tag:econsultancy.com,2008:/topics/multichannel-marketing Latest Multichannel Marketing content from Econsultancy 2017-02-27T12:55:00+00:00 tag:econsultancy.com,2008:Report/3008 2017-02-27T12:55:00+00:00 2017-02-27T12:55:00+00:00 Internet Statistics Compendium Econsultancy <p>Econsultancy’s <strong>Internet Statistics Compendium</strong> is a collection of the most recent statistics and market data publicly available on online marketing, ecommerce, the internet and related digital media. </p> <p><strong>The compendium is available as 11 main reports (in addition to two sector-specific reports, B2B and Healthcare &amp; Pharma) across the following topics:</strong></p> <ul> <li><strong><a href="http://econsultancy.com/reports/advertising-media-statistics">Advertising</a></strong></li> <li><strong><a href="http://econsultancy.com/reports/content-statistics">Content</a></strong></li> <li><strong><a href="http://econsultancy.com/reports/customer-experience-statistics">Customer Experience</a></strong></li> <li><strong><a href="http://econsultancy.com/reports/web-analytics-statistics">Data and Analytics</a></strong></li> <li><strong><a href="http://econsultancy.com/reports/demographics-technology-adoption">Demographics and Technology Adoption</a></strong></li> <li><strong><a href="http://econsultancy.com/uk/reports/ecommerce-statistics">Ecommerce</a></strong></li> <li><strong><a href="http://econsultancy.com/reports/email-ecrm-statistics">Email and eCRM</a></strong></li> <li><strong><a href="http://econsultancy.com/reports/mobile-statistics">Mobile</a></strong></li> <li><strong><a href="http://econsultancy.com/reports/search-marketing-statistics">Search</a></strong></li> <li><strong><a href="http://econsultancy.com/reports/social-media-statistics">Social</a></strong></li> <li><strong><a href="http://econsultancy.com/reports/strategy-and-operations-statistics">Strategy and Operations</a></strong></li> </ul> <p>Updated monthly, each document is a comprehensive compilation of internet statistics and digital market research with data, facts, charts and figures. The reports have been collated from information available to the public, which we have aggregated together in one place to help you quickly find the internet statistics you need - a huge time-saver for presentations and reports.</p> <p>There are all sorts of internet statistics which you can slot into your next presentation, report or client pitch.</p> <p><strong>Those looking for sector-specific data should consult our <a title="B2B Internet Statistics Compendium" href="http://econsultancy.com/reports/b2b-internet-statistics-compendium">B2B</a> and <a title="Healthcare and Pharmaceuticals Internet Statistics Compendium" href="https://econsultancy.com/reports/healthcare-and-pharmaceuticals-internet-statistics-compendium/">Healthcare and Pharmaceuticals</a> reports.</strong></p> <p><strong>Regions covered in each document (where data is available) are:</strong></p> <ul> <li><strong>Global</strong></li> <li><strong>UK</strong></li> <li><strong>North America</strong></li> <li><strong>Asia</strong></li> <li><strong>Australia and New Zealand</strong></li> <li><strong>Europe</strong></li> <li><strong>Latin America</strong></li> <li><strong>MENA</strong></li> </ul> <p>A sample of the Internet Statistics Compendium is available for free, with various statistics included and a full table of contents, to show you what you're missing.</p> tag:econsultancy.com,2008:BlogPost/68819 2017-02-17T11:03:14+00:00 2017-02-17T11:03:14+00:00 10 outstanding digital marketing stats from this week Nikki Gilliland <p>On we go...</p> <h3>73% of retailers fear cybercrime will negatively impact them in 2017</h3> <p>According to <a href="https://www.mimecast.com/resources/white-papers/Dates/2017/2/email-security-risk-assessment" target="_blank">new research</a> from Mimecast, retailers are hyper-aware of cyber-crime, with 73% believing that an attack will negatively impact their business in the year ahead.</p> <p>65% also believe a malicious email is the most likely way they’ll be infected by ransomware, making retail the most fearful industry overall.</p> <p>This news comes on the back of Mimecast’s security risk report which – from analysis of 26m emails – found 3.5m pieces of spam and 6,681 dangerous files.</p> <h3>Lingerie more popular than chocolate this Valentine’s Day</h3> <p>Criteo has revealed the most-searched for items this Valentine’s Day. Coming in at number one was ‘earrings’, followed by ‘men’s watches’ and ‘engagement ring’.</p> <p>Interestingly, searches for lingerie increased a massive 366% in the lead up to the day itself, somewhat justifying many online retailer’s <a href="https://econsultancy.com/blog/68767-how-retailers-are-targeting-mobile-shoppers-this-valentine-s-day/" target="_blank">heavy promotion</a> of the category.</p> <p>More traditional items were also in demand, with searches for perfume and diamonds up 141% and 130% respectively.</p> <p><img src="https://assets.econsultancy.com/images/0008/3973/valentines.jpg" alt="" width="650" height="433"></p> <h3>Millennials drive traffic to luxury online retailers</h3> <p>Ahead of London Fashion Week, Hitwise has revealed how a new generation of affluent millennials are increasingly seeking out luxury brands.</p> <p>According to data, 50% of website traffic to Louis Vuitton, Burberry and Gucci is driven by this demographic. Consequently, brands are expected to continue investing in digital efforts to engage with them.</p> <p>Overall, there has been a 45% increase in website traffic to luxury fashion retailers over the past three years.</p> <p><img src="https://assets.econsultancy.com/images/0008/3972/Luxury_Millennials.JPG" alt="" width="690" height="328"></p> <h3>66% of marketers struggle to understand their audience</h3> <p>In the wake of Brexit and the US Presidential election, two-thirds of digital marketers are now questioning whether they truly know their audience.</p> <p>This is according to a new survey from Greenlight, which also found that, as a result, 94% now intend to better understand what their customers are looking for.</p> <p>37% plan to target subsets of their audience to ensure their brand is tapping into the conversations that suit their business. Typically, 57% rely on customer surveys and 59% use online forms to collect insight.</p> <h3>18-24 year olds dominate Snapchat usage</h3> <p>Data from Verto has revealed that, despite 18-24 year olds accounting for just 35% of Snapchat's UK users, they account for 70% of the overall time spent on the platform.</p> <p>In contrast, while 40% of Snapchat's audience is aged over 35, this age group accounts for just 5% of usage time.</p> <p>Other data shows that the average user spends 4hrs 22mins on Snapchat a month - a figure down from 5hrs 30mins just six months ago. </p> <p>However, this is still much lower than Facebook, which has an average user time of 12hrs 43mins per month.</p> <p><img src="https://assets.econsultancy.com/images/0008/3971/Verto.JPG" alt="" width="690" height="420"></p> <h3>Proflowers.com leads in Valentine’s Day paid search ad spend</h3> <p>Adgooroo has revealed that ahead of the holiday, Proflowers.com generated a 7.3% share of total clicks on Valentine’s Day-related keywords.</p> <p>This means the site beat out the likes of Hallmark, whose e-card website Hallmarkecards.com generated a 7.1% click share.</p> <p>There was heavy competition in the greetings cards category, too, with Tinyprints.com generating a 3.4% click share, edging out American Greetings and Blue Mountain, which both saw a share of 2.5%.</p> <h3>26% of marketers feel unprepared for GDPR</h3> <p>New research from the <a href="https://dma.org.uk/article/the-gdpr-and-you-chapter-two" target="_blank">DMA</a> suggests that one in four businesses are still unprepared for the EU General Data Protection Regulation (GDPR), with just over half reporting that they feel prepared, and 5% believing it’s not their responsibility to do anything about it.</p> <p>It’s not all bad news, however, as awareness of the GDPR <em>has</em> risen from 53% to 66% since June, while marketers’ personal feelings of readiness increased from 49% to 71%. </p> <p>Despite this, there is still a clear need for urgency, with many marketers not believing their businesses will be compliant before the new rules come into place.</p> <p><img src="https://assets.econsultancy.com/images/0008/3969/DMA.JPG" alt="" width="500" height="295"></p> <h3>Almost 6m UK households have no savings </h3> <p>A five-year study from Experian has found that people in their 20s and 30s are far less well off than the previous generation, with nearly 1m households having received a loan or financial gift from other family members. </p> <p>Experian found that almost 6m households in Britain have no savings, with 423,000 Britons relying on unauthorised overdrafts or payday loans to make ends meet.</p> <p>Lastly, the report also highlights how over 35m people in Britain may be paying more than they should for inappropriate financial products and utility plans, with most <a href="https://econsultancy.com/blog/68789-how-smart-switching-energy-apps-are-tapping-into-customer-need/" target="_blank">failing to switch</a> to a better deal.</p> <h3>66% of marketers no longer use mobile apps in campaigns</h3> <p>The State of Digital Commerce report by Episerver has revealed that two-thirds of marketing professionals are no longer using mobile apps in their marketing campaigns, choosing a responsive mobile presence instead.</p> <p>The report also states that 32% of top retailers do not provide a mobile application across either iPhone or Android devices, and eight out of 10 top UK retailers have adopted a responsive ecommerce site.</p> <p>The shift is said to be due to the surge in mobile search as well as the introduction of <a href="https://econsultancy.com/blog/68490-google-s-accelerated-mobile-pages-12-pros-and-cons/">Google’s Accelerated Mobile Pages</a>.</p> <p><img src="https://assets.econsultancy.com/images/0008/3970/Episerver.JPG" alt="" width="482" height="206"></p> <h3>Changing attitudes to brand loyalty</h3> <p>The new Accenture Strategy report has highlighted how consumers’ allegiances towards brands are frequently changing. </p> <p>In a survey of the attitudes of 25,426 consumers, Accenture found that 54% of US consumers have switched a provider in the past year, while 18% report that their own expectations about brand loyalty have changed.</p> <p>Alongside personalisation, greater loyalty could be driven by an experiential approach – with 44% saying they are loyal to a brand that encourages the design or co-creation of products or services.</p> <p>Lastly, 42% of US respondents are also loyal to brands that their family and friends do business with, while 37% are loyal to brands that actively support shared causes, such as charities or public campaigns.</p> tag:econsultancy.com,2008:BlogPost/68514 2017-02-10T10:06:17+00:00 2017-02-10T10:06:17+00:00 Making the most of multichannel (with data’s help) Chloe Young <p>In the UK, more than six out of 10 adults use at least two devices every day. And some <a href="https://econsultancy.com/blog/64464-more-than-40-of-online-adults-are-multi-device-users-stats/">one in four use three devices a day</a>. Internet users have on average <a href="http://www.globalwebindex.net/blog/internet-users-have-average-of-5-social-media-accounts" target="_blank">over five</a> social media accounts.</p> <p>The same person will interact with your brand at different times in different ways. And then there are those who are talking about you and not to you. <a href="https://www.brandwatch.com/2015/09/marketing-dark-matter-social-media-and-the-number-96/" target="_blank">96%</a> of people discussing brands online don’t follow the brand’s owned profiles.</p> <p>The goal for marketers in this fragmented environment is to strive for <a href="https://econsultancy.com/blog/65425-what-is-the-single-customer-view-and-why-do-you-need-it/">a single customer view</a>. You need to bring together all the multifaceted complexity of each person’s online footprint into one manageable, marketable unit.</p> <p>In this post, we’ll show how marketers can make the most out of multichannel by gaining access to and harnessing all the data available about their prospect. We’ll see how data management platforms are the key to making sense of all the information now available to us.</p> <h3>The multichannel conundrum</h3> <p>An excellent explanation of the multichannel conundrum that modern marketers face was put forward as far back as 2011 by Tom Hoffman of <a href="http://www.peppersandrogersgroup.com/PrintView.aspx?DocID=33005" target="_blank">Customer Strategist</a>:</p> <blockquote> <p dir="ltr"><em>It's become the norm that customers interact with companies through an assortment of channels. The more channels they use to connect with a given company, the higher their potential loyalty and spend. Conversely, the more frustrated they become when their experiences are inconsistent across channels when interacting with their preferred providers.</em></p> <p dir="ltr"><em>Unfortunately, few companies have equipped themselves to monitor, manage, or optimize their customers' multichannel experiences, thus increasing the chances of dissatisfaction, churn, and decreased customer value by failing to meet customer expectations.</em></p> </blockquote> <p>In the five years since that, the challenges have only been exacerbated by the vast proliferation of data. Internet users are generating information about themselves at an alarming rate. One estimate puts it at <a href="http://www.vcloudnews.com/every-day-big-data-statistics-2-5-quintillion-bytes-of-data-created-daily/" target="_blank">2.5 quintillion</a> bytes a day.</p> <h4>Enormous volumes of untapped data</h4> <p>Unsurprisingly, this glut of disparate data is causing real headaches for marketers. We know that only <a href="https://www.forrester.com/The+Forrester+Wave+Big+Data+Hadoop+Solutions+Q1+2014/-/E-PRE6807" target="_blank">12%</a> of data collected by businesses is currently analysed.</p> <p>The sheer volume means that many of the insights that could be extracted and exploited are going untapped.</p> <h4>Silos and archaic systems</h4> <p>Yes, we’re still talking about silos in 2016. It’s the perennial problem of different departmental data banks, separated by virtual (or co-operational) walls.</p> <p>Once again the issue is magnified by the flood of data now on hand - it’s more essential than ever to rationalise, streamline and combine databases.</p> <h4>Duplication of customers</h4> <p>Inevitably, siloed data leads to duplicate records, with customers existing in different places and inconsistent audience profiles resulting in disjointed marketing efforts.</p> <p>It’s time to think of each customer not as an entry in each database, but as a single profile accessible to everyone in the business.</p> <h3>How data can help you to make the most of multichannel</h3> <p>The good news is this: There is a new weapon in the modern marketer’s arsenal. The <a href="https://econsultancy.com/blog/68769-what-s-the-difference-between-crm-marketing-automation-and-dmps/">data management platform</a> is designed to address these very challenges and make data work the way it should.</p> <p>Matching customer identities is the key to unlocking value from the plethora of data available to us today. Data management platforms do this by harmonising data from across multiple channels - including transaction data, online profiles, interaction records, cookies, device IDs and more.</p> <p>Second and third party data is also incorporated, to build a single, silo-busting view of the customer.</p> <p>Marketers are increasingly taking up the new technology. In one survey 35% of marketers in Europe had started using one within the previous year, and <a href="https://blogs.oracle.com/marketingcloud/5-most-important-revelations-from-latest-data-management-platform-report">26% within the last two years</a>.</p> <p>And it’s not just about programmatic adverts - 60% of DMP users harness them for more than just display advertising. In fact <a href="http://www.emarketer.com/Article/Improved-ROI-Marketing-Efficiency-Top-Reasons-Marketers-Use-DMPs/1009561" target="_blank">55%</a> of DMP users say it helps ‘create a targeted profile of the audience’ - the power to accurately segment and pinpoint audiences is a crucial benefit. </p> <p>The proof, as they say, is in the pudding, with 64% of marketers who use DMPs employing them ‘to drive higher ROI’. </p> <h3>Overcome the multichannel conundrum</h3> <p>The multichannel conundrum is real, but it can be solved by the clever and intelligent use of data management platforms to make sense of the vast volumes of data generated.</p> <p>By combining all available insights about each prospect or customer into one single view, you will gain the power to deliver an engaging and effective customer experience across all channels. </p> <h4>Takeaways:</h4> <ul> <li>Today’s customer is operating across multiple channels, devices and networks, making the simplistic linear customer journey an outdated concept.</li> <li>Focus your data management efforts on building a single, unified view of each customer.</li> <li>Bring together information from different first, second and third-party data points.</li> <li>Silos must be broken down and duplication of customers eradicated.</li> <li>Data management platforms are designed to defeat the multichannel conundrum by assembling data from multiple origins into a central hub.</li> </ul> tag:econsultancy.com,2008:Report/1980 2017-01-01T00:00:00+00:00 2017-01-01T00:00:00+00:00 Digital Intelligence Briefings Econsultancy <h3>Download the latest Digital Intelligence Briefing (2017 Digital Trends) <a title="Digital Intelligence Briefing: 2017 Digital Trends" href="https://econsultancy.com/reports/digital-intelligence-briefing-2017-digital-trends/">here</a>.</h3> <p>Econsultancy's <strong>Digital Intelligence Briefings </strong>look at some of the most important trends affecting the marketing landscape.</p> <p>Marketers around the world are surveyed on a regular basis to give an accurate bellwether of trends that matter to marketers. Each year kicks off with a broader view on where marketers are focusing their attention. For the rest of the year, Econsultancy’s Research Team dig into some of the key trends to add depth and insight.</p> <p>These reports will benefit senior marketers with budget and planning responsibility who wish to benchmark themselves against their industry peers. They provide many stats and data points to assist with business cases, presentations and client pitches.</p> <p>The Digital Intelligence Briefings are sponsored by <a title="Adobe" href="http://www.adobe.com/solutions/digital-marketing.html">Adobe</a>.</p> <p><strong>2017</strong></p> <ul> <li><a title="Digital Intelligence Briefing: 2017 Digital Trends" href="https://econsultancy.com/reports/digital-intelligence-briefing-2017-digital-trends/">2017 Digital Trends</a></li> </ul> <p><strong>2016</strong></p> <ul> <li><a title="Quarterly Digital Intelligence Briefing: 2016 Digital Trends" href="https://econsultancy.com/reports/quarterly-digital-intelligence-briefing-2016-digital-trends/">2016 Digital Trends</a></li> <li><a title="Quarterly Digital Intelligence Briefing: The Pursuit of Data-Driven Maturity" href="https://www.econsultancy.com/reports/quarterly-digital-intelligence-briefing-the-pursuit-of-data-driven-maturity/">The Pursuit of Data-Driven Maturity</a></li> <li><a title="Digital Intelligence Briefing: Taking Advantage of the Mobile Opportunity" href="https://econsultancy.com/reports/digital-intelligence-briefing-taking-advantage-of-the-mobile-opportunity/">Taking Advantage of the Mobile Opportunity</a></li> <li><a title="Digital Intelligence Briefing: Succeeding in the Omnichannel Age" href="https://econsultancy.com/reports/digital-intelligence-briefing-succeeding-in-the-omnichannel-age/">Succeeding in the Omnichannel Age</a></li> </ul> <p><strong>2015</strong></p> <ul> <li><a href="https://econsultancy.com/reports/quarterly-digital-intelligence-briefing-2015-digital-trends/">2015 Digital Trends</a></li> <li><a title="Quarterly Digital Intelligence Briefing: The Quest for Mobile Excellence" href="https://econsultancy.com/reports/quarterly-digital-intelligence-briefing-the-quest-for-mobile-excellence">The Quest for Mobile Excellence</a></li> <li><a title="Quarterly Digital Intelligence Briefing: The Multichannel Reality" href="https://econsultancy.com/reports/the-multichannel-reality/">The Multichannel Reality</a></li> <li><a href="https://econsultancy.com/reports/quarterly-digital-intelligence-briefing-the-cx-challenge/">The CX Challenge</a></li> </ul> <p><strong>2014</strong></p> <ul> <li><a title="Quarterly Digital Intelligence Briefing: 2014 Digital Trends" href="http://econsultancy.com/reports/quarterly-digital-intelligence-briefing-2014-digital-trends">Digital Trends for 2014</a></li> <li><a title="Quarterly Digital Intelligence Briefing: Finding the Path to Mobile Maturity" href="https://econsultancy.com/reports/quarterly-digital-intelligence-briefing-finding-the-path-to-mobile-maturity">Finding the Path to Mobile Maturity</a></li> <li><a title="Quarterly Digital Intelligence Briefing: Delivering Digital Experiences" href="https://econsultancy.com/reports/quarterly-digital-intelligence-briefing-delivering-digital-experiences">Delivering Digital Experiences</a></li> <li><a href="https://econsultancy.com/reports/quarterly-digital-intelligence-briefing-why-marketing-should-be-personal/">Why Marketing Should Be Personal</a></li> </ul> <p><strong>2013</strong></p> <ul> <li> <a title="Quarterly Digital Intelligence Briefing: Digital Trends for 2013" href="http://econsultancy.com/reports/quarterly-digital-intelligence-briefing-digital-trends-for-2013">Digital Trends for 2013</a> </li> <li> <a title="Quarterly Digital Intelligence Briefing: From Content Management to Customer Experience Management" href="http://econsultancy.com/reports/quarterly-digital-intelligence-briefing-from-content-management-to-customer-experience-management">From Content Management to Customer Experience Management</a> </li> <li><a title="Quarterly Digital Intelligence Briefing: Optimising Paid Media" href="http://econsultancy.com/reports/quarterly-digital-intelligence-briefing-optimising-paid-media">Optimising Paid Media</a></li> <li><a title="Channels in Concert: Trends in Integrated Marketing" href="http://econsultancy.com/reports/quarterly-digital-intelligence-briefing-integrated-marketing">Trends in Integrated Marketing</a></li> </ul> <p><strong>2012</strong></p> <ul> <li><a title="Digital Trends for 2012" href="http://econsultancy.com/reports/quarterly-digital-intelligence-briefing-digital-trends-for-2012/">Digital Trends for 2012</a></li> <li><a title="Quarterly Digital Intelligence Briefing: Personalisation, Trust and Return on Investment" href="http://econsultancy.com/reports/quarterly-digital-intelligence-briefing-personalisation-trust-and-roi">Personalisation, Trust and Return on Investment</a></li> <li><a href="http://econsultancy.com/reports/quarterly-digital-intelligence-briefing-managing-and-measuring-social">Managing and Measuring Social</a></li> <li><a title="Quarterly Digital Intelligence Briefing: Making Sense of Marketing Attribution" href="http://econsultancy.com/reports/quarterly-digital-intelligence-briefing-making-sense-of-marketing-attribution">Making Sense of Marketing Attribution</a></li> </ul> <p><strong>2011</strong></p> <ul> <li><a title="Digital Trends for 2011" href="http://econsultancy.com/reports/quarterly-digital-intelligence-briefing-q2-2011">Digital Trends for 2011</a></li> <li><a href="http://econsultancy.com/reports/quarterly-digital-intelligence-briefing-q3-2011">Impact of Marketing Technology on Business</a></li> <li><a title="Quarterly Digital Intelligence Briefing: Social Data" href="http://econsultancy.com/reports/quarterly-digital-intelligence-briefing-social-data">Social Data</a></li> </ul> <p><em>All reports are free to download as part of an Econsultancy subscription.</em></p> <h3><strong>More trends analysis from Econsultancy</strong></h3> <p>Enterprise subscribers also have access to <a title="Econsultancy Digital Shift" href="https://econsultancy.com/reports/digital-shift">Digital Shift</a>, a quarterly service which curates and interprets the most important developments, trends and innovation. Our aim? To make it simple for you to keep track of the key developments in digital technology and marketing. </p> <h4>Find out more about Econsultancy subscriptions</h4> <p>Email us on <a href="mailto:subscriptions@econsultancy.com">subscriptions@econsultancy.com</a>.</p> <p>Or call your local team:</p> <ul> <li>EMEA: Paul Simmons, +44 (0)20 3199 7118</li> <li>Americas: Alex Nodell, +1 212 971 0631</li> <li>APAC: Jefrey Gomez, +65 6653 1911</li> </ul> tag:econsultancy.com,2008:BlogPost/68567 2016-11-28T14:24:49+00:00 2016-11-28T14:24:49+00:00 Five things to appreciate about Missguided’s first ever physical store Nikki Gilliland <p>On the back of its brash tone of voice and innovate social strategy, the ecommerce retailer has seen rapid growth over the past few years.</p> <p>Now, it has launched its first ever standalone physical store in London’s Westfield Stratford. </p> <p>But, is it any good?</p> <p>I recently paid it a visit to find out more – here are five things to appreciate.</p> <h3>High concept, high impact</h3> <p>Walking into Missguided is a bit of an overload on the senses, but in a good way. </p> <p>Created by agency Dalziel and Pow, it is designed to mimic a television studio, with the ‘On-Air’ concept reflecting the experience of shopping 'live' as opposed to online.</p> <p>If you’re familiar with the brand’s online branding, you’ll recognise many of the same hallmarks in-store.</p> <p>There are slogans everywhere, and even its mannequins are typically ‘Missguided’, striking poses and taking selfies around a giant pink monster truck that dominates the bottom floor entrance.</p> <p><img src="https://assets.econsultancy.com/images/0008/1800/Missguided_store_7.jpg" alt="" width="780" height="585"></p> <p>Together with the store’s screen-heavy design and dramatic lighting – it certainly makes for a striking atmosphere.</p> <p>It's pretty unlike any other fashion store in Westfield, which is bound to attract Missguided’s target teen-to-20s female audience.</p> <p>You can probably expect to see many dads and boyfriends waiting patiently outside.</p> <p><img src="https://assets.econsultancy.com/images/0008/1801/Missguided_store_8.jpg" alt="" width="600" height="799"></p> <h3>Encourages social sharing IRL</h3> <p>From its <a href="https://econsultancy.com/blog/67600-missguided-launches-tinder-inspired-app-experience-review">Tinder-inspired app</a> to its Instagram feed, everything Missguided does online is inspired by a social-media-obsessed generation.</p> <p>The physical store is an extension of this, clearly designed to be ‘Instagrammable’ in its own right. </p> <p>With signs prompting customers to download the app and follow the brand on Snapchat, it cleverly fuses the online and offline experience.</p> <p><img src="https://assets.econsultancy.com/images/0008/1802/Missguided_store_3.jpg" alt="" width="600" height="720"></p> <p>In terms of design, there are cool features everywhere. Even the stairs are mirrored so that customers can see themselves (and take photos) while walking up.</p> <p>But more than just encouraging sharing on social, it also champions social interaction in-store – in the literal sense that is. </p> <p>Instead of hiding its fitting rooms in the back, this area is front and centre, complete with a pool party-themed lounge space so that people can hang out while trying on clothes. </p> <h3>Reinforces brand tone of voice</h3> <p>Missguided is quite clever in how it speaks to its target audience, using slang and pop culture references to create a tongue-in-cheek <a href="https://econsultancy.com/blog/67268-how-to-achieve-the-right-tone-of-voice-for-your-brand" target="_blank">brand voice</a>.</p> <p>With slogan lightboxes dotted about everywhere, this is another aspect that stands out in-store.</p> <p>It is used to great effect, with slogans like ‘mermaid party this way’ replacing the expected ‘more clothing upstairs’.</p> <p><img src="https://assets.econsultancy.com/images/0008/1803/Missguided_store_2.jpg" alt="" width="600" height="767"></p> <p>There is the odd eyebrow-raising example, such as the ‘send me nudes please’ sign by the lingerie and the ‘asspirational’ hashtag.</p> <p>Perhaps these would be less jarring to read online, but it does feel a little different to physically see these types of slogans in massive neon letters. </p> <p><img src="https://assets.econsultancy.com/images/0008/1804/Missguided_store_9.jpg" alt="" width="662" height="422"></p> <p>That being said, it certainly contributes to the brand’s playful and recognisable tone of voice.</p> <p>And luckily, the tone does err on the side of empowerment rather than coming off as merely outrageous.</p> <p>What’s more, by pushing the boundaries in this way, the retailer successfully sets itself apart from the comparatively bland-sounding Topshop and River Island.</p> <h3>Creates immersive shopping experience</h3> <p>While Missguided has met the demand for a <a href="https://econsultancy.com/blog/68387-how-missguided-uses-personalisation-to-create-an-addictive-shopping-experience" target="_blank">certain type of digital experience</a>, its new store reflects the increasing desire for immersive shopping.</p> <p>As well as enabling customers to try before they buy, it also turns the act of shopping into more of an event.</p> <p>This effect is mainly created in the way everything is set out, with sections separated into distinct and divided ‘sets’. </p> <p><img src="https://assets.econsultancy.com/images/0008/1805/Missguided_store_1.jpg" alt="" width="600" height="706"></p> <p>Similar to the maze-like layout of Ikea and high street store Tiger, this means customers are required to navigate it in a certain way, ultimately creating a much more immersive and explorative experience. </p> <p>Instead of just popping in for a quick browse, customers are likely to stay and discover new sections as they move around.</p> <h3>Offers exclusive perks</h3> <p>There are a few extra surprises to be found in-store.</p> <p>One of the most unique features is an own-brand vending machine that sells ‘unicorn dreams’ in place of bog-standard Coke or Fanta.</p> <p>I later found out that it's actually bottled water... which now seems rather disappointing.</p> <p>But while undeniably gimmicky, it is still a great example of how Missguided generates excitement on the back of its own branding. </p> <p><img src="https://assets.econsultancy.com/images/0008/1806/Missguided_store_11.jpg" alt="" width="600" height="798"></p> <p>What other retailer has its own 'spirit animal'? More to the point, how many times have you seen customers queuing up to buy water in a fashion store? It's undeniably quirky.</p> <p>Lastly, the store includes some additional features that are impossible to get online.</p> <p>From exclusive collaborations with upcoming brands to an in-store pop-up by Wah Nails - it builds on the sense that shopping in-store is more special than online.</p> <h3>In conclusion…</h3> <p>I was quite impressed with Missguided's debut retail outlet. </p> <p>While I wouldn’t usually shop from the brand online, the fun and quirky nature of its physical store would tempt me to take a look in person. Regular customers are likely to jump at the chance.</p> <p>By combining an innovative design with clever branding, Missguided has created something quite memorable.</p> <p>While it’s not quite ‘destination shopping’, it’s certainly given its young demographic another incentive to visit Westfield.</p> <p><img src="https://assets.econsultancy.com/images/0008/1807/Missguided_store_12.jpg" alt="" width="600" height="765"></p> tag:econsultancy.com,2008:Report/4244 2016-09-22T10:00:00+01:00 2016-09-22T10:00:00+01:00 Digital Intelligence Briefing: Succeeding in the Omnichannel Age <p>The <strong>Succeeding in the Omnichannel Age</strong> report, produced by Econsultancy in association with <a href="http://www.adobe.com/marketing-cloud.html">Adobe</a>, looks at the extent to which organisations take an integrated approach to marketing across different channels and use cross-channel campaign management tools.</p> <p>The report is based on a global survey of 2,065 digital marketers and ecommerce professionals carried out in July and August 2016, and follows up on a similar waves of research from <a title="Quarterly Digital Intelligence Briefing: The Multichannel Reality" href="https://econsultancy.com/reports/the-multichannel-reality/">2015</a> and <a title="Channels in Concert: Trends in Integrated Marketing" href="https://econsultancy.com/reports/quarterly-digital-intelligence-briefing-integrated-marketing/">2013</a>.</p> <p>The following sections are featured in the report:</p> <ul> <li>Mixed progress on the path to integration</li> <li>Solving the data challenge</li> <li>The omnichannel imperative</li> <li>Behind the mobile curve</li> <li>Operationalising the real-time experience</li> <li>Campaign management tools: the state of play</li> </ul> <h3> <strong>Findings</strong> include:</h3> <ul> <li>While companies are 29% more likely to take an integrated approach to all their campaigns across all channels compared to last year, the proportion of those saying that none of their marketing campaigns are integrated has more than doubled over the last three years.</li> <li>It’s clear that data deficiencies exist, with only 12% being able to join online and offline data and just a quarter claiming to have a single customer view.</li> <li>More than half of organisations have separate technologies for managing data across channels. These separate technologies are the most significant barrier to integration (51%), followed by the inherently linked problem of disparate data sources (40%).</li> <li>Only 5% of those surveyed say they have a single platform that manages data across multiple channels and these companies are twice as likely to take an integrated approach to all campaigns across all channels as those with separate technologies.</li> <li>Omnichannel marketing is well-supported at a senior level, with only 15% saying that buy-in is a top-three barrier, and 5% ranking it as the biggest obstacle.</li> </ul> <p><strong>Download a copy of the report to learn more.</strong></p> <h4> <strong>Econsultancy's Quarterly Digital Intelligence Briefings, sponsored by <a title="Adobe" href="http://www.adobe.com/solutions/digital-marketing.html">Adobe</a>, look at some of the most important trends affecting the marketing landscape. </strong><strong>You can access the other reports in this series <a title="Econsultancy / Adobe Quarterly Digital Intelligence Briefings" href="http://econsultancy.com/reports/quarterly-digital-intelligence-briefings">here</a>.</strong> </h4> tag:econsultancy.com,2008:BlogPost/68302 2016-09-20T15:20:00+01:00 2016-09-20T15:20:00+01:00 Three ways U.S. brands can sell more effectively in Asia Bart Mroz <p>What many brands fail to see is that the Asian markets are very different from their Western counterparts, so fail to adapt their strategies for the specific nuances of each.</p> <p>How then should companies better prepare to enter Asia’s burgeoning ecommerce market? </p> <h3>1. Learn how consumers differ across each country</h3> <p>Consumers in Asia are very nuanced; each respective country has it own set of particular attributes and shopping habits.</p> <p>By simply taking a look at the GDP per capita in <a href="https://econsultancy.com/blog/67594-digital-marketing-in-singapore-101/">Singapore</a> (<a href="http://data.worldbank.org/indicator/NY.GDP.PCAP.CD">$52,000</a>) compared to that in <a href="https://econsultancy.com/blog/67707-digital-marketing-in-asia-spotlight-on-malaysia/">Malaysia</a> (<a href="http://data.worldbank.org/indicator/NY.GDP.PCAP.CD">$9,000</a>), one can see the vast imbalance.</p> <p>These two countries are separated by a body of water less than a mile long and yet they are very different from a discretionary income perspective.  </p> <p>Unfortunately, many U.S. brands use blanket pricing for customers all across Asia. This is an unfortunate misstep, as price sensitivity across the region varies dramatically.</p> <p>What may be considered cheap in a developed country such as <a href="https://econsultancy.com/blog/64956-navigating-the-complex-but-valuable-south-korean-search-market/">South Korea</a> can be considered expensive in a neighboring country such as Vietnam. </p> <p>Therefore, it’s important for brands to segment their customers by country and if possible, even cities, since income differences between small and large cities can often be as great as those between developed and emerging nations.</p> <h3>2. Leverage the local platform of choice</h3> <p>Each and every country in Asia has a distinct ecommerce platform through which the majority of its online transactions occur.</p> <p>In the same way that Amazon is the dominant ecommerce platform in the U.S., Flipkart is the platform of choice in India, <a href="https://econsultancy.com/blog/67771-a-beginners-guide-to-alibaba-s-tmall/">Tmall</a> in China and Coupang in Malaysia.  </p> <p>Setting up an individual ecommerce site and translating it to adapt to a local country is not enough for brands to enter individual markets in Asia.</p> <p>Many have done so relying on their slightly-targeted digital marketing campaigns to attract consumers but it is absolutely critical that U.S. brands establish a presence on local platforms, which often serve as the entry point for foreign brands. </p> <p><em>Tmall</em></p> <p><img src="https://assets.econsultancy.com/images/0007/4225/product_tmall.jpg" alt="tmall" width="655" height="460"></p> <h3>3. Look to local brands for inspiration and insight</h3> <p>It’s important that brands do not assume that their American roots will help drive sales in Asia, regardless of the product fit or quality.</p> <p>Some brands will always be successful regardless of their geographic location because of their brand equity and legacy (such as Nike or Apple) but for the mass majority of brands, simply being “American” is not enough.</p> <p>Though privileged, they cannot expect to immediately succeed unless they spend considerable effort in expanding their global reach through local marketing and brand building.</p> <p>In most developed countries, there’s already a number of successful local brands that do quite well and pose formidable threats to any new entrants.</p> <p>In South Korea, famous beauty brands such as <a href="http://www.tonymolyus.com/">Tony Moly</a> or Nature Republic – which are considered leaders in the industry – dominate the playing field, making it very difficult for international brands to enter the market.</p> <p>Instead of getting discouraged, brands must look at dominant competitors to help gain a better understanding of which products sell well in each country, what marketing tactics work best and even which ecommerce design styles/layouts local consumers prefer.</p> <h3>In summary</h3> <p>Breaking into the Asian ecommerce market is a highly attractive prospect for any brand, due to its immense growth. But brands need to be aware of all the detailed nuances that are present in each and every country.</p> <p>A simple blanket strategy to conserve resources or personnel will not suffice to successfully enter the Asian market</p> <p>Instead, building a well thought-out plan that takes into consideration the differences that exist within markets is crucial.</p> tag:econsultancy.com,2008:TrainingDate/3035 2016-08-12T12:13:39+01:00 2016-08-12T12:13:39+01:00 Multichannel Marketing and the Customer Journey <p>Consumers don’t see “channels”. They only see brands to facilitate their needs in the moment. Yet despite this, businesses are often structured, resourced and budgeted around individual marketing channels, which can lead to a disconnect between consumers and brands….or even within businesses themselves.</p> <p><a name="h.c2ixnqwvr8bh"></a>This is no chalk and talk session. Using a case study throughout the day, this practical one-day course provides you with the strategic planning tools to take a compelling campaign proposition to market, with a multichannel marketing strategy that ensures you can deliver the right content, to the right person, through the blend of channels they prefer.</p> <p>Having mapped out the multichannel activation plan for your brand, you will then gain an understanding of the key measures and how to bring these together in a meaningful context.</p> tag:econsultancy.com,2008:BlogPost/68040 2016-07-19T13:40:00+01:00 2016-07-19T13:40:00+01:00 Five digital strategy tips for mono-brands that wholesale and sell direct to consumer Ben Potter <p>For many businesses, the wholesale route allows the brand to build awareness via retail partners, such as department stores, but at the expense of margin and the ability to form a direct relationship with the end customer.</p> <p>At some stage, the brand will decide the time is nigh to create a direct proposition. However, this presents a number of challenges in the digital marketing space that are often not understood or properly considered from the outset.</p> <p>Having worked with a number of mono-brands over the years, here are a few things we’ve observed and helped them overcome:</p> <h3>1. You must give people a compelling reason to buy direct</h3> <p>By the time a typical mono-brand goes direct, they are likely to have a number of well-known, trusted stockists selling their wares online (normally with much deeper pockets).</p> <p>This means that the mono-brand is, in effect, competing against themselves online, via those stockists. The customer is therefore presented with choice as to where they buy that brand.</p> <p>Last year, we <a href="http://www.leapfrogg.co.uk/froggblog/2015/07/insight-edit-consumers-favour-multi-brand-retailers-over-single-brands/" target="_blank">questioned our consumer panel</a> on this very topic - <strong>89% of respondents stated they favoured buying from multi-brand retailers over single-brand sites.</strong></p> <p>When pressed a little further, of those that preferred buying from single brand sites, 71% stated it was because the brand makes them feel more valued as a customer.</p> <p>Added value is therefore the key to driving conversion on the brand site - the promise that if a customer buys direct, they are buying into more than just the product itself.</p> <p>This is where the brand has an advantage. Getting to <a href="https://econsultancy.com/blog/67526-how-retail-marketers-can-ensure-they-deliver-the-right-customer-experience/" target="_blank">know the customer intimately</a>, what it is they value and then delivering on this is something that a multi-brand retailer, such as John Lewis, <strong>cannot replicate, at scale, for each and every brand they stock. </strong>Some get the specialist treatment but even then the breadth of content is fairly limited.</p> <p>For example, despite Levi’s being a ‘featured brand’ on the John Lewis website, content is limited to a brief overview of the brand, a few images and a men’s fit guide (strangely, in the women’s section with a link that didn’t work at the time of writing).</p> <p><img style="vertical-align: middle;" src="https://assets.econsultancy.com/images/0007/7209/Capture.jpg" alt="John Lewis Levi's category page" width="526" height="489"></p> <p><br> Ultimately, as THE brand, you need to be able to answer (and act upon) one, fundamental question;</p> <p><strong><em>‘Why would someone buy from our site as opposed to an established multi-brand retailer?’</em> </strong></p> <p>If you can’t, then you need to go back to the drawing board.</p> <h3>2. Make it your mission to ‘own’ organic search results for brand terms</h3> <p>The remit of an ecommerce manager is to grow the direct channel, which of course yields a number of benefits compared to the wholesale model (control, acquiring data, building a relationship with the end customer and so on).</p> <p>Search will be a key part of the strategy. <strong>Occupying as much of the search ‘real estate’ for brand terms, as possible, should be the aim.</strong></p> <p>To what extent you can do so will ultimately depend on how many retailers stock your products and how sophisticated their natural search strategies are. The more stockists you have, the more competitive the search results are likely to be for brand terms.</p> <p>Utilising site links, <a href="https://econsultancy.com/blog/64778-what-is-schema-markup-and-why-should-you-be-using-it/">schema mark-up</a>, My Business pages, reviews, social media profiles and optimising rich-media assets, such as images and video, are just some of the means by which you can occupy a greater share of the search results for brand terms, at the expense of stockists, as highlighted by Sony below:</p> <p><img style="vertical-align: middle;" src="https://assets.econsultancy.com/images/0007/7211/Capture3.png" alt="Sony Google search result" width="532" height="597"></p> <p><br> Please note, there is often a balancing act between aggressively growing the direct channel and keeping stockists on side. Stealing share from stockists is inevitable so needs to be carefully managed.</p> <h3>3. You will almost certainly have to pay for brand PPC traffic</h3> <p>Assuming stockists are present in paid search and bidding on your brand name, you will have to do likewise. There are a million and one articles debating the pros and cons of bidding on your own brand terms so I won’t repeat those arguments.</p> <p>Instead, a slightly different take on the issue, born out of a recent client conversation. Despite the presence of some fairly small but aggressive stockists, the client in question was determined not to bid on their brand terms, due to two questionable assumptions.</p> <p>Firstly, they felt that searchers would, by default, seek out their organic listing. Some no doubt will.</p> <p>However, we demonstrated that other searchers were distracted by a compelling ad from one of their stockists and therefore didn’t even think about scrolling down to find the brands organic listing. Opportunity lost.</p> <p>Secondly, they assumed that if somebody searched for their brand, then that searcher would go onto purchase one of their products (whether direct or via a stockist). However, with some qualitative insight, this was proven not always to be the case.</p> <p>The presence of a multi-brand retailer meant that some were distracted by the greater choice on offer, going onto buy a different brand altogether. Again, opportunity lost.</p> <p><strong>By being present in the paid listings, ideally by being as aggressive as you can to own the number one position, you give yourself the greatest chance of getting the click.</strong></p> <p>This is especially important on mobile where it is common for only ads to appear ‘above the fold’.</p> <p><img style="vertical-align: middle;" src="https://assets.econsultancy.com/images/0007/7210/capture2.png" alt="Search results on mobile" width="330" height="583"><br> </p> <p>Therefore, paid search is increasingly the only way in which you can guarantee a presence on the devices searchers are most likely to be using and where they are most likely to click. Don’t leave money on the table.</p> <h3>4. Getting the price right is more important than ever</h3> <p>We worked with a brand where you could consistently purchase many of their products from a well-known high street retailer for 30% less than the price on the brand site. But we were tasked with significantly growing direct revenue. Errr…</p> <p>Consumers are savvier than ever. <strong>With the prominence of Google Shopping listings, price information is thrust upon eager searchers without them even having to click.</strong></p> <p><img style="vertical-align: middle;" src="https://assets.econsultancy.com/images/0007/7212/Capture4.png" alt="Nike Internationalist shopping results" width="481" height="231"><br> <br>Whilst some consumers will of course buy from the brand site and be loyal in doing so again in the future, others won’t give two hoots where they purchase. In fact, if I can buy your product at the same time as all the other stuff on my John Lewis ‘wish list’, all the better.</p> <p>Whilst you cannot dictate the prices your stockists choose to sell at, you need to be aware of their pricing strategy and be agile enough to react should you choose to, particularly during sale periods.</p> <p>It was put to me by a brand in the past that “our stockists can have those ‘sale only’ customers”. Fair enough but I’d always prefer to acquire any customer direct, sale only or not, and nurture the relationship.</p> <p>This brings to light an interesting point regarding loyalty. It should not be measured only in monetary terms. We have discovered that some of our clients’ most loyal customers are not necessarily those that spend the most money.</p> <p>Perhaps these customers can only afford to shop with the brand once or twice a year. However, they are the ones that shout the most about their purchase, something that is often not measured or harnessed.</p> <p>You therefore need to look beyond financial data and models, such as <a href="https://econsultancy.com/blog/64481-finding-your-best-customers-with-the-rfm-matrix/" target="_blank">RFM</a> when it comes to understanding loyalty.</p> <h3>5. Make sure your direct and wholesale teams are talking to one another</h3> <p>I spoke to a premium menswear brand last year looking to grow their direct channel. ‘Super!’ I thought, we can help. However, as we dug a little deeper, we soon realised it was going to be a huge challenge.</p> <p>We discovered that the wholesale team had some pretty aggressive targets of their own, meaning they were selling into an ever-increasing number of retailers. Worse still, many of these retailers were at the lower end of the market, damaging brand perception.</p> <p>The direct team also had some rather juicy numbers to hit for the next financial year. But nobody internally had joined the dots, namely that the direct team would find themselves gradually hamstrung by increased competition in search as stockists optimised their sites and bid on brand terms.</p> <p>This highlights how <strong>the wholesale and direct strategy have to be working in unison.</strong></p> <p>Growing both channels simultaneously is possible but requires careful planning, great communication and an understanding of how the two will play out online, especially in search. </p><p><strong>Have you worked with or for a mono-brand? What challenges did you experience? Please feel free to share below.</strong></p> tag:econsultancy.com,2008:BlogPost/67943 2016-06-14T09:57:00+01:00 2016-06-14T09:57:00+01:00 Why are we still talking omni-bollocks? Chris Bishop <p>We all know by now that digital thinking can’t be siloed.  </p> <p>That it works best as an active and integrated part of the retail mix, supporting and complementing the whole shopping experience.</p> <h3>So, why are we still going on about it?</h3> <p>Well, amazingly, at the retail and digital conferences I attend and speak at, these same old debates do seem to rumble on.   </p> <p>There is an old guard who are still in denial, who need convincing that digital is not simply eating away at bricks and mortar profitability.  </p> <p>Marketing teams are still asking us for help to sell in joined up digital thinking to their senior management.</p> <p><img src="https://httpsimage.com/img/online-stealing.png" alt=""></p> <p>So if we’re still banging on about "omni-channel" and "digital transformation" maybe it’s because the focus remains within silos and those lessons don’t seem to haven’t been universally adopted.</p> <h3>Are we making digital sound too complicated?</h3> <p>But maybe we’re so bound up in the omni-channel rhetoric and jargon that the digital world is simply not making the case well enough.  </p> <p>Maybe the problem is the new media age punks chasing or being given the latest cool-sounding job titles and spouting the latest omni-bingo terms.  </p> <p>Maybe we aren’t telling the story clearly enough. Ironically, maybe it’s the focus on digital itself that’s misleading.</p> <p>We need to remember that BHS, Austin Reed and the rest did not collapse because they failed at digital, they collapsed because they failed at retail.</p> <h3>It’s just retail</h3> <p>Digital is not replacing real world sales but lifting performance and building profitability across the board.</p> <p>It is simply helping retailers to sell more product in more ways than ever before.</p> <p><img src="https://httpsimage.com/img/online-not-for-luxury.png" alt=""></p> <p>From <a href="https://econsultancy.com/blog/66389-what-does-the-ideal-click-and-collect-service-look-like/">click and collect</a>, to location-based services and mobile, in 2016 we are seeing digital more and more bridging the gap between the physical and virtual world.</p> <p>It is breathing life into the whole retail sector and making it a formidable force in the economy.</p> <h3>Where’s the proof?</h3> <p>Online retail is continuing to expand; experts are forecasting more than 18% growth in 2016 alone.  </p> <p>But total retail spend is also on the increase from £13.3trn last year to a projected £13.7trn in 2016. </p> <p>Smart brands are realising that all of their real estate (digital and physical) are assets that can work together to drive customer satisfaction and profitability.</p> <h3>So, bricks and mortar retail is not dead?</h3> <p>No, but digital has killed off the idea of the convenience store because physical retail is no longer a ‘convenience’.  </p> <p>We’re no longer popping to the shops because it’s the simplest thing to do. Online is now by far the easiest way for consumers to transact.  </p> <p>Digital is what we turn to first in the buying cycle and remains their to assist in every aspect of a real world purchase, too,</p> <p>Digital retail is not eating the lunch of their bricks and mortar operations, it is redefining what those operations are for and how they work.</p> <h3>The mobile revolution changed the world</h3> <p>In the story of mobile we can see the way a single digital channel has reconfigured the entire shopping experience.  </p> <p>Of course, it’s become a powerful retail platform in its own right, it now accounts for one-third of the retail sales in the US (source: Internet Retailer).  </p> <p>But mobile has become the ultimate shopping assistant in real world sales, too. Mobile is the operating system that navigates your customers to your physical store. </p> <p>Today there are 34 times more ‘find my nearest’ requests made on mobile than there were in 2011, according to Google. </p> <p>Mobile is the operating system that makes the consumer more knowledgeable about the product they are about to buy.</p> <p>Already this year consumers have spent 100m hours watching ‘how to’ videos on their handsets, while 82% of consumers have turned to their smartphone for advice before making an in-store purchase.</p> <p>This isn’t a channel that’s driving customers away from shops!</p> <h3>Destination Retail</h3> <p>But one thing digital is doing is placing a new emphasis on retail premises as ‘destinations’ in their own right. </p> <p>With luxury brands leading the way, stores are becoming <em>more</em> attractive as places to spend time and money. </p> <p>They offer location-specific experiences, they build loyal communities and relationships, precisely because they do so in the real world.</p> <p><iframe src="https://www.youtube.com/embed/BE4dzuZeFkk?wmode=transparent" width="560" height="315"></iframe></p> <p>And it’s easy to see how digital experiences can be built around those communities, through apps, notifications, concierge services and the like, to help evangelise brands and create further real world and online sales.</p> <h3>Death to the buzzword!</h3> <p>As digital marketers let’s tell our stories without resorting to <a href="https://econsultancy.com/blog/66631-20-banned-words-from-the-econsultancy-blog-and-their-alternatives/">buzzwords, jargon and other omni-bollocks</a>.  </p> <p>It’s getting us a bad reputation and switching people off.</p> <p>Consumers don’t see themselves as ‘multi’ or ‘omni’ anything, they simply want to choose the most convenient way to shop at any particular moment.  </p> <p>They are becoming less patient and more demanding. They expect retailers to provide a connected and on-demand shopping experience - anytime, anywhere.</p> <p>Digital channels are key to these new <a href="https://econsultancy.com/training/courses/creating-superior-customer-experiences/">customer experiences</a>, but they are part of an organic whole.</p> <p>Forget about the digital fairy stories, what’s important is what makes consumers tick and what makes them buy - wherever and whenever. </p> <p>If we focus on those things we’ll really help the total retail sector continue to grow.</p>