Digital transformation in sales: Evolving the Art of Customer EngagementAbhishek Sood
Customer engagement: Your digital prerequisite to market leadership
Customer engagement is an integral part of a successful organization.
And with that known knowledge, top-performing sales organizations are prioritizing digital transformation to unlock greater revenue growth.
Read about how to digitally transform your sales organization.
Plus, explore and understand 4 ways organizations approach digital adoption, from skeptics to drivers – where does your company fall?
Despite a growing shift of resources and budget to the development of digital marketing strategy, platforms and channels, the actual skill levels to effectively manage and execute digital marketing programs are absent outside of digital teams.
The Digital IQ Index is Digital Chameleon's report on digital capabilities within media, marketing and agency industry in Australia.
Informe de eMarketer sobre las tendencias en Marketing Technology para 2016. Da buenas pistas para entender por donde se mueve internet y que áreas son las relevantes para la industria de media.
IAB Netherlands report: Report on Digital Marketing Innovation IAB Europe
With this survey, IAB Netherlands charts the digital innovation agenda of leading marketers in the Netherlands. In cooperation with Deloitte Digital we had interviews with 22 top marketers about the state of digital marketing in their organizations and we spoke about their expectations for the coming 3 years.
THE STATE OF DIGITAL TRANSFORMATION 2018-2019 editionAmérico Roque
Agora em seu quinto ano, a pesquisa anual sobre o “Estado da transformação digital” continua documentando a constante evolução, à medida que as tecnologias disruptivas e seu impacto nas organizações e mercados continuam progredindo.
A pesquisa visa capturar as mudanças e tendências que estão moldando a transformação digital moderna.
Em 2019, a transformação digital estratégica está se tornando cada vez mais difusa, indo além da TI, para impactar a competitividade em toda a organização. Os investimentos estão subindo.
A experiência dos funcionários e a cultura organizacional também estão aumentando em importância para capacitar e acelerar mudanças, crescimento e inovação.
Estado de la Transformación Digital 2018-2019José Luis Casal
Interesante presentación de Brian Solis & Altimeter sobre el estado de la Transformación Digital y los pasos a seguir para lograr el éxito en este proceso.
Digital transformation in sales: Evolving the Art of Customer EngagementAbhishek Sood
Customer engagement: Your digital prerequisite to market leadership
Customer engagement is an integral part of a successful organization.
And with that known knowledge, top-performing sales organizations are prioritizing digital transformation to unlock greater revenue growth.
Read about how to digitally transform your sales organization.
Plus, explore and understand 4 ways organizations approach digital adoption, from skeptics to drivers – where does your company fall?
Despite a growing shift of resources and budget to the development of digital marketing strategy, platforms and channels, the actual skill levels to effectively manage and execute digital marketing programs are absent outside of digital teams.
The Digital IQ Index is Digital Chameleon's report on digital capabilities within media, marketing and agency industry in Australia.
Informe de eMarketer sobre las tendencias en Marketing Technology para 2016. Da buenas pistas para entender por donde se mueve internet y que áreas son las relevantes para la industria de media.
IAB Netherlands report: Report on Digital Marketing Innovation IAB Europe
With this survey, IAB Netherlands charts the digital innovation agenda of leading marketers in the Netherlands. In cooperation with Deloitte Digital we had interviews with 22 top marketers about the state of digital marketing in their organizations and we spoke about their expectations for the coming 3 years.
THE STATE OF DIGITAL TRANSFORMATION 2018-2019 editionAmérico Roque
Agora em seu quinto ano, a pesquisa anual sobre o “Estado da transformação digital” continua documentando a constante evolução, à medida que as tecnologias disruptivas e seu impacto nas organizações e mercados continuam progredindo.
A pesquisa visa capturar as mudanças e tendências que estão moldando a transformação digital moderna.
Em 2019, a transformação digital estratégica está se tornando cada vez mais difusa, indo além da TI, para impactar a competitividade em toda a organização. Os investimentos estão subindo.
A experiência dos funcionários e a cultura organizacional também estão aumentando em importância para capacitar e acelerar mudanças, crescimento e inovação.
Estado de la Transformación Digital 2018-2019José Luis Casal
Interesante presentación de Brian Solis & Altimeter sobre el estado de la Transformación Digital y los pasos a seguir para lograr el éxito en este proceso.
Technology for Marketers: Are you Engaging Effectively? Ruder Finn UK Ltd
Ruder Finn has been working in partnership with Brand Republic to conduct research among marketers into whether their involvement in technology buying decisions has and will increase, and what their views are on the existing marketing messages that they see emanating from technology providers. The resulting report, “Technology for Marketers: Are you Engaging Effectively?”, makes interesting reading for technology companies and marketers alike, particularly those looking to target decision makers in the marketing department.
What You Need To Know To Supercharge Your Creative WorkflowMetaCommunications
Work Like The World’s Most Successful Creative Teams. In less time than it takes to grab your next coffee, learn what you need to know to get your team on the path to working smarter, faster and more effectively.
Achieving momentum for a social business strategy for many organizations is challenging
enough, but execution is often fraught with unanswered questions: Who owns social? How are key decisions made? How do we organize to execute social?
In this report, we define a social business governance system of 4 P’s: people, policies, processes, and practices. We use that framework to provide a maturity model to assess where you are, and we include best practices, policy templates, and a decision-making matrix that you can use to define Social Business Governance (SBG) that will help you both achieve the potential of your strategy and manage risk.
Download the full report at: http://goo.gl/y2uiKR
Technology has come to play a crucial role in delivering marketing programs and helping with meeting your marketing objectives. In a space filled with over a 1,000 marketing tech companies providing all kinds of products, platforms & services how do you decide which tools and platforms to invest in?
We polled and received responses from 260 B2B marketers in the United States and internationally. The special report that follows gives you a snapshot of how B2B marketers such as yourself are placing their bets on technology.
Socially Driven Collaboration Research Study 2014 Leader Networks
What happens when Marketing and IT unite to tackle the escalating challenges that today’s
rapidly moving digital, social and mobile world bring? Collaboration brings both Marketing
and IT the potential to influence management decisions while, in tandem, add business value.
When Marketing collaborates with IT, the possibility exists for Marketing to make an impact
beyond raising awareness to improving speed to market for new products and services while
reducing project costs. In turn, IT’s collaboration with Marketing can give rise to greater
awareness of thought leadership and increase share of budget.
When collaboration happens, Marketing often leads the charge to break down the functional
silos with IT. And even though Marketing is making progress, it faces strong headwinds as it
attempts to advance collaboration within the company.
To get a better understanding of the state of collaboration between Marketing and IT, Oracle
commissioned Social Media Today and Leader Networks to field a study to investigate the
changing relationship between these functional teams. Responses were gathered from 662
Marketing and 263 IT leaders from more than 500 organizations around the world.
Digital innovation leadership: How to master digital transformation in the fa...3gamma
In the new digital economy, long-established ways of doing business are quickly becoming obsolete and disruption is taking place across every sector. But what separates the digital frontrunners from the laggards and how can organisations stay ahead in a digitally transformed future?
The State Of Digital Transformation In China Versus The Rest Of The World by ...Brian Solis
When Brian Solis was principal analyst at Altimeter Group, he launched a highly regarded series that captured the global state of digital transformation. In 2019, Brian partnered with Prophet Asia's Leon Zhang and Benoit Garbe to zoom in on digital transformation in China. The team quickly realized that China is very different than the rest of the world. As a result, Brian created this document to highlight those differences and also provide recommendations in how to more effectively compete.
In June 2010, Gatorade unveiled its “Mission Control Center,” and in December of that year Dell announced its “Social Media Command Center.” Since then, organizations such as Hendrick Motorsports, The Oregon Ducks, Symantec and others have discussed how they use their social media command centers to listen to hundreds of thousands—even millions—of posts, interact with fans and customers, solve service issues and surface trends, risks and opportunities.
To learn more about the state of social media command centers, Altimeter Group spoke with three organizations — MasterCard, eBay, and Wells Fargo Bank — and found significant variations in objectives, priorities and technology for the command centers, but similarities in strategic focus and business planning.
In this report, Altimeter analyst Susan Etlinger presents findings, case studies, and expert recommendations for evaluating, building or fine-tuning a Social Media Command Center.
For more information about this report, please visit: bit.ly/evolution-of-smcc.
The Engagement Gap: How executives and employees think differently about empl...Brian Solis
New survey data shows that employees and executives have different views about employee engagement and the things organizations do to improve it. This is the result of the Engagement Gap. Employee engagement programs, while well intentioned, often miss the mark. This white paper describes the Engagement Gap, and shares survey results captured by Jostle Corporation in partnership with Brian Solis. The data suggests that effective employee engagement programs focus on turning organizations into more meaningful, congenial, and transparent communities.
Technology for Marketers: Are you Engaging Effectively? Ruder Finn UK Ltd
Ruder Finn has been working in partnership with Brand Republic to conduct research among marketers into whether their involvement in technology buying decisions has and will increase, and what their views are on the existing marketing messages that they see emanating from technology providers. The resulting report, “Technology for Marketers: Are you Engaging Effectively?”, makes interesting reading for technology companies and marketers alike, particularly those looking to target decision makers in the marketing department.
What You Need To Know To Supercharge Your Creative WorkflowMetaCommunications
Work Like The World’s Most Successful Creative Teams. In less time than it takes to grab your next coffee, learn what you need to know to get your team on the path to working smarter, faster and more effectively.
Achieving momentum for a social business strategy for many organizations is challenging
enough, but execution is often fraught with unanswered questions: Who owns social? How are key decisions made? How do we organize to execute social?
In this report, we define a social business governance system of 4 P’s: people, policies, processes, and practices. We use that framework to provide a maturity model to assess where you are, and we include best practices, policy templates, and a decision-making matrix that you can use to define Social Business Governance (SBG) that will help you both achieve the potential of your strategy and manage risk.
Download the full report at: http://goo.gl/y2uiKR
Technology has come to play a crucial role in delivering marketing programs and helping with meeting your marketing objectives. In a space filled with over a 1,000 marketing tech companies providing all kinds of products, platforms & services how do you decide which tools and platforms to invest in?
We polled and received responses from 260 B2B marketers in the United States and internationally. The special report that follows gives you a snapshot of how B2B marketers such as yourself are placing their bets on technology.
Socially Driven Collaboration Research Study 2014 Leader Networks
What happens when Marketing and IT unite to tackle the escalating challenges that today’s
rapidly moving digital, social and mobile world bring? Collaboration brings both Marketing
and IT the potential to influence management decisions while, in tandem, add business value.
When Marketing collaborates with IT, the possibility exists for Marketing to make an impact
beyond raising awareness to improving speed to market for new products and services while
reducing project costs. In turn, IT’s collaboration with Marketing can give rise to greater
awareness of thought leadership and increase share of budget.
When collaboration happens, Marketing often leads the charge to break down the functional
silos with IT. And even though Marketing is making progress, it faces strong headwinds as it
attempts to advance collaboration within the company.
To get a better understanding of the state of collaboration between Marketing and IT, Oracle
commissioned Social Media Today and Leader Networks to field a study to investigate the
changing relationship between these functional teams. Responses were gathered from 662
Marketing and 263 IT leaders from more than 500 organizations around the world.
Digital innovation leadership: How to master digital transformation in the fa...3gamma
In the new digital economy, long-established ways of doing business are quickly becoming obsolete and disruption is taking place across every sector. But what separates the digital frontrunners from the laggards and how can organisations stay ahead in a digitally transformed future?
The State Of Digital Transformation In China Versus The Rest Of The World by ...Brian Solis
When Brian Solis was principal analyst at Altimeter Group, he launched a highly regarded series that captured the global state of digital transformation. In 2019, Brian partnered with Prophet Asia's Leon Zhang and Benoit Garbe to zoom in on digital transformation in China. The team quickly realized that China is very different than the rest of the world. As a result, Brian created this document to highlight those differences and also provide recommendations in how to more effectively compete.
In June 2010, Gatorade unveiled its “Mission Control Center,” and in December of that year Dell announced its “Social Media Command Center.” Since then, organizations such as Hendrick Motorsports, The Oregon Ducks, Symantec and others have discussed how they use their social media command centers to listen to hundreds of thousands—even millions—of posts, interact with fans and customers, solve service issues and surface trends, risks and opportunities.
To learn more about the state of social media command centers, Altimeter Group spoke with three organizations — MasterCard, eBay, and Wells Fargo Bank — and found significant variations in objectives, priorities and technology for the command centers, but similarities in strategic focus and business planning.
In this report, Altimeter analyst Susan Etlinger presents findings, case studies, and expert recommendations for evaluating, building or fine-tuning a Social Media Command Center.
For more information about this report, please visit: bit.ly/evolution-of-smcc.
The Engagement Gap: How executives and employees think differently about empl...Brian Solis
New survey data shows that employees and executives have different views about employee engagement and the things organizations do to improve it. This is the result of the Engagement Gap. Employee engagement programs, while well intentioned, often miss the mark. This white paper describes the Engagement Gap, and shares survey results captured by Jostle Corporation in partnership with Brian Solis. The data suggests that effective employee engagement programs focus on turning organizations into more meaningful, congenial, and transparent communities.
Building strong brands has always been a major task in the creation of lasting company value. However, this has become a difficult task that is often driven by the consumer more than by the company itself. The proliferation of social media tools, the mobile web and the growing information power of target customers pose many new challenges. Dr. Markus Pfeiffer will present four fundamental strategies to help your brand grow in a digital-only environment.
Die digitale Revolution - Neue Geschäftsmodelle statt (nur) neue KommunikationBloom Partners GmbH
Die Digitalisierung von Geschäftsprozessen entwickelt sich zu der zentralen unternehmerischen Herausforderung. Der vorliegende Artikel zeigt anhand einer empirischen Studie mit führenden Markenunternehmen, dass die Digitalisierung von Kommunikations- und Vertriebswegen erst dann zum effizienten Erfolgstreiber wird wenn das Top-Management die Initiativen strategisch unterstützt und die Agilität des Unternehmens im Umgang mit den Kunden gesteigert werden kann.
Can Digital Marketing Replace Traditional MarketingDigital Vidya
Can Digital Marketing Replace Traditional Marketing? - An Article authored by Digital Vidya's CEO Pradeep Chopra, published in Sep Issue of CFO Connect Magazine. If you are interested in exploiting the opportunity of Digital Marketing for personal and organizational growth, you will find this article useful.
A forecast of what's shaping the digital era with insight from marketing executives. Interested in learning more? Check out our website at www.Mondo.com.
capgemini research on cmo responsibilities with changing times in 2021Social Samosa
The latest Capgemini research highlights the need for CMOs to transform their skills with the evolving times and reimagine the customer journey with real-time engagement for a data-driven marketing environment.
Stepping Up to the Challenges of Digital MarketingCognizant
"The advent of digital has dramatically impacted how CMOs run their marketing operations. By identifying and employing the processes, business models and technologies required in today's digitally intensive business environment, companies can strengthen their brand, enrich their relationships with customers, and manage an increasingly complex mix of partners, processes, and technologies.
Download the PDF: https://www.demandmetric.com/content/digital-marketing-best-practices-report
It has been said that “All Marketing is Digital Marketing.” And with good reason! In the last decade (or less), the marketing environment has been transformed.
Marketing has moved from an environment in which traditional marketing, brick and mortar storefronts and Digital Marketing options all competed for the time, attention and resources of the marketing department to one in which Digital Marketing reigns supreme – with an occasional nod in the direction of the storefront, or traditional marketing (direct mail, print advertising, etc.)
One of the biggest challenges of Digital Marketing is the speed of which it has taken over the marketing organization, often in an ad hoc, uncoordinated fashion.
Demand Metric’s research has consistently shown that Digital Marketing has a very significant and positive impact on the organizations that are employing it when they do so by following best practices and processes in a coordinated, holistic approach.
In this Best Practices Report on Digital Marketing we will cover the Digital Marketing landscape in five distinct categories - Content Marketing, Social Media Marketing, Mobile Marketing, Video Marketing and Public Relations
What is the Marketing?
What is Digital transformation means?
What is Digital Transformation for Marketing?
Understanding Digital Transformation
What are the Benefits of Digital Transformation?
Why is transformation needed now?
The first step towards transformation
The 5-step approach to digital marketing transformation
The value of digital Transformation for Marketing
The exciting implications for marketing transformation in an ever-evolving digital world
How digital transformation can revolutionize marketing
The role of digital transformation in driving customer experience
5 Big Fundamentals of Digital Marketing Transformation
The digital marketing transformation challenge
7 Roadblocks to Digital Marketing Transformation
Your 2019 Digital Marketing Transformation Strategy
Conversant seven myths that senior marketers need to stop believingJim Nichols
Seven of the biggest digital myths that hold brands back from generating stronger ROI. Entertaining and easy to read, with concrete advice on the right way to approach new digital challenges.
The Road to Digital Maturity for Investment ManagersKurtosys Systems
Digital maturity is one way of gauging a company's level of success on their road to digital transformation; and there are many factors involved in assessing this. In this white paper we focus on five areas that, from our experience, play a vital role in theroad to digital maturity with investment managers in mind.
Become a Digital Marketing Manager
An Essential Skills Checklist
For more information contact Digital Marketing Association Pakistan | https://DMAP.pk
#digitalmarketingmanager #DigitalMarketing #DigitalMarketingAssociationPakistan #DMAP #SocialMediaManager
Growing Bio-pharma Digital Marketing Impact by Digitizing Launch, Developing ...Best Practices
It has become quite crucial to identify the drivers of digital marketing performance excellence in the health care industry which will enable companies to gain valuable customer insights, build effective relationships, leverage online media, and maximize revenue.
Best Practices, LLC undertook this benchmarking research to provide critical insights into how savvy bio-pharma digital marketers are enhancing the medical and commercial potential of new products, improving alignment with brand teams, acquiring and training new digital marketers, managing service delivery for key programs and optimizing insource vs. outsource mix.
Download Full Report: http://bit.ly/2gnXrIu
How Insurers Bring Focus to Digital Initiatives through a Maturity Looking GlassCognizant
When planning a digital initiative, it’s critical to understand where your company stands today and how it can get to where it needs to go. A new framework lets insurers assess their digital maturity, identify how best to move ahead, and gain insight into the practices of industry digital leaders to guide their own efforts.
Ericka pionin digital transformation – definedEricka Pionin
Digital Transformation – Defined
To be successful, companies must focus on customer experience and to remain sustainable, they must invest in digital technology.
Digital Marketing doesn’t just restrict to content marketing or search engine optimization or website management; it can relate to any device oriented promotion or digital frequency oriented promotions.
Smart recipes and the future of personalized nutrition
- Personalized nutrition depends on recipes and guidance, both intelligently adjusted to the individual needs of the consumers
- NLP, AI, Chatbots are already capable today to adjust recipes fully automated to the specific needs of consumers (Needs, such as vegan diet, 4-person household, allergic requirements or microbiome demands)
- Recipes are the essential success factor for fulfilling the demands of personalized nutrition profiles. They are providing a substantially stronger lever in improving nutritional demands than other testing and tracking applications. Interactive chatbot dialogues are guiding consumers through the process while generating relevant datapoints
- Understanding personalized nutrition will provide essential insights into uncovering unfulfilled needs in the market place. Addressing those drives a new perspective on product and service innovation
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
1. REPRINT - Global CMO™
The Magazine - www.theglobalcmo.com April 2013 | 1
Implement Or Die
Andrew Vesey ggmn
The Chairman’s Report
Ian Derbyshire fgmn
Three Requirements
For CMO Longevity
Laura Patterson
Issue 2 | Volume 1
April 2013 - REPRINT
Markus Pfeiffer:
Are You Ready
For A Digital-First
Future?
50 Marketing Leaders
Over 50
Alan See
Trend Report:
Clean Slate Brands
trendwatching.com
Global CMO™
is the Official Magazine of Global Marketing Network, the
Global Body for Marketing Professionals. www.theglobalcmo.com
Meet GMN’s
‘Digital Doctor’
2. 42 | April 2013 REPRINT - Global CMO™
The Magazine - www.theglobalcmo.com
Are You Ready For A Digital-First Future?
How To Make Customer Agility A Key Success Driver For Your Organisation
Markus Pfeiffer fgmn & Vincent Aydin
Is your organisation experiencing the impact of increasing
digitisation? Most likely. Have you noticed your competitors
employing digital tools to communicate with their
customers and market their products? Probably. Have you
thought you have to tag along and also “go digital”? Does
your company have a Facebook and Google+ profile, a
Twitter and Instagram account and maybe even a YouTube
channel? Sure thing, you’re mastering the digital world. The
truth is – you still have a long way to go.
Employing digital tools as a form of marketing and brand
presentation is just the initial stage on the path to Digital
Readiness, the starting point where most CMOs and
their co-executives are stuck not utilizing digitisation’s
full enabling power. Many executives fail to understand
that there is much more Digital has to offer beyond just
presenting your brand to customers in a unilateral fashion.
This article will familiarize you with the importance of
becoming digitally ready – as it is essential for developing
3. REPRINT - Global CMO™
The Magazine - www.theglobalcmo.com April 2013 | 43
Customer Agility, which constitutes the pinnacle of
fully utilizing digitisation’s enabling power, offering both
benefits for your customers and satisfying your business
goals supported by an organisational strategy. It’s the
new battleground for success in the fight for customer’s
attention, their satisfaction and ultimately loyalty.
Digital Readiness:
The Study
In order to explore the background behind the vast
differences that still exist among organisations regarding
their utilization of Digital, Bloom Partners conducted a
breakthrough study in 2012 to evaluate Digital Readiness
across leading brands in Germany. Our goal was to
analyse the underlying organisational drivers and success
factors that allow some firms to better take advantage of
digitisation and reap its benefits than others. We employed
a hybrid study approach, consisting of qualitative interviews
with C-level executives from blue chip brands operating in
the German speaking markets that were validated through
quantitative questionnaires entailing more than 300 upper
and middle managers from a total of eight industries
including FMCG, Telco, Automotive, Banking & Insurance,
Retail, Healthcare, Travel and Energy allowing us to draw
cross-industry conclusions.
Our findings support our initial notion: There is still much
confusion and insecurity regarding how to trim and prepare
one’s organisation for the increasing digitisation, steer it
towards Digital Readiness and create value for customers
while building on one’s business goals. More than half
of all participants can identify barriers to successfully
undergoing digital change – however those listed sound
more like excuses than true roadblocks hindering managers
to get their organisations fit for the digital world. Or would
you consider “technology and security issues” as the real
reason why many organisations are not yet making full use
of digitisation’s opportunities?
The items we used in interviewing participants revolved
around three major organisational drivers that can lead a
firm to achieve Digital Readiness and eventually let it profit
from higher firm performance. Across the board Digital
Leaders manage to outperform Followers and Laggards on
every major KPI – ranging from market share to profitability
to customer satisfaction. Regarding the latter category,
90% of Leaders state their customers are more satisfied
and loyal to them than to their strongest competitor. The
same is only true for 40% of the Digital Laggards.
Top Management As A Key Driver For
Digital Readiness
First, we found that strong top management advocacy
is needed to kick-start an organisation’s transformation
towards digital change – it explains 88% of organisations’
adoption of “Digital” by their Marketing departments.
Often times the real reason behind the gap in attempting
to adopt Digital is a lack of commitment but also a lack of
know-how on top management level to actually drive the
transformation that is needed. From the examples we have
seen we believe that full top management commitment
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to digitisation would entail assigning a designated role of
Chief Digital Officer (CDO), which combines knowledge and
expertise from both fields of the Chief Technology Officer’s
and the Chief Marketing Officer’s responsibilities. The CDO,
running his own cross-functional group of experts, can
become a key driver for identifying digital opportunities for
marketing but more so innovative new business models
that create real value added for customers.
With top management’s support backing it up, the
organisation will then be more open to adopt digital tools
and processes and their implementation across the entire
value chain. Top management needs to put a digital
strategy on the top of its agenda and build the know-how
and awareness for the related challenges in the board
rooms. The first challenge lies within acquiring necessary
knowledge and expertise around digital topics. But: you
won’t be able to acquire that externally by hiring top
talent from the pool of digital natives if you aren’t digitally
ready yourself. These potential employees tend to flock to
companies that match their digital enthusiasm and skills:
Our research shows that 81% of Leaders find it easy to
attract and retain qualified human resources, while only
24% of Laggards can say the same.
Although Digital Laggards are the ones that most badly need
top management to step up, kick off and advocate Digital
Readiness, only 28% of them state that digital topics are
regularly part of their management agenda. By contrast 98%
of Leaders make these topics a recurring theme on their
agendas. Their differences regarding top management’s
readiness to tackle the subject become even more evident
when analysing its know-how of digital topics: 98% of
Leaders compared to a mere 15% of Laggards claim their
top management can draw on valuable know-how regarding
Digital. Without top management support, Digital remains
communication 2.0 sitting in the marketing department
only – instead of being a central driver for growth.
Most importantly top management needs to radiate and
instil this digital spirit into their organisations, act as
role models, give guidance for change and foster the
implementation of digital tools and processes. That way
employees sense the true importance of the topic, feel
motivated to tag along and feed back into an organisational
culture fostering digital change.
Building on this, we define Digital Readiness as the extent
to which an organisation combines top management’s
awareness for digital topics with the adoption of digital
marketing tools and processes which are effectively used
to increase customer agility and drive digital change across
the entire value chain.
Exhibit 1: Stages of Digital Media utilization
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Increase Your Customer Agility
Secondly, our research suggests that Digital Readiness
in marketing is a major driver for a key competence we
call Customer Agility. This potential, however, can only be
leveraged when your marketing and sales departments
have significantly altered their processes to make full
use of the information from and about customers that
is gathered through digital channels like the Web and
especially social media interaction. Unless marketing and
sales departments are able to translate the information
they gather from customer interaction into relevant insights
for product and service development, digital communication
stays on the campaign level.
Therefore, marketing and sales both need to be aware
of the impact that digitisation will have on their own and
the organisation’s operations and thereby influence large
parts of their business. We have learned that 92% of
Digital Leaders state that digitisation has already altered
their processes substantially compared to only 31% of
Digital Laggards. This is much more than using the digital
channels “just” for communication and campaigns.
Amazon for example devotes great attention to carefully
monitoring users’ shopping patterns and usage behaviour
and subsequently analysing and evaluating gathered
data. Moreover, in an almost start-up like fashion, is
Amazon not afraid to trial a variety of new products and
services which application by customers the company then
specifically examines. Employing these efforts to attain a
deep understanding and sense what their customers long
for allows Amazon to respond with relevant products and
services supporting the optimization of its entire value
chain – from category management to payment to logistics.
From Communication 2.0 To New
Digital-Enabled Business Models
Overall, we see three stages of development in this context
(see exhibit 1). A first sample of companies is still using
digital as a playing field, trying different approaches without
having a clear perspective on the ROI of different activities.
They apply the most well-known digital tools “because
everybody is using them” and run Digital for its own sake.
Companies in the second stage utilize Digital with a clear
ROI in mind. This means being able to differentiate between
digital strategies that entail a positive payoff in form of
brand awareness, sales or new customers and strategies
that simply create fans or awareness that does not translate
into brand equity, thereby drain marketing resources and
do not exhibit attractive organisational benefits. Finally, at
the prime stage of development regarding the utilization of
digital strategies, organisations are able to take advantage
of digital media as an enabler for new business models.
These firms understand the potential that lies within the
connecting power of digital tools and support their activities
with a concise content strategy clearly defining how digital
opportunities are utilized in order to benefit both customers
and the top line of the company likewise.
In order to achieve this level of development marketing
departments need to understand that having dedicated
Exhibit 2: Application of digital strategies
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strategies for their website, social media, mobile or brand-
building is not enough. Only if marketing can support the
whole organisation in better sensing of customer needs
and actually use the information gathered to improve their
products and services, the investments will pay off. This
level of value creation uses co-creation and customisation
tools as a highly efficient way to create valuable and lasting
conversations with customers. Our study has shown that
most organisations have strategies to define what they
want to achieve with their website or social media. However,
what really differentiates Digital Leaders is the way they
use co-creation and customisation tools (from online-voting
to crowdsourced innovation) to really alter their existing
products and services (see exhibit 2).
Defining Your Digital Strategy
So what are the success factors that Digital Leaders seem
to have a better grasp on than firms trailing in Digital
Readiness? What makes these Leaders fitter for utilizing
Digital to develop Customer Agility?
As a guideline for developing a successful digital strategy,
you need to think in terms of three dimensions that
need to be aligned to successfully act in concert. First
allow yourself to think of your own business goals and
how a digital strategy is supposed to go about achieving
those. Do you want to win new customers? Do you want
to increase loyalty of your existing customers? Or do you
want to increase cross- or up-selling opportunities among
existing customers?
Secondly, you need to create clarity about how you can
actually create benefits for your customers through digital
tools. Think about the scope of potential benefits that a
digital strategy can offer your customers. Do they want to
be rewarded or enticed through motivating features? Do
they want to engage through social interaction or can you
provide them with a positive feeling about playing on and
strengthening their identity? Ultimately you need to support
the match of both spheres, your business goals together
with benefits for your customers, with an appropriate
content strategy. Decide whether the best way to achieve
success in both areas is by employing a strategy that is
revolving closely around your core product or whether it
makes sense to develop ideas that drift away from your core
business, go beyond and open up entirely new possibilities
and business opportunities. Each matchup of business
goal, customer benefit and appropriate content strategy
can then be supported through digital opportunities, which
are defined by relevant channels as well as according
activities.
Look at Nike for example and its well-known Nike+ scheme.
Nike’s real achievement with the Nike+ iPod is using social
networks’ connective and interactive power as a basis for
setting up a new business model entailing an entirely new
and overarching ecosystem of complimentary products.
The hardware consisting of a chip built into your running
shoes (Nike or any other shoe brand) would transmit your
workout data to your smartphone and subsequently enable
you to share your daily workout log and achievements with
an online community of fellow runners. The community
would then give each other feedback on their respective
performance and motivate each other to achieve their
fitness goals. This is the perfect example of setting up a
whole new business model mounted on social media –
selling running shoes and complimentary hardware that
allows for and invites social interaction with fellow runners
from the digital community. Its success speaks for itself –
runners in the community that were using the Nike+ chip
with non-Nike sneakers are 40% more likely to switch to
Nike running shoes upon their next sneaker purchase.
This example clearly articulates the difference between
Exhibit 3: Nike+ ecosystem | Sources: www.stadt-bremerhaven.de www.wired.com
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utilizing digital channels for their own sake, like setting
up a Facebook fan-page vs. creating entirely new revenue
streams that utilize the power of social media only as an
enabler.
Therefore, it is critical to make yourself aware of the
multidimensional nature of digital strategies. Through
digitisation you are much closer to and better connected
with your customers allowing you to involve them much more
in your development processes. Integrate and motivate your
customers to create ideas, innovations and products jointly
– together with you and their fellow communities! A great
example are the crowdsourcing activities employed by Coty
Inc., a New York based fragrance and cosmetics firm. In
short Coty in Europe applied the crowdsourcing concept by
using the power of the crowd to develop innovations. This
was achieved by letting customers, mostly female fashion,
beauty and lifestyle aficionados, decide for themselves
what nail polish colours and designs they would like to see
developed and introduced to the market next season. This
was done based on a special software package provided by
Innosabi in Germany that lets companies create Facebook-
based product development environments in an utmost easy
and reliable way. Select participants of Coty’s contest would
also receive their very own nail polish creation kit which
allowed them to mix colours, invent new designs and finally
produce their very own customized nail polish at home. The
finished and final colour design would then be submitted
into a design contest and published on Coty’s homepage
where users could vote for their favourite designs that they
would like to see mass produced next season.
Within 14 days more than 800 colour designs were
created, more than 5000 comments were posted on the
event homepage, more than 10,000 ratings submitted and
20 “winning” colours selected for final production. This
co-creation strategy achieved three tasks: On a business
goal side, Coty was provided with a massive amount of
ideas coming straight from existing and new customers –
allowing the firm to win future customers, create upselling
opportunities for their existing ones and likely even promote
their loyalty. In terms of customer benefits, users could
Exhibit 4: Coty nailpolish design contest | Source: www.unseraller.de
cydonna/photocase.com
Find out more at www.digital-readiness.com
8. 48 | April 2013
Exhibit 5: Digital Readiness Model
Markus Pfeiffer fgmn
Founding Partner, Bloom Partners
Dr Markus Pfeiffer is the GMN Programme Director of Digital Strategy
and Innovation and Founding Partner and CEO of Bloom Partners (a
GMN Strategic Partner).
Markus brings a combination of strategy and Marketing experience,
deep knowledge about research methodologies, and expertise in
working with top-level executives across many industries.
Recently, he has led major growth initiatives for consumer brands
within the Nestle portfolio, the energy conglomerate EDF, electronics
giant Philips, and many others. His experience from working for large
organizations as much as start-ups is vital for the tool development
and expertise about digital business models at Bloom Partners. As
an angel investor and serial entrepreneur Markus is also involved
with several startup companies in the social commerce, fashion,
telecommunication and media sector.
He is a regular invited speaker to industry conferences and a visiting
professor at the University of
Cologne, Germany.
He holds a diploma in Business
Administration from Munich School
of Management, Germany and a
doctorate degree from the Center on
Global Brand Leadership, Columbia
Business School, New York. His
publication list includes over thirty
papers and books.
express their identity through their very own nail polish
design. They could interact with other users and discuss the
latest trend colours of the upcoming season and obviously
post their ideas and inventions across their social graph.
They would be rewarded for submitting their personalized
designs to the event homepage by positive ratings and
potentially become one of the winning designers. The co-
creation activity on Facebook allowed the firm to directly
utilize its results by incorporating winning designs into next
season’s production cycle.
The lesson (marketing) executives need to learn is that
Digital Readiness is not an easy task to master, but
a highly rewarding one nonetheless. Advocacy from
the executive level has a huge impact on achieving a
transformation towards Digital Readiness. As you will
notice in the following exhibit depicting our study model,
Top Management Advocacy is responsible for 88% of the
subsequent adoption of Digital by organisations’ marketing
departments. Once you have adopted digital tools and
processes and implemented them into your organisation,
the challenge lies within realizing the scope of opportunities
that digitisation enables you to take advantage of.
Executives need to become channel-agnostic, forget about
Facebook Pinterest, Instagram etc. for a second and
instead focus on the possibilities you are offered beyond
one-way communication, display ads and other campaigns.
Simply employing digital marketing tools is not enough, as
this merely drives 25% of firm performance. Instead utilize
Digital to build deep relationships, open and adapt your
processes to the new environment and fundamentally build
Customer Agility. It is by far the most important catalyst
for achieving higher firm performance. Utilizing digital tools
adopted by the marketing department to better sense and
respond to ever changing customer needs is the driving
force behind becoming a Digital Leader, as better Customer
Agility drives 45% of today’s firm performance.
Join The Discussion:
Do you think most Marketers are
Digital Ready?