The document summarizes the findings of a Forrester Consulting study on the implications of media fragmentation, also known as the "Splinternet", and the future of web analytics. Some key findings include:
- Marketers recognize the importance of multichannel marketing but face challenges in making major changes.
- Social media is dominating marketers' attention compared to other emerging channels like mobile.
- Measurement challenges create barriers to adopting new channels due to uncertain ROI.
- Firms are more likely to invest in technology over skills, staff, and creative development to support emerging channels.
The document discusses the differences between email marketing and marketing automation. Email marketing involves sending one-time messages to influence immediate purchases, while marketing automation supports complex buying processes through multi-step email sequences tailored to lead needs and stages. It provides examples of how marketing automation can automate processes like webinar registration and pass leads to sales teams, while traditional email marketing lacks these capabilities.
This document discusses best practices for advertising on Facebook, Twitter, and LinkedIn. For Facebook advertising, it recommends staying within the Facebook network, using images with faces, compelling titles and calls to action, and balancing targeted reach with relevance. Social ads that incorporate social context like Likes perform better on Facebook. Twitter ads work best with fresh content targeted to geographies and devices. LinkedIn ads require targeting profiles and running promotions. The document provides specific guidance on ad formats and optimization for each network.
IBM Web Content Manager software allows organizations to more easily create engaging content across multiple channels. It features templates and workflows that streamline content creation and collaboration between teams. The software also provides analytics integration and search optimization capabilities to help increase traffic, conversions, and revenue for websites.
Strong Success Guide - 13 Cross Channel Marketing Strategies for 2013C.Y Wong
This document provides 13 strategies for cross-channel marketing in 2013. Strategy 1 discusses making email mobile-friendly and extending the mobile experience to the website. Strategy 2 recommends getting a 360-degree view of customers by collecting data from all engagement points. Strategy 3 states that attribution modeling is key to understanding how each channel contributes to success. The strategies provide tips for optimizing content, addressing auto-inbox filtering, personalizing messages, permission-based multi-channel engagement, and continuous testing.
Keys to Community Readiness and Growth ReportLeader Networks
In order to help branded online communities understand the critical success factors, Leader Networks and CMX collaborated on this study. The research examines the organizational people, processes, and technology scenarios that fuel existing or future community initiatives. The result is a data-driven portrait of characteristics that can be used to predict the potential business impact of an online community. Based on the trends of communities deemed “very successful,” this portrait offers an inside look at what separates these communities from the pack and provides a strategic and operational model to emulate.
The document provides best practices for improving digital customer experiences. It recommends analyzing web, mobile, and operational data to find opportunities for improvement. It also suggests conducting expert reviews of digital touchpoints to identify usability issues. Additionally, the document stresses the importance of incorporating customer feedback to understand customers' needs and preferences when making design decisions. The goal is to deliver digital experiences that are useful, easy to use, and enjoyable for customers.
This document discusses social CRM and how it differs from traditional CRM. Social CRM is a company's response to customers owning the conversation on social media and other online channels. It involves listening to customers, engaging with them through social and other digital channels, and using social data to enhance customer relationships and experiences. The document provides examples of how a bicycle dealer could implement aspects of social CRM by monitoring online customer conversations, engaging with customers on social media, and gaining insights to improve marketing, sales and customer service. It emphasizes that social CRM is a long-term strategy requiring an outside-in approach where the customer is at the center.
The document is a report summarizing the results of a survey of over 5,000 marketers about their budgets, priorities, and strategies for 2015 across digital channels. Some key findings include:
- 84% of marketers plan to increase or maintain their spending in 2015.
- Top challenges for marketers are new business development, quality of leads, and staying up to date with marketing technology/trends.
- Social media, mobile, and email are seen as core channels, with marketers focusing on metrics like traffic, click-through rates, and customer satisfaction.
The document discusses the differences between email marketing and marketing automation. Email marketing involves sending one-time messages to influence immediate purchases, while marketing automation supports complex buying processes through multi-step email sequences tailored to lead needs and stages. It provides examples of how marketing automation can automate processes like webinar registration and pass leads to sales teams, while traditional email marketing lacks these capabilities.
This document discusses best practices for advertising on Facebook, Twitter, and LinkedIn. For Facebook advertising, it recommends staying within the Facebook network, using images with faces, compelling titles and calls to action, and balancing targeted reach with relevance. Social ads that incorporate social context like Likes perform better on Facebook. Twitter ads work best with fresh content targeted to geographies and devices. LinkedIn ads require targeting profiles and running promotions. The document provides specific guidance on ad formats and optimization for each network.
IBM Web Content Manager software allows organizations to more easily create engaging content across multiple channels. It features templates and workflows that streamline content creation and collaboration between teams. The software also provides analytics integration and search optimization capabilities to help increase traffic, conversions, and revenue for websites.
Strong Success Guide - 13 Cross Channel Marketing Strategies for 2013C.Y Wong
This document provides 13 strategies for cross-channel marketing in 2013. Strategy 1 discusses making email mobile-friendly and extending the mobile experience to the website. Strategy 2 recommends getting a 360-degree view of customers by collecting data from all engagement points. Strategy 3 states that attribution modeling is key to understanding how each channel contributes to success. The strategies provide tips for optimizing content, addressing auto-inbox filtering, personalizing messages, permission-based multi-channel engagement, and continuous testing.
Keys to Community Readiness and Growth ReportLeader Networks
In order to help branded online communities understand the critical success factors, Leader Networks and CMX collaborated on this study. The research examines the organizational people, processes, and technology scenarios that fuel existing or future community initiatives. The result is a data-driven portrait of characteristics that can be used to predict the potential business impact of an online community. Based on the trends of communities deemed “very successful,” this portrait offers an inside look at what separates these communities from the pack and provides a strategic and operational model to emulate.
The document provides best practices for improving digital customer experiences. It recommends analyzing web, mobile, and operational data to find opportunities for improvement. It also suggests conducting expert reviews of digital touchpoints to identify usability issues. Additionally, the document stresses the importance of incorporating customer feedback to understand customers' needs and preferences when making design decisions. The goal is to deliver digital experiences that are useful, easy to use, and enjoyable for customers.
This document discusses social CRM and how it differs from traditional CRM. Social CRM is a company's response to customers owning the conversation on social media and other online channels. It involves listening to customers, engaging with them through social and other digital channels, and using social data to enhance customer relationships and experiences. The document provides examples of how a bicycle dealer could implement aspects of social CRM by monitoring online customer conversations, engaging with customers on social media, and gaining insights to improve marketing, sales and customer service. It emphasizes that social CRM is a long-term strategy requiring an outside-in approach where the customer is at the center.
The document is a report summarizing the results of a survey of over 5,000 marketers about their budgets, priorities, and strategies for 2015 across digital channels. Some key findings include:
- 84% of marketers plan to increase or maintain their spending in 2015.
- Top challenges for marketers are new business development, quality of leads, and staying up to date with marketing technology/trends.
- Social media, mobile, and email are seen as core channels, with marketers focusing on metrics like traffic, click-through rates, and customer satisfaction.
3 Ways to Drive Growth Using Your Big DataJim Nichols
Most marketers believe that programs powered by big data have the potential to radically improve business and drive
growth. But understanding the potential value of big data – and actually realizing it – are two very different things.
While many brands have invested millions to collect this
valuable marketing intelligence, few CMOs claim to be
maximizing their results with it. While leveraging your
big data to drive sales isn’t necessarily an easy thing, it is
possible – and it doesn’t require years to develop big data
strategies and tactics you can count on to deliver higher
return. In fact, many can reap the benefits in weeks.
Rise of Marketing Automation_A discussion guide_ JFiurjefiur
Marketing automation is growing rapidly as CMOs are under pressure to prove return on marketing investments. Trends like the shift to digital media, demand for measurable ROI, and marketing-driven buying processes are converging to support increased adoption of marketing automation. Marketing automation integrates marketing and sales workflows to create a measurable funnel and demonstrate marketing's impact on revenue. While some companies struggle to optimize existing systems, the market for automation is expanding with many vendors and growing revenues. For the company discussed, exploring marketing automation could build on existing strengths in areas like CRM and mobile, while also presenting new opportunities.
How Social CRM Can Help Address Changing Consumer DemandsFabio Cipriani
Social collaboration-based sales and marketing technologies help companies understand and manage changing consumer demands. Learn how leading companies are incorporating collaborative sales and marketing solutions into their overall CRM strategy.
Technologyadvice social crm buyers guideMarcel Mitura
This document provides an overview of social CRM software. It defines social CRM as combining social media management capabilities with traditional CRM to help brands better engage customers. The market for social CRM software is growing rapidly and was predicted to be worth $9 billion by 2018. The document discusses key features of social CRM software like enhanced customer profiles, social listening, sentiment analysis and social selling. It also provides common use cases for social CRM in sales, marketing and customer service. Finally, it offers tips on gaining executive support for social CRM initiatives.
The document discusses predictions for the future of B2B marketing from 31 top marketers presenting at the B2B Marketing Forum. Some key predictions include: marketing becoming organized around data, content, and technology with silos disappearing; prospects closing their own deals using mobile devices; and the CMO becoming the "Chief Journey Officer" responsible for optimizing the customer journey. The future is also predicted to include technologies like precognitive marketing, neural interfaces, and all marketing becoming marketed to individuals rather than businesses versus consumers.
Digital Marketing Measurement Framework - Martin WalshMartin Walsh
A Digital Marketing Measurement Framework to assist your organisation to understand, develop, introduce and operationalise digital marketing measurement.
1) 91% of B2B marketers use content marketing, spending an average of 33% of their budgets on it. The use of tactics like research reports, videos, and mobile content is increasing.
2) Producing enough content is now the top challenge for B2B marketers, replacing producing engaging content which was the challenge in previous years.
3) The most effective B2B content marketers allocate a higher percentage of their budget to content marketing and use more tactics and social platforms than less effective marketers.
National Geographic tracks social media traffic by categorizing referrers into 7 groups - search, social media, email, etc. Initial results showed search was the largest source at 42%. By honing in on social media, they saw visits from social media sites accounted for 8.4% of total traffic, more than doubling from the previous year. Tracking metrics like engagement showed social media visitors viewed an average of 4.2 pages per visit. National Geographic is able to analyze trends in traffic sources over time using this categorization method.
This document discusses strategies for integrated marketing and communications across multiple channels. It recommends developing a multi-channel strategy based on audience data to reach prospects, associates and customers through print, web, mobile and social media. Specific tactics discussed include using QR codes, SMS/text, digital watermarks and augmented reality to mobilize content and drive traffic. It also covers developing a social media marketing plan, creating personalized messaging based on customer data, and measuring effectiveness across channels.
Virtually everyone agrees that a personalized message tailored specifically to an individual’s wants and needs is more likely to drive a transaction than a general one. Here are a few key drivers behind this belief and the increasing interest in marketing personalization:
• The population is more heterogeneous
• Products are more specialized and purchase cycles have fragmented
• Media channels and audiences have fragmented
• Relentless evaluation, extensive comparison shopping
and show rooming are the norm, not the exception
• Individuals are more demanding – they expect a seamless
brand experience, along with messages and offers that
match their particular preferences
As a result of these market forces, many marketers are convinced that personalized communications with prospects and customers are essential to maximize their retail sales.
This document discusses strategies for refreshing email marketing campaigns to keep subscribers engaged. It outlines seven proven strategies: 1) Focusing on basics like subject lines and calls to action. 2) Growing the email list organically. 3) Improving email design elements to boost engagement. 4) Ensuring email content remains relevant to subscribers. 5) Leveraging interactive elements. 6) Analyzing email metrics. 7) Implementing automation to personalize the subscriber experience. Refining these strategies can help marketers maximize their return on investment from email marketing.
The document summarizes key findings from a survey of over 2,100 B2B marketers on trends in B2B marketing in 2015. Some of the top findings include:
- The biggest challenges for marketers in 2015 were new business development, quality of leads, and demand/lead generation.
- 84% of marketers planned to increase their budgets for 2015.
- Content marketing trends finding success included video, podcasting, and paid social media advertising, while native advertising decreased.
- Marketing automation was seen as an effective tactic by 81% of marketers, with lead scoring/nurturing and mobile/social media integration being top features used.
CMOs are increasingly focused on monetizing social media marketing and measuring ROI. Many CMOs now perceive that social media marketing can and is producing measurable ROI, especially those with more mature social media programs. As a result, over three-quarters of CMOs plan to continue or further increase their investment in social media marketing in 2011 compared to 2010. Measuring ROI requires identifying the values used to calculate return and the costs used to calculate the investment in social media marketing programs.
Customer Engagement is now becoming a widely used term within Marketing, but what does it actually mean? This presentation aims to clarify what customer engagement is and reinforce the importance of cross-channel collaboration. It focuses on identifying the challenges faced by organisations striving to achieve this level of engagement and how they can be addressed.
This is an overview of research conduced to help businesses understand the impact content has on the experience of the consumer, and the importance of content in increasing life time customer value.
This document outlines 10 social media truths for 2014. It discusses how social media has become an essential part of business and culture. 97% of marketers now use social media and over half have started in the last two years. The document emphasizes that social media is a conversation and brands need to carry themselves like normal people to build relationships. It also notes that audiences are now creators themselves and consume many types of user-generated content. The document recommends focusing social efforts on Facebook, YouTube and blogging. It stresses that good content that speaks to the brand voice and products is most important.
This document discusses trends that will shape the future of customer relationship management (CRM) systems by the year 2020. It argues that CRM will be transformed by collaboration, mobility, user-centric design, cloud computing, and social media integration. CRM will shift from a focus on managing contacts and reporting to helping teams collaborate, sell, and grow through more effective and interactive systems that can be accessed anywhere through mobile devices.
The ultimate guide to the new buyers journeyMarketBridge
At MarketBridge we have the privilege of working with hundreds of marketing and sales leaders every month. In those discussions one thing is abundantly clear: the customer buying journey is rapidly changing and organizations are struggling to keep up.
These dramatic shifts in buying behavior are well documented; independent research by Gartner and Forrester suggests that by 2020,
3 Ways to Drive Growth Using Your Big DataJim Nichols
Most marketers believe that programs powered by big data have the potential to radically improve business and drive
growth. But understanding the potential value of big data – and actually realizing it – are two very different things.
While many brands have invested millions to collect this
valuable marketing intelligence, few CMOs claim to be
maximizing their results with it. While leveraging your
big data to drive sales isn’t necessarily an easy thing, it is
possible – and it doesn’t require years to develop big data
strategies and tactics you can count on to deliver higher
return. In fact, many can reap the benefits in weeks.
Rise of Marketing Automation_A discussion guide_ JFiurjefiur
Marketing automation is growing rapidly as CMOs are under pressure to prove return on marketing investments. Trends like the shift to digital media, demand for measurable ROI, and marketing-driven buying processes are converging to support increased adoption of marketing automation. Marketing automation integrates marketing and sales workflows to create a measurable funnel and demonstrate marketing's impact on revenue. While some companies struggle to optimize existing systems, the market for automation is expanding with many vendors and growing revenues. For the company discussed, exploring marketing automation could build on existing strengths in areas like CRM and mobile, while also presenting new opportunities.
How Social CRM Can Help Address Changing Consumer DemandsFabio Cipriani
Social collaboration-based sales and marketing technologies help companies understand and manage changing consumer demands. Learn how leading companies are incorporating collaborative sales and marketing solutions into their overall CRM strategy.
Technologyadvice social crm buyers guideMarcel Mitura
This document provides an overview of social CRM software. It defines social CRM as combining social media management capabilities with traditional CRM to help brands better engage customers. The market for social CRM software is growing rapidly and was predicted to be worth $9 billion by 2018. The document discusses key features of social CRM software like enhanced customer profiles, social listening, sentiment analysis and social selling. It also provides common use cases for social CRM in sales, marketing and customer service. Finally, it offers tips on gaining executive support for social CRM initiatives.
The document discusses predictions for the future of B2B marketing from 31 top marketers presenting at the B2B Marketing Forum. Some key predictions include: marketing becoming organized around data, content, and technology with silos disappearing; prospects closing their own deals using mobile devices; and the CMO becoming the "Chief Journey Officer" responsible for optimizing the customer journey. The future is also predicted to include technologies like precognitive marketing, neural interfaces, and all marketing becoming marketed to individuals rather than businesses versus consumers.
Digital Marketing Measurement Framework - Martin WalshMartin Walsh
A Digital Marketing Measurement Framework to assist your organisation to understand, develop, introduce and operationalise digital marketing measurement.
1) 91% of B2B marketers use content marketing, spending an average of 33% of their budgets on it. The use of tactics like research reports, videos, and mobile content is increasing.
2) Producing enough content is now the top challenge for B2B marketers, replacing producing engaging content which was the challenge in previous years.
3) The most effective B2B content marketers allocate a higher percentage of their budget to content marketing and use more tactics and social platforms than less effective marketers.
National Geographic tracks social media traffic by categorizing referrers into 7 groups - search, social media, email, etc. Initial results showed search was the largest source at 42%. By honing in on social media, they saw visits from social media sites accounted for 8.4% of total traffic, more than doubling from the previous year. Tracking metrics like engagement showed social media visitors viewed an average of 4.2 pages per visit. National Geographic is able to analyze trends in traffic sources over time using this categorization method.
This document discusses strategies for integrated marketing and communications across multiple channels. It recommends developing a multi-channel strategy based on audience data to reach prospects, associates and customers through print, web, mobile and social media. Specific tactics discussed include using QR codes, SMS/text, digital watermarks and augmented reality to mobilize content and drive traffic. It also covers developing a social media marketing plan, creating personalized messaging based on customer data, and measuring effectiveness across channels.
Virtually everyone agrees that a personalized message tailored specifically to an individual’s wants and needs is more likely to drive a transaction than a general one. Here are a few key drivers behind this belief and the increasing interest in marketing personalization:
• The population is more heterogeneous
• Products are more specialized and purchase cycles have fragmented
• Media channels and audiences have fragmented
• Relentless evaluation, extensive comparison shopping
and show rooming are the norm, not the exception
• Individuals are more demanding – they expect a seamless
brand experience, along with messages and offers that
match their particular preferences
As a result of these market forces, many marketers are convinced that personalized communications with prospects and customers are essential to maximize their retail sales.
This document discusses strategies for refreshing email marketing campaigns to keep subscribers engaged. It outlines seven proven strategies: 1) Focusing on basics like subject lines and calls to action. 2) Growing the email list organically. 3) Improving email design elements to boost engagement. 4) Ensuring email content remains relevant to subscribers. 5) Leveraging interactive elements. 6) Analyzing email metrics. 7) Implementing automation to personalize the subscriber experience. Refining these strategies can help marketers maximize their return on investment from email marketing.
The document summarizes key findings from a survey of over 2,100 B2B marketers on trends in B2B marketing in 2015. Some of the top findings include:
- The biggest challenges for marketers in 2015 were new business development, quality of leads, and demand/lead generation.
- 84% of marketers planned to increase their budgets for 2015.
- Content marketing trends finding success included video, podcasting, and paid social media advertising, while native advertising decreased.
- Marketing automation was seen as an effective tactic by 81% of marketers, with lead scoring/nurturing and mobile/social media integration being top features used.
CMOs are increasingly focused on monetizing social media marketing and measuring ROI. Many CMOs now perceive that social media marketing can and is producing measurable ROI, especially those with more mature social media programs. As a result, over three-quarters of CMOs plan to continue or further increase their investment in social media marketing in 2011 compared to 2010. Measuring ROI requires identifying the values used to calculate return and the costs used to calculate the investment in social media marketing programs.
Customer Engagement is now becoming a widely used term within Marketing, but what does it actually mean? This presentation aims to clarify what customer engagement is and reinforce the importance of cross-channel collaboration. It focuses on identifying the challenges faced by organisations striving to achieve this level of engagement and how they can be addressed.
This is an overview of research conduced to help businesses understand the impact content has on the experience of the consumer, and the importance of content in increasing life time customer value.
This document outlines 10 social media truths for 2014. It discusses how social media has become an essential part of business and culture. 97% of marketers now use social media and over half have started in the last two years. The document emphasizes that social media is a conversation and brands need to carry themselves like normal people to build relationships. It also notes that audiences are now creators themselves and consume many types of user-generated content. The document recommends focusing social efforts on Facebook, YouTube and blogging. It stresses that good content that speaks to the brand voice and products is most important.
This document discusses trends that will shape the future of customer relationship management (CRM) systems by the year 2020. It argues that CRM will be transformed by collaboration, mobility, user-centric design, cloud computing, and social media integration. CRM will shift from a focus on managing contacts and reporting to helping teams collaborate, sell, and grow through more effective and interactive systems that can be accessed anywhere through mobile devices.
The ultimate guide to the new buyers journeyMarketBridge
At MarketBridge we have the privilege of working with hundreds of marketing and sales leaders every month. In those discussions one thing is abundantly clear: the customer buying journey is rapidly changing and organizations are struggling to keep up.
These dramatic shifts in buying behavior are well documented; independent research by Gartner and Forrester suggests that by 2020,
ClickZ has launched an innovative new series of buyers guides, created with the aim of cutting through the complexity of the technology landscape to help our community of readers make better decisions about vendors. The first of this series is dedicated to bid management platforms, which help brands maximize the returns on their PPC, social media, and display advertising budgets.
The role of a bid management platform has changed significantly over the past decade, in line with the increased sophistication of the digital media industry. With over $90 billion spent on paid search in 2017, these software packages play a vital role in deriving maximum value from a brand’s digital media budget.
The core component of the ClickZ bid management vendor guide is our customer survey, which received over 1,600 responses.
The document discusses how big data is changing marketing by providing unprecedented tools to understand consumer behavior with more precision. Marketers who use big data at least 50% of the time are more likely to exceed their goals and see benefits like improved ROI and insights into customer behavior compared to those using big data less. While executives believe they are using big data sufficiently, the data shows room for more use of big data in marketing decisions. Machine learning systems that can quickly generate insights from changing consumer data will become increasingly important for marketing success.
Forrester: How Marketers Can Transform Their
Business With Online Marketing -
Technology investment is key to overcoming
measurement and data management challenges
Technology for Marketers: Are you Engaging Effectively? Ruder Finn UK Ltd
Ruder Finn has been working in partnership with Brand Republic to conduct research among marketers into whether their involvement in technology buying decisions has and will increase, and what their views are on the existing marketing messages that they see emanating from technology providers. The resulting report, “Technology for Marketers: Are you Engaging Effectively?”, makes interesting reading for technology companies and marketers alike, particularly those looking to target decision makers in the marketing department.
1. Marketing has undergone a radical digital transformation requiring a new breed of marketer with technology skills. Over a quarter of marketers say more than 50% of their role involves marketing technology, and 38% expect this to increase in the next 5 years.
2. Most marketers manage marketing technology in-house for cost effectiveness and accurate results. However, finding time and staff to manage technology are challenges. While reviews are regular, 16% receive no training.
3. Training provided by technology partners is most popular, but 25% learn on their own and gaps remain, representing opportunities for partners to strengthen relationships and increase training quality.
The document discusses combining inbound and outbound marketing strategies into "Smart Funnels" to leverage the strengths of both approaches. It provides an overview of inbound marketing, noting its benefits like lower cost-per-lead but also challenges in scaling and quick ROI. Outbound marketing approaches are summarized as having a quicker ROI but higher cost-per-lead. The document advocates an integrated approach that uses outbound tactics to drive leads into an inbound funnel, in order to boost volumes, shorten conversion times, and maintain long-term benefits of content marketing.
1 12291 White Paper Customer Driven Online Engagement LetterSaumen Ray
The document discusses new challenges for online marketers as customers gain more control over brands through social media and individualization trends. Key challenges include a lack of consistent communication across marketing silos, difficulties tracking customers across channels, and issues with accurate sales attribution as purchase processes become multi-step and cross-channel. The document argues that customer engagement, by listening, understanding, and interacting with each customer through relevant dialogues, is the solution to address these challenges and move from market-driven to customer-driven approaches.
No business can exist in isolation. The need to delve deep into understanding customer behavior and trends has become all the more crucial in this age of Social Media omnipresence. A powerful tool, Social media analytics (SMA) is a veritable boon for
companies to unearth prevalent customer preferences by gathering and analyzing data spread throughout the Web, on diverse online platforms such as social media websites, blogs, photo and video sharing sites. This vast chunk of information enables businesses to gain valuable insights and proficiency; and helps them gauge the pulse of the market, which ultimately aids in converting information into robust actionable strategies.
- The metaverse is still being defined but has the potential to be the next iteration of the internet by seamlessly combining digital and physical lives through immersion, interactivity, and use cases beyond gaming.
- Large technology companies, venture capital, private equity, start-ups, and brands have already invested over $120 billion in the metaverse in 2022 alone, driven by expectations of its economic impact and opportunities.
- The metaverse's potential economic impact is estimated to reach up to $5 trillion by 2030, generating new business models and engagement channels across industries like e-commerce, education, healthcare, and more.
Technology has come to play a crucial role in delivering marketing programs and helping with meeting your marketing objectives. In a space filled with over a 1,000 marketing tech companies providing all kinds of products, platforms & services how do you decide which tools and platforms to invest in?
We polled and received responses from 260 B2B marketers in the United States and internationally. The special report that follows gives you a snapshot of how B2B marketers such as yourself are placing their bets on technology.
An Introduction to Internet Marketing by Ashu RajdorAshu Rajdor
This chapter introduces key concepts related to Internet marketing. It defines Internet marketing as using the Internet and related digital technologies to achieve marketing objectives in conjunction with traditional communications. E-marketing is defined more broadly as using electronic communications technology to achieve marketing goals internally and externally. The chapter discusses how Internet marketing relates to the modern marketing concept of identifying, anticipating, and satisfying customer needs profitably. It also provides an overview of the topics that will be covered in more detail in later chapters, including analyzing the marketing environment, developing Internet marketing strategy, and implementing strategy. A case study describes how Hamleys uses its website to target a niche market of customers.
Forrester’s study: Discover How Marketing Analytics Increases Business Perfor...Nicolas Valenzuela
Invest In An Integrated Platform To Address Challenges Of Device Proliferation And Data Complexity
**Creemos en la cooperacion del conocimiento. Compartido por www.andabi.com
1) Big data is defined as large volumes of structured and unstructured data that is growing exponentially. It can be analyzed to provide more accurate insights and better decision making.
2) The key aspects of big data are volume, velocity, variety, and variability of data from multiple sources.
3) Companies that effectively analyze big data can improve marketing ROI by 15-20% and increase productivity and profits by 5-6% over peers.
- The document discusses the disconnect between CMOs and CIOs in China, as marketing shifts increasingly to digital channels but IT departments struggle to keep up. This siloed approach prevents companies from reaching their full potential.
- It provides recommendations for improving collaboration, such as establishing a shared vision and goals between marketing and IT, appointing an executive sponsor, being flexible in approaches, and implementing "digital decoupling" to separate digital and traditional marketing functions.
- The key opportunity for companies is to better integrate marketing and technology efforts to provide seamless omni-channel customer experiences, but overcoming organizational and budgetary divides between the departments has been a challenge.
In today’s business environment, digital transformation has turned into a necessity to cope with persistent business needs of customer acquisition and brand building. However, the prospect of revamping is an opportunity offered by Digitalization and successfully transformed businesses can become industry leaders to dominate the market.
Also, companies should know that disruption is at the core of such a change and the only way to succeed is to create and follow a comprehensive plan. Moreover, the disruptive technologies can be adopted smartly to propel strategic growth.
As the future is all about innovative technologies such as Augmented Reality, IoT, Virtual Reality, etc., digitalization would eventually become the way of life, and the firms that can keep abreast with the digital macrocosm have better chance to succeed.
Analysis Of An Online Digital Marketing A Case StudyCheryl Brown
1) The document discusses digital marketing and its impact on revenue generation. It analyzes digital marketing strategies at STYLETRENDZ, an online fashion company.
2) The study aims to understand digital marketing concepts and models. It examines how digital marketing agencies work and generate revenue. It also evaluates how digital marketing affects revenue generation.
3) Primary data was collected through interviews with company guides and employees. Secondary data came from the company profile, websites, books, and previous studies. Targeted marketing strategies are discussed to effectively match customers to campaigns.
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?
Similar to Whitepaper the implicationsofthesplinternet-webtrends (20)
This document provides an overview of how marketers can move buyers from anonymity to revenue generation. It discusses how Buyer 2.0 spends most of their time independently researching options online before engaging vendors. It argues that marketers need new approaches to consistently provide valuable experiences and content to buyers throughout their journey. This includes using technologies that can identify and track anonymous website visitors in real-time to better personalize content for buyers based on their firmographics and interests. The document presents strategies for nurturing buyers across channels, shifting focus to accounts rather than just individuals, and improving data to enhance personalization. The goal is for marketers to impact buyers earlier in their process to increase the chances of revenue.
Facebook provides several solutions to help companies drive quality, efficient conversions. More than half of Facebook users say friends' recommendations influence their purchase decisions, and people frequently use Facebook to seek advice from friends on products to buy. Facebook's large reach and targeted advertising capabilities allow companies to reach their intended audiences and generate conversions at a lower cost than other media like TV, magazines, or newspapers. The document outlines three Facebook direct response solutions - Promoted Posts and Sponsored Stories ads in the News Feed, retargeting ads through Facebook Exchange, and conversion tracking within the Facebook ad platform.
This document discusses how to estimate multilevel models using SPSS, Stata, SAS, and R. It begins by defining key terminology used in multilevel modeling, distinguishing between fixed and random effects. It then compares model building notation commonly used in social science applications to the matrix notation found in software documentation. The document aims to clarify these concepts and demonstrate the syntax for estimating multilevel models and centering variables in each software package.
This document provides an overview of retargeting techniques. It defines retargeting as targeting individuals who have taken a defined action, such as visiting a website or performing a search. It discusses the rise of real-time bidding and ad exchanges in enabling retargeting. It also distinguishes between different types of retargeting, particularly distinguishing search retargeting. It notes some best practices for retargeting, such as not retargeting all site visitors. It positions the company Chango as uniquely able to leverage search data for highly targeted retargeting campaigns.
This document provides an overview of retargeting techniques. It defines retargeting as targeting individuals who have taken a defined action, such as visiting a website or performing a search. It discusses the rise of real-time bidding and ad exchanges in enabling retargeting. It also distinguishes between different types of retargeting, particularly distinguishing search retargeting. It notes some best practices for retargeting, such as not retargeting all site visitors. It positions the company Chango as uniquely able to leverage search data for highly targeted retargeting campaigns.
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Whitepaper the implicationsofthesplinternet-webtrends
1. A Forrester Consulting Thought Leadership Paper Commissioned By Webtrends
The Implications Of The Splinternet And Future Of
Web Analytics
September 2011
3. Forrester Consulting
The Implications Of The Splinternet And Future Of Web Analytics
Page 2
Executive Summary
In May 2011, Webtrends commissioned Forrester Consulting to study the phenomenon frequently referred to as the
“Splinternet.” In conducting in-depth surveys with 210 global, senior-level digital marketers across industries, Forrester
found that many marketers are struggling with the fragmentation of technology standards and customer touchpoints
across proprietary digital platforms and devices.
Key Findings
Forrester’s study yielded three key findings:
The Splinternet disrupts the marketing landscape. Technology and channel fragmentation are a very real
phenomenon; marketers know that adapting to a multichannel environment is critical and are racing to
understand the effect of the Splinternet.
Marketing strategies need a reboot. Firms must take a fresh look at their foundational strategies to evaluate how
they will create mutually beneficial relationships with customers in light of new channels, technologies, and the
expectations of sophisticated consumers.
Multichannel success requires mastery of multiple disciplines. Firms must take a multidisciplinary approach to
harnessing the opportunities that the Splinternet presents. Technology, organization, process, and measurement
are all interrelated contributors to a marketing organization’s effectiveness.
The Current State Of Digital Marketing
Marketing is going through a period of rapid and significant evolution. The era of an easily compartmentalized Internet
— comprising the web browser, well-defined touchpoints, and open technology architectures — has been usurped by
the Splinternet, a large-scale fragmentation of devices, data access, and technology standards. The Splinternet has an
expansive effect because it breaks many of the foundational assumptions upon which digital marketing is based:
Connected devices go beyond the PC. Smartphones, Internet-connected devices, and new devices such as tablet
computers create a diverse world of connected, overlapping devices. Customers are now capable of being online
24 hours a day, raising the bar for original and creative marketing content, but also providing firms with ample
opportunities to establish a relationship.
Social media inverts data ownership. Consumers generate more data than ever, but they are retaining control of
that information. Social networks retain control of data based on personal networks and password-protected
sites, ultimately withholding massive sources of insight from digital marketers. This changes the balance of
power for the control of data.
Marketing standards shift. As touchpoints diversify and platform vendors assert control over access and
technical standards, marketers must adapt to a strategy of marketing in a world of walled gardens. Each
touchpoint requires its own technology, processes, and measurement strategy.
4. Forrester Consulting
The Implications Of The Splinternet And Future Of Web Analytics
Page 3
Everyone is an analyst. As channels and customer touchpoints increase, marketing has become a highly
collaborative environment. More stakeholders in the business need access to marketing insight than ever before.
Firms need to provide marketing stakeholders with relevant and timely reports and analysis to support
decision-making.
The Splinternet Is An Equal Opportunity Disruptor
The survey findings make it abundantly clear that the Splinternet is a real and pervasive phenomenon that affects firms
of all sizes, geographies, and industries. As a result of this great equalizer, nearly all firms are affected by technology and
touchpoint fragmentation, and they face a marketing landscape of remarkably similar challenges and opportunities:
Multichannel marketing is critical. Firms reported a high-level understanding that multichannel holds value.
This recognition extends to both benefits for companies in terms of sales and profits as well as satisfying
customer expectations (see Figure 1).
Figure 1
Firms Grasp The Importance Of Multichannel Marketing, But Big Changes Are A Bit Harder To Make
Base: 210 North American and European marketers
Source: A commissioned study conducted by Forrester Consulting on behalf of Webtrends, July 2011
“To what extent do you agree or disagree with the following statements about multichannel
marketing?”
19%
23%
30%
26%
27%
37%
31%
37%
36%
33%
37%
38%
46%
48%
42%
50%
47%
49%
33%
27%
20%
19%
22%
18%
16%
13%
11%
14%
11%
10%
8%
3%
3%
1%
3%
4%
2%
1%
2%
1%
0% 25% 50% 75% 100%
Our organization must change dramatically to enable becoming a
multichannel company
A multichannel customer is worth substantially more to us than a
single channel customer
Our company must rethink how it services customers to become a true
multichannel company
In the future, our multichannel strategy will be a key factor in how we
develop products and services
In the future, our multichannel strategy will be a key factor in how we
invest in technology to support our channels
Being an effective multichannel company will be critical to our long-
term success
Customer expectations for cross-channel or multichannel relationships
with companies and brands have changed dramatically
We will drive more sales and profit by becoming a multichannel
company
To serve today’s customers, we have to improve our multichannel
capabilities
Completely agree - 5 4 3 2 Completely disagree - 1
5. Forrester Consulting
The Implications Of The Splinternet And Future Of Web Analytics
Page 4
“Customers want everything to be the same across all touchpoints and devices. Customers also expect everything to
be available instantly. They send an email and expect a response within hours not days.” (Marketing Executive,
Retail)
“It is starting to get to the stage where we offer promos and marketing campaigns to individual people in
organizations. That segmentation becomes incredibly complicated. Some want an email, some want text, some want
to do collaboration sessions online. Channels have become incredibly complicated. If you connect to people through
the wrong channel, it can be a relationship breaker.” (Marketing Manager, High Tech)
Social media dominates share of mind and wallet. Emerging channels are a major fixture and cause of
fragmentation driving the Splinternet, most notably social and mobile. Firms reported that they are most active
in social networks when expanding beyond traditional interactive channels, often at the expense of other
channels such as mobile (see Figure 2).
Figure 2
Social Is Soaking Up Marketers’ Attention
Base: 210 North American and European marketers
Source: A commissioned study conducted by Forrester Consulting on behalf of Webtrends, July 2011
“As far as digital marketing, generally I direct digital marketing that supports our stores from [microblogging sites],
[social media sites], email, and website enhancements. We do not do mobile at all currently. It’s beyond our current
capacity. We don’t have the staffing for it. It is literally beyond our capacity.” (Marketing Manager, Retail)
Measurement issues create a self-defeating cycle. Firms reported that measurement is a top challenge for
adapting to fragmentation. The failure of measurement to keep pace creates significant barriers to adoption for
“Beyond traditional interactive channels such as search and website marketing, in which emerging
channels is your company currently conducting marketing activities?”
79%
56%
54%
52%
41%
34%
30%
26%
13%
12%
2%
Company presence in social networks
Company advertising in social networks
User generated content such as blogs, reviews, ratings, etc.
Mobile applications
Mobile web browsing
Mobile messaging such as SMS
2d barcodes
Tablet computing
Games
Kiosks
Other
6. Forrester Consulting
The Implications Of The Splinternet And Future Of Web Analytics
Page 5
marketers because respondents simultaneously indicated that uncertain ROI is the top barrier to adopting new
channels in their organizations (see Figure 3). The source of this issue lies in the fact that most firms only
measure basic metrics rather than deep, business-oriented key performance indicators (KPIs) (see Figure 4).
Figure 3
Proving ROI And Lack Of Budget Create A Vicious Cycle Of Barriers
Base: 210 North American and European marketers (multiple responses accepted)
Source: A commissioned study conducted by Forrester Consulting on behalf of Webtrends, July 2011
"Please indicate the barriers, if any, that prevent your marketing organization from adopting new
channels?"
49%
31%
31%
23%
22%
21%
19%
13%
12%
12%
11%
4%
3%
1%
Uncertain ROI
No budget allocation
Company bureaucracy
Cost is too high
Unfamiliarity with appropriate technologies and vendors
Data security risks
Lack of skills and resources
Difficulty working with ITor external partners for…
Legal issues
Lack of executive support/sponsor
Concern about negative feedback from customers
None. There are no barriers.
Negative feedback from within the company
Other
7. Forrester Consulting
The Implications Of The Splinternet And Future Of Web Analytics
Page 6
Figure 4
Firms Are Measuring But Long-Range Key Performance Indicators Lag
Base: 210 North American and European marketers (multiple responses accepted)
Source: A commissioned study conducted by Forrester Consulting on behalf of Webtrends, July 2011
“We don’t have specific metrics at this point. The driver to our social work is that you know you need to be in certain
places, targeting certain group of consumers, just haven’t figured out if we’re reaching them thoroughly and
measuring if impact is turning into sale or brand awareness. We’re seeing where our brand awareness is, but it is
hard to break out which part of our marketing dollars are pushing those levers.” (Marketing Executive,
Manufacturing)
“I don’t think we know what constitutes success with our social programs. We don’t have any traditional
measurement tools beyond measuring activity on pages. We have not been able to link activity to sales in any way.”
(Marketing Director, Consumer Packaged Goods)
“Online marketing is being used more and more to justify offline marketing. This is a resource drain to the digital
marketing team, and it isn’t an exact science, also it creates more arguments over attribution. Brand marketers see
their budgets dropping and are desperate to justify their activities.” (Marketing Executive, Retail)
It is easier to buy technology than to develop organization and processes. The survey found that firms are most
likely to invest in technology and third-party services to support emerging channels, above skills and staff, and
far above creative development (see Figure 5). This data suggests that firms are pushing to enter emerging
channels as quickly as possible, potentially at the expense of long-term success built through the development of
in-house intellectual property and holistic programs.
"What metrics does your organization currently use to measure the success of emerging
channels?"
57%
52%
50%
43%
41%
37%
35%
35%
31%
30%
28%
20%
19%
15%
5%
1%
Click-through rate
Conversion rate (orders, leads, applications, etc)
Lift in brand awareness or affinity
Sales or revenue
Overall return on marketing investment (program dollars)
Customer satisfaction
Customer retention
Return on ad spend
Cost per Sale/Customer/Order
Share of customer wallet
Cost per lead
Customer life time value (LTV)
Average order value
Improved internal efficiency/productivity
We do not have specific metrics in place
Don't know
8. Forrester Consulting
The Implications Of The Splinternet And Future Of Web Analytics
Page 7
Figure 5
Firms Will Spread The Money Around To Fill Numerous Holes In Their Emerging Channel Capabilities
Base: 210 North American and European marketers (multiple responses accepted)
Source: A commissioned study conducted by Forrester Consulting on behalf of Webtrends, July 2011
“Our company struggles to recruit the right people who can manage marketing in a fragmented environment.
Traditional marketers lack the skills to succeed. We also need the right data analysts. Our teams need to cope with a
rapidly changing environment.” (Marketing Executive, Retail)
The Solution
By universally disrupting nearly all markets, the Splinternet creates a tremendous opportunity for those organizations
that learn to transform the challenges of fragmentation into productive customer engagement capabilities. Channels
and technology are finally able to support truly mutually beneficial relationships between firms and customers.
Marketers agree that fragmentation presents significant opportunities to firms, spanning the customer life cycle and
providing increased communication relevance (see Figure 6).
"Where will your firm invest to support emerging channels?”
53%
51%
47%
47%
37%
35%
28%
27%
1%
Technology to execute activities in emerging channels
Third party services such as agencies and consultancies
Technology to track and measure activities in emerging channels
Skills and staff to develop and manage activities in emerging
channels
Creative development to support activities in emerging channels
Technology to manage processes for marketing in emerging
channels
Media placement or messaging
Technology to manage data from emerging channels
Other
9. Forrester Consulting
The Implications Of The Splinternet And Future Of Web Analytics
Page 8
Figure 6
Fragmentation Is An Opportunity For Segmentation And Targeting To Drive A Variety Of Objectives
Base: 210 North American and European marketers (multiple responses accepted)
Source: A commissioned study conducted by Forrester Consulting on behalf of Webtrends, July 2011
Rather than ignore or resist fragmentation, firms must take advantage of this opportunity by embracing and aligning
the following components:
Use strategy as a foundation. First and foremost, firms must develop an overarching strategy from which to
direct the tools, organization, processes, and measurement capabilities that are necessary to succeed in a
fragmented marketing ecosystem. Survey respondents indicated that strategy is the number one skill they need
in the next five years as media fragmentation occurs (see Figure 7).
"What opportunities does media fragmentation present to your organization?”
79%
62%
61%
57%
56%
50%
50%
47%
42%
40%
40%
34%
31%
25%
24%
14%
Ability to deliver more targeted or relevant communications
Increased customer engagement
New customer acquisition
Increased customer loyalty
Ability to meet customer preferences
Market research and/or customer intelligence
Brand building
Increased revenue
Customer service
Reduced reliance on mass media to drive business
Increased market share
Supporting other channels
Product innovation
Driving traffic to stores
Supporting partners
To maintained parity with competitors
10. Forrester Consulting
The Implications Of The Splinternet And Future Of Web Analytics
Page 9
Figure 7
Strategy And Campaign Process Skills Top The Wish List
Base: 210 North American and European marketers
Source: A commissioned study conducted by Forrester Consulting on behalf of Webtrends, July 2011
“With these emerging channels you can focus so much better. You can get down to the micro level. You can talk to
consumers at a level you can’t engage in when doing mass media. You can send them content or make them aware of
content that is of interest to them. You can segment them. You can find folks that are passionate and followers and
support you along the way. Grassroots campaigns. Question is you have to find it and how to use it, it’s
powerful.”(Marketing Executive, Manufacturing)
Expand your toolkit. Successful adaptation to the Splinternet requires a range of technical capabilities. Firms
should aim to create a well-balanced, holistic technology portfolio addressing analytics, execution, content, and
optimization. To streamline processes and resources, technology assets must be integrated into a unified
solution where possible. For example, when considering social engagement solutions, marketers should ensure
that their solution of choice combines app creation, content management, and tracking capabilities. Survey
respondents indicated that execution technologies such as content management and campaign management
will be the most critical to their marketing organization over the next five years, followed by analytics
technology such as web analytics, targeting, and mobile analytics (see Figure 8).
“As media fragmentation occurs, what skills do you predict will be most critical to your marketing
organization over the next five years? Rank up to 5 in order of importance”
50%
13%
8%
4%
5%
6%
3%
3%
3%
2%
1%
7%
15%
10%
13%
12%
6%
10%
6%
6%
10%
4%
6%
14%
11%
13%
9%
7%
12%
7%
8%
6%
5%
9%
6%
13%
11%
8%
14%
9%
8%
6%
11%
3%
5%
5%
9%
9%
12%
10%
5%
14%
15%
7%
7%
Strategy
Campaign planning
Technology integration
Campaign analysis
Skill with online applications
Data management and segmentation
Communications
Budget management
Cross functional coordination
Creative design
Agency management
Ranked 1 Ranked 2 Ranked 3 Ranked 4 Ranked 5
11. Forrester Consulting
The Implications Of The Splinternet And Future Of Web Analytics
Page 10
Figure 8
Execution And Analytics Capabilities Are Key To Coping With Fragmentation
Base: 210 North American and European marketers
Source: A commissioned study conducted by Forrester Consulting on behalf of Webtrends, July 2011
Build for scale. Marketers are not strangers to substantial amounts of data, but the Splinternet’s diversity of
devices, touchpoints, and technologies drives massive growth in data volumes and the number of data streams.
As data output continues to grow at an exponential rate, it is vital that firms focus on managing data
macroscopically. Organizations must adapt their infrastructure and data management strategies to ensure a
holistic approach to collecting, processing, and storing data as well as making that information available
efficiently for marketing analytics and operations.
Develop the organization. Adapting to the Splinternet requires a concerted effort to build up organizations with
the skills, structure, and bandwidth to operate in a high-speed, fragmented environment. Along with focusing
efforts internally, firms should consider leveraging the operational and strategic expertise of external agencies
and consultancies. Firms reported that they are developing centralized marketing teams to consolidate
capabilities across channels, lines of business, and products to facilitate multichannel marketing (see Figure 9).
Organizations also extend beyond in-house capabilities, as many firms reported that they employ third parties
to support emerging channels and adopting technology for multichannel marketing (see Figure 10).
“As media fragmentation occurs, what technologies do you predict will be the most critical to your
marketing organization over the next five years? Rank up to 5 in order of importance.”
Note: Top 10 technologies shown.
28%
10%
4%
11%
3%
3%
4%
3%
3%
3%
9%
7%
3%
10%
7%
9%
5%
4%
7%
6%
5%
9%
10%
3%
8%
5%
5%
5%
2%
7%
5%
4%
10%
3%
8%
9%
6%
6%
5%
3%
6%
8%
6%
5%
5%
4%
8%
8%
4%
2%
Web content management
Multichannel campaign management
Social media analytics
Mobile content management
Web analytics
Social media/online community management
Data management and integration
Targeting and personalization
Visitor/Customer database
Data mining or predictive modeling
Ranked 1 Ranked 2 Ranked 3 Ranked 4 Ranked 5
12. Forrester Consulting
The Implications Of The Splinternet And Future Of Web Analytics
Page 11
Figure 9
Multichannel Marketing Requires A Focused Organizational Approach
Base: 210 North American and European marketers
Source: A commissioned study conducted by Forrester Consulting on behalf of Webtrends, July 2011
Figure 10
Firms Rely Heavily On Services To Support Technology
Base: 210 North American and European marketers
Source: A commissioned study conducted by Forrester Consulting on behalf of Webtrends, July 2011
“The days when marketers could sit in their own little silo are over. These new touchpoints aren’t just a marketing
activity, they involve IT and many parts of the organization.” (Marketing Executive, Retail )
“Because of technology changing so fast, having 1-2 people who are familiar with it is not possible. It’s better to rely on
outside resources.” (Marketing Executive, Manufacturing)
"Please describe your firm’s organizational approach to support marketing across multiple
channels.”
49%
26%
15%
10%
Centralized marketing team, consolidating all technology
and services across channels, products, and corporate
groups
Decentralized marketing team, brands, product teams,
corporate groups have independent marketing capabilities
Hub and Spoke – certain capabilities are centrally
supported but product teams or corporate groups have
some autonomy
Marketing is organized by channel
"Please describe your firm’s technology approach to support marketing across multiple channels.”
25%
24%
17%
16%
14%
3%
1%
We have a hybrid approach of working with technology
internally and external providers
We have a primary technology platform that supports
most functions
We have an agency or service provider that provides a
managed service for technology
We have built our own technology to support marketing
We use best-of-breed technology for most functions
We have a hybrid approach of working with third-party
software providers and internally developed technology
Other
13. Forrester Consulting
The Implications Of The Splinternet And Future Of Web Analytics
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Measure the right things, not everything. Fragmentation is a double-edged sword in terms of measurement: It
generates massive amounts of data from which to perform measurement, but the sheer volume of potential
metrics can cause paralysis or misdirect unsuspecting marketers. Fortunately, firms do not need to measure all
the data, they just need to measure the right data, shifting from breadth-based approaches to focus on depth in
measurement strategy. This entails defining KPIs at multiple levels: first for channel-specific activities to
determine tactical success, and second, a set of global KPIs to support standardized measurement and
attribution across channels.
“Success is really hard to measure. One of the biggest challenges. The vast majority of our measurement is in terms of
inquiries, leads, pipeline driven and it’s really difficult to measure a social network in that way. How do you measure?
Numbers of members in the community? Or getting the CIO of the biggest company in the country rather than 15
smaller CIOs? It’s about quality and quantity of people in the community.”(Marketing Director, Consumer Packaged
Goods)
“It’s being able to attribute all pieces of marketing and sales engagement in one inquiry that leads to opportunity.”
(Marketing Manager, High Tech)
14. Forrester Consulting
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KEY RECOMMENDATIONS
Without a doubt, the fragmentation that is central to the Splinternet creates challenges to marketing organizations. But
more than disruption, fragmentation embodies a once-in-a-generation opportunity for marketers to engage with
customers in more ways, and more productively, than ever before. To make the most of this opportunity, organizations
must take a holistic approach to addressing the Splinternet — starting with a cohesive strategy, and then addressing
subsequent technology, organizational, and measurement components. To put a comprehensive approach to harnessing
the benefits of fragmentation into effect, proactive organizations should take the following steps:
Experiment then operationalize. Take a structured, experiment-oriented approach to adopting new channels.
Fund a formal test program or support low-cost, minimal resource, informal participation to evaluate new channels
and determine whether to proceed with a full-scale rollout and allocate significant budget and resources. This
approach permits organizations to explore channels while limiting risk.
Don’t go it alone. Based on an inventory of your current capabilities, prioritize initiatives to fill in gaps based on
your short- and long term goals and determine if additional skills or bandwidth from third parties is needed.
Leverage agencies, consultancies, and vendor professional services to complement internal core competencies
where needed. When considering external support, always ensure that potential partners have a perspective on
multichannel marketing that is consistent with that of your organization.
Prioritize measurement. To avoid uncertain ROI and to develop performance benchmarks, no activity should be
executed without a measurement plan in place. In addition to channel specific metrics, utilize business-oriented
KPIs across all channels to ensure that tactics are delivering suitable performance within the context of the entire
marketing plan and support the firm’s strategic goals.
Make analytics actionable. To take full advantage of the data generated by interacting with customers across
channels and devices, take analysis beyond static reporting and translate insights into actionable strategies.
Feeding the output of marketing analytics back into content and execution strategy allows firms to proactively
drive the customer experience with tactics based on user behavior and preferences. Leverage data-driven
techniques such as online targeting, triggering, and segmentation to optimize marketing activities.
Democratize data insights. Beyond the expansion and fragmentation of channels, the Splinternet also reduces
dependence on discrete channels in favor of multichannel marketing. To excel in this environment, marketers need
visibility to the entire engagement funnel. When developing the measurement strategy, consider how analysis will
be distributed to marketing and business stakeholders beyond channel owners and analysts to ensure that they
have a comprehensive view of customers and prospects.
Get ready for mobile now. Social is very popular with consumers and marketers today, but the mobile revolution
is under way. Begin evaluating mobile channels and establishing benchmarks to ensure that your organization is
ready to expand into mobile once it hits the tipping point with your target customers.
Market your presence in emerging channels. The social and mobile ecosystems may be emerging but they are
rapidly getting crowded. Simply creating a presence in these channels is no longer enough to ensure adoption.
Firms need to market their emerging channel presence to create awareness. Promoting participation in digital
channels via the website is an obvious tactic but also consider referring to social and mobile capabilities in print,
additional interactive media, and via customer-facing staff. Successful firms must also undertake specific
promotional campaigns to notify customers and prospects about online channels and emerging media.
15. Forrester Consulting
The Implications Of The Splinternet And Future Of Web Analytics
Page 14
Appendix A: Methodology
In this study, Forrester conducted interviews with five marketing decision-makers along with an online survey of 210
North American and European marketers to evaluate the industry pain points, trends of the Splinternet, the future of
web analytics, and recommend strategies for optimizing marketing within this rapidly evolving environment. Survey
participants included decision-makers in marketing and management-level practitioner and managers and above.
Questions provided to the participants asked about the benefits, trends, and opportunities that face marketers today
around the fragmentation of the internet and best practices on what marketers are doing today to measure and analyze
their consumers and brands. The study was completed in July 2011.
Appendix B: Demographics/Data
Figure B1
Revenue And Company Size
Base: 210 North American and European marketers
Source: A commissioned study conducted by Forrester Consulting on behalf of Webtrends, July 2011
28%
21%
20%
18%
14%
$10 billion
or more
$2 billion to
$4.9 billion
Less than
$1 billion
$1 billion to
$1.9 billion
$5 billion to
$ 9.9 billion
"What is the total annual revenue
of your company?”
"Using your best estimate, how many employees
work for your company worldwide?”
36%
36%
14%
10%
3%
1,000 to 4,999
employees
20,000 employees or
more
5,000 to 9,999
employees
10,000 to 19,999
employees
Less than 1,000
employees
16. Forrester Consulting
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Figure B2
Region
Base: 210 North American and European marketers
Source: A commissioned study conducted by Forrester Consulting on behalf of Webtrends, July 2011
Figure B3
Job Level And Decision-Marking
Base: 210 North American and European marketers
Source: A commissioned study conducted by Forrester Consulting on behalf of Webtrends, July 2011
"Where is the primary market you are targeting with your marketing efforts?”
United States,
50%
United Kingdom,
25%
France, 5%
Germany, 20%
"Which of the following best describes
your job level at your firm?”
51%
34%
8%
7%
Manager
Director
C- level or senior-most
executive
Vice president, senior
vice president, or
executive vice
president
"Which of the following most closely describes your role in
your organization’s interactive and multichannel
marketing? "
41%
24%
18%
18%
I’m directly involved in my
organization’s interactive and
multichannel marketing strategy
I’m the key decision-maker in
my organization’s interactive
and multichannel marketing
strategy
I manage a team that is directly
involved in my organization’s
interactive and multichannel
marketing strategy
I’m indirectly, but significantly
involved in decisions around my
organization’s interactive and
multichannel marketing strategy