tag:econsultancy.com,2008:/topics/strategy-operations Latest Strategy & Operations content from Econsultancy 2017-03-20T14:54:00+00:00 tag:econsultancy.com,2008:Report/4441 2017-03-20T14:54:00+00:00 2017-03-20T14:54:00+00:00 Implementing a Customer Experience (CX) Strategy Best Practice Guide <h2>About this report</h2> <p>In this report we interview a number of global marketing leaders in order to understand how they have implemented customer experience (CX) strategies, the challenges they have faced along the way and the lessons they have learned.</p> <p>We have also surveyed our extensive subscriber base of marketers, agency heads and technology experts to find out where the biggest hurdles and opportunities lie.</p> <p>Drawing on survey findings, interviews and exclusive content from Econsultancy’s library of articles, research reports and data, this report builds a framework for organisations looking to answer their own CX questions. </p> <h2>What you'll learn</h2> <ul> <li>An understanding of what drives expectations of customer experience </li> <li>A framework for implementing and managing customer experience </li> <li>Innovating customer experience for the future</li> <li>Resolving customer experience challenges</li> </ul> <h2>Contributors </h2> <ul> <li>Deborah Goldingham, Head of Marketing South East Asia, Mastercard</li> <li>Laurence Parkes, Chief Strategy Officer, Rufus Leonard</li> <li>Liz Watson, CMO, Hartville Pet Insurance</li> <li>Bruce Himelstein, Consultant and Former CMO, Ritz Carlton</li> <li>Thom Groot, Digital Director, the AA</li> <li>Brad Rutta, VP Strategic Partnerships and Innovation, Berkshire Hathaway Travel Protection</li> <li>Ian McCaig, Founder and Former CMO, Qubit</li> <li>Uwe Ellinghaus, Global CMO, Cadillac</li> <li>Simon Sproule, CMO, Aston Martin</li> <li>Richard Ingram, Global Head of Brand Innovation and Development, SABMiller</li> <li>Mariano Dima, Global CMO, HomeAway</li> <li>Claudia Infante, Senior Director, Revenue and Distribution Strategy, Hard Rock Resorts</li> </ul> tag:econsultancy.com,2008:Report/4438 2017-03-14T11:00:00+00:00 2017-03-14T11:00:00+00:00 Financial Services and Insurance Internet Statistics Compendium <p>Econsultancy's <strong>Financial Services and Insurance Internet Statistics Compendium</strong> is a comprehensive collection of the most recent financial services and insurance statistics and market data publicly available on online marketing, ecommerce, the internet and related digital media.</p> <p>Like our main <a title="Internet Statistics Compendium" href="https://econsultancy.com/reports/internet-statistics-compendium">Internet Statistics Compendium</a>, this report has been collated from information available to the public, which we have aggregated together in one place to help you quickly find the financial services and insurance internet statistics you need.</p> <p>There are all sorts of internet statistics which you can slot into your next presentation, report or client pitch.</p> <p>Areas covered in this report include:</p> <ul> <li>Digital financial services and insurance market trends</li> <li>Financial Technology (Fintech) and investments</li> <li>Digital strategy and transformation</li> <li>Online banking</li> <li>Mobile banking, mobile payments and the mobile wallet</li> <li>Customer experience</li> </ul> <p><strong>A free sample document is available for download.</strong></p> tag:econsultancy.com,2008:BlogPost/68875 2017-03-08T11:03:24+00:00 2017-03-08T11:03:24+00:00 Lloyds Bank: ‘Advertisers need to do more to reflect Modern Britain' Nikki Gilliland <p>Here is what she had to say.</p> <p><img src="https://assets.econsultancy.com/images/0008/4427/Ros_King.jpg" alt="" width="400" height="400"></p> <h4> <em>Econsultancy:</em> Do you feel that advertising accurately reflects modern Britain? </h4> <p><em>Ros King:</em> I believe that the industry is very well intentioned, but our research suggests that advertising needs to do more to reflect modern Britain. </p> <p>For example, nearly 18% of the population is aged over 65, however, only around 6% of the people represented in advertising fall into this age bracket. Less than 1% of people in advertising appear to be single parents, yet 25% of families with dependent children are single parents. Similarly, one in six people in the UK has a disability, yet they are represented by less than 1% of the people featured in advertising.</p> <p>When we asked consumers if they felt they were accurately portrayed in advertising, only 47% agreed. This percentage was lower amongst respondents from minority groups, and was as low as 21% amongst gay women. 41% of respondents aged over 65, 43% of single parents, and 55% of two-parent families also felt they weren’t accurately portrayed. </p> <h4> <em>E:</em> Do you think the industry is even aware that there is an issue?</h4> <p><em>RK:</em> Yes. I believe the advertising industry is aware that there is still more work to be done. A survey undertaken by Marketing Week in 2015 highlighted that 42% of marketing professionals believe the work they produce doesn’t reflect contemporary society.</p> <h4> <em>E:</em> Why do you think advertisers have failed to be representative?</h4> <p><em>RK: </em>Advertisers don’t make conscious decisions to exclude people in minority groups, or portray them in a way that feels stereotypical. </p> <p>Under-representation is likely to be driven through fear of getting it wrong and causing offence to minority groups. This may be coupled with unconscious bias, which is linked to challenges we know exist around the composition of the industry. The good news is there’s a widespread understanding of the challenges ahead, meaning increasing focus, with additional support by bodies like the IPA and the AA.  </p> <h4> <em>E:</em> How can these challenges be overcome? How should the ad industry go about changing?</h4> <p><em>RK:</em> One of the biggest challenges for any advertiser is how to reflect and represent diversity without stereotyping.  </p> <p>Our Reflecting Modern Britain report highlighted some important insights, which we hope will help people feel more confident in developing more inclusive communications. It is not as simple as re-writing a script to include a protagonist from a minority group - authentic storytelling is crucial. It is important to ensure that the advertisement is written with the person featured at the heart. You cannot just write a script and then deliver diversity in the casting.</p> <p>Finally, and most importantly, demonstrate inclusivity - not just diversity. Singling out minority groups can create feelings of segregation and make some audiences feel they are being educated on prejudice.</p> <h4> <em>E:</em> How are you approaching this issue at Lloyds?</h4> <p><em>RK:</em> Inclusion and diversity are fundamental pillars of our Helping Britain Prosper plan, they run deeply throughout our organisation. As one of the UK’s biggest banks we have a responsibility to better represent the diversity of the customer and communities we serve. </p> <p>Our Modern Britain report helps us understand how advertising currently reflects our society, and how in turn we could improve. Findings from this research have inspired us to look at every stage of the communications process. From research and customer insights, through to creative briefing, media planning and evaluation. Starting with the customer at the outset, we will hopefully develop more inclusive advertising that feels authentic.  </p> <p>The Lloyds Bank ’For your next step’ campaign is a demonstration of how we are translating this into our advertising. One of the most memorable scenes is a proposal between two gay men – ‘He said yes’. This recently won a MAA #DoDifferently award, which showcases adverts featuring diverse and innovative marketing. Customers, colleagues and the LGBT community have been hugely supportive of this campaign via social media.  </p> <p><strong><em>Don't forget to sign up for <a href="http://www.marketingweeklive.co.uk/" target="_blank">Marketing Week Live</a> on March 8-9 in London.</em></strong></p> tag:econsultancy.com,2008:WebinarEvent/856 2017-03-06T13:42:11+00:00 2017-03-06T13:42:11+00:00 Digital Shift Innovation Webinar Q2 <p>Run quarterly, our experts focus on distilling the key developments that are really going to affect how markets are operating, what tools are used, and how digital marketing and ecommerce practices are changing.</p> <p>We make it simple for you to keep track of the key developments in digital technology and marketing.</p> tag:econsultancy.com,2008:BlogPost/68838 2017-02-28T14:52:56+00:00 2017-02-28T14:52:56+00:00 Why specialists might be hampering innovation in digital transformation Stephanie Miller <p>One risk is to allow that innovation mindset to become stagnant, which is the common paradox of specialization. Let's explore how this can happen, despite the best of intentions.</p> <h3>The specialization paradox</h3> <p>Transformation is a blend of ideation (mindset, culture, vision) and implementation (skills training, attitude, organizational structure, process improvement). </p> <p>Ideation is challenging work, and even so, is only half the battle. Identifying the end goal, quantifying the gaps in current practices and skills, and mapping the competencies that are required for modern marketing are essential steps in business transformation. Today, this process also needs to be agile and responsive to market and customer behavior changes over time.</p> <p>Implementation can be even harder. We have to recognize two different kinds of knowledge: <strong>first,</strong> developing a set of compelling statements to convince, mobilize and motivate a new team of skilled modern marketers and practitioners. </p> <p>Why are we transforming to customer first/digital first/mobile first or some other theme? How will that change make a difference in our business goals?</p> <p><strong>Second,</strong> producing testable propositions about the business reality, namely how to meet customers where they are - digitally and otherwise - using the technology available and with creative solutions that interest and engage people. These practices and procedures have to be achievable and inspiring... and become the proof points that excite marketers to jump on board and add their own successes to the story.</p> <p>The logical output of those two kinds of knowledge is to specialize - letting experts in each area of marketing innovate from deep knowledge and experience, exposing new, strategic ideas and motivating others across the organization to embrace new opportunities. </p> <p><img src="https://assets.econsultancy.com/images/0008/4237/specialist.jpg" alt="" width="700" height="467"></p> <p><em>Is it a good idea to specialize in only one area?</em></p> <p>Specialization is a good business strategy. Good companies tend to specialize over time - usually because of competition as well as for productivity and cost reasons. The interdependency of marketing activity naturally leads to specialists doing some of the expert production work to streamline costs, advance technical and data management techiques, and strengthen consistency of brand alignment.   </p> <p>Over time, specialists - often located in a Center of Excellence (a hub-spoke model favored in of agile methods) - become themselves enmeshed in their own set of practices and processes. It's hard to innovate from a position of comfortable procedure.</p> <p>Thus emerges a paradox of specialization that must be recognized and addressed if marketing organizations want to continuously improve. A reliance on specialists can actually limit the amount of disruption or innovation happening in marketing teams.</p> <p>Marketing organizations need a wide set of skills and resources because any radical innovation requires the exploration and utilization of new/different knowledge and resources than are current being used. This gap between the specialist teams and the need for general or different knowledge and approaches is a real business risk. The gap is bridged through an ongoing, diligent effort at maintaining the innovation mindset that led to the specialization in the first place.</p> <p>A business must organize for specialization, but at the same time maintain capacity for radical innovation. </p> <ul> <li>Reduce the gap as much as possible, partly by re-conceptualizing (making the new more similar to the established), and partly by simplifying and removing some of the novel elements proposed.</li> <li>With a smaller gap, we can define the role of generalists more specifically, even hiring or partnering with outside teams, or connecting new resources in creative ways.</li> <li>Maintain a wider knowledge base, and developing bridging mechanisms so that specialization models do not simply become a "new normal" and thus resist change.</li> </ul> <p>The same passion that inspires change and leads to transformation of a marketing organization must be nurtured continually. Specialization often seeks to converge and simplify an organization's efficiency. Transformation leaders must guard against divergence of the innovation. </p> <p>What do you think? Does your organization have a commitment to continual innovation, beyond specialization?</p> <p><strong><em>For more on this, read:</em></strong></p> <ul> <li><a href="https://econsultancy.com/blog/68185-four-different-approaches-to-digital-transformation-which-suits-your-needs/"><em>Four different approaches to digital transformation: Which suits your needs?</em></a></li> <li><a href="https://econsultancy.com/blog/63580-digital-transformation-what-it-is-and-how-to-get-there/"><em>Digital transformation: what it is and how to get there</em></a></li> </ul> tag:econsultancy.com,2008:Report/3008 2017-02-27T12:55:00+00:00 2017-02-27T12:55:00+00:00 Internet Statistics Compendium Econsultancy <p>Econsultancy’s <strong>Internet Statistics Compendium</strong> is a collection of the most recent statistics and market data publicly available on online marketing, ecommerce, the internet and related digital media. </p> <p><strong>The compendium is available as 11 main reports (in addition to two sector-specific reports, B2B and Healthcare &amp; Pharma) across the following topics:</strong></p> <ul> <li><strong><a href="http://econsultancy.com/reports/advertising-media-statistics">Advertising</a></strong></li> <li><strong><a href="http://econsultancy.com/reports/content-statistics">Content</a></strong></li> <li><strong><a href="http://econsultancy.com/reports/customer-experience-statistics">Customer Experience</a></strong></li> <li><strong><a href="http://econsultancy.com/reports/web-analytics-statistics">Data and Analytics</a></strong></li> <li><strong><a href="http://econsultancy.com/reports/demographics-technology-adoption">Demographics and Technology Adoption</a></strong></li> <li><strong><a href="http://econsultancy.com/uk/reports/ecommerce-statistics">Ecommerce</a></strong></li> <li><strong><a href="http://econsultancy.com/reports/email-ecrm-statistics">Email and eCRM</a></strong></li> <li><strong><a href="http://econsultancy.com/reports/mobile-statistics">Mobile</a></strong></li> <li><strong><a href="http://econsultancy.com/reports/search-marketing-statistics">Search</a></strong></li> <li><strong><a href="http://econsultancy.com/reports/social-media-statistics">Social</a></strong></li> <li><strong><a href="http://econsultancy.com/reports/strategy-and-operations-statistics">Strategy and Operations</a></strong></li> </ul> <p>Updated monthly, each document is a comprehensive compilation of internet statistics and digital market research with data, facts, charts and figures. The reports have been collated from information available to the public, which we have aggregated together in one place to help you quickly find the internet statistics you need - a huge time-saver for presentations and reports.</p> <p>There are all sorts of internet statistics which you can slot into your next presentation, report or client pitch.</p> <p><strong>Sector-specific data and reports are available under the following areas:</strong></p> <ul> <li><strong><a title="B2B Internet Statistics Compendium" href="http://econsultancy.com/reports/b2b-internet-statistics-compendium">B2B</a> </strong></li> <li><strong><a title="Healthcare and Pharmaceuticals Internet Statistics Compendium" href="https://econsultancy.com/reports/healthcare-and-pharmaceuticals-internet-statistics-compendium/">Healthcare and Pharmaceuticals</a> </strong></li> <li><strong><a title="Financial Services and Insurance Internet Statistics Compendium" href="https://econsultancy.com/reports/financial-services-and-insurance-internet-statistics-compendium/">Financial Services and Insurance</a> </strong></li> </ul> <p><strong>Regions covered in each document (where data is available) are:</strong></p> <ul> <li><strong>Global</strong></li> <li><strong>UK</strong></li> <li><strong>North America</strong></li> <li><strong>Asia</strong></li> <li><strong>Australia and New Zealand</strong></li> <li><strong>Europe</strong></li> <li><strong>Latin America</strong></li> <li><strong>MENA</strong></li> </ul> <p>A sample of the Internet Statistics Compendium is available for free, with various statistics included and a full table of contents, to show you what you're missing.</p> tag:econsultancy.com,2008:BlogPost/68811 2017-02-16T14:33:00+00:00 2017-02-16T14:33:00+00:00 Loyalty programs are losing their sway: here's what brands can do about it Patricio Robles <p>The consulting firm polled 25,000 consumers around the world, of which 10% were located in the US, and found that more than three-quarters (78%) say they'll pull their loyalty more quickly than they would have three years ago, and slightly more than a third (34%) indicate that what drives their loyalty today is the same as it was three years ago.</p> <p>Despite the prevalence of loyalty programs, over half (54%) reported switching a provider in the past year. As <a href="http://adage.com/article/cmo-strategy/consumers-fickle-billions-spent-loyalty/307974/">reported by</a> AdAge, "Retailers, cable and satellite providers, banks and internet service providers were the most likely victims of switchers."</p> <p>For many brands, loyalty programs have been seen as a potent driver of sales for years, but there's evidence that the effects of these programs are dwindling. That evidence includes slowing same-store sales growth and "millions of points that are laying dormant" in various rewards programs.</p> <p>According to Robert Wollan, a senior managing director at Accenture Strategy, "You have to really look at whether you're suffering from the loyalty illusion – that it worked before so it will keep working – or is it time for a fresh look?"</p> <h3>Giving consumers what they really want</h3> <p>Here are several ways that brands can take a fresh look at their loyalty programs.</p> <h4>1. Offer rewards that really appeal to customers</h4> <p>One of the most obvious implications of Accenture's data is that brands are failing to deliver rewards that appeal to their customers. Knowing that consumer preferences and expectations are rapidly changing, brands operating loyalty programs should constantly be polling their customers and performing market research to determine what components are most appealing.</p> <p>Given the growing <a href="http://adage.com/article/digitalnext/consumers-experiences-things/299994/">consumer preference for experiences over things</a>, in many cases brands might find that their customers value experience-based rewards, such as event invitations, <a href="https://econsultancy.com/blog/68737-why-brands-are-increasingly-creating-experiences-adventures-to-woo-consumers/">adventures</a> and early access to new products, more than they do cash-based rewards or free "stuff."</p> <h4>2. Don't seek to buy loyalty</h4> <p>The Beatles had it right: money can't buy love. While there is clearly opportunity for brands to encourage loyalty through rewards to customers, many consumers expect more from the brands they choose to patronize.</p> <p>Accenture found that younger consumers in particular are highly influenced by an emotional connection to a brand and the brand's alignment to their social values.</p> <p>While there is risk in getting political, to build loyalty in their relationships with consumers, it appears that brands will increasingly have to find ways to create emotional connections, so savvy brands will identify causes and lifestyles with broad appeal that aren't too controversial.</p> <h4>3. Focus on product and customer service experience</h4> <p>For consumers aged 18-34, product and customer service experience are two of the three biggest drivers of loyalty today, a reminder to brands that if they're not delivering a quality customer experience overall, a loyalty program isn't likely to make up for it. </p> <h3>The perfect case study?</h3> <p>A great example of a brand that is doing much of the above is REI. The retailer, which sells outdoor gear, operates as a co-op and allows its customers to become members.</p> <p>With a $20 lifetime membership, customers receive 10% cash back in the form of an annual member dividend, member-only special offers and exclusive access to REI Garage Sales, semi-annual events at which returned products are available at hefty discounts.</p> <p>In addition, REI members receive special pricing on the brand's services, which include classes, rentals and REI Adventures - tours that offer participants trips to "extraordinary places with handpicked local guides."</p> <p>Beyond the benefits REI offers its members directly, the company actively supports conservation efforts, donates millions of dollars annually to non-profits, purchases green power and carbon offsets, and releases an annual Stewardship and Earnings Report. In 2015, it made headlines with its <a href="https://econsultancy.com/blog/67109-rei-opts-out-of-black-friday-sort-of/">#OptOutside campaign</a> in which the company chose to sit out Black Friday, instead giving its employees the day off and encouraging consumers to enjoy the outdoors.</p> <p>REI's formula appears to be working: its membership has swelled to more than 6m, with more than 1m new members <a href="http://www.geekwire.com/2016/outdoor-retailer-rei-reports-23-increase-digital-sales-record-membership-growth/">being added</a> in the company's fiscal year 2015. That was the first time ever the retailer, which was founded in 1938, gained more than a million members in a year.</p> <p>And those members proved loyal and willing to open their wallets, with fiscal year 2015 revenue growing by nearly 10% to nearly $2.4bn.</p> tag:econsultancy.com,2008:BlogPost/68794 2017-02-10T09:30:00+00:00 2017-02-10T09:30:00+00:00 How to plan your digital strategy with the PROSPER framework Ben Davis <p>The PROSPER framework can be used across all sectors and industries, and is envisioned as a cyclical process.</p> <p>As with SOSTAC, the model gets to the root of some basic questions about your business and its marketing activity, such as:</p> <ul> <li>Where we are now?</li> <li>Where do we want to be?</li> <li>How do we get there?</li> <li>How do we know when we've got there?</li> </ul> <p>PROSPER differs from SOSTAC in several ways, including its initial consideration of assets, resources and competitive context as well as the more common understanding of audience. There is also an emphasis on not just measurement but on evaluation, optimisation and learning in the final review stage.</p> <p>Perkin describes the questions posed by the framework as "obvious steps in the process but," he continues, "in my experience it does no harm to remind ourselves of the fundamentals."</p> <p>Below you can see the PROSPER framework in full (Preparation, Research, Objective, Strategy, Plan, Execution, Review) and you can click to open it in a new tab, in a larger size to download or print.</p> <p><em>The PROSPER framework (Click to enlarge)</em></p> <p><a href="https://assets.econsultancy.com/images/0008/3797/prosper.jpg"><img src="https://assets.econsultancy.com/images/0008/3797/prosper.jpg" alt="prosper framework" width="615"></a></p> <p>The PROSPER framework is used on a number of Econsultancy's <a href="https://econsultancy.com/training/">digital marketing and ecommerce training courses</a>.</p> tag:econsultancy.com,2008:Report/4395 2017-02-06T10:00:00+00:00 2017-02-06T10:00:00+00:00 Healthcare and Pharmaceuticals Internet Statistics Compendium <p>Econsultancy's <strong>Healthcare and Pharmaceuticals Internet Statistics Compendium</strong> is a comprehensive collection of the most recent healthcare and pharma statistics and market data publicly available on online marketing, ecommerce, the internet and related digital media.</p> <p>The report will be <strong>updated twice a year</strong>.</p> <p>Like our main <a title="Internet Statistics Compendium" href="https://econsultancy.com/reports/internet-statistics-compendium">Internet Statistics Compendium</a>, this report has been collated from information available to the public, which we have aggregated together in one place to help you quickly find the healthcare and pharma internet statistics you need.</p> <p>There are all sorts of internet statistics which you can slot into your next presentation, report or client pitch.</p> <p>Areas covered in this report include:</p> <ul> <li>Digital healthcare market trends</li> <li>Consumer internet and mobile usage</li> <li>Digital health investment / funding</li> <li>Digital strategy</li> <li>Internet of Things (IoT) and wearables</li> <li>Online pharmacies</li> </ul> <p><strong>A free sample document is available for download.</strong></p> tag:econsultancy.com,2008:BlogPost/68740 2017-01-25T15:00:00+00:00 2017-01-25T15:00:00+00:00 The virtuous cycle of transparency: 10 of the best company blogs Ben Davis <p>Jeff was talking about letting employees have access to information and data. Increasingly, companies are striving to be transparent not just to their workforce but to the public, too.</p> <p>I've rounded up 10 company blogs notable for their transparency or honesty. There's plenty of inspiration to be had within...</p> <h3>1. The Co-op </h3> <p>The Co-op's digital teams are headed up by chief digital officer Mike Bracken, formerly in charge at the UK's ground-breaking Government Digital Service (GDS). It's therefore no surprise that Co-op has adopted the same approach to publishing.</p> <p>Co-op's digital blog offers information on everything from service design (for example, <a href="https://digital.blogs.coop/2017/01/16/improving-accessibility-in-co-op-wills/">improving accessibility in Co-op wills</a>) to <a href="https://digital.blogs.coop/2017/01/13/mike-bracken-a-busy-first-week-back/">regular updates from Mike himself</a> about the progress of the digital teams.</p> <p>It's also worth noting the <a href="https://colleagues.coop.co.uk/">Co-op has a website for colleagues</a> and prospective colleagues, including detail on pay, policies, perks and more.</p> <p><a href="https://digital.blogs.coop/"><img src="https://assets.econsultancy.com/images/0008/3381/Screen_Shot_2017-01-25_at_09.35.53.jpg" alt="co-op blog" width="615" height="337"></a> </p> <h3>2. Edelman </h3> <p>PR company Edelman does have a 'careers and culture' section on its website, but what's more interesting is the blog of president and CEO Richard Edelman.</p> <p>The blog, titled 6 A.M., covers trends in communications, as well as broader insights from Richard - a nice example being his recent missive from The World Economic Forum at Davos.</p> <p>Such a commitment to ideas shows a progressive spirit of trust and corporate social responsibility (CSR).</p> <p><a href="http://www.edelman.com/conversations/6-a-m/"><img src="https://assets.econsultancy.com/images/0008/3382/Screen_Shot_2017-01-25_at_09.36.06.jpg" alt="edelman blog" width="615" height="364"></a> </p> <h3>3. Basecamp</h3> <p>Signal v. Noise is a fun blog to scout around because it features, by the company's own admission, 'strong opinions and shared thoughts' (e.g. '<a href="https://m.signalvnoise.com/interviewing-job-applicants-in-a-coffee-shop-is-fucking-barbaric-stop-it-stop-it-9d80adc1e45c#.eka2km5fb">Interviewing job applicants in a coffee shop is fucking barbaric. Stop it. STOP IT.</a>')</p> <p>This approach helps to convey the sort of workplace Basecamp might be, and incorporates some more reflective pieces from current employees (such as <a href="https://m.signalvnoise.com/when-the-gift-is-bigger-than-the-box-f17c223dd506#.f35m1y31w">this diary of an intern</a>).</p> <p><a href="https://m.signalvnoise.com/"><img src="https://assets.econsultancy.com/images/0008/3383/Screen_Shot_2017-01-25_at_09.36.20.jpg" alt="basecamp blog" width="615" height="364"></a> </p> <h3>4. Patagonia</h3> <p>Patagonia's blog, The Cleanest Line, shows the company as a fervent supporter of the Environment Protection Agency in the US and environmental policies further afield (such as action on climate change).</p> <p>It's almost shocking (it shouldn't be) to see a brand taking such an ardent stance, but is a product of CEO Rose Marcario's passion (see <a href="http://www.patagonia.com/blog/2017/01/why-businesses-are-hungry-for-a-strong-epa-and-a-note-on-keystone-xl-and-dapl/">her recent post in opposition to Donald Trump, Keystone XL and Dakota Access</a>).</p> <p>Such honest debate and activism sits alongside features on sport and the outdoors that align the brand with the conscientious citizen.</p> <p><a href="http://www.patagonia.com/blog/"><img src="https://assets.econsultancy.com/images/0008/3386/Screen_Shot_2017-01-25_at_09.37.29.jpg" alt="patagonia blog" width="615" height="336"></a> </p> <h3>5. Government Digital Service</h3> <p>The most compelling example of a publishing mentality when it comes to digital teams, GDS employees blog in remarkable detail about their work.</p> <p>This open approach to digitally transforming a government (surely the most complex of cultures) means GDS can justify and advocate its working methods as it goes. It's impossible not to be impressed, even after a quick browse.</p> <p><a href="https://econsultancy.com/admin/blog_posts/68740-the-virtuous-cycle-of-transparency-10-of-the-best-company-blogs/edit/the%20https:/gds.blog.gov.uk/"><img src="https://assets.econsultancy.com/images/0008/3385/Screen_Shot_2017-01-25_at_09.37.04.jpg" alt="gds blog" width="615" height="378"></a> </p> <h3>6. Starbucks</h3> <p>Every listicle of transparent companies includes the likes of Buffer (check further down this list), but it must be said that enormous corporates are making an effort, too, particularly when it comes to CSR.</p> <p>Yes, Starbucks' 1912 Pike blog may be just as much about PR, content marketing and brand awareness as it is CSR, but social media allows brands to have their cake and eat it, when it comes to charitable work.</p> <p><a href="https://econsultancy.com/blog/68452-cause-marketing-examples-from-uber-starbucks-jetblue/">We've previously written about Uber Giving</a>, for example, where the marketing team has to prove a link between charitable giving and revenue in order to justify further activity.</p> <p>On its 1912 Pike blog, recipes and cartoons sit alongside articles about Starbucks' work with veterans, college students and coffee farmers. It's a pleasing platform to navigate and includes an email newsletter, too.</p> <p><a href="https://1912pike.com/"><img src="https://assets.econsultancy.com/images/0008/3388/Screen_Shot_2017-01-25_at_09.38.19.jpg" alt="1912pike blog" width="615" height="339"></a> </p> <h3>7. Unbounce</h3> <p>Not the most regularly updated blog, but there's plenty here, including insightful '<a href="http://inside.unbounce.com/company-updates/unbounces-2016-year-in-review/">year in review</a>' pieces, as well as product rationale and internal debate (e.g. <a href="http://inside.unbounce.com/team/of-montreal-the-case-for-satellite-offices/">the case for satellite offices</a>).</p> <p><a href="http://inside.unbounce.com/"><img src="https://assets.econsultancy.com/images/0008/3387/Screen_Shot_2017-01-25_at_09.37.54.jpg" alt="unbounce" width="615" height="355"></a> </p> <h3>8. Buffer</h3> <p><a href="https://econsultancy.com/blog/67107-five-digital-organisations-with-a-transparent-company-culture/">I've written about Buffer before</a>, it's probably the most famous exponent of transparency. The company publishes <a href="https://buffer.com/transparency%20">all of its employees salaries and every email sent internally</a>.</p> <p>There's also an Inside Buffer blog, with articles on everything from family leave policy to company failures.</p> <p><a href="https://open.buffer.com/category/transparency/inside-buffer/"><img src="https://assets.econsultancy.com/images/0008/3389/Screen_Shot_2017-01-25_at_09.39.01.jpg" alt="buffer blog" width="615" height="392"></a> </p> <h3>9. GE Reports</h3> <p>GE Reports is a mix of fun content and detail about the company's most recent projects. It's an exercise in education, PR and creating content for use in the sales cycle.</p> <p>What makes it so good is the quality of production - great imagery, great copy and little fluff.</p> <p><a href="http://www.gereports.com/"><img src="https://assets.econsultancy.com/images/0008/3394/Screen_Shot_2017-01-25_at_12.22.26.jpg" alt="ge reports" width="615" height="316"></a></p> <h3>10. B&amp;Q </h3> <p>B&amp;Q's One Planet Home section of its site may not be updated weekly but it does contain lots of information on a range of green issues the retailer is taking seriously.</p> <p>A mix of the company's own 2023 targets (such as a 90% absolute reduction in CO2e compared to 2016 baseline) are published alongside achievements so far (including cost savings) and how-to articles helping customers with their own savings.</p> <p>Commitments range from reducing packaging, water usage and carbon emissions, to creating sustainable transport and greener gardens.</p> <p><a href="http://www.diy.com/one-planet-home"><img src="https://assets.econsultancy.com/images/0008/3384/Screen_Shot_2017-01-25_at_09.36.33.jpg" alt="b&amp;q blog" width="615" height="384"></a>  </p>