The document discusses the rise of the "Decision Economy", where consumers are able to make informed choices from vast amounts of available data and options using decision-making tools. This has evolved from the "Attention Economy" as attention itself has become a scarce resource. Marketers have not kept up with this change and often cannot quantify the impact of their decisions or marketing efforts. As a result, they are struggling to engage consumers effectively in this new decision-driven environment.
What’s trending in 2015 for wearables, virtual reality, consumer technology adoption? Find out (and more!) in GSW’s third report of their 4-part annual trends series: Digital Trends. With a unique perspective on behavioral trends at the cross section of digital + health, the report outlines the top eight trends expected to change the landscape in 2015.
Si te ha tocado ir a alguna junta y escuchaste la palabra "OMNICHANNEL" estás en el lugar correcto. Este documento te explicará en qué consiste este término.
What is Omnichannel Retail? Past. Present. Future.Mihai Dragan
Omnichannel retail allows traditional retailers to connect their existing channels such as brick and mortar or call centers to digital channels - online store, mobile app, social shopping channels and others.
This presentation focuses on how this came to be, what are the bottlenecks in implementing omnichannel retail and why should retailers switch to this new approach.
Probably the most compelling reasons to adapt to omnichannel retailing are today's customer demands. The customer wants 24/7 service and the same experience on all sales channels, whether it is the offline store, the mobile app or the brick and mortar outlet.
The document discusses how digital technology is transforming retail supply chains to meet evolving customer demands for omnichannel shopping experiences. Key points discussed include:
1) Customers expect seamless shopping across physical and digital channels, forcing retailers to rethink supply chain strategies and capabilities.
2) Meeting omnichannel demands requires flexibility, visibility, and agility across the entire supply chain from forecasting to last-mile delivery.
3) While e-commerce is growing, physical retail stores still play an important role in areas like product browsing, order fulfillment, and the overall customer experience.
Le meilleur des études Ipsos à travers le monde – Novembre 2016 Ipsos France
This document provides a summary of the November 2016 edition of Ipsos Update, which highlights recent research and insights from Ipsos teams around the world. It includes summaries of articles on topics like the need for device agnostic online research, analyzing China's automotive aftermarket, leveraging emotion in advertising, and determining the right digital advertising metrics. The document aims to present concise summaries of noteworthy research in an easily digestible format.
Digital marketplaces change behaviors of people, organizations and businesses. They introduce new forms of value exchange that result from connecting supply and demand in a new way. Learn how your brand can use digital to grow.
Barry Ooi presented on big data analytics in marketing. He discussed what big data is, how it is characterized by volume, variety, velocity and veracity. He provided examples of how companies like Hippo Snacks and Tesco have successfully used big data analytics in marketing. Food Genius was also discussed as an example of a company that collects and integrates restaurant data to provide insights to food marketers.
Mobile banking has become the dominant way customers interact with banks, with over half of all banking now taking place via mobile. By 2020, banking will be almost entirely mobile-first. Banks need to focus on optimizing the mobile experience and using mobile data to better understand customers and deliver personalized experiences and marketing. Native mobile messaging can also be used for important operational communications more effectively than traditional channels like email and SMS.
What’s trending in 2015 for wearables, virtual reality, consumer technology adoption? Find out (and more!) in GSW’s third report of their 4-part annual trends series: Digital Trends. With a unique perspective on behavioral trends at the cross section of digital + health, the report outlines the top eight trends expected to change the landscape in 2015.
Si te ha tocado ir a alguna junta y escuchaste la palabra "OMNICHANNEL" estás en el lugar correcto. Este documento te explicará en qué consiste este término.
What is Omnichannel Retail? Past. Present. Future.Mihai Dragan
Omnichannel retail allows traditional retailers to connect their existing channels such as brick and mortar or call centers to digital channels - online store, mobile app, social shopping channels and others.
This presentation focuses on how this came to be, what are the bottlenecks in implementing omnichannel retail and why should retailers switch to this new approach.
Probably the most compelling reasons to adapt to omnichannel retailing are today's customer demands. The customer wants 24/7 service and the same experience on all sales channels, whether it is the offline store, the mobile app or the brick and mortar outlet.
The document discusses how digital technology is transforming retail supply chains to meet evolving customer demands for omnichannel shopping experiences. Key points discussed include:
1) Customers expect seamless shopping across physical and digital channels, forcing retailers to rethink supply chain strategies and capabilities.
2) Meeting omnichannel demands requires flexibility, visibility, and agility across the entire supply chain from forecasting to last-mile delivery.
3) While e-commerce is growing, physical retail stores still play an important role in areas like product browsing, order fulfillment, and the overall customer experience.
Le meilleur des études Ipsos à travers le monde – Novembre 2016 Ipsos France
This document provides a summary of the November 2016 edition of Ipsos Update, which highlights recent research and insights from Ipsos teams around the world. It includes summaries of articles on topics like the need for device agnostic online research, analyzing China's automotive aftermarket, leveraging emotion in advertising, and determining the right digital advertising metrics. The document aims to present concise summaries of noteworthy research in an easily digestible format.
Digital marketplaces change behaviors of people, organizations and businesses. They introduce new forms of value exchange that result from connecting supply and demand in a new way. Learn how your brand can use digital to grow.
Barry Ooi presented on big data analytics in marketing. He discussed what big data is, how it is characterized by volume, variety, velocity and veracity. He provided examples of how companies like Hippo Snacks and Tesco have successfully used big data analytics in marketing. Food Genius was also discussed as an example of a company that collects and integrates restaurant data to provide insights to food marketers.
Mobile banking has become the dominant way customers interact with banks, with over half of all banking now taking place via mobile. By 2020, banking will be almost entirely mobile-first. Banks need to focus on optimizing the mobile experience and using mobile data to better understand customers and deliver personalized experiences and marketing. Native mobile messaging can also be used for important operational communications more effectively than traditional channels like email and SMS.
Frontier(less) Retail—an Innovation Group report created in partnership with WWD, the leading fashion, beauty and retail authority—reveals a retail landscape that has become borderless, blurred and amorphous.
Consumer expectations are becoming limitless—whether it’s instant delivery, intuitive commerce or compelling store experiences. Interfaces for retail are moving beyond the smartphone into our home environments, and the digital and physical worlds are blurring in new ways.
Understanding how US online shoppers are reshaping the retail experienceЮниВеб
Multichannel shopping is a major force reshaping retail as consumers lead the way in demanding excellence across channels. Key findings:
- 72% of US online shoppers consider themselves experts, shopping across 10+ categories on average.
- Convenience is the top reason for online shopping (28%), followed by reasonable prices and free delivery.
- Retailers are lagging behind consumers' sophistication and must improve digital offerings, store experiences, and consistency across channels.
The document discusses how online retailers need help efficiently converting website visitors to buyers and loyal customers in the face of increasing competition. It describes how Fanplayr addresses this need through cost-effective, dynamic personalization that goes beyond previous options for online retailers. This personalized approach uses AI and big data to optimize the online conversion funnel and provide a material uplift in revenue for retailers.
Patrick Rodmell's highly visual, interactive and provocative look at:
1) The prominent trends that will influence what tomorrow's customers will buy, how they will buy it and where they will shop;
2) The role insights and shopper marketing play in defining the path to purchase;
3) Innovations that have been developed in response to these trends that are currently being tested in the retail industry; and
4) A hindsight look at the predictions Rodmell made in 2007, and how many have come to fruition.
This document provides an executive summary of a report on how consumer behavior is changing and the implications for businesses. Some key points:
- Consumers have become more cautious researchers who expect value, quality, and personalization. They are versatile in their use of channels.
- Online purchasing and research is increasing across most categories, though some like cars remain more in-store. Brand loyalty is up but varies.
- Digital consumers can be divided into informers, buyers, and "hypertaskers" who are best informed and versatile.
- Businesses must provide excellent, personalized experiences across channels through advanced analytics and innovation to succeed. Silos must be dismantled to allow new ideas to flourish.
You are your content - Being here, now: State of content 2017Accenture Insurance
Our relationship to content has been transformed. So many aspects of our lives, big and small, are lived online. From education to recreation, one is hard-pressed to identify aspects of modern life not changed by digital content. This second annual study from Accenture Interactive surveyed over 1,000 executives from 14 countries and 18 industries to understand this shifting paradigm, and to help organizations respond.
Content must be a vital expression of an organizations purpose, and true to its lifeblood. Content is how the organization expresses itself. In this hyper-connected age, You are Your Content, it is the voice of your organization. And so, it is no surprise that organizations are beginning to want to own that voice, building new in-house capabilities, innovating in distribution channels, focusing on quality, and establishing stewardship at the most senior levels of the organization in order to be everywhere for their audiences.
Cannes Lions is the world's biggest celebration of creativity in communications. For 60 years it’s been home to the biggest ideas changing how brands interact with customers. This year, it turned its attention to health. 800 people from 50 countries gathered to share, judge and celebrate the life-changing creativity of the world’s best healthcare agencies. Inside, you’ll find a quick-scan summary of the conference’s content, including short stories, memorable quotes, great creative, and even a few share-worthy tweets.
[Nielsen] Whats next in e-commerce report Otc 2017Duy, Vo Hoang
This document discusses the growth of e-commerce and the omnichannel consumer. Some key points:
- E-commerce sales are growing rapidly but profitability remains elusive for many online retailers.
- Fast moving consumer goods (FMCG) will gain importance online as time-poor consumers seek convenience.
- Retail e-commerce is underutilized and poised for rapid changes as connectivity and mobile usage increases globally.
- Success will depend on understanding complex consumer purchasing dynamics across online and offline channels.
This document provides a handbook for driving performance in the retail industry. It discusses the evolving retail landscape and complex customer journey. It presents a methodology with four pillars: visibility, integrated media, relevancy, and conversion. It covers topics like the importance of mobile, social media, third parties, and creating engaging experiences across touchpoints. The goal is to provide tools and strategies to succeed in today's marketplace by taking a participant-centered approach.
Le meilleur des études Ipsos à travers le monde – Juin 2016Ipsos France
This document provides a summary of the June 2016 edition of Ipsos Update, which highlights recent research and analyses from Ipsos teams around the world. It includes summaries of studies on Brexit and its aftermath, political instability and evaluations of governments worldwide, consumer trends in Brazil, behavioral science applications, changes in the media/advertising/technology landscape, the future of financial services and money, advanced data analytics techniques, summer travel patterns, car buying in China, and virtual reality. The newsletter is intended to concisely share insights from Ipsos with colleagues and clients.
Growth on Tap: Smartphones and Tablets Dominate Visit, Basket GrowthDemandware
Tap devices like smartphones and tablets now account for 65% of the growth in digital commerce orders. Visits from tap devices have increased dramatically over the past year, with visits from smartphones up 52% and tablets up 28%, while visits from computers have declined 1%. Tap devices are also driving 74% of the growth in shopping baskets. While computer users are more likely to start the checkout process, completion rates are higher on tap devices, with smartphones seeing a 7% higher completion rate than computers. The report predicts these trends will continue, with tap devices making up 45% of traffic by the fourth quarter and engagement growing further.
This report dives into the topic of consumer trends emerging under the sudden disruption of nearly all industries in the global marketplace due to COVID-19. Based on a number of studies and market research, how will consumer behaviors and preferences change in a post COVID-19 era?
The document discusses trends around physical and digital communication. It notes that while digital communication has become very common, people are increasingly appreciating slower, more mindful communication through physical mail. Brands are finding ways to combine digital and physical elements by adding things like QR codes to mail that link to digital content or by digitizing physical mail. This fusion allows people to experience communication across both the physical and digital realms.
The Accelerating Growth of Frictionless Commerce | A.T. KearneyKearney
Traditional payments are being replaced by new "frictionless" options that use customer-provided data to make a purchase without an explicit customer decision.
Book - Retail's Last Mile Why Online Shopping Will Exceed Our Wildest Predict...Jonathan Reeve
The document discusses how online shopping is disrupting store retail. It makes three key points:
1) While some customers enjoy shopping in stores, most do it out of convenience since there were no good alternatives. This is changing as technology enables convenient online shopping.
2) An expert predicts that innovations in last-mile delivery will allow online shopping to overtake physical shopping within 20 years. However, few retailers understand how much their business models need to adapt.
3) The Amazon's of the world have embraced the changes but most retailers are unprepared for the threat of online shopping. The author urges retailers to get ready for the disruption before it's too late.
PROSUMER REPORT DIGITAL AND THE NEW CONSUMERHavasWWSpain
This document summarizes the key findings of a survey about digital commerce and consumer shopping habits. The survey found that:
- Most consumers now feel comfortable making purchases online and via mobile devices, though security concerns still exist for many.
- People are increasingly blending online and offline research and activities to make purchase decisions in a seamless way across channels.
- Social media has become an important way for consumers to communicate with brands and get opinions from others.
Highlights from the Cannes Lions Health creative shortlist and conference talks. Best case studies, stories and examples from pharmaceutical and healthcare marketing in 2016.
Abe Mezrich Five Key Questions for Measuring Catalog EffectivenessAbe Mezrich
The document discusses 5 key questions for measuring catalog effectiveness: 1) How large should the catalog investment be? The answer depends on sales and revenue, but increasing investment may reach diminishing returns. 2) What should the catalog look like? Analytics can inform decisions around pages, products, and quality. 3) What needs to be controlled for? Factors like season, customer predisposition, concurrent promotions, and customer experience impact results. 4) What is the optimal circulation? Decisions include targets, frequency, and email syncing. 5) Where does the catalog fit in the customer journey? Analytics should assess impact in context of all marketing touches.
You are so far behind you think you are firstSeedstars World
You are so far behind you think you are first.
What if emerging markets was where disruptive innovation and global companies were being build?
Seedstars World presents here the top 8 trends that will convince you to book your ticket to Nigeria, Colombia or Thailand.
Frontier(less) Retail—an Innovation Group report created in partnership with WWD, the leading fashion, beauty and retail authority—reveals a retail landscape that has become borderless, blurred and amorphous.
Consumer expectations are becoming limitless—whether it’s instant delivery, intuitive commerce or compelling store experiences. Interfaces for retail are moving beyond the smartphone into our home environments, and the digital and physical worlds are blurring in new ways.
Understanding how US online shoppers are reshaping the retail experienceЮниВеб
Multichannel shopping is a major force reshaping retail as consumers lead the way in demanding excellence across channels. Key findings:
- 72% of US online shoppers consider themselves experts, shopping across 10+ categories on average.
- Convenience is the top reason for online shopping (28%), followed by reasonable prices and free delivery.
- Retailers are lagging behind consumers' sophistication and must improve digital offerings, store experiences, and consistency across channels.
The document discusses how online retailers need help efficiently converting website visitors to buyers and loyal customers in the face of increasing competition. It describes how Fanplayr addresses this need through cost-effective, dynamic personalization that goes beyond previous options for online retailers. This personalized approach uses AI and big data to optimize the online conversion funnel and provide a material uplift in revenue for retailers.
Patrick Rodmell's highly visual, interactive and provocative look at:
1) The prominent trends that will influence what tomorrow's customers will buy, how they will buy it and where they will shop;
2) The role insights and shopper marketing play in defining the path to purchase;
3) Innovations that have been developed in response to these trends that are currently being tested in the retail industry; and
4) A hindsight look at the predictions Rodmell made in 2007, and how many have come to fruition.
This document provides an executive summary of a report on how consumer behavior is changing and the implications for businesses. Some key points:
- Consumers have become more cautious researchers who expect value, quality, and personalization. They are versatile in their use of channels.
- Online purchasing and research is increasing across most categories, though some like cars remain more in-store. Brand loyalty is up but varies.
- Digital consumers can be divided into informers, buyers, and "hypertaskers" who are best informed and versatile.
- Businesses must provide excellent, personalized experiences across channels through advanced analytics and innovation to succeed. Silos must be dismantled to allow new ideas to flourish.
You are your content - Being here, now: State of content 2017Accenture Insurance
Our relationship to content has been transformed. So many aspects of our lives, big and small, are lived online. From education to recreation, one is hard-pressed to identify aspects of modern life not changed by digital content. This second annual study from Accenture Interactive surveyed over 1,000 executives from 14 countries and 18 industries to understand this shifting paradigm, and to help organizations respond.
Content must be a vital expression of an organizations purpose, and true to its lifeblood. Content is how the organization expresses itself. In this hyper-connected age, You are Your Content, it is the voice of your organization. And so, it is no surprise that organizations are beginning to want to own that voice, building new in-house capabilities, innovating in distribution channels, focusing on quality, and establishing stewardship at the most senior levels of the organization in order to be everywhere for their audiences.
Cannes Lions is the world's biggest celebration of creativity in communications. For 60 years it’s been home to the biggest ideas changing how brands interact with customers. This year, it turned its attention to health. 800 people from 50 countries gathered to share, judge and celebrate the life-changing creativity of the world’s best healthcare agencies. Inside, you’ll find a quick-scan summary of the conference’s content, including short stories, memorable quotes, great creative, and even a few share-worthy tweets.
[Nielsen] Whats next in e-commerce report Otc 2017Duy, Vo Hoang
This document discusses the growth of e-commerce and the omnichannel consumer. Some key points:
- E-commerce sales are growing rapidly but profitability remains elusive for many online retailers.
- Fast moving consumer goods (FMCG) will gain importance online as time-poor consumers seek convenience.
- Retail e-commerce is underutilized and poised for rapid changes as connectivity and mobile usage increases globally.
- Success will depend on understanding complex consumer purchasing dynamics across online and offline channels.
This document provides a handbook for driving performance in the retail industry. It discusses the evolving retail landscape and complex customer journey. It presents a methodology with four pillars: visibility, integrated media, relevancy, and conversion. It covers topics like the importance of mobile, social media, third parties, and creating engaging experiences across touchpoints. The goal is to provide tools and strategies to succeed in today's marketplace by taking a participant-centered approach.
Le meilleur des études Ipsos à travers le monde – Juin 2016Ipsos France
This document provides a summary of the June 2016 edition of Ipsos Update, which highlights recent research and analyses from Ipsos teams around the world. It includes summaries of studies on Brexit and its aftermath, political instability and evaluations of governments worldwide, consumer trends in Brazil, behavioral science applications, changes in the media/advertising/technology landscape, the future of financial services and money, advanced data analytics techniques, summer travel patterns, car buying in China, and virtual reality. The newsletter is intended to concisely share insights from Ipsos with colleagues and clients.
Growth on Tap: Smartphones and Tablets Dominate Visit, Basket GrowthDemandware
Tap devices like smartphones and tablets now account for 65% of the growth in digital commerce orders. Visits from tap devices have increased dramatically over the past year, with visits from smartphones up 52% and tablets up 28%, while visits from computers have declined 1%. Tap devices are also driving 74% of the growth in shopping baskets. While computer users are more likely to start the checkout process, completion rates are higher on tap devices, with smartphones seeing a 7% higher completion rate than computers. The report predicts these trends will continue, with tap devices making up 45% of traffic by the fourth quarter and engagement growing further.
This report dives into the topic of consumer trends emerging under the sudden disruption of nearly all industries in the global marketplace due to COVID-19. Based on a number of studies and market research, how will consumer behaviors and preferences change in a post COVID-19 era?
The document discusses trends around physical and digital communication. It notes that while digital communication has become very common, people are increasingly appreciating slower, more mindful communication through physical mail. Brands are finding ways to combine digital and physical elements by adding things like QR codes to mail that link to digital content or by digitizing physical mail. This fusion allows people to experience communication across both the physical and digital realms.
The Accelerating Growth of Frictionless Commerce | A.T. KearneyKearney
Traditional payments are being replaced by new "frictionless" options that use customer-provided data to make a purchase without an explicit customer decision.
Book - Retail's Last Mile Why Online Shopping Will Exceed Our Wildest Predict...Jonathan Reeve
The document discusses how online shopping is disrupting store retail. It makes three key points:
1) While some customers enjoy shopping in stores, most do it out of convenience since there were no good alternatives. This is changing as technology enables convenient online shopping.
2) An expert predicts that innovations in last-mile delivery will allow online shopping to overtake physical shopping within 20 years. However, few retailers understand how much their business models need to adapt.
3) The Amazon's of the world have embraced the changes but most retailers are unprepared for the threat of online shopping. The author urges retailers to get ready for the disruption before it's too late.
PROSUMER REPORT DIGITAL AND THE NEW CONSUMERHavasWWSpain
This document summarizes the key findings of a survey about digital commerce and consumer shopping habits. The survey found that:
- Most consumers now feel comfortable making purchases online and via mobile devices, though security concerns still exist for many.
- People are increasingly blending online and offline research and activities to make purchase decisions in a seamless way across channels.
- Social media has become an important way for consumers to communicate with brands and get opinions from others.
Highlights from the Cannes Lions Health creative shortlist and conference talks. Best case studies, stories and examples from pharmaceutical and healthcare marketing in 2016.
Abe Mezrich Five Key Questions for Measuring Catalog EffectivenessAbe Mezrich
The document discusses 5 key questions for measuring catalog effectiveness: 1) How large should the catalog investment be? The answer depends on sales and revenue, but increasing investment may reach diminishing returns. 2) What should the catalog look like? Analytics can inform decisions around pages, products, and quality. 3) What needs to be controlled for? Factors like season, customer predisposition, concurrent promotions, and customer experience impact results. 4) What is the optimal circulation? Decisions include targets, frequency, and email syncing. 5) Where does the catalog fit in the customer journey? Analytics should assess impact in context of all marketing touches.
You are so far behind you think you are firstSeedstars World
You are so far behind you think you are first.
What if emerging markets was where disruptive innovation and global companies were being build?
Seedstars World presents here the top 8 trends that will convince you to book your ticket to Nigeria, Colombia or Thailand.
Rongjian Ni has experience organizing volunteer activities and community service as a student representative in high school in China from 2009 to 2012. He is currently studying Hospitality Management at The Emirates Academy of Hospitality Management in Dubai, and has worked in various roles in the hospitality industry, including as a supervisor, pastry chef, waiter, bartender, and more. He has received recognition from guests for his customer service skills. Rongjian is proficient in Mandarin Chinese, English, Microsoft Office, research, and driving.
The document is an advertisement for Neustar's consumer profiling and targeting services. It uses a fictional family, the Wagners, to showcase how Neustar can provide insights into consumer interests, behaviors and purchasing habits that go beyond basic demographics. The profiles are compiled using Neustar's products and services, not actual online activity data. The ad encourages readers to learn more about Neustar's trusted identity data and insights that can help improve marketing personalization and performance.
Este documento presenta una lista de verificación para evaluar un proyecto de organización empresarial desarrollado por un estudiante. La lista incluye criterios como la presentación, portada, contenido del proyecto (que debe incluir tipos de departamentalización, organigrama, descripciones de puesto y estructura de valores) y bibliografía. El estudiante recibirá una calificación basada en el cumplimiento de estos criterios.
Hortonworks provides an open source Apache Hadoop data platform to help organizations solve big data problems. It was founded in 2011 and was the first Hadoop company to go public. Hortonworks has over 800 employees across 17 countries and over 1,350 technology partners. Hortonworks' Hadoop Data Platform is a collection of Apache projects that provides data management, data access, governance and integration, operations, and security capabilities for enterprises. The platform supports batch, interactive, and streaming analytics on large volumes of structured and unstructured data across on-premise and cloud deployments.
Neustar is a fast growing provider of enterprise services in telecommunications, online advertising, Internet infrastructure, and advanced technology. Neustar has engaged Think Big Analytics to leverage Hadoop to expand their data analysis capacity. This session describes how Hadoop has expanded their data warehouse capacity, agility for data analysis, reduced costs, and enabled new data products. We look at the challenges and opportunities in capturing 100′s of TB’s of compact binary network data, ad hoc analysis, integration with a scale out relational database, more agile data development, and building new products integrating multiple big data sets.
Resumo
O mercado consumidor jovem encontra-se no cerne das estratégias de marketing das organizações
contemporâneas, principalmente por compor a maior parte da população brasileira de acordo com o
IBGE, além disso, possui cada vez mais poder de compra e vontade de consumir. Nesse contexto, esta
pesquisa tem como objetivo identificar efeitos do marketing nos hábitos de consumo de integrantes da
Geração Z. A amostra estudada foram integrantes da Geração Z do município de Pato Branco
localizado na Região Sudoeste do Estado do PR. A pesquisa classifica-se como exploratória e
descritiva, numa abordagem quali-quantitativa. Os procedimentos técnicos empregados foram a
pesquisa bibliográfica e a pesquisa de campo com aplicação de 141 questionários a adolescentes de
faixa etária entre 14 e 22 anos. Os resultados indicam que a geração Z mostra-se com perfil de
consumo consciente, que buscam informações antes da realização da compra e a busca em um produto
é por qualidade e bom preço. A presença do meio online existe não apenas no momento da compra,
mas também na busca por informações sobre o mesmo, mostrando a importância da presença das
marcas no meio online e no investimento em marketing.
Palavras chave: Geração Z. Marketing. Consumo. Comportamento do Consumidor.
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The document discusses railway signaling and train control systems. It begins with an introduction to various railway signaling devices like signals and switches. It then provides overviews of different train control systems used in Europe like TVM, KVB, TBL, ETCS. It discusses the signaling and control systems on the Eurostar high-speed train. The document then shifts to discussing software used in train control systems like SIBAS 32 and how it has evolved. It provides examples of SIBAS 32 usage. It concludes with discussions of formal methods for verifying railway interlocking systems and examples of industrial case studies applying formal methods.
1) O documento discute a numerologia bíblica, afirmando que Deus fala através dos números e que estes ensinam sobre Deus. 2) Apresenta sete princípios sobre os números na Bíblia, como certos números como 3, 7 e 40 aparecerem com frequência em eventos significativos. 3) Discutem que as palavras originais hebraicas e gregas da Bíblia possuem valores numéricos associados às letras.
El documento habla sobre el número áureo o razón dorada, que representa la división armónica de un segmento. Tiene valor aproximado de 1,618 y se encuentra presente en la naturaleza, arquitectura y arte. La serie de Fibonacci también está relacionada con este número, y ambos tienen importancia debido a su presencia en proporciones humanas y patrones de crecimiento.
El documento explica el número de oro (1,618...) y su relación con la sección áurea. El número de oro surge de la división de un segmento en proporción áurea y aparece de forma natural en la sucesión de Fibonacci, la espiral logarítmica y en obras de arte y la naturaleza.
1. Los griegos creían que la belleza se basaba en proporciones matemáticas perfectas.
2. La sección áurea, cuyo valor es aproximadamente 1.618, se consideraba la proporción más bella.
3. Esta proporción se encuentra con frecuencia en la naturaleza y en obras de arte y arquitectura griegas como el Partenón.
These factors — and the challenges they present — are fairly new or not fully understood yet, which seems to explain why they aren’t currently top-of-mind. They also garner less attention from the C-Suite because they are not easily quantifiable. Nearly all factors discussed here have deeply human and emotional traits to them, making them somewhat unique and harder to grasp. Nonetheless, we believe they are of great importance in the future of marketing and should be addressed accordingly.
A general report that looks at the communication and marketing trends happening in the market. Report covers both technology factors and consumer trends, and how these two areas are converging like never before.
The Greek philosopher Heraclitus said, “The only thing that is constant is change,” and nowhere does this seem truer than in the world of marketing. Change seems to happen more frequently and with more severe consequences than ever before. Learn about five key factors driving complexity in today's marketplace.
We are all living through a period of exciting, widespread
technological change. We need to be prepared to take on
the challenges and embrace the many opportunities that
the data revolution brings.
Digital Marketing Trends Report 2019 & "Did You Know?" About Google, Facebook...Ioana Barbu
Digital Marketing Report covering latest trends in social media communication and digital marketing for Business to Business, Business to Consumer, eCommerce, Web design & Mobile Marketing as well as Corporate Communication.
Towards the end you will also find some "Did you know"s about the current Digital landscape, Google - the largest search engine owner in the world covering over 90% of searches globally and Facebook - still the largest mass social media platform in the world.
Rethinking Business Operation in DT Age ——Jet Jing, Vice President, Alibaba G...Simba Events
Jet Jing, Vice President of Alibaba Group, discusses opportunities for innovation in the digital age. As the mobile internet changes consumption behaviors, product lifecycles are shortening and consumers are becoming more fickle. Jing argues that to capitalize on new opportunities, companies must innovate their products, organization structures, and channel management capabilities. Alibaba's ecosystem of 500 million monthly users provides data that brands can use to better understand target audiences and develop innovative products aligned with consumer needs and behaviors.
Medicare Marketing in Our Digital World- The definitive digital marketing han...Scott Levine
The document discusses how Medicare marketers are struggling to develop digital marketing strategies despite their audiences increasingly using digital channels. It notes that 65% of Medicare marketers felt unprepared for digital strategies. While older generations are adopting digital at rising rates, with 76% of 60-69 year olds using the internet daily, Medicare marketers have been slow to shift marketing online. The document argues that Medicare marketers must recognize their audiences are digital and develop comprehensive digital strategies that incorporate all channels, including mobile. It provides data on older Americans' digital usage and outlines 50 questions organizations should consider before developing a digital Medicare marketing strategy.
Marketing of Information Products and Services.pptxSiva Kumar
This document provides an overview of key marketing concepts and terms:
- Marketing is defined as the promotion of products/services to induce customers to buy through various mediums. It aims to build long-term relationships between buyers and sellers.
- Philip Kotler is considered the "father of modern marketing" for his influential textbook "Marketing Management" and decades of teaching marketing at Kellogg School of Management.
- Marketing strategies involve environmental scanning, goal-setting, developing the optimal marketing mix, and monitoring progress. The document outlines several common marketing strategy types based on market dominance.
This document provides a summary of the latest research and insights from Ipsos teams around the world. It includes short summaries of research on topics such as innovation, branding, corporate communications during COVID-19, concerns related to the pandemic, views of various countries, and the upcoming US election. The goal is to present concise overviews of important Ipsos work in an easy to digest format. Links are included for those wanting more details on specific research areas.
Dancing with the eight ball speech copy denmarkMisia Tramp
The document discusses how companies can use online data and social media insights to better understand customers and identify new opportunities. It provides examples of three case studies:
1) A tech company used online observations to understand why business customers were switching providers and identified a new target audience of decision makers.
2) A CPG company explored discussions around value products and discovered opportunities for new quality offerings.
3) A luxury travel company uncovered the preferences of affluent younger travelers by analyzing Instagram posts to design new services for this emerging market.
1. The document discusses recent trends in the retail industry, including the rise of omnichannel retailing, increasing online shopping and mobile payments, and a focus on personalized customer experiences.
2. Key trends include increasing consumer interconnectivity and demand for individualized experiences, as well as the growth of social media and data collection about customers.
3. Retailers face issues around managing large amounts of customer data while respecting privacy, and need to listen to consumers through multiple new channels to understand changing needs and spot trends.
Taking advantage of new market opportunities articleMarket Insights
The document discusses 10 areas of opportunity for financial institutions in 2011 based on changes in the marketplace. The first opportunity is to truly know your market through quantitative data on demographics, psychographics, competition, product usage, and projected growth. This will help institutions target specific market segments rather than aiming for the mass market. The second opportunity is to acknowledge the post-recession consumer mindset of reduced spending and changed financial behaviors. Other opportunities include drawing inspiration from innovative companies outside of finance, ensuring parity with evolving consumer expectations, strategically choosing which new opportunities to pursue, institutionalizing marketing throughout the organization, and highly targeting specific market segments.
The document discusses the history and growth of the internet from its origins in the 1950s to the present day. It outlines how the internet has evolved from a system connecting computers to share information to becoming integrated into almost every aspect of modern life. Billions of people now access the internet daily through various digital devices. The widespread availability and use of the internet has revolutionized commerce through e-commerce, with online sales growing rapidly to exceed $5 trillion globally. Marketers can now closely target consumers by analyzing their online behavior and preferences.
Digital natives are using technology to change how businesses operate in three main ways: in real-time, through dynamic pricing, and by quantifying everything. This generational shift allows for more efficient decisions through access to up-to-date information and pricing that adjusts based on current conditions. However, businesses must also consider factors like building trust and relationships through a human touch rather than just data collection and profit motives.
Sales & marketing- marketing to consumers one at a timeeTailing India
Consumers have evolved a lot. Business models are following the consumer evolution. Few disruptions that have happened are internet penetration and mobile phones. Most of the users have multi-screen behavior. From browsing products to compare prices, there are more choices available for users. These have led to an impulsive behavior which has given rise to new marketing challenges. Marketing has evolved where digital marketing is working along with traditional media.
Le deficit de l'attention : comment les marques peuvent-elles se faire entend...Ipsos France
The document discusses how brands can gain attention in a world of media overload and shortening attention spans. It notes that the average attention span has fallen to 8 seconds and people are trying to consume more information across more devices than ever before. To be heard, brands need to create simple and emotionally-driven communications that resonate with people and meet them at the right time and place. Research that observes people's real-world responses and measures attention in the moment can help brands optimize their efforts to cut through the noise.
This thought piece, authored by strategists from the Proximity network and presented by Digital Lab, examines the empirical need for social media investment by brands and explores the frameworks for measuring the...
Transform results by focusing on receptive audiences TNS
The best ad in the world won’t deliver results if it can’t reach those likely to buy its product. A future-focused approach to identifying receptive audiences is delivering results where traditional targeting has failed.
Consumers, context, and a future for communications planningJames Caig
This document discusses the changing communications landscape and opportunities for communications planning agencies. It notes that while technological changes are rapid, human motivations remain constant. To thrive, communications planning must innovate in how it engages clients and matches insights about consumer needs and behaviors with flexible marketing approaches. By understanding context and focusing on utility rather than just selling what brands want, communications planning could lead brands successfully into the future by helping people get what they want.
Digital Leadership Series : Shawn O'Neal Capgemini
Shawn O’Neal is VP of Global Marketing Data and Analytics at Unilever, part of the Consumer & Marketing Insights (CMI) team, and he leads the company’s Global People Data Program.
The ultimate objective of the program is to enable 1 billion relationships through digital data analysis and new ways of
connecting with people.
In his 12 years at Unilever, Shawn has worked across a range of roles in customer development
and consumer & marketing insights, with a particular focus on strategy, analysis, and the optimal use of information for
decision-making.
Similar to Abe Mezrich Communications Decision Economy (20)
1. We’re living through a dramatic change in the way consumers and businesses interact.
It’s called the Decision Economy, it’s transforming the playbook, and it’s separating the
winners from the losers as businesses work to drive sales in a very new world.
1
2. Today, I’ll explain what the decision economy is –and why harnessing it effectively is
make-or-break for your company’s future. We’ll talk about the ways today’s Attention
Economy is evolving into the new Decision Economy. We’ll ask if marketers are ready
for that new decision-based world. And we’ll explore the ways your company needs to
shift its marketing to thrive in a future ruled by one word: decide.
2
3. OK, so what is the Decision Economy? How does it differ from business as usual? Let’s
dive in…
3
4. It all starts with the new data deluge. You’ve probably heard plenty about this data
deluge before. But I want to focus in on the scope—on how big that data explosion
really is. Consider just one stat. According to one IBM study, over 90% of the data in
the world today has been created in the last five years. That means that if you were to
take a time machine and travel just five years back in time, the information you could
engage with would be dramatically less. It would be a different world.
4
5. Let’s look at that explosion a little differently. If you follow the evolution of computing -
from the inception of modern computing with the first mainframes in the 1950s, to the
birth of the Internet, then cloud computing, followed by the sensor-based information
we’re seeing emerge today – you see that the data explosion is happening on not one,
but two levels. First, the types of data we can interact with are dramatically shifting.
There are a lot of problems you can solve on iPhone today that a goliath machine in
the Mad Men era just couldn’t come close to. That’s a qualitative difference.
5
6. Second, the amount of data we’re engaging with is growing exponentially. In 2006, the
combined space of all computer hard drives in the world was estimated at
approximately 160 exabytes. That’s a lot of information. But by 2016, we’re expected to
surpass a zettabyte of IP traffic – that’s 1000 exabytes! You’re talking about mind-
bending growth, in a matter of ten short years. When you take qualitatively different
data being gathered and created, at a scale to the tune of thousands of exabytes –
you’re staring right at a seismic shift.
6
7. That shift changes a lot about how we, as human beings, behave. Access to all that
data becomes a critical human need.
7
8. The explosion of information also means that engaging with the data becomes central
to how we experience the world – in ways that rapidly become a part of daily life. Take
the way snapping photos with your phone went form something you’d never think of
doing – to something you do all the time – seemingly overnight. Compare the scene at
these two papal inaugurations – one for Pope Benedict in 2005, the second for Pope
Francis just eight years later – and you’ll see what I mean.
8
9. All the information is incredible. But here’s the thing: it turns out, we can’t actually use
all the data that we produce. There’s only so many photos you can look at any given
time. So with all that unprecedented data comes unprecedented information overload.
All that data also drives something that economists call “The Attention Economy”: with
so much information out there but only so much capacity to consume it, attention itself
becomes a scarce resource. We’re all constantly making definitive choices – knowingly
or not – to pay attention to one piece of information, and to ignore another. Engaging
with the consumer – aka marketing—becomes the skill of gaining access to consumers’
scarce attention resource.
9
10. So how are consumers navigating their way through the dizzying array of attention
options? They’re turning to a new class of decision technologies that do essentially two
things. First, these technologies present consumers with a clear array of the options
they’re choosing from – so they know what they could be choosing out of the sea of
options. They make their choices clear. Second, these technologies provide valuable
data insights to help consumers choose amongst all these options. Together, these
technologies give consumers unprecedented power to make informed decisions about
which messages to engage with, which ones they’ll respond to.
10
11. You’re pretty familiar with a lot of these technologies. One example is one you’ve likely
been using for a while: DVR. At its core, DVR is a decisioning tool to help you
understand what you could be watching—and to decide what you will, and won’t,
ultimately choose to watch.
11
12. And, of course, DVR has become a critical staple of the viewing experience along the
way. But here’s the thing – it’s not just media that’s competing for consumers attention.
And it’s not just media consumption decisions that consumers are turning to decision
technologies for help with. The new wealth of data is helping consumers make
decisions about a whole host of real- life issues. Issues like…
12
13. …salad dressing. That’s not such a small decision when you consider just how many
salad dressings we all need to choose from. In psychologist Barry Schwartz’s famous
TED talk on the Paradox of Choice –the ways a flood of choice gives consumers more
options, but might be making us all less happy – Schwartz talks about the 175 types of
salad dressings in his local supermarket. That was in 2005—when online food shopping
was a lot less common, and when there were fewer supermarket options (at least in the
US).
13
14. And it’s hardly just salad dressing. According to a recent Accenture report covered in
the Wall Street Journal, the typical U.S. grocery store now stocks up to 50,000
products—up from 15,000 in 1991. That’s a lot of items to choose from on a shopping
trip. In a world with so much choice, how do consumers survive? They survive by
turning to decision tools that turn the shopping experience from this…
14
15. …to this. To be sure, services like Amazon offer convenience that brick-and-mortar
stores don’t. But what they also provide is decision interfaces that help customers
navigate complex buying decisions, quantifying them into key data points – like price,
product category, customer rating and popularity. (And if you’ve ever been stuck like a
deer in headlights at the salad dressing aisle, you know how complex the decision
really is!)
15
16. These kinds of applications are guiding all kinds of decisions – from what salad
dressings to buy, to what small businesses to interact with (or to avoid like the plague).
16
17. Decision applications are also helping decide amongst many other choices, too – like
which route to take from point A to Point B. The common thread is that these
applications are revealing a wide array of options from amongst which consumers can
choose, and helping them narrow choices down via key data – whether it’s price, rating,
or length of a trip.
[Note: original talk delivered in Munich]
17
18. In other words, through decision applications, consumers are harnessing the power of
data to survive the “attention economy”, focus their attention, and make good
decisions an exhausting sea of choices. With that power, the nature of the attention
economy itself has changed. Consumers’ guiding force is no longer fleeting attention.
It’s informed, data-driven decisions. Which brings us to the next evolution of the
Attention Economy. Welcome to the Decision Economy.
18
19. But as consumers are connecting with information, items, and brands through a new
tool kit of decision applications of all kinds, are marketers responding with the right
decision tools of their own to engage with the newly decisive consumer? Are
businesses ready to engage with consumers in this new decision economy?
19
20. Often, unfortunately, the answer is no. I say this because most marketers aren’t able to
effectively quantify the impact of decisions they’ve already made. And if they can’t fully
understand the ways their prior marketing choices impacts the bottom line, they can’t
decide what they should do next, either. To offer just one of many examples: a 2014
Oracle/Econsultancy survey found that nearly two-thirds of digital marketers place integrated
cross-channel marketing—that is, coordinating all marketing efforts across outlets – as a very
high priority. And yet less than half can quantify the ways their customers interact with their
brand across all those marketing channels, and use that understanding to guide their
marketing expenditures. Meanwhile, less than 1 in 5 of the nearly 1,000 professionals surveyed
could measure the financial impact of cross-channel efforts. In other words, marketers know
what they need to do – but they can’t get the hard data on the effectiveness of the things
they’re doing. And without that knowledge of effectiveness, the can’t decide what needs to be
their next move.
20
21. And when marketers can’t quantify their results, they also can’t take credit for their wins
– or avoid blame for their failures. This quote from an Intel executive about life just a
few years ago—before they overhauled their marketing analytics program—is
indicative of where many marketers live today.
21
22. Meanwhile, without a clear path to the right decisions, marketing isn’t able to execute
on its primary role – supporting sales. Some industry stats:
• 46% of leads die without follow-up
• 94% of leads never close
• 45% of companies believe sales and marketing are not aligned
• 52% of sales reps never achieve quota.
With all that context, it’s no wonder that marketers are overlooked as a professional
class. 90% of CFOs believe marketing is unaccountable. Plus, marketers have only
single-digit representation on boards, and almost never progress from the CMO role to
the CEO position. Without the ability to say they’ve made the best decisions, marketers
are being passed over as leaders.
22
23. So while consumers are swimming in data-driven decision tools, marketers are less
effective than they should be, and less professionally successful than they deserve to
be, because of data blindness. That’s pretty dire. But the new math of marketing
analytics is here to help. With it, companies and marketers can understand what’s
working in marketing, what isn’t working, and how to make the right decisions for the
new Decision Economy.
23
24. So how do businesses market correctly – how do they leverage the math and
technology in the right way, to win in the new world? They need to follow the 3 Steps
to Decision Success.
24
25. The first step is understanding all the factors that drive marketing success. Just like
travelers can make better driving decisions when Google provides them with not just
data about what streets go where, but information about a whole host of factors – like
traffic and road conditions at any given moment; or restaurant-goers make better meal
decisions when Yelp reviewers comment on a range of factors - not just about food
quality, but about things like ambience, location, and service—marketers make better
decisions when they understand the whole host of factors that work together to make
marketing succeed or fail.
25
26. That starts with going beyond measuring the obvious. Most marketers already know
the great performance measurement they receive from outlets with a clear path of
clicks from marketing engagement to a purchase – like email or paid search. But to
understand how all of your marketing is really performing, you need to stretch the
limits of what you’re going to evaluate and measure. Here’s one example of a hard-to-
measure medium – social – and some coverage we got for a recent analysis we did on
the impact of Twitter on automotive sales in the US…
26
27. Nor can you understand how each part of the marketing equation operates in a silo.
Let’s go back to the Google Maps analogy: you can make better driving decisions if you
know about routes, traffic, and road conditions. But that information is of limited use if
can’t combine them together into one view. And in marketing, getting combined
information is all the more important, because no marketing you do acts in a vacuum.
The TV ad you ran can make consumers more responsive to your catalog they receive
in the mail. Those two channels combined may make consumers more responsive to
your online video ad. So you can’t measure the impact of the online video ad without
understanding how the TV ad and the catalog drop worked together to help make the
video ad an even bigger success. Evaluating the merits of all your channels – and
deciding how to allocate marketing budgets going forward – will mean giving each
channel credit for the amount it contributed to the overall program. And while most
marketers understand this in theory, many marketers are still analyzing each of their
marketing efforts as a separate P & L. That means, when they tie each marketing outlet
back to business impact, each outlet seems to have driven a lot more revenue than it
really did. If the brand ran a TV ad and sales went up by a million dollars, the TV
advertising group will take credit for a million dollars in revenue, and TV gets credit for
a million dollars. But at the same time, the brand might be running an online campaign
– and the digital group will take credit for the same million dollars. So you have two
marketing groups, together, claiming credit for two million dollars’ worth of sales –
when in reality only a million dollars of revenue has been produced. Situations like the
quote you see here abound.
27
28. Keep in mind that these silos are moving closer all the time. Ten years ago, you had
completely divided marketing outlets - like TV, print, and digital. Today we’re headed
to one seamless (and digital) customer journey. Your laptop ties to your mobile device,
which ties to your smart watch and your step counter. They all tie to your connected
home via products like Nest—which, significantly, is owned by Google, the world’s
largest online advertising business. All the touch points connect. And so to decide how
best to work across all of them, you need to unify the data. You need a holistic picture.
28
29. It’s not just marketing and media channels that you need to examine when you’re
looking at the interconnectedness of marketing decisions. The brand is another place
to look to. It’s ironic: the brand is the through-line throughout all the marketing we do,
and yet it’s rarely accounted for when you’re trying to understand your marketing
efforts really work. How is the brand helping your other marketing work better—or
how is it weighing it down? How far could you go without any marketing at all, just
coasting on the value of your brand alone? How does advertising for your umbrella
brand create a halo effect that impacts marketing for items across your product line? A
lot of our work at MarketShare is dedicated to quantifying answers to questions like
these. Because you really can’t understand the impact of any marketing decision you’ll
make without understanding how all these pieces work together in the background—
to help marketing efforts succeed or fail.
29
30. Of course, the brand is hardly the only force that operates in the background to impact
your marketing. Every consumer receives marketing messages in the context of a real
world. A world with things like…berries. Why do I bring up berries? Because Walmart’s
analytics team identified the precise temperature that’s ideal for selling berries. People
are most receptive to berry messages, it turns out, when there’s low wind, and warm
temperatures that are below roughly 27 degrees Celsius. Walmart also found that
people prefer steak on days with higher winds and no rain, and that optimal conditions
for selling salads include low winds and temperatures above 27. Walmart uses this
information to guide their marketing choices—to sell more berries when it’s warm and
more ground beef when it’s scorching hot. When you’re trying to understand why an
ad worked or didn’t, or whether an ad will work, it’s critical to factor in environmental
predictors like these. At MarketShare, we’re always sure to incorporate everything from
the impact of weather, to the influence of pump prices, to the state of the economy
into our mathematical models.
30
31. So that’s the first step to decision success: capturing the full range of data on not just
marketing initiatives alone – but also on how a host of factors work together to
influence the ways marketing initiatives will perform. The second step to decision
success is what I’ll call velocity. By velocity, I mean the ability to spot the information
quickly, to use it to understand what needs to be done, and to act immediately. What’s
an example of velocity in marketing? Take Nissan and DigitasLBi France's BrandLive
initiative, a control center that scans news and trends for ideas that Nissan could
leverage on social media. The center was able to spot rumors of a pending royal birth -
and posted the above tweet just seven minutes after the rumors began to circulate. The
whole story is great; but what’s especially impressive is that BrandLive was able to look
through a world of noise amongst trending stories and swirling rumors to decide which
story to latch on to – and to act on it right away.
31
32. Velocity means you can take your understanding of what’s working and what isn’t, and apply
those learnings to shift budget strategies on a dime. That’s one of the key learnings recently
shared by the award-winning marketing analytics team at wireless provider C Spire.
32
33. Which brings us to the third step to decision success. Corralling and acting on all that
data, quickly, isn’t something we can do with good operations alone. You need the
right decision technology. Invest in it. If you can do that right, you’ll be able to make
the best marketing decisions. And you’ll be able to able to engage successfully in the
new Decision Economy.
33
34. How do you know what technology to go with? I think a great set of guidelines comes
from a Forrester Research report on insurer USAA’s discovery process - as they sought
to build or partner with a marketing analytics solution. (USAA eventually chose
MarketShare DecisionCloud.) Forrester describes USAA’s choice as boiling down to five
parameters:
• Business Fit – the need for solutions that answered the company’s specific business
requirements and needs
• Data Integration – the need to incorporate the vast pools of data to drive fully-
informed marketing choices
• Tool Functionality – because even the most sophisticated tools are only valuable if
teams can use them
• Optimization Approach – the best math; and
• Measurable Impact – would they see ROI from their particular analytics investment?
On the last question, by the way, the answer has decidedly been yes. USAA went from
9% of sales from Marketing in 2008, at the start of their analytics journey, to 29% in 2012!
34
35. The brands that are succeeding in the Decision Economy are doing so with the help of
great technology. The consumers you’re selling to already have world-class decision
technology at their fingertips, and they’re thriving for it too. They’re all using that
technology to orchestrate insights across the available data - to understand their
options quickly, make decisions quickly, and capture the wealth of opportunity
available. Shouldn’t you do the same?
35