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Rosetta Awarded Best Large Company Internship in Northeast Ohio

Northeast Ohio Council on Higher Education recognizes the agency for impacting student career growth

NEW YORK, April 15, 2014 — Rosetta, a customer engagement agency within the Publicis Groupe network, today announced the Northeast Ohio Council on Higher Education (NOCHE) has named the agency's college internship program the Best Large Company Internship in Northeast Ohio. Sponsored by NOCHE and CBC Magazine, the Expy's Best Internship Awards ceremony took place in Independence, Ohio on March 27, 2014. Additional awards were given in the categories of Best Intern, Best Mentor, Best College Advisor, Best New Internship, Coolest Internship and Best Small Company Internship.

During Rosetta's college internship program, students focused on client engagement, training, performance management, cultural engagement and volunteer efforts. A total of 77 interns from 29 universities completed Rosetta's internship program company wide in 2013, with nearly half of the interns who completed the program offered additional opportunities with the agency in 2014.

Mary Dieglio, a member of Miami University's 2014 graduating class, completed the Analytics & Optimization internship in 2013 and will be joining Rosetta's San Francisco-based team after graduation. On her experiences with the agency Dieglio said, "Having had three internships during the course of my college career, I can say that this one was definitely the most formative. I learned how to build and maintain good working relationships, both with the client and my teammates. My team gave me a lot of responsibility, which both built my confidence and pushed me to always perform above and beyond."

Weekly professional development trainings are provided to help students develop valuable skills that create a foundation for successful careers. Members of the agency's Executive Committee, including CEO Tom Adamski, participated in the professional development program. Sessions included video editing training, performance review and career management.

"We're always focused on creating challenges for our students that they do not have the opportunity to see in the classroom," said Halley Marsh, Rosetta's College Recruiting Manager. "Our interns encounter real client requests that our agency handles on a daily basis, as well as the added difficulty of working with fellow interns located in three different time-zones and among all nine of our agency locations. This is as real-world as it gets and gives them a preview of what is in store for them when they graduate."

In addition to career growth, Rosetta's internship program focuses on giving back to the local community each year. In 2013, Cleveland interns and team members volunteered with The Center for Families and Children. Mirroring a full-scale Rosetta project across cross-functional teams, interns worked together to improve the Center's website. By upgrading technical capabilities in online donating and relationship management as well as redesigning a portion of the Center's website, Rosetta donated more than 3,600 hours of time and approximately $434,000 worth of work through the internship program last year.

For more information about the program or to join Rosetta on an upcoming internship opportunity, visit the website and complete an internship application online.

About Rosetta

Rosetta. Unlocking and Activating Human Behavior.

Rosetta is a Customer Engagement Agency for the Empowered Age. We combine human insights, technology and next-generation storytelling to craft meaningful connections that drive tangible results.

www.rosetta.com
Twitter: @RosettaMktg
Facebook: www.facebook.com/rosetta

Contact:
Brittany Slattery, Rosetta
(216) 896-8831
brittany.slattery@rosetta.com

iBeacons Have Exciting Possibilities Outside of Retail

Bluetooth Low Energy beacons hold promise for sectors other than retail and will transform how businesses operate

By Sebastian Dreyfus

There's been a lot of noise about iBeacons since they launched with iOS7 last summer, and much of the discussion has focused on how they benefit retailers and add to the in-store shopping experience. Earlier this year, EMA Retail Research released the findings of a survey of 50 international retailers. It reported that 55% already have their own smartphone apps, 87% are using digital strategies to increase revenues whilst four-fifths of the chains said they expect these strategies to increase footfall.

At their core, Bluetooth Low Energy (BLE) beacons are simply communication tools that interact with other devices by sending a signal over a Bluetooth Low Energy connection. They make it effortless and economical to connect with more than 300 million smartphones running Apple i0S7 or Android Jelly Bean 4.3 and enables businesses to set up transmitters which can alert nearby smartphones to their presence.

It may not sound like much, but combined with the right software, it opens up a range of opportunities and is set to transform the way businesses operate. With iBeacon set up, shops can send customers special offers for goods they are walking past, prepare pre-ordered items for pickup the minute someone comes through the door (is this the end of queueing?) or remind the customer about their shopping list, and so on.

Retail giant, Tesco, is a good example of how BLE can be used to create the most comprehensive omni-channel experience across Tesco stores, Tesco.com, Tesco Bank, Tesco Mobile and even the recently acquired Giraffe. Last week, the store announced that it is trialling iBeacons in its Chelmsford store as part of an experiment with a specific app called MyStore, but is holding off using beacons for marketing purposes until customers have grown accustomed to the technology. The MyStore concept involves an app that allows customers to create a shopping list at home and, when in-store, click a button to tell them the precise location of the products. Its data is held in one place, so the company will have a pretty good idea of who those customers are. The Tesco shopper is pretty representative of the UK as a whole, so it's imperative that the brand ensures they're not sending the same message to everyone.

However, the application of iBeacons shouldn't be limited to retail – it also holds tremendous promise for changing the face of hospitality, banking, transportation, pharmaceuticals, healthcare, events (like sports and concerts), and even smart homes. Placed, for example, is a new application that shows you how BLE Beacons might benefit anyone at home, by tying the technology to specific apps and offering quick-launch capabilities. Essentially, this app could transform your iPhone into a contextually aware, automatic Swiss Army knife of mobile software that responds instantly to your environment – for example, sitting down in the living room to enjoy some Netflix on Apple TV could open your Remote app.

And in December, Bar Kick, a table-football-themed Shoreditch coffee shop, became one of the first in Britain to implement the technology, giving away free copies of music magazine Dazed & Confused and football magazine When Saturday Comes, but only to patrons actually inside the cafe.

On the flip side, the rush to exploit BLE Beacon technology means we're likely to see more bad execution than with just about any other technology or marketing opportunity that has come before it.

"Ready, fire, aim" seems to be the mantra being used by many marketers. Aside from Tesco, it does seems that the majority of top retailers are rushing to beacon-enable their store locations without first thinking about how this will actually make the store experience more valuable for their shoppers.

The power to connect to a beacon is entirely in the hands of the consumer and because location-based marketing requires a number of steps carried out by the consumer it's critical that consumers become as familiar with iBeacons as they are with Wi-Fi, and see and experience the real value, or else they will simply reject the technology and prevent any future marketer from engaging with them via their mobile device. Getting it right means more than just deploying a few beacons throughout a location to trigger a one-size-fits-all discount offer when a shopper enters a brick and mortar location.

Adopting this technology should be a marathon, not a sprint. Every user is unique, with differing needs, attitudes, and beliefs that drive their decision to engage (or not) with a brand or product and eventually purchase. Marketers supporting virtually every industry are clamouring for the opportunity to reach the promised-land; delivery of data-driven, location-aware experiences that are personalised to the needs of each user, while providing the elusive link in our 360-degree analytical view of them.

Sebastian Dreyfus is European managing director of Rosetta.

This article originally published at The Guardian.

Rosetta's Ember Crooks Inducted into IBM Gold Consultant Program

NEW YORK, April 2, 2014 — Rosetta, the Publicis Groupe customer engagement agency and IBM Gold Level Smarter Commerce partner, today announced that Ember Crooks, Director of Application Engineering Architect, has been tapped by IBM as one of only six inductees into the IBM Gold Consultant Program. This honor comes due to Crooks’ ability to deliver superior consulting services to IBM clients, with demonstrated technical leadership, vast industry experience, market knowledge and digital presence. The IBM Gold Consultant Program is awarded to Independent Consultants who align strategies and priorities to contribute world-class service.

Rosetta’s Chief Technology Officer Joe Lozito said, “Ember is an internationally-recognized expert and shining light of the Rosetta family. Through her well-known blog, db2commerce.com, she has shared and developed a vast repository of knowledge that benefits the entire DB2 community, and she brings world-class level of strategy, priorities and initiative that impact all of our clients. Ember couldn’t be more deserving of this recognition.”

Building on its differentiated Commerce Plus offerings, its expanded global partnership with IBM and the global reach of the Publicis Groupe, Rosetta serves a rapidly expanding global client list that spans the Technology & Telecommunications, Healthcare, Consumer Products & Retail and Financial Services industries. In order to strengthen its leadership position in commerce and expand its global network, Rosetta is currently evaluating potential acquisition targets and agency partners in China, Latin American and Europe, as well as strategic alliances with firms to provide end-to-end capabilities from call center through logistics.

www.rosetta.com
Twitter: @RosettaMktg
Facebook: www.facebook.com/rosetta

Contact:
Brittany Slattery, Rosetta
(216) 896-8831
brittany.slattery@rosetta.com

Rosetta’s Paul Elliott Headlines Adobe Summit Industry Super Session on the Future of Retail Customer Engagement

Live Beacon and clienteling demo showcases agency’s industry-leading omni-channel solutions

NEW YORK, March 27, 2014 — Paul Elliott, Managing Partner at Publicis Groupe’s Rosetta, headlines today’s Adobe Summit Retail Industry Super Session with a presentation titled “The Future of Retail: Insights from Retail Innovators” that will be presented in partnership with Michael Klein, Director, Industry Strategy and Marketing at Adobe and Ryan Bonifacino, Vice President, Digital Strategy at Alex and Ani, LLC. The presentation takes place today from 9:30-10:30 a.m. MDT in front of the general audience in Ballroom AC.

In the presentation, Elliott will highlight omni-channel mandatories for retailers and illustrate the role of technology in moving consumers from experiences to brand engagement. Elliott was recently featured in Ad Age with an opinion piece about the need for retail marketers to know their customers on a deeper level before rushing for beacon-tech gold.

“We must start to better understand the needs and wants of today’s consumers, who are empowered by their own use of technology and informed by their social connections,” said Elliott. “They are longing for unique and highly personalized experiences that demonstrate an understanding of who they are and a valuing of their business and loyalty. Yet all too often, retailers continue to fail to deliver on those expectations because of organizational siloes, lack of visibility to the customer across channels, and the belief that we need to ‘comp’ or repeat everything we did last year.”

In partnership with Adobe, Rosetta recently launched a customizable and scalable proprietary extension of Adobe Experience Manager (AEM) that connects with IBM WebSphere Commerce, giving marketing and IT departments greater ability to manage and optimize the commerce and content ecosystem, from brand engagement to immersive shopping experiences to checkout. You can watch a demo of the proprietary solution here.

To learn more about how AEM can connect customer contact across channels, you can also watch the newly launched video from Rosetta and Adobe.

Adobe Summit is a prestigious event focused on reinventing marketing in a digital world. Summit combines innovative strategies, expert insights and hands-on experiences to help marketers thrive in an ever-changing landscape. For more information, please visit Rosetta.com or reach out to Mike Brunst at mike.brunst@rosetta.com.

About Rosetta

Rosetta. Unlocking and Activating Human Behavior.

Rosetta is a Customer Engagement Agency for the Empowered Age. We combine human insights, technology and next-generation storytelling to craft meaningful connections that drive tangible results.

www.rosetta.com
Twitter: @RosettaMktg
Facebook: www.facebook.com/rosetta

Contact:
Brittany Slattery, Rosetta
(216) 896-8831
brittany.slattery@rosetta.com

Rosetta Hires Tech Heavyweight Paul Smith from DigitasLBi Global Arm Sceneric

Customer engagement agency continues to expand senior team across Europe

NEW YORK, March 20, 2014 — Rosetta – Publicis Groupe’s customer engagement agency – has hired Paul Smith as its UK Technology Lead, a new position. The news marks an era of growth for Rosetta as it looks to further expand its presence across the globe. In addition to Smith’s arrival, the agency recently announced the hiring of its inaugural European Creative Director, Clare McDonald.

Reporting to Chief Technology Officer Joe Lozito and Rosetta Europe’s Managing Director Sebastian Dreyfus, Smith will manage all technology projects across the region while working closely with Rosetta’s industry leading technology division made up of architects, engineers, developers, quality assurance professionals and business analysts. Smith will be based in Rosetta’s London office, which serves all European clients for Rosetta.

With nearly two decades of industry experience, Smith joins Rosetta from Sceneric, the eCommerce arm of global marketing and technology agency DigitasLBi, where he led the consulting and solution architecture teams. In his role of director of consulting at the company, he worked with a diverse range of clients including MoneySupermarket and Sainsburys, devising and delivering innovative solutions tailored to address business needs.

Dreyfus commented on the significance of the new hire: “Paul’s extraordinary track record of technology innovation and leadership experience makes him an ideal addition to our rapidly growing leadership team in Europe. We’re proud to welcome him to the Rosetta family.”

Prior to joining Sceneric, Smith worked at technology company Demand247 where, as director of technology and business consulting, he was responsible for the delivery of all technical projects for a number of clients including Mulberry, Burberry, Tesco, Rapha, Aurum Group and Epsom.  Smith has also spent 13 years at IBM, where he held a number of technical roles and worked with customers across a number of different sectors including UK retail banks, charity, pharmaceuticals and media.

About Rosetta

Rosetta. Unlocking and Activating Human Behavior.

Rosetta is a Customer Engagement Agency for the Empowered Age. We combine human insights, technology and next-generation storytelling to craft meaningful connections that drive tangible results.

www.rosetta.com
Twitter: @RosettaMktg
Facebook: www.facebook.com/rosetta

Contact:
Brittany Slattery, Rosetta
(216) 896-8831
brittany.slattery@rosetta.com

Clare McDonald Joins Rosetta as Executive Creative Director for Europe

McDonald is the Originator of Channel 4's British Conspiracy Thriller Utopia

NEW YORK, March 10, 2014 — Publicis Groupe’s Rosetta, the world’s leading customer engagement agency, has hired former BSkyB Executive Creative Director (ECD), Clare McDonald, as its European ECD, a new position. McDonald will lead creative strategy and execution across all European clients for Rosetta, which is on an aggressive path of global expansion through its unique ability to combine human insights, technology and next-generation storytelling to create meaningful connections that drive tangible results for global brands.

Rosetta’s European office, led by Sebastian Dreyfus, who was the Managing Director of EMEA for Saatchi & Saatchi, has grown from one to 15 team members in less than four months. The addition of McDonald represents the latest in a string of major investments Rosetta has made in creative talent. The agency recently announced the hiring of Lars Bastholm, who has worked at agencies such as Cheil USA, Ogilvy & Mather and AKQA, as its new Global Chief Creative Officer.

During her time at BskyB, McDonald was responsible for overall creative direction, including branding, design, product development and content creation for on- and off-air campaigns. She has been recognised for her work on the launch of Sky Atlantic and the rebrands of Sky1, Sky Arts, Sky Living and Sky Movies. McDonald was also the originator of the British Conspiracy thriller Utopia, which aired on Channel 4 in Jan 2013 and was recently bought by HBO for distribution and a remake in the US.

Prior to that, Clare worked at interactive media design group, SkyInteractive, where she was its Creative Director of digital products for Sky.com, Sky News, EPG and iTV, as well as game design for iTV channels Sky Bet and Sky Games.

“Clare’s superb background and ability to blend traditional and digital expertise into next-generation storytelling have made her one of the most widely recognized and finely skilled talents in Europe,” said Sebastian Dreyfus, Managing Director of Rosetta Europe. “She’s a perfect fit for what we do at Rosetta, which is to create meaningful engagements between brands and people that grow stronger over time. We’re thrilled to have Clare on our team.”

About Rosetta

Rosetta. Unlocking and Activating Human Behavior.

Rosetta is a Customer Engagement Agency for the Empowered Age. We combine human insights, technology and next-generation storytelling to craft meaningful connections that drive tangible results. 

www.rosetta.com
Twitter: @RosettaMktg
Facebook: www.facebook.com/rosetta

Contact:
Brittany Slattery, Rosetta
(216) 896-8831
brittany.slattery@rosetta.com

Eric Healy Joins Rosetta as Managing Partner

Former SapientNitro Vice President Will Lead Rosetta’s Consumer Products & Retail Industry Group

Hamilton, NJ, February 25, 2014 -- Rosetta has hired former SapientNitro Vice President, Business Lead Eric Healy as Managing Partner of its Consumer Products & Retail Industry Group. Healy will report directly to Chief Executive Officer Tom Adamski and lead a talent-rich team that has earned industry recognition for its ability to deliver omni-channel strategy and experience-driven commerce solutions on behalf of a rapidly growing roster of global clients.

At SapientNitro, Healy led a wide range of multi-channel marketing, commerce and technology engagements on behalf of Fortune 500 clients from the agency’s Boston office.  While there, he expanded SapientNitro’s core offerings, successfully grew its creative team from 14 to nearly 200 professionals, and directly contributed to the quadrupling of Boston office revenues in less than a four-year time period.

“We’ve been extraordinarily fortunate to add some industry heavyweights to our leadership team throughout the last year, and Eric is a true superstar, with a glowing record of business development, growth and expansion during the last 16 years,” said Adamski. “He’s the right leader at the right time to strengthen and solidify our reputation across the rapidly changing consumer products and retail industry.”

Healy said, “Rosetta clearly stands out against its digitally led competitors through its remarkable ability to marry human behavior with business impact. They have not only developed, but earned, trusted advisor status with their clients by transforming, optimizing and redefining their businesses through applied intelligence, the extraordinary understanding of what motivates consumers throughout their journeys, and the ability to both design and deliver technologies to deliver successful, compelling and engaging experiences. The opportunity to build upon Rosetta’s current success in the Consumer Products & Retail space was irresistible, and I look forward to partnering with a broader set of Rosetta teams to not only deliver groundbreaking work, but also help lead the industry in how companies and brands create truly meaningful connections with their customers.”

Prior to joining SapientNitro, Healy served as Executive Vice President, Corporate Development & Network Director for advertising and media giant Aegis, plc, where he was responsible for the solicitation, negotiation and oversight of strategic partnership and investment activity for Aegis Media North America and digital marketing services arm, Isobar. In his role, Healy supported North American group presidents with their related growth strategies, while also overseeing post-acquisition assimilation and integration efforts. Healy also served in critical business development and relationship management functions and provided cross unit integration across 48 agencies, 108 offices and 38 countries.

Healy’s career in marketing spans both traditional and interactive agencies. He was Senior Vice President, Director of Interactive at IPG-owned Mullen. Reporting to Mullen’s CEO, Healy developed the agency’s digital offering into a multi-million practice area. At Arnold Worldwide, Healy oversaw the agency’s Interactive practice before being asked to lead all strategy, integrated marketing and creative development for the EFFIE award-winning Vonage account. Earlier, at Digitas, Healy ran the agency’s Retail practice and spearheaded a wide of array of digital marketing initiatives for its Boston-based clients.

Healy’s earlier career involved client side roles as Director of eCommerce and Global Direct Marketing at Reebok International Limited and as founding Director of Interactive for Reebok subsidiary The Rockport Company.

Healy holds dual Master of Science degrees in Management and Marketing from the University of Massachusetts at Amherst. He is a member of many leading marketing organizations including the American Marketing Association, the Massachusetts Innovation & Technology Exchange, and until recently, served on the Board of Ad Club Boston.

About Rosetta

Rosetta is a Customer Engagement Agency for the Empowered Age. We combine human insights, technology and next-generation storytelling to craft meaningful connections that drive tangible results.

Rosetta. Unlocking and Activating Human Behavior.

www.rosetta.com
Twitter: @RosettaMktg
Facebook: www.facebook.com/rosetta

Contact:
Shade Vaughn, Rosetta
(646) 290-8870
shade.vaughn@rosetta.com

Compuware and Rosetta Present Live Webcast: "Drive e-Commerce Success for 2014"

Webcast Examines Impact of the 2013 Mobile Explosion and Explores How Organizations Can Take Advantage of e-Commerce Trends in 2014

DETROIT — February 18, 2014 — Compuware Corporation (Nasdaq: CPWR), the technology performance company delivering a new generation of application performance management (APM) and Rosetta, one of the largest customer engagement and e-commerce agencies in the U.S., today announced a live webcast where they will discuss the impact of the mobile explosion in 2013 and how organizations can take advantage of these trends in 2014.

Tweet this: @CompuwareAPM and @RosettaMktg to host free 2/25 webcast – learn how to drive e-commerce success for 2014: bit.ly/1fdy5Vy

Title: "Drive e-Commerce Success for 2014"

When: Tuesday, February 25, 2014

Time: 1 p.m. Eastern Time

Presenters: Aaron Smith, Associate Partner, Consumer Products & Retail, Rosetta; Mark Burns, Director of Product Management, Compuware APM

What: During this free webcast, attendees will learn how to:

  • leverage their marketing reach with a deeper understanding of mobile and desktop as "one web;"
  • gain tips on forecasting site load to ensure better planning for re-targeting investments; and
  • increase qualified traffic and conversions through deeper insight of mobile and web performance.

Register Here: bit.ly/1fdy5Vy

Compuware APM is the leader in a new generation of application performance management. Unlike traditional APM solutions that are heavy, difficult and reactive, Compuware APM is light, smart and proactive. Compuware APM is built to manage the complexity of today’s most challenging modern applications including mobile, cloud, big data and SOA. Compuware APM optimizes and monitors tens of thousands of applications for more than 5,000 customers, large and small, around the globe. Through the lens of end-user experience, our customers enjoy faster performance, proactive problem resolution, accelerated time-to-market and reduced application management costs through smarter analytics, advanced APM automation and a unique performance lifecycle foundation.

To read more about Compuware’s leadership in the APM market, click here.

Follow Compuware APM on:

Compuware Corporation

Compuware is the technology performance company, and we exist solely to help our customers optimize the performance of their most important and innovative technologies—those that drive their businesses forward. Today, more than 7,100 companies, including many of the world’s largest organizations, depend on Compuware and our new generation approach to performance management to do just that. Learn more at: http://www.compuware.com.

About Rosetta

Rosetta is a Customer Engagement Agency for the Empowered Age. We combine human insights, technology and next-generation storytelling to craft meaningful connections that drive tangible results.

Rosetta. Unlocking and Activating Human Behavior.

www.rosetta.com
Twitter: @RosettaMktg
Facebook: www.facebook.com/rosetta

Rosetta is Industry's First Digital Agency Certified in Internet Promotion and Social Media Regulatory Compliance in Healthcare

PRINCETON, NJ, February 6, 2014 — Publicis Groupe customer engagement agency Rosetta is the first digital agency to achieve full certification in Internet Promotion and Social Media regulatory compliance from the Center for Communication Compliance (CCC), the world's only all-in-one source for training, testing, and consulting in healthcare regulatory compliance and risk communication. The achievement certifies that Rosetta team members possess comprehensive knowledge of regulatory compliance in the healthcare industry, including the draft guidance on interactive promotional media issued by the FDA last month.

Shannon Hartley, Managing Partner, Rosetta Healthcare Industry Group Leader, said, "Meeting the evolving digital expectations of today's healthcare practitioners and patients requires regulatory compliance savvy. We're proud to establish a leadership position in the industry through an agency-wide commitment to digital marketing excellence, as we require everyone working on healthcare client business to certify that they understand all current regulations and requirements. By filtering our strategic and tactical recommendations through a regulatory compliance lens, our programs become more actionable and efficient. Everyone wins: our clients receive optimal counsel, and we increase our partnership value."

Rosetta team members were asked to pass a 56-question certification test with questions covering sponsored and unsponsored promotion, disease state and product specific promotion, adverse event reporting, chat rooms, patient testimonials, search engine optimization, and responses to unsolicited questions about off-label information.  The coursework also examined how to apply current guidelines, rules and policies to the development and execution of social media promotional materials, formats, and programs, including SEO and SEM considerations.

"Rosetta is a model for compliance excellence and risk mitigation," said Ilyssa Levins, CCC president. "It's a reasonable expectation that marketing teams and their promotional agencies come to the table with a thorough knowledge of regulatory compliance basics. Being on the same knowledge baseline is particularly important when teams collaborate in the digital realm because regulatory/legal risks and digital platforms are constantly evolving. Team members who haven't mastered the basics become impediments to efficient and successful collaboration as new terrain is explored."

Levins added:  "Rosetta chose to be proactive to help their clients reduce risk, increase efficiencies and save time and money."

About Rosetta

Rosetta is a customer engagement agency engineered to transform marketing for the connected world. Our mission is to be a catalyst for growth, driving material business impact by translating deep consumer insights into personally relevant brand experiences across touch points and over time. Our unique capabilities and the way we activate them have enabled our market leadership position, operating as an independent brand in the Publicis Groupe of global agencies.

www.rosetta.com
Twitter: @RosettaMktg
Facebook: www.facebook.com/rosetta

About CCC

The Center for Communication Compliance (www.communicationcompliance.com) is the world's only all-in-one source for training, testing, and consulting in healthcare regulatory compliance and risk communication.

CCC has a portfolio of proprietary strategies and tools to help companies sustain a competitive advantage in a compliant culture where government restrictions are tighter than ever before. Its web-based products are validated by an advisory board of former FDA officials and regulatory lawyers. CCC's off-the-shelf and customized products include Train+Test Systems, regulatory compliance screeners and key performance indicators (KPIs) to measure whether compliance programs are effectively managing risk and supporting development of promotional materials with high impact.

Contact:
Shade Vaughn, Rosetta
(646) 290-8870
shade.vaughn@rosetta.com

Robert Hartt Joins Rosetta as Senior Vice President, Business Development

Princeton, NJ, February 3, 2014 — Publicis Groupe customer engagement agency Rosetta announced today that Robert Hartt has joined the agency as Senior Vice President, Business Development, a new position. Hartt brings a sterling record of results-oriented business development to the agency and is expected to make an immediate impact on the agency's global growth strategy. He will be based in Rosetta's New York office and report to Chief Strategy Officer Scott Sorokin.

Hartt joins Rosetta from AKQA New York, where he served as Client Partner, Group Account Director for a major telecommunications client. Prior to that, he was Founder of PPE Sports, a performance coaching company for athletes and corporations. Clients included the Edmonton Oilers organization, Tennis Canada, Bombardier Aerospace, Concordia University and University of Toronto. Previously he was Vice President, General Manager at BBDO, Montreal.

"Robert has deep and proven experience working with clients on digital marketing initiatives and world-class innovation, making him a perfect fit for our global growth strategy and expansion," said Sorokin. "He's an extremely valuable addition to our fast-growing team, and we're proud to welcome him to the Rosetta family."

Rosetta has made a number of key talent hires in the last 3 months, including Global Chief Creative Officer Lars Bastholm and, most recently, Peter Kang, Executive Creative Director.

Hartt has a Bachelor of Science in Management Information Systems and Accounting from the University of Arizona.

About Rosetta

Rosetta is a customer engagement agency engineered to transform marketing for the connected world. Our mission is to be a catalyst for growth, driving material business impact by translating deep consumer insights into personally relevant brand experiences across touch points and over time. Our unique capabilities and the way we activate them have enabled our market leadership position, operating as an independent brand in the Publicis Groupe of global agencies.

www.rosetta.com
Twitter: @RosettaMktg
Facebook: www.facebook.com/rosetta

Contact:
Shade Vaughn
(646) 290-8870
shade.vaughn@rosetta.com

Peter Kang Joins Rosetta as Executive Creative Director

Princeton, NJ, January 27, 2014 — Publicis Groupe customer engagement agency Rosetta announced today that Peter Kang has joined the agency as Executive Creative Director. The international award winner will report to Global Chief Creative Officer Lars Bastholm and help lead insights-driven creative execution for a number of clients in Rosetta’s Technology & Telecommunications Industry Group, the agency’s largest and fastest growing Industry Group.

Kang joins Rosetta from Digital Kitchen in Los Angeles, where he was Executive Creative Director and overall creative lead across experiential design, branding, digital, social and advertising. Prior to that, he was Executive Creative Director, Senior Partner at Ogilvy & Mather, Western US Region. Before joining Ogilvy & Mather, Kang was Creative Director at Saatchi & Saatchi in Los Angeles. He was also Founder, CEO of Kioken, Inc.

"Peter is an entrepreneurial leader who brings a wealth of experience in brand development, creative and business management, digital strategy and marketing," said Bastholm. "He will make an instant impact across our growing client roster, and we’re thrilled to add him to the team."

"As a creative in the ever evolving digital landscape, it is amazing to be a part of an organization that truly understands the opportunity with brands, content, personalization through devices, and the data and analytics to truly move the needle," added Kang. "Rosetta is armed with equal parts of passionate creative and an insights-driven platform. And with these talents, we are poised to create enduring content platforms that connect with real audiences. I am both humbled and honored to be a part of this team that will shape new ways to create relationships between brands and consumers."

Rosetta has made a number of key talent hires in the last six months, including: Global Chief Creative Officer Lars Bastholm; Chief Strategy Officer Scott Sorokin; Chief Technology Officer Joe Lozito; Managing Partner, Program Management Office Jeff Thaler; and Partner, Head of Marketing Gary Schechner.

Kang has a Bachelor of Fine Arts from Southern Methodist University and a Masters of Fine Arts from Hunter College in New York City. He is part of Lotus Cup USA.

About Rosetta

Rosetta is a customer engagement agency engineered to transform marketing for the connected world. Our mission is to be a catalyst for growth, driving material business impact by translating deep consumer insights into personally relevant brand experiences across touch points and over time. Our unique capabilities and the way we activate them have enabled our market leadership position, operating as an independent brand in the Publicis Groupe of global agencies.

www.rosetta.com
Twitter: @RosettaMktg
Facebook: www.facebook.com/rosetta

Contact:
Shade Vaughn
(646) 290-8870
shade.vaughn@rosetta.com

Rosetta Elevates Soares to Managing Partner

Princeton, NJ, January 15, 2014 — Publicis Groupe customer engagement agency Rosetta announced that Tammy Soares has been elevated to Managing Partner. In her new role, Soares will work alongside Managing Partner Grant McDougall in the oversight and management of the Technology and Telecommunications Industry Group, which is the agency's largest in terms of revenue.

"Tammy is a truly talented leader, and we're lucky to call her family," said Chief Executive Officer Tom Adamski. "The nurturing and cultivation of top talent will continue to be a major focus for me and our entire leadership team in 2014, as we expand globally and strengthen partnerships with sister agencies across the Publicis Groupe."

Soares joined Rosetta in 2008. Throughout the past two years, she has led the development of one of the agency's fastest growing and most diverse client service teams. In her new role, she will join the agency's Operating Committee and lead a focused initiative on Account Management.

Soares' promotion is the latest in a string of significant talent moves made by Rosetta Chief Executive Officer Tom Adamski since taking over in April 2013. In the last six months, the agency has hired Global Chief Creative Officer Lars Bastholm and promoted Alexander Mahernia to Chief Creative Officer, North America; brought in Chief Strategy Officer Scott Sorokin; hired Chief Technology Officer Joe Lozito; added Managing Partner, Program Management Office Jeff Thaler; and hired Partner, Head of Marketing Gary Schechner.

About Rosetta

Rosetta is a customer engagement agency engineered to transform marketing for the connected world. Our mission is to be a catalyst for growth, driving material business impact by translating deep consumer insights into personally relevant brand experiences across touch points and over time. Our unique capabilities and the way we activate them have enabled our market leadership position, operating as an independent brand in the Publicis Groupe of global agencies.

www.rosetta.com
Twitter: @RosettaMktg
Facebook: www.facebook.com/rosetta

Contact:
Shade Vaughn
(646) 290-8870
shade.vaughn@rosetta.com

Forget the Corner Office: Cleveland's Hottest Workspaces are Open, Collaborative, Connected

David Browning is the Market Leader for the Cleveland/Akron office of C.B. Richard Ellis, one of the largest commercial real estate brokerages in the world, yet he doesn't have an office.

Instead, he sits in a six-by-eight foot cubicle identical to that of his colleague's workspaces. But this is no typical cube farm; the sleek, contemporary desks have laptop docking stations, rolling file cabinets, ample workspace, twin computer monitors and almost no walls.

CBRE's workspaces also boast to-die-for views. On a recent January day, CBRE's new offices on the second floor of the Ernst and Young Tower in the Flats provided workers with a brilliant white vista of Lake Erie, the river and the port.

If and when Browning does need some privacy, he's got 14 different conference rooms from which to choose (the old offices had just four). Also, the whole place is wired like Q Branch in a Bond movie, from the "follow me" printing that spits out only after an ID is scanned (keeping confidential info out of the printer tray), to the hardwired phones that go mobile with the touch of a button.

Yet while the gadgets are cool, the biggest boon is the close collaboration nurtured by open space. There are dozens of cool nooks around the office where people can bump into one another. Browning wanted to promote the kind of "serendipitous interaction" that leads to higher levels of knowledge transfer and productivity, he says.

"You used to come into the office because this is where you worked," says Browning. "You had access to phones and were plugging into hardwired technology. Now everyone has one of these [smart phones]. The office is really a place where you connect into resources and support staff and collaborate with fellow professionals and clients."

Deb Donley of Vocon, the architectural firm that designed the space, agrees. "More and more we're finding that the overall environment and culture you create are more important than the door you may or may not be given," she says. "The real value happens when a junior person is sitting next to a senior person. Knowledge transfer happens at such a higher rate when you're all sitting together as opposed to behind a door."

The urbanization of office space

Technology has driven changes in office space for years. Over the past decade, average space allocation has dropped from 225 square feet per person to 150. Yet that downward shift has accelerated in the post-recession economy as corporations seek to shed costs and become more efficient and productive by embracing a mobile, collaborative workplace culture.  

Breaking down walls is just the tip of the iceberg. Other office design trends include more shared space, more amenities and more tolerance (even encouragement) of telecommuting and working from "third places." You might lose your office – and even your desk – but you might gain better coffee, a sweet lounge and, perhaps, an air hockey table.  

According to CoreNet, an association for commercial real estate professionals, space allocation will drop to less than 100 square feet per worker at many companies by 2017. This could result in a glut of excess office space nationwide, but the densification trend might benefit cities, which are rich in the density and the amenities that firms are seeking.  

"People are moving back to urban centers," says Donley. "The younger generation is more inclined to live, work and play downtown."

If the millennial generation is embracing urban density, so too are many companies when it comes to their offices. If the stodgy offices of the past can be likened to picket-fence Cape Cods with attached garages, today's are more like modern apartment buildings with micro living spaces but kick-ass roof decks. 

That's a trend that encourages Michael Deemer, Director of Business Development for Downtown Cleveland Alliance, whose job it is to recruit companies to the urban core.

"The office market is benefitting from the trend of younger, tech-oriented companies moving into or expanding to take advantage of the millennial generation's preference for working and living downtown," he says. "At the same time, we see more traditional professional industries like law and financial services also relocating and expanding downtown to take advantage of very competitive lease rates and unique office space."

Companies choosing downtown

While downtown's vacancy rate hovers close to 20 percent (and actually ticked up slightly this year), Deemer says the overall trend is positive. Despite Eaton's departure in early 2013 – a move that left a 300,000-square-foot hole in the market – downtown Cleveland had net positive absorption for the year, no small feat.

Companies like Rosetta, Onosys and Britton Gallagher are choosing downtown for the ability to customize their office space, attract and retain talent and create a collaborative culture. 

The digital marketing agency Rosetta occupies 80,000 square feet on six floors of the National City Bank Building at E. 6th and Euclid. The space features kitchens on every floor (a lemon-filled vase subtly reminds visitors of the company's brand), funky cubes that are anything but square, huge windows with killer views, state-of-the-art conference rooms, and a lounge with ping pong table on the penthouse level.

Perhaps most telling is the fact that the firm's top executives surrendered penthouse-level offices to create an ideal space for watching fireworks, throwing parties or popping champagne to toast big deals. Instead, the top brass work alongside the "little people."

About 20 percent of Rosetta employees walk to work, and the culture is young, social and creative. After-work drinks and volleyball tournaments at Whiskey Island are common.

"Of all the jobs I've ever had, I am most myself at Rosetta," says Julie Fratus, Senior Recruiter for the company. "This is not a heads-down environment. People do work hard, but we take time all day to build relationships and have fun."

It's the little touches that count. The receptionist keeps a cup for ping pong balls that bounce down the stairs. Fratus and other associates like to head up to the penthouse to watch thunderstorms roll through as it's a great place for sky watching.

Onosys, which makes online ordering software for the restaurant industry, embraced a similar culture when it chose offices on W. 6th Street. Co-founder Stan Garber says he and his partners kept asking the same question as they looked at traditional office spaces across downtown: "What's it going to take to break down those walls?"

Today, Onosys has a completely open office, which can be challenging. "The whole idea was to keep everything transparent, to know what everybody is working on," Garber says. "That forces you to do the right thing more often – to be a better manager. You really are exposed, and everything you say will be heard. It also breeds collaboration."

Commercial insurance broker Britton Gallagher departed Solon for downtown 18 months ago, won over by a big push from the city. The next challenge was to convince employees, so the firm organized a bus caravan so employees could listen to presentations from the city, police chief and others to convince them it was "safe."

Today, most people love it, says Sean Kelley, Senior Vice President of Benefits. The firm's views from One Cleveland Center are amazing, the new open office environment nurtures collaboration, and the company is able to attract a new class of workers thanks solely to its address.

Winners and losers

The factor driving most companies towards more compact office space is, of course, cost. Next to personnel, real estate is likely to be a corporation's largest expense, says Donley. But if done right, it can be a win-win. CBRE reduced its total space from 19,000 to 15,000 square feet, and even though it's paying higher rents, it reduced its costs. That kind of space efficiency is one reason why the E&Y Tower is now more than 90 percent full.

Densification, however, is not for everyone. Nor is there a one-size-fits-all model.

"Densification without thought or strategy could be a disaster," says Donley, who stresses that Vocon completed extensive surveys of CBRE's workplace habits and culture before designing the new space. "It's really important for us to align real estate and space strategy with where the company is headed as a business."

Donley says companies that don't embrace a more open, collaborative workplace environment may be left behind, an argument underscored by the fact that renovated Class A downtown office space has a much lower vacancy rate than Class B office space without similar updates. "If you don't have an environment that supports a multigenerational workforce, you will find yourself in trouble," Donley argues.

Some of that Class B space is now being transformed into apartments, however, a trend that will further fuel the live-work-play environment downtown.

Browning says that although there will be "winners and losers" in the downtown market, the overall environment still is trending upwards. "If you've got an older building with lots of walls and private offices, it may be a challenge to lease going forward without spending a lot of money to rehabilitate it," he admits.

Of course, the "spending a lot of money" part can be difficult to justify in an office market with nearly 20 percent vacancy rates and lease rates that are not rapidly rising.

Yet Browning maintains that downtown Cleveland's office market is on the rise, driven largely by younger people who enjoy the city's excitement.

"We are seeing more of people, not less," he says. "People want to be downtown. They like the energy and vibe."

This article originally published at Fresh Water.

How CMOs Must Structure Their Organizations In 2014

This article is by John Copeland and Jason Tabeling. Copeland is managing partner and co-lead of the marketing strategy and insights practice at Rosetta, a Publicis Groupe customer-engagement agency. Tabeling is partner and leader of Rosetta's paid, owned & earned media practice.

The defining challenge for marketing in the 21st Century is structural. And the key players will be top management, not digital, whiz kids.

The internet creates a possibility – an expectation, even – that marketing can deliver an ongoing lifecycle of experiences that satisfy people and predispose them to engage with, buy and even advocate for a brand. Indeed, we've come a long way in our understanding of customer behavior. We can frame a 360-degree view of a customer, create compelling customer experiences, and develop platforms to deliver those experiences systematically when they'll be most relevant. All of these are things that were inconceivable only a few decades ago.

But we can only reap the full business value of these innovations if we put them to use to optimize for the customer – aligning operations to provide solutions ahead of when the customer actually experiences any needs. And that's where top management has to step in.

Say a consumer is moving to a new state and applies for a mortgage. The bank should use the application as a driving force to offer a full complement of financial instruments s/he will need, from car insurance to moving insurance to financing for appliances. To do it, three things have to happen. First, the bank has to have created the data profile indicating that a mortgage application triggers specific financing opportunities. Second, the operating units have to share the data – something that rarely happens today. Third, marketing communications teams need to sync so that ads, mailings, emails, telemarketing and call-center activities both reinforce each other and cement a sustainable, measurable relationship with that customer.

Most companies have the necessary data but lack the analysis and alignment. Organizations naturally set up around the channels in which they go to market and the marketing levers they pull. So if you walk through the marketing organization of a Fortune 500 company, you'll meet brand managers whose sole job is growing the volume, and profit, of a brand; channel managers whose focus is purely on volume through their sales funnels; category managers responsible for the business of a product group; and, increasingly, segment managers focused on expanding business with a key consumer group.

Just as we've optimized manufacturing, logistics and distribution, we've optimized the components of marketing. We now have people whose jobs are small pieces of the expanding puzzle – online search optimization, email marketing, video marketing, traditional retail marketing, online store development, and much more.

All of these people work on different incentive structures. That's got to change if we're going to deliver on the promise of “anywhere-anytime relevance” for increasingly demanding customers.

The Marketing Conductor

Anywhere-anytime relevance requires mapping the information that customers demand at each marketing touch point, with an understanding of all the options (including competitors' offerings) that are vying for their attention. For example, knowing how I'll respond differently at 9 a.m. or at 5 p.m., how I react depending on the specific device I am using (smartphone, tablet, laptop, TV), or how I bring a different mindset to each social network (Pinterest, Facebook, Twitter). Only then can you consistently capture the context of the moment with the right communications.

It's simple but certainly not easy. The good news is you don't need a new class of marketing wizard to do it. You simply need the CMO to do two things: Establish organizational business objectives that each channel can ladder up to and appoint a conductor.

The conductor's job is to parse all the company research into a map of how customers come to decide which products and services to buy and the resulting experiences. The map should show how customers interact with different touchpoints along the journey, such as search pages, comparison websites, and social forums. This map establishes a compass, of sorts, showing how and where communications and other branded experiences fit. The conductor keeps everyone focused on the map. He or she knows intricately how and where brands fit within the daily lives of customers and how, when, where and why they shop for them.

Most likely, CMOs will tap a segment manager to play conductor. The channels need to be managed, just like an orchestra, for the benefit of particular kinds of customers. A segment manager can coordinate across marketing channels and make them all work together. That is, so long as he or she gets both the responsibility and the authority to do it, and the incentives are realigned to support the overall goals. And that can only come from top management.

A number of big brands are creating the components of the grand promise: predictive patterns for successful customer engagements. Jawbone UP gives users biofeedback while building complete data profiles of customers, including personalized emails and product recommendations, while Nest does the same with home-energy consumption. Walmart e-mail marketing translates customers' purchase history into relevant content and offers. If you recently bought a printer, you'll get offers for ink, paper and connector cables in subsequent e-mails. And at Ritz-Carlton hotels, any employee can put up to $2,000 toward improving a customer's stay, whether the trigger is database information or observed behavior.

We've seen it work together well for a major financial services provider. When the company joined its brand and acquisition teams, it was able to see where search succeeded, where prospects went after a search, and how third-party evaluation sites influenced word-of-mouth and mouse. They saw that customers were being bombarded during the decision process, and so they reset metrics for shared goals and incentives, from inquiries to advocacy. Operating under one conductor, they cut the total number of communications, doubled-down on those that the map indicated were most influential, and produced double-digit gains in marketing performance and sales.

Companies need to develop a new class of marketing generalists – people who understand each of the component parts in the burgeoning toolkit and how they work together. Agencies can support in this process as consultants to conductors, advocating for more focus and alignment, and a few leading agencies are capable of building and managing a comprehensive customer engagement platform on behalf of their clients. But it's up to top management to take the big-picture view and make the changes needed to not only optimize for the customer but to optimize for their organization.

This article originally published at Forbes.

Customer Engagement in B2B Marketing

Whether you sell pipe valves or Prada, customer engagement must lead to the same thing: commitment—a commitment from your clients to interact with your brand and, ultimately, to make a transaction. But getting to that commitment means creating solid impressions that are both meaningful and consistent, whether it's a client's "first date" or, in many B2B cases, a substantial reorder of products. Each positive interaction will lead customers to choose a brand, repeatedly, and—if a company is lucky—exclusively over time.

While the definition of engagement is industry agnostic, the strategy for how a B2C versus a B2B company approaches customer engagement is fundamentally different. For starters, B2B companies have a leg up on customer retention, with rates in the 70% to 80% range, versus the 30% to 50% range for B2C companies. So why do so many B2B companies offer a generic interactive experience with poor, if any, targeted follow-up?

There are three recurring challenges we see:

  • Lack of corporate alignment. Departments operate in silos, which leads to an inconsistent user experience and frequently not knowing what customers have done online to follow up effectively.
  • Marketing spent on sales force versus digital. Marketing dollars are spent on training the sales force and empowering them with tools to interact with customers, as opposed to online engagement.
  • Passive to nonexistent lead management. Leads are "captured" on B2B sites, but responses are automated instead of customized, and there is little to no further follow-up.

The first step in overcoming corporate alignment disconnects is effectively compiling and freely sharing customer data that has been collected via various touchpoints. Once key stakeholders have cross-channel visibility into the customer decision process, pivot points, like where customers convert, abandon, escalate, or stall, allows companies to think in harmony across the channels while exploiting strengths and eliminating weaknesses.

Recently, we worked with a manufacturing client on a new product launch. Before we could focus on the product strategy, we noticed their sales and marketing departments were not aligned. They disagreed on how to launch a new product to the marketplace and, more specifically, to whom they should tailor the message. By creating a new product landing page, tracking its traffic and conversion data and, most important, sharing the results with both departments, sales and marketing were able to collectively exert their marketing efforts to target the same two user segments.

The focus on spending marketing dollars on the sales force can be addressed empirically in a proof-of-concept manner starting with some discrete customer-facing marketing campaigns designed to better engage the customer in an ongoing online relationship. A B2B example might be an email campaign targeted to customers who have purchased a particular item alerting them of an attractive sale price on a complementary product. Customers can click a link in the email, which can be tracked to prove the success of the campaign. Of course, this requires a level of understanding from a CRM perspective on what existing customers have purchased and the reporting capability to track the clicks, but this is basic CRM management. Once the organization recognizes the return and effectiveness of online interaction, some of the focus and investment can be redirected.

As far as lead management, this can be addressed by implementing a lead-to-revenue management solution. There's always organizational pushback on incurring this type of expense, but in the B2B space, where the value of an individual lead can be tens of thousands of dollar, it can be readily monetized. Clearly, every potential lead that receives a generic communication is a costly missed opportunity.

Although many B2B purchases involve a purchase by committee, it's still critical to understand the various individual contributors to that decision and make sure that their specific needs and expectations are targeted. Even B2B companies that sell products or services that don't translate well to online transactions (e.g., large-enterprise software packages, high-end consulting services, multimillion-dollar equipment, etc.) need to create engaging, nontransactional websites that tell a great story about their products or services.

B2B companies can evolve toward customer engagement by:

  • Understanding their customers and creating a value-added user experience. Companies must understand their customers and create user segments that target their most highly valued customers and prospects. They must be able to quickly type users, surface targeted messaging, and deliver a user experience geared specifically to that user segment. By personalizing the interaction, the chances of conversion improve exponentially.
  • Creating targeted email marketing campaigns tailored specifically to customers and prospects. Nothing is more off-putting than receiving an email from a vendor who offers a "great deal" on a product that you've already purchased from them. Clearly, they haven't done their homework and don't care about the individual as a customer. B2B companies not only have the content to customize their messages, but they also most likely know when customers need to reorder or restock their goods. Imagine the impact of tying a personalized message that incentivizes a client to buy when they're already thinking about it. Spending the time to categorize customers and understand their purchase history and sending them a targeted email offering a discount on a complementary product to their recent purchase will pay dividends in conversion return.
  • Swimming in social media channels with target customers. By gathering insights on what social media channels their valuable customers visit and participate in, companies can develop a purposeful plan to gather input from those channels and proactively create and socialize appropriate content to disseminate via those channels. Something as simple as a how-to video or product demonstration can easily be pushed out through social media channels.

B2B companies that embrace the concept of customer engagement and invest in evolving their online presence toward a personalized, engaging B2C model will dominate their online space, while those who do not will end up missing an opportunity in the most cost-effective and, arguably overall, the most effective marketing channel.

This article originally published at Direct Marketing News.