tag:econsultancy.com,2008:/topics/skills-capabilities Latest Skills & capabilities content from Econsultancy 2017-02-17T11:03:14+00:00 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/68676 2017-01-04T11:44:47+00:00 2017-01-04T11:44:47+00:00 10 important stats from Econsultancy's 2016 research Nikki Gilliland <h3>Agencies predict low growth rates for 2017</h3> <p>The <a href="https://www.econsultancy.com/reports/digital-agency-rate-card-survey-2016/">Digital Agency Rate Card Survey 2016</a> revealed that predicted year-on-year growth in the UK has reached an all-time low.</p> <p>From an online survey of 398 UK digital agencies, it found that the proportion of agencies expecting their businesses to grow by over 50% has more than halved in the last two years, going from 24% in 2014 to 11% in 2016.</p> <p>Meanwhile, agencies predicted that their daily rates will grow by an average of just 2% this year.</p> <p><img src="https://assets.econsultancy.com/images/0008/2738/Digital_Rate_Card_Survey.JPG" alt="" width="600" height="564"></p> <h3>Disparity between customer needs and marketer capabilities</h3> <p>Our <a href="https://econsultancy.com/reports/customer-recognition-how-marketing-is-failing-at-its-top-priority">Customer Recognition Report</a> highlighted how marketers are falling short on customer experience management due to a lack of digital capabilities.</p> <p>While up to 84% of marketers cite identifying users, personalizing messaging and measuring impact as “very important to growth,” only 10%-14% are able to deliver in these areas.</p> <p><img src="https://assets.econsultancy.com/images/0008/2739/Customer_Recognition.JPG" alt="" width="649" height="491"></p> <h3>60% of marketers lack a cooperative culture</h3> <p>In the <a href="https://econsultancy.com/reports/trends-and-priorities-in-the-media-and-entertainment-sector/">Trends and Priorities in the Media and Entertainment Sector</a> report, the biggest barriers for digital transformation were found to be organisational factors.</p> <p>59% of marketers said they lack a cooperative culture, while 49% said management is against investing in data and tech, and 46% said that boards fail to understand digital strategy.</p> <p><em><img src="https://assets.econsultancy.com/images/0008/2745/Trends_and_Priorities_Media.JPG" alt="" width="650" height="473"></em></p> <p><em>You can find out three further priorities for marketers <a href="https://econsultancy.com/blog/68129-four-urgent-priorities-for-marketers-in-media-entertainment" target="_blank">in this article</a><a href="https://econsultancy.com/reports/trends-and-priorities-in-the-media-and-entertainment-sector/" target="_blank">.</a></em></p> <h3>Companies to increase CRO budgets this year</h3> <p>In October, our <a href="https://econsultancy.com/reports/conversion-rate-optimization-report/" target="_blank">Conversion Rate Optimization report</a> was released, looking at the strategies companies are using to improve conversion rates.</p> <p>With 52% of companies seeing a significant increase in sales from adopting a structured approach to data, research also found that over half of companies plan to increase their CRO budgets this year.</p> <p>This appears to be an effective strategy, with 73% of those who have already increased their budget seeing a marked improvement.</p> <p><img src="https://assets.econsultancy.com/images/0008/2742/CRO.JPG" alt="" width="650" height="470"></p> <h3>84% of influencer research is carried out manually</h3> <p>At the beginning of 2016, Econsultancy published the <a href="https://econsultancy.com/reports/the-rise-of-influencers/">Rise of Influencers report</a> in association with Fashion &amp; Beauty Monitor.</p> <p>Exploring the role influencers play in the fashion and beauty industries, it found that there are some big challenges for brands navigating this new marketing realm.</p> <p>According to the survey, finding the right influencer is one of the biggest tests, with 84% of research being carried out by manually searching platforms like Facebook and Twitter.</p> <p><img src="https://assets.econsultancy.com/images/0008/2743/Influencers.JPG" alt="" width="343" height="629"></p> <h3>74% of agencies are working with celebrities</h3> <p>The <a href="https://econsultancy.com/reports/the-future-of-celebrity-marketing/">Future of Celebrity Marketing report</a> further reflected the growing demand for both social media stars and high profile personalities.</p> <p>While 74% of agency respondents said that they are already working with celebrities, a further 12% said that they aim to embark on a celebrity endorsement within the next year.</p> <p><img src="https://assets.econsultancy.com/images/0008/2751/Celebrity_Marketing.JPG" alt="" width="650" height="419"></p> <h3>35% of organisations believe technology is key to understanding customers</h3> <p>At every level of maturity, organisations agree that having the right technologies for data collection and analysis is key to understanding customers.</p> <p>This statistic comes from the <a href="https://econsultancy.com/reports/secrets-of-elite-analytics-practices/" target="_blank">Secrets of Elite Analytics Practices</a> report, which also found that the more advanced the analytics capabilities, the more adept companies are at sharing knowledge between teams.</p> <p><img src="https://assets.econsultancy.com/images/0008/2744/Secrets_of_Analytics.JPG" alt="" width="637" height="587"></p> <h3>48% of organisations do not have a mobile strategy</h3> <p>Despite the fact most organisations agree that mobile deserves a strategic approach, last year's <a href="https://econsultancy.com/reports/digital-intelligence-briefing-taking-advantage-of-the-mobile-opportunity/">Digital Intelligence Briefing</a> found that nearly half are failing to put this into practice.</p> <p>The report explained how even the 20% that do have a well-defined mobile strategy are not making the most of customer analysis, proving the untapped potential of data.</p> <p><img src="https://assets.econsultancy.com/images/0008/2748/Digital_Briefing.JPG" alt="" width="650" height="536"></p> <h3>Email rated top for ROI</h3> <p>2016 marked the 10th anniversary of <a href="https://econsultancy.com/reports/email-census-2016/">Econsultancy's Email Marketing Industry Census</a>.</p> <p>In an online survey of 1,150 marketers in February and March, 73% of respondents ranked email marketing as 'excellent' or 'good' for ROI.</p> <p>Increasing from 66% in 2015, this meant that email marketing was ranked 9% higher than SEO (organic search).</p> <p><img src="https://assets.econsultancy.com/images/0008/2749/Email_marketing.JPG" alt="" width="640" height="544"></p> <h3>B2B marketers lack confidence in CX</h3> <p>Last May saw the release of the <a href="https://econsultancy.com/reports/the-tension-in-b2b-customer-experience-management/">Tension in B2B Customer Experience Management report</a>, highlighting how B2B organizations are improving the customer experience.</p> <p>Surprisingly, despite B2B companies realizing that they're being evaluated on the same level as consumer brands, just 16% believe customers rate their CX on a par with B2C.</p> <p>Internal silos and a lack of long-term strategy were reported to be just two of the reasons why.</p> <p><img src="https://assets.econsultancy.com/images/0008/2750/B2B_CX.JPG" alt="" width="690" height="574"></p> tag:econsultancy.com,2008:BlogPost/68656 2017-01-03T14:17:12+00:00 2017-01-03T14:17:12+00:00 Will the digital skills gap hold back young entrepreneurs? Nikki Gilliland <p>So what’s behind this entrepreneurial boom? Here’s more on the study and why millennials in particular are turning towards non-traditional roles.</p> <h3>Startup inspiration</h3> <p>According to Wix’s study, 44% of people would prefer to be their own boss rather than work for somebody else. Which is hardly surprising, I suppose?</p> <p>However, one statistic that <em>is</em> quite startling is that over a quarter of people believe they could make up to £48,000 pounds a year if they turn their hobby into a business.</p> <p>That’s quite a bold claim, especially taking into consideration the industries that people are interested in.</p> <p>From those considering starting an online business in the coming months, 19.2% of people cited the startup category of cooking, while 18.5% cited baking, 18.3% photography and 16% sports.</p> <p>As we can gather from this, there is a growing shift towards creative roles, with the majority choosing this over technology or finance-driven industries.</p> <p>Interestingly, many respondents cited TV shows like the Great British Bake Off and The Apprentice as the inspiration for their own entrepreneurial goals, as well as motivational online content like TED Talks.</p> <p><iframe src="https://www.youtube.com/embed/bvAEJ8G9l9U?list=PLOGi5-fAu8bFkzTIDgxljLEbCAyvzpyhB&amp;wmode=transparent" width="854" height="480"></iframe></p> <p>Similarly, with millennials now <a href="https://www.comscore.com/Insights/Blog/What-Millennials-YouTube-Usage-Tells-Us-about-the-Future-of-Video-Viewership" target="_blank">preferring to watch YouTube</a> rather than traditional TV, perhaps we can also put it down to the example shown by <a href="https://econsultancy.com/reports/the-rise-of-influencers/">social media influencers</a> – a career path that is typically built on self-motivation and self-expression.</p> <p>For younger generations, it is equally clear that happiness is a big motivation, with 49% of respondents saying that doing something they love is far more important than earning lots of money or having an impressive job title.</p> <p>Luckily, digital companies do appear to be cottoning onto this trend, with many more introducing workplace initiatives to <a href="https://econsultancy.com/blog/68487-how-can-companies-attract-and-retain-talent-in-the-digital-age" target="_blank">attract and retain talent</a>, such as flexible and remote working and training opportunities.</p> <h3>Biggest hurdles</h3> <p>Despite an increased desire to work independently or become self-employed, there are undoubtedly still huge barriers to success.</p> <p>Although 70% of Brits in the study said that finance was the biggest factor stopping them from launching a startup, 57% said a lack of marketing skills, while 49% said a lack of digital skills like <a href="https://econsultancy.com/reports/search-engine-marketing-seo-digital-marketing-template-files/">SEO</a> and analytics. This isn’t big news, of course.</p> <p>Last year, the House of Commons Science and Technology Committee published a report on the ‘digital skills crisis’, highlighting the fact that 12.6m of the adult UK population lack basic digital skills.</p> <p>The report urged the government to take action, calling for increased focus on digital skills in apprenticeships, universities and schools.</p> <p>However, while an investment in education is certainly required, we cannot ignore the untapped potential that already exists within businesses, with many also calling on companies to ensure employees develop their digital competence.</p> <p>Similarly, with 47% of employees having never taken steps to boost their digital skills - it is also vital for employers to promote the value of it.</p> <p><img src="https://assets.econsultancy.com/images/0008/2570/digital_skills.jpg" alt="" width="650" height="433"></p> <h3>Path to success</h3> <p>While the digital skills gap remains a big barrier for would-be entrepeneurs - and the reason why turning a hobby into an online business might remain a pipe dream rather than a reality for some - the desire to do so still reflects the change in how younger generations perceive work.</p> <p>Alongside increased flexibility, this also boils down to the kind of work young people are keen to get involved in.</p> <p>Deloitte’s 2016 <a href="https://www2.deloitte.com/global/en/pages/about-deloitte/articles/millennialsurvey.html" target="_blank">Millennial Survey</a> showed that, despite being known as the “me me me” generation, millennials have a greater desire to work for companies that have a positive impact on society – with the majority agreeing that success should be measured in terms of more than just financial performance.</p> <p>In fact, millennials that intend to stay with their organisation for at least five years are far more likely to report a positive culture, with an alignment of values being incredibly important for job satisfaction.</p> <p><img src="https://assets.econsultancy.com/images/0008/2573/Purpose.JPG" alt="" width="760" height="472"></p> <p>Interestingly, this was also reflected in our series of interviews with the Top 100 Disruptive Brands of 2016, with executives citing shared values, creativity and a lack of ego as some of the <a href="https://econsultancy.com/blog/68483-hiring-digital-talent-what-skills-characteristics-do-startups-value" target="_blank">skills and characteristics most valued</a> by startups.</p> <h3>In conclusion...</h3> <p>With a growing percentage of young people looking into self-employment, it remains to be seen how the digital skills gap will affect the ratio of success to failure.</p> <p>Perhaps then, if the UK Government succeeds in driving action to combat the issue, we can expect tomorrow's workforce - otherwise known as Generation Z - to be the real digital entrepreneurs of the future.</p> <p><em><strong>To see how your digital knowledge stacks up, take <a href="https://econsultancy.com/training/digital-skills-index-lite/" target="_blank">Econsultancy’s Digital Skills Index</a>.</strong></em></p> <p><em><strong>Or to improve your skills, you can also check out our range of digital marketing <a href="https://econsultancy.com/training/" target="_blank">training courses</a>.</strong></em></p> tag:econsultancy.com,2008:BlogPost/68627 2016-12-12T10:56:36+00:00 2016-12-12T10:56:36+00:00 Three key charts from our New Marketing Reality Report Nikki Gilliland <p>Econsultancy's <a href="https://econsultancy.com/reports/the-new-marketing-reality/">New Marketing Reality</a> report, published in association with IBM Watson Marketing, delves into these challenges, specifically in the three areas of data, customer experience and business.</p> <p>Here are three key charts from the research:</p> <h3>Ability to interpret data</h3> <p>While we assume that most businesses understand the importance of customer data, it is interesting to note that there is a direct split between the marketers who are able to intelligently deal with it and those who are not.</p> <p>In Econsultancy's survey, 43% of marketers rated their ability to act on insights derived from customer data as ‘good’, while 43% also rated it as ‘poor’.</p> <p>This suggests that a large percentage of marketers still need to make the leap from accessing data to actively analysing and identifying what is most relevant.</p> <p><img src="https://assets.econsultancy.com/images/0008/2307/Data.JPG" alt="" width="700" height="431"></p> <h3>Internal silos</h3> <p>Changing customer behaviour has meant that marketers have been forced to follow suit – moving away from the traditional funnel into a more holistic approach.</p> <p>However, overcoming ‘siloed organisational structures’ remains one of the biggest barriers for this, with 53% of advanced organisations citing it as a challenge.</p> <p>From this, it appears that both sales and marketing are still fighting for ownership of their piece of the customer pie, when in fact, the aim should be a shared victory. </p> <p><img src="https://assets.econsultancy.com/images/0008/2308/Customer_journey.JPG" alt="" width="700" height="491"></p> <h3>Strategy focus</h3> <p>Though the below chart indicates that the focus on retention and acquisition is fairly even, it is still skewed towards the latter. </p> <p>With acquisition typically being more expensive than retention, this means that marketers are using already limited resources to acquire new customers, when they should be focusing on fostering existing customer loyalty.</p> <p>In turn, new customers could become a byproduct, with a strong and loyal audience helping to strengthen a company's authority and reputation.</p> <p><img src="https://assets.econsultancy.com/images/0008/2309/Retention.JPG" alt="" width="700" height="429"></p> <p><em><strong>For lots more information on this, you can download the <a href="https://econsultancy.com/reports/the-new-marketing-reality/" target="_blank">New Marketing Reality</a>.</strong></em></p> tag:econsultancy.com,2008:BlogPost/68555 2016-11-29T14:14:00+00:00 2016-11-29T14:14:00+00:00 A day in the life of... senior director for strategy & analytics at Zeta Global Ben Davis <p>Don't forget, if you're looking for a new career, check out the <a href="https://jobs.econsultancy.com/">Econsultancy Jobs page</a>.</p> <h3>Please describe your job: What do you do?</h3> <p>I’m Senior Director for Strategy and Analytics at <a href="http://www.zetaglobal.com/">Zeta Global</a>, which is a fast-growing acquisition and customer lifecycle marketing company that recently acquired eBay Enterprise and Acxiom Impact.</p> <p>I lead our planning, analytics and creative teams, who are focused on helping our clients to grow customer value by developing, testing and measuring different elements of their <a href="https://econsultancy.com/reports/the-role-of-crm-in-data-driven-marketing/">CRM programmes</a>.</p> <p><img src="https://assets.econsultancy.com/images/0008/1835/jill.jpg" alt="jill brittlebank" width="200" height="235"></p> <h3>Whereabouts do you sit within the organisation? Who do you report to? </h3> <p>I report into Juliet Schuler, our country manager who in turn reports to Zeta CRM’s President, Anil Krishnan.  </p> <h3>What kind of skills do you need to be effective in your role?</h3> <p>Being data-driven and numerate is the bread and butter of my role.</p> <p>But a whole host of other skills are equally important, ranging from the ability to understand analytic outputs and convert them into client recommendations, to explaining CRM best practice to clients in a way that makes it relevant to the specific business challenges they face. </p> <p>Communication skills are critical, particularly when it comes to getting to know our clients and developing a thorough understanding of their objectives, so we can drive the value that they need. </p> <p>And as well as managing multi-functional teams, I have to work collaboratively with the client service, technical and marketing operations teams who are spread across our UK, USA and Indian offices.</p> <p>More generally, as part of the leadership team I need a good understanding of the general management functions, such as operational efficiencies, organisational culture and development.</p> <p>Finally, a strong commercial focus is an absolute must.</p> <h3>Tell us about a typical working day…  </h3> <p>My first priority is to read the emails that have come in over night from our clients and colleagues in different time zones. We work with over 500 brands right across the world so it’s good to start the day with a clean inbox.</p> <p>We have a daily morning scrum for the planning, analytics and creative teams to check in on how client projects are progressing and make sure we are all on the same page.</p> <p>I try to keep a portion of my time free for ‘drop ins’, so I can respond quickly to any last minute client requests. But the rest of the day can vary wildly, taken up by anything from project kick-off meetings to peer review sessions.</p> <p>I work with the team here and with our clients on creating channel development plans, on quarterly or bi-annual reviews with clients and key stakeholders across their business, as well on strategic projects to address specific client needs.</p> <p>We’re keen to share learnings across all our clients so they only invest in activities that truly drive results, and right now we are investing a lot of energy into creating client case studies to make this sharing as seamless as possible.</p> <p>I’m working with our Planning and Creative Directors on the best ways to capture and share those learnings across the organisation so that we all have a similar level of appreciation about how we work with clients, the projects we undertake and the results they deliver.</p> <h3>What do you love about your job? What sucks?</h3> <p>I love the mix of data analysis and human behaviour. I love drilling down into a piece of analysis to identify the key behaviour trends that will help us develop brilliant insightful programmes for our clients.</p> <p>And the fact that the channels we work in are measurable in real time means we can be nimble in tweaking client projects to drive the best results.</p> <p>If I could change one thing, I’d add more hours to the day – there’s always more that we want to do. I’d like to have a pause button on time so I can get ahead of the to-do list!</p> <p><em>Zeta Global</em></p> <p><img src="https://assets.econsultancy.com/images/0008/1837/Screen_Shot_2016-11-29_at_11.31.13.png" alt="zeta global" width="615" height="339"></p> <h3>What kind of goals do you have? What are the most useful metrics and KPIs for measuring success?  </h3> <p>Our goals are primarily centred around growth – both for our clients and our business. For clients, it’s about understanding their engagement KPIs and how they have a direct relationship to ROI.</p> <p>We’re focused on preventing attrition and creating growth in customer volume and value, and making sure we understand their performance relative to the industry and over time, so we can identify any factors that are impacting performance – for better or for worse. </p> <p>Although we’re lucky that the channels we work in are very measurable, softer internal metrics of success are important as well.</p> <p>These include things like <a href="https://econsultancy.com/blog/68487-how-can-companies-attract-and-retain-talent-in-the-digital-age/">staff retention and development</a> – if teams are motivated and committed, they will deliver better work for our clients.</p> <p>And by ensuring that we work effectively and efficiently, we create space for innovative developments that can, in turn, be used by our clients.</p> <h3>What are your favourite tools to help you to get the job done?</h3> <p>A whiteboard and a marker. I find it much easier to explain ideas and work out solutions when I can draw them out.</p> <p>And a calculator – in some ways, I’m very old school!</p> <h3>How did you get started in the digital industry, and where might you go from here?</h3> <p>I started off working in offline CRM, but the increase in focus on digital from our clients led me to where I am now.</p> <p>And digital is constantly changing, so as a team we’re focusing on continuing to develop our proposition across the emerging digital channels that are important to our clients. </p> <p>In terms of where next, I’m not planning on moving away from CRM planning and insight… but maybe in another life, I’d be running a tea and cake shop – so focusing on a different kind of cookie!</p> <h3>Which brands do you think are doing digital well?</h3> <p>John Lewis is approaching digital in a way that’s been really successful. It does a great job of joining up its online and offline store proposition.</p> <p>And of course I’m slap-bang in the middle of their core demographic...</p> <h3>Do you have any advice for people who want to work in the digital industry?</h3> <p>Understand the technology but don’t let that be your only strength, because technology changes all the time.</p> <p>And never lose sight of the fact that, more than ever, it’s all about the consumer, their needs and motivations and how well we are addressing them.</p> <p>Your competition is only ever a click away, so every interaction has to count. </p> <p><em><strong>Now read:</strong></em></p> <ul> <li><a href="https://econsultancy.com/blog/68132-10-key-challenges-facing-crm-marketers/">10 key challenges facing CRM marketers</a></li> </ul> tag:econsultancy.com,2008:BlogPost/68565 2016-11-28T09:18:14+00:00 2016-11-28T09:18:14+00:00 Four top digital priorities for B2B marketers: Report Nikki Gilliland <p>Here are some key charts taken from our latest B2B Digital Trends report in association with Adobe, highlighting four areas of focus right now. </p> <h3>Playing catch up on content optimization </h3> <p>While the below chart shows content optimization to be the biggest digital priority for B2B organizations in 2016, it is interesting to note that this was top for B2C marketers two years ago.</p> <p><img src="https://assets.econsultancy.com/images/0008/1779/Top_priorities_in_2016.JPG" alt="" width="743" height="589"></p> <p>Today, while optimization still remains important for B2C, personalization and targeting have taken precedence.</p> <p>If this is anything to go by, it wouldn’t be a surprise to see B2B marketers citing the same in 12 to 24 months down the line. </p> <p>For now, catching up on optimization remains the most pressing matter, as does marketing automation, in part reflecting the continued importance of email campaigns.</p> <h3>Data-driven marketing will be key</h3> <p>Looking even further into the future, it appears that B2B marketers aren’t thinking too much in terms of technology innovation or major channel shifts. </p> <p>Rather, they foresee improvement within a current area of opportunity – data. </p> <p>More specifically, mastering the tools needed to analyse customer data correctly and optimize the customer experience.</p> <p><img src="https://assets.econsultancy.com/images/0008/1780/Five_years_time.JPG" alt="" width="760" height="578"></p> <p>While B2B marketers clearly understand the opportunity data presents, many companies report barriers due to lack of training, resources and involvement from management.</p> <h3>Implementing a strategy to underpin CX</h3> <p>With optimising customer experience cited as the most exciting opportunity now <em>and</em> in five years – what are the elements needed to achieve it?</p> <p>On a scale of one to five, 50% of marketers rank strategy as ‘most important to success’.  </p> <p>While the aforementioned element of data is crucial to developing compelling customer experiences, it is likely to be lost without an overarching strategy to guide decision-making.</p> <p><img src="https://assets.econsultancy.com/images/0008/1781/Strategy_for_CX.JPG" alt="" width="735" height="573"></p> <h3>Optimising across multiple touchpoints</h3> <p>Lastly, we can see that a big priority for B2B marketers is bringing together all of the above, combining them to create a seamless experience for customers across all channels.</p> <p>Despite <a href="https://econsultancy.com/blog/68474-b2b-digital-marketing-trends-for-2017-finally-catching-up-with-b2c" target="_blank">a lack of focus on mobile</a>, delivering a consistent message across all customer touchpoints is still thought to be most important priority.</p> <p><img src="https://assets.econsultancy.com/images/0008/1782/mobile_optimization.JPG" alt="" width="740" height="575"></p> <p><strong>For lots more information, download the full <a href="https://econsultancy.com/reports/b2b-digital-trends-2016-2017/" target="_self">B2B Digital Trends report</a>.</strong></p> tag:econsultancy.com,2008:BlogPost/68550 2016-11-23T14:15:00+00:00 2016-11-23T14:15:00+00:00 Forget learning to code; what should marketers really know? Ben Davis <p>This isn't 'coding', it's general knowledge or interpretation skills; calling it coding is a bit insulting to developers (or is that being too reverent?).</p> <p>Saying marketers should learn to code is the easy way out, the assumption that if only they understood how the internet worked, they could be masters of their domain (no pun intended).</p> <p>But marketing is a whole lot more than that. It's a whole lot more than 'digital'.</p> <p>In this article, I'll put forward nine skills that marketers should learn.</p> <h3>The controversy of the self-taught marketer</h3> <p>Marketing has obviously become a bigger industry over the past ten years as new digital technology has been brought to bear.</p> <p>That growth is strong - recently released Government figures show that in the UK in 2014, the creative industries grew at double the rate of the economy, with advertising and marketing enjoying an 11% year-on-year rise (<a href="https://www.gov.uk/government/statistics/creative-industries-economic-estimates-january-2016">Department for Culture, Media and Sport figures</a>).</p> <p>The marketer's skillset has changed in tandem with technology, but some in the industry have questioned whether the abundance of self-taught digital marketers (often from a tech-minded background) shouldn't in fact undergo a bit of classic marketing training.</p> <p>I'm referring to the Mark Ritson furore, who got the hackles raised by <a href="https://www.marketingweek.com/2016/07/12/mark-ritson-maybe-its-just-me-but-shouldnt-an-expert-in-marketing-be-trained-in-marketing/">asking exactly this question</a>. Mark commented that perhaps it's slightly strange that only four of<a href="http://earnworthy.com/24-twitter-marketers/"> 24 prominent marketing experts on Twitter</a> have any formal training.</p> <p><img src="https://assets.econsultancy.com/images/0008/1716/ritson.png" alt="ritson" width="600"></p> <p>He makes a compelling argument:</p> <p>"..despite their billing as leading experts in marketing it’s clear from even a cursory examination of the list that these people are actually experts in just one area of marketing – communications."</p> <p>"They sell it using a variety of different, new conceptual names like “traffic”, “content”, “lead conversion” and “digital marketing” but this is what ancient professors used to call the promotional part of the marketing mix."</p> <p>"Nothing wrong with that but this is a very small part of marketing discipline – about 10% by my estimation."</p> <p>"The new breed of experts are big on tactics but light on market orientation, research, segmentation, positioning, brand equity, strategy and all the other rich substantive matter that makes up the remaining 90% of marketing once you take the promotional P out."</p> <h3>So, what should marketers know then?</h3> <p>Mark implied marketers should go back to school. In fact, his article proved to be a nice bit of promotion for his and <a href="http://mini-mba.marketingweek.com/">Marketing Week's Mini MBA</a> (which is back in Spring 2017 by the way).</p> <p>You can view the <a href="http://mini-mba.marketingweek.com/pages/syllabus">Mini MBA syllabus</a>, but I'm going to put forward my own <em>alternative</em> list of what marketers should know. </p> <p><strong>Excel (and SQL)</strong></p> <p>No matter how sophisticated the world of integrated software-as-a-service solutions becomes, being able to query structured data with SQL or play with raw data in Excel is a big plus.</p> <p>If all marketers have these skills, reliance on the data analysts in the team is reduced, relieving an often frustrating bottleneck.</p> <p>It's also a fact that being an advanced Excel user will do no harm to a marketer's relationship with the finance department (a key ally).</p> <p><strong>Language</strong></p> <p>Oh for the golden days of David Ogilvy, when copywriters held the key to the kingdom.</p> <p>Whilst an abundance of media formats may have distracted us slightly from the power of language, it still makes product and brand stand out.</p> <p>The challenge for marketers is to separate the increasingly absurd world of agency-speak and corporate jargon from their outward facing and (hopefully) elegant language.</p> <p>I frequently see the former bleeding into the latter (e.g. the use of the generic word 'content' in marketing communications).</p> <p>But how can marketers learn about language? Isn't it something you have an aptitude for?</p> <p>To a certain extent, yes, and good marketers tend to be good with words, but you can definitely improve your writing skills. Firstly, by reading more and writing more in your spare time.</p> <p><a href="http://www.pewinternet.org/2016/09/01/book-reading-2016/">27% of Americans did not read a book in 2015</a>, and there's likely a few marketers amongst them. If you're in the business of crafting copy, you should be reading poetry and prose (not just 'books'), and writing your own.</p> <p>My own A-Level-standard, overwrought poems might not be making an anthology any time soon, but the act of writing them has helped me in identifying good, bad, and merely mediocre copy.</p> <p>Other more practical ways to learn: </p> <ul> <li>Get some tips by reading <a href="https://econsultancy.com/blog/66120-12-handy-tips-for-writing-better-web-copy/">articles about clear copywriting</a>.</li> <li> <a href="https://econsultancy.com/training/courses/online-copywriting/">Take some training</a>.<strong><br></strong> </li> <li>Read <a href="https://econsultancy.com/blog/64006-why-i-love-the-gov-uk-style-guide/">some company style guides</a> and craft your own.</li> </ul> <p><strong>Market research and user testing</strong></p> <p>Marketers should have experience conducting focus groups, surveys and interviews. Below you can watch a basic primer on market research from the GOV.UK.</p> <p><iframe src="https://www.youtube.com/embed/9DEgIBoePD8?wmode=transparent" width="560" height="315"></iframe></p> <p>However, though the concept of market research for market segmentation and product differentiation is still vital, for many companies its definition has changed.</p> <p>The customer journey, though it has arguably become more transparent, thanks to the internet, has also become longer and more convoluted.</p> <p>Digital technology has brought an emphasis on <a href="https://econsultancy.com/blog/67420-what-is-service-design-who-uses-it/">service design </a>as well as product design, with companies wrapping communications around their products.</p> <p>What this means is that user testing is arguably more important than ever.</p> <p>Marketers should gain experience in <a href="https://www.usability.gov/how-to-and-tools/methods/running-usability-tests.html">usability testing</a> in order to truly understand the implications of service design. There's no better place to read about this than on the <a href="https://designnotes.blog.gov.uk/">Government Digital Services blog</a>.</p> <p>As the ways in which customer needs can be met have diversified and moved online, marketers need to think again about Belch and Belch's model of consumer decision making (below) and how digital impinges on it.</p> <p>How can services address problems, be found easily, be well differentiated, meet needs and not become a commodity?</p> <p><em>Image via <a href="http://katesandymatt.blogspot.co.uk/2012/09/consumer-behaviour-and-decision-making.html">Sandy Kate Matt</a></em></p> <p><img src="https://assets.econsultancy.com/images/0008/1699/belch.jpg" alt="belch customer consideration" width="615"></p> <p><strong>Image editing</strong></p> <p>This is a similar argument to that for learning Excel and SQL. All too often, lots of simple design tweaks are funneled through the person who uses Photoshop.</p> <p>Every marketer should be able to turn their hand to making GIFs, using Photoshop or InDesign.</p> <p>There's a compelling argument made by Martin Belam for <a href="https://medium.com/thoughts-on-media/5-things-i-think-journalism-students-need-to-know-about-technology-b71780c64ccc#.c2odhynz3">journalists needing to be able to create GIFs</a>. The last sentence of his argument is arguably relevant to marketers:</p> <p>"These steps [will] teach you something valuable about making content with digital tools that will appeal to a digital audience."</p> <p><strong>SEO</strong></p> <p>Of all the digital marketing disciplines, <a href="https://econsultancy.com/reports/seo-best-practice-guide/">SEO</a> is (in my opinion) the one that warrants deeper investigation by the general marketer.</p> <p>It may not be necessary to understand the specifics of Schema markup or even canonical tags and the like, but it is vital to have a feel for the discipline.</p> <p>Without an understanding of how Google works, then it's difficult to project manage a website build, content creation or effectively manage information architecture.</p> <p><strong>Very basic statistics</strong></p> <p>The proliferation of marketing software has bought with it a proliferation in surveys and statistics. And marketers should know enough to take some of them with a pinch of salt.</p> <p>Even reading through a list of <a href="https://en.wikipedia.org/wiki/Quantitative_marketing_research#Statistical_analysis">types of statistical analysis errors</a> is beneficial in developing the ability to spot a massaged figure (small sample sizes, unrepresentative samples etc.).</p> <p>Sorting vanity metrics from the most important should be a fairly easy task for someone who has done some quantitative analysis during market research.</p> <p><strong>HTML</strong></p> <p>Yes, I poo-pooed coding as a necessary skill, but basic proficiency with HTML is certainly a must.</p> <p>Whether tinkering with an email template, a web page, or checking for SEO best practice, HTML comes in handy.</p> <p><img src="https://assets.econsultancy.com/images/0008/1717/html.jpeg" alt="html" width="259" height="194"></p> <p><em>I do not condone the message on this t-shirt, I just needed to break up the text. (Image <a href="https://www.flickr.com/photos/kk/106960641">via Kris Krug</a>)</em></p> <p><strong>Consumer behaviour theories</strong></p> <p>Everybody who has studied business in some form will know about Maslow's hierarchy of needs.</p> <p>There are <a href="http://onlinemasters.ohio.edu/four-consumer-behavior-theories-every-marketer-should-know/">other consumer behaviour theories</a>, and marketers should probably bone up on them if they are going to master market orientation, brand positioning and values.</p> <p><strong>Most importantly....</strong></p> <p>Fairly obviously, marketers number one priority is to understand their own company, their own brand, and their own products and services.</p> <p>That means a dedication to using your companies products and services, getting to know your colleagues and culture, and understanding your competition.</p> <h3>In summary</h3> <p>I'm not really a marketer by trade (I've done a bit), and I think Ritson's Mini MBA covers the essentials of marketing according to the following definition (which I took off Quora).</p> <ul> <li>Identifying who the customer is and the various segments of the customers.</li> <li>Identifying the needs of the customer to help build the right product.</li> <li>Deciding on the pricing strategy.</li> <li>Setting up the distribution channels to act as the bridge with the customer.</li> <li>Creating the communication strategy that conveys the values of the product to the customer.</li> </ul> <p>However, my argument is that marketers increasingly need to be renaissance men and women.</p> <p>Digital isn't everything, but it does dictate some new skillsets, of which basic coding is only one. This article simply puts forward a few of the things marketers might need day-to-day.</p> <p><strong><em>So, what do you think?</em></strong></p> tag:econsultancy.com,2008:BlogPost/68533 2016-11-16T12:42:00+00:00 2016-11-16T12:42:00+00:00 Low growth predicted for digital agency revenues in 2017: Report Nikki Gilliland <p>The research also found that on average agencies predict their daily rates will grow by only 2% in 2017.</p> <p><img src="https://assets.econsultancy.com/images/0008/1513/Predicted_growth.JPG" alt="" width="600" height="572"></p> <p>This news comes from the <a href="https://www.econsultancy.com/reports/digital-agency-rate-card-survey-2016/">Digital Agency Rate Card Report</a>, which is based on an online survey of 398 UK digital agencies.</p> <h3>Predicted growth is down but positivity is up</h3> <p>So what’s behind the downturn?</p> <p>Many respondents cited uncertainty over Brexit as the biggest obstacle in the near future, and more specifically, its impact on clients' budgets and funding capabilities.</p> <p>A surprising number also mentioned resourcing, with difficulty managing freelancers and finding the right people in a competitive market appearing troublesome.</p> <p>Despite this level of uncertainty, many agencies reported having a high level of confidence in their business for the next 12 months.</p> <p><img src="https://assets.econsultancy.com/images/0008/1514/Optimism.JPG" alt="" width="628" height="465"></p> <p>Though it might sound contradictory in relation to the previous finding, this positivity stems from the weaker pound and the opportunities it presents on an international level.</p> <h3>Offline networking growing in importance</h3> <p>Finally, when it comes to attracting new clients, the majority of agencies said recommendations and referrals are the most effective tool.</p> <p>Though this method is seen as marginally less effective than it was in 2014, other practices like offline networking and email marketing have seen a spike in perceived importance.</p> <p><em><strong>What are the most effective business development methods or ways of getting new clients? (2014 vs. 2016)</strong></em></p> <p><img src="https://assets.econsultancy.com/images/0008/1537/Screen_Shot_2016-11-16_at_12.45.51.png" alt="" width="774" height="891"></p> <p><strong>For lots more on this topic, you can download the full <a href="https://www.econsultancy.com/reports/digital-agency-rate-card-survey-2016/">Digital Agency Rate Card Report</a>.  </strong></p> tag:econsultancy.com,2008:BlogPost/68487 2016-11-09T14:09:00+00:00 2016-11-09T14:09:00+00:00 How can companies attract and retain talent in the digital age? Donna-Marie Bohan <p>The House of Commons Science and Technology Committee published <a href="http://www.publications.parliament.uk/pa/cm201617/cmselect/cmsctech/270/270.pdf" target="_blank">a report</a> earlier this year highlighting the ‘digital skills crisis’.</p> <p>It is estimated that this skills gap costs the UK economy £63bn a year in lost additional GDP. Urgent action is now required to tackle this skills shortage.</p> <h4>So how can organisations respond?</h4> <p>Econsultancy’s <a href="https://econsultancy.com/reports/digital-marketing-organisational-structures-and-resourcing-best-practice-guide/" target="_blank">Organisational Structures and Resourcing Best Practice Guide</a> illustrates that finding staff with suitable digital skills is considered to be the most significant challenge or barrier to digital progress within organisations.</p> <p>And recruiting staff with the right mix of digital skills is difficult, particularly for SMEs or companies that aren’t based in large urban centres. </p> <p>This report also highlights that data/analytics, content marketing and website design and build are some of the most challenging areas for which to recruit. A lot of organisations are finding that they don’t have the analysts to make sense of data. </p> <p>There is now a trend towards recruiting top-of-the-funnel marketers and towards hiring for behaviour and attitudes rather than qualifications.</p> <p>Another Econsultancy report, <a href="https://econsultancy.com/reports/skills-of-the-modern-marketer/" target="_blank">Skills of the Modern Marketer</a>, illustrates the growing importance of softer interpersonal skills in the modern marketing organisation, alongside more vertically-focused expertise.</p> <p>As <a href="https://econsultancy.com/blog/67868-what-skills-do-employers-look-for-when-hiring-digital-marketers/" target="_blank">a result</a>, recruiters are increasingly looking for candidates who are curious, flexible as well as data-driven.</p> <p>In terms of what companies are doing to tackle the recruitment challenge, there are a number of initiatives and trends that we are seeing.</p> <h4>1. Creating a company culture to attract talent </h4> <p>In order to become the employer of choice for millennials, companies are introducing initiatives such as: </p> <ul> <li>Empowering and incentivising employees through stock-option plans, project leadership responsibilities and training and development opportunities.</li> <li>Building creative and comfortable workspaces that attract digital talent (Facebook and Google are great examples).</li> <li>Flexible and remote work options.</li> <li>Collaboration and knowledge sharing tools e.g. Slack and Yammer, as well as hardware preferences such as bring your own device. </li> </ul> <p>Since millennials align themselves with technology and demonstrate different behaviours and preferences, it makes sense for organisations to introduce initiatives such as these to improve recruitment, staff retention and employee satisfaction.</p> <p><em>Google offices in Soho, designed to encourage collaboration and creativity</em></p> <p><a href="https://www.flickr.com/photos/martinvars/7176331590"><img src="https://assets.econsultancy.com/images/0008/1138/Google_workspace.jpg" alt="" width="640" height="427"></a></p> <h4>2. Education outreach</h4> <p>Some companies have begun developing apprenticeships and school leaver programmes to attract young people who are developing technology skills at school or independently.</p> <p>For example, Lockheed Martin, an American aerospace, defence and advanced technologies company, <a href="http://www.lockheedmartin.co.uk/us/who-we-are/community/education.html">supports STEM education outreach activities</a>.</p> <p>Working with universities, colleges and schools to create a workforce with the right digital skills is a smart move towards finding and creating the digital workforce of the future. </p> <h4>3. Mining your own organisation for hidden talent</h4> <p>Many organisations are accepting that workers will come and go, and developing procedures to identify staff to upskill or move laterally within the company into new roles is a means of dealing with the challenge of recruiting and retaining staff.</p> <p>Regularly assessing employee’s competencies and matching these with in-demand skills can help with this.</p> <p>There is also a trend towards running employee exchange schemes with other digital organisations and employee rotation schemes, such as those run by P&amp;G, Google and Amazon, help with the sharing and development of new skills.</p> <p>And when talent has left the organisation, a forward-looking strategy of <a href="https://econsultancy.com/blog/67290-how-alumni-could-help-hr-combat-the-digital-skills-shortage/" target="_blank">creating alumni groups</a> can be used to bring back talent and utilise former employee networks.</p> <h4>4. Social recruitment</h4> <p>Social can be used to create a digital referral scheme whereby employee discussions are monitored on social platforms in order to source high-calibre talent.</p> <p>We've previously written about <a href="https://econsultancy.com/blog/66237-five-ways-to-make-social-media-a-positive-recruiting-tool/">how social can be used as a positive recruitment tool</a>.</p> <p>And you can read more about brands that are leading the way in terms of attracting the best digital talent in <a href="http://www.tiffanystjames.com/companies-attracting-best-digital-talent/">an article by Tiffany St James</a>, a digital transformation strategist and speaker who has written about the social recruitment trend.</p> <h4>5. Online gig economy </h4> <p>Another trend we are seeing is organisations benefitting from the online gig economy or on-demand workforce.</p> <p>For example, Upwork is an on-demand freelance talent marketplace, which speeds up talent recruitment. Unilever, Panasonic, Pinterest, Microsoft and Amazon have all used its services. </p> <h4>In summary...</h4> <p>The above examples highlight the significance of innovation and the fundamental role that employers can play in preparing the workforce for the future.</p> <p>The pace of <a href="https://econsultancy.com/training/digital-transformation/">digital transformation</a> is showing no signs of abating.</p> <p>In order to combat the growing digital skills deficit, it is important now more than ever for organisations to experiment with recruitment strategies and to educate and provide employees with the advanced skills needed to shape the digital economy.   </p> <p><em>To benchmark your own knowledge, take <a href="https://econsultancy.com/training/digital-skills-index-lite/">Econsultancy’s Digital Skills Index</a>.</em></p> <p><em>And to improve your skills, check out our range of <a href="https://econsultancy.com/training/">digital marketing and ecommerce training courses</a>.</em></p> tag:econsultancy.com,2008:BlogPost/68492 2016-11-04T09:19:18+00:00 2016-11-04T09:19:18+00:00 How can marketers increase their business impact and career success? David Moth <p>Professor Barwise’s talk looked at how marketers can broaden their influence within their organisations, offering some tangible advice on ways to increase their power and status.</p> <p>In this post I’ll give an overview of his recommendations, beginning with the barriers faced by marketers.</p> <h3>Marketing matters</h3> <p>Readers will be heartened to hear that Professor Barwise has empirical proof that marketing is important.</p> <p>Most tellingly, research shows that c-suite executives are generally paid less in firms with strong brands.</p> <p>The logic is that people are willing to accept a lower salary to work for a prestigious brand – and it’s largely the marketing department that built those brands in the first place.</p> <p>A separate study showed that having a CMO among the top team at a company, alongside an influential marketing department, helps to drive improved business performance.</p> <p><em>(All the images in this post are photos I took of the Professor's slides. Apologies for the low quality of my snaps.)</em></p> <p><img src="https://assets.econsultancy.com/images/0008/1182/marketers_effectiveness.jpg" alt="" width="800" height="472"></p> <p>However, Barwise’s own research has shown that marketers have limited business impact and career success.</p> <p>The crux of the issue is that while marketing is important, marketers themselves often aren’t.</p> <p>His research, handily packaged in his book <em>The 12 Powers of a Marketing Leader</em>, is based on a survey of 1,200+ senior marketers, 360-degree assessments of 7,000+ executives, and 100+ departmental interviews. </p> <h3>Marketing gap</h3> <p>The Professor’s research identified three major gaps that explain why marketers aren’t naturally influential and important.</p> <p>These are:</p> <h4>1. Trust gap</h4> <p>Marketing is mostly about the future, be that planning campaigns or events, or predicting a return on investment.</p> <p>People are understandably sceptical about predictions of future success, as there’s always a degree of guesswork involved.</p> <p>Marketers will always face a trust deficit when stood next to someone from finance who can report on actual business performance.</p> <h4>2. Power gap</h4> <p>In Professor Barwise’s own words:</p> <p>“How many people in a company are involved in creating the customer experience? Many.</p> <p>“But how many of those people report to marketing? Few. In fact, most of them can pretty much ignore you if they want.”</p> <p>Marketers have to earn their colleagues' trust and support in order to exert any influence.</p> <h4>3. Skills gap</h4> <p>Marketers will be well aware that their industry is changing at an astonishing rate.</p> <p>The Professor said that there’s too much to learn and everything changes too quickly, so it’s impossible for anyone to be an expert in everything.</p> <p>Instead marketers are becoming more specialized in certain areas (e.g. <a href="https://econsultancy.com/training/courses/email-marketing">email</a>, <a href="https://econsultancy.com/reports/paid-search-marketing-ppc-best-practice-guide/">PPC</a>), which further widens the skills gap.</p> <h3>How can marketers achieve influence within their business?</h3> <p>Marketers who have had a broader impact within their business have generally done so because they are strong leaders.</p> <p>They have made marketing important through their ability to influence others, achieving success by bridging the three gaps and mobilizing their bosses and colleagues.</p> <p><img src="https://assets.econsultancy.com/images/0008/1183/leadership_skills.jpg" alt="" width="800" height="475"></p> <h3>Most important leadership behaviours</h3> <p>Professor Barwise’s book identifies a number of leadership behaviours that marketers must exercise in order to achieve greater success.</p> <p>He was kind enough to share the most important behaviours during his talk, beginning with:</p> <h4>1. Close the trust gap and mobilize your boss </h4> <p>To close the trust gap, marketers must tackle the big issues.</p> <p>Marketers are faced with competing sets of priorities: their boss’s needs and the customer’s needs.</p> <p>Some of these needs will overlap, creating an area that Professor Barwise called... ‘the value creation zone’.</p> <p><img src="https://assets.econsultancy.com/images/0008/1181/the_v_zone.jpg" alt="" width="800" height="466"></p> <p>By identifying and solving problems within the value creation zone, marketers will find their colleagues put more trust in their business savvy.</p> <p>This slide shows how marketers who focus on big issues and always deliver returns tend to achieve more business impact and career success.</p> <p><img src="https://assets.econsultancy.com/images/0008/1184/mobilize_your_boss.jpg" alt="" width="800" height="458"></p> <h4>2. Bridge the power gap, mobilize your colleagues by walking the halls</h4> <p>Everyone within your company will have their own priorities.</p> <p>They might pay lip service to marketing priorities during a meeting, but will likely revert to business as usual once you’ve left the room.</p> <p>Professor Barwise recommended “walking the halls” to mobilize your colleagues and get them to share your vision.</p> <p>But as well as putting in face time, you need a great story that will get under their skin and persuade them to work towards your goals.  </p> <p>While nobody has 30 seconds to be interrupted, we all have 30 minutes to hear a great story.</p> <p>Walk the halls and tell a great story. Sounds very simple, doesn’t it? Here's the proof that it's effective.</p> <p><img src="https://assets.econsultancy.com/images/0008/1185/mobilize_your_colleagues.jpg" alt="" width="800" height="476"></p> <h4>3. Mobilize your team</h4> <p>As mentioned, it’s simply not possible to be an expert in all aspects of marketing.</p> <p>But leading marketing isn’t the same as doing marketing.</p> <p>Your role as a marketing leader is to build a team with the best mix of skills for your brand or strategy.</p> <p>Some things to think about in relation to this point:</p> <ul> <li>What are the distinctive skills that will help your company make the biggest impact in your market? Which creative or technical skills do you need in your team?</li> <li>Instil a sense of trust in your team. Don’t micromanage everything they do, just ask to see the results and then give advice or recommendations for future projects.</li> </ul> <p>Here's the Professor's slide to support his advice, and you can also download Econsultancy’s best practice guide on <a href="https://econsultancy.com/reports/digital-marketing-organisational-structures-and-resourcing-best-practice-guide/">Digital Marketing Organisational Structures and Resourcing</a>.</p> <p><img src="https://assets.econsultancy.com/images/0008/1186/mobilize_your_team.jpg" alt="" width="800" height="457"></p> <h4>4. Inspire others. Become a leader of leaders </h4> <p>You can’t tell your boss what to do, and as a manager you shouldn’t be constantly ordering your team around. If you do you’re unlikely to keep hold of the best employees.</p> <p>It’s easier said than done, but you should aim to inspire your boss and colleagues so they put their faith in you and want to follow you.</p> <p>And one final slide to prove the value of learning to be a leader.</p> <p><img src="https://assets.econsultancy.com/images/0008/1187/mobilize_yourself.jpg" alt="" width="800" height="479"></p>