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Maddy Wood

6 Senior-Level Steps To Digital Marketing Success - 1 views

  • Commit personally: Senior executives need to understand what they want from digital and social. Fortunately, the highest-level goals are generally quite clear. Companies have unprecedented opportunities to build steadily strengthening connections to customers, prospects, and partners. As a result, they can achieve higher margins, lower acquisition costs, and lower customer churn, thereby raising customer lifetime value. Clearly laying out these expectations is a great way to start.
  • 6 Senior-Level Steps To Digital Marketing Success
  • Understand customers.
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  • Map the pieces: This is perhaps the most challenging step. The overarching goal is to create an “ecosystem,” or community, of some sort–in short, a company’s own network that includes customers, prospects, and partners. This enables increased engagement with existing members, while promoting growth by adding new members. A place to start is understanding where the company stands across three distinct digital approaches–search engine marketing based on static Web sites and perhaps email marketing systems; permission-based inbound marketing based on attracting opt-in members and then building engagement through customer relationship management systems and content nurture streams; and social marketing and social sales based on understanding and leveraging social networks. One key question to ask is, “What should be at the center?”
  • the CRM system may take the central position rather than the Web site.
  • the real benefits come from achieving local leverage by encouraging a wide range of employees and partners to develop their own social presence, as well.
  • executives need to understand and articulate how the structure reflects the approach to growing customer lifetime value.
  • Assemble the components: Once the pieces are mapped based on the shape of the customer opportunities, the next challenge is to assemble a specific set of components with an eye toward flexibility and cost effectiveness. Given the remarkably rapid rate of innovation, leaders need to avoid being locked into expensive commitments that won’t be easy to continue to change. A series of principles can really help here.
  • build, test, and monitor prototypes until they work perfectly. Investing extra time and effort at this stage can make the step of expanding the system much quicker and less expensive, as well as making broad implementation much smoother.
  • Engage the organization around content, and marshal the resources to make it successful. Once a system is developed, it has to be used to full effect to capture the available benefits. And in today’s world, that requires a large, steady stream of content. Types of content include articles, blogs, white papers, contests, games, webinars, videos, posts to discussion groups, tweets, and infographics (to name a few). Increasingly, content generation is evolving into a companywide responsibility, rather than simply a marketing responsibility. Senior executives need to embrace and then encourage this. Although this is a relatively undeveloped area, management processes that reward the generation and dissemination of great content will undoubtedly lead to great value. And social management platforms that enable rapid and easy sharing of existing content, along with monitoring for compliance purposes, are already enjoying rapid growth.
  • Constantly measure and monitor in order to learn and improve:
  • margins should improve, acquisition costs should drop, and churn rates should decline
Maddy Wood

B2B Tech Marketers Ahead Of The Content Marketing Curve | CMO.com - 0 views

  • B2B Tech Marketers Ahead Of The Content Marketing Curve
  • For B2B technology marketers, original content is becoming a more critical tool to create continuous conversations with customers as they balance a complex mix of formats delivered both digitally and through live events.
  • So marketers have to provide a "curriculum" of materials that educate prospective buyers throughout the purchasing pro
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  • "You really have to cut through the clutter," and social media has raised the expectation that content will be focused on customers' interests.
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    For B2B technology marketers, original content is becoming a more critical tool to create continuous conversations with customers as they balance a complex mix of formats delivered both digitally and through live events. CMI's 2013 benchmark report found that, overall, B2B marketers are spending 33 percent of their budgets on content marketing, and more than half (54 percent) plan to increase their spending the next year. Social media is the most popular tactic, employed by 87 percent of respondents, followed by articles on company Web sites, e-newsletters, blogs, and case studies. But use of most tactics, especially research reports, video, mobile content, and virtual conferences, are rising. Read more: http://www.cmo.com/budgeting/b2b-tech-marketers-ahead-content-marketing-curve?cmpid=TT170#ixzz2EBo4Qofx
Jason Ryan

http://www.maritzmotivation.com/~/media/Files/MaritzMotivationSolutions/White-Papers/Co... - 0 views

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    Good article mapping employee loyalty to the CDJ
Jason Ryan

The Always-Connected Customer Has Killed Marketing, Finally - Forbes - 0 views

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    You have heard of the 6Ps, here are the 6R's.... Super dumb headline and generally a dumb article, but the Marketing Orchestration concept is useful
Maddy Wood

App prices - a few pennies more wouldn't hurt - Media news - Media Week - 0 views

  • App prices - a few pennies more wouldn't hurt Annette Ehrhardt, 03 December 2012, 8:30am Be the first to comment   With the app market continuing to boom heading into 2013 it's high time to focus on the users, writes Annette Ehrhardt, senior director, Simon-Kucher & Partners.
bethgranter

The Promise - Features - Twitter Tracker - Channel 4 - 0 views

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    tracker twitter tools visualisation
Maddy Wood

The Year Ahead For...Social media - Brand Republic News - 1 views

  • The Year Ahead For...Social media
  • Social media is antifragile. It is thriving in a world of increasing technological development, complexity and uncertainty.
  • In 2013, social media will
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  • move rapidly towards the plateau of productivity. This makes it an exciting place to invest budgets, gain traction with consumers and achieve both business and marketing objectives.
  • THE RISE OF SOCIAL BUSINESS More companies will move beyond an experimental approach to social media.
  • PAID, OWNED AND EARNED
  • SOCIAL SOFTWARE
  • The challenge facing brands will be to successfully utilise the software to deliver real business benefit. In such a nascent industry, we can expect some trailblazers to drive competitive business advantage for their clients, while others will fail just as fast as they appeared. It will take canny observers to predict the winners and losers.
  • In such a nascent industry, we can expect some trailblazers to drive competitive business advantage for their clients, while others will fail just as fast as they appeared. It will take canny observers to predict the winners and losers.
  • The discussion about who "owns" social media will move to be focused on "how can we better colla-borate and become more open?". Human resources, customer service, insight and operations, as well as marketing, should all benefit.
  • The shift towards closer integration between paid, owned and earned media will accelerate in 2013. As social networks look for ways to monetise their audiences and brands search for more effective ways to engage consumers, there will be increased growth of paid-for social advertising. Facebook may see the lion’s share of advertising revenue but will need to tread a delicate balance between consumers’ and advertisers’ needs. Expect to see plenty of changes around the News Feed, ticker and notifications. Expect changes to the EdgeRank algorithm and key application programming interfaces. After all, if you are only "1 per cent done", there is plenty of change ahead.
  • SOCIAL MEDIA MEASUREMENT
  • THE RISE OF SOCIAL CRM
  • With the emergence of better-tracking and more useful social CRM platforms, brands can focus on finding and engaging valuable brand advocates. Turning these "superfans" into evangelists and rewarding them will move from being ad hoc to becoming part of a structured programme. In turn, consumers will become wiser about their importance to brands and look to demand a better deal in the value exchange. Expect some high-profile fallouts.  
  • BIG DATA
  • The promise of finding the needle in the haystack – the insight from the data puke – is an exciting one. The reality of looking at large volumes of social data in real time, understanding and responding to it is far more challenging. So, although 2013 won’t quite be "the year of big data", we’ll certainly see significant leaps forward.
  • Talent, expertise and creativity will be key components that will influence success.
  • the social media industry, and those brands willing to invest in it, will become stronger. Because data is accessible, points of view are shared and there is a cultural willingness to fail fast, learning from the randomness will be accelerated. In these fragile times, it’s comforting to know we may be able to rely on the antifragility of social media this year.
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    In 2013, social media will go beyond the peak of inflated expectations (pre-Facebook and Groupon initial public offerings) and the trough of disillusionment (cf. Facebook at $17 a share) and move rapidly towards the plateau of productivity. This makes it an exciting place to invest budgets, gain traction with consumers and achieve both business and marketing objectives.
Maddy Wood

The 21 day challenge - no phone in the company of others | LinkedIn - 1 views

  • The 21 day challenge - no phone in the company of others
Antony Mayfield

Striding with ITV into the future of news | Made by Many - 0 views

  • Our product strategy for ITV News was simple, bold and probably as obvious in hindsight as any good idea should be. We set out to create a digitally native news service, something made for the web and mobile that left behind the Guttenberg-era baggage of ‘pages’, ‘articles’ and ‘editions’ that most news websites haven’t been able to shake off, as well as reworking some proto-web typologies like ‘navigation’, ‘liveblogging’ and ‘galleries’. 
  • We wanted to make a news service that answered the question: “What would news be like if we had networked digital media (and digital cameras and phones and laptops) but there had never been newspapers or broadcast TV news programmes?”.   
  • video - would be a massive culture shock. There was nervousness, especially about time and resources, offset by enthusiasm for change and a leadership determined to exploit the potential of real-time news delivered across multiple devices. We also had a strong conviction that opening up the news gathering process - rather than adding new work - would give us the content we needed for the stream. 
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    I love that MxM begins with a "product strategy" for ITN, over a "digital", "social" or what not....
Jason Ryan

MediaPost Publications Omnicom Launches Content Continuum To Optimize Brand Content 09/... - 0 views

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    SEO professional services gradually being replaced by content professional services http://t.co/qnBB1IyO
Alex Vaidya

Own-branded TV channels boost consumer engagement | In-Depth Analysis | Marketing Week - 0 views

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    Intersting stats on the impact of branded video channels etc
Antony Mayfield

Just 1% of fans engage with brands on Facebook :: StrategyEye - Industry Intelligence - 0 views

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    So 1 million fans = an engaged community of 10,000. That sounds (a) about right and (b) something you can do good work with. 
Antony Mayfield

P&G CEO To Lay Off 1,600 After Discovering It's Free To Advertise On Facebook - 0 views

  • he would have to "moderate" his ad budget because Facebook and Google can be "more efficient" than the traditional media that usually eats the lion's share of P&G's ad budget.This is coming from the man who increased P&G's adspend by a staggering 24 percent over the two years through October 2011, even though sales rose only 6 percent in the same period.
  • Note that P&G's revenues were up 4 percent to $22 billion in the quarter but the company's costs for sales, general and administrative work were flat.
  • n the call, McDonald and his crew were asked about ad costs three different times. McDonald eventually said: As we've said historically, the 9% to 11% range [for advertising as a percentage of sales] has been what we have spent. Actually, I believe that over time, we will see the increase in the cost of advertising moderate. There are just so many different media available today and we're quickly moving more and more of our businesses into digital. And in that space, there are lots of different avenues available. In the digital space, with things like Facebook and Google and others, we find that the return on investment of the advertising, when properly designed, when the big idea is there, can be much more efficient. One example is our Old Spice campaign, where we had 1.8 billion free impressions and there are many other examples I can cite from all over the world. So while there may be pressure on advertising, particularly in the United States, for example, during the year of a presidential election, there are mitigating factors like the plethora of media available.
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  • P&G's Old Spice campaign is a textbook example of what the entire company should be doing. The problem is that the entire company isn't doing it. Check out Mr. Clean's Twitter stream, for instance. Oh, right—he doesn't have one.
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