tag:econsultancy.com,2008:/topics/digital-strategy Latest Digital Strategy content from Econsultancy 2017-01-11T02:55:00+00:00 tag:econsultancy.com,2008:BlogPost/68667 2017-01-11T02:55:00+00:00 2017-01-11T02:55:00+00:00 Five things to include in your digital transformation playbook Jeff Rajeck <p>To update Disney World to the digital age, CEO Bob Iger secured a $1bn budget from the board and introduced the MyMagic+ wristband with radio frequency identification (RFID) chips build in.  </p> <p>These wearables serve as the park admission ticket, queue-jumping FastPass, hotel room key, and even a wallet. Customer experience vastly improved and <strong>now over 90% of visitors rate the park as 'very good' or 'excellent'.</strong></p> <p><strong><img src="https://assets.econsultancy.com/images/0008/2672/disney.jpg" alt="" width="800" height="525"></strong></p> <p>Making the MyMagic+ wristband work, though, was an enormous digital transformation programme. Some of the many tasks required included:</p> <ul> <li>Updating DisneyWorld.com at a cost of $80m.</li> <li>Designing a custom RFID wristband, now used by more than 10m people per year.</li> <li>Installing 30m square feet of WiFi coverage in the park.</li> <li>Fitting 28,000 hotel room doors with RFID readers.</li> <li>Training 70,000 employees on how the new technology worked.</li> </ul> <p>The impact of this initiative - 90% favorable customer experience ratings - is impressive, but how did Disney make such an enormous effort happen? <strong>What steps did the digital team take from the initial idea to the realisation?</strong></p> <p>While we may never know what specifically was required to make this happen at Disney, we were able to talk to a number of brand marketers at Digital Cream Singapore about their digital transformation story.</p> <p>There, delegates told us about how their brands are updating their company's customer experience for the digital age. </p> <p>Below are an overview of the items that participants felt were most important for digital transformation and what should, ideally, be shared internally through a project document or playbook.</p> <h3>1) A north star</h3> <p>Attendees felt that for digital transformation to be successful, <strong>the digital team should know what they want to accomplish.</strong> That is, what does the digitally transformed organisation look like?</p> <p>While the answer to this broad question will be different for every company, participants provided some questions which they asked themselves while going through digital transformation:  </p> <ul> <li>Can we use our existing data resources to attract more business digitally?</li> <li>Is ecommerce only for the website, or can we offer an in-store digital purchasing experience?</li> <li>Is it possible for us to use customer data to personalise the delivery experience?</li> <li>Should we provide ongoing customer service with social media?</li> </ul> <p>The point of having this vision, or a 'north star' as one participant put it, is that <strong>the result of digital transformation should be company-wide adoption of digital technology and processes</strong>.</p> <p>For this to happen, marketers should be clear about what needs to be changed and how these changes will be made operational.  </p> <p>Just saying 'we will improve sales with big data' won't work, noted one participants.</p> <p><img src="https://assets.econsultancy.com/images/0008/2673/1.jpg" alt="" width="800" height="533"></p> <h3>2) The road map</h3> <p>Agreeing on a goal is a good start for a transformation process, but attendees said that <strong>organisations should also know how they are going to get there.</strong></p> <p>Many delegates who had been through digital transformation felt that<strong> a phased approach was best</strong>. Summarised by Neil Perkin in a <a href="https://econsultancy.com/reports/festival-of-marketing-2015-digital-transformation-stage">recent presentation</a>, a multi-stage approach starts with digital resources dispersed throughout an organisation and then arranges them into digital 'centres of excellence'.  </p> <p>This allows companies with limited digital resources to start digital initiatives across the organisation via a single team.</p> <p><img src="https://assets.econsultancy.com/images/0008/2582/dt.png" alt="" width="800" height="405"></p> <p>Then, as transformation progresses, resources will be relocated throughout the organisation to support digital programmes on an ongoing basis. </p> <p>Participants warned that dispersing resources was difficult, though, as digital experts preferred to work in small digitally-savvy teams. Because of this, the roadmap should also include training existing staff during the transformation process.</p> <h3>3) Team members</h3> <p>Apart from whether the organisation will have centres of excellence or take another approach, delegates said that <strong>the digital transformation plan should be clear about who will be on the digital team.</strong></p> <p>Some organisations built teams with existing staff from IT, marketing, and the call centre while others hired people specifically for the digital transformation programme.</p> <p>For those who are hiring, <strong>attendees felt that it was important to make the team structure clear during the hiring process</strong> and to discuss the career paths for those who join.  </p> <p>Reason being that once the transformation is underway, hires with strong digital expertise will need to know whether they will be responsible for ongoing maintenance.  </p> <p>Letting them know whether they will or not sets correct expectations from the start and will help keep them on board and motivated.</p> <p><img src="https://assets.econsultancy.com/images/0008/2674/2.jpg" alt="" width="800" height="533"></p> <h3>4) Success metrics</h3> <p>In addition to having an overall goal for the digital transformation effort, <strong>the digital team should also have some everyday 'success metrics'.</strong></p> <p>These should be clear and achievable goals so that the team can see incremental progress toward the digital goal and regularly celebrate small wins.</p> <p>Some ideas for potential success metrics included the number of in-store digital sign-ups, an increase in revenue from digital, and a reduction in calls to the call centre.</p> <p>One attendee pointed out that<strong> each success metric should be tied to some digital team activity</strong> so that they can be certain of their role in the small win.</p> <p>For example, they should measure calls to the call centre before and after they rearrange the customer service web page so that they know that their efforts made a difference.</p> <p><img src="https://assets.econsultancy.com/images/0008/2675/3.jpg" alt="" width="800" height="533"></p> <h3>5) 'Customer hygiene' factors</h3> <p>Finally, marketers channeled the Hippocratic Oath and said that <strong>a digital transformation project should first and foremost 'do no harm'.</strong></p> <p>To make that happen, they argued, <strong>the digital transformation plan needs to include 'customer hygiene' factors.</strong> These are things which may not necessarily make customers happy, but if they are not present, then customers will certainly be unhappy.</p> <p>Examples of customer hygiene factors include: </p> <ul> <li>Ease of purchase (online and offline)</li> <li>High availability of customer service</li> <li>Perks for customer loyalty</li> <li>Sensible customer care policies (returns, refunds, etc.)</li> </ul> <p>Attendees agreed that all digital initiatives should improve the existing customer experience at all touchpoints and avoid having 'increasing efficiency' as the main goal.</p> <p>Doing so could result in negative customer feedback for digital transformation initiatives and risk the support of the business for the programme.</p> <h3>A word of thanks</h3> <p>Econsultancy would like to thank all of the marketers who participated on the day and the moderator for the Digital Transformation: People, Process &amp; Technology table, <strong>Caitlin Nguyen, Global Lead for Digital &amp; CRM at Fonterra.</strong></p> <p>We hope to see you all at future Singapore Econsultancy events!</p> <p><img src="https://assets.econsultancy.com/images/0008/2665/end.jpg" alt="" width="800" height="533"></p> tag:econsultancy.com,2008:BlogPost/68657 2016-12-22T00:01:00+00:00 2016-12-22T00:01:00+00:00 Seven ways marketers can jump-start digital transformation in 2017 Jeff Rajeck <p>Upon a closer look, however, it is clear that marketing has a strong role to play. The reason is that as customers become more digital, it is marketing's responsibility to keep up, even if the rest of the company is lagging.</p> <p>When marketers have a look at what digital transformation entails, though, it seems overwhelming.</p> <p>Management needs to be convinced, new technology has to be purchased, and the whole organisation needs to be restructured. How can marketing alone get this process started?</p> <p>At a recent Digital Cream roundtable discussion in Sydney, we asked marketers to come up with a few ideas on this topic. Below is a summary of seven ways marketers can get digital transformation started in the new year.</p> <h3>1) Take ownership</h3> <p>The first step to getting a digital transformation programme started is to take ownership of the process. This means becoming familiar with what digital transformation will mean to the company as well as understanding how other organisations have approached it.</p> <p>Econsultancy offers several resources to help those just starting out, but a good place to start is to review Neil Perkin's presentation <a href="https://econsultancy.com/reports/festival-of-marketing-2015-digital-transformation-stage">Organisational Resourcing and Digital Leadership</a> from the Festival of Marketing.</p> <p>In it you will find numerous charts and graphs which will both help clarify ideas about why digital transformation is important as well as collatoral for presenting this information to others.</p> <p>Here is an example of a chart from the deck which shows the stages many companies go through during a digital transformation programme.</p> <p><img src="https://assets.econsultancy.com/images/0008/2582/dt.png" alt="" width="800" height="405"></p> <h3>2) Work from the bottom up</h3> <p>Once marketing has a solid grasp of the task ahead, it is tempting to think that the next step must be a detailed presentation to a management committee to secure top-level buy-in.</p> <p>Not so, said participants. Instead, marketers should aim to convince a single executive of the benefits of digital transformation before attempting to address management as a whole.</p> <p>To do so, the marketing team should get support for a digital project from a single manager and then regularly share small success stories with them. Once they have a few successful digital initiatives, marketers will then have a good story for a wider audience.</p> <p>This soft and iterative approach, according to attendees, is much more effective than trying to get a committee to sign-off on a big idea at the start.</p> <p><img src="https://assets.econsultancy.com/images/0008/2584/1.jpg" alt="" width="800" height="584"></p> <h3>3) Make mistakes</h3> <p>Facebook famously told its developers to 'move fast and break things' meaning that failing and learning is preferred over a more conservative approach to change.</p> <p>Attendees felt that this was also an appropriate attitude for marketers who want to get digital transformation underway.</p> <p><img src="https://assets.econsultancy.com/images/0008/2583/fb.jpg" alt="" width="800" height="450"></p> <p>All agreed, however, that working with this attitude is not easy as most organisations reward success and discourage failure. What is required, then, is a shift in mindset so that risky projects, and the invetable failures, are celebrated instead.</p> <p>Participants acknowledged that such a change would not happen quickly throughout a company, but a marketing team looking to get digital transformation underway could be the first to start.</p> <h3>4) Get physical</h3> <p>Another interesting idea which came up during the discussion was that marketers should make their digital transformation programme as 'physical' as possible.</p> <p>That is, instead of only using digital collaboration tools for the initiative, marketers should hold visible meetings, have open brainstorming sections, and cover whiteboards with drawings and post-it notes.</p> <p>Other suggestions included putting up posters of key performance indicators (KPIs) and marketing goals to make it abundantly clear what the team was working on.</p> <p>The purpose of the spectacle is to draw attention to the changes that marketing was leading in hopes of attracting interest from other departments and management.</p> <p><img src="https://assets.econsultancy.com/images/0008/2585/2.jpg" alt="" width="800" height="533"></p> <h3>5) Keep learning</h3> <p>All delegates agreed that digital transformation was first and foremost about people. If the people in the organisation are committed to change then digital transformation will most likely be successful.</p> <p>To make this happen, though, marketers need to be ready to educate others within the organisation. Without having digital expertise, one participant noted, this is unlikely to happen.</p> <p>So to encourage cross-departmental knowledge sharing, marketers need to keep learning about digital technology and how best to apply it to their business.</p> <p>One suggestion for doing so was to hold regular 'lunch and learn' sessions where team members presented to each other about their projects or other innovations.</p> <h3>6) Choose technology carefully</h3> <p>New technology is always necessary for digital transformation and, as mentioned previously, marketers must keep up with technology developments if they aim to start a digital transformation programme.</p> <p>One participant said that the problem they encountered during the transformation process was that their company had too much technology.</p> <p>With dozens of platforms in use, it was nearly impossible for the team to monitor the systems, much less suggest how other departments could use them.</p> <p>One suggestion was that marketers should first integrate the basics - web, email, and CRM - and then add new channels slowly and carefully. Doing so will allow marketers to concentrate on applying existing systems in ways which matter most to the business.</p> <p><img src="https://assets.econsultancy.com/images/0008/2586/3.jpg" alt="" width="800" height="533"></p> <h3>7) Outsource when you can</h3> <p>Finally, participants indicated that no matter how big the marketing or digital transformation teams are, they will always have limited resources.</p> <p>Instead of overloading team members with the wide variety of technologies and digital services necessary for transformation, attendees felt it was best practice for the team to agree on what they could realistically achieve with the team members.</p> <p>For items outside the team's expertise, all agreed that finding the right partners was time well-spent.</p> <p>This can be particularly problematic when new channels, particularly video-based ones, are being considered as the time and resources necessary to produce high-quality material may end up being very time-consuming.  </p> <p>As one delegate noted, marketers trying to get digital transformation on the agenda at their company should invest their time in what they know best - the company's business and how to improve it digitally.</p> <h3>A word of thanks</h3> <p>Econsultancy would like to thank all of the marketers who participated on the day and especially our 'Digital Transformation - People, Process &amp; Technology' moderator, Mona Pradella, B2B Marketing Manager, YourTutor.</p> <p>We hope to see you all at future Sydney Econsultancy events!</p> <p><img src="https://assets.econsultancy.com/images/0008/2587/end.jpg" alt="" width="800" height="533"></p> tag:econsultancy.com,2008:BlogPost/68646 2016-12-21T15:30:00+00:00 2016-12-21T15:30:00+00:00 Was 2016 the year companies finally moved beyond button testing in CRO? Paul Rouke <p>There is no user behavioural insight, no process or methodology, WYSIWG testing, tests being concluded too early, egotism and opinions running riot and most significantly, there is a lack of appreciation for the importance for experimentation from the C-suite - due mainly to a lack of knowledge and understanding.</p> <p>The list goes on. </p> <p>In early 2016, I set out <a href="https://econsultancy.com/blog/67454-five-digital-realities-every-ceo-md-must-face-in-2016/">the five digital realities every CEO and MD must face up to</a>. The article was centered around how businesses need to become more customer-centric and harness the potential of strategic conversion optimisation and the positive effect it could have on their business. </p> <p>Unfortunately, over the past year (well, almost a year) I can see that little progress has been made. In this article, I am going to share my thoughts on this lack of progress.</p> <h3>Why is there still a startling lack of investment in converting visitors to customers?</h3> <p>It is true that converting visitors to customers will become essential, but has this message resonated and started having an impact within businesses? Not very much; at least, not yet. </p> <p>The reality at the end of 2016 is much like it was at the beginning: most businesses have a fixed mindset, running and growing their business as they always have, with the primary focus on acquiring traffic to generate sales.</p> <p>For many decision makers and marketeers, A/B testing is a simple tactic to tinker with buttons, headlines and images from basic data analysis. There’s still no real strategy. </p> <p>The penny will drop at some stage, although for many businesses this could quite easily be too late as their more open-minded, progressive and growth-focused competitors have embraced the importance of CRO (long before others have).</p> <p>With more than<a href="http://www.telegraph.co.uk/business/2016/07/12/record-80-new-companies-being-born-an-hour-in-2016/"> 80 new companies being started <strong><em>every hour</em></strong></a> (each looking to take market share and disrupt the status quo), I hope established businesses start putting their budgets in more intelligent strategies in 2017.</p> <p>As the saying goes, there is no time like the present.</p> <h3>We need to master A/B testing <em>before</em> tackling personalisation and big data</h3> <p>Why walk when you can start running straight away?</p> <p>As we heard in 2015 and throughout 2016, the future is all about big data, one-to-one experiences, behavioural targeting, automation and machine learning.</p> <p>With so many articles and other media promoting this message, many businesses were leapfrogging intelligent A/B testing and landing feet-first in automation and personalisation in 2016.</p> <p><em>What a shame.</em></p> <p>It is time for businesses to firstly go back to the roots of simple A/B testing, driven by understanding users, understanding data and harnessing a multi-disciplinary team to create more persuasive and compelling user experiences for every single visitor.</p> <p>Once that has been accomplished, then you can start adding on the bells and whistles. </p> <p>You don’t personalise a crappy checkout for a one-on-one experience – you improve the experience for every single visitor through intelligent, persuasive UX design and A/B testing.</p> <h3>Tools and machines can’t replicate brains</h3> <p>Despite my protestations, in 2016, we saw the tools and tech get even bigger and shinier.</p> <p>As far as testing tools and experimentation software, Optimizely gave us Optimizely X, Qubit developed a more cohesive experience-building platform and now more AI tools are coming to market.</p> <p>What this has meant in 2016 is more businesses believing the answer to improved website performance lies in these tools because:</p> <ol> <li>they’re better than the last one and..</li> <li>they have more features and functions, meaning our experimentation workflow can be more efficient.</li> </ol> <p>For the millions of pounds or dollars invested in the latest tools and technology (which in the majority of cases gather dust amidst the lack of resources), the lack of knowledge and skills available to get the best out of these tools is a crying shame.</p> <p><img src="https://assets.econsultancy.com/images/resized/0008/2485/ezgif.com-resize__1_-blog-flyer.png" alt="" width="400"> </p> <p>Within many businesses it’s still a case of 'all the gear, no idea'.</p> <p>The most important tool businesses have got at their disposal is people. You can’t buy ‘off the shelf’ creativity, innovation and strategic thinking. Even machines need to be given the data to create variations. </p> <p>Conversion optimisation requires creativity, innovation and strategic thinking. It requires people and their brains.</p> <h3>Are you customer-centric?</h3> <p><em>We are a customer-centric business. The customer is king. We listen to our customers.</em></p> <p>Almost all business say they are customer centric, yet the reality at the end of 2016 is that very few actually are. It’s merely lip-service. </p> <p>Many business will claim that they have multiple channels that all feed into their online experiences.</p> <p>Affordability and simplicity have meant there’s increased visibility on customer actions, but the responsive solutions to problems flagged through these tools are:</p> <ol> <li>based on internal opinions of what the solution should be and..</li> <li>not put through a testing tool to let the customers tell you what is their preferred solution. </li> </ol> <p>Not only that, but in a year which saw machine learning’s rise to prominence, many businesses are still ignoring the value that one-on-one research has.</p> <p>When was the last time you spoke one-on-one with your customers and prospects to ask them how you can improve your user (and customer) experience?</p> <p>Intelligent, natural one-one user research is still <em>the</em> most undervalued and underutilised activity that businesses invest in. </p> <p>No matter how long companies choose to run their business, there is no escaping that the most successful, sustainable businesses truly invest in understanding how they can best serve their customers.</p> <h3>Your competitors are taking optimisation seriously</h3> <p>It isn’t all doom and gloom. There’s been a real uptake in businesses understanding the importance of experimentation in their business and this is a definite shift in the right direction.</p> <p>The next step heading into 2017 will be businesses transforming their internal processes to develop an intelligent culture of experimentation across all aspects of the online experience.</p> <p>It is very likely that some of your key competitors are in this minority. They have recognised how much of a competitive advantage it can be, and they are busy planning and testing a much better user experience for their (and your) potential customers.</p> <p><img src="https://assets.econsultancy.com/images/resized/0008/2484/ezgif.com-resize-blog-flyer.png" alt="" width="500" height="234"></p> <p><em>Will you join your competitors and start taking optimisation seriously?</em> </p> <h3>You have the power to start controlling your own destiny</h3> <p>Compared to the increasingly competitive space of visitor acquisition, conversion optimisation allows you to control your own destiny. </p> <p>You choose how much you want to invest in optimising and improving your website experience and commercial performance.</p> <p>Will 2017 see you and your business start controlling your own destiny? Go on, you know you want to! </p> <p><strong><em>Now read:</em></strong></p> <ul> <li><a href="https://econsultancy.com/blog/68621-ux-in-2017-what-do-the-experts-predict/">UX in 2017: What do the experts predict?</a></li> </ul> tag:econsultancy.com,2008:BlogPost/68643 2016-12-19T10:00:00+00:00 2016-12-19T10:00:00+00:00 Why hackathons are valuable for marketers as well as techies David Moth <p>The events range in size and prestige, from small internal hackathons to competitions hosted by tech giants where there are big cash prizes on offer.</p> <p>While they’re normally associated with techies and coders, the Econsultancy and IBM iX hackathon I attended was aimed at inspiring marketers to consider new customer experiences and ways of working.</p> <p>It began with a discussion around the importance of Design Thinking, before the marketers broke into groups and were challenged to conceptualize product ideas that would ease existing customer pain points.</p> <p>For those unfamiliar with design thinking, this series of posts is a perfect way to get to grips with the concept:</p> <ul> <li><a href="https://econsultancy.com/blog/68503-what-is-design-thinking/">What is design thinking?</a></li> <li><a href="https://econsultancy.com/blog/68509-why-is-design-thinking-suddenly-so-important/">Why is design thinking suddenly so important?</a></li> <li><a href="https://econsultancy.com/blog/68510-how-can-marketers-employ-design-thinking">How can marketers employ design thinking?</a></li> </ul> <p>But aside from the lesson in design thinking, the event was a useful insight into how hackathons work and how they can be a worthwhile exercise for marketers.</p> <p>Here are some of my takeaways on why hackathons aren’t just for coders. We're also planning to run some more hackathons in partnership with IBM iX in 2017, so Econsultancy subscribers should look out for more information on how to apply.</p> <h3>Drags people out of their comfort zone</h3> <p>The most obvious benefit of a hackathon is that it gives people a day away from their regular tasks.</p> <p>All jobs have a certain routine or rhythm to them, and it’s important to mix things up to provide some variety and inspiration.</p> <p><iframe src="https://www.facebook.com/plugins/post.php?href=https%3A%2F%2Fwww.facebook.com%2Fzuck%2Fposts%2F10102285103820421%3A0&amp;width=500" width="500" height="511"></iframe></p> <p>Hackathons give people the opportunity to step out of their comfort zone and take on a new (and hopefully fun) challenge, if only for an afternoon.</p> <p>Stepping away from the computer to a new location – ideally off-site, not just a meeting room – can be invigorating and provides relief from the day-to-day grind.</p> <h3>Helps you to see the bigger picture</h3> <p>In the rush to complete tasks and hit deadlines it’s understandable that people become focused on the priorities and goals specific to their business unit.</p> <p>By challenging employees to consider customer pain points outside of their normal area of focus it forces them to take a broader view of the customer experience.</p> <p>Ideally this will give them a fresh perspective on their own role and how it fits within the customer journey.</p> <p>It might also encourage them to consider new solutions and ways of working when dealing with the familiar problems in their day job.</p> <h3>Puts the focus back on the customer</h3> <p>Design thinking is all about creating experiences that cater to the needs of the customer.</p> <p>Econsultancy’s <a href="https://econsultancy.com/reports/marketing-budgets/">research into marketing budgets for 2016</a> found that nearly three-quarters (73%) of company respondents are ‘working towards delivering cohesive customer experiences, rather than standalone campaigns or interactions’.</p> <p><img src="https://assets.econsultancy.com/images/0008/2464/cx_chart.png" alt="" width="345" height="426"></p> <p>But while customer experience has been an important trend within marketing for more than a year, many companies are still driven by business priorities rather than customer needs. </p> <p>At the IBM Hackathon attendees were asked to discuss pain points associated with a specific customer persona and then design a new product experience which solved that problem.</p> <p>Most employees probably don’t often get the opportunity to dedicate an afternoon to thinking about how to improve the customer experience, so the exercise is extremely useful for jolting employees into thinking about the broader customer journey and how they can impact it. </p> <h3>Work alongside new people</h3> <p>For the IBM hackathon we invited a select few of our subscribers, which gave attendees the opportunity to collaborate with new people from different businesses.</p> <blockquote class="twitter-tweet"> <p lang="en" dir="ltr">Our <a href="https://twitter.com/ibminteractive">@ibminteractive</a> Design Thinking Hackathon teams are just identifying customer pain points. Product ideas come next. <a href="https://t.co/CEk6LwNSPp">pic.twitter.com/CEk6LwNSPp</a></p> — Econsultancy (@Econsultancy) <a href="https://twitter.com/Econsultancy/status/805784694398844928">December 5, 2016</a> </blockquote> <p>This provides a useful networking opportunity, but more importantly we’ve found that people are more willing to open up when they aren’t around their normal colleagues.</p> <p>If you’re organising your own internal hackathon then it still gives people the chance to collaborate with new people, which will hopefully foster new relationships and help to break down those pesky silos.</p> <h3>New ideas</h3> <p>New ideas are the most obvious benefit, as it’s really the whole reason hackathons were invented. However, it’s not something we should overlook.</p> <p>While our Design Thinking Hackathon was focused on creating new products and processes, you could just as easily ask attendees to design a new marketing campaign.</p> <p>That’s exactly what <a href="https://blog.hubspot.com/blog/tabid/6307/bid/33369/How-to-Create-200-Hours-Worth-of-Marketing-Content-in-One-Night.aspx#sm.001sr30k9eo6fl3117d2lbkq7ozii">Hubspot did back in 2012</a>, hosting an event that gave its marketing team an evening to create an entire campaign from scratch in one evening.</p> <p>I’m a bit concerned by Hubspot’s measure of success for the hackathon - ‘we cranked out over a couple hundred hours of work in one night’ - but it’s still a great way of generating loads of new marketing ideas, alongside the other benefits mentioned in this post.</p> tag:econsultancy.com,2008:BlogPost/68625 2016-12-15T14:35:56+00:00 2016-12-15T14:35:56+00:00 What can marketers learn from SaaS (software-as-a-service) businesses? Ashley Friedlein <p>Popular categories include beauty and grooming, food and drink, and pets. Although startups such as Graze (healthy snack boxes on subscription) pioneered this space in ecommerce, the bigger players are rapidly trying to play catch up: Walmart (Beauty Box), Starbucks, Macy’s and others.</p> <p>Perhaps the most interesting is Amazon. In many ways, its Prime membership is a form of subscription. It aims to reduce friction and encourage repeat purchase and loyalty.</p> <p>Amazon’s Dash buttons are also designed to make repeat purchase super easy. Amazon’s Fresh service for groceries, <a href="https://econsultancy.com/blog/67992-how-amazonfresh-is-hoping-to-threaten-the-uk-s-big-four-supermarkets/">recently launched in the UK</a>, is not strictly speaking a subscription service but it is close to that, aiming again to take away purchase friction for your weekly shop.</p> <p><img src="https://assets.econsultancy.com/images/0008/2301/amazon_dash.png" alt="" width="800" height="433"></p> <p>It seems even relatively low-consideration items that might not have regular or predictable repeat purchase cycles can work within a subscription offering. Printer ink is increasingly sold ‘as a service’ via a subscription model, for example HP Instant Ink.</p> <p>These shifts in business model and proposition have implications, of course, for marketing.</p> <p>Among the more sophisticated and mature players in digital subscription marketing and selling are SaaS (software-as-a-service) businesses. So <strong>what can we learn from SaaS marketing and models?</strong></p> <p>First, it is worth understanding the key business, and therefore marketing, metrics for SaaS.</p> <p>If you believe you are selling something one-off, then you tend to think mostly about top-of-funnel metrics, and cost per acquisition (CPA) is based on a single conversion event.</p> <p>In a subscription business, however, the key metrics are about usage, churn and yield, with lifetime value (LTV) and acquisition cost payback periods being the most important marketing metrics. If you have good loyalty, you can typically afford to spend more to acquire and keep customers.</p> <p>Second, and this relates directly to loyalty and yield, successful SaaS businesses are obsessively product-centric. They focus on the product, for example not underestimating the importance of the user interface.</p> <p>Marketing’s job becomes less about pushing out a message and more about listening to customers in order to help refine and improve the customer experience. This might include supporting customers with relevant and helpful content: Tutorials, demos, better product imagery and information, checklists, usage suggestions, tips, community and so on.</p> <p>Third, service and support should be seen as a revenue source, not a cost centre. In the SaaS world, it is often said ‘customer success is the new sales’.</p> <p>If your mindset is only a one-off transaction, then any support or service seems like a cost that detracts from the value of the sale you made.</p> <p>As soon as you look at it from a subscription perspective, with a certain LTV and the opportunity to upgrade the customer to a higher-level subscription offering, service becomes a fantastic opportunity to engage with customers, delight them and increase their profitability and yield. I have argued before that service and support should be considered part of the marketing function.</p> <p>Finally, we can learn from the culture and processes that SaaS businesses typically apply, not just to marketing but their entire operations.</p> <p>Many SaaS services are not only subscription-based but also monthly, rather than annual, subscriptions. This forces them to stay good all the time because customers can leave as quickly as they arrive. They have to keep improving the product, keep the service levels high, keep comparing themselves to the competition.</p> <p>This means their operational rhythm is ‘agile’, their culture is about rapid iteration, test and learn, about automation and scaling, about being ‘always on’. All things I hear marketing functions aspiring to become.</p> <p>Perhaps it is worth trying to envision your product or service as a subscription offering if it is not already. Perhaps you should consider hiring a marketer with SaaS-type marketing expertise.</p> <p>How might you do your marketing differently as a result?</p> <p><em>For more on this topic, see:</em></p> <ul> <li><a href="https://econsultancy.com/blog/66034-the-pros-and-cons-of-subscription-ecommerce-models/"><em>The pros and cons of subscription ecommerce models</em></a></li> <li><a href="https://econsultancy.com/blog/68545-five-ways-subscription-box-services-can-increase-customer-retention/"><em>Five ways subscription box services can increase customer retention</em></a></li> <li><a href="https://econsultancy.com/blog/67458-six-things-that-make-a-good-subscription-service/"><em>Six things that make a good subscription service</em></a></li> </ul> tag:econsultancy.com,2008:BlogPost/68633 2016-12-13T11:17:11+00:00 2016-12-13T11:17:11+00:00 How Britain's favourite brands are attracting consumers this Christmas James Collins <p>Our recent research revealed that <a href="https://econsultancy.com/blog/68590-10-dazzling-digital-marketing-stats-from-this-week/" target="_blank">Marks &amp; Spencer is the UK’s favourite Christmas shop</a>. Of the 2,000 consumers we surveyed, 28% said they will spend the most on gifts at M&amp;S this month, with Boots, John Lewis, Next and House of Fraser making up the rest of the top five.</p> <p>Attracting Christmas shoppers pays off for these brands, and not just in the short term. Our survey also revealed that 84% of UK shoppers plan to carry on spending in their chosen stores after the Christmas season has ended.</p> <h3>The modern consumer journey</h3> <p>The top five brands are ones which UK shoppers have known and loved for a long time. Although the stores aren’t new, their methods of attracting customers have changed dramatically since the stores were founded.</p> <p>These changes have been driven by the transformation of consumer behaviour. According to research by Webloyalty &amp; Conlumino, the average consumer typically used around two touchpoints during their path to purchase in the year 2000. By 2015, this had increased to around five.</p> <p><img style="vertical-align: middle;" src="https://assets.econsultancy.com/images/0008/2364/christmas-shoppers-on-smartphone.jpg" alt="Christmas shoppers on smartphone" width="800" height="450"></p> <p>Shoppers are interacting with more touchpoints across more marketing channels and devices than ever before.</p> <p>But which of these is having the biggest impact on consumer choice, and how are Britain’s favourite brands making the most of it?</p> <h3>The famous Christmas TV ad campaign</h3> <p>Despite the big budgets and hype, our research found that only 27% of people make a purchase based on brands’ TV adverts alone.</p> <p>This may seem a small percentage in return for the huge investment in TV ads, but no channel performs in a silo. As multi-device ownership increases – according to the IAB’s 2015 Full Year Digital Adspend Results, there are an average of 8.3 connected devices per home – the ways to reach consumers increase too.</p> <p>For a TV advert to be most effective, it must be part of a multichannel campaign delivering consistent messaging across channels and devices. </p> <p>John Lewis – whose Christmas campaign is often the most talked about – is taking this multichannel approach seriously, <a href="https://econsultancy.com/blog/68512-john-lewis-combines-tv-ad-with-snapchat-lens-and-email/">combining both on and offline experiences</a>.</p> <p>Buster the Boxer soft toys and picture books are on sale, and the brand has partnered with Snapchat to produce a custom filter, created bespoke Twitter stickers, and offered an Oculus Rift VR experience in the Oxford Street flagship store. </p> <p>The brand’s creative multichannel approach pays off. Speaking before the release of this year’s campaign, John Lewis’ head of marketing, Rachel Swift, said that the Christmas TV ad campaign is the store’s most profitable return on investment. </p> <p><iframe src="https://www.youtube.com/embed/sr6lr_VRsEo?wmode=transparent" width="560" height="315"></iframe></p> <h3>Advice from friends and family</h3> <p>Our survey found that 31% of people listen to advice from friends and family about where to purchase Christmas gifts from.</p> <p>Social media is the modern equivalent of word of mouth. Today’s brands understand the importance of using social media as part of a multichannel campaign.</p> <p>For example, M&amp;S has ‘Mrs Claus’, the star of its TV ad, taking over its Twitter account, has created the hashtag #lovemrsclaus, and has even designed its own Mrs Claus emoji.</p> <blockquote class="twitter-tweet"> <p lang="en" dir="ltr">A delightful morning full of giving (and receiving) awaits. Stay tuned... <a href="https://twitter.com/hashtag/LoveMrsClaus?src=hash">#LoveMrsClaus</a> <a href="https://t.co/au6wzme7AC">pic.twitter.com/au6wzme7AC</a></p> — M&amp;S (@marksandspencer) <a href="https://twitter.com/marksandspencer/status/806770300905848833">December 8, 2016</a> </blockquote> <p>According to Waggener Edstrom, from 4–20 November 2016, M&amp;S clocked up 43,376 mentions across social media, second only to John Lewis (which had a huge 203,199).</p> <p>Again the scale of the social buzz surrounding these big campaigns helps hammer home the importance of creating a campaign that is active across multiple channels.</p> <h3>Browsing a retailer’s own website</h3> <p>Our survey results also showed that 33% of shoppers browse a brand’s own website to help them decide where to buy gifts. So, it’s essential to make sure people can navigate around your site easily.</p> <p>Next’s online Christmas store is a prime example of so many retail websites at this time of year – there’s an obvious Christmas section in the main navigation, ‘gifts for…’ category pages, Secret Santa guides, the list goes on. It’s easy for consumers to find what they’re looking for in whatever way that suits them.</p> <p>But this on-site experience is only beneficial if people are actually visiting your website in the first place. Attracting relevant traffic isn’t just about the short term tactics, like <a href="https://econsultancy.com/blog/68573-seven-examples-of-black-friday-email-marketing-from-retailers/">the barrage of Black Friday emails</a> we experienced last month.</p> <p>Campaigns that focus on the long term, like partnerships with relevant blogs and online magazines, can help you attract more of your target customers over a longer period of time. </p> <p>The tricky thing is measuring the impact of campaigns like this. If a customer reads your Christmas gift guide on their favourite fashion blog and then visits your website a few days later, last-click measurement won’t acknowledge the contribution of the content campaign. </p> <p>Brands, including some of those in our top five, are moving towards attributed measurement to help them understand the value of marketing channels that appear earlier in the user journey.</p> <p>House of Fraser, for example, saw an 83% rise in the number of affiliate touchpoints awarded commission when it moved away from the last-click model.</p> <p>This view of the full user journey allowed House of Fraser to recognise the touchpoints that were driving customers to its website on a longer term basis.</p> <h3>Saving money with vouchers and loyalty schemes</h3> <p>Finally, we found that 44% of consumers are encouraged to buy from a store if they know they can use a voucher code, and 23% are persuaded by the chance to build up loyalty points.</p> <p>Boots is a great example of a store that uses vouchers and loyalty points well. You can quickly find offers on voucher and cashback sites, the brand’s Advantage Card is extremely popular, and its 3-for-2 offers at Christmas practically fill the store.</p> <p>Typically, online vouchers are associated with short-term gains at the last click – arguably perfect for the Christmas push. But it’s important to understand the incremental value that vouchers offer.</p> <p>As our survey shows, they can prompt shoppers to choose one brand over another. Vouchers can also add value across the whole user journey: We found a 22% uplift in revenue from voucher sites when taking earlier touchpoints into account, rather than just last click.</p> <p>So, we’ve seen that the modern consumer journey is complex. Christmas shoppers are influenced by lots of different touchpoints – there’s no one channel that trumps them all. The UK stores that win the Christmas retail battle are the ones that target their audience across all the relevant channels available to them.</p> <p>The brands that truly win at this time of the year, however, are the ones that understand the importance of <a href="https://econsultancy.com/blog/65435-what-is-customer-lifetime-value-clv-and-why-do-you-need-to-measure-it/">lifetime value</a>. Attracting customers and encouraging them to buy Christmas gifts is only the first step.</p> <p>Retailers that succeed are those that use their data cleverly to help them make the most of the 84% of Christmas shoppers who intend to shop at their chosen store again – and attract as many of the remaining 26% as possible.</p> <p>Having a rounded understanding of the user journey, and the many touchpoints that users encounter both pre- and post-purchase, allows you to test and discover what messages to use – and when – to encourage more customers to return again and again.</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/68624 2016-12-12T10:07:12+00:00 2016-12-12T10:07:12+00:00 12 seminal reads on why digital *is* different Ashley Friedlein <p>As it is the holiday season, I will make the case through the articles, papers, books or content that inspired me and fuelled my passion for digital as something new, something different.</p> <p>Four areas where digital feels distinctive are in:</p> <ul> <li>its ability to disrupt business models,</li> <li>its emphasis on data and technology as sources of competitive advantage,</li> <li>its focus on the customer experience, and,</li> <li>a culture and operating model with distinctive and new ways of working.</li> </ul> <p>I have categorised my choices around those four key themes. This is not an exhaustive list but is a selection of the best thinking in the digital canon over the years that emphasise why digital is different.</p> <h3>Digital strategy and business models</h3> <p>It was the internet and digital that led to the customer being in control and placed the focus on customer-centricity as the necessary source of competitive advantage that we now hear so much about in business strategy.</p> <p>Another topic that continues to top the digital trends list is personalisation, perhaps because it is a unique blend of data, customer experience and customer-centric thinking.</p> <p>In 1999, three books were published that heralded this new era of customer power and talked about personalisation, privacy and conversational marketing in ways we have yet to master.</p> <p>If you haven’t already done so and need some digital and marketing inspiration, read: <a href="http://www.cluetrain.com/"><em>The Cluetrain Manifesto</em></a> by David Weinberger, Rick Levine, Christopher Locke and Doc Searls; <a href="https://www.amazon.com/Permission-Marketing-Turning-Strangers-Customers/dp/0684856360"><em>Permission Marketing</em></a> by Seth Godin; and <a href="https://www.amazon.com/Enterprise-One-Don-Peppers/dp/038548755X"><em>Enterprise One to One</em></a> by Don Peppers and Martha Rogers. </p> <p><img src="https://assets.econsultancy.com/images/0008/2298/books.jpg" alt="" width="439" height="293"></p> <p>For a shorter read on digital strategic thinking from 2013, take a look at the <a href="http://www.tate.org.uk/research/publications/tate-papers/19/tate-digital-strategy-2013-15-digital-as-a-dimension-of-everything">Tate Digital Strategy 2013–15: Digital as a Dimension of Everything</a>. This is fascinating, partly because it is so rare to see an internal digital strategy that has been open-sourced in this way.</p> <p>Given this is from three years ago, the conclusion is impressive and still progressive: “Digital used to be the concern of one department at Tate but will soon permeate all areas of work in the museum. This transition will require the right level of resourcing, leadership and engagement from across the organisation.”</p> <h3>For digital culture and organisational design</h3> <p>The online presentations on the <a href="http://www.slideshare.net/reed2001/culture-1798664">Netflix culture, posted by Netflix co-founder Reed Hastings</a>, and <a href="https://labs.spotify.com/2014/03/27/spotify-engineering-culture-part-1/">Spotify’s engineering culture, posted by tech developer Henrik Kniberg</a>, are must-reads for anyone seeking to understand what digital culture and organisational thinking look like.</p> <p>Aaron Dignan’s article entitled ‘<a href="https://medium.com/@aarondignan/the-operating-model-that-is-eating-the-world-d9a3b82a5885">The operating model that is eating the world</a>‘ proposes a new set of five Ps – purpose, process, people, product and platform – which give a framework for how organisations should think and work in a digital age.</p> <h3>For digital experiences and design</h3> <p>The <a href="https://econsultancy.com/blog/63430-the-digital-beauty-of-gds-government-digital-service/">UK Government Digital Service</a> was pioneering and enlightened when it published its <a href="https://www.gov.uk/design-principles">design principles</a>, and many organisations could still benefit from creating something similar for themselves today.</p> <p>Meanwhile, Fjord (now part of Accenture) described ‘<a href="https://www.fjordnet.com/conversations/the-era-of-living-services/">the era of living services</a>‘ in a 2015 report, which in my view is one of the best and most cogent articulations of the next wave of digital services and experiences that is underway.</p> <h3>For data and technology</h3> <p>In 2000, Jim Sterne and Matt Cutler co-authored ‘<a href="http://www.targeting.com/wp-content/uploads/2010/12/emetrics-business-metrics-new-economy.pdf">E-metrics – business metrics for the new economy</a>’. Technology may have progressed a lot since then but the thinking behind it is remarkably accurate even now. It was this paper that inspired my early interest in digital analytics and the power of data-driven marketing.</p> <p>Scott Brinker is my preferred writer on marketing technology (martech), including his infamous <a href="http://chiefmartec.com/2016/03/marketing-technology-landscape-supergraphic-2016/">martech landscape diagrams</a> charting the industry’s constituent companies, and now his book <a href="https://www.amazon.com/Hacking-Marketing-Practices-Smarter-Innovative/dp/1119183170">Hacking Marketing</a>, which describes how tech and marketing can learn from each other.</p> <p>When we look back at the decades we are currently living through, I think it will be justifiable to talk of this period as the digital revolution, on par with the industrial revolution, with long term consequences for society, business and marketing.</p> tag:econsultancy.com,2008:BlogPost/68609 2016-12-08T01:30:00+00:00 2016-12-08T01:30:00+00:00 Four things to consider before marketing on a new digital channel Jeff Rajeck <p>The same study also shows that <strong>these new consumer behaviours are good for brands which can keep up.</strong>  </p> <p>As the percentage of sales that a brand makes online increases, the more likely it is that a consumer will select the brand at some point in the purchase funnel. <strong><br></strong></p> <p><img src="https://assets.econsultancy.com/images/0008/2149/Picture1.png" alt="" width="570" height="444"></p> <p>Because of this, marketers should always be on the lookout for new digital channels. With new ones appearing regularly, however, knowing which ones to use can be difficult. </p> <p>To find out how professional marketers decide whether to use a new digital channel, Econsultancy in association with <a href="https://www.ibm.com/watson/marketing/">IBM Cognitive Engagement: Watson Marketing</a> recently held roundtable discussions in Delhi.</p> <p>There, senior client-side marketers discussed how they launch on digital channels to improve customer engagement, acquisition, and loyalty.</p> <p>Below are four questions which attendees indicated that they ask when launching on a new digital channel.</p> <h3>1. What is the objective of using the new channel?</h3> <p>The first thing delegates consider when reviewing a new digital channel is their objective. That is, what are they trying to accomplish?</p> <p>To answer this, they look at what part of the buying cycle they are trying to influence and ask whether or not the channel is appropriate. For example: </p> <ul> <li> <strong>Awareness:</strong> Is this where people interested in our brand spend their time?</li> <li> <strong>Research: </strong>Do potential customers look for information here? If so, can we tell them what they want to know?</li> <li> <strong>Interest: </strong>Will we be able to draw them away from the platform to tell our brand story?</li> <li> <strong>Conversion:</strong> Will they be in the right mindset to buy when they are in this channel?</li> <li> <strong>Advocacy: </strong>Does the platform allow us to engage with customers one-on-one at scale? </li> </ul> <p>Different platforms will suit different purposes. Highly visual networks, such as Instagram and Snapchat, tend to perform better at the top of the funnel.  </p> <p>Special-topic sites such as a blog are more suitable for the middle and conversion. Messaging platforms are best for ongoing engagement.</p> <p>Marketers should, therefore, understand where a channel fits in the customer journey before committing resources and budget to develop their presence on it.</p> <p><img src="https://assets.econsultancy.com/images/0008/2152/1.jpg" alt="" width="800" height="533"></p> <h3>2. Is it possible to segment audiences on the channel?</h3> <p>In <a href="https://econsultancy.com/reports/quarterly-digital-intelligence-briefing-2016-digital-trends">Econsultancy's latest Digital Trends report</a>, 'targeting and personalization' was seen as one of the three top priorities for organisations in 2016.</p> <p>Marketers in Delhi agreed. Participants noted that whenever they look at new digital channels, <strong>they consider whether they are able to segment and target audiences on the platform.</strong></p> <p>The reason is that in order to increase engagement with the brand, content must be personalised to some extent. And to personalise, marketers need to be able to segment.</p> <p>Ideally, marketers would be able to segment using demographics, interests and behaviour, but at least one option must be available.</p> <p>While this is not a problem with established channels like Google and Facebook, many marketers have voiced frustrations with difficulty in doing so with Snapchat and Pinterest.</p> <p>Interestingly, both <a href="https://econsultancy.com/admin/blog_posts/new/%20http:/www.adweek.com/socialtimes/snap-audience-match-snapchat-lifestyle-categories-lookalikes/644849">Snapchat</a> and <a href="https://business.pinterest.com/en/blog/new-targeting-tools-make-pinterest-ads-even-more-effective">Pinterest</a> have recently announced that audience targeting will be available.</p> <p><img src="https://assets.econsultancy.com/images/0008/2153/2.jpg" alt="" width="800" height="533"></p> <h3>3. Does the channel provide attribution data?</h3> <p>Another issue which marketers face when using new platforms is that they need to know whether it is effective in driving new business.  </p> <p>The way this is typically done is through a 'referrer source' tag which is picked up by web analytics platforms and recorded along with page views and conversions. </p> <p>While nearly all established digital channels provide this tag, many new platforms do not.  </p> <p>Out of eight messaging platforms commonly used in Asia-Pacific, <strong>only Facebook Messenger and Twitter DMs provide 'referrer source' and the rest are considered <a href="https://econsultancy.com/blog/67529-the-rise-of-dark-social-everything-you-need-to-know/">'dark social'</a>.</strong></p> <p><img src="https://assets.econsultancy.com/images/0007/8441/dark_social_messaging_apps.png" alt="" width="607" height="471"></p> <p>The only alternative in these cases is for marketers to tag links they post on the platforms themselves. This is not easy to do and makes analytics even more difficult.</p> <p><img src="https://assets.econsultancy.com/images/0008/2154/3.jpg" alt="" width="800" height="533"></p> <h3>4. Can we use marketing automation on the channel?</h3> <p>Attendees asserted that <strong>marketing automation reduces marketing costs and increases conversions.</strong> Because of this, marketers should consider to what extent new channels support automation initiatives.</p> <p>Again, this was not really an issue when using established search and social platforms as they offer APIs, ad bidding automation, and even automated customer service.</p> <p>Newer platforms, however, require that marketers post content manually making it even more difficult to send the right message to the right person at the right time. </p> <p>Participants agreed, though, that in order to reach their customers it was worth putting efforts into new channels such as chat platforms even without automation. Many felt that, in time, these platforms will support integration and allow marketers to use them more effectively.</p> <h3>A word of thanks</h3> <p>Econsultancy would like to thank all of the marketers who participated on the day and our table leaders: </p> <ul> <li>Antonia Edmunds, Business Leader - IBM Watson Marketing.</li> <li>Gowri Arun, GBS Marketing Leader - IBM India/South Asia.</li> <li>Joseph Sundar, Business Development Executive, ISA/ASEAN - IBM Watson Marketing.</li> <li>Harsh Anand, CSP Leader - IBM Commerce.</li> </ul> <p>We hope to see you all at future Delhi Econsultancy events!</p> <p><img src="https://assets.econsultancy.com/images/0008/2155/4.jpg" alt="" width="800" height="533"></p> tag:econsultancy.com,2008:TrainingDate/3120 2016-12-05T07:43:04+00:00 2016-12-05T07:43:04+00:00 Econsultancy's Certificate in Digital Marketing & Google AdWords Qualified Individual Certification **HRDF Claimable** - Malaysia <h3><strong>Course Details</strong></h3> <p>Econsultancy and ClickAcademy Asia are proud to launch the first world-class Certificate in Digital Marketing programme in Malaysia catering to senior managers and marketing professionals who want to understand digital marketing effectively in the shortest time possible. Participants who complete the programme requirement will be awarded the <strong>Econsultancy's Certificate in Digital Marketing</strong> and <strong>Google AdWords Qualified Individual</strong> <strong>Certificate</strong>.</p> <p style="font-weight: normal;">This is a part-time programme with 64 contact hours (total 8 days) spread over 8 weeks. Participants will only be certified after passing the Google AdWords exams and the digital marketing project, and complete at least 52 contact hours. </p> <p style="font-weight: normal;">The part-time programme covers topics ranging from the overview of digital marketing, customer acquisition channels to social media marketing.</p> <p>A special early bird rate of RM10,000/pax is applicable for participants who register one month before course date. (6% GST applicable)</p> <p>For more information and to register, please click <a href="http://www.clickacademyasia.com/classgroup/econsultancys-certificate-in-digital-marketing-google-adwords-certification-my/?id_class=868&amp;utm_source=econsultancy&amp;utm_medium=website&amp;utm_campaign=doublecert-my-aug2016" target="_blank">here</a> <a href="http://www.clickacademyasia.com/training/digital-marketing/certificate-in-digital-marketing"><br></a></p> <h4>For any queries, please call +65 6653 1911 or email <strong><a href="mailto:apac@econsultancy.com" target="_self">apac@econsultancy.com</a></strong> </h4>