The document summarizes key findings from a study of over 1,700 Chief Marketing Officers (CMOs) globally, including insights specific to ASEAN markets. Some of the main points include:
1) CMOs feel unprepared for increasing complexity, especially around data explosion, social media, and shifting consumer demographics.
2) Most CMOs rely on traditional market research over understanding individual customers.
3) CMOs recognize the need to invest in technologies and analytics to manage growing customer data and insights. However, many barriers remain around building business cases, IT alignment, and developing marketing skills.
3) CMOs signaled three priority areas for improvement: delivering value to empowered customers, fost
The document summarizes findings from a study of over 1,700 Chief Marketing Officers from 64 countries and 19 industries. The study aimed to understand the evolving role of the CMO. It found that CMOs feel increasing pressure to deliver value to empowered customers in a digital era, foster lasting customer connections, and capture value and measure results. However, CMOs also feel unprepared for the high level of complexity they now face.
The document summarizes findings from IBM's 2011 Global CMO Study, which interviewed over 1,700 CMOs globally.
The key findings were:
1. Many North American CMOs feel underprepared to manage changes in areas like data explosion, social media, and changing consumer behavior.
2. CMOs signaled they need to improve in delivering value to customers, capturing value and measuring results, and fostering lasting customer connections.
3. North American CMOs want to increase use of technologies like social media and mobile apps but face barriers like lack of marketing and IT alignment.
4. Outperforming companies are better at using customer data across the lifecycle to build relationships rather than just focus on transactions
IACCM recently asked its members to nominate the companies that they admire most for their negotiation capabilities. This worldwide survey resulted in the nomination of hundreds of companies and today we publish the top 100.
The IACCM Top Companies in Negotiation 2009 Report provides the results of that survey.
The document summarizes key findings from IBM's global CMO study, which interviewed over 1,700 CMOs from 64 countries and 19 industries. Some of the main insights from the study include:
1) CMOs face significant challenges in keeping up with the digital era, including managing more data, channels, and devices with less clarity.
2) Many CMOs, especially in North America, feel underprepared for major trends like the growth in channels/devices and opportunities in emerging markets.
3) CMOs need to expand their influence beyond just promotion to areas like products, price, and place to better deliver marketing ROI.
4) Transitioning to a more customer-centric approach and using data
Health care marketers face challenges with tight budgets and changing patient and physician expectations. While traditional challenges remain top priorities, new trends around digital media and empowered patients are not fully addressed. Marketers plan to use traditional tactics but also leverage online channels in a conservative way. To succeed, marketers will need skills beyond traditional health care roles, such as creativity and communication.
Making marketing personal with customer analytics requires a holistic approach. Early adopters have used analytics to gain competitive advantages and outpaced others by expanding analytic use. Experienced organizations take one of two paths - collaborative or specialized - to become transformed. The marketing alignment process identifies key variables like behavior, attitude and activity metrics to deliver short and long term return on marketing investment. Consortium models are emerging to provide additional customer insights and improve techniques.
Building a Meaningful Customer Experience on a Global ScaleRoman Nedielka
This document discusses how telecom companies can become globally recognized leaders in customer experience. It notes that while telecoms invest heavily in customer experience, no operator is seen as a clear leader. To become one, telecoms should look to attributes of successful customer-centric companies like Apple, Amazon, and Disney that are globally recognized and provide meaningful experiences. However, telecom industries operate more locally than these companies. The document argues that telecoms can establish a global reputation by excelling in customer experience in select countries and addressing challenges like frequent customer interactions and increasing expectations set by global digital services. It provides examples from Etisalat, a large Middle Eastern operator, of how telecoms can balance rational and emotional elements to
The document summarizes findings from a study of over 1,700 Chief Marketing Officers from 64 countries and 19 industries. The study aimed to understand the evolving role of the CMO. It found that CMOs feel increasing pressure to deliver value to empowered customers in a digital era, foster lasting customer connections, and capture value and measure results. However, CMOs also feel unprepared for the high level of complexity they now face.
The document summarizes findings from IBM's 2011 Global CMO Study, which interviewed over 1,700 CMOs globally.
The key findings were:
1. Many North American CMOs feel underprepared to manage changes in areas like data explosion, social media, and changing consumer behavior.
2. CMOs signaled they need to improve in delivering value to customers, capturing value and measuring results, and fostering lasting customer connections.
3. North American CMOs want to increase use of technologies like social media and mobile apps but face barriers like lack of marketing and IT alignment.
4. Outperforming companies are better at using customer data across the lifecycle to build relationships rather than just focus on transactions
IACCM recently asked its members to nominate the companies that they admire most for their negotiation capabilities. This worldwide survey resulted in the nomination of hundreds of companies and today we publish the top 100.
The IACCM Top Companies in Negotiation 2009 Report provides the results of that survey.
The document summarizes key findings from IBM's global CMO study, which interviewed over 1,700 CMOs from 64 countries and 19 industries. Some of the main insights from the study include:
1) CMOs face significant challenges in keeping up with the digital era, including managing more data, channels, and devices with less clarity.
2) Many CMOs, especially in North America, feel underprepared for major trends like the growth in channels/devices and opportunities in emerging markets.
3) CMOs need to expand their influence beyond just promotion to areas like products, price, and place to better deliver marketing ROI.
4) Transitioning to a more customer-centric approach and using data
Health care marketers face challenges with tight budgets and changing patient and physician expectations. While traditional challenges remain top priorities, new trends around digital media and empowered patients are not fully addressed. Marketers plan to use traditional tactics but also leverage online channels in a conservative way. To succeed, marketers will need skills beyond traditional health care roles, such as creativity and communication.
Making marketing personal with customer analytics requires a holistic approach. Early adopters have used analytics to gain competitive advantages and outpaced others by expanding analytic use. Experienced organizations take one of two paths - collaborative or specialized - to become transformed. The marketing alignment process identifies key variables like behavior, attitude and activity metrics to deliver short and long term return on marketing investment. Consortium models are emerging to provide additional customer insights and improve techniques.
Building a Meaningful Customer Experience on a Global ScaleRoman Nedielka
This document discusses how telecom companies can become globally recognized leaders in customer experience. It notes that while telecoms invest heavily in customer experience, no operator is seen as a clear leader. To become one, telecoms should look to attributes of successful customer-centric companies like Apple, Amazon, and Disney that are globally recognized and provide meaningful experiences. However, telecom industries operate more locally than these companies. The document argues that telecoms can establish a global reputation by excelling in customer experience in select countries and addressing challenges like frequent customer interactions and increasing expectations set by global digital services. It provides examples from Etisalat, a large Middle Eastern operator, of how telecoms can balance rational and emotional elements to
Features major direct marketing and advertising trend with long term impact, details the 7 profit drivers for insurance direct marketing and explores Web 2.0 opportunities for direct marketers.
TIM Participações S.A. reported its 3Q07 results. Key highlights included:
- Solid market growth with total lines increasing 17.6% YoY and market penetration reaching 59.4%. TIM gained market share and reached 29.8% of the postpaid segment.
- Financial results showed continuous net service revenue growth of 16.3% YoY and EBITDA margin expansion. However, EBITDA was impacted by a one-time R$173 million write-off related to updating billing systems.
- Commercial strategies focused on convergent offers, innovation, and reducing costs. A new low-cost prepaid brand was launched to expand the addressable market.
Com score vce brandingmetrics vn-2012-11-02Duong The Vinh
The document discusses the results of a study analyzing the delivery of digital advertising campaigns across Asia. Some key findings include:
- On average, 58% of ads across all campaigns were viewable, lower than rates found in other regions.
- Viewability varied significantly by content category and ad size/placement.
- 4% of ads were delivered outside the targeted geographic regions, with the U.S. receiving nearly a third of those impressions.
- While overall brand safety issues were low, even one exposure to undesirable content can damage a brand.
What Lies Ahead For Corporate Development New Report Published October 09Alasdair Kilgour
The survey found cautious optimism among corporate dealmakers. Two-thirds believe their region's macroeconomy will improve in 2010, and over 70% expect an increase in corporate restructurings. While reserved about M&A activity, over half hold a neutral view and only 20% are pessimistic. Nearly three-quarters believe the M&A market has reached an inflection point. Financial services are seen as the most active sector in the coming months.
TIM Participações S.A. reported its results for the second quarter of 2007, continuing its market leading performance. It grew its customer base by 23% year-over-year to 27.5 million customers, with postpaid customers reaching 22% of its total base. TIM maintained its leadership in the business segment and net service revenue. Financially, TIM achieved solid growth in net service revenue and EBITDA margin expansion quarter-over-quarter and year-over-year. Going forward, TIM will continue focusing on high value customers and total communication solutions to drive further growth and profitability.
The document discusses the future of automotive distribution in an uncertain world. It notes that pressures are building on the current distribution model and structural changes are needed in scale and scope. However, the biggest challenges will be in changing people and organizations. These changes will transform the shape of future car dealerships.
BillingViews Facebook Success Index - Benchmarking the OperatorsBillingViews
The document summarizes benchmarking data on major mobile operators' performance on Facebook. It finds that only a small number of top operators exceed industry averages in terms of percentage of subscribers who "like" the operator's Facebook page and in total likes. When comparing parent companies, Vodafone operators consistently rank highest across different metrics and measurements, while Orange also performs well overall.
Sustainable Brand Perception vs. Performance: Reducing the Gap - Katie CoxSustainable Brands
Increasingly, evidence demonstrates that global stakeholders across the board are expecting business to deliver greater value beyond just a slicker product or bigger profits. This panel provides three types of filters for decision-making as to how to prioritize your sustainable innovation initiatives such that you might recognize most uplift in stakeholder support.
This is the launch of BillingViews' new Facebook Success Index. It measures the success global communications operators are having as they engage customers via Facebook and ranks them based on several metrics
This document provides an overview of MercadoLibre, the leading e-commerce company in Latin America. It notes that e-commerce in Latin America is growing rapidly at a CAGR of 23%, outpacing all other regions. MercadoLibre has built the leading e-commerce platform in Latin America with over 33 million unique visitors monthly. It has also expanded into new business units like online advertising and seller services that are seeing strong growth. The company has a strategic focus on reducing friction for buyers and sellers through initiatives like improved search and selection, multiple payment options, and convenient fulfillment methods to further drive the growth of e-commerce in the region.
Dave Carroll, a musician, had his guitar damaged by United Airlines baggage handlers. He posted a video about the incident on YouTube called "United Breaks Guitars". The video became very popular and it was claimed that United Airlines lost $180 million in share value as a result. Social media allows information to spread quickly and can impact companies. It is an important marketing channel because people spend a lot of time on social networks.
TIM Participações S.A. reported strong results for 2Q06, with over 1.3 million net subscriber additions reaching a base of 22.3 million. Financial performance was also positive, with net service revenues growing 20% year-over-year and EBITDA increasing 73.4% to R$500 million. Key regulatory outcomes included the exclusion of partial bill and keep interconnection rates and the introduction of peak and off-peak rates for long distance calls, while Anatel will define costs and implementation for number portability and 3G licenses.
Helpdesk 2.0 : Subscribers Help Themselves. Operators Reduce ChurnGreen Packet
Over the last decade, customer service excellence has emerged as a core strategy for telecommunications operators with the aim of satisfying subscribers and keeping them loyal. Over time, various customer service channels have surfaced, with call centers being highly preferred due to the personal touch and instant response, however, this option weighs heavily on OPEX and resources.
This paper examines an alternative and more cost-effective approach, through the means of personal digital assistants. This method encourages self-care amongst subscribers and reduces reliance on call centers. It brings about a whole new era in error diagnosis and problem resolution, hence the term Help Desk 2.0. Find out more about how Help Desk 2.0 works and benefits operators, particularly in the area of cost savings and churn reduction.
The document summarizes the findings of the 2009 H&H Webranking survey, which analyzes corporate websites based on 140 criteria. It provides an overview of trends seen across different countries and sectors. Key points include a general downward trend in website quality, more robust risk disclosures, and increasing social media usage. Specific countries that performed well include Italy, the UK, Sweden, Germany, and Finland. The winners of various regional and sector awards from the survey are also highlighted.
The document provides an overview of mobile advertising in Africa in Q3 2011 based on data from InMobi's global mobile advertising network. Some key findings include:
- Mobile impressions in Africa grew 26% quarter-over-quarter to over 15 billion impressions.
- The majority of impressions were on advanced phones which saw 23.5% growth, while smartphones saw faster 38.8% growth.
- Impressions on apps more than doubled but still make up a small percentage of total impressions.
- Nokia and Symbian platforms dominated with over 61% of total impressions, though their share declined slightly. RIM was the third largest platform with 5% of impressions.
In this month's topic, we will review the foundations needed for your organisation and growth team to generate, evaluate and implement a sustainable growth process.
In light of the global economic situation, we will also be reviewing some do’s and don’ts during a recession.
It is our position here at Frost & Sullivan that with a solid CEO growth team and a growth process in place you can reduce your risk during uncertain economic times and even generate growth opportunities.
The document summarizes the key findings of a 2010 supply chain survey. It finds that: (1) Half of companies do not review their supply chain strategy as often as needed; (2) One-third of companies do not have future proof plans to account for various possibilities in the next few years; (3) More than half of companies are concerned with inventory costs and transportation costs. The document provides recommendations around measuring, assessing, planning and developing robust strategies to manage risks and variability in an uncertain future.
This document discusses the relationship between social and financial performance in microfinance. It summarizes research showing that while some trade-offs exist, such as between individual targeting of poverty and financial sustainability, there are also synergies where improving social performance can positively impact financial performance. For example, better geographic targeting and client participation can improve productivity, and adapting services to clients' needs can increase efficiency. The document concludes that achieving both social and financial goals is possible by understanding and managing the interplay between trade-offs and synergies.
Features major direct marketing and advertising trend with long term impact, details the 7 profit drivers for insurance direct marketing and explores Web 2.0 opportunities for direct marketers.
TIM Participações S.A. reported its 3Q07 results. Key highlights included:
- Solid market growth with total lines increasing 17.6% YoY and market penetration reaching 59.4%. TIM gained market share and reached 29.8% of the postpaid segment.
- Financial results showed continuous net service revenue growth of 16.3% YoY and EBITDA margin expansion. However, EBITDA was impacted by a one-time R$173 million write-off related to updating billing systems.
- Commercial strategies focused on convergent offers, innovation, and reducing costs. A new low-cost prepaid brand was launched to expand the addressable market.
Com score vce brandingmetrics vn-2012-11-02Duong The Vinh
The document discusses the results of a study analyzing the delivery of digital advertising campaigns across Asia. Some key findings include:
- On average, 58% of ads across all campaigns were viewable, lower than rates found in other regions.
- Viewability varied significantly by content category and ad size/placement.
- 4% of ads were delivered outside the targeted geographic regions, with the U.S. receiving nearly a third of those impressions.
- While overall brand safety issues were low, even one exposure to undesirable content can damage a brand.
What Lies Ahead For Corporate Development New Report Published October 09Alasdair Kilgour
The survey found cautious optimism among corporate dealmakers. Two-thirds believe their region's macroeconomy will improve in 2010, and over 70% expect an increase in corporate restructurings. While reserved about M&A activity, over half hold a neutral view and only 20% are pessimistic. Nearly three-quarters believe the M&A market has reached an inflection point. Financial services are seen as the most active sector in the coming months.
TIM Participações S.A. reported its results for the second quarter of 2007, continuing its market leading performance. It grew its customer base by 23% year-over-year to 27.5 million customers, with postpaid customers reaching 22% of its total base. TIM maintained its leadership in the business segment and net service revenue. Financially, TIM achieved solid growth in net service revenue and EBITDA margin expansion quarter-over-quarter and year-over-year. Going forward, TIM will continue focusing on high value customers and total communication solutions to drive further growth and profitability.
The document discusses the future of automotive distribution in an uncertain world. It notes that pressures are building on the current distribution model and structural changes are needed in scale and scope. However, the biggest challenges will be in changing people and organizations. These changes will transform the shape of future car dealerships.
BillingViews Facebook Success Index - Benchmarking the OperatorsBillingViews
The document summarizes benchmarking data on major mobile operators' performance on Facebook. It finds that only a small number of top operators exceed industry averages in terms of percentage of subscribers who "like" the operator's Facebook page and in total likes. When comparing parent companies, Vodafone operators consistently rank highest across different metrics and measurements, while Orange also performs well overall.
Sustainable Brand Perception vs. Performance: Reducing the Gap - Katie CoxSustainable Brands
Increasingly, evidence demonstrates that global stakeholders across the board are expecting business to deliver greater value beyond just a slicker product or bigger profits. This panel provides three types of filters for decision-making as to how to prioritize your sustainable innovation initiatives such that you might recognize most uplift in stakeholder support.
This is the launch of BillingViews' new Facebook Success Index. It measures the success global communications operators are having as they engage customers via Facebook and ranks them based on several metrics
This document provides an overview of MercadoLibre, the leading e-commerce company in Latin America. It notes that e-commerce in Latin America is growing rapidly at a CAGR of 23%, outpacing all other regions. MercadoLibre has built the leading e-commerce platform in Latin America with over 33 million unique visitors monthly. It has also expanded into new business units like online advertising and seller services that are seeing strong growth. The company has a strategic focus on reducing friction for buyers and sellers through initiatives like improved search and selection, multiple payment options, and convenient fulfillment methods to further drive the growth of e-commerce in the region.
Dave Carroll, a musician, had his guitar damaged by United Airlines baggage handlers. He posted a video about the incident on YouTube called "United Breaks Guitars". The video became very popular and it was claimed that United Airlines lost $180 million in share value as a result. Social media allows information to spread quickly and can impact companies. It is an important marketing channel because people spend a lot of time on social networks.
TIM Participações S.A. reported strong results for 2Q06, with over 1.3 million net subscriber additions reaching a base of 22.3 million. Financial performance was also positive, with net service revenues growing 20% year-over-year and EBITDA increasing 73.4% to R$500 million. Key regulatory outcomes included the exclusion of partial bill and keep interconnection rates and the introduction of peak and off-peak rates for long distance calls, while Anatel will define costs and implementation for number portability and 3G licenses.
Helpdesk 2.0 : Subscribers Help Themselves. Operators Reduce ChurnGreen Packet
Over the last decade, customer service excellence has emerged as a core strategy for telecommunications operators with the aim of satisfying subscribers and keeping them loyal. Over time, various customer service channels have surfaced, with call centers being highly preferred due to the personal touch and instant response, however, this option weighs heavily on OPEX and resources.
This paper examines an alternative and more cost-effective approach, through the means of personal digital assistants. This method encourages self-care amongst subscribers and reduces reliance on call centers. It brings about a whole new era in error diagnosis and problem resolution, hence the term Help Desk 2.0. Find out more about how Help Desk 2.0 works and benefits operators, particularly in the area of cost savings and churn reduction.
The document summarizes the findings of the 2009 H&H Webranking survey, which analyzes corporate websites based on 140 criteria. It provides an overview of trends seen across different countries and sectors. Key points include a general downward trend in website quality, more robust risk disclosures, and increasing social media usage. Specific countries that performed well include Italy, the UK, Sweden, Germany, and Finland. The winners of various regional and sector awards from the survey are also highlighted.
The document provides an overview of mobile advertising in Africa in Q3 2011 based on data from InMobi's global mobile advertising network. Some key findings include:
- Mobile impressions in Africa grew 26% quarter-over-quarter to over 15 billion impressions.
- The majority of impressions were on advanced phones which saw 23.5% growth, while smartphones saw faster 38.8% growth.
- Impressions on apps more than doubled but still make up a small percentage of total impressions.
- Nokia and Symbian platforms dominated with over 61% of total impressions, though their share declined slightly. RIM was the third largest platform with 5% of impressions.
In this month's topic, we will review the foundations needed for your organisation and growth team to generate, evaluate and implement a sustainable growth process.
In light of the global economic situation, we will also be reviewing some do’s and don’ts during a recession.
It is our position here at Frost & Sullivan that with a solid CEO growth team and a growth process in place you can reduce your risk during uncertain economic times and even generate growth opportunities.
The document summarizes the key findings of a 2010 supply chain survey. It finds that: (1) Half of companies do not review their supply chain strategy as often as needed; (2) One-third of companies do not have future proof plans to account for various possibilities in the next few years; (3) More than half of companies are concerned with inventory costs and transportation costs. The document provides recommendations around measuring, assessing, planning and developing robust strategies to manage risks and variability in an uncertain future.
This document discusses the relationship between social and financial performance in microfinance. It summarizes research showing that while some trade-offs exist, such as between individual targeting of poverty and financial sustainability, there are also synergies where improving social performance can positively impact financial performance. For example, better geographic targeting and client participation can improve productivity, and adapting services to clients' needs can increase efficiency. The document concludes that achieving both social and financial goals is possible by understanding and managing the interplay between trade-offs and synergies.
1. The document discusses ways to measure social media in public relations, from basic metrics like impressions and reach to more advanced metrics that establish causation between communications activities and business outcomes.
2. It addresses common myths around digital ROI and the misconception that activity equals value. The key is to establish clear objectives and define success in measurable terms from the outset.
3. A framework is presented that distinguishes between measuring output, impact and outcomes. Output looks at engagement, impact looks at passive and active engagement, while outcomes demonstrate value through metrics like revenue, customer satisfaction and thought leadership.
The document outlines the results of Mercer's 2010 EMEA HR Transformation survey. Over 500 organizations across Europe, the Middle East and Africa participated in the survey. The results show that HR functions continue to undergo transformation to better align with business strategies and increase efficiency and effectiveness. Retaining key talent and developing a performance culture were the top human capital challenges identified. While some organizations have completed transformations, over half indicated they are still engaged in ongoing transformation efforts or plan to initiate them in the coming year. The focus on continuous improvement and renewal of the HR function was a consistent theme highlighted in the survey results.
2012 B2B Social Media Marketing - Market Report by TheSocialPeopleViral Thaker
The document discusses key findings from a survey of marketers about social media and ROI. [1] Marketers are looking to invest heavily in social media presence, frequency of posts, and developing processes. [2] Marketers struggle with obtaining sufficient resources for social media and measuring ROI. [3] While social media monitoring is becoming standard, measuring actual ROI remains difficult for many marketers.
- The document is a summary of a market research report on customer experience management (CEM) programs.
- It finds that while 95% of businesses see CEM as important, only 57% have comprehensive CEM programs in place.
- Those with CEM programs see benefits like increased customer satisfaction, loyalty, and profits. However, 84% of those without programs face barriers, mainly different departments owning parts of the customer experience.
- It also shows gaps between what businesses can offer customers automatically through technology, versus rising customer expectations in areas like personalized service across channels.
This is an independent study, commissioned by Adobe, that looks at social media marketing measurement across Europe.
Learn how Adobe can help you tie social media marketing to real business results: http://www.omniture.com/go/39875
Brands2Life & PR Week UK 2009 Communications Directors SurveyTony Smith
The survey of 102 communications directors found that 61% worked for companies with over £500m in turnover. Their top challenges included demonstrating PR's business support and lack of strategic thinking time. Most respondents saw budgets decrease by 10-20% over the past year, and made cuts to paper-based content, events, and external agencies. Measurement became more important to management teams, while trust in the PR industry declined. Spending on corporate responsibility increased but budgets decreased. Digital PR represented 10-30% of budgets, with responsibilities including social media, websites, and SEO/SEM. Common digital activities were social media, blogs, and SEO.
1. Demographic changes, especially the aging of America and growth of ethnic markets, were seen as the most significant industry trends according to survey respondents.
2. Work site and bank sales channels were also viewed as opportunities for growth.
3. Translating strategy into effective expense management and technology use remains a challenge for some companies, despite most having clear strategic visions.
Adobe Scene7 2010 Survey: Customer Experience in the New DecadeCarla Dias
This survey reveals how leading global cross-industry businesses plan to enhance online customer experience and drive conversions in 2010. You'll discover the rich media/merchandising, social media-based, mobile, and personalization features these leaders are using or plan to use in the coming year!
Nielson Social Media Business Benchmarking studyHeidi Allen
Three key points from the document:
1. Australian businesses are increasingly investing in social media, with 72% allocating over 10% of their marketing budget to social media in 2010 compared to 57% in 2009.
2. The most common social media activities conducted by Australian businesses in 2010 were having a social media presence, social media monitoring, and responding to comments.
3. While large businesses participate in social media to a greater extent than SMEs, private and public sectors are on par across many activities, though the public sector was slower to uptake some.
The CMO Survey Highlights and Insights, August 2010christinemoorman
The document provides an overview of results from The CMO Survey, which collects opinions from top marketers. Key findings include:
- Marketers are less optimistic about the overall US economy but remain optimistic about their own companies' prospects.
- Companies expect to focus on existing products/markets for growth rather than pursuing new products/markets. Organic growth remains the dominant strategy.
- Marketing budgets are expected to grow significantly over the next year, led by spending on new services, brands, and internet marketing.
- Company sales and profits rebounded in the past year, and marketers' goals show increasing optimism. Social media spending remains high but decreased for some sectors.
- Opportunities
This document discusses combining social and financial performance in microfinance. It summarizes that:
1) There is a lack of data on the relationship between social and financial performance, but new social assessment tools are providing more insights.
2) These assessments show few oppositions and several synergies between social and financial performance that can guide microfinance institutions.
3) Different types of microfinance institutions - such as NGOs, credit unions, banks - show varying strengths in targeting the poor, client participation, service adaptation, and social responsibility.
Mobile marketing is gaining importance but organizations still feel unprepared, especially in collaborating with partners. While mobile budgets are increasing, less than half of organizations have a formal mobile strategy. Display and search are currently the most used mobile advertising formats but branded content shows potential for future growth. Measurement remains a challenge for mobile marketers.
Ibm connect 2013 sw 102 social analytics key to a social enterpriseMark Heid
Social Analytics overview and demos - customer facing and "voice of the employee". Presentation delivered at IBM Connect 2013 in Orlando on Jan 28, 2013.
Highlights of 2011 SMB Social Business StudySMB Group
Small businesses are increasingly adopting social media. The study found that 49% of small businesses currently use social media, 31% plan to use social media in the next 12 months, and only 20% have no plans to use social media. Small businesses are using social media primarily to generate new leads, connect with potential customers, and improve customer service and retention. However, small businesses face challenges with not having enough time and determining the best social media strategies and tactics to use.
"Social Media and IT - What IT Needs to Know" - Lotusphere 2012Mark Heid
This document discusses how social media is impacting marketing and IT. It notes that social media compresses information relevance and speed, forcing businesses to re-examine processes like sourcing, sales, and customer service. The majority of CMOs feel underprepared to manage social media's effects. Understanding customers through interaction, attitudinal, descriptive, and behavioral data from both traditional and social media channels is key. When developing a social media strategy, businesses must determine the right balance of offense and defense and properly organize ownership of various social media tools.
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