tag:www.econsultancy.com,2008:/topics/digital-transformation Latest Digital Transformation content from Econsultancy 2017-05-22T15:00:00+01:00 tag:www.econsultancy.com,2008:BlogPost/69104 2017-05-22T15:00:00+01:00 2017-05-22T15:00:00+01:00 How Nestlé uses a start-up mentality to drive innovation Nikki Gilliland <h3>An innovation trifecta</h3> <p>In the fast moving world of digital and social media, what skills help brands stay ahead? This was the first question raised, with the answer being broken down into three key areas of focus, or an ‘innovation trifecta’ as Pete called it.</p> <p>The first area is internal innovation, which for Nestlé comes in the form of its digital acceleration team, or ‘DAT’ – a program set up by Pete when he first arrived at the company. Taking inspiration from the likes of Facebook and Google, it is an entrepreneurial space located in Nestlé's global headquarters, where employees work for periods of eight to 12 months at a time. </p> <p>DAT members undertake immersive training and work on strategic business ideas, often participating in hackathons and intense problem-solving activities. For Nestlé, the overarching goal is to ‘loosen the screws’ of a large and hierarchical corporate company in order to permit flexibility and experimentation, i.e. the values of a successful start-up.</p> <p><iframe src="https://www.youtube.com/embed/sub7Oy0DLWc?wmode=transparent" width="640" height="360"></iframe></p> <p>External innovation is the second area of Nestle’s ‘trifecta’ – which comes from its Silicon Valley outpost. This allows the brand to keep its ear to the outside environment, or in other words, to identify and apply breakthrough digital innovation from new and emerging technology partners.</p> <p>A recent example is Nestle’s partnership with Amazon and its Alexa technology. Using a combination of voice automation and visual browsing, the new 'Goodness' platform will provide users with healthy recipes based on voice commands.</p> <p>The final part of the trifecta is HENRi (named after Henri Nestlé) – an open innovation platform that enables collaboration with external entrepreneurs, businesses or partners. It is essentially a way for Nestlé to find solutions to existing problems much faster. For example, its recent initiative to help consumers stick to recommended portion sizes of products like Brazil’s ‘Passatempo’. Applications ranged from app developers to design agencies, involving a wide range of product and even psychological-based solutions.</p> <p><img src="https://assets.econsultancy.com/images/0008/6252/HENRi.JPG" alt="" width="600" height="327"></p> <h3>Managing tensions</h3> <p>Silos and internal tensions can be a huge problem within large hierarchical organisations. Formal vs informal power is one of these tensions for Nestlé, which it strives to dispel through its Digital Acceleration Team as well as initiatives like reverse mentoring.</p> <p>This involves pairing up executives with graduates for one-to-one conversations and workshops. In doing so, both sides gain something valuable, be it knowledge on Snapchat or Instagram or techniques and strategies for leadership. Ultimately, it helps to dissolve tension points as well as foster a much more collaborative and open working environment – far removed from the aforementioned hierarchical stereotype.</p> <h3>Internal selling and persuading</h3> <p>Pete wrapped up by speaking about how he personally connects with Nestlé employees. More specifically, how he makes an impact on the organisation through internal social media.</p> <p>With the belief that ‘internal mastery’ drives ‘external mastery’, Pete encourages interaction and communication within the company, making it his priority to post regular content on the company’s internal social media platform as well as reply and like comments and feedback. In doing so, he (and the overarching brand) has been able to learn how to persuade, to make people feel important, and ultimately learn how to sell.</p> <p>He cited the example of 'mobile or not' as proof - a video series posted by the Digital Acceleration Team which generated far more engagement on the subject of mobile compared with a previous written memo. Taking insight from external social activity (e.g. how people use and engage with social platforms like Facebook and Instagram in their personal lives) - Nestlé is able to apply it internally to foster a culture of real innovation.</p> <p><em><strong>Related reading:</strong></em></p> <ul> <li><em><a href="https://econsultancy.com/blog/67792-what-does-startup-culture-really-mean-how-can-it-help-big-businesses-transform/" target="_blank">What does 'startup culture' really mean &amp; how can it help big businesses transform?</a></em></li> <li><em><a href="https://econsultancy.com/blog/66785-19-innovative-startups-set-to-revolutionise-marketing/" target="_blank">19 innovative startups set to revolutionise marketing</a></em></li> </ul> tag:www.econsultancy.com,2008:BlogPost/69097 2017-05-22T13:00:00+01:00 2017-05-22T13:00:00+01:00 Why your internal comms team needs to embrace digital Anna Francis <p>This can be seen through the rapid development of external comms within the world of technology, as digital marketing and online PR have taken a big part of many budgets over the last five years or so. </p> <p>Internal comms has recently come more to the forefront however, as businesses realise that keeping their employees happy is just as important as making their customers happy and a content workforce can make all the difference to business performance.</p> <p>While it may be a few years behind, internal comms is now starting to make waves in the world of digital as businesses realise that the era of millennials taking up their jobs means social media and online communication is now more important than ever.</p> <p>Diving into the world of digital internal comms can seem overwhelming, but there are actually a few simple ways to kick-start your digital journey:</p> <h3>Online Hub</h3> <p>While intranets often get a bad rap, it’s almost always the content rather than the channel that leads to a successful digital internal comms strategy. Content needs to be created by employees and for employees.</p> <p>Communication is a two way street though and that applies to employee engagement as much as anything else. While it’s important that information is communicated clearly and transparently from the top down, information also needs to come from the front line.</p> <p>There are many different platforms available and giving your employees a voice online can make a huge difference to their happiness and sense of satisfaction.</p> <p><img src="https://assets.econsultancy.com/images/0008/6253/comms.jpg" alt="comms" width="470" height="289"></p> <h3>App</h3> <p>With millennials checking their phones over 100 times a day, having an app just makes sense when it comes to providing your employees with real-time news and content. It’s easier for people to upload a range of different multimedia straight from a phone too, including photos, videos, GIFs and more.</p> <p>Apps are great for businesses that have a lot of employees on the go too. If you have remote workers or frequent travellers, they can keep up with business news and colleague views wherever they are.</p> <h3>Digital Signage</h3> <p>One of the most powerful tools when it comes to internal communications is digital signage. It can be used to highlight real-time news updates, feature menus, weather forecasts, social media channels and more.</p> <p>The strategic placement of screens throughout an office can ensure that important information is absorbed and retained by employees. These screens are a great communication tool for businesses that have offices all over the world who need to quickly and efficiently transmit information.</p> <p>Anything your employees could check on a laptop or phone can be visualised using digital signage. Feedback, praise, opinions, discussions and polls can all be featured using digital signage and give your employees instant content to engage with.</p> <h3>Social Channels</h3> <p>With social media taking over the world, no employee is likely to go a whole day at work without checking at least one, or five, of their social media accounts. This gives businesses the perfect reason to create an internal social channel for their employees to use.</p> <p>After the launch of Facebook at Work, the lines between personal and professional social network use became more blurred than ever. Yammer, Slack, Skype and Jive are already used all over the world and are changing the way employees communicate online.</p> <h3>Summary</h3> <p>There’s no “one size fits all” when it comes to internal comms and digital, and it’s important not to swim against the tide when you do dive into the online world of content and communications.</p> <p>It’s important to choose a platform your staff already use and provide them with content that will interest them, engage them, and encourage them to get involved.</p> <p><em><strong>Further reading:</strong></em></p> <ul> <li><a href="https://econsultancy.com/reports/the-future-of-hr-in-the-digital-age/">The Future of HR in the Digital Age</a></li> <li><a href="https://econsultancy.com/blog/67665-hr-departments-are-feeling-the-pain-of-digital-disruption/">HR departments are feeling the pain of digital disruption</a></li> <li><a href="https://econsultancy.com/blog/67976-this-is-how-you-explain-to-hr-what-digital-means/">This is how you explain to HR what digital means</a></li> </ul> tag:www.econsultancy.com,2008:TrainingDate/3238 2017-05-11T15:31:22+01:00 2017-05-11T15:31:22+01:00 HR in the Digital Age <p>HR and Learning and Development practice is shifting significantly in response to the impact of digital technologies and changing organisational contexts. This 1-day course covers the need-to-know shifts, and the latest thinking and approaches, in order to help you and your company succeed in the digital age. </p> tag:www.econsultancy.com,2008:TrainingDate/3237 2017-05-11T15:30:41+01:00 2017-05-11T15:30:41+01:00 HR in the Digital Age <p>HR and Learning and Development practice is shifting significantly in response to the impact of digital technologies and changing organisational contexts. This 1-day course covers the need-to-know shifts, and the latest thinking and approaches, in order to help you and your company succeed in the digital age. </p> tag:www.econsultancy.com,2008:Report/4480 2017-05-10T11:08:00+01:00 2017-05-10T11:08:00+01:00 2017 State of Digital Transformation in Financial Services <p>The <strong>2017 State of Digital Transformation in Financial Services </strong>report, produced by Econsultancy in partnership with <a href="http://www.adobe.com/marketing-cloud.html" target="_blank">Adobe</a>, explores how digital is changing the competitive landscape across financial services sectors, with a focus on retail banking, investment and insurance.</p> <p>The report, which is based on a survey of more than 400 marketers, discusses the challenges and opportunities that the digital shift presents to marketers in this sector.</p> <h2>Key focus</h2> <p>When disruption happens in the financial services industry, it can reshape organizations to their core. With the explosion of new technologies like AI or platforms like mobile, businesses in financial services are expected to incorporate convenience and ubiquity into the experience they offer. This is easier said than done. In this report, we see that more than 40% of FSI businesses worry about appealing to their new generation of consumers.</p> <p>What's the cause of this concern? Customer expectations that have risen as technology has enabled consistent and convenient experiences. In most sectors, consumers can get what they want, when they want it, with little friction. That sets the bar for FSI and much of the industry is struggling to keep up.</p> <p>Ten years ago, mobile phones were merely telephones on the go. Today, mobile devices, sites and apps are people's connection to everything. A multichannel customer experience is the new normal.</p> <p>That gets to the root of what this report examines – who are the digital leaders and how do they differ from the mainstream? How do these differences manifest across retail banking compared to insurance and investment businesses? Most importantly, what can leaders in any kind of FSI company learn to help their transformation programs?</p> <p><strong>The following topics are explored in the report:</strong></p> <ul> <li>Outlook on the future of digital in FSI</li> <li>The budgetary future</li> <li>The differing effects of AI on the subsectors of financial services, investment and insurance</li> <li>Focus on banking innovation</li> <li>Digital activation and support of agents/brokers</li> </ul> tag:www.econsultancy.com,2008:BlogPost/69002 2017-05-10T11:00:00+01:00 2017-05-10T11:00:00+01:00 Digital leadership: how to drive change in an ecommerce business James Hammersley <p>This takes three things:</p> <ul> <li> <strong>first,</strong> to build a shared understanding of the facts such that the problem is commonly understood;</li> <li> <strong>second,</strong> be willing to test and learn from the outcomes about what direction is likely to give the best results and,</li> <li> <strong>third</strong>, to find rapid, agile ways of implementing fast when testing has identified winning ways forward.</li> </ul> <p>Fascinatingly, the same principle underpins great ecommerce delivery – get the customer insight to define the problem and then test to identify the most effective solution and act fast to mainstream.</p> <p>Perhaps this shouldn’t be a surprise: ecommerce is after all the channel most closely connected with the customer in the market, and in a world that is changing ‘faster than we can learn’, staying connected to the customer is about staying connected to changes in the market and knowing how to respond to them faster than the competition.</p> <p>As far as leadership in change is concerned we have built a simple model that applies to changing organisations and to engaging with and responding to changing markets.</p> <p><em><img src="https://assets.econsultancy.com/images/0008/5922/leadership_in_change.png" alt="" width="393" height="393"></em></p> <p><em>Leadership in Change</em></p> <p>Briefly this suggests that effective leadership in a changing world is built on the capability to:</p> <ul> <li> <strong>Step back and reflect: </strong>Reflect and identify the key challenges; plan how to engage others before acting.</li> <li> <strong>Orchestrate change through others: </strong>Set a compelling vision and collaborate to use everyone’s talent and potential to deliver it.</li> <li> <strong>Focus on the outcome: </strong>Keep the goal clear and adapt to find new ways of achieving it using failure as positive learning.</li> <li> <strong>Test and learn: </strong>Use hypotheses informed through deep customer/market insight to experiment to find the best way forward.</li> <li> <strong>Broaden bandwidth: </strong>Champion the importance of a diversity of voices and ideas in looking for options that may resolve key issues.</li> <li> <strong>Challenge performance and behaviour: </strong>Stand firm on values as well as on performance outcomes and address the conflicts as they arise.</li> <li> <strong>Manage energy: </strong>Appreciate the time and energy it will take and have the stamina to see it through.</li> </ul> <p>There are obvious implications from this framework in terms of individual skills and behaviours. To succeed as leaders individuals will need strong communication skills, the ability to engage and mobilise people, and the courage to stand firm on values and address conflicts.  </p> <p>There are also implications for being able to work across a diverse range of people (cultural, gender, ethnicity, sexual orientation, etc.) and for understanding how to ensure the organisation builds the capability to manage from hypotheses rather than theses. Finally there are implications for self-management: finding time to think about the issues and yourself and being able to manage your well-being so that you keep healthy, mentally as well as physically.</p> <h3>So, how do you change the organisation then?</h3> <p>You have to be clear where you are going. Think strategically about the organisation you need to be able to deliver your goals. Figure three shows the key elements:</p> <p> <img src="https://assets.econsultancy.com/images/0008/5923/organisation_effectiveness.png" alt="" width="650" height="381"></p> <p><em>Organisation effectiveness</em></p> <p>We always start with defining the culture and end with deciding on structure. Form should always follow function in thinking about organisational change – indeed, in our experience it’s not a bad mantra for ecommerce effectiveness either.</p> <p>The culture that generates success in a world that is changing faster then we can learn is one that values diversity, exploration, testing and that is obsessed about the customer. This is an open culture, always willing to learn new things, change old ways of doing things and accept challenge from inside or outside.</p> <p>It’s one that does not accept assertions about the world, but that embraces opinions informed from sound data. It is a culture where people make commitments, keep them and take responsibility for themselves and for others whose success is important towards the success of the enterprise as a whole. It is a collaborative culture which does not tolerate inter-departmental politics or ‘not invented here’ behaviours.</p> <p>Leaders need to identify the key behaviours they want in their teams and work out:</p> <ul> <li>What would this look like if it were happening?</li> <li>What would we hear if it were happening?</li> </ul> <p>This really helps both the setting of standards and painting a picture of the future, but also how to give team members feedback when you don’t get what you want.</p> <h3>And what do ecommerce organisations need?</h3> <p>The capabilities needed are technical and personal. The technical ones in ecommerce are specific: insight generation, hypothesis creation and testing execution. These require skills ranging from understanding platform and web implementations and their performance analytics, through insight platform creation, effective customer experience design to copywriting and the judgement of design executions.</p> <p>The personal ones are about communication effectiveness, the ability to spot and describe issues effectively so everyone understands, and an ability to work to rigorous process and data standards.</p> <p>We have left out user experience quite deliberately. There is a role for customer experience champions and this will include insights from experience and testing in the past; but given that the pace of change in the market means that what we have done in the past may not work today or tomorrow the core responsibility of a CX function has to be to the building of insight that is current and the testing of alternatives that optimise the outcomes for customers.</p> <p>‘UX’ in our experience has a tendency to breed highly opinionated, and very often inflexible, experts.  These people are as likely to damage performance as much as they are to improve it. The key capability above all is that of listening to the customer and building deep insight that creates hypotheses. The expertise you want is hypotheses creation and testing strategies to find solutions that deliver revenue and/or margin.</p> <p>Leaders need to be clear about what is critical in the team, where the gaps are and how to fill them. One of the biggest challenge in ecommerce is cutting through the plethora of false friends – the capabilities you don’t really need and being prepared to take these out of the organisation in order to free up resources for the ones that are performance critical.</p> <h3>You also need to change the way the organisation works</h3> <p>Capacity is about how you choose to allocate resources both internally and externally and what processes you determine will support the best commercial outcome. In our view there are capabilities every ecommerce team should have at its core and ones that should be resourced externally. Many teams end up with the wrong balance and as a result invest far too much in people and activity.</p> <p>One of the biggest gaps in ecommerce today is the lack of a clear strategic process that ties together brand, customer insight, product development, IT and sales to deliver optimum performance.</p> <p>In response to this we have developed the Customer to Action and Engagement to Action models and they remain some of the only end-to-end process models available to ecommerce leaders today.  </p> <p>Engagement to Action is our approach to performance improvement in digital marketing; Customer to Action can transform optimisation performance. Both start with the customer in the market, in particular understanding why they do not buy. Both create insight through blending qualitative and quantitative data into insight-based hypotheses. Without processes that can do this and that are adhered to by all players in the ecommerce eco-system, ecommerce teams will be severely hampered in generating the growth that their stakeholkders are looking for.</p> <h3>Performance change requires a plan and the leadership to deliver it</h3> <p>To make change happen you need to work out what to change to deliver your organisational goal. Our suggested order of thinking focuses on how to deliver a step change in commercial performance:</p> <ul> <li> <strong>Process and shared goal:</strong> getting this clear and owned across the functions involved in delivery means that everyone will work in a common way to a common drumbeat</li> <li> <strong>Resource allocation:</strong> if it isn’t working stop spending on it. If people aren’t delivering, then stop spending on them. Everything in ecommerce is measurable. If it isn’t then stop spending on that too! After this you’ll have resource to allocate to testing. Once the tests deliver then you can invest to the level you want behind proven success. This stands true for marketing, online sales execution and CRM activity.</li> <li> <strong>Culture:</strong> the process will only work if people keep to commitments and behave in a way that supports it. This is a long haul change and needs to be defined early and then reinforced regularly</li> <li> <strong>Skills:</strong> the process will only deliver if you have the right capabilities in your own team and in the agencies that you employ. This will be the biggest driver of resource change – both your own and in the agencies you employ.</li> <li> <strong>Attitudes:</strong> once you’ve laid out the process and your expectations and understood the gap the other driver of resource change is poor attitude – move this out quickly as it is corrosive.</li> <li> <strong>Structure:</strong> in a world that changes faster than we can learn structures will increasingly become fluid. Certainty should come from a clear purpose and strong values. Your team should become used to working in a variety of groupings depending on the issue and the stage in the process.  </li> </ul> <p><em><strong>Econsultancy is hosting a Digital Transformation Conference focusing on Talent and Culture in London on June 14th. <a href="https://goo.gl/LO5VrK">Apply for your free place today</a>.</strong></em></p> tag:www.econsultancy.com,2008:BlogPost/69076 2017-05-09T16:24:01+01:00 2017-05-09T16:24:01+01:00 Digital transformation heats up in FSI as leaders compete for future Stefan Tornquist <p>Where appropriate, the study’s findings are broken down by subsector and success in digital transformation, comparing marketing <strong><em>leaders</em></strong> with the <strong><em>mainstream</em></strong> to identify current tensions and future trends.</p> <h3><strong>FSI leaders are competing for the future</strong></h3> <p>If you are a digital leader, your organization is looking ahead, and sees competition coming from newer players. That’s driving priorities in growing the client base today and providing a consistent, high-quality customer experience to support growth. </p> <p>For the mainstream, however, the immediate path to growth is through current customers, reaping easier rewards while trying to address digital shortfalls.</p> <p>This difference between forward thinking companies and their peers underlies many of the study’s findings; leaders are already focused on the future, while the mainstream is mired in legacy thinking and technology.</p> <p>Accordingly, there’s a marked difference in how digital leaders and mainstream companies in FSI see their greatest competitive threats over the next two years; leaders are much more likely to be conscious of competition from the <em>new economy giants</em> such as Google, Microsoft, Apple and <em>startups</em> providing seamless, quick, and cheap services.</p> <p><img style="vertical-align: middle;" src="https://assets.econsultancy.com/images/resized/0008/5965/blog_chart-blog-flyer.png" alt="" width="470" height="341"></p> <p>Almost half of digital leaders (49%) say that competition from the new economy is their greatest competition, compared to 29% of mainstream respondents.</p> <h3>Digital’s impact on sales is increasing rapidly</h3> <p>In planning, the lines between digital and offline marketing are fading, but they’re still distinct in most budgets. The vast majority of digital budgets are expected to rise in 2017, and their growth continues in the double digits. The average increase cited is 15% by mainstream companies and nearly double that rate (27%) by leaders.</p> <p>Digital’s impact on sales is also on the rise, both direct and influencing, with roughly one-third of sales today ascribed to digital channels.</p> <h3>Leaders see data as the key to winning with experience</h3> <p>The ability to manage customer data for first party advertising, partner marketing and customer experience management will be an important lever for growth in coming years, and leaders are better positioned to pull it.</p> <p>Half of leading companies have deployed a <a href="https://econsultancy.com/blog/68639-how-crm-and-a-dmp-can-combine-to-give-a-360-degree-view-of-the-customer/">data management platform</a>, nearly 60% more than the mainstream. Looking ahead, a quarter of leaders who haven’t already done so have targeted DMPs as a priority area for 2017, compared to only 14% of the mainstream. </p> <p>Personalized experiences are a goal across sectors and companies, but barriers vary. Mainstream companies are still most likely to run up against IT and security concerns. Leading companies aren’t immune to these, but are just as likely to be focusing on structure and political issues, citing channel ownership as a key challenge.</p> <h3>The cloud has arrived, with AI on the horizon</h3> <p>Leaders are significantly outpacing their peers in implementing cloud solutions; they are 44% more likely to be using cloud marketing platforms and 40% more likely to have moved internal systems and operations to the cloud. Most striking, they are 89% more likely to have moved product backend systems there, allowing a more flexible approach to a rapidly evolving customer experience.</p> <p>More than half of FSI leaders say that they’ve implemented artificial intelligence in some customer-facing areas. Among the subsectors, retail banking leads, with over one-third of respondents having an active AI initiative, and 45% describing it as a high priority in 2017. Insurance and investment lag significantly; more than half of these companies say that it’s not a near-term priority.</p> <p><strong><em>Also in the State of Digital Transformation in Financial Services </em></strong></p> <ul> <li>What are the top technology investment priorities in financial services?</li> <li>What are the top areas of innovation in retail banking?</li> <li>How does the industry see the impact of mobile on sales today and in three years?</li> <li>What is the role of digital in enabling human advisors?</li> <li>How does digital maturity differ by financial service sector?</li> </ul> <p><em>Subscribers can access the <a href="https://econsultancy.com/reports/digital-transformation-in-financial-services-and-insurance-2017">full report</a> as well as our recent Digital Intelligence Briefing: <a href="https://econsultancy.com/reports/2017-digital-trends-in-financial-services-and-insurance">2017 Digital Trends in FSI</a>, in partnership with Adobe. These studies are also complemented by a <a href="https://econsultancy.com/reports/financial-services-and-insurance-internet-statistics-compendium">new addition</a> to the Statistics Compendium Series that is focused entirely on the sector.</em></p> tag:www.econsultancy.com,2008:BlogPost/69045 2017-05-08T14:00:00+01:00 2017-05-08T14:00:00+01:00 A day in the life of… Digital Marketing Manager for Good Energy Nikki Gilliland <h4><img src="https://assets.econsultancy.com/images/0008/5786/Adam-Johnstone.jpg" alt="" width="400" height="518"></h4> <h4> <em>Econsultancy:</em> Please describe your job: What do you do?</h4> <p><em>Adam Johnstone:</em> My role as digital marketing manager at Good Energy is pretty broad. I've been in the role for over seven years, during which time I've set up and maintained all digital channels. I've also overseen the development of three websites, an app and two online customer self-serve portals. </p> <p>As well as helping to shape our digital strategy, I love getting my hands dirty by diving in to our data to glean insight in to what is and what isn't working. This analysis allows me to improve conversion rates and ultimately user experience.</p> <h4> <em>E:</em> Whereabouts do you sit within the organisation? Who do you report to?</h4> <p><em>AJ:</em> I sit within the digital team, reporting in to the marketing director.</p> <h4> <em>E:</em> What kind of skills do you need to be effective in your role and in energy/utilities?</h4> <p><em>AJ:</em> As well as maintaining an understanding of digital channels and how they're continually evolving, it's really important to never lose sight of the bigger picture – what is the company mission and what goals am I trying to achieve? </p> <p>For me, measuring performance and keeping on top of what competitors are doing are critical benchmarks for success. It's also essential to put the customer first, which is why I approach all UX updates to our website, app and online service by first mapping out our customer requirements. </p> <p><img src="https://assets.econsultancy.com/images/0008/5789/good_energy.JPG" alt="" width="760" height="421"></p> <h4> <em>E:</em> Tell us about a typical working day…</h4> <p><em>AJ:</em> The first thing I'll do each day is to check in on our digital performance from the past 24 hours. This includes a quick dive in to Google Analytics and my custom reports in Data Studio. We'll then have a team stand-up to briefly cover all of the actions for the day. </p> <p>At the moment, a typical day for me is prioritising the functional upgrades to our website, app and online portal, as well as working on <a href="https://econsultancy.com/reports/conversion-rate-optimization-report/">CRO projects</a> to help deliver a first-class customer experience. Good Energy is committed to a business-wide <a href="https://econsultancy.com/training/digital-transformation/">digital transformation</a>, so there's plenty of work to be done in order to achieve that.</p> <h4> <em>E:</em> What do you love about your job? What sucks?</h4> <p><em>AJ:</em> I love the fact that Good Energy is an ethical business and has strong values to which I'm aligned with. Good Energy was set up as a renewable energy solution to help tackle climate change. I feel a real sense of achievement every time I convert a user online; it really does go a long way towards helping our mission. </p> <p>In terms of what sucks, it has to be those times when I'm slogging through data to find that small nugget of insight that could prove valuable. Obviously it's all worth it when I do find it!</p> <h4> <em>E:</em> What kind of goals do you have? What are the most useful metrics and KPIs for measuring success?</h4> <p><em>AJ:</em> I have a number of goals across different areas of digital. From a website point of view, I need users to be showing interest, maybe signing up to the newsletter or getting an energy quote. Ultimately, the primary goal is to switch as many users as possible to Good Energy. </p> <p>In terms of the app and online portal, the goals here are more around customer retention and ensuring customers can self-serve with ease. I monitor various metrics and KPIs all the way through the funnel, whether that's social or PPC reach, email open and click-through rates and user interactions online such as device, location, demographic, pages viewed etc. All metrics feed in to goals and conversion rates. </p> <p>Keeping a close eye on conversions and CPA is essential for any digital progression and CRO next steps.</p> <h4> <em>E:</em> What are your favourite tools to help you to get the job done?</h4> <p><em>AJ:</em> I'll start with the classics, so Google Analytics for data and Moz for SEO. Other great tools include Optimizely and HotJar for A/B testing and CRO, Fresh Relevance for web drop off / retargeting, Affilinet for affiliate marketing and Socialbakers for complete social channel management. </p> <p>But for me, the most exciting new tool to the market has to be Google Data Studio. I went to see Google last year and this was something they mentioned was in the pipeline for release in 2017. Sure enough it's now readily available and is proving to be a fantastic way to collate digital data in to one place, whilst making it look pretty at the same time.</p> <h4> <em>E:</em> How did you get started in marketing, and where might you go from here?</h4> <p><em>AJ:</em> I'm completely self-taught, having fallen in to the world of marketing following my app development background. I've also been lucky enough to polish my digital skills with guidance from some of the best London agencies around. </p> <p>With my skill set I plan to steer Good Energy through this period of digital transformation, as well as continue to learn new skills through networking and events. </p> <blockquote class="twitter-tweet"> <p lang="en" dir="ltr">You might not be aware of the investment we put into the communities close to our <a href="https://twitter.com/hashtag/energy?src=hash">#energy</a> farms. Here's one of the projects we've supported <a href="https://t.co/NcCT3H8uba">pic.twitter.com/NcCT3H8uba</a></p> — Good Energy (@GoodEnergy) <a href="https://twitter.com/GoodEnergy/status/854334157597675520">April 18, 2017</a> </blockquote> <h4> <em>E:</em> Which brands do you think are doing digital well?</h4> <p><em>AJ:</em> I'm a big fan of what Sky and Nationwide are doing at the moment. I often refer to both of them as great examples for best in class digital estate and customer experience.</p> <h4> <em>E:</em> Do you have any advice for people who want to work in marketing?</h4> <p><em>AJ:</em> Don't get complacent and never stop learning, particularly when it comes to digital. Everything moves so fast, so it's important to stay on top of trends and not get left behind.</p> <p>I find there are so many great resources and events out there which can help with staying in the loop. Just get involved!</p> tag:www.econsultancy.com,2008:Report/4468 2017-05-08T11:20:00+01:00 2017-05-08T11:20:00+01:00 Digital Intelligence Briefing: 2017 Digital Trends in B2B <p>The <strong>2017 Digital Trends in B2B</strong> report demonstrates the priorities and progress being made in B2B marketing as digital experiences in the consumer world continue to bleed into B2B journeys. The results show a sector that, though marred by the familiar 'B2B lags behind B2C' adage, is showing maturity in terms of prioritisation of digital strategy.</p> <p>A lack of capabilities in key areas holds back progress, but there’s increasing evidence that customer experience and digital transformation have taken on a more prominent role.</p> <p>The research, conducted by Econsultancy in partnership with <a title="Adobe" href="http://www.adobe.com/marketing-cloud.html">Adobe</a>, is based on a sample of almost 2,400 B2B respondents who were among more than 14,000 digital professionals taking part in the seventh annual Digital Trends survey, carried out in November and December 2016.</p> <h3>The following sections are featured in the report:</h3> <ul> <li>Fostering a digital culture</li> <li>Lack of confidence in mobile continues</li> <li>The next wave of B2B marketing</li> <li>The CX of the future</li> <li>Actionable tips to help future-proof your B2B business</li> </ul> <h3>Findings include:</h3> <ul> <li>B2B marketers are just as likely to state that their company is digital-first as their B2C counterparts. However, progress at the other end of the scale appears to be stagnating; the proportion of those with digital marketing activities ‘very much separate’ to the rest of their marketing has increased this year to more than a fifth of respondents.</li> <li>B2B’s lag behind B2C is most evident in mobile capabilities. B2B companies are 29% less likely than their B2C counterparts to rank mobile as a top-three strategic priority in 2017, and only 12% are making mobile optimisation a tactical priority, with mobile marketing investment also low.</li> <li>Data is a key strength and priority of B2B; almost three-quarters of organisations have made it a strategic priority, and this is reflected in their confidence over handling data. Compared to last year, they are less likely to say that data is difficult to master, and slightly more likely to use online data to optimise the offline experience and vice versa.</li> <li>The continued dominance of CX in terms of the focus of marketers is reflected in the report, with 91% of B2B brands making the discipline a strategic priority in 2017. However, they are less likely than B2C companies to use CX as their key differentiator, with product innovation and quality almost as likely to be used.</li> </ul> <p><strong>Econsultancy's Digital Intelligence Briefings, sponsored by <a title="Adobe" href="http://www.adobe.com/marketing-cloud.html">Adobe</a>, look at some of the most important trends affecting the marketing landscape. </strong><strong>You can access the other reports in this series <a title="Econsultancy / Adobe Quarterly Digital Intelligence Briefings" href="http://econsultancy.com/reports/quarterly-digital-intelligence-briefing">here</a>.</strong></p> tag:www.econsultancy.com,2008:WebinarEvent/872 2017-05-03T11:01:14+01:00 2017-05-03T11:01:14+01:00 Digital Transformation: The Future of HR <p>This webinar, hosted by Neil Perkin, will cover our latest research on <a href="https://econsultancy.com/reports/the-future-of-hr-in-the-digital-age" target="_blank"><strong>The Future of HR in the Digital Age</strong></a>, including:</p> <ul> <li> <strong>The new context for HR</strong> - digital disruption and the customer experience revolution</li> <li> <strong>HR and digital transformation</strong> - how can HR empower digital-native culture and transformation </li> <li> <strong>Changing HR practice</strong> - shifting performance management processes, building high performance teams, developing a learning culture, approaches to talent acquisition and management</li> <li> <strong>HR and Digital Leadership</strong> - how is leadership and leadership development changing in the digital-empowered world?</li> </ul>