2009
Marketing
Equation’s annual Marketing Industry Trends survey was created to monitor how
the world of Marketing is evolving with the changing consumer/media landscape.
The 2009 study is unique in that we opened up survey development to the
Marketing Community—and did so by leveraging a Web 2.0 strategy of
“crowdsourcing” the survey questions directly from marketers. Christina Kerley
(“CK”) engaged the marketing community to create questions and submit topics on
what they wanted to know through posts on the leading industry marketing blog
MarketingProfs Daily Fix and her own Marketing Blog.
To the best of our knowledge, it’s the first time a trends survey of this size
has been constructed by and for the community it’s targeting.
Leveraging social media in the enterprise context requires holistic enterprise architecture, IT and information management strategy, as well as alignment with corporate marketing objectives and planning.
Social Media and Publishers: A Business CaseSnapApp
This paper provides a 5 step process for magazine publishers in considering a social media strategy. Featuring interviews, insights and tips from editors at Time Inc, Hearst, Rodale, Martha Stewart Living Omnimedia, Conde Nast and more.
Leveraging social media in the enterprise context requires holistic enterprise architecture, IT and information management strategy, as well as alignment with corporate marketing objectives and planning.
Social Media and Publishers: A Business CaseSnapApp
This paper provides a 5 step process for magazine publishers in considering a social media strategy. Featuring interviews, insights and tips from editors at Time Inc, Hearst, Rodale, Martha Stewart Living Omnimedia, Conde Nast and more.
In February 2009, Vignette conducted a survey of 200 marketing executives on the subject of Social Media. The organizations surveyed know they need to utilize Social Media on their Web sites, but most are unsure how to implement a strategy.
This presentation by Gerardo Dada, senior director of product marketing for Vignette, explores a summary of trends captured in the survey as well as a step-by-step guide to implementing a successful Social Media strategy in your organization. The presentation also includes discussion on the state of Social Media today, what Web 2.0 means for your business and key strategies for successfully implementing Social Media in your organization.
The Social Dynamics model: how to integrate social media in your companySteven Van Belleghem
This is a research paper in which we describe how companies should integrate social media into their entire company. this paper is based on more than 25 in-depth interviews with senior executives working on the integration of social media.
According to the Pew Internet & American Life Project half of all adults in the US use social networking sites. Despite its obvious appeal as a marketing channel, social media is far from achieving "equal citizenship" status among the marketing mix, particularly for Business-to-Business marketers. This benchmark report will examine the pressures and challenges social media presents for B2B marketing, and the path taken by top performing companies to achieve success. Aberdeen's research shows that top performing companies have integrated social media marketing with existing, core marketing channels and processes.
In his new book, Steven advises companies to become conversation companies. A conversation company is a very consumer oriented company, relying on the power of people and using social media as a perfect partner. The Conversation Company invests in 4 C's to optimize its conversation potential: customer experience, conversation management, content, collaboration. This report gives an update to which extent companies are investing in these 4 dimensions.
Introduction to Social Media Measurement with HootSuiteHootsuite
HootSuite and Social Media Measurement Coach Nichole Kelly have co-authored a White Paper series on social media measurement.
Do you understand the ROI on your social media? With this helpful examination of social media metrics today, you can begin to provide real data on how your social efforts contribute to your company's bottom line.
Social Media & Marketing to a Digital GenerationJames Burnes
James Burnes presents to the National Association of Mutual Insurance Companies Leadership Forum on social media strategy, planning and execution to reach younger consumers.
marketingThe Effectiveness of social media in event Mr Nyak
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Usman Koroma
A Collection Of Community Management AdviceMarketwired
A curated collection of answers to several community management questions answered by actual community managers.
Brought to you by Marketwire and TheCommunityManager.com
What Are 7 Steps Every Social Strategist Must Take To Help Their Organization...Dr. William J. Ward
Whitepaper from Spreadfast here: The 7 Whiteboard Sessions Every Social Strategist Needs To Have
- Understanding your social customer
- Adopting social companywide
- Developing workflows and processes
- Maximizing content
- Creating meaningful engagement
- Integrating social with other channels
- Proving social ROI
While many leading companies have the building blocks in place to participate in and leverage social media, many are pausing and asking deeper questions around how they can best evolve and transform their technology systems and operating processes in order to maximize the benefits social media offers.
Engaging in social media can be a highly effective way for MSPs to boost their market presence, expertise and market share. However, success in social media initiatives is anything but assured; it takes developing a sound strategy and executing on a sustained basis to yield dividends. “Marketing 101 for MSPs: Social Media” provides the background and guidance MSPs can use to build an effective social media strategy, one that yields real business results.
For more information, visit: http://bit.ly/LrBZY5.
In February 2009, Vignette conducted a survey of 200 marketing executives on the subject of Social Media. The organizations surveyed know they need to utilize Social Media on their Web sites, but most are unsure how to implement a strategy.
This presentation by Gerardo Dada, senior director of product marketing for Vignette, explores a summary of trends captured in the survey as well as a step-by-step guide to implementing a successful Social Media strategy in your organization. The presentation also includes discussion on the state of Social Media today, what Web 2.0 means for your business and key strategies for successfully implementing Social Media in your organization.
The Social Dynamics model: how to integrate social media in your companySteven Van Belleghem
This is a research paper in which we describe how companies should integrate social media into their entire company. this paper is based on more than 25 in-depth interviews with senior executives working on the integration of social media.
According to the Pew Internet & American Life Project half of all adults in the US use social networking sites. Despite its obvious appeal as a marketing channel, social media is far from achieving "equal citizenship" status among the marketing mix, particularly for Business-to-Business marketers. This benchmark report will examine the pressures and challenges social media presents for B2B marketing, and the path taken by top performing companies to achieve success. Aberdeen's research shows that top performing companies have integrated social media marketing with existing, core marketing channels and processes.
In his new book, Steven advises companies to become conversation companies. A conversation company is a very consumer oriented company, relying on the power of people and using social media as a perfect partner. The Conversation Company invests in 4 C's to optimize its conversation potential: customer experience, conversation management, content, collaboration. This report gives an update to which extent companies are investing in these 4 dimensions.
Introduction to Social Media Measurement with HootSuiteHootsuite
HootSuite and Social Media Measurement Coach Nichole Kelly have co-authored a White Paper series on social media measurement.
Do you understand the ROI on your social media? With this helpful examination of social media metrics today, you can begin to provide real data on how your social efforts contribute to your company's bottom line.
Social Media & Marketing to a Digital GenerationJames Burnes
James Burnes presents to the National Association of Mutual Insurance Companies Leadership Forum on social media strategy, planning and execution to reach younger consumers.
marketingThe Effectiveness of social media in event Mr Nyak
marketingThe Effectiveness of social media in event marketingThe Effectiveness of social media in event marketing The Effectiveness of social media in event marketingThe Effectiveness of social media in event marketing The Effectiveness of social media in event marketing The Effectiveness of social media in event marketingThe Effectiveness of social media in event marketingThe Effectiveness of social media in event marketingThe Effectiveness of social media in event marketingThe Effectiveness of social media in event marketingThe Effectiveness of social media in event marketingThe Effectiveness of social media in event marketing The Effectiveness of social media in event marketingThe Effectiveness of social media in event marketingThe Effectiveness of social media in event marketingThe Effectiveness of social media in event marketingThe Effectiveness of social media in event marketing The Effectiveness of social media in event marketing The Effectiveness of social media in event marketingThe Effectiveness of social media in event marketing The Effectiveness of social media in event marketingThe Effectiveness of social media in event marketing The Effectiveness of social media in event marketingThe Effectiveness of social media in event marketing The Effectiveness of social media in event marketing The Effectiveness of social media in event marketing The Effectiveness of social media in event marketingThe Effectiveness of social media in event marketing The Effectiveness of social media in event marketingThe Effectiveness of social media in event marketing
Usman Koroma
A Collection Of Community Management AdviceMarketwired
A curated collection of answers to several community management questions answered by actual community managers.
Brought to you by Marketwire and TheCommunityManager.com
What Are 7 Steps Every Social Strategist Must Take To Help Their Organization...Dr. William J. Ward
Whitepaper from Spreadfast here: The 7 Whiteboard Sessions Every Social Strategist Needs To Have
- Understanding your social customer
- Adopting social companywide
- Developing workflows and processes
- Maximizing content
- Creating meaningful engagement
- Integrating social with other channels
- Proving social ROI
While many leading companies have the building blocks in place to participate in and leverage social media, many are pausing and asking deeper questions around how they can best evolve and transform their technology systems and operating processes in order to maximize the benefits social media offers.
Engaging in social media can be a highly effective way for MSPs to boost their market presence, expertise and market share. However, success in social media initiatives is anything but assured; it takes developing a sound strategy and executing on a sustained basis to yield dividends. “Marketing 101 for MSPs: Social Media” provides the background and guidance MSPs can use to build an effective social media strategy, one that yields real business results.
For more information, visit: http://bit.ly/LrBZY5.
Social Marketing Analytics: A New Framework for Measuring Results in Social M...John Lovett
This collaborative research effort by Web Analytics Demystified and Altimeter Group represents the latest thinking on measuring social media.
The paper includes four social business objectives that can be used to understand the impact of your social marketing initiatives and aligns Key Performance Indicators to these objectives. The result is a solid framework that companies can adopt to begin measuring social marketing efforts.
Enhancement of business via social media marketingMohamed Almalik
Since Internet usage has been increasing so much in the last 15 years, and particularly in the last 10 years, many companies have found new possibilities to promote their products. These new approaches are mainly used as a communication tool and are called social media. Social media monitoring is an important component but is still in the early stages.
Generally, companies approve social media as an effective tool to exceed and support marketing communication. Social media still has huge growth potentials regarding the differentiation and specification of different platforms, because not all of them are suitable for every company. In my country (Sudan), social media networks are widely used covering large demographic areas, but still not fully used and extended to utilize this tool to increase the market outcome and socialize the marketing channels to claim these resources.
This dissertation will highlight the main business benefits of Social Media Marketing and present the various techniques available to market businesses on the different Social Media channels.
Social Media Marketing is more generally called by its acronym SMM, which designates the use of social networks and the different actions (free or paid) carried out on them. Nowadays, there are more and more social networks, and some of them are now giants of communication as well as marketing. This is particularly the case with Facebook, Instagram, and Twitter, which now allow companies to sell via their platforms.
Social Media Command Center - What's the Point?Avinash Joshi
The Social Media Command Center helps brands create a social showcase, providing live details about what’s happening on social media. View your social campaigns, events, community, and more with visually engaging displays that highlight conversations, volume, sentiment, geographic hotspots, and a lot more.
Social Media Command Center - What's the Point?Avinash Joshi
All brands today need a social media command center. This deck talks about the use cases of social media command centers - the What of it and also covers a few of the successful ones with brief case studies.
Social Media (Influence) Marketing by Martin WalshMartin Walsh
This is the detailed Social Media (Influence) Marketing Framework I developed a few years ago but which I constantly update based on practical experience implementing it in my roles at Microsoft and IBM. I have shared this strategic framework with many other organisations and provided advice on how to define, implement, operationalise and execute this tactic, particularly in context of a 360 degree integrated program and or campaign.
This presentation serves as a resource for professionals inside organizations who are tasked with buying Social Media technology, services and advertising. It is a culmination of one on one interviews, radio talk shows and survey data gathered from organizations that have launched social media.
A research project between Social Media Club and e-storm international. Findings were presented at Web 2.0 San Francisco.
Surgiu, em 2004, com o intuito de colmatar um "vazio" no mercado da hotelaria e do turismo em Portugal.
Este ano, e contando já com uma carteira de clientes significativa neste sector, a Hotel Digital Strategy, localizada em Faro, partiu à conquista de um novo mercado, Lisboa. Na bagagem levam 12 anos de experiência e uma oferta "vertical" e focada na hotelaria. Um know-how que, de acordo com Olivier Soares, regional manager da HDS, permite à empresa ajudar a aumentar o volume de reservas dos seus clientes.
Hoje, queremos dar um exemplo de receita, simples, de como usar o marketing digital para atingir objectivos, reais, de vendas. Usando estudos de pesquisas online, dados de mercado e informações de rotas aéreas. Ah, e vamos ter de usar um pouco a cabeça também!
... Ou "como usar a psicologia inversa"! Nada como uma boa, velha técnica de 'psicologia inversa' para incentivar as pessoas a não pisarem a relva, sugerindo precisamente o contrário! Hoje vamos fazer isso mesmo, preparámos uma checklist com instruções muito precisas de como garantir que o nosso site deixe rapidamente de gerar vendas directas online!
...
A Hotel Digital Strategy é uma agência de marketing digital direccionada para o sector hoteleiro. Olivier Soares, regional manager, explica que o que distingue a empresa no mercado é o facto de disponibilizar uma oferta totalmente integrada, com know-how focado no turismo e na hotelaria nacional.
“Temos uma oferta totalmente integrada, que engloba desde campanhas em AddWords, gestão de redes sociais, CRM, SEO, SEM, desenvolvim- ento de websites, toda a panóplia de competências necessárias” para este sector.
www.hoteldigitalstrategy.com
Resumindo os desafios:
"O primeiro desafio é a optimização do processo de venda, isso implica apostar muito no e-commerce e nas ferramentas que avaliam a notoriedade do grupo nos social media e como influencia a potencial procura. Compreender isto tudo e arranjar um sistema certo que permita optimizar este processo comercial é um dos grandes desafios que as empresas hoteleiras enfrentam.
Por outro lado, as OTA's tem enorme importância, são cada vez mais exigentes em termos das condições que nos exigem. Ter este equilíbrio entre o relacionamento com parceiros e ter uma política de canais próprios é um desafio."
".... Estou convicto que, desde os primórdios da gestão, a melhor estratégia para aumentar preços é aumentar a procura ! Melhor que essa táctica limitada, implemente ou melhore a sua estratégia de captação de trafego para a sua marca. Faça-o à sério, faça disso uma prioridade."
Artigo de opinião publicado na Revista Hotelaria (Grupo Publituris):
"Também poderia perfeitamente dizer que ter uma
estratégia de marketing e vendas totalmente optimizada
(uma raridade, claro), online e offline, sem ter
um atendimento de qualidade (infelizmente menos
raro) é perder tempo e dinheiro. Então, qual deve ser
a nossa prioridade: serviço ou marketing?"
Já o dissemos aqui, e repetimos para todos que
ainda terão paciência para nos ouvir, que o “2.0”
não se reduz às tecnologias; tem, sim, tudo a ver
com inovação, mudanças, quebra de paradigmas,
dogmas e tabus. E neste sentido, analiso com redobrado
entusiasmo vários indicadores “2.0” para
o nosso Portugal, como Destino e como Marca
EyeforTravel conducted a global survey amongst key travel execu7ves
in
January
to
February
2011
with
the
aim
of
inves7ga7ng
distribu7on
and
marke7ng
performance
and
perspec7ves
for
the
quarter.
This
is
the
first
edi7on
of
the
Travel
Distribu7on
&
Marke7ng
Barometer.
It’s
intended
to
be
an
ongoing
research
study
designed
to
act
as
a
barometer
for
the
global
travel
industry
and
provide
richer
intelligence
to
enable
a
greater
understanding
of
current
and
future
distribu7on
and
marke7ng
trends.
EyeforTravel conducted a global survey amongst key travel executives in January to February 2011 with the aim of investigating distribution and marketing performance and perspectives for the quarter.
Serve o presente para sintetizar os acontecimentos do dia 26 de Novembro de 2010, dia em que se realizou o IV Encontro de Gestores Hoteleiros no auditório da Escola Superior de Estudos Industriais e de Gestão, subordinado aos temas Redes Sociais e Low Cost e a sua influência nos sectores da Hotelaria e do Turismo nos dias que correm.
VFM Leonardo has just released the results of its first Hotel E-Business Survey which provides a revealing look at what hotel e-business professionals are spending their online marketing budgets on. The survey unveiled some fascinating trends. Interestingly, the features that many e-business professionals are currently using do not align with those that they believe to be most effective.
64% of respondents believe that “hotel tours (combinations of guided spin, zoom imagery, videos or animation)” are very effective yet only 41% have deployed this tactic.
At a glance, the most effective rich media merchandising and social media tactics include:
* User ratings and rankings: 67%
* Hotel tours (combinations guided spin, zoom imagery, videos or animation): 66%
* User comments and reviews: 64%
* Videos for merchandising, advertising and demonstration: 60%
* 360 degree spins/panoramas: 49%
A Pegasus report: "Forward-looking data from Pegasus Solutions shows a more than +30% increase in global distribution system revenue for hotels year-on-year through the end of September. The positive data indicates double-digit growth in hotel booking volumes for both corporate and leisure travel"
Broadcast cortesy of hotelmarketing.com
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
2. Table of Contents
Background and Methodology 3
Community Questions 4
Key Findings and Implications 56
Detailed Findings 726
Meaning of Social Media 711
2009
Current and Intended Social Media Use 1214
Marketing
Industry Barriers to Social Media 1517
Trends
Equation Social Media Tools Used 1820
Research
Social Media Measurement 2123
Marketing Channel Allocation 2425
Marketing Channel Forecast 2628
Channel With the Most Promise 2931
Mobile Marketing 3234
Corporate Responsibility Initiatives 3536
Appendix I – Sample Profile 3839
Appendix II – About Equation 40
2
3. Background and Methodology
Background “…a community effort”
Equation’s annual Marketing Industry Trends survey was created to monitor how
the world of Marketing is evolving with the changing consumer/media landscape.
The 2009 study is unique in that we opened up survey development to the
Marketing Community—and did so by leveraging a Web 2.0 strategy of
“crowdsourcing” the survey questions directly from marketers. Christina Kerley
(“CK”) engaged the marketing community to create questions and submit topics on
what they wanted to know through posts on the leading industry marketing blog
MarketingProfs Daily Fix and her own Marketing Blog.
To the best of our knowledge, it’s the first time a trends survey of this size
2009 has been constructed by and for the community it’s targeting.
Marketing
Industry
Trends Our original invitation via a post by CK on the MarketingProfs blog produced
Equation outstanding feedback , spurring diverse and thoughtful questions covering social
Research media and emerging marketing tactics. The focus of this report will be to help
answer these questions, bring together common threads of insight and develop
some useful and actionable implications for the community.
Methodology
Email invitations were sent to over 50,000 marketing professionals to take part in a
ten minute online survey. Respondents were targeted from marketing industry
contact lists provided by Equation Research, AdWeekMedia Group and Authentic
Response. See page 40 for more information about these companies.
A total of 1,469 respondents representing advertising/marketing agencies, brands,
nonprofits, consulting firms and research suppliers took the survey. Responses
were collected from June 3rdJuly 2nd, 2009.
This analysis focuses on marketers working for brands directly (18% of total
sample) and advertising/marketing agencies (33% of total sample). A full sample
profile can be found on pg. 3839. In several sections of this report we’ve
examined differences in response by company size and although the sample sizes
can get rather small in these cases and should be used with caution, the results
are quite interesting from a ‘directional’ standpoint.
3
4. Community Questions
Following is the list of questions developed from the community’s feedback.
Use the links below to go directly to the results for each question.
?How do you define Social Media?
?Is your company currently using or planning to use Social
Media? If planning, how long before implementation?
?What are the greatest barriers to Social Media in your
company?
?You mentioned Social Media is part of your Marketing
activity, what specific tools and services are you currently
using?
?How are you measuring the effectiveness of your Social Media
efforts?
?What percentage of your Marketing dollars are you allocating
to different tactics this year?
?How do you see this allocation changing in the next year?
?In the future, which one of these tactics/strategies do you
see having the most promise for your business?
?Where does Mobile Marketing fit in your current Marketing
Plan?
?Which of these types of corporate responsibility initiatives
does your organization currently implement, or plan to
implement, in the coming year?
4
5. Key Findings and Implications
If we could sum up the results of this study in two words as it pertains to New
Media, and Social Media in particular, it would be ‘boundless enthusiasm’.
‘Boundless’ in the dual sense of unrestrained and largely undirected, and
‘enthusiasm’ in its simple, purest form.
Marketers and Agencies in large and small, B2C and B2B spaces, are all
embracing the world of Social Media. Not only are many companies either
currently executing on strategy, many are planning and most are serious in
allocating substantial time and resources to this space.
If you are a Marketer looking to start a Social Media program or a
Agency/Consultant trying to help, navigating the waters can be difficult. Some
of the things we discovered in this research that might be useful navigational
2009 aids are:
Marketing
Industry 1. The need for a framework…
Trends In the Social Media space there is a clear opportunity to provide
Equation
Marketers with ways to connect ideas/themes together. This
Research
isn’t necessarily a onesentence description of Social Media, but
rather a map of consumer interaction, technology and tactics
that provides a better framework for understanding the
Marketer’s position in this complex social net.
2. The need for a proper business process…
To implement a successful Social Media strategy, issues of
knowledge, resource/time and measurement must be addressed
first. Just ‘learning the tools’ will not be effective unless the
business loop is closed with proper resource allocation and
measurement feedback.
3. You might have to herd cats…
For many companies, building a Social Media strategy will be
more about harnessing and coordinating disparate efforts than
beginning from a clean slate.
4. You need to balance your left and right brain…
With different tools and tactics in wide use, measurement is
understandably dispersed. Yet there is an acceptance that both
hard and soft measures need to come to bear in order to assess
success.
5
6. Key Findings and Implications
5. Be prepared to scale…
Online channels, at nearly a third of all spend, are a significant
proportion of the Marketing budget and growing. Given the
interest and momentum behind Social Media efforts, we would
expect to see its allocation rise. As efforts begin to bear fruit,
current plans need to scale well, and should be built with this in
mind.
6. Social Media is not a channel…
Even though we have used that term throughout this report to
describe Social Media in the context of other tactics, it’s not a
channel. There is no easy translation of a traditional Print,
TV, or even Online campaigns to the world of Social Media.
2009
Marketing
Industry
Trends To round out the discussion on New Media, the community also asked about
Equation the current state of Mobile Marketing. We discovered that:
Research
7. Mobile Marketing is in early adopter mode…
While many companies currently lack plans for Mobile Marketing,
this is not a sign of lack of interest. Like consumers, companies
also follow adoption curves. If early Mobile campaigns show
promise, those on the sidelines are likely to move into the
space with, at the very least, experimental efforts.
6
8. How do you define Social Media?
Marketers weren’t afraid to offer up thoughtful definitions that defined Social
Media from very different angles. Some emphasized the interaction among
consumers, for others it was the technology, and for still others the specific
tactics employed by brands.
“ Social networks (Facebook, MySpace, Twitter, YouTube, etc);
interactive media (blogs, etc); widgets; on
demand/customizable media and marketing tools; for use
with viral marketing.
“ An interactive online medium that connects users to
share information and experiences.
“
2009 Dynamic, casual or informal relationships developed and nurtured
Marketing between two connected parties of mutual interest. There is a
Industry hub, source or portal for the connection that delivers value through
Trends information, products or services that motivate the parties.
“
Equation
Research People talking to each other, it just happens to be
online.
“ Media that is outside of the marketer's direct control. As marketers
we may influence the conversation, but we do not control it. Social
media encompasses all media where consumers control the dialogue.
While it was clear the common theme was ‘interactive communication’, the
sheer diversity of responses indicated a difficulty to articulate what this meant.
It was as if Marketers were searching for the definition by piecing together
common catch phrases, struggling to actually articulate the idea they had in
their head.
Implication
For consultants and specialists in this field, there is a clear opportunity
here to provide Marketers with ways to connect these ideas/themes
together. This isn’t necessarily a onesentence description of Social
Media, but rather a map of consumer interaction, technology and tactics
that provides a better framework for understanding the Marketer’s
position in this complex social net.
MC1. How do you define social media? 8
9. How do you define Social Media?
Social networks
“ (Facebook, MySpace, Twitter, YouTube, etc);
interactive media (blogs, etc); widgets; on
demand/customizable media and marketing
Engaging/facilitating peertopeer
communication/sharing online. peer
generated content, ratings, and
tools; for use with viral marketing. interactions.
It's the peer2peer marketing/branding arm of
People talking to each other, it just a campaign. It's believable, current and
happens to be online. instantaneous. It's fast and fleeting... it's a big
component in all future marketing endeavors.
Social Media are tactics
that allow for a twoway Internetbased
An interactive online medium
conversation between the communications applications
that connects users to share
company and it's that connect people based on
information and experiences.
2009 prospects and users. common interests.
Marketing
Industry
Trends
Dynamic, casual or informal relationships For Business: An Online Conversation
Equation
developed and nurtured between two between consumer and product. For
Research
connected parties of mutual interest. everybody else: An Online conversation.
There is a hub, source or portal for the
connection that delivers value through
information, products or services that
A set of technologies, tools and platforms
motivate the parties.
facilitating the discovery, participation and
sharing of content, supporting the
development of large and small communities.
Media that is outside of the marketer's
direct control. As marketers we may
influence the conversation, but we do not
Social media is an umbrella term for
control it. Social media encompasses all
applications used to connect people
media where consumers control the dialog.
horizontally, instead of the topdown
method of traditional media.
Tools that connect people through An interactive means of maintaining
shared values or some other communications with like minded
shared affinity. individuals with similar interests
providing them meaningful information
Entities, programs or other online to do their work and stay current.
media where the purpose of belonging
is to interact with others, whether it
be purely social, a mix of social and
business, or business oriented.
Online technologies and practices that people
use to share opinions, insights, experiences, and
perspectives with each other.
”
MC1. How do you define social media? 9
11. How do you define Social Media?
Definition of Social Media Unaided
Response Brand Agency
Media 43% 45%
Types of media (digital, electronic, online etc) 20% 26%
Specific media channels 10% 10%
Blogs 8% 9%
Internet Based/Online 7% 8%
Specific Social Media Sites 24% 22%
2009
Facebook 19% 20%
Marketing
Industry Twitter 17% 15%
Trends
Equation MySpace 10% 8%
Research LinkedIn 2% 5%
YouTube 2% 1%
Interactive/Interaction 19% 26%
Business/Marketing related – Way To
19% 21%
Connect With Consumers
Community/Connections 19% 19%
Communicating 14% 20%
Information Sharing/Finding 11% 14%
Content 7% 12%
Connecting People Online 7% 6%
Sharing Content Online 6% 9%
Network/Networking 4% 4%
Conversations/Discussion 3% 5%
Online Groups 3% 4%
PersontoPerson/PeertoPeer 3% 3%
Q1. How do you define social media?
11
Base – Brand (n=236); Agency (n=381)
12. ?
Is your company currently
using or planning to use
social media? If planning,
how long before
implementation?
12
13. Current and Intended Social Media Use
Social Media adoption as a Marketing Tactic has permeated nearly two
thirds of all companies. Another third are actively planning to roll out
strategies; with a common time horizon of three to six months.
Usage of Social Media by Brands
Yes, it's currently part of
59%
our marketing activity
2009 In the nex 3 months 13%
We're planning to
Marketing implement social media 28%
In the next 46 months 7%
Industry (NET)
In the next 712 months 3%
Trends 12 months or longer 5%
Equation
Research
No, we're not using or
planning to use social 13%
media
When you break this down by company size, there seems to be a schism
between Social Media use among small brands (less than 50 employees;
data on next page). Half (56%) of these smaller companies are currently
pursuing Social Media tactics, yet almost a third (29%) are not planning
any move into the Social Media space – small B2B in particular seem
reluctant.
Implication
The adoption of Social Media is well past critical mass – multiple
published studies support this finding. While the quality of the
implementations is difficult to asses, Social Media is now table
stakes. No business professional should be without a solid
understanding of how this new world affects them.
MC2. Is your company currently using or planning to use social media? If planning, how
long before implementation?
Base – Brand (n=211)
13
14. Current and Intended Social Media Use
Usage of Social Media by Company Size (Brands)
Less than 50 50 to 500
500 or more
employees employees
No, were not using or planning to use
29% 13% 9%
social media
Yes, its currently part of our marketing
56% 54% 62%
activity
We are planning to implement social
media in the…
next 3 months 12% 9% 16%
next 4‐6 months 0% 15% 6%
next 7‐12 months 3% 7% 2%
12 months or longer 0% 2% 6%
Sample size: 34 40 137
Usage of Social Media by Company Type (Brands)
Business to
Business to Both B2C and
Consumer
Business (B2B) B2B
(B2C)
No, were not using or planning to use
9% 21% 13%
social media
Yes, its currently part of our marketing
71% 38% 59%
activity
We are planning to implement social
media in the…
next 3 months 12% 18% 13%
next 4‐6 months 5% 10% 8%
next 7‐12 months 1% 5% 3%
12 months or longer 3% 8% 4%
Sample size: 78 39 92
14
15. ?
What are the greatest
barriers to social media in
your company?
15
16. Barriers to Social Media Use/Adoption
We asked brands and agencies to tell us some of the barriers they have
encountered knowledge, measurement, and funding/timeresource were
the biggest. Agencies, asked about barriers they saw clients
experience, gave significant weight to ‘not proven as a strategy’.
Barriers to Social Media Use/Adoption
We don't know enough about social media to know where 37%
to begin 31%
There's no established way to measure the effectiveness 37%
of social media 28%
26%
There is no funding for social media in our budget
24%
2009
We just don't have the time to invest in starting a social 25%
Marketing media program right now 17%
Industry
Trends 19%
Social media is not a proven/tested strategy
31%
Equation
Research 18%
I don’t feel there are any barriers
21%
We have legal constraints and/or corporate policies that 15%
prevent us from these types of marketing activities 9%
Brand
9%
Other
9% Agency
7%
Social media is not seen as a good use of employee time
10%
In truth, ‘knowledge’ and ‘time’ are different sides of the same coin. Lack
of understanding of Social Media makes the task seem daunting and the
learning curve seem steep. Smaller companies are especially concerned
with the rampup in resources required to move into this space. Lack of
established measures adds another layer of risk when investing valuable
time and resource ‘Is the return there?’ is the question many will ask.
Implication
To implement a successful Social Media strategy, issues of
knowledge, resource/time and measurement must be addressed
first. Just ‘learning the tools’ will not be effective unless the
business loop is closed with proper resource allocation and
measurement feedback.
MC3. What are the greatest barriers to social media in your company?
16
Base – Not using SM: Brand (N=85); Agency (N=88)
17. Barriers to Social Media Use/Adoption
Barriers to Social Media by Company Size (Brands)
Less than 50 50 to 500
500 or more
employees employees
We don’t know enough about social
33% 43% 35%
media to know where to begin
We have legal constraints and/or
corporate policies that prevent us from 13% 5% 21%
these types of marketing activities
2009
Marketing There is no funding for social media in
20% 24% 29%
Industry our budget
Trends
Equation We just don’t have the time to invest
Research in starting a social media program right 47% 19% 21%
now
Social media is not seen as a good use
13% 5% 6%
of employee time
Social media is not a proven/tested
20% 0% 27%
strategy
There’s no established way to measure
40% 19% 44%
the effectiveness of social media
Other 20% 10% 6%
I don’t feel there are any barriers 7% 19% 19%
Sample: 32 30 100
MC3. What are the greatest barriers to social media in your company? 17
18. ?
You mentioned Social Media
is part of your Marketing
activity. What specific tools
and services are you
currently using?
18
19. Social Media Tools Used
Facebook, Twitter, online video and blogs are the four most popular Social
Media tools. Yet none of these are being used in isolation – there are on
average 5 to 7 other Social Media tools being either actively used or
dabbled with by Marketers at the same time.
Types of Social Media Used
84%
80%
76%
72%
69% Brand
63%
60%
57%
Agency
2009
34% 34% 33%
Marketing 31% 33% 30%
28%
Industry 25%
22% 23% 24% 25%
19% 21%
Trends
Equation
Research
In short, there is substantial experimentation going on among Marketers
who use Social Media. Large and small companies, B2B and B2C are all
jumping into and experimenting with multiple tools.
Implication
Experimentation is good and will partly fill the knowledge gap over
time. Yet our feeling is that as ‘knowledge’ is one of the main
barriers, a good portion of this experimentation is probably
undirected. For these companies, building Social Media strategy will
be more about harnessing and coordinating disparate efforts than
beginning from a clean slate.
MC4a. You mentioned Social Media is part of your Marketing activity. What specific tools
and services are you currently using?
Base – Brand (N=123; Agency (N=264)
19
20. Social Media Tools Used
Social Media Tools Used by Company Size (Brands)
Less than 50 50 to 500
500 or more
employees employees
Facebook Page 89% 60% 67%
Online videos 68% 52% 65%
Facebook Group 58% 44% 56%
Twitter 53% 56% 73%
2009
Blogs 53% 36% 65%
Marketing
Industry
Trends
MySpace Page 37% 24% 28%
Equation
Research Widgets 26% 16% 37%
User forums 21% 16% 42%
Other 21% 16% 13%
Podcasts 16% 16% 44%
Webcasts 16% 16% 43%
MySpace Group 11% 8% 19%
Wikis 5% 16% 32%
Sample: 48 56 146
MC4a. You mentioned Social Media is part of your Marketing activity. What specific tools
and services are you currently using? 20
21. ?
How are you measuring the
effectiveness of your social
media efforts?
21
22. Social Media Measurement
Most companies we surveyed were using 2 to 3 different ways to track their
Social Media efforts. Brands and Agencies reported very similar results –
Agencies reporting for their clients.
Social Media Measurement
64%
Tracking website hits
62%
Monitoring qualitative feedback/sentiment 45%
from those involved with the program 39%
43%
Tracking links on sites
43%
42%
2009 Tracking mentions on sites
36%
Marketing
Industry 39%
Tracking sales/new business leads
Trends 39%
Equation 29%
Measuring buzz Brand
Research 31%
Using a third party tracking service or 26%
Agency
research supplier 27%
14%
Not measuring it
12%
6%
Other
10%
While ‘website hits’ reveals a still dominant ‘traffic’ mentality, qualitative
feedback and internal sentiment were also strong. ‘Links’, ‘mentions’
business leads and ‘buzz’ are all examples of similar soft and hard
measures.
Implication
With different tools and tactics in wide use, measurement is
understandably dispersed. Yet there is an acceptance that both hard
and soft measures need to come to bear in order to assess success.
MC4b. How are you measuring the effectiveness of your social media efforts?
Base – Brand (N=123; Agency (N=264)
22
23. Social Media Measurement
Social Media Measurement by Company Size (Brands/Agencies)
Less than 50 50 to 500
500 or more
employees employees
Tracking website hits 60% 58% 70%
Tracking links on sites 44% 39% 45%
Tracking mentions on sites 32% 34% 48%
Tracking sales/new business leads 39% 37% 40%
2009
Measuring buzz 27% 34% 33%
Marketing
Industry
Trends Using a third party tracking service or
20% 29% 35%
Equation research supplier
Research
Monitoring qualitative
feedback/sentiment from those involved
with the program (e.g. private online 34% 45% 46%
community members, bloggers involved in
the outreach program)
Other 8% 9% 8%
Not measuring it 15% 13% 8%
Sample: 48 56 146
MC4b. How are you measuring the effectiveness of your social media efforts? 23
24. ?
What percentage of your
marketing dollars are you
allocating to different tactics
this year, to the best of your
knowledge?
24
25. Marketing Channel Allocation
While traditional media channels attract the largest proportion of Marketing
spend, Online, Search and Social Media as a group are approximately a
third of all spend. For smaller companies this increases to over 40%.
Marketing Spend Allocation by ‘Channel’
Brands
The average proportion of total
Less than 50 More than 50 Agencies
Marketing spend for each channel All Sizes
employees employees
Print advertising 20% 18% 21% 21%
TV advertising 19% 7% 22% 26%
Direct marketing 16% 18% 16% 15%
2009 Online advertising 14% 16% 14% 15%
Marketing Events/tradeshows 13% 13% 13% 9%
Industry
Trends PR 11% 15% 10% 13%
Equation Search engine advertising 10% 15% 9% 10%
Research
Email marketing 10% 13% 9% 11%
Social Media 8% 12% 8% 9%
Radio advertising 7% 2% 7% 9%
Sponsorship 6% 4% 6% 6%
Outdoor advertising 6% 4% 6% 8%
Mobile marketing 2% 0% 2% 3%
Other 27% 32% 22% 14%
Implication
Online channels, at nearly a third of all spend, are a significant
proportion of the Marketing budget and growing. Given the interest
and momentum behind Social Media efforts, we would expect to see
its allocation rise – although keeping in mind that resources directed
to this space can be less tangible (time and effort) and that the
importance of Social Media (to certain companies) could well out
weigh its budget allocation.
MC5a (BRAND). What percentage of your marketing dollars are you allocating to different
tactics this year to the best of your knowledge?
MC5b (AGENCY). Thinking about the brand/company you work with most closely, what
percentage of their marketing dollars is allocated to different tactics this year to the best
of your knowledge?
25
Base – All Sizes (n=190); Less than 50 (n=39), More than 50 (n=151), Agency (n=264)
26. ?
How do you see this
allocation (of Marketing
dollars) changing in the next
year?
26
27. Marketing Channel Forecast
The march towards Online as the advertising channel of choice continues
unabated for Brands, Agencies, large and small companies alike. Of the
traditional media, only PR is showing any sign of life – and that is likely to
be largely online. Print and TV advertising continue to suffer. As
consumers move away from these mediums, so will ad dollars.
2010 Marketing ‘Channel’ Forecast
Brand Agency
Social media -1% 41% 19% 52% 25%
Online advertising -2% -3% 39% 14% -1%-1% 52% 17%
2009 Search engine -3% 36% 13% -1% 43% 20%
Marketing advertising
Industry -1%-2% 31% 10% -3% 39% 12%
Email marketing
Trends
Equation PR -1% -6% 20% 5% -4% 31% 6%
Research
Mobile marketing -1%-1% 19% 5% -1%-1% 27% 13%
Direct Marketing -3% -9% 17% 4% -3% -9% 20% 5%
Print advertising -6% -20% 16% 4% -16% -31% 10% 1%
TV advertising -3% -9% 14% 5% -10% -19% 14% 3%
Sponsorship -2% -9% 14% 3% -7% -7% 17% 3%
Event/Tradeshows -4% -13% 15% 2% -7% -13% 12% 4%
Radio -2% -9% 8%4% -10% -21% 11% 2%
Out of Home -1% -6% 3%
6% -7% -12% 14% 1%
Decreasing significantly Decreasing slightly Increasing slightly Increasing significantly
Implication
Advertising and ways of thinking about advertising needs to change
as channels shift and morph. There is no easy translation of a
traditional Print, TV, or even Online campaign to the world of Social
Media.
MC6. How do you see this allocation change next year (if at all)?
Base – Brand (n=208); Agency (n=332) 27
28. Marketing Channel Forecast
2010 Marketing ‘Channel’ Forecast by Company Size Brands
Less than 50 employees Greater than 50 employees
Social media 29% 15% -1% 43% 20%
Online advertising -6% -3% 21% 24% -1% -3% 42% 12%
Search engine -6% -3% 21% 18% -2% 39% 12%
advertising
-3% 31% 6% -1%-1% 31% 10%
Email marketing
2009
PR 31% 11% -1% -7% 17% 4%
Marketing
Industry
Trends Mobile marketing 10% -1%-1% 21% 6%
Equation
Research Direct Marketing -3% -3% 17% 8% -2% -10% 17% 3%
Print advertising -3% -9% 18% 3% -6% -23% 15% 4%
TV advertising 3% 9% -2%-10% 15% 5%
Sponsorship 13% 3% -2% -11%14% 2%
Event/Tradeshows -3% -6% 26% 3% -4% -15% 13% 2%
Radio 3%
3% -2%-11%9% 4%
Out of Home 3%
3% -1% 6% 3%
-7%
Decreasing significantly Decreasing slightly Increasing slightly Increasing significantly
MC6. How do you see this allocation change next year (if at all)?
Base – Less than 50 employees (n=34); Greater than 50 employees (n=128) 28
29. ?
And in the future, which of
these tactics/strategies do
you see having the most
promise?
29
30. Channel With the Most Promise
Despite only moderate interest in increasing TV spend, TV advertising
emerges as the third most promising future tactic behind Social Media and
Online.
Channel with the Most Promise in the Future
Social media 22%
19%
Online advertising 17%
17%
TV advertising 13%
11%
Search engine advertising 9%
9%
Direct marketing 8%
2009 6%
Marketing Email marketing 8%
5%
Industry 5%
Trends PR 10%
Equation 4%
Print advertising 4%
Research
4% Brand
Events 3%
2%
Agency
Sponsorship 2%
Mobile marketing 2%
4%
Radio advertising 1%
3%
Outdoor advertising 1%
2%
Do these results reflect possible/anticipated seeds of change in how TV is
delivered, consumed and measured? As ITV becomes more popular and
ondemand the ‘norm’ will we see a resurgence in interest?
Implication
While TV occupies an envious position on this list visàvis its
traditional media counterparts, there is no way to underestimate
the importance many companies are placing on Social Media in the
near term.
MC7. And in the future, which of these tactics/strategies do you see having the most
promise for your [BRAND VERSION]/your client’s [AGENCY VERSION] business? (Please
select one answer only).
30
Base – Brand (N=208); Agency (N=332)
31. Channel With the Most Promise
Channel with the Most Promise in the Future by Company Size
Brands
Less than 50 50 to 500
500 or more
employees employees
TV advertising 3% 6% 19%
Print advertising 8% 4% 3%
Radio advertising 0% 0% 2%
Outdoor advertising 0% 2% 0%
2009 Online advertising 16% 21% 16%
Marketing
Industry Search engine advertising 8% 6% 11%
Trends
Equation Social media 16% 19% 25%
Research Mobile marketing 0% 4% 2%
Direct marketing 8% 15% 6%
Email marketing 16% 4% 7%
Events 5% 6% 3%
Sponsorship 5% 0% 2%
PR 16% 9% 1%
Other 0% 2% 4%
Sample: 38 47 123
31
33. Mobile Marketing
Mobile Marketing is showing signs of interest, but there is no pressing
immediacy to the intentions. Most Brands and Agencies have plans to
experiment in the next fiscal year.
Mobile Marketing Use/Plans
Line item in our marketing budget with 11%
plans to execute this year 11%
Not a line item, but experimenting and 15%
plan to do more next year 26% Brand
2009
Marketing Not a line item, experimenting, but no 19%
Industry
Agency
future plans at the moment 19%
Trends
Equation
Research Have not done anything yet, plan to 17%
experiment next year 13%
Tried it without success, not planning to 1%
try again 2%
36%
Not a part of our plans at all
29%
Mobile Marketing is suffering from lack of trial – ‘early adopters’ are just
beginning to get their feet wet. If these efforts are successful, more
interest is likely to follow.
Implication
Lack of plans for Mobile Marketing is not a sign of lack of interest.
Like consumers, companies also follow adoption curves. If early
Mobile campaigns show promise, those on the sidelines are likely to
move into the space with, at the very least, experimental efforts.
MC8. Where does mobile marketing fit in with your current marketing plans?
33
Base – Brand (N=207); Agency (N=330)
34. Mobile Marketing
Mobile Marketing by Company Size Brands
Less than 50 50 to 500
500 or more
employees employees
Line item in our marketing budget with
8% 13% 31%
plans to execute this year
Not a line item, but experimenting and
17% 25% 18%
plan to do more next year
2009
Marketing Not a line item, experimenting, but no
Industry future plans at the moment
16% 14% 14%
Trends
Equation
Research Have not done anything yet, plan to
13% 17% 13%
experiment next year
Tried it without success, not planning to
1% 1% 2%
try again
Not a part of our plans at all 44% 30% 22%
Sample: 38 47 123
MC8. Where does mobile marketing fit in with your current marketing plans? 34
36. Corporate Responsibility Initiatives
Corporate Responsibility Initiatives Brands
Environmentally/socially
58%
responsible business practices
Other corporate giving to
50%
nonprofits
Employee volunteer programs 47%
Sponsorship of nonprofit event(s) 46% Brand
Cause marketing campaign 30%
None 13%
2009
Marketing Other 4%
Industry
Trends
Equation Planned Corporate Giving/Donations Brands
Research
Increase our level of
corporate giving in the
13%
coming year 34% Decrease it
46%
8%
Keep it
the same
Don’t know
Approximately a half of surveyed brands have no plans for how their
corporate responsibility projects will change in the coming year.
Implication
Lack of definitive plans for corporate responsibility projects are likely
a reflection of the uncertain business climate. Certain brands could
profit from this if they can leverage ‘responsibility’
communications/programs in an uncluttered environment to groups
of consumers/clients who value these initiatives.
MC9. Which of these types of corporate responsibility initiatives does your organization
currently implement, or plan to implement in the coming year? (Please select all that apply).
MC10. In the coming year, will your organization…?
36
Base – Brand (N=208)
38. Appendix I – Sample Profile
Company Type (n=1469)
Advertising/Marketing/Media agency 33%
Strategic Planning/Consulting Firm 13%
Work for a brand/company directly 18%
Research Supplier 6%
Other 29%
Brand Agency
Company Size
(n=250) (n=454)
2009 > 50 employees 19% 61%
Marketing
Industry 50‐99 employees 7% 11%
Trends 100‐499 employees 16% 14%
Equation
Research 500‐999 employees 12% 5%
1,000‐4,999 employees 19% 5%
5,000‐9,999 employees 8% 2%
10,000+ employees 20% 3%
Brand Agency
Job Title
(n=250) (n=454)
CEO/COO 9% 29%
CIO/Technology Director 6% 1%
VP or Director of Marketing 26% 8%
VP or Director (Other) 15% 21%
Brand Manager/Strategist 11% 5%
Creative Director 2% 4%
Account Manager 6% 9%
Account/Media Planner 3% 4%
38
39. Appendix I – Sample Profile
Brand Agency
Business Focus
(n=250) (n=454)
Consumers 39% 34%
Other Businesses 19% 13%
Both Consumers and Businesses 42% 53%
Brand
Company Type (top 10 mentions)
(n=250)
Consumer Products/Services 18%
Retail 9%
2009
Marketing Media 9%
Industry
Trends Food and Beverage 9%
Equation
Research Financial Services 6%
Health Care 6%
Travel and transportation 6%
Computer/Tech 6%
Manufacturing 4%
Business Services 3%
Agency
Agency Type
(n=454)
Traditional (Full-Service) 44%
Digital/Online 10%
Direct Marketing 4%
Media 15%
Brand Strategy/Planning 7%
Other 21%
39
40. Appendix II – About Equation Research and our
partners for this study
Equation Research – www.equationresearch.com
Equation Research is a full service research execution and strategy firm
working with an extensive list of Fortune 1000 clients including
brands, advertising and PR agencies, other research firms and magazine
publishers.
Equation offers a unique blend of strategic thinking and innovative
technology to make research faster, more affordable, less painful and more
useful. Please visit our site to find out more www.equationresearch.com
If you’d like to be contacted by a senior member of our team to see if we
can potentially help with your research needs, please email us at
2009 info@equationresearch.com
Marketing
Industry
Trends Authentic Response – www.authenticresponse.com
Equation Since 1998, Authentic Response has led the market research industry with
Research
best of breed solutions for global online sample, including its Authentic
Recruitment panelist recruitment technique, its patented double optin
permission standards, and its Authentic Validation techniques to ensure the
most legitimate, secure survey responses.
AdweekMedia – www.adweekmedia.com
AdweekMedia is the premier information source for media, advertising and
marketing industry news and analysis, providing an integrated product
portfolio led by trusted brands Adweek, Mediaweek and Brandweek.
Industry professionals in all stages of their careers turn to AdweekMedia’s
digital and print properties, and leading executive conferences and
events, for trusted content and interactive programs tailored to better serve
their customers, build their network, and advance their market knowledge.
AdweekMedia is owned by Nielsen Business Media, part of The Nielsen
Company, a global information and media company.
40