tag:econsultancy.com,2008:/topics/customer-experience Latest Customer Experience content from Econsultancy 2016-05-03T09:47:48+01:00 tag:econsultancy.com,2008:BlogPost/67801 2016-05-03T09:47:48+01:00 2016-05-03T09:47:48+01:00 A day in the life of... Head of Digital Product Management at RS Components Ben Davis <h3><strong>Please describe your job! What does a Head of Digital Product Management do?</strong></h3> <p>As head of digital product management, I am responsible for looking after our online customer experience across UK, EMEA &amp; APAC.</p> <p>This involves spending time to truly understand our customers’ needs and look at ways to provide them with an more intuitive experience to make their lives easier, more convenient and making RS Online an instinctive preference for our customers. </p> <p><img src="https://assets.econsultancy.com/images/0007/4486/nicki.jpg" alt="nicki" width="350"></p> <h3><strong>Whereabouts do you sit within the organisation? Who do you report to?</strong></h3> <p>I report to the VP of Digital, who is responsible for getting traffic to the site via <a href="https://econsultancy.com/reports/search-engine-marketing-seo-digital-marketing-template-files">search engine marketing</a> (SEM) and providing people with a delightful experience when they arrive to turn new customers into converting &amp; loyal customers.</p> <h3><strong>What kind of skills do you need to be effective in your role?</strong></h3> <p>You need to really care about <a href="https://econsultancy.com/training/courses/creating-superior-customer-experiences/">the customer experience</a>, which starts and ends with your customers.</p> <p>This is heavily supported by an analytical mind-set, to identify and find opportunities to improve the performance of our online channel.</p> <p>As well as this, the digital world is ever changing and you have to be dynamic and agile in your thinking, finding ways of delivering value early for the benefit of your customers and the overall business.</p> <h3><strong>Tell us about a typical working day…</strong></h3> <p>The days vary and are always exciting – whether it be joining a daily stand-up with one of the agile teams to be part of the great improvements we are making to the experience, or collaborating with our colleagues in other markets to look at how we can provide more relevant marketing to our customers.</p> <p>Every day is fast paced and requires you to work with a wide variety of stakeholders across the business to drive the RS brand forward.</p> <h3><strong>What do you love about your job? What sucks?</strong></h3> <p>Some would say it’s a bit sad, but I honestly love everything about my job!</p> <p>I love the ever-changing digital world and the evolving nature of technology to allow businesses to engage with customers on an individual level and offer them tailored experiences and marketing.</p> <p>Our organisation has a collaborative culture at the heart of it and there is always a great buzz across the digital hubs, working through customers' pain points and finding innovative ways to overcome them, taking an <a href="https://econsultancy.com/blog/67346-agile-development-what-do-marketers-need-to-know">agile</a> way of working to get improvements to market in rapid time and continuing to iterate and test thereafter.</p> <p><em>Filtered search - just one of the features that improves UX on the RS website</em></p> <p><img src="https://assets.econsultancy.com/images/0006/9382/Screen_Shot_2015-11-24_at_10.25.10.png" alt="filtered search" width="615"></p> <h3><strong>What kind of goals do you have? What are the most useful metrics and KPIs for measuring success?</strong></h3> <p>As a business we want to provide our customers with a world class digital experience that allows them to achieve their objective whenever they trade with RS online.</p> <p>The metric that we find most useful to measure this is NES (Net Ease Score), as it provides a strong indication of what our customers are finding challenging.</p> <p>We then supplement this with a wealth of metrics to understand where customers are departing and how we can look to retain them.</p> <h3><strong>What are your favourite tools to help you to get the job done?</strong></h3> <p>I would say that the tools I like the most are Adobe to get the insight, JiRA to manage our backlogs and visions, and Excel to crash all the insight and data together to identify opportunities.</p> <h3><strong>How did you get started in the digital industry, and where might you go from here?</strong></h3> <p>I started my life in digital as a developer building websites, then quickly progressed into the commercial side of digital looking at ways to optimise experiences for commercial gains.</p> <p>I have been doing this for some time now and have a real passion for business and believe that digital is the driver to business growth.</p> <p>I would like to think I can continue to progress my career and contribute to the overall growth of the business, making RS a standout example of great online experiences across B2B and B2C.</p> <h3><strong>Which brands do you think are doing digital well?</strong></h3> <p>I have a personal affinity with John Lewis. I really like the brand positioning and the way that everyone in the organisation is a part of the great customer experience whether it be online or in store.</p> <p>The online experience is clean and simple, yet highly functional, making shopping an enjoyable experience – something I always think is the ultimate measure of success!</p> <h3><strong>Do you have any advice for people who want to work in the digital industry?</strong></h3> <p>Put yourself in the shoes of the customer, we are all customers and we have a good idea of what great customer experience is.</p> <p>If you want to be successful in digital, understand your customer’s needs, be dynamic and innovative in your thinking, focus on value and execute incredibly well.</p> <p>Plus it always helps to enjoy what you do, and make others feel part of something special; true collaboration is the recipe to success.</p> <p><em>If you're looking for a new challenge in digital, see the <a href="https://jobs.econsultancy.com/">Econsultancy jobs board</a> or benchmark your own digital knowledge using our <a href="https://econsultancy.com/training/digital-skills-index-lite/">Digital Skills Index</a>.</em></p> <p><em>Alternatively, if you already work in the digital industry and would like a Day In The Life profile, you can email us via press@econsultancy.com.</em></p> tag:econsultancy.com,2008:BlogPost/67793 2016-04-29T10:05:11+01:00 2016-04-29T10:05:11+01:00 15 startling digital marketing statistics from this week Ben Davis <h3>Organic social visitors have 4% higher AOV than average at MADE.COM</h3> <p style="font-weight: normal;">Hannah Pilpel, social project manager at MADE.COM, <a href="https://econsultancy.com/blog/67778-made-com-on-the-value-of-social-commerce">gave us an interview</a> this week.</p> <p style="font-weight: normal;">She let slip some very interesting figures about the value of social to ecommerce.</p> <ul> <li>People who came to MADE.COM from organic social had an average order value 4% higher than the site average in Q1 2016. </li> <li>Users who visited MADE Unboxed (MADE.COM's own social network / community hub) during their visit had 3x higher dwell time and an average order value up 16% on the site average in Q1.</li> <li>Collections with videos have sold four to nine times more pieces than those without.</li> </ul> <p style="font-weight: normal;"><img src="https://assets.econsultancy.com/images/0007/4269/made.com.gif" alt="made.com video" width="427" height="306"></p> <h3>Internal competition hindering digital transformation</h3> <p style="font-weight: normal;">Forrester and Squiz have a <a href="https://econsultancy.com/blog/67792-what-does-startup-culture-really-mean-how-can-it-help-big-businesses-transform/">new report on digital transformation</a> that reveals some startling news.</p> <p style="font-weight: normal;">43% of firms with a mature digital strategy see competing departments wanting to own digital as the most significant barrier to effective digital transformation.</p> <p style="font-weight: normal;">Other findings from the survey of 410 IT and business decision makers include:</p> <ul> <li>54% say that fostering a culture of innovation is a critical enabler of digital business.</li> <li>89% are planning to improve partnerships with external startups and accelerators in order to innovate.</li> </ul> <h3>51% of UK searchers can't spot a paid ad</h3> <p>Ofcom's annual Media Use and Attitudes report is fascinating as always.</p> <p>We <a href="https://econsultancy.com/blog/67783-five-key-findings-for-marketers-from-ofcom-s-media-report/">covered it fairly extensively</a> - here are some highlights.</p> <ul> <li>18% of searchers think that if a website has been listed it must be accurate and unbiased.</li> <li>12% say they have not thought about it.</li> <li>8% say they do not know.</li> </ul> <p>Away from search, the continued rise of very successful intermediaries such as Facebook means users are discovering fewer new websites and apps.</p> <p><img src="https://assets.econsultancy.com/images/0007/4277/Screen_Shot_2016-04-25_at_13.06.11.png" alt="app usage" width="615"></p> <h3>Average product page conversion rate is 7.91%</h3> <p>Receiptful has conducted <a href="https://receiptful.com/academy/product-page-conversion-rates-report/">a large study</a> of 2,687 online stores and found the average product page conversion rate is 7.91%.</p> <ul> <li>For one site studied this was as high as 49.73% of its product page traffic turning into sales.</li> <li>The median product conversion rate is 5.97%.</li> <li>At the low end, some brands convert only 0.10% of the traffic that hits their product pages.</li> </ul> <p>Of course, although global <a href="https://econsultancy.com/reports/conversion-rate-optimization-report/">conversion rates</a> have been estimated in many studies (usually given as 2-3%), the undertaking is somewhat arbitrary, given that conversion rate is influenced by so many factors (from product to web design to marketing).</p> <p><img src="https://assets.econsultancy.com/images/0007/4444/Screen_Shot_2016-04-28_at_18.20.12.png" alt="conversion findings" width="615"></p> <h3>UK newspapers lose £155m in print advertising</h3> <p>The total UK ad market grew 7.5% to £20.1bn in 2015, the fastest rate of growth since 2010.</p> <p>However, Warc's <a href="http://expenditurereport.warc.com/">Expenditure Report</a> shows it's far from a rosy picture for print.</p> <p>National newspapers endured an 11% fall in ad revenue to £1.2bn in 2015.</p> <ul> <li>Cinema advertising was up 21%.</li> <li>Internet advertising grew 17.3% in 2015 to £8.6bn.</li> <li>Mobile ad spend was up 61% to £2.6bn.</li> <li>TV advertising was up 7.3% to £5.2bn. </li> </ul> <h3>Bing has 11% of worldwide PC searches</h3> <p>Microsoft's Q1 earnings revealed the current hold that Bing has in the global search market. </p> <ul> <li>Bing now has 31.1% of the US PC search market,</li> <li>17.3% of the UK market,</li> <li>and 11% worldwide.</li> </ul> <p>That equates to 16bn monthly searches globally. What the figures look like across all devices, well, I'm not sure.</p> <h3>Mobile and desktop experiences are on a par in the travel industry</h3> <p>eDigitalResearch conducted a <a href="https://edigitalsurvey.com/survey/do/session/a05c412c3ca4e479999eb6883bf5d4dcbbb4dc8e581d88f02a892104bdea1f75/restart_url/L3N1cnZleS9lbnRlci9zL0VTVi04MzQ0MTM3ODA/is_entering/1">travel benchmark report</a> based on user testing of a variety of travel websites.</p> <p>For the first time, mobile experiences are now rated on a par with desktop with both touchpoints achieving an overall average score of 84%.</p> <p><a href="https://econsultancy.com/blog/66362-is-booking-com-the-most-persuasive-mobile-website-in-the-world">Booking.com</a> tops the standings for a fifth consecutive time.</p> <p><img src="https://assets.econsultancy.com/images/0007/4448/Screen_Shot_2016-04-28_at_18.36.04.png" alt="travel ux" width="615"> </p> <h3>39% of telcos display a phone number on their homepage</h3> <p>A further 20% show a phone number after one click.</p> <p><a href="https://nowinteract.com/telecoms/lack-proactive-contact-channels-harming-telcos/">Now Interact's research</a> looked at 54 leading telecoms companies across the US and Europe and found that:</p> <ul> <li>Despite 56% of telcos analyzed displaying a phone number within the order flow, only 6% connect the visitor directly with the right call centre agent.</li> <li>78% of all channels offered to website visitors were offered in a reactive way – visitors have to seek out a channel in order to use it.</li> </ul> <h3>16% of UK adults will never complain in person</h3> <p>Review platform Trustpilot found that two thirds of Brits (66%) will avoid confrontation where possible, and 16% are so shy that they will never complain in person.</p> <p>50% feel they can express themselves better online than they can in person.</p> <p>The online poll of 2,000 UK adults was conducted by One Poll in April 2016. Sadly, I don't have a link.</p> <h3>Programmatic display viewability improved 62% year-on-year</h3> <p><a href="https://econsultancy.com/reports/programmatic-branding">Programmatic media</a> trading volume has maintained robust growth rates both globally and across Europe in Q1 2016.</p> <p>Accordant Media's <a href="http://pages.accordantmedia.com/l/120912/2016-04-19/2xnnr5%20">Programmatic Media Market Pulse</a> revealed the following: </p> <ul> <li>Q1 2016 RTB media auction volume jumped 217% year-over-year.</li> <li>Viewability is improving by 62% year-over-year and non-human traffic (NHT) decreasing by 81%.</li> <li>Smartphones accounted for 71% of all mobile programmatic transactions in Q1, up from 59% in Q4.</li> <li>Cross-device marketing can lead to a 19% higher conversion rate.</li> </ul> <p><img src="https://assets.econsultancy.com/images/0007/4445/Screen_Shot_2016-04-28_at_18.25.56.png" alt="programmatic trends" width="615"> </p> <p><img src="https://assets.econsultancy.com/images/0007/4446/Screen_Shot_2016-04-28_at_18.26.09.png" alt="programmatic trends" width="300">  <img src="https://assets.econsultancy.com/images/0007/4447/Screen_Shot_2016-04-28_at_18.27.00.png" alt="programmatic trends" width="300">  </p> <h3>73% of Brits do not expect to be paying with cash in five years’ time</h3> <p>Starcom's study of 1,500 Brits also suggested that half the nation currently distrusts cashless technology</p> <p>No link I'm afraid.</p> <h3>Insurance companies answer only 40% of Facebook queries</h3> <p>The sector is delivering excellent service on email (answering 80% of questions), but lags behind on Twitter (50%) and Facebook (40%). </p> <p><a href="http://www.eptica.com/resources/white-papers">Eptica reviewed</a> 100 major UK insurance brands (find the methodology in the report).</p> <ol> <li>Response times range from eight minutes to over five days and few companies deliver consistent answers across different channels.</li> <li>Every brand included in the study had a presence on Twitter, but only half responded successfully to a tweeted query.</li> <li>Email response rate (80%) has improved dramatically from 50% in 2015.</li> </ol> <p><img src="https://assets.econsultancy.com/images/0007/4450/Screen_Shot_2016-04-28_at_18.47.48.png" alt="insurance experience" width="615" height="481"></p> <h3>51% of Europeans will check digital sources daily to catch up during Euro 2016</h3> <p style="font-weight: normal;">And 88% will check in at least once per week.</p> <p style="font-weight: normal;">RocketFuel's research (no link I'm afraid) also concludes:</p> <ul> <li>Nearly half of Europeans are planning to use online video to catch up on games (51%).</li> <li>Half of fans are planning to use the internet more than they have in previous years, and 57% will access Euro 2016 content wherever they are.</li> </ul> <p style="font-weight: normal;">TV viewing still dominates, but:</p> <ul> <li>66% said they’ll watch more TV.</li> <li>41% will increase their desktop use.</li> <li>37% will increase their smartphone use.</li> <li>27% use a tablet more.</li> </ul> <h3>Two thirds of fashion traffic is now mobile</h3> <p><a href="http://blog.affiliatewindow.com/wp-content/uploads/2016/03/Fashion-Focus-White-Paper.pdf">Affiliate Window's internal data</a> confirms that:</p> <ul> <li>More than 50% of multi-device sales occur one week after the cookie is dropped.</li> <li>65% shop across multiple devices.</li> </ul> <p><img src="https://assets.econsultancy.com/images/0007/4449/Screen_Shot_2016-04-28_at_18.41.15.png" alt="fashion web traffic" width="615"></p> <h3>John Lewis the biggest desktop PPC spender in 2015 for home decor</h3> <p>John Lewis has been named as the biggest UK paid search advertiser on 500 selected keywords in the home décor sector.</p> <p>All fitted wardrobe fans will be pleased to see the term topping the tables for PPC spend (according to new research released today by the Kantar Media company AdGooroo).</p> <p>The study examined Google desktop activity on 500 non-branded search terms in the year ending January 2016.</p> <ul> <li>£45.5m was spent by 4,892 advertisers on 500 non-branded home décor keywords in 2015.</li> <li>After John Lewis, Argos, Amazon, blind retailer Hillarys and US furniture retailer Wayfair invested most in paid search advertising on the keyword group.</li> <li>But although John Lewis spent the most on the keywords in the study, the data reveals that Amazon attracted the most clicks.</li> </ul> <p><img src="https://assets.econsultancy.com/images/0007/4451/Screen_Shot_2016-04-28_at_19.07.37.png" alt="kantar ppc analysis" width="615" height="597">  </p> tag:econsultancy.com,2008:BlogPost/67776 2016-04-27T01:30:00+01:00 2016-04-27T01:30:00+01:00 Joining up offline & online data channels in Singapore Jeff Rajeck <p>One of the biggest barriers to success, though, is joining up online and offline channels data.  </p> <p>So, <strong>how are companies handling to the O2O data challenge?</strong></p> <p>To find out, Econsulancy recently invited dozens of client-side marketers in Singapore to discuss progress on this and other CX topics.  </p> <h3>About the roundtables</h3> <p>The roundtables covered three topics all related to CX and were moderated by subject matter experts from Econsultancy and our event sponsor IBM. </p> <p>Delegates brought experiences from many different companies and industries and they openly discussed their success stories and challenges with the group.</p> <p>Below is a summary of the main talking points taken from the discussions around joining up online and offline data channels.</p> <p><img src="https://assets.econsultancy.com/images/0007/4244/cx.jpg" alt="" width="800" height="533"></p> <h3>What is O2O?</h3> <p>In order to figure out how companies were joining data from both online and offline channels, participants on the day first wanted to define what O2O meant to their brands.</p> <p>They arrived at three high-level definitions. To the attendees, O2O meant delivering: </p> <ul> <li>A non-stop loop of activation.</li> <li>Seamless brand presence.</li> <li>And a lasting impression.</li> </ul> <p>For each of these, participants offered real-world examples and thoughts about the data required to make them happen.</p> <h3>A non-stop loop of activation</h3> <p>If there is one thing which is always top of mind for marketers it is activating visitors and making them customers.  </p> <p>Too often, however, online and offline activations are siloed, as are the resulting customer data.</p> <p>What businesses should aim for instead, according to participants, is connecting existing online and offline customer activation initiatives.</p> <p>Doing so will amplify reach, conversions, and tracking and create a 'non-stop loop of activation.'</p> <p>The aim is an O2O campaign which is more than the sum of its parts. ROI will increase for both the online and offline portions.</p> <h4>Example</h4> <p>An example of this virtuous circle was Singtel's 'Need 4G Speed' campaign. </p> <p>The goal was to encourage more customers to recontract and purchase devices which supported the new 4G service.  </p> <p>Singtel used both online and offline advertising for the campaign and highlighted a hashtag (#need4gSpeed) in each.</p> <p>When potential searched the hashtag on Twitter they found a series of entertaining videos created with the help of a local celebrity and suggestions from the public.  </p> <p>Once there, visitors were encouraged to register online, visit a Singtel shop and participate in creating the videos.</p> <p>The online to offline experience started with a single piece of data, the hashtag, which then led visitors to more promotional, as well as entertaining, content.</p> <p><img src="https://assets.econsultancy.com/images/0007/4237/need4gspeed.jpg" alt="" width="800" height="450"></p> <h3>Seamless brand presence</h3> <p>Another aspect of CX which requires both online and offline data is ensuring that the customer has a consistent brand experience.</p> <p>This is becoming more important as the buyer's journey involves an increasing amount of touchpoints.  </p> <p>A brand which cannot offer consistent information along the journey is at risk of looking out-of-touch with the customer.</p> <p>With the right data, though, offers and recommendations can be made through both online and physical channels, say at point-of-purchase for someone using a loyalty card.</p> <p>Using data in this way has an impact across the whole marketing ecosystem, according to one participant.  </p> <p>Another suggested that brands will be using data more in this way now that convenience, offers and recommendations are valued over privacy by most consumers.</p> <p>The importance of the customer journey to marketers was highlighted in a recent global survey by Econsultancy, <a href="https://econsultancy.com/reports/understanding-the-customer-journey/">Understanding the Customer Journey: More Than Just Online</a>.</p> <p><img src="https://assets.econsultancy.com/images/0007/4239/Capture.PNG" alt="" width="626" height="430"></p> <p>Survey respondents indicated that understanding the customer journey had wide-ranging benefits from identifying cutomer pain points to driving revenue and profits.  </p> <p>Managing online and offline data effectively can help accomplish these goals to a great extent.</p> <h3>Lasting impression</h3> <p>The third way that high-quality O2O management affects CX is by leaving a positive, lasting impression of the brand with the customer.</p> <p>With the right data, brands can design promotions which are impactful at each touchpoint:</p> <ul> <li>Offline promotions to drive online behavior.  </li> <li>Online promotions to drive online visits.</li> </ul> <p>This may sound easy, but execution is very complicated.</p> <p>One participant said that the key to driving this sort of behaviour is to first be able to segment your offers, then to target the segments with offers which speak specifically to their goals.  </p> <p>Brands, then, create bridges between the online and offline through relevant and personal campaigns.</p> <h4>An example</h4> <p>Starbucks is a great example of a company that has been able to create a lasting brand impression through its use of both online and offline channels.</p> <p>Visitors who register with Starbucks and pre-pay their loyalty card unlock useful features on an app.</p> <p>The app allows smartphone users to:</p> <ul> <li>Pay for an order.</li> <li>Earn points.</li> <li>Place and pay for a customized order before arriving.</li> <li>Send gift cards.</li> <li>And even find out what songs are being played at their local Starbucks.</li> </ul> <p>Then, when the person visits the store and pays with the app, Starbucks can register their visit and use it to make better, more relevant offers for the customer.</p> <p>One participant said linking up online and offline data to this extent is almost like placing an 'offline cookie' on the customer.</p> <p><img src="https://assets.econsultancy.com/images/0007/4240/starbucks_reward_card_singapore.jpg" alt="" width="800" height="534"></p> <h3>So...</h3> <p>Joining up online and offline data is essential for brands that are trying to provide excellent CX through both physical and digital channels.</p> <p>Doing so well allows brands to create virtuous circles of activations, a brand presence which extends between the mediums, and leave a lasting impression on customers to keep them coming back for more.</p> <h3>A word of thanks</h3> <p>Econsultancy would like to thank all of the client-side marketers who participated on the day and our sponsor for the event, IBM.</p> <p>We would like to extend a special thanks to the table moderator for the Joining Up Online and Offline Channels Data table, <strong>Bilal Serlaman, Regional Marketing Manager of APAC &amp; ANZ at EXFO.</strong></p> <p>We appreciate all of the helpful discussion points participants provided on the day and we hope to see you all at our upcoming Econsultancy events!</p> <p> <img src="https://assets.econsultancy.com/images/0007/4243/Untitled.jpg" alt="" width="800" height="547"></p> tag:econsultancy.com,2008:Report/4107 2016-04-25T11:30:00+01:00 2016-04-25T11:30:00+01:00 Digital Shift Report: Q2 2016 <p><a href="https://econsultancy.com/reports/digital-shift"><strong>Digital Shift</strong></a>, a quarterly service from Econsultancy, is intended as <strong>a guide to support strategic thinking</strong>.</p> <p>Focused tightly on digital technologies, marketing and ecommerce, it’s about <strong>delivering actionable insight on trends that will be significant in the short to mid-term</strong>, and which can be used to generate new ideas, improve business performance and stay ahead of the competition.</p> <p>The <strong>Q2 2016 report</strong> explores the most notable developments impacting digital marketing this quarter. The critical shifts are summarised below:</p> <ul> <li> <strong>Near-term marketing trends.</strong> Econsultancy’s <a title="Quarterly Digital Intelligence Briefing: 2016 Digital Trends" href="https://econsultancy.com/reports/quarterly-digital-intelligence-briefing-2016-digital-trends/">research</a> into near-term digital trends reveals an increasing focus on personalisation, attribution and content optimisation as part of the all-encompassing focus on customer experience.</li> <li> <strong>Growing complexity or simplicity in martech?</strong> With apparent growing complexity in the marketing technology landscape, we look at a useful classification of martech and whether the concept of a joined-up martech stack might actually become easier to put together.</li> <li> <strong>Algorithms and artificial intelligence (AI).</strong> Algorithms are more important than ever for marketers, and likely to become even more so. We look at the implications of increasing algorithmic curation, and some concepts that speak to how algorithms and AI are making real leaps forward in capability.</li> <li> <strong>Chatbots and AI.</strong> Suddenly, everyone is talking about chatbots. We consider their role in marketing, their likely future, and some interesting examples of brands already taking steps into the world of chatbots.</li> <li> <strong>Conversational commerce.</strong> With a growing focus on conversational interfaces, what could this mean for the future of retail and commerce? Could it actually mean a reinvention of traditional forms of UX, new skills, but also entirely new opportunities for brands looking for new commerce opportunities?</li> </ul> <p><strong>Download a copy of the report to learn more.</strong></p> <p>You can access the <strong>previous Digital Shift report (Q1 2016)</strong> <a title="Digital Shift Report: Q1 2016" href="https://econsultancy.com/reports/digital-shift-report-q1-2016/">here</a>.</p> <p><iframe src="https://www.youtube.com/embed/wP5zFG2v1Xw?wmode=transparent" width="560" height="315"></iframe></p> tag:econsultancy.com,2008:BlogPost/67774 2016-04-25T10:24:00+01:00 2016-04-25T10:24:00+01:00 Seven ways to humanise your brand through content marketing Anna Francis <p>Behind every brand is a human being that is passionate about the industry they work in and is driven by their area of expertise.</p> <p>But how do we make the human side of a brand come across? Being authentic in your content marketing efforts is key.</p> <p>If your audience doesn’t feel like they are talking to and engaging with a real human being, they will likely lose any connection they have with your brand and start to look elsewhere for a brand they can relate to.</p> <p>If your social media accounts look robotic, and the content you post becomes repetitive, you will start to lose your fans and followers and may even drive customers away.</p> <p><a href="https://econsultancy.com/training/courses/digital-content-strategy/">Content marketing</a> provides the perfect way to humanise your brand, so here are a few ways to get you started:</p> <h3>1. Use buyer personas</h3> <p>A humanised approach to content marketing means focusing on the behaviours, goals, and needs of your target audience first and foremost.</p> <p>Content marketing that is solely focused on sales and conversions takes any human connection away, resulting in corporate-based processes and communication.</p> <p>You need to know who your audience is in order to create content that meets their goals and needs.</p> <p><a href="https://yougov.co.uk/profileslite#/" target="_blank">YouGov’s Profiler</a> and Google Analytics are great places to discover more about your audience.</p> <p>For more on this, read:</p> <ul> <li><a href="https://econsultancy.com/blog/66976-are-your-audience-personas-really-helping-to-inform-your-content-strategy/">Are your audience personas really helping to inform your content strategy?</a></li> </ul> <h3>2. Write for people, not bots</h3> <p>The easiest way to humanise your brand is to talk to your audience whenever you get the chance.</p> <p>Remember that you are writing for people, not search engines, and while optimising your content for search is important, you don’t want to detract from your brand’s personality with keyword stuffing, misleading headlines, and bland topics.</p> <p><img src="https://assets.econsultancy.com/images/0007/4229/robot.jpg" alt="" width="760" height="632"></p> <p>Make sure your readers’ interests and requirements are always at the front of your mind when you publish content.</p> <p>You are writing for another human and therefore their experience of your content and site is important.</p> <p>You want them to see your content as helpful and informative, and come back to your site time and time again, with the end goal of a conversion.</p> <h3>3. Tell a story</h3> <p>With so many forms of communication available online, it’s important for brands to tell a meaningful story through a clearly thought-out content marketing strategy.</p> <p>What started out in TV and print adverts has now evolved online to include a wealth of social media marketing, with brands focusing on the people who use their products, rather than simply the products themselves.</p> <p>Dove has a really good example of this with its ‘Real Beauty’ sketches video.</p> <p><iframe src="https://www.youtube.com/embed/XpaOjMXyJGk?wmode=transparent" width="615" height="346"></iframe></p> <p>Using blog posts, pictures, videos and live engagement, brands can tell a story and show their human side through the content that they produce.</p> <p>The stories that are the most successful are those that generate emotion and social engagement and help the audience to feel closer and more connected to the brand.</p> <h3>4. Keep up Your Engagement</h3> <p>Many brands see social media as a platform on which they can promote their products and services to a relevant audience.</p> <p>While this can be a good place for self-promotion, it’s best to keep the 80/20 rule in mind and try not to drive followers away with constant promotional noise.</p> <p><img src="https://assets.econsultancy.com/images/0007/4228/80_20.jpg" alt="" width="240" height="177"></p> <p>Social media should be used to build relationships with your target audience, and the easiest way to do that is to show them your brand’s human side by connecting with them in a real, meaningful way.</p> <p>Different customers will engage with your brand through different social media channels, so it is important to remain consistent with how and when you interact with your audience.</p> <h3>5. Think like a journalist</h3> <p>The best thing about content marketing is that it allows thought-leaders within different industries to demonstrate their expertise by communicating directly with readers.</p> <p>This gives the reader more value than a traditional news outlet, as content comes from a more authoritative source and is therefore more likely to provide detailed insight into a specific area or topic.</p> <p>By writing about current trends and news that relate to your brand, you are automatically encouraging natural engagement from a large audience and presenting yourself as a personable, knowledgeable business that people can turn to for advice.</p> <h3>6. Create experiences</h3> <p>It’s good to provide your audience with information that is of use to them, but it’s even better to entertain your audience, connect with them, and keep them coming back for more.</p> <p>Use videos and pictures to keep them up to date and share funny, serious, and interesting moments with them as they happen.</p> <p>By creating an experience around your brand, you are showing your customers that you want to involve them in your business and increasing your brand awareness.</p> <p>By using the human aspects of your brand and showing your humorous/emotional/personable side, you are drawing in your audience and providing them with entertaining or interactive content.</p> <p>This encourages them to connect with the people behind the business, not just the external face of the brand.</p> <p>For inspiration, check out these posts:</p> <ul> <li><a href="https://econsultancy.com/blog/66793-19-tasty-examples-of-content-marketing-from-the-fast-food-industry/">19 tasty examples of content marketing from the fast food industry</a></li> <li><a href="https://econsultancy.com/blog/65518-six-examples-of-interesting-content-from-boring-businesses/">Six examples of interesting content from ‘boring’ businesses</a></li> <li><a href="https://econsultancy.com/blog/66620-10-inspiring-content-marketing-examples-from-charities/">10 inspiring content marketing examples from charities</a></li> </ul> <h3>7. Listen &amp; respond</h3> <p>One of the best things about online marketing is that your audience has a platform on which they can comment, reply to, and share your content.</p> <p>It’s one thing to listen to what they have to say, and a whole other ball game to actually show you have listened by responding to them with an action.</p> <p>When you take what someone has said on board, you gain their trust and respect, and, most importantly, build brand loyalty.</p> <p>You could be responding to them by answering questions as quickly as possible or fully reacting to customer feedback by introducing a new loyalty scheme.</p> <p>Just the fact that you have taken on board what your customers have said to you on a human level will make them like you, stay with you, and tell all their friends and family about you.</p> <h3>In conclusion...</h3> <p>In a busy world of digital marketing, you need to stand out from your competitors, and shouting the loudest isn’t always the best way to do that.</p> <p>It’s not about what you say, it’s about how you say it and who’s listening.</p> <p>Think about who your audience is and talk to them as you would a friend.</p> <p>A little can go a long way when it comes to human interaction and regular engagement – just keep your tone and content consistent, and try to be reactive online.</p> tag:econsultancy.com,2008:BlogPost/67769 2016-04-21T15:19:06+01:00 2016-04-21T15:19:06+01:00 The rise of Amazon's private labels shows the perils of not owning your data & customers Patricio Robles <p>As <a href="http://www.bloomberg.com/news/articles/2016-04-20/got-a-hot-seller-on-amazon-prepare-for-e-tailer-to-make-one-too">detailed by</a> Bloomberg's Spencer Soper, Amazon's private label brand, AmazonBasics, has grown to more 900 products.</p> <p>And its expansion appears to be driven by insights the mega-retailer has gleaned from its troves of sales data:</p> <blockquote> <p>At first, AmazonBasics - launched in 2009 - focused on batteries, recordable DVDs and such. Then for several years, the house brand 'slept quietly as it retained data about other sellers’ successes', according to the report.</p> <p>But in the past couple of years, AmazonBasics has stepped up the pace, rolling out a range of products that seem perfectly tailored to customer demand.</p> </blockquote> <p>Soper points to Rain Design, maker of a best-selling laptop stand, as an example of Amazon's strategy.</p> <p>Last year, AmazonBasics began selling a similar laptop stand, but at half the price, cutting into Rain Design's sales.</p> <p>Unfortunately for Rain Design, because Amazon's stand doesn't infringe on the company's patent, there isn't much it can do.</p> <p><img src="https://assets.econsultancy.com/images/0007/4156/laptopstand.png" alt="" width="861" height="493"></p> <p>According to Chad Rubin, who runs ecommerce firm Skubana, Amazon "know[s] what people want and they're going to mop it up."</p> <p>By Skubana's count, Amazon is increasingly doing just that, and added nearly 300 products to its AmazonBasics portfolio last year alone.</p> <p>Beyond AmazonBasics, the 800-pound gorilla of online retail has launched a number of private label apparel brands, including Lark &amp; Ro, Scout + Ro, Franklin &amp; Freeman and Franklin Tailored.</p> <p>These are now estimated to sell more tham 1,800 different products, putting Amazon directly in competition with former partners like Gap and Eddie Bauer.</p> <h3>Amazon's advantages</h3> <p>While sellers like Rain Design hope that customer loyalty will help them weather the competition from AmazonBasics, Amazon has a number of major advantages.</p> <p>The biggest: it owns the data.</p> <p>That gives Amazon the ability to identify the ripest opportunities, including those that others don't even know about, and attack them with a level of insight that competitors don't have access to.</p> <p>Amazon also owns the customers and customer experience, making it more difficult for sellers like Rain Design to build the kind of loyalty that might encourage customers to pay significantly more for a product.</p> <p>Finally, Amazon has the wherewithal to experiment and fail quickly. As Soper notes:</p> <blockquote> <p>Amazon's size gives it an advantage over so-called direct-to-consumer startups such as mattress seller Casper and eyewear merchant Warby Parker because Amazon can experiment with one product rather than having to build out an entire line. If an item flops, it's no big deal.</p> </blockquote> <h3>It's not just ecommerce</h3> <p>Of course, Amazon isn't the only company that's seeking to take advantage of ownership and control of data and customers.</p> <p>Publishers are increasingly being pushed to <a href="https://econsultancy.com/blog/67691-content-creators-it-s-time-to-abandon-yourself-to-facebook">abandon themselves to Facebook</a>, which is working to get more and more publishers to publish their content directly on Facebook using <a href="https://econsultancy.com/blog/67544-facebook-to-open-up-instant-articles-what-publishers-need-to-know">Instant Articles</a> and <a href="https://econsultancy.com/blog/67603-what-marketers-need-to-know-about-facebook-s-livestreaming-push">Facebook Live</a>. </p> <p>Other popular social platforms, <a href="https://econsultancy.com/blog/67686-is-pinterest-using-how-to-pins-to-exploit-third-party-content-for-seo-benefit">like Pinterest</a>, are also taking advantage of the willingness of third parties to publish content outside of the channels they own and control.</p> <p>Obviously there's no guarantee that platforms will eventually look to cut out these publishers – Snapchat's <a href="http://digiday.com/publishers/lessons-snapchats-retreat-editorial-content/">retreat from original content</a> reveals numerous challenges in doing this.</p> <p>But the rise of Amazon's private labels and the impact it is having on Amazon sellers like Rain Design serves as a powerful reminder to <em>all</em> companies: if you don't control your data and customers, you can't really control your future.</p> tag:econsultancy.com,2008:Report/3008 2016-04-20T15:45:00+01:00 2016-04-20T15:45:00+01:00 Internet Statistics Compendium Econsultancy <p>Econsultancy’s <strong>Internet Statistics Compendium</strong> is a collection of the most recent statistics and market data publicly available on online marketing, ecommerce, the internet and related digital media. </p> <p><strong>The compendium is available as 11 main reports (in addition to a B2B report) across the following topics:</strong></p> <ul> <li><strong><a href="http://econsultancy.com/reports/advertising-media-statistics">Advertising</a></strong></li> <li><strong><a href="http://econsultancy.com/reports/content-statistics">Content</a></strong></li> <li><strong><a href="http://econsultancy.com/reports/customer-experience-statistics">Customer Experience</a></strong></li> <li><strong><a href="http://econsultancy.com/reports/web-analytics-statistics">Data and Analytics</a></strong></li> <li><strong><a href="http://econsultancy.com/reports/demographics-technology-adoption">Demographics and Technology Adoption</a></strong></li> <li><strong><a href="http://econsultancy.com/uk/reports/ecommerce-statistics">Ecommerce</a></strong></li> <li><strong><a href="http://econsultancy.com/reports/email-ecrm-statistics">Email and eCRM</a></strong></li> <li><strong><a href="http://econsultancy.com/reports/mobile-statistics">Mobile</a></strong></li> <li><strong><a href="http://econsultancy.com/reports/search-marketing-statistics">Search</a></strong></li> <li><strong><a href="http://econsultancy.com/reports/social-media-statistics">Social</a></strong></li> <li><strong><a href="http://econsultancy.com/reports/strategy-and-operations-statistics">Strategy and Operations</a></strong></li> <li><strong><a title="B2B Internet Statistics Compendium" href="http://econsultancy.com/reports/b2b-internet-statistics-compendium">B2B</a></strong></li> </ul> <p>Updated monthly, each document is a comprehensive compilation of internet, statistics and online market research with data, facts, charts and figures.The reports have been collated from information available to the public, which we have aggregated together in one place to help you quickly find the internet statistics you need, to help make your pitch or internal report up to date.</p> <p>There are all sorts of internet statistics which you can slot into your next presentation, report or client pitch.</p> <p><strong>Those looking for B2B-specific data should consult our <a title="B2B Internet Statistics Compendium" href="http://econsultancy.com/reports/b2b-internet-statistics-compendium">B2B Internet Statistics Compendium</a>.</strong></p> <p> <strong>Regions covered in each document (where available) are:</strong></p> <ul> <li><strong>Global</strong></li> <li><strong>UK</strong></li> <li><strong>North America</strong></li> <li><strong>Asia</strong></li> <li><strong>Australia and New Zealand</strong></li> <li><strong>Europe</strong></li> <li><strong>Latin America</strong></li> <li><strong>MENA</strong></li> </ul> <p>A sample of the Internet Statistics Compendium is available for free, with various statistics included and a full table of contents, to show you what you're missing.</p> tag:econsultancy.com,2008:BlogPost/67736 2016-04-19T09:36:37+01:00 2016-04-19T09:36:37+01:00 Five great examples of creative commerce Patricio Robles <p>Here are five examples of companies taking advantage of so-called 'creative commerce'.</p> <h3><a href="http://www.nike.com/us/en_us/c/nikeid">Nike</a></h3> <p>Nike's NIKEiD service gives customers the ability to create their own shoes, apparel and accessories.</p> <p><img src="https://assets.econsultancy.com/images/resized/0007/4018/nikeid-blog-flyer.png" alt="" width="470" height="213"></p> <p>When it comes to shoes, the level of customization offered is significant.</p> <p>Not only can customers choose the colors of the shoes and design elements on the shoe, in many cases they can change the material style and select a symbol for the tongue of the shoe.</p> <p>And they have the option of adding personalized text to the heel of their shoes, making them a truly unique creation.</p> <p>At times Nike capitalizes on events, like the retirement of NBA basketball superstar Kobe Bryant, and entices customers with the opportunity to customize limited-edition products.</p> <blockquote class="twitter-tweet"> <p lang="en" dir="ltr">The Kobe XI <a href="https://twitter.com/hashtag/MambaDay?src=hash">#MambaDay</a> iD is now available for 24 hours only. Make the moment yours. <a href="https://t.co/MXTKUYqosM">https://t.co/MXTKUYqosM</a> <a href="https://t.co/ekULdW8EWT">pic.twitter.com/ekULdW8EWT</a></p> — NIKEiD (@NIKEiD) <a href="https://twitter.com/NIKEiD/status/720443813647544324">April 14, 2016</a> </blockquote> <h3><a href="http://www.buildabear.com/">Build-A-Bear Workshop</a></h3> <p>Most companies add customization to their product mix but Build-A-Bear Workshop is a brand that is built on customization.</p> <p><img src="https://assets.econsultancy.com/images/resized/0007/4013/5616800137_3b50b5b261_z-blog-flyer.jpg" alt="" width="470" height="314"></p> <p>The retailer, which has been in business for nearly 20 years now, invites customers and their children into its stores where they can let their imaginations run wild as they build their own stuffed toys.</p> <p>Build-a-Bear Workshop is publicly traded and generated over $375m in revenue last year, proving that creative commerce isn't just fun for customers but also profitable when employed well.</p> <h3><a href="https://blendbee.com">BlendBee</a></h3> <p>Creative commerce isn't limited to products we wear or use. Case in point: BlendBee, which offers custom tea blends.</p> <p>Customers select a base tea, up to eight ingredients, and a name for their blend, and BlendBee's "tea expert will create the best tasting tea from your ingredients."</p> <p><img src="https://assets.econsultancy.com/images/resized/0007/4016/blendbee-blog-flyer.jpg" alt="" width="263" height="162"></p> <h3><a href="http://villycustoms.com/">Villy Custom</a></h3> <p>Creative entrepreneurs are finding ways to customize products that historically have been quite expensive.</p> <p><img src="https://assets.econsultancy.com/images/resized/0007/4014/villycustoms-blog-flyer.jpg" alt="" width="470" height="243"></p> <p>Fleetwood, the founder of Villy Customs, created his company to allow customers to build their own "bad ass custom bikes."</p> <p>Claiming to be the "digital online cruiser bike builder," Villy Custom appeared on the television program Shark Tank in the United States, where he raised investment from billionaire internet entrepreneur Mark Cuban and real estate mogul Barbara Corcoran.</p> <h3><a href="http://www.funkysofa.com/">FunkySofa</a></h3> <p>True customization of large items, like furniture, is now accessible to everyday consumers through companies like FunkySofa.</p> <p>It allows customers to design custom sofas, as well as sleepers, loveseats, chairs, sectionals and ottomans. </p> <p>With many of the pieces customers have literally hundreds of combinations to choose from.</p> <p><img src="https://assets.econsultancy.com/images/0007/4017/funkysofa.jpg" alt="" width="706" height="280"></p> tag:econsultancy.com,2008:BlogPost/67754 2016-04-19T01:01:00+01:00 2016-04-19T01:01:00+01:00 Customer Experience in Singapore: Trends, challenges & best practices Jeff Rajeck <p>The roundtables covered three topics all related to CX and were moderated by subject matter experts from Econsultancy and our event sponsor IBM. </p> <p>Delegates brought experiences from many different companies and industries and they openly discussed their success stories and challenges with the group.</p> <p>Below is a summary of the main talking points taken from the Customer Experience Management table.</p> <h3>Best Practices</h3> <p>Discussions started around some of the CX best practices that participants were following at their own companies.</p> <p><img src="https://assets.econsultancy.com/images/0007/4010/2cx.jpg" alt="" width="800" height="533"></p> <h4>1. CX is serendipity</h4> <p>To start things off, participants first wanted to define customer experience.</p> <p>A technical definition came up which was that CX is the method of managing the interaction between an organization and a customer over the duration of their relationship.  </p> <p>But one participant argued that CX is more than that. It involves creating 'serendipity', meaning that when you have great CX your customers have an unexpected and pleasant interaction with the company.  </p> <p>And why aim for that? Because, according to one attendee, providing excellent customer experiences 'builds brand equity and loyalty' which leads to a greater likelihood of conversion.</p> <h4>2. Share responsibility for CX</h4> <p>Only a couple of participants had a dedicated CX team to manage the customer relationship.  </p> <p>The rest said that ownership was spread more evenly throughout the organisation.</p> <p>This notion is backed up by a 2015 Econsultancy research paper, <a href="https://econsultancy.com/reports/understanding-the-customer-journey">Understanding the Customer Journey</a>, in which global survey respondents indicated that many departments contribute to understanding the customer journey.</p> <p><img src="https://assets.econsultancy.com/images/0007/4004/1.PNG" alt="" width="721" height="311"></p> <p>One participant from the Singapore roundtable helpfully added that having the branding team on board is especially important.</p> <p>The reason is that brand managers understand very well what can happen if you take your 'eye off the ball' regarding matters which are important to your customers.</p> <h4>3. Managing online/offline is key</h4> <p>Some participants worked for retail firms which had recently added an online presence. What they reported was that providing good CX can introduce conflicts between online and offline channels.</p> <p>They found that the CX which was good for driving web conversions was not always good for retail.</p> <p>Others argued that customers are ultimately in control and companies must cater to how their customers prefer to interact and buy from them.</p> <p>For retail, customers will probably be researching online and shopping in store. For travel, customers will research purchases on the company site and then buy from an online travel agent (OTA).  </p> <p>All customer journeys must be catered for.</p> <p>Google recently conducted <a href="https://www.thinkwithgoogle.com/research-studies/mobile-in-store.html">research</a> about customers using multiple touchpoints and discovered that the vast majority of shoppers now use their mobile phone when in a store to research purchases.</p> <p><img src="https://assets.econsultancy.com/images/0007/4005/2.PNG" alt="" width="689" height="459"></p> <p>So it seems that effective CX requires a consistent experience between online and offline channels.</p> <h3>Challenges</h3> <p>Delivering excellent CX to both online and offline channels does not happen without overcoming issues. Participants noted two common ones.</p> <h4>1. Replicating CX across channels</h4> <p>Most successful businesses have at least one channel through which they provide great CX. But the challenge that many of them face is replicating that CX when providing a new customer touchpoint.</p> <p>For example, a company may have a great call centre, but may struggle to provide an equivalent level of service via a website. </p> <p>The solution here, according to participants, is to move toward the ability to centrally manage touchpoints so that you can get them working together.  </p> <p>That is easier said than done, noted one attendee, as most of their touchpoints were managed by different teams.</p> <p>According to our <a href="https://econsultancy.com/admin/blog_posts/new/%20https:/econsultancy.com/reports/understanding-the-customer-journey">2015 CX survey</a>, most organisations globally are experiencing this struggle as well. Fewer than one-third (29%) have integrated touchpoints and only 5% feel that they are integrated enough to exploit opportunities.</p> <p>Also notable is that these figures did not change much between the 2011 and 2015 survey.</p> <p><img src="https://assets.econsultancy.com/images/0007/4006/3.PNG" alt="" width="689" height="451"></p> <h4>2. CX is expensive and hard to justify</h4> <p>The other challenge that almost all participants faced is that CX initiatives are expensive.</p> <p>Additionally, it is difficult to measure the return on investment (ROI) for CX programmes and justify additional budget.</p> <p>The problem, one attendee noted, was that excellent CX may not initially drive more revenue. Another added that the initial benefits, such as increased customer loyalty, are difficult to tie in with increased marketing spend.</p> <p>These notions, too were noted in our CX survey.  </p> <p>Whereas the vast majority (86%) of respondents said that 'driving revenue and profitability' was a major benefit of understanding the customer journey, fewer (55%) said CX helped 'allocate marketing budgets more effectively.'</p> <p><img src="https://assets.econsultancy.com/images/0007/4007/1cx.jpg" alt="" width="800" height="533"></p> <h3>Trends</h3> <p>When asked about where they thought CX was headed, participants provided some insights into the current trends.</p> <h4>1. CX research is becoming more important</h4> <p>In order to improve your company's CX, one participant noted, it is now necessary to do in-depth CX research. This will likely reveal that much of the low-hanging fruit had been harvested.</p> <p>What this means in practice is that marketers need to move beyond fixing obvious pain points in the customer journey and start listening to what customers are saying about the brand elsewhere.</p> <p>One attendee shared that they were using social listening and sentiment analysis to do just that.  </p> <p>Another said that product reviews were another great source of this information.</p> <h4>2. CX shifting from art to science</h4> <p>The group also discussed whether improving CX was an art or a science.</p> <p>One participant said that their CX programme started off as more of an artful, creative exercise, but now the company was using tools and data to identify, more scientifically, where the customer pain points lie.</p> <p>IBM and Kana were mentioned as vendors for helping to manage CX delivery. NPS (Net Promoter Score), Customer Effort Score (CES), or Customer Satisfaction (CSat) were cited as commonly-used metrics to identify and track CX improvements over time.</p> <p>All agreed, though, that despite data becoming more important, people were still key to improving CX.  </p> <p>Survey respondents from our Understanding the Customer Journey report agree.</p> <p>Data is seen as critical or important to almost all (98%) respondents for understanding the customer journey, but people and skills are not far behind, with 97% indicating the same.</p> <p><img src="https://assets.econsultancy.com/images/0007/4008/4.png" alt="" width="591" height="455"></p> <h4>3. Senior management are getting on board</h4> <p>Finally, participants noted that CX initiatives are no longer being led from the trenches. Senior management are starting to get involved, too.</p> <p>One participant said that having the leadership team on board was very helpful for removing roadblocks, but also was helping re-direct the company.  </p> <p>Though everyone at the company felt like they were 'customer-centric' before, when senior management team got behind CX the culture changed to 'customer-obsessed'.</p> <p>The one thing left for companies to do, though, is to back up this newly-discovered interest in the customer with proper funding.</p> <p>Our survey revealed that only 29% of firms have budget dedicated to CX. The remaining companies are either using budget allocated elsewhere or have no budget for CX at all.</p> <h3>A word of thanks</h3> <p>Econsultancy would like to thank all of the client-side marketers who participated on the day and our sponsor for the event, IBM.</p> <p>We would like to extend a special thanks to the table moderator for the Customer Experience Management: Trends, Challenges &amp; Best Practices table, Genevieve Brock, Senior Consultant of Digital Projects-Asia at MetLife.</p> <p>We appreciate all of the helpful discussion points participants provided on the day and we hope to see you all at our upcoming Econsultancy events!</p> <p><img src="https://assets.econsultancy.com/images/0007/4009/3cx.jpg" alt="" width="800" height="547"></p> tag:econsultancy.com,2008:Report/4092 2016-04-18T14:00:00+01:00 2016-04-18T14:00:00+01:00 Marketing Budgets 2016 <h2>Overview</h2> <p>The <strong>Marketing Budgets 2016 Report</strong>, published by Econsultancy in association with <a href="https://cloud.oracle.com/marketing-cloud" target="_self">Oracle Marketing Cloud</a>, is a bellwether for the health of the marketing industry.</p> <p>It looks at the extent to which companies are increasing their budgets across a range of channels and technologies, comparing online and offline budgets while also looking at the balance between acquisition and retention marketing.</p> <p>The report compares spending trends – and ability to measure ROI – across different 'traditional' and digital channels. </p> <p>Almost 500 companies participated in this research, which took the form of an online survey during January and February 2016.</p> <h2>What you'll learn from this research </h2> <p>The report reveals marketers’ priorities for the next 12 months, while exploring the extent to which companies are committed to investing in marketing, the channels they are focusing their investment on, and the challenges they face in improving their capabilities in this area.</p> <p>As a result of collecting data and insight on the state of marketing budgets since 2010, the report allows you the opportunity to understand the results in the context of marketing budgets dating back to 2010 and any trends that have emerged.</p> <p><strong>Key findings from the report </strong></p> <ul> <li>Attitudes towards marketing budgets dip, as realities of the boardroom kick in</li> <li>Customer experience and measurability drive marketing technology spend</li> <li>Culture is stifling innovation... and the budget</li> </ul> <h2>Features of the report </h2> <p>This 54-page report looks in detail at how companies are allocating their online and offline marketing budgets in 2016. It explores the following areas:</p> <ul> <li>Marketing budget plans for 2016</li> <li>The CX impact</li> <li>Is the culture of ROI stifling innovation?</li> </ul> <h2>Who should read this report?</h2> <p>The report is essential reading for both in-house marketers and agency professionals around the world, as well as those who want to understand how marketing budgets and investment is evolving within the digital and traditional marketing fields.</p>