Q&A with Ed Breault, Chief Marketing Officer at Aprimo

MEDIA 7 | November 28, 2019

Ed Breault, Chief Marketing Officer at Aprimo is a marketer with over 18 years of industry experience. At Aprimo, Ed is responsible for the global brand and growth which includes all Paid/Owned/Earned media, Brand Experience, Product Marketing, Industry Marketing, Influencer Marketing, Strategic Communications, Content Marketing, Analyst Relations, Alliance Marketing, Public Relations, Events, Demand Generation and Account-Based Marketing.

MEDIA 7: What’s your superpower?
ED BREAULT:
 I would say it’s applying the full spectrum of art and science that is required in marketing today. Not just left or right brained, but whole-brained strategy. Being human yet data-driven and really understanding numbers and (the right) metrics to make connections to business drivers. Add storytelling to that, so I can effectively communicate to my team, the CEO and CFO as well as my Board of Directors on those metrics, and connecting all that we are doing in marketing to the mission of the business. Then quickly shifting gears to the art and creative aspects of marketing that are required to engage an audience and tell great commercial stories that take complex concepts and craft them in a way that is interesting for people to pay attention to. I have to be the ultimate point of truth for the brand.

M7: At Aprimo, how have marketing leadership roles and responsibilities evolved over the past few years?
EB:
There are so many dimensions needed by marketing leaders today. There are several elements driving this evolution, it’s the new experience battlefront that is emerging and also marketers themselves driving changes. From a market perspective, there is a clear appetite for disruption and consumers are wanting more experiential elements to their buying experience and interactions with brands. Take a few direct to consumer disruptions like trialing products in-home, purchasing directly from a brand or even wanting to ensure that the producer’s trade practices are in line with the buyer’s or even a regulator’s for that matter. Then we want to try before we buy, and we emotionally care about the supply chain of products. Do we TRUST this brand to do business with them? Behind all of this is a story that needs to be told, and it is those marketers who know their audience well and make connections that will win the commercial game.

Back to the marketer, there are so many diverse backgrounds that marketers bring now and I’m really intrigued by those who have unconventional backgrounds because they contribute something uniquely new to the field. I love hearing about the marketer’s journey.


"Content is a massive investment for brands and Aprimo Digital Asset Management acts as a true hub of an organization's content management and experience lifecycle."

M7: Could you tell us about Aprimo’s creative ideation tool ‘Idea Lab’? How does it help marketers to move through the creative process from ideation to distribution of higher quality content?
EB:
 Aprimo Idea Lab is a place for early-stage ideation and there just haven’t been pure systems for ideas mixed with strategic planning so we filled in that whitespace for the market. This includes ideas from a strategic and tactical standpoint that is a bit of “safe” place to brainstorm in a highly collaborative workplace. Output is a new experience building block, a full campaign concept or brief, allowing the marketer and experience leader to think backwards from a great customer or content experience and purposefully architect it. This is all before you make financial commitments or commercial agreements with agencies or suppliers, and it feeds directly into financial scenario planning, so you can build the financial lens to your new breakthrough idea. It’s literally brainstorming brought to life and then connected to marketing production activities. So, if marketing is a ten-step process, this is step zero, and steps one and two. I’m in it every day. For me, the majority of my ideas hit me when I least expect it, so I immediately put them in Idea Lab and it functions as a “backlog” for thought-starters, then my team can collaboratively go run with it.

M7: What are some of the ways you optimize AI for your client base, when it comes to content development?
EB: 
We actually have artificial intelligence powering not just the production of content but the content creation process itself. We have machines creating content today, and one of the very specific use cases on that is what’s called a learnable AI. So basically, we have an artificial intelligence that can learn the context of a brand’s business. And, what it can then do is learn over time and it would know things like the proper focal points within an image.

Let’s say for example, there are three focal points in a piece of content or an image. Let’s say there is a model and she is sipping a coffee, she’s on her phone and she’s wearing a scarf. If you are in the business of selling and marketing scarfs, it would know that’s the focal point. If you’re in the business of marketing and selling coffee, it would know that’s the focal point. So, then it can make recommendations of what the right type of images, the form factor of the image, and knowing what creative resources would potentially do with that, the machine does for you. Since it’s able to learn your business, and let’s say you’re in the business of shoes, it would know the difference between a high-top and a high-heel learning over time with great accuracy.

Some of our early tests were showing 98% recognition and accuracy once it’s learned. Truly powerful. Also from a productivity standpoint, there are just some things AI handles better than humans like monitoring patterns, observing and making educated predictions about the future of projects. AI picks up on overlooked habits of team members and frees up a new era of project management to focus more on the complex processes behind a management strategy. Oh yeah, and unlike humans, doesn’t lose focus, fatigue, go on vacation or lose productivity while entertaining themselves with funny cat memes at work.


"AI picks up on overlooked habits of team members and frees up a new era of project management to focus more on the complex processes behind a management strategy."

M7: Could you elaborate on Aprimo’s Digital Asset Management (DAM) solution that helps deliver personalized experiences at scale and as a service?
EB: 
Yes! Content is a massive investment for brands and Aprimo Digital Asset Management acts as a true hub of an organization's content management and experience lifecycle. As I discussed earlier with Idea Lab, you eventually need content to action those ideas to deliver great experiences. And then workflows, to move along to create the content whether that’s AR, VR or even text and other types of multimedia or images. Regardless of the content type, the digital asset management system can store that content and make it highly searchable, it can make sure that once the ingestion process happens, it conforms to the metadata and taxonomy standards across an enterprise.

They can capture things like licensing agreements on that content when that content needs to expire. It can trigger approvals or re-approvals if the content is bound by any certain dates of when you can use the content. And what we want to make sure is that content does not get wasted or is created and parked somewhere.

Content truly powers experience channels like an ecommerce platform, a website, a great experience through a mobile device, and the delivery and distribution of content for downstream channels whether that is your reseller network or the content needs to be taken from a web to a print stage of its lifecycle. Generally, it is about having full management of a piece of content whether that’s the full digital asset or the components that make up the digital asset. This also manages the individual units of content that make up the asset we like to call “experience building blocks”. It’s all about finding, reusing and remixing content, staying compliant and delivering the best personalized experience possible.


"Content truly powers experience channels like an ecommerce platform, a website, a great experience through a mobile device, and the delivery and distribution of content for downstream channels."

M7: How does the Digital Asset Management help in maximizing content ROI?
EB:
 Definitely, it has to do with number one, the findability of the content so that the content can be used and it’s not wasted and then the enrichment processes that are built-in add data to the digital asset. From there, you can see a piece of content and metrics like consumption of that content, where that content piece was used in terms of different campaigns, geographies, etc. If that content was localized, if that content was used to drive whatever the marketing outcome or experience outcome is, which could be conversions on digital properties or transactions on an ecommerce platform, and all that rich data then comes back to the asset, and you are able to see how well it performed. This data is then served up very beautifully in a dashboard connected to the business outcomes you were driving. There are so many questions now we can answer about our content if this strategic approach is taken.

M7: What marketing channels do you use and which ones do you see as the most promising given your target customers?
EB:
 I think the magic is using all the channels in a very well-coordinated way. My primary channel strategies involve a mix of inbound and outbound in a very targeted fashion hence content marketing is core to my strategy. Content drives the pull-through in Aprimo’s digital properties, all of our owned digital properties, this includes the web channel as well as when we syndicate content to third-parties. That’s really important for us to create great content that is helpful, useful and then drives traffic back to aprimo.com. That’s where our inbound strategy balances the outbound efforts in a very targeted way. I use predictive demand capabilities showing me where and who is in market, so then I can go out and reach them and find them in what we like to call the “dark funnel”. I like to think of this strategy as there is someone lost out there looking for solutions to their challenges and it is my job to go find them, meet them and help them along their path. From there email for us has completely been reimagined. We are using video and conversational marketing from an outbound standpoint to connect. We are “humanizing” communications as much as possible, over the phone for voice, broadcast, media buying within different properties like LinkedIn, you name it. I think it’s a drive to strike a balance to create the complete experience for my audience.

M7: As a child, what did you want to be when you grew up?
EB:
 As a child, I wanted to be an athlete. I was very much involved in sports so I looked at my heroes, those I aspired to be like were athletes at that time.

ABOUT APRIMO

Aprimo provides technology solutions for content, operations, and performance that enable enterprises to optimize their brand experiences and the resources they use to deliver them. Our platform gives enterprises the advantage by streamlining and governing all the behind-the-scenes activities – from ideation to distribution – involved in delivering exceptional brand experiences.

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DHL SUPPLY CHAIN EXPANDS PARTNERSHIP WITH LOCUS ROBOTICS, DEPLOYING HIGH-PRODUCTIVITY ROBOTICS AUTOMATION AT TWO NEW WAREHOUSE SITES

DHL SUPPLY CHAIN | September 28, 2022

Locus Robotics, the leader in autonomous mobile robots (AMR) for fulfillment warehouses, announces the expansion of their partnership with DHL Supply Chain, the contract logistics leader within Deutsche Post DHL Group. The extended partnership includes the deployment Locus autonomous mobile robots (AMRs) at DHL Supply Chain's Canal Winchester and Lockbourne, Ohio fulfillment centers to support high-volume order fulfillment for global clothing retailer customer, Carhartt. Locus's growing relationship with DHL Supply Chain further emphasizes the increasing demand for warehouse automation to support fast-growing retail brands such as Carhartt, said Rick Faulk, CEO, Locus Robotics. "Locus's flexibility, seamless scalability, and fast ROI has been a proven approach that enables DHL to consistently meet and exceed their customers' expectations, especially as we head into the peak season. DHL Supply Chain's ongoing implementation of Locus's innovative AMR technology ensures that DHL fulfillment center operations are optimized to meet rapidly increasing volumes and seasonal peakswhile also helping to control operating and labor costs. LocusBots optimize worker productivity in the order fulfillment process by decreasing walking time and improving worker ergonomics and workplace quality. "Implementing Locus has quickly proven to be an ideal choice to deliver high productivity, letting us fulfill orders at a record pace, Locus's ease of use and fast training has also helped us with recruiting and retaining employees and seasonal workers. So, all the way around, there are some real competitive advantages." -Tony Gariety, Vice President Distribution Operations, Carhartt. Since 2017, DHL Supply Chain North America and Locus Robotics have partnered to support piece picking order fulfillment in warehouses for a range of retail and healthcare brands. LocusBots navigate autonomously through the warehouse and collaborate closely and safely with associates to improve order picking productivity and throughput efficiency. They can be flexibly and seamlessly deployed as demand changes, supporting a diverse range of picking strategies and workflows. ` As the supply chain and logistics industry has rapidly transformed, we have developed an accelerated digitization program, which aims to identify, nurture and deploy innovative technology solutions at scale," said Tim Dolcich, Director of Engineering, DHL Supply Chain. Locus has been a trusted partner in providing solutions that challenge how we do business and improve customer outcomes. About Locus Robotics Locus Robotics' revolutionary, multi–bot solution incorporates powerful and intelligent autonomous mobile robots that operate collaboratively with human workers to dramatically improve piece–handling productivity 2–3x, with less labor compared to traditional piece handling systems. Locus helps retailers, 3PLs and specialty warehouses efficiently meet – and exceed – the increasingly complex and demanding requirements of fulfillment environments. Easily integrating into existing warehouse infrastructures without disrupting workflows, Locus transforms productivity without transforming the warehouse. For more information, visit www.locusrobotics.com. DHL – The logistics company for the world DHL is the leading global brand in the logistics industry. Our DHL family of divisions offer an unrivalled portfolio of logistics services ranging from national and international parcel delivery, e-commerce shipping and fulfillment solutions, international express, road, air and ocean transport to industrial supply chain management. With about 350,000 employees in more than 220 countries and territories worldwide, DHL connects people and businesses securely and reliably, enabling global trade flows. With specialized solutions for growth markets and industries including technology, life sciences and healthcare, energy, automotive and retail, a proven commitment to corporate responsibility and an unrivalled presence in developing markets, DHL is decisively positioned as "The logistics company for the world".

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SUPPLY CHAIN

CMA CGM Launching New Early Container Return Incentive to Increase Supply Chain Velocity and Help Shippers Offset Carbon Footprint

CMA CGM | September 30, 2022

The CMA CGM Group, a global player in sea, land, air and logistics solutions, announced the launch of TEUs to Trees, an early container return incentive program designed to increase climate change mitigation in the United States while assisting in the overall effort to improve both the fluidity and velocity of the supply chain. The program will be in effect from October 1, 2022, to December 30, 2022. A Group dedicated to reducing carbon emissions and promoting sustainable operations This new incentive program is an opportunity to reward customers for doing their part to increase equipment availability while also helping them offset their environmental footprint. The carbon credits CMA CGM will purchase on behalf of its customers will notably be used to expand U.S. forestry, support urban resilience projects in vulnerable communities and drive the creation of additional offset projects in the United States. Through this program, the Group also aims to partner with its customers and move forward together towards a more sustainable shipping. In order to increase impact, CMA CGM has also expanded this new early container return incentive to cover both refrigerated and dry containers as well as every U.S. ocean terminal where CMA CGM receives empty containers. This enables shippers of all sizes and locations to offset carbon emissions and positively contribute to socio-environmental projects in the United States. A continued effort to improve supply chain velocity in the United States With a thriving global economy, the shipping industry has experienced an unprecedented spike in demand throughout North America, leading to increased pressure on capacity and ports. Throughout the surge, CMA CGM has leveraged its extensive capabilities that include sea, land, air, and logistics services to provide an array of flexible transport solutions to assist customers. The company has also increased capacity and made significant investments in equipment. In addition, CMA CGM was the first to freeze spot rates, and in March of this year, the Group dedicated vessel capacity to small and medium enterprises in both Europe and North America at rates typically only provided to high-volume shippers. This newly launched incentive program is the third implemented by CMA CGM to encourage early pickup and return of containers. An innovative program with positive socio-environmental impact CMA CGM's new incentive program is projected to result in forest conservation and urban resilience projects in some of the United States' most vulnerable communities.Credits will be provided to CMA CGM customers that return both dry and refrigerated containers originating from nearly 20 Asian countries to CMA CGM-approved return locations in port cities throughout the United States (rail ramps not included). Throughout the program, each applicable importer of record (consignee listed on the Bill of Lading) will receive, 2.5 tons of carbon credits per container returned during calendar days 1–4. To calculate the credit, CMA CGM will utilize EDI transaction data and will not require invoices or additional documentation from customers. A progress report every 30 days. At the end of the program, customers will be issued an official carbon offset certificate for total credits earned. Solutions designed to accelerate the energy transition of shipping and logistics The CMA CGM Group has pledged to be Net Zero Carbon by 2050 and, as a result, has implemented a very focused decarbonization strategy. USD 1.5 billion Special Fund for Energies: The CMA CGM Group announced earlier this month that it is creating a USD1.5 billion Special Fund for Energies to accelerate its energy transition. The Fund will be structured around four lines of focus: Supporting the development and production of renewable fuels; Accelerating the decarbonization of port terminals, warehouses, and truck fleets; Supporting, testing and launching projects at the cutting edge of innovation; and pursuing energy savings and improving the energy efficiency of CMA CGM employee working methods and daily mobility. E-methane Ready Fleet: In 2017, CMA CGM was the first to invest in dual-fuel vessels that currently run on Liquefied Natural Gas (LNG). The engines installed on these vessels are already compatible with biomethane and e-methane. Currently the Group has 31 "e-methane ready" vessels in service and will have a total of 77 by 2026. Alternative Energy Investments: The Group is investing in a variety of projects designed to accelerate the development of new energies. CMA CGM recently joined the Jupiter 1000 Project, which aims to produce e-methane using green hydrogen generated from sustainable electricity and CO2 captured from industrial processes. CMA CGM also announced in July 2022 with Engie, a global leader in low-carbon energy and services, plans to co-invest in the Salamander project, the first industrial and commercial unit for second-generation biomethane production. Bunkering Infrastructure: To support the growth of an e-methane ready fleet, the CMA CGM Group is also helping develop port infrastructure to support the bunkering of alternative energies. In 2021, the Group completed the very first ship-to-ship LNG simultaneous bunkering operation at the Port of Shanghai, which is a new milestone for the energy transition. Environmentally-focused service offerings: CMA CGM has also dedicated itself to supporting the decarbonization journey of its customers and, as a result, has developed a range of innovative services called ACT with CMA CGM+. These services enable customers to measure, analyze, reduce and offset their carbon footprint when shipping with CMA CGM. Actions to preserve and restore marine and inland biodiversity, notably towards oceans, mangroves or forests, which are strong natural carbon sinks, essential to absorb greenhouse gas such as a partnership with the Chesapeake Bay Foundation in Maryland and Virginia to plant millions of juvenile oysters on newly constructed reefs to preserve water quality and biodiversity, and the Reef Recovery program with five coral nurseries worldwide, including one in Florida. CMA CGM also partners with the Woods Hole Oceanographic Institution to increase protection of the North Atlantic Right Whale, and recently launched two passive acoustic monitoring buoys off the coast of Norfolk, Virginia, and Savannah, Georgia. "Our newest incentive program is a perfect example of our continual quest to create innovative solutions that result in BETTER WAYS of doing business. Encouraging customers to return boxes sooner provides additional containers and chassis for export bookings, and the type of incentive we are offering will result in the formation of new socio-environmental projects right here in the United States. It is our hope that through this program, others in the industry will be inspired to leverage their capabilities to positively impact the environment and our local communities." -Ed Aldridge, President of CMA CGM America and American President Lines About CMA CGM Led by Rodolphe Saadé, the CMA CGM Group, a global player in sea, land, air and logistics solutions, serves more than 420 ports around the world across 5 continents, with a fleet of 583 vessels. The Group transported 22 million TEU containers (twenty-foot equivalent units) in 2021. With its subsidiary CEVA Logistics, a global logistics player which transported 474,000 tons of air cargo and more than 21 million tons of inland freight, and its air cargo division CMA CGM AIR CARGO, the CMA CGM Group is constantly innovating to provide customers a comprehensive and increasingly efficient offering, thanks to new shipping, inland, air freight and logistics solutions. Firmly committed to the energy transition in shipping and a pioneer in its use of alternative fuels, the CMA CGM Group has set a Net Zero-Carbon target for 2050. Each year, via the CMA CGM Foundation, the Group supports thousands of children as part of its efforts to promote education for all and equal opportunities. The CMA CGM Foundation also intervenes in humanitarian crises requiring an emergency response by calling on the Group's shipping and logistics expertise to deliver humanitarian supplies around the world. Present in 160 countries through its network of more than 400 offices and 750 warehouses, the Group employs 150,000 people worldwide, including 2,900 in Marseille where its head office is located. In the United States, CMA CGM, which is headquartered in Norfolk, Va., employs more than 22,000 people. Its subsidiary, American President Lines (APL), operates a fleet of U.S.-flagged vessels and supports U.S. territories and American military stationed around the world.

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SUPPLY CHAIN

Kwik Trip Selects RELEX Solutions to Optimize Space Planning and Supply Chain

RELEX Solutions | September 27, 2022

Kwik Trip, a leading convenience store chain in the US, will partner with RELEX Solutions, provider of unified retail planning solutions, to implement automated planograms, floor planning, and supply chain optimization solutions. RELEX will service Kwik Trip’s convenience stores throughout the Midwest United States, driving improved sales, inventory management, and operational efficiency with a solution that seamlessly combines central planning and store operations.Previously, Kwik Trip handled their planograms and inventory forecasting and replenishment through legacy systems and spreadsheets. They needed a highly accurate, automated system to manage their more than 3,500 SKUs across 20 planning categories, at each of their 850 convenience store locations. After reviewing other vendors, Kwik Trip selected RELEX for its automated, AI-driven solutions, which will reduce manual efforts in both stores and head office locations. Additionally, they will use RELEX’s in-store mobile solution, which empowers store personnel with a transparent view to store level order proposals, planograms, and floor plans. “We run a lean operation at Kwik Trip and need our planograms and demand forecasts to be both precise and easy to use for our central planners and store employees alike, We’re extremely impressed by RELEX’s ability to produce highly optimized, automated, and accurate replenishment orders and space plans, as well as being a solution that allows for flexible interaction between our operations and merchandising teams.” -Jake Vogel, Director of Category Management and Procurement. RELEX is a tremendous tool and a natural fit for the convenience industry,” says Carlos Victoria, SVP Sales, Americas for RELEX Solutions. “RELEX’s AI-driven solution has a strong track record of optimizing forecasting and replenishment for fresh assortments, seasonal inventories, and even promotions. We’re happy to partner with Kwik Trip and help them to reach their space planning goals, leading to a more convenient and pleasant customer experience. About RELEX Solutions RELEX Solutions helps retailers and consumer brands drive profitable growth across all sales and distribution channels by maximizing customer satisfaction and minimizing operative costs. Our market-leading, unified supply chain and retail planning platform helps retailers and consumer goods companies align and optimize demand, merchandising, supply chain, and operations planning across the end-to-end value chain. We drive record-high product availability, increased sales, improved sustainability, and the best return on investment in inventory, space, workforce, and capacity. Leading brands like Dollar Tree and Family Dollar, Kum & Go, Rite Aid, Sprouts Farmers Market, Sheetz, and Circle K trust RELEX to optimize their supply chain and retail planning. Go to relexsolutions.com for more. About Kwik Trip Kwik Trip is a family-owned company that serves customers with more than 800 convenient, clean retail convenience stores and also produces more than 80% of the products featured in the stores supplied by its own commissary, bakery, dairy and distribution center located in La Crosse, Wisconsin.

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