tag:econsultancy.com,2008:/topics/skills-capabilities Latest Skills & capabilities content from Econsultancy 2016-10-21T09:20:00+01:00 tag:econsultancy.com,2008:BlogPost/68437 2016-10-21T09:20:00+01:00 2016-10-21T09:20:00+01:00 10 of the best digital marketing stats we've seen this week Nikki Gilliland <p>So, let’s waste no more time.</p> <p>Don’t forget to download the <a href="https://econsultancy.com/reports/internet-statistics-compendium" target="_blank">Internet Statistics Compendium</a> for more.</p> <h3>51% of UK online ads don’t reach viewability standards</h3> <p>Meetrics’ Q3 viewability report has revealed that the UK is underperforming when it comes to online ad viewability.</p> <p>According to the benchmark defined by the IAB and Media Ratings Council, 50% of online ads should be in view for at least one second. </p> <p>However, this is only the case for 49% of display ads.</p> <p>This means that the UK remains far behind other European countries, with the likes of Austria and France having 69% and 60% viewability rates respectively.</p> <p><img src="https://assets.econsultancy.com/images/0008/0582/Ads.jpg" alt="" width="680" height="455"></p> <h3>68% of digital marketers see data analysis as the skill most integral to their role</h3> <p>Greenlight Digital’s 41 Hour Report has highlighted the increasing role data is playing in all areas of the marketing industry.</p> <p>Alongside content optimisation and the ability to align with the sales team, 68% of digital marketers say that analysing data – a task that is done on a daily basis – is the most integral skill for their job.</p> <p>Coding is also growing in importance, but even more so for younger generations. </p> <p>35% of digital marketers feel that it is important, but more specifically, 50% of marketers under the age of 30 believe that it is essential for their role.</p> <h3>Trump’s email campaign outperforms Clinton's</h3> <p>Despite poor performance overall, research from email service provider, Mailjet, has revealed that Trump’s email campaign is better at engaging grassroots donors.</p> <p>From analysis of both Clinton and Trump’s email campaigns across six different parameters, Trump comes out top in three, with the significant inclusion of calls-to-action winning him vital points.</p> <p>However, with Trump scoring just 12.9 points out of a possible 27, low scores across the board indicate missed opportunities for both nominees. </p> <p>Mailjet suggests that poor personalisation, poor design and a lack of cross device compatibility has led to poor results.</p> <p><img src="https://assets.econsultancy.com/images/0008/0565/email_campaigns.PNG" alt="" width="650" height="392"></p> <h3>75% of consumers say omnichannel capabilities are a key factor for choosing retailers </h3> <p>The 2016 Mobile Research Survey from Astound Commerce has revealed that consumers are increasing looking for omnichannel capabilities on mobile devices.</p> <p>In a study of consumer behaviour, it found that 64% have made an online purchase with an in-store pick-up in the last three months.</p> <p>Likewise, six out of 10 consumers have used their mobile phone at least three times in a month to check whether a product is in stock at a local store.</p> <p>With 57% saying that features like store locators (including nearby locations and mapped directions) are very important – the desire for a seamless shopping experience across all channels is growing.</p> <p><img src="https://assets.econsultancy.com/images/0008/0566/Astound.PNG" alt="" width="599" height="389"></p> <h3>65% of marketers see digital video as an important sales tool</h3> <p>Video marketing has traditionally been seen as a tool for engaging consumers as opposed to a medium for driving and tracking ROI. </p> <p>However, new research from Sequent Partners shows that new technology in the video marketing space means marketers perceptions of the medium are changing.</p> <p>Now, 65% of marketers say that digital video is growing in importance for driving offline sales.</p> <p>85% of marketers also reported positive ROI from digital video.</p> <h3>Post-Brexit sales see strongest growth since 2014</h3> <p>The IMRG Capgemini eRetail Sales Index has revealed that the quarter following on from Brexit saw the strongest online sales growth since Q1 2014.</p> <p>Alongside a growth of 16% year-on-year for the month of September, the report also shows a 17% growth for Q3 overall.</p> <p>It was an impressive period for the home and garden sector in particular, seeing growth of 21% year-on-year and the 11th consecutive month of positive growth.</p> <p>An unseasonably sunny and warm September is said to have been a big factor.</p> <h3>Sundays and Mondays set to be the best days for US travel this December</h3> <p>According to Sojern’s Global Travel Insights report, just 9% of Americans have booked to travel on Sundays and Mondays in December. </p> <p>This is compared to the 23% who are have made bookings for Fridays and 20% for Thursdays.</p> <p>In terms of the top destination, Sojern says that Miami remains at the very top, with both Las Vegas and London increasing in popularity.</p> <p>As Christmas Eve (historically the busiest day of the year for travel) falls on a Friday, 2016 looks set to be the busiest and most expensive for a while. </p> <p><img src="https://assets.econsultancy.com/images/0008/0563/Sojern_stats.jpg" alt="" width="770" height="435"></p> <h3>62% of customers feel undervalued by businesses</h3> <p>A report by Wiraya has suggested that businesses need to change the way they communicate with customers or risk losing them to rivals.</p> <p>From a study of 500 UK consumers who have left their bank, energy, mobile or insurance provider in the last six months – 86% said they would have been more content to stay if they’d been contacted differently.</p> <p>One in five consumers complained about the lack of relevancy in email communication, and 41% said being asked the same information twice was also a big annoyance. </p> <p>Overall, banks and mobile providers came out in a better light than insurance and energy companies, however a need for increased relevancy and personalisation was a theme for all.</p> <h3>72% of people now they check their emails on a smartphone</h3> <p>In a survey of over 1,700 US consumers, Mapp Digital recently found 72% of respondents regularly check their emails using a smartphone instead of a desktop or tablet.</p> <p>The fact that this figure rises to a whopping 91% for 18 to 24 year olds shows the growing acceptance of mobile use among millennials.</p> <p>According to Mapp, this also extends to a willingness to receive marketing messages on mobile.</p> <p>The percentage of 18 to 34 year-olds using a separate email address for brand communication decreased from 40% to 30% over the past year.</p> <p><img src="https://assets.econsultancy.com/images/0008/0570/smartphone_use.jpg" alt="" width="500" height="332"></p> <h3>Videos overtake photos as the most popular brand post on Facebook</h3> <p>A <a href="https://www.quintly.com/blog/2016/10/30-biggest-brands-on-facebook-analyzed-in-depth/" target="_blank">new study by Quintly</a> has delved into how big brands are performing on Facebook.</p> <p>One of the biggest findings from the report shows how videos have overtaken photos as the most popular type of post. </p> <p>In the first half of 2016, 54.9% of posts were videos compared to just 45.1% for photos.</p> <p>Finally, there has been a steady decline in brand posts overall, going from an average of 150 posts per month in January to less than 100 posts per month in June.</p> tag:econsultancy.com,2008:BlogPost/68435 2016-10-20T15:13:00+01:00 2016-10-20T15:13:00+01:00 Q&A: Publicis’s Rishad Tobaccowala on digital transformation & agency double dealing Olivia Solon <h3>You have said that customers are now Davids while marketers are Goliaths. What do you mean by that?</h3> <p>Traditionally marketers have spoken about how they would enable people, empower people.</p> <p>But now you and I have smartphones with the same amount of processing power that was in the Space Shuttle.</p> <p><img src="https://assets.econsultancy.com/images/0008/0574/rishad.jpg" alt="" width="226" height="226"></p> <p>So what happens is we already are enabled by our phone and our social networks connected to the internet. This technology allows us to bring down Goliath. </p> <h3>How well are marketers coping with digital transformation, on the whole?</h3> <p>They are in the stage somewhere between grief and anger. They no longer have denial.</p> <p>The problem with grief and anger is that they are taking it out not on themselves but on anybody else. It’s one of the reasons why you are seeing so many agency reviews.</p> <p>They are slowly moving to acceptance but that doesn’t mean there’s a solution there. </p> <h3>Which companies are thriving in this environment? </h3> <p>Look at Dollar Shave Club.</p> <p>They realized they could market using Facebook and YouTube effectively by giving people value by selling blades made in the same factories as Gillette, without the overheads of Gillette’s advertising.</p> <p>This means they give you the same blade for half the price and send it to you directly.</p> <p>In return they went from no market share to 15% of the market and they got bought by Unilever for $1bn.</p> <p><iframe src="https://www.youtube.com/embed/ZUG9qYTJMsI?wmode=transparent" width="640" height="360"></iframe></p> <p>P&amp;G is now going to have to write down the value of Gillette. </p> <p>Similarly cab drivers used to give us problems and now they are very nice to us.</p> <p>In the old days our bosses would tell us ‘you are well paid’. Now, with Glassdoor we can see when that’s wrong.</p> <p>Entire industries are being revitalized. </p> <h3>Which companies aren’t coping well?</h3> <p>Most newspaper brands with the exception of the Wall Street Journal, Washington Post and New York Times. They failed to adapt.</p> <p>And TV networks. The basic concept has died but they still don’t realize. People care about shows rather than networks. Or modern networks like Netflix. </p> <h3>Why hasn’t the TV industry realized that the model is broken?</h3> <p>Primarily because it’s been highly lucrative and successful until about now. They have to recognize that the spectrum is no longer valuable.</p> <p>They have to think about the storytelling business. TV is the next big thing that will be restructured in a big way.</p> <p>Magazines? Too late. Newspapers? Too late. TV had the opportunity but did nothing because they were succeeding because it was the last mass medium left.</p> <p>They didn’t do any deals with the devil like Apple like the music industry did, but consumer behavior has moved. They no longer align with the consumer like Amazon and Netflix do. </p> <h3>What do marketers need to do to adapt to the new digital landscape?</h3> <p>The future does not fit into the mindsets of the containers of the past.</p> <p>If you are trying to get into a different business using the same people, incentive system and structures you aren’t going to get there.</p> <p>A bus does not fly however much the bus people want it to fly. You need pilots. And this applies to every company, not just agencies. </p> <h3>Are there any skills that still apply in this new digital world?</h3> <p>Insights and ideas matter. The ability to align with customers matters. Marketing still matters. Understanding and meeting people’s requirements.</p> <p>Marketing works otherwise we would all be using Blackberrys and driving Yugos.</p> <p>Marketing works when it has this combination of respect, trust, value and design as well as empathy and storytelling.</p> <p>It’s not like throwing the baby out with the bathwater. </p> <h3>What does this mean for agencies?</h3> <p>The agency business is one of the few businesses that will survive very well. The rationale is not because I work in it, it’s because the only thing we have is people.</p> <p>As the world changes we can change the people. We don’t have things like factories and assembly lines, TV spectrum and any sunk costs.</p> <p>Our holding company went from 7% digital to 50% digital in seven years. We’re light. We are stupid but we’re light.</p> <p>Our business is about some combination of automation and creativity. Storytelling for big brands and connecting machines requires people. </p> <h3>What does this mean for the CMO?</h3> <p>The future is about allowing people to access companies, to market to themselves.</p> <p>When I’m looking for a product or service I’ll ask my friends, check out stuff on Facebook and Google.</p> <p>We have to facilitate this self-marketing, so I suggested the Chief Marketing Officer becomes the Chief Facilitating Officer. </p> <h3>How will marketing evolve over the next five to ten years?</h3> <p>People increasingly want access rather than ownership. That changes the way you speak to people. It’s not one sale, you have to keep them happy.</p> <p>You need a continued good experience. As a result of that you need more investment in utility services and a superior product and less in advertising.</p> <p>If you have a superior product and service and fantastic content and storytelling you can get it distributed.</p> <p>So spend more money on content, utility and services and less in messaging and media. </p> <p>You are also going to have less arbitrage. You are going to have to work in a world of perfect information.</p> <p>That’s going to impact a lot of companies. For our company, our clients wonder, ‘can we trust you to shepherd our money properly or are you double dealing?’. Most of us aren’t.</p> <p>The reason there was any double dealing is because clients were saying ‘we won’t give you any fees so make it your own way’. So we worked out how to get paid.</p> <p>We have to grow up and learn how to connect. Our industry may become smaller, but it will be more profitable and with better people. </p> <h3>How can agencies rebuild trust lost?</h3> <p>Most clients believe we are the sewage of the Nile. You have to convince them we are the jewel in the Nile.</p> <p>If you do that with any arrogance you’ll get kicked out in 15 seconds. You cannot take people into the future if you are scared or arrogant.</p> <p>You also have to address the ‘turd on the table’.</p> <h3>What do you mean by addressing the ‘turd on the table’?</h3> <p>A big part of leadership is addressing reality. There are too many meetings where nobody discusses the real issue. People do these dances. Accept reality!</p> <p>Then there’s credibility and you can spend time arguing about the real problem: the shitty brown thing on the table, rather than ignoring it or pretending it’s chocolate cake. </p> <p>At the moment clients have questions over whether they can trust us to allocate their money and whether we are double dealing.</p> <p>After they get past that, clients are deeply insecure about their own future. <a href="https://econsultancy.com/admin/blog_posts/new/">Digital transformation</a> is an issue that’s challenging everybody. </p> <h3>Everybody?</h3> <p>Well apart from Google and Facebook. Every other company that was unstoppable – AOL, even Apple – has problems.</p> <p>Microsoft was unstoppable, Yahoo was unstoppable and both got into trouble. </p> <h3>What’s your advice to anyone starting out in marketing now?</h3> <p>Try to spend one hour a day learning new things. People always ask me how I stay fresh when I’ve worked in the same company for 30-40 years.</p> <p>Every day I spend between 4.30am and 6am learning new things. Today I was reading a book called Magic and Loss by Virginia Heffernan.</p> <p>Sometimes I play around with new tech like Samsung Gear VR. Sometimes I’m reading blogs or learning about new technology.</p> <p>Or read poetry. I spend 90 minutes doing stuff that helps me grow but is not about work or email. That’s how we remain relevant in a changing world. You have to educate yourself. </p> <h3>Every day?! What time do you go to sleep?</h3> <p>10pm. I get up at 4.30am when I’m in Chicago, which is 50% of my time. 5.30am in New York, which is 15% of my time.</p> <p>The rest of the time I do not get up. </p> <h3>So you travel a lot, how do you cope with jetlag?</h3> <p>I have three tricks. The first is luck. I know how to sleep on planes and I am relatively senior so I travel business class, which makes it easier to sleep.</p> <p>Then I work out every morning, so my system recognizes that if I am working out I must be awake. It’s a Pavlovian sign.</p> <p>Then I have coffee take-offs and alcoholic landings. Three espressos, exercise, sleep on planes, two beers at night. That’s what I do. </p> <p><em>For more on this topic, see:</em></p> <ul> <li><a href="http://digitalagencies.econsultancy.com/"><em>Top 100 Digital Agencies Report 2016</em></a></li> <li><a href="https://econsultancy.com/blog/68066-top-100-digital-agencies-2016-the-state-of-the-industry/"><em>Top 100 Digital Agencies 2016: The state of the industry</em></a></li> </ul> tag:econsultancy.com,2008:BlogPost/68385 2016-10-17T14:20:02+01:00 2016-10-17T14:20:02+01:00 Ten guiding principles to help small digital marketing agencies win more business Ben Potter <p>Furthermore, <a href="https://econsultancy.com/blog/66533-what-do-clients-really-need-from-their-seo-agency/" target="_blank">their needs are constantly evolving</a>.</p> <p>Cutting through the noise is a major challenge, especially for agencies who either cannot find, or cannot afford to invest in, a full-time business development manager.</p> <p>In such instances, it is often down to the agency owners to manage new business (along with everything else!) but perhaps without the structure, processes and skills possessed by a seasoned professional.  </p> <p>If that sounds like you, or if you’re fairly new to the world of business development, I hope you’ll find this a useful read. </p> <p>Here are a few things I’ve learnt after 14 years at the coalface.</p> <h3>1. Business development and selling are not the same</h3> <p>‘Sales’ and ‘selling’ are words that often conjure up images of pushy, door-to-door salesmen with ill-fitting suits and cheap briefcases trying every trick in the book to part you with your hard earned cash. </p> <p>If this is how you sell digital, you’re either doing it wrong (without much success I imagine) or with a certain amount of callousness (as so often happens in the murky world of <a href="https://econsultancy.com/blog/10811-four-seo-payment-models-you-need-to-seriously-question/" target="_blank">snake-oil SEO</a>).</p> <p>The rest of this article probably isn’t for you if you fall into the latter camp.</p> <p><strong>Business development on the other hand is the hard graft that comes way before you actually sell something</strong>.</p> <p>It’s the research, prospecting, nurturing of a relationship, robustness in qualifying and role of trusted advisor. </p> <p>These are the skills, attributes and processes that distinguish business development from selling.</p> <p>I firmly believe that if you get these things right, the actual ‘sale’ will take care of itself. </p> <h3>2. Proposition me</h3> <p>There are around 20,000 digital agencies in the UK.</p> <p>Pick 20 of those at random and you’ll probably struggle to find much difference between them with the same buzzwords popping up over and over.</p> <p>Coming up with a genuine ‘point of difference’ is tough.</p> <p>Your technology, people and processes are all interesting (to an extent) but do they really set you apart and, more importantly, is that what matters in the mind of your prospects? </p> <p><img src="https://assets.econsultancy.com/images/resized/0007/9962/value_proposition_image-blog-flyer.png" alt="Value proposition" width="470" height="340"></p> <p>Invest time in your value proposition.</p> <p>Involve the whole team. Use tried and tested models to <strong>put yourself in the shoes of your target audience</strong>.</p> <p>It will force you to stop talking about what you do (‘we are experts in SEO and PPC…’ yawn) and instead focus on why you exist and what you intend to make happen for your clients. </p> <h3>3. Process, process, process</h3> <p>Whilst it sounds a little dull, <strong>processes are the foundation of a successful business development strategy.</strong></p> <p>In the words of <a href="http://jamesclear.com/goals-systems" target="_blank">James Clear…</a></p> <blockquote> <p>Goals can provide direction and even push you forward in the short-term, but eventually a well-designed system will always win.</p> <p>Having a system is what matters. Committing to the process is what makes the difference.</p> </blockquote> <p>Nothing could be truer of business development. Yes, you need to have a realistic objective to work to.</p> <p>But meeting this objective is highly unlikely without robust and easily repeatable processes.</p> <p>They are the building blocks to achieving consistent results. </p> <h3>4. Leads, we need more leads!</h3> <p>Let’s say new business performance is not meeting expectations.</p> <p>The default solution will invariably be ‘we need more leads’. An entire industry gorges itself on this often misguided view.</p> <p>Generating leads is a waste of time if you haven’t got the resource to service them, can’t qualify properly or if your pitch materials suck. </p> <p>Of course, on-profile leads are the lifeblood of any agency. But ‘more leads’ is not always the answer to winning more business.</p> <p>Properly scrutinising each stage of your business development cycle to identify the weak links will often reveal more pressing issues. </p> <h3>5. Patience is a virtue</h3> <p>Send 100 outbound emails and the chances of hitting even one person who happens to be thinking about hiring a new agency, buying a new piece of technology and so on, is virtually zero. </p> <p>In most instances, your initial approach to a new contact opens the door, nothing more.</p> <p>In this sense, outbound does work when executed well but it’s just one touchpoint of many (social media, events, referrals and so on).</p> <p>In isolation, email is unlikely to yield an immediate return. </p> <p><img src="https://assets.econsultancy.com/images/resized/0007/9961/salesman_meme-blog-flyer.jpg" alt="Pushy salesman" width="470" height="317"></p> <p>This means managing your own expectations and those working around you.</p> <p><strong>Building and nurturing relationships is a long game</strong>, which leads nicely on to…</p> <h3>6. Be useful, not annoying</h3> <p>Any communication you have with a prospect <strong>should add value. </strong></p> <p>Think about how many emails you receive and how many you actually read.</p> <p>Do you want to be the agency sending badly-timed, irrelevant messages or the one seen as a trusted and useful resource, even when the prospect isn’t ready to buy?</p> <p>This is where <a href="https://econsultancy.com/blog/65212-what-is-marketing-automation-and-why-do-you-need-it/">marketing automation</a> can play a role but it’s not right for everyone.</p> <p>In most cases, smaller agencies do not generate the volume of leads or create enough content to require a complex marketing automation platform. </p> <p>I got by for many years by adopting the principles of marketing automation but with the use of a number of free or low cost tools that I ‘stitched’ together.</p> <p>It wasn’t perfect but it was good enough.</p> <h3>7. Speak less, listen more</h3> <p>Some agencies like nothing more than talking about themselves. Bad news.</p> <p>Most prospects couldn’t care less about your latest award win, team bonding trip to the Alps or office dog.</p> <p>Why? Because none of this has any direct relevance on the one thing that a prospect ultimately cares about -<strong> how you are going to make their life easier. </strong></p> <p>In most instances, this isn’t something that a prospect is simply going to volunteer (at the offset they may not necessarily know).</p> <p>It requires you to ask questions. A lot of questions. And then listen. </p> <p>It’s important to understand that you can demonstrate just as much expertise by asking challenging or interesting questions than you can by offering up all the answers straight away.</p> <p>There will be an opportunity to talk about your brilliance but it generally comes much later in the process. </p> <h3>8. Always be qualifying</h3> <p>Amongst the many sales techniques taught back in the day, ABC – ‘always be closing’ - is one of the better known.</p> <p>This is the principle that every action taken by a salesperson should be aggressively aimed at moving the prospect towards the point of close. Yuck.</p> <p><img src="https://assets.econsultancy.com/images/resized/0007/9959/abc-blog-flyer.jpg" alt="Always be closing" width="470" height="264"></p> <p>A more recent build on that phrase, ‘always be qualifying’ is much more relevant in digital, especially when the sales cycle is long and complex. </p> <p>Qualifying isn’t something you do once to ensure the prospect has a juicy budget and then move on.</p> <p><strong>Instead, it’s a continuous process with potentially hundreds of questions being asked</strong>, the aim of which is to get to the route of the business issue and the challenges faced by your contact.</p> <p>Armed with this insight, you are much more likely to present a relevant solution.</p> <p>In my opinion, qualifying is the most important aspect of business development, requiring great skill and attention to detail.</p> <p>If you’ve ever lost a pitch and were left scratching your head as to why, it’s probably because you failed to properly qualify. </p> <h3>9. Personalise the pitch</h3> <p>I’m amazed at the number of times I hear reports of generic ‘cut and paste’ proposals submitted by agencies. </p> <p>If you can’t be bothered to invest the time in creating a bespoke proposal or presentation, what does it say about your approach to actually servicing the client?</p> <p><strong>A proposal or presentation should be a demonstration of everything you have learnt about the prospect to this point;</strong> their background, challenges and needs should be front and centre. </p> <p>Needs will differ from company to company and person to person, as will behaviours and language.</p> <p>The more you can mirror these in your proposal, the greater success you’ll have at converting opportunities into clients.   </p> <p>As an aside, avoid writing proposals altogether if you can. Presenting your thoughts and ideas face to face wins hand down every time. </p> <h3>10. You can’t win them all</h3> <p>There isn’t an agency out there that wins every opportunity put before them. You’re going to lose sometimes (hopefully, not too often). </p> <p>Feedback is not always forthcoming but try and insist on it. Urge the prospect to be as honest as they can.</p> <p><strong>Learn something from the experience and use the insight to make improvements.</strong>  </p> <h3>And finally…</h3> <p>Business development is rarely talked about as an agency’s competitive advantage.</p> <p>But it absolutely can be, allowing smaller agencies to triumph against their larger counterparts.</p> <p>I’m a big fan of marginal gains, believing the theory perfectly lends itself to business development.</p> <p>From how you define your agency’s proposition through to on-boarding, <strong>small improvements at every stage can translate into a significant uplift</strong> in new business performance,</p> <p>The devil is in the detail. </p> <p><em>For more on this topic, see <a href="https://econsultancy.com/reports/top-100-digital-agencies-2016/">Econsultancy’s Top 100 Digital Agencies Report</a>.</em></p> tag:econsultancy.com,2008:BlogPost/68376 2016-10-05T13:07:00+01:00 2016-10-05T13:07:00+01:00 Unilever: The biggest digital start-up in the world? Nikki Gilliland <p>Not quite.</p> <p>But an attention-grabbing headline is no bad thing, and Keith's talk focused on how Unilever's business model has adapted in an ever-changing world, inspired by the rise of the disruptive digital startup.</p> <p>Here’s a summary...</p> <h3>The changing landscape</h3> <p>Keith began by reminding us how the consumer journey has changed beyond recognition.</p> <p>And of course, you don’t have to be in advertising to have noticed this fact.</p> <p>With smartphone use taking over desktop for the first time this year, it’s not just what people are watching, but how people are watching it.</p> <p>Instead of seeing a TV ad on Thursday night and buying a product on a Saturday morning, the path to purchase is much more complex. </p> <p>Sharing, video, trust, sustainability, mobile - all these things are increasing important to millennials.</p> <p>And with millennials predicted to make up 75% of the workforce by 2025, understanding how to engage this core demographic is vital to understanding the workforce, not just Unilever consumers.</p> <p>So, how can a brand engage consumers at the right place and right time?</p> <h3>How can Unilever compete?</h3> <p>In order to keep pace with young and innovative brands, Keith highlighted three key parts of Unilever’s strategy.</p> <h4><strong>1. A differentiated strategy</strong></h4> <p>While any strategy is important to business, a digital strategy is fundamental in today’s changing landscape. </p> <p>When Keith first became CEO of Unilever, he undertook an exercise on trends within the business, discovering the four big drivers that would shape the business in future. </p> <p>Firstly, he cites the digital revolution, with companies like Twitter being the driving force behind this change. </p> <p>Next is how people are living differently, moving out of the countryside into towns and cities, as well as people and business moving south and east across the globe.</p> <p>Lastly, and probably most importantly for Unilever, is the environment under stress.</p> <p>In determining these four factors, the brand decided to move forward with social and environmental <a href="https://econsultancy.com/blog/68269-how-unilever-is-targeting-the-conscious-consumer/" target="_blank">sustainability as its core motivation</a>. </p> <p>Keith cited “building brands with purpose and which matter to people” as one of Unilever’s key engagement strategies. </p> <p>And a portfolio including the likes of T2 and <a href="https://econsultancy.com/blog/68139-the-rise-of-the-direct-to-consumer-model-it-s-not-just-dollar-shave-club/" target="_blank">Dollar Shave Club</a> also shows how Unilever is adapting to a distinct digital startup mentality.</p> <blockquote class="twitter-tweet"> <p lang="en" dir="ltr">.<a href="https://twitter.com/Unilever">@Unilever</a> Keith Weed on millennials, disruption &amp; the rise of unicorns <a href="https://twitter.com/hashtag/FOM16?src=hash">#FOM16</a> <a href="https://twitter.com/FestofMarketing">@FestofMarketing</a> <a href="https://twitter.com/MarketingWeekEd">@MarketingWeekEd</a> <a href="https://t.co/bvEdrDuLYu">pic.twitter.com/bvEdrDuLYu</a></p> — Charlotte Rogers (@Chardy_Rogers) <a href="https://twitter.com/Chardy_Rogers/status/783583321494319104">October 5, 2016</a> </blockquote> <h4><strong>2. Being bold and experimentation</strong></h4> <p>Alongside Unilever’s differentiated strategy is a big focus on experimentation.</p> <p>Firstly, through Unilever Ventures - investing in the kind of companies that can better help the brand to understand the digital world.</p> <p>Keith cited Mirriad as a brand that is particularly impressive in its simple yet brilliantly innovative use of technology.</p> <p>Essentially, it inserts product placement into syndicated television during post-production, allowing brands to become visible.</p> <p>Further to this type of investment, the Unilever Foundry is another way the startup ethos has been purposely brought into the company, through a culture of 'experiment, fail, learn, repeat'.</p> <p>With a 50% success rate in working alongside startups, it is a division that continues to push boundaries with success stories such as the ability to personalise Marmite bottles or work with Olapic to capture user-generated imagery.</p> <p>By working with external companies, Unilever has ultimately changed the way it operates internally.</p> <p>Using mentors and advisors to inspire learning – and even implementing reverse mentoring from startups – it has created a culture built on innovation through collaboration, and one that embraces disruption. </p> <blockquote class="twitter-tweet"> <p lang="en" dir="ltr">"Make investments that help you understand the digital world and innovate the way you do <a href="https://twitter.com/hashtag/marketing?src=hash">#marketing</a>" <a href="https://twitter.com/hashtag/FOM16?src=hash">#FOM16</a> <a href="https://t.co/Zbv8QqE9JP">pic.twitter.com/Zbv8QqE9JP</a></p> — Keith Weed (@keithweed) <a href="https://twitter.com/keithweed/status/783588358819835904">October 5, 2016</a> </blockquote> <h4><strong>3. Tooling up</strong></h4> <p>Lastly, Keith talked about how skills and capability building is at the core of Unilever’s strategy.</p> <p>You’d never see a sports team sitting around eating crisps before a game, would you?</p> <p>So why do marketers think so differently about training?</p> <p>Keith hammered home the fact that businesses need to accept that we need to take a different approach to skills and capabilities in this ever changing world. </p> <p>On one hand, we have the digital natives – those who have grown up with technology.</p> <p>But on the other we have the ‘lost generation’ - the people in their late thirties early forties who might lack knowledge, but do not seek help to further it. </p> <p>As a result, Unilever invests in training across the board, with an increased budget for mandatory training.</p> <p>Keith talked about this mandatory training as 'being cruel to be kind' because if we don't learn as marketers, there's another generation coming through that knows a lot in this area.</p> <h3>Living the space</h3> <p>Keith finished by emphasising the importance of ‘living the space’.</p> <p>In other words – doing all the things that consumers do in order to gain inspiration and insight. </p> <p>Instead of sitting back and watching changes happen, this means being at the forefront when they do.</p> <p>So, while Unilever might not actually be the biggest digital startup in the world, we can see why it might inspire the smallest.</p> tag:econsultancy.com,2008:Report/4230 2016-09-07T11:00:00+01:00 2016-09-07T11:00:00+01:00 Embracing Digital Transformation in the Pharma and Healthcare Sectors <p>The <strong>Embracing Digital Transformation in the Pharma and Healthcare Sectors </strong>report looks at the opportunities that digital presents in these sectors, how they are responding to the changing needs of customers, the challenges companies are facing in digitally transforming themselves and how they are approaching these challenges.</p> <h2>Methodology</h2> <p>We carried out a series of in-depth interviews with senior digital professionals from across a range of pharmaceutical, biopharmaceutical and consumer healthcare companies to understand how they were responding to different opportunities and challenges.</p> <p>Companies interviewed included Alere Inc, Fermenta Biotech Limited, GSK Consumer Healthcare, MSD AP, Lenovo Health, Ogilvy Commonhealth Worldwide (OCHWW), Roche Products Limited and Takeda Pharmaceuticals.</p> <p>We also looked at sector-specific data from our <a title="Quarterly Digital Intelligence Briefing: 2016 Digital Trends" href="https://www.econsultancy.com/reports/quarterly-digital-intelligence-briefing-2016-digital-trends">2016 Digital Trends report</a> published earlier this year.</p> <h2>You'll discover findings around:</h2> <ul> <li>Why companies need to have digital transformation on their agenda.</li> <li>How companies are responding to the changing needs of customers and putting them at the centre of everything.</li> <li>Ways in which companies are looking at digital and how it can support interactions with their customers.</li> <li>How companies are focusing on optimising content as a top digital opportunity and challenging the way they deliver content.</li> <li>The need for change management to deliver digital transformation and how companies are driving this cultural shift.</li> <li>How companies are demonstrating the value of digital and developing digital skills across their organisations.</li> <li>The new opportunities and challenges from innovation and technology.</li> <li>Overcoming the obstacles ahead as digital becomes more of a focus for companies.</li> </ul> <p><strong>Download a copy of the report to learn more.</strong></p> <p>A <strong>free sample</strong> is available for those who want more detail about what is in the report.</p> <h2>How we can help you</h2> <h2 style="font-weight: normal; color: #3c3c3c;"><a style="color: #2976b2; text-decoration: none;" href="https://econsultancy.com/training/digital-transformation" target="_self"><img style="font-style: italic; height: auto; float: right;" src="https://assets.econsultancy.com/images/resized/0004/8296/rgb_dt_logo-blog-third.png" alt="Digital Transformation" width="200" height="66"></a></h2> <p style="font-weight: normal; color: #3c3c3c;"><a title="Digital transformation - Econsultancy" href="https://econsultancy.com/training/digital-transformation/">Digital transformation</a> is a journey that's different for every organisation. To enable delivery of your digital vision (or help you shape that vision) we’ve designed a comprehensive approach to tackle your transformation.</p> <p>Covering everything from strategic operational issues, down to specific marketing functions, we will work with you to achieve digital excellence.</p> <p>Talk to us about an initial, no-cost consultation.</p> <p>Contact our Digital Transformation Team on <a href="mailto:transformation@econsultancy.com">transformation@econsultancy.com</a> or call</p> <ul> <li> <p>EMEA: +44 (0)20 7269 1450</p> </li> <li> <p>APAC: +65 6809 2088</p> </li> <li> <p>Americas: +1 212 971-0630</p> </li> </ul> <p style="color: #6b6b6b;"> <iframe src="https://www.youtube.com/embed/2q_lWLm5qtg?wmode=transparent" width="560" height="315"></iframe></p> tag:econsultancy.com,2008:BlogPost/68211 2016-09-01T11:56:00+01:00 2016-09-01T11:56:00+01:00 13 qualities that will help make you a great business leader Paul Rouke <p>Good leadership inspires people to become the best they can be and creates a platform that enables people to showcase and begin exploiting their true potential.</p> <p><img src="https://assets.econsultancy.com/images/0007/8301/FullSizeRender.jpg" alt="" width="581" height="435"></p> <h3>A story about bad leadership </h3> <p>In my mid-20s, I experienced bad leadership within a blue-chip company. I’m not exaggerating when I say my last three years at that company were the most frustrating, confusing and even angriest period in my working life.</p> <p>I was ambitious. I felt like I had a lot to offer my employer. I wanted to push myself; to take on new challenges. I challenged the status quo. I didn’t just come to work to do a job – I wanted to make a <em>difference</em>.</p> <p>I wanted to climb the ladder and increase my influence on those around me.</p> <p>Unfortunately, my manager (for their own reasons) wasn’t prepared to embrace my passion, drive, determination and creativity.</p> <p>I would regularly have to explain myself and my ideas. The feedback I got was most often negative and conclusive: </p> <ul> <li>“This isn’t going to work.”</li> <li>“There are other people that look after that.”</li> <li>“This isn’t part of your job description.”</li> <li>“Why don’t you just concentrate on your job?”</li> </ul> <p>I would often speak to people close to me to try and help me understand why my manager was entrenched in managing me in such a negative, condescending way.</p> <p>The general consensus was that my manager was probably afraid of my ambition, afraid that I may outshine them. </p> <p><em>What a crying shame that is.</em></p> <p>The nail that sealed the “I don’t ever want to experience bad leadership again” coffin was when a new role was being created in our growing team.</p> <p>It was a role that I felt I had the drive, passion and willingness to move in to and succeed in. It was a natural progression for my career.</p> <p>I was ready to stretch myself, I was ready to take on more responsibility. I was ready to increase my influence and impact on this blue-chip business. </p> <p>What was the feedback from my manager when I went to them expressing my interest in this role?</p> <blockquote> <p>We are going to look to bring someone in from outside the business. We want someone with more experience than you. It’s okay, there will be other opportunities for you in the future.</p> </blockquote> <p>Now my manager may have thought that dangling this carrot may have been enough to pacify me.</p> <p>As it turns out, I had stopped reaching for the carrot a long time before this exchange. I knew I was simply not going to be given the opportunity to exploit my potential with this manager.</p> <p>Around half-way through this three-year period of experiencing bad leadership, I started to ask myself these questions:</p> <ul> <li>“Why am I letting my manager hold me back?”</li> <li>“How am I going to break free from this?”“</li> <li>What more do I have to offer that I’m not being given the opportunity to do?”</li> </ul> <p>Unbeknown to my manager (whom I would continue to work for during the next 18 months), I made the decision that I would start taking control of my own destiny. I made the commitment to myself that I would no longer be held back.</p> <p>I decided that I was going to work for myself. I started moonlighting in summer 2004, and in summer 2006 I handed my notice in.</p> <p>I made a commitment to myself that I would never experience bad leadership in my career again.</p> <h3>A story about good leadership </h3> <p>It wasn’t until a few years in to being a freelancer that I started to consider the potential of hiring someone.</p> <p>My immediate thoughts were that if I do get in to the position of being able to offer someone a job, I was absolutely determined that my management style would be the complete opposite of what I had experienced.</p> <p>There is a well-known saying in business and leadership: “behaviour creates behaviour.”</p> <p>In addition, we all know how ideas, beliefs, experiences and perceptions all get ingrained within our minds over time. We also know how hard it can be to embrace change.</p> <p>For me, although I had never experienced good leadership, never mind truly inspirational leadership, I knew what bad leadership was and I was committed to doing things the right way.</p> <p>“Anyone who I manage and lead will be given the opportunity to exploit their true potential” was running through my DNA.</p> <p>It was in early 2008 when I hired my first employee. Since then, I have dedicated time and energy into developing a leadership approach that is true to my aim above.</p> <p>Here are some of the key attributes of being a good leader, alongside lessons that I've learned...</p> <h3>1. Hire exceptional people that have the potential to outshine you</h3> <p>The complete opposite of what I experienced. This ethos has been the key to the growth of my business.</p> <p>Everyone benefits too, as exceptional people are working alongside exceptional people.</p> <p><em>Some teams just work together. Good teams do great things together. Great teams grow together.</em></p> <h3>2. Praise your team regularly</h3> <p>In the hustle and bustle of daily life running a business and managing people, it can be very easy to miss out on providing praise and recognition when a team member goes above and beyond – or they just do something in their job description exceptionally well.</p> <p>I have learnt just how important and valued it is to provide praise to individuals, both one-to-one and in a group environment.</p> <p><em>After all we just want to do a good job and be respected, right?</em></p> <h3>3. Catch people in</h3> <p>Not only have I realised the importance of praising individuals, a lesson I have also learnt is how important it is to simply “catch people in”.</p> <p>The small things people do, the ideas they bring to the table, the creative way they are thinking.</p> <p>Highlighting the smaller details which add value to the day-to-day running of a business will encourage your team to speak up and champion larger ideas going forward.</p> <p><em>Never underestimate the importance of people feeling valued.</em></p> <h3>3. Take time to find the right people</h3> <p>You’ve heard the saying, “hire slow, fire fast”.</p> <p>Thankfully the second part isn’t one I have encountered regularly (though the phrase is applicable in a business case) but certainly hiring slowly has been a cornerstone of how we have built the team.</p> <p><em>Remember that exceptional people are out there, you just have to be patient to find them.</em></p> <h3>4. Trust people</h3> <p>When I employed just three people, I published an article titled '<a title="11 Values That Are Helping Me Build a Great Team at PRWD" href="https://www.prwd.co.uk/blog/news/11-values-that-are-helping-me-build-a-great-team/" target="_blank">11 Values That Are Helping Me Build a Great Team at PRWD</a>'.</p> <p>In many ways it is the beta version of this article. Point three was “have complete trust in new team members straight away” and this is so important.</p> <p><em>Trust your staff and see them flourish with the responsibility you have given them.</em></p> <h3>5. Throw people in at the deep end</h3> <p>As a direct follow-up on from hiring slowly, taking your time to find the right seat (or as one of my mentors Lily Newman champions, “get the right people on the bus”) can and should lead you on to having the opportunity to put new team members in the limelight very early on.</p> <p><em>When it comes to whether a new starter will sink or swim, have faith they will swim.</em></p> <h3>6. Encourage people to push themselves</h3> <p>Some people have a natural hunger and desire to push themselves.</p> <p>They want to embrace change, they want to take on new challenges and go outside of their comfort zone. Many people don’t have this natural hunger. </p> <p>People have a natural tendency to think less of their skills, experiences and ideas compared to those around them.</p> <p>If you don’t provide everyone - irrespective of their natural hunger - a platform and opportunity to open their mind, you are likely missing out on valuable insights to help your business, and the chance at helping your team realise the potential you see in them.</p> <p><em>Every human has the ability to offer more than they think – they just need to be inspired to go outside their comfort zone and think “what if I…”</em></p> <h3>7. Create ways for people to fast track their careers</h3> <p>One of the things that genuinely gives me goosebumps is when I see my colleagues doing things which they probably expected to only be doing years later – or not even at all.</p> <p>One of the areas we explore during the interview process is the candidate’s response to changes in their life, and what they feel about facing up one of humankind’s biggest fears, public speaking.</p> <p>I have been doing public speaking since 2009 and I am often able to provide my team with speaking opportunities within their first year of working in the business, something which took me over five years to reach.</p> <p><em>Leaders should harness what they have to help their team achieve things far quicker than then did.</em></p> <h3>8. Embrace the 34-hour working week (or don’t let the business completely consume your team)</h3> <p>I run an agency and there are few if any agencies who have a 34-hour working week. In fact, there are few businesses globally who have a 34-hour week.</p> <p>For me, even before I became a father for the first time, having a healthy work-life balance was crucial for me.</p> <p>There was no way I was going to let running a business mean I didn’t have much of a life outside of my business.</p> <p><em>There is no work-life balance – there is just a life balance that you have to work on.</em></p> <h3>9. Be human</h3> <p>Some would look at my leadership style and come to the conclusion that I’m a little too open; maybe I share too much.  </p> <p>The way I see it, I am just being a leader who isn’t afraid of exposing his weaknesses and explaining what he is working on in order to become a more positive leader.</p> <p>In this age of robots and artificial intelligence, being relatable and communicative with my team leads to stronger team dynamic; one built on trust and understanding.</p> <p>This will lead to a team working together and for one another, rather than simply logging their hours and ticking boxes.</p> <p><em>The more human you are, the more you connect with your team.</em></p> <h3>10. Be approachable</h3> <p>It is easy to get consumed with the day-to-day activities of running a business. It is easy to be in your “leadership bubble” and want to focus on just what is in front of you.</p> <p>Some people may perceive this as ‘unapproachable’.</p> <p>For me, I have learnt that being approachable, giving my team the confidence that, irrespective of their role or position in the business, they can come and talk to me, is invaluable.</p> <p>It ensures I am staying connected with my team, even when new levels of management are being created.</p> <p><em>Never underestimate the value of being approachable by any member of your team – it brings you even greater respect from everyone.</em></p> <h3>11. Be genuine</h3> <p>I have to hold my hands up and say 'Be Genuine' is one of my company’s brand values, alongside 'Be Expert', 'Be The Change', 'Be Experimental', 'Be Open' and 'Be Happy'.</p> <p>Being genuine and having integrity is absolutely essential if you are to create a culture that empowers people to want to be the best they can be.</p> <p>Being frank and honest and showing some of the inner workings of the business, whether good or bad, isn’t a case of “showing too much” or “worrying your team” – it is simply demonstrating that you are real.</p> <p>With your team believing in you and sharing in your vision as a result, it will only help you and your business grow and flourish.</p> <p><em>Don’t try to be someone that you aren’t – just be yourself and you will be respected.</em></p> <h3>12. Be transparent</h3> <p>I have huge amounts of admiration for the brand Crew. It is one of the most open and transparent businesses I have come across.</p> <p>The leadership style within Crew is the complete opposite of the vast majority of businesses.</p> <p>It reminds me of one of the statements from the exceptional book ‘REWORK’ that has stayed with me for a long time – “out-teach your competition, don’t be afraid of explaining how you do what you do – customers will respect you and come to you.”</p> <p><em>Expose areas of your business that will encourage your team to have a greater sense of belonging.</em></p> <h3>13. Have humility</h3> <p>One of the greatest lessons I have learnt during my entrepreneurial journey is that no matter how much knowledge and experience you amass, you should never disrespect or disregard the ideas and opinions of other people.</p> <p>Always provide people with the opportunity and confidence to share with you their very best ideas, especially if it’s in a subject area you aren’t an expert in.</p> <p>Humility is actually the cornerstone of my article <a title="Re-invented HiPPO" href="https://econsultancy.com/blog/68080-it-s-time-to-reinvent-the-hippo/" target="_blank">“Re-invented HiPPO”</a>. The new HIPPO entails a list of attributes to which we should all aspire: Humility, Integrity, Passion, Positivity and Openness.</p> <p><em>Respecting other people is one of the greatest ways to build trust and confidence.</em></p> <h3>So...</h3> <p>What does good or bad leadership mean to you?</p> <p>What leadership traits are you experiencing as an employee? Are they providing you with the platform from which you can exploit your true potential?</p> <p>If you are a leader, what is it that you feel gets the very best out of your team?</p> tag:econsultancy.com,2008:BlogPost/68191 2016-08-30T11:10:40+01:00 2016-08-30T11:10:40+01:00 A day in the life of... CCO Media & Partnerships at lastminute.com Group Ben Davis <p>Don't forget, if you're looking for a new challenge in digital <a href="https://jobs.econsultancy.com/">our jobs board</a> lists hundreds of open positions, and you can benchmark your own digital knowledge using our <a href="https://econsultancy.com/training/digital-skills-index-lite/">Digital Skills Index</a>.</p> <h3>Please describe your job: What do you do?</h3> <p>I head up lastminute.com Group’s media unit, which manages advertising across all of the group’s websites – from lastminute.com in the UK to sites like Rumbo, Bravofly and Volagratis in Europe.</p> <p>I make sure clients are happy by delivering high performance marketing solutions that answer their campaign and brand needs.</p> <p><img src="https://assets.econsultancy.com/images/0007/8357/Alessandra_Di_Lorenzo.jpg" alt="alessandra di lorenzo" width="500"></p> <h3>Whereabouts do you sit within the organisation? Who do you report to?</h3> <p>I work within the marketing department of lastminute.com Group, reporting into the Managing Director of Audience &amp; Marketing. </p> <p>I run the media and partnerships division, <a href="https://econsultancy.com/blog/68077-why-lastminute-com-is-taking-control-of-its-ad-inventory/">The Travel People</a>, which we launched in July. We connect brands with our 35m unique monthly visitors and 10m customers that book their holidays with us across Europe.</p> <p>Our data means we have a huge wealth of insight right across the holiday lifecycle, which helps brands target by passion rather than demographic. </p> <h3>What kind of skills do you need to be effective in your role?</h3> <p>In-depth understanding of how the marketing industry works is a given.</p> <p>But also patience, tenacity and empathy so that I can deliver great results for both the business and our clients.</p> <h3>Tell us about a typical working day…</h3> <p>I have an early start and will usually be in the office by 8am, where I’m in back to back meetings until 5pm.</p> <p>I could be catching up with my sales team, discussing PR, meeting potential clients or putting together strategies and proposals.</p> <p>In the evenings, I’ll cycle home, do some exercise and unwind – and be in bed by 10pm.</p> <p>Lastminute.com Group has offices across Europe, so I’m often travelling between London, Milan and Madrid – it’s a great opportunity to catch up with others across the business.</p> <h3>What do you love about your job? What sucks?</h3> <p>I love the creativity involved, and the fact that we are building the future of marketing is also pretty special.</p> <p>Some of the things we do are so new that they have never been done before – it’s amazing to be part of something so innovative and shaping what the future of the industry looks like.</p> <p>But it also means that it requires a huge amount of energy. I get to the end of the week needing a couple of cold ones!</p> <p><em>Graphic via The Travel People</em></p> <p><img src="https://assets.econsultancy.com/images/0007/7110/Screen_Shot_2016-07-14_at_14.33.45.png" alt="travel people advertising" width="500"></p> <h3>What kind of goals do you have? What are the most useful metrics and KPIs for measuring success? </h3> <p>I’m measured on revenues, customer satisfaction and employee satisfaction, which provide goals of their own.</p> <p>And, of course, delivering results for clients is a huge incentive and makes sure we push ourselves every day. </p> <h3>What are your favourite tools to help you to get the job done? </h3> <p>Google Calendar is great to keep my day on track, and Google Hangouts allow me to easily communicate with my teams across Europe at the click of a button.</p> <h3>How did you get started in the digital industry, and where might you go from here?</h3> <p>After a Master’s degree in marketing, I cut my teeth in digital at lulu.com, an American web 2.0 company, where I ran their digital marketing.</p> <p>From there, I worked in various other marketing roles before joining lastminute.com Group.  </p> <p>There’s still a lot to be done and learn here so I plan to stick around for a while!</p> <h3>Which brands do you think are doing digital well?</h3> <p><a href="https://econsultancy.com/blog/65416-red-bull-vs-gopro-taking-content-marketing-to-the-extreme/">Red Bull</a> - a great example of successful digital content marketing.</p> <h3>Do you have any advice for people who want to work in the digital industry?</h3> <p>Be humble and start with the basics. Knowledge - as in every discipline - is key.</p> <p>And tech and commercial skills are crucial ingredients to add to the mix!</p> tag:econsultancy.com,2008:BlogPost/68218 2016-08-26T14:42:52+01:00 2016-08-26T14:42:52+01:00 What can be done to address the gender pay gap in digital roles? Nikki Gilliland <p>As always, there’s been a LOT of hoopla on social media since <a href="https://www.ifs.org.uk/publications/8428">the findings were reported</a>, with some dismissing the pay gap as a myth and a natural result of mothers opting to work part-time.</p> <p>With the average hourly pay for women being 18% less than men, there’s no denying that the gender pay gap remains a huge cause for concern.</p> <p><img src="https://assets.econsultancy.com/images/0007/8353/IFS.JPG" alt="" width="610" height="423"></p> <p>But what about when it comes to digital roles?</p> <p>The IFS report directly backs up findings from our <a href="https://econsultancy.com/reports/career-and-salary-survey-report-2016/?utm_source=youtube&amp;utm_medium=social&amp;utm_campaign=econ%20blog" target="_blank">Career and Salary Survey</a>.</p> <p>In terms of digital specialists, our research discovered that on average men are receiving £8,202 more than women – resulting in a pay gap of 17.7%. </p> <p>What’s more, there is a difference of 18.1% within general marketing roles, with men being paid an average salary of £8,273 more than women.</p> <p><img src="https://assets.econsultancy.com/images/0007/8354/Gender.JPG" alt="" width="750" height="605"></p> <p>So what can we do about it?</p> <p>Vinne Schifferstein Vidal, Global Digital Category Director at Pearson suggests that, while it’s important for changes to be made, a more equal footing will ultimately benefit organisations as much as individuals.</p> <blockquote> <p>Teams (and therefore companies) thrive by having a mixed set of people, and that’s gender but also skill-set, culture and nationality.</p> </blockquote> <p>In terms of government involvement, Vinne suggests that it’s not necessary, highlighting the fact that the gap is already smaller than it was 10 years ago.</p> <blockquote> <p>I think it’s up to companies, as well as both males and females themselves, to figure it out.</p> <p>Out of the next generation that’s coming into the workplace, females are earning more than males. So, it is already changing, and we just need to keep at it. </p> </blockquote> <p>It is certainly true that the pay gap has lessened – it was 28% in 1993 and 23% in 2003.</p> <p>And while the IFS suggests that this is due to better conditions for lower-paid women rather than advancements for women in higher roles – a new wave of girls studying STEM subjects could be a factor.</p> <p>Where science, technology, engineering and maths were once seen as typically male subjects (leading to male-dominated careers like graphic design and web development), youngsters are now realising that this doesn't have to be the case.</p> <p>With non-profit organisations like Girls Who Code on a mission to close the gender gap in technology, progress is being made. </p> <p>Meanwhile, the statistic that male managers are 40% more likely to be promoted over females is a sobering reminder that a lot more work needs to be done.</p> <p><em>Watch Vinne's answers in full:</em></p> <p><iframe src="https://www.youtube.com/embed/jInjt2T3vmk?list=PL1-kPkZBw50G5af50RWyZQktGWjOkGxLI&amp;wmode=transparent" width="854" height="480"></iframe></p> <p><strong><a href="https://www.youtube.com/playlist?list=PL1-kPkZBw50G5af50RWyZQktGWjOkGxLI" target="_blank">Click here</a> to view more interviews in our Digital Smarts series.</strong></p> tag:econsultancy.com,2008:BlogPost/68064 2016-07-26T09:52:54+01:00 2016-07-26T09:52:54+01:00 How are marketers dealing with the martech onslaught? Seán Donnelly <p>During this incredibly inspirational talk, he shared some of the wisdom that enabled him to undertake three space flights in his 21-year career.</p> <p>One such piece of advice was his relentless pursuit of self-improvement. This, he said, is key for success.</p> <p>To be an astronaut means being a scientist, a pilot, an engineer and being able to fix the toilet!</p> <p><img src="https://assets.econsultancy.com/images/0007/6978/Hadfield.png" alt="" width="533" height="407"></p> <p>And how does one prepare for the mantle of some of these things? Well, he suggests focusing on one’s personal competence.</p> <p>The trouble with competence though is that it’s always going out of date.</p> <p>And so to be successful Colonel Hadfield had to not just be open to new learning but take responsibility for the management of his own education.</p> <h3>Exponential technology is changing what it means to be a marketer in the 21st century</h3> <p>So what’s the point? The reality of <a href="https://econsultancy.com/blog/66484-our-modern-marketing-manifesto-revisited/">modern marketing</a> is that the landscape is changing rapidly due to exponential technology.</p> <p>And so while marketers aren’t planning on going to space, perhaps they can start to think like astronauts and become lifelong learners.  </p> <p>In 1965, Gordon Moore (a founder of Intel) published a paper observing that in effect, technological power doubles while the cost of technology is cut in half every two years.</p> <p>He projected this would continue for some time. This concept has held true and is known as "Moore's Law".</p> <p><a href="https://commons.wikimedia.org/w/index.php?curid=15193542"><img src="https://assets.econsultancy.com/images/0007/6979/Moores_Law.png" alt="" width="750" height="659"></a></p> <p><em>Image by Wgsimon - Own work, CC BY-SA 3.0.</em></p> <p>This explains why among other things, the device in your pocket can make calls, send emails and be used to listen to music, navigate and take pictures. </p> <p>Critically, Moore’s Law means that technology innovation will continue to speed up.</p> <p>As this happens, we will witness the ever faster introduction and adoption of new technologies which can in turn impact our jobs as marketers and indeed disrupt the economic models that characterise the sectors where we are employed.</p> <p>We have already witnessed the disruption of the publishing, hospitality and transport sectors with new players such as Spotify, Airbnb and Uber.</p> <p>According to Futurist and Google’s Director of Engineering Ray Kurzweil, "we won't experience 100 years of progress in the 21st century — it will be more like 20,000 years of progress (at today's rate)." </p> <h3>Emerging digital trends</h3> <p>From a marketing point of view, the introduction of new technologies has led to changes in consumer behaviour which in turn has impacted how marketers do their jobs, and is driving strategic initiatives like marketing transformation both in client-side marketing departments and within the agency landscape.</p> <p>Some more recent developments that are exercising marketer’s brains include: </p> <h4>1. The Internet of Things</h4> <p>The ubiquitous availability of bandwidth, computational capacity offered by the cloud and near infinite amounts of storage at our fingertips has meant that the <a href="https://econsultancy.com/reports/a-marketer-s-guide-to-the-internet-of-things/">Internet of Things (IoT)</a> has become a real thing. </p> <p>Marketers may not yet be taking the sheer scalability challenges of IoT seriously. Consider that Cisco forecasts 50bn connected devices by 2020.  </p> <h4>2. Wearable technology</h4> <p>A subset of the Internet of Things, <a href="https://econsultancy.com/reports/a-marketer-s-guide-to-wearable-technology/">wearable technology</a> is widely forecast to be one of the most disruptive technology developments since the smartphone.</p> <p>But that disruption is likely to happen much quicker than was the case with mobile.</p> <p>Far from being merely a conduit for some gimmicky PR campaigns, wearable technology opens <a href="https://econsultancy.com/blog/68082-connected-clothing-what-are-the-implications-for-brands-and-retailers/">a trove of opportunity</a> for brands across a range of sectors.</p> <h4>3. Virtual reality</h4> <p><a href="https://econsultancy.com/reports/a-marketers-guide-to-virtual-reality/">Virtual reality</a> allows people to experience a brand’s offering in a real and visceral way that other media cannot equal.</p> <p>It can transport people to a stadium, a holiday destination or a shop. It can do this with animation or real video.</p> <p>It can even do this in real time with live streaming. The possibilities for selling experiences, educating and entertainment are endless.</p> <h4>4. Artificial Intelligence</h4> <p><a href="https://econsultancy.com/blog/67745-15-examples-of-artificial-intelligence-in-marketing/">Artificial intelligence</a>, specifically machine learning, is an increasingly integral part of many industries, including marketing. Use cases include conversational interfaces with a flurry of branded bots and virtual assistants appearing.</p> <p>As Techcrunch points out, Facebook's platform, previewed at F8, could conservatively soon lead to chatbots replacing '1-800 numbers, offering more comfortable customer support experiences without the hassle of synchronous phone conversations, hold times and annoying phone trees.'</p> <p>Marketers need to be able to adapt quickly in response to the rapid pace of change all around us. Marketers need to be aware of the use cases that these technologies can provide and how they may support customer experience.</p> <p>According to <a href="https://econsultancy.com/blog/62668-our-modern-marketing-manifesto-will-you-sign">Econsultancy’s Modern Marketing Manifesto</a>: </p> <p>“Customers do not recognise lines and nor should we. Online, offline, above the line, below the line... we need to think and deliver experiences and marketing without delineation.</p> <p>"Modern marketing must be connected, joined up and integrated. This includes internal integration and goes beyond integration within the marketing function, across digital and classic skills.</p> <p>"Integration must also exist between customer facing functions. It is about working across the entire business and collaborating with other functions, such as sales, technology, editorial, HR and customer service."</p> <p>The innovations in IoT, wearable technology, virtual reality and artificial intelligence may yet impact consumers’ day to day lives in ways that we can’t imagine.</p> <p>Regardless, the applications of these technologies are only limited by creativity. And agencies need creativity just as much as they need technology.</p> <p>Perhaps that means that it’s time for agencies to put their creative hats on, not just to think about emotive campaigns but also to think about how these technologies can be configured to improve customer experience and create better, longer lasting relationships with consumers. </p> <p>From the individual marketing professional’s point of view it’s worth returning to the advice from the good Colonel Hadfield.</p> <p>The key to success is the relentless pursuit of self-improvement. This may be daunting but at least it’s not rocket science.</p> <p><strong><em>This article was originally published in Econsultancy’s <a href="https://econsultancy.com/reports/top-100-digital-agencies/">Top 100 Digital Agencies 2016 Report</a>.</em></strong></p> tag:econsultancy.com,2008:Report/4200 2016-07-21T11:05:00+01:00 2016-07-21T11:05:00+01:00 Measurement and Analytics Report 2016 <h2>Overview</h2> <p>Never have marketers, analysts and ecommerce professionals had more data to work with as part of their ongoing efforts to improve business and organisational performance.</p> <p>At the same time, the growing challenge for individuals and organisations alike has been to avoid being overwhelmed by proliferating sources of data and metrics across a burgeoning number of marketing channels and technology platforms.</p> <p>The <strong>Measurement and Analytics Report 2016</strong>, produced by Econsultancy in partnership with analytics consultancy <strong><a href="http://www.lynchpin.com/">Lynchpin</a></strong> for the ninth year running, looks at how organisations are using data strategically and tactically to generate insights and to improve business performance.</p> <p>The research, based on a survey of almost 1,000 digital professionals, also focuses on the important role for data and analytics in supporting their attempts to build a competitive advantage by becoming more customer-centric.</p> <h2>What you'll learn from this research</h2> <ul> <li>Understand how analytics can help to meet financial goals and what the most common growth and profit-related requirements are.</li> <li>Discover how organisations are using data and analytics to build a competitive advantage by becoming more customer-centric.</li> <li>Benchmark the make-up of your analytics or data team and investment plans against those of your peers.</li> <li>Find out where the biggest analytics skills gaps are and what the most common challenges related to deploying tools and technologies organisations face.</li> </ul> <h2>Key findings from the report</h2> <ul> <li>The vast majority (84%) of marketers agree that their understanding of the customer is increasing over time, and 64% say that they are using data-driven customer insights to adapt their marketing strategies and influence business decisions.</li> <li>Despite the increasing importance of data, the proportion of analytics data used to drive decision-making within the organisation dropped by seven percentage points compared to last year's survey.</li> <li>While 77% of marketers believe digital analytics important to their company’s digital transformation, fewer than one in five consider digital reporting to have a ‘very influential’ role in supporting business decisions.</li> </ul> <h2>Features of the report</h2> <p>Based on a survey of almost 1,000 digital business professionals, this report also aims to cut through the noise to understand how companies are using measurement and analytics to boost revenue and profit growth, while also looking at the types of technology and data which are used to meet these ends.</p> <p><strong>Download a copy of the report to learn more.</strong></p> <p>A <strong>free sample</strong> is available for those who want more detail about what is in the report.</p>