Enter a search term such as “mobile analytics” or browse our content using the filters above.
That’s not only a poor Scrabble score but we also couldn’t find any results matching
Check your spelling or try broadening your search.
Sorry about this, there is a problem with our search at the moment.
Please try again later.
Digital transformation is now firmly on the agenda for many marketers and the businesses they work for.
However, it’s not an easy process and implementation differs massively between businesses and industries.
Everyone loves a heartwarming tale of brands spinning potentially negative news into a huge PR win.
We saw it earlier this year when TrekAmerica jumped on the hashtag #GiveGregAHoliday and scored a huge amount of press coverage for zero investment.
And now this week Waterstones and Airbnb have given us all a lesson in agile marketing after seeing an opportunity for PR gold when a Texan man got locked inside one of the former’s London bookshops.
Read on to find out what happened, or for more on this topic read our post on 23 nimble examples of agile marketing from ecommerce brands.
And to hear more from Airbnb come along to Econsultancy's Festival of Marketing in November. It's a two-day celebration of the modern marketing industry, featuring speakers from brands including Airbnb, LEGO, Tesco, Barclays, FT.com and more.
The advent of mobile technologies and an ever-increasing number of customer touchpoints have had a drastic impact on how businesses interact with their customers.
Marketers no longer have the luxury of spending months working on a single campaign or project, and must instead innovate and respond quickly to evolving customer needs.
As a result, many businesses have adopted the concept of agility that’s more commonly associated with software development. This allows them to place a greater focus on the consumer and revenue goals rather than sticking rigidly to a pre-defined marketing plan.
This is a strategy that's discussed in the new Econsultancy Top 100 Digital Agencies Report, and one that I'll investigate in further detail in this article.
Our Modern Marketing Manifesto makes the bold declaration that social media are changing business culture with the onus now on marketers to help create businesses that ‘have social in their DNA’.
For many organisations, attitudes within the boardroom towards social are a microcosm for ‘digital’ more broadly. An appetite for embracing social is often indicative of a C-suite understanding that changing consumer behaviour necessitates a focus on digital.
As Econsultancy CEO Ashley Friedlein explains in this post, digital stands for a focus on the customer experience, irrespective of channel, and a move towards a digital culture.
Just about every marketer in every company wants to be more agile and more innovative.
The accelerated rate of change in markets, technology development and associated consumer behaviours is challenging every business to reinvent how they originate, commercialise and scale ideas.
In reaction to the growing demand for insight into how organisations are responding to this challenge, Econsultancy has conducted research into how companies are deploying agile thinking, processes and techniques in the service of continuous innovation and the rapid development of new products and services.
The result, our new Digital Transformation: Agility and Innovation Best Practice Guide, sheds new light on what is perhaps nothing less than a watershed moment.
It looks at how companies are beginning to more broadly adopt agile principles beyond real-time marketing and agile development processes within technology teams, and starting to transform the fundamental way in which they work.
Last week I was lucky enough to attend our Digital Transformation: Innovation and Agility Breakfast Briefing, chewing the fat (and some very tasty sausages) with various digital leaders about the actual business implications of digital transformation.
The conversation threw a fascinating light on the organisational challenges businesses are facing. While familiar concerns about technology were mentioned, the group was far more focussed on the day-to-day reality of implementation, looking at people and processes.
Here I’ve collated some of the major points.