The marketing discipline continues to evolve and has become a complex, rapidly changing, and noisy daily battle. Cutting through this noise and measuring the signals that matter is an increasingly difficult challenge.
I think measurement is about designing for success and then finding new ways to win.
The first question to ask is what counts?
Talking to Marketing Week, Catherine Newman, chief marketing officer for The Times and Sunday Times said
Mass reach is an obsession with people when it comes to digital and the internet,” , contending that it is better to reach 10,000 who have interacted with a brand and are like-minded rather than 1m people but not know who they are.
“It’s not useful to flood the market when it may be cheap but not effective,” she reasoned. “People have to question what metric they’re chasing…”
I came across this fabulous POV over Origami Logic.
Marketing signals — unlike traditional metrics or data — include multi-dimensional measures of quality and relevance to ensure they generate the best and most valuable insights. Additionally, calculations of KPIs specific to campaign objectives and categorization of performance by brand, country, product, etc., add context to the data and make results more relevant to the business. Finally, marketing signals blend science (numbers and metrics) with art (creative, copy, metadata, and strategy) to comprehensively illustrate what is working.
Simply put, marketing signals go beyond representing results. They reach further, bridging the gap between raw data and insights, allowing marketers to gain immediate and clear direction on where opportunities lie and how to further improve results.
I’m liking the the notion of signal over score, of engagement over impression and fundamentally of objective over everything.
I love to do what counts first and then count what we do.
Filed under: Digital Strategy
Lovely thoughts from Ben Armisted
I think that all planning about two things: it’s about being interesting and being effective.
Filed under: Digital Strategy, Innovation, Service Design | Tags: Innovation
Lovely thinking about the role of research, the scaffolding of teams with structure and principles, the necessity of focussing on adding value and the whole shebang being an iterative process
Link here: https://www.slideshare.net/mobile/adamconnor/design-thinking-finding-problems-worth-solving-in-health
Lovely find @markpollard
Found this useful frame work on the Katie Dreke’s fab tumblr obsessivecompulsive
- Start with conflict. Tolstoy once remarked, “All great literature is one of two stories; a man goes on a journey or a stranger comes to town”—and he knows a thing or two about narrative. Without a change in the status quo, there is no story, so make sure people understand the current situation and why it’s untenable.
- Explain your progress thus far. Your team may have been working on this problem for some time, but it will be new to your audience. Show the results from your customer research and competitive analysis; using quotes or images from real people for greater impact.
- Propose your grand ambition. Despite the challenges, reassure the audience that there’s reason to hope—and, in fact, a great opportunity for those willing to seize it. Lay out your team’s vision for the future, but then…
- Identify the barriers. Create drama by introducing new sources of conflict and explaining what’s stopping the organization from achieving its goals.
- Explain how to overcome those barriers. Make the audience the protagonists by explaining why their help is needed. If they feel like they are part of the solution, they will become powerful brand ambassadors for the new changes.
- Build excitement as you expose the creative solutions. Unveil your ideas and clearly illustrate how they will get you closer to the big vision.
- End smoothly with timing, costs, and next steps. Our last presentation tip now that the story is ending, is to take action. Translate the vision into tactical goals and clear responsibilities so that people can bring it to life.
Super. I’m a gonna use it now….
I was lucky enough to be in the audience at the Google Firestarters gig that Neil Perkin puts on all over the world. Great line up: Faris Yakob (founder Genius Steals), Angela Morris (Exec Planning Director, JWT Australia), Graeme Wood (Head of Strategy, M2M Australia) and a provocation about the intersection of data and creativity.
There was so much great stuff and interestingness. Effective too-it’s really got me thinking about where I think the sweet spots lie in the use of the digital discipline in the role of growing brands and business.
1. Start with conflict.
- Is digital storytelling content or experience?
- Where paid media is experiencing 84% avoidance and banners have a 0.06% CTR and 1 in 5 ad block it’s easy to say that the problem lies in the audience- that fantasitc ‘attention span of a goldfish’ 8 second span thing
- But we’re in a golden age of TV where long form content is king and people will watch an entire 13 hour series in one sitting
- Gamer’s sessions average over an hour
- Is it that audiences have less ability to focus, or that they’ve increased their ability to filter?
- Digital is a more effective cultural medium than an advertising context
- Our aim should be to get people off the couch
- The opportunity is to think broader than media property, bigger than passive content consumption and to start to play in culture.
2. Explain progress thus far.
- Cultural institutions seem to be leading the way in utilising digital to mean more and grow
- Museums and art galleries are exploring their reasons to be, to inspire and educate, and be Cathedrals of the Imagination
- Have a look at this great stuff: the work of the Culturelabel team, Seb Chan’s extraordinary Pen project for the Smithsonian, MONA, what’s going on at music festivals….
- Experiences are being designed to create new audiences, increase desire and attendance, increase dwell times, link the online data, content and curation with the physical world, build communities, and prompt repeat visitation
- This is happening as a result of working within the culture of audiences. Understanding their behaviour and seeking to provide experiences that add (not are ads)
3. Propose your grand ambition.
- Digital storytelling is creating a narrative in culture, driven by a protagonist on their own hero’s journey.
4. Identify the barriers.
- Paid Media magic beans= easier to buy than build
- I’ve got a hammer= the answer to everthing is paid media and all problems are solved with attention/engagement/ awareness
- Over kill and undercooked= using creativity to only make advertising is kind of like using Nuclear Power to heat water to make electricity
5. Explain how to over come the barriers
- Grown up business cases for innovation
- Define ambitious outcomes beyond traditional media metrics
- Involve decision makers beyond marketing
6. Build excitement as you expose the creative solutions.
- Working at the C level of an organisation and introducing all kinds of people to new ideas needs a skill set to manage complex stakeholder environments and the ability to both change people’s minds and help them build the skills to champion new ideas. Education is how you sell innovation
7. End smoothly with timing, costs, and next steps.
Filed under: Digital Strategy
A brilliant presentation from Scott Galloway on Amazon/Apple/Facebook & Google (The Four Horsemen) and who will win and who will lose in the digital business economy. It’s a rapid fire, 90 slide, 15 minute presentation that you MUST watch.
You will laugh and learn:
- Sales training for Facebook or Google…”I have more relationships than god and I’m on a mobile phone”
- Google Glass is not a wearable it’s is a prophylactic
- Brands are built at purchase…
- Why Apple will become the first trillion dollar brand
- Self-expressive benefit: (about his watch) this is not a timepiece, I have not wound it in five years, it’s vain my attempt to express Italian masculinity and signal that if you mate with me I am more likely to take care of your offspring than someone wearing a Swatch watch…
Have been part of the Sydney Social Media week advisory board ( top geezers) on crafting how we can explore our theme of The Future of Now: Always On Always Connected.
For me creativity, and the future are inextricably linked. We just won’t make it unless we fully harness the limitless resource of our creative potential.
“As deep knowledge becomes a common asset, creativity will be the differentiating factor. Creativity is not a ‘nice-to-have’ attribute anymore, it’s a prerequisite for performance, development and growth—supporting us in our ability to innovate and drive change faster and better.” –Ben de Vries, Head of Brand Management, Ericsson
But we also won’t make unless we share, we collaborate and we inspire each other with our different perspectives. I believe that social technology and behaviors may well be one of the engines that will provide the forward momentum to allow creativity to really be embraced.
The team I’m part of have been doing some global research on this (on Slideshare here) talking more than 7,000 people in 11 markets and we found that creative thought was defined as: solutions to problems that are unexpected in any field of work, not just within traditionally creative fields such as writing, design or the performing arts.
Some of the key outtakes of the research (Collaboration, Play, Freedom to fail, Ego support, Space to think, and Idea Collection) are helping me build my approach to the panel sessions I’m involved in, and these are the notions I’m looking at:
- How can we achieve more through collaboration and co-creation?
- How can we facilitate meaningful conversations, practices for devoting time to creative thinking and mindful contemplation?
- How can we balance and preserve humanness — meaning the ability to listen, empathize, engage, focus and be present in the moment — despite the constant disruption that technology enables?
Would love to know if you find the research useful. Am looking forward to my own Eureka moment. All anecdotes welcome!
Filed under: Digital Strategy, Experience, Get Friendly, Great Stuff, passion, Zeitgeist
It’s Festival time in Sydney. While I’m super excited about taking my inner child by the hand and having a bit of a frolic on Sacrilege, the true sized inflatable bouncy castle Stonehenge in Hyde Park’s Festival Village, I was interested to read this in The Australian
FESTIVAL organizers measure success in terms of ticket sales and economic impact, but a new cultural metric may be tweets and pictures on social media. Last year, an enormous yellow duck was a hit of the Sydney Festival, where 1.7 million people could not have missed seeing it at Darling Harbour. Some 14,000 images were posted on Instagram using festival hashtags.
Mmmm. ‘Cultural Metric’. Good notion. Loads of tension in it:
- What is culture?
- How might culture be measured?
- How do we value it?
The NSW Government is investing more than $5 million to ensure the success of the 2014 Festival,
“Last year the Sydney Festival attracted more than 500,000 people with more than 120,000 tickets sold to paid events, including more than 33,000 people who attended events in Western Sydney. In 2012, it injected almost $57 million into our economy“
From that perspective an arts investment looks like a pretty good return to the taxpayers hereabouts. I wonder how they’d value those tweets.
Early last year MoMA curator of Architecture and Design Paola Antonelli led a discussion about Culture and Metrics, (which I’ve entirely re cut below):
- why bother?
- the reality is that cultures come and go over time. If we don’t know what’s valuable about a particular culture, we run the risk of losing it forever.
- not all art is concerned with culture, and not all culture is arts-based
- it’s the best way to create a future that human beings want to inhabit.
- MoMA has been one of the most important cathedrals of the imagination in my life since childhood, and envisioning it as a driver of R&D across society at large is extremely exciting.
- measurement
- Kate Levin, the Commissioner of The Department of Cultural Affairs for New York City: measuring culture, is mostly about objectives and outcomes. She used The Gates as an example of a valuable, measurable project funded by the Department for Cultural Affairs. Four million visitors to this 16-day installation created $254 million in revenue for NYC.
- Measuring culture will require us to think of new ways to measure and share the story of a project’s insights and impact.
- culture and value
- “For me, The Gates was never about whether the saffron curtains and plastic frames were art. Some people argued that it was a hideous monstrosity while others loved it. Instead, I just felt lucky to be part of the flow of conversation and people as we passed together through The Gates on a beautiful blue and gold day. I felt lucky to be a New Yorker. And that’s the point of culture. It gives us a sense of place while at the same time evoking a deeply personal experience of the universal. “
- “For me, The Gates was never about whether the saffron curtains and plastic frames were art. Some people argued that it was a hideous monstrosity while others loved it. Instead, I just felt lucky to be part of the flow of conversation and people as we passed together through The Gates on a beautiful blue and gold day. I felt lucky to be a New Yorker. And that’s the point of culture. It gives us a sense of place while at the same time evoking a deeply personal experience of the universal. “
As Rita observed, and who was at the MoMA talk, it brings to life one of Andy Warhol’s statements:
- “Being good in business is the most fascinating kind of art.”
Creating a deeply personal experience of an enterprise, creating a real and vibrant culture, feels like a bit of an art, and has the same kind of challenge:
Answer: With great difficulty.
Then again…. people are the only metric that really counts.
It’s hard. Really hard. Most companies can’t do it. The ones that can, make a fortune. Life is unfair.
Had an interesting question about the triangulation exercise– how long should it be?
In a true form I’d have to say: How long is the truth?
I’ve put the challenge forward with ‘manifest the outcome how you like…’
I do know that the blank page is the hardest to start with and the that structure is a fine tool to get the ball rolling….
So to help actually answer the question I can put forward some options on process and practice:
- I’m a big fan of visual thinking as a tool to explore intersection- to mine where commonality lies and to use it to find a singular point of truth
- the above was a bit of a joke for a mate (if you’re not a Top Gun fan- it means that the absolute truth between his three favourite things is that they FVROOM/ Doppler effect/or can disappear out of sight in a second)
- this was a while ago- today I’d say that the intersection could be brought to life by Archer
- this might mean that you could structure a deck like this:
- Demonstrate key learnings/ Identify themes: one chart each on the major themes of each of the articles
- Explore intersections: commonalities between each article
- The absolute truth- your key out take/ observation/ pov
- the above was a bit of a joke for a mate (if you’re not a Top Gun fan- it means that the absolute truth between his three favourite things is that they FVROOM/ Doppler effect/or can disappear out of sight in a second)
- When I started doing these exercises myself as blog posts I tried to keep them around 300 words
I’d love to see a podcast, an interpretive dance, a cartoon if that can take us on a journey of your thinking.
I’m as interested in what you see along the way as the destination of your journey.
Anyhoo- good luck, and thanks for asking.
Trying out the lovely Haiku deck….
These are my notes from a breakfast meeting with the lovely Megan Brownlow from PwC.
She spoke about their interesting report: PwC’s NextGen: A global generational study, Millennial Workers Want Greater Flexibility, Work/Life Balance, Global Opportunities
This comprehensive and global generational study conducted by PwC, the University of Southern California and the London Business School looks into the aspirations, work styles and values of “Millennial”/”Generation Y” employees (those born between 1980 and 1995).
The study, which included more than 40,000 responses from Millennials and non-Millennials alike, captures the various forces at play that are influencing the experience of Millennials. These include: workplace culture, communication and work styles, compensation and career structure, career development and opportunities and work/life balance.
I followed with these notes on how the existing behaviors and first language of millennial employees can be harnessed to meet both their needs and that of their employers.
I love it when you come across a sweeping statement that just takes your breath away.
In Australia there’s been a doozy this week- which you can follow here, particularly if you think that humor is a good way of addressing misogyny….
Anyhoo…and before I get well distracted….
I came across a notion that UX didn’t exist before digital – that the spirit utility, interaction and participation was ‘invented’ by introducing digital to brands.
A-hem.
It might be surprising that the discipline of mapping out optimal interactions between humans, machines and contexts has been around since the 1940’s. Participatory design’s been around since the ’60s.
I can’t help but agree with Jon Steel’s refutation of the statement
…these days everything has changed, planning has to change because advertising has changed, nothing is the way it used to be, everything is digital now and if you propose anything other than digital solutions then you’re old-fashioned and generally hopeless…you should drag your sorry old ass out of the business and work somewhere else.
I believe that’s completely wrong, because in the end in an analogue world, in a digital world the key to success is understanding the basics of human communication.
In order to most effectively influence a group of people “you don’t target them you engage them as willing accomplices”
I think the best brands have always inspired individuals to become willing accomplices…
Mr Steel also mentions the amazing work of Howard Gossage in the 1950s.
In short the example of Gossage has never been more possible to follow and more needed, particularly as dreary advertising drifts from our televisions to the places we spend time online, his idea that you should never confuse the product and the message becomes even more powerful. Howard would build his messages around something he thought would interest people and then weave the product into this story – the first international paper airplane competition for Scientific American being a brilliant example.
If you haven’t the slightest clue what all the fuss is about ….it would not be an exaggeration to say that Howard Gossage:
1) Invented interactive advertising (as opposed to direct response advertising) in which the audience is invited to get involved with the brand’s life and participate in its activities
2) Invented the idea of creating communities of interest around topics and then galvanizing those people into action through advertising
3) Invented the PR stunt as a marketing tool using advertising to catalyse and popularise the activity
4) Created the fee based remuneration model in place of the widely used but utterly discredited commission system
5) Invented the independent media planning agency with the Kick Back agency
6) Discovered Marshall McLuan and made him a household name in ‘60s America, a man who predicted the rise of the connected global village that we all live in today
7) Saved the Grand Canyon from flooding with advertising that changed the way that environmental campaigning forever
8) Helped create the modern environmental organisation and both named and housed the Friends of the Earth
9)Helped start the anti-globalisation movement
10) And almost won independence for Anguilla
And so to wrap up this rather long rant:
- If a brand wants want people to play with (and they do)
- Think
- What do we need people to do?
- Why would they do it?
- What are we going to make or do that will enable them to do it?
Filed under: Digital Strategy
Over at Paul Mcenany’s blog this week
As many of you know, I’m a big believer that the better the problem, the more likely you are to get to work that works. Wrongheaded problems leave us in a ditch. Boring problems invite uninspired solutions. And when you only ask advertising questions, unsurprisingly – you get lots of advertising answers. The best of the best understand the value in taking the time to get the question right.
Love the thinking in Paul’s presentation I got a load of value. I wonder, though, if it’s always time that is the missing component in getting the problem right.
One of my favorite stories of getting the problem right is this one:
Sainsbury’s planned to grow revenue by £2.5 billion, a huge target made tangible by redefining it as an extra £1.14 per transaction. Previously, Sainsbury’s had been trying to create a big change in behaviour amongst a small number of high-spending customers of other supermarkets. Now it proposed a small change in behaviour amongst a big number of existing and potential customers. Research showed that people were ‘sleep shopping’ because they found supermarket shopping routine. The strategy centred around earning the required extra £1.14 per transaction by building the brand around simple food ideas. The slogan was ‘Try something new today’, but the idea behind it permeated Sainsbury’s business, informing management ethos, point-of-sale creative and advertising campaigns. The idea helped accelerate Sainsbury’s growth, attracting 1.5 million extra customers, increasing profit by 43% to £380 million and growing revenue by £1.8 billion over two years – ahead of the three-year target.
What I like about this case is that not only was the question about behavior change (what would we need to get people to do to grow by 2.5 billion), but the stimulus for the question was held within the value of the owned media of the brand- the amount of customer interactions inside their retail environment.
So to reimagine Paul’s statement:
The best of the best understand that getting the question right delivers value.
An Australian example of this:
In 1813 Governor Lachlan Macquarie overcame an acute currency shortage by purchasing Spanish silver dollars (then worth five shillings), punching out the centres and creating two new coins – the ‘Holey Dollar’ (valued at five shillings) and the Dump (valued at one shilling and three pence). This single move not only doubled the number of coins in circulation but increased their total worth by 25 per cent and prevented the coins from leaving the colony.
Last night a holey dollar was sold $for 410,000 and 1813 New South Wales Colonial Dump sold for $100,000.
Filed under: Digital Strategy
I’ve been working on this campaign for a client…while I don’t t usually do this, I’d love you all to help.
Piece by Piece is way to show our support for breast cancer sufferers by aiding research (through the National Breast Cancer foundation) to help solve the puzzle. The online mosaic is made up of the faces or chosen images of those committed and caring people who want to donate a dollar, or more to breast cancer research.
So here’s the idea….
- I would like to give 10 of you 50 pieces for Christmas.
- I’d love you to share your pieces with family and friends in a pay it forward style and we will their match donations (or yours!) dollar for dollar.
- We’ve got $2000 to give away. And we need to give it away by the end of the year.
- All your readers/followers/friends and family need to do is to include #payitforward with their message in the comments box when they donate.
Let me know if you’d like to be part of this and I’ll set you up.
http://www.piecebypiece.net.au/
1.Go exploring.
Explore ideas, places, and opinions. The inside of the echo chamber is where are all the boring people hang out.
2. Share what you discover.
And be generous when you do. Not everybody went exploring with you. Let them live vicariously through your adventures.
3. Do something. Anything.
Dance. Talk. Build. Network. Play. Help. Create. It doesn’t matter what you do, as long as you’re doing it. Sitting around and complaining is not an acceptable form of ‘something,’ in case you were wondering.
4. Embrace your innate weirdness.
No one is normal. Everyone has quirks and insights unique to themselves. Don’t hide these things—they are what make you interesting.
5. Have a cause.
If you don’t give a damn about anything, no one will give a damn about you.
6. Minimize the swagger.
Egos get in the way of ideas. If your arrogance is more obvious than your expertise, you are someone other people avoid.
7. Give it a shot.
Try it out. Play around with a new idea. Do something strange. If you never leave your comfort zone, you won’t grow.
8. Hop off the bandwagon.
If everyone else is doing it, you’re already late to the party. Do your own thing, and others will hop onto the spiffy wagon you built yourself. Besides, it’s more fun to drive than it is to get pulled around.
9. Grow a pair.
Bravery is needed to have contrary opinions and to take unexpected paths. If you’re not courageous, you’re going to be hanging around the water cooler, talking about the guy who actually is.
10. Ignore the scolds.
Boring is safe, and you will be told to behave yourself. The scolds could have, would have, should have. But they didn’t. And they resent you for your adventures.
So perfect. Love Jessica Hagy. From here
I like to remind myself that one of the roles of the Creative Strategist is to promote collaboration and innovation, to lead the improv disciplines of “what if’ and “yes and” (and make sure the creativity killing Nupski monster doesn’t get fed too much)
What if’s….
Sydney’s pretty full of ‘what if’s” right now. This year, Art & About Sydney put out a call, asking people across Australia to send their responses, in ten words or less, to that one simple question – what if? – two words that put the power of imagining back on the agenda, and inspire us all to think beyond the here and now.…(see the entire list here).
When it comes to creative and development, improv is critical….
Here’s another way of looking at it: Improvisation is all about viewing your failures (“I don’t like it” or “it doesn’t work they way it should”) as positives that lead you in newer and better directions. The messy, circular paths we have to take in order to reach our goals oftentimes show us things we normally wouldn’t have seen before. And that makes us a lot better at doing our jobs.
Build improvisation into your thinking. Saying “Yes” makes everyone into the good guy and gives you a better chance of delivering what you hoped to. It’s also more fun
Filed under: Digital Strategy
- Is the idea to inform your reader or making him feel like a fucking dunce?
- Al Swearengen, Deadwood
- “But he hasn’t got anything on!” the whole town cried out at last. The Emperor shivered, for he suspected they were right. But he thought, “This procession has got to go on.” So he walked more proudly than ever, as his noblemen held high the train that wasn’t there at all.”
- Hans Christian Andersen, “The Emperor’s New Clothes”
- The aim of the poet is to inform or delight, or to combine together, in what he says, both pleasure and applicability to life. In instructing, be brief in what you say in order that your readers may grasp it quickly and retain it faithfully. Superfluous words simply spill out when the mind is already full. Fiction invented in order to please should remain close to reality.”
- Horace, “The Art of Poetry” (Ars Poetica) from his Epistles
Am loving catching up with Austin Kleon
Filed under: Digital Strategy
A lovely piece of work from the Soap Creative team.
This isn’t the holy grail; but rather a road-tested ’cheat sheet‘ for quick wins on your Facebook page
Click on any of the images to link directly to the Fan pages they’re referencing.
It reminds me of the work of Dr. BJ Fogg of Stanford University’s Persuasive Technology Lab.
They infer that to change human behavior you must merge three factors into one moment: motivation, ability, and triggers—e.g., prompts and calls to action. Essentially:
”Put hot triggers in the path of motivated people”.
Defining a hot trigger as something one can take immediate action on, this concept easily translates to the world of online marketing tactics such as “Click this link, hit this button to share, or enter your information here.”
Or “like” bait.
The trigger is characterized as hot because you can take this action now, versus cold triggers, which are calls to actions you can’t act upon immediately.
Filed under: Digital Strategy
click through to Visual Loop for full size
Filed under: Digital Strategy
Last night at Digital Citizens I asked the panelists who presented three responses to briefs:
#digicitz with respect my q to all is: what is the difference between a list of tactics and a strategy
Check out the live stream to find the responses
My call is (in this context)
a list of tactics is what could be done, the strategy is what should be done
Filed under: Digital Strategy
Jye has asked me to recreate a Coffee Morning rant. I’ll do my best….
We were talking about ‘social media experts’.
Now I no opinion on what people to choose to call themselves in the workplace. I’m no big fan of titles or labels but do agree that it would be very nice if people would curtsy when they’re introduced to you…anyhoo.
The notion I want to explore here is: “Is it possible to be an expert in social media?’
We’re trying to talk about an emergent discipline. We’re all still making up the language as we go. This means there’s a lot of new nonsense, heaps of obscure semantics, and quite a bit of confusion as our taxonomy is not set, we haven’t agreed on the discourse…we’re all still a bit muddled and unordered in our thinking because what (I think) we’re doing is in the Complex and Chaotic realms.
In the light of this my answer on the possibility of expertise is: No.
To add to the verbiage mentioned above, here’s my supporting case. I’m a huge fan of Dave Snowdon’s Cynefin framework which puts forward some really interesting thinking on how to make sense of complex environments
- It would seem to me that you could only be an expert in systems that are ordered, where cause and effect are repeatable and the relationship between cause and effect can be known
- This is better explained by Dave himself in his story about how expert fought against the idea of Longitude
- It would further seem to me that social media sits in the unordered realm, where cause and effect are coherent only in retrospect and where results are unpredictable
- You couldn’t be an expert in a Complex environment as no good or best practice documentation can be handed over to another practitioner with the guarantee that they will get the same results for any tactic/experiment
- What I believe you can be is a ‘practitioner with experience’, someone who understands the ‘probe-sense-respond’ agility that is required in this non-linear unpredictable (superfun!) environment
- There is no frickin’ spoon- try it it will make your life quite a bit easier.
Filed under: Digital Strategy
from i love charts– mmm daily goodness
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