with your Adobe Audience Manager implementation. These courses are available in multiple formats to suit your needs — at one of Adobe’s regional training centres, online as virtual learning or on-site at your company.

To see all Adobe Audience Manager courses go to Adobe Audience Manager Course Catalog.

4.2 Structure

A well designed organisational structure will give you and your staff clear guidelines about how the organisation is put together, who they have to report and delegate to and how information flows across different levels. Defining an organisational structure, including roles and responsibilities, before starting with your Adobe Audience Manager implementation will also ensure the project runs efficiently.

4.2.1 Structures Types

Below is a common list of organisational structures we see in digital organisations.

Dispersed: This structure is typically an early stage, organic and reactive response to initial staffing and resourcing requirements arising in local or specific departments. While this works well initially, it has limited strategic scalability and can prove problematic in coordinating a top-down strategic vision for the long term structure and direction of digital capability, particularly within a large and diverse organisation.

Centralised: Digital marketing roles and capability are centralised into a single area or team. This is typically characterised by a reporting structure through to one head of digital, e- business or e-commerce.

Hub and Spoke: A combination of both, typically whereby digital marketing expertise is split - some positioned at the centre looking across the whole organisation and some sat within divisions or departments often acting as a connection point between the CoE and local non-digital teams.

‘Dandelion’ structure: Organisations which have a hub and spoke approach, but across multiple units or divisions. This is usually found in larger corporations that are operationally divided around key audiences (B2B and B2C, for example) that might centralise some key digital capability across the entire corporation, but also could have some hub and spoke arrangements in each of the key divisions.

‘Honeycomb’ structure: One additional structure is the holistic, or ‘honeycomb’, structure, where each employee is empowered with capability. This structure might be interpreted as the equivalent of a fully integrated digital capability where digital expertise and skills are the domain of a broad range of people and roles throughout the organisation. In this scenario no specialist digital roles exist and no single role has digital capability as its sole remit.

4.2.2 Project-Based Recommended Organisational Structure

Management Sponsorship

Adobe Project Manager Enterprise Architect (Communication Owner) (Strategy Owner)

Product Lead ProductSolutionProduct Lead Lead Lead

Business Technical BusinessBusinessBusiness TechnicalTechnicalTechnical ConsultantConsultant ConsultantConsultant ConsultantConsultant ConsultantConsultant Business Technical CreativeBusiness Technical Business PartnerTechnical / GDC ConsultantConsultant Consultant ConsultantConsultant ConsultantConsultant

Management sponsorship:

Establish relationships with executives, remove barriers, create a point of escalation, frequently touch base with engagement leads, understand goals and progress of engagements.

Enterprise architect

Multi-solution engagement lead, aligns all solutions and integrations to business needs and objectives, solidifies and follows through on delivery execution, partners with the project management office (PMO) on timelines and risks, fosters greater teamwork among various solution leads and consultants, delivers on engagement promises, communicates value realisation with consultants, the PMO and AM.

Adobe project manager

Responsible for positioning, scoping and providing consulting services. This person is in charge of communications between Adobe and the organisation. Solution lead

Assigned to lead engagements for particular solution. Strong collaboration with the EA and other solution leads. Ensures high quality, strategic consulting and successful delivery. May lead out on multi-product engagements if there is no PM or EA.

4.2.3 Business Recommended Organisational Structure

Organisations commonly use a centralised model for digital implementations. In this structure, all of the digital resources are centralised into a single area or team often with a reporting structure through to one head of digital, e-business or e-commerce. This is a generic example of an organisational structure and hiring recommendation:

Hiring phase 1 Hiring phase 2 Hiring phase 3 (0-6 Months) (6 - 12 Months) (12 – 18 Months)

The main advantages of having a centralised model are:

• Consistency and control: Consistent methods, TIP procedures and terminology. • Governance and focus: Unified commercial entity, The above model will strategy and budgets; ease of securing senior management need to be right-sized buy-in to digital marketing strategy and projects; and for your business consistent standards, greater efficiency in the allocation of depending on its size, structure and resources, ease of project prioritisation across the geographical nature. organisation. • Scalability and support: The application of digital expertise to support the wider business and clarity on where to go for support and advice.

4.2.4 Roles And Responsibilities

4.2.4.1 In A Centralised Model

Here are suggested responsibilities for each of the roles described above.

Director of Digital

• Director of digital analytics, marketing analysis, CRM or business intelligence. • Position of authority to influence others. • Key point of contact for executives, business owners and analysts. • Focuses on corporate-level issues, but maintains visibility into regional or business unit issues. • Works closely with executive sponsors to drive value from analytics across the organisation. • Drives cultural change and product adoption within the organisation via user education and other interactions. • Manages the core team and commercial relationships with analytics vendors.

Head of Strategy

• Drives and owns the digital strategy roadmap. • Coordinates ongoing strategy workshops with stakeholders. • Ensures the business is continually focused and aligned with business objectives. • Determines the priority of new implementation projects. • Drives the digital steering committee, not just a “Web analytics” steering committee. • Manages the business analyst and project management resources.

Head of Optimisation

• Owns the testing roadmap. • Drives the personalisation targeting strategy. • Works collaboratively with the senior analytics team on supporting analytics optimisation actions through testing. • Manages the testing resources. • Manages ongoing relationships with testing product vendors. • Coordinates with the head of implementation on testing implementation needs.

Head of Analytics

• Focused on overall digital performance with Web analytics being the barometer of that performance. • Runs regular, recurring meetings (weekly or monthly) with stakeholders on digital channel performance. • Establishes enterprise-wide standards. • Manages ongoing relationships with analytics vendors.

Head of Implementation

• Owns the analytics solutions design architecture. • Key point of contact for technical aspects of Web analytics for one or more business units. • Works collaboratively with the core team on enhancements. • Manages the implementation resources. • Manages ongoing relationship with internal integration teams.

Business Requirements Specialist

• Defines prioritised projects. • Runs workshops to gather business analytics implementation reporting requirements. • Develops the business requirements document for each project. • Gathers business sign-off. • Works collaboratively with the core team on requirements gathering enhancements and documenting the process. • Acts as project manager.

Targeting Lead

• Drives the testing roadmap. • Owns the key and complex testing campaign initiatives. • Key point of contact for testing technical aspects. • Owns the testing deployment and QA process and manages ongoing data accuracy. • Mentors the testing specialists.

Digital Analyst Lead

• Focused on measuring business unit key performance indicators (KPIs) and optimising business units online. • Owns the analytical reporting requests log. • Single point of contact for end-users within business units and understands end-users’ changing needs. • Validates data collection for business units. • Meets with business unit reporting owners and the core team on a regular basis (monthly). • Informs the core team of business unit activity and champions its needs to the core team. • Coordinates QA efforts and manages ongoing data accuracy.

Digital Implementation Lead

• Drives the testing roadmap • Owns the key and complex implementation initiatives. • Key point of contact for technical aspects. • Owns the testing, deployment and QA process. • Mentors the implementation resources. • Owns the testing deployment and QA process. • Maintains a library of implementation documentation and shares knowledge within the organisation. • Active, not passive, participants in the deployment enhancement process.

Content Strategist

• Drives the content strategy. • Owns the content delivery roadmap. • Manages the content delivery team.

Technical Requirements Specialist

• Defines prioritised projects. • Runs workshops to gather technical requirements and identify risks. • Develops the technical documents and deployment plan for each project. • Gathers sign-off. • Works collaboratively with core team on requirements gathering enhancements and documenting the process.

Targeting Specialist

• Owns the testing and targeting campaign initiatives. • Gathers the individual campaign objectives and requirements. • Coordinates implementation campaign needs with the targeting lead. • Key point of contact for individual campaigns. • Delivers the individual campaign reporting and analytical insight.

Digital Analyst Specialist

• Gathers analysis requirements from the business. • Delivers reporting requirements analysis, insight and actions. • Presents analysis back to the report owner.

Digital Implementation Specialist

• Drives individual implementation projects. • Coordinates with internal and external development resources on implementation requirements. • Creates the individual project technical specification documents. • Provides assistance on deployment and testing. • May be assigned to a specific business unit.

Content Producer

• Maintain communication among cross-functional teams. • Owns the process for creating, enforcing and managing the content production plan. • Collaborate with all departments to define and manage goals, scope, specific deliverables and scheduling needs. • Aggregate and distil input from all areas of the organisation and develop the best approach for incorporating feedback into project executions. • Contribute to strategic thinking around content models that adapt, scale and expand over time and distribution platforms.

Project Manager

• Outsourced initially and then established as a FTE. • Responsible for costing, estimating and planning projects. • Prepares project initiation documentation (PID). • Responsible for ensuring best value is obtained for the project including from the supplier base and use of internal and external resources. • Maintaining and completing project KPIs. • Writing detailed and summarised project progress reports. • Identifying, costing and processing any contract variations. • Tracking activities against the detailed project plans.

Creative & UX Designer

• Conceptualise and create design content for all campaign testing and targeting experiences. • Test concepts, perform task and user analysis and assist with user acceptance testing. • Develop prototypes that succinctly illustrate hierarchy and navigation. • Strategise and drive interactive product development from site map to launch. • Create compelling online consumer experience that drive business results. • Possess knowledge of prototyping and wireframe creation tools.

Channel Analyst

• Specialises in a particular channel: SEO, SEM, display, social, affiliate, etc. • Understands online strategy and how this breaks down into multi-channel Web marketing elements. • Expert knowledge of key analytics tools and the ability to setup advanced tracking and reporting mechanisms and capture key metrics. • Monitor and analyse Web related data “across the board” and analyses key metrics. • Understand how different elements of Web strategy relate to, and complement, each other (e.g. organic search engine optimisation, social media PPC) and create metrics to monitor and measure this. • Real-time, daily and weekly campaign performance reporting. Presentation of key data and conclusions to management.

Mobile Implementation Analyst

• Drives individual implementation projects around mobile. • Coordinates with internal and external development resources on implementation requirements. • Creates the individual project technical specification documents. • Provides assistance on deployment and testing. • May be assigned to a specific business unit.

Mobile Content Specialist

• Maintain communication among cross-functional teams. • Own the process for creating, enforcing and managing the content production plan for mobile. • Collaborate with all departments to define and manage goals, scope, specific deliverables and scheduling needs. • Aggregate and distil input from all areas of the organisation and develop the best approach for incorporating feedback into project executions. • Contribute to strategic thinking around content models that adapt, scale and expand over time and distribution platforms.

Head of Social  Solution expert.  Maintain communications among cross-functional teams to execute on social media campaigns.  Drives the implementation of social media projects.  Identifies opportunities for expansion.  Responsible for reporting on the performance of social media channels. Publishing Lead

 Responsible for the execution of content across social media channels.  Ensures internal workflows deliver the content and social media strategy.  Ensures tracking mechanisms have been implemented appropriately. Monitoring and Moderating Lead

 Represents the organisation across multiple channels.  Maintains the wellbeing of the communities.  Provide support to the communities when required. Listening and Analytics Lead

 Responsible for the monitoring of several social media channels to analyse the channel sentiments.  Measures channel performance in terms of key business goals.  Measures channel sentiment and provides immediate feedback when required.

4.2.4.2 Key Teams And Roles

Business users: Product owners and input providers

• Provide overall business strategy and goals for products. • Develop key messaging and customer segmentation strategy for online sales. • Not involved in day-to-day management of the Web site.

Marketing: Brand awareness and site management

• Develop strategy for product marketing across all channels, including Adobe.com. • Drives day-to-day site marketing (content changes, testing, etc.) activities. • Provides market research and analytic support for site management. • Partner with sales to deliver online revenue.

Sales: Online revenue and e-commerce business strategy

• Own strategy and execution for all e-commerce related aspects of the site. • Develop growth plans and deliver to business objectives. • Partners with marketing on delivering online revenue.

IT: Implementation and Delivery

• Delivery support to site strategies and objectives. • Develop technical strategy to deliver business vision. • Partners with marketing product owners to enhance platform framework with new templates, components and capabilities.

4.3 Resources

You will need to decide the right balance and allocation of internal staff and external consultants. This will be determined by your organisation’s previous experience with digital implementations — less experienced organisations may require more help from consultants.

Internally speaking, your organisation will need to implement a talent strategy to determine how best to hire and retain digital and analytic talent.

“Having the right talent and sufficient resources on your digital team is crucial to your long-term, data-driven success.” Brent Dykes – Adobe

4.3.1 Resource Model

To get the most out of Adobe Audience Manager and to deliver a better digital experience to your customers, you need to get the most out of your implementation. Investing in external resources will help you optimise your investment, mitigate project risk and identify new opportunities.

4.3.1.1 Adobe Consulting And Partners

Organisations are facing a deficit of digital marketing expertise and Adobe consulting and partners can play a critical role in making Adobe Audience Manager operational within your business — implementing it, running and operating the solution and realising value through business optimisation. Based on your resources and project scope, working with Adobe consulting and partners can help you in many different ways: from developing your customer journey, creative and user experience to building your content strategy, defining your workflow processes, training and enablement, building your page template and components, making necessary customisations to the implementation, integrating with other technology platforms and providing general guidance on how to use the solution.

Roles and responsibilities, critical success factors, post implementation review and sales alignment.

4.4 Community

It is key to encourage the creation of a digital community within your organisation. Invest in creating an environment where all members can learn from each other and share experiences, ideas, best practices and campaign wins. When you have distributed analysts and business users across different business units and countries, the digital marketing community provides valuable support to new users as well as opportunities for more advanced users to share their collective knowledge. This is especially important in traditional businesses where upskilling traditional skillsets with digital ones is vital. It can be a useful forum in which to educate the traditionally minded people within your business. Community can be fostered in a number of different ways, such as a simple email distribution list, internal wiki, corporate chat groups and workshops.

4.5 Culture

Adopting marketing technologies influence a great number business processes and practices changing the nature of how teams work to achieve common goals. Despite the fact that your organisation has invested in Adobe Audience Manager, some leaders and employees may still have doubts about the benefits of the solution. They probably do not fully understand what audience segmentation and targeting, social media marketing, display advertising, analytics, automation, content management, user experience and other components of digital bring to the table. This is common in a business world that is still adapting and changing to digital.

The first step is to have a clear vision for your culture as well as having the right mindset to shift activities and thinking within your digital organisation. Second, involve key stakeholders and share that vision of that future across the organisation. One of the main reasons why organisations fear change is because they have little or no information about where the change is taking them. Third, invest in individuals who embrace opportunities and are the right cultural fit. These will find it easily to work in teams and emerge in more complex problem solving situations.

Additionally, C-level executives can leverage two basic steps to embed a new way of thinking into business operations regardless of the scale of the organisation. These steps fall into two categories:

 The formal levers: These are adoption and adaptation of processes and structures such as leadership policies, role definitions and people processes to support digitalisation. These stakeholders will be responsible for the introduction of new digital channels into traditional operations.  The informal levers: These relate to the key behaviours, role models and networks that help employees set a mindset aligned to the cultural structure of your organisation.

The following are the common traits in a digital organisation1:

Customers and demand Organisation • Pulls ideas from the market • Flat Hierarchy • Driven by demand • Rapid decision making • Result and product orientation • Empower employees to find ways to achieve goals

Work Environment • Understand needs of digital customers • Driven by innovation, improvement and overcoming constraints • Cross-functional teams • Rapid, unpredictable career progression • Focus on rapid learn and launch

5 Process

In this section of the document, you will find the information to effectively deploy and use Adobe Audience Manager. There are four main types of processes: deployment, usage, sustainability and change management.

5.1 Deployment

Adobe Audience Manager implementations are consultative engagements that focus on data collection Tip and aggregation strategy, audience profile planning Depending on the service and targeting consultation. The implementation associated to your account, methodology has been standardised by your assigned the Adobe Audience Adobe Audience Manager consultant, who will guide Management team will you through a code deployment and configuration conduct periodical account monitoring to help you process with consultation around data collection and leverage the usage of your audience strategy. The transition from implementation solution. Ask your account to launch is designed to be seamless as the teams manager for more information.

1 Adapted from: Strategy&, 2013, ‘Building a Digital Culture: How to meet the challenge of multichannel digitalisation’, p. 10. work together to help your organisation define and develop the qualitative and quantitative metrics to measure the success of your accounts.

Getting started with Adobe Audience Manager can take approximately six weeks to three months, depending on your data collection needs. Our implementation techniques help create a consultative partnership with new clients. This process is designed to:

 Discover and understand your business requirements.  Produce an actionable plan to address those demands.  Develop custom solutions to help meet unique requirements or use cases.  Ensure that your proprietary data is imported and made available in Adobe Audience Manager.

Our partner solutions and account management teams will work closely with you before, during and after the implementation process.

5.1.1 Implementation Methodology

Before the implementation project kicks-off, it is key to have a well-defined success criteria for the program (refer to the S.M.A.R.T KPIs outlined in the strategy section), a comprehensive change management and communication plan and be committed to the ongoing training Adobe will provide during the implementation. Adobe provides optional post-deployment resources for further upskilling in the Adobe Marketing Cloud solutions.

5.1.1.1 Define Phase

This phase is designed to help customers to define and agree on project scope, understand custom requirements, establish milestones and setup communication.

BUILD, TEST & LAUNCH, SUPPORT CODE DEFINE DISCOVERY TRAIN & OPTIMISE IMPLEMENTATION

Key Activities Participants Deliverables

Documents identifying roles Kick off meeting Provide access Business teams Technical team Scope of work and responsiblities

A plan to Status reports Processes to Introduce project schedule project and project team share resources leads meeting and calls and acces calls

5.1.1.2 Discovery Phase

The discovery phase is dedicated to gathering requirements, conducting research and working toward a deeper understanding of your business needs and data collection strategies.

The following table describes key activities that take place during this phase:

BUILD, TEST & LAUNCH, SUPPORT CODE DEFINE DISCOVERY TRAIN & OPTIMISE IMPLEMENTATION

Key Activities Participants Deliverables

A completed first-party, A completed Requirements Follow-up second-party, CRM or data Business teams Technical team and goal setting communications and third-party warehouse data collection ingestion plan strategy

Develop plans Defined for tag A completed audience- Brekout sessions management data taxonomy segmentation and data requirements collection

Discover sources of your first- A developed party, second- third-party data party and third- integration plan party data

5.1.1.3 Build, Test And Display

During the build, test and train phase, you will review the data collection strategy and prototype with a designated partner solutions lead.

Your data collection strategy will undergo end-to-end QA testing. Partner solutions will track discovered bugs and coordinate problem resolutions with Adobe systems engineers. Customer training can start in parallel with these other efforts.

The following table describes key activities that take place during this phase:

BUILD, TEST AND LAUNCH, SUPPORT CODE DEFINE DISCOVERY TRAIN AND OPTIMISE IMPLEMENTATION

Key Activities Key Participants Deliverables

Enable third-party data provider Create initial batch A completed and integration. And of segments, Acceptance and accepted data- audiences for the Business teams Technical teams sign off perform cross- collection plan browser segmentation plan compability testing

Create instance in First-party data Adobe Tag collection, Traffic Basic instruction on End-to-end QA Manager and Adobe Tag AAM user interface testing provide log-in Manager onto first- features information party pages

Build reporting methods based on Onboarding of gaps and custom CRM and other reporting data sources requirements, create relevant custom queries

Load data and Environment segment storage provisioning

5.1.1.4 Launch, Support And Optimise Phase

During the launch, support and optimise phase, your data collection and prototyped implementation moves from development to a live production environment. We’ll continue training on product familiarisation and strategies that can help increase your ROI through data- driven optimisation.

The following table describes key activities that take place during this phase:

BUILD, TEST AND LAUNCH, SUPPORT CODE DEFINE DISCOVERY TRAIN AND OPTIMISE IMPLEMENTATION

Key Activities Deliverables

Data analysis and Generating and Understanding custom Create traits and segments optimisation interpecting report data reports

Responding to, or Further training Follow-up communications How to get product support soliciting, feature requests, bugs, and user feedback

Depending familiarity with AAM

5.1.1.5 Code Implementation

Though the deployment process may seem complex, the code implementation is as simple as adding a few lines of JavaScript adjacent to the closing tag of your Web site.

Deployment

The Adobe Audience Manager code snippet calls Akamai to download the business rules set up previously in the user interface. Furthermore, client browsers cache this information, which helps reduce page and server load times. Our code and data collection methodology is designed to maintain the user experience across your inventory.

Participants

Adobe partner solutions can work directly with your technical teams to help deploy code, address final concerns and fulfil other requirements. 5.1.2 Data Integration Methods

Adobe Audience Manager exchanges visitor information with other data providers by either of the following methods:

 Real-time: Transfers data immediately as a user visits your site. This method is also known as a synchronous integration.  Batch (server-to-server): Transfers data between servers on a set schedule after a visitor has left the page. This method is also known as an out-of-band, or asynchronous, integration.

Choosing the right integration method depends on a combination of business requirements and the technical capabilities of your data partner.

5.1.2.1 How To Choose A Data Delivery Method

Describes technical and business reasons for sending data via synchronous (real-time) or asynchronous (server-to-server) methodologies.

Selecting a data delivery type

Technical considerations: Data delivery depends on the technical capabilities of the data partner. Adobe Audience Manager can send and receive data in real-time from the browser or by batch updates through offline, server-to-server communication processes.

Business considerations: The business reasons for selecting one delivery method or another depend on the technical capabilities of your destination partner and how you want to use this data. Typically, synchronous data transfers are useful when you need to take action on user data immediately. Asynchronous data transfers may be useful when immediate action is not required and when you have time to build deeper user profiles for later use.

5.1.2.2 Real Time Server-To-Server Integration

A real-time server-to-server data integration rapidly synchronises user data between Adobe Audience Manager servers and another targeting system. In most cases, data exchange takes place within seconds or minutes, depending on the refresh rate of the targeting system. Note, however, the targeted system determines this refresh interval, not Adobe Audience Manager. Furthermore, the refresh rate can vary between different systems. A real-time, server-to-server integration is the preferred integration type for data exchanges. Adobe Audience Manager uses this method whenever targeting partners can support it.

Advantages:  Allows you to qualify users for segments without seeing them again on the page, in a video player, etc.  Reduces the number of HTTP calls from the page. Fewer calls helps preserve the user experience.  Helps with time sensitive targeting so you can take action on a qualified user quickly.  Useful when moving to a DSP for offsite targeting.

Disadvantages:  Less useful for onsite targeting when you need to target the user on the same page, or the next page, based on qualifying a user for that segment.

5.1.2.3 Server-To-Server Batch Integration

A server-to-server batch integration bundles data and sends it to other systems at set intervals rather than in near real time. Data transfer intervals can range from two to 24 hours. Some data providers support this integration type only. However, we've seen a general trend away from batch integrations towards real-time integration methodologies.

Advantages:  Allows you to qualify users for segments without seeing them again on the page, in a video player, etc.  Useful for targeting that is not time sensitive.

Disadvantages:  The synchronisation interval can delay targeting against the most current data.

5.1.2.4 Real Time Calls

Real-time calls exchange data with Adobe Audience Manager immediately, as a user visits your site or takes action on the page. With this method, targeting systems get the most updated segment qualification data and can take that information into account during a content or ad delivery decision. Also, this process works with publisher ad servers where we update qualified segments to a first-party cookie that is read into an ad call as key-value pairs. Currently, Adobe Audience Manager uses real-time calls to integrate with Target, Adobe Primetime and other content management systems.

Future developments include making these calls between servers rather than directly from the page. For example, Adobe Target could make a single request for a new content area and then message Adobe Audience Manager via server-to-server protocols. This helps reduce calls made to the page. However, this process is in a proof-of-concept phase only. A production release has not been scheduled. Furthermore, most external systems do not support this type of server-side call, although Audience Manager can support it now.

Advantages:  Allows you to target the next page, content area, or ad impression based the most recent segment qualification.

Disadvantages:  Adds a call to Adobe Audience Manager from the page.

5.1.2.5 Pixels Syncs To Targeting Systems

Pixel synchronisation maps segments to pixels on the page. The pixel fires and transmits data when a user qualifies for a particular segment. Pixel synchronisation is a rudimentary and unreliable data transfer mechanism. Top tier data providers and systems rarely use it.

Advantages:  Real-time data transfers.

Disadvantages:  Can add a lot of client-side calls from the page.

 Unreliable for data transmission (5% to 20% loss is normal).

5.2 Usage

Usage is all about establishing and leveraging best practices that will help you with your overall reporting, analysis and decision making. Understanding how your organisation uses the solution becomes important because it will help you maximise your investment. Here are a few questions you will need to consider:

 How will you manage time and resources spent on reporting and deep-dive analysis?  If your analysts are going to be overloaded with reporting and analysis requests each week, what tools and workflows do you need to implement to help them prioritise those requests? 5.2.1 Administration

As a solution in the Adobe Marketing Cloud, Adobe Audience Manager permissions are granted at two levels: at the marketing cloud level and at the Audience Manager level. Adobe Marketing Cloud permissions govern access to Adobe Audience Manager and can be used to restrict visibility to individual report suites and their connected data.

The options under the administration menu let you create Adobe Audience Manager users and assign them to groups. You can also view limits (traits, segments, destinations and AlgoModel).

Enterprise customers using Audience Manager need one data management platform for all of their data, but must be able to control the visibility of the different data elements to specific business units. You can accomplish this using group permissions.

Audience Manager uses groups to assign permissions. Permissions are not assigned at the user level. Group permissions are tied to objects (traits, segments, etc.) and to actions you can perform on those objects (edit, view, etc.).

 Create users: Create users in Adobe Audience Manager and specify user details, login status and assign users to groups.  Create a group: A group is a collection of users that share access rights to destination, segment trait objects. You can limit groups to single objects only or give them broad access to combinations of different objects.  Edit your account settings: Non-admin users can edit their own profiles, including changing their email addresses and resetting their passwords.

5.2.2 Access Levels

The following matrix illustrates the different access permissions that Adobe Audience Manager can assign to user groups:

TRAITS SEGMENTS MODELS DESTINATIONS DERIVED TAGS SIGNALS Available roles Available roles Available roles Available roles Available roles Available roles

View traits View segments View models View destinations View derived View tags signals Create traits Create segments Create models Create Create derived destinations signals Edit traits Edit segments Edit models Edit destinations Edit derived signals Delete traits Delete segments Delete models Delete Delete derived destinations signals Available Available Available Available permissions permissions permissions permissions : 1. Data provider 1. Data provider 1. Data provider 1. Individual permissions permissions permissions destination permissions Read Read Read Read

Write Write Write Write

Create Create Create Delete

Delete Delete Delete 1. Wild card permissions Map to segments Map to models View all destinations Map to models Edit all destinations Create algo trait Delete all destinations 1. Wild card 1. Wild card 1. Wild card permissions permissions permissions View all traits View all segments View all models

Create all traits Create all Create all models segments Edit all traits Edit all segments Edit all models

Delete all traits Delete all Delete all models segments Map all to segments There is no wild There is no wild Create permission There are no There are no card permission card permission is not needed. permissions on permissions on for map to model for map to model derived signals. tags. as that is handled as that is handled Permission is by model wild by model wild based on user Permission is cards. cards role. based on user role.

5.3 Sustainability

Marketers often struggle to create a roadmap of system upgrades, maintenance and resource management to achieve the envisioned marketing strategy and respective corporate goals over time. In fact, it is key to start planning as soon as the deployment project kicks off to fully evaluate and understand how Adobe Audience Manager will align with the overall business strategy, how it will serve your customer’s journey, how cross-functional channels and resources will be involved to ensure the solution is maintained, fully used and, most importantly, scaled.

Constant contact with your account manager. Explore the market for new opportunities. Monitor performance and new platform requirements.

5.3.1 Maintaining A Single View Of The Customers

Ensure your data architecture consistently collects and consolidates all customer-related data into a single marketing view. The more demographical, transactional, behavioural and aggregated data is gathered in centralised systems, the more challenging it is to keep up to maintain it consistency. This factor is critical as the solution evolves along with your business.

5.3.2 Process To Adopt Traditional Or Emerging Channels

Channels evolve and serve different objectives over time. In this sense, it is considerably important to create a mechanism of channels evaluation to seamlessly report and assess existing ones and integrate new ones with your marketing mix.

5.3.3 Track And Upgrade

There are two views of this topic. The first is related to how you document the past (campaigns, processes and deployments) and the second relates to how you will ensure the people and physical resources will be kept up to date with new technological frameworks, new trends in the market and usage best practices.

5.3.4 Optimise And Report For Success

Maintain constant relevancy and workflow success by investing time measuring channel success, deliverability and return on investment. Encourage the key stakeholders to have frequent meetings where they report on testing procedures, success metrics, challenges and ideas. 6 Technology And Product

Adobe technology should act as an enabler — empowering your organisation to manage and obtain data and act on it. This section will take you through how Adobe Audience Manager was built to fit your business requirements, how it integrates with other platforms to leverage its power, what best practices ensure the platform is deployed efficiently and has sufficient levels of support and professional services and how you can leverage its automation capabilities to manage audience information for marketing initiative improvement and democratise data to empower disparate business users to answer routine business questions.

6.1 Solution Fit

6.1.1 Solution Architecture

Key components in the Adobe Audience Manager system

Adobe Audience Manager groups its systems and processes into four main categories: Tag management, data collection, data organisation and data actionability.

TAG MANAGEMENT COMPONENTS

Client Portal The client portal is the primary user interface (UI) for tag and data management. Customers use the portal to work with tags, build traits and segments, set up destinations and monitor campaign performance with reports.

Adobe Tag Manager Tag Manager helps deploy Adobe Audience Manager data collection code to your (ATM) Web site. You use ATM to configure and generate container code that you place on pages in your inventory. The ATM container works with the data information library (DIL) to collect data from your site and send it to Adobe Audience Manager.

Data Information Library The data information library (DIL) is a self-contained API module that collects data (DIL) from your Web site. DIL helps eliminate the need to write special code for data collection, integration, reading cookie values and recovering page data. DIL performs these actions automatically. Additionally, DIL is compact. It is a self- contained code library that helps reduce the amount of code required to collect data from Web sites. Finally, DIL helps you integrate Adobe Audience Manager with other products in the Adobe Marketing Cloud.

Akamai Adobe Audience Manager uses Akamai to host and deliver container code from our own tag management platform known as TIM (tag insertion manager). However, code deployment with TIM is being phased out in favour of Adobe Tag Manager.

Control Database The control database:  Processes client input from the portal. For example, setting up or changing scheduled tags, creating traits and destinations and more.  Transmits data to Akamai, which includes data used to build the container template and destination publishing iFrame.  Returns data for UI reporting systems.

DATA COLLECTION COMPONENTS

Java Data Collection The Java data collection servers (DCS) are key components in the edge data Servers centre. At its core, the DCS collects and works with user data to make it actionable by Adobe Audience Manager clients and partners.

Log Files The DCS creates log files. Log files contain non-personally identifiable (PII) user data (IDs and associated qualified traits). Log data is sent to Hadoop for additional trait matching and reporting.

Other DCS Processes: The DCS generates user-data log files and sends them to Hadoop to build Privacy Opt-outs and Log processed segments and for reporting. Also, these server systems handle privacy Files and user opt-out requests. User cookie information is not collected in the log file if a user has opted out of data collection.

DATA COLLECTION COMPONENTS

Hadoop In the Adobe Audience Manager ecosystem, Hadoop is the master database that contains everything Adobe Audience Manager ‘knows’ about a user. Hadoop is used for batch segmentation and synchronisation of collected user data. Other important Hadoop elements include:  Hive: A data warehouse for Hadoop. Hive manages ad hoc queries to the data stored in Hadoop.  HBase: A very large Hadoop database.

Elastic MapReduce (EMR) Amazon's Elastic Map Reduce (EMR) service lets Audience Manager rapidly increase or reduce the amount of computational power needed to process and manage data. This technology helps Adobe Audience Manager operate efficiently at scale and quickly manipulate the tremendous volume of information that flows through our system.

RedShift Redshift is used for ad hoc business intelligence and custom analytics queries run against the large data sets pushed to Hadoop.

SOLR SOLR is an open-source search platform. It helps optimise report performance by quickly finding and returning data.

Tableau Adobe Audience Manager uses Tableau to display data in the interactive reports. The interactive reports display performance and overlap data for traits and segments. Instead of using numbers arranged in columns and rows, they return data using different shapes, colours and sizes. Additionally, you can choose individual or groups of data points and drill down into the report results for more details. These visualisation techniques and report interactivity help make large amounts of numeric data easier to understand.

DATA ACTIONABILITY COMPONENTS

Profile Cache Server (PCS) The Profile Cache Server (PCS) is a server-side, memory-based data store (basically, a huge server-side cookie) that stores user IDs and traits.

The PCS helps overcome the built-in space and storage limits of browser cookies, including situations when cookies are not available, such as from mobile applications. Additionally, the PCS receives data from Hadoop, which extends the number and types of traits to which a user can belong. In addition to traits based on a user's activity on the edge (in the browser), the PCS stores traits sent by data providers and traits added via algorithmic modelling.

Feed The feed converters and submitters receive and send data from internal and Converters/Submitters external data sources. These processes can use HTTP, HTTPS, or FTP/SFTP communication protocols. The feed systems take data and process it into a useable format for external customers (for example, real-time or server-to-server data integrations) or other internal processes.

6.2 Integrations

6.2.1 Marketing Cloud Integrations

Today many marketers are working in various tools and systems that do not usually work seamlessly together. With Adobe Marketing Cloud you can improve your organisation’s marketing effectiveness using Adobe Analytics for performance management, Adobe Experience Manager for content delivery and optimisation and Adobe Campaign for cross- channel campaign management.

The following are the most commonly integrated solutions with Adobe Audience Manager:

 Adobe Audience Manager and Adobe Target: This data integration lets you use Adobe Audience Manager data in Adobe Target to help improve rules-based content delivery. The advantages of bringing Adobe Audience Manager segment data into Adobe Target include access to multivariate testing, AB testing to improve campaign segmentation and delivery and algorithmic-based targeting and decision- making.

 Adobe Audience Manager and Adobe Experience Manager: Adobe Audience Manager consolidates audience information from all available sources. It identifies, quantifies and optimises high-value target audiences, which can then be offered to advertisers via an integrated, secure, privacy-friendly management system that works across all advertising distribution platforms.

 Adobe Audience Manager and Adobe Campaign: Audience data can also be brought into Adobe Campaign to further refine and enrich identified customer profiles, allowing marketers to deliver direct marketing campaigns that are personalised, contextual and relevant.

 Adobe Audience Manager and Adobe Analytics: Adobe Analytics serves as an extra first-party source of data to more accurately model and forecast audience segmentation and management.

6.2.2 Common Third-Party Integration

Third-party integration in Adobe Audience Manager facilitate the flow of inbound and outbound data for data collection and Tip & Trick

ID synchronisation, respectively. Audience Manager has a Adobe is constantly releasing robust portfolio of third-party integration targets. Below are the new integrated applications. most common third-party solutions integrated with Audience Check what is new at Adobe Social Exchange Manager:

Adobe Audience Manager Third-Party Integration Targets

PLATFORM TYPE DIRECTION AdForm Ad Server Outbound Microsoft Ad Targeting Platform Outbound Adobe Insight Analytics Inbound / Outbound Adobe Site Catalyst Analytics Inbound Google Analytics Premium Analytics Inbound Adometry Attribution Outbound AKQA Attribution Outbound TapAd Cross-Device Identification & Targeting Outbound LiveRamp Data Match Provider Inbound Acxiom Data Provider Inbound / Outbound AddThis Data Provider Inbound Alliant Data Provider Inbound BIZO Data Provider Inbound DataLogix Data Provider Inbound Datonics Data Provider Inbound Epsilon Data Provider Inbound eXelate Data Provider Inbound Experian Data Provider Inbound iBehavior/KBMG Data Provider Inbound Mastercard Data Provider Inbound Navegg Data Provider Inbound Nielsen Data Provider Inbound TargusINFO / Neustar Data Provider Inbound Transunion Data Provider Inbound V12 Data Provider Inbound WhoToo Data Provider Inbound Quantcast Data Provider / Targeting Platform Inbound / Outbound AppNexus Demand Side Platform Outbound Google Bid Manager Demand Side Platform Outbound Invite Media 1.0 Demand Side Platform Outbound Media Math Demand Side Platform Outbound Turn Demand Side Platform Outbound Yieldex Inventory & Yield Management Outbound Adelphic Mobile Ad Service Outbound Millennial Media Mobile Ad Service Outbound DFP Publisher Ad Server Outbound DFP Premium Publisher Ad Server Outbound OAS Publisher Ad Server Outbound Pubmatic Sell-Side Platform Outbound Rubicon Sell-Side Platform Outbound Janrain Social CRM Data Provider Inbound 33Across Targeting Platform Outbound AdapTV Targeting Platform Outbound AdLearn (AOL) Targeting Platform Outbound Adobe AdLens Targeting Platform Outbound Brandscreen Targeting Platform Outbound Brightroll Targeting Platform Outbound Choicesteam Targeting Platform Outbound Collective Targeting Platform Outbound DataXu Targeting Platform Outbound Distillery Targeting Platform Outbound Drawbridge Targeting Platform Outbound Flashtalking Targeting Platform Outbound Google Display Network - Adwords Targeting Platform Outbound Ignition One Targeting Platform Outbound NetMining Targeting Platform Outbound RadiumOne Targeting Platform Outbound Rocketfuel Targeting Platform Outbound Specific Media Targeting Platform Outbound Specific Media Targeting Platform Outbound The Trade Desk Targeting Platform Outbound Think Realtime Targeting Platform Outbound TubeMogul Targeting Platform Outbound Twitter Targeting Platform Outbound ValueClick Targeting Platform Outbound Videology Targeting Platform Outbound Weborama Targeting Platform Outbound x+1 Targeting Platform Outbound Yahoo! Genome Targeting Platform Outbound YouTube (via Google) Targeting Platform Outbound Ziff Davis Audience Targeting Platform Outbound Adobe Target Testing Targeting Platform Outbound Adobe Auditude Video Targeting Platform Outbound Freewheel Video Targeting Platform (publisher) Outbound Adobe Experience Manager (CQ) Web Experience Management Outbound

6.3 Data Security And Privacy

Data security is an important part of data management. Adobe Audience Manager has controls and systems designed to improve data security and prevent data leakage.

Data security

Adobe Audience Manager security practices include external and internal audits, activity logging, training and other procedures designed to help protect our systems and your data. A secure product helps build and maintain the trust customers place in Adobe technologies.

In Audience Manager, we think about security in three main categories:

SYSTEMS, TRAINING, AND ACCESS Processes that help keep our system and your data secure

External Security Adobe Audience Manager tests security on an annual and quarterly basis. Validation:  Yearly: Once a year, Adobe Audience Manager undergoes a full penetration test conducted by an independent third-party company. The test is designed to identify security vulnerabilities in the application. The tests include scanning for cross-site scripting, SQL injections, form parameter manipulation and other application-level vulnerabilities.

 Quarterly: Once each quarter, internal teams check for security vulnerabilities. These tests include network scans for open ports and service vulnerabilities.

Systems Security To keep data safe and private, Adobe Audience Manager:

 Blocks requests from unauthorised IP addresses.  Protects data behind firewalls, VPNs and in virtual private cloud storage.  Tracks changes in the customer and control-information databases with trigger-based audit logging. These logs track all changes at the database level, including the user ID and IP address from which changes are made.

Security Assets Adobe Audience Manager has a dedicated network operations team that monitors firewalls and intrusion-detection devices. Only key personnel have access to our security technology and data.

Security Training Internally, our commitment to security extends to developers who work on our product. Adobe provides formal training to developers on how to build secure applications and services.

PRIVACY AND PERSONALLY IDENTRIFIABLE INFORMATION (PII) Processes that help keep personal information safe

PII Data Adobe Audience Manager contractually enjoins customers and data partners from sending PII information into our system. Additionally, the unique user ID does not contain or use PII data as part of the ID-generation algorithm.

PII Addresses Adobe Audience Manager does collect IP addresses. IP addresses are used in data processing and log aggregation processes. They are also required for geo- location look ups and targeting. Additionally, all IP addresses within retained log files are obfuscated within 90 days

DATA PARTITIONING Processes that help protect data owned by individual clients

Trait Data Partitioning Your data (traits, IDs, etc.) is partitioned by the client. This helps prevent accidental information exposure between different clients. For example, trait data in cookies is partitioned by the customer and stored in a client-specific sub- domain. It cannot be read or used accidentally by another Adobe Audience Manager client. Furthermore, trait data stored in the profile cache servers (PCS) is also partitioned by the customer. This prevents other clients from accidentally using your data in an event call or other request.

Data Partitioning in Reports Client IDs are part of the identifying key in all reporting tables and report queries are filtered by ID. This helps prevent your data from appearing in the reports of another Adobe Audience Manager customer.

Inbound Server-to-Server (S2S) Transfers

SFTP For the FTP option, most customers choose to deliver files via the Secure FTP (SFTP) protocol, which uses the Secure Shell (SSH) protocol. This method ensures that files are encrypted while in transit between the customer's systems and Adobe's system. For each customer, we create a jailed “drop box” location on our SFTP servers, which is tied to a user account on that system. Only the customer's credentialed and privileged internal system users can access this jailed “drop box” location. This jail is never accessible to other customers.

Amazon Web Services S3 For the S3 delivery option, we recommend that all customers configure their S3 via HTTPS clients to use the HTTPS encryption method for file transfers (this is not the default, so it must be explicitly configured).The HTTPS option is supported both by the s3cmd command line tool as well as the S3 libraries available in every major programming language. With this HTTPS option enabled, customer's data is encrypted while in transit to our systems. For each customer, we create a separate S3 bucket sub-directory that can be accessed only by that customer's credentials and those of our internal system users. If desired, we can create a separate S3 bucket (instead of just a separate directory) for customers who are especially security-minded.

Data privacy

Describes Adobe Audience Manager integration and compliance with generally accepted best practices related to consumer privacy and opt-out procedures.

Consumer privacy protection

Adobe Audience Manager recognises the implicit pact between consumers and the online brands with which they interact. Both parties benefit from the transparent exchange of anonymous data elements. Consumers receive personalised content, discounted product offers and streamlined user experiences. Similarly, brands receive vital revenue streams supporting multiple online business models. In our continuing support of this model, Adobe Audience Manager remains committed to providing transparency and control to consumers, and meeting or exceeding the online behavioural advertising (OBA) self-regulatory principles.

DoNotTarget and partner opt-outs

Adobe Audience Manager owns and operates the portal DoNotTarget.com, which provides opt- out access to all consumers. Consumers will not be tracked across the Audience Manager network when they opt-out via DoNotTarget.com.

Privacy integration

Adobe Audience Manager provides the following privacy integration targets:

Do Not Track: Adobe Audience Manager processes recognise and take action on “Do Not Track” HTTP headers.

Evidon: Adobe Audience Manager works with Evidon, a leading privacy compliance vendor, to enhance our commitment to data privacy. Current efforts include:

 Enabling Audience Manager and partner-level opt out capabilities within the Evidon "Ad Choices" interface.  Working as a partner in the Open Data Partnership, which provides segment-level transparency across multiple data companies to all consumers.  Improved workflow for ad notice tag trafficking. Other industry affiliations: Adobe Audience Manager understands the benefit of industry standards and their ability to build scale in emerging sectors of the economy. As a result, we constantly engage with industry certification providers such as the Network Advertising Initiative, the Digital Advertising Alliance and TRUSTe.

Collection of IP addresses

Adobe has enabled processes, and offers settings for, allowing customers to use Adobe Audience Manager in compliance with applicable data privacy laws.

The IP address of a visitor to a customer’s Web site is transmitted to an Adobe data processing centre (DPC) where the IP address may be stored. Depending on the network configuration for the visitor, the IP address does not necessarily represent the IP address of the visitor’s computer. For example, the IP address could be the external IP address of a network address translation (NAT) firewall, HTTP proxy, or Internet gateway.

Replacement of last octet of the IP address: Adobe has developed a new “privacy by design” setting that Tip can be enabled by Adobe Audience Manager Contact your Audience Manager consulting. When this setting is enabled, the last octet consulting representative to (the last portion) of the IP address is immediately enable the IP obfuscation hidden when the IP address is collected by Adobe. feature. This anonymisation is performed prior to any processing of the IP address, including before an optional geo-lookup of the IP address.

For example, 123.45.67.89 is changed to 123.45.67.0.

When this feature is enabled, the IP address is made sufficiently anonymous so it is no longer identifiable as personal information. As a result, Adobe Audience Manager can be used in compliance with data privacy laws in countries that do not permit the collection of personal information. Obtaining city-level information will likely be significantly impacted by the obfuscation of the IP address. Obtaining region- and country-level information should only be slightly impacted.

Geo-segmentation: If customers enable the replacement of the last octet of the IP address, the remaining values of the IP address can still be utilised for geo-segmentation and reporting in Adobe Audience Manager. If the last octet of the IP address has not been obfuscated, the full IP address is used. Customers can use the geo-segmentation feature that allows the customer to map out visitor location by geographic area in either case, but with a slight loss of precision when IP obfuscation is being used. Geo-segmentation data is granular only to the city or postal code level and not to the individual level.

6.4 Democratisation

Democratisation refers to the processes that allow the Adobe technology to be more accessible to more people within your organisation. In this sense, your organisation will be able to gain the knowledge necessary to understand how the solution operates at its best, how to find efficiencies and how to further optimise the business processes to democratise the key learnings across the organisation.

 Leverage Adobe Audience Manager reporting capabilities to monitor key business processes on trends, traits, segments, destinations and data flows from inbound and outbound sources.

 Reflect results on your KPIs for campaign contribution and encourage your team to take compulsory, periodic training programs.

 Reward proactivity and encourage your team to always work towards success. An incentive may be to promote people thorough authorisation tiers to encourage better usage. In the long term this may become a badge of honour.

6.4.1 Automation

Adobe Audience Manager is designed at its core to provide businesses with all the benefits an audience management system can provide, meaning that your organisation can use its resources efficiently allowing space for other strategic areas to play as well.

Marketing Technolgy

Financial Processes Stakeholders Reporting

Real-time User Consumer Solution Cost efficiency ROI efficiency segmentation Planning Real time administration profiling integration capability

 Financial: Adobe Audience Manager allows you to truly integrate multiple disparate data sources under one online profile. This ensures an incremental gain of operational efficiency as your origination leverages the data to make stronger business decisions. On the other hand, if your instance of Adobe Audience Manager is integrated with other solutions from the Adobe Marketing Cloud, your organisation will be allowed to build upon what exists and identify new creative opportunities.  Processes: Adobe Audience Manager allows you to leverage its advanced segmentation capabilities to activate data across multiple channels, providers and targeting platforms in real-time enabling your organisation to gain competitive advantage when launching your marketing efforts.  Stakeholders: Adobe Audience Manager was built to guarantee a secure flow of information among team members restricting how sensitive data is shown or handled.  Reporting: Adobe Audience Manager allows you to monitor and report on key performance indicators. You can also build customised reports and schedule periodic deliveries so stakeholders can take action.

6.5 Leveraging Your Investment (The Big Picture)

The Adobe Marketing Cloud, includes powerful Web analytics and Web site optimisation products that deliver actionable, real-time data and insights to drive successful online initiatives. It offers an integrated and open platform for online business optimisation. The cloud consists of integrated applications to collect and unleash the power of customer insight to optimise customer acquisition, conversion and retention efforts as well as the creation and distribution of content.

Adobe Marketing Adobe Creative Cloud Solutions Cloud

Adobe Experience Manager

Manage Digital Experiences Digital Asset Management ACQUISITION ENGAGEMENT

Adobe Social Adobe Target

Manage Social Personalise Content

Adobe Campaign Adobe Primetime

Manage Campaigns Build and Deliver Video

Adobe Media Optimiser Adobe Audience Manager

Management Digital Ad Build Audience Profiles

Adobe Analytics

Collect and Analyse Data

Once you are up running with Adobe Audience Manager and want to grow your digital capabilities to the next level, you might want to go back to what your business needs are. We see a common trend of Adobe Audience Manager users purchasing Adobe Experience Manager as a next step in order to improve their Web and mobile site experiences. Clients who feel they have a gap in acquisition or want to improve their customer reach opt to follow their Adobe Audience Manager purchase with Adobe Campaign or Adobe Media Optimiser depending on their specific needs.

If your objective is to increase personalisation and engagement we suggest you purchase Adobe Target together with Adobe Audience Manager. This will help you test and personalise content across channels in addition to extending audiences across solutions. In the specific case that you manage high volumes of video content and want to improve your video delivery across channels and devices, Adobe Primetime will do the work.

Continue growing your digital marketing strength and add a new Adobe Marketing Cloud solution based on what your business demands. A good level of integration across solutions will help you make, manage, measure and monetise your content across every channel and screen.

7 Checklist

The following lists highlight some specific high-level points. They are not meant to be exhaustive, but aim to give some pointers and provide a basis for your own checklists. You and your Adobe customer success manager can use the first checklist to qualify which or our recommendations from this document have been put in place.

Item Completed Executive sponsor named and communicated Stakeholder buy-in across the business Communication plan created and announced Steering committee established Working groups established Digital marketing maturity assessed Digital KPIs defined and agreed upon across business units Business structure identified, agreed upon and communicated Project-based organisational structure agreed and communicated Business partners engaged and involved Community and culture practices documented and communicated Trait and segment architecture created Generate segmentation protocols document Adobe Tag Manager container code placed and verified All first, third and CRM data sources identified Data strategy generated and communicated Access levels granted to business operators Review current reporting and roadmap planned for reporting Automate and schedule Review privacy policy and plan opt-out and notice and choice configuration Build, test and deploy Creation of training roadmap Forecasting questions Post production support

8 Adobe Audience Manager Product Maturity Activities

Are you using Adobe Audience Manager at its full potential?

Have a look at the entire list of features and assess the degree on which your organisation is using the solution.

Adobe Marketing Cloud Audience Manager Capabilities Technical Features Integrations

Data collection 1st, 2nd & 3rd Custom segment Performance Adobe Adobe generation reporting and party data normalisation integration Analytics Primetime

Segmentation Ad server Destination Audience integration publishing and profile Decisioning Adobe Target management Manager

Advanced Adobe Data security and Adobe Media Tag management privacy Mobile DMP reporting and Experience analytics Manager Optimizer

Dynamic tag Adobe management Campaign

9 Assistance Consulting Operational Maturity Review

Operational readiness assessment and recommendations - $6000 (per brand/business unit) Tip & Trick

Also use the self- Adobe consulting provides a package to review your assessment tool designed to operational business readiness and provide a recommended help you identify your roadmap of initiatives to accelerate your maturity. This organisation’s strengths and prioritise focus areas in service is highly recommended if you are new to the solution Adobe Audience Manager and need assistance in evaluating your capabilities. and integrated Adobe Marketing Cloud solutions Activities include:

Conference call or meeting to interview executive sponsor. Consulting guidance on completing the solution maturity assessment. Consulting walk through of maturity operational readiness checklist. Qualification of current documents, templates and processes. Draft of initial findings, highlight focus themes reviewed with executive sponsor. Executive sponsor sign off. High-level roadmap of recommendations presented to stakeholder group.

10 Adobe Audience Manager Glossary of Terms

Term Definition A/B Test An activity that compares two or more versions of your Web site content to see which best lifts your conversions, sales or registrations. Audience A group of similar activity entrants who will see a targeted activity.

Big data Describes any voluminous amount of structured, semi- structured and unstructured data that has the potential to be mined for information. CRM analytics CRM (customer relationship management) analytics is defined as the processes and analysis conducted on customer’s information and presents it so that better business decisions can be made.

Customer data integration Processes of managing customer information from all available sources so better marketing processes can be established. Data hygiene Determined by all the processes and mechanisms to improve, update and clean the database so better marketing processes can take place in the organisation. Data ingestion Data ingestion is the process of obtaining, importing and processing data for later use or storage in a database. Data management platforms A data management platform (DMP), also called a unified data (DMP) management platform (UDMP), is a centralised computing system for collecting, integrating and managing data large data sets from disparate sources. Digital asset manager (DAM) The library containing items to be used as content in marketing campaigns. Engagement The measurement of a visitor’s interest in a site, measured by time on site, clicks, conversions and other metrics.

Geo location parameter Allows you to target campaigns and experiences based on your visitors’ geography. Also known as geo targeting parameter.

Key performance indicator (KPI) Key performance indicators simplify Web analysis data reporting so that only relevant information is presented in an easily understood and actionable format. Landing page campaign A landing page campaign allows you to use targeting to display different landing page content for different visits. Otherwise, the landing page shows the same content for each visit. A landing page campaign compares different versions of the page to help you see which version of the landing page produces more successful results. In target standard it is replaced by experience targeting.

Login company A login company is a collection of report suites used by your organisation. Some organisations have multiple login companies that apply to different parts of the organisation. This is especially useful for large organisations that deal with different business units where many report suites are not applicable to others in the company.

Optimisation campaign Ensures the most effective experiences are shown more often by automatically distributing traffic to the best-performing segments. Profile An entry in the database that contains all the information required for targeting, qualifying and tracking a person. It can be identified by its storage space. A profile can be a recipient, a visitor, an user, a customer, a subscriber, etc. Real-time reports Real-time reports display Web page traffic and rank page views in real time so you can more quickly understand what is trending on your marketing landscape. Segment A specified set of criteria used for targeting a campaign. Only visitors who meet the criteria see the content of a campaign targeted to that segment. Some segments are reusable across multiple campaigns and others are specific to a campaign. Success metrics The parameters used to measure the success of an activity.

Test A campaign that compares two or more experiences against the success metrics you specify, so you can choose the experience that is most likely to provide the results you want. Time on site An engagement type that represents the time spent in the visit (in seconds) from the point the visitor sees a campaign until leaving. Visitor A visitor is any person who accesses your site. A visitor is evaluated against activity criteria to determine whether the visitor is included in an activity. See entrant.

Workflows Set of features grouped into activities that let you schedule and automate specific processes like delivery sending, approval processes, file transfers, etc. The various workflow activities also let you manipulate data, enrich it and collect information stored in an external database.

11 Adobe Audience Manager Templates

11.1 Customer Profile Template The following template was designed to provide guidance on key traits you can use to build your customer profiles.

Demographic Psychographic Behavioural B2B B2C B2B B2C B2B B2C

# Employees Age Resistance to change Preferences Web site visits Purchase history

Revenue Income Org. Structure Price sensitivity Site interaction Site interaction

Industry Marital status Early adopter Conservative / Liberal Site engagement Channel engagement

# Locations Education Sophistication Hobbies Preferred purchasing Memberships

Age Family size Risk aversion Lifestyle method Device usage

Markets Geographic location Loyalty Service preferences. Collateral consumed Buying decision making

Products Social community Likes and dislikes Influenced by peers Media consumptions

Services Occupation Relationships Habits and skills

Key stakeholders Level of experience Research methods

Level of experience

11.2 Deep Dive Insights Request Template