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There’s a lot we don’t know about customer behavior and motivation.
Even though there has never been more information about what they’re thinking and doing, marketing is challenged by a buying process that jumps back and forth between the online and offline spheres and often involves multiple devices.
Content generation is increasingly being undertaken using management platforms and dispersed teams of freelancers, rather than traditional fixed role, in-house teams.
This trend is evident in a burgeoning gig economy and a rise in technology companies providing HR and content platforms. Over and above AI, these content marketplaces represent the future of content creation.
I've recently been writing about design thinking, a hot topic this year.
Now I want to ask, how should an organisation embed a culture of design?
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.