tag:www.econsultancy.com,2008:/topics/digital-transformation Latest Digital Transformation content from Econsultancy 2017-01-11T15:05:00+00:00 tag:www.econsultancy.com,2008:BlogPost/68696 2017-01-11T15:05:00+00:00 2017-01-11T15:05:00+00:00 Digital transformation in the Premier League: Southampton FC's fan-first strategy David Moth <p>So it’s a pleasant surprise to see <a href="https://southamptonfc.com/">Southampton FC</a> buck this trend and create a website that offers a decent UX and interesting content.</p> <p>My colleague Ben Davis has already written <a href="https://econsultancy.com/blog/68445-can-southampton-fc-break-the-hegemony-of-crap-football-websites/">a comprehensive review of the site</a>, but this post looks in more depth at how the website was developed and its role in a larger <a href="https://econsultancy.com/training/digital-transformation/">digital transformation</a> project that Southampton is working on with digital agency <a href="http://www.deleteagency.com/">Delete</a>.</p> <h3>The business case</h3> <p>While Southampton FC accepts that it can’t yet compete with mega-clubs like Manchester United and, ahem, Tottenham, it can aim to consistently be among the ‘best of the rest’ in the Premier League.</p> <p>In order to maintain and improve its on-pitch performance, the club needs to increase its sponsorship revenues. And in order to become more attractive to sponsors, it needs to grow a larger group of engaged fans globally.</p> <p>It’s fair to say that few people really dislike Southampton, and it has a reputation for nurturing young talent that could act as its USP if packaged correctly. In marketing speak, the club is a challenger brand.</p> <p>But how can you turn a general feeling of warmth into genuine support for the club? The sense was that a great digital experience would help nudge people towards becoming fans.</p> <p><em>Southampton's club manifesto</em></p> <p><img src="https://assets.econsultancy.com/images/0008/2983/Southampton_s_manifesto.png" alt="" width="800" height="450"></p> <p>However, up until two years ago the club didn’t have a firm understanding of its fan base, so it set about doing some old fashioned marketing.</p> <p>A market sizing exercise revealed that the club’s global potential customer base was around 190m people, but it was only monetizing 11% of that audience.</p> <p>Obviously only a very small percentage of that number will be able to attend a match at Saint Mary’s, so the club needed to find other revenue streams, whether that be from advertising, sponsored content, or a digital membership scheme.</p> <p>All of these potential avenues would require the club to improve its digital platforms and bring in more site traffic. </p> <p>To really make the most of the opportunity the club would also need to vastly improve its data strategy. Until recently the main website, ticketing and club shop all used different databases and none of the systems spoke to each other.</p> <p>One of Southampton’s aspirations is to gain a single customer view so it can deliver a more consistent customer experience, and also maximize revenues. This latter part will take a while longer to come to fruition, but the new website is the start of the process.</p> <h3>New tactics</h3> <p>Southampton is attempting to turn its site into the destination for fans looking for news about the team during the week and live updates on match days.</p> <p>This is a huge challenge, as the club is trying to teach fans a new behaviour, something which many brands have tried and failed to achieve in the past.</p> <p>Delete also recognized that the club is competing for people’s attention with other entertainment brands, such as Netflix, so the user experience is key if it is to stand a chance of success.</p> <p>Research undertaken by Saints and Delete showed that football fans are constantly grazing on content during the week, jumping from sites like the BBC, to social networks, to sites like Sports Bible, to Sky Sports, and so on.</p> <p>On a match day fans will habitually turn to sports sites like the BBC which give them live updates from every Premier League game. What, then, can Southampton do to get itself included in that list of sites that fans visit each week, rather than just being seen as another boring official club site?</p> <p>The answer was to take a fan-first approach (this is the era of customer-centricity after all). </p> <p><em>Southampton's new website</em></p> <p><img src="https://assets.econsultancy.com/images/0008/2969/Southampton_homepage.png" alt="" width="800" height="462"></p> <p>According to Tom Dougherty, UX director at Delete: “We asked what do the fans want, and then created that experience for them to make sure they keep coming back. If you put business needs first it impacts the fan experience negatively, which then harms the club’s sponsors.”</p> <p>The outcome of the fan-first approach is the new Saints Live broadcast hub, which aims to provide a constant stream of engaging, unique content about the team.</p> <p>There isn't a homepage as such, just a content feed which can be filtered based on different themes. The entire site is built on a single application, meaning it never reloads and navigation is simplified. Again, see <a href="https://econsultancy.com/blog/68445-can-southampton-fc-break-the-hegemony-of-crap-football-websites/">our review for more detail</a>.</p> <h3>Content strategy </h3> <p>During the design phase the club developed seven different audience personas, and everything is created with one of these groups in mind.</p> <p>The content team, headed by Tom Biggs, aims to be constantly refreshing the feed with snackable content such as images, videos and tweets, so there’s always something new for fans to engage with.</p> <p><em>Southampton's content feed</em></p> <p><img src="https://assets.econsultancy.com/images/0008/2972/Saints_Live_feed.png" alt="" width="858" height="677"></p> <p>This involved developing new publishing processes and making content work harder, as the content team of nine people is still relatively small compared to other Premier League teams.</p> <p>Fans are hungry to know what’s going on at their club, so Southampton needed to get better at utilising its existing content assets, such as press conferences, youth teams, player stories, training programmes, diets, etc</p> <p>Rather than publishing one video in its entirety, how can it be chopped up and packaged into different digital formats to extend its shelf life?</p> <p>Also, sports fans love stats, but few teams make good use of the data they hold on players. Southampton's content team realised the value of these stats and is developing new ways of bringing the information to life to tell engaging stories.</p> <p><em>Southampton player stats</em></p> <p><em><img src="https://assets.econsultancy.com/images/0008/2970/Southampton_player_stats.png" alt="" width="800" height="391"></em></p> <p>Implementing new working processes required a new, slicker CMS, which Delete built using Sitecore.</p> <p>Previously Southampton’s site was built by Football League Interactive, a centralised web platform offered for free to Football League clubs that want to outsource their website in return for giving up the right to any ad revenue.</p> <p>While it’s a useful service for lower league clubs looking to reduce their overheads, the UX is poor and every club in the nation logs into the same CMS, which can cause long publishing delays on busy match days.</p> <p>Southampton’s new CMS is custom built to allow rapid publication of different formats during the week. While the content team don’t have the resource to publish 20 long articles a day, they can easily update the feed with tweets, photos and other social content.</p> <p>All content is given a master tag which dictates where it will eventually live. This tagging system means content is organised around themes rather than formats, and ensures the content is dynamic and readily available in relevant spots around the site.</p> <p>For example, each player has their own content feed, as do matches and club sponsors.</p> <h3>Match days</h3> <p>Match days are obviously the most important day of the week for football fans, so this is where Southampton really wants to stand out.</p> <p>Before a game the site automatically switches to a match day design, reflecting the fact that fans are only interested in one thing.</p> <p>All content at this stage will be related to the upcoming match, and during the game the site switches to a micro-update platform giving detailed, real-time match information.</p> <p><em>The matchday experience</em></p> <p><img src="https://assets.econsultancy.com/images/0008/2996/saints_image.jpg" alt="" width="677" height="474"></p> <p>This format is what fans will be familiar with from other football sites such as the BBC, but as far as I’m aware Southampton is the only football club that has created a similar experience on its own site. </p> <p>Teams will often provide updates via Twitter, but Southampton wants to bring fans to its site rather than providing content for a third-party platform.</p> <p>This is a bold move that bucks the recent trend among publishers for specifically creating content that lives within social platforms. It’s a big challenge to get Saints fans to break from their usual routines and turn to the site on match day, but so far the signs are promising. </p> <p>Since the relaunch the site has seen:</p> <ul> <li>80% year-on-year increase in traffic.</li> <li>101% increase in return visits.</li> <li>362% increase in match day traffic vs. same matches in 2015/16 season.</li> </ul> <h3>The next steps</h3> <p>There’s obviously more to digital transformation than just a flashy new website. The next phase is the somewhat less sexy but equally important overhaul of the backend systems so Southampton can gain a single view of its customers.</p> <p>Until recently the club’s retail and ticketing systems were handled by different third parties, so even regular customers remained largely anonymous. Cross-sales opportunities which should have been a no-brainer were impossible due to data constraints.</p> <p>Delete’s end goal is to simplify the club’s tech stack, bringing it under a centralised system built around Sitecore. A single sign-on will be used to identify fans across the website, content, ticketing and store.</p> <p>Currently fans have to sign up to view video content and listen to live commentary on match days, so there isn’t a huge leap to use this sign on to access other services.</p> <p>There will also be a new digital offering for foreign fans, with the aim of providing a content and membership platform that they’ll be willing to pay for. </p> <p>When seen in these terms, the website seems like a fairly easy challenge compared to building an entirely new CRM and single customer view.</p> <p>You could equally argue that it’s something that should have been done a long time ago. However, in the context of Premier League football, Southampton’s commitment to delivering a fan-first digital experience is praiseworthy.</p> <p>And while it would be silly to suggest that digital transformation will guarantee success on the pitch, in the battle for foreign fans Southampton's culture, commitment to excellence, and digital strategy definitely give it an edge on the competition.</p> tag:www.econsultancy.com,2008:BlogPost/68693 2017-01-11T14:46:00+00:00 2017-01-11T14:46:00+00:00 The importance of the blockchain: The second generation of the internet Nick Hammond <p>The profile of bitcoin (powered by a blockchain network) has often masked the <a href="https://www.businessesgrow.com/2016/07/20/blockchain-101/">rising importance and relevance of the underlying blockchain technology</a>, but this is changing rapidly.</p> <p>One perspective is that the blockchain is the ‘second generation of the internet’.</p> <p>According to an article <a href="http://raconteur.net/business/the-future-of-blockchain-in-8-charts">published on Raconteur</a>, ‘The first generation brought us the internet of information. The second generation, powered by blockchain, is bringing us the internet of value; a new, distributed platform that can help us reshape the world of business and transform the old order of human affairs for the better. But like the internet in the late-1980s and early-1990s, this is still early days.’<a href="http://raconteur.net/business/the-future-of-blockchain-in-8-charts?utm_source=pardot&amp;utm_campaign=wed50117&amp;utm_medium=email"><br></a></p> <p>The initial paper regarding bitcoin (and blockchain) entitled <a href="https://bitcoin.org/bitcoin.pdf">Bitcoin: A Peer-to-Peer Electronic Cash System (2008)</a> was authored by a mysterious individual, likely a pseudonym, going under the name of Satoshi Nakamoto.</p> <p>While the original paper was written with financial transactions in mind, blockchain has far wider potential. Time will tell, but it may be that Nakamoto’s paper will have ramifications on a par with Tim Berners-Lee’s innocuously titled 1989 paper <a href="http://info.cern.ch/Proposal.html">Information Management: A Proposal</a>.</p> <p><iframe src="https://www.youtube.com/embed/Gc2en3nHxA4?wmode=transparent" width="560" height="315"></iframe></p> <p>In December 2015, the UK government’s Chief Scientific Adviser, Sir Mark Waldport, stated in his report <a href="https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/492972/gs-16-1-distributed-ledger-technology.pdf">Distributed Ledger Technology: beyond blockchain</a>, that: ‘The technology [blockchain] offers the potential, according to the circumstances, for individual consumers to control access to personal records and to know who has accessed them.’  </p> <p>Canadian writers and researchers, Alex and Don Tapscott, authors of the recent book <a href="https://www.amazon.co.uk/d/Books/Blockchain-Revolution-Technology-Behind-Bitcoin-Changing-Business/1101980133">Blockchain Revolution</a>, believe that the blockchain goes way beyond the second coming of the internet. The pair, like so many others, stumbled across blockchain via the bitcoin association, quickly realising the genie is out of the bottle. </p> <p>Alex Tapscott observes, ‘With blockchain technology, a world of possibilities has opened and we now have a true peer-to-peer platform that enables personal economic empowerment. We can own our identities and our personal data; we can do transactions, creating and exchanging value without powerful intermediaries acting as the arbiters of money and information.’</p> <p>The blockchain, essentially a database and a giant network, known as a distributed ledger, records ownership and value, and allows anyone with access to view and take part. The asset database can be shared across a network of multiple sites, geographies or institutions. All participants within a network can have their own identical copy of the ledger. Any changes to the ledger are reflected in all copies, like a Google doc. </p> <p>The blockchain is currently having its biggest impact in financial services, with the largest changes caused by infrastructures using blockchain APIs, which are delivering in the areas of speed in data processing, transparency (amongst the right people) and security. </p> <p>But what does the blockchain mean for businesses outside of the financial sector? The answer lies in the areas of - privacy/information control, disintermediation, and business processes. </p> <p>As mentioned above, the blockchain offers consumers opportunity to achieve greater control over their information. This will impact on most organisations, as they increasingly rely on the acquisition and application of customer data.</p> <p>The importance of privacy is obviously a sensitive issue. One current solution for consumers is the selection of ephemeral applications like Snapchat and encrypted messaging, but the future might lie in the anonymity of blockchain technologies. </p> <p>Another change will affect business sectors where there are many intermediaries, for example travel and tourism. Here, the blockchain’s ability to simplify and speed up interactions, will likely lead to a process of dis-intermediation.</p> <p>Current examples of businesses and categories active in the blockchain include: Peer-to-peer payments (Abra, BTC Jam), <a href="https://econsultancy.com/blog/68612-how-the-internet-of-things-will-fundamentally-change-marketing/">internet of things</a> (Chimera-Inc, Filament), collaborative transport (La’Zooz, Arcade City) and online gaming (Auckur, SatoshiDice).</p> <p>As the number of applications that utilize blockchain technology increases, so will its relevance. Not only will we be selling products through the blockchain, but marketing companies that run off it as well.</p> tag:www.econsultancy.com,2008:BlogPost/68667 2017-01-11T02:55:00+00:00 2017-01-11T02:55:00+00:00 Five things to include in your digital transformation playbook Jeff Rajeck <p>To update Disney World to the digital age, CEO Bob Iger secured a $1bn budget from the board and introduced the MyMagic+ wristband with radio frequency identification (RFID) chips build in.  </p> <p>These wearables serve as the park admission ticket, queue-jumping FastPass, hotel room key, and even a wallet. Customer experience vastly improved and <strong>now over 90% of visitors rate the park as 'very good' or 'excellent'.</strong></p> <p><strong><img src="https://assets.econsultancy.com/images/0008/2672/disney.jpg" alt="" width="800" height="525"></strong></p> <p>Making the MyMagic+ wristband work, though, was an enormous digital transformation programme. Some of the many tasks required included:</p> <ul> <li>Updating DisneyWorld.com at a cost of $80m.</li> <li>Designing a custom RFID wristband, now used by more than 10m people per year.</li> <li>Installing 30m square feet of WiFi coverage in the park.</li> <li>Fitting 28,000 hotel room doors with RFID readers.</li> <li>Training 70,000 employees on how the new technology worked.</li> </ul> <p>The impact of this initiative - 90% favorable customer experience ratings - is impressive, but how did Disney make such an enormous effort happen? <strong>What steps did the digital team take from the initial idea to the realisation?</strong></p> <p>While we may never know what specifically was required to make this happen at Disney, we were able to talk to a number of brand marketers at Digital Cream Singapore about their digital transformation story.</p> <p>There, delegates told us about how their brands are updating their company's customer experience for the digital age. </p> <p>Below are an overview of the items that participants felt were most important for digital transformation and what should, ideally, be shared internally through a project document or playbook.</p> <h3>1) A north star</h3> <p>Attendees felt that for digital transformation to be successful, <strong>the digital team should know what they want to accomplish.</strong> That is, what does the digitally transformed organisation look like?</p> <p>While the answer to this broad question will be different for every company, participants provided some questions which they asked themselves while going through digital transformation:  </p> <ul> <li>Can we use our existing data resources to attract more business digitally?</li> <li>Is ecommerce only for the website, or can we offer an in-store digital purchasing experience?</li> <li>Is it possible for us to use customer data to personalise the delivery experience?</li> <li>Should we provide ongoing customer service with social media?</li> </ul> <p>The point of having this vision, or a 'north star' as one participant put it, is that <strong>the result of digital transformation should be company-wide adoption of digital technology and processes</strong>.</p> <p>For this to happen, marketers should be clear about what needs to be changed and how these changes will be made operational.  </p> <p>Just saying 'we will improve sales with big data' won't work, noted one participants.</p> <p><img src="https://assets.econsultancy.com/images/0008/2673/1.jpg" alt="" width="800" height="533"></p> <h3>2) The road map</h3> <p>Agreeing on a goal is a good start for a transformation process, but attendees said that <strong>organisations should also know how they are going to get there.</strong></p> <p>Many delegates who had been through digital transformation felt that<strong> a phased approach was best</strong>. Summarised by Neil Perkin in a <a href="https://econsultancy.com/reports/festival-of-marketing-2015-digital-transformation-stage">recent presentation</a>, a multi-stage approach starts with digital resources dispersed throughout an organisation and then arranges them into digital 'centres of excellence'.  </p> <p>This allows companies with limited digital resources to start digital initiatives across the organisation via a single team.</p> <p><img src="https://assets.econsultancy.com/images/0008/2582/dt.png" alt="" width="800" height="405"></p> <p>Then, as transformation progresses, resources will be relocated throughout the organisation to support digital programmes on an ongoing basis. </p> <p>Participants warned that dispersing resources was difficult, though, as digital experts preferred to work in small digitally-savvy teams. Because of this, the roadmap should also include training existing staff during the transformation process.</p> <h3>3) Team members</h3> <p>Apart from whether the organisation will have centres of excellence or take another approach, delegates said that <strong>the digital transformation plan should be clear about who will be on the digital team.</strong></p> <p>Some organisations built teams with existing staff from IT, marketing, and the call centre while others hired people specifically for the digital transformation programme.</p> <p>For those who are hiring, <strong>attendees felt that it was important to make the team structure clear during the hiring process</strong> and to discuss the career paths for those who join.  </p> <p>Reason being that once the transformation is underway, hires with strong digital expertise will need to know whether they will be responsible for ongoing maintenance.  </p> <p>Letting them know whether they will or not sets correct expectations from the start and will help keep them on board and motivated.</p> <p><img src="https://assets.econsultancy.com/images/0008/2674/2.jpg" alt="" width="800" height="533"></p> <h3>4) Success metrics</h3> <p>In addition to having an overall goal for the digital transformation effort, <strong>the digital team should also have some everyday 'success metrics'.</strong></p> <p>These should be clear and achievable goals so that the team can see incremental progress toward the digital goal and regularly celebrate small wins.</p> <p>Some ideas for potential success metrics included the number of in-store digital sign-ups, an increase in revenue from digital, and a reduction in calls to the call centre.</p> <p>One attendee pointed out that<strong> each success metric should be tied to some digital team activity</strong> so that they can be certain of their role in the small win.</p> <p>For example, they should measure calls to the call centre before and after they rearrange the customer service web page so that they know that their efforts made a difference.</p> <p><img src="https://assets.econsultancy.com/images/0008/2675/3.jpg" alt="" width="800" height="533"></p> <h3>5) 'Customer hygiene' factors</h3> <p>Finally, marketers channeled the Hippocratic Oath and said that <strong>a digital transformation project should first and foremost 'do no harm'.</strong></p> <p>To make that happen, they argued, <strong>the digital transformation plan needs to include 'customer hygiene' factors.</strong> These are things which may not necessarily make customers happy, but if they are not present, then customers will certainly be unhappy.</p> <p>Examples of customer hygiene factors include: </p> <ul> <li>Ease of purchase (online and offline)</li> <li>High availability of customer service</li> <li>Perks for customer loyalty</li> <li>Sensible customer care policies (returns, refunds, etc.)</li> </ul> <p>Attendees agreed that all digital initiatives should improve the existing customer experience at all touchpoints and avoid having 'increasing efficiency' as the main goal.</p> <p>Doing so could result in negative customer feedback for digital transformation initiatives and risk the support of the business for the programme.</p> <h3>A word of thanks</h3> <p>Econsultancy would like to thank all of the marketers who participated on the day and the moderator for the Digital Transformation: People, Process &amp; Technology table, <strong>Caitlin Nguyen, Global Lead for Digital &amp; CRM at Fonterra.</strong></p> <p>We hope to see you all at future Singapore Econsultancy events!</p> <p><img src="https://assets.econsultancy.com/images/0008/2665/end.jpg" alt="" width="800" height="533"></p> tag:www.econsultancy.com,2008:BlogPost/68676 2017-01-04T11:44:47+00:00 2017-01-04T11:44:47+00:00 10 important stats from Econsultancy's 2016 research Nikki Gilliland <h3>Agencies predict low growth rates for 2017</h3> <p>The <a href="https://www.econsultancy.com/reports/digital-agency-rate-card-survey-2016/">Digital Agency Rate Card Survey 2016</a> revealed that predicted year-on-year growth in the UK has reached an all-time low.</p> <p>From an online survey of 398 UK digital agencies, it found that the proportion of agencies expecting their businesses to grow by over 50% has more than halved in the last two years, going from 24% in 2014 to 11% in 2016.</p> <p>Meanwhile, agencies predicted that their daily rates will grow by an average of just 2% this year.</p> <p><img src="https://assets.econsultancy.com/images/0008/2738/Digital_Rate_Card_Survey.JPG" alt="" width="600" height="564"></p> <h3>Disparity between customer needs and marketer capabilities</h3> <p>Our <a href="https://econsultancy.com/reports/customer-recognition-how-marketing-is-failing-at-its-top-priority">Customer Recognition Report</a> highlighted how marketers are falling short on customer experience management due to a lack of digital capabilities.</p> <p>While up to 84% of marketers cite identifying users, personalizing messaging and measuring impact as “very important to growth,” only 10%-14% are able to deliver in these areas.</p> <p><img src="https://assets.econsultancy.com/images/0008/2739/Customer_Recognition.JPG" alt="" width="649" height="491"></p> <h3>60% of marketers lack a cooperative culture</h3> <p>In the <a href="https://econsultancy.com/reports/trends-and-priorities-in-the-media-and-entertainment-sector/">Trends and Priorities in the Media and Entertainment Sector</a> report, the biggest barriers for digital transformation were found to be organisational factors.</p> <p>59% of marketers said they lack a cooperative culture, while 49% said management is against investing in data and tech, and 46% said that boards fail to understand digital strategy.</p> <p><em><img src="https://assets.econsultancy.com/images/0008/2745/Trends_and_Priorities_Media.JPG" alt="" width="650" height="473"></em></p> <p><em>You can find out three further priorities for marketers <a href="https://econsultancy.com/blog/68129-four-urgent-priorities-for-marketers-in-media-entertainment" target="_blank">in this article</a><a href="https://econsultancy.com/reports/trends-and-priorities-in-the-media-and-entertainment-sector/" target="_blank">.</a></em></p> <h3>Companies to increase CRO budgets this year</h3> <p>In October, our <a href="https://econsultancy.com/reports/conversion-rate-optimization-report/" target="_blank">Conversion Rate Optimization report</a> was released, looking at the strategies companies are using to improve conversion rates.</p> <p>With 52% of companies seeing a significant increase in sales from adopting a structured approach to data, research also found that over half of companies plan to increase their CRO budgets this year.</p> <p>This appears to be an effective strategy, with 73% of those who have already increased their budget seeing a marked improvement.</p> <p><img src="https://assets.econsultancy.com/images/0008/2742/CRO.JPG" alt="" width="650" height="470"></p> <h3>84% of influencer research is carried out manually</h3> <p>At the beginning of 2016, Econsultancy published the <a href="https://econsultancy.com/reports/the-rise-of-influencers/">Rise of Influencers report</a> in association with Fashion &amp; Beauty Monitor.</p> <p>Exploring the role influencers play in the fashion and beauty industries, it found that there are some big challenges for brands navigating this new marketing realm.</p> <p>According to the survey, finding the right influencer is one of the biggest tests, with 84% of research being carried out by manually searching platforms like Facebook and Twitter.</p> <p><img src="https://assets.econsultancy.com/images/0008/2743/Influencers.JPG" alt="" width="343" height="629"></p> <h3>74% of agencies are working with celebrities</h3> <p>The <a href="https://econsultancy.com/reports/the-future-of-celebrity-marketing/">Future of Celebrity Marketing report</a> further reflected the growing demand for both social media stars and high profile personalities.</p> <p>While 74% of agency respondents said that they are already working with celebrities, a further 12% said that they aim to embark on a celebrity endorsement within the next year.</p> <p><img src="https://assets.econsultancy.com/images/0008/2751/Celebrity_Marketing.JPG" alt="" width="650" height="419"></p> <h3>35% of organisations believe technology is key to understanding customers</h3> <p>At every level of maturity, organisations agree that having the right technologies for data collection and analysis is key to understanding customers.</p> <p>This statistic comes from the <a href="https://econsultancy.com/reports/secrets-of-elite-analytics-practices/" target="_blank">Secrets of Elite Analytics Practices</a> report, which also found that the more advanced the analytics capabilities, the more adept companies are at sharing knowledge between teams.</p> <p><img src="https://assets.econsultancy.com/images/0008/2744/Secrets_of_Analytics.JPG" alt="" width="637" height="587"></p> <h3>48% of organisations do not have a mobile strategy</h3> <p>Despite the fact most organisations agree that mobile deserves a strategic approach, last year's <a href="https://econsultancy.com/reports/digital-intelligence-briefing-taking-advantage-of-the-mobile-opportunity/">Digital Intelligence Briefing</a> found that nearly half are failing to put this into practice.</p> <p>The report explained how even the 20% that do have a well-defined mobile strategy are not making the most of customer analysis, proving the untapped potential of data.</p> <p><img src="https://assets.econsultancy.com/images/0008/2748/Digital_Briefing.JPG" alt="" width="650" height="536"></p> <h3>Email rated top for ROI</h3> <p>2016 marked the 10th anniversary of <a href="https://econsultancy.com/reports/email-census-2016/">Econsultancy's Email Marketing Industry Census</a>.</p> <p>In an online survey of 1,150 marketers in February and March, 73% of respondents ranked email marketing as 'excellent' or 'good' for ROI.</p> <p>Increasing from 66% in 2015, this meant that email marketing was ranked 9% higher than SEO (organic search).</p> <p><img src="https://assets.econsultancy.com/images/0008/2749/Email_marketing.JPG" alt="" width="640" height="544"></p> <h3>B2B marketers lack confidence in CX</h3> <p>Last May saw the release of the <a href="https://econsultancy.com/reports/the-tension-in-b2b-customer-experience-management/">Tension in B2B Customer Experience Management report</a>, highlighting how B2B organizations are improving the customer experience.</p> <p>Surprisingly, despite B2B companies realizing that they're being evaluated on the same level as consumer brands, just 16% believe customers rate their CX on a par with B2C.</p> <p>Internal silos and a lack of long-term strategy were reported to be just two of the reasons why.</p> <p><img src="https://assets.econsultancy.com/images/0008/2750/B2B_CX.JPG" alt="" width="690" height="574"></p> tag:www.econsultancy.com,2008:BlogPost/68657 2016-12-22T00:01:00+00:00 2016-12-22T00:01:00+00:00 Seven ways marketers can jump-start digital transformation in 2017 Jeff Rajeck <p>Upon a closer look, however, it is clear that marketing has a strong role to play. The reason is that as customers become more digital, it is marketing's responsibility to keep up, even if the rest of the company is lagging.</p> <p>When marketers have a look at what digital transformation entails, though, it seems overwhelming.</p> <p>Management needs to be convinced, new technology has to be purchased, and the whole organisation needs to be restructured. How can marketing alone get this process started?</p> <p>At a recent Digital Cream roundtable discussion in Sydney, we asked marketers to come up with a few ideas on this topic. Below is a summary of seven ways marketers can get digital transformation started in the new year.</p> <h3>1) Take ownership</h3> <p>The first step to getting a digital transformation programme started is to take ownership of the process. This means becoming familiar with what digital transformation will mean to the company as well as understanding how other organisations have approached it.</p> <p>Econsultancy offers several resources to help those just starting out, but a good place to start is to review Neil Perkin's presentation <a href="https://econsultancy.com/reports/festival-of-marketing-2015-digital-transformation-stage">Organisational Resourcing and Digital Leadership</a> from the Festival of Marketing.</p> <p>In it you will find numerous charts and graphs which will both help clarify ideas about why digital transformation is important as well as collatoral for presenting this information to others.</p> <p>Here is an example of a chart from the deck which shows the stages many companies go through during a digital transformation programme.</p> <p><img src="https://assets.econsultancy.com/images/0008/2582/dt.png" alt="" width="800" height="405"></p> <h3>2) Work from the bottom up</h3> <p>Once marketing has a solid grasp of the task ahead, it is tempting to think that the next step must be a detailed presentation to a management committee to secure top-level buy-in.</p> <p>Not so, said participants. Instead, marketers should aim to convince a single executive of the benefits of digital transformation before attempting to address management as a whole.</p> <p>To do so, the marketing team should get support for a digital project from a single manager and then regularly share small success stories with them. Once they have a few successful digital initiatives, marketers will then have a good story for a wider audience.</p> <p>This soft and iterative approach, according to attendees, is much more effective than trying to get a committee to sign-off on a big idea at the start.</p> <p><img src="https://assets.econsultancy.com/images/0008/2584/1.jpg" alt="" width="800" height="584"></p> <h3>3) Make mistakes</h3> <p>Facebook famously told its developers to 'move fast and break things' meaning that failing and learning is preferred over a more conservative approach to change.</p> <p>Attendees felt that this was also an appropriate attitude for marketers who want to get digital transformation underway.</p> <p><img src="https://assets.econsultancy.com/images/0008/2583/fb.jpg" alt="" width="800" height="450"></p> <p>All agreed, however, that working with this attitude is not easy as most organisations reward success and discourage failure. What is required, then, is a shift in mindset so that risky projects, and the invetable failures, are celebrated instead.</p> <p>Participants acknowledged that such a change would not happen quickly throughout a company, but a marketing team looking to get digital transformation underway could be the first to start.</p> <h3>4) Get physical</h3> <p>Another interesting idea which came up during the discussion was that marketers should make their digital transformation programme as 'physical' as possible.</p> <p>That is, instead of only using digital collaboration tools for the initiative, marketers should hold visible meetings, have open brainstorming sections, and cover whiteboards with drawings and post-it notes.</p> <p>Other suggestions included putting up posters of key performance indicators (KPIs) and marketing goals to make it abundantly clear what the team was working on.</p> <p>The purpose of the spectacle is to draw attention to the changes that marketing was leading in hopes of attracting interest from other departments and management.</p> <p><img src="https://assets.econsultancy.com/images/0008/2585/2.jpg" alt="" width="800" height="533"></p> <h3>5) Keep learning</h3> <p>All delegates agreed that digital transformation was first and foremost about people. If the people in the organisation are committed to change then digital transformation will most likely be successful.</p> <p>To make this happen, though, marketers need to be ready to educate others within the organisation. Without having digital expertise, one participant noted, this is unlikely to happen.</p> <p>So to encourage cross-departmental knowledge sharing, marketers need to keep learning about digital technology and how best to apply it to their business.</p> <p>One suggestion for doing so was to hold regular 'lunch and learn' sessions where team members presented to each other about their projects or other innovations.</p> <h3>6) Choose technology carefully</h3> <p>New technology is always necessary for digital transformation and, as mentioned previously, marketers must keep up with technology developments if they aim to start a digital transformation programme.</p> <p>One participant said that the problem they encountered during the transformation process was that their company had too much technology.</p> <p>With dozens of platforms in use, it was nearly impossible for the team to monitor the systems, much less suggest how other departments could use them.</p> <p>One suggestion was that marketers should first integrate the basics - web, email, and CRM - and then add new channels slowly and carefully. Doing so will allow marketers to concentrate on applying existing systems in ways which matter most to the business.</p> <p><img src="https://assets.econsultancy.com/images/0008/2586/3.jpg" alt="" width="800" height="533"></p> <h3>7) Outsource when you can</h3> <p>Finally, participants indicated that no matter how big the marketing or digital transformation teams are, they will always have limited resources.</p> <p>Instead of overloading team members with the wide variety of technologies and digital services necessary for transformation, attendees felt it was best practice for the team to agree on what they could realistically achieve with the team members.</p> <p>For items outside the team's expertise, all agreed that finding the right partners was time well-spent.</p> <p>This can be particularly problematic when new channels, particularly video-based ones, are being considered as the time and resources necessary to produce high-quality material may end up being very time-consuming.  </p> <p>As one delegate noted, marketers trying to get digital transformation on the agenda at their company should invest their time in what they know best - the company's business and how to improve it digitally.</p> <h3>A word of thanks</h3> <p>Econsultancy would like to thank all of the marketers who participated on the day and especially our 'Digital Transformation - People, Process &amp; Technology' moderator, Mona Pradella, B2B Marketing Manager, YourTutor.</p> <p>We hope to see you all at future Sydney Econsultancy events!</p> <p><img src="https://assets.econsultancy.com/images/0008/2587/end.jpg" alt="" width="800" height="533"></p> tag:www.econsultancy.com,2008:BlogPost/68624 2016-12-12T10:07:12+00:00 2016-12-12T10:07:12+00:00 12 seminal reads on why digital *is* different Ashley Friedlein <p>As it is the holiday season, I will make the case through the articles, papers, books or content that inspired me and fuelled my passion for digital as something new, something different.</p> <p>Four areas where digital feels distinctive are in:</p> <ul> <li>its ability to disrupt business models,</li> <li>its emphasis on data and technology as sources of competitive advantage,</li> <li>its focus on the customer experience, and,</li> <li>a culture and operating model with distinctive and new ways of working.</li> </ul> <p>I have categorised my choices around those four key themes. This is not an exhaustive list but is a selection of the best thinking in the digital canon over the years that emphasise why digital is different.</p> <h3>Digital strategy and business models</h3> <p>It was the internet and digital that led to the customer being in control and placed the focus on customer-centricity as the necessary source of competitive advantage that we now hear so much about in business strategy.</p> <p>Another topic that continues to top the digital trends list is personalisation, perhaps because it is a unique blend of data, customer experience and customer-centric thinking.</p> <p>In 1999, three books were published that heralded this new era of customer power and talked about personalisation, privacy and conversational marketing in ways we have yet to master.</p> <p>If you haven’t already done so and need some digital and marketing inspiration, read: <a href="http://www.cluetrain.com/"><em>The Cluetrain Manifesto</em></a> by David Weinberger, Rick Levine, Christopher Locke and Doc Searls; <a href="https://www.amazon.com/Permission-Marketing-Turning-Strangers-Customers/dp/0684856360"><em>Permission Marketing</em></a> by Seth Godin; and <a href="https://www.amazon.com/Enterprise-One-Don-Peppers/dp/038548755X"><em>Enterprise One to One</em></a> by Don Peppers and Martha Rogers. </p> <p><img src="https://assets.econsultancy.com/images/0008/2298/books.jpg" alt="" width="439" height="293"></p> <p>For a shorter read on digital strategic thinking from 2013, take a look at the <a href="http://www.tate.org.uk/research/publications/tate-papers/19/tate-digital-strategy-2013-15-digital-as-a-dimension-of-everything">Tate Digital Strategy 2013–15: Digital as a Dimension of Everything</a>. This is fascinating, partly because it is so rare to see an internal digital strategy that has been open-sourced in this way.</p> <p>Given this is from three years ago, the conclusion is impressive and still progressive: “Digital used to be the concern of one department at Tate but will soon permeate all areas of work in the museum. This transition will require the right level of resourcing, leadership and engagement from across the organisation.”</p> <h3>For digital culture and organisational design</h3> <p>The online presentations on the <a href="http://www.slideshare.net/reed2001/culture-1798664">Netflix culture, posted by Netflix co-founder Reed Hastings</a>, and <a href="https://labs.spotify.com/2014/03/27/spotify-engineering-culture-part-1/">Spotify’s engineering culture, posted by tech developer Henrik Kniberg</a>, are must-reads for anyone seeking to understand what digital culture and organisational thinking look like.</p> <p>Aaron Dignan’s article entitled ‘<a href="https://medium.com/@aarondignan/the-operating-model-that-is-eating-the-world-d9a3b82a5885">The operating model that is eating the world</a>‘ proposes a new set of five Ps – purpose, process, people, product and platform – which give a framework for how organisations should think and work in a digital age.</p> <h3>For digital experiences and design</h3> <p>The <a href="https://econsultancy.com/blog/63430-the-digital-beauty-of-gds-government-digital-service/">UK Government Digital Service</a> was pioneering and enlightened when it published its <a href="https://www.gov.uk/design-principles">design principles</a>, and many organisations could still benefit from creating something similar for themselves today.</p> <p>Meanwhile, Fjord (now part of Accenture) described ‘<a href="https://www.fjordnet.com/conversations/the-era-of-living-services/">the era of living services</a>‘ in a 2015 report, which in my view is one of the best and most cogent articulations of the next wave of digital services and experiences that is underway.</p> <h3>For data and technology</h3> <p>In 2000, Jim Sterne and Matt Cutler co-authored ‘<a href="http://www.targeting.com/wp-content/uploads/2010/12/emetrics-business-metrics-new-economy.pdf">E-metrics – business metrics for the new economy</a>’. Technology may have progressed a lot since then but the thinking behind it is remarkably accurate even now. It was this paper that inspired my early interest in digital analytics and the power of data-driven marketing.</p> <p>Scott Brinker is my preferred writer on marketing technology (martech), including his infamous <a href="http://chiefmartec.com/2016/03/marketing-technology-landscape-supergraphic-2016/">martech landscape diagrams</a> charting the industry’s constituent companies, and now his book <a href="https://www.amazon.com/Hacking-Marketing-Practices-Smarter-Innovative/dp/1119183170">Hacking Marketing</a>, which describes how tech and marketing can learn from each other.</p> <p>When we look back at the decades we are currently living through, I think it will be justifiable to talk of this period as the digital revolution, on par with the industrial revolution, with long term consequences for society, business and marketing.</p> tag:www.econsultancy.com,2008:BlogPost/68612 2016-12-08T14:21:54+00:00 2016-12-08T14:21:54+00:00 How the Internet of Things will fundamentally change marketing Seán Donnelly <p>It’s always nice to receive comments and questions on posts as they provide great opportunities for us here at Econsultancy to challenge our own thinking. </p> <p>In this case, the subscriber asked about the implications of IoT for marketing and in particular digital marketing. These questions provide a nice opportunity to delve a bit more deeply into the topic that perhaps I didn’t do well enough in my first post.</p> <p>With that in mind, let’s start with marketing.</p> <h3>What are the links between IoT and marketing?</h3> <p>Perhaps this isn’t articulated clearly enough in my earlier post despite my intent. I would suggest that the link between IoT and marketing may depend upon how one views the role of marketing.</p> <ol> <li> Is marketing a tactical activity that focuses on the 4Ps of product, price, place and promotion?</li> <li> Or is it a broader strategic activity that positions marketing as the key function of a business?</li> </ol> <p>I would take the second view. If the goal of a business is to create and satisfy a customer, then marketing and product / service innovation are the key strategic activities that add to the bottom line.</p> <p>If we expand on that view even further, then it is up to marketers to understand the market. This means understanding consumer demand and continually observing the competitive landscape.</p> <p>Clearly this positions marketers as leaders and every other business function as a supporting activity.</p> <h3>Strategic marketing</h3> <h4>IoT and the competitive landscape</h4> <p>If we take this second view and then we need to be aware of what impact the Internet of Things might have on our competitive environment.</p> <p>In my earlier post I provided examples of how GE changed its business model from focusing on transactional relationships to designing systems to tap into closer client relationships, effectively making clients more reliant on GE and so making it difficult for those clients to change provider.</p> <p>And so I think marketers will need to consider what impact IoT may have in terms of the key competitive forces at play in their own industries. By competitive forces I am referring to bargaining power of suppliers and buyers and threats of new entrants and substitutes.</p> <p><img src="https://assets.econsultancy.com/images/0008/2255/Uber_homepage.png" alt="" width="800" height="419"></p> <p>I mentioned Uber which is effectively mobile software that connects passengers with drivers of vehicles for hire. Before the saturation of smartphone usage, Uber may not have succeeded. Here’s why.</p> <p>Buyers (of taxi services) had less bargaining power and for the taxi industry, the threat of new entrants was moderate.</p> <p>In countries with regulated taxi industries, drivers have to study and take tests to be awarded with a license to drive a public service vehicle. They may also have to spend a lot of money to purchase their taxi license and in some jurisdictions, a specific vehicle for taxiing; a black cab for example.</p> <p>Uber has bypassed much of this red tape although in fairness, regulatory bodies in many countries are scrambling to catch up due to concern about safety and protecting incumbent players. Since its launch in San Francisco in 2010 it has expanded into over 20 countries and significantly disrupted the taxi industry.</p> <p>In my first post I discussed attending Web Summit. Considering so many companies at Web Summit want to be the next Uber of [insert industry!], then marketers really do need to consider the impact that ubiquitous connectivity of devices with each other, the internet and the wider environment might have on their industry.</p> <p>They may consider this from a defensive point of view but equally, they may see it as an opportunity to innovate and find ways to create new and better customer experiences.</p> <h4>IoT disrupting industries</h4> <p>While taxi drivers couldn’t see Uber coming, car manufacturers can see self-driving coming. Beyond Uber, connected cars may be the most familiar example of IoT related technology.<br> </p> <p>Connected cars, autonomous driving systems, artificial intelligence and cloud computing are driving huge changes for car manufacturers. IoT has had a hand in all of these. </p> <p>IoT related technologies are going to redefine the automotive industry. Car manufacturers are now finding themselves operating in an environment where they need to keep an eye on the likes of non-traditional competitors like Tesla, Google and Apple. Two of these companies didn’t exist 20 years ago.</p> <p>IoT can enable new approaches to driving and potentially new business models:</p> <ul> <li>A landscape of connected cars could lead to a significant uptake in autonomous vehicles that can communicate with other vehicles, traffic management systems and sensors in the road to manage safety and optimise journey routes.</li> <li>IoT can and perhaps is turning car manufacturers into technology companies. Like mobile phones before cars, could cars, like mobile devices (think Nokia) become secondary to the software that is running them?</li> <li>Like the GE example I provided before, sensors in cars can create new services models, giving owners a better understanding of how their vehicles are running and predict potential breakdowns.</li> <li>Internet-enabled sensors in cars can also monitor driver behaviour and so also be used by insurance companies to charge more appropriate premiums.</li> <li>Car mobility data could be used by marketers to figure out ways to target drivers / passengers with personalised offers.</li> <li>For the likes of Google and Apple, companies which have entertainment platforms, they might also make money from selling in car services and entertainment. This makes sense if passengers aren’t actively involved in driving and so can spend time on other pursuits.</li> <li>If a connected car can recognise that something is wrong, it can diagnose the issue and optimise the driving experience to manage the issue. For example, it could turn off air conditioning to conserve energy. It could also communicate with other cars around it to identify that there is a potential issue and also find the closest service centre.</li> <li>In fact, a new connected landscape could lead to an end to car ownership altogether as more and more peer-to-peer services proliferate. In London at least, there are ZipCars in many neighbourhoods. </li> </ul> <p>As well as new opportunities, car manufacturers will also need to think about software security and the risk of being hacked.</p> <p>That changes the paradigm for tactical marketing in terms of producing communications not just about car performance and safety but also cyber security.</p> <h3>Tactical marketing</h3> <p>Let’s bring things back to a more tactical level and look at what IoT could mean for digital marketing in particular.</p> <p>I mentioned in the previous post that IoT could enable marketers to provide enhanced value and services. I also mentioned that IoT can provide real-time, contextualised data that can come from many touchpoints over a period of time.</p> <p>Let’s dig a bit deeper. The keywords here are touchpoints and data and could lead to functional changes in terms of how marketers do their jobs.</p> <p><a href="https://econsultancy.com/reports/quarterly-digital-intelligence-briefing-2016-digital-trends/">Econsultancy’s 2016 Digital Trends report</a> found that seven out of 10 respondents identified the mapping of the customer journey as a strategic priority for the next few years. This suggests getting an understanding of touchpoints along that journey, both online and offline.</p> <p>The beauty of IoT is that the deployment of internet-enabled sensors could provide marketers with real-time, contextualised data from online and offline touchpoints over a period of time. In this sense, IoT may provide marketers with the final piece of the jigsaw that’s been missing to provide a unified approach to marketing activities, online and offline.</p> <p>Consider that in Econsultancy’s 2016 Digital Trends report, personalisation and content optimisation topped the priority list for marketers this year.</p> <p>However only 20% of marketers have an actionable ‘single customer view’ that combines data sources about individuals (Source: <a href="https://econsultancy.com/reports/quarterly-digital-intelligence-briefing-the-pursuit-of-data-driven-maturity/">Quarterly Digital Intelligence Briefing: The Pursuit of Data-Driven Maturity</a>). Clearly there is a huge disconnect between the aspiration of truly personalised marketing communications and the reality.</p> <h3>Analytical marketing </h3> <p>As internet-enabled sensors such as beacons become more prevalent, the implications may be significant. I would suggest that the data from those sensors may be used to enable marketers to more accurately map offline touchpoints and develop a single customer view based on online and offline behaviour.</p> <p>This could lead to all sorts of functional changes to marketing activities:</p> <ul> <li>Real-time market research versus traditional market research methodologies.</li> <li>Access to a single customer view.</li> <li>Ability to deliver real-time, contextualised and personalised communications depending on where a customer is in their decision journey.</li> <li>Access to data that can be used not just for personalised marketing activities but also to inform product and strategic decision making. </li> </ul> <p>Consider that a million connected devices sending an update two times per second create the equivalent of 333 times the number of tweets per second that Twitter has to deal with.</p> <p>Then consider that Cisco forecasts 50bn such devices by 2020. That’s a lot of data to slice and dice. </p> <p>As organisations continue along their journey to digital maturity, marketers will be expected to deal in proven and impactful metrics. IoT may provide some of those metrics.</p> <h3>IoT and Customer Experience</h3> <p>A world of interconnectivity provides an opportunity to improve products and services in real time. </p><p>IoT could provide marketers with the information that they need to improve customer experiences and thereby effectively balance marketing activities between customer acquisition and customer retention.</p> <p>Clearly this has implications for the marketing function in terms of budgeting, operations, service design and approach to advertising. Interestingly, the concept of <a href="https://econsultancy.com/blog/67168-so-what-exactly-does-customer-experience-cx-mean/">Customer Experience (CX)</a> has been gaining traction in recent years as a key strategic priority for many organisations to create sustainable competitive advantage.</p> <h3>Conclusion </h3> <p>Ubiquitous availability of bandwidth, limitless computational capacity via cloud computing as well as near infinite amounts of storage means that we are increasingly going to see new and innovative use cases for IoT.</p> <p>In fact, I would suggest that the Internet of Things will bring things that we can’t even predict yet.</p> <p>With that in mind, I recall the words of <a href="https://econsultancy.com/blog/68374-10-quotes-from-unilever-cmo-keith-weed-at-the-festival-of-marketing-2016/">Keith Weed, CMO of Unilever when he spoke at our Festival of Marketing in October</a>. On the subject of learning, experimentation and success, he said “Pull the future forward and the outside in”.</p> <p><img src="https://assets.econsultancy.com/images/0008/2261/keith_weed.jpg" alt="" width="271" height="271"></p> <p>As we move towards an ‘Internet of Everything’ the only constant left on the table for marketers is that change is inevitable. The goal of this post and my original post is to encourage marketers to think about IoT beyond what it can do to support marketing campaigns today.</p> <p>With that in mind, as marketers I think we need to keep our eye on the horizon and consider what IoT means for us as professionals, for our business and for our industry.</p> <p>As always, comments, critique, questions and positive discussion are most welcome. It will be interesting to see how industries will continue to change as consumers acquire more internet-enabled devices and more of our everyday products are connected to the internet.</p><p>Econsultancy has published a <a href="https://www.econsultancy.com/search/?q=internet%20of%20things&amp;only=BlogPost" target="_self">number of blogs about the Internet of Things</a> as well as these reports:</p> <ul> <li><a href="https://www.econsultancy.com/reports/a-marketer-s-guide-to-the-internet-of-things" target="_self">A Marketer’s Guide to the Internet of Things</a></li> <li> <a href="https://www.econsultancy.com/reports/a-marketer-s-guide-to-wearable-technology" target="_self">A Marketer’s Guide to Wearable Technology</a> </li> </ul> <p>Readers may also be interested in <a href="https://econsultancy.com/reports/predictive-analytics-report/">Econsultancy’s Predictive Analytics Report</a>, published in association with RedEye.</p> <p>This report looks at adoption levels of predictive analytics and the types of strategies and tactics organisations are using.</p> tag:www.econsultancy.com,2008:TrainingDate/3120 2016-12-05T07:43:04+00:00 2016-12-05T07:43:04+00:00 Econsultancy's Certificate in Digital Marketing & Google AdWords Qualified Individual Certification **HRDF Claimable** - Malaysia <h3><strong>Course Details</strong></h3> <p>Econsultancy and ClickAcademy Asia are proud to launch the first world-class Certificate in Digital Marketing programme in Malaysia catering to senior managers and marketing professionals who want to understand digital marketing effectively in the shortest time possible. Participants who complete the programme requirement will be awarded the <strong>Econsultancy's Certificate in Digital Marketing</strong> and <strong>Google AdWords Qualified Individual</strong> <strong>Certificate</strong>.</p> <p style="font-weight: normal;">This is a part-time programme with 64 contact hours (total 8 days) spread over 8 weeks. Participants will only be certified after passing the Google AdWords exams and the digital marketing project, and complete at least 52 contact hours. </p> <p style="font-weight: normal;">The part-time programme covers topics ranging from the overview of digital marketing, customer acquisition channels to social media marketing.</p> <p>A special early bird rate of RM10,000/pax is applicable for participants who register one month before course date. (6% GST applicable)</p> <p>For more information and to register, please click <a href="http://www.clickacademyasia.com/classgroup/econsultancys-certificate-in-digital-marketing-google-adwords-certification-my/?id_class=868&amp;utm_source=econsultancy&amp;utm_medium=website&amp;utm_campaign=doublecert-my-aug2016" target="_blank">here</a> <a href="http://www.clickacademyasia.com/training/digital-marketing/certificate-in-digital-marketing"><br></a></p> <h4>For any queries, please call +65 6653 1911 or email <strong><a href="mailto:apac@econsultancy.com" target="_self">apac@econsultancy.com</a></strong> </h4> tag:www.econsultancy.com,2008:TrainingDate/3107 2016-12-02T05:01:00+00:00 2016-12-02T05:01:00+00:00 Fast Track Digital Marketing - Singapore <p>This intensive 3-day course is a great place to start your digital marketing training. 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