tag:www.econsultancy.com,2008:/topics/culture Latest Culture content from Econsultancy 2016-11-10T10:07:50+00:00 tag:www.econsultancy.com,2008:BlogPost/68508 2016-11-10T10:07:50+00:00 2016-11-10T10:07:50+00:00 The four goals underpinning Deliveroo’s growth strategy Nikki Gilliland <p>So, in the midst of all this expansion, what are the future hopes for the business?</p> <p>I recently heard William Shu, the CEO of Deliveroo, speak at Web Summit on this topic.</p> <p>Here are four key takeaways from what he said, outlining the company’s main goals.</p> <h3>Becoming more affordable</h3> <p>Deliveroo’s business model has previously been criticised, with riders recently striking due to <a href="https://www.theguardian.com/business/2016/aug/15/deliveroo-workers-strike-again-over-new-pay-structure" target="_blank">changes in pay structure</a>. </p> <p>While William was quick to dismiss any unfairness, suggesting that the company strives to create a fair deal for all parties, he did admit that the price of a Deliveroo order from a consumer perspective could benefit from being lowered.</p> <p>With the likes of Domino's Pizza and JustEat costing around £20 and £18 per order respectively, Deliveroo is on average £23-£25 in the UK. </p> <p>Consequently, the company is unable to follow through on the idea that it acts as an affordable and accessible replacement for home cooking.</p> <p><img src="https://assets.econsultancy.com/images/0008/1348/deliveroo.jpg" alt="" width="470" height="280"></p> <p>This is where the new ‘Roobox’ model comes in.</p> <p>An off-site kitchen initiative, Roobox essentially allows restaurants to partner with Deliveroo or expand into new areas with less cost and lower risk.</p> <p>Without the need for a highly visible location (in a busy high street or town centre), this takes away the need for rent and utilities.</p> <p>Currently being trialled in London, William promises that if successful, lower prices for consumers would also follow.</p> <h3>Reaching those outside of urban areas</h3> <p>As well as lowering its price point, Deliveroo is also intent on quashing the notion that it is a somewhat elitist and urban-centric brand. </p> <p>Of course, this notion is almost impossible to argue with - Deliveroo <em>is</em> technology-driven and targeted to the middle classes.</p> <p>However, again William cited Roobox as the first step in building a more accessible brand for all consumers. </p> <p>By bringing its services to areas that have a larger residential population but a lower amount of restaurants available, it hopes to open up the brand to a wider audience. </p> <h3>Protecting the rights (and wishes) of riders</h3> <p>With restaurants, consumers and riders to consider, keeping everyone happy was always going to be a tough call.</p> <p>With recent strikes regarding pay, it appears the riders might have ended up with the worst end of the deal.</p> <p>However, when faced with questions about the viable nature of a career in the on-demand economy, William was emphatic about the positive response from most of Deliveroo’s workforce.</p> <p>Undertaking regular polls to gauge employee satisfaction, he cited three factors that are most important to Deliveroo riders above anything else.</p> <p>First, it is the ability to work whenever they want, with flexible hours allowing them to take on the job alongside other careers.</p> <p>Second, and rather surprisingly, is physical fitness.</p> <p>With 80% of Deliveroo riders in London using bicycles, William suggested that active work is a bigger incentive than you might assume.</p> <p>Lastly, there is the pay. And sure, the recent wage-related argument is hard to ignore.</p> <p>However, Deliveroo is firm in its stance that the new structure actually goes in the worker’s favour, extending their flexibility and giving them the potential to earn more money during peak hours.</p> <p>Whether or not this is true remains to be seen.</p> <p>Moreover, looking even further into the future, what about the idea that all riders will eventually be replaced by automated delivery anyway?</p> <p>While William was reluctant to say if this idea was even on Deliveroo's radar, his answer was at least slightly heartening for the aforementioned riders themselves. </p> <p>Explaining that the growth of new technology will lead to fewer jobs for society as a whole, not just Deliveroo, he suggested that – as a company with technology at its core - it is its responsibility to look at what can be done to protect workers.</p> <h3>Investing in international expansion</h3> <p>Lastly, with such rapid growth in London and other big cities, Deliveroo looks set to build on this by rolling out international expansion.</p> <p>So, what’s been behind the company’s intense growth?</p> <p>William cites the drive and self-motivation of his team, whereby an autonomous and creative working culture has helped to steer the direction of the company.</p> <p>In terms of advice for others, he also emphasises the importance of having an almost irrational passion for a project – not just the desire to be the CEO of a company.</p> <p>Hearing him speak, it is evident that William’s passion is the driving force behind Deliveroo's success.</p> <p>Built from a desire to improve the lacklustre food delivery service in London – let’s hope the potential to scale up doesn’t mean a diversion from this simple vision.</p> <p><em>Deliveroo featured in Econsultancy’s list of the Top 100 Disruptive Brands 2016. <a href="https://econsultancy.com/reports/top-100-disruptive-brands-2016/">Download the full report to find out more</a>.</em></p> tag:www.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:www.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:www.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:www.econsultancy.com,2008:BlogPost/68457 2016-10-31T14:18:34+00:00 2016-10-31T14:18:34+00:00 How Netflix became the most loved brand in the UK Nikki Gilliland <p>When it comes to being fun, relevant, engaging, social and helpful – it’s simply the very best.</p> <p>But why exactly does Netflix score so highly? </p> <p>Here’s a closer look at the brand and the reasons behind its success.</p> <h3>Engaging with a digital audience</h3> <p>Although Netflix is not a brand solely used by young people, with <a href="http://bgr.com/2016/03/12/netflix-subscriptions-rising-cord-cuttring/" target="_blank">81% of adults</a> between the ages of 18 and 35 having a Netflix account, millennials are undoubtedly the brand’s biggest demographic.</p> <p>Now, with <a href="https://eventbrite-s3.s3.amazonaws.com/marketing/Millennials_Research/Gen_PR_Final.pdf" target="_blank">72% of millennials preferring to spend more on experiences</a> rather than physical things, it certainly makes sense why the brand is successful at targeting them.</p> <p>When you think about it, Netflix does offer an experience of sorts for its users (albeit a rather lazy one). It also consistently uses social media to engage and delight them.</p> <p>Netflix's presence on Snapchat drives interest and builds excitement for its biggest TV shows and films.</p> <p>As well as popular branded filters, earlier this year it launched an out-of-home advertising campaign, allowing passers-by to swap faces with the characters of Frank Underwood and Kimmy Schmidt.</p> <blockquote class="twitter-tweet"> <p lang="fr" dir="ltr">La bonne idée ?! :) <a href="https://twitter.com/hashtag/daredevil?src=hash">#daredevil</a> <a href="https://twitter.com/hashtag/houseofcards?src=hash">#houseofcards</a> <a href="https://twitter.com/hashtag/oitnb?src=hash">#oitnb</a> <a href="https://t.co/9eCXfwGptd">pic.twitter.com/9eCXfwGptd</a></p> — Nicolas Garnier (@Nikoslyders) <a href="https://twitter.com/Nikoslyders/status/723832489471557634">April 23, 2016</a> </blockquote> <p>A great combination of both the ‘social’ and ‘fun’ characteristics analysed in the Love Index – it’s just one example of the brand engaging with a digitally-focused audience.</p> <p>But not only does Netflix make use of social media platforms to get its message out, it also uses an authentic brand voice to ensure that users relate.</p> <p>On Twitter in particular, its posts are often humorous, relatable and driven by personality. </p> <blockquote class="twitter-tweet"> <p lang="en" dir="ltr">*watches <a href="https://twitter.com/blackmirror">@BlackMirror</a> once*<br>*suffers extreme emotional crisis*<br>*watches again for some reason* <a href="https://t.co/KTatLcsucW">pic.twitter.com/KTatLcsucW</a></p> — Netflix UK &amp; Ireland (@NetflixUK) <a href="https://twitter.com/NetflixUK/status/790130860750151681">October 23, 2016</a> </blockquote> <h3>Creating value for consumers</h3> <p>We’ve all heard the phrase ‘Netflix and chill’, and while we’ll casually skip over the sexual connotations, it is interesting to note how the brand has infiltrated popular culture in this way.</p> <p>Netflix was clearly also fascinated by this phenomenon, recently undertaking some research into <a href="http://www.nylon.com/articles/netflix-and-chill-study" target="_blank">how it impacts relationships</a> as a result.</p> <p>Interestingly, 58% of survey respondents (from over 1,000 people between the ages 18 and 29) said that they bond over Netflix with their significant other. </p> <p><img src="https://assets.econsultancy.com/images/0008/0781/Blissfull_Streaming.JPG" alt="" width="780" height="483"></p> <p>51% also see password-sharing as a relationship milestone.</p> <p>This demonstrates how Netflix provides value for users above and beyond the majority of regular brands. </p> <p>Instead of just engaging on a purely transactional level (i.e. money in exchange for a product), we can see how the product itself provides greater social reward.</p> <p><a href="https://econsultancy.com/blog/67070-why-personalisation-is-the-key-to-gaining-customer-loyalty/" target="_blank">Personalisation</a> also plays into this user value.</p> <p>Part of Netflix’s appeal is that the more you use it, the more it becomes tailored to your unique and individual tastes.</p> <p>While there has been some criticism of the algorithm, the ability to choose more than one log-in, ‘continue watching’ and be <a href="https://econsultancy.com/blog/67745-15-examples-of-artificial-intelligence-in-marketing/" target="_blank">provided with recommendations</a> all goes in its favour.</p> <p><img src="https://assets.econsultancy.com/images/0008/0784/Capture.JPG" alt="" width="500" height="361"></p> <h3>Building credibility </h3> <p>Social engagement is one thing – but another reason Netflix has become such a well-loved brand is its intent to create long-term credibility.</p> <p>Though it started as a streaming service for movies, it is now arguably better known for its own original programming.</p> <p>Series like <em>Orange is the New Black</em>, <em>House of Cards</em> and <em>Making a Murderer</em> are all created and produced by the brand itself. </p> <p>Consequently, it has attracted several high-profile actors for starring roles.</p> <p>While its biggest competitor, Amazon Prime Video, also does this, its programming tends to provoke less excitement and fewer big names.</p> <p>There is almost a ‘cool-factor’ attached to the Netflix shows. </p> <p>The last episode of Breaking Bad or the new Gilmore Girls trailer naturally generates hype, and so, if you’re not part of the conversation, you're probably going to feel like you're missing out.</p> <p>Luckily for new users, it’s not hard to catch up.</p> <p>Unlike going to the theatre or cinema, it’s very easy to ‘binge-watch’ a television series in the space of a day or two – and this accessibility undeniably contributes to Netflix’s mass appeal. </p> <blockquote class="twitter-tweet"> <p lang="en" dir="ltr">Consider this your invite to Friday night dinner. <a href="https://twitter.com/GilmoreGirls">@GilmoreGirls</a>: A Year in the Life arrives November 25th. <a href="https://t.co/tA3ppEVSbQ">pic.twitter.com/tA3ppEVSbQ</a></p> — Netflix UK &amp; Ireland (@NetflixUK) <a href="https://twitter.com/NetflixUK/status/790932611690409984">October 25, 2016</a> </blockquote> <h3>Technology and brand partnerships</h3> <p>Back in 2012, Netflix signed a deal with Apple that meant, instead of creating a separate billing account, existing Apple users could simply pay with their existing iTunes log-in.</p> <p>This was a shrewd move and nicely demonstrates the value of a big brand partnership.</p> <p>In doing so, not only did it mean that Netflix could make use of Apple’s customer-base, but it also allowed the brand to become their trusted and go-to streaming service - most importantly over <a href="https://econsultancy.com/blog/66534-three-lessons-all-retailers-can-learn-from-amazon/" target="_blank">rivals Amazon</a> Prime.</p> <p>What’s more, this helped Netflix solve the problem of getting television users to sign up to the service.</p> <p>Instead of having to finish the process on a different device (and potentially abandoning it), users would be able to seamlessly do it via their TV screens.</p> <h3>Employee satisfaction</h3> <p>Lastly, and while it’s not a factor that most users might consider when using the service, the fact that Netflix has been reported as being a fair and inclusive employer is certainly worth noting.</p> <p>In its <a href="http://www.slideshare.net/reed2001/culture-1798664" target="_blank">culture deck</a>, the company outlines a culture of ‘freedom and responsibility’, whereby long hours and adequate results are discouraged, but fair hours and great work are rewarded.</p> <p>Recently, ASOS suffered intense backlash over reports of poor and ‘exploitative’ working conditions.</p> <p>While it’s not clear whether the fashion retailer will see any long-term effect from the controversy, it is evident from social media that consumers are more than willing to boycott companies that blatantly show wrong-doing.</p> <p><img src="https://assets.econsultancy.com/images/0008/0783/ASOS_backlash.JPG" alt="" width="600" height="373"></p> <p>For a brand like Netflix, ensuring a fair working culture is just another way of extending its positive reach.</p> <h3>In conclusion...</h3> <p>While it might offer a very similar service to competitors, Netflix’s dedication to understanding and providing value for its core audience is what sets it apart.</p> <p>Finally, a sure-fire sign that Netflix has become more than just a brand, like Google, it that it has even become a verb in its own right. </p> <p>This means that when someone asks you what you’ve been up to this weekend, you need only say one word in return.</p> tag:www.econsultancy.com,2008:Report/4287 2016-10-27T16:33:00+01:00 2016-10-27T16:33:00+01:00 B2B Digital Trends 2016 - 2017 <p>In the tradition of our last four annual reports on the digital landscape in B2B, the <strong>B2B Digital Trends 2016-2017</strong> report notes the continued importance of content marketing, along with the growing role of customer experience (CX) in the B2B space.</p> <p>As stated, B2B continues to lag behind B2C. Naturally, talented B2B marketers are looking to their B2C counterparts to inform the next move; inside is a description of these priorities, along with an overview of what has changed marketing-side in the time elapsed since last year's survey. Find out where B2C's priorities are, so that B2B might catch up and eventually, overtake.</p> <p>Further explore Econsultancy's B2B/B2C comparisons in personalization and customer experience, along with B2B's current and most pressing obstacles to customer centricity. </p> <p>As marketers in a highly disruptive age, it's no longer enough to anticipate the next step; take advantage of the insight provided by more than 1,000 professional respondents in the fast-changing world of digital B2B.</p> tag:www.econsultancy.com,2008:BlogPost/68343 2016-09-28T10:30:53+01:00 2016-09-28T10:30:53+01:00 What does disruption really mean? We asked the disruptors David Moth <p>We know that all too well having set ourselves the challenge of identifying 100 brands that can be defined as innovators in their field.</p> <p>Along with Marketing Week and Salesforce, we scoured the globe looking for exciting companies that offer something different.</p> <p>Having tracked them down and produced a rather lovely <a href="https://econsultancy.com/reports/top-100-disruptive-brands-2016/">Top 100 Disruptors 2016 report</a>, we’ve asked a few of the founders for their opinions on what it means to be disruptive.</p> <p>In this video you can hear from the following people:</p> <ul> <li>James Kirkham, chief strategy officer at <a href="https://www.marketingweek.com/disruptive-brands/copa90/">Copa90</a> </li> <li>Stephen Rapoport, founder of <a href="https://www.marketingweek.com/disruptive-brands/pact/">Pact</a> </li> <li>Kirsty Emery, co-founder of <a href="https://www.marketingweek.com/disruptive-brands/unmade/">Unmade</a> </li> <li>Justin Basini, co-founder and CEO of <a href="https://www.marketingweek.com/disruptive-brands/clearscore/">ClearScore</a> </li> <li>Andy Hobsbawm, co-founder and CMO of <a href="https://www.marketingweek.com/disruptive-brands/evrythng/">EVRYTHNG</a> </li> <li>Erin Ozagir, founder and CEO of <a href="https://www.marketingweek.com/disruptive-brands/push-doctor/">Push Doctor</a> </li> <li>Emma Chalwin, marketing leader UKI at Salesforce</li> </ul> <p>And I’ve also summarised a few choice quotes below, but you’ll have to watch the video to hear from them all.</p> <p><iframe src="https://player.vimeo.com/video/183472091?title=0&amp;byline=0&amp;portrait=0" width="640" height="360"></iframe></p> <h3>What does it mean to be disruptive?</h3> <p><strong>James Kirkham, chief strategy officer at Copa90</strong></p> <p>"Crucially it means you then set the agenda that other people try to mimic or copy or follow suit.</p> <p>"Disruption isn’t just doing things in a different way that then doesn’t resonate, or go any further, or becomes a one-off, because that’s more of a gimmick.</p> <p>"It provides entirely new challenges of course, because to be continually disruptive you need to continually stay ahead of that chasing pack, but that’s also the exciting reason people like us are involved in a business like this."</p> <p><strong>Kirsty Emery, co-founder of Unmade</strong></p> <p>"Being disruptive means looking at a problem with a new perspective and finding a different solution through that new perspective.</p> <p>"So the way we do that here at Unmade is by having a team full of lots of people from lots of different backgrounds.</p> <p>"So although we’re solving a problem within the knitting industry we have people who are engineers, physicists, fashion designers, and also other creatives all working together."</p> <h4>Andy Hobsbawm, co-founder and CMO of EVRYTHNG</h4> <p>"The idea originally of disruption was that there are unmet market needs that incumbents can’t address because they’ve grown so broad in their approach to the market that they’re missing those fundamental pockets of needs.</p> <p>"Then a new entrant comes, identifies that specific thing that they want to serve, and they do that more effectively, with more focus, better, cheaper and so on."</p> <h4>Emma Chalwin, marketing leader UKI at Salesforce</h4> <p>"I think to be a disruptor in today’s ever-evolving world you really need to not be afraid to take a risk.</p> <p>"Some of the best innovators and disruptors in the world have just had that passion, tenacity and vision, and have never deviated away from the true core of their business.</p> <p>"They’ve seen an area in the market that needs to change, or the customer experience needs to change.</p> <p>"Brands such as Airbnb and Uber I think are perfect examples of where an industry has changed, someone has come in and disrupted and completely turned that industry on its head.</p> <p>"17 years ago Salesforce disrupted the software market by wanting to make enterprise software as easy and simple as buying a book on Amazon."</p> <p><strong><em>Subscribers can <a href="https://econsultancy.com/reports/top-100-disruptive-brands-2016/">download the full Top 100 Disruptive Brands 2016 report</a>.</em></strong></p> tag:www.econsultancy.com,2008:Report/4230 2016-09-07T11:00:00+01:00 2016-09-07T11:00:00+01:00 Embracing Digital Transformation in the Pharma and Healthcare Sectors <p>The <strong>Embracing Digital Transformation in the Pharma and Healthcare Sectors </strong>report looks at the opportunities that digital presents in these sectors, how they are responding to the changing needs of customers, the challenges companies are facing in digitally transforming themselves and how they are approaching these challenges.</p> <h2>Methodology</h2> <p>We carried out a series of in-depth interviews with senior digital professionals from across a range of pharmaceutical, biopharmaceutical and consumer healthcare companies to understand how they were responding to different opportunities and challenges.</p> <p>Companies interviewed included Alere Inc, Fermenta Biotech Limited, GSK Consumer Healthcare, MSD AP, Lenovo Health, Ogilvy Commonhealth Worldwide (OCHWW), Roche Products Limited and Takeda Pharmaceuticals.</p> <p>We also looked at sector-specific data from our <a title="Quarterly Digital Intelligence Briefing: 2016 Digital Trends" href="https://www.econsultancy.com/reports/quarterly-digital-intelligence-briefing-2016-digital-trends">2016 Digital Trends report</a> published earlier this year.</p> <h2>You'll discover findings around:</h2> <ul> <li>Why companies need to have digital transformation on their agenda.</li> <li>How companies are responding to the changing needs of customers and putting them at the centre of everything.</li> <li>Ways in which companies are looking at digital and how it can support interactions with their customers.</li> <li>How companies are focusing on optimising content as a top digital opportunity and challenging the way they deliver content.</li> <li>The need for change management to deliver digital transformation and how companies are driving this cultural shift.</li> <li>How companies are demonstrating the value of digital and developing digital skills across their organisations.</li> <li>The new opportunities and challenges from innovation and technology.</li> <li>Overcoming the obstacles ahead as digital becomes more of a focus for companies.</li> </ul> <p><strong>Download a copy of the report to learn more.</strong></p> <p>A <strong>free sample</strong> is available for those who want more detail about what is in the report.</p> <h2>How we can help you</h2> <h2 style="font-weight: normal; color: #3c3c3c;"><a style="color: #2976b2; text-decoration: none;" href="https://econsultancy.com/training/digital-transformation" target="_self"><img style="font-style: italic; height: auto; float: right;" src="https://assets.econsultancy.com/images/resized/0004/8296/rgb_dt_logo-blog-third.png" alt="Digital Transformation" width="200" height="66"></a></h2> <p style="font-weight: normal; color: #3c3c3c;"><a title="Digital transformation - Econsultancy" href="https://econsultancy.com/training/digital-transformation/">Digital transformation</a> is a journey that's different for every organisation. To enable delivery of your digital vision (or help you shape that vision) we’ve designed a comprehensive approach to tackle your transformation.</p> <p>Covering everything from strategic operational issues, down to specific marketing functions, we will work with you to achieve digital excellence.</p> <p>Talk to us about an initial, no-cost consultation.</p> <p>Contact our Digital Transformation Team on <a href="mailto:transformation@econsultancy.com">transformation@econsultancy.com</a> or call</p> <ul> <li> <p>EMEA: +44 (0)20 7269 1450</p> </li> <li> <p>APAC: +65 6809 2088</p> </li> <li> <p>Americas: +1 212 971-0630</p> </li> </ul> <p style="color: #6b6b6b;"> <iframe src="https://www.youtube.com/embed/2q_lWLm5qtg?wmode=transparent" width="560" height="315"></iframe></p> tag:www.econsultancy.com,2008:BlogPost/68211 2016-09-01T11:56:00+01:00 2016-09-01T11:56:00+01:00 13 qualities that will help make you a great business leader Paul Rouke <p>Good leadership inspires people to become the best they can be and creates a platform that enables people to showcase and begin exploiting their true potential.</p> <p><img src="https://assets.econsultancy.com/images/0007/8301/FullSizeRender.jpg" alt="" width="581" height="435"></p> <h3>A story about bad leadership </h3> <p>In my mid-20s, I experienced bad leadership within a blue-chip company. I’m not exaggerating when I say my last three years at that company were the most frustrating, confusing and even angriest period in my working life.</p> <p>I was ambitious. I felt like I had a lot to offer my employer. I wanted to push myself; to take on new challenges. I challenged the status quo. I didn’t just come to work to do a job – I wanted to make a <em>difference</em>.</p> <p>I wanted to climb the ladder and increase my influence on those around me.</p> <p>Unfortunately, my manager (for their own reasons) wasn’t prepared to embrace my passion, drive, determination and creativity.</p> <p>I would regularly have to explain myself and my ideas. The feedback I got was most often negative and conclusive: </p> <ul> <li>“This isn’t going to work.”</li> <li>“There are other people that look after that.”</li> <li>“This isn’t part of your job description.”</li> <li>“Why don’t you just concentrate on your job?”</li> </ul> <p>I would often speak to people close to me to try and help me understand why my manager was entrenched in managing me in such a negative, condescending way.</p> <p>The general consensus was that my manager was probably afraid of my ambition, afraid that I may outshine them. </p> <p><em>What a crying shame that is.</em></p> <p>The nail that sealed the “I don’t ever want to experience bad leadership again” coffin was when a new role was being created in our growing team.</p> <p>It was a role that I felt I had the drive, passion and willingness to move in to and succeed in. It was a natural progression for my career.</p> <p>I was ready to stretch myself, I was ready to take on more responsibility. I was ready to increase my influence and impact on this blue-chip business. </p> <p>What was the feedback from my manager when I went to them expressing my interest in this role?</p> <blockquote> <p>We are going to look to bring someone in from outside the business. We want someone with more experience than you. It’s okay, there will be other opportunities for you in the future.</p> </blockquote> <p>Now my manager may have thought that dangling this carrot may have been enough to pacify me.</p> <p>As it turns out, I had stopped reaching for the carrot a long time before this exchange. I knew I was simply not going to be given the opportunity to exploit my potential with this manager.</p> <p>Around half-way through this three-year period of experiencing bad leadership, I started to ask myself these questions:</p> <ul> <li>“Why am I letting my manager hold me back?”</li> <li>“How am I going to break free from this?”“</li> <li>What more do I have to offer that I’m not being given the opportunity to do?”</li> </ul> <p>Unbeknown to my manager (whom I would continue to work for during the next 18 months), I made the decision that I would start taking control of my own destiny. I made the commitment to myself that I would no longer be held back.</p> <p>I decided that I was going to work for myself. I started moonlighting in summer 2004, and in summer 2006 I handed my notice in.</p> <p>I made a commitment to myself that I would never experience bad leadership in my career again.</p> <h3>A story about good leadership </h3> <p>It wasn’t until a few years in to being a freelancer that I started to consider the potential of hiring someone.</p> <p>My immediate thoughts were that if I do get in to the position of being able to offer someone a job, I was absolutely determined that my management style would be the complete opposite of what I had experienced.</p> <p>There is a well-known saying in business and leadership: “behaviour creates behaviour.”</p> <p>In addition, we all know how ideas, beliefs, experiences and perceptions all get ingrained within our minds over time. We also know how hard it can be to embrace change.</p> <p>For me, although I had never experienced good leadership, never mind truly inspirational leadership, I knew what bad leadership was and I was committed to doing things the right way.</p> <p>“Anyone who I manage and lead will be given the opportunity to exploit their true potential” was running through my DNA.</p> <p>It was in early 2008 when I hired my first employee. Since then, I have dedicated time and energy into developing a leadership approach that is true to my aim above.</p> <p>Here are some of the key attributes of being a good leader, alongside lessons that I've learned...</p> <h3>1. Hire exceptional people that have the potential to outshine you</h3> <p>The complete opposite of what I experienced. This ethos has been the key to the growth of my business.</p> <p>Everyone benefits too, as exceptional people are working alongside exceptional people.</p> <p><em>Some teams just work together. Good teams do great things together. Great teams grow together.</em></p> <h3>2. Praise your team regularly</h3> <p>In the hustle and bustle of daily life running a business and managing people, it can be very easy to miss out on providing praise and recognition when a team member goes above and beyond – or they just do something in their job description exceptionally well.</p> <p>I have learnt just how important and valued it is to provide praise to individuals, both one-to-one and in a group environment.</p> <p><em>After all we just want to do a good job and be respected, right?</em></p> <h3>3. Catch people in</h3> <p>Not only have I realised the importance of praising individuals, a lesson I have also learnt is how important it is to simply “catch people in”.</p> <p>The small things people do, the ideas they bring to the table, the creative way they are thinking.</p> <p>Highlighting the smaller details which add value to the day-to-day running of a business will encourage your team to speak up and champion larger ideas going forward.</p> <p><em>Never underestimate the importance of people feeling valued.</em></p> <h3>3. Take time to find the right people</h3> <p>You’ve heard the saying, “hire slow, fire fast”.</p> <p>Thankfully the second part isn’t one I have encountered regularly (though the phrase is applicable in a business case) but certainly hiring slowly has been a cornerstone of how we have built the team.</p> <p><em>Remember that exceptional people are out there, you just have to be patient to find them.</em></p> <h3>4. Trust people</h3> <p>When I employed just three people, I published an article titled '<a title="11 Values That Are Helping Me Build a Great Team at PRWD" href="https://www.prwd.co.uk/blog/news/11-values-that-are-helping-me-build-a-great-team/" target="_blank">11 Values That Are Helping Me Build a Great Team at PRWD</a>'.</p> <p>In many ways it is the beta version of this article. Point three was “have complete trust in new team members straight away” and this is so important.</p> <p><em>Trust your staff and see them flourish with the responsibility you have given them.</em></p> <h3>5. Throw people in at the deep end</h3> <p>As a direct follow-up on from hiring slowly, taking your time to find the right seat (or as one of my mentors Lily Newman champions, “get the right people on the bus”) can and should lead you on to having the opportunity to put new team members in the limelight very early on.</p> <p><em>When it comes to whether a new starter will sink or swim, have faith they will swim.</em></p> <h3>6. Encourage people to push themselves</h3> <p>Some people have a natural hunger and desire to push themselves.</p> <p>They want to embrace change, they want to take on new challenges and go outside of their comfort zone. Many people don’t have this natural hunger. </p> <p>People have a natural tendency to think less of their skills, experiences and ideas compared to those around them.</p> <p>If you don’t provide everyone - irrespective of their natural hunger - a platform and opportunity to open their mind, you are likely missing out on valuable insights to help your business, and the chance at helping your team realise the potential you see in them.</p> <p><em>Every human has the ability to offer more than they think – they just need to be inspired to go outside their comfort zone and think “what if I…”</em></p> <h3>7. Create ways for people to fast track their careers</h3> <p>One of the things that genuinely gives me goosebumps is when I see my colleagues doing things which they probably expected to only be doing years later – or not even at all.</p> <p>One of the areas we explore during the interview process is the candidate’s response to changes in their life, and what they feel about facing up one of humankind’s biggest fears, public speaking.</p> <p>I have been doing public speaking since 2009 and I am often able to provide my team with speaking opportunities within their first year of working in the business, something which took me over five years to reach.</p> <p><em>Leaders should harness what they have to help their team achieve things far quicker than then did.</em></p> <h3>8. Embrace the 34-hour working week (or don’t let the business completely consume your team)</h3> <p>I run an agency and there are few if any agencies who have a 34-hour working week. In fact, there are few businesses globally who have a 34-hour week.</p> <p>For me, even before I became a father for the first time, having a healthy work-life balance was crucial for me.</p> <p>There was no way I was going to let running a business mean I didn’t have much of a life outside of my business.</p> <p><em>There is no work-life balance – there is just a life balance that you have to work on.</em></p> <h3>9. Be human</h3> <p>Some would look at my leadership style and come to the conclusion that I’m a little too open; maybe I share too much.  </p> <p>The way I see it, I am just being a leader who isn’t afraid of exposing his weaknesses and explaining what he is working on in order to become a more positive leader.</p> <p>In this age of robots and artificial intelligence, being relatable and communicative with my team leads to stronger team dynamic; one built on trust and understanding.</p> <p>This will lead to a team working together and for one another, rather than simply logging their hours and ticking boxes.</p> <p><em>The more human you are, the more you connect with your team.</em></p> <h3>10. Be approachable</h3> <p>It is easy to get consumed with the day-to-day activities of running a business. It is easy to be in your “leadership bubble” and want to focus on just what is in front of you.</p> <p>Some people may perceive this as ‘unapproachable’.</p> <p>For me, I have learnt that being approachable, giving my team the confidence that, irrespective of their role or position in the business, they can come and talk to me, is invaluable.</p> <p>It ensures I am staying connected with my team, even when new levels of management are being created.</p> <p><em>Never underestimate the value of being approachable by any member of your team – it brings you even greater respect from everyone.</em></p> <h3>11. Be genuine</h3> <p>I have to hold my hands up and say 'Be Genuine' is one of my company’s brand values, alongside 'Be Expert', 'Be The Change', 'Be Experimental', 'Be Open' and 'Be Happy'.</p> <p>Being genuine and having integrity is absolutely essential if you are to create a culture that empowers people to want to be the best they can be.</p> <p>Being frank and honest and showing some of the inner workings of the business, whether good or bad, isn’t a case of “showing too much” or “worrying your team” – it is simply demonstrating that you are real.</p> <p>With your team believing in you and sharing in your vision as a result, it will only help you and your business grow and flourish.</p> <p><em>Don’t try to be someone that you aren’t – just be yourself and you will be respected.</em></p> <h3>12. Be transparent</h3> <p>I have huge amounts of admiration for the brand Crew. It is one of the most open and transparent businesses I have come across.</p> <p>The leadership style within Crew is the complete opposite of the vast majority of businesses.</p> <p>It reminds me of one of the statements from the exceptional book ‘REWORK’ that has stayed with me for a long time – “out-teach your competition, don’t be afraid of explaining how you do what you do – customers will respect you and come to you.”</p> <p><em>Expose areas of your business that will encourage your team to have a greater sense of belonging.</em></p> <h3>13. Have humility</h3> <p>One of the greatest lessons I have learnt during my entrepreneurial journey is that no matter how much knowledge and experience you amass, you should never disrespect or disregard the ideas and opinions of other people.</p> <p>Always provide people with the opportunity and confidence to share with you their very best ideas, especially if it’s in a subject area you aren’t an expert in.</p> <p>Humility is actually the cornerstone of my article <a title="Re-invented HiPPO" href="https://econsultancy.com/blog/68080-it-s-time-to-reinvent-the-hippo/" target="_blank">“Re-invented HiPPO”</a>. The new HIPPO entails a list of attributes to which we should all aspire: Humility, Integrity, Passion, Positivity and Openness.</p> <p><em>Respecting other people is one of the greatest ways to build trust and confidence.</em></p> <h3>So...</h3> <p>What does good or bad leadership mean to you?</p> <p>What leadership traits are you experiencing as an employee? Are they providing you with the platform from which you can exploit your true potential?</p> <p>If you are a leader, what is it that you feel gets the very best out of your team?</p> tag:www.econsultancy.com,2008:BlogPost/68218 2016-08-26T14:42:52+01:00 2016-08-26T14:42:52+01:00 What can be done to address the gender pay gap in digital roles? Nikki Gilliland <p>As always, there’s been a LOT of hoopla on social media since <a href="https://www.ifs.org.uk/publications/8428">the findings were reported</a>, with some dismissing the pay gap as a myth and a natural result of mothers opting to work part-time.</p> <p>With the average hourly pay for women being 18% less than men, there’s no denying that the gender pay gap remains a huge cause for concern.</p> <p><img src="https://assets.econsultancy.com/images/0007/8353/IFS.JPG" alt="" width="610" height="423"></p> <p>But what about when it comes to digital roles?</p> <p>The IFS report directly backs up findings from our <a href="https://econsultancy.com/reports/career-and-salary-survey-report-2016/?utm_source=youtube&amp;utm_medium=social&amp;utm_campaign=econ%20blog" target="_blank">Career and Salary Survey</a>.</p> <p>In terms of digital specialists, our research discovered that on average men are receiving £8,202 more than women – resulting in a pay gap of 17.7%. </p> <p>What’s more, there is a difference of 18.1% within general marketing roles, with men being paid an average salary of £8,273 more than women.</p> <p><img src="https://assets.econsultancy.com/images/0007/8354/Gender.JPG" alt="" width="750" height="605"></p> <p>So what can we do about it?</p> <p>Vinne Schifferstein Vidal, Global Digital Category Director at Pearson suggests that, while it’s important for changes to be made, a more equal footing will ultimately benefit organisations as much as individuals.</p> <blockquote> <p>Teams (and therefore companies) thrive by having a mixed set of people, and that’s gender but also skill-set, culture and nationality.</p> </blockquote> <p>In terms of government involvement, Vinne suggests that it’s not necessary, highlighting the fact that the gap is already smaller than it was 10 years ago.</p> <blockquote> <p>I think it’s up to companies, as well as both males and females themselves, to figure it out.</p> <p>Out of the next generation that’s coming into the workplace, females are earning more than males. So, it is already changing, and we just need to keep at it. </p> </blockquote> <p>It is certainly true that the pay gap has lessened – it was 28% in 1993 and 23% in 2003.</p> <p>And while the IFS suggests that this is due to better conditions for lower-paid women rather than advancements for women in higher roles – a new wave of girls studying STEM subjects could be a factor.</p> <p>Where science, technology, engineering and maths were once seen as typically male subjects (leading to male-dominated careers like graphic design and web development), youngsters are now realising that this doesn't have to be the case.</p> <p>With non-profit organisations like Girls Who Code on a mission to close the gender gap in technology, progress is being made. </p> <p>Meanwhile, the statistic that male managers are 40% more likely to be promoted over females is a sobering reminder that a lot more work needs to be done.</p> <p><em>Watch Vinne's answers in full:</em></p> <p><iframe src="https://www.youtube.com/embed/jInjt2T3vmk?list=PL1-kPkZBw50G5af50RWyZQktGWjOkGxLI&amp;wmode=transparent" width="854" height="480"></iframe></p> <p><strong><a href="https://www.youtube.com/playlist?list=PL1-kPkZBw50G5af50RWyZQktGWjOkGxLI" target="_blank">Click here</a> to view more interviews in our Digital Smarts series.</strong></p>