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.
Social media in the enterprise has predominantly been a haven for marketers, who use its power to engage target audiences along multiple points of the conversion funnel, while being able to track the eicacy of messages and content in a very precise way.
https://runfrictionless.com/b2b-white-paper-service/
Pharma Marketing: Get Started on Creating Great Customer Experiences with Jou...run_frictionless
A well-defined customer journey strategy is critical to customer experience management (CEM) initiatives.1 Yet most pharmaceutical companies have not followed the lead of industries like consumer packaged goods, retail, or travel and hospitality, which pioneered and mastered the art and science of personalized, cross-channel customer journeys. While recognizing that customer journeys are often more complex for pharma than for other sectors, it’s imperative for life sciences to develop and apply journey strategies similar to those of other industries when transforming customer experiences.
https://runfrictionless.com/b2b-white-paper-service/
Social media in the enterprise has predominantly been a haven for marketers, who use its power to engage target audiences along multiple points of the conversion funnel, while being able to track the eicacy of messages and content in a very precise way.
https://runfrictionless.com/b2b-white-paper-service/
Pharma Marketing: Get Started on Creating Great Customer Experiences with Jou...run_frictionless
A well-defined customer journey strategy is critical to customer experience management (CEM) initiatives.1 Yet most pharmaceutical companies have not followed the lead of industries like consumer packaged goods, retail, or travel and hospitality, which pioneered and mastered the art and science of personalized, cross-channel customer journeys. While recognizing that customer journeys are often more complex for pharma than for other sectors, it’s imperative for life sciences to develop and apply journey strategies similar to those of other industries when transforming customer experiences.
https://runfrictionless.com/b2b-white-paper-service/
Electronics social marketing_digital strategyMarcel Baron
Two-thirds of electronics companies either have a
limited strategy, or no strategy at all, for integrating
digital in their businesses – despite the fact that the
number of social network users around the world is
now rapidly approaching the two billion mark.1
To make the most of the digital opportunity,
marketing organisations urgently need to embrace
new approaches, new processes, new skills, new
technologies and agile organisation structures.
Is your business ready to engage?
The Future of Social: Rebel Cocktail 3ª ediciónGood Rebels
¿Siguen siendo relevantes las redes sociales o están perdiendo protagonismo ante las nuevas aplicaciones sociales? ¿Cómo esta evolucionando el Influencer Marketing más allá de los fans y seguidores? ¿Serán los chatbots los nuevos gestores de tu comunidad?
Good rebels smart social webinar - 21 june 2018Good Rebels
In this webinar Mark Ralphs will explore the opportunities for social media to make a measurable business difference to your organisation. You will also gain an understanding of the different ways social media can play a tactical role in brand strategy.
State of digital marketing in Lebanon (DGTL#U 2012)Hiba Fayad
In a world rapidly becoming more and more digitalized, corporations have found themselves forced to follow the trend and to be up to date with all changes in communication and internet technology.
Mobile applications, m-payment, social media marketing, blogs amongst others have become “must-haves” for the world’s companies be it in their marketing strategies, customer services, recruitment plans and work tactics, as well as other activities.
Lebanese corporations are slowly but surely appreciating and embracing these technological changes, and our DGTL#U – Beirut event will ease the way and show them the path to follow a successful and visible online and digital presence.
In order to have an accurate view on how involved Lebanese corporations are in digital strategies, we have conducted a survey on a sample of 48 PR agencies which includes the top 10 agencies in Lebanon (based on biggest account holders).
Our survey aims to shed light on the activities of these agencies and transmit an accurate image on how corporations are faring in the midst of the digitalized world. It’s the first of numerous studies about digital marketing in Lebanon and the Arab world. Industry and other country specific reports are also planned.
The results of this first Corporate Digital Marketing Survey seek to demonstrate how far Lebanese corporations have come in this respect, their commitment and attitude towards these new plans, how strategies translate into sales and branding awareness, and what is keeping them from going further and expanding their online presence.
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.
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.
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.
Professional development in the sales and marketing arena has long been challenged by the absence of objective evaluation of results.
Traditional ‘training programs’ have, for the most part, failed to capture initiative-based progress and discrete outcomes. The advent of digital marketing channels has exacerbated this situation. New channels, technologies and consumer behaviours are emerging at such a rapid rate that traditional sales and marketing leaders are scrambling to keep pace with their own marketplaces. The first Digital Chameleon IQ Index uncovered three key dynamics shaping digital marketing learning.
Electronics social marketing_digital strategyMarcel Baron
Two-thirds of electronics companies either have a
limited strategy, or no strategy at all, for integrating
digital in their businesses – despite the fact that the
number of social network users around the world is
now rapidly approaching the two billion mark.1
To make the most of the digital opportunity,
marketing organisations urgently need to embrace
new approaches, new processes, new skills, new
technologies and agile organisation structures.
Is your business ready to engage?
The Future of Social: Rebel Cocktail 3ª ediciónGood Rebels
¿Siguen siendo relevantes las redes sociales o están perdiendo protagonismo ante las nuevas aplicaciones sociales? ¿Cómo esta evolucionando el Influencer Marketing más allá de los fans y seguidores? ¿Serán los chatbots los nuevos gestores de tu comunidad?
Good rebels smart social webinar - 21 june 2018Good Rebels
In this webinar Mark Ralphs will explore the opportunities for social media to make a measurable business difference to your organisation. You will also gain an understanding of the different ways social media can play a tactical role in brand strategy.
State of digital marketing in Lebanon (DGTL#U 2012)Hiba Fayad
In a world rapidly becoming more and more digitalized, corporations have found themselves forced to follow the trend and to be up to date with all changes in communication and internet technology.
Mobile applications, m-payment, social media marketing, blogs amongst others have become “must-haves” for the world’s companies be it in their marketing strategies, customer services, recruitment plans and work tactics, as well as other activities.
Lebanese corporations are slowly but surely appreciating and embracing these technological changes, and our DGTL#U – Beirut event will ease the way and show them the path to follow a successful and visible online and digital presence.
In order to have an accurate view on how involved Lebanese corporations are in digital strategies, we have conducted a survey on a sample of 48 PR agencies which includes the top 10 agencies in Lebanon (based on biggest account holders).
Our survey aims to shed light on the activities of these agencies and transmit an accurate image on how corporations are faring in the midst of the digitalized world. It’s the first of numerous studies about digital marketing in Lebanon and the Arab world. Industry and other country specific reports are also planned.
The results of this first Corporate Digital Marketing Survey seek to demonstrate how far Lebanese corporations have come in this respect, their commitment and attitude towards these new plans, how strategies translate into sales and branding awareness, and what is keeping them from going further and expanding their online presence.
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.
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.
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.
Professional development in the sales and marketing arena has long been challenged by the absence of objective evaluation of results.
Traditional ‘training programs’ have, for the most part, failed to capture initiative-based progress and discrete outcomes. The advent of digital marketing channels has exacerbated this situation. New channels, technologies and consumer behaviours are emerging at such a rapid rate that traditional sales and marketing leaders are scrambling to keep pace with their own marketplaces. The first Digital Chameleon IQ Index uncovered three key dynamics shaping digital marketing learning.
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.
Social has played an essential, introductory role in brands’ digital transformation. It has shown tangible results and allowed to track change and progress.
But how can you leverage any social media operation to transcend beyond its direct impact? This webinar explores the future and evolution of content studios, from social only to full-on digital.
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
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
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.
Brands not only don't have enough digital talent to market themselves effectively - they don't even know just how unprepared their teams are. Digital Chameleon's methodology assesses and addresses these skills gaps and unlocks the digital capabilities of teams.
Digital transformation of the enterprise - how to achieve digital literacy in...Digital Chameleon Learning
Is your team prepared for the future?
Digital Chameleon's leaders' guide to successful digital transformation of teams covers the paths companies typically take, and shares 5 key metrics that should be included in your digital literacy learning programs.
Digital Chameleon's research from 2014 showed that only 22.8% of employees have the digital capabilities required to achieve their business outcomes. We were keen to see whether those alarming figures were true of companies outside of Australia.
We surveyed senior strategists and training executives working predominantly with large global organisations and asked the following questions:
1. Based on your experience, is this figure accurate for your
industry?
2. What are the consequences of poor digital competency?
3. Are a multinational’s learning requirements different to a
local company’s?
A summary of the responses is included here, together with some of the key insights from the survey.
Right at the top of the sceptical heap is the Board of Directors. You may have collated the necessary stats, analysed the opportunities and threats and identified the technologies that could transform how you do business. But all of this is for naught if you cannot convince the Board, for whom most of your arguments may be far outside their scope of experience.This is a communications challenge, not merely a strategic one.
So how do you persuade the board?
You’ve seen the future for your organisation and it's unquestionably digital. But then the questions start: Who goes on the journey? How do you lead them along? What direction? How fast? What’s the path? Is the journey the same for everyone throughout the business?
Embarking on a Digital Transformation (DT) strategy can seem daunting enough. But when you apply that strategy to large teams, the numerous complexities and variables can make the whole project appear just too exhausting a proposition to even bother taking the first step, let alone all those steps that must inevitably follow if it is to succeed.
So how do you bring your team on the journey?
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
W.H.Bender Quote 65 - The Team Member and Guest Experience
Digital IQ Index 2014
1. How prepared are Brand, Agency and
Media organisations to meet digital
marketing challenges?
What are the differences between
Brand, Agency and Media organisations
in terms of digital marketing
preparedness?
How do Brand, Agency and Media
organisations stack up in terms of
Online Advertising, Social Media,
Content Marketing and
Data & Analytics expertise?
2. 1 DIGITAL IQ INDEX™ 2014
Executive Summary:
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.
Consequently, investments in this area are failing to return optimum ROI. Traditional reliance on the part of brand
marketers on external parties to bridge this gap isn’t proving effective — because these external stakeholders are just
as unprepared as the brands. There is a positive lift in skills relating to Owned Media, but this growth in skills is still
overshadowed by a large majority who are not proficient in this area. Finally, there are large gaps in both the pioneer
discipline of Online Advertising (indicating that this discipline is constantly re-inventing itself) and in the relative
newcomer Data & Analytics, which requires an entirely new skill set based on data manipulation and analysis.
Four major insights were uncovered by the 2014 Digital IQ Index™
THE SKILLS PARITY OF BRAND, AGENCY AND MEDIA
There is virtually no daylight between brands,agencies and media in terms of skill levels. All three sectors
are effectively unprepared to manage and execute digital marketing campaigns. If agencies are unable
to provide more value in this area, brands will have no option but to develop internal expertise quickly to
remain competitive and will force a re-examination of the brand-agency-media relationship.
DIGITALKNOWLEDGE STILLRESIDES IN SPECIALISTTEAMS
There is a significant gap of knowledge between general sales & marketing teams and digital
specialists.Individuals who scored well were generally from digital teams,and that knowledge wasn’t
distributed outside of those teams.Digital knowledge still resides in a very small percentage of media,
brand and agency staff, at the same time that digital is becoming a central focus of marketing. As
digital becomes more complex, there is a danger that the gap between the digital have’s and have-
not’s will accelerate.
GROWING STRENGTH IN OWNED MEDIA CATEGORIES
Significant portions of both brand and agency teams were found to have proficiency in both Social
Media and Content Marketing (Media respondents were not assessed on either of these disciplines).
Thismayrepresentanintersectionofclassicbelow-the-linemarketingresponsibilities,agenerational
familiarity with online content and community, and a drive to reduce costs. One concern is that this
expertise tended to exhibit itself in a core part of the team and not as a general skill set (Specialists
versus Generalists).
2
1
3
4
OLDER AND EMERGENT SECTORS REQUIRE ADDITIONAL FOCUS
Despite arguably being the first widespread digital marketing skill set, proficiency in Online
Advertising remains, almost twenty years after the first banner ad appeared, to be woefully low. This
lack of proficiency extends across all three sectors, including Media, whose business model is most
tightly associated with it. One reason for this lack of knowledge might be the continual reinvention
of this discipline, with constant evolutions involving developments like programmatic buying and
online video requiring skills updating. Not surprisingly, both brands and agencies are also failing to
cover the skills gap in the newest digital discipline of Data & Analytics.
3. 2 DIGITAL IQ INDEX™ 2014
Objective:
Provide stakeholders in the Australian marketing
community with insights into the current levels of digital
marketing capabilities among working sales and marketing
professionals.
Digital Chameleon launched
the Digital IQ Index™ in No-
vember 2012. The first Index
focused on the results of 350 partic-
ipants to a Learning Needs Assess-
ment, in which respondents were
queried about their own levels of con-
fidence around a number of standard
digital skills areas, ranging from dis-
play (online) advertising to social me-
dia. In addition they were surveyed
as to their attitudes towards digital
trends and learning modalities.
This assessment is taken by all partic-
ipants in Digital Chameleon programs.
The 2012 Index revealed a definitive dig-
ital skills gap that existed among brand
marketing,mediaandagencyteams.
The results of that report may be
accessed at: www.digitalchameleon.
com.au/white-papers.html.
The 2014 Index builds on the initial
findings and provides deeper per-
spective on the digital skills levels at
the sector level (ie. brand marketer,
media, agency).
Methodology:
The Digital IQ Index™ 2014 focuses on actual skills
self-reporting survey methodology, the 2014 Index relies on
actual results from a standard skills assessment tool.
The Digital Skills Assessment
(DSA) is made up of 32 ques-
tions and is accessed online by learn-
ers in Digital Chameleon programs.
These questions capture familiarity
with common concepts, processes
and definitions used in basic digital
marketing planning and execution.
Four major digital marketing dis-
ciplines were reflected in the DSA,
including Online Advertising, So-
cial Media, Content Marketing and
Data & Analytics. Eight questions
related to each of these four disci-
plines were asked of the respondents.
There were a total of 625 respon-
dents, who took the DSA during FY
2013 and 2014. There were 361 media
respondents, 131 brand respondents
and 133 agency respondents. The
Brands group represented both prod-
ucts and services. The Agency group
included creative, media buying and
full-service firms. The Media group
included magazine and newspaper
teams. Team sizes ranged from 20-
180 people.
Please Note: Media respondents were only assessed
on Online Advertising (this being the only immediately
relevant discipline for this sector), while agency and
brand marketer respondents were assessed across all
four of the digital skill sets (Online Advertising, Social
Media, Content Marketing, Data & Analytics).
37% OF MARKETING
GENERALISTS FEEL
HIGHLY PROFICIENT
OF DIGITAL
MARKETERS
FEEL HIGHLY
PROFICIENT
48%
66%Of all marketers state
companies won’t succeed
unless they have a digital
marketing approach
Source: Digital Distress:
What Keeps Marketers Up at Night? Adobe
Less than half of
digital marketers feel
digital
marketing
Generalists are
even less
DID YOU KNOW:
WHY ARE WE
SHARING THIS?
Digital Chameleon is a learning &
development business that engages
with companies to help mainstream
digital marketing literacy across
entire teams. Digital Chameleon uses
a standard assessment as part of
its methodology to measure digital
literacy among these teams.The data
in the Digital IQ Index comes from
these assessments. Our intent was
not to produce research, but to share
what we’ve learned through our normal
course of business training media and
marketing professionals in Australia.
4. 3 DIGITAL IQ INDEX™ 2014
In summary, the 2014 Digital IQ Index™ confirms that the digital skills gap
is more than self-perceived. It empirically exists, as demonstrated by the
results of the Digital Skills Assessment used to capture the data. Digital literacy
amongst brands, agencies and media is as low (if not lower) than the self-re-
ported concerns highlighted in the 2012 Digital IQ Index™.
For organisations that are prepared to fill their digital skills gaps, this will
be a period of opportunity and growth. For those that are not, the next few
years will become much more competitive and challenging and, potentially,
brand-ending.
DID YOU KNOW:
According to the Accenture CMO
Insights Survey, only 7% of CMOs
believe their performance in digital
is leading edge and 64% of CMOs
believe their external partners are
weak on execution and delivery.
things like optimizing
never develop a full
understanding of
or what inspires a
Seeing such capability
building as an investment
may change the logic of
using third parties.”
Source: Measuring the full impact of digital
capital, McKinsey & Company
Digital IQ Index™ Timeline
Summary
2012 Surveyed sales and marketing professionals on how digitally literate
they considered themselves to be around core digital disciplines (online
advertising, social media, content marketing and data & analytics)
2014Determinedhowknowledgeablebrand,agencyandmediaprofessionals
actually were around core digital disciplines (online advertising, social media,
content marketing and data & analytics) through a formal assessment
2015 Will track actual increases in digital proficiency around core digital
disciplinesbysalesandmarketingprofessionalsviaapre-andpost-assessment
methodology
About Digital
Chameleon
Digital Chameleon helps clients mainstream digital
knowledge and capabilities across their teams. Digital Chameleon works
with companies worldwide to integrate digital into the DNA of their
businesses via its “Seven Stages of Digital Transformation” process.
This scalable, tailored, metrics-driven approach to digital learning closes the
talent gap and provides clients with a demonstrable return on investment.
Digital Chameleon’s learning solutions have been endorsed by the
Media Federation of Australia and the Digital + Direct Marketing
Association Asia.
To learn more about Digital Chameleon,
please visit us at: www.digitalchameleon.com.au
+61 2 9997 7002
5. 4 DIGITAL IQ INDEX™ 2014
NUMBERS ROUNDED UP TO NEAREST INTEGER
Results by sector:
Respondents were grouped into one
of four quartiles: Uninformed (unable
to engage), Partially Informed (barely
able to engage), Proficient (proficien-
cy in basic concepts), and Highly Pro-
ficient (highly proficient around topic).
Respondents residing in the first
two quartiles (Uninformed, Partially
Informed) were deemed as lacking
sufficient knowledge to engage in digi-
tal marketing decision-making around
that discipline. Those in the second
two quartiles (Proficient and Highly
Proficient) were deemed as having the
skills and knowledge to make effective
decisionsaroundthatparticulardigital
marketing discipline.
BRANDS:
INCLUDES
PRODUCTS AND
SERVICES
AGENCIES:
INCLUDES MULTINATIONAL,
REGIONAL, CREATIVE,
AND MEDIA
MEDIA:
INCLUDES
MAGAZINES AND
NEWSPAPERS
BRANDS 131 participants
53%
unable to engage
effectively around the topic
11%
unable to engage
effectively around the topic
20%
unable to engage
effectively around the topic
48%
unable to engage
effectively around the topic
41%
barely able to engage
effectively around the topic
48%
barely able to engage
effectively around the topic
47%
barely able to engage
effectively around the topic
41%
barely able to engage
effectively around the topic
6%
proficient in basic topic
concepts
34%
proficient in basic topic
concepts
28%
proficient in basic
topic concepts
11%
proficient in basic
topic concepts
0%
highly proficient
around topic
7%
highly proficient
around topic
5%
highly proficient
around topic
0%
highly proficient
around topic
ONLINE ADVERTISING
SOCIAL MEDIA
CONTENT MARKETING
DATA & ANALYTICS
6. 5 DIGITAL IQ INDEX™ 2014
AGENCIES 133 participants
MEDIA 361 participants
47%
unable to engage
effectively around the topic
29%
unable to engage effectively
around the topic
15%
unable to engage
effectively around the topic
11%
unable to engage
effectively around the topic
59%
unable to engage
effectively around the topic
46%
barely able to engage
effectively around the topic
60%
barely able to engage
effectively around the topic
42%
barely able to engage
effectively around the topic
56%
barely able to engage
effectively around the topic
37%
barely able to engage
effectively around the topic
5%
proficient in basic topic
concepts
11%
proficient in basic topic
concepts
38%
proficient in basic
topic concepts
25%
proficient in basic
topic concepts
4%
proficient in basic topic
concepts
2%
highly proficient
around topic
0%
highly proficient
around topic
5%
highly proficient
around topic
8%
highly proficient
around topic
0%
highly proficient
around topic
ONLINE ADVERTISING
ONLINE ADVERTISING
SOCIAL MEDIA
CONTENT MARKETING
DATA & ANALYTICS
NUMBERS ROUNDED UP TO NEAREST INTEGER
7. 6 DIGITAL IQ INDEX™ 2014
COMBINED Brands and Agencies: 264 participants
COMBINED Brands, Agencies and Media: 625 participants
50%
unable to engage
effectively around the topic
38%
unable to engage effectively
around the topic
13%
unable to engage
effectively around the topic
16%
unable to engage
effectively around the topic
54%
unable to engage
effectively around the topic
44%
barely able to engage
effectively around the topic
53%
barely able to engage
effectively around the topic
45%
barely able to engage
effectively around the topic
51%
barely able to engage
effectively around the topic
39%
barely able to engage
effectively around the topic
6%
proficient in basic topic
concepts
9%
proficient in basic topic
concepts
36%
proficient in basic
topic concepts
26%
proficient in basic
topic concepts
7%
proficient in basic topic
concepts
0%
highly proficient
around topic
0%
highly proficient
around topic
6%
highly proficient
around topic
7%
highly proficient
around topic
0%
highly proficient
around topic
ONLINE ADVERTISING
ONLINE ADVERTISING
SOCIAL MEDIA
CONTENT MARKETING
DATA & ANALYTICS
NUMBERS ROUNDED UP TO NEAREST INTEGER
8. 7 DIGITAL IQ INDEX™ 2014
1st quartile 2nd quartile
UNABLE TO ENGAGE
EFFECTIVELY AROUND
THE TOPIC
BARELY ABLE TO
ENGAGE
EFFECTIVELY
AROUND
THE TOPIC
PROFICIENT
IN BASIC TOPIC
CONCEPTS
HIGHLY
PROFICIENT
AROUND TOPIC
THRESHOLD OF
DIGITAL COMPETENCY
LEGEND
ONLINE ADVERTISING
BRANDS 131 participants
AGENCIES 133 participants
94%
below threshold
of digital competency
93%
below threshold
of digital competency
MEDIA 361 participants
89%
below threshold
of digital competency
Results by discipline:
3rd quartile 4th quartile
9. 8 DIGITAL IQ INDEX™ 2014
SOCIAL MEDIA
CONTENT MARKETING
BRANDS 131 participants
BRANDS 131 participants
AGENCIES 133 participants
AGENCIES 133 participants
NUMBERS ROUNDED UP TO NEAREST INTEGER
59%
below threshold
of digital competency
57%
below threshold
of digital competency
67%
below threshold
of digital competency
67%
below threshold
of digital competency
10. 9 DIGITAL IQ INDEX™ 2014
NUMBERS ROUNDED UP TO NEAREST INTEGER
DATA AND ANALYTICS
BRANDS 131 participants
AGENCIES 133 participants
89%
below threshold
of digital competency
96%
below threshold
of digital competency