tag:econsultancy.com,2008:/topics/skills-capabilities Latest Skills & capabilities content from Econsultancy 2017-03-22T09:15:28+00:00 tag:econsultancy.com,2008:BlogPost/68922 2017-03-22T09:15:28+00:00 2017-03-22T09:15:28+00:00 50% of digital tech businesses in the UK say talent supply is biggest challenge Ben Davis <h4>A third of digital employers say candidates are asking for too much money</h4> <p>With technical skills in demand, salary growth is an issue for employers. Of the 2,700 survey respondents (roughly half of them CEOs) over a third said that candidates are asking for more money than they can afford to pay.</p> <p>There are currently 1.64m digital tech jobs, according to data from BSD and Tech City UK. That's 6% of UK jobs, half of which are within digital tech companies, and half that are digital tech roles within more traditional companies.</p> <p>The growth rate of digital jobs between 2011 and 2015 was 17%, compared to just 8% growth in non-digital sectors.</p> <p>As you can see from the chart below, salary growth in digital (13% since 2012) is also outpacing that of traditional roles (4% over the same time span). The average digital salary was 44% higher than the average non-digital salary in 2015. </p> <p><img src="https://assets.econsultancy.com/images/0008/4943/salary_growth_in_tech.jpg" alt="salary growth tech" width="615"></p> <h4>The UK as European hub for digital skills</h4> <p>In 2016 the UK secured £6.8bn venture capital and private equity digital tech investment. As you can see from the chart below, that is more than France, Germany and the Netherlands combined.</p> <p>TechCity's research shows that London has almost almost twice as many Github users as Paris or Berlin, highlighting its dominance in European software development.</p> <p>There are obvious worries, though, about the impact of Brexit, considering 13% of digital tech employees in the UK are from abroad (up from 11% in 2011), compared to 10% in other sectors.</p> <p>In London and the South East, though, digital tech employees from abroad make up a massive 31% of the workforce (11% EU nationals and 20% non-EU nationals). These figures are taken from Tech City's forthcoming published research.</p> <p><img src="https://assets.econsultancy.com/images/0008/4941/uk_tech_investment.jpg" alt="uk tech investment" width="500"> </p> <h4>Nearly 5% growth of the UK digital tech sector in 2015</h4> <p>The UK’s digital tech sector grew 50% faster than the economy as a whole in 2015 (4.8% versus 3.2%).</p> <p>What's more, the gross value added (GVA) by each digital tech worker is considerably greater than that of a non-digital worker – £103,000 compared to £50,000 (based on 2015 data from ABS / BSD).</p> <p><img src="https://assets.econsultancy.com/images/0008/4942/gva_growth_tech.jpg" alt="gva growth tech" width="500">  </p> <h4>Cambridge an emerging hotspot</h4> <p>There's lots more in the Tech Nation report, which serves as another timely reminder to the Government of the continued success of the digital tech sector in the UK.</p> <p>The report profiles many other important areas of the UK with burgeoning tech scenes, and highlights Cambridge as the place, outside of London, with the largest number of Github users (4,000 – 8th in Europe-wide rankings).</p> <p><strong><em>More on the digital skills shortage:</em></strong></p> <ul> <li><em><a href="https://econsultancy.com/blog/68487-how-can-companies-attract-and-retain-talent-in-the-digital-age/">How can companies attract and retain talent in the digital age?</a></em></li> <li><a href="https://econsultancy.com/blog/68904-minding-the-digital-skills-gap-top-tips-for-aspiring-modern-marketers/"><em>Minding the digital skills gap: top tips for aspiring modern marketers</em></a></li> </ul> tag:econsultancy.com,2008:BlogPost/68904 2017-03-20T10:09:34+00:00 2017-03-20T10:09:34+00:00 Minding the digital skills gap: top tips for aspiring modern marketers Donna-Marie Bohan <p>In today’s business landscape we are witnessing a transforming job market. How are marketing roles and responsibilities going to change and develop in the future? How does the human element of brand building evolve in a world of emerging technology?</p> <p>These are some of the questions that concern us as modern marketers grappling with a fast-moving and uncertain environment. </p> <p>Data from The Marketing Society shows that <a title="why cmos life expectancy is falling" href="https://www.marketingweek.com/2016/03/07/why-cmos-life-expectancy-is-falling/" target="_self">the average tenure of CMOs in the UK stands at just 18 months</a>. All this means that marketers are having to work even harder to prove their worth to the board. With <a href="https://econsultancy.com/blog/68718-what-is-zero-based-budgeting-and-what-are-its-benefits-for-marketers/">zero-based budgeting</a> and increasing pressure to prove ROI on marketing spend now commonplace, the onus is on marketers to show how marketing affects the business bottom line and how it ultimately drives a business forward.</p> <p>A shift in how marketing operates means that finding and nurturing the right talent is often difficult.</p> <p>Panellists Julia Porter (Origin Housing), Liz Curry (Comic Relief) and Luis Navarrete Gomez (Lego) reflected on this issue at Marketing Week Live and spoke about the challenges and opportunities of the skills gap for the modern marketer.</p> <p>Here are some of their top tips for aspiring marketers.</p> <h4>Data is your friend</h4> <p>Data is now a central part of marketing for the future, which means that marketers need to be comfortable utilizing it. Creativity is no longer enough; understanding data is essential if a marketer wants to develop their career.</p> <h4>Don’t lose focus on what’s important</h4> <p>Functional skills such as ecommerce and CRM as well as channels skills such as programmatic and social were cited as examples of the type of know-how now in demand.</p> <p>That being said, while data literacy and a basic knowledge of technology is important, the tech revolution has perhaps resulted in marketers losing sight of what’s really important: the customer.</p> <p>Porter (Origin Housing) admitted that marketing to people has become a bit frenetic. Instead, marketers must focus on how data can be used to add value and provide a better customer experience.</p> <h4>A hybrid mix of skills</h4> <p>The expectation for marketers to embrace both innovation and data analysis reflects a new reality: marketers need both left and right brains; a competency with numbers but also a creative mindset. In actuality, a combination of skills is essential for marketers to truly progress in their careers.</p> <p><img src="https://assets.econsultancy.com/images/resized/0008/4742/left_and_right_brain-marketo-blog-blog-flyer.jpg" alt="left and right brains - Marketo" width="470" height="234"></p> <p>This notion can be extended to the need for marketers to possess both functional and <a href="https://econsultancy.com/blog/64780-have-changes-in-modern-marketing-led-to-a-soft-skills-revolution/">soft skills</a>. Proactivity, adaptability and leadership are increasingly valued. As professionals with more technical backgrounds continue to join the ranks of marketing and the requirement of proving ROI to the board continues to increase, stakeholder management, aligning people with business goals and team building are important capabilities for the modern marketer.</p> <h4>Curiosity never killed the cat</h4> <p>So while recruiting for attitude and behaviour is considered just as important as hiring for skills and qualifications, panellists were in agreement that curiosity is one sought-after characteristic in the search for marketing talent.</p> <p>With rapid technological advancements demanding more continuous links between education and employment, lifelong learning is an imperative. Reading to keep abreast of the industry, the rising popularity of MOOCs and online classrooms and joining the gig economy are some of the ways in which marketers are taking ownership of their learning and shaping their own career and personal development.  </p> <h4>Finally…</h4> <p>Panellists offered some other practical tips on staying ahead in the era of modern marketing and how to improve knowledge and skills.</p> <p>Curry spoke of the benefits of making contacts with people who are at the same level as you in their career and mentioned the data council forum of which she is a member. Networking with peers in such forums is a valuable means of exchanging information and learning from one another.</p> <p>Finding a mentor was also referred to as a useful step towards boosting professional development. Mentoring schemes are provided by professional bodies such as the <a title="CIM mentoring scheme" href="http://www.cim.co.uk/more/mentoring/" target="_self">Chartered Institute of Marketing</a>, for example. The Marketing Academy also provides one-to-one mentoring and executive coaching from CMOs through its UK <a title="Marketing Academy scholarship programme" href="http://www.themarketingacademy.org.uk/our-programmes/the-scholarship" target="_self">Scholarship Programme</a>.   </p> <p>But Curry also emphasised the importance of being clear about what it is that you enjoy doing. There’s no point trying to make yourself a data scientist if you hate maths or statistics. It’s important to understand what an organisation needs as well as what you need.</p> <p>Deciding what you are interested in and building a portfolio of skills around that is a sensible approach to maximising opportunities and getting the most out of your career. </p> <p><em>To benchmark your own digital knowledge, take Econsultancy's <a href="https://econsultancy.com/training/digital-skills-index-lite/">Digital Skills Index</a>. And to expand your skills, book yourself onto one of our <a href="https://econsultancy.com/training/">digital marketing training courses</a>.</em></p> tag:econsultancy.com,2008:BlogPost/68883 2017-03-13T13:40:00+00:00 2017-03-13T13:40:00+00:00 How are brands structuring marketing teams in the face of a changing media landscape? Nikki Gilliland <p>The panel included Hugh Pile from L’Oreal, Jeremy Ellis from TUI, Paul Davies from Microsoft and David Indo from ID Comms. Here are just a few key points from what they said.</p> <h3>Understanding what consumers want</h3> <p>What does it mean to say transformation is the heart of marketing? Jeremy Ellis, the MD of travel brand TUI, emphasised that this means a company truly understands what its consumer wants. </p> <p>In other words, by bringing the target consumer into the room (so to speak) and building strategy based around their needs and desires – that’s when a marketing team is able to drive transformation as opposed to merely react to it.</p> <p>For TUI, a package holiday company that now competes against the likes of Google and other digital brands, a collaborative internal structure is critical for driving business performance.</p> <h3>Considering competition from new areas</h3> <p>When it comes to competition, L’Oréal’s Hugh Pile suggests that its biggest rivals are not necessarily multi-billion pound businesses – but those emerging from entirely new areas. </p> <p>Social influencers, for example, have been a massive disruption to the beauty industry, leading brands like L’Oreal to ask themselves – 'what changes are we making internally in order to compete? More specifically - what skills do we need from our marketing teams in order to do so?'</p> <p>While many adjectives were used, the two that seemed to crop up the most were ‘curious’ and ‘agile’, with the panel in agreement that the latter should be a trait of every modern marketer. </p> <blockquote class="twitter-tweet"> <p lang="en" dir="ltr">A key skill we look for in marketers is agility: smart, analytical, creative - L'Oreal W Europe CMO <a href="https://twitter.com/hughpile">@hughpile</a> <a href="https://twitter.com/hashtag/ISBAconf?src=hash">#ISBAconf</a> <a href="https://t.co/QcXCZ8pNsP">pic.twitter.com/QcXCZ8pNsP</a></p> — David Black (@davidblack) <a href="https://twitter.com/davidblack/status/839486289195986944">March 8, 2017</a> </blockquote> <h3>Establishing a balance of skills</h3> <p>The subject of agility was picked up by Paul Davies, the Marketing Director of Microsoft, who mentioned how this skill is most commonly present in millennials. </p> <p>As a brand that, in his own words, is ‘constantly playing catch-up with our audience and to follow where they are going, what they are watching, and what platforms they are on’ – agility is not just an effective skill but a necessary one.</p> <p>That being said, Paul also highlighted the importance of getting the balance right between left brain and right brain skills – i.e. logic and science compared to creativity and ideation. Ultimately, a marketing team that is based on fusion of the two is the goal.</p> <blockquote class="twitter-tweet"> <p lang="en" dir="ltr">"When talking about the left &amp; right side of the brain, efficiency v creativity, focusing on the left, it's a race to the bottom." <a href="https://twitter.com/hashtag/isbaconf?src=hash">#isbaconf</a> <a href="https://t.co/VoH0SnuLyf">pic.twitter.com/VoH0SnuLyf</a></p> — M&amp;C Saatchi London (@MCSaatchiLondon) <a href="https://twitter.com/MCSaatchiLondon/status/839501976773746688">March 8, 2017</a> </blockquote> <h3>Recognising the importance of failure</h3> <p>During the discussion, Paul Davies was asked what has made Microsoft sexy again. While this was a rather crude way to describe the brand’s resurgence (and rivalry with Apple) – it brought up the subject of innovation through failure.</p> <p>Highlighting the phrase ‘done is better than perfect’, Paul suggested that giving marketing teams the permission to test and learn continuously is what drives true innovation. </p> <p>On the flip side, L’Oréal’s Hugh Pile suggests that innovation as an intrinsic part of strategy is what drives change. For example, he cited the brand's acceleration from a product-led company to a digitally-led one as a natural progression – facilitated by the constant innovation of internal teams. Simply put: if the culture is right, you can move your businesses in any way you want.</p> <p><strong>Further reading:</strong></p> <ul> <li><a href="https://econsultancy.com/reports/digital-marketing-organisational-structures-and-resourcing-best-practice-guide/"><em>Digital Marketing: Organisational Structures and Resourcing Best Practice Guide</em></a></li> <li><a href="https://econsultancy.com/blog/66223-with-a-blank-sheet-what-organisational-structure-would-you-choose-for-marketing-and-digital/"><em>With a blank sheet, what organisational structure would you choose for marketing and digital?</em></a></li> </ul> tag:econsultancy.com,2008:BlogPost/68886 2017-03-10T14:45:00+00:00 2017-03-10T14:45:00+00:00 10 mega digital marketing stats from this week Nikki Gilliland <h3>Correlation between spam rates and subscriber engagement</h3> <p>The latest report from Return Path highlights how industries that outperform the average on key email marketing metrics (like read rate, reply rate etc.) also see less email delivered to spam folders.</p> <p>While the <a href="https://returnpath.com/downloads/hidden-metrics-email-deliverability/?sfdc=70137000000MhwH" target="_blank">Hidden Metrics of Email Deliverability</a> shows that overall spam placement has increased slightly year on year  - from 13% in 2016 vs 12% in 2015 - levels of positive engagement have significantly improved.</p> <p>In terms of industries, the banking and finance and distribution and manufacturing categories saw just 6% of email delivered to spam folders, while this figure rose to 28% in the automotive category. </p> <p><em>Chart shows percentage of email delivered to spam folders</em></p> <p><img src="https://assets.econsultancy.com/images/0008/4558/Spam_rate.JPG" alt="" width="780" height="353"></p> <h3>Generation X perform four in 10 family travel searches</h3> <p>New research from Bing Ads has revealed how families are searching for holiday inspiration and services online.</p> <p>The <a href="https://advertise.bingads.microsoft.com/en-us/insights/set-sail-for-family-travel-searches-and-clicks" target="_blank">report</a> shows that 59% of searches for family holidays are undertaken by women compared to 41% by men. Similarly, Generation X (those aged 35 to 59) perform four of every 10 searches.</p> <p>Other highlights from the report include how consumers are more likely to use mobile devices to search for inspiration and PCs or tablet devices to make a final reservation. Meanwhile, it appears consumers dream of visiting the beach all year long, meaning companies need to invest in year-round campaigns to capture this evergreen interest.</p> <p><img src="https://assets.econsultancy.com/images/0008/4559/Bing_Ads.JPG" alt="" width="780" height="221"></p> <h3>Nine in 10 consumers concerned about how companies use personal data</h3> <p><a href="http://www.businesswire.com/news/home/20170307005123/en/Global-Study-Ten-Consumers-Concerned-Data-Security" target="_blank">New research</a> from Verint has found that while more consumers crave highly personalised customer service, they are also increasingly sceptical about how businesses collect and store personal data. </p> <p>From a study of more than 24,000 consumers, 80% said they like service that is personalised to their needs (which in turn relies on the use of customer data to deliver). </p> <p>However, 89% of consumers also want to know how companies keep their personal information secure, and 86% insist that they should know when their data is passed on to third parties.</p> <h3>Kinetic emails increase unique click rates by 18%</h3> <p>Experian’s Q4 2016 <a href="http://www.experian.com/marketing-services/email-benchmark-q4-2015.html" target="_blank">Email Benchmark Report</a> has revealed that kinetic emails – i.e. those that include interactive content like carousel navigation - see greater levels of engagement than any other kind.</p> <p>From analysis of seven brands in 2016, kinetic emails were found to increase unique click rates by as much as 18.3% and click-to-open rates by more than 10% compared to standard emails.</p> <p>The report also highlights that email volume increased 17.4% year-over-year, while metrics like click and transaction rates, revenue per email and average order volumes all remained relatively stable during the same period.</p> <p><img src="https://assets.econsultancy.com/images/0008/4557/Kinetic_emails.JPG" alt="" width="609" height="446"></p> <h3>British SMEs grow online exports by more than a third</h3> <p>New data from <a href="https://www.paypal.com/stories/uk/open-for-business-paypal-reveals-online-exports-boom" target="_blank">PayPal</a> has revealed how small and medium-sized businesses benefitted from the record lows of the pound last year. </p> <p>SMEs in the UK saw their rate of growth treble to 34% year-on-year from July to December 2016. Similarly, while there was an uplift in PayPal sales for British businesses overall, the biggest impact was seen on small and medium-sized organisations, with the amount international shoppers spent with UK SMEs rising 13% per transaction in the last six months of 2016. </p> <p>Fashion and sports experienced the highest growth, with a 49% year-on-year increase in goods from these categories sold to international shoppers.</p> <h3>Native video ads boost ROI</h3> <p>Yahoo’s <a href="http://b2bmarketing.yahoo.net/yfp-state-of-native/infographic?utm_source=AYC&amp;utm_campaign=Q12017YFPStateofNative&amp;utm_medium=organic" target="_blank">State of Native</a> report suggests that native advertising continues to reign supreme, with the brand seeing exponential growth of native ad consumption in all regions and across all devices.</p> <p>Data from more than 74.5bn native ad impressions show that publishers have seen a 446.7% lift in eCPMs (effective cost per thousand ad impressions) on native video ad placements compared to display.</p> <p>The report also highlights how consumer engagement for specific apps and devices vary by time of day and location. For example, in the US, users spend the late afternoons and evenings on their smartphones, while their nights are spent on desktop. This is compared to other parts of the world, where nights are typically spent on smartphones. </p> <p><img src="https://assets.econsultancy.com/images/0008/4561/Yahoo.JPG" alt="" width="780" height="286"></p> <h3>Household gifts drive the biggest basket value for Mother’s Day</h3> <p>According to Criteo, Brits are still lacking in imagination when it comes to buying Mother’s Day gifts online.</p> <p>Data reveals that household gifts such as kitchen, laundry appliances and vacuums drive the biggest basket value for online sales. Similarly, gardening tools typically see a boost in sales with spring just around the corner. Last year, there was a 193% increase in units sold in the two week’s leading up to Mother’s Day.</p> <p>In 2016, it was suggested that we spent a total of <a href="http://www.cityam.com/235965/mothers-day-2016-brits-will-spend-928m-this-year-on-mothers-day-gifts" target="_blank">£928m on the day</a>, with this figure expected to rise even higher this year.</p> <h3>TV accounts for 94% of viewed video ads in the UK</h3> <p>New data from <a href="https://www.thinkbox.tv/News-and-opinion/Newsroom/TV-accounts-for-94-percent-of-video-advertising" target="_blank">Thinkbox</a> has revealed that TV accounted for 93.8% of video ads viewed in the UK in 2016. This is the equivalent of 18 minutes and 53 seconds a day.</p> <p>These figures are slightly down on 2015, when TV saw a share of 94.4%. However, other forms of video advertising saw far less engagement, with YouTube accounting for 0.7% of viewed video ads in 2016, while other online video (including Facebook) collectively accounted for 5.2%.</p> <p>The average person is said to have watched 20 minutes of video ads a day in 2016, while total daily video consumption increased to 4 hours, 37 minutes in 2016.</p> <p><img src="https://assets.econsultancy.com/images/0008/4562/Thinkbox.JPG" alt="" width="780" height="435"></p> <h3>Wearables now at an all-time high</h3> <p>The International Data Corporation has revealed that the global wearables market reached a new <a href="http://www.idc.com/getdoc.jsp?containerId=prUS42342317" target="_blank">all-time high</a> in the fourth quarter of 2016. In this period, 33.9m units were shipped, representing a year-on-year growth of 16.9%.</p> <p>A total of 102.4m wearable devices were shipped in 2016 – a figure up 25% year-on-year. Insight suggests this could be due to single purpose devices evolving into hybrid ones, fusing together multiple health and fitness capabilities with smartphone technology.</p> <p>In terms of brand dominance, Fitbit continued to reign supreme, with 22.5m shipments being made over the course of the whole year.</p> <p><img src="https://assets.econsultancy.com/images/0008/4560/IDC_wearables.JPG" alt="" width="457" height="396"></p> <h3>64% of decision-makers say sales and marketing teams could be more aligned</h3> <p>According to a YouGov survey of 725 business leaders, commissioned by Huthwaite International, 92% of respondents believe sales and marketing teams should work closely together.</p> <p>Despite this fact, 64% also say that sales and marketing teams need to do more to facilitate this alignment. </p> <p>When it comes to the benefits of working more closely, 52% cited a consistent message delivered to clients and prospects, while 50% said the opportunity to gain new customers. Just 8% of respondents said they didn’t believe there was any benefit.</p> tag:econsultancy.com,2008:BlogPost/68869 2017-03-09T14:40:49+00:00 2017-03-09T14:40:49+00:00 Why your agency's value proposition probably sucks (and what to do about it) Ben Potter <h3>What is a value proposition? </h3> <p>Run some ‘agency’ related searches on Google, pick a few sites at random and it won’t take long to find a homepage description that reads something like this…</p> <p><em>“Hi, we’re an award-winning digital marketing agency with expertise in SEO, PPC, affiliate marketing and conversion rate optimisation.</em></p> <p><em>Get in touch and we’ll tell you how brilliant we are”.</em></p> <p>Besides the slightly exaggerated call to action, what’s the problem with this statement?</p> <p>The fatal flaw is that it fails to express what the agency intends to make happen for their clients. In other words, it describes what the agency does, not the outcome. <strong>SEO, PPC and so on are just the vehicles used to meet an objective or solve a problem</strong>, whether that be to grow brand awareness, increase revenue or improve customer experience. </p> <p>While a prospect might say, ‘I need SEO’, this is not their end goal. Instead, it is the effect of SEO the prospect is looking to buy. </p> <p><strong>The focus on effects or outcomes is the essence of a good value proposition</strong>; it is a statement less concerned with what you do (your services) and focused more on the problems you solve, and the experience and tangible results a prospect will receive from using those services. In other words, the value you will add (the clue is in the name). </p> <h3>Why is a value proposition so important?</h3> <p>As a value proposition is an internal statement, it firstly ensures that your team understand the purpose of the agency, the problems you solve and for who. It therefore creates internal clarity in where the business is heading and also consistency in how staff describe the agency (the classic elevator pitch). </p> <p>Where marketing is concerned, it shapes external messaging, ensuring that, in the eyes of a prospect, <strong>you provide superior value compared to the alternatives</strong>. These alternatives are not just restricted to your competitors but also other options, such as in-sourcing (a growing trend in some sectors) or simply doing nothing at all. </p> <p>When it comes to business development, your value proposition is the means by which a prospect will (hopefully) qualify that your agency is likely to be right for them (or, on the other hand, qualify that you are not), thus ensuring you attract the ‘right’ leads.</p> <p>It gives you the best possible chance of achieving ‘cut through’ in the highly competitive market for agency services, which can be both daunting and confusing to a buyer.<strong> By understanding the actual problems you are solving and the real needs of a prospect, you make yourself more relevant</strong>. Therefore, your sales efforts are much more likely to result in a prospect taking a desirable action, for example reacting positively when you collar them at a networking event or replying to your emails. </p> <h3>How to create your value proposition</h3> <p>Firstly, start by talking to your team. Ask them to describe what you do. Is there confusion and inconsistency in how they talk about the agency and the impact they have on clients’?</p> <p>Scrutinise your website and sales collateral. Do you predominantly talk about yourself rather than the needs of your clients? Are there regular occurrences of the word ‘we’ (“we do this”, “we do that”, "we’ve won awards”, “we’re brilliant”)? Do you elaborately describe the detail of your services instead of expressing the impact of those services?</p> <p>If you answer ‘yes’ to the above, the chances are you are too inwardly focused and your proposition needs work. </p> <p>Once you’ve established that your proposition does indeed suck, next up, manage your expectations. <strong>Coming up with a genuine ‘point of difference’ is tough. That is not necessarily the aim of a value proposition</strong>. With around 20,000 agencies in the UK, it’s unlikely you have anything truly unique about you (apologies if I’ve just rained on your parade, but it’s true).</p> <p>Instead, <strong>the purpose of a value proposition is to make yourself relevant to prospects</strong> by communicating (what are likely to be be) marginal points of difference more effectively than your competitors or the other options available.</p> <p>Thirdly, run a workshop that explores and challenges each of the key components of a value proposition, those being the markets you are best positioned to serve, how you want to make clients feel (the value experience), your offerings, benefits, alternatives (and why you are better) and how you validate your claims (proof).</p> <p><img src="https://assets.econsultancy.com/images/resized/0007/9962/value_proposition_image-blog-flyer.png" alt="Components of a value proposition" width="470" height="340"></p> <p><em>Image courtesy of <a href="http://brojsimpson.com/fail/marriage-proposal-fail/" target="_blank">Bro J.Simpson</a></em></p> <p>Involve the entire team if you can. Everyone will have something to contribute based on their experience, especially those ‘on the front line’ (obviously this is easier for a small agency than a large one). In running the session, keep an open mind. <strong>There are no wrong answers during the initial stages</strong> so capture everything (preferably on large sheets of paper and Post-It notes, fuelled by coffee and Haribo).</p> <p>At the end of the session, write it all up, sit on it for a few days and then revisit. Highlight recurring themes, words and phrases and then construct your statement (no more than a couple of short paragraphs) ensuring it includes each of the component parts of the value proposition. Finally, road test it, both internally with the team and externally with clients, prospects and vs. the competition.</p> <h3>Just to complicate the issue slightly</h3> <p>Undoubtedly, it’s vitally important to have a value proposition. It’s your statement of intent. However, <strong>you can’t be all things to all people</strong>. While a value proposition sets the tone for sales and marketing collateral, it doesn’t mean you should stick rigidly to it when you are speaking to that dream prospect.</p> <p><strong>Wheeling out the same old, generic, ‘yawn-a-minute’ creds deck should be avoided at all costs.</strong> Every situation is different so whilst a value proposition ensures a consistent, overarching message, only by asking the right questions will you uncover the specific needs in any given situation. In turn, this allows you to contextualise your solution, tweak messaging and make yourself more relevant than the competition. </p> <p>The art of questioning is something I’ll explore next time.</p> tag:econsultancy.com,2008:BlogPost/68819 2017-02-17T11:03:14+00:00 2017-02-17T11:03:14+00:00 10 outstanding digital marketing stats from this week Nikki Gilliland <p>On we go...</p> <h3>73% of retailers fear cybercrime will negatively impact them in 2017</h3> <p>According to <a href="https://www.mimecast.com/resources/white-papers/Dates/2017/2/email-security-risk-assessment" target="_blank">new research</a> from Mimecast, retailers are hyper-aware of cyber-crime, with 73% believing that an attack will negatively impact their business in the year ahead.</p> <p>65% also believe a malicious email is the most likely way they’ll be infected by ransomware, making retail the most fearful industry overall.</p> <p>This news comes on the back of Mimecast’s security risk report which – from analysis of 26m emails – found 3.5m pieces of spam and 6,681 dangerous files.</p> <h3>Lingerie more popular than chocolate this Valentine’s Day</h3> <p>Criteo has revealed the most-searched for items this Valentine’s Day. Coming in at number one was ‘earrings’, followed by ‘men’s watches’ and ‘engagement ring’.</p> <p>Interestingly, searches for lingerie increased a massive 366% in the lead up to the day itself, somewhat justifying many online retailer’s <a href="https://econsultancy.com/blog/68767-how-retailers-are-targeting-mobile-shoppers-this-valentine-s-day/" target="_blank">heavy promotion</a> of the category.</p> <p>More traditional items were also in demand, with searches for perfume and diamonds up 141% and 130% respectively.</p> <p><img src="https://assets.econsultancy.com/images/0008/3973/valentines.jpg" alt="" width="650" height="433"></p> <h3>Millennials drive traffic to luxury online retailers</h3> <p>Ahead of London Fashion Week, Hitwise has revealed how a new generation of affluent millennials are increasingly seeking out luxury brands.</p> <p>According to data, 50% of website traffic to Louis Vuitton, Burberry and Gucci is driven by this demographic. Consequently, brands are expected to continue investing in digital efforts to engage with them.</p> <p>Overall, there has been a 45% increase in website traffic to luxury fashion retailers over the past three years.</p> <p><img src="https://assets.econsultancy.com/images/0008/3972/Luxury_Millennials.JPG" alt="" width="690" height="328"></p> <h3>66% of marketers struggle to understand their audience</h3> <p>In the wake of Brexit and the US Presidential election, two-thirds of digital marketers are now questioning whether they truly know their audience.</p> <p>This is according to a new survey from Greenlight, which also found that, as a result, 94% now intend to better understand what their customers are looking for.</p> <p>37% plan to target subsets of their audience to ensure their brand is tapping into the conversations that suit their business. Typically, 57% rely on customer surveys and 59% use online forms to collect insight.</p> <h3>18-24 year olds dominate Snapchat usage</h3> <p>Data from Verto has revealed that, despite 18-24 year olds accounting for just 35% of Snapchat's UK users, they account for 70% of the overall time spent on the platform.</p> <p>In contrast, while 40% of Snapchat's audience is aged over 35, this age group accounts for just 5% of usage time.</p> <p>Other data shows that the average user spends 4hrs 22mins on Snapchat a month - a figure down from 5hrs 30mins just six months ago. </p> <p>However, this is still much lower than Facebook, which has an average user time of 12hrs 43mins per month.</p> <p><img src="https://assets.econsultancy.com/images/0008/3971/Verto.JPG" alt="" width="690" height="420"></p> <h3>Proflowers.com leads in Valentine’s Day paid search ad spend</h3> <p>Adgooroo has revealed that ahead of the holiday, Proflowers.com generated a 7.3% share of total clicks on Valentine’s Day-related keywords.</p> <p>This means the site beat out the likes of Hallmark, whose e-card website Hallmarkecards.com generated a 7.1% click share.</p> <p>There was heavy competition in the greetings cards category, too, with Tinyprints.com generating a 3.4% click share, edging out American Greetings and Blue Mountain, which both saw a share of 2.5%.</p> <h3>26% of marketers feel unprepared for GDPR</h3> <p>New research from the <a href="https://dma.org.uk/article/the-gdpr-and-you-chapter-two" target="_blank">DMA</a> suggests that one in four businesses are still unprepared for the EU General Data Protection Regulation (GDPR), with just over half reporting that they feel prepared, and 5% believing it’s not their responsibility to do anything about it.</p> <p>It’s not all bad news, however, as awareness of the GDPR <em>has</em> risen from 53% to 66% since June, while marketers’ personal feelings of readiness increased from 49% to 71%. </p> <p>Despite this, there is still a clear need for urgency, with many marketers not believing their businesses will be compliant before the new rules come into place.</p> <p><img src="https://assets.econsultancy.com/images/0008/3969/DMA.JPG" alt="" width="500" height="295"></p> <h3>Almost 6m UK households have no savings </h3> <p>A five-year study from Experian has found that people in their 20s and 30s are far less well off than the previous generation, with nearly 1m households having received a loan or financial gift from other family members. </p> <p>Experian found that almost 6m households in Britain have no savings, with 423,000 Britons relying on unauthorised overdrafts or payday loans to make ends meet.</p> <p>Lastly, the report also highlights how over 35m people in Britain may be paying more than they should for inappropriate financial products and utility plans, with most <a href="https://econsultancy.com/blog/68789-how-smart-switching-energy-apps-are-tapping-into-customer-need/" target="_blank">failing to switch</a> to a better deal.</p> <h3>66% of marketers no longer use mobile apps in campaigns</h3> <p>The State of Digital Commerce report by Episerver has revealed that two-thirds of marketing professionals are no longer using mobile apps in their marketing campaigns, choosing a responsive mobile presence instead.</p> <p>The report also states that 32% of top retailers do not provide a mobile application across either iPhone or Android devices, and eight out of 10 top UK retailers have adopted a responsive ecommerce site.</p> <p>The shift is said to be due to the surge in mobile search as well as the introduction of <a href="https://econsultancy.com/blog/68490-google-s-accelerated-mobile-pages-12-pros-and-cons/">Google’s Accelerated Mobile Pages</a>.</p> <p><img src="https://assets.econsultancy.com/images/0008/3970/Episerver.JPG" alt="" width="482" height="206"></p> <h3>Changing attitudes to brand loyalty</h3> <p>The new Accenture Strategy report has highlighted how consumers’ allegiances towards brands are frequently changing. </p> <p>In a survey of the attitudes of 25,426 consumers, Accenture found that 54% of US consumers have switched a provider in the past year, while 18% report that their own expectations about brand loyalty have changed.</p> <p>Alongside personalisation, greater loyalty could be driven by an experiential approach – with 44% saying they are loyal to a brand that encourages the design or co-creation of products or services.</p> <p>Lastly, 42% of US respondents are also loyal to brands that their family and friends do business with, while 37% are loyal to brands that actively support shared causes, such as charities or public campaigns.</p> tag:econsultancy.com,2008:BlogPost/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>