This document discusses how marketing departments need to adapt to the changing digital landscape. It notes that two-thirds of electronics companies have limited or no strategy for integrating digital into their business, despite the growth of social media users. The document advocates for marketing organizations to embrace new approaches like integrated campaign planning, analytics, and skills in areas like data science and community management. It provides examples of how IBM has helped companies like Sony Pictures improve their social media marketing campaigns and key performance indicators through these new approaches.
Here are four clear paths for winning over—and retaining—customers in the digital era. For more from s+b, see: http://www.strategy-business.com/marketing_media_sales.
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/
8 B2B Marketing Trends for 2013 from hawkeyeJohn Tedstrom
1) The document summarizes 8 B2B marketing trends for 2013, including getting back to basics in understanding customers, blending digital and physical marketing, focusing on quality over quantity of content, using social CRM effectively, increasing collaboration between marketing and sales, leveraging big data, and others.
2) Key aspects are understanding customer needs and buying journeys, engaging customers across channels with a seamless experience, telling compelling stories through varied visual content, integrating social tools with CRM, and collaborating closely between teams.
3) Many trends involve using customer data to personalize engagement across channels.
This document summarizes the key findings of Alterian's 2009 annual survey of over 1,000 marketers, agencies, and systems integrators. The survey found that marketers are shifting marketing budgets from traditional direct marketing to digital and social channels, with 40% anticipating over a 20% shift. However, many marketers are not prepared to leverage new techniques, with 42% not integrating web analytics into customer databases and 40% of marketing staff lacking necessary skills. A growing need for customer engagement is driving demand for new service providers to help marketers better coordinate resources and channels. While interest in social media is high, with 66% planning investments, many may not see full benefits without also investing in social media monitoring tools.
Content marketing requires a shift in company culture, resources, budgets, partners and strategy. Rebalancing is critical to achieve these goals. The choice is whether to rebalance now, or later when the battle for attention may become even more difficult than it currently is. This report from Altimeter Group introduces a five-step content maturity model, complete with real-world case examples, to guide organizations from “standing” to “running” with their content strategy. A self-audit tool, content channel review, and actionable recommendations are also included.
Into the Mainstream: Influencer Marketing in Societyrun_frictionless
TAKUMI surveyed over 3,500 consumers, marketers, and influencers across the UK, US, and Germany to uncover the latest trends in the sector. The report ‘Into the mainstream: Influencer marketing in society’, uncovered divided opinions on what consumers want to see and what brands are willing to engage with influencers on.
https://runfrictionless.com/b2b-white-paper-service/
The document discusses how the programmatic media industry needs to shift its focus from efficiency to effective value creation in order to better align with marketers' objectives of long-term consumer engagement. It identifies the key drivers of effective value creation as efficiency, innovation, and consumer engagement. The industry needs to develop new capabilities and metrics to measure how well it is extracting useful data and insights from consumers to improve engagement over time, rather than just focusing on cost savings. This will allow it to tap into the $13 billion untapped market for online branding spending in the US.
Here are four clear paths for winning over—and retaining—customers in the digital era. For more from s+b, see: http://www.strategy-business.com/marketing_media_sales.
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/
8 B2B Marketing Trends for 2013 from hawkeyeJohn Tedstrom
1) The document summarizes 8 B2B marketing trends for 2013, including getting back to basics in understanding customers, blending digital and physical marketing, focusing on quality over quantity of content, using social CRM effectively, increasing collaboration between marketing and sales, leveraging big data, and others.
2) Key aspects are understanding customer needs and buying journeys, engaging customers across channels with a seamless experience, telling compelling stories through varied visual content, integrating social tools with CRM, and collaborating closely between teams.
3) Many trends involve using customer data to personalize engagement across channels.
This document summarizes the key findings of Alterian's 2009 annual survey of over 1,000 marketers, agencies, and systems integrators. The survey found that marketers are shifting marketing budgets from traditional direct marketing to digital and social channels, with 40% anticipating over a 20% shift. However, many marketers are not prepared to leverage new techniques, with 42% not integrating web analytics into customer databases and 40% of marketing staff lacking necessary skills. A growing need for customer engagement is driving demand for new service providers to help marketers better coordinate resources and channels. While interest in social media is high, with 66% planning investments, many may not see full benefits without also investing in social media monitoring tools.
Content marketing requires a shift in company culture, resources, budgets, partners and strategy. Rebalancing is critical to achieve these goals. The choice is whether to rebalance now, or later when the battle for attention may become even more difficult than it currently is. This report from Altimeter Group introduces a five-step content maturity model, complete with real-world case examples, to guide organizations from “standing” to “running” with their content strategy. A self-audit tool, content channel review, and actionable recommendations are also included.
Into the Mainstream: Influencer Marketing in Societyrun_frictionless
TAKUMI surveyed over 3,500 consumers, marketers, and influencers across the UK, US, and Germany to uncover the latest trends in the sector. The report ‘Into the mainstream: Influencer marketing in society’, uncovered divided opinions on what consumers want to see and what brands are willing to engage with influencers on.
https://runfrictionless.com/b2b-white-paper-service/
The document discusses how the programmatic media industry needs to shift its focus from efficiency to effective value creation in order to better align with marketers' objectives of long-term consumer engagement. It identifies the key drivers of effective value creation as efficiency, innovation, and consumer engagement. The industry needs to develop new capabilities and metrics to measure how well it is extracting useful data and insights from consumers to improve engagement over time, rather than just focusing on cost savings. This will allow it to tap into the $13 billion untapped market for online branding spending in the US.
How digital technology is reshaping marketing organizationsTim Nagels
The document summarizes how digital technology is reshaping marketing organizations. It discusses how new skills, organizational structures, and partnerships are needed to adapt to changing customer expectations and the faster, more data-driven environment. Specifically, it explores how the roles of the CMO and marketing are being redefined and how marketing is extending across the entire business and overlapping with other functions like IT, HR, operations, and sales.
IBM Social Analytics: The Science behind Social Media MarketingChristoph Goertz
This document discusses how IBM technology can help marketing professionals analyze social media to better understand customers. It explains that marketers are under pressure to address explosive social media growth and need tools to incorporate social data into strategies. The document outlines how IBM tools can provide insights into customer attitudes, preferences, and buying habits from social media interactions. It also describes how social data can enhance customer profiles to improve marketing personalization, campaigns, and relationships.
This document discusses how digital asset management is key to effective content marketing in today's media landscape. It argues that digital asset management can provide three "tickets" to successful content marketing: integration, optimization, and accessibility. Integration refers to bringing together internal teams and external partners to collaborate on asset production. Optimization means streamlining workflows and facilitating connections between dispersed teams. Accessibility is about making assets easily searchable and usable for all relevant parties. The document advocates for digital asset management systems that provide these three features to help brands keep up with increasing demands for real-time, multi-channel content marketing.
The document is a report summarizing the results of a survey of over 5,000 marketers about their budgets, priorities, and strategies for 2015 across digital channels. Some key findings include:
- 84% of marketers plan to increase or maintain their spending in 2015.
- Top challenges for marketers are new business development, quality of leads, and staying up to date with marketing technology/trends.
- Social media, mobile, and email are seen as core channels, with marketers focusing on metrics like traffic, click-through rates, and customer satisfaction.
1) 91% of B2B marketers use content marketing, spending an average of 33% of their budgets on it. The use of tactics like research reports, videos, and mobile content is increasing.
2) Producing enough content is now the top challenge for B2B marketers, replacing producing engaging content which was the challenge in previous years.
3) The most effective B2B content marketers allocate a higher percentage of their budget to content marketing and use more tactics and social platforms than less effective marketers.
The document provides best practices for improving digital customer experiences. It recommends analyzing web, mobile, and operational data to find opportunities for improvement. It also suggests conducting expert reviews of digital touchpoints to identify usability issues. Additionally, the document stresses the importance of incorporating customer feedback to understand customers' needs and preferences when making design decisions. The goal is to deliver digital experiences that are useful, easy to use, and enjoyable for customers.
The Boston Consulting Group conducted a survey of over 1,100 marketers at 57 companies in the UK and Germany to assess their digital marketing capabilities. The survey found that on average, companies scored 57 out of 100 on BCG's Digital Capabilities Index, indicating significant gaps in their digital skills. The biggest shortfalls were in capabilities related to mobile, video, testing, partner management, and developing marketing platforms. While senior leadership recognizes the importance of digital, companies received lower scores for prioritizing investment in new digital capabilities and talent development. Most marketing organizations will need to transform their approach to close these gaps through improved training, a focus on skills like mobile and data analytics, and developing a more agile culture.
This document summarizes the key findings of a survey on the state of sales in 2016. It finds that over 70% of sales professionals use social selling tools like LinkedIn, and that salespeople spend the most time using social selling tools and CRM systems. Top sales performers are more likely to use social selling and sales intelligence tools than average salespeople. The document also notes that millennials are more likely to use sales intelligence tools than older industry peers.
What are the most significant challenges you face in relation to B2B digital marketing?
There were four particular areas into which the vocally expressed challenges fell overall - money, time, ideas that work and organisational structures.
As has been mentioned earlier – a consistent theme among B2B marketers is the challenge to increase and manage resources behind delivery, but a second significant area coalesced around the need to create cut-through, produce quality content or engage with the audience more effectively.
Marketers, it would seem place high importance not just on reaching people but on engaging them effectively when they do. The third area of consistency was around organisational structures – whether the challenge of scaling projects globally or breaking through the internal silo mentality.
Leveraging the Single Point of Truth in Integrated Media Campaigns discusses how marketers can determine the offline impact and ROI of online marketing campaigns. It notes that as digital marketing budgets increase, simply counting clicks and views is no longer sufficient, and marketers need robust methods to evaluate both online and offline effects. New models and solutions now exist that can isolate variables, simulate campaigns, and measure how digital and traditional media interact to drive sales. This allows marketers to optimize spending and uncover new opportunities by determining which media and messages are most effective.
No business can exist in isolation. The need to delve deep into understanding customer behavior and trends has become all the more crucial in this age of Social Media omnipresence. A powerful tool, Social media analytics (SMA) is a veritable boon for
companies to unearth prevalent customer preferences by gathering and analyzing data spread throughout the Web, on diverse online platforms such as social media websites, blogs, photo and video sharing sites. This vast chunk of information enables businesses to gain valuable insights and proficiency; and helps them gauge the pulse of the market, which ultimately aids in converting information into robust actionable strategies.
Successful digital marketing ROI measurement considers reach, engagement, and conversion metrics across channels. It also takes industry differences into account. Firms that quantify variables like costs, traffic, conversion rates, and customer lifetime value can make more profitable investment decisions. The study will analyze measurement practices through a survey of global digital marketing managers in different industries. Insights on best practices from platform features and case studies will also be considered to develop a benchmark for cross-industry comparison. Results may show variability in ROI calculation methods between industries but execution quality as the differentiating factor for successful companies.
This document discusses how content marketing has become critical for most organizations' marketing strategies. It outlines how paid, owned, and earned media are blurring together in an evolving digital landscape. Content marketing, especially using online video and social media, can help integrate these different types of media across the customer lifecycle to increase impact and ROI. However, managing content across multiple online channels and platforms poses challenges around cost, time-to-market, and measurement. Cloud-based content services can help address these challenges by enabling efficient video delivery, app development, and cross-platform analytics.
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.
The marketing industry is experiencing unprecedented change. Technology is disrupting established business models and providing more choice. As a result, the range of digital options available to brand owners is getting more complex, and this is prompting many brand owners to rethink how they plan and buy media. The illustration shows what the current media landscape looks like in Ireland. For more go to www.ignitedigital.ie or follow @IgniteDigitalIE
2015 Top Trends in B2B Social Marketing and explore actionable insights regarding the biggest shifts in social marketing.
Contained within the report are answers to these questions:
-How is social marketing strategy changing in 2015?
-What are the new rules in content marketing?
-How are businesses adjusting their technology and process?
-Why is mobile so important for B2B marketers today?
-How are ad dollars shifting to social in 2015?
Overview: The State of B2B Content Marketing IN NORTH AMERI CA
More. If one word could describe content marketing at the end of 2012, that would be it . According to the latest findings from the Content Marketing Institute and MarketingProfs, B2B marketers are spending more, using more tactics, and
distributing their content on more social networks than they have in years past. Unfortunately, there is also more uncertainty. B2B marketers are more uncertain whether they are using various content marketing tactics effectively.
O documento lista vários itens com seus respectivos valores monetários, como mensalidade universitária, materiais acadêmicos e passeios. Alguns itens como momentos com amigos não possuem preço monetário atribuído. No final, há um convite para participar de momentos felizes com a turma da faculdade, sem mencionar valor monetário, e uma homenagem aos colegas e professores.
Leonardo da Vinci nació en Italia en 1452 y fue pintor, escultor, arquitecto, científico e inventor. Se formó como artista en Florencia y trabajó en Milán y Francia, donde murió en 1519. Fue uno de los grandes pintores del Renacimiento gracias a su uso pionero de técnicas como el sfumato y sus estudios anatómicos del cuerpo humano. Algunas de sus obras más famosas incluyen La Gioconda, La última cena y La Virgen de las Rocas.
How digital technology is reshaping marketing organizationsTim Nagels
The document summarizes how digital technology is reshaping marketing organizations. It discusses how new skills, organizational structures, and partnerships are needed to adapt to changing customer expectations and the faster, more data-driven environment. Specifically, it explores how the roles of the CMO and marketing are being redefined and how marketing is extending across the entire business and overlapping with other functions like IT, HR, operations, and sales.
IBM Social Analytics: The Science behind Social Media MarketingChristoph Goertz
This document discusses how IBM technology can help marketing professionals analyze social media to better understand customers. It explains that marketers are under pressure to address explosive social media growth and need tools to incorporate social data into strategies. The document outlines how IBM tools can provide insights into customer attitudes, preferences, and buying habits from social media interactions. It also describes how social data can enhance customer profiles to improve marketing personalization, campaigns, and relationships.
This document discusses how digital asset management is key to effective content marketing in today's media landscape. It argues that digital asset management can provide three "tickets" to successful content marketing: integration, optimization, and accessibility. Integration refers to bringing together internal teams and external partners to collaborate on asset production. Optimization means streamlining workflows and facilitating connections between dispersed teams. Accessibility is about making assets easily searchable and usable for all relevant parties. The document advocates for digital asset management systems that provide these three features to help brands keep up with increasing demands for real-time, multi-channel content marketing.
The document is a report summarizing the results of a survey of over 5,000 marketers about their budgets, priorities, and strategies for 2015 across digital channels. Some key findings include:
- 84% of marketers plan to increase or maintain their spending in 2015.
- Top challenges for marketers are new business development, quality of leads, and staying up to date with marketing technology/trends.
- Social media, mobile, and email are seen as core channels, with marketers focusing on metrics like traffic, click-through rates, and customer satisfaction.
1) 91% of B2B marketers use content marketing, spending an average of 33% of their budgets on it. The use of tactics like research reports, videos, and mobile content is increasing.
2) Producing enough content is now the top challenge for B2B marketers, replacing producing engaging content which was the challenge in previous years.
3) The most effective B2B content marketers allocate a higher percentage of their budget to content marketing and use more tactics and social platforms than less effective marketers.
The document provides best practices for improving digital customer experiences. It recommends analyzing web, mobile, and operational data to find opportunities for improvement. It also suggests conducting expert reviews of digital touchpoints to identify usability issues. Additionally, the document stresses the importance of incorporating customer feedback to understand customers' needs and preferences when making design decisions. The goal is to deliver digital experiences that are useful, easy to use, and enjoyable for customers.
The Boston Consulting Group conducted a survey of over 1,100 marketers at 57 companies in the UK and Germany to assess their digital marketing capabilities. The survey found that on average, companies scored 57 out of 100 on BCG's Digital Capabilities Index, indicating significant gaps in their digital skills. The biggest shortfalls were in capabilities related to mobile, video, testing, partner management, and developing marketing platforms. While senior leadership recognizes the importance of digital, companies received lower scores for prioritizing investment in new digital capabilities and talent development. Most marketing organizations will need to transform their approach to close these gaps through improved training, a focus on skills like mobile and data analytics, and developing a more agile culture.
This document summarizes the key findings of a survey on the state of sales in 2016. It finds that over 70% of sales professionals use social selling tools like LinkedIn, and that salespeople spend the most time using social selling tools and CRM systems. Top sales performers are more likely to use social selling and sales intelligence tools than average salespeople. The document also notes that millennials are more likely to use sales intelligence tools than older industry peers.
What are the most significant challenges you face in relation to B2B digital marketing?
There were four particular areas into which the vocally expressed challenges fell overall - money, time, ideas that work and organisational structures.
As has been mentioned earlier – a consistent theme among B2B marketers is the challenge to increase and manage resources behind delivery, but a second significant area coalesced around the need to create cut-through, produce quality content or engage with the audience more effectively.
Marketers, it would seem place high importance not just on reaching people but on engaging them effectively when they do. The third area of consistency was around organisational structures – whether the challenge of scaling projects globally or breaking through the internal silo mentality.
Leveraging the Single Point of Truth in Integrated Media Campaigns discusses how marketers can determine the offline impact and ROI of online marketing campaigns. It notes that as digital marketing budgets increase, simply counting clicks and views is no longer sufficient, and marketers need robust methods to evaluate both online and offline effects. New models and solutions now exist that can isolate variables, simulate campaigns, and measure how digital and traditional media interact to drive sales. This allows marketers to optimize spending and uncover new opportunities by determining which media and messages are most effective.
No business can exist in isolation. The need to delve deep into understanding customer behavior and trends has become all the more crucial in this age of Social Media omnipresence. A powerful tool, Social media analytics (SMA) is a veritable boon for
companies to unearth prevalent customer preferences by gathering and analyzing data spread throughout the Web, on diverse online platforms such as social media websites, blogs, photo and video sharing sites. This vast chunk of information enables businesses to gain valuable insights and proficiency; and helps them gauge the pulse of the market, which ultimately aids in converting information into robust actionable strategies.
Successful digital marketing ROI measurement considers reach, engagement, and conversion metrics across channels. It also takes industry differences into account. Firms that quantify variables like costs, traffic, conversion rates, and customer lifetime value can make more profitable investment decisions. The study will analyze measurement practices through a survey of global digital marketing managers in different industries. Insights on best practices from platform features and case studies will also be considered to develop a benchmark for cross-industry comparison. Results may show variability in ROI calculation methods between industries but execution quality as the differentiating factor for successful companies.
This document discusses how content marketing has become critical for most organizations' marketing strategies. It outlines how paid, owned, and earned media are blurring together in an evolving digital landscape. Content marketing, especially using online video and social media, can help integrate these different types of media across the customer lifecycle to increase impact and ROI. However, managing content across multiple online channels and platforms poses challenges around cost, time-to-market, and measurement. Cloud-based content services can help address these challenges by enabling efficient video delivery, app development, and cross-platform analytics.
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.
The marketing industry is experiencing unprecedented change. Technology is disrupting established business models and providing more choice. As a result, the range of digital options available to brand owners is getting more complex, and this is prompting many brand owners to rethink how they plan and buy media. The illustration shows what the current media landscape looks like in Ireland. For more go to www.ignitedigital.ie or follow @IgniteDigitalIE
2015 Top Trends in B2B Social Marketing and explore actionable insights regarding the biggest shifts in social marketing.
Contained within the report are answers to these questions:
-How is social marketing strategy changing in 2015?
-What are the new rules in content marketing?
-How are businesses adjusting their technology and process?
-Why is mobile so important for B2B marketers today?
-How are ad dollars shifting to social in 2015?
Overview: The State of B2B Content Marketing IN NORTH AMERI CA
More. If one word could describe content marketing at the end of 2012, that would be it . According to the latest findings from the Content Marketing Institute and MarketingProfs, B2B marketers are spending more, using more tactics, and
distributing their content on more social networks than they have in years past. Unfortunately, there is also more uncertainty. B2B marketers are more uncertain whether they are using various content marketing tactics effectively.
O documento lista vários itens com seus respectivos valores monetários, como mensalidade universitária, materiais acadêmicos e passeios. Alguns itens como momentos com amigos não possuem preço monetário atribuído. No final, há um convite para participar de momentos felizes com a turma da faculdade, sem mencionar valor monetário, e uma homenagem aos colegas e professores.
Leonardo da Vinci nació en Italia en 1452 y fue pintor, escultor, arquitecto, científico e inventor. Se formó como artista en Florencia y trabajó en Milán y Francia, donde murió en 1519. Fue uno de los grandes pintores del Renacimiento gracias a su uso pionero de técnicas como el sfumato y sus estudios anatómicos del cuerpo humano. Algunas de sus obras más famosas incluyen La Gioconda, La última cena y La Virgen de las Rocas.
Smarter planet cmo marcel baron - April 2011Marcel Baron
This document summarizes a conference on leveraging digital marketing and social media that will take place from April 13-15, 2011 in Amsterdam, Netherlands. The world is becoming instrumented, interconnected, and intelligent, allowing everything to be measured, systems and objects to communicate, and respond quickly and accurately to changes. Marketing must focus on the customer experience, processes, and data across different customer touchpoints like social media. The conference will provide strategies for companies to leverage these digital transformations and technologies.
La prehistoria abarca desde la aparición del ser humano hasta la invención de la escritura hace más de 5200 años, dividida en tres períodos: Paleolítico, Neolítico y Edad de los Metales. Las manifestaciones artísticas de la prehistoria incluyen arte rupestre, arquitectura megalítica, escultura, cerámica y adornos personales, utilizando materiales disponibles para expresarse y comunicarse.
This document discusses the integration of project management and change management through three case studies.
The first case study describes an outsourcing project that established common shipping facilities for retailers through strong senior management sponsorship, an emphasis on employee participation, and connections between project and change committees.
The second case study leveraged a company's scale through regional initiatives while dealing with reluctance from some department heads.
The third case study aimed to create an outsourced international service desk but faced challenges including a lack of change management culture and shifting sponsorship. The document emphasizes that change management must consider employee treatment, resistance, and senior management sponsorship for projects to be fully implemented.
This presentation is Dedicated to all my friends on SS.
Thanking every one of you for the pleasure you give
me when I watch the fruit of your talents.
I also like to thank you for your friendship.
You're a bunch of nice people.
Winning and Retaining the Digital Consumer - Accenture Dung Tri
This document discusses strategies for consumer packaged goods (CPG) companies to attract, engage, and retain digital consumers. It identifies four leading practices:
1) Think and operate with multichannel in mind by integrating channels and understanding consumer behavior across channels.
2) Employ data analytics to understand consumers better and personalize marketing across the customer lifecycle.
3) Put the "social" back in social media by generating engagement through contests and feedback and using social listening to inform strategies.
4) Use e-commerce websites to directly increase sales and influence offline purchasing by delivering compelling content and experiences online.
Underpinning these practices is developing an enterprise-wide approach with new organizational structures focused on serving digital
Predictive analytics reaps the value from CRM databases aided by customer segmentation, competitive intelligence, and learning from marketing campaigns.
How To Choose the Right Digital Marketing ModelKenneth Kwan
This document discusses four digital marketing models that companies can adopt: Digital Branders, Customer Experience Designers, Demand Generators, and Product Innovators. It describes each model's focus and goals. Digital Branders focus on building brand equity and engagement through digital experiences. Customer Experience Designers aim to create superior customer experiences. Demand Generators drive online traffic and sales. Product Innovators use digital insights to develop new products and services. The document advises companies to choose a model aligned with their strategy and focus on developing the marketing capabilities needed to execute that model successfully.
Mass marketing yields less and less from more and more as the number of marketing channels for communication and distribution increase in numbers. Predictive analytics finds the patterns that help to identify the clusters of customers more likely to respond to specific messages and offers.
How digital is impacting market strategyMANSI DHINGRA
This document provides a literature review and research report on how digital marketing is impacting marketing strategy. It includes an introduction, literature review covering past research on topics like digital marketing strategies, impact on consumer behavior, and importance of an integrated marketing approach. It also discusses the objectives, research methodology, data analysis, findings, limitations, and conclusions of the research project. The literature review finds that digital marketing has significantly altered the marketing landscape and companies must adapt their strategies to engage with consumers in new online and interactive ways.
This document discusses digital marketing and how the landscape is changing. It covers topics like push and pull marketing strategies, the 7S framework for digital marketing, trends in digital marketing like content advertising and social influence marketing, and opportunities for digital strategies like using Google Places and video walkthroughs. Marketers are increasingly focusing on digital channels and adding value for customers through empowerment and a unified consumer experience.
In this piece from Raconteur - The Social Business, Shoutlet discusses why a consolidated approach from marketing and IT will drive results from social media efforts.
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.
This document discusses how predictive analytics can help sales and marketing organizations overcome challenges posed by growing multi-channel marketing strategies and big data. Predictive analytics provides the ability to analyze historical sales and marketing data to determine how customers are likely to behave in the future. This allows companies to improve key operations like customer retention, acquisition, cross-selling, and price optimization. The document outlines best practices for building predictive models, including understanding business needs, preparing data, modeling, and evaluating results. It also highlights the benefits of WebFOCUS RStat for predictive analytics and a success story at a discount retailer.
2017 Landscape Industry Digital Marketing ReportJeff Korhan
Jeff Korhan and Landscape Management magazine partnered to benchmark the digital marketing practices of the landscaping and lawn care industry. This digital marketing report is the result of that original research and expert analysis.
The document discusses nine trends that will reshape marketing in 2019. It focuses on how new technologies like artificial intelligence, machine learning, and increased data availability will transform the field. Some key trends include the rise of "martechers" who are tech-savvy marketers, the need for a new role of Director of Marketing Data, and how AI will enable truly personalized hyper-targeted marketing at scale. Digital marketing agencies are also transforming into "consulgencies" that focus more on consulting services and technology.
Moving_To_The_Forefront Teradata white paperDeb Schmidt
The document discusses how digital marketing has become essential for brands to engage with customers. It emphasizes that successful digital marketing requires analyzing customer data from multiple sources to optimize engagement across channels. The document also provides an example of how Qantas implemented an integrated marketing management solution from Teradata to streamline its digital marketing campaigns and customer communications. This allowed Qantas to reduce the turnaround time for campaigns from 5 days to just 4 hours.
The Transformative Role of Information Technology in Marketing.pdfCIOWomenMagazine
This article explores the profound Role of Information Technology in Marketing, highlighting key trends and innovations that have reshaped the way businesses connect with their target audiences.
Intelligent Integrated Marketing for Car DealersRalph Paglia
The document describes Left Brain Marketing Planning, a new approach to marketing resource allocation that is customer-focused, data-driven, and aims to deliver high returns on investment. It notes that traditional marketing planning fails to account for changing consumer behaviors and media consumption. Left Brain Marketing Planning uses analytical tools and experimental design principles to determine which marketing resources best influence customers at different points in their purchase journey, rather than focusing primarily on media buys. Examples of companies adopting aspects of this approach are provided.
Marketers need digital asset creation to be collaborative so that assets can be reused and repurposed efficiently across multiple channels. That collaboration is only possible with a process that is powered by the marketers themselves. This new, agile process must be focused on the creation, publishing, re-use, and measurement of rich media, as opposed to finding, limiting, governing, and archiving assets. Discover how agile teams, assets, and processes can create collaborative content, better brands, and faster content marketing.
A study an awareness on digital marketingBhavik Parmar
The document discusses the history and growth of digital marketing. It explains that digital marketing has grown significantly over the past 20 years as internet usage has expanded globally. Traditional marketing methods have adapted to the digital space through websites, social media, paid search ads, and email marketing. The document also provides an overview of common digital marketing tactics like search engine optimization, pay-per-click advertising, social networking, and email marketing.
The State of Always-On Marketing StudyIshraq Dhaly
This document summarizes the findings of a study on "Always-On Marketing" conducted by Razorfish and Adobe. The study surveyed 685 executives and found that:
1) Very few businesses (under 5%) have the capabilities to deliver personalized, real-time marketing across channels, despite many executives believing they do.
2) There is a large gap between perceived ability and actual ability, especially in France and Germany.
3) Company size and industry affect capabilities, with larger companies and retailers/tech companies more likely to be leaders in Always-On Marketing.
Whitepaper: The Chief Marketing Officer’s Guide to Higher Quality Leads Creat...Bryan Young
Examines ways that enterprise executives can plan and execute critical strategies to improve the quality of leads attributed to digital marketing campaigns.
Digital marketing is the marketing of products or services using digital technologies, mainly on the Internet, but also including mobile phones, display advertising, and any other digital medium.
Similar to Electronics Digital Strategy03011GBEN.PDF (20)
How watson can help creating differentiating customer experiencesMarcel Baron
A talk about how Brand Belonging plays a key role that will drive Digital Reinvention™ and where technology with Watson will support the marketing and sales business architecture,
Downloads:
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Is this the new way for the future and is Cognitive able to help marketers?
What if you had a system that could...
discover and target audiences within minutes?
activate the right message and deliver to the right individuals at the right time through real-time personalisation rules?
engage digitally with customers in a more human way to personalise service and increase conversion throughout their relationship?
predict whether a campaign is likely to fall short of its goal, so the marketing team can course-correct in ight and deliver for the business?
analyse all of your content, and that of your key competitors, and then assess your “tone” and theirs and guide your team to create better content?
Find and and select images and other content to use in your next marketing campaign based on alignment with your message?
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?
Social Marketing Strategy Electronics IndustryMarcel Baron
This document discusses how social media marketing is becoming increasingly important for businesses and provides examples of how IBM helped Sony Pictures improve their social media campaigns. It outlines a 5-step process for integrated campaign planning using analytics and customer data to target the right audiences, platforms, content and messages. The document promotes IBM's services for developing powerful social media and digital marketing strategies.
This document discusses socially synergistic enterprises that balance internal and external collaboration to improve innovation. It focuses on emerging innovative marketing approaches through a "SMART Influencer ECO system". The key is combining people, data, and analytics in new ways to achieve revenue growth, discover opportunities, and enhance relationships with customers and partners. This will be facilitated by a framework and tools to effectively integrate computation with human cognition and action.
Socially synergistic enterprises 10 june m. baronMarcel Baron
This document discusses how IBM uses integrated product development teams and processes to improve innovation. It describes how IBM uses cross-functional teams at various stages from concept to launch. It also discusses how IBM evaluates investment opportunities based on factors like market attractiveness, technology attractiveness, business attractiveness, and organizational attractiveness. Finally, it promotes the use of social technologies and analytics to transform businesses and create socially synergistic enterprise solutions.
Socially synergistic enterprises 10 june m. baronMarcel Baron
This document discusses balancing internal and external collaboration to improve innovation. It describes IBM's integrated product development process which brings together multiple teams including an integrated portfolio management team, project development team, and investment review board to share market insights, develop strategies, and manage new product development from concept through launch. The process aims to improve innovation through collaboration between functions and continuous feedback from customers and markets.
1) The document discusses games and interactive entertainment, focusing on the future of gaming, how gaming has grown up, game technology, and getting more girls involved in gaming.
2) It provides an overview of the growth of gaming from early arcade games to modern console and online games.
3) The document outlines game infrastructure architecture and discusses 3D virtual worlds and their potential applications beyond traditional games in areas like commerce, collaboration, education and training.
1. IBM Electronics
Changes in the digital landscape
mean marketing departments need
to do more to ensure they’re
getting their message across.
IBM
Interactive
Experience
Social
Marketing
Strategy
2. 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 NEW EXPERIENCE MODEL
Research by IBM’s Institute for Business Value suggests that
more than 90 per cent of companies expect to collaborate
extensively with their customers in the next three to five years,
up from 46 per cent today.2
Digital marketing campaigns on
social media channels such as Facebook, Twitter, YouTube
and Pinterest will play a pivotal part in achieving this and
delivering tangible benefits. These include
enhanced product awareness, greater brand
recognition and higher levels of customer
acquisition and loyalty. All of these support
the core objective of revenue growth.
Work carried out by IBM, in
conjunction with Sony Pictures Spain,
reveals that marketing organisations
adopting a fully-integrated approach to
planning and executing social media
marketing campaigns outperform their traditional
rivals by between 100 and 200 per cent3
on KPIs such as
reach, shares, likes and comments. Yet the gap between
what is possible in terms of data-driven social media
engagement, and what many traditional marketing
organisations actually manage to achieve, remains
enormous. IBM research4
shows that 72 per cent of CMOs
in the electronics sector are underprepared to manage the
impact of the data explosion. Why is this?
First, traditional marketing organisations have not
developed the integrated processes needed to plan,
drive and refine sophisticated digital and social
campaigns. Integrated planning is one of the cornerstones of
digital marketing and it holds the key to managing the complex
lifecycle of a multi-channel social media campaign. Yet
few agencies, and even fewer in-house marketing
departments, have adopted the new agile
techniques needed to power a successful
social media initiative.
Second, most marketing
organisations find it is hard to
acquire the expertise needed to
initiate and steer multi-channel
campaigns on social networks. This is
primarily a people versus partner problem:
digital marketers, marketing data scientists and
community managers are vital to success in any social
media venture, but skills are in short supply.
Third, there’s a need for cultural adaptation within
marketing organisations. Companies that want to
leverage social media as an external sales tool need to
become social inside as well. Seamless communication
between different departments is vital if organisations are to
IBM Electronics
3. improve their efficiency. Yet few marketing organisations
have synced internal modes of communication with those
used by the outside world.
Fourth, marketing organisations lack the analytic
technology and human capabilities to extract meaning
from the deluge of data generated by complex
multi-channel campaigns. Applied in the correct context,
analytical engines allow marketers to form a 360-degree
view of customer behaviour which allows for high levels of
personalisation. But analytics applied in a vacuum – that is,
in the absence of an integrated planning system – will yield
only marginal benefits.
A BRAND EXPERIENCE IS
THE TOTAL SUM OF ALL ITS PARTS
The problems outlined above are compounded by changes
in the wider marketing landscape.
Your B2C and B2B customers are smarter than you
are. Armed with smartphones and tablets, and with
unprecedented access to information and opinions, it is
customers, rather than businesses, that are forcing the pace
of change. A successful organisation is one which thinks,
and acts, like its customers.
Today’s customers are digital nomads. Omni-
channel is the new normal, with consumers traversing
multiple channels, devices and media as they follow the
voice of the crowd. Tracking these journeys allows
marketers to optimise the customer experience and pinpoint
moments of truth and insight. Yet organisations have been
slow to grasp the omni-channel opportunity because they
lack tools to map complex consumer behaviours.
Budgets are stretched to breaking point.
Marketing organisations have to find ways to make money
go further – which is one of the reasons why 55 per cent of
companies5
say they are increasing their focus on “earned”
media, such as word-of-mouth. However, choosing where
and when to make investments in digital campaigns is
complex and cannot be achieved without integrated
planning and analytic approaches.
Social networks are rapidly emerging as a source
Tools for change
Businesses need to develop a range of
analytic capabilities to monitor, steer and
optimise integrated social media campaigns:
n Descriptive analytics. What is happening? Why
is it happening? Descriptive analytics is used to
track the implementation of social campaigns in
real time, with results displayed on a user-friendly
dashboard that makes it possible to visualise and
fine-tune initiatives as they develop.
n Predictive analytics. What will happen next?
Predictive analytics makes use of existing data
and trends to provide a forecast of results.
n Prescriptive analytics. What will happen
next – and what action should be taken? One
way predictive analytics makes a difference is by
making it possible to re-align resources quickly
with emerging needs to maximise ROI. Resource
allocation is a case in point. How do you reconcile a
single budget with multiple products, multiple goals
and multiple social media channels? Prescriptive
analytics unravels the complexity, making it possible
for marketing organisations to make decisions in a
dynamic environment to ensure that every last
penny goes where it will get the best results.
of trusted information for consumers. Nearly a quarter
of adults who use the internet for news obtain it via social
media websites such as Facebook and Twitter.6
A far greater
proportion – nearly 50 per cent7
– relies on social media to
get information when making online purchasing decisions.
The ability to identify social media influencers, who can sway
the target audience, is therefore of critical importance but
this cannot be achieved without the right expertise,
processes and analytics.
Customers out there are talking about your products
and services. Word-of-mouth (WOM) and the “voice of the
customer” are a reality. The ability to listen-in on digital chatter
4. and then respond – in real or near real
time – is a differentiator.
Marketing is broken. Digital
technologies are challenging the
traditional business-to-business and
business-to-consumer models in
which organisations push goods and services to passive
customers. This shift is exemplified by the rise of the
hyper-connected and interdependent “everyone-to-
everyone” (E2E) economy in which consumers and
organisations collaborate in the generation of value.
All of this complexity presents CMOs with a dilemma.
The traditional marketing agencies they have long depended
on are often good at creating content and getting
campaigns off the ground, even digital ones. But most
CMOs know that the traditional reliance on gut feeling and
great ideas is no longer enough.
To make the most of the digital opportunity, marketing
organisations – both external specialist agencies and
in-house marketing departments – must move quickly to
develop new capabilities. In many cases, this will require a
fundamental realignment of marketing operations, with the
adoption of new skills, methodologies and technologies. The
following section describes some of the actions marketing
organisations can take to enable the transition from
business-as-usual to best practice.
TRANSFORMATIVE IDEAS
THAT GET YOU TO THE FUTURE FIRST
To succeed in the social media marketing arena,
organisations need to be able to stage effective campaigns
that leverage multiple social and digital media channels
such as LinkedIn, Facebook, Twitter and YouTube. In tandem
with this, marketers must be able to identify the right mix of
channels to meet their objectives. B2C and B2B campaigns,
for example, will each require different channel strategies.
Marketing organisations must also be able to optimise
campaign spend. To do this, they need to monitor campaign
traffic in real-time and allocate resources to where they can
make the greatest difference on a day-to-day basis.
Achieving goals of this sort requires a more holistic use
of end-to-end analytics capabilities. However, analytic
approaches are only as good as the people and processes
that surround them. Getting social media marketing right
depends on the adoption of best-practice planning based
on agile approaches. So what exactly does best practice
look like?
Build a better marketing organisation
One of the most effective ways to ensure every campaign
delivers maximum impact is to adopt an Integrated
Campaign Planning System.
This comprises a cycle of five steps that enables
businesses to choose the most effective combination of
engagement tactics, media types, platforms and content.
This makes it possible to build a campaign plan that is
highly relevant to the customer segment, represented by
personas, and that makes optimum use of paid, owned
and earned media.
Integrated planning is an iterative process, with analytics
making it possible for organisations to identify and fine-tune
the tactics that work best. This process of continuous
refinement leads to improvements in KPIs and enhanced ROI.
The five elements of the Integrated Campaign Planning
System are as follows:
1. Identify inputs
2. Define marketing objectives
3. Customer experience
4. Execute and measure
5. Analytics everywhere
1. Identify inputs
To succeed, a marketing plan must take account of all the
internal and external factors likely to influence the campaign.
Internal factors include business priorities and corporate
digital strategy. Among the external factors are the digital
landscape in the target territory – digital usage is subtly
different in every country – and the level of digital maturity.
2. Define marketing objectives
CMOs are expected to drive performance in three areas. First,
they need to grow sales and revenue. Second, they need to
demonstrate marketing efficiency improvements in brand
awareness, improved customer acquisition and product
promotion. Third, they must boost overall brand value.
Unlike traditional above-the-line marketing – such as
print, radio and television – it is possible to quantify just
about every aspect of a digital marketing campaign using
KPIs. These include viral reach, likes, video views,
comments and shares. As well as providing an instant
barometer of success, KPIs assist in the progressive
refinement of campaigns. KPIs must be aligned to
objectives and should not be considered as objectives
in their own right.
IBM
Interactive
Experience
5. 3. Customer experience
Who is your customer? What is their preferred combination of
social networks? What sort of digital journeys are they likely to
take and what will they do next? Personas – fictionalised
consumers built using data and insights – help marketers to
answer such questions. Personas represent key segments
within target markets and provide a higher level of granular
detail than traditional broad-brush segmentation techniques.
In order to build personas, organisations need a range of
analytic skills and techniques, including data analytics,
buying-behaviour analytics and analysis of customer interviews.
Hyper-personalisation of this sort makes it possible for
marketing organisations to optimise the customer experience
and plan tailored journeys that generate maximum value at
every touch point. This allows marketers to target social
spend where it is most likely to trigger a chain reaction:
an example would be using “paid” media.
Inside the smarter marketing organisation
A smarter marketing organisation has two vital
components. The first is an agile organisation
structure that allows marketers to work
seamlessly with different departments or
external partner services, and that provides
constant performance and visibility to the
marketing stakeholders during campaigns.
The second is a commitment to developing
new skills and leadership capabilities. Digital
marketers, marketing data scientists and
community managers will all become integral
to the new mix as the marketing organisation
grows in maturity.
n The digital marketeer. Combining deep brand
insight with an even deeper understanding of the
customer, the digital marketeer is a creative thinker
who understands how all the pieces fit together and
helps marketing organisations to understand gaps
in the customer journey and identifies opportunities
buried in the data.
n The marketing data
scientist. Performs statistical
analysis and interprets the
findings. A data scientist helps
marketing organisations to get
at the truth behind the numbers
– for example, by extracting
demographic patterns from thousands
of tweets to help you pinpoint groups of
prospective customers.
n The community manager. Provides businesses
with a voice and often a human face in the social
media arena. The community manager is a key
figure, with the ability to spark comment, drive
debate and manage conversations at every stage
of the campaign. The community manager’s inside
knowledge and ability to reach out to influencers
will play a decisive part in the success of a
campaign, particularly in the initial stages.
Intelligent Customer Profiles is an analytics-based
approach that enables customers to directly manage
the personal information companies use to provide them
services. It also allows companies to ask customers
questions, using a learning model to determine the next-
best question to ask an individual for a clearer picture of
their preferences, while respecting privacy constraints.
This helps companies improve the quality of customer
profiles so they can provide better service. For example,
an airline could use this capability to refine its scheduled
service to better meet the needs of specific micro-
segments of customers.
Influence Analysis is an approach that goes beyond basic
social media influencer scoring to identify individuals who
influence other consumers in relation to a specific topic.
By knowing which consumers influence others’ opinions of
products and services, companies can optimise interactions
6. IBM Electronics
in consumer communities down to the specific target topic.
Combined with existing enterprise data, this capability allows
companies to develop their own customised influencer
analysis that can be tuned based on specific factors such
as location or language. This analysis can be used to help
a company identify the best ambassador for their brand, or
pinpoint targets for a viral marketing campaign.
Customer Identity Resolution is a rules-based matching
toolkit that helps enterprises build a broader understanding
of who their customers are by connecting information
across different data sources. These include customer
relationship management (CRM) records, social media
accounts and other profile information. This is particularly
useful for better understanding prospective customers that
companies have little information on. After a company builds
up comprehensive profiles of their customers, they can
use analytics for business insights, or conduct direct social
marketing to existing customers on an opt-in basis.
Keyword Optimisation is about choosing words to
stimulate maximum traffic flow. But buying keywords for
search engines and social networks can be expensive.
Using analytic techniques, it is possible to fine-tune spending
and shop for high-impact keywords at the lowest cost.
4. Execute and measure
A rigorous and timely plan is the key to a successful
campaign. Integrated planning needs to be a default
capability: good planning will ensure not only the successful
initiation of a campaign, but also that every opportunity for
refinement is acted on once the campaign is in motion. A
number of test methodologies can be used to determine
what works, and what doesn’t, throughout the campaign
lifecycle. The most valuable of these techniques are A/B
testing, multivariate testing, usability testing and customer
journey analysis.
Dashboards provide a real-time indication of the health
of the campaign, highlighting activity on each social media
channel and correlating outcomes with earlier actions.
The ability to visualise and measure everything – and then
to adjust the campaign accordingly – is a differentiator.
How do you make sure your
latest movie is a box office hit?
Social media is at the heart of the
equation – but how can businesses
be certain they’re getting the most
out of their social marketing
strategies in terms of improved
customer awareness?
To find the answer to this
question, Sony Pictures Spain
decided to stage a competitive
benchmarking exercise. Taking
part in the contest were IBM
Interactive Experience and one
of its leading competitors. Both IBM
and its rival were given an identical
budget and an identical task: use
social media to generate maximum
awareness and demand for a new
film release from Sony Pictures.
The competitors were each given a
different film to promote using social
media. IBM was given Elysium, a
science fiction action thriller starring
Matt Damon and Jodie Foster.
The success of the benchmark
was evaluated by measuring seven
Facebook KPIs: total reach, viral reach,
views, likes, comments, shares and
cost per click (CPC). The campaign
had to be executed in ten days.
IBM then proceeded with release
The Amazing Spider-Man 2 and
adopted an integrated multi-channel
strategy which played to the different
strengths of resources including
Facebook, YouTube, Twitter and
Google Plus. The approach adopted
by IBM made it possible to target
investment in real time throughout the
duration of the campaign,
continuously shifting social media
spend to the places where it would
have the greatest impact.
This smart allocation of resources
was based not only on what was
happening, but also on what was
likely to happen next. This approach
is only possible with the application
of analytic capabilities and
integrated planning.
The results for Sony Pictures were
decisive. Overall IBM’s approach
delivered significant KPI results for
multiple film releases that were up to
two times higher than those of the
typical agency, with viral reach up 234
per cent, “likes” 253 per cent higher
and “comments” showing a very
strong improvement.3
Lights, Camera… Analytics
7. 5. Analytics everywhere
Analytics has the power to transform every facet of a
campaign, from initial set up through to in-flight monitoring
of customer journeys [see box on “Tools for Change”]. But
it also has the power to drive change in the way marketing
organisations function. The companies that get the most out
of analytics are the ones that develop new expertise and
tackle interdepartmental bottlenecks to ease the flow of data
between silos and across areas of responsibility. In short,
analytics can not only boost revenue, it can also serve as a
catalyst for a smarter and better-integrated business.
EXPERIENCE THE FUTURE TODAY
Whether you are an in-house marketing department that
requires an end-to-end digital marketing service, or a
dedicated marketing agency seeking to grow your digital
capabilities, IBM Interactive Experience provides you with a
broad portfolio of solutions and services to help you achieve
your objectives. Its services include:
Digital Business Strategy
Innovation Visioning
Digital Operating Model
Customer Experience Strategy Design
Digital Marketing Strategy
Customer Insight Strategy
Digital Content Knowledge
Digital Platform Strategy
IBM Interactive Experience gives companies an opportunity
to work side-by-side with researchers, consultants and
experts in experience design, mobile and digital marketing.
Our multi-disciplinary teams analyse challenges and
jointly create solutions that integrate next-generation
social, analytics, mobile and cloud technologies,
delivering value every step of the way.
Why social makes sense
Content posted on social media networks is
increasingly influential in steering the
purchasing decisions of users. Tweets,
comments, reviews, shares and likes all play
a vital part in steering customer behaviour
and building campaign momentum.
n Research suggests that 68 per cent of consumers
around the world trust opinions that others post
online.8
This matters because positive user-
generated content provides the affirmation and
permission consumers increasingly seek before
making a purchasing decision.
n Businesses that invest in social media marketing
get tangible results. According to a recent study,
50 per cent of businesses running campaigns on
social networks improve their sales.9
Social media
campaigns are highly cost-effective: the efficiency
of a Facebook campaign, for example, is three
times the initial investment.
n Getting social right can also reduce the cost of
customer acquisition, results in higher conversion
rates and provides a unique ability to obtain deeper
audience insights thanks to better data.