Taco Bell’s new AI, digital transformation: Friday’s daily brief

As marketing increasingly integrates with digital technology (see expanding Merkle’s technology team below), there are many questions about how people adapt to comparison. My answer is that when it comes to technology, people lead it and focus on business goals. Artificial intelligence has nothing to do with business success until it is tailored by marketers to the needs of businesses and individual customers.

Every brand is different in a competitive industry like fast food. Everyone has their own story and presence in the minds of consumers, but a self-developed artificial intelligence can create connections we do not have time for. For marketers working with AI solutions in campaigns – and I’ve talked about them a lot – the greatest value seems to be how AI optimizes campaigns and marketing performance, taking into account their specific activities. The progress that AI makes with the performance of one company does not bring the same messages or channels to another company. Artificial intelligence is becoming, so to speak, the secret sauce of the brand.

Perhaps this theme will help us focus on the big brands being digitally transformed on a scale that fits their size. If you are looking, a local pizzeria can be ‘near me. On the other hand, a global food chain like Yum Brands can collapse and simply buy into an AI business. But with all these actions, the marketing professionals of both organizations have undertaken their digital journey.

Taco Bell owner buys Quantum

Yum Brands, the owner of fast-food networks such as Taco Bell and Pizza Hut, has announced plans to acquire Quantum, which uses AI technology to gain consumer insights and optimize marketing campaigns. American Quantum, founded in 2012, has partnered with several Yum brands in international markets.

In 2015, Yum acquired Collider Lab, a company that develops culture-based consumer perception through sociologists and anthropologists. The plan is for Yum Brands to combine these insights with the new AI to reach consumers more efficiently.

Yum Brands has been working on AI solutions for years to increase customer engagement. In 2016, Taco Bell launched an AI-powered “TacoBot” that received meal orders via voice calls.

Why do we care?

Food and retail have changed permanently due to an increase in digital engagement. As stores open more, there will be fewer unbooked tables due to the brand’s digital printing. With increased spending on digital channel advertising and offline shopping, such as off-site planning, it makes sense for an advertiser to implement a solution for optimizing digital campaigns on this scale. Entities like McDonald’s McD Tech Labs are also at the forefront of this industry trend.

Business Change Communication Strategies

There is a lot of talk about digital transformation, but it is important to understand that it is not an improved technology. True digital transformation is associated with more fundamental changes in the business world.

Communication is the key to successful business change. And language is important. This is perhaps one of the reasons why ‘digital transformation’ works better in enterprises than just ‘digital skills creation’. The transformation looks ambitious and is part of a whole business strategy. Managing data to improve the customer and work experience seems like a task and is probably very technical.

Change is unlikely to succeed if it is imposed on people; it has to happen to them. And while change needs to be supported from above, it works best when it comes from the center. In other words, to involve people who make things possible in the daily activities of an organization and who are closest to the customer.

There are, of course, more detailed steps to a successful transformation, but most basic approaches come down to two things: communication and engagement. This is the message from Mark Berns, an independent technology and organizational design consultant.

Find positive energy for business transformation

The feeling is sometimes attributed by Bounty to the fame of Captain Bligh of the Riot, often causing a cautious laugh and a shrug when someone jokes at a business meeting. But we were all there: ‘We have to solve the problem with [sales, service, morale, quality, other]. Or the heads will roll.

Communication is the key to successful business change and language difficulties. This could be one of the reasons why “digital transformation” works better in companies than just “digital skills creation”. The transformation looks ambitious. Managing data to improve customer and employee experience feels like a job.

Furthermore, change is unlikely to succeed if it is forced on people; it must happen to them. And while change needs to be supported from above, it works best when it comes from the center. In other words, to involve the people who make things happen every day within an organization and who are closest to the customer.

There are, of course, more detailed steps to a successful transformation, but most of the basic approaches come down to two things: communication and engagement.

A good example is the 8-step change process, developed in the 1990s by John Kotter of Harvard Business School and adopted/adapted by many change managers and consultants. Kotter’s eight steps:

1. It creates a sense of urgency, which some call the “platform of fire,” which reflects the importance of acting – and acting – through bold and inspiring expressions. Communicating, for example, how changes in the industry offer new growth opportunities or new challenges to overcome.

2. Build a coalition leader, a group of leaders who can help support change and communicate it from above.

3. Create a strategic vision of how the future of the past will be different and how we can achieve it with key vision initiatives.

Get support in the organization and communicate interests and opportunities quickly and regularly. People will bring together a movement, but they will oppose another project.

5. Remove as many obstacles as possible in terms of unnecessary processes, hierarchies, or rules to give people the freedom to make a real impact.

6. Create short-term wins and recognize results, engage people even more in change, and create enthusiasm by showing what’s possible.

7. Here you can be encouraged to kiss, but Kotter says it’s time to make an effort to maintain momentum and release energy for other parts of the organization.

Finally, block change by rewarding and praising the new resulting behavior.

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