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Just over a year ago Econsultancy and Marketing Week published a Modern Marketing Manifesto, an attempt to try and capture what should constitute marketing as we move further into the 21st century.
But only one of our twelve manifesto points, which we called ‘Character’, really addressed how we should work as marketers.
Not what the tools of marketing are but the skill set practitioners need to operate and work day to day.
IBM recently announced a $100m investment in its Interactive Experience arm. Essentially this is IBM’s global digital agency.
At Econsultancy we are currently finalising our annual Top 100 UK Digital Agencies report. Without giving away too much you will see the likes of IBM, Deloitte Digital and Accenture Interactive ranking highly.
In the last six months there has been talk of the death of digital marketing. Forrester recently mooted that digital marketing is dead and that we are now in an era of “post-digital” marketing.
In his keynote address at Dmexco in Cologne last September, P&G’s global brand building officer Marc Pritchard also talked about the end of digital marketing as something separate or distinct.
Indeed this is a view that Econsultancy and Marketing Week espoused in our Modern Marketing Manifesto which we published almost a year ago.
We cut ‘digital’ as one of the key elements of marketing from the initial draft and focus instead on integration, customer experience, brand, data and other elements irrespective of medium or channel.
It's becoming harder and harder to persuade customers to give us their personal data. Are they more worried about privacy and security post-Snowden?
Are they wary that we marketers will relentlessly spam them once we have their details? Do they find it too difficult to do the data entry on the mobile devices they are increasingly using?
According to recent TRUSTe research 60% of people say they are more concerned about security now than they were a year ago.
It turns out that businesses sharing personal information with other companies (60%) and tracking online behaviour to show targeted ads and content (54%) were the two largest causes of increased online privacy concerns.
And yet there is also plenty of research to show that consumers appreciate personalisation and customisation. According to Adobe’s 'State of Online Advertising' last year, 88% of those surveyed in the EU were neutral or positive about customisation; this figure rose to 94% for the US.
So we face a tough challenge as marketers, as customers seemingly want the benefits of customisation but without giving up any personal data...
Each year I try to give my personal thoughts on what will be interesting and important in the world of digital marketing and ecommerce for the year ahead.
These are somewhere between trends and predictions. They are based largely on the many conversations I have with industry influencers and practitioners.
Following are just a selection of 10 trends that I've chosen to highlight. However, there is free report to download and share which is over 40 pages long and covers all of my trends and predictions for 2014 across the 10 core digital topics that Econsultancy cover.
A couple of weeks ago, Centaur Media plc, owner of Econsultancy and Marketing Week among other things, appointed Andria Vidler as the new CEO.
Andria’s previous roles include chief executive of EMI Music UK & Ireland and MD of Magic Radio and Capital Radio. So plenty of general management and leadership experience.
But she has also been Marketing and Business Development Director at BBC Sport, CMO at Bauer Media, and is a Council Member for the Marketing Group of Great Britain. So a marketer who has become CEO.
What is digital transformation? There is a lot of talk at the moment about this process, where an organisation overhauls its capabilities in order to reach digital enlightenment.
This is a large-scale change that typically takes years and cuts across strategies, people, processes and technology.
While there are internal elements to this, such as new social collaboration tools for employees and adopting more agile ways of working, much of the desired transformation relates to customer-facing activities, especially sales, customer service and marketing.
But what do we really mean when we talk about 'digital' anyway? What is a 'digital organisation'? Clearly we have gone beyond using just ‘online’ or ‘internet’ because those words do not adequately encompass mobile or other channels and media that are increasingly digital.
But I think ‘digital’ actually stands for more even than this...
The ‘experience economy’ was first proposed by Pine and Gillmore in 1998 in the Harvard Business Review. It describes how economies mature over time from ‘commodity’ through ‘goods’ to ‘services’ and, finally, ‘experiences’.
In this final stage businesses can charge for the value of the "transformation", of the “feeling”, that an experience offers.
Technology is one of the twelve core elements of the Modern Marketing Manifesto formulated by Marketing Week and Econsultancy.
We propose that to be a modern marketer you must be comfortable and adept at procuring and using technology to its best advantage. We believe modern marketers will have increasing ownership of technology.
But it isn’t just about the technology solutions or platforms. It is becoming increasingly important that marketers, and certainly digital marketers, have a good grasp of technology fundamentals to be most effective in their jobs.
Having a better technology understanding allows us to understand the ‘art of the possible’ and give us ideas, it helps us work more productively with colleagues in technology teams.
As marketers we are clearly interested in who our customers are. We care about who owns, and has control over, our customer data. The rise of digital channels offers new opportunities to capture customer data and, indeed, different kinds of data such as behavioural, or social, signals.
But there is a battle for identity, and customer data, already under way that looks set to escalate. As the gods of the internet tear the firmament asunder we must consider the implications for us mere marketing mortals.
When the dust settles on all the current activity around technology and data, what will be left?
Creativity is the answer. But let us wind back a little.
Creativity is one of the core elements of our Modern Marketing Manifesto. It says “we believe we need creativity just as much as we need technology”.
However, most of the energy and activity currently is directed towards data and technology.
One of the characteristics of the modern marketer outlined in our recent Modern Marketing Manifesto is agility. The ability to be responsive and adaptive. To be flexible and embrace change.
The concept of agile marketing has grown from the need to try and deal with a more fluid marketing environment, driven largely by digital, and has borrowed from the principles of agile software development.
The latter values “individuals and interactions over processes and tools; working software over comprehensive documentation; customer collaboration over contract negotiation; responding to change over following a plan”.