September 23, 2020

The New Airport Experience

Editor’s Note: At the start of the pandemic, many were optimistic that within a few months, life would return to normal and the demand for air travel would gradually return to what it had previously been. More recently, it’s becoming apparent that the coronavirus pandemic is taking more of a toll on the economy than anticipated, and those in the airport industry are coming to terms with two facts: pre-pandemic levels of demand won’t be coming back for quite a while, and when they do, passenger expectations will be vastly different. Dallas-based Bottle Rocket, which offers end-to-end experience consulting services, has done extensive work with many media, hospitality, retail and restaurant businesses to drive growth and enhance the user experience. Peter Klayman, director of business strategy, spoke with AXN’s Shafer Ross to discuss what tomorrow’s traveler will be looking for in the airport experience.

ROSS: When do you think this country will start returning to air travel?

KLAYMAN: I think you’re looking at a minimum of a year, if not longer. I don’t know how much you can do to influence short-term behavior right now, unless you make it unbelievably easy to engage. What I mean by that is, [the approach of] “I don’t want to talk to anybody, I’m not going to go to the airport early, I’m not going to get anywhere close to anybody, I’m not going to put myself in any risk state that’s unworthy of the risk.” So, a lot of the elements in the core shopping journey that used to occur in the airport are no longer seen as worthwhile.

Those high-value shopping journeys are no longer going to be present, the heavily staffed areas are no longer necessities. The elements of human experience are going to be very much remote and distanced. There’s no longer that intimacy that you get when you work with a person to help you through your shopping journey, because it makes people uncomfortable when they’re too close to [other] people. They’re already in a high-stress situation.

So, I think in the short-term, the more that you can do to make it grab and go, the more that you can do to make it contactless… the better. Because you’re really just scraping the bottom of the bucket at this point. There’s no growth state here; this is a survival state in the short term.

Longer term, a lot of those buying trends will consistently develop. Unfortunately, I think that positions a lot of small retailers in a really negative place, because they can’t afford the consistent level of capital investment required to facilitate the desired techie buyer’s journey. I really don’t want to download more than the [airline’s] app… but if you could [get past that], there’s an opportunity to create a platform, which is to say, every entity within your unit might have access to that marketplace and use that accordingly. You have to create new marketplaces, because the demand for the traditional will be lower, and that will likely persist for quite a while.

ROSS: Do you think it’s realistic to expect passenger numbers to bounce back once a vaccine has been released? Are there any other factors that might keep people from coming back immediately?

KLAYMAN: We’re already starting to see that customer confidence in buying is dropping month-over-month. I think that the realities of the pandemic are starting to hit people. For a while, we were in “fake money land ” – when people were making more money from unemployment in the United States than they were from their previous job, so the true effect of the pandemic was not yet felt at a consumer level. But now a lot of that has expired, there are huge layoffs coming, all those furloughs are turning into permanent, full-time firings, and the consumer confidence is starting to hit a dent. This is a new moment in the lifecycle. I think a lot of people are like, “Okay, we’ve been through six months of pandemic.” No. We’ve been through six months of an artificial situation within the pandemic. Here comes the next phase, and this phase is going to be rougher than the first one, not easier. There’s a huge variance between how the average voter sees the virus, sees travel and sees the level of risk. The level of risk is, like, one in 4,600 if you fly with someone next to you and one in 8,900 if you fly with an empty seat. That’s pretty high odds of getting COVID when you consider the fact that you have a one in 34 million chance of dying in a plane crash. Nowhere near the same risk profile, but it’s all about how one perceives risk and how one perceives opportunity. Humans aren’t statistical, and they’re not risk-profile oriented, so we’re starting to get into a state where people are like, “I still need a summer vacation in 2020. I still need these things.” It’s caution fatigue. So, caution fatigue presents some opportunities in that people may still fly.

ROSS: How can operators best capitalize on that returning passenger?

KLAYMAN: My journey is almost entirely digital, and I evaluate the efficacy and quality of my product selection through that entire journey lens; not through the service delivery of, “Were you on time, [and] was the plane clean?” The stakes are much higher. I need to be at the same level of satisfaction across my entire journey, not just in that one moment of service delivery. Also, remember that at this moment, those customers that are traveling represent the extremes on the bell curve. So, don’t inform your strategies today based on those you see today, inform your strategies on the majority you intend to serve in the future. The majority you intend to serve in the future is not flying right now. [They] have started to build their own expectations of what their shopping journey should be based on their experience with Amazon – which is what we’re all ordering from right now – and from their experience with UberEats – which we’re all ordering from right now. Airport operators are not competing against other airport operators, they’re competing against Amazon. So, if you were to ask me what the expectations are, look at what people’s expectations are outside the airport. How do people interact with QSRs now? Curbside and digital. Go look at Chipotle, go look at what Chick-fil-A is doing, at what Panera is doing. Those are the firms that are driving the net new expectations that must be fulfilled even at the airport level. It’s going to be cashless, it’s going to be easy to check out, you’re going to have to install safety precautions, you’re going to have to make it as simple as possible to get in and out. The ways that consumers are interacting with retail are changing and, unfortunately, small units without scale can’t invest the appropriate amount of dollars consistently to be competitive.

This article was published in Airport Experience News

September 21, 2020

A Simple Truth: Safety is Non-Negotiable for Connected Travelers

Calvin Carter tells Canadian Travel Press that “until major industry-wide innovations are made, travel and tourism will largely be considered ‘unsafe’ by the general public. The survival of the sector is therefore teetering on a knife edge.” However, Carter, founder and CEO of Bottle Rocket, also points out that “industry players now have a rare opportunity to use this time to prepare for the pent-up demand in the post-pandemic world.”

What is Bottle Rocket all about and the kind of work that it does with the travel and tourism industry?

Our ethos at Bottle Rocket is ‘the power of experience.’ We believe experiences are a key component of the holistic brand offering, and when curated perfectly, can increase customer lifetime value and drive business growth.

To solve seemingly impossible challenges and new needs in the travel and tourism industry, our team of rocketeers build customer-centric digital solutions fit for the new age traveller.

Collaborating with the likes of Caesars Entertainment and Starwood Hotels and Resorts, we set out to transform their mobile experiences to not only meet, but surpass, the increasingly high expectations of their guests and reflect their high-quality value offering.

What’s your assessment of where the travel and tourism industry is at right now? What should it be looking at in terms of when to expect a recovery? And how should they be preparing for that recovery?

With air travel not expected to return to pre-pandemic levels until 2023 at the earliest, all travel operators and hoteliers are understandably nervous. Until major industry-wide innovations are made, travel and tourism will largely be considered ‘unsafe’ by the general public. The survival of the sector is therefore teetering on a knife edge.

We can’t predict what tomorrow will bring – if lockdown and travel restrictions tighten, the recovery of the travel industry will take a further downturn. Industry players now have a rare opportunity to use this time to prepare for the pent-up demand in the post-pandemic world.

With the ultimate goal of rebuilding trust amongst wary travellers, companies should reduce physical touch points in the customer journey, and instead tap into the power of mobile and other digital touchpoints to deliver superior customer experiences.

What do travel and tourism businesses need to know about their customers? Have they been changed by the global pandemic? And, if that’s the case, what do those customers want going forward?

Every industry should be hyper-aware of the needs of today’s Connected Customer and how these needs have radically accelerated due to the global pandemic.

These consumers are interacting with brands almost completely through their preferred digital channels.

In the case of the travel and tourism sector, companies must factor in that customers expect safety protocols to be well-defined and communicated in real-time.
A totally safe airport experience, flight, hotel visit – and everything else in between – is non-negotiable, and customers won’t think twice about cancelling a booking or leaving a negative online review if they feel uneasy or neglected.

Customers will demand a mobile app as a primary, if not exclusive, means to engage with companies – before, during, and long after their experience.

Where does technology or digitization fit into the future of travel companies?

Companies need to understand that the majority of customer experiences in the travel sector are most likely to be best handled through digital.

The days of walking up to a bar in a hotel or airport, and grabbing a chair, are long gone. Instead, customers want to reserve their spot at the bar on an all-purpose app, and have an understanding of the safety precautions prior to arrival.

Everything from room service and ordering towels, to buying sundries and requesting a turn down service, will need to be managed through digital applications that make the customer’s life easier and make them feel their safety is a priority.

A brand’s digital footprint has become their only link to customers before arrival, making the omni-channel, touchless experience is critical to future success.

Can you give CTP’s readers some examples/case studies of how travel and tourism companies are using technology/digitization and the kind of results they are getting from such an approach?

With a completely, new, set of customer needs to fulfil, travel and tourism companies are synchronizing cooperative technologies to create a seamless digital experience.

In the case of Starwood Hotels, a single usable application was needed to facilitate a mobile experience that wasn’t only intuitive, but also loaded with all the features that guests expect.

This rich mobile experience enabled guests to access personally and contextually relevant content on hotel features and amenities, as well as details on upcoming and past stays – leaving no questions unanswered.

The app was also recognized for the first ever creation of keyless hotel check-in – a feature that truly prepared the company for contingencies such as COVID-19. With 1,000% mobile revenue growth, the results speak for themselves.

Trust is a big issue now for all sectors of the travel and tourism industry. Can you talk a bit about how airlines, cruise lines, travel agents, hoteliers, and other sectors of the industry restore trust and consumer confidence in travelling?

At all touch points in the customer’s journey, brands will need to go above and beyond to check in and stay connected with the traveller.

With customer loyalty on the line, travel companies shouldn’t wait until after the experience to contact them for a review or an assessment of their stay.

Why not ask, “Have we provided you the information you need to feel safe?” before the visit?

Why not ask “do you think we are doing all we can to make you feel safe?” during the stay?

It’s this level of attentiveness and care that will instill confidence in an uncertain and evolving travel sector.

What does the future of travel look like? What does the future traveller look like?

The world will travel again, but it won’t be the same.

A growing list of newfound pain points for post-pandemic travellers is fuelling the shift towards touchless travel and a new health and safety regime.

The future traveller must trust that every experience is safe, otherwise they will take their business elsewhere or simply abandon the trip altogether.

From airport curbside through to hotel check-in, travel companies are having to design their roadmap to recovery with consumer confidence at the heart of all operations.

In this new normal, travellers will enjoy frictionless digital experiences and appreciate companies respecting their wishes and preferences.

As industry players increasingly get the green light to welcome back travellers, there should be no reason as to why they cannot buck the COVID-19 trend.

The next couple of years will be critical to the long-term growth of travel companies, therefore they must take advantage of this prime time to innovate – potentially years ahead of what they would’ve achieved in normal circumstances.

This article was published in TravelPress.com

September 16, 2020

3 ways grocers can appeal to the ‘connected consumer’

Digital-first customers are highly valuable for grocers, but reaching them requires the right communication strategy and a commitment to seamless ordering, writes Rajesh Midha of Bottle Rocket.

Many consumers have changed their grocery shopping habits and behaviors in response to the coronavirus outbreak, turning in droves to online ordering. The customer base for online orders has grown from 16.1 million active users last August to 37.5 million this August — a trend that will likely remain strong in a post-COVID environment due to ease and convenience of the service. And for many grocers, keeping up with these new customers’ expectations can be a significantly daunting task.

One of the biggest challenges facing grocers today is the ability to engage and retain customers online, particularly the "connected customer," in a highly competitive and thriving market, with the likes of Amazon and Walmart in the lead and poised to cause major digital disruption.

The “connected customer” is a relatively new term used to describe those customers that solely interact with brands through digital means such as websites, apps or Alexa skills. They want simple and seamless experiences that are both efficient and fun. They want to do business with you when they want and on their terms, while being respected. And they want a personalized experience that feels like it was designed just for them.

These customers, who span every generation from Gen Z to Baby Boomers, also measure every experience against one another — regardless of what that brand provides or sells — and expect to be able to quickly and easily find what they want, execute the transaction and move on. If it’s not easy, they’ll just skip straight to moving on.

Even though many grocers may still not fully understand their connected customers just yet, it’s something that should receive significant attention. Grocers should be locked into finding and cultivating the connected populace for the simple reason that these customers are already more valuable than non-connected customers.

Here are three key ways grocers can appeal to the connected customer and drive long-term growth:

Capitalize on the Rise of Mobile Ordering

The grocery sector has a lot to learn from the quick-service restaurant industry, which has been a leader in digital innovations like mobile ordering and delivery. With shoppers' familiarity and preference for the mobile ordering experience increasing, grocers must continue to adapt and tap into this engagement opportunity.

When connected customers have a great digital experience, they want all of their brand experiences to be just as simple. This applies when they are shopping for groceries online. They want to easily navigate the app or site and find fast payment options (i.e., through Apple Pay or PayPal) along with weekly online circulars and fast delivery options — all with their dietary requirements and preferences in mind.  

In-app integration of loyalty, delivery and payment are now requirements for success with the connected customer. Simply having a robust mobile ordering system will not get your business as far as it did a few years ago. Changing customer expectations will require your brand to find new ways to surprise, delight and reward your customers through your mobile ordering experience.  

Communicate With Care

No matter which channel brands leverage to communicate with customers, the act of sending direct messages is associated with higher levels of engagement. Shoppers who get brand messages through a single channel — like email, push or in-app messages — see 179% higher engagement levels than those who receive no messages, according to customer engagement platform Braze. Engagement rises another 166% when companies employ two channels to communicate.

To demonstrate respect, grocers first need to be explicit and transparent. Even something as simple as a “we would like to use your data to help you with our products and services” message, with an opt-in button, can go a long way toward cultivating that respect.

It is also essential that these forms of communication are highly personalized and centered on the customer's dietary requirements and preferences. There is no value in sending information on a meat product if the customer classifies as a vegetarian. Self-service data collection and engagement platforms are rapidly expanding into brand ecosystems to minimize the amount of time spent monitoring customers' browsing behavior, which is required for highly targeted and personalized marketing campaigns.

These modern tools typically require a simple software development kit and tracking functions to be implemented, and the rest is managed in an intuitive interface that allows teams to focus on what they do best.

Always Update and Improve

For any digital product, retention is an area where many businesses can improve, as 80% of new users stop using the average app just three days after downloading it. If grocers don’t demonstrate value to their users early and often to turn them into habitual users, their product will not be used long term. 

Grocers should, therefore, actively identify and act upon opportunities for improvement within their digital ecosystem, whether regularly updating the design of the user interface or decreasing the time it takes users to complete actions. Companies would also see value in improving their communication and marketing strategies, working with data analytics to deliver highly targeted cross-channel messaging campaigns (through geo-based push notifications, for instance) and helping to drive customer engagement and app exposure.

In today’s competitive grocery market, it takes more than just a digital presence to earn retention. You have to constantly innovate and engage with customers. This is especially true for connected customers, who expect their favorite brands to excite them with new features and offerings on a regular basis.

Grocery brands should continue to tap into the opportunity presented to them by the online shopping market, and actively identify and act upon opportunities for improvement to provide a more robust and competitive digital experience fit for today's connected customer.

September 8, 2020

The Importance of DTC Connections in Today’s World

Amid today’s ever-changing consumer landscape is a lingering question that many brands are grappling with. Should I sell my brand/product direct to consumers (DTC)? If you ask Google, this is very clearly a common topic as there are dozens of articles on this very question that have appeared in just the last few months.  While the world around us continues to change, one thing is for sure: Consumer behavior has already changed and finding new and different ways to interact with your customers could mean the life or death of your brand. 

Even brands that have very strong businesses that are doing well during this COVID-19 time are asking themselves this same question. I recently saw the article Business Insider published a few weeks back titled “How Frito-Lay Built a New DTC E-commerce Site Virtually in 30 Days Amid the Pandemic.” Or the follow up article just a few weeks later on the same topic. If a brand as successful as Frito-Lay is thinking this way, this tells me that it could be equally as valuable to businesses of all shapes and sizes. No matter the industry, people are buying and consuming products differently than they ever have before. And due to rising demand, even Frito-Lay knew that they had to think differently in order to keep up and best serve their customers. The answer: DTC.

As the articles mention, standing up a brand-new DTC channel can be challenging, but is totally possible, even in the midst of a pandemic. How can your brand make this happen? Here are three things to consider that can help you better serve your customers through direct efforts.

  1. An innovative mindset that was comfortable in ambiguity, yet aligned behind a common north star metric
  2. A cross-functional team including product, marketing, design, engineering, operations and product that maintained a united focus on a core MVP that didn’t fall prey to scope creep
  3. The support of a skilled digital marketing team that helped put the core launch and engagement blocks in place quickly without any major hiccups

The power of the north star metric

In any business, most successful projects start off with the creation of a solid strategy and plan of action which will serve as the blueprint that your teams will use to guide the delivery of their specific portion of the project.

No matter what, the plan needs to be crystal clear, dead simple to follow and properly layout the actions each team should take to collectively reach the desired destination. As digital consultants to many of the world’s leading companies, we believe the first step is to write down your customer’s motivations and desires which will lead to the creation of your products north star metric. The rest of the work lies in creating a prioritized list of initiatives and tasks aligned to the four pillars of your north star metric: 1. Breath, 2. Depth, 3. Frequency, and 4. Efficiency.

For example, your north star metric could be around items sold. Or visits to a site. Or level of engagement. One thing  north star metrics are not normally about is revenue. Revenue is the thing that will come when the north star metric is reached.  You must then create metrics under each of the pillars mentioned above and devise clear roadmap items that will allow you to reach each of these summary metrics.

The north start metric is even more important if you need to accelerate your product development journey as it will ensure that every team member is focusing on the right tasks which will compound together into a successful outcome (this for sure rings true in the Business Insider articles mentioned above). Even a few mistakes on a project that is moving that fast can cause it to fly off the rails very quickly.

Make sure the puzzle (a.k.a. team) has all the right pieces

Not only when trying to operate in such a tight timeframe, but anytime cross-functional teams come together, representatives from marketing, product, design, operations and engineering with the appropriate budget and decision-making ability must come together. This is a non-negotiable. You must be able to quickly activate any one or all of these groups and key leaders from each organization will help you move swiftly and efficiently.  For example, if you need one of your existing warehouses converted from an operation setup for bulk-based truck deliveries into an operation setup for pick and pack shipped via UPS/FedEx/USPS, it will be imperative that someone on your cross-functional team can and knows how to make that happen really quickly.

This team of teams must align on the north star metric and product roadmap and begin to execute the list of tasks as defined in the planning phase. (Suggestion: set up these tasks in something similar to a Trello board if you don’t have an already used system in house.) It helps to have daily standups to discuss what tasks each team member completed, any blockers preventing them from completing a task and what task(s) they plan to complete between that meeting and the next. There is zero room for even a single resource to falter on delivery when doing something so important and likely in a compressed timeframe. Below is an example of how you could structure a team to take on an endeavor of this magnitude in such a short timeframe.

Figure 1: Example 30-Day DTC Rapid Response Team

So, you’ve got a plan and a team ready to go. What’s next? Execution. This is obviously where the bulk of the work lies. Everyone must have tunnel vision on the MVP and fiercely defend against scope creep. In fact, it is more likely that you end up with less functionality than you set out to build which could be the result of difficult decisions the team makes throughout the process as a result of an unintended blocker arising.

Don’t forget about marketing

Between day one and day twenty, your digital marketing team should be creating all of the necessary marketing assets to support the launch, the copy for the trigger-based emails that will go out to users who place orders at your new DTC experience and getting them approved by your wider marketing approval process so that is in line with your overall brands message. DTC is not a new company inside your brand. It’s a new spoke off an existing hub that allows your brand to do new things to enhance what you already deliver to the market. 

The digital marketing resource should also be meeting consistently with the marketing executive sponsor to plan the launch campaign and get the content together needed to deliver it. A solid press release, a well-coordinated series of social media posts and an interview with a well-known media outlet post launch is a solid strategy for an important DTC launch.

In closing, it is possible to take your brand DTC in a very short time period with the right plan and team in place. As to whether or not it makes sense for your brand to make the investment, that is something that is very situational but should be determined with the right information in front of you from a trusted source. Our advice is to take a second look at the benefits beyond “a net new revenue stream.” The ability to access first-party customer insights and engage directly with your consumers can be very valuable on multiple fronts.

One common objection most think of is the impact that DTC will have on relationships with existing retailers as it could be seen as a means to “cut them out of the equation.” Instead, think about it this way. A solid DTC platform can actually increase in-store traffic post launch. Imagine your marketing team having the ability to send mobile wallet pass coupons which are both linked to their DTC customer profile and are only redeemable in store. The customer is encouraged to go in-store to purchase and the DTC brand gets the real-time first-party customer data. There will always be a reason that DTC might not work for your brand. Instead, think about the opportunity cost associated with not going DTC. Will your brand survive long term? Whatever you determine your final course of action to be, we recommend you strike while the iron is hot, and the competition is still relatively low.

ABOUT THE AUTHOR

Tim is the lead of Bottle Rocket’s growth practice and an active thought leader on digital product growth in the marketplace.

Source #1 - https://www.businessinsider.com/how-frito-lay-built-new-dtc-e-commerce-30-days-2020-5

Source #2 - https://www.businessinsider.com/frito-lay-exec-how-snacking-giant-shifted-business-meet-demand-2020-5

August 31, 2020

Want to Adapt to the New Normal? Raise Your Brand’s Digital Maturity Score.

At the start of this year, less than two months before the pandemic turned everything upside down, Bottle Rocket published an article highlighting a major shift in consumer buying habits. Last year, the Gen Z demographic surpassed Baby Boomers and Millennials as the largest consumer population. Our team of experts knew firsthand the significance of this transition: Gen-Z consumers, being raised on the internet, prefer to channel their $143 billion in spending power through digital touch-points and have expectations that require a certain level of digital maturity for brands to meet. 

What we didn’t know at the time was that a major global pandemic would very soon dramatically shift consumer buying habits across all demographics and geographic locations. The economic impact of COVID-19 has put a spotlight on every brand’s digital maturity, forcing companies to develop mobile capabilities at a breakneck speed. Never before has digital maturity been as crucial to a company’s survival as it is right now. But what exactly is digital maturity? And how do you determine your company’s digital maturity level—and improve it? 

What Is Digital Maturity? 

At its core, digital maturity represents your company’s ability to use technology to adapt to large-scale changes: economic downturns, swift shifts in consumer buying patterns or, even, a global pandemic. The higher your digital maturity level, the more adaptable your company is to industry transitions or the world at large. 

At Bottle Rocket, we have found digital maturity and adaptability are directly connected. How adaptable your company is to technological changes and shifts in the marketplace not only determines your digital maturity level, it is key to future-proofing your business. Is your brand nimble enough to implement and test multiple ideas simultaneously? Is your team able to try new things while mitigating risk? Have you designed real-time feedback loops with your customers, collecting data and insights to better meet their demands? These capabilities speak directly to your brand’s digital maturity level. 

How Does a Brand Determine Its Level of Digital Maturity? 

There are a number of components that impact your digital maturity, but Bottle Rocket scores a brand’s digital maturity on six specific elements: Your business’ processes, culture and digital touchpoints and the speed, agility and quality in which you deliver your products and services. How fast can your company react to the changing marketplace? Is your team agile enough to launch digital transformation initiatives should unexpected challenges occur—like a shelter in place policy that prohibits you from interacting with customers in person?

From the webinar, “How To Adapt Smarter & Faster for the New Normal. Watch the recording here.

A great example of a brand that demonstrated high levels of digital maturity at the start of the pandemic was Chick-fil-A. My company does a lot of work in the quick-service-restaurant (QSR) space and I recognized right away Chick-fil-A’s ability to adapt. In response to COVID-19 conditions, the restaurant quickly adjusted the language and copy on their mobile app and rapidly updated mobile ordering functions to meet the surge in online orders. 

Advancing Your Brand’s Digital Maturity Capabilities

As with any performance objective, you have to know where you stand before you can improve your capabilities. When it comes to digital maturity, we created a framework to determine where a brand may fall on the Digital Maturity scale. Brands that score low across the six key elements (processes, culture, digital touchpoints, speed, agility and quality) are considered to be in the “Initiation” phase—their digital processes and culture is reactive and poorly controlled. 

To improve this rating and move beyond the initiation phase into the “Developing” or “Defined” phases, a brand needs to establish digital processes and begin to measure their efforts. Once your team is able to implement, test and measure its digital initiatives, it’s likely you have advanced to a more mature Digital Maturity level. For example, decisions are based on quantifiable data and team leaders use KPIs and critical success factors to analyze the health and performance of your processes. 

The goal is to reach an “Optimized” phase of Digital Maturity where you have quality data to inform decision-making processes. Your team is agile and your technology enables automation and personalization, allowing your brand to stay one step ahead of your customer’s needs. 

From the webinar, “How To Adapt Smarter & Faster for the New Normal. Watch the recording here.

Reaching the Optimized stage of digital maturity is an ongoing process. Airship’s Strategic Services Lead Jennie Lewis and I recently had an in-depth discussion about Digital Maturity and all the ways brands can elevate their digital maturity levels to adapt to the new normal brought about by the pandemic. If you’re looking to gain new insights into your brand’s Digital Maturity level,  register now to listen to our webinar and see the framework Bottle Rocket developed to help brands gauge their Digital Maturity score. 

This article was published on Airship.com

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