Argyle Conversations. Successful Marketing in the Digital Age. by Argyle Executive Forum SM

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1 Argyle Conversations by Argyle Executive Forum SM Successful Marketing in the Digital Age Jenna Fiorito, Vice President of Acquisition Marketing for Time Warner Cable, and Annette Green, VP of Communications, Content and Entertainment for SAS, discussed how marketing in the mobile wireless industry has changed in the last 20 years and how channels like social media can best reach the target audience

2 P ag e 2 Annette Green: Could you tell us a little bit about your background and what led you to your current role at Time Warner Cable? Jenna Fiorito: I began my career in the wireless industry during its infancy, working for Bell Atlantic Mobile Systems back in During my time with the company which became Verizon Wireless I worked in sales, marketing, training and business development, while later I spent time in Mexico and Greece overseeing the company s Latin American and European venture partners. My wireless and international experience led to my being recruited to AOL as Vice President of Business Development for their new mobile division in Later I joined Time Warner Cable as Vice President of Wireless Marketing, where my focus was on product marketing for the launch of our new mobile services. My role then expanded to overseeing the marketing activities for the launch of our new home management and security product, as well as our other core products and services. So what is your current position and what do your responsibilities entail? My current role as Vice President of Acquisition Marketing is to bring on new customer relationships for Time Warner Cable and win back previous relationships. The company has developed many innovative enhancements to our products and services over the past few years, so it s very important that our acquisitions strategies ensure that consumers really understand the value of that innovation and how it will help them enjoy their experience with Time Warner Cable even better. I also continue to help oversee the marketing launch activities for our new home management and security product called IntelligentHome. How has your past experience with negotiations, sales and business and product development affected your approach to marketing today? It s given me the ability to think more holistically and understand multiple aspects of the business versus just one functional area. It s also enabled me to connect the dots across the rest of the organization, while being able to quickly adapt to the changing dynamics of our business, ascertain the opportunities and adjust my go-tomarket strategy accordingly. I believe that my negotiation skills and business development experience help me identify marketing opportunities that will drive subscriber growth and, hopefully, also elevate our brand. And at the end of the day, it s all about collaborating throughout the organization to bring it all together from developing strategic programs, to working with the creative teams to develop the assets and ultimately execute against those strategies. The end result should ensure that we communicate, both internally and externally, the tremendous value our company delivers to new and existing customers. How did your international business experience and cultural exposure shape your leadership style as well as your ability to reach customers? My international experience was rich and invaluable. I believe it has helped me become a more fearless leader. As you can imagine, it wasn t an easy decision to drop everything and hop on a plane to Mexico City. Working in other countries gave me a true understanding of inclusion and diversity, and the fact that those are two of Time Warner Cable s core values is one of the reasons I chose to join the company. It also enabled me to better collaborate, solicit feedback and appreciate other people s points of view from a very different perspective. As a leader of people in my current role, it s important for me to ensure that a variety of perspectives are considered on my team and throughout the organization. Given your lengthy experience within the wireless mobile industry, how has the digital age changed the field of marketing in your profession? Today, mobile devices are more affordable and, at the same time, constantly evolving. It s in the carrier s interest to re-lock us into a two-year contract by enticing us with aggressive offers to get the latest and greatest in technology. When I started in the wireless industry more than 20 years ago, it cost a small fortune to get a mobile phone, and some of the early portable bag phone models were a few thousand dollars and probably wouldn t comply with airport carry-on luggage standards these days. However, if you couldn t afford the upfront device costs, the carriers had very attractive financing plans with really high interest rates. It was truly a financial investment for a consumer to make that kind of purchasing decision, so we had very strategic selling strategies to

3 P ag e 3 help consumers understand the value of mobile communications and why they should make that kind of financial commitment. We wanted customers to know that this purchase was going to last them a very long time, although that ultimately was not the case due to the rapid advancements in technology and other factors that drove down costs. I also remember hearing predictions when I first started out that we d have roughly one million wireless subscribers in the United States by the year We actually ended up with over 100 million. It s amazing how under-estimated the market growth was for wireless back in those days. As device prices came down over time, through deregulation and technology advancements, the growth trajectory just continued to soar. At the end of 2011, there were more than 313 million people in the United States, roughly 91 percent of whom had a cell phone. The technological innovation in wireless over the past decade, combined with this enormous potential customer base, has opened up a whole new world for the marketer. With text messaging, locationbased services, social media and mobile commerce, we have a whole new way to reach consumers, market to them, serve up content and enable them to make actual purchases from their mobile device. Then if you look at the different devices one individual might carry such as a cell phone, smartphone, tablet or e-reader this actually becomes a whole new media and sales channel for us to leverage, which gives us unique new ways to access and engage with consumers. How has wireless and mobile changed consumer behavior, and how have marketing teams had to adjust accordingly? Consumer behavior around mobile has been constantly evolving by different segments. For example, I wouldn t even try to call a teenager or a young millennial because they usually won t respond unless it s by text message or via social media outlets. The introduction of smartphones and tablets has also enabled consumers to do more upfront research, compare prices and overall be better educated when making purchasing decisions. Customers are also accessing content on their mobile device through their mobile browser, going to social networking sites, playing games and listening to music. So, we have a unique opportunity to market to them in the way that they want to receive content, information and offers. That s why at Time Warner Cable we ve taken the lead in developing new technologies and applications, which enable our customers to access any content, anytime, anywhere and from any device. In what other ways have you seen consumer behavior and expectations change over the past decade? Mobile technology has been a strong impetus for change in consumer behavior and expectations on so many levels. Since consumers are more educated than ever before, they want faster, alternative means to make purchases, which is why we ve significantly developed our mobile-commerce platform. I consider Time Warner Cable to be a leader in this space. Additionally, the advancement of Near Field Communications known as NFC, a technology for short range communications will catapult the possibilities of what a Smartphone will be able to do for us. It s expected that NFC will be in roughly 30 percent of mobile handsets in just a few years, which will make mobile-commerce even easier, by turning a smartphone into a mobile wallet, for instance, and so much more. Applications on smartphones, like mobile tickets, discount tokens and other location-based services, will allow us to deliver personalized offers to consumers via their mobile device at a specific time and place. And when we look at multi-device exchanges, the smartphone also plays a role in the television experience, by acting as a remote control or the source of streaming content which will certainly impact how consumers engage with our entertainment services. It sounds like the phone is a direct channel to your customer. What channels do you utilize most to reach your target audience? We use all channels to reach consumers, and we research consumer buying habits to better understand and leverage our segmentation and the channels where they prefer to actually make those purchases. I also believe

4 P ag e 4 that understanding customer sentiment through the use of social media plays an integral role in helping companies be successful in this day and age. The use of social media enables us to promote our products and services, reach new target segments and respond to inquiries instantaneously. How have you utilized channels like social media and others to build brand awareness and loyalty? The fact that consumers are doing more research online gives us a huge branding opportunity, as well as the ability to serve them unique, relevant content and geo-targeted offers. Some consumers also prefer a more experiential way to learn about products and services. As a result, we are building out innovative company-owned retail stores that give a complete demonstration and education of our products and services. This kind of personalized experience also helps elevate our brand. And within these various channels, what strategies and tools have you found to be most effective in engaging your target audience? Again, I think it goes back to segmentation and understanding your consumers needs and buying preferences. We can use multiple tactics and offers to drive consumers to various channels, in addition to evaluating the best ways to reach them. We can also employ additional selling strategies to leverage our mass market and targeted tactics to drive sales. So, for example, after we send a direct mail piece to a potential prospect, we can then follow up with them using a multitude of touch points through our direct and indirect sales channels. What are some of the tools that you use to measure the effectiveness of your different marketing strategies? We have a terrific analytics team that provides us with valuable information that helps us assess our business and measure how we re performing against past performance, from both an offer and program perspective. We do a significant amount of consumer research for existing customers and non-subscribers by segment so that we can understand what they want and how we can deliver more value to them. By doing that, we can also develop new products and services, formulate strategic programs to acquire new subscribers, grow our existing base and develop unique retention and appreciation programs. How do you determine whether a particular strategy is working? We measure the programs against our goals. Did our offer, strategy or programs meet and/or hopefully exceed our subscriber and revenue targets? At the same time, did they retain customers within the planned budget and target objectives? If the answer is yes, then we know it s working. If not, then we know we need to analyze what is not working and why so we can course correct for future initiatives. Does your department interact and collaborate with other departments at Time Warner Cable frequently? Yes. Marketing interacts with all functional areas within Time Warner Cable as a natural course of business. Our new branding platform unifies how we represent Time Warner Cable, both internally and externally. The introduction of our new Enjoy Better platform allows us to keep pace with, and even get ahead of, ever-evolving consumer appetites and market to consumers in a way that speaks to them. And have you worked with these other departments to align your marketing strategies with the organization s goals and objectives? Our CMO has made significant changes in the organization, to ensure that we are developing strategies that align with our corporate goals and internal culture. This includes a focus on growing our business by ensuring that we re focused and aligned on acquiring new customers, growing our existing base with new, innovative products and services, and retaining our existing customers. Finally, how do you keep your employees engaged and productive? As a leader, I try to be a good listener, demonstrate respect for my employees, and be sensitive to their feelings when delivering challenging messages. It s very important for me to help my employees through both functional

5 P ag e 5 and leadership change and make sure that I m communicating the company s vision and strategy clearly and consistently so they can stay positive, motivated and energized. I also think it s important to recognize people for their hard work and facilitate their exposure to other senior leaders throughout the organization. I pride myself on hiring great people that share my strong work ethic and passion for our business. I make a personal investment and commitment to help develop those individuals, so that they can aspire to achieve their career goals and, in turn, develop other colleagues in the future. Learn more: For more details about customer intelligence solutions: sas.com/software/customer-intelligence To read more thought leader views on marketing, visit the SAS Customer Intelligence Knowledge Exchange: sas.com/knowledge-exchange/customer-intelligence To get fresh perspectives on customer analytics from marketing practitioners writing on the SAS Customer Analytics blog: blogs.sas.com/content/customeranalytics ********************************************************** BIOS: Jenna Fiorito Jenna Fiorito is Vice President of Acquisition Marketing for Time Warner Cable. In this role, she is responsible for new customer acquisition and developing the strategy, programs and offer-sets across varying consumer segments to maximize subscriber growth. Ms. Fiorito joined Time Warner Cable in 2006 as Vice President of Mobile Marketing and was responsible for the launch of Time Warner Cable s new mobile products and services. Prior to her position as Vice President of Acquisition Marketing, she oversaw Product Marketing for all of Time Warner Cable s core products and services. Ms. Fiorito began her telecommunications career in 1990 as an account executive with Bell Atlantic Mobile Systems during the infancy of the wireless industry. Following several advancements, in 1996 Ms. Fiorito transferred to Bell Atlantic s international wireless operations as Associate Director of Marketing and Sales, where she was responsible for business development, marketing planning and oversight of the launch of new products and services for venture partners in Europe and Latin America. After guiding the $200 million deployment of Code Division Multiple Access (CDMA) digital technology in Mexico for Iusacell, Ms. Fiorito became Director of Latin American Venture Relations and, subsequently, Director of Marketing, responsible for all sales and marketing activities with venture partners in Europe and Latin America. Ultimately, Ms. Fiorito was appointed Director of Wireless Data, a role in which she fulfilled a wide array of strategic planning, technical, and marketing responsibilities for affiliates throughout Latin America to launch new wireless Internet services. Ms. Fiorito was recruited by America Online (AOL) in 2000 to be Vice President of Business Development for its wireless division. As the first executive to hold this new position, she built and led a staff of business development professionals to expand AOL s wireless services, both domestic and international, and negotiated wireless agreements with ATT, Sprint, Verizon Wireless, T-Mobile and Nextel. She was then named the division s Vice President and General Manager of their Telecom Vertical, responsible for interactive marketing to the telecom industry. She was subsequently promoted to Vice President of Sales and Business Development for AOL s strategic business solutions division. Annette Green Annette Green leads the comprehensive business and strategic operations of the Communications, Content and Entertainment organization within the Americas sales division of SAS. As vice president, Green has profit and loss responsibility for a business unit covering major Fortune 100 companies in the telecommunications, high tech manufacturing, travel, media and entertainment industries. Her primary responsibility is to serve as a focused executive on key enterprise accounts and provide strategic planning for the industry verticals she oversees. She is also responsible for directing a staff comprised of 100 sales professionals, sales-support personnel and industry domain principals across 16 regional offices who work together to improve business returns for the customer.

6 P ag e 6 Green has been with SAS for 23 years, achieving increasing levels of responsibility within marketing, sales and sales management. Prior to joining SAS, Green worked with Research Triangle Institute, where she held positions of increasing responsibility for the Environmental Sciences Division. Green earned a Bachelor of Science degree in computer science from North Carolina State University and completed graduate level studies in the School of Management Sciences at NCSU, with an emphasis in Information Technology. SAS and all other SAS Institute Inc. product or service names are registered trademarks or trademarks of SAS Institute Inc. in the USA and other countries. indicates USA registration. Other brand and product names are trademarks of their respective companies _S

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