This document discusses digital leadership, organizational structure, strategy, and investment in the consumer sector. It finds that while many consumer businesses have invested in digital marketing, they still struggle with how to effectively structure and lead their digital teams. Experts say digital leaders need experience in both online and offline consumer marketing to integrate digital strategies across the business. Most companies still do not have digital leaders reporting directly to top executives or have dedicated digital roles defined. The document advocates treating digital as a separate business to drive strategic alignment and maximize opportunities to engage customers through data.
Mobile payments will only be able to disrupt if user is king. Tieto Corporation
At his presentation at Bankdagen 2012, Mr Johan Lofmark from Tieto shared his thoughts around how critical it is for actors in the payment industry to focus on the users when designing new disruptive mobile payment services.
The digital advantage How digital leaders outperform their peers in every ind...Nicola Barozzi 🚘✔
Digital leaders outperform their peers through higher digital maturity across two dimensions: digital intensity and transformation management intensity. Companies that are digitally mature in both areas, called "Digirati", significantly outperform competitors on financial measures like profitability, revenue generation, and market valuation. While all industries can benefit from digital transformation, some industries like high tech, banking and retail already exhibit higher digital maturity on average, while others like manufacturing, pharmaceuticals, and utilities tend to be less digitally mature currently. Companies in any industry can improve performance by developing their digital and transformation capabilities.
E Business Integration. Enabling the Real Time EnterpriseJohan Blomme
The document discusses the transition to the real-time enterprise and the importance of integration, collaboration, and personalization. It notes that businesses must replace industrial-age strategies with real-time processes based on information. To compete in the new economy, companies must focus on customer experiences and knowledge across the entire value chain. Real-time data integration and business intelligence are essential for enabling personalization, predictive analytics, and a proactive, customer-centric approach.
The document provides a framework for understanding digital and how it can be used effectively for brands, defining digital as including social media, websites, apps, and more, and explaining how digital activation can be part of an overall brand experience strategy to influence what people think, feel and do.
1) The document discusses how social media is changing business by allowing new ways for people to interact and form relationships.
2) It describes how social media creates opportunities for competitive advantage by integrating social technologies into business processes like marketing, customer service, IT, and talent management.
3) IBM provides a social business platform and ecosystem that helps companies harness social media and leverage network effects to disrupt industries and gain competitive advantages like improving productivity and customer experiences.
InfoPeriscope will create a new advertising model where consumers actively control and exchange their permission to receive ads ("Digital Rights") and get paid for doing so. This will connect interested consumers directly with merchants in a way that benefits both parties. Consumers will be able to selectively communicate with merchants and receive ads only for the products and services they want. Merchants will gain a highly targeted audience and see better response rates than the current wasted $175 billion spent on direct marketing.
The document summarizes trends in the B2B marketing solutions industry based on a conference held in January 2013. It discusses how companies are evolving from legacy print-focused models to integrated solutions approaches leveraging customer experience, engagement, lead generation, e-commerce, and enterprise workflow. Specific companies are highlighted that are innovating in areas like events management platforms, online industry communities, big data analytics, online marketplaces, and e-commerce platforms. The document concludes that trends point to continued growth in the industry driven by new technologies, industry consolidation, and increasing valuations as business models incorporate more recurring revenue streams.
Managing Information Technology Servicesmichaelmadsen
1. The document discusses the increasing pressure faced by IT organizations to justify costs and demonstrate value to the business. It describes various external factors like commoditization of technology as well as internal factors driving this pressure.
2. Adopting a services approach provides a framework for IT organizations to address challenges by focusing on customer needs and satisfaction. A services model defines what the IT organization delivers and gets in return through services.
3. The benefits of a services approach include helping the IT organization communicate value, align with business needs, and identify required capabilities. It also provides a basis for comparing internal and external service providers.
Mobile payments will only be able to disrupt if user is king. Tieto Corporation
At his presentation at Bankdagen 2012, Mr Johan Lofmark from Tieto shared his thoughts around how critical it is for actors in the payment industry to focus on the users when designing new disruptive mobile payment services.
The digital advantage How digital leaders outperform their peers in every ind...Nicola Barozzi 🚘✔
Digital leaders outperform their peers through higher digital maturity across two dimensions: digital intensity and transformation management intensity. Companies that are digitally mature in both areas, called "Digirati", significantly outperform competitors on financial measures like profitability, revenue generation, and market valuation. While all industries can benefit from digital transformation, some industries like high tech, banking and retail already exhibit higher digital maturity on average, while others like manufacturing, pharmaceuticals, and utilities tend to be less digitally mature currently. Companies in any industry can improve performance by developing their digital and transformation capabilities.
E Business Integration. Enabling the Real Time EnterpriseJohan Blomme
The document discusses the transition to the real-time enterprise and the importance of integration, collaboration, and personalization. It notes that businesses must replace industrial-age strategies with real-time processes based on information. To compete in the new economy, companies must focus on customer experiences and knowledge across the entire value chain. Real-time data integration and business intelligence are essential for enabling personalization, predictive analytics, and a proactive, customer-centric approach.
The document provides a framework for understanding digital and how it can be used effectively for brands, defining digital as including social media, websites, apps, and more, and explaining how digital activation can be part of an overall brand experience strategy to influence what people think, feel and do.
1) The document discusses how social media is changing business by allowing new ways for people to interact and form relationships.
2) It describes how social media creates opportunities for competitive advantage by integrating social technologies into business processes like marketing, customer service, IT, and talent management.
3) IBM provides a social business platform and ecosystem that helps companies harness social media and leverage network effects to disrupt industries and gain competitive advantages like improving productivity and customer experiences.
InfoPeriscope will create a new advertising model where consumers actively control and exchange their permission to receive ads ("Digital Rights") and get paid for doing so. This will connect interested consumers directly with merchants in a way that benefits both parties. Consumers will be able to selectively communicate with merchants and receive ads only for the products and services they want. Merchants will gain a highly targeted audience and see better response rates than the current wasted $175 billion spent on direct marketing.
The document summarizes trends in the B2B marketing solutions industry based on a conference held in January 2013. It discusses how companies are evolving from legacy print-focused models to integrated solutions approaches leveraging customer experience, engagement, lead generation, e-commerce, and enterprise workflow. Specific companies are highlighted that are innovating in areas like events management platforms, online industry communities, big data analytics, online marketplaces, and e-commerce platforms. The document concludes that trends point to continued growth in the industry driven by new technologies, industry consolidation, and increasing valuations as business models incorporate more recurring revenue streams.
Managing Information Technology Servicesmichaelmadsen
1. The document discusses the increasing pressure faced by IT organizations to justify costs and demonstrate value to the business. It describes various external factors like commoditization of technology as well as internal factors driving this pressure.
2. Adopting a services approach provides a framework for IT organizations to address challenges by focusing on customer needs and satisfaction. A services model defines what the IT organization delivers and gets in return through services.
3. The benefits of a services approach include helping the IT organization communicate value, align with business needs, and identify required capabilities. It also provides a basis for comparing internal and external service providers.
To deliver on this potential, smarter media and entertainment companies are transforming business models, operations and customer experiences. (1) Innovate business models and seize digital market opportunities, (2) Differentiate the consumer experience, (3) Improve operational efficiencies.
IBM hosted a cloud forum on April 7, 2011 to discuss social business in the cloud. Sean Poulley, Vice President of IBM's Social Business Cloud, presented on how social business embraces networks of people to create business value by being engaged, transparent, and nimble while ensuring trust, security, and compliance. IBM defined social business, created the first social software platform in 2007, and brought it to the cloud in 2009. IBM sees social business as a $100 billion opportunity and delivers social business solutions globally across industries from large to small customers. Brendan Crotty then demonstrated LotusLive, IBM's social collaboration platform in the cloud, which provides security, reliability, integration capabilities, and is an ext
The document discusses how clouds, mobility, and big data together create a revolution in business capabilities when used together. It provides a use case example of how an airport authority could use these technologies together in an "outside-in" model, rather than traditional "inside-out" IT systems, to allow real-time collaboration between different groups' employees to solve operational issues as they arise. This would allow improved efficiency and customer satisfaction over just using individual groups' internal IT systems.
The document discusses justifying digital advertising campaigns for financial services companies. It shows that digital advertising spending, especially for online display, has been growing significantly. It also demonstrates that credit card companies have higher online conversion rates than banks. The document then discusses how MediaMind helps address challenges in cross-channel campaign management and measurement by integrating different digital channels and providing unified tracking. It provides examples of how smart advertising techniques like audience segmentation, versioning ads dynamically based on user behavior, and retargeting can help financial companies get more value from their digital investments.
Why is Mobility More than Making Enterprise Applications Available?Capgemini
This document discusses the differences between traditional enterprise mobility and newer mobility models enabled by personal devices, apps, and cloud services. In enterprise mobility, client-server applications are delivered to mobile devices, requiring synchronization of stateful data when connections are available. However, newer mobility refers to personal devices accessing modular apps and services from the cloud through a web/internet model using representational state and non-stateful data, avoiding issues of enterprise mobility around stateful data synchronization. The document provides examples of this including the Apple App Store, iCloud, and the iFly app.
This document provides an introduction to how businesses can use internet technology. It discusses how the internet can help businesses overcome geographic, time, cost, and structural barriers. It defines the differences between e-business and e-commerce, with e-business representing a comprehensive organizational shift and e-commerce focusing on transactions. The document also outlines strategic considerations for an e-business/e-commerce plan and how companies can utilize the internet in areas like marketing, sales, customer support, and interactions with suppliers.
Adapt or Die: What It Means to Be The Marketer of The FutureJason Heller
Presented at eConsultancy JUMP NYC Jan 30, 2013 -- As agencies focus on what it means to be the agency of the future, marketers are facing an evolution of their own. Winning the hearts and minds of the the empowered and connected consumer requires the development and integration of a broad base of digital capabilities and cross-functional processes, embracing data and technology, attracting key talent, evolving legacy culture, and managing a portfolio of agencies, media and technology partners. Jason works closely with CMO's and marketing leaders to assess, develop and guide the organizations' digital marketing operations, and will share some of the best practices and common pitfalls that marketers experience on the journey to becoming the marketer of tomorrow.
Whitepaper vision on mobile, mobility, clouds and the enterprise of tomorrowMichel van den Berg
The document discusses how cloud, mobility, and big data technologies present both evolutionary and revolutionary opportunities for businesses and governments. On one hand, these technologies can help optimize existing "inside-out" IT systems and operations through streamlining, virtualization, and cost reduction. However, they also enable a revolutionary "outside-in" approach focused on engaging customers through new mobile and online business models. While some see these technologies as simply evolving current IT, they truly represent a game-changing opportunity to transform how organizations do business in the digital era.
IBM Sametime 8.5.2 provides enhancements that support the evolution to social business. Social business leverages new forms of communication like social networking and builds trusted relationships to increase sales and brand advocacy. It also drives operational effectiveness by allowing faster responses to opportunities. Sametime is positioned as the real-time social platform to enable the asynchronous and real-time interactions required by social business. It provides simple unified access to presence, messaging, meetings and social connections. A case study shows how one organization drove innovation, cost control and growth through their social business collaboration platform.
Rising to the New Challenges of Transactional Services in the Public SectorCapgemini
Companies and government agencies alike are moving their activities online.
The rising curve of online service delivery adoption has raised expectations of service levels. Yet many transactions in the public sector are often still provided by systems that were not intended, designed and built to support the exponential user and data growth.
Subsequently, the rise of online service delivery not only requires new investment but also adds new risks in making these systems secure for an online world with its increasing levels of cyber crime. Both the private and the public sectors are under pressure to reduce the costs associated with delivery of transactional services.
But since our last paper on the topic was published, three significant trends have emerged:
- The increased urgency to reduce fraud and non-compliance
- The changing nature of Business Process Outsourcing (BPO) and Shared Services strategies moving away from pure cost reduction to transformational outsourcing
- The rapid rise of Cloud technology, with dramatic changes to delivery models
Read our paper to learn more about how government can learn from the private sector in order to tackle these issues.
Ibm smarter commerce announcement industry analyst march 10Mauricio Godoy
The document summarizes IBM's recent focus on and investments in Smarter Commerce. Key points include:
1) IBM has made $2.5 billion in commerce-related acquisitions and software investments since 2010 to position itself as the only solutions provider integrating all elements of the commerce lifecycle.
2) IBM is expanding its Global Business Services with new Smarter Commerce consulting services and software to help companies better manage their value chain and put the customer at the center.
3) Smarter Commerce is IBM's approach to help companies increase value for customers, partners, and shareholders by optimizing buy, market, sell, and service processes in today's digital world.
The document discusses how Cengage Learning is transforming its business model to meet the challenges of the changing education market and empowered customers. It is enhancing its direct-to-consumer experience and offering more digital options through an innovative online retail solution that allows customers to buy course materials through multiple online channels. This solution integrates various systems and technologies to provide seamless purchasing and service across web, mobile, and social channels.
Opportunities In Managed Services Image Source Magdramos1971
This document summarizes opportunities for independent dealers and VARs in the managed services market. It notes that SMBs worldwide spent $860 billion on IT in 2011, and cites common pain points SMB VARs face like vendor management, marketing, and resource awareness. The author argues that dealers are well-positioned to transition to managed services due to their experience with vendor management, marketing in their communities, and managing to financial benchmarks. It provides examples of common managed services and potential partner companies that can help dealers expand into this market.
The document discusses the importance of small businesses to the U.S. economy and wireless carriers. It notes that there are over 30 million small businesses in the U.S. that employ over half of American workers. Wireless technology has become crucial for small businesses to operate efficiently. The document outlines a plan for a wireless carrier to target small businesses by focusing on value through pricing and device options, network coverage and reliability, and community engagement.
The document discusses the importance of small businesses to the U.S. economy and wireless carriers. It notes that there are over 30 million small businesses in the U.S. that employ over half of American workers. Wireless technology has become crucial for small businesses to operate efficiently. The document outlines a plan for a wireless carrier to target small businesses by focusing on value through pricing and device options, network coverage and reliability, and community engagement.
Big data cloud cloud circle keynote_final laura colvine 8th november 2012IBM
This document discusses how organizations are using big data and cloud computing to gain insights and optimize operations. It provides examples of how forward-thinking organizations are (1) creating scalable and trusted systems to manage large amounts of data, (2) using data to optimize complex decisions and identify trends, and (3) acting on insights by improving outcomes and customer satisfaction. Specific cases highlight collaborating across healthcare systems in the cloud, using weather data to improve wind farm forecasts, reducing surgery hospitalizations through genetic data analysis, and improving transaction processing. The document argues convergence of data sources and cloud-based tools will further increase business optimization.
INTUIC is an interactive marketing agency that helps companies maximize their digital presence through strategies like social media and online marketing campaigns. KMGi is a multimedia production studio founded in 1997 that has won awards for its innovative interactive work. Together, the agencies offer services like website design, web presentations, 3D animation, and "webmercials" - online advertisements resembling television commercials. Some of their clients include Google, MasterCard, CNN, and Coca-Cola. Their work showcases strategies for using new technologies like social media, video, and animation to engage audiences online.
IBM collaborates with government leaders to transform services, improve outcomes of social programs, facilitate global trade, protect borders and enhance public safety.
Datamyne Stats Snapshots - Southeastern US Ports Imports-Exports 1Q-3Q2014Datamyne
Statistics on imports and exports -- volume of shipments, top products in trade, countries of origin/destination, carriers -- through US Southeast ports January through September 2014 compared with 2013, with comparison data on US West, Northeast, Gulf ports, and total US maritime trade. From the Datamyne presentation at the Southeast Freight Conference November 2014.
To deliver on this potential, smarter media and entertainment companies are transforming business models, operations and customer experiences. (1) Innovate business models and seize digital market opportunities, (2) Differentiate the consumer experience, (3) Improve operational efficiencies.
IBM hosted a cloud forum on April 7, 2011 to discuss social business in the cloud. Sean Poulley, Vice President of IBM's Social Business Cloud, presented on how social business embraces networks of people to create business value by being engaged, transparent, and nimble while ensuring trust, security, and compliance. IBM defined social business, created the first social software platform in 2007, and brought it to the cloud in 2009. IBM sees social business as a $100 billion opportunity and delivers social business solutions globally across industries from large to small customers. Brendan Crotty then demonstrated LotusLive, IBM's social collaboration platform in the cloud, which provides security, reliability, integration capabilities, and is an ext
The document discusses how clouds, mobility, and big data together create a revolution in business capabilities when used together. It provides a use case example of how an airport authority could use these technologies together in an "outside-in" model, rather than traditional "inside-out" IT systems, to allow real-time collaboration between different groups' employees to solve operational issues as they arise. This would allow improved efficiency and customer satisfaction over just using individual groups' internal IT systems.
The document discusses justifying digital advertising campaigns for financial services companies. It shows that digital advertising spending, especially for online display, has been growing significantly. It also demonstrates that credit card companies have higher online conversion rates than banks. The document then discusses how MediaMind helps address challenges in cross-channel campaign management and measurement by integrating different digital channels and providing unified tracking. It provides examples of how smart advertising techniques like audience segmentation, versioning ads dynamically based on user behavior, and retargeting can help financial companies get more value from their digital investments.
Why is Mobility More than Making Enterprise Applications Available?Capgemini
This document discusses the differences between traditional enterprise mobility and newer mobility models enabled by personal devices, apps, and cloud services. In enterprise mobility, client-server applications are delivered to mobile devices, requiring synchronization of stateful data when connections are available. However, newer mobility refers to personal devices accessing modular apps and services from the cloud through a web/internet model using representational state and non-stateful data, avoiding issues of enterprise mobility around stateful data synchronization. The document provides examples of this including the Apple App Store, iCloud, and the iFly app.
This document provides an introduction to how businesses can use internet technology. It discusses how the internet can help businesses overcome geographic, time, cost, and structural barriers. It defines the differences between e-business and e-commerce, with e-business representing a comprehensive organizational shift and e-commerce focusing on transactions. The document also outlines strategic considerations for an e-business/e-commerce plan and how companies can utilize the internet in areas like marketing, sales, customer support, and interactions with suppliers.
Adapt or Die: What It Means to Be The Marketer of The FutureJason Heller
Presented at eConsultancy JUMP NYC Jan 30, 2013 -- As agencies focus on what it means to be the agency of the future, marketers are facing an evolution of their own. Winning the hearts and minds of the the empowered and connected consumer requires the development and integration of a broad base of digital capabilities and cross-functional processes, embracing data and technology, attracting key talent, evolving legacy culture, and managing a portfolio of agencies, media and technology partners. Jason works closely with CMO's and marketing leaders to assess, develop and guide the organizations' digital marketing operations, and will share some of the best practices and common pitfalls that marketers experience on the journey to becoming the marketer of tomorrow.
Whitepaper vision on mobile, mobility, clouds and the enterprise of tomorrowMichel van den Berg
The document discusses how cloud, mobility, and big data technologies present both evolutionary and revolutionary opportunities for businesses and governments. On one hand, these technologies can help optimize existing "inside-out" IT systems and operations through streamlining, virtualization, and cost reduction. However, they also enable a revolutionary "outside-in" approach focused on engaging customers through new mobile and online business models. While some see these technologies as simply evolving current IT, they truly represent a game-changing opportunity to transform how organizations do business in the digital era.
IBM Sametime 8.5.2 provides enhancements that support the evolution to social business. Social business leverages new forms of communication like social networking and builds trusted relationships to increase sales and brand advocacy. It also drives operational effectiveness by allowing faster responses to opportunities. Sametime is positioned as the real-time social platform to enable the asynchronous and real-time interactions required by social business. It provides simple unified access to presence, messaging, meetings and social connections. A case study shows how one organization drove innovation, cost control and growth through their social business collaboration platform.
Rising to the New Challenges of Transactional Services in the Public SectorCapgemini
Companies and government agencies alike are moving their activities online.
The rising curve of online service delivery adoption has raised expectations of service levels. Yet many transactions in the public sector are often still provided by systems that were not intended, designed and built to support the exponential user and data growth.
Subsequently, the rise of online service delivery not only requires new investment but also adds new risks in making these systems secure for an online world with its increasing levels of cyber crime. Both the private and the public sectors are under pressure to reduce the costs associated with delivery of transactional services.
But since our last paper on the topic was published, three significant trends have emerged:
- The increased urgency to reduce fraud and non-compliance
- The changing nature of Business Process Outsourcing (BPO) and Shared Services strategies moving away from pure cost reduction to transformational outsourcing
- The rapid rise of Cloud technology, with dramatic changes to delivery models
Read our paper to learn more about how government can learn from the private sector in order to tackle these issues.
Ibm smarter commerce announcement industry analyst march 10Mauricio Godoy
The document summarizes IBM's recent focus on and investments in Smarter Commerce. Key points include:
1) IBM has made $2.5 billion in commerce-related acquisitions and software investments since 2010 to position itself as the only solutions provider integrating all elements of the commerce lifecycle.
2) IBM is expanding its Global Business Services with new Smarter Commerce consulting services and software to help companies better manage their value chain and put the customer at the center.
3) Smarter Commerce is IBM's approach to help companies increase value for customers, partners, and shareholders by optimizing buy, market, sell, and service processes in today's digital world.
The document discusses how Cengage Learning is transforming its business model to meet the challenges of the changing education market and empowered customers. It is enhancing its direct-to-consumer experience and offering more digital options through an innovative online retail solution that allows customers to buy course materials through multiple online channels. This solution integrates various systems and technologies to provide seamless purchasing and service across web, mobile, and social channels.
Opportunities In Managed Services Image Source Magdramos1971
This document summarizes opportunities for independent dealers and VARs in the managed services market. It notes that SMBs worldwide spent $860 billion on IT in 2011, and cites common pain points SMB VARs face like vendor management, marketing, and resource awareness. The author argues that dealers are well-positioned to transition to managed services due to their experience with vendor management, marketing in their communities, and managing to financial benchmarks. It provides examples of common managed services and potential partner companies that can help dealers expand into this market.
The document discusses the importance of small businesses to the U.S. economy and wireless carriers. It notes that there are over 30 million small businesses in the U.S. that employ over half of American workers. Wireless technology has become crucial for small businesses to operate efficiently. The document outlines a plan for a wireless carrier to target small businesses by focusing on value through pricing and device options, network coverage and reliability, and community engagement.
The document discusses the importance of small businesses to the U.S. economy and wireless carriers. It notes that there are over 30 million small businesses in the U.S. that employ over half of American workers. Wireless technology has become crucial for small businesses to operate efficiently. The document outlines a plan for a wireless carrier to target small businesses by focusing on value through pricing and device options, network coverage and reliability, and community engagement.
Big data cloud cloud circle keynote_final laura colvine 8th november 2012IBM
This document discusses how organizations are using big data and cloud computing to gain insights and optimize operations. It provides examples of how forward-thinking organizations are (1) creating scalable and trusted systems to manage large amounts of data, (2) using data to optimize complex decisions and identify trends, and (3) acting on insights by improving outcomes and customer satisfaction. Specific cases highlight collaborating across healthcare systems in the cloud, using weather data to improve wind farm forecasts, reducing surgery hospitalizations through genetic data analysis, and improving transaction processing. The document argues convergence of data sources and cloud-based tools will further increase business optimization.
INTUIC is an interactive marketing agency that helps companies maximize their digital presence through strategies like social media and online marketing campaigns. KMGi is a multimedia production studio founded in 1997 that has won awards for its innovative interactive work. Together, the agencies offer services like website design, web presentations, 3D animation, and "webmercials" - online advertisements resembling television commercials. Some of their clients include Google, MasterCard, CNN, and Coca-Cola. Their work showcases strategies for using new technologies like social media, video, and animation to engage audiences online.
IBM collaborates with government leaders to transform services, improve outcomes of social programs, facilitate global trade, protect borders and enhance public safety.
Datamyne Stats Snapshots - Southeastern US Ports Imports-Exports 1Q-3Q2014Datamyne
Statistics on imports and exports -- volume of shipments, top products in trade, countries of origin/destination, carriers -- through US Southeast ports January through September 2014 compared with 2013, with comparison data on US West, Northeast, Gulf ports, and total US maritime trade. From the Datamyne presentation at the Southeast Freight Conference November 2014.
ObjectStudio is an object-oriented development environment that has been in development since the late 1980s. Version 8.2 includes a new look, modeling tool, and mapping tool. The modeling tool allows for object modeling, code generation, and round-trip engineering between code and models. The mapping tool provides object relational mapping based on GLORP and allows viewing of database objects. Version 8.2 also includes improvements to database support and other minor enhancements. Future versions will focus on further enhancing the modeling and mapping tools.
Rigorous safety evaluation must for drugsOther Mother
Rigorous safety evaluation must for drugs
The article discusses three drugs - Saroglitazar, Hydroxy chloroquine, and Berberine - that are being aggressively marketed in India without adequate evidence of safety and efficacy from rigorous clinical trials, putting patients at risk. It raises concerns about the overall quality of drug regulation in India. Experts call for these drugs to face the same stringent regulations as elsewhere to prevent potential harm to patients. A drug company says its product went through necessary clinical trials and regulatory approvals.
Alignable SMB Trust Index Q4 2015: Real NPS Data from Real Small Business OwnersAlignable
Many companies intrinsically ‘care’ about their own NPS, but they tend to survey their existing user base – often neglecting churned or past customers. And small business owners care about NPS (if not NPS, then the general opinion of a company) because they are faced with making business purchases decisions every day.
And this is an important audience! There are 27.9 million small businesses in U.S. that collectively make up approximately 46% of our GDP. So, what are the best technologies that help SMBs "run the business of their business?"
This two-day conference focuses on procurement, contracts management, and project finance in the oil and gas industry. The conference will explore strategies for reducing costs through efficient procurement, negotiations, and risk management. Speakers from leading oil and gas companies will discuss identifying areas of overspending, developing key performance indicators for suppliers, negotiating contracts to limit liability and shift risk, and collaborating with suppliers. Attendees will learn methods for forecasting needs, selecting reliable vendors, and renegotiating contracts in changing market conditions. Interactive sessions will allow professionals to discuss challenges and solutions. The goal is to help oil and gas companies minimize costs and risks through improved commercial strategies.
Webinar: eFolder Expert Series:Three Myths of Cloud Recovery RevealedDropbox
The document summarizes cloud recovery and discusses three myths of cloud recovery. It introduces eFolder Continuity Cloud, which offers a flexible pricing model for cloud-based disaster recovery. Key points covered include that cloud recovery can be cost-effective through predictable monthly pricing and does not require large upfront commitments. It also allows complex network configurations through virtualization.
Este documento contiene anuncios clasificados de propiedades en alquiler y venta en Santo Domingo, República Dominicana. Se enumeran varios apartamentos disponibles para alquilar en diversas zonas como Gazcue, El Millón, Miraflores, entre otras. Se proporcionan detalles como el número de habitaciones, baños y precio. También se anuncian algunas propiedades en venta.
JChem for Excel is a Microsoft Excel add-in that integrates ChemAxon's JChem and Marvin technologies. It allows users to import and analyze chemical structure data within Excel. Key features include importing structures from databases and files, running structure searches and decomposition, and utilizing chemical properties and calculations as Excel functions. The add-in is implemented in .NET and can be easily installed and deployed within organizations.
This document contains a list of email addresses. It includes over 50 email addresses for various companies in domains like yahoo.com, vsnl.net.in, rediffmail.com and more. The email addresses seem to be for general information, sales, support, careers, feedback and other commercial purposes. They represent a variety of companies from different sectors including IT, consulting, telecom and others.
This document summarizes research on multiple sclerosis (MS). MS is a chronic disease that attacks the central nervous system. While the exact cause is unknown, it is believed to involve genetic and environmental factors. The most common form is relapsing-remitting MS, where neurological symptoms flare up and then decrease. Several drugs are used to treat MS and reduce relapse rates, but many have side effects. Ongoing research aims to better understand MS and develop safer, more effective treatments.
The document provides an overview of PayPal's mobile payments capabilities including:
1) PayPal allows consumers to pay and transfer money through mobile apps, mobile web, and SMS on any device. It also offers mobile checkout for merchants.
2) For developers, PayPal offers a Mobile Payments Library to simplify integrating payments into apps with features like one-tap checkout and payment approval notifications.
3) The library supports common mobile platforms and has APIs for payment setup, buttons, callbacks, and restoring unfinished payments when an app reopens.
PerkinElmer: The Determination of Metals in Cosmetics Application NotePerkinElmer, Inc.
Cosmetics of one form or another have been used since the beginning of time. The U.S. FDA has not regulated metals in cosmetics except in the case that zirconium is prohibited in aerosol preparations and mercury can only be used (generally as a preservative) when no other alternative is possible. They do have the authority to protect consumers against contamination deemed to be deleterious to health. Proposition 65 in California requires notice when concentrations in a product may cause exposure to hazardous components exceeding a prudent level. A letter from the Attorney General of the State of California discusses the level of concern and calculates that based on documented lipstick use, a concentration of 5 mg/kg would be the level of concern requiring listing. The regulations in Canada include statements about heavy metals, and although low concentrations may be difficult to avoid, concentrations above the levels listed in Table 1 (page 2 of Application Note) require special scrutiny.
Dissertation in Politics - US Foreign Policy Decision Making in IraqVijay Luhan
This chapter introduces foreign policy analysis and its importance in understanding how the US made the decision to invade Iraq in 2003. Foreign policy analysis examines the process of decision making rather than just explaining why decisions were made. The chapter discusses how foreign policy analysis provides a framework to systematically study the sequence of events and decision making process leading up to the invasion. It will use Graham Allison's models of foreign policy analysis to examine how actors in the Bush administration were unified or divided in their interests regarding invading Iraq.
•How consumers will – and won’t – change •What this will mean for the TMT value chain •Which businesses will thrive and why. Rob Gallagher, Director of Research - Media, Entertainment & Consumer, Ovum
This document discusses using a tree store to create a hierarchical data structure in a tree view widget in GTK. It provides an example class that initializes a tree store, connects signal handlers for user interactions, and adds/edits data in the tree. Methods are defined to populate the tree store, handle user events like adding/selecting rows, and retrieve selected data from the tree store. The document aims to explain using tree stores to represent parent-child relationships in a tree view.
MillerCoors Minimizes Downtime Losses with Thermal Edge Network-Capable ACs. See what Technical Challenges they were faced with just like many other companies face and find out why Thermal Edge was the right solution, reliability, and support that they needed to get their cooling needs solved!
SoLoMo Thursday - A Million Dollar Lesson On Captivating Mobile Strategies (3...SoLoMo Thursday
The document discusses lessons for building success including thinking big, listening, focusing, and showing love. It mentions social features, games, utilities, and time. It also discusses incentivizing behavior and questions being directed to a website for more information from the providers. The document has a simple and brief tone focused on lessons and features.
Digital technologies hold potential to unlock new opportunities and improve customer experience, yet most enterprises are still not ready to fully embrace digital transformation. While there are successful examples like Burberry, digital transformation remains complicated for most global companies. In India as well, the concept of digital transformation is still nascent despite opportunities from growing internet and mobile access. Effective digital transformation requires integrating separate digital efforts, having a clear strategy, and addressing challenges like quickly changing technologies and skills gaps. It also demands a new visionary role from CIOs to help businesses reinvent themselves through innovative use of digital.
Digital transformation holds potential for businesses through new opportunities, efficiencies and improved customer experience. However, most enterprises still struggle with digital transformation. While there are successful examples like Burberry, digital transformation remains complicated for most global organizations. In India as well, while the potential is there, most enterprises are unprepared for disruptive technologies like mobile, social and analytics and lack a unified digital strategy. Customer experience is seen as the strongest driver of digital transformation efforts, though impacting business operations and models is more difficult. CIOs now must lead digital transformations, but many Indian CIOs still lack maturity and understanding of what is required despite acknowledging the significance of going digital. Establishing return on investment for digital technologies and deciding where to
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Five Truths In Building An Effective Digital Marketing And E Commerce StrategyCorey Torrence
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2. Former concepts of customer profiling are no longer sufficient. Continuous monitoring of social media and updated consumer insights are needed to respond to changing demand.
3. Companies now have complex B2B and B2C models requiring new channel relationships and financial arrangements, as well as integrated online and offline marketing to improve efficiency and customer experience. Competition is no longer limited by geography.
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The document summarizes IBM's 2013 strategy briefing for Hong Kong. It discusses IBM's steady growth in 2012 with record earnings, investments in innovation, and focus on higher value services. It believes businesses will need to differentiate customer experience through personalized services. The briefing outlines how transforming the front office through smarter analytics, commerce, social business and mobility can attract more customers. IBM capabilities like core business solutions can enable front office transformation and help clients outperform by delivering tangible outcomes.
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2012 Ariba Commerce Summit in Chicago
Collaboration is absolutely essential for driving productivity and lifting financial performance in today’s ultra-competitive marketplace. Communicating more freely with customer, suppliers, and employees allows companies to draw on previously untapped capabilities to address existing challenges and spot new opportunities. Business networks have opened the door to this new way of collaborating and may be what differentiate the modern day competitor from competitors of the past. Learn how Ariba, the world’s business commerce network, is helping companies buy better, sell faster and leverage eInvoicing and dynamic discounting to manage their payments and receivables more strategically.
2012 Ariba Commerce Summit in San Mateo
Collaboration is absolutely essential for driving productivity and lifting financial performance in today’s ultra-competitive marketplace. Communicating more freely with customer, suppliers, and employees allows companies to draw on previously untapped capabilities to address existing challenges and spot new opportunities. Business networks have opened the door to this new way of collaborating and may be what differentiate the modern day competitor from competitors of the past. Learn how Ariba, the world’s business commerce network, is helping companies buy better, sell faster and leverage eInvoicing and dynamic discounting to manage their payments and receivables more strategically.
2012 Ariba Commerce Summit in Houston
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Collaboration is absolutely essential for driving productivity and lifting financial performance in today’s ultra-competitive marketplace. Communicating more freely with customer, suppliers, and employees allows companies to draw on previously untapped capabilities to address existing challenges and spot new opportunities. Business networks have opened the door to this new way of collaborating and may be what differentiate the modern day competitor from competitors of the past. Learn how Ariba, the world’s business commerce network, is helping companies buy better, sell faster and leverage eInvoicing and dynamic discounting to manage their payments and receivables more strategically.
Rachel Spasser, SVP Corporate Marketing, Ariba
2012 Ariba Commerce Summit in New York City
Collaboration is absolutely essential for driving productivity and lifting financial performance in today’s ultra-competitive marketplace. Communicating more freely with customer, suppliers, and employees allows companies to draw on previously untapped capabilities to address existing challenges and spot new opportunities. Business networks have opened the door to this new way of collaborating and may be what differentiate the modern day competitor from competitors of the past. Learn how Ariba, the world’s business commerce network, is helping companies buy better, sell faster and leverage eInvoicing and dynamic discounting to manage their payments and receivables more strategically.
2012 Ariba Commerce Summit in Atlanta
Positioning Yourself to Win in The Networked EconomySAP Ariba
Collaboration is absolutely essential for driving productivity and lifting financial performance in today’s ultra-competitive marketplace. Communicating more freely with customer, suppliers, and employees allows companies to draw on previously untapped capabilities to address existing challenges and spot new opportunities. Business networks have opened the door to this new way of collaborating and may be what differentiate the modern day competitor from competitors of the past. Learn how Ariba, the world’s business commerce network, is helping companies buy better, sell faster and leverage eInvoicing and dynamic discounting to manage their payments and receivables more strategically.
Rachel Spasser, SVP Corporate Marketing - Ariba
2012 Ariba Commerce Summit in Toronto
Ibm smarter commerce announcement industry analyst march 10Mauricio Godoy
The document summarizes IBM's recent investments and acquisitions positioning them as a provider of smarter commerce solutions that integrate buying, marketing, selling, and service capabilities. Key points include IBM expanding its global business services with new smarter commerce consulting and software offerings, $2.5 billion in commerce-related acquisitions and investments since 2010, and a focus on helping companies better manage their value chain and put the customer at the center.
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G&M opted for digital transformation to deliver insurance products and services more efficiently online. Chia adopted strategies like tying up with fintech companies, promoting internal innovation, and partnering with startups. This helped foster a culture supporting digital transformation. Key aspects included building an online aggregator site to target customers and scale in the SME segment. G&M considered partnering with fintechs or developing solutions internally. Digitalization complemented G&M's business model by striking a balance between physical and digital customer contact while simplifying processes.
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Building a Digital Organization
Digitalization Trends & Opportunities
The Digital Electric Company of the Future
Questions
•
What kinds of cities do we want to live in tomorrow?
•
What if assumptions behind the projections about urbanization are wrong, and the current trend of urbanization is reversed by 2030 or 2050?
•
What if the global south achieved the same level of prosperity, wealth, and standard of living as the global north?
|
The document discusses connecting physical products and processes to digital technologies to create a digital value chain. It provides examples of how companies in healthcare, telecommunications, and smart cities have partnered with service providers to digitize their offerings. This involves developing platforms to remotely monitor devices, securely transmit data, and conduct analytics to improve operations and customer experience. Partnering can help companies access new digital skills and implement solutions faster than doing it alone.
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Sales of organic products in Germany have continued to increase significantly over the last few years, highlighting a clear change in German consumption habits. Executives from several leading organic companies in Germany discuss the challenges and opportunities in the industry, including rising costs of raw materials, maintaining high product quality, expanding international sales, and adapting to trends like increased vegan diets.
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Casall AB, a Swedish premium sports brand, hired a new CEO to lead international expansion. Nigel Wright consultants identified potential candidates through their extensive networks in sports and consumer goods. They provided weekly updates and identified a broad range of candidates from relevant industries. Two candidates advanced to the final interviews. Casall selected an individual with experience in sports goods and consumer products to strengthen Casall's position and lead it to new heights.
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7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
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12. Design Sprint Framework
13. The Double Diamond
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17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
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Digital Futures in the Consumer Sector
1. Digital futures in the
consumer sector:
leadership, organisational structure,
strategy and investment.
2. Nigel Wright Recruitment : Report 2012
CONTENTS
Introduction: time to build digital expertise 4
1. Digital leadership 5
2. Where does digital fit? 8
3. Digital strategies and how they’re measured 10
Conclusions 13
Contact information 14
ABOUT NIGEL WRIGHT RECRUITMENT
Since its formation, Nigel Wright Recruitment has become the We consider it important to continue to bring you relevant,
leading specialist consumer search firm in the industry. We useful information that you can use, in an accessible format.
have extensive experience of bringing together high-calibre
candidates and world-class organisations. Our consultants For further information or to discuss your recruitment
are committed to delivering a quality service, to clients and requirements please contact the relevant consultant using the
candidates alike. details on page 14. For more information on our services please
visit www.nigelwright.com.
Nigel Wright Recruitment has earned a strong reputation within
the consumer sector across Europe for providing a high quality
recruitment service that is built upon our industry knowledge.
3 nigel wright recruitment
3. Digital futures in the consumer sector Nigel Wright Recruitment : Report 2012
1. Digital leadership
Commercial plus internet business and therefore lack the skills necessary to make online
work. A lot of companies get this wrong and put marketing
The economic crisis was a catalyst for many traditional consumer and project people in charge of digital channels. Digital isn’t a
companies to start investing in building digital capability to project, it should be viewed as a separate business and have
drive sales and customer engagement in a cost efficient way. individuals with strong sales and online backgrounds leading it.
The reality though was that consumer firms should have been They need to be able to view both on and offline together and
doing more, prior to the recession, to develop digital channels. ensure that the offline behaviours of customers form part of the
Consumers want to buy online but many traditional consumer online strategy.”
companies have ignored this trend and allowed pure plays such
as Amazon and Play.com to gain market advantage.3 Pure plays have been able to gain an obvious advantage
by hiring people who have an intimate knowledge of doing
An industry expert explains: “Not everyone in the consumer business online. A key part of this is the effective management
sector has been convinced of the true potential of digital. of data; as one Digital Project Manager explained: “Engaging
Categories such as clothing and furniture for example – items with customers online provides businesses with enormous
where there is a perception that customers will want to try-on, amounts of data. Traditional consumer companies are collecting
touch or feel a product before buying it – have been slow to this data but still don’t really know how to use it effectively.
catch on to the digital trend.4 The perceived need for online and They’re not making the links between customers’ on and offline
mobile channels has been lacking when the reality is that online behaviour.”
and mobile sales for products in these categories, on pure play
sites, is very strong.” 5 Internet pure plays typically hire very analytical people who
posses a good working knowledge of data management and
Obviously, not all traditional consumer companies have been how to use it to target customers. Their employees, however,
Introduction: time to build digital experTISE slow to react. In the UK Tesco, Argos, John Lewis and Marks & often have very little experience in traditional retail, product
Spencer have all successfully created high performing digital development or customer service. Workers at traditional
channels.6 One expert noted that big companies that have the consumer product or retail businesses, on the other hand, have
Digital connotes deeper interactions with customers, more customised and personalised offerings and interactions, data driven decision resources to invest heavily in their online businesses are starting very strong brand, merchandising, customer service and product
making, and an organisational model and processes which are more nimble and reactive to changes in the company’s environment.1 to get results from digital. Others however have struggled development backgrounds and expertise, but in many cases,
to make a seamless transition between the offline and online lack the capability and online experience required to create
models. Speaking to experts in the market, it appears that robust and efficient digital marketing channels.
Digital channels are commonly used to advertise and sell is a digital team structured? Where does digital fit into wider
finding the right talent and making sure that the right people are
products and engage with customers, yet despite increasing business strategy? If the traditional consumer companies want to be as effective
doing the right jobs, have been ongoing issues.
investment in digital marketing in recent years, companies in the and credible as pure plays, it is essential that they start hiring the
consumer sector are still trying to work out how to use digital In this report we look at the extent to which businesses in the
According to a Nordic based ecommerce expert: “what you right talent. Experts believe it is clear what this talent must look
effectively. consumer sector have embraced digital – in terms of leadership,
tend to find is that the people running ecommerce and digital like: “a digital leader must know distribution and sales and also
organisational structure, strategy and investment. We surveyed
marketing departments have never worked for an online how to plan strategically to sell goods through new channels.
It’s true that many consumer businesses have actually been slow over 100 senior executives from international consumer
to implement digital in their marketing strategies. Yet as more businesses and conducted in-depth interviews with three digital
data becomes available that highlight a direct positive correlation industry experts.2
between customer exposure to digital marketing, sales and
brand awareness, there is an urgency for consumer firms to start The questions and discussions focused on the following topics:
investing time and money into getting digital right. What skills and attributes make a good digital leader? How 3
Pure plays also don’t have conflicts with other channels. Some of the traditional retailers that have tried to establish online channels have found they are restricted
sophisticated is the digital function of consumer businesses? in what they can do, in terms of promotions and discounts etc. This often prevents them from being competitive online. There is a fear of ‘cannibalising’ their offline
A key factor that will dominate the digital agenda at consumer How are digital teams structured? How is the success of digital business if they introduce and invest in online. For example, in the online market a product might have a lower value than it does offline and therefore it contributes to
companies over the next few years will be making sure that measured? What digital strategies are businesses adopting? bringing prices down. It is a mistake to deliberately keep your prices high offline and companies that aren’t willing to compromise, fail. [Expert view]
talent strategies are focused on building digital expertise, across How well is the digital role defined? Is there a shortage of people 4
H&M, Gap and Zara, until fairly recently, didn’t even have an online channel - H&M only launched its ecommerce business in late 2010 as they didn’t think that their
the business. But what does a digital leader look like? How with the necessary skills to drive digital change? customers would want to buy clothes via other channels. [Expert view]
5
Some retailers such as Primark, however, have chosen not to invest heavily in digital. They are still growing rapidly and as one expert noted “…believe that it is easier and
also more lucrative to open stores in city centres than it is to invest in online.” Other companies such as Ikea have also largely ignored digital because of the operational
complexities of setting up an efficient ecommerce channel to include delivery etc. Although you can buy Ikea products via its UK website, this service isn’t available
across the rest of the world. In 2007 the company announced that it did not intend to invest any more in developing its online channels, but instead would concentrate on
1
www.123socialmedia.com/social-media-strategy/
making the in-store experience better for customers.
2
Nigel Wright would like to thank the following people for their support with this project: Minal Shah, Mette Nøhr, Franck Grevet, Mats Ronne, Thomas Hobel and Tim
Leigh. 6
www.digitalstrategyconsulting.com/netimperative/news/2011/05/top_100_online_retailers_in_th.php
nigel wright recruitment 4 5 nigel wright recruitment
4. Digital futures in the consumer sector Nigel Wright Recruitment : Report 2012
This requires a strong commercial background with a good Eighty six per-cent of respondents to our survey felt that an Traditional offline consumer companies are realising that digital experience of both on and offline consumer marketing to make
understanding of the mechanisms of the internet and the way individual leading the digital function of a consumer business channels allow them to get closer to their customers, and the a real impact.”14
that consumers engage with products both online and offline. should have previous experience of working in a digital digital segment will increasingly be based around the customer
Ideally, you need people who have worked in the internet marketing or ecommerce role, client side, rather than for an experience. “Each individual interaction will be different for each Furthermore, if digital strategy is to become more aligned
industry and who have conducted business online for a number agency or in advertising. They were less interested in their consumer depending on their tastes and habits. This information with overall business strategy, greater collaboration is needed
of years.” previous experience as an executive leader. should then be made immediately available to customer service with stakeholders across the business to communicate the
people, either in-store or online, so they know how to manage opportunities that digital can offer. Seventy one percent of
each customer’s expectations.” respondents to our survey identified ‘ability to influence
across an organisation’ as a key attribute of a digital leader.
Desired experience of a digital leader
Experts agree that this kind of system is still fairly rare: digital Interestingly, respondents did not identify analytical skills as
and ecommerce still have a long way to go in terms of becoming being one of the most important attributes of a digital leader.
more sophisticated and ‘slick’ marketing and sales channels. Commercial intellect, innovation management, entrepreneurial
87% This is even the case for the companies that are currently doing flair and talent development skills were perceived to be the most
86% it well. Digital leaders therefore need to have the capability and important characteristics.
85%
% of respondents
84%
83%
82%
Most important attributes of a digital leader
81%
80%
79% 100%
78%
90%
77%
80%
% of respondents
Experience in Has worked Consumer sector International Part of the 70%
a digital role client sidE background experience executuve team
60%
Background 50%
40%
30%
20%
10%
0%
Commercial Creativity & Can influence Entrepreneurial Can develop
intellect innovation across the flair digital talenT
Service minded collaborator significant though is the fact that companies are getting smarter management organisation
at identifying ‘customer experience’ as the key factor driving
The playing field is changing however, as on and offline digital strategy. ATTRIBUTE
companies begin to understand the nature of consumer
‘multichannel’ habits. Experts believe this is where traditional consumer companies
can gain an advantage over pure plays. Companies that
A recent study by UK based insight agency Shoppercentric, started out offline have a lot of experience in creating excellent
for example, highlighted that 87% of shoppers still visit stores customer service experiences for customers. Companies
when planning purchases.7 In the last few months we have that start online but don’t invest in creating adequate service
heard rumours that Amazon will open a ‘bricks and mortar’ store channels often fail. “It is important to get customer service right
7
www.econsultancy.com/uk/blog/9152-the-high-street-is-central-to-multichannel-retail-strategy
in the USA to see if it can compete with its traditional offline online, you need to have employees in the store all of the time,
8
Customers will still expect to engage with products online, in-store. www.econsultancy.com/uk/blog/8940-amazon-rumoured-to-be-opening-shop-on-the-high-
street?utm_medium=email&utm_source=daily_pulse
rivals on the high street.8 Last year in Korea, Tesco projected a even if it’s virtual. People increasingly expect the same level
9
www.telegraph.co.uk/technology/mobile-phones/8601147/Tesco-builds-virtual-shops-for-Korean-commuters.html
virtual store onto a subway station wall allowing shoppers to of service they receive offline, online – they want quality, cost
order products on their phones by scanning QR codes.9 A similar effective and easy to use platforms.”
10
www.thegrocer.co.uk/companies/pg-rolls-out-virtual-store/223060.article
venture was also launched in Prague between MALL.CZ, and
11
www.econsultancy.com/uk/blog/9152-the-high-street-is-central-to-multichannel-retail-strategy
consumer product giant P&G.10 One expert noted that Amazon is the ‘gold standard’ of online
12 12
In the Nordic region, a contributor to this research explained that Wupty, which is the Nordic equivalent of Pixmania (consumer electronics pure play) and Telmore, a
customer service but others have so far failed to match them: “I telecoms pure play, are particularly innovative.
It is important to remember that the first example hasn’t would expect more online business models to try and emulate 13
Last year Marketing Week reported that ‘collaborative filtering technology’ which Amazon uses to develop automatic recommendations for customers based on their
purchase history data, is something that many consumer brands and retailers have not yet taken advantage of. www.marketingweek.co.uk/big-data-embracing-the-
happened yet and engagement with the latter two innovations, Amazon. I think a lot of on and offline companies have tried to
elephant-in-the-room/3030939.article
although growing, is still marginalised compared to visiting set up ecommerce systems too quickly and are still experiencing 14
According to one expert, the UK Grocery market is particularly advanced in terms of its online model with many of the big supermarkets experiencing high volumes
and buying in-store or using a desk top computer.11 What is problems.”13 of sales online. In Denmark however there are only a few small players in the grocery market that have launched an online business. The picture is the same with the
Insurance market: Around 70% of insurance in the UK is sold online compared to only 6-7% in Denmark. [Expert view].
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5. Digital futures in the consumer sector Nigel Wright Recruitment : Report 2012
2. Where does digital fit? WHERE DOES DIGITAL FIT IN?
100%
“Digital marketing is still in its infancy but is already 90%
80%
% of respondents
a tool that companies must seek to integrate 70%
60%
into the wider business structure.” 50%
40%
30%
CEO, French electronics pure play business. 20%
10%
0%
Work effectively Driven from the Extension of Each business unit
with all very top of a commercial should have a
Almost 50% of respondents to our survey suggested that consumer industries, this is where digital should be. Only 11% business units the organisation department digital ambassador
digital was ‘clearly defined with long term, measurable of the companies we surveyed, however, currently have a digital
objectives’ at their company. On the contrary, however, 71% functional head reporting directly into the CEO; as few as 3%
would only describe their digital marketing infrastructure, have a digital board director.
including organisation and leadership, as fairly sophisticated
or not sophisticated at all. This clearly indicates that for many According to our experts, traditional retailers for example,
businesses, although they have a definite plan for digital, they seeking to succeed online, need to position their digital channel
are still not comfortable with aspects of how it is integrated into at the same level with the same strategic focus as their offline
the wider organisation. channels. “The digital or ecommerce director needs to be given trying to decide where digital ‘fits’ and how it should engage owned’ by the executive functions. Defining a digital strategy is
the necessary power and autonomy to realise the full potential of across the business. necessary but some argued that it is important not to forget that
One expert explained, “because digital is still a fairly new digital. In terms of structure therefore, the head of the digital or the mission of digital marketing is to communicate and create
concept for many businesses, a lot of companies are still testing ecommerce business needs to be a VP. Another expert argued, if As digital becomes more accepted and integral to the operations
affinity between the company and its customers. To do this
which part of the structure it fits best.” Most respondents a business decides its digital channel is significant then it should of consumer companies, many believe that a more pragmatic
effectively, the general consensus was that digital therefore must
indicated that digital was currently part of the marketing have a digital ambassador on the board.” approach to integration will emerge. “I think that treating digital
ultimately be a specific department of the company, able to work
department. A major supermarket, however, indicated that as a separate entity to marketing and commercial, in the first
harmoniously with other services.17
digital reported into retail operations, while other companies we Centralisation and integration were also common themes that instance, makes it seem like a more complex and difficult beast.
surveyed said it was a sales function. Thirty two percent of the came out of our research. “Deciding where digital sits really As a starting point, it should sit as part of the wider marketing
When we asked the market what it felt digital would look like in
companies in our survey didn’t believe it should be an extension depends on what type of business it is. My personal view is that mix and be incorporated, as part of the route to market.”
the future, however, the result was somewhat different. Seventy
of a commercial department at all and many of these companies you should try to centralise digital and ecommerce as much Another respondent was concerned about the ‘debauched
percent of respondents to our survey felt that eventually, digital
saw digital as a department in its own right, while others thought as possible and then have category managers engaging with vocabulary’ and ‘false specialists’ that have attached themselves
would be integrated into all business units. We can deduce
it should be devolved across the business.15 the different business units.” Other experts pointed out that to digital which, in their view, “undermines its understanding
from this that many consumer companies see the evolution
traditional retailers that are succeeding online have established and integration across all functions of the business, whether
Significantly, the 29% of respondents surveyed that indicated the of the digital channel as something that will require executive
one channel, with one team, and then have worked hard to they’re using it to contact customers or suppliers.”
digital infrastructure at their business was either very or highly leaderships to drive its initial development. In the long term,
integrate as much of the offline channel into it as possible.16
sophisticated, in the main, were from companies that recognised To overcome these problems, the future of digital, according to however, the aim of the strategy should be to provide business
digital as a senior executive function. Talking to experts in Interestingly, respondents to our survey discussed the issue of experts, relies on a gradual transition from being the bottom-up units with the necessary skills and autonomy to utilise it for their
the market, it is clear that certainly within the context of the ‘over complication’ as being a major drawback for businesses responsibility of the ‘technocrats’ to a situation where it is ‘truly own purposes.18
15
One global insurer we spoke to said that during a restructure, digital had recently been moved away from marketing and into a defined team in the change and 17
As one industry expert noted: “In many cases digital isn’t really part of the marketing budget anymore – it’s a separate business channel, part of overall business
technology area. [In 1996 it was the first insurer to offer purchase of insurance online. It also developed ‘web chat’ as a customer communication tool 10 years ago. The
development investment.”
business has a very innovative approach to customer interaction via digital channels e.g. online claims, preauthorisation of treatment via mobile devices and mobile
insurance cards. 18
An E-Business Director of a large consumer firm provided a useful example of this. “Getting digital to collaborate with all internal stakeholders should be an integral
part of any business moving forward. We currently have over 100 digital projects on the go. In the last six months, more investment and general interest from across the
For example, they are putting online devices into shops and having less products in-store. Instead customers can browse products in-store, online and order them. A
16
business has occurred. This makes me think that there probably won’t be a digital unit here in 10 years – it will be seamless across all aspects of the company with maybe
good reason for traditional retailers to do this is because they often struggle to compete online against pure plays so they utilise their store assets to be creative, and take
one or two digital experts; but not a whole department.”
on the pure plays in an environment where they don’t exist. [Expert view].
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6. Digital futures in the consumer sector Nigel Wright Recruitment : Report 2012
3. Digital strategies and how they’re measured MOST LIKELY TO SEE DECREASED INVESTMENT
The majority of companies surveyed spend between 0 and 39% Investment and trends
of their marketing budgets on digital. There was no correlation 100%
between digital marketing spend and turnover, with companies Some of the key trends driving investment in digital marketing
include social media, m-commerce and video. Over 70% of
% of respondents
investing varying amounts on digital, regardless of size. Over 75%
survey respondents anticipate increased investment in these
50% of respondents indicated that digital was considered to be
areas of digital over the next three years.
very important at their company and also the demand for digital 50%
investment, overall, was strong – 87% said investment in digital Many research consultancies are highlighting the fact that social
had increased over the last 24 months and no one indicated that media is essentially driving online consumption.19 According 25%
there had been a decrease. to Gigya, a social integration platform developer, two thirds of
retailers either offer or plan to offer visitors the ability to use
0%
Interestingly, experts we spoke to and also those who completed Facebook to log in to their e-commerce sites.20 Experts we spoke BLOGS SMS / MMS DISPLAY / PODCASTS
our survey had strong opinions about the focus consumer to however highlighted that most companies have yet to work BANNER ADS
businesses should be giving to digital marketing. Most felt out how to really make social media work; as one individual
noted “it’s also very expensive and difficult to measure.” Digital CHANNEL
that companies should be doing more to perfect their digital
marketing channels; one individual described those that were
“Social media, however, is not really about getting people to buy
not as ‘running a high risk’. The statement that ‘consumer things but more about building brands and creating a two-way
businesses must increase investment in digital infrastructure if relationship with customers.” What we are beginning to see
they want to survive’ prompted 77% to either agree or strongly more of is consumer brands and retailers using social media to
agree; however only 29% think not having a ‘well defined digital listen to customers, promote products, increase brand loyalty,
strategy’ gives businesses a commercial disadvantage. and provide customer service.21 Mobile commerce or m-commerce is slowing catching up with The trend that perhaps links social media and m-commerce
traditional e-commerce models. According to MEF, consumer is video or ‘streamed content’ via new screen technology. In
engagement with m-commerce is particularly high in the UK our survey, 80% of respondents recognised this as a growth
with as many as 91% of UK consumers indicating they have used area. Other research has shown how products can experience
Increased investment in next 3 years significant gains in conversion rates, through video promotions
their mobile device to research or purchase products. None of
via m-commerce channels.
the other countries surveyed by MEF had mobile engagement
below 72%. While these are key digital platforms that are gaining greater
90% influence within consumer digital marketing strategies, at
80% Big consumer brands such as Starbucks and Disney have been the same time R&D is occurring on the actual channel itself.
70% particularly innovative in developing m-commerce capability. In Experts explained that in the next few years we will begin to see
% of respondents
60% terms of mobile payments Starbucks is the ‘worldwide leader’. more sophistication in analytics, which allow companies to see
50% Its point of sale mobile technology, linked to Starbucks card detailed customer activity in all digital channels, allowing them
40% accounts, has helped to drive mobile purchases. Disney has to act on it immediately. “This will basically be a knowledge
30% generator to inform customer segmentation. Then tools such as
also experienced success in this area. Experts commented that
20% social, video etc. can be used to drive traffic to your sites.”
digital platforms such as mobile, pads and digital TV – or ‘new
10%
screens’ – are all tools to help brands “market to consumers all In our survey respondents believed we are most likely to see a
0%
Customer Streamed / Smart phone app Online community Social games
of the time, wherever they are” and that is why companies are decrease in investment over the next three years in blogging,
engagement via Video content development building investing heavily in developing capability in this area. podcasts, SMS and display and banner advertising.
social media sites
Digital strategy
22
Last year eBay released data that suggested mobile shopping could be worth £4.5bn to the UK economy by 2016.
23
www.mefmobile.org/news/mef_news/consumers_embrace_mobile_commerce_globally/
24
Brazil, Egypt, India, Indonesia, Qatar, Singapore, South Africa, UK and USA
19
www.gridleyco.com/what-we-think/overviews/e-commerce-industry-overview/ 25
www.mobilecommercedaily.com/2012/01/31/starbucks-exec-says-retailer-is-worldwide-leader-in-mobile-payment-transactions-dollars
20
www.internetretailer.com/2010/12/30/have-social-and-mobile-new-year 26
www.mobilecommercedaily.com/tag/disney
21
www.gridleyco.com/what-we-think/overviews/e-commerce-industry-overview/ 27
www.econsultancy.com/uk/blog/6834-why-etailers-need-product-videos
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7. Digital futures in the consumer sector Nigel Wright Recruitment : Report 2012
How is digital impact measured? Conclusions
35% Digital can mean different things to different businesses. For consumer businesses. Ultimately, as this research has
some small businesses it is currently ‘the website’, used to highlighted, businesses will begin to see the value in hiring
30% advertise products and services, while for others it is a far more analytics experts, with pure play backgrounds, rather than
% of respondents
25% sophisticated channel that impacts a wider range of marketing relying on traditional marketers to lead the digital function. A
‘tools’ in the mix. Regardless of company size, however, problem, however, is that this kind of talent is rare, especially in
20%
consumer companies need to determine how far down the Europe. Those that completed our survey largely (72%) agreed
15% digital route they want to go and then maximise its use to that there is a shortage of people with the necessary skills to
improve relationships with customers and create robust and drive digital change in the consumer industries. Industry analysts
10%
meaningful online experiences. have noted that part of the problem is a lack of high level digital
5%
training within universities.
This can be achieved by investing in digital infrastructure,
0%
identifying and hiring the right talent and introducing the right
ROI GROWTH ENGAGEMENT MARKET SHARE COST PER LeadershiP
ACQUISITION kind of leadership to drive digital change across the business.
Below are the conclusions and final thoughts on each of these While the ideal digital leader will bring the qualities and skills
critical areas. from both on and offline businesses, it is essential (83% of survey
respondents agreed) that they can develop digital expertise
Investment across the business. A further 75% recognised developing
analytical skills as a key part of this. Some of the main areas of
Measuring success certain products and services available online.” Businesses with Experts we spoke to emphasised that there is still a lot of naivety
focus for digital leaders will be around analytics and information
large contact centres for managing customer interactions, for about the importance of online to consumers. At the same time it
gathering, deciding how on and offline sales are going to be
Measuring the success of digital channels such as social media is not prevalent enough across all categories, for some business
example, are “defining and measuring the ‘cost reduction’ they divided as well developing digital customer service expertise.
and video etc. is still an emerging and unperfected skill. Experts to see it as an essential channel. As engagement with traditional
achieve through the provision of effective online support.” For those factors to work, digital strategy should be aligned
we spoke to, however, noted that there are some companies that media continues to decline, however, more companies will
are beginning to refine the art. Grocery companies for example, with overall business strategy and driven from the top of the
Furthermore, businesses that have mature online operations are look to increase spending on digital; in terms of investment in
according to one industry commentator, are particularly good at organisation.
measuring the online business with the same KPIs as the offline the channel itself and investment in the strategies to promote
this. “Tesco attribute online sales back to the local store giving
business: “sales volume, profit, costs structure and the business the channel. In our survey, 77% of respondents agreed that
the local store the autonomy to invest in online promotions. The conversations that have informed this research have
that is being created.” consumer businesses must increase investment in digital
They are also one of a selection of companies that measure highlighted that although there are some companies that are
infrastructure if they want to survive.
ecommerce sales separately from offline sales.” truly innovative in terms of digital capability there is still a lack of
Return on investment is the measure most commonly used by
good case studies in the consumer sector of digital working well.
Some businesses also measure the cost reduction that the online companies in our survey to determine the impact of digital. Talent Experts generally agree that there are still too many companies
channel creates, “being clear on how you reduce cost by having Growth and engagement were also considered important.
A key issue is the lack of talent in the market capable of applying offline rules to online, when the environment is very
leveraging the opportunities digital can offer to traditional different.
“While the ideal digital leader will bring the qualities and
skills from both on and offline businesses, it is essential
that they can develop digital expertise across the business.”
nigel wright recruitment 12 13 nigel wright recruitment
8. Digital futures in the consumer sector
CONTACT INFORMATION
OLIVER REED E oliver.reed@nigelwright.com
REGIONAL MANAGER – UK T +44 (0)207 404 7475
LARS HERREM E lars.herrem@nigelwright.com
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