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The single customer view (SCV) is one of marketing's hot potatoes.
Is it really feasible? Well, according to our latest Quarterly Intelligence Briefing: The Pursuit of Data-Driven Maturity (in association with Adobe), 20% of marketers have in fact achieved an actionable SCV.
The survey has thrown up plenty of fascinating data - let's take a look at a little bit of it.
Does your New Year to-do list include 'hire a PPC specialist'?
How have your marketing teams changed and upskilled in the past two years?
Econsultancy's updated Organisational Structures and Resourcing Best Practice Guide reveals the state of digital marketing capability, in-housing and outsourcing, specialisation, budgeting, talent and training in 2015.
The team at Hive have an interesting story to tell.
Iterating a new product in a nascent part of an old industry, doing this within an enormous organisation like British Gas, while maintaining an independent, startup culture.
There's a lesson in there for anybody.
Here's what I learnt about Hive by listening to Tom Guy, product and commercial director, at #canvasconf, organised by 383.
In my previous article I looked at the rise of the Chief Digital Officer.
However, in that piece I suggested that the “transformer CDO” is very similar to the Chief Customer Officer, the latter also seeing a dramatic rise in popularity in the last two years.
The most important part of digital transformation to our readers is their place within it.
We are continually asking ourselves 'do I have the skills needed to succeed?' and we know that learning new skills is the only way to keep pace with change in the industry and our job descriptions.
But how are these job descriptions changing and why?
Staying on top of changing digital job descriptions is difficult for HR and senior managers.
That's why Econsultancy has put together a raft of digital job description templates for junior and senior roles in digital that you can adapt to your needs.
But what are the mistakes you want to avoid? Here are five that can attract the wrong candidates, damage your brand or compromise your interviews.
There are many companies reluctant to let their marketing execs have free reign with their owned and earned media.
This is understandable where reputations are easily won and lost. It doesn’t pay to give just anybody the keys to your website, email builder or social media channels and ask them to go at it. Social media faux pas in particular are well documented.
Recently Mike Bracken announced his resignation as Executive Director of Digital in the Cabinet Office.
He had been leading the digital transformation of UK government through the Government Digital Service (GDS), earning a CBE among other plaudits for his work.
More than anything ‘digital’ has blurred lines.
That might be blurring the lines of what we used to consider typical consumer behaviours or models (e.g. increased focus on behavioural segmentation and targeting rather than relying on, say, demographics), the blurring of lines across physical and digital channels, the blurring of lines across value and supply chains, the blurring of national boundaries and commerce.
As part of our Skills of the Modern Marketer research we set out to define the soft skills needed to be successful within an organisation coping with all the changes that digital transformation brings.
Although classic marketing skills are essential, these will have to be combined with more digitally focused skills – a natural gravitation towards collaborative work, adaptability, creativity, insights driven by data - in order to be well positioned within the broader organisation.
It’s becoming increasingly true that there is no longer such thing as a job for life.
The average worker today stays at their job for 4.4 years, according to the Bureau of Labor Statistics, and younger people only stay in their roles for only half that time.
Digital transformation is the journey from where a company is, to where it aspires to be digitally.
A digital organisation is generally considered to be one that focuses on customer experience irrespective of channel and has a ‘digital culture’. But how do you get the right mix of skills, culture and technology in order to benefit the customer and the long-term health of your organisation?