At Econsultancy we’ve discussed several times what the elements of digital culture are and why it’s good for business.
But we’ve never really covered what is really horrendous, quite possibly because we do like to focus on the positive whenever we can.
Today, I’m going to focus on the signs that show your organisation is desperately behind the times, because unfortunately such issues are rife in many corporate environments today.
If your organisation has any of the below, chances are they are irritating people beyond all comprehension, getting in the way of work and have no genuine utility behind them.
Banish these things immediately, or make a quick buck by shorting the share price of the offending institution.
Read below. I accept no responsibility for any migraines you suffer…
One of my specialisms is digital strategy. So I read a lot about strategy, and digital, and digital strategy.
In doing so I consistently find that the term has many interpretations in the digital world, meaning that digital marketing discussion forums are full of people asking where to start with crafting their own strategy.
Those same discussion forums are often flooded with responses that are blatant and biased sales tactics rather than genuinely helpful pointers.
So, here’s my advice (without ulterior motive!) for where to begin.
How many big organisations are actually good places to work? How many are changing their organisational structure and creating an ethos of transparency?
SingTel seems to be one of the companies undergoing big changes whilst trying to maintain a distinctive company culture (distinctive in being amenable to the workforce). I've been secreting myself in far corners of its website, and digging up interesting truffles of culture.
In plain English, here's some great PR from SingTel's site about company culture and digitally led change. It is to be admired by all of you currently undergoing a change in business structure, strategy, or even identity.
NB. This post might seem like a big advert for SingTel. But, I'd simply like you to show you the messaging on SingTel Group's corporate and recruitment pages, and explain why I think this sort of thinking is quietly revolutionary.
At Econsultancy Singapore, we recently had a good old discussion about the change necessitated by new digital technologies.
I thought I’d allow you to stick your finger into the prevailing winds of this discussion, by listing some of the take-homes.
To keep you interested, at the close I’ve added a couple of brands that seem to be agile and are moving with the marketing times, embodying many of the 12 pillars of the Modern Marketing Manifesto.
In this post I will explain how influencers are critical to any structured advocacy program by helping brands manage the two most important moments of their customer journey: the POME and the ZMOT.
Brand advocacy programs are becoming an increasingly important element of marketing strategies for big B2C brands: Nestle for example has inscribed “advocacy” as one of their nine brand pillars.
The BCG published a very insightful article on that topic last year demonstrating how advocacy needs to be at the center of marketing strategies. Advocacy spans across reputation, customer feedback and influence.
Tate has always looked forward in setting its digital strategy and publishing it clearly.
Earlier this year, the strategy was updated, to lead through to 2015. The title of the document couldn’t put it any plainer, ‘Digital as a Dimension of Everything’.
This is a bold claim, and is perhaps more literal a statement than one would think at first glance.
In this post, I share the salient points, for anyone setting their own digital strategy.
In this two part post, I’ll cover the rise of influencer marketing as a promising practice for social businesses and how to win the race to seize its benefits.
This first post will detail why influence marketing will enjoy very strong increases in marketing investment from brands in the coming years as they will realize it is a key element of their digital communication strategy.
James Prebble is Digital Strategy Director at Pancentric Digital, a digital agency based in London. Here he walks us through a typical working day.
If you like the sound of what James does for a living then do check out the range of digital strategy and planning jobs listed on our jobs board.
Argos has announced plans to reposition itself as a ‘digitally-led business’ in the face of falling sales and profits.
The new plan, which will cost around £300m over the next three years, involves reducing the emphasis on catalogues as well as closing or relocating 75 stores.
Our new report, How The Internet Can Save The High Street, looks at how brick-and-mortar stores can use digital channels to help drive sales, and it’s not difficult to see why Argos views digital as the way forward.
In the 26 weeks to the beginning of September Argos' multichannel increased to 51% of total sales, while online ‘check & reserve’, at 30% of total sales, remains the fastest growing channel.
Furthermore, mobile shopping represented 7% of total sales, contributing in excess of £100m of sales in the period despite the fact that Argos doesn’t have a transactional mobile site.
Last week, Dunkin Donuts announced that the next release of their mobile app will incorporate gifting between consumers, allowing one consumer to buy doughnuts and coffee for another, and have the details of that purchase sent to their friend's phone for quick scanning and payment.
For those of us out on the town this Friday night, the idea of getting a round in is hardly something new and certainly not something that would normally have us reaching for our smartphones, so what's the big deal?