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At Cannes Lions, the year’s biggest ad event, you couldn’t escape talk of ChatGPT or Midjourney, even at the yacht parties.

“If you were branding this Cannes, it would be the AI Cannes,” Meta ad executive, Nicola Mendelsohn, told me last week. We were sitting in a glass-walled cabana on the French Riviera, steps away from the shimmering blue Mediterranean Sea.

The Cannes she was referring to isn’t the one you’ve probably heard of — the film festival — but rather Cannes Lions, a similarly swanky festival celebrating advertising instead of cinema.

Every June, thousands of advertising professionals fly in for a bonanza of events. While the festival’s official programming happens at the Palais des Festivals et des Congrès convention center, the real networking happens at beachside business meetings, yacht deck happy hours, and celebrity-studded after-parties. The hot-ticket items this year were Spotify’s invite-only concerts by Florence and the Machine and the Foo Fighters, consulting agency MediaLink’s and iHeartMedia’s exclusive Lizzo performance, and TikTok’s end-of-week closing party. On the iHeartMedia yacht, Paris Hilton DJ’ed to a crowd so packed that the party was shut down by the cops.

But it’s not all rosé and champagne: Cannes Lions is a high-stakes hustling opportunity for power brokers at tech companies, ad agencies, and consumer brands — think Nike, Unilever, and Coca-Cola — to check in on multimillion-dollar advertising deals in the second half of the year, and plan new ones for the year ahead.

This year, the festival came on the tail end of a particularly rough time for the tech and advertising world. Digital ad spending slowed down significantly in 2022 compared to years prior, primarily due to rising inflation, an unsteady global economy, and policy changes that made it harder to track users’ browsing habits. That decline contributed to mass layoffs and budget cuts across the media industry. Although conditions are improving a bit, it’s unlikely spending will return to the levels it reached in the early pandemic, and the latest forecasts show continued advertising spending cuts. Given the economic uncertainty, some companies were sending fewer staffers to the festival and cutting back on their presence.

But everyone wants a reason to party and make deals at Cannes Lions. Since advertising funds so many of the free online services we rely on — everything from Facebook to Google to media publishers, including Vox — the industry’s success or failure has massive effects on the average consumer. And in the past year, the advertising industry has desperately needed something to be optimistic about.

Luckily for those looking for a vibe shift, AI had officially entered the chat.

The Carlton Hotel where TikTok had its press preview on June 19, 2023, in Cannes, France. Olivier Anrigo/Getty Images for TikTok

 

For a week in June, the developing technology was the talk of the beach in the south of France. And while I’m used to nonstop AI hype back home in Silicon Valley, I was not expecting to experience so much of it in Cannes. The streets were plastered with billboards; panels and late-night party chatter were all about AI. Google demoed new tools, Meta announced an upcoming AI assistant that will help advertisers make ads, and Microsoft hosted back-to-back days of AI-themed programming at a beachside venue decorated with images of AI-generated sea creatures.

There was so much AI talk at Cannes Lions this year that, at times, people sounded sick of talking about it. “I’m trying to find the AI superpowered yacht,” I heard one attendee say in jest as he sat on the deck of a luxury vessel, drink in hand.

Jokes and some healthy cynicism aside, the questions everyone seemed to be asking hint at some pretty serious shifts for the media business. Will AI fundamentally change the way we create and consume advertising? Will it be able to lift digital advertising out of its slump? And will it ultimately enhance or replace the human creativity that goes into making ads? Will it save (or destroy) journalism?

AI isn’t new, but it’s the saviour the ad industry needs right now

Six years ago, one of the world’s largest advertising agencies, Publicis Groupe, was widely ridiculed for cutting its marketing presence at Cannes so that it could instead invest money into developing a new AI business assistant, called Marcel. Clients and competing ad firms alike dismissed the idea that AI was a worthwhile endeavour for an agency in the business of human creativity.

“At the time, it was panned by everybody, but now it looks pretty smart,” Jem Ripley, the US CEO of digital experience for Publicis, told me in the hotel lobby of the Le Majestic hotel, a hot spot for executive meetings at the conference. To rub it in a little, this year, Publicis launched a hate-to-say “I told you so” billboard campaign around Cannes reminding people how prescient they’d been with developing the AI-powered Marcel platform.

Even before they became hot buzzwords in the industry, automation and AI were powering advertising behind the scenes for years. The two biggest digital advertising platforms, Google and Meta, have long used AI technologies to develop the automated software that determines the price they charge for an ad, who they show the ad to, and even what lines of marketing copy are most effective to use. As users, we don’t see it day-to-day, but that technology is core to many tech companies’ businesses.

Paris Hilton performed a DJ set during the iHeartMedia After Party on the iHeart Yacht, The Dionea, during the Cannes Lions Festival on June 20, 2023, in Cannes, France. Adam Berry/Getty Images for iHeartMedia

On the consumer side of things, apps like TikTok, Instagram, and YouTube all build AI into the underlying algorithms that decide what content you see, based on what the tech thinks you’re interested in. Think about how TikTok predicts what funny videos you want to see next or how Google ranks your search results; all of it uses AI.

“Everybody wants this to be the year of AI, which I think to some degree it is,” said Blake Chandlee, TikTok’s president of global business solutions, sitting with me in his company’s Cannes outpost inside the swanky Carlton Hotel. “AI is not new. This concept of large language models, it’s been around for years. … What’s new is ChatGPT and some of the bots and the applications of the technology.”

Just as everyone from artists to writers has learned the value of AI from apps like ChatGPT, Midjourney, and Bard, advertising companies are now realizing what these tools can do for them. That mainstream adoption, combined with the fact that marketers are looking to cut costs in this uncertain economic climate, means that AI is exploding in the ad industry at this moment.

I chatted with everyone from creative directors at the top of the totem pole to rank-and-file copywriters at the festival last week, and almost everyone I spoke with said they had experimented with AI tools in their day-to-day duties. And not because their boss told them to, but because they thought it could save them time writing an email, sketching an ad mock-up, or brainstorming an ad concept. Some of them were also worried that it could one day replace their jobs — more on that later — but for now, they were having fun with it.

“I think this year is particularly exciting because it’s sort of like the iceberg breaking through the surface,” said Vidhya Srinivasan, vice president and general manager for Google Ads, in an interview at Google’s beach outpost last Wednesday. “And so I think it’s more personal, and it’s much more tangible for people now. And that brings about a different kind of energy.”

What the AI future of advertising will look like

Standing onstage in a grand theatre at the Palais du Festival, Robert Wong, vice president of Google Creative Lab, touted the AI tools his company has starting to put in the hands of advertisers.

In one demonstration, Wong showed how a client can upload a single image of a company logo — a colourful Google “G” icon, in his demo — into Google’s systems and immediately get back a bunch of high-quality 3D images in the same branded style, from a Google dog cartoon to a Google-branded glass of rosé, which was fitting for the venue.

A waitress serves drinks to visitors arriving for a guided meditation by British podcaster and author Jay Shetty aboard the iHeart Yacht, The Dionea, during the Cannes Lions Festival on June 20, 2023. Adam Berry/Getty Images for iHeartMedia

While this quick demo may not seem dramatic compared to some of the splashy generative AI creations we’ve seen lately, like the Pope in a puffer jacket, it was met with “oohs” and “ahhs” from the audience of advertising professionals. That’s because for designers, work like that could take days or weeks. In just a few keystrokes, this new Google tool could give them limitless iterations of a design to experiment with.

“Day-to-day, what I see is designers literally doing sketches in a matter of seconds versus hours. And not one, but like 10,” said Wong in a press conference after the presentation. “And that’s just the beginning. I think we don’t even know what these tools might be in the future.”

Meta also made some AI announcements at the conference, including that it’s working on an AI-powered assistant that can help advertisers create ads. With its so-called AI Sandbox, the company in May released a slew of advertising tools that let advertisers use quick text prompts to come up with AI-generated advertising copy, create different visual backgrounds for their ads, or resize their images. For now, the program is only open to a small group of beta testers, but it’s expanding to more users later this year.

In the long run, the cost savings for brands using generative AI for advertising could be “substantial,” according to Mendelsohn, Meta’s global head of business group.

“It gets better as we train the machines,” she said during our interview at Meta Beach. “And then you think about the reduction not just in cost, but in the impacts on climate. People are not having to travel to be able to do shooting in different ways, or even the reusing of back catalogue of ads and things in the past.”

As the tech giants build out tools for their advertising customers, some are already experimenting with open source generative AI software with some impressive results.

For example, some major household brands are already starting to use AI to create high-production-value commercial videos.

In October, Coca-Cola enlisted the AI image creation tool Stable Diffusion to help create a video that was shortlisted for an award at the festival. The ad, called “Coca-Cola Masterpiece,” used AI in addition to traditional methods, like CGI, to create complex animations under a tight deadline. The two-minute spot shows characters popping out of the art in a gallery to toss a classic Coca-Cola bottle in and out of famous paintings, like a Warhol and a van Gogh; the bottle takes on the visual style of the work of art when it enters each picture. It’s an incredibly complex animation process that took only eight weeks, according to visual effects company Electric Theatre Collective, which Coca-Cola commissioned. Without the help of AI, the company told Digiday, it could have taken five times longer.

“We wanted to use technology to get the kind of perfection we needed, the kind of quality we needed, in a short time,” Pratik Thakar, Coca-Cola’s global head of generative AI, said on a panel hosted by Microsoft.

Generative AI holds promise for creating new kinds of audio advertising, too. Spotify, for instance, is exploring whether it can train AI on specific people’s voices so that it can one day generate original audio ads from scratch.

“Can we start to get to a place where — I use Morgan Freeman as a canonical example — if you go and license the IP for his voice, can we use machines to help scale that even further?” said Lee Brown, global head of advertising for Spotify, which has been growing its ad business in recent years. “So is there an opportunity here for us? I think there’s a lot of potential there.”

Spotify’s villa party at Cannes Lions. Antony Jones/Getty Images for Spotify

 

Some of these more sophisticated generative AI tools are still just possibilities for the ad industry at the moment. In the meantime, both Google and Bing are doing something a bit simpler: putting ads inside the conversations people are having with their AI chatbot assistants (Search Generative Experience and BingAI, respectively). The companies say this helps advertisers show users ads that are more relevant to people than what they’d see in a regular search.

The idea is that when you’re researching something like how to plan a trip to Greece, a chatbot would have more context about what you’re looking for — somewhere near the beach that’s kid-friendly in June, for instance — based on a series of follow-up questions you’re having with the bot rather than just through a single search query.

“From a marketer’s point of view, it’s interesting because you have a deeper insight into the user’s intent, because they’re in the conversation where you have more context about what they’re doing,” said Google’s Srinivasan.

A presenter onstage in front of a screen that reads “Human intelligence x artificial intelligence.”
Google’s presentation on new generative AI tools it’s rolling out for advertisers. Google

 

In other words, with generative AI search engines, people ask detailed follow-up questions and actually talk to the bots. Jennifer Creegan, general Manager of global marketing and operations for Microsoft advertising, said in a panel last Wednesday that people’s search queries are three times longer in BingAI because of this back and forth. This leads people to click on an advertiser link, she added, and buy something more quickly.

“The best thing about all of this is this is not something I’m showing you in PowerPoint at Cannes to talk about the future,” Creegan said. “This is real. This is in the wild today. People are using it.”

The concerns about AI and ads

Even though new advancements in AI and advertising are real and in the wild, human judgment still needs to play a role in how it all works. Advertisers aren’t ready to fully hand over the reins to the robots to make their ads.

SNL’s dinner party at Cannes Lions 2023. Fred Jagueneau/NBCUniversal via Getty Images

 

First of all, AI doesn’t replace taste. That means humans still need to review all the draft AI marketing copy or artwork manually. That’s because big companies are still cautious about protecting their brands, and it’s up to the people at the ad firms they hire to make judgment calls.

“At the end of the day, there’s still a healthy concern — I think rightfully so — from our clients about what is going out there,” said Publicis executive Ripley.

Another reservation major brands have around AI is that it could use other people’s creative work that it scrapes from the web, which could open them up to copyright infringement lawsuits. Publicis recently joined C2PA, a standard that watermarks images created by generative AI and can attach proper copyright information to it so that artists get credit for their work.

Advertisers are also worried about brand safety. Given how AI chatbots have a propensity to generate incorrect information, also known as “hallucinations,” or occasionally veer off into emotionally loaded conversations, advertisers need to make sure that the quality of AI-generated ads is up to par.

“For every hour you put into generative AI as a business driver, you need to put an hour into governance,” said Lou Paskalis, a long time ad executive who’s now chief strategy officer of Ad Fontes Media. “You need to make sure you don’t create a monster.”

All this raises some red flags for the workers in the ad industry. After all, if generative AI can reduce the number of people it takes to, say, produce a video or sketch an animation, the technology could wipe out a swath of jobs, particularly those on the creative side.

Among many advertising executives at Cannes Lions this year, there was an acknowledgment that AI will fundamentally change the kind of work people do. Despite tech companies’ optimism that AI will enhance and not replace human creativity, many said the new technology will get rid of some jobs while creating other new ones. One common refrain from ad execs was that the more creative your work is, the harder it will be to replace.

In the words of Coca-Cola’s Thakar, “Five-out-of-10” level creative advertising work is “free now.” He said, “So we need to figure it out … if you are really doing nine-out-of-10 work, then definitely there is always a demand.”

Florence Welch of Florence and the Machine performs onstage during Cannes Lions at Spotify Beach on June 20, 2023, in Cannes, France. Dave Benett/Getty Images for Spotify

Other executives compared AI to the invention of photography, which didn’t entirely replace painters as some thought it would. like Google’s SVP of research, technology, and society, James Manyika.

“AI and art are not at odds,” Manyika said in a keynote introducing Google’s new advertising tools. “AI doesn’t replace human creativity. It enhances, enables, and liberates it.”

Ultimately, it doesn’t seem as though any of the concerns about AI stealing or replacing people’s work are stopping advertisers from jumping on the AI bandwagon. This embrace of the new technology could be a boon to the struggling ad industry. And that, in turn, could benefit consumers who rely on free services propped up by advertising.

But like every other industry AI is impacting, the rise of AI-powered ads will force us to decide what still needs a human touch and what we’re happy to leave to the bots to handle.

Feature Image Credit: At Cannes Lions advertising festival in 2023, AI dominated the conversation.Paige Vickers/Vox

Shirin Ghaffary is a senior Vox correspondent covering the social media industry. Previously, Ghaffary worked at BuzzFeed News, the San Francisco Chronicle, and TechCrunch.

Sourced from Vox

By Jodie Cook

Sometimes you need some help but you’re not sure who to ask. Your entrepreneur friends are busy, you’re not booked in with your coach for another week, and you’re not convinced your best friend from school will understand your business challenge. How can you get those nudges in the right direction without having to wait?

More often than not, we don’t need to be taught, we need to be guided. The best business coaches know that their entrepreneur clients probably have the answer, they just haven’t asked the questions that retrieve it.

What if an AI model could be trained to ask those questions? What if you could, confidentially, tell an AI model your problems and it could guide you through to solutions, directing its responses and encouraging you to think hard, consider pros and cons and discard options in favour of the way forward that’s right for you?

As AI coaching gets more advanced, test it out with ChatGPT. While it won’t give you a business coach based on the work of a real business owner that inspires you, it can be trained to hold space and encourage you to think for yourself.

Prompting a large language model (LLM) to coach you

Configured with the right words, you can hold a back and forth conversation with ChatGPT or another LLM, as if you were chatting with a real person. Set it up by this starter prompt:

“Hi there! I’m seeking guidance as I navigate my business journey, and I’d love to engage in a conversation with you as my business coach. My business is [briefly describe your business or business idea], and I’m facing some challenges in [mention specific areas or issues]. I believe your expertise can help me gain clarity, develop effective strategies, and overcome obstacles. Can we engage in a back-and-forth conversation where I can share more details about my business, and you can ask questions, confront my thinking and find the root cause of some of my challenges?”

Set the scene by completing the square brackets, then send the prompt and wait for a response. ChatGPT will say it’s ready to begin the conversation, then you can open your floodgates and chat away.

It’s a good idea not to disclose very specific information that can identify you or your business. Keep it anonymous or keep it vague, but give enough detail for ChatGPT’s questions to be useful. Once you’re on a roll you can paste the responses into your files or make a note of the next steps for taking action.

Will AI replace business coaches?

For artificial intelligence to replace coaches, it has to be welcomed by clients. Some are up for giving it a go, but others aren’t sure about the effectiveness of an AI coach and think they will miss nuances like body language and tone.

Regardless of whether coaches are safe from artificial intelligence, they can use it themselves. They can utilize AI-powered coaching to keep logs of their client conversations so a model can suggest new questions, lines of enquiry, or spot patterns they didn’t see. They can expand their content into different formats in a few clicks, they can get ideas for how to attract new clients and how to coach existing clients more effectively.

Even if you’re not convinced that AI coaching can replace in-person coaching, consider that it could supercharge personal development compared with journaling or introspection. At the moment, you write your thoughts and questions into your journal but it doesn’t talk back. You ponder your next move and challenges in your head, but might not reach any conclusions. A back and forth conversation, instead of journaling or pondering, could lead to better breakthroughs on a grander scale.

You’re not asking ChatGPT to solve your problems, you’re asking it to ask you questions so you can solve them yourself.

Use this simple yet powerful prompt to configure ChatGPT to become your AI business coach and see if the practice works for you. While it might not replace the work your real coach can do, it might tide you over until your next session. Use the language model to your advantage and unlock your next level.

Feature Image Credit: getty

By Jodie Cook

Follow me on Twitter or LinkedIn. Check out my website or some of my other work here.

Founder of Coachvox.ai – we make AI coaches. Forbes 30 under 30 class of 2017. Post-exit entrepreneur and author of Ten Year Career. Competitive powerlifter and digital nomad.

Sourced from Forbes

Are you looking for ways to expand the online presence of your local business? Want to learn some clever social media tactics to find more local customers?

The team from Idunn share their social media tips in this infographic.

Here’s a quick summary:

  • Be where your customers are.
  • Stop selling aggressively.
  • Find out what people are interested in.
  • Always fill in all sections of your profile.
  • Run contests and special promotions.

Check out the infographic for more information.

5 local social marketing tips

 

Sourced from SocialMediaToday

By Chitra Iyer

Is your brand’s survival tied to social media? Why relying on such platforms may be risky and how companies like Lush and others are navigating this terrain.

The Gist

  • Social media marketing is evolving. Brands need to keep pace, even with economic challenges and overstretched social teams.
  • Vanity metrics and low ROI won’t hold up for much longer. It’s time for brands to rebalance the role of social media in their marketing strategy.
  • New opportunities are emerging. Brands are exploring the intersection of social commerce and influencer marketing to amplify content and generate revenues.

While social media is undoubtedly a crucial piece of brand marketing, building a social-media-dependent marketing strategy is akin to building your house on rented land. In the recent past, brands such as Tesla, Lush, Bottega Veneta and pub chain Wetherspoons, all large brands, have claimed to have gone “off” social media. And while that doesn’t quite mark a trend, it’s a timely reminder for all brands to reconsider the role and relevance of social media in their strategy.

Here’s why.

In many ways, mainstream social media is becoming increasingly noisy, cluttered and distracting. As brand content becomes more performative, audiences seek more authenticity and transparency. In general, there is a higher awareness of issues around personal data — and lower trust in the credibility and accuracy of anything on social media. Creating content that can stand out is more expensive because audiences expect slicker productions. And yet, most content on social has the shelf life of an avocado.

Walled gardens are making it harder and more expensive for advertisers to access audience data, and organic content is at the mercy of obtuse and unpredictable algorithms, not to mention owners. Brands have less control over negativity, political narratives and regulatory agendas. And AI is making content creation both easier and more difficult.

That is a lot going on! The challenge, said Meg Casebolt, founder of Love at First Search, is that social media is becoming just too unstable to be the primary marketing strategy, especially for smaller brands.

But that’s not all. Younger audiences — the largest consumer base for the next several decades — are tuning out of “mainstream” social platforms, preferring instead a more fragmented and private portfolio of social channels and messaging apps. In 2022, while TikTok, Snapchat and Insta made the Top 3, none enjoyed more than 30% of mindshare.

Gen Z approaches product discovery and brand engagement differently. They don’t want to be marketed and sold to, preferring instead to be involved and participate as brand co-creators, not just passive consumers. This means brands need to create more ad-free, intimate, and community-focused conversations on the various platforms that audiences are on. Super commercial splashes on mainstream social media may just not land.

Moving On: Conscious Uncoupling, or an Outright Separation?

No doubt what’s worked in the past is not going to work anymore. But leaving social media would be a knee-jerk reaction. With 90% of the US population on social media, brands cannot “just leave.” In fact, 96% of business leaders say investments in social media continue to be a must.

Instead, brands, large or small, have to be smart about where and how they spend their time and resources based on consumer behaviour, said Jen Spencer, CEO of digital agency SmartBug Media. With an average of 32% of marketing budgets spent on social media, brands are refocusing their social media strategy to adjust for current realities and reengineer why and how they use social media to achieve not just engagement, but also ROI and revenues in a stressed economic environment.

In this context, two of the best opportunities lie in social selling and influencer marketing. Let’s take a closer look.

Social Selling

Most brands see a lot of engagement, but sales are driven by social commerce, visual search and referrals, said Spencer. Lush, a handmade cosmetics company, made the decision to exit social, said Europe-based social media consultant and industry insider Matt Navarra. To leave Meta-owned channels and TikTok would likely have had a significant commercial impact in terms of product discovery, customer service, and general advertising reach and engagement. However, it was a hit the company was willing to take because the move aligns with who it is as a brand and may even strengthen its appeal.

It’s worth noting, however, that though Lush’s recent campaigns have encouraged customers to “be somewhere else,” the group, which suffered losses of $54 million in FY21, scored a pre-tax profit of $34.8 million in FY 2022. One factor could be its doubling down on digital website and app sales.

By Chitra Iyer

Chitra is a seasoned freelance B2B content writer with over 10 years of enterprise marketing experience. Having spent the first half of her career in senior corporate marketing roles for companies such as Timken Steel, Tata Sky Satellite TV, and Procter & Gamble, Chitra brings that experience to her writing. She has authored over 500 articles, white papers, eBooks, guides, and research reports on customer experience, martech, salestech, adtech, retailtech, and customer data and privacy. She holds a Masters in global media & communications from the London School of Economics and Political Science and an MBA in marketing. Connect with Chitra Iyer:  

Sourced from CMSWIRE

The recent Cannes Lions International Festival of Creativity revealed how artificial intelligence will force us to find new ways of seeing if we’re to adapt to this new paradigm shift.

“Whenever the word AI was mentioned in a case study, the jury cringed.”

One juror told me about his experience inside the jury room at the Cannes Lions International Festival of Creativity on the French Riviera last week. This year, to no one’s surprise, AI was the talk of the town.

Back in 2013, right after Cannes Lions, I wrote an op-ed piece for Fast Company called “The End of Advertising As We Know It,” based on what I was observing then. I described a paradigm shift in marketing that I thought would occur because of technological, societal, and behavioural changes.

These changes didn’t kill advertising. Instead, they forced it to mutate over time.

Ten years on, advertising isn’t advertising anymore. This year, much of the award-winning work at Cannes Lions wasn’t what one would consider ads in the traditional sense. They were cloaked in or disguised as something other than ads. “Knock Knock” for Korean National Police Agency, “The First Digital Nation” for Tuvalu, or “Runner 321” for Adidas were grand prix winners of various categories—but to call them ads or campaigns would be a misnomer. “Advertising needs a new name,” Scott Galloway told a packed auditorium at the Festival.

The landscape has shifted so much that an individual can now have more sway than an institutional brand. A brand can also be lifted up to new heights or brought to its knees by an individual.

It may be the end of brands as we know them.

Based on what I have observed at the Festival and elsewhere, here are a few principles that can guide the next paradigm shift.

From Organizational Scale to Functional Speed

Galloway writes in his blog post that “[American football] Hall of Fame player Jerry Rice wasn’t that fast, but he had ‘functional speed,’ the instincts to accelerate or decelerate when it mattered most.”

Take Adobe, for example. In just a few months, it introduced Firefly, a prompt-based generative AI tool incorporated within Photoshop. Adobe, an old and possibly stale software giant, accelerated when it mattered, demonstrating its relevance as a brand.

It is important to note, however, that functional speed doesn’t belong just to tech giants like Adobe.

When I asked my friend Pum Lefebure, cofounder and chief creative officer of Design Army, about her recent AI-generated campaign, “Adventures in A-Eye” for Georgetown Optician, what struck me most was the speed.

[Image: Design Army for Georgetown Optician]

For this, instead of briefing her team to come up with it, Pum used Midjourney to produce the concept by herself. In a week or so, she presented nearly finished work. A few weeks later, the campaign launched. Typically, the process to develop something of this caliber would take several months. AI allowed her to collapse the process from four months to four weeks.

Moving forward, AI will enable companies of all sizes and individuals to scale and speed themselves in ways that weren’t possible before, rendering organizational scale less praiseworthy than previously.

From Transaction to Conversation

One of the key touch points between brands and people online is e-commerce. The entire process—from product selection to payment—is transactional. However, when asked what people value most in their customer experience and will pay more for, “friendly service” and “knowledgeable service” score as high as “efficiency” and “easy payment.” Conversations are highly suited for delivering friendly and knowledgeable services.

It’s already possible for us to have fairly natural conversations with AI on just about anything. In the next few years, it will be entirely possible for machines to provide friendly and knowledgeable services that are as good as, if not better than, those provided by humans in the form of conversations.

Aim for effectiveness, not just efficiency, in every transaction with your customer.

From USP to POV

Not too long ago, Ayako Tanaka, a Japanese fashion Instagrammer with a modest following of 168,000 followers, sold close to $1 million worth of products she curated during a two-day pop-up event. That’s the kind of revenue that a major global brand would sell in a day or two at its flagship store.

Major brands may have superior products with better unique selling propositions (USP). However, it’s Tanaka’s POV that followers are attracted to and buying into, resulting in this kind of sales figure.

Many brands try to express their point of view. Patagonia proclaiming that Earth is its only stakeholder is one excellent example, while Mastercard Europe helping Ukrainian refugees with “Where to Settle”—another piece of work winning big at Cannes—is another instance of a company putting money where its mouth is.

On the contrary, when a brand doesn’t stick to its POV, it can be far more damaging than it would have been a decade ago, as we saw in the case of a transgender influencer and a brand that relied on her but didn’t support her.

The mistake wasn’t not having a POV. Rather, it was not sticking to it.

From Generative AI to Human Touch

While AI was by far the dominant topic in Cannes, there was little evidence that it has materially made the work better. When AI was mentioned in the context of creative endeavours, people were quick to mention efficiency, not quality or originality. That’s an Achilles’ heel for creativity.

“McEnroe vs. McEnroe” for AB InBev’s Michelob Ultra is one example of the use of AI that wasn’t possible five years ago. It takes past data in order to regenerate the moves of tennis player John McEnroe from the past and lets the real McEnroe play against himself. Humans, not AI, came up with a seemingly impossible idea and used AI to make it possible.

PJ Pereira, an old colleague of mine and AI optimist like me, says, “The last turn [in the creative process] needs to be yours,” referring to what takes work from good enough to great.

In 2016, AlphaGo beat Lee Se-dol, the South Korean Go champion, 4 to 1. In Game 2, the AI program surprised Lee—and the world—with its so-called move 37, which humans thought was a mistake at first but turned out to be a decisive move in beating Lee. “This move was really creative and beautiful,” Lee would later say.

In the one game where Lee beat AlphaGo, it was his “hand of God” play, the 78th move, which perplexed the AI program. In a sense, the machine gave Lee “a new way of seeing the game,” as depicted in one scene of the documentary, AlphaGo.

In sum, AI might not kill brands—or creativity for that matter—just yet. However, it’ll force brands to mutate over time, and us to adjust our ways of thinking and working.

Not only has AI collapsed the space between your idea and execution, but so has the influence between institutions and individuals. Building a brand has now become accessible to anyone and everyone. That is why it also has gotten that much more competitive. Fiercely so.

When we don’t hear the mention of AI anymore, that’s when we know technology has diffused itself throughout our industry, whatever that may be.

Feature Image Credit: Getty Images

By Rei Inamoto

Rei Inamoto is the founding partner of I&CO, a global innovation firm that works with forward-thinking leaders to accelerate growth and shape the future of their business.

Sourced from Fast Company

By Forrester

Generative AI (gen AI) was born on November 30, 2022, with the release of ChatGPT, and it’s been moving 100 miles an hour ever since, drawing in 100 million people and counting. As new and surprisingly powerful as gen AI is, we can already see how companies will incorporate gen AI capabilities into their businesses’ strategies and operations. Our experience with two earlier, explosive technologies show you how.

  1. The BYO explosion of the late 2000s taught us how to incorporate employee-led disruption. We learned that when employees brought personal technology to solve customer and business problems. We empowered, guided, and protected employees and the firm while taking advantage of the new value that personal technologies in business brought.
  2. The mobile, social, original internet explosions taught us how to respond to and take advantage of customer-led disruption. We built mobile apps to help customers in their mobile moments of need; we adopted social media communications to improve engagement and collaboration; and we tooled up to take full advantage of the business models shaped by the internet.

Technology executives should prepare for generative AI to follow both paths and sprint into your business through four doors:

  • Bottom-up. Some of the 100 million people already using generative AI work for you. As you learned in the BYOD era, employees will adopt any tool that makes them more successful. The hyperadoption of gen AI leads to rampant BYOAI adoption. You can’t stop them, not fully. Your job is to put up guardrails that protect the firm’s IP and teach the skills of responsible AI. You need guardrails because your company IP is at risk. Just like with the original onslaught of BYO, you need to tune in now and empower, guide, and protect employees and the firm. Sharpen your listening tools and network sniffers. Revisit and promote your responsible AI policies ASAP. Your response to BYOAI will shape your top-down approach to gen AI, because employees will have elevated their robotics quotient and will be ready to go.
  • Top-down. Gen AI will unlock the value of 10-plus years of investments in data, insights, and artificial intelligence, including machine-learning models. This is where your investments in trusted AI will pay off, because you’re ready to use them. Already, the hyperscalers and software-as-a-service platform providers have announced and will trickle release gen AI-infused applications. Already, service providers and you are using TuringBots to generate and test code. Already, you’re incorporating marketing content generated from text prompts to hyperpersonalize engagement. And soon, you’ll overhaul your usability with text-based interfaces to business and analytics applications. Every part of your business will have ideas on how to use generative AI, mostly to optimize, automate, or augment something. Some will be great. Pick the ones that are easiest, safest, and most practical to deploy first.
  • Outside-in. Customers’ expectations for what gen AI can do for them are rising faster than anybody can keep up with. Every day, there is a new application using gen AI to do something useful. The latest I saw was a “free” cover-letter generator using GPT-4. (“Free” means that they’re accumulating your job preferences to resell as insights.) Microsoft triggered the search wars with OpenAI in Bing, and Google is now full-on engaged with Bard. Already, in the US, 35% of Gen Zers and 25% of Millennials have used bots to help buy hard-to-find inventory. That bot habit will be supercharged with gen AI, raising expectations even higher. Your job starts by anticipating where customers’ adoption will directly affect your company. If a customer has a better idea of your product landscape than your salespeople, that’s not good. If they are getting gen AI-powered customer care from a competitor and not you, not good. If your competitors’ stuff is in a next-generation recommendation engine and yours isn’t, that’s not good. Just like with mobile, your response will be to ramp up your customer-facing gen AI capabilities inside-out.
  • Inside-out. As you move through the gen AI opportunity thicket, you will quickly identify ways to help customers and deliver more value with your own gen AI-infused applications. Customer care or empowering frontline employees will be an early payoff, we expect. But you’ll find opportunities to streamline customer onboarding, hyper personalize engagement, provide better customer self-service, and stimulate a new round of value creation like what was triggered by mobile apps. Sort the scenarios based on the readiness of your data, the impact you will have, and your confidence that you can anticipate and manage the costs that go along with gen AI licensing and computing. The technical architectures are still in flux, but we believe that it will incorporate layers of intelligence — some of yours, some from others, and some public — protected by control gates for inputs and outputs and piped together into gen AI-infused applications. This “layers, gates, and pipes” approach will help you scale, take advantage of all the capabilities, and give you intense visibility into how it’s going and where the costs lie.

By Ted Schadler

This post was written by VP, Principal Analyst Ted Schadler and it originally appeared here. Follow me on Twitter or LinkedIn. Check out my website

Sourced from Forbes

By Nick Horne 

When I say that creative agencies are killing creativity, don’t get me wrong. I’m not trying to set up an all-out war with particular agencies. It’s not about agencies that fall into the ‘creative’ category per se. It’s the term ‘creative agency’ itself.

It’s a conceit invented to save the ‘ad’ agencies of old from crumbling under the up-surge of digital. In theory, it moved them away from being the TV agency in the mind of marketers, allowing them to maintain a bigger piece of the pie.

Likewise ‘smart marketing’: for some it’s a fair title, but for others it’s been a mask. An excuse to pitch the ‘we do digital, too’ idea when really, they’re creating a 15-second cut-down for social because digital is a loss leader to the bit they really want, the 60-second TV or cinema ad.

What does it mean to be creative?

The term was invented at a time when the more interesting and creative work was happening in non-traditional media. And so, a land grab was made on the ownership of creativity. As a result, every other media channel now seems to operate in service of proving the value of those big shoots.

Print and radio have become devalued and frequently lacking creativity. The industry has created an environment where budgets and effort are being funnelled so much to one medium or production that we’re tying our hands and cutting off huge opportunities for brands to shine.

Digital has all too often been demoted to basic social cut-downs of the 60-second film, with little consideration of how well it suits the behaviour of that channel.

I’m not going to decry TV as a medium, and I’m not going to argue against the many cases made over recent years for the value of brand building or fame, and the contribution TV makes to that.

It’s important that we stick to the true meaning of creativity. As Paul Feldwick put it, it’s “the artistry and skills that make things popular and distinctive” and not “innovation or originality for its own sake”. But, nor is it the sole pursuit of one type of agency, and one form of creativity from very singular minds.

It’s important that we stretch to find (or craft) the new whether that’s in film or other mediums. The problem is that, currently, it feels like some creatives start with ‘where would we like to shoot next?’ and not ‘what’s the idea?’. Where there is an idea there sometimes seems to be little challenge as to ‘how do we express this best?’.

There are plenty of examples where digital- or experiential-first ideas have created huge fame. They were admittedly fewer and further between, but we never harnessed and made repeatable those instances before resorting back to the safety of the old proven mediums.

The problem

Big networks have gone on to hoover up creatives from a broader more diverse creative background but then create a culture where those creatives are also drawn toward writing the big scripts, they’re rewarded more for that, and it’s held in higher regard.

It shouldn’t be down to the creative teams to fight to broaden the output; that’s the role of agency leadership and the clients. The direction and brief from the start should be to look in every corner to unearth ideas.

I spoke to one senior creative who had recently left a big network and was excited at the opportunity to “do different stuff”; to not be hemmed in by this culture. On one hand, it’s a symptom of the creative drain. But on the other it’s wildly damning of the industry’s standards. Creatives used to leave agencyland when they couldn’t live up to its demands anymore, not the other way around.

It’s also in part the power dynamic created by the term ‘creative agency’. Ownership of creativity by a small, core group whose interest is really in a limited range of mediums will always create a conflict of interest.

The solution

It’s more important than ever both for the retention of creative minds and also for the creation of the best work that we re-introduce tension in the industry, and that clients demand it. Not fewer/larger networks taking up the larger share of budget, but more open and equal bites at creativity, agencies encouraged to challenge each other. Helping make us think more broadly and freer. Ultimately, creative minds with a focus once again on idea first before medium.

And there’s the crux: ideas should own the title ‘creativity’. Not companies, not media channels; ideas. And competition for the best idea is the only healthy way.

Feature Image Credit: Creatives aren’t challenging themselves enough, according to True’s Nick Horne / Ryan Quintal

By Nick Horne 

Sourced from The Drum

By Sujata Sangwan

Human resources and marketing are the two areas where the majority of companies spend the most of their money. The proactive strategy taken by VCs entails close collaboration with their portfolio firms to thoughtfully plan and get ready for these critical areas well in advance, ensuring they are well-equipped to handle possible obstacles.

Highs and lows are unavoidable since markets are always changing. To assist the company’s founders in overcoming any unique difficulties that may arise, the investors keep in close contact with them. The founders also continue to engage with and seek assistance from their investors’ extensive networks, which span numerous nations and industries.

Based on a structure they hope will keep businesses honest throughout all phases of the start-up lifecycle and help them through challenging times by prioritising important areas of emphasis, VCs have continued to work alongside their portfolio in light of recent events over the previous 12 months.

Here are a few steps that venture capitalists have taken to control the financial parameters, including burn and runaway, of the firms in their portfolio.

Closely works with founders

3one4 Capital works with its founders to plan and actively manage financial metrics including burn and runway. According to Nruthya Madappa, Partner, 3one4 Capital, “These are critical aspects we help them monitor and gain control over on an ongoing basis regardless of the macro scenario.”

The VC firm drives continuous, collaborative financial planning across its portfolio, to explore and capture cost optimisation and business model efficiencies to help founders make their companies more resilient.

Encourages concentrating on core businesses

Kae Capital asks that its portfolio companies aggressively concentrate on their key competencies and start reducing costs in non-core competencies where there is no significant PMF (Product Market Fit). In some circumstances, “we suggest that they search for bridge rounds as well,” according to Kae Capital Partner Gaurav Chaturvedi.

Vishesh Rajaram, Managing Partner of Speciale Invest, continued, “Startups occasionally might have to let go of their employees as well. We advise founders to spend all of their remaining funds only on endeavours that advance technology and company, which will lower risk, boost chances of success, and help them raise additional money.”

Run a special program and connect with the right partners

Inflection Point Ventures has set up unique initiatives like a ‘Lets Grow Start-up’ program for deep engagement with 4-5 identified experts from various domains who work closely with its portfolio companies advising on strategy and have a regular check on burn and runway.

Apart from the cash conservation and management exercise on a case-to-case basis, “we do assist companies in connecting to right partners (like other VCs, RBF companies) for intermediate financing arrangements,” stated Ankur Mittal, Co founder, Inflection Point Ventures.

Look for a M&A target

During these times, in addition to locating funding sources, cost reduction and—most importantly—standing by the founders when things become rough could mean the difference between success and failure. “Our portfolio management team gets involved when it becomes crucial for the start-up to hunt for an M&A target to sustain or increase shareholder value. Several of our companies, including Supr Daily, Belita, and AHA Taxis, have been acquired throughout the years, giving investors an exit,” as per Lead Angels Founder and CEO Sushanto Mitra.

Recommend being creative, freezing new experiments, & prioritising profitability

According to BEENEXT, it keeps in close contact with its founders to assist them in overcoming any unique difficulties that may emerge. “For instance, we advise being creative to lessen the burn if the firm has less than 18 months of runway and is still attempting to identify its Product Market Fit. Prepare for a hard reset with just the core staff and be ready for the worst-case scenario,” advised Chinmaya Saxena, Partner – Community Strategy, BEENEXT.

But if the start-up has already achieved Product Market Fit and has a longer runway than 18 months, the priority should be finding new funding as quickly as possible. “We advise doubling down on the primary product’s monetisation while halting any new experiments and hires. Additionally, it is essential for these start-ups to provide a clear route to profitability, perhaps by securing longer revenue contracts or subscriptions,” Sexena said.

On the other hand, if start-ups have less than 18 months of runway but have not found their Product Market Fit, efforts need to be on low-cost Product Market Fit discovery by reducing burn and preserving runway for as long as possible. “If the start-up has achieved Product Market Fit and has more than 18 months of runway, then they need to prioritize profitability over growth by doubling down on channels that are working well and cutting down on low ROI experiments,” emphasised Saxena.

Feature Image Credit: Freepik

By Sujata Sangwan

Sujata is an engineering graduate and has done her Post Graduation in Human Resource Management. She has a deep interest in startups, venture capitalists & technology. She can be reached at [email protected].

Sourced from Entrepreneur India

If you’re not already using artificial intelligence (AI) to enhance your digital strategy, fear not. Tug’s Elliot Gray has you covered.

Artificial Intelligence (AI) is revolutionizing the media industry. It’s opened up a huge range of new possibilities for digital marketers, helping them gain competitive advantages and engage with customers in new and exciting ways.

Here, we cover seven things digital marketers can do with AI to speed up workflows, boost ROI on ad campaigns, and more.

1. Automate repetitive tasks

While the role of the digital marketer is forever changing, there are some repetitive admin tasks we haven’t been able to shake – until now. Sending emails, posting on social media, conducting research. AI can automate all of these, freeing up time for marketers to focus on higher-value work.

Robotic Process Automation (RPA) software like Zapier can integrate with 5,000 apps and platforms to create automated workflows, automating the process of lead-generation campaigns, for example.

2. Create personalized content

AI can also be used to create more personalized content. Businesses have utilized this for many years. In 2016, Starbucks used predictive analytics to create customized emails by leveraging loyalty card and mobile app data. By analyzing data about consumer behavior, AI can help marketers better understand what kinds of content are most likely to resonate with the audience they’re trying to reach.

3. Conduct audience research

Conducting audience research can be tedious, but AI can speed it up by collecting and analyzing data about potential customers. It can also support marketers in identifying new audience segments they might not have considered before.

At Tug, we use ChatGPT to help identify new audience interests to target on Meta when planning a campaign by feeding the platform as much relevant information about the company and its products or services as possible, then asking it to provide around 50 options. Admittedly, it can spit out a lot of nonsense, but by asking for a large list of options, you have a better chance of finding hidden gems.

4. Improve customer service

Digital marketers can’t be on standby for their clients all hours of the day. By using chatbots, businesses can provide their customers with 24/7 assistance, even outside regular business hours.

Chatbots can answer FAQs or give product recommendations. Implementing a chatbot can help reduce the time employees spend answering simple questions. When something more complex comes up that the chatbot can’t answer, it can escalate the issue to an actual human.

5. Analyze data

AI can assist digital marketers with collecting and organizing data from various sources, reducing the time spent on obtaining and arranging the data, as well as making the process more streamlined overall.

If we take something like ‘sentiment analysis’ as an example, a company might use AI tools to gauge customer attitudes toward a specific brand, product, or ad campaign. This can be done by reviewing social media posts, reviews, and other online feedback in order to help understand public perception and adjust accordingly.

6. Analyze performance

Even better, AI can be adopted to analyze the performance of campaigns across multiple channels. By analyzing data from multiple sources, marketers can better understand how each channel contributes to overall success and adjust their strategies accordingly.

7. Predictive analytics

AI can predict future trends and consumer behavior more accurately than manual analysis. Predictive analytics uses machine learning algorithms to analyze large customer datasets and identify patterns that indicate future trends. For example, AI can determine which products or services are likely to soon become more prevalent, or which customers could be more likely to remain loyal customers.

8. Automate media buying processes

Through automation, AI can make the media buying process more efficient. By sifting through consumer behavior and market trends data, AI can help businesses find the best deals for their media campaigns, preventing them from overspending on ad buys. For example, AI can identify the best times and channels to run ads in order to maximize their reach while saving on costs.

Feature Image Credit: Levi Loot

By Elliot Gray

Sourced from The Drum

By Andrew Shilling

Getting these answers can help determine if they are right for you and your money.

Because the finance world can be both complex and overwhelming, you need to know the right questions to ask to vet a financial adviser and determine if you two are a good match.

“Depending on the type of client, most should first think of what they are looking for in an adviser before they even meet,” says Nicholas Bunio, a certified financial planner with Retirement Wealth Advisors. “Do you want an adviser to just do retirement planning, or someone who can do retirement planning, plus estate planning, and insurance planning? Or are you looking for someone who invests money? Maybe you are looking for someone to manage your investments, or someone who sells life insurance, annuities or long-term care?,” he explains. (Looking for a new financial adviser? This tool can match you to an adviser who meets your needs.)

Then schedule a face-to-face meeting. This is the best time to not only convey your own personal financial standing and what you want from an adviser, but also your lifestyle, employment history, hopes and dreams for the future — and what you expect to get out of the relationship.

Here are the 9 most impactful questions you can ask in that first meeting with your prospective financial adviser:

1. Are you a fiduciary?

When it comes to financial advice, the term fiduciary means quite a bit; determining whether or not the financial planner you’re considering working with is one can be one of the most important questions you can ask.

First, what is a fiduciary? In simple terms, a fiduciary is an adviser  who is required by law to work with your best interest in mind when it comes to managing your assets. While not all financial advisers follow these guidelines, those who do are most often known as registered investment advisers, or RIAs. By design, RIAs meet these requirements. Certified financial planners, also known as CFPs, may also carry this status, but it’s best to ask any adviser if they’re a fiduciary first to find out. (Looking for a financial adviser who is also a fiduciary? This tool can match you to an adviser who meets your needs.)

2. What are your qualifications/credentials?

Certifications carry a lot of weight in the world of financial planning. When you’re researching the advisers in your area, you’ll probably see the various credentials tacked to the ends of their profiles and email signatures. Here are just 10 of the most common credentials to look out for and a little about what they mean:

Common credentials and designations for financial advisers

  • Certified financial planner (CFP)®: This certification is backed by the Certified Financial Planner Board of Standards, also known as the CFP Board. If you’re looking for an adviser with expertise in financial planning, taxes, insurance, estate planning and retirement saving, a CFP may be the way to go. CFPs are also required to be a fiduciary of your assets, which in short means they are required to work in your best interest when it comes to managing your money.
  • Chartered financial analyst (CFA)®: This subsect is recognized by the CFA Institute and ensures your adviser has passed exams covering topics such as accounting economics, ethics, money management and security analysis. For some context on the exclusivity of the CFA credential; more than two million candidates have taken the Level I exam since its inception in 1963, with 291,500 candidates going on to pass the Level III exam, according to Investopedia.
  • Certified fund specialist (CFS): Advisers with a CFS certification have been certified by the Institute of Business & Finance (IBF) for their proficiency in working with mutual funds. Those who hold this title are qualified to become accountants, bankers, brokers, money managers, personal financial advisers, and various other financial industry professionals. To maintain this credential, advisers with a CFS are required to recertify with 30 hours of education every two years.
  • Chartered financial consultant (ChFC): Issued by the American College of Financial Services, this designation ensures additional expertise in tax and retirement planning for special needs, wealth management, insurance and more. Continuing education requirements here is also 30 hours every two years with at least one hour in ethics.
  • Chartered investment counsellor (CIC): Started by the National Alliance for Insurance Education & Research in 1969, the CIC certification is designated for agency owners, producers, agents, brokers, as well as agency and company personnel who meet various requirements and who pass five of seven course exams on the following topics: personal lines, commercial casualty, commercial property, life and health, agency management, commercial multiline and insurance company operations.
  • Certified investment management analyst (CIMA): Financial consultants and investment advisers who achieve this credential from the Investments & Wealth Institute typically build their business around investments, risk assessment and portfolio management. This certification requires three years of industry experience, no record of ethical misconduct, a passing score on the qualifying course offered at Yale, the University of Pennsylvania or the University of Chicago, a passing grade on the exams offered by the Investments and Wealth Institute, and 40 hours of continuing education every two years to maintain.
  • Chartered market technician (CMT)®: Those with this credential from the CMT Association demonstrate an expertise in investment risk in portfolio management including quantitative risk and market research, and rules-based trading system design and testing. CMTs are additionally qualified to conduct research, author research reports, recommend trades and investment programs and trade their own accounts.
  • Certified public accountant (CPA): This is probably one of the more widely recognized credentials in public finance. CPAs are proficient in taxation auditing financial analysis and regulation, and meet both high professional and accounting standards. With tax season around the corner, this is a financial professional that may soon come in handy for just about all of us.
  • Personal financial specialist (PFS): This credential is issued by The American Institute of Certified Public Accountants (AICPA). Those with a PFS must hold an unrevoked CPA certificate, become a member of the AICPA and have at least two years of full-time teaching or business experience in personal financial planning.
  • Chartered life underwriter (CLU): If you’re looking for an expert in life insurance, estate planning, and business planning, financial professionals with a CLU might be for you. Often CFPs will add this credential to demonstrate this additional expertise.

It should be noted that these are only a fraction of the wide universe of potential credentials a financial adviser may carry. That said, these titles can also help decide if the adviser you are interviewing is a match for your financial needs.

Aside from certifications, you can also ask about their personal background. You may want to ask where they went to college or what degrees and credentials they attained while they were there.

Do a deeper dive on the financial adviser’s background

Plus, do a full background check. For starters, a good resource for background information on the brokers, brokerage firms, investment adviser firms and advisers you’re considering is a free tool from the Financial Industry Regulatory Authority (FINRA) known as BrokerCheck.

After searching for finance pro in your region (associations such as FPA or NAPFA have ‘find an adviser’ portal to help match someone with your needs), the BrokerCheck website can show more about their credentials and work history, as well as any previous legal disputes they may have encountered throughout their professional careers with their firms or clients.

3. What are your personal or firm values?

Knowing an adviser’s values or investment philosophy can either be a dealmaker or breaker for many of us. Does the firm engage in actively managing your funds or do they let automated tools do all the work? If they choose them on their own, how do they make their investment selections? Are their decisions based on choices that you feel comfortable with? Or do you get the sense that they are making random decisions?

Finding the right financial adviser for your personal ethics and background

Bunio says knowing whether the adviser you’re considering is on the same page as you ethically and demographically is highly important. Since you will be working closely with your financial adviser, likely over a long period of time, “it’s always good to find someone who works with your type of demographic, such as teachers, people 50+, spouses or LGBTQ+.”

4. Are you primarily a financial planner or an investment adviser?

By now, it probably comes as no surprise that there is more than one kind of financial adviser. Knowing the difference between the two most common —  financial planners and investment advisers —  is another way to help determine whether the adviser you are meeting with is right for you.

“Some advisers only do financial planning,” says Bunio. “Others do planning, but they must manage your investments. Others don’t do estate planning. Many want nothing to do with insurance and even recommend against buying it.  Whether right or wrong, not all advisers are the same.”

Here are some key differences between the two:

Investment adviser

For starters, investment advisers typically specialize in securities and provide clients with data analysis to pick and manage their investments.. They also typically charge a fee to work with you and have a fiduciary responsibility to put your financial needs first. Investment advisers are also registered with the Securities and Exchange Commission (SEC) if they manage more than $100 million in combined client assets.

They can specialize in a wide range of financial advice, such as estate planning, retirement planning, investment management or taxes. This class of financial adviser often works with higher income levels.

Financial planner

The term financial planner is used as a wide brush in the world of financial advice. While many who fall into this category can be highly credentialed, the term financial planner doesn’t necessarily mean these individuals actually have any financial credentials.

While often used synonymously with the term financial adviser, a financial planner, much like its title, is primarily concerned with assisting with developing a financial plan for their clients. These can revolve around just about any aspect of a potential client’s financial wellbeing, including savings, college planning, retirement, taxes, insurance and estate planning.

5. What is your fee structure?

Knowing how your prospective financial adviser charges you for their services is likely one of the most important factors to consider. Do they charge a fixed fee, are they hourly, does their rate depend on how much money you have or will they charge you based on how much money they can help you earn?

For some background on this topic, and to help power your decision when you’re asking your adviser about the first place to look is fee structure.

Here are the five most common ways financial advisers charge their clients: 

  • Percentage of assets under management: With this model, advisers charge fees based on your total amount of invested money, or assets under management (AUM). A typical fee is about 1%, though charges are usually built on a tiered schedule with the lower percentage of fees attached to the higher asset levels.
  • Hourly: Special project or consulting rates for advisers are often charged by the hour and can range anywhere from $100 to upwards of $300 an hour, according to a report from AdvisoryHQ.
  • Fixed fees: After consulting with an adviser with a fixed fee, this predetermined amount must be paid for a service, such as the creation of a financial plan. Those who charge flat fees can range anywhere from $2,000 to $7,000 a year, the NerdWallet report found.
  • Commission: Compensation for advisers with a commission-based fee structure charge when a purchase or a trade is made on your behalf.
  • Performance-based fees: Fees for performance-based compensation packages are charged when a defined benchmark is outperformed.

Advisers should have no problem talking about this, so don’t be shy when asking how they are compensated. If they are professional and abiding by the law and regulatory standards, they will be upfront with you on this topic.

6. What types of clients do you typically have?

Knowing whether or not an adviser you’re interested in working with serves clients like you  may be a factor worth considering, says Bunio. “Asking what type of clients they have is important,” he says, adding that knowing whether or not an adviser “serves teachers, or those 50-plus” can help bring peace of mind that they have worked with folks in a similar financial position before.

7. Do you work with attorneys or a certified public accountant (CPA)?

If you’re a business owner and have more intricate financial planning needs, finding an adviser who works directly with an attorney or a CPA — or an adviser who can recommend one — may be an important factor. Sometimes advisers will have one on their staff who can work with you through these more complex matters, or they may refer you to someone who can. All in all, Bunio says “everyone should work together and be on the same page. If not, that’s a bad sign.”

8. How will we work together?

What resources will I have to work with? Do you have an app available to view account information and monitor your portfolio? Will statements be mailed? Do you have paperless options?  Will anyone else have access to my financial information? These questions and more can help determine how you and your financial adviser will ultimately do business and work together.

Asking your adviser how, and how often, you will meet is another one of the most important questions you can ask, Bunio adds. “This is huge! I would say that it’s a red flag if it’s only twice a year or less,” he says. “Your finances are complex, sometimes I meet with my clients twice in a month.”

You may also consider asking if there are ways to meet virtually if in-person meetings aren’t possible. Ensuring they are not only financially, but technologically savvy may be more important to some than others. And since the financial planning industry can have some complicated language and concepts, knowing if they offer financial education resources can be something to consider as well.

9. Who is your custodian?

Knowing where your money is held is another key question to have answered. That’s why asking an adviser who their custodian is can be such an important question.

For some background, a bank custodian is the financial institution that physically holds your stocks, bonds, or other assets, and prevents them from being lost or stolen. Some of the best ways to know if the bank, or custodian, that they use is legitimate is to research whether they are FDIC-insured (the FDIC insures bank account balances of up to $250,000).

Feature Image Credit: Getty Images/iStockphoto

By Andrew Shilling

Sourced from Market Watch Picks