For some arts organisations, the array of platforms and devices in digital is bewildering.
For small organisations, perhaps a theatre group, how is awareness and ultimately ticket sales to be improved? Beyond this, the prospect of actually engaging and collaborating via digital media can be daunting or perhaps feel like a pipe dream.
And for large arts organisations, how easy is it to compete with big brands, or big online-first non-profits such as the Khan Academy, when it comes to education and engagement online? Is a multi-pronged mobile strategy, featuring a number of apps and a responsive website, the best approach?
Lots of questions! In this post I'm framing a talk I gave for IT4ARTS last week, at the Barbican. I've given some background and fleshed out the challenge for the arts, in digital and on mobile.
I've also reviewed a number of mobile apps, looking in particular at the Tate, and there are also some references and jumping-off points to talks by those working and innovating at museums and galleries.
This week we’ve got some really juicy stats from Tesco, John Lewis’ Bear and Hare, Facebook and other more prosaic but useful numbers on mobile and retail.
Get stuck in and please send through any interesting titbits that may be worthy of inclusion next week.
For more stats, check out Econsultancy's Internet Statistics Compendium.
This week, a few marketing bits and bobs have made it into Econsultancy's anti-format round-up of crazy stuff from the web.
Don't let that deter you good souls from taking a great big draught from our interweb chalice. Drink it down, there's a good boy.
Of course, refer back to our regular blog content and research if you want some serious best practice advice.
I recently wrote a round-up post on the fairly new phenomenon by 'buy to give' ecommerce sites. One of the featured sites was MyGoodness.com.
I've been talking to its founders to find out more about its founding ethos and the future of the platform.
Will buy-to-give become a larger part of charities' efforts and charitable 'donations', as the consumer urge continues unabated?
Content marketing has only a loose definition; some think of it as informational content added to a website to improve search ranking, others see it as a way to drive traffic to a website from social.
Going a little further, many brands select a content niche that often has little direct relation to their products. Creating content like this often isn’t enough; at this stage, content marketing moves into sponsorship, patronage, charity, brand association and media ownership on a scale most brands only dream of.
So who is taking content to the next level, and what scale are we talking about?
Every so often a customer or user encounters a process, or experiences an interaction, that makes them feel all 1990s.
It makes them feel like the whole world has moved on, leaving only them, stuck, trying to find a black biro, or trying to communicate with a customer services department.
On the Econsultancy blog, there's been much talk of digital transformation. One of the most startling changes, cross-sector, is the almost complete agreement that web operations must be completely customer focused, as should the rest of business be.
So when, at Econsultancy, we receive the occasional notice of a disputed payment from a Barclaycard or AmEx customer (as do most online businesses), asking me to fax or post back information, I rant and tramp around the office, shouting 'can't we just ****** email it?!'
Why do we have to do this? Is this an indicator of a false dawn; an indicator of how far we have to go until the customer is the number one priority?
Ok, this is going to be a boring article about faxes, but at the heart of it is the 21st Century assertion that 'you must be where your customers are'.
Ryanair was, and is, famous for many reasons; cheap flights, luggage restrictions, perceived sexism, a crazy boss, a refreshing approach to PR, and the list goes on.
But perhaps Ryanair was most famous as the poster child for the upsell, and the doyen of poor UX.
All this might sound harsh, but it is thankfully all changing. Michael O'Leary has been all over Twitter recently talking about forthcoming improvements, particularly to the web, and luggage restrictions, too.
And today, via its Twitter account, Ryanair announced the first stage of its website rebuild, the homepage, is now live.
This week, Econsultancy's anti-format of useless stuff from the web is as varied as it's ever been.
We travel from the Alsace to Stockton, and meet Nicolas Cage and Larry David, among others.
When you're done here, of course, sip again from the warm broth of our reports and blog.
But for now, stay awhile, for it's so cold outside.
Real Madrid, and its marketing, is very much in the news at the moment, with the club in talks with Microsoft to rename the Bernabeu stadium, on the back of the €100m mega-signing of Gareth Bale.
I thought I’d take a glance at Real Madrid’s activities in digital, to see whether it is indeed a Galáctico, or merely a pececillo (or minnow).
In May of this year, Forbes judged Real Madrid, despite being the world’s richest club, to be the third biggest brand in the world of football, with a brand value of £409m.
This was significantly behind Manchester United in second, whose social media presence we’ve previously identified on this blog as on the right track but nascent. So how does Madrid compare?
Is the club as successful online as in broader business? Are the digital assets of the club as good as its rivals?
Before we get into it, it's worth noting that we should perhaps expect the club to demonstrate best practice, as it has its own graduate school that runs a masters course in sports marketing.
Agility, however you want to define it, should help to speed up iteration and therefore increase profit and customer satisfaction.
The working methods agility predicates may also help to increase staff satisfaction.
It can be argued that agility is achieved through innovation: setting aside some time to focus on ideas that may not be central to the core business. At the moment, I’d argue innovation isn’t particularly widespread, as many organisations’ attitude towards it is ’70:20:that’s not what we pay you for'.
Indeed, the double whammy of the recession and many governments’ subsequent focus on ‘the need for efficiency savings’ has set a tone that makes innovation even riskier.
The fact is though, fortune favours the brave, and in times of economic hardship (darn it, I’ve slipped into bureaucratese), those that spend money adapting to a surfeit of new and relevant technologies may well see success.
But what about all those non-innovating, anti-Eric-Schmidt business leaders? They must be struggling with something. They aren’t wilfully blind. Perhaps legacy technology and the difficulty of extricating an organisation from its knotted innards is what’s holding some business leaders back.
Ahead of our first Digital Transformation Leaders' Conference, I wanted to mull over technology.