The full toolkit is available only for our Growth Team Members.
To date we have published toolkits for: Merger & Acquisition, Geographic Expansion, New Product Development, New Product Launch, Competitive Strategy, Distribution Channel Optimization, and Vertical Market Expansion, Strategic Partnerships, and Customer Strategy.*
The economist intelligence unit: Voice of the customer, whose job is it, anywayAidelisa Gutierrez
In what areas should marketing focus investments in order to contribute most to your business in 3 years?
#1 Customer Analytic
#2 Customer Relationship Management
#3 Social Media
Fixing the Cracks: Reinventing Loyalty Programs for the Digital AgeCapgemini
Launching a loyalty program is expensive and it’s complex. In the US alone, companies spend a staggering $2 billion on loyalty programs every year. But does this translate into increased customer engagement? Research suggests the answer is “probably not”. The average household in the US has over 21 loyalty program memberships. But, the household only actively uses 44% of these. More than half of consumers in a 2013 survey admitted they had abandoned at least one loyalty program in the past year. Our own analysis of customer sentiment on social media revealed pronounced dissatisfaction. Almost 90% of social media sentiment on loyalty programs was negative.
We assessed loyalty programs on a number of parameters. These included their central objective, their use of digital channels, and their ability to provide a seamless experience across channels (more detail on the approach is at the end of this paper). We found, in short, that companies have a lot of catching up to do. 97% of loyalty programs rely on transactional rewards, i.e. a customer makes a purchase and takes their points in exchange for gifts, merchandise or cash. The issue is that 77% of those transaction-based programs actually fail in the first two years. According to our research, only 25% of loyalty programs reward customers for some form of engagement. Where loyalty programs are also lacking is advanced personalization: only 11% of loyalty programs offer personalized rewards based on a customer’s purchase history or location data.
This research highlights why organizations need to think beyond points and how they can implement well-designed, engagement-based loyalty programs.
The big story behind your big data: Six Practices for Making an Impact with T...Joachim B. Lyon
Text analytics is a powerful technology for drawing out compelling stories and deep insights from millions of customer comments. This study of strategic practices in 12 innovative companies show how customer experience (CX) professionals are using text analytics to change the way they work -- leveraging the customer’s voice to drive innovation and change, and becoming strategic business partners within their organizations.
The economist intelligence unit: Voice of the customer, whose job is it, anywayAidelisa Gutierrez
In what areas should marketing focus investments in order to contribute most to your business in 3 years?
#1 Customer Analytic
#2 Customer Relationship Management
#3 Social Media
Fixing the Cracks: Reinventing Loyalty Programs for the Digital AgeCapgemini
Launching a loyalty program is expensive and it’s complex. In the US alone, companies spend a staggering $2 billion on loyalty programs every year. But does this translate into increased customer engagement? Research suggests the answer is “probably not”. The average household in the US has over 21 loyalty program memberships. But, the household only actively uses 44% of these. More than half of consumers in a 2013 survey admitted they had abandoned at least one loyalty program in the past year. Our own analysis of customer sentiment on social media revealed pronounced dissatisfaction. Almost 90% of social media sentiment on loyalty programs was negative.
We assessed loyalty programs on a number of parameters. These included their central objective, their use of digital channels, and their ability to provide a seamless experience across channels (more detail on the approach is at the end of this paper). We found, in short, that companies have a lot of catching up to do. 97% of loyalty programs rely on transactional rewards, i.e. a customer makes a purchase and takes their points in exchange for gifts, merchandise or cash. The issue is that 77% of those transaction-based programs actually fail in the first two years. According to our research, only 25% of loyalty programs reward customers for some form of engagement. Where loyalty programs are also lacking is advanced personalization: only 11% of loyalty programs offer personalized rewards based on a customer’s purchase history or location data.
This research highlights why organizations need to think beyond points and how they can implement well-designed, engagement-based loyalty programs.
The big story behind your big data: Six Practices for Making an Impact with T...Joachim B. Lyon
Text analytics is a powerful technology for drawing out compelling stories and deep insights from millions of customer comments. This study of strategic practices in 12 innovative companies show how customer experience (CX) professionals are using text analytics to change the way they work -- leveraging the customer’s voice to drive innovation and change, and becoming strategic business partners within their organizations.
According to Altimeter Group research, the average enterprise-class company owns 178 social media accounts, while 13 departments—from marketing to customer support to legal-- actively engage in social media.
Yet social media— and as a result, social data— are still largely isolated from business-critical enterprise data sourced from platforms such as Customer Relationship Management, Business Intelligence and market research.
This lack of a holistic view of social signals in the context of other enterprise and external data can lead to partially-informed decisions, missed opportunity, and increased risk and cost, as the organization makes decisions without the benefit of critical input from external constituencies.
In this Altimeter Group research report reflecting input from 35 enterprise-class organizations and technology ecosystem contributors, industry analyst Susan Etlinger lays out an imperative for Social Data Intelligence, identifying key dimensions that organizations must understand, pragmatic steps they can take toward mature integration, and how successful businesses are already using social data in the context of other critical enterprise data to drive measurable value throughout the organization.
Social Media for Customer Service Report 2013Liam Dowd
A 15-page intelligence report that delves into the area of social media for customer service. It contains analysis, insight and case studies including:
• Are you listening?
• Social CRM
• Making connections
• Future social care
• Practical tips
For brands today, the complexity of social business is steadily compounding. For every additional variable — each account, customer conversation, business unit, location, language, distributor, etc. — social media becomes a greater challenge. Meanwhile, brands struggle to prepare appropriately and adopt the right technology. This report includes four case studies that demonstrate how brands are addressing social media proliferation.
Command Centers: Social Listening in PracticeBrandwatch
For socially savvy brands, the command center is often an integral part of understanding and connecting with their online audience. However, many have not fully capitalized on the technology’s capabilities.
The following guide outlines the command center’s role in engagement, customer service, crisis management, real-time marketing, regional benchmarking, competitive benchmarking and internal social awareness.
Additionally, we take an in-depth look at the qualities that make one command center more powerful than another.
There is a lot of confusion surrounding command centers – we aim to clear that up.
How Insurers Can Leverage Social and Messaging Apps to Enhance Digital ValueCognizant
Insurance carriers looking to bolster their digital ROI and reach their clientele of millennials most effectively must look beyond mobile apps and online portals, into social and messaging apps. We offer a roadmap and use cases for enhancing insurers' digital presence.
State of digital marketing in Lebanon (DGTL#U 2012)Hiba Fayad
In a world rapidly becoming more and more digitalized, corporations have found themselves forced to follow the trend and to be up to date with all changes in communication and internet technology.
Mobile applications, m-payment, social media marketing, blogs amongst others have become “must-haves” for the world’s companies be it in their marketing strategies, customer services, recruitment plans and work tactics, as well as other activities.
Lebanese corporations are slowly but surely appreciating and embracing these technological changes, and our DGTL#U – Beirut event will ease the way and show them the path to follow a successful and visible online and digital presence.
In order to have an accurate view on how involved Lebanese corporations are in digital strategies, we have conducted a survey on a sample of 48 PR agencies which includes the top 10 agencies in Lebanon (based on biggest account holders).
Our survey aims to shed light on the activities of these agencies and transmit an accurate image on how corporations are faring in the midst of the digitalized world. It’s the first of numerous studies about digital marketing in Lebanon and the Arab world. Industry and other country specific reports are also planned.
The results of this first Corporate Digital Marketing Survey seek to demonstrate how far Lebanese corporations have come in this respect, their commitment and attitude towards these new plans, how strategies translate into sales and branding awareness, and what is keeping them from going further and expanding their online presence.
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.
Etude PwC : "Digital Banking Survey" (2014)PwC France
http://pwc.to/1jQNy0n
Le secteur bancaire ne doit cesser d'innover pour continuer de satisfaire les besoins de leurs clients au temps de la digitalisation. Retrouvez toutes les conclusions PwC sur ce sujet.
Like “optimization” before it, “social CRM” (sCRM) is the latest catchphrase that has marketing and customer intelligence professionals abuzz.
Broadly, social CRM is the application of emerging social technologies, strategy, and data to traditional customer relationship marketing (CRM) practices. Core sCRM components to consider when extending traditional CRM approaches are strategy, data, and underlying technology used (e.g., text mining).
Learn to separate the myths about sCRM from the realities. This presentation will highlight current realities and challenges facing each of these three foundational aspects of sCRM.
In an 'always on' world where channel-surfing B2B customers demand real-time responses - no matter where they are - what is the optimal role of social media marketing? Roxane Divol, a partner and leader of McKinsey's Marketing & Sales Practice, addressed this question at the ITSMA Marketing Leadership Forum and demystified the emerging role of marketing as a driver of social technologies. She also discussed the tactics and strategies B2B marketers should use to access the touchpoints and datastreams that reinforce the social consumer decision journey. This presentation provides insights into how, when, and where social media influences and uniquely engages customers, as well as current best practices for developing, launching, and demonstrating the financial impact of social media campaigns. More: http://mckinseyonmarketingandsales.com/topics/b-to-b
According to Altimeter Group research, the average enterprise-class company owns 178 social media accounts, while 13 departments—from marketing to customer support to legal-- actively engage in social media.
Yet social media— and as a result, social data— are still largely isolated from business-critical enterprise data sourced from platforms such as Customer Relationship Management, Business Intelligence and market research.
This lack of a holistic view of social signals in the context of other enterprise and external data can lead to partially-informed decisions, missed opportunity, and increased risk and cost, as the organization makes decisions without the benefit of critical input from external constituencies.
In this Altimeter Group research report reflecting input from 35 enterprise-class organizations and technology ecosystem contributors, industry analyst Susan Etlinger lays out an imperative for Social Data Intelligence, identifying key dimensions that organizations must understand, pragmatic steps they can take toward mature integration, and how successful businesses are already using social data in the context of other critical enterprise data to drive measurable value throughout the organization.
Social Media for Customer Service Report 2013Liam Dowd
A 15-page intelligence report that delves into the area of social media for customer service. It contains analysis, insight and case studies including:
• Are you listening?
• Social CRM
• Making connections
• Future social care
• Practical tips
For brands today, the complexity of social business is steadily compounding. For every additional variable — each account, customer conversation, business unit, location, language, distributor, etc. — social media becomes a greater challenge. Meanwhile, brands struggle to prepare appropriately and adopt the right technology. This report includes four case studies that demonstrate how brands are addressing social media proliferation.
Command Centers: Social Listening in PracticeBrandwatch
For socially savvy brands, the command center is often an integral part of understanding and connecting with their online audience. However, many have not fully capitalized on the technology’s capabilities.
The following guide outlines the command center’s role in engagement, customer service, crisis management, real-time marketing, regional benchmarking, competitive benchmarking and internal social awareness.
Additionally, we take an in-depth look at the qualities that make one command center more powerful than another.
There is a lot of confusion surrounding command centers – we aim to clear that up.
How Insurers Can Leverage Social and Messaging Apps to Enhance Digital ValueCognizant
Insurance carriers looking to bolster their digital ROI and reach their clientele of millennials most effectively must look beyond mobile apps and online portals, into social and messaging apps. We offer a roadmap and use cases for enhancing insurers' digital presence.
State of digital marketing in Lebanon (DGTL#U 2012)Hiba Fayad
In a world rapidly becoming more and more digitalized, corporations have found themselves forced to follow the trend and to be up to date with all changes in communication and internet technology.
Mobile applications, m-payment, social media marketing, blogs amongst others have become “must-haves” for the world’s companies be it in their marketing strategies, customer services, recruitment plans and work tactics, as well as other activities.
Lebanese corporations are slowly but surely appreciating and embracing these technological changes, and our DGTL#U – Beirut event will ease the way and show them the path to follow a successful and visible online and digital presence.
In order to have an accurate view on how involved Lebanese corporations are in digital strategies, we have conducted a survey on a sample of 48 PR agencies which includes the top 10 agencies in Lebanon (based on biggest account holders).
Our survey aims to shed light on the activities of these agencies and transmit an accurate image on how corporations are faring in the midst of the digitalized world. It’s the first of numerous studies about digital marketing in Lebanon and the Arab world. Industry and other country specific reports are also planned.
The results of this first Corporate Digital Marketing Survey seek to demonstrate how far Lebanese corporations have come in this respect, their commitment and attitude towards these new plans, how strategies translate into sales and branding awareness, and what is keeping them from going further and expanding their online presence.
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.
Etude PwC : "Digital Banking Survey" (2014)PwC France
http://pwc.to/1jQNy0n
Le secteur bancaire ne doit cesser d'innover pour continuer de satisfaire les besoins de leurs clients au temps de la digitalisation. Retrouvez toutes les conclusions PwC sur ce sujet.
Like “optimization” before it, “social CRM” (sCRM) is the latest catchphrase that has marketing and customer intelligence professionals abuzz.
Broadly, social CRM is the application of emerging social technologies, strategy, and data to traditional customer relationship marketing (CRM) practices. Core sCRM components to consider when extending traditional CRM approaches are strategy, data, and underlying technology used (e.g., text mining).
Learn to separate the myths about sCRM from the realities. This presentation will highlight current realities and challenges facing each of these three foundational aspects of sCRM.
In an 'always on' world where channel-surfing B2B customers demand real-time responses - no matter where they are - what is the optimal role of social media marketing? Roxane Divol, a partner and leader of McKinsey's Marketing & Sales Practice, addressed this question at the ITSMA Marketing Leadership Forum and demystified the emerging role of marketing as a driver of social technologies. She also discussed the tactics and strategies B2B marketers should use to access the touchpoints and datastreams that reinforce the social consumer decision journey. This presentation provides insights into how, when, and where social media influences and uniquely engages customers, as well as current best practices for developing, launching, and demonstrating the financial impact of social media campaigns. More: http://mckinseyonmarketingandsales.com/topics/b-to-b
How Web 2.0 is Changing the World of MarketingLance Shields
Companies are only now realizing that for themselves to participate in this new market driven by a new user driven web, they will have to join in the conversation - learning to listen, to talk, to collaborate and become one with their customers who are the true owners of their brands. Either that or corporations face isolation, irrelevancy and obsolescence.
The BRITE '12 conference (March 5-6) marked the unveiling of the Center on Global Brand Leadership and the New York American Marketing Association (NYAMA)'s first BRITE-NYAMA Marketing Measurement in Transition Study entitled, Marketing ROI in the Era of Big Data.
The aim of the study was to gain a better understanding of changing practices among large corporate marketers in the following areas: data collection and usage, marketing measurement and ROI, and the integration of digital and traditional marketing.
In surveying 253 marketing executives from large corporations, the study found both widespread adoption of new digital tools, and support for the use of new data to drive marketing decisions and measure marketing ROI. However, significant gaps exist between desire and execution as companies strive to measure marketing ROI. The overall picture of marketing by large corporations revealed significant need for improvements in the use of data, the measurement of digital marketing, and the assessment of marketing ROI.
http://gsb.columbia.edu/globalbrands
http://www.nyama.org
Success in the "Pull Economy" means understanding that a number of significant business principles have changed. In a hyper connected world information flows much faster and more freely. Organisations as a result are subjected to a growing level of collective intelligence and value creation from outside the company's walls brought on by the increased collaboration of customer/consumers, consumers, employees and suppliers in what is now a much larger ecosystem of data, conversation, innovation and participation. There needs to be a knowledge framework to help companies manage this transformational change and maximise as much value from it in a way that benefits the business and the customer/consumer.
7 Traits of Highly Effective Digital Commerce OrganizationsSameer Khan
Commerce technology spending is up across the board. Retailers are significantly bolstering their capital investment programs. 85% will increase their spend on commerce technology in 2015. Is your organization prepared for the next generation of digital business?
Ctrl Alt Delete: time to hit the reset button on media auditsIgnite Digital
"Ctrl Alt Delete." Ignite Digital’s John Dunne features in the annual Irish Marketing Journal (IMJ) agency issue Sep 2019.
The paper offers a balanced and constructive perspective on why there is a definite need to hit the reset button on how media audits are conducted in Ireland.
Read the paper in full below.
The state of marketing measurement, attribution and data managementClark Boyd
This presentation will reveal exclusive new findings from a survey of leading marketers, including:
The data challenges marketers are confronting today
The business impact of a complex (and oft-misunderstood) data culture
The role of marketing intelligence software in a modern organization
How to define and use metrics like customer lifetime value
The features marketers wish their current technologies had
How to assess your own company’s data maturity
A new approach to agile, accessible marketing measurement from Fospha
Digital Transformation and the Marketing ProfessionalMatthew W. Bowers
Defining and understanding digital transformation and the marketing role. How can marketing drive transformation? what are the tasks, strategies and things that can help.
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