A BIT OF HISTORY

What makes Gabriel Sáenz de Buruaga (former worldwide CEO for Havas Digital), Alejandro Estévez (former Managing Director of Aegis Media Spain) and a group of the most valued professionals from the digital world, create WINK TTD S.L.?

Wink is born from an act of inconformity and a deep rooted conviction that the current model of digital agency has run its course. Today’s financial models demand a different focus, talent and organisation. Wink is born as a response to that need and as a solution for all those who believe that the future belongs to agencies orientated towards the solution of business issues, that are flexible, agile and that have the capacity to specialise.

Wink TTD S.L. is an independent Digital Transformation Agency whose objective is to accelerate the digital capacity adoption process as a source of competitive advantage for our clients.

We take on the digitalisation process via 5 fundamental capacities: strategy, media, content, socialisation and technology. These areas in turn are structured in a proprietary methodology: Transforming Through Digital™. We believe in the power of ideas, of people’s passions, of its transformation into content, and its distribution and integration into the large media audiences, prescribers and opinion leaders.

We’re only just beginning this exciting journey, time is showing that we’re on the right direction:

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  • 2011
  • 2012
  • 2013E
  • Team
  • 12
  • 38
  • 44
  • Disciplines
  • 2
  • 4
  • 7
  • Billings
  • 16
  • 38
  • 50
  • Timeline
  • 2011
  • 2012
  • 2013E
Impact

T2O

YMedia

Social Usefulness

ISDI

The Valley

Cube Investment

Brand Usefulness

Bitoons

Make of Wonders

Scalability

Trading Desk

AGENCY MODEL

The aim of Wink TTD S.L. is to evolve the current agency model via its 6 founding principles:
1. The fast fish eats the slow one. Agility; 2. Sector exclusivity; 3. 25 clients & 60 people; 4. The best talent in the market; 5. Senior talent dedication to clients; 6. We charge for what we do.

Wink TTD S.L. is much more than an agency; it’s a multidisciplinary ecosystem of social, professional and business development.

Not only do we want to transform and lead excellence in digital services, but we want to innovate in the way the agency relates with clients, employees and collaborators. The entrepreneurial spirit, the acceleration of start-ups and know-how development will always be in Wink TTD S.L.’s DNA.

WINK TTD ECOSYSTEM

P partly owned companies
C collaborating companies

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Scalability
toggle
  • Technology applied
    to purchase
    P
Social
Usefulness
toggle
  • Seed capital
    P
  • Social commitment
  • Talent
    development
    C
  • C
Accesibility
toggle
  • Social
  • Relational
  • Mobility
Impact
toggle
  • Offline media
    P
  • Performance
    P
Brand
Usefulness
toggle
  • Content
    C
  • Offline creativity
    C
  • Digital production
    C

SERVICES AND DIFFERENTIATION

Strategy, ideas, creativity, media, user experience and technology work together to create a unique result:

digital transformation

Our differentiation does not lie in what we do, but in how we do it. We do not manage communication campaigns; we resolve our clients’ business issues by having the best multidisciplinary talent working together.

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Double You, Shackleton

Creativity

McKinsey & Company, BCG

Strategy

Social Noise, Territorio Creativo

Social

Netthink Isobar, Media Contacts

Media

Content

Digitalisation

Loyalty

Territories

There is great truth about Wink TTD S.L., we are as good as the sum of our team’s talent.

It’s not easy to bet on growth these days, to take chances to create impact not only on business but also on people’s lives... yet if we didn’t do it we wouldn’t be Wink.

Our team isn’t that big that one person’s participation isn’t relevant, we are not a multinational company where one can hide, we are a young agency that is growing and adores talent.

This is why we take finding and attracting the industry’s best talent very seriously. “Wink rocks if you rock”: and together we want it to rock more.

Statistics

Wink facts
and other cool.

  • The average age is 33,2 years.
  • We have over 70 toys in the office.
  • We have over 500 videogames to choose from to chill out.
  • Mr. Blue, Mr. Pink, Mr. Green and Mr. Big are also part of Wink's crew.
  • Each winker receives a personalized winkcome pack when entering.
  • We prefer pencils over pens.
  • Every morning there's a battle between Nesquik advocates and Cola Cao fans.
  • We love to adapt all kinds of parties: Hallowink, Winkhristmas...
Do you want to work at Wink?

Statistics

Wink facts
and other cool.

  • The average age is 33,2 years.
  • We have over 70 toys in the office.
  • We have over 500 videogames to choose from to chill out.
  • Mr. Blue, Mr. Pink, Mr. Green and Mr. Big are also part of Wink's crew.
  • Each winker receives a personalized winkcome pack when entering.
  • We prefer pencils over pens.
  • Every morning there's a battle between Nesquik advocates and Cola Cao fans.
  • We love to adapt all kinds of parties: Hallowink, Winkhristmas...
Another curiosity

Statistics

Wink facts
and other cool.

  • The average age is 33,2 years.
  • We have over 70 toys in the office.
  • We have over 500 videogames to choose from to chill out.
  • Mr. Blue, Mr. Pink, Mr. Green and Mr. Big are also part of Wink's crew.
  • Each winker receives a personalized winkcome pack when entering.
  • We prefer pencils over pens.
  • Every morning there's a battle between Nesquik advocates and Cola Cao fans.
  • We love to adapt all kinds of parties: Hallowink, Winkhristmas...
Do you want to work at Wink?

Leadership, aspiration, ability to take decisions, ambition to transform and agility in a context of sector exclusivity. If you see yourself in these words, we want to see you.

It’s a fact that the world is changing, that it’s increasingly more complex and it is full of threats and opportunities. We believe that we cannot let ourselves be deceived by the environment, what has to be done has not changed (business issues), what has changed is how we face it (opportunities to generate value via ideas and communication).

Wink TTD S.L.’s challenge is to accompany the client along this journey, identify business issues and problems and generate real business positive impact on our clients.

ILLUSTRATION ON BUSINESS CHALLENGES (What) AND ALTERNATIVES ON CAPTURING THE OPPORTUNITY (How)

  • Client experience & recommendation

    Relational base, mobility and promotion.

    Europe

  • Traffic to sales

    Optimisation of conversion funnel.

    North America

  • Awareness

    Occupation plan, territory & windows.

    South America

  • Digitalisation of value chain

    Strategic and process consultancy.

    Africa

  • From awareness to preference

    From campaigns to programmes: content, windows, socialization.

    Asia

Do you want to know your organisation’s “Digital Index”? Click here to access the survey Access from a tablet or computer.

DIGITILISATION is much more than merely a technological change given that it impacts directly on our way of life on the value chain of companies and on the consumer, raising new questions:

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Disruptive changes
in the way of life
Changes in the
business models
of companies
Changes in consumers
and in their purchuase
decision making process
1
How do we connect
brands and consumers?
2
How do we measure
if we are really
being effective?

We are not talking about an evolutionary change, but a disruptive one that is characterised by its enormous speed, volume and reach. The consequences: companies that are born, companies that die and companies that adapt in order to succeed.


The DIGITAL REVOLUTION
as a DISRUPTIVE CHANGE

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How
toggle
Speed
+

Two decades ago the volume of Internet users was like the area of Madrid, now it’s like the whole of Asia.

TV took 13 years to reach an audience of 50 million people, Facebook did it in less than 2 years.

In Google, in 2012, there were 31 billion searches/month. In 1998 Google didn’t exist. Who did we use to ask so many questions to?

Volume
+

If Facebook were a country it would be the third most populated one in the world.

We spend more than 4,000 million hours watching videos on YouTube (= 500 million years).

We have shared more than 4,000 million photos on Instagram in less than 2 years.

What
toggle
Companies
that are born
  • Information search
  • Film
  • Photography
Companies
that die
(or nearly)

After a lot of analysis, is there a common denominator that defines success in this environment? We believe there is, and we summarise it in this simple DigitalWOWzation formula:

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(T + S + I) R = SI

Transfer
Ubiquitous access

Nearly infinite
storage

Maximum
interactivity

"It rocks!"

Sustainable
income

And if you are a brand, a company, what do you need to become a “Digital WOW” company?:

1


Understand that digitalisation impacts on all the links of your value chain.

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Strategy / Organisation model / Corporate culture
Infrastructure
Communication
Marketing
and sales
CRMChannel
Operations
Product
development

Rapid product
adaptation due to:

Access to sales information
in real time.

Access to an enormous amount of
information regarding global trends.

Consumer participation in
co-creation of productos.

Broadening scope from products
to service delivery.



Modelos de producción muy
integrados con inteligencia de
negocio para fabricar la oferta
óptima

Integración con proveedores
externos para maximizar
eficiencia en producción.

Transformación de la logística/
transporte para optimizar
inventarlo y servir a cada punto
de venta aquello con más
posibilidades de venta.
Rotación óptima de producto
entre tiendas.



Real time access to
consumer information to
establish predictive
purchase models.

Social CRM: Centralization of
all interactions
/consumer information
(including social
dimension) in a unique system
to provide the most
efficient answers to their
needs.



Desintermediation

Appeareance of new
digital channels for
product sale and
promotion.



Customer centric vs
channel centric vision.

360 degrees and 365
days a year communication.

Pull vs push
strategies.

Appearance of new communication
territories linked to
content.

Interactivity in relation
to consumers.


2


Find out your organisation’s “digital index” in 5 minutes.

 



ACCESS HERE TO FIND OUT.


Access from a tablet or computer

3


Join forces with Wink and speed up the phases!

 

Our work is based on a profound knowledge of consumers’ purchase decision making process, discovering unique insights that we transform into useful brand programmes, where accessibility and technological optimisation are fundamental components.

This focus has been made tangible in a unique framework: T.T.D. It covers a four-stage journey: Identification (Consumer), Discovery (Motivations), Occupation (Communication Ecosystem) and Optimisation (Measurement).



The consumer


“The consumer has the same needs, but he/she meets them in a different way. In effect, WHAT the consumer needs doesn’t change, what changes is HOW they make their decisions”.

The new digital ecosystem favours the appearance of a NEW CONSUMER that is ahead of companies in terms of the adoption of the new possibilities that digitalisation brings.

The consumer changes the purchase decision making process, shifting from a lineal Purchase Funnel model influenced by exposition models and trade marketing to a more circular interdependent and interconnected one, where content, recommendation and conversion play a fundamental role.

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Before
toggle
  •  
  • At the shop
  • With the experience of buying and using the product

Source

Purchase funnel based on Procter & Gamble's theory.

*FMOT: First Moment of Truth
*SMOT: Second Moment of Truth

Now
toggle
Over Over Over Over

Source

Purchase funnel based on Google's theory, The Zero Moment of Truth, 2011.

Stimulus

Impact and notoriety

Zero Moment of Truth

Search, read reviews, watch videos
ask your network...

First Moment of Truth

Go to the shop, ask
the salesman, view
promotions, shop...

Second Moment of Truth

Enjoy it, share expe-
riences, bind loyalty (or not),
upload videos...

Motivations


“The objective of a brand today should not be that they remember me, not even that they buy me... I want the consumer to choose me”

In this new context, where content and recommendation are fundamental, it is no longer sufficient to understand the consumer in socio-demographic and media/channel consumption terms, we need to understand new keys: motivations, passions, adoption of technology, etc. so that from this information we can activate preference so that consumers find us. We move from a Push model to a Pull one.

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Before
toggle
  • Socio demographics
  • Media consumption
New consumer vision
toggle
  • Relationship with tech
  • Attitude towards advertising
  • Attitude towards content search
  • Motivations
  • Interests
  • Passions

The result of this work is that we find 7 clear groups of consumers that are characterised by the following features:

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  • Experience
  • Tradition
  • Modernity
  • Possession
  • Use

Source

TMC

Over Over Over Over Over Over Over
Online organisers

More cutting edge cosumption.
Linked to trendy exclusive
brands. More elitist consumer
habits, incorporation of
new technological consumption.

Connected Mainstream

Traditional consumption of
"luxury range". Distinctly classical
consumer habits. Presence of
exclusive brands.

Practical Providers

More modern consumption.
Consumer habits centered around
self control of superfluous
spend and to optimize
the spend vs. consumption
relationship.

Necessity Users

Very limited and controlled
consumption. Retailers own brand
as central product.

High-End Achivers

A more critical optimising
consumption. Critical position with
the previous model. Limit due
to savings and principles. Search
for value in their consumption.

Progression seekers

Average consumer habits,
centered on necessary
equipment. Brand as
guide. TImid openness
to online options,
guided by their
children or work needs.

Digital Enthusiast

Habits influenced by the idea
of being part of a group, par-
ticipation in trends and the
feeling that they are part of new
things. Their consumption is "to
have the latest product".

Communication Ecosystem


“The capture of value from the digital transformation demands that brands abandon recurrent processes and work in an ecosystem that aligns consumer behaviour and communication opportunities”

In this way, a new communication focus is needed that will allow brands to make an effective impact effectively on consumers’ decision making. In order to do just that, we propose the following methodology:

I. Identify the target and their activities

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Brand Territory
and Assets

Information &
entertainment
  • Consume
    content
  • Play

Social
  • Share
    opinions
  • Give
    advice
  • Listen to
    prescribers
  • Chat

Transactions
  • Seize
    promotions
  • Purchases
  • Testing
  • After sales

Information
  • Search
  • Compare

II. Identify the leverages of their decision making process.

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>
  • Zero Moment of Truth
  • Entertainment &
    content consumption
  • Social
  • Information
  • Transactions
  • Brand Territory
    and Assets
  • Second Moment of Truth
  • First Moment of Truth
  • Stimulus

III. Creation of a new communication methodology that effectively occupies the different areas where the consumer moves in (T.T.D tm)

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  • Content
  • Segmentation
  • Technology
  • Purchase / Reward
  • Brand Territory
    and Assets
Occupy
audiences
  • Integration
    in content
  • Personalisation
  • Tagging
Significance
& legitimacy
Occupy
conversations
  • Occupy third
    party walls
  • Panel of ambassadors
  • Tagging
Affinity
& prescription
Significance
  • Activate strategy
    in media
  • Generation of traffic
    to spaces, windows
Buy
audiences
Socialization
& Participation
  • Create own spaces
    centered on conversa-
    tions & promotions
  • Relational marketing
    strategy
Create
conversations

Measurement and optimisation


“Today millions of pieces of data are generated per second, can we even imagine the huge opportunity that this represents?”

Historically, digital measurement has had a DNA that has been complex, based on exposition, disintegrated and disconnected with the consumer. At Wink we firmly believe that measurement should be a clear source of transformation and evolution, and therefore should be connected with the brand, the category and the consumers’ decision making process.


Example of key KPIs per purchase decision process phase

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Stimulus
  • Advertising impact
  • Top of mind
  • Brand
    attributes
SMOT
  • Fans
    & Followers
  • Link to territory
  • User experience
ZMOT
  • Content consumption
  • Conversation & sentiment
  • Searchs
  • Preference
FMOT
  • Purchase
    intention
  • Redemption
  • Sales

Social Action

At WINK TTD S.L. we believe in the protection of children’s rights, in the importance of their development and the guarantee of their opportunities. For this reason, we carry out pro bono consultancy work for UNICEF.

Education

WINK TTD S.L. is a 100% Spanish-owned company. We are convinced that education and talent development represent one of the biggest challenges for our country as well as being one of its main opportunities. We whole heartedly support training and the creation of new education platforms, with the ambition of accelerating the development of people and digital understanding in Spain.

For this reason, we collaborate closely with the two institutions that lead the training of professionals in the digital environment in Spain: ISDI (Superior Institute of Internet Development) and The Valley Digital Business School.
 

Employment / Entrepreneurship

One of WINK TTD's founding principles is the development of entrepreneurship as a lever of innovation and competitive development at country level. With this objective, a part of Wink’s value is reinvested in the development on new companies within the digital arena, which ranges from economic funding to the incubation of these companies.

All the activity regarding the acceleration of these projects is done through Cube Investment, a participated company within the Wink Multidisciplinary Ecosystem.
 

  • info@wink.es
  • +34 915 631 646
  • Pº de la Castellana, 83-85, 9º
    28046 - Madrid - Spain
  1. Question

    Do you agree?

  2. 1

    The CEO is not clear on or does not believe in the advantages of digitalisation for his/her company. CEO is not present in the strategy of the company, and if he/she is it’s only on paper and not in practice.

  3. 2

    There is a director for the digital area and he/she is integrated in a concrete vertical department (usually Marketing or IT).

  4. 3

    Weak digital corporate culture. Accessing external social networks is frowned upon. There is no intranet, or collaborative tools for team work or multidisciplinary teams.

  5. 4

    A balanced scorecard has been developed for the management and tracking of business. It is fed semi-automatically.

  6. 5

    There is a corporate culture based on data. BI tools are used to improve business in all its facets which allows quick and efficient changes.

  7. 6

    The use of the Intranet and collaboration tools to transmit information and the gathering of feedback from employees is encouraged. Social networks are used for critical processes (e.g.: recruitment).

  8. 7

    The digital area is a horizontal function that hangs directly from the CEO and is at the same level as the other general management teams. It affects all the links of the value chain.

  9. 8

    The CEO is aware of the impact of digitalisation on the company’s whole value chain and has carried out the corresponding analysis (or is doing it at the moment). Digitalisation is incorporated in to the company’s strategy.

  10. 9

    Business tracking indicators apart from accounting are used. Focused on sales and margin at aggregated level.

  11. 10

    There is a small stock of IT equipment. The level of introduction and implementation of systems by employees is minimal (it is limited to communication: email, surfing, etc.)

  12. 11

    The department of product development/design is in contact with the marketing and sales department. It is an organised relationship via some type of process / semi-automatic system.

  13. 12

    Nearly 100% of all process are automated and organised in an integral way thanks to an ERP. Relationships with third parties are also integrated with internal processes. All data is taken advantage of (internal and external) in order to improve process

  14. 13

    Current marketing does not distinguish between ON and OFF. What’s important is the experience of the customer and adapting to the needs of the target using both aspects in an integrated way taking advantage of synergies.

  15. 14

    The presence of digital is limited to a corporate website or product showroom. The sales channel is only offline.

  16. 15

    There is no digital presence on Internet (corporate web or online shop).

  17. 16

    There is no digital marketing plan.

  18. 17

    The marketing plan includes a digital marketing plan with a separate budget.

  19. 18

    The web presence is transactional and key as sales and promotion channel for the product /service.

  20. 19

    The total potential of CRM is taken advantage of in order to develop specific actions per target . Social elements of CRM are integrated. CRM feeds the company’s value chain.

  21. 20

    There is a CRM tool that is used, but it is not exploited to its full potential given that the company does not have a clear CRM philosophy.

  22. 21

    Advertising/communication is centred on the offline area.

  23. 22

    Advertising/communication revolves around knowledge of the new consumer and his/her new purchase funnel. The channels are key in the whole communication strategy.

  24. 23

    The company’s processes are carried out fundamentally in a manual way. There is no integration of the same. They are not documented.

  25. 24

    The area of product / design development bases its proposals on intuition for the analysis of trends and some analysis on sales (which is received in a non structured way).

  26. 25

    There is a certain level of automation in the processes. Some ERP models have been implemented.

  27. 26

    There is an automatic system in order to incorporate information constantly (sales, qualitative, etc.) that determines the development of the product. Product co-creation models with the consumer are considered. Changes to adapt to the market are quick.

  28. 27

    All the features of cloud computing are taken advantage of for the integral management of the company with the objective of maximum efficiency and cost reduction.

  29. 28

    The company has specialised management systems. Generally client or client / server applications. Not necessarily an integral ERP.

  30. 29

    There is no client management based on CRM strategy.

  31. 30

    There is no concrete head of the digital area. Actions are implemented in a disorganised way with the corresponding area when needed.

33%

Result

DIGITAL_OFF

They have not reacted, or only superficially, in order to adapt to the digital environment.

They do not see the direct benefits for their company or they can not afford any investment at the moment.

They are afraid of the change of the status quo and digitalisation can mean an organisational change too complex to be taken on.

They are waiting. They think that by just opening a channel in Facebook they are digital.

Result

DIGITAL_IN

They have made some changes in the value chain.

There is awareness of the importance of digitalisation and steps are being taken to adapt the business to this effect. It?s in the CEO?s diary.

It is reflected in changes in particular areas of the value chain.

There is still no holistic vision of all the opportunities implied by digitalisation. There is still potential to improve but they are on the right track.

Result

DIGITAL_WOW!

They have realised that we are faced with a revolution that has changed the rules of the game.

There is a digital culture that pushes the company towards a change in the business model and in the value chain.

They not only change the processes but also take advantage of opportunities in a professional way and with resources to generate income.

They put the consumer at the heart of their strategy. The consumer changes, and so do they.