The document summarizes the key findings of a survey of over 150 online and direct marketers on the state of marketing in 2010. Some of the main findings include:
1) Marketers see turning data into actions as one of their top issues and view IT as their number one bottleneck.
2) Nearly three quarters of companies surveyed are leveraging customer initiated interactions to serve targeted marketing messages.
3) While centralized decisioning has been adopted by some forward-looking marketers, organizational and financial concerns are slowing broader adoption more so than technical barriers.
4) Marketers are struggling with integrating online and offline data and channels, slowed by technical and financial limitations.
Best-in-Class companies are more likely to use video in their marketing efforts than other companies. They utilize video throughout the buyer's journey from awareness to post-sales. Best-in-Class companies are more likely to adopt capabilities that allow them to distribute video content across multiple channels and devices. They also are more likely to track user engagement with their video content and use that data to improve marketing performance.
Leveraging the Single Point of Truth in Integrated Media Campaigns discusses how marketers can determine the offline impact and ROI of online marketing campaigns. It notes that as digital marketing budgets increase, simply counting clicks and views is no longer sufficient, and marketers need robust methods to evaluate both online and offline effects. New models and solutions now exist that can isolate variables, simulate campaigns, and measure how digital and traditional media interact to drive sales. This allows marketers to optimize spending and uncover new opportunities by determining which media and messages are most effective.
International Journal of Business and Management Invention (IJBMI)inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
The Journal will bring together leading researchers, engineers and scientists in the domain of interest from around the world. Topics of interest for submission include, but are not limited to
This document discusses the three pillars of an effective marketing campaign:
1. Strategic planning, which involves data analysis, segmentation, and goal-setting.
2. Campaign execution across multiple digital and offline channels to engage target audiences.
3. Monitoring and reporting on campaign performance to increase ROI and optimize future campaigns.
This document summarizes the key findings of Alterian's 2009 annual survey of over 1,000 marketers, agencies, and systems integrators. The survey found that marketers are shifting marketing budgets from traditional direct marketing to digital and social channels, with 40% anticipating over a 20% shift. However, many marketers are not prepared to leverage new techniques, with 42% not integrating web analytics into customer databases and 40% of marketing staff lacking necessary skills. A growing need for customer engagement is driving demand for new service providers to help marketers better coordinate resources and channels. While interest in social media is high, with 66% planning investments, many may not see full benefits without also investing in social media monitoring tools.
A Customer Centricity Paradox, a 2012 Acxiom & Digiday State of the Industry ...Vivastream
The document summarizes a study that found most marketers see customer centricity as an aspirational goal but have not achieved it in reality. While marketers believe they have strong customer-centric capabilities, few can actually measure results at the customer level. Additionally, most struggle with integrating customer data from different sources and measuring success across channels. So there is a paradox between marketers' views of their capabilities and the realities of measuring success and integrating customer data.
This document discusses the critical impact of information technology on service marketing. It analyzes how IT has influenced the traditional 7 Ps of the marketing mix for services - product, price, place, promotion, people, physical evidence, and process. Specifically, IT has enabled better services to be delivered through automated technologies, improved efficiency, increased accessibility, and more effective management. The paper aims to provide evidence that IT significantly impacts service marketing strategies and the customer experience.
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.
Best-in-Class companies are more likely to use video in their marketing efforts than other companies. They utilize video throughout the buyer's journey from awareness to post-sales. Best-in-Class companies are more likely to adopt capabilities that allow them to distribute video content across multiple channels and devices. They also are more likely to track user engagement with their video content and use that data to improve marketing performance.
Leveraging the Single Point of Truth in Integrated Media Campaigns discusses how marketers can determine the offline impact and ROI of online marketing campaigns. It notes that as digital marketing budgets increase, simply counting clicks and views is no longer sufficient, and marketers need robust methods to evaluate both online and offline effects. New models and solutions now exist that can isolate variables, simulate campaigns, and measure how digital and traditional media interact to drive sales. This allows marketers to optimize spending and uncover new opportunities by determining which media and messages are most effective.
International Journal of Business and Management Invention (IJBMI)inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
The Journal will bring together leading researchers, engineers and scientists in the domain of interest from around the world. Topics of interest for submission include, but are not limited to
This document discusses the three pillars of an effective marketing campaign:
1. Strategic planning, which involves data analysis, segmentation, and goal-setting.
2. Campaign execution across multiple digital and offline channels to engage target audiences.
3. Monitoring and reporting on campaign performance to increase ROI and optimize future campaigns.
This document summarizes the key findings of Alterian's 2009 annual survey of over 1,000 marketers, agencies, and systems integrators. The survey found that marketers are shifting marketing budgets from traditional direct marketing to digital and social channels, with 40% anticipating over a 20% shift. However, many marketers are not prepared to leverage new techniques, with 42% not integrating web analytics into customer databases and 40% of marketing staff lacking necessary skills. A growing need for customer engagement is driving demand for new service providers to help marketers better coordinate resources and channels. While interest in social media is high, with 66% planning investments, many may not see full benefits without also investing in social media monitoring tools.
A Customer Centricity Paradox, a 2012 Acxiom & Digiday State of the Industry ...Vivastream
The document summarizes a study that found most marketers see customer centricity as an aspirational goal but have not achieved it in reality. While marketers believe they have strong customer-centric capabilities, few can actually measure results at the customer level. Additionally, most struggle with integrating customer data from different sources and measuring success across channels. So there is a paradox between marketers' views of their capabilities and the realities of measuring success and integrating customer data.
This document discusses the critical impact of information technology on service marketing. It analyzes how IT has influenced the traditional 7 Ps of the marketing mix for services - product, price, place, promotion, people, physical evidence, and process. Specifically, IT has enabled better services to be delivered through automated technologies, improved efficiency, increased accessibility, and more effective management. The paper aims to provide evidence that IT significantly impacts service marketing strategies and the customer experience.
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.
Keynote Microsoft Dynamics CRM | David Brown, MicrosoftExploreDynCRM
Nét voor Explore Dynamics CRM vond Convergence 2013 plaats. Tijdens dit Amerikaanse Microsoft Dynamics klantenevenement werden de meest recente ontwikkelingen van Microsoft CRM bekend gemaakt. Het evenement in Ede had de Europese primeur van deze ontwikkelingen, gepresenteerd door David Brown. Hij is verantwoordelijk voor de Europese CRM-markt binnen Microsoft.
Social Media Role in Improving Customer Relationship Management: An Empirical...journal ijrtem
The study aimed to identify the impact of Social media in improving customer relationship
management (CRM) at Jordanian Islamic banks (JIB), identify the impact of achieving the effectiveness of
Social media at JIB. To achieve the objectives of the study, the researcher prepared a questionnaire to measure
the role of Social media on CRM. The researcher selected the study sample randomly by distributing 365
questionnaires on the customers of JIB where (302) were retrieved. After reviewing the questionnaires, it was
found that there were (28) questionnaires invalid for the statistical analysis. Thus, the total number of
respondents was (274). In order to answer the study questions and test its hypotheses, the researcher extracted
the arithmetic means and standard deviations and applied the multiple regression equation. Accordingly, the
study reached too many results, most important of which is that there is a statistically significant effect for
Social media on achieving the effectiveness of the CRM. The study recommended the need that JIB seeks for
adding various characteristics of editing, deleting, copying, and setting time on the basis of text messaging
through such networks as well as the need of conducting marketing studies aimed to enabling banks to achieve
the customers' wishes in a method matching their expectations.
1) A study by Nielsen and Facebook analyzed the effectiveness of paid, earned, and paid media with social advocacy on Facebook.
2) Earned and paid media with social advocacy were highly effective at increasing brand recall, awareness, and purchase intent, but earned media alone has limited reach.
3) Combining paid, earned, and paid with social advocacy provides the highest effectiveness while also achieving large reach, making it the optimal mix for marketers on Facebook.
Accenture: Multichannel Attribution Dec 2012Brian Crotty
Anticipating consumers’ every move to conversion is essential to realizing a strong return on marketing investment (MROI), yet, pervasive methods for understanding consumer behaviors fall short in a multichannel environment.
In the digital world, channel savvy, highly mobile, multiple device-happy consumers are in control. While they move from one media channel to another—and from one device to another—companies across industries are struggling to keep pace.
Anticipating consumers’ every move to conversion—and measuring every interaction across every channel—is essential to realizing a strong MROI and to sustaining competitive differentiation. Yet, pervasive methods for understanding consumer behaviors fall short in a multichannel environment.
As such, various attribution models and approaches have emerged to help businesses better capture and analyze consumers’ purchase journeys across both offline and online channels. Though a singular approach for measuring consumer data has yet to emerge, multichannel attribution holds exciting promise.
December 6, 2012
This dissertation examines electronic word-of-mouth (e-WOM) in the Portuguese telecommunications industry during an economic crisis. Through netnography of online forums and brand pages, the study analyzed characteristics of consumer-to-consumer communication, the role of price discussions, and perspectives on key aspects like quality, innovation and customer service. Results showed price and quality were highly important factors shaping purchase decisions. The study provided recommendations for operators to improve services, flexibility, and social media engagement to better address consumer needs and enhance performance during economic downturns.
This document discusses integrated marketing communication and the elements of the marketing communication mix. It analyzes the benefits and disadvantages of different communication elements like advertising, direct marketing, sales promotion, public relations, and personal selling. It then provides an overview of a prospective product called Support Solutions, canes designed to provide more support and safety. The document proposes using advertising, direct marketing, and sales promotion to promote Support Solutions and integrating these elements. It suggests measuring the effectiveness of the campaign by integrating marketing communications and testing new mediums before a larger launch.
1. The document summarizes the key marketing trends for 2011 based on Unica's annual marketing survey.
2. Some of the top trends include marketers bridging the gap between data analysis and action, letting customers lead interactions through inbound marketing, and leveraging online behavioral data.
3. Marketers are also focusing on improving email integration and segmentation, treating mobile as multiple channels, and getting more serious about cross-channel attribution to understand effectiveness.
The document discusses how the programmatic media industry needs to shift its focus from efficiency to effective value creation in order to better align with marketers' objectives of long-term consumer engagement. It identifies the key drivers of effective value creation as efficiency, innovation, and consumer engagement. The industry needs to develop new capabilities and metrics to measure how well it is extracting useful data and insights from consumers to improve engagement over time, rather than just focusing on cost savings. This will allow it to tap into the $13 billion untapped market for online branding spending in the US.
When the money moves to digital, where should it go? ComScore Study: Media Pl...Laura Morales
Identifying the right media-placement strategies for digital display
Online display advertising continues to increase as a percentage of the overall marketing mix, and as quickly as advertising dollars are moving online, so is the availability of new media-placement strategies. From audience targeting to contextual buys and from retargeting to efficiency or premium buys, there are many placement options that media planners must now consider. The availability of these strategies, leaves many asking, “What media-placement strategy or combination of strategies should I be using to achieve my specific campaign objectives?”
In this paper, comScore and ValueClick Media share results from a study that evaluates how various media-placement strategies work independently, and in combination, to generate the strongest lift in website visitation and search behavior for the advertised brand.
Effect of mobile_marketing_on_youngsters_of_ahmedabad_city[1]twarad
1. The document discusses the literature review on mobile marketing and mobile advertising. It summarizes various studies that have looked at how mobile channels are perceived as more personal than traditional channels and the expectations of personalized and relevant messages that this creates. 2. The document also discusses how some research has found negative reactions like irritation can arise from intrusive mobile advertising. 3. It notes that while mobile advertising has significant potential, research on mobile advertising, especially SMS advertising, is still developing.
Presented by Peter Nguyen - Buzzmetrics (Vietnam)
This slideshow is from a presentation at the M2 Marketing & Media events in Ho Chi Minh City, Vietnam organized by ITV-Asia.com and VietnamBusiness.TV
To see videos from the events, interviews with speakers and to get information on upcoming M2 - Marketing & Media Network events please visit VietnamBusiness.TV
This document discusses using consumer media consumption patterns to develop targeted integrated marketing communication plans. The author proposes segmenting consumers based on their different media usage and analyzing this to determine the optimal mix of advertising, PR, interactive and word-of-mouth methods for each segment. As a case study, a survey was conducted to identify segments for a new e-commerce company based on consumers' media habits and perceptions of online shopping. The segments identified from this data could then be used to develop customized messaging and placement in the appropriate media channels for each segment.
Knowledge modeling of on line value managementSTIinnsbruck
This document summarizes a paper that proposes a new methodology for scalable online value management. The methodology separates content from communication channels by developing domain ontologies and linking them to a channel model through a "weaver". This allows information to be reused across multiple channels. It distinguishes between yield management, brand management, reputation management, and general value management as economic goals of communication. The paper then describes developing information models, a channel model that categorizes different communication modes, and applications that demonstrate the methodology.
Driving Customer Engagement Through Multichannel MarketingTim Suther
This document discusses the need for companies to shift to a multichannel marketing approach to better engage customers. It identifies 4 strategic opportunities: 1) remixing media to match consumer consumption, 2) investing to enable recurring revenue and engagement, 3) improving media effectiveness, and 4) recognizing customer information as a key asset. The document argues that implementing a multichannel strategy with a focus on customer data and personalized engagement can improve marketing returns significantly.
Email marketing one of the very old type of marketing technique in the Online business world is one of the premium services that can help businesses reach out to clients at a minimum cost and also help achieve amazing results.
The document discusses how pharmaceutical companies can leverage social media to enhance pharmacovigilance and patient safety. It proposes a 4-step social media model: 1) establish keywords related to side effects, 2) listen to patient conversations on social media, 3) generate reporting and analytics on collected data, 4) respond to patient concerns. Adopting this approach allows companies to identify risks early, minimize reputation risks, and manage adverse events, helping boost patient safety.
Analyzing the opportunities of digital marketing in bangladesh to provide an ...IJMIT JOURNAL
The idea of marketing recently converging to Digital marketing and digital marketing is becoming the most effective means for building business-customer relationships with long-term loyalty. It is a matter of concern that how this convergence is taking place in developing countries like Bangladesh. In this paper, the impact of digital marketing on the customer engagement with products and brands is investigated using descriptive research method and is based on survey. This study attempts to find the most effective form of digital marketing in Bangladesh by taking responses using questionnaires from sample, which has been used as the primary data. This study aims to discover the factors that work background to make the customers loyal to the brand and to have a positive attitude toward brand. It also illustrates about the differences of traditional marketing and digital marketing and the changes brought by digital marketing in brands relationship marketing. Analysis of survey output shows that there is an overall positive influence of internet advertising on consumer purchase decision. It is recommended that companies should conduct a market research on different markets in various countries to identify more specific market related and regional factors.
A leading global hotelier is using real-time marketing to enhance loyalty and increase the amount of money spent during each hotel visit. A major financial institution is using event-triggered transactional and real-time communications to increase product penetration and turn customer behaviors into profitable product investments. These are just two real-world examples of the impact of real-time marketing.
The document discusses how UNICA members can work together on projects. It proposes four approaches: 1) bilateral contacts between members, 2) bilateral contacts recommended by other partners, 3) opportunistic collaboration, and 4) open communication amongst all members. Additionally, it outlines a call process where interested universities submit a one page description of available expertise or interests to the UNICA secretariat for distribution to other participating members to facilitate bilateral follow up and potential partnerships.
Nick Vujicic nació en Australia en 1982 sin brazos ni piernas debido a una rara condición médica llamada Tetra-Amelia. A pesar de enfrentar dificultades como intentar suicidarse a los 10 años, Nick ha logrado vivir de manera independiente y practicar deportes como el paracaidismo. Su historia ha inspirado a muchos como se muestra en la película "El circo de las mariposas". Nick demuestra que a pesar de los desafíos, uno puede triunfar y convertir una discapacidad en
Presentation of Marcos S. Buckeridge for the “Workshop on the Impact of New Technologies on the Sustainability of the Sugarcane/Bioethanol Production Cycle”
Apresentação de Alfred Szwarc realizada no “Workshop on the Impact of New Technologies on the Sustainability of the Sugarcane/Bioethanol Production Cycle”
Date / Data : May 14 - 15th 2009/
14 e 15 de maio de 2009
Place / Local: ABTLuS, Campinas, Brazil
Event Website / Website do evento: http://www.bioetanol.org.br/workshop3
Keynote Microsoft Dynamics CRM | David Brown, MicrosoftExploreDynCRM
Nét voor Explore Dynamics CRM vond Convergence 2013 plaats. Tijdens dit Amerikaanse Microsoft Dynamics klantenevenement werden de meest recente ontwikkelingen van Microsoft CRM bekend gemaakt. Het evenement in Ede had de Europese primeur van deze ontwikkelingen, gepresenteerd door David Brown. Hij is verantwoordelijk voor de Europese CRM-markt binnen Microsoft.
Social Media Role in Improving Customer Relationship Management: An Empirical...journal ijrtem
The study aimed to identify the impact of Social media in improving customer relationship
management (CRM) at Jordanian Islamic banks (JIB), identify the impact of achieving the effectiveness of
Social media at JIB. To achieve the objectives of the study, the researcher prepared a questionnaire to measure
the role of Social media on CRM. The researcher selected the study sample randomly by distributing 365
questionnaires on the customers of JIB where (302) were retrieved. After reviewing the questionnaires, it was
found that there were (28) questionnaires invalid for the statistical analysis. Thus, the total number of
respondents was (274). In order to answer the study questions and test its hypotheses, the researcher extracted
the arithmetic means and standard deviations and applied the multiple regression equation. Accordingly, the
study reached too many results, most important of which is that there is a statistically significant effect for
Social media on achieving the effectiveness of the CRM. The study recommended the need that JIB seeks for
adding various characteristics of editing, deleting, copying, and setting time on the basis of text messaging
through such networks as well as the need of conducting marketing studies aimed to enabling banks to achieve
the customers' wishes in a method matching their expectations.
1) A study by Nielsen and Facebook analyzed the effectiveness of paid, earned, and paid media with social advocacy on Facebook.
2) Earned and paid media with social advocacy were highly effective at increasing brand recall, awareness, and purchase intent, but earned media alone has limited reach.
3) Combining paid, earned, and paid with social advocacy provides the highest effectiveness while also achieving large reach, making it the optimal mix for marketers on Facebook.
Accenture: Multichannel Attribution Dec 2012Brian Crotty
Anticipating consumers’ every move to conversion is essential to realizing a strong return on marketing investment (MROI), yet, pervasive methods for understanding consumer behaviors fall short in a multichannel environment.
In the digital world, channel savvy, highly mobile, multiple device-happy consumers are in control. While they move from one media channel to another—and from one device to another—companies across industries are struggling to keep pace.
Anticipating consumers’ every move to conversion—and measuring every interaction across every channel—is essential to realizing a strong MROI and to sustaining competitive differentiation. Yet, pervasive methods for understanding consumer behaviors fall short in a multichannel environment.
As such, various attribution models and approaches have emerged to help businesses better capture and analyze consumers’ purchase journeys across both offline and online channels. Though a singular approach for measuring consumer data has yet to emerge, multichannel attribution holds exciting promise.
December 6, 2012
This dissertation examines electronic word-of-mouth (e-WOM) in the Portuguese telecommunications industry during an economic crisis. Through netnography of online forums and brand pages, the study analyzed characteristics of consumer-to-consumer communication, the role of price discussions, and perspectives on key aspects like quality, innovation and customer service. Results showed price and quality were highly important factors shaping purchase decisions. The study provided recommendations for operators to improve services, flexibility, and social media engagement to better address consumer needs and enhance performance during economic downturns.
This document discusses integrated marketing communication and the elements of the marketing communication mix. It analyzes the benefits and disadvantages of different communication elements like advertising, direct marketing, sales promotion, public relations, and personal selling. It then provides an overview of a prospective product called Support Solutions, canes designed to provide more support and safety. The document proposes using advertising, direct marketing, and sales promotion to promote Support Solutions and integrating these elements. It suggests measuring the effectiveness of the campaign by integrating marketing communications and testing new mediums before a larger launch.
1. The document summarizes the key marketing trends for 2011 based on Unica's annual marketing survey.
2. Some of the top trends include marketers bridging the gap between data analysis and action, letting customers lead interactions through inbound marketing, and leveraging online behavioral data.
3. Marketers are also focusing on improving email integration and segmentation, treating mobile as multiple channels, and getting more serious about cross-channel attribution to understand effectiveness.
The document discusses how the programmatic media industry needs to shift its focus from efficiency to effective value creation in order to better align with marketers' objectives of long-term consumer engagement. It identifies the key drivers of effective value creation as efficiency, innovation, and consumer engagement. The industry needs to develop new capabilities and metrics to measure how well it is extracting useful data and insights from consumers to improve engagement over time, rather than just focusing on cost savings. This will allow it to tap into the $13 billion untapped market for online branding spending in the US.
When the money moves to digital, where should it go? ComScore Study: Media Pl...Laura Morales
Identifying the right media-placement strategies for digital display
Online display advertising continues to increase as a percentage of the overall marketing mix, and as quickly as advertising dollars are moving online, so is the availability of new media-placement strategies. From audience targeting to contextual buys and from retargeting to efficiency or premium buys, there are many placement options that media planners must now consider. The availability of these strategies, leaves many asking, “What media-placement strategy or combination of strategies should I be using to achieve my specific campaign objectives?”
In this paper, comScore and ValueClick Media share results from a study that evaluates how various media-placement strategies work independently, and in combination, to generate the strongest lift in website visitation and search behavior for the advertised brand.
Effect of mobile_marketing_on_youngsters_of_ahmedabad_city[1]twarad
1. The document discusses the literature review on mobile marketing and mobile advertising. It summarizes various studies that have looked at how mobile channels are perceived as more personal than traditional channels and the expectations of personalized and relevant messages that this creates. 2. The document also discusses how some research has found negative reactions like irritation can arise from intrusive mobile advertising. 3. It notes that while mobile advertising has significant potential, research on mobile advertising, especially SMS advertising, is still developing.
Presented by Peter Nguyen - Buzzmetrics (Vietnam)
This slideshow is from a presentation at the M2 Marketing & Media events in Ho Chi Minh City, Vietnam organized by ITV-Asia.com and VietnamBusiness.TV
To see videos from the events, interviews with speakers and to get information on upcoming M2 - Marketing & Media Network events please visit VietnamBusiness.TV
This document discusses using consumer media consumption patterns to develop targeted integrated marketing communication plans. The author proposes segmenting consumers based on their different media usage and analyzing this to determine the optimal mix of advertising, PR, interactive and word-of-mouth methods for each segment. As a case study, a survey was conducted to identify segments for a new e-commerce company based on consumers' media habits and perceptions of online shopping. The segments identified from this data could then be used to develop customized messaging and placement in the appropriate media channels for each segment.
Knowledge modeling of on line value managementSTIinnsbruck
This document summarizes a paper that proposes a new methodology for scalable online value management. The methodology separates content from communication channels by developing domain ontologies and linking them to a channel model through a "weaver". This allows information to be reused across multiple channels. It distinguishes between yield management, brand management, reputation management, and general value management as economic goals of communication. The paper then describes developing information models, a channel model that categorizes different communication modes, and applications that demonstrate the methodology.
Driving Customer Engagement Through Multichannel MarketingTim Suther
This document discusses the need for companies to shift to a multichannel marketing approach to better engage customers. It identifies 4 strategic opportunities: 1) remixing media to match consumer consumption, 2) investing to enable recurring revenue and engagement, 3) improving media effectiveness, and 4) recognizing customer information as a key asset. The document argues that implementing a multichannel strategy with a focus on customer data and personalized engagement can improve marketing returns significantly.
Email marketing one of the very old type of marketing technique in the Online business world is one of the premium services that can help businesses reach out to clients at a minimum cost and also help achieve amazing results.
The document discusses how pharmaceutical companies can leverage social media to enhance pharmacovigilance and patient safety. It proposes a 4-step social media model: 1) establish keywords related to side effects, 2) listen to patient conversations on social media, 3) generate reporting and analytics on collected data, 4) respond to patient concerns. Adopting this approach allows companies to identify risks early, minimize reputation risks, and manage adverse events, helping boost patient safety.
Analyzing the opportunities of digital marketing in bangladesh to provide an ...IJMIT JOURNAL
The idea of marketing recently converging to Digital marketing and digital marketing is becoming the most effective means for building business-customer relationships with long-term loyalty. It is a matter of concern that how this convergence is taking place in developing countries like Bangladesh. In this paper, the impact of digital marketing on the customer engagement with products and brands is investigated using descriptive research method and is based on survey. This study attempts to find the most effective form of digital marketing in Bangladesh by taking responses using questionnaires from sample, which has been used as the primary data. This study aims to discover the factors that work background to make the customers loyal to the brand and to have a positive attitude toward brand. It also illustrates about the differences of traditional marketing and digital marketing and the changes brought by digital marketing in brands relationship marketing. Analysis of survey output shows that there is an overall positive influence of internet advertising on consumer purchase decision. It is recommended that companies should conduct a market research on different markets in various countries to identify more specific market related and regional factors.
A leading global hotelier is using real-time marketing to enhance loyalty and increase the amount of money spent during each hotel visit. A major financial institution is using event-triggered transactional and real-time communications to increase product penetration and turn customer behaviors into profitable product investments. These are just two real-world examples of the impact of real-time marketing.
The document discusses how UNICA members can work together on projects. It proposes four approaches: 1) bilateral contacts between members, 2) bilateral contacts recommended by other partners, 3) opportunistic collaboration, and 4) open communication amongst all members. Additionally, it outlines a call process where interested universities submit a one page description of available expertise or interests to the UNICA secretariat for distribution to other participating members to facilitate bilateral follow up and potential partnerships.
Nick Vujicic nació en Australia en 1982 sin brazos ni piernas debido a una rara condición médica llamada Tetra-Amelia. A pesar de enfrentar dificultades como intentar suicidarse a los 10 años, Nick ha logrado vivir de manera independiente y practicar deportes como el paracaidismo. Su historia ha inspirado a muchos como se muestra en la película "El circo de las mariposas". Nick demuestra que a pesar de los desafíos, uno puede triunfar y convertir una discapacidad en
Presentation of Marcos S. Buckeridge for the “Workshop on the Impact of New Technologies on the Sustainability of the Sugarcane/Bioethanol Production Cycle”
Apresentação de Alfred Szwarc realizada no “Workshop on the Impact of New Technologies on the Sustainability of the Sugarcane/Bioethanol Production Cycle”
Date / Data : May 14 - 15th 2009/
14 e 15 de maio de 2009
Place / Local: ABTLuS, Campinas, Brazil
Event Website / Website do evento: http://www.bioetanol.org.br/workshop3
The document provides an overview of web analytics solutions from Unica and eGlobal NZ. It discusses NetTracker and NetInsight tools for analyzing website usage data. Key features highlighted include intuitive dashboards, pre-built KPIs, integration with other data sources, and flexible data collection methods like log files and page tagging. Customers can use the tools to better understand visitor behavior and optimize their websites.
CRM & Multi-Channel Marketing Theatre; Discover how Aimia is using IBM Unica'...TFM&A
This document provides an overview of Aimia's use of IBM Unica's enterprise marketing solution to deliver personalized marketing communications to millions of UK consumers in the Nectar loyalty program. It discusses Aimia's business, the Nectar program, why they chose Unica, how they use Unica's tools in their campaign process, examples of campaigns, and benefits they have realized. It also looks to the future of marketing in an evolving consumer landscape.
The document provides steps for creating and managing campaigns in the Unica Campaign system. It outlines uploading materials, creating a new campaign and building flowcharts to define target audiences and offers. Key steps include selecting target criteria using select and merge processes, profiling fields, copying flowchart templates and mapping specific offers. The document ensures campaigns are properly configured and integrated with downstream systems before launch.
The document summarizes the key findings of Unica's annual survey of marketers. Some of the main findings include:
1) Marketers see turning data into action as their top organizational issue and believe technology is key to addressing their challenges with measurement and personalization.
2) There is growing demand for more integrated marketing software as marketers' needs become more complex.
3) While interest in interactive marketing is high, many marketers have only partially achieved cross-channel integration due to organizational barriers.
Unica's Annual Survey of Marketers 2011Daryl Pereira
The document summarizes the key findings of Unica's annual survey of marketers. Some of the main findings include:
1) Marketers see turning data into action as their top organizational issue and believe technology can help address their challenges.
2) There is growing demand for more integrated marketing software and suites.
3) While interest in interactive marketing is high, many marketers have further progress to make in achieving truly integrated cross-channel experiences.
4) Web data is highly valued but often not effectively applied to customer analyses and campaigns.
The document summarizes the key findings of Unica's annual survey of marketers. Some of the main findings include:
1) Marketers see turning data into actionable insights as their top challenge and believe technology can help address this issue.
2) Demand is growing for more integrated marketing suites and technologies to better connect online and offline customer data.
3) While interest in interactive and personalized marketing is high, many marketers report only partially achieving this goal due to organizational barriers.
4) Most marketers recognize the value of web data but still struggle to apply it effectively to customer analysis and campaign decision making.
The document summarizes the key findings of Unica's annual survey of marketers. Some of the main findings include:
1) Marketers see turning data into action as their top organizational issue and believe technology can help address their challenges with measurement and personalization.
2) There is growing demand for more integrated marketing software as marketers' needs become more complex.
3) While interest in interactive marketing is high, many marketers have only partially achieved integrated cross-channel experiences and see organizational barriers as the top challenge.
4) Web data is highly valued but often not effectively applied to analytics and campaign decision making.
Electronics Digital Strategy03011GBEN.PDFMarcel Baron
This document discusses how marketing departments need to adapt to the changing digital landscape. It notes that two-thirds of electronics companies have limited or no strategy for integrating digital into their business, despite the growth of social media users. The document advocates for marketing organizations to embrace new approaches like integrated campaign planning, analytics, and skills in areas like data science and community management. It provides examples of how IBM has helped companies like Sony Pictures improve their social media marketing campaigns and key performance indicators through these new approaches.
Electronics social marketing_digital strategyMarcel Baron
Two-thirds of electronics companies either have a
limited strategy, or no strategy at all, for integrating
digital in their businesses – despite the fact that the
number of social network users around the world is
now rapidly approaching the two billion mark.1
To make the most of the digital opportunity,
marketing organisations urgently need to embrace
new approaches, new processes, new skills, new
technologies and agile organisation structures.
Is your business ready to engage?
This document summarizes the key findings of a Forrester Consulting research study on multichannel marketing:
- Marketers have widely adopted multichannel marketing practices to engage customers across digital and offline channels. 40% of respondents considered themselves mature practitioners.
- Mature multichannel marketers reported significant business gains, including improved campaign performance and higher marketing ROI.
- However, even mature practitioners still have disjointed processes and opportunities to better integrate technologies to drive more benefits from their multichannel efforts.
In a rapidly evolving, digitally driven world, how do marketers really feel about new platforms, new data sources and new expectations of their role? Marketing Monitor is a study from TNS that surveys more than 2,700 marketers from across Asia Pacific to track the key issues dominating their agenda.
This document summarizes the findings of a survey of 321 marketing executives about their priorities, budgets, and challenges. The key findings include:
1) Over half of respondents cited customer retention as their top priority, followed by customer acquisition and profitability. These will remain top priorities over the next year.
2) About four in ten executives are dedicating the largest portion of their budgets to customer retention and acquisition tactics like online and social media marketing.
3) Marketers face challenges in understanding the influence of their campaigns and obtaining an integrated view of customer behavior across multiple touchpoints.
This document discusses the results of a survey of 321 marketing executives about their priorities, budgets, and challenges. The key findings are:
1) Customer retention and acquisition are the top priorities and where most marketing budgets are allocated.
2) Online marketing budgets, including social media and mobile, are expected to significantly increase in the next year.
3) There is greater emphasis on data-driven decision making and real-time optimization, though many marketers still struggle with these capabilities.
4) Presenting a consistent brand experience across multiple channels is a major challenge.
Omnichannel marketing readiness in India – a Resulticks Research ReportSocial Samosa
1. More than 90% of omnichannel leaders and about 75% of followers have implemented an integrated approach to omnichannel customer engagement, with over 40% of all marketers having done so.
2. Nearly all implementations (95%) have occurred within the past 3 years, showing that Indian marketers are rapidly adopting diverse online and offline communication channels.
3. Leaders were the early adopters, with one-fifth implementing over 18 months ago, while followers and aspirants have also caught up, with half of followers and one-fifth of aspirants having implemented an integrated approach.
capgemini research on cmo responsibilities with changing times in 2021Social Samosa
The latest Capgemini research highlights the need for CMOs to transform their skills with the evolving times and reimagine the customer journey with real-time engagement for a data-driven marketing environment.
Multichannel marketing (MCM) involves using multiple marketing channels, from in-person meetings to digital campaigns, to engage with customers. MCM is becoming more important in healthcare as customers access information online. To implement MCM effectively, companies should integrate channels, have a consistent global strategy, closely measure results, and continuously optimize their approach based on data. As digital marketing grows in healthcare, MCM will help companies engage customers through the most appropriate channels.
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
programmatic Buying in Mobile Advertising Sumit Roy
74% of marketers are now using programmatic media buying on mobile for retargeting users, 62% use it for performance marketing and 61% for branding. • This represents a huge opportunity for the industry to build targeting and measurement solutions that deliver greater effectiveness and efficiency for upper-funnel campaigns. Of those not using programmatic, the biggest barriers for adoption are complexity of the ecosystem (58%), skills shortage (42%) and lack of education (33%).
This document provides a summary of a report on mobile marketing. It defines mobile marketing as strategies, processes, tools and technologies that support marketing activities via mobile devices. The summary outlines some key benefits of mobile marketing, including providing a consistent customer experience across platforms, offering a critical customer touchpoint, and leveraging mobile apps to boost engagement. It also introduces the analysts who authored the report and provides an overview of the report's methodology.
This document summarizes 10 key online marketing trends for 2010 based on a survey of 155 marketers. The trends include: 1) Marketing budgets and focus continuing to shift online. 2) Marketers working harder to keep email relevant. 3) Search remaining an important channel but growing in complexity. 4) Increased use of website targeting and personalization. 5) Proliferation and adoption of emerging online channels like mobile and social media. 6) Mobile marketing growing in significance. 7) Increased use of social media marketing. 8) Efforts to unify web analytics across channels. 9) Adoption of on-demand marketing solutions to overcome IT bottlenecks. 10) Personas becoming a mainstream tactic.
Enabling Cross-Channel Marketing: Connecting Content Creation Processes to Dr...Saepio Technologies
Today’s marketing environment challenges marketers as never before. Distributed marketing is more complex. Customer and prospect data is available, but often unstructured. Marketing mediums are prolific, yet disconnected. Consumers no longer accept media messages; they expect to define and engage with them. And they expect consistent, relevant conversations with a brand, no matter when or where the conversation occurs.
Corporate marketers now realize that teams of creative talent or collections of tactical technologies thrown at a task will no longer achieve sustainable results. To successfully drive sales, marketing has to fundamentally change.
This guide is designed to help identify the opportunity and impact that embracing the idea of connecting with today's customers can have and provide the background on how to make this a reality. Included is information on:
* A community of ones
* Why current processes result in managed chaos
* How connected is better
* Where and how to start
* Three steps to a “connected is better” game plan
8 B2B Marketing Trends for 2013 from hawkeyeJohn Tedstrom
1) The document summarizes 8 B2B marketing trends for 2013, including getting back to basics in understanding customers, blending digital and physical marketing, focusing on quality over quantity of content, using social CRM effectively, increasing collaboration between marketing and sales, leveraging big data, and others.
2) Key aspects are understanding customer needs and buying journeys, engaging customers across channels with a seamless experience, telling compelling stories through varied visual content, integrating social tools with CRM, and collaborating closely between teams.
3) Many trends involve using customer data to personalize engagement across channels.
Social influences-within-virtual-consumer-communities-stenkateBijgespijkerd.nl
This document summarizes a study that investigates how social influences within virtual consumer communities impact members' attitudes towards discussed products. It applies Kelman's three social influence processes of compliance, identification, and internalization to understand how community characteristics and social capital can lead to these influences. Data from 5 communities indicates internalization had the strongest effect on attitude changes, followed by compliance. Identification had an indirect effect. Social capital was found to be an antecedent of all three influences.
Social influences-within-virtual-consumer-communities-stenkateBijgespijkerd.nl
This document summarizes a study that investigates how social influences within virtual consumer communities impact members' attitudes towards discussed products. It applies Kelman's three social influence processes of compliance, identification, and internalization to understand how community characteristics and social capital can lead to these influences. A conceptual model is proposed relating social capital to the three influence processes and ultimately to changes in members' product attitudes. The model is tested through a survey of over 600 community members across five communities. Preliminary findings indicate internalization has the strongest direct effect on attitude changes, followed by compliance, while identification has an indirect effect. Social capital is found to be an antecedent of all three influence processes.
Corporations need to have a voice and presence during times of crisis in order to maintain trust and reputation. Crisis and issues management has become increasingly important for chief communications officers. With the rise of social media, managing reputational threats online and using social media effectively to engage consumers are now critical challenges for corporate communicators.
Brandwatch, Radian6, Alterian SM2, Attensity360, Social Radar, Sysomos, Scout Labs, Synthesio, and Peer Index are nine social media monitoring tools that were tested to assess how effectively they can identify influencers on the topic of organic baby food. The tools were evaluated based on their abilities to pick out influential forum posters and bloggers discussing organic baby foods across various parenting sites and social media platforms. The report provides reviews of each tool's capabilities and limitations in identifying influencers for a brand manager.
This document provides an overview of social media usage and motivations based on the findings of the Wave social media tracker. Some key points:
- Social networks have become powerful hubs for connecting communities both online and offline. People are connecting not just with other people but also increasingly with brands in social spaces.
- Almost half of active internet users have joined a brand community, showing strong consumer demand for more social and interactive relationships with brands. These brand communities are also benefiting brands through increased loyalty, endorsement, and sales.
- However, understanding the specific social needs and motivations of different consumers, categories, and markets is essential for creating successful social experiences. Different platforms meet different needs.
- The
This document summarizes the findings of a global study on the usage, risks, and best practices of Web 2.0 technologies in organizations. The study found that over 75% of organizations surveyed use Web 2.0 solutions for business purposes like IT, marketing, and customer relations. However, security is the top concern, with half of respondents citing it as their primary worry. On average, organizations lost $2 million due to security breaches caused by Web 2.0 usage. Successful adoption requires a balanced approach using policies, employee training, and technology solutions to mitigate risks while gaining benefits.
The document analyzes social media usage around the world. It summarizes data on the most popular social networks by country and rates of activities like photo sharing, video uploading, blogging, and social network profile usage. In most countries, photo sharing and having social profiles are among the most common activities. Microblogging is generally less widespread. The data provides insights into opportunities for global social networking and importance of considering local cultures.
Retailers are increasingly adopting social media initiatives to interact with customers. A survey found that 85% of retailers have social media initiatives in place. However, 56% still cannot quantify the effect of social media on their business. The document discusses the key motivations and strategies retailers use for social media. It provides examples of how some retailers successfully use social media for marketing and customer engagement. The document also analyzes differences in social media approaches based on company size.
The document summarizes the key findings of a survey conducted by Vocus and Brian Solis on perceptions of what makes an online influencer. Some of the main findings include:
1) While most respondents saw a difference between influence and popularity, the distinction was not always clear. There was also a perceived correlation between reach and influence.
2) The top factors contributing to influence were the quality of one's network and the quality of content created, as well as the ability to drive measurable outcomes.
3) Creating compelling content was seen as the most important action for increasing influence, though there were varying views on how to effectively measure influence.
4) A majority of senior executives said they would be
The document summarizes the findings of a survey about social media usage, attitudes, and measurability among marketers. Key findings include:
1) Nearly three quarters of companies currently have a social media strategy and spending on social media is expected to increase in the coming year.
2) Responsibility for social media typically falls to the marketing department by adding duties to an existing role rather than a dedicated function.
3) Most social media efforts focus on the company as a whole, while some also promote individuals or specific brands. Objectives commonly relate to customer relationships and sales.
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Effective financial management is important for expansion and scalability in the ever-changing US business environment. White Label Bookkeeping services is an innovative solution that is becoming more and more popular among businesses. These services provide a special method for managing financial duties effectively, freeing up companies to concentrate on their main operations and growth plans. We’ll look at how White Label Bookkeeping can help US firms expand and develop in this blog.
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During the budget session of 2024-25, the finance minister, Nirmala Sitharaman, introduced the “solar Rooftop scheme,” also known as “PM Surya Ghar Muft Bijli Yojana.” It is a subsidy offered to those who wish to put up solar panels in their homes using domestic power systems. Additionally, adopting photovoltaic technology at home allows you to lower your monthly electricity expenses. Today in this blog we will talk all about what is the PM Surya Ghar Muft Bijli Yojana. How does it work? Who is eligible for this yojana and all the other things related to this scheme?
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The report *State of D2C in India: A Logistics Update* talks about the evolving dynamics of the d2C landscape with a particular focus on how brands navigate the complexities of logistics. Third Party Logistics enablers emerge indispensable partners in facilitating the growth journey of D2C brands, offering cost-effective solutions tailored to their specific needs. As D2C brands continue to expand, they encounter heightened operational complexities with logistics standing out as a significant challenge. Logistics not only represents a substantial cost component for the brands but also directly influences the customer experience. Establishing efficient logistics operations while keeping costs low is therefore a crucial objective for brands. The report highlights how 3PLs are meeting the rising demands of D2C brands, supporting their expansion both online and offline, and paving the way for sustainable, scalable growth in this fast-paced market.
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1. The State of Marketing 2010
Unica’’s Global Survey of Marketers
2. 2010 is shaping up to be an exciting year for marketers. Unprecedented change, brought on by a volatile economy, the meteoric rise of new channels, and the
increased demand for financial accountability, are creating a new era in marketing –– one that is more immediate, more personal, more social, and more
engaging. To gain a better understanding of the trends in marketing strategy, tactics, and technology usage, Unica partnered with Salloway & Associates, an
independent research company, to survey over 150 online and direct marketers. The marketers surveyed:
represent companies from multiple industries, geographies, and sizes
span both executive and middle management roles, but are all involved in technology purchase
have responsibility for a broad set of marketing functions that include both online and offline marketing
Here is a snapshot of the key findings:
Challenges & Bottlenecks –– Marketers highlight turning data into Adoption of Marketing Technology –– Contact optimization and
actions as one of their top issues and see IT as their number one social media monitoring will be the fastest growing marketing
bottleneck. technologies, while Marketing Resource Management (MRM) will
continue to lag. Email marketing, web and customer analytics, and
Inbound Marketing –– Marketing is in charge of inbound marketing
campaign management are widely adopted, but have varying
activities, and nearly three quarters (73%) of companies surveyed
maturity. A case in point is the large field of email vendors used by
are leveraging these customer initiated interactions to serve
survey respondents –– none having more than 10% share –– a strong
marketing messages and offers.
indicator of a highly fragmented, immature market.
Centralized Decisioning –– Organizational and financial concerns,
Emerging Marketing Channels –– Mobile, rich media, and social
rather than technical barriers, are slowing the adoption of
media marketing are all being adopted with enthusiasm by
centralized decisioning. However, it has already been adopted by
marketers. This adoption is growing both at a fast pace and evenly
some (25%) forward looking marketers and is poised for growth
across the tactics within each channel.
(with 40% saying they have plans to adopt).
Mobile Marketing –– Continues its march toward greater
Integrating Online and Offline Marketing –– Many marketers use
significance. A third of marketers already conduct some type of
both aggregate web data and offline data when making decisions
mobile marketing. For those marketers who have embraced mobile,
about marketing offers. Interestingly, email is the channel where
the rich interactivity of mobile websites and mobile applications is
both online and offline data are most likely to be used in
proving to be an equal draw to text messaging’’s reach.
decisioning. Note the integration of online and offline data is
slowed by technical and financial concerns. Based on Unica’’s Social Media Marketing –– Is embraced by almost half of marketers,
market experience, the reported high rates of online/offline and adoption is healthy across most social tactics. However,
integration indicate marketers are using aggregate reporting and marketers need to think more about integrating social media with
web transaction data rather than individual level web behaviors. other marketing tactics.
Unica Corporation | www.unica.com 2
3. MARKETING PRACTICES & BUSINESS PROBLEMS
Marketers Struggle with Turning Data into Actions Marketers See IT as the #1 Bottleneck
When asked what issues are important to their success, marketers While marketers agree that all the survey issues are important, they
responded that everything is important. All answer options scored express less consensus when asked about bottlenecks in their business.
between 84% and 97% as being either very important or somewhat The lack of IT support for marketing’’s technology needs is the number one
important. Marketers highlight turning data into action as one of their bottleneck; followed by measurement, analysis & learning, and integrating
top issues. They also said measuring results & increasing effectiveness cross channel efforts.
is a very important issue.
Figure 1: The Importance of Issues to Marketers Figure 2: Level of Bottleneck Experienced in the Marketing Process
Q: How important is each of the following issues for your company’’s marketing Q: How big a bottleneck does your company experience for each of the following?
organization?
Base: Total Sample (155 Respondents) Base: Total Sample (155 Respondents)
Unica Corporation | www.unica.com 3
4. INTERACTIVE MARKETING
Three Quarters of Companies Use Customer Initiated Inbound Marketing Predominately Owned by Marketing
Interactions as Marketing Opportunities
When asked about marketing’’s role in customer initiated interactions, only
Customer initiated interactions provide an excellent opportunity to 2% of companies said that marketing was not involved. There is a very high
personalize marketing communications. A customer who engages with level of involvement from marketing in delivering targeted/personalized
your brand by their own choice and shares their wants and needs is much messages in inbound marketing with 65% having primary responsibility and
more receptive to your marketing offers. Almost three quarters (73%) of another 32% where marketing assists.
marketers say they currently use targeted/personalized messages in at
least one inbound channel. There is notably more net expected usage in Figure 4: Marketing’’s Role in Delivering Targeted Messages in Customer
call centers and on websites than in physical stores/branches. Surprisingly, Initiated Interactions
there are currently no significant differences by geography, despite Europe
generally being considered more forward thinking in this area. However, Q. What is marketing’’s role in delivering targeted/personalized messages in customer
initiated interactions?
Europeans do say that in the next 12 months they will be more aggressive
in adopting targeting/personalization on websites (30% in Europe versus
13% in North America).
Figure 3: Usage of Targeted Messages in Customer Initiated Interactions
Q. In which channels is your company delivering or planning to deliver
targeted/personalized messages during customer initiated interactions?
Base: Total Sample Delivering Targeted/Personalized Messages in Customer Initiated
Interactions (113 Respondents)
Base: Total Sample (155 Respondents)
Unica Corporation | www.unica.com 4
5. Centralized Decisioning Adopted by Forward Looking Adoption Slowed by Organizational and Financial Concerns
Marketers and Poised for Growth Not Technical Barriers
"Centralized Decisioning" technology coordinates outbound and inbound When asked what prevents marketers from adopting centralized
marketing through a single system maintaining a comprehensive contact decisioning, the biggest barriers are:
and response history. The more marketers can centralize matching 1. Not being internally ready e.g. organizational structure, corporate
customers to marketing messages and offers, the easier it is to have a well culture or internal processes
orchestrated dialogue with customers. One quarter of marketers are using 2. Financial barriers lack of budget
centralized decisioning technology. While this is relatively small
penetration, 40% say they plan to adopt it in the future, and more than Lack of budget was selected as a barrier by almost all European
half of those will adopt in the next 12 months. respondents (86%) and on a wide basis among North America respondents
(69%). Not too surprisingly, non marketing executives see the lack of
In the short term there are no differences across geographies, but longer executive sponsorship as a major barrier; whereas the executives
term, Europe is more receptive to Centralized Decisioning. 25% of themselves don’’t have this problem.
European marketers plan to use Centralized Decisioning more than 12
months from now (only 11% of North Americans) and 26% of North Figure 6: Ranking of the Top 3 Potential Barriers to Achieve
Americans have no plans (only 13% of Europeans). "Centralized Decisioning””
Figure 5: Company Expected Usage of "Centralized Decisioning”” Q. What are your biggest barriers to adopting centralized decisioning?
Q. What is your company doing or planning to do with centralized decisioning?
Base: Total Sample Answering Familiar with the Concept, Know What Company Is Doing
in This Area AND Rated Item as Being a Barrier (114 Respondents)
Base: Total Sample (155 Respondents)
Unica Corporation | www.unica.com 5
6. Many Marketers Use Web Data When Making Decisions about Offers
For years marketers have been using demographics and transactional data Current use of online visitor data is already widespread in email, direct
to segment customers and improve campaign results. Website data mail, and web offers. Moreover, in the next year, many expect it to be
represents a tremendous opportunity to complement this with used in making decisions about marketing offers across all marketing
information about customer interests, intent, and behavior. A very high channels (expected channel use ranging from 51% 92%). The biggest
proportion of respondents (75%) use this data when making decisions growth will come from web, call center, and mobile offers in particular.
about marketing offers.
Based on Unica’’s market experience, the reported high rates of
Figure 7: Use of Online Data when Making Decisions about online/offline integration indicate marketers are using aggregate analysis
Marketing Offers and web transaction data. As their use of web data matures, they will
transition to individual customer analysis and web behavior.
Q. Is your company currently using or planning to use data about your online visitors and
their behavior on your website when making decisions about marketing offers?
Figure 8: Use of Online Data when Making Marketing Decisions about
Marketing Offers by Channel
Q. In which of the following channels is your company using or planning to use data
about your online visitors and their behavior on your site when making decisions about
marketing offers?
Base: Total Sample (155 Respondents)
Base: Total Answering Currently Using or Planning to Use Online Visitor Data when Making
Marketing Offers (116 Respondents)
Unica Corporation | www.unica.com 6
7. Marketers Maintain Use of Offline Data in Offer Decisioning Email Is the Channel where Both Online and Offline Data Are
Most Likely Used in Decisioning
Given the seismic shift in marketing caused by the Internet, it’’s interesting
to understand the impact on the use of traditional offline data in Offline data, like online data, is used consistently across all marketing
marketing. Respondents report high usage of integrated offline data in channels. Interestingly, email is the channel where both online and offline
offer decisioning (similar to their high use of online data). data are most likely to be used in decisioning –– it even ties direct mail for
offline use!
Figure 9: Use of Offline Data when Making Decisions about
Marketing Offers Figure 10: Use of Offline Data When Making Decisions about Marketing
Offers by Channel
Q. Is your company currently using or planning to use offline data when making
decisions about marketing offers?
Q. In which of the following channels is your company using or planning to use offline data
when making decisions about marketing offers?
Base: Total Sample (155 Respondents)
Base: Total Answering Currently Using or Planning to Use Online Visitor Data when Making
Marketing Offers (116 Respondents)
Unica Corporation | www.unica.com 7
8. Integrating Online & Offline Data Is Slowed by Technical and Financial Concerns
Companies face a multitude of problems when it comes to integrating their online and offline channels. Like centralized decisioning, financial concerns bubble
to the top of the list –– both lack of budget and uncertain ROI. The one major difference is ““not being internally ready,”” which ranked as a lower barrier here
versus centralized decisioning. When ranking top barriers, all of them surfaced on a wide scale basis (50%+ ranking all barriers as a top 3 barrier). There was
also a difference in responses geographically. Essentially all European respondents (90%) ranked lack of budget as a top barrier, compared to a much smaller
percentage of North American respondents (62%).
Figure 11: Ranking of the Top 3 Barriers to Integrating Online & Offline Data
Q. What are your biggest barriers for integrating online and offline data?
Base: Total Sample Currently Using or Planning to Use Offline Data when Making Marketing Offers AND Rated Item as Being a Barrier (106 Respondents)
Unica Corporation | www.unica.com 8
9. Marketers Need to Coordinate Online Marketing with Other Marketing Functions
Surprisingly, only half of online marketing functions report into a centralized corporate marketing organization. Another one in five report into eCommerce.
The remainder is evenly spread in small amounts across a variety of areas within the organization –– an executive office (e.g., reports directly to CEO or COO);
centralized service organization where they provide services to the business line owners; decentralized reporting within the line of business; or in some other
way. When marketing does not own online channels, they must be vigilant about maintaining influence, visibility, and coordination over marketing activities in
these channels.
Even though online marketing doesn’’t always report into one marketing organization, it is still reasonably well aligned with the direct marketing function,
either reporting into the same marketing organization (62%) or reporting into separate marketing organizations, and is dotted line/matrix managed with each
other (21%).
Figure 12: Reporting Structure of Online Marketing Figure 13: The Organization of Direct & Online Marketing
Q. Into which department does online marketing department report? Q. How are direct marketing and online marketing organized within your company?
Base: Total Sample (155 Respondents)
Base: Total Sample (155 Respondents)
Unica Corporation | www.unica.com 9
10. ADOPTION OF MARKETING TECHNOLOGY
Email Marketing, Web & Customer Analytics, and Campaign Figure 14: Current and Expected Usage by Software Category
Management Widely Adopted, with Varying Maturity
Q. Which of the following marketing software categories does your
Email marketing, web analytics, customer analytics, and campaign company currently use or is planning to use?
management are expected to be the most widely used categories of
marketing software in the next 12 months (78% 86% expected use for each
of these categories over the next year). However, other questions reveal
that despite similar adoption rates and widespread usage, these
technologies have dramatically different levels of maturity. Over half (58%)
of web analytics adoption consists of free tools like Google Analytics and
Yahoo Analytics (although sometimes in combination with paid tools).
Furthermore, email marketing software is fragmented across many
different vendors. Nine different vendors had 7% to 10% adoption, but no
email vendor has more than 10% adoption. These facts highlight the
relative immaturity of both web analytics and email markets.
Contact Optimization and Social Media Monitoring Are
Growth Winners, while MRM Lags
When looking more broadly across additional marketing technology
categories, no new categories surface as adoption winners. However,
contact optimization (25% growth) and social media monitoring (21%
growth) will be the highest growth categories in the next 12 months.
The lowest rates of technology adoption are in the tactical and process
focused areas: marketing resource management (MRM); marketing mix
optimization; marketing financial management; marketing asset
management; distributed/field marketing; public relations management; Base: Total Sample (155 Respondents)
event detection; and event management (39% 48% current and expected
use for each of these categories).
Unica Corporation | www.unica.com 10
11. EMERGING MARKETING CHANNELS
Marketers Adopt Emerging Channels with Enthusiasm
The Internet combined with broad consumer adoption of mobile, social, High use of all the emerging technologies is expected in the next 12
and rich media technologies has set in motion a chain reaction in the months: social media marketing (e.g., Facebook: 70%); rich media
fragmentation of media and the proliferation of marketing channels. The marketing (e.g., video or podcasts: 67%); and mobile marketing (e.g.,
list of emerging marketing channels continues to grow at an astounding mobile websites or mobile applications: 57%).
pace. A very high proportion (84%) of marketers said that they plan to
leverage at least one emerging marketing tactic (rich media, mobile Figure 16: Usage of Emerging Marketing Tactics
marketing, or social media) in the next year.
Q. Which of the following marketing tactics is your company currently using or planning
Figure 15: Current or Planned Use of Emerging Marketing Tactics to use?
Q. Are you currently using or planning to use any emerging marketing tactics (e.g.
mobile marketing, rich media marketing, or social media marketing)?
Base: Total Sample (155 Respondents)
Base: Total Sample (155 Respondents)
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12. Mobile Marches toward Greater Significance The Rich Interactivity of Mobile Websites and Applications
The tremendous success and buzz around Apple’’s iPhone and Google’’s Is Proving an Equal Draw to SMS’’s Reach
Android have caused interest in mobile marketing to explode. Given the Mobile adoption is increasing worldwide, with anticipated very high year
combination of new devices, faster networks and new location aware over year growth in the 30%+ range –– across all mobile marketing tactics.
technology, mobile will continue its steady march toward greater Furthermore, usage of these tactics is expected to double in this time
significance. In fact, one third of marketers (33%) are already conducting period: 75% expected use for SMS/MMS/WAP campaigns; 66% expected
some type of mobile marketing. As expected, adoption is slightly higher in use for mobile websites; and 63% expected use for mobile applications.
Europe (37%) when compared to North America (29%).
For those marketers already conducting mobile marketing, what’’s
Figure 17: Marketers’’ Adoption of Mobile Marketing surprising is that adoption is relatively even across the different tactics ––
despite SMS’’s broader reach. For those marketers who have embraced
Q. Is your company currently using or planning to use mobile marketing tactics (e.g. mobile, the rich interactivity of mobile websites and mobile applications is
mobile messaging, mobile applications, or mobile websites)? proving to be an equal draw to SMS’’s reach.
Figure 18: Marketers’’ Use of Specific Mobile Channels
Q. Which of the following mobile marketing tactics is your company planning to use?
Base: Total Sample (155 Respondents)
Base: Total Sample Who Currently Use or Plan to Use Mobile Marketing
(107 Respondents)
Unica Corporation | www.unica.com 12
13. Press Play: Video Dominates Rich Media Investments
It’’s not a great leap to posit that Google’’s acquisition of YouTube in 2006 set in motion the dominance video enjoys today as the most adopted rich media
marketing tactic. Videos created by marketing (75%) rank first, followed by streaming media (61%); YouTube (61%); podcasts (55%); and ads within online
videos (48%) are the rich media tactics expected to be used most in the coming year. Year over year growth in the next 12 months for all these tactics is
expected to be in the 20% range.
Expected use in the next 12 months is significantly lower for in game ads/product placements (28%), virtual worlds (26%) and advergames (26%). Year over
year growth in these tactics is only in the 10% range.
Figure 19: Marketers’’ Use of Specific Rich Media Channels
Q. Which of the following rich media marketing tactics is your company planning to use?
Base: Total Sample That Currently or Plans to Use Rich Media Marketing in the Next 12 Months (125 Respondents)
Unica Corporation | www.unica.com 13
14. Almost Half of Marketers Embrace Social Media Today
Sites like Facebook and Twitter have had a meteoric rise. These channels However, the adoption differs dramatically by geography. Europeans
are not only used by hundreds of millions of people but also put immense appear more tentative. More marketers in North America (58%) than
power in the hands of consumers. Blogs, product reviews, and other social Europe (34%) currently use social media marketing. Europeans are
media are mixed with your marketing messages to shape consumers’’ expected to catch up as their adoption speeds up this year (30% expected
perceptions of your brand. The mass adoption of social media has created growth versus North America’’s 18%). Nevertheless, many more in Europe
anguish for most marketers. However, despite this distress, almost half of remain on the sidelines altogether (20%) with no plans to use social media.
the marketers surveyed (47%) currently use social media for marketing,
and nearly another quarter (23%) plan to use it in the next 12 months.
Figure 20: Current and Planned Usage of Social Media Marketing Figure 21: Social Marketing Usage by Geography
Q. Is your company currently using or planning to use social media marketing tactics Q. Is your company currently using or planning to use social media marketing tactics
(e.g., Blogs, Facebook, User Communities)? (e.g., Blogs, Facebook, User Communities)?
Base: Total Sample (155 Respondents)
Base: Total Sample (155 Respondents)
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15. Adoption is Healthy across Tactics for Social Media Marketing
When asked about specific social media marketing tactics, there is high expected usage across most tactics. Third party social networking sites, like Facebook
and MySpace, as well as blogs are mainstays in the marketing mix.
While marketers rely heavily on these proven channels, they embrace Microblogging sites like Twitter, a newer tactic that, not surprisingly, sees strong growth.
Results also indicate noteworthy growth this year in social tactics that help marketers leverage consumers to extend the reach of their brands and reinforce
their messages (Viral Content/Word of Mouth, User Generated Content, and Voting Features/Product Reviews).
Figure 22: Social Media Marketing Tactics Currently or Plan to Use
Q. Which of the following social media marketing tactics is your company planning to use?
Base: Total Sample That Currently Uses or Plans to Use Social Media Marketing (125 Respondents)
Unica Corporation | www.unica.com 15
16. Marketers’’ To Do List: Integrating Social Media with Other Marketing Tactics
Marketers were also asked if they run social media programs as part of integrated campaigns, siloed and discrete from other campaigns, or on ad hoc basis.
Often emerging channels are not well integrated with existing marketing campaigns. Surprisingly, more marketers say they are trying to integrate these
campaigns with other marketing campaigns/programs, although this does vary significantly by channel. The most widely integrated tactics are voting
features/product reviews, user generated content, and RSS feeds. Marketers are primarily integrating social campaigns in terms of timing, creative themes and
branding. As marketers expand their efforts to promote their brands, they should start to leverage integrated analysis and customer awareness, campaign
decisioning, and marketing execution to make the most effective use of social media.
Figure 23: Social Media Tactics that Marketers Integrate with Other Marketing Campaigns/Programs
Q. How integrated are the following social media tactics with other company marketing campaigns and programs?
Base: Respondents Who Currently Use Social Media Marketing (32 68 Respondents)
Unica Corporation | www.unica.com 16
17. RESPONDENT PROFILES
Respondents Include a Wide Range of Industries, Geographies, and Sizes
The online and direct marketers that responded to the survey represent a wide range of industries. There are slightly more respondents from North America
(54%) than from Europe (46%). Also, slightly more than half are from large companies that are above $1B+ in revenue.
Figure 24: Respondents by Industries, Geography, and Revenue
Figure 24 1: Respondents by Industry Figure 24 2: Respondents by Geography
Figure 24 3: Respondents by Revenue
Base: Total Sample (155 Respondents) Online and Direct Marketers
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18. More than One Third Are Marketing Executives, and Respondents Are Responsible for a Broad Set of Marketing
All Are Involved in the Purchase Process Functions that Span Online & Offline Marketing
Figure 25: Respondents by Role Figure 26: Respondents’’ Responsibilities
Figure 25 1: Role in the Organization Table 26 1: Responsibility by Marketing Function
Percent Function
54% Email Marketing
53% Direct or Database Marketing
48% Customer Insight or Analysis
45% Marketing Operations
35% Web Analytics
35% Cross Channel Customer Experience Management
30% Online Customer Experience
28% Online Advertising
25% Event Management
Figure 25 2: Role in the Purchase of Technology
23% Search Engine Marketing (SEO, PPC)
21% Field or Channel Marketing, Sales Support, and/or Trade Promotions
14% Corporate Communications and/or Public Relations
7% All Marketing Functions
Figure 26 2: Responsibility by Channel
Base: Total Sample (155 Respondents)
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19. SURVEY METHODOLOGY
Unica Global Marketing Survey was fielded to over 150 online and direct marketing professionals.
Online surveys were completed in Q4 2009 within 2 geographic regions among Unica customers and prospective customers.
North America represents respondents from the U.S. & Canada. Europe represents respondents from 12 European countries that are large technology
markets.
The average survey response time was 16 minutes.
All respondents were rigorously screened to ensure participation by the right respondents within the right companies according to the screening
requirements below:
Responsible for at least one targeted marketing function: all marketing functions; cross channel customer experience management; customer
insight or analysis; direct or database marketing; email marketing; field or channel marketing, sales support, and/or trade promotions; marketing
operations; online advertising; search engine marketing (SEO, PPC); web analytics; or online customer experience.
Involved in the purchase process for marketing software.
Work for companies with annual revenues of US$250M+ to represent mid size and large company markets. Surveys were conducted among very
large, large, and mid size companies.
Sample sources for the study include: large research panels that are representative of the target market audiences for the study and Unica supplied
sample of customers and prospects from their internal resources.
All surveys were conducted in English.
The incidence of the random research panel samples was 9% and, for Unica supplied samples, it was 49%. Incidence represents the number of people
reached that qualified to participate in the research.
To encourage study participation, Unica disclosed its sponsorship and offered respondents who completed a survey a copy of the survey results.
The margin of error for this sample at the 90% confidence level with a 50% response is +7%.
Unica Corporation | www.unica.com 19