Here is a modern day 'the chicken or the egg' scenario. What came first, a business’s digital capabilities or a customer’s need for digital relevance from businesses?
Does it really matter? What does matter is that businesses must be digitally wired with a consumer-focused mind set in order to succeed in today’s highly competitive landscape.
Many businesses have shied away from online reviews because of the fear that bad reviews will ruin their business. But it’s just not true.
Everyone knows that no business is perfect and that sometimes things can go wrong.
So, across-the-board five star reviews should always be taken with a pinch of salt as it’s inevitable that someday, someone, somewhere will have been less than ecstatic about the company they bought from.
As we enter the final month of a promising year of economic recovery, I'm continuing to round up the best of the Econsultancy blog.
Here you'll find around 30 posts that are definitely worth your time; either great practical advice, the best of our opinion pieces, interesting case studies, or what you definitely need to know about changes at the main tech players.
Feel free to comment on any of the posts, as our authors are always keen to extend the debate.
As a small business owner you're in a great position to start exploiting social media for all its worth, adding much sought after personalisation and relevance at an integral stage of your development.
Although social media can be a fairly time consuming practice depending on how many platforms you choose to use, it's also the key way for a small business to develop awareness, raise its profile, gauge its market and interact with existing and future customers.
As the UK is celebrating its first Small Business Saturday on December 7 2013, here is the second in a series of posts that takes a look at each individual social media platform in turn (last week we looked at Pinterest for small businesses) and highlights how you can achieve the best from each one.
This week: Facebook.
Oreo was the brand with the highest increase of ‘buzz’ in 2012, with a 49% higher online chatter than in the previous year.
How did Oreo achieve this and also continue to maintain this high level of engagement?
We’ve previously discussed on the blog about how Oreo is the king of agile marketing, and it's clear that Oreo has a marketing team that not only has a finger tightly on the pulse, but who can also react with whip-smart efficiency, humour and charm.
Recently I’ve discovered some more great examples of online marketing (agile and not-so-agile) throughout Oreo’s social channels. Each one displaying a strong presence and a keen idea of what its followers expect from the brand. Let's take a look at each one in turn...
Brands no longer have an option over whether or not they provide social customer service as consumer demand dictates that complaints and queries are at least acknowledged even if they are ultimately dealt with via a different (less public) channel.
A new study by IMGroup found that fashion retailer Next currently provides the best overall social customer service among brick-and-mortar retailers, followed by Argos and Marks & Spencer.
Next was the top performer on Facebook and the second best on Twitter, which are the two channels most commonly used for social customer service.
All of the retailers in the report had a Twitter presence, with seven of them operating a dedicated customer service feed. Only Superdrug and Boots do not use Twitter for customer service or complaint handling.
An argument for not reporting results in marketing: if you find yourself in times of crisis having to report frequently, try reporting on actions rather than numbers.
Report on the things you did rather than the traffic you achieved.
Here is my argument for not reporting results in marketing...
Happy Thanksgiving! Happy Hanukkah! Happy Thanksgivukkah! Uh... Happy Black Friday!?
Even with that opening salvo of well-wishing I feel like I'm still missing people. Hey, Happy ruddy Friday everyone!
Sit back, relax, pop on your work headphones (you're not sat on the back of a bus after all), and take a look at these 16 brilliant new Vines from brands, all collected during November 2013. Plus there's a Thanksgiving bonus at the end.
Then if that's not enough, check out October's 10 best new examples of branded Vines when you're done.
Yesterday I was invited to the UK launch of a new personalised video platform, created by Dutch company Rednun.
Rednun claims that if you want the biggest impact possible for the maximum number of people, you can’t do it by producing just one video and uploading it on a shared video platform. You need to personally tailor each video for every individual viewer.
The user provides their personal information to a company, the company provides that database of customer information to a production company. The production company creates a video specifically for every customer, providing maximum relevance and complete personalisation.
Rednun claims the rewards are higher conversion rates, brand loyalty, visibility and engagement rates.
I'm naturally skeptical of most things, especially in terms of the technology needed to achieve mass personalisation and the above goals promised by the company, so here's a rundown of the presentation with a few of my own thoughts peppered throughout for balance.
Product and service development is all about risk. We take on a range of market, design and technical risks in order to gain rewards – new products, better conversion rates, increased market share, improved margins, etc.
Sometimes, however, the risks win. Projects fail for a whole host of reasons: our aspirations run ahead of the technology; we fail to find a commercially feasible solution to design challenges; our competition beats us to the punch. The list is almost endless.
And too many items on that list are entirely manageable. Poor internal communication. Ill-defined scope. Failure to engage key stakeholders. Unrealistic estimates. The project management literature has been calling out such risks for decades.
We know how to solve these problems. We just don’t do it.
That’s the real failure on many of our projects: we fail to see and manage the basic stuff.