tag:econsultancy.com,2008:/topics/culture Latest Culture content from Econsultancy 2017-02-03T14:28:00+00:00 tag:econsultancy.com,2008:BlogPost/68776 2017-02-03T14:28:00+00:00 2017-02-03T14:28:00+00:00 10 astounding digital marketing stats from this week Nikki Gilliland <p>As always, the <a href="https://econsultancy.com/reports/internet-statistics-compendium" target="_blank">Internet Statistics Compendium</a> is ready and waiting if you’re in the mood for something a little extra.</p> <h3>34% of brands admit internal silos</h3> <p>New research from Oracle highlights how closer collaboration between sales and marketing teams is required to better target audiences and increase sales.</p> <p>However, despite also recognising the need, many organisations are failing to put it into practice. </p> <p>The Oracle survey found that 34% of brands admit their sales, marketing and customer service teams work completely independently of each other, leading to a lack of customer insight.</p> <p>In terms of the reasons why, 33% blame it on their current systems and technologies, while 30% say their corporate culture makes it tricky for sales and marketing teams to align priorities.</p> <h3>Millennials increasingly influencing tech-buying decisions</h3> <p>With millennials predicted to make up 50% of the US workforce by 2020, Linkedin has been exploring how younger generations are influencing technology buying decisions in the workplace.</p> <p>In a survey of 5,470 global professionals, it found that 61% of younger millennials (age 19-25) contribute to their companies’ technology purchases, with one in three already being decision-makers. Older millennials (those aged 25-35) are said to have even more influence, with 68% contributing to decisions.</p> <p>Lastly, Generation X still holds the power, with 85% of employees aged 36-50 deciding technology purchases or managing the budget.</p> <p><img src="https://assets.econsultancy.com/images/0008/3667/Linkedin.JPG" alt="" width="428" height="519"></p> <h3>Searches for US visas surge following travel ban</h3> <p>Following Trump’s travel ban, Hitwise data has revealed that searches for American visas have since increased by 34%. More specifically, searches for “visa for USA from UK” and “US visa waiver” have been among the highest.</p> <p>This is similar to what happened after Brexit, when Hitwise witnessed a 300% increase in searches related to moving to the EU. </p> <p>Following the week’s news coverage, approximately one in every 10,000 searches over three days related to the “travel ban”, which is an increase of 2,045% since January 28.</p> <h3> </h3> <h3>One in 10 Gmail users say emails are miscategorised</h3> <p>Gmail’s automatic sorting feature is proving less than effective, with one in 10 users reporting incorrectly categorised messages.</p> <p>This is according to new research from Return Path, leading to warnings that marketers should be more vigilant about how and where their messages are being delivered.</p> <p>The study found that 45% of tabbed inbox users check the ‘Promotions’ tab - used to aggregate marketing promotions and other offers - at least once per day. As a result, if marketing email is delivered to another tab, it could be missed entirely.     </p> <p><img src="https://assets.econsultancy.com/images/0008/3665/gmail.jpg" alt="" width="680" height="453"></p> <h3>UK consumers spent the most via mobile last Christmas </h3> <p>According to Adobe’s latest Digital Index, UK shoppers spent more via mobile last Christmas than the US or any other European nation. </p> <p>Data shows that 60% of online visits to UK retailers over Christmas were made on mobile, and of every £10 spent online in the UK, £4.10 came from a mobile device. </p> <p>Insight suggests that this could be due to a rise in last-minute buying, with the amount spent on the last Monday before Christmas increasing by 50% in 2016.</p> <h3>Live chat leads to greater customer loyalty</h3> <p>A new <a href="https://skilled.co/resources/live-chat-best-customer-service-right-now/" target="_blank">infographic</a> by Skilled highlights how live chat on ecommerce sites can lead to increased levels of customer satisfaction and loyalty.</p> <p>Studies show that 63% of live chat users said they are more likely to return to the site as a result. Interestingly, Mexico is said to be the leader of live chat, with the highest customer satisfaction rate of 94.11%.</p> <p><img src="https://assets.econsultancy.com/images/0008/3663/Skilled.JPG" alt="" width="674" height="342"></p> <h3>Nearly two in five shoppers have used their phone to pay in-store</h3> <p>MEF’s <a href="http://mobileecosystemforum.com/mobile-money-report/" target="_blank">Mobile Money Report</a> has revealed that mobile payments are on the rise, with nearly two in five shoppers using their smartphone to make a purchase in-store.</p> <p>From analysis of 6,000 consumers in nine countries, it also found that 78% of people have made a purchase using an app or mobile site.</p> <p>Mobile banking looks to be on a similar path, with 61% of respondents saying they now use their mobile phone to bank, and 44% using an app to check their balance.</p> <h3>Consumers see over half of brand content as ‘clutter’</h3> <p>The <a href="http://www.meaningful-brands.com/en" target="_blank">Meaningful Brands</a> report by Havas has revealed that over half of consumers view brand content as poor or irrelevant.</p> <p>In a study of 375,000 people across 33 countries, Havas found that while 84% of respondents expect brands to produce content of some kind, 60% of it fails to deliver any personal benefit.</p> <p>Consequently, we can see that the greater the impact on a person’s well-being, the more likely content is to be perceived as meaningful or effective.</p> <p><img src="https://assets.econsultancy.com/images/0008/3664/Havas.JPG" alt="" width="680" height="426"></p> <h3>80% of marketers describe data as ‘critical’ to success</h3> <p>A new GDMA survey has highlighted how customer data has become an indispensable asset, with 80% of global respondents citing it as critical to their marketing efforts.</p> <p>UK marketers are increasingly relying on data, coming top of all countries when asked about its importance.</p> <p>As a result, investment in data-driven marketing and advertising is still on the rise, with over half of global respondents saying they increased their spending in this area in 2016.</p> tag:econsultancy.com,2008:BlogPost/68656 2017-01-03T14:17:12+00:00 2017-01-03T14:17:12+00:00 Will the digital skills gap hold back young entrepreneurs? Nikki Gilliland <p>So what’s behind this entrepreneurial boom? Here’s more on the study and why millennials in particular are turning towards non-traditional roles.</p> <h3>Startup inspiration</h3> <p>According to Wix’s study, 44% of people would prefer to be their own boss rather than work for somebody else. Which is hardly surprising, I suppose?</p> <p>However, one statistic that <em>is</em> quite startling is that over a quarter of people believe they could make up to £48,000 pounds a year if they turn their hobby into a business.</p> <p>That’s quite a bold claim, especially taking into consideration the industries that people are interested in.</p> <p>From those considering starting an online business in the coming months, 19.2% of people cited the startup category of cooking, while 18.5% cited baking, 18.3% photography and 16% sports.</p> <p>As we can gather from this, there is a growing shift towards creative roles, with the majority choosing this over technology or finance-driven industries.</p> <p>Interestingly, many respondents cited TV shows like the Great British Bake Off and The Apprentice as the inspiration for their own entrepreneurial goals, as well as motivational online content like TED Talks.</p> <p><iframe src="https://www.youtube.com/embed/bvAEJ8G9l9U?list=PLOGi5-fAu8bFkzTIDgxljLEbCAyvzpyhB&amp;wmode=transparent" width="854" height="480"></iframe></p> <p>Similarly, with millennials now <a href="https://www.comscore.com/Insights/Blog/What-Millennials-YouTube-Usage-Tells-Us-about-the-Future-of-Video-Viewership" target="_blank">preferring to watch YouTube</a> rather than traditional TV, perhaps we can also put it down to the example shown by <a href="https://econsultancy.com/reports/the-rise-of-influencers/">social media influencers</a> – a career path that is typically built on self-motivation and self-expression.</p> <p>For younger generations, it is equally clear that happiness is a big motivation, with 49% of respondents saying that doing something they love is far more important than earning lots of money or having an impressive job title.</p> <p>Luckily, digital companies do appear to be cottoning onto this trend, with many more introducing workplace initiatives to <a href="https://econsultancy.com/blog/68487-how-can-companies-attract-and-retain-talent-in-the-digital-age" target="_blank">attract and retain talent</a>, such as flexible and remote working and training opportunities.</p> <h3>Biggest hurdles</h3> <p>Despite an increased desire to work independently or become self-employed, there are undoubtedly still huge barriers to success.</p> <p>Although 70% of Brits in the study said that finance was the biggest factor stopping them from launching a startup, 57% said a lack of marketing skills, while 49% said a lack of digital skills like <a href="https://econsultancy.com/reports/search-engine-marketing-seo-digital-marketing-template-files/">SEO</a> and analytics. This isn’t big news, of course.</p> <p>Last year, the House of Commons Science and Technology Committee published a report on the ‘digital skills crisis’, highlighting the fact that 12.6m of the adult UK population lack basic digital skills.</p> <p>The report urged the government to take action, calling for increased focus on digital skills in apprenticeships, universities and schools.</p> <p>However, while an investment in education is certainly required, we cannot ignore the untapped potential that already exists within businesses, with many also calling on companies to ensure employees develop their digital competence.</p> <p>Similarly, with 47% of employees having never taken steps to boost their digital skills - it is also vital for employers to promote the value of it.</p> <p><img src="https://assets.econsultancy.com/images/0008/2570/digital_skills.jpg" alt="" width="650" height="433"></p> <h3>Path to success</h3> <p>While the digital skills gap remains a big barrier for would-be entrepeneurs - and the reason why turning a hobby into an online business might remain a pipe dream rather than a reality for some - the desire to do so still reflects the change in how younger generations perceive work.</p> <p>Alongside increased flexibility, this also boils down to the kind of work young people are keen to get involved in.</p> <p>Deloitte’s 2016 <a href="https://www2.deloitte.com/global/en/pages/about-deloitte/articles/millennialsurvey.html" target="_blank">Millennial Survey</a> showed that, despite being known as the “me me me” generation, millennials have a greater desire to work for companies that have a positive impact on society – with the majority agreeing that success should be measured in terms of more than just financial performance.</p> <p>In fact, millennials that intend to stay with their organisation for at least five years are far more likely to report a positive culture, with an alignment of values being incredibly important for job satisfaction.</p> <p><img src="https://assets.econsultancy.com/images/0008/2573/Purpose.JPG" alt="" width="760" height="472"></p> <p>Interestingly, this was also reflected in our series of interviews with the Top 100 Disruptive Brands of 2016, with executives citing shared values, creativity and a lack of ego as some of the <a href="https://econsultancy.com/blog/68483-hiring-digital-talent-what-skills-characteristics-do-startups-value" target="_blank">skills and characteristics most valued</a> by startups.</p> <h3>In conclusion...</h3> <p>With a growing percentage of young people looking into self-employment, it remains to be seen how the digital skills gap will affect the ratio of success to failure.</p> <p>Perhaps then, if the UK Government succeeds in driving action to combat the issue, we can expect tomorrow's workforce - otherwise known as Generation Z - to be the real digital entrepreneurs of the future.</p> <p><em><strong>To see how your digital knowledge stacks up, take <a href="https://econsultancy.com/training/digital-skills-index-lite/" target="_blank">Econsultancy’s Digital Skills Index</a>.</strong></em></p> <p><em><strong>Or to improve your skills, you can also check out our range of digital marketing <a href="https://econsultancy.com/training/" target="_blank">training courses</a>.</strong></em></p> tag:econsultancy.com,2008:BlogPost/68627 2016-12-12T10:56:36+00:00 2016-12-12T10:56:36+00:00 Three key charts from our New Marketing Reality Report Nikki Gilliland <p>Econsultancy's <a href="https://econsultancy.com/reports/the-new-marketing-reality/">New Marketing Reality</a> report, published in association with IBM Watson Marketing, delves into these challenges, specifically in the three areas of data, customer experience and business.</p> <p>Here are three key charts from the research:</p> <h3>Ability to interpret data</h3> <p>While we assume that most businesses understand the importance of customer data, it is interesting to note that there is a direct split between the marketers who are able to intelligently deal with it and those who are not.</p> <p>In Econsultancy's survey, 43% of marketers rated their ability to act on insights derived from customer data as ‘good’, while 43% also rated it as ‘poor’.</p> <p>This suggests that a large percentage of marketers still need to make the leap from accessing data to actively analysing and identifying what is most relevant.</p> <p><img src="https://assets.econsultancy.com/images/0008/2307/Data.JPG" alt="" width="700" height="431"></p> <h3>Internal silos</h3> <p>Changing customer behaviour has meant that marketers have been forced to follow suit – moving away from the traditional funnel into a more holistic approach.</p> <p>However, overcoming ‘siloed organisational structures’ remains one of the biggest barriers for this, with 53% of advanced organisations citing it as a challenge.</p> <p>From this, it appears that both sales and marketing are still fighting for ownership of their piece of the customer pie, when in fact, the aim should be a shared victory. </p> <p><img src="https://assets.econsultancy.com/images/0008/2308/Customer_journey.JPG" alt="" width="700" height="491"></p> <h3>Strategy focus</h3> <p>Though the below chart indicates that the focus on retention and acquisition is fairly even, it is still skewed towards the latter. </p> <p>With acquisition typically being more expensive than retention, this means that marketers are using already limited resources to acquire new customers, when they should be focusing on fostering existing customer loyalty.</p> <p>In turn, new customers could become a byproduct, with a strong and loyal audience helping to strengthen a company's authority and reputation.</p> <p><img src="https://assets.econsultancy.com/images/0008/2309/Retention.JPG" alt="" width="700" height="429"></p> <p><em><strong>For lots more information on this, you can download the <a href="https://econsultancy.com/reports/the-new-marketing-reality/" target="_blank">New Marketing Reality</a>.</strong></em></p> tag:econsultancy.com,2008:BlogPost/68508 2016-11-10T10:07:50+00:00 2016-11-10T10:07:50+00:00 The four goals underpinning Deliveroo’s growth strategy Nikki Gilliland <p>So, in the midst of all this expansion, what are the future hopes for the business?</p> <p>I recently heard William Shu, the CEO of Deliveroo, speak at Web Summit on this topic.</p> <p>Here are four key takeaways from what he said, outlining the company’s main goals.</p> <h3>Becoming more affordable</h3> <p>Deliveroo’s business model has previously been criticised, with riders recently striking due to <a href="https://www.theguardian.com/business/2016/aug/15/deliveroo-workers-strike-again-over-new-pay-structure" target="_blank">changes in pay structure</a>. </p> <p>While William was quick to dismiss any unfairness, suggesting that the company strives to create a fair deal for all parties, he did admit that the price of a Deliveroo order from a consumer perspective could benefit from being lowered.</p> <p>With the likes of Domino's Pizza and JustEat costing around £20 and £18 per order respectively, Deliveroo is on average £23-£25 in the UK. </p> <p>Consequently, the company is unable to follow through on the idea that it acts as an affordable and accessible replacement for home cooking.</p> <p><img src="https://assets.econsultancy.com/images/0008/1348/deliveroo.jpg" alt="" width="470" height="280"></p> <p>This is where the new ‘Roobox’ model comes in.</p> <p>An off-site kitchen initiative, Roobox essentially allows restaurants to partner with Deliveroo or expand into new areas with less cost and lower risk.</p> <p>Without the need for a highly visible location (in a busy high street or town centre), this takes away the need for rent and utilities.</p> <p>Currently being trialled in London, William promises that if successful, lower prices for consumers would also follow.</p> <h3>Reaching those outside of urban areas</h3> <p>As well as lowering its price point, Deliveroo is also intent on quashing the notion that it is a somewhat elitist and urban-centric brand. </p> <p>Of course, this notion is almost impossible to argue with - Deliveroo <em>is</em> technology-driven and targeted to the middle classes.</p> <p>However, again William cited Roobox as the first step in building a more accessible brand for all consumers. </p> <p>By bringing its services to areas that have a larger residential population but a lower amount of restaurants available, it hopes to open up the brand to a wider audience. </p> <h3>Protecting the rights (and wishes) of riders</h3> <p>With restaurants, consumers and riders to consider, keeping everyone happy was always going to be a tough call.</p> <p>With recent strikes regarding pay, it appears the riders might have ended up with the worst end of the deal.</p> <p>However, when faced with questions about the viable nature of a career in the on-demand economy, William was emphatic about the positive response from most of Deliveroo’s workforce.</p> <p>Undertaking regular polls to gauge employee satisfaction, he cited three factors that are most important to Deliveroo riders above anything else.</p> <p>First, it is the ability to work whenever they want, with flexible hours allowing them to take on the job alongside other careers.</p> <p>Second, and rather surprisingly, is physical fitness.</p> <p>With 80% of Deliveroo riders in London using bicycles, William suggested that active work is a bigger incentive than you might assume.</p> <p>Lastly, there is the pay. And sure, the recent wage-related argument is hard to ignore.</p> <p>However, Deliveroo is firm in its stance that the new structure actually goes in the worker’s favour, extending their flexibility and giving them the potential to earn more money during peak hours.</p> <p>Whether or not this is true remains to be seen.</p> <p>Moreover, looking even further into the future, what about the idea that all riders will eventually be replaced by automated delivery anyway?</p> <p>While William was reluctant to say if this idea was even on Deliveroo's radar, his answer was at least slightly heartening for the aforementioned riders themselves. </p> <p>Explaining that the growth of new technology will lead to fewer jobs for society as a whole, not just Deliveroo, he suggested that – as a company with technology at its core - it is its responsibility to look at what can be done to protect workers.</p> <h3>Investing in international expansion</h3> <p>Lastly, with such rapid growth in London and other big cities, Deliveroo looks set to build on this by rolling out international expansion.</p> <p>So, what’s been behind the company’s intense growth?</p> <p>William cites the drive and self-motivation of his team, whereby an autonomous and creative working culture has helped to steer the direction of the company.</p> <p>In terms of advice for others, he also emphasises the importance of having an almost irrational passion for a project – not just the desire to be the CEO of a company.</p> <p>Hearing him speak, it is evident that William’s passion is the driving force behind Deliveroo's success.</p> <p>Built from a desire to improve the lacklustre food delivery service in London – let’s hope the potential to scale up doesn’t mean a diversion from this simple vision.</p> <p><em>Deliveroo featured in Econsultancy’s list of the Top 100 Disruptive Brands 2016. <a href="https://econsultancy.com/reports/top-100-disruptive-brands-2016/">Download the full report to find out more</a>.</em></p> tag:econsultancy.com,2008:BlogPost/68487 2016-11-09T14:09:00+00:00 2016-11-09T14:09:00+00:00 How can companies attract and retain talent in the digital age? Donna-Marie Bohan <p>The House of Commons Science and Technology Committee published <a href="http://www.publications.parliament.uk/pa/cm201617/cmselect/cmsctech/270/270.pdf" target="_blank">a report</a> earlier this year highlighting the ‘digital skills crisis’.</p> <p>It is estimated that this skills gap costs the UK economy £63bn a year in lost additional GDP. Urgent action is now required to tackle this skills shortage.</p> <h4>So how can organisations respond?</h4> <p>Econsultancy’s <a href="https://econsultancy.com/reports/digital-marketing-organisational-structures-and-resourcing-best-practice-guide/" target="_blank">Organisational Structures and Resourcing Best Practice Guide</a> illustrates that finding staff with suitable digital skills is considered to be the most significant challenge or barrier to digital progress within organisations.</p> <p>And recruiting staff with the right mix of digital skills is difficult, particularly for SMEs or companies that aren’t based in large urban centres. </p> <p>This report also highlights that data/analytics, content marketing and website design and build are some of the most challenging areas for which to recruit. A lot of organisations are finding that they don’t have the analysts to make sense of data. </p> <p>There is now a trend towards recruiting top-of-the-funnel marketers and towards hiring for behaviour and attitudes rather than qualifications.</p> <p>Another Econsultancy report, <a href="https://econsultancy.com/reports/skills-of-the-modern-marketer/" target="_blank">Skills of the Modern Marketer</a>, illustrates the growing importance of softer interpersonal skills in the modern marketing organisation, alongside more vertically-focused expertise.</p> <p>As <a href="https://econsultancy.com/blog/67868-what-skills-do-employers-look-for-when-hiring-digital-marketers/" target="_blank">a result</a>, recruiters are increasingly looking for candidates who are curious, flexible as well as data-driven.</p> <p>In terms of what companies are doing to tackle the recruitment challenge, there are a number of initiatives and trends that we are seeing.</p> <h4>1. Creating a company culture to attract talent </h4> <p>In order to become the employer of choice for millennials, companies are introducing initiatives such as: </p> <ul> <li>Empowering and incentivising employees through stock-option plans, project leadership responsibilities and training and development opportunities.</li> <li>Building creative and comfortable workspaces that attract digital talent (Facebook and Google are great examples).</li> <li>Flexible and remote work options.</li> <li>Collaboration and knowledge sharing tools e.g. Slack and Yammer, as well as hardware preferences such as bring your own device. </li> </ul> <p>Since millennials align themselves with technology and demonstrate different behaviours and preferences, it makes sense for organisations to introduce initiatives such as these to improve recruitment, staff retention and employee satisfaction.</p> <p><em>Google offices in Soho, designed to encourage collaboration and creativity</em></p> <p><a href="https://www.flickr.com/photos/martinvars/7176331590"><img src="https://assets.econsultancy.com/images/0008/1138/Google_workspace.jpg" alt="" width="640" height="427"></a></p> <h4>2. Education outreach</h4> <p>Some companies have begun developing apprenticeships and school leaver programmes to attract young people who are developing technology skills at school or independently.</p> <p>For example, Lockheed Martin, an American aerospace, defence and advanced technologies company, <a href="http://www.lockheedmartin.co.uk/us/who-we-are/community/education.html">supports STEM education outreach activities</a>.</p> <p>Working with universities, colleges and schools to create a workforce with the right digital skills is a smart move towards finding and creating the digital workforce of the future. </p> <h4>3. Mining your own organisation for hidden talent</h4> <p>Many organisations are accepting that workers will come and go, and developing procedures to identify staff to upskill or move laterally within the company into new roles is a means of dealing with the challenge of recruiting and retaining staff.</p> <p>Regularly assessing employee’s competencies and matching these with in-demand skills can help with this.</p> <p>There is also a trend towards running employee exchange schemes with other digital organisations and employee rotation schemes, such as those run by P&amp;G, Google and Amazon, help with the sharing and development of new skills.</p> <p>And when talent has left the organisation, a forward-looking strategy of <a href="https://econsultancy.com/blog/67290-how-alumni-could-help-hr-combat-the-digital-skills-shortage/" target="_blank">creating alumni groups</a> can be used to bring back talent and utilise former employee networks.</p> <h4>4. Social recruitment</h4> <p>Social can be used to create a digital referral scheme whereby employee discussions are monitored on social platforms in order to source high-calibre talent.</p> <p>We've previously written about <a href="https://econsultancy.com/blog/66237-five-ways-to-make-social-media-a-positive-recruiting-tool/">how social can be used as a positive recruitment tool</a>.</p> <p>And you can read more about brands that are leading the way in terms of attracting the best digital talent in <a href="http://www.tiffanystjames.com/companies-attracting-best-digital-talent/">an article by Tiffany St James</a>, a digital transformation strategist and speaker who has written about the social recruitment trend.</p> <h4>5. Online gig economy </h4> <p>Another trend we are seeing is organisations benefitting from the online gig economy or on-demand workforce.</p> <p>For example, Upwork is an on-demand freelance talent marketplace, which speeds up talent recruitment. Unilever, Panasonic, Pinterest, Microsoft and Amazon have all used its services. </p> <h4>In summary...</h4> <p>The above examples highlight the significance of innovation and the fundamental role that employers can play in preparing the workforce for the future.</p> <p>The pace of <a href="https://econsultancy.com/training/digital-transformation/">digital transformation</a> is showing no signs of abating.</p> <p>In order to combat the growing digital skills deficit, it is important now more than ever for organisations to experiment with recruitment strategies and to educate and provide employees with the advanced skills needed to shape the digital economy.   </p> <p><em>To benchmark your own knowledge, take <a href="https://econsultancy.com/training/digital-skills-index-lite/">Econsultancy’s Digital Skills Index</a>.</em></p> <p><em>And to improve your skills, check out our range of <a href="https://econsultancy.com/training/">digital marketing and ecommerce training courses</a>.</em></p> tag:econsultancy.com,2008:BlogPost/68492 2016-11-04T09:19:18+00:00 2016-11-04T09:19:18+00:00 How can marketers increase their business impact and career success? David Moth <p>Professor Barwise’s talk looked at how marketers can broaden their influence within their organisations, offering some tangible advice on ways to increase their power and status.</p> <p>In this post I’ll give an overview of his recommendations, beginning with the barriers faced by marketers.</p> <h3>Marketing matters</h3> <p>Readers will be heartened to hear that Professor Barwise has empirical proof that marketing is important.</p> <p>Most tellingly, research shows that c-suite executives are generally paid less in firms with strong brands.</p> <p>The logic is that people are willing to accept a lower salary to work for a prestigious brand – and it’s largely the marketing department that built those brands in the first place.</p> <p>A separate study showed that having a CMO among the top team at a company, alongside an influential marketing department, helps to drive improved business performance.</p> <p><em>(All the images in this post are photos I took of the Professor's slides. Apologies for the low quality of my snaps.)</em></p> <p><img src="https://assets.econsultancy.com/images/0008/1182/marketers_effectiveness.jpg" alt="" width="800" height="472"></p> <p>However, Barwise’s own research has shown that marketers have limited business impact and career success.</p> <p>The crux of the issue is that while marketing is important, marketers themselves often aren’t.</p> <p>His research, handily packaged in his book <em>The 12 Powers of a Marketing Leader</em>, is based on a survey of 1,200+ senior marketers, 360-degree assessments of 7,000+ executives, and 100+ departmental interviews. </p> <h3>Marketing gap</h3> <p>The Professor’s research identified three major gaps that explain why marketers aren’t naturally influential and important.</p> <p>These are:</p> <h4>1. Trust gap</h4> <p>Marketing is mostly about the future, be that planning campaigns or events, or predicting a return on investment.</p> <p>People are understandably sceptical about predictions of future success, as there’s always a degree of guesswork involved.</p> <p>Marketers will always face a trust deficit when stood next to someone from finance who can report on actual business performance.</p> <h4>2. Power gap</h4> <p>In Professor Barwise’s own words:</p> <p>“How many people in a company are involved in creating the customer experience? Many.</p> <p>“But how many of those people report to marketing? Few. In fact, most of them can pretty much ignore you if they want.”</p> <p>Marketers have to earn their colleagues' trust and support in order to exert any influence.</p> <h4>3. Skills gap</h4> <p>Marketers will be well aware that their industry is changing at an astonishing rate.</p> <p>The Professor said that there’s too much to learn and everything changes too quickly, so it’s impossible for anyone to be an expert in everything.</p> <p>Instead marketers are becoming more specialized in certain areas (e.g. <a href="https://econsultancy.com/training/courses/email-marketing">email</a>, <a href="https://econsultancy.com/reports/paid-search-marketing-ppc-best-practice-guide/">PPC</a>), which further widens the skills gap.</p> <h3>How can marketers achieve influence within their business?</h3> <p>Marketers who have had a broader impact within their business have generally done so because they are strong leaders.</p> <p>They have made marketing important through their ability to influence others, achieving success by bridging the three gaps and mobilizing their bosses and colleagues.</p> <p><img src="https://assets.econsultancy.com/images/0008/1183/leadership_skills.jpg" alt="" width="800" height="475"></p> <h3>Most important leadership behaviours</h3> <p>Professor Barwise’s book identifies a number of leadership behaviours that marketers must exercise in order to achieve greater success.</p> <p>He was kind enough to share the most important behaviours during his talk, beginning with:</p> <h4>1. Close the trust gap and mobilize your boss </h4> <p>To close the trust gap, marketers must tackle the big issues.</p> <p>Marketers are faced with competing sets of priorities: their boss’s needs and the customer’s needs.</p> <p>Some of these needs will overlap, creating an area that Professor Barwise called... ‘the value creation zone’.</p> <p><img src="https://assets.econsultancy.com/images/0008/1181/the_v_zone.jpg" alt="" width="800" height="466"></p> <p>By identifying and solving problems within the value creation zone, marketers will find their colleagues put more trust in their business savvy.</p> <p>This slide shows how marketers who focus on big issues and always deliver returns tend to achieve more business impact and career success.</p> <p><img src="https://assets.econsultancy.com/images/0008/1184/mobilize_your_boss.jpg" alt="" width="800" height="458"></p> <h4>2. Bridge the power gap, mobilize your colleagues by walking the halls</h4> <p>Everyone within your company will have their own priorities.</p> <p>They might pay lip service to marketing priorities during a meeting, but will likely revert to business as usual once you’ve left the room.</p> <p>Professor Barwise recommended “walking the halls” to mobilize your colleagues and get them to share your vision.</p> <p>But as well as putting in face time, you need a great story that will get under their skin and persuade them to work towards your goals.  </p> <p>While nobody has 30 seconds to be interrupted, we all have 30 minutes to hear a great story.</p> <p>Walk the halls and tell a great story. Sounds very simple, doesn’t it? Here's the proof that it's effective.</p> <p><img src="https://assets.econsultancy.com/images/0008/1185/mobilize_your_colleagues.jpg" alt="" width="800" height="476"></p> <h4>3. Mobilize your team</h4> <p>As mentioned, it’s simply not possible to be an expert in all aspects of marketing.</p> <p>But leading marketing isn’t the same as doing marketing.</p> <p>Your role as a marketing leader is to build a team with the best mix of skills for your brand or strategy.</p> <p>Some things to think about in relation to this point:</p> <ul> <li>What are the distinctive skills that will help your company make the biggest impact in your market? Which creative or technical skills do you need in your team?</li> <li>Instil a sense of trust in your team. Don’t micromanage everything they do, just ask to see the results and then give advice or recommendations for future projects.</li> </ul> <p>Here's the Professor's slide to support his advice, and you can also download Econsultancy’s best practice guide on <a href="https://econsultancy.com/reports/digital-marketing-organisational-structures-and-resourcing-best-practice-guide/">Digital Marketing Organisational Structures and Resourcing</a>.</p> <p><img src="https://assets.econsultancy.com/images/0008/1186/mobilize_your_team.jpg" alt="" width="800" height="457"></p> <h4>4. Inspire others. Become a leader of leaders </h4> <p>You can’t tell your boss what to do, and as a manager you shouldn’t be constantly ordering your team around. If you do you’re unlikely to keep hold of the best employees.</p> <p>It’s easier said than done, but you should aim to inspire your boss and colleagues so they put their faith in you and want to follow you.</p> <p>And one final slide to prove the value of learning to be a leader.</p> <p><img src="https://assets.econsultancy.com/images/0008/1187/mobilize_yourself.jpg" alt="" width="800" height="479"></p> tag:econsultancy.com,2008:BlogPost/68483 2016-11-03T12:05:11+00:00 2016-11-03T12:05:11+00:00 Hiring digital talent: What skills & characteristics do startups value? Nikki Gilliland <p>It’s not always easy to find the right kind of talent, of course. </p> <p>We recently spoke with six executives from the <a href="https://econsultancy.com/reports/top-100-disruptive-brands-2016/" target="_blank">Top 100 Disruptive Brands list</a> – published in association with Marking Week – to get their advice on the topic.</p> <p>You can see the full interviews in the video below, or read on for a summary of what they said.</p> <p><iframe src="https://player.vimeo.com/video/187970235" width="640" height="360"></iframe></p> <h3>A culture fit</h3> <p>Many of the executives we spoke to cited the value of finding talent that reflects the unique culture of their company.</p> <p>For Justin Basini, Co-Founder and CEO of Clear Score, this is the most important factor – even above and beyond an impressive CV.</p> <blockquote> <p>Our approach to recruiting involves lots of interviews and tests. Most people that we come across can do the job that we’re asking them to do - the key thing for me is if they are a cultural fit. </p> <p>People who are slightly quirky, who have similar interests to us. We bring them in and we spend a lot of time in those first 12 weeks making sure that they really settle into the culture brilliantly.</p> </blockquote> <h3>An alignment of brand values</h3> <p>During the early days of a startup, it is important to develop a strong brand vision – along with a set of characteristics or values that embody this.</p> <p>These values extend to the people the company employs, too.</p> <p>Kirsty Emery, Co-Founder of Unmade, emphasises how her company is built on this notion.</p> <blockquote> <p>When we’re hiring, we look for people who are creative and innovative. They are two important pillars and values within our company, so it’s something we look for in everyone who joins our team. </p> </blockquote> <h3>A willingness to experiment</h3> <p>Startups tend to have a very flat structure, which means there can often be little time or a lack of resources to hand-hold new employees. </p> <p>As a result, many companies rely on new people to be able to take the initiative. </p> <p>Andy Hobsbawm, Co-Founder and CEO of Evrythng, highlights how this characteristic is vital in his technology-driven industry.</p> <blockquote> <p>Specifically, for us in terms of how aptitude and attitude fit with our culture, it’s to do with a pioneering spirit.</p> <p>We work in a very emerging market space – so you have to have a sense of adventurousness and exploration. You have to get it right, but also know that to succeed, you have to experiment. </p> </blockquote> <p>Likewise, James Kirkham, Chief Strategy Officer at Copa90, suggests that 'entrepreneurialism' is not just a buzzword. </p> <blockquote> <p>Everyone here has an entrepreneurial spirit, which is probably an overused expression in something like marketing, but here I’ve never known anything like it, where people are continually creating their own ideas.</p> </blockquote> <h3>Risk-taking &amp; a lack of ego</h3> <p>As well as a willingness to experiment, humility is also an important characteristic to seek out in new talent.</p> <p>With many startups made up of small and close-knit teams, it is vital that employees are able to inspire passion in others and lead without ego.</p> <p>Stephen Rapoport, Founder of Pact, suggests that this – combined with an intense belief in the product – is the key to success within a startup environment. </p> <blockquote> <p>Hiring is one of the most important things we do, and it’s something I stay heavily involved in even now. There are certain qualities that we need from people that join Pact.</p> <p>One, of course, is understanding of, and passion about, our mission – that’s probably the most important thing.</p> <p>We look for people who are bold, who are prepared to risk failure, who will put the company’s needs ahead of their own and ahead of their ego.</p> </blockquote> <p><em>To benchmark your own knowledge, take <a href="https://econsultancy.com/training/digital-skills-index-lite/">Econsultancy’s Digital Skills Index</a>.</em></p> <p><em>And to improve your skills, check out our range of <a href="https://econsultancy.com/training/">digital marketing and ecommerce training courses</a>.</em></p> tag:econsultancy.com,2008:BlogPost/68457 2016-10-31T14:18:34+00:00 2016-10-31T14:18:34+00:00 How Netflix became the most loved brand in the UK Nikki Gilliland <p>When it comes to being fun, relevant, engaging, social and helpful – it’s simply the very best.</p> <p>But why exactly does Netflix score so highly? </p> <p>Here’s a closer look at the brand and the reasons behind its success.</p> <h3>Engaging with a digital audience</h3> <p>Although Netflix is not a brand solely used by young people, with <a href="http://bgr.com/2016/03/12/netflix-subscriptions-rising-cord-cuttring/" target="_blank">81% of adults</a> between the ages of 18 and 35 having a Netflix account, millennials are undoubtedly the brand’s biggest demographic.</p> <p>Now, with <a href="https://eventbrite-s3.s3.amazonaws.com/marketing/Millennials_Research/Gen_PR_Final.pdf" target="_blank">72% of millennials preferring to spend more on experiences</a> rather than physical things, it certainly makes sense why the brand is successful at targeting them.</p> <p>When you think about it, Netflix does offer an experience of sorts for its users (albeit a rather lazy one). It also consistently uses social media to engage and delight them.</p> <p>Netflix's presence on Snapchat drives interest and builds excitement for its biggest TV shows and films.</p> <p>As well as popular branded filters, earlier this year it launched an out-of-home advertising campaign, allowing passers-by to swap faces with the characters of Frank Underwood and Kimmy Schmidt.</p> <blockquote class="twitter-tweet"> <p lang="fr" dir="ltr">La bonne idée ?! :) <a href="https://twitter.com/hashtag/daredevil?src=hash">#daredevil</a> <a href="https://twitter.com/hashtag/houseofcards?src=hash">#houseofcards</a> <a href="https://twitter.com/hashtag/oitnb?src=hash">#oitnb</a> <a href="https://t.co/9eCXfwGptd">pic.twitter.com/9eCXfwGptd</a></p> — Nicolas Garnier (@Nikoslyders) <a href="https://twitter.com/Nikoslyders/status/723832489471557634">April 23, 2016</a> </blockquote> <p>A great combination of both the ‘social’ and ‘fun’ characteristics analysed in the Love Index – it’s just one example of the brand engaging with a digitally-focused audience.</p> <p>But not only does Netflix make use of social media platforms to get its message out, it also uses an authentic brand voice to ensure that users relate.</p> <p>On Twitter in particular, its posts are often humorous, relatable and driven by personality. </p> <blockquote class="twitter-tweet"> <p lang="en" dir="ltr">*watches <a href="https://twitter.com/blackmirror">@BlackMirror</a> once*<br>*suffers extreme emotional crisis*<br>*watches again for some reason* <a href="https://t.co/KTatLcsucW">pic.twitter.com/KTatLcsucW</a></p> — Netflix UK &amp; Ireland (@NetflixUK) <a href="https://twitter.com/NetflixUK/status/790130860750151681">October 23, 2016</a> </blockquote> <h3>Creating value for consumers</h3> <p>We’ve all heard the phrase ‘Netflix and chill’, and while we’ll casually skip over the sexual connotations, it is interesting to note how the brand has infiltrated popular culture in this way.</p> <p>Netflix was clearly also fascinated by this phenomenon, recently undertaking some research into <a href="http://www.nylon.com/articles/netflix-and-chill-study" target="_blank">how it impacts relationships</a> as a result.</p> <p>Interestingly, 58% of survey respondents (from over 1,000 people between the ages 18 and 29) said that they bond over Netflix with their significant other. </p> <p><img src="https://assets.econsultancy.com/images/0008/0781/Blissfull_Streaming.JPG" alt="" width="780" height="483"></p> <p>51% also see password-sharing as a relationship milestone.</p> <p>This demonstrates how Netflix provides value for users above and beyond the majority of regular brands. </p> <p>Instead of just engaging on a purely transactional level (i.e. money in exchange for a product), we can see how the product itself provides greater social reward.</p> <p><a href="https://econsultancy.com/blog/67070-why-personalisation-is-the-key-to-gaining-customer-loyalty/" target="_blank">Personalisation</a> also plays into this user value.</p> <p>Part of Netflix’s appeal is that the more you use it, the more it becomes tailored to your unique and individual tastes.</p> <p>While there has been some criticism of the algorithm, the ability to choose more than one log-in, ‘continue watching’ and be <a href="https://econsultancy.com/blog/67745-15-examples-of-artificial-intelligence-in-marketing/" target="_blank">provided with recommendations</a> all goes in its favour.</p> <p><img src="https://assets.econsultancy.com/images/0008/0784/Capture.JPG" alt="" width="500" height="361"></p> <h3>Building credibility </h3> <p>Social engagement is one thing – but another reason Netflix has become such a well-loved brand is its intent to create long-term credibility.</p> <p>Though it started as a streaming service for movies, it is now arguably better known for its own original programming.</p> <p>Series like <em>Orange is the New Black</em>, <em>House of Cards</em> and <em>Making a Murderer</em> are all created and produced by the brand itself. </p> <p>Consequently, it has attracted several high-profile actors for starring roles.</p> <p>While its biggest competitor, Amazon Prime Video, also does this, its programming tends to provoke less excitement and fewer big names.</p> <p>There is almost a ‘cool-factor’ attached to the Netflix shows. </p> <p>The last episode of Breaking Bad or the new Gilmore Girls trailer naturally generates hype, and so, if you’re not part of the conversation, you're probably going to feel like you're missing out.</p> <p>Luckily for new users, it’s not hard to catch up.</p> <p>Unlike going to the theatre or cinema, it’s very easy to ‘binge-watch’ a television series in the space of a day or two – and this accessibility undeniably contributes to Netflix’s mass appeal. </p> <blockquote class="twitter-tweet"> <p lang="en" dir="ltr">Consider this your invite to Friday night dinner. <a href="https://twitter.com/GilmoreGirls">@GilmoreGirls</a>: A Year in the Life arrives November 25th. <a href="https://t.co/tA3ppEVSbQ">pic.twitter.com/tA3ppEVSbQ</a></p> — Netflix UK &amp; Ireland (@NetflixUK) <a href="https://twitter.com/NetflixUK/status/790932611690409984">October 25, 2016</a> </blockquote> <h3>Technology and brand partnerships</h3> <p>Back in 2012, Netflix signed a deal with Apple that meant, instead of creating a separate billing account, existing Apple users could simply pay with their existing iTunes log-in.</p> <p>This was a shrewd move and nicely demonstrates the value of a big brand partnership.</p> <p>In doing so, not only did it mean that Netflix could make use of Apple’s customer-base, but it also allowed the brand to become their trusted and go-to streaming service - most importantly over <a href="https://econsultancy.com/blog/66534-three-lessons-all-retailers-can-learn-from-amazon/" target="_blank">rivals Amazon</a> Prime.</p> <p>What’s more, this helped Netflix solve the problem of getting television users to sign up to the service.</p> <p>Instead of having to finish the process on a different device (and potentially abandoning it), users would be able to seamlessly do it via their TV screens.</p> <h3>Employee satisfaction</h3> <p>Lastly, and while it’s not a factor that most users might consider when using the service, the fact that Netflix has been reported as being a fair and inclusive employer is certainly worth noting.</p> <p>In its <a href="http://www.slideshare.net/reed2001/culture-1798664" target="_blank">culture deck</a>, the company outlines a culture of ‘freedom and responsibility’, whereby long hours and adequate results are discouraged, but fair hours and great work are rewarded.</p> <p>Recently, ASOS suffered intense backlash over reports of poor and ‘exploitative’ working conditions.</p> <p>While it’s not clear whether the fashion retailer will see any long-term effect from the controversy, it is evident from social media that consumers are more than willing to boycott companies that blatantly show wrong-doing.</p> <p><img src="https://assets.econsultancy.com/images/0008/0783/ASOS_backlash.JPG" alt="" width="600" height="373"></p> <p>For a brand like Netflix, ensuring a fair working culture is just another way of extending its positive reach.</p> <h3>In conclusion...</h3> <p>While it might offer a very similar service to competitors, Netflix’s dedication to understanding and providing value for its core audience is what sets it apart.</p> <p>Finally, a sure-fire sign that Netflix has become more than just a brand, like Google, it that it has even become a verb in its own right. </p> <p>This means that when someone asks you what you’ve been up to this weekend, you need only say one word in return.</p> tag:econsultancy.com,2008:Report/4287 2016-10-27T16:33:00+01:00 2016-10-27T16:33:00+01:00 B2B Digital Trends 2016 - 2017 <p>In the tradition of our last four annual reports on the digital landscape in B2B, the <strong>B2B Digital Trends 2016-2017</strong> report notes the continued importance of content marketing, along with the growing role of customer experience (CX) in the B2B space.</p> <p>As stated, B2B continues to lag behind B2C. Naturally, talented B2B marketers are looking to their B2C counterparts to inform the next move; inside is a description of these priorities, along with an overview of what has changed marketing-side in the time elapsed since last year's survey. Find out where B2C's priorities are, so that B2B might catch up and eventually, overtake.</p> <p>Further explore Econsultancy's B2B/B2C comparisons in personalization and customer experience, along with B2B's current and most pressing obstacles to customer centricity. </p> <p>As marketers in a highly disruptive age, it's no longer enough to anticipate the next step; take advantage of the insight provided by more than 1,000 professional respondents in the fast-changing world of digital B2B.</p> tag:econsultancy.com,2008:BlogPost/68343 2016-09-28T10:30:53+01:00 2016-09-28T10:30:53+01:00 What does disruption really mean? We asked the disruptors David Moth <p>We know that all too well having set ourselves the challenge of identifying 100 brands that can be defined as innovators in their field.</p> <p>Along with Marketing Week and Salesforce, we scoured the globe looking for exciting companies that offer something different.</p> <p>Having tracked them down and produced a rather lovely <a href="https://econsultancy.com/reports/top-100-disruptive-brands-2016/">Top 100 Disruptors 2016 report</a>, we’ve asked a few of the founders for their opinions on what it means to be disruptive.</p> <p>In this video you can hear from the following people:</p> <ul> <li>James Kirkham, chief strategy officer at <a href="https://www.marketingweek.com/disruptive-brands/copa90/">Copa90</a> </li> <li>Stephen Rapoport, founder of <a href="https://www.marketingweek.com/disruptive-brands/pact/">Pact</a> </li> <li>Kirsty Emery, co-founder of <a href="https://www.marketingweek.com/disruptive-brands/unmade/">Unmade</a> </li> <li>Justin Basini, co-founder and CEO of <a href="https://www.marketingweek.com/disruptive-brands/clearscore/">ClearScore</a> </li> <li>Andy Hobsbawm, co-founder and CMO of <a href="https://www.marketingweek.com/disruptive-brands/evrythng/">EVRYTHNG</a> </li> <li>Erin Ozagir, founder and CEO of <a href="https://www.marketingweek.com/disruptive-brands/push-doctor/">Push Doctor</a> </li> <li>Emma Chalwin, marketing leader UKI at Salesforce</li> </ul> <p>And I’ve also summarised a few choice quotes below, but you’ll have to watch the video to hear from them all.</p> <p><iframe src="https://player.vimeo.com/video/183472091?title=0&amp;byline=0&amp;portrait=0" width="640" height="360"></iframe></p> <h3>What does it mean to be disruptive?</h3> <p><strong>James Kirkham, chief strategy officer at Copa90</strong></p> <p>"Crucially it means you then set the agenda that other people try to mimic or copy or follow suit.</p> <p>"Disruption isn’t just doing things in a different way that then doesn’t resonate, or go any further, or becomes a one-off, because that’s more of a gimmick.</p> <p>"It provides entirely new challenges of course, because to be continually disruptive you need to continually stay ahead of that chasing pack, but that’s also the exciting reason people like us are involved in a business like this."</p> <p><strong>Kirsty Emery, co-founder of Unmade</strong></p> <p>"Being disruptive means looking at a problem with a new perspective and finding a different solution through that new perspective.</p> <p>"So the way we do that here at Unmade is by having a team full of lots of people from lots of different backgrounds.</p> <p>"So although we’re solving a problem within the knitting industry we have people who are engineers, physicists, fashion designers, and also other creatives all working together."</p> <h4>Andy Hobsbawm, co-founder and CMO of EVRYTHNG</h4> <p>"The idea originally of disruption was that there are unmet market needs that incumbents can’t address because they’ve grown so broad in their approach to the market that they’re missing those fundamental pockets of needs.</p> <p>"Then a new entrant comes, identifies that specific thing that they want to serve, and they do that more effectively, with more focus, better, cheaper and so on."</p> <h4>Emma Chalwin, marketing leader UKI at Salesforce</h4> <p>"I think to be a disruptor in today’s ever-evolving world you really need to not be afraid to take a risk.</p> <p>"Some of the best innovators and disruptors in the world have just had that passion, tenacity and vision, and have never deviated away from the true core of their business.</p> <p>"They’ve seen an area in the market that needs to change, or the customer experience needs to change.</p> <p>"Brands such as Airbnb and Uber I think are perfect examples of where an industry has changed, someone has come in and disrupted and completely turned that industry on its head.</p> <p>"17 years ago Salesforce disrupted the software market by wanting to make enterprise software as easy and simple as buying a book on Amazon."</p> <p><strong><em>Subscribers can <a href="https://econsultancy.com/reports/top-100-disruptive-brands-2016/">download the full Top 100 Disruptive Brands 2016 report</a>.</em></strong></p>