Group items tagged

Many businesses have invested in multi-channel campaign management systems, giving them the ability to execute campaigns across e-mail, direct mail, and the Web seamlessly. We classify our campaigns as transactional, promotional, and experiential, among others. When we look at reports, we often compare campaign performance against previous campaigns or similar programs running in parallel. While this focus on campaign management has made e-mail one of the most profitable direct channels in the marketer's arsenal, it has clouded our view of something more important: relationship management. If e-mail marketers are focusing on campaign-level strategy and execution, who is left to focus on the broader relationship between the brand and consumer and how content, cadence, and channel preference all come together to create a relationship of trust between the brand and the consumer? Let's look at some examples of how a focus on the relationship changes the way we look at the programs we run and inevitably makes e-mail campaigns more effective.

"Focus groups can only tell you so much. Companies in the mobile business also need to know the right problems to solve, which involves understanding people's implicit needs and unknown desires. Ellen Isaacs, a user experience designer and ethnographer for PARC, explains the benefits of using ethnography to develop better mobile products."

The adoption of social software by organizations started with the tools, and has moved to focus on the purpose for the tools. The last piece of the puzzle with be the people: their skills with the technologies and the ways that those skills affect their relationships with each other.

Businesses who focus on numbers can easily end up privileging short-term profits over long-term sustainability, employee productivity over engagement, and exploitation rather than innovation. These actions can end undermine the organizational strategy, and even the overall mission. Rather than serving as the ends-what the business is all about-the numbers (and qualitative metrics as well) need to be used as a means to measure of how well the organization is achieving both its short-term and long-term strategic goals, and ultimately how well the mission is being accomplished.

If your organization fails to invest in socially responsible measures, or even if anything about your business - such as a faked viral marketing campaign - is perceived to be phony, you will be found out. You will be tweeted about, and a Facebook Causes group will be created against you. As many corporate casualties have discovered, the result of such a campaign can be catastrophic to your firm's reputation and ultimately to its bottom line. Therefore, to avoid a public relations or financial disaster, integrity needs to be part of the DNA of every organization - not just to secure a healthy business environment, but for the organization's own sustainability and competitive advantage. It's worth noting here that I believe the word "integrity" is preferable to the expression "corporate social responsibility," as the latter puts too much emphasis on the notion that corporations should do "good" in the world and be "good" citizens out of some moral or ethical imperative. Of course, that is absolutely true. But what's new - and what organizations need to focus on - is the idea of integrity, as driven by transparency. Without it you cannot build trust, and trust is essential for competitiveness in this new environment. To put it bluntly, regardless of the moral arguments, there are now some hard, bottom-line business reasons for baking integrity into every company.

The world is a dazzling array of people, objects, sounds, smells and events: far too much for us to fully experience at any moment. So our attention may automatically be snagged by something startling, such as a slamming door, or we may deliberately focus on something that is important to us right then, such as locating our child among the happily screaming hordes on the school playground. We also know that people are hard-wired to seek out and pay attention to things that are rewarding, such as food when we are hungry, or water when we are thirsty

This talk explores nine commonly held assumptions about how teens and young adults use technology. By applying nationally representative data, we'll unpack fact from fiction. Do teens really send that many text messages a day? Is Twitter the next big thing among young adults? Are landlines obsolete? Using data from surveys and focus groups from the Pew Research Center's Internet & American Life Project, we will examine the changes in technology use among young people, and look at why it is important that we understand these trends, even if we're not young adults or parents of them ourselves

Customer-orientation and vision need to complement each other in order to stimulate breakthrough innovation. A visionary approach is essential to secure long-term success as well as to provide truly differentiating offerings to the market. However, this vision cannot be defined in a vacuum without customer insights. These insights are gained through shifts in focus from solutions to needs and broad understanding of customer's context, andmarket majorities to minorities, i.e. unserved consumers with dedicated needs.This leads me to the following conclusion: Innovation based on needs of edge customers tends to result in higher likelihood of breakthroughs than involving average customers in solution development. When it comes to breakthrough innovation, a customer-centered vision seems to be indicated.

American companies and organizations spend billions of dollars every year on leadership training for their managers. To improve job performance they ought instead to focus on what managers believe about their employees, a study by the University of California, Riverside shows.

One of the goals for WordPress version 3.2 is "Distraction Free Writing", or an upgrade to the current "Fullscreen mode" that can be toggled within the Visual Editor. The upgrade is still very much in development, but there's enough in place that we thought a quick peek wouldn't hurt.