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Why are we still talking omni-bollocks, when we should be talking retail?
Why all the jargon?
Why all the omni-channel cliches and the multi-channel job titles? Why all the endless debates about whether digital is right for a brand or not, or digital versus in-store?
The Independent recently announced that it will be closing its print newspaper titles and putting all efforts into digital.
It spun the move as a positive, proudly declaring that it is the first newspaper to go digital-only, but anyone who has followed Mark Ritson’s posts about this publication will know the move was likely an unavoidable decision.
I applaud The Independent’s bravery in publicly admitting defeat in the print market, but if it thinks it’s going to succeed with its site in its current state it’s dreaming. Drastic changes are needed.
In November we covered the new National Trust website, a funky, responsive number with bold typography and brilliant imagery.
The Trust obviously has great brand equity because the post was very popular, even attracting some irked Trust members who felt the new site needed work.
So, we thought the digital journey of the National Trust warranted more investigation, and we caught up with Tom Barker, head of digital.
Here's what he had to say.
ANZ Bank appointed a new head of marketing for Australia last year and she has implemented a 'four pillar' digital strategy.
Healthcare marketing has inherent difficulties.
In an industry where the product takes centre stage, how can a company create a meaningful corporate brand that adds value? And beyond the product, what go-to-market innovations can be found in a realm where data security is paramount?
These are just two of the questions facing healthcare and pharmaceutical companies as marketers evolve strategy in response to consumer behavior.
The financial services and insurance sector is modernising quickly.
Despite structural, regulatory and technology hurdles, this group of sectors is driving towards digital transformation, but it’s a formidable challenge, especially for industries that are traditionally cautious in their approach.
How are these companies operating in the Financial Services Industry (FSI) sector approaching digital marketing? What are the key trends, opportunities and sector-specific issues shaping their digital strategies?
In terms of their markets and their business models, the vast majority of companies surveyed are under significant pressure from the shift to digital.
This comes from our brand new report Leading a Digital Marketing Evolution, produced in association with Epsilon, in which we exclusively surveyed companies with over $1.5bn in annual revenues, roughly in alignment with the top 1,000 global organisations.
The report looks at how Global 1,000 enterprises are remaking themselves to deal with the modern, always-on and mobile shopper. It explores the challenges that large companies face in being responsive, efficient and innovative. It asks how and why some businesses excel and others lag behind.
Using industry leaders for comparison, this report offers dozens of measures that marketers can use for education, benchmarking and inspiration.
The landscape for brands has been fundamentally altered. The rise of the mobile-first, always-online consumer has meant companies have had to adapt or in many cases completely relearn what they previously knew about marketing.
As pharma and healthcare companies embrace the need for digital transformation, how can they ensure that they are set up for success?
I was recently invited to speak at a Brand Innovation Summit in Princeton NJ. Senior representatives from a number of large Pharma and healthcare companies attended the session co-hosted by Hale Advisors and eXL Pharma.
Attendees were looking for answers to key questions such as: “what makes a company nimble and able to embrace digital transformation?” and “What types of organizational structures are best for pharmaceutical and healthcare companies looking to build digital marketing capabilities?”
The recent spate of Google penalties has affected hundreds of brands across the web, with some not even aware they were at risk.
The loss of traffic and leads that can result from a Google penalty means that it is critical as a CMO to be able to detect and deal with such issues as quickly as possible.
We need to measure what matters and steer clear of the things that don’t, so we all need a little bit of Mr Spock in us when it comes to digital marketing.
I have been talking a lot recently about measurement and evaluation, and there are three things that I ask delegates to take away with them:
It's been a tough week for the New York Times.
But, while Jill Abramson's contract termination made the headlines, it's another revelation about the inner workings of the world's most respected newspapers that has caught my eye.