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Internal communications has always taken a backseat when it comes to business priorities.
External comms however has always been a big focus, as companies put their efforts into keeping customers happy without necessarily thinking how much of an impact their employees can have on their success.
Company silos. That least poetic of business metaphors is not going away anytime soon.
For all the articles about cross-functional teams and iterative ways of working, 40% of marketers admit that they are not adequately supported by other members of the organisation and that different departments have their own agenda.
What the heck is strategy?
If I worked for an agency or wrote for The Drum, I might ask "What the f#@k is strategy?" – this four letter word seems more apposite, given the amount of fluff written about digital strategy in particular.
Last week we hosted Get With The Programmatic 2016 (GWTP), a conference designed to demystify programmatic and examine some of the technology steering its use cases.
A key theme that came up several times throughout the day was what marketers require to get started.
Why are we still talking omni-bollocks, when we should be talking retail?
Why all the jargon?
Why all the omni-channel cliches and the multi-channel job titles? Why all the endless debates about whether digital is right for a brand or not, or digital versus in-store?
If 'digital transformation' could be defined by just one of its constituent parts, it might well be digital product management.
So, what is digital product management and how can it be implemented?
I'm going to advance some of my personal opinions here, but I'm sure you have your own experiences of good and bad digital agency pitches.
Please confess all in the comments below, naming no names, of course.
I was struck by the news that Adam & Eve/DDB has dropped 'digital' from its job titles.
Firstly, what a perfect piece of PR. But there's more to it than that; the agency is an early mover in the next stage of an ideological regression that has been happening for a while now.
There's a backlash against technology, against third-party solutions, corrupt ad models, poor creative and even content marketing.
Agencies want to get back to 'the work'.
Do you know any conversion rate optimisation nuts? It’s likely you do, and that in itself is strange.
Why should improving the efficiency of your marketing online be an acquired taste, like rugby league or larping?
One of the alarming findings of Econsultancy’s Conversion Rate Optimisation Report (in association with RedEye) is a continued strategy vacuum.
In US stores, sales and footfall were down 10%, according to ShopperTrak; in the UK, we saw footage of empty stores on the morning of Black Friday.
Yep, there seemed to be something different about Black Friday this year, with retailers increasingly embracing ecommerce.
A change in retailer strategy was well documented. Longer sales, more considered discounts, more discounts available online (and earlier); all these changes herald the beginning of what is now a shopping season, not a one-off event before Christmas.
Let's look at how have retailer strategy might have correlated with consumer transactions and traffic online.
2015 has seen retailers continue to evolve their Black Friday strategies, with many spreading sales across the period.
UK retailers, in particular, have learnt from last year's bumper day (a breakthrough for the holiday in the UK) and either dropped out from the race or tried to spread demand.
Let's have a look at the strategies being adopted by a number of major retailers.
We've written previously about the challenges of information architecture at the British Library.
And now we've caught up with Head of Digital and Marketing Operations, Graham MacFadyen, to get some fascinating insight into how the organisation prioritises content and measures success online.