>> Live from Las Vegas. It's the Cube covering Adobe Summit twenty nineteen. Brought to you by X Ensure Interactive. >> Welcome back, everyone. Cube Live coverage here in Las Vegas for Adobe Summit. Twenty nineteen. I'm John. For whichever Frick. My Coast. This week. Two days of wall to wall coverage. Our next guest is Janine Falcone. Is the marketing agency lead in North America for a center in Iraq? Thanks for joining us. >> Thank you. Thanks for having >> me love having the conversation just talking on before we came on camera around the role of the agencies. You guys are doing a lot of big work for big brands. B to C B to B. There's a big shift going on with Cloud computing. We've seen that movie is happening right now. Amazon, as you are all going on, but that what? The marketing world. It's not just about marketing. Cloud is a lot more going on there. The impact to the marketing world and the agency relationships are impacted. That's what's going on. Give us >> the state of >> the market, >> happy to sew an extension. Interactive. You know, a lot of clients come to us and they're living in this world. I talk with my hands. Sorry, living in this world of, like chaos, as I like to call it, because there's so many things going on the technology landscape that you described. It's crazy out there. Remember, the landscape used to be this big announces big. So there's all that sort of market buzz and chaos around. I should buy this technology in that technology, and marketers and CEOs they've all been out there doing, that's that's one piece. The second piece is the customer affectation, right? All that is evolving and changes a customer's always expect. I don't really carry our retailer bank whatever. They kind of have that uber experience that they all expect regardless of product or service or anything like that. So marketers have always tried to deal with that in the way they knew how. But then the third component is business climate and what's happening in their worlds with either shrinking budgets or aging workforce. I don't even mean age necessarily as much a skill set. Aging skill sets things that used to matter. Don't they've got that they've got organizational silos, they've got all these things. So those three things, plus I'm a marketer. I still have to deliver that old brand promise that they're told to dio, It's a crazy crazy time. >> All theaters air on massive change over chips happening. Marketers and CMOS also relied on agencies for help. Tell them they have domain expertise in certain areas, A and agencies and the other thing. But now that the value equations shifting in the economics underlying economics behind it are getting some visibility around its digital different new ballgame, you got a I and Machine Learning has caused that shift. So the question is, How should your customer how are your customers dealing with agency relation? Because in today's value exchange, >> totally and that's all >> don't often come ask us that so not only they have all those silos and all those things. They could have seventeen different agencies across multiple product lines that may have been doing a great job in their own silo. But who's bringing all that together? And then it's not even and my just not spending my money right with these agencies, like What are they delivering for that? So when they come to us, tow holistically, look across all of that and help them. We start with the customer in the center of all those siloed crazy areas. You've got to start with the customer, and what do they expect and how do you deliver to them? So, yes, we're seeing this crazy world in the agency space two of brandade disease desolate all the different kinds of agency >> toss another piece of fruit in the blender makes it all. So I was talking with the sea so that the chief information security officer at some chief security officer at Microsoft reports to the board in cybersecurity, going through the same transformation that it's happening, marking where now you have technology and AP eyes and and tools technical tools. So he's shrinking his supplier base down because he doesn't want his skills gas to get widened by having to learn new tools. So there's now a new forcing function on the tech side, and now we see that kind of creeping into the adobe conversation where it's like this techno involved. Yes, we now have toes, shrink suppliers even more so how do you get from seventeen to three years at the train? So there seems to be a discussion around the impact attack your thoughts. >> Yeah, well, absolutely. That was one of the areas I talked about. So what happens? There is they'LL need marketers to understand technology which today many do. Let's be honest, right? Like, ten, fifteen years ago. They didn't. Today they do. But it also requires you both internally and externally, tohave multiple skill sets. And sometimes they'LL say, Should I be bringing this in house shivering that in house? What do I do with this technology? And there's never one answer. There's never like you should enforce this or that. And so technology has had that massive impact on Oh, I could do this myself and then they realise that can and then back to the But do I have the right skill sets internally externally to be able to do that. And it's often seventeen different still skill sets to do one thing where it used to be. A lot >> of Jeff and I talked on the cue before about you know, the classic business school conversation around core competency should be in house Horak outsource your non core competencies. How did you see that evolved? Because at some point there has to be a core concert on data and things of that nature. So what's your thoughts? How do you advise clients on Okay, if you're going to go in house and start putting a toe in the water and building it out, it's an investment. And all I think about, what's the core competency? >> I mean core competence to me or anything related specifically to your industry that people have to continue to get skilled in an expert in. And they want to do just that. One thing. Sometimes people that are broader generalists in marketing and data, they might get bored doing that. But if someone is like, I want to be really good at this and I'm going to continue to hone my skills in that one thing Data Analytics, whatever, then that may be. And you live in the right market. You don't live in kind of a part of the country where it be hard to find those skills. Be honest. I mean some parts of the country, it's easier than others, so that is one way to look at it. But anything that requires generalist knowledge across industry knowledge or or things that are constantly evolving and you want someone else to pay for the training. >> What's the CMO conversation like for you in clients these days is actually lets a lot of stuff going on. We just illustrated the game is still the same. They gotta pride that brand promise. Now they got the text taxing always new things. Hopefully, Ball will move down the field faster. But what is the CMO conversation that you have? How they stay ahead of the curve? What's their edge? >> Yeah, >> how they posturing right now? >> I mean, I think it's an amazing time to be in marketing. So CM owes to me that are the pioneering. CMO is the ones that are really focusing back is in on the customer and developed, you know, delivering those relevant experiences. They're the ones that are being ex successful because they try toe, not certainly not. Ignore all of us chaos that's surrounding, but stay focused and then they don't worry about Oh, this isn't in my silo. I have to kind of reach across, and I have to make sure I get this first. They have to be the leaders. They have to lead the industry like knowledge and business would be the leader in the organization, whether or not they are and just be the pioneer to get that done, that makes them successful. The ones that are excited about that they're the future, writes >> funny. We interviewed a guy from Clorox while ago, and you think of CPG has been data driven forever right there coming out of there coming out of Cincinnati. They all got trained Teo G. But this is a whole different level of kind of, of data, of data driven execution's been than what they've been doing for years and years and years. That's >> right, because potentially they were product centric. So they dealt with their product in CPD, and I'm going to sell toilet paper. That's I'm going to be the best market or there is. But the customer expectations surrounding that have changed, and they expect you to know them in a relevant, non creepy way. And product marketing to customer marketing is a big shift, and potentially I know a lot. I know a little about a lot of industries. CPG has been very product focused, which is difficult when you now have to be customer centric, regardless of product right that your company is trying to >> send the >> changing rule of distribution, especially in cpt. Anywhere before they would. They would ship the the toilet paper, whatever they were doing, and it goes out the door and they don't know anything else about it to the next. Word comes in correct. Now they know how the products are being used. They got a direct connection to the to the customer, and they need to establish a relationship beyond just the actual execution of the purchase of a very different >> kind of a chance. Crazy. I love it. I think it's a crazy time >> to be able to do that. And again, the blurring between marketing and commerce and sales and service. There's all sorts of debates on where marketing ends commerce sales service begins because it's all clustered together now. Then there's creativity and technology and data and analytics all converging. So to me, people that understand all of those things at a high enough level and are good collaborators and orchestrators that know how to get things done, they will be successful. >> Do you take a lot of people tried to buy their way out of the problem because you know Martek technology has been around for a long time. Arguably, you know, kind of leading edge in a lot of the the things in terms of a web experience. But this, you know, so many of them. >> You can't buy your way out of the problem. Yeah, Yeah, except that. And >> buy it quickly, right? I'm going to buy it, and I'm gonna plug the sand. I mean, I feel like that might have happened years ago, and now you're right there seeing that. Oh, my God. Now, that, too, is like its own silo. Now they have a technology silo to, in addition to potentially some organizational silos that they have to break down. So But, you know, the good news is that everybody sort of sees this now and kind of gets it. And if people are just sort of focused on to do the right thing for the customer because if you don't, someone else will. And sometimes going back to what used to work works like Now, if I call a company, I have no expectation they're going to answer the phone. And when they do, you're like, Wow, that was a great experience. I scheduled a vacation. It was It ended up being non refundable. And I'm like, I'm just going to try to call. It was one of the online. It wasn't Airbnb was one of those like services I caught. They answer the phone. If seven o'Clock on a Thursday night, >> no problem. You can count. Like this is the greatest experience I've had. I'm going to use them again because I didn't expect >> that. So it's not like what used to work doesn't work anymore, but has to work on the right. >> Pleasant surprises. Exactly. Relevancy. That's healthy. And you got it. Yeah. And then they >> said I said, Okay, well, I mean, they're like, we don't need your information, you know, I have your cell phone, so I don't >> know. And I wasn't creeped out by that. I don't >> thank God. Now I don't have to fill out a form >> I need to do mother's maiden name, like, six different times. >> And then, you know what? I saw how you guys make >> money. Like I was so fascinated by this that I just had to sort of figure out the business model because I'm a marker there. And my point is that was. I don't know how much it costs them to do that, but that was a positive experience, >> President. People call in >> there, Bryan. Nobody call it. And I don't know how they got around the company for all I know. So I gotta ask you, I gotta ask >> you with all these new changes you mentioned in one of the great example of how the world's changing KP eyes also change around what's really what's relevant. Because these new things air going on where may or may not have KP I. So how does the CMO get out in front of that? How did they evolve their skill set to either either grok that understand all this new k p I potential? Yeah, and have that front and center and working through the marketing mix. >> Yeah, you can have KP I overload to write. So remember, old school still works. Brand matters. Brandt. No one worried about measuring that stuff years ago, and part of that is still relevant. I had a session earlier today and people talked about CP eyes like customer related influence and things like that, because that matters and some things you absolutely I know This is a Dobie a mike in trouble. You maybe can't necessarily measure. But, you know, it matters to your brand, and some of that matters to know how much you spend on that, how you sort of track that and maybe track I'm all about, like, mixing gray and mixing, you know, qualitative and quantitative stuff. That's part of the trick >> on these signals. Their market, their data signals totally put on the agency front. Go back to the agency for second because with sass, APS and these new things, people answer the phone, which has blended kind of channels. Is there a new agency model emerging around cloud and sass applications that that this doesn't feel like an agency but acts like an agency? Because if you're an agency you're providing a service, you have software service models out there. Self service is there in the evolution of change over and how ages new agencies looked like. And how does the CMO know if someone's a new agency is going to be relevant or not? >> I mean, it totally depends on the kind of agents, and I would tell C Motor not necessarily worry about that. I wouldn't worry about. Do I need a new kind of agency at all? It's like, What am I getting? What are they delivering for me? I would go back to the first question and what do I need to keep as a core competency? And inside versus outside I wouldn't worry about it. Might be the technology question. Right now, I'm gonna have even the others other crazy agencies in What I would worry about is what do I know? I need toe outsource and have people help me with that are going to come up with the best ideas. And I mean, agencies still do that because to come up with a creative idea, you need that expertise that is outside of your industry. So I don't see that ever changing >> don't ask in terms of because, he said, cause brand matters. And I always like a Harley Davidson is kind of the extreme brand loyalty where people tattoo it on their bodies and there's a whole ecosystem outside of the motorcycle. That's a really, you know, passionate group of people. Should everybody strive for that kid everybody. I mean they can't get quite where every tattoo and brands on their arm. But you know where we're kind of the limits And is it, you know, kind of appropriate based on what the product is, how people think about that. Specter. >> Yeah, I might be a little biased on that. I always think brand matters. I always think that when you think of something, if you don't in your head, know what that stands for, whether or not it's a positive or negative is not really relevant. It's yes, I think it does now. Should they strive to be that? No. But they have to be differentiated, and they have to have people know what they do quickly, because if you have to figure it out like mean, people struggle with that today in terms of knowing where to go for what, So without a clear value proposition, differentiation and a brand that matches that and a brand you can live up to with every experience, it's going to be rough. You might have some early success, but it won't. I don't know that it lasts their time and strong brands kind of carry through some tough times, too, You know, if sales are down on the market changes, >> we'LL keep doing our and our interviews on events and get smart people really smart people. And all the answers come out community. Thanks >> so much for coming on, sharing these awesome insights. Final question. What's going on? The show for you? What? Some of the hallway conversations here. You're speaking. What's the top story line for you here at this show? >> It's two things. It's what's going on. The market with our clients is as we just talked about. It's what's going on in our own industry. I mean, there's craziness in our own industry, which is kind of fun. You know what players do, what and who's going to do what and you know, where's this all going? And it's fun. I mean, it's it's really, really fun and exciting to be part of this industry. >> Well, thanks for coming on, Mr. Q. Where we're extracting the signal from the noise at this event. Adobe Summit twenty nineteen Talking the smartest people bringing it to you. Bring that data to you. We right back with more coverage after this short break