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What's Changing? - Marketing

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Please see below selected marketing-related change.

 

December 2015

 

 

  • Unified marketing impact analytics (UMIA) promises to apportion credit to all marketing activities, claimed Forrester. Marketers, under pressure to be more accountable for the financial returns of their efforts, embrace this technique, but they often find it difficult to persuade management to make what can be a significant upfront investment. Forrester aims to help customer insights professionals build the business case for UMIA by benchmarking the return on investment (ROI) it provides and outlining the costs, benefits, and risks involved to ensure a successful implementation.

 

 

November 2015

 

 

 

 

 

 

  • KPMG Australia appointed Ken Reid as National Managing Partner for Brand & Innovation, with an expanded remit to also included disruption. He succeeds Martin Sheppard, who is leaving to begin his new role as CEO of Spotless. Reid has been with KPMG for 17 years, working in its UK and Australian practices.

 

 

 

October 2015

 

 

  • Measurement remains social marketers' no. 1 challenge, argued Forrester and, too often, the metrics that marketers use harm their understanding of performance rather than help it. Forrester explained the two "simple steps" for successfully measuring social marketing: first, identify which stage of the customer life cycle your social marketing programme serves, and second, measure whether your social marketing efforts have moved your customers to the next stage.

 

 

 

 

 

September 2015

 

 

  • In 'The Reclamation of Strategy', strategy+business warned that using big data to improve a business means more than just collecting the information, or even analysing it - companies must develop a strategy for how to use the information to build their brands. Unfortunately, many firms are using big data tactically, rather than strategically. Marketers, in particular, are not realising the full potential of big data - they’re mainly using it to drive programmatic advertising. However there are opportunities; because personal attributes can be identified from data trails, marketing messages can now be much more effective. And as data analytics show us which trends are in decline and which are in ascendance, brands can put their best foot forward, anticipating consumers rather than reacting to them.

  

 

 

 

 

July 2015

 

 

  • Respondents to an EIU survey of European marketers identified five key transformations that will redefine the future of marketing: 1. European marketers understand the need to overhaul their organisational structure to meet changing business needs; 2. Customer retention, loyalty and advocacy will be among the main responsibilities of marketers in the next three-five years; 3. European marketers will have greater influence as they are increasingly seen as revenue drivers and are shaping company strategy; 4. Managing the shift to digital marketing and engagement will be among their biggest challenges and 5. Marketers expect to gather unprecedented quantities of data to enhance the customer experience via mobile technology and the Internet of Things.

 

 

  • Accenture increased its strength in Asia Pacific with the acquisition of PacificLink Group, an independent set of full service digital agencies in Hong Kong. The acquisition significantly expands the ability of Accenture Interactive, part of Accenture Digital, to bring its unique blend of digital design, marketing, content and commerce services to clients in the rapidly expanding Greater China market. PacificLink employs approximately 240 professionals in Hong Kong and includes a number of multi-award winning agencies that specialise in creating and delivering an integrated and connected set of differentiated marketing solutions for brands across a full spectrum of online and offline platforms. The move strengthens Accenture Interactive’s ability to help CMOs and CIOs bridge the gap between marketing and digital technologies.

 

 

 

June 2015

 

 

  • Forbes analysis behind the headlines of a recent survey revealing that 61% of sales and marketing departments are still not aligned around a customer engagement strategy also yielded the finding that, while nearly 80% of respondents value customer data from other departments, the type of data they refer to is mostly statistical information including payment history, technical and website metrics and there is little in-depth collaboration around customer engagement and the joint customer strategy which could greatly improve the sales and marketing pipeline. However, another result showed that 100% f respondents agree it is important or very important to communicate with other departments about customer engagement as part of the lead-to-revenue process.

 

 

 

 

 

 

  • According to Harvard Business Review, we will soon see a comprehensive array of marketing functions transformed by programmatic techniques, enabled by enterprise software. What Salesforce.com did for sales management and NetSuite did for financial management, software-as-a-service providers will do for marketing, by automating much of what marketers do every day. Such solutions are already known as mar-tech - or marketing technology- and they are just starting to take hold. When this happens, CMOs and CFOs will join forces as never before. Together, they will enable a new marketing model that blends art and science—the power of human creativity married with the split-second precision, and profit potential, of marketing automation. This will signal a brave new world for marketers—at least, for those who face the fact that it’s do or die.

 

 

  • Marketing executives expect their profession to undergo radical transformation in the coming years. According to The Economist Intelligence Unit's survey of 262 high-level markers from Western Europe, sponsored by Marketo, 87% agreed that their function must change to meet the needs of the business within 3-5 years. As part of this shift, European marketers are beginning to take greater ownership of the customer experience and are leading the way with aggressive adoption of digital engagement and innovative technologies.

 

 

  • Alan Schulman was named National Director of Content Marketing & Creative Experience to oversee Deloitte’s recently established New York content design and production studio. He was previously regional Chief Creative Officer of SapientNitro New York. Prior to SapientNitro, Schulman served in a variety of capacities within the Interpublic Group including creative leadership roles at McCann-Erickson, FutureBrand Worldwide and Foote, Cone & Belding - details.

 

 

 

May 2015

 

 

 

 

 

 

 

April 2015

 

 

 

 

 

 

 

 

 

March 2015

  

 

  • APQC's new Sales and Marketing assessment claimed to provide insight into organisations' own and/or their clients' sales and marketing processes, and help identify performance gaps. Performance will be compared with other organisations in the APQC database on sales and marketing key performance indicators including wallet share, customer retention rate, percentage of marketing spending through various channels, and average return on investment for marketing spend through those differing channels.

 

  • Trust Me, PR is Dead claimed to be a book about a whole lot more than Public Relations. The death of PR is used to symbolise the inevitable demise of many traditional, disrupted industries and disciplines - from media to publishing, law to diplomacy, internal comms. to leadership itself. PR is hardly alone in sleepwalking over the cliff. The book charts the rise of individual empowerment - the continued shift from state to citizen, employer to employee, corporation to citizen-consumer - that has made power and influence activist, atomised and asymmetrical. It claims to place radical honesty and radical transparency at the heart of business today and argues that the age of command-and-control hierarchies and carefully manicured, happy endings is over.

 

 

 

 

 

 

February 2015

 

  • In Marketing is Dead, and Loyalty Killed It,  Harvard Business Review argued provocatively that "you’ve worked your way up the corporate ladder to become Chief Marketing Officer. Pat yourself on the back – you deserve it! All done? Good. Now, please accept my condolences. Your job is obsolete, and unless you turn yourself into a Chief Loyalty Officer, you’re sure to eventually be replaced by one".

 

 

 

  • 2015 will be a year of significant change for marketers. According to Experian: 2015 will be the year many companies choose to consolidate marketing, data and their organisational assets; It will see the rise of roles such a Directors of Insight, Digital Directors and Chief Data Officers; brands will continue to refine their understanding of target audiences; decisions need to be made where to invest across the growing number of available channels; programmatic marketing will become the norm and attribution will continue to be key and data quality will be an essential element in getting your interactions with the consumer right.

 

 

 

 

 

January 2015

 

  • In How marketers will win, six marketing visionaries described to the EIU how in five years marketing will be transformed. The article claimed that marketing is on the ascent. It has frequently led at big consumer products companies. Now its influence is growing everywhere: at B2B companies, professional services firms, companies dominated by engineering or logistics. One  can see marketing's rise on business bestseller lists, on YouTube playlists, in the new brands that have broken away and differentiated themselves, and in the explosion of marketing start-ups (and what investors are paying for them). 

 

 

 

  • 6 Ways Big Data Will Shape Online Marketing in 2015 argued that analytics are now being built into almost every application, however, making the technology accessible to businesses of all sizes. As businesses realise the power of information to create successful marketing campaigns and see real-time results, data is becoming an integral part of marketing.

 


December 2014

 

  • Forrester believes that chief marketing officers (CMOs) find themselves in the middle of a dilemma. The CMO role has yet to fully emerge from its historical communications, promotion, and lead management functions, but the pressures on organisations to become customer-centric have never been greater, creating an unprecedented need to understand customers much better than before. Forrester believes that in 2015, CMOs will have to take on a more significant role on the executive team and collaborate with chief information officers (CIOs) more fully.

 

 

 


November 2014

 

 

 

 


October 2014

 

 

  • In The Future Of Marketing Combines Big Data With Human Intuition, Capgemini also argued that, in the coming era of data driven marketing, humans should remain at the centre. Big data makes it cheaper and easier to test concepts, but marketing is still about coming up with the big idea. "Algorithms are great at optimisation, but terrible at imagination."

 

  • "Content Marketing is About Trust, Not Just Reach" was a new INSEAD article which argued, inter alia, that when it comes to purchasing for the first time, audiences are naturally apprehensive. They don’t know you. They don’t trust you. So you have to gain their trust.

 

 


September 2014

 

  • According to EY, sales and marketing are the flamboyant double act on the corporate stage. One provokes interest, the other closes the deal; one creates the brand, the other executes it; one looks to the long term, the other to the monthly figures. But this double act often overlooks another crucial player - the customer. In theory, “the customer is king” but, in reality, sales and marketing often think they run the show. When it comes to what customers want, how they are treated and how much they might be told, sales and marketing professionals frequently act as if they are in charge of the script. This attitude must change, warned EY.

 

  • A new infographic contrasted "marketing artists" and "marketing scientists". The accompanying commentary argued that, as technology provides marketers with more reach, more control, and more information, marketing departments are becoming increasingly technical and data driven. As a result, marketing operations are absorbing more responsibilities and control from their creative counterparts.

 

 

  • In Bridging the Digital Divide, Deloitte examined how Chief Marketing Officers (CMOs) can rise to meet five expanding expectations. CMOs are going through a rapid transformation, being asked to be more than proficient marketers, but also to act as the stewards of the customer within their organisations, building bridges across functions to enable customer engagement. It’s the CMO’s job to lead the dismantling of silos that separate web, call centres, mobile and in-store channels to create the consistent, personalised experience that today’s technology empowered customers demand. The report outlined five expectations that today’s CMOs should meet as they build customer centric organisations.

 

  • A new article argued that marketing automation is a rapidly growing, multibillion-dollar industry, but also that it is still in the very early stages, with relatively low adoption rates among businesses in every industry. However, venture funding and M&A are fuelling innovation and advances in the space, opening up significant opportunities for marketers who integrate  automation tools.

 


August 2014

 

 

 

  • In The Fighting CMO, a new blog series, Wharton Magazine argued that, with the next generation of marketing already here, the time and place is now for honest dialogue about the discipline's direction. Topics that the blog will cover include: how to win a budget gunfight; new rules of lead generation; is social media worth the effort? and how to choose your next marketing gig.

 

  • HBR's 5 things Digital CMOs Do Better are: 1. Shift from finding customers to getting found; 2. Shelve the commercial pitch in favour of authentic storytelling 3. Break through silos to erase seams between channels and experiences 4. Use data to target precisely and measure relentlessly and 5. Experiment aggressively, and challenge business model assumptions.

 

  • Moving beyond marketing: Generating social business value across the enterprise is a MIT Sloan Management Review and Deloitte global survey which found clear evidence that companies across industries are creating value with social business. A key finding is that social business value is a function of what they call "social business maturity" -  the breadth and sophistication of initiatives.

 


July 2014

 

  • Accountancy firms continue to fall short in their marketing activities, with large numbers failing to monitor activities, according to research from Wolters Kluwer. While the survey found increased uptake of online marketing, including social media, firms remain reliant on face-to-face interactions and client referrals for business. Despite this, one quarter (24.8%) keep no list of prospective clients. A majority the 137 respondents also failed to monitor the effectiveness of their marketing. Just under half (47.7%) recorded the conversion rate of leads to new business; this dropped to 37% when asked if they monitored return on marketing investment.

 

  • Harvard Business Review (HBR) discussed how,. with the possible exception of IT, HBR can’t think of another discipline that has evolved so quickly as marketing. Tools and strategies that were cutting-edge just a few years ago are fast becoming obsolete, and new approaches are appearing every day. Yet in most companies the organisational structure of the marketing function hasn’t changed since the practice of brand management emerged, more than 40 years ago. HBR also argued that marketing organisations need an overhaul.

 

 

 

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