tag:econsultancy.com,2008:/topics/skills-capabilities Latest Skills & capabilities content from Econsultancy 2016-11-29T14:14:00+00:00 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> tag:econsultancy.com,2008:BlogPost/68483 2016-11-03T12:05:11+00:00 2016-11-03T12:05:11+00:00 Hiring digital talent: What skills & characteristics do startups value? Nikki Gilliland <p>It’s not always easy to find the right kind of talent, of course. </p> <p>We recently spoke with six executives from the <a href="https://econsultancy.com/reports/top-100-disruptive-brands-2016/" target="_blank">Top 100 Disruptive Brands list</a> – published in association with Marking Week – to get their advice on the topic.</p> <p>You can see the full interviews in the video below, or read on for a summary of what they said.</p> <p><iframe src="https://player.vimeo.com/video/187970235" width="640" height="360"></iframe></p> <h3>A culture fit</h3> <p>Many of the executives we spoke to cited the value of finding talent that reflects the unique culture of their company.</p> <p>For Justin Basini, Co-Founder and CEO of Clear Score, this is the most important factor – even above and beyond an impressive CV.</p> <blockquote> <p>Our approach to recruiting involves lots of interviews and tests. Most people that we come across can do the job that we’re asking them to do - the key thing for me is if they are a cultural fit. </p> <p>People who are slightly quirky, who have similar interests to us. We bring them in and we spend a lot of time in those first 12 weeks making sure that they really settle into the culture brilliantly.</p> </blockquote> <h3>An alignment of brand values</h3> <p>During the early days of a startup, it is important to develop a strong brand vision – along with a set of characteristics or values that embody this.</p> <p>These values extend to the people the company employs, too.</p> <p>Kirsty Emery, Co-Founder of Unmade, emphasises how her company is built on this notion.</p> <blockquote> <p>When we’re hiring, we look for people who are creative and innovative. They are two important pillars and values within our company, so it’s something we look for in everyone who joins our team. </p> </blockquote> <h3>A willingness to experiment</h3> <p>Startups tend to have a very flat structure, which means there can often be little time or a lack of resources to hand-hold new employees. </p> <p>As a result, many companies rely on new people to be able to take the initiative. </p> <p>Andy Hobsbawm, Co-Founder and CEO of Evrythng, highlights how this characteristic is vital in his technology-driven industry.</p> <blockquote> <p>Specifically, for us in terms of how aptitude and attitude fit with our culture, it’s to do with a pioneering spirit.</p> <p>We work in a very emerging market space – so you have to have a sense of adventurousness and exploration. You have to get it right, but also know that to succeed, you have to experiment. </p> </blockquote> <p>Likewise, James Kirkham, Chief Strategy Officer at Copa90, suggests that 'entrepreneurialism' is not just a buzzword. </p> <blockquote> <p>Everyone here has an entrepreneurial spirit, which is probably an overused expression in something like marketing, but here I’ve never known anything like it, where people are continually creating their own ideas.</p> </blockquote> <h3>Risk-taking &amp; a lack of ego</h3> <p>As well as a willingness to experiment, humility is also an important characteristic to seek out in new talent.</p> <p>With many startups made up of small and close-knit teams, it is vital that employees are able to inspire passion in others and lead without ego.</p> <p>Stephen Rapoport, Founder of Pact, suggests that this – combined with an intense belief in the product – is the key to success within a startup environment. </p> <blockquote> <p>Hiring is one of the most important things we do, and it’s something I stay heavily involved in even now. There are certain qualities that we need from people that join Pact.</p> <p>One, of course, is understanding of, and passion about, our mission – that’s probably the most important thing.</p> <p>We look for people who are bold, who are prepared to risk failure, who will put the company’s needs ahead of their own and ahead of their ego.</p> </blockquote> <p><em>To benchmark your own knowledge, take <a href="https://econsultancy.com/training/digital-skills-index-lite/">Econsultancy’s Digital Skills Index</a>.</em></p> <p><em>And to improve your skills, check out our range of <a href="https://econsultancy.com/training/">digital marketing and ecommerce training courses</a>.</em></p> tag:econsultancy.com,2008:BlogPost/68356 2016-11-02T14:58:54+00:00 2016-11-02T14:58:54+00:00 What is an innovation lab and how do they work? Ben Davis <p>But what exactly is an innovation lab, and how do they work?</p> <h3>How to define an innovation lab?</h3> <p>The drawing below shows there are many ways to encourage innovation within a business.</p> <p>Some of these involve a strategic and goal-focused unit, perhaps focused on a specific area like big data, tasked with creating anything from a new product or service to a new technology or business model.</p> <p>Other innovation initiatives may not be physically co-located, they can be as radical as Google's model of 20% 'free' time for workers to innovate, or simply involve setting up a group to collaborate with other industries, startups, or academia.</p> <p><img src="https://assets.econsultancy.com/images/0007/9791/defining_innovation.jpg" alt="innovation labs" width="615"></p> <p><em>Image via <a href="http://eu.wiley.com/WileyCDA/WileyTitle/productCd-111921887X.html">The Fintech Book, Wiley</a></em></p> <h3>The challenges of setting up an innovation lab</h3> <p>Andra Sonea, systems architect, <a href="https://www.linkedin.com/pulse/fintechbook-so-you-think-innovation-lab-answer-andra-sonea?trk=prof-post">eloquently sums up</a> some of the many questions that companies need to ask themselves in the course of creating an innovation lab.</p> <p>I'll paraphrase slightly as follows:</p> <ul> <li>What roles should be filled?</li> <li>What types of people make the best innovators?</li> <li>Should you recruit from inside the company or look for fresh perspectives?</li> <li>Do you define a governance framework from the beginning or let it evolve?</li> <li>What projects will you prioritise?</li> <li>How do you integrate with the rest of the organisation and not be perceived as outlaws?</li> <li>Do you need dedicated infrastructure?</li> <li>How can ideas be tested softly? Who are your actual clients?</li> </ul> <h3>The aims of the innovation lab</h3> <p>Whilst the goal of any innovation lab is ultimately to create new revenue streams or bolster existing ones by improving productivity or speed, there is much more to consider.</p> <p>Many of the methods of encouraging innovation represent both means and an end. For example, a new culture of working may be beneficial for productivity, but in its own right can make for a happier workforce.</p> <p>So, what are some of the common aims of the innovation lab?</p> <p><strong>Incubating a new culture</strong></p> <p>Many think of culture as the wishy washy side of both innovation and <a href="https://econsultancy.com/training/digital-transformation/">digital transformation</a>.</p> <p>Fixing <a href="https://en.wikipedia.org/wiki/Broken_windows_theory">broken windows</a> (the idea of new office decor, relaxed dress code and seating, and Macs for all) can often be seen as an empty gesture - snacks can only make a company so much more enjoyable to work at.</p> <p>However, these changes are an important step when combined with a focus on new ways of working - customer centric, data driven, tech-enabled.</p> <p>Communication between a lab and other teams, often involving a cross-functional team, is important in instigating a 'test, learn, iterate' culture.</p> <p>One of the challenges of the lab, as Sean Cornwell of Travelex states (though referring to broader digital transformation), is avoiding the cool kids in the corner syndrome.</p> <p>Incubating culture is a fine balance and further down the line may ultimately hinge on hiring and firing.</p> <p><strong>Ideation</strong></p> <p>Fairly obviously, this is a large part of what innovation labs promise. That can involve hackathons or day-long collaborative events.</p> <p>Innovation labs may work on proposals submitted from across the business, even involving a competition element to reward teams or employees.</p> <p>At the lighter end of the lab scale, hack spaces or CX demos can be created merely to demonstrate the latest tech in a particular industry and encourage staff or even clients to think big.</p> <p><strong>Talent replenishment</strong></p> <p>A catch-22 can occur at relatively slow-moving companies. These companies must attract talented staff with digital skillsets in order to change the company, but these candidates may not want to work for companies that may be perceived as boring or old fashioned.</p> <p>So, the lab can be created as an attractive base for new employees. Ryanair provides a good case study here, <a href="https://econsultancy.com/blog/65141-what-does-ryanair-labs-reveal-about-company-culture/">showcasing all the benefits of working for its lab</a> on a dedicated microsite.</p> <p>Salary, empowerment, startup culture and often a new location (such as a metropolitan office rather than the out-of-town HQ) are all used as a draw.</p> <p><img src="https://assets.econsultancy.com/images/resized/0005/0176/labs-blog-full.png" alt="ryanair labs" width="615" height="238"></p> <p><strong>Open data</strong></p> <p>This isn't always an aim of innovation labs, but opening up data for third parties to innovate can be a good method of early product development in certain industries.</p> <p>Nesta, the British innovation charity, runs the Open Data Challenge with the Open Data Institute, which has spawned new digital products and boasts a five to tenfold ROI.</p> <p>One such product built on open data is <a href="http://www.movemakerapp.co.uk/">Movemaker</a>, an 'app for house hunters, which helps people living in social housing swap their properties'.</p> <p><strong>In-housing</strong></p> <p>Part of investment in a lab can be a focus on developing in-house capabilties.</p> <p>Rather than looking to agencies to develop new media, for example, companies can bring competency in house.</p> <p><strong>Emphasising long term revenue</strong></p> <p>The lab can be a form of insulation against short term accounting that some see as the enemy of innovation.</p> <p>Though product development can be fast through agile methods, creating new products or business models doesn't always lead to an immediate return. The lab is an environment where long-term thinking can be encouraged.</p> <p>This requires what <a href="https://econsultancy.com/blog/67099-hive-a-startup-culture-in-a-corporate-behemoth/">Tom Guy of Hive</a> (British Gas's home internet-of-things spinoff) calls 'air cover' from stakeholders.</p> <p>Time and money granted from senior members of the business, managing upwards.</p> <p><strong>New businesses</strong></p> <p>Investing in an accelerator allows companies to give money, facilities and training to a range of startups and have a stake in their success, either aiming for integration in the long term, or a portfolio of successful tagential businesses.</p> <p>Axel Springer's Plug and Play accelerator in Berlin is a good example, and includes other partners such as Deutsche Bank. </p> <h3>So, innovation labs should be much more than PR</h3> <p>In summary, though labs can seem like PR on the surface, they need to stand for much more in order to change big businesses.</p> 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>