Times are changing. The C-Suite has to acknowledge that savvier investment needs to be made to ensure the online experience is a knockout.
There are some things in life that can’t be changed. You can’t change your blood relations but that doesn’t mean you’re stuck with them.
1. Executive Summary The key findings from our research are: Increasing sophistication in organisational design. Our established framework and maturity model for how organisations are structuring their digital marketing capability (dispersed, centre of excellence, hub and spoke, multiple hub and spoke) remains valid, but there are some key differences emerging including more sophisticated ways of […]
In 2012, we conducted research into how the recession had affected attitudes towards global trading opportunities.
We found that many of the respondents had been forced to rely heavily on global markets to maintain or grow their revenues.
Marketers are increasingly harnessing the power of customer data and digital technologies to champion the customer experience.
But how do marketers need to adapt to cut it at board level as the role of CMO becomes more prominent?
It’s been a personal mission of mine to try to find the appliable wisdom of digital transformation and culture change.
But to generalise can be counterproductive and it’s hard to think of case studies as anything more than the sum of a million parts.
What is company culture?
It’s more than some free snacks and an away day, but exactly how much more?
Well, digital-first organisations and startups are often defined by a transparency that’s lacking from more conservative public and private owned companies.
Here’s a roundup of five companies that champion transparency.
The evolution of the gambling industry has always been intrinsically linked to the diversification of its channels.
From the racecourse, to telephone betting, retail shops, online and now mobile, industry players have faced the need to adapt each time a new channel has presented itself.
Earlier this week I attended a talk by L’Oréal’s Digital Employer Branding Manager, Alexander Onish, in which he discussed how the cosmetics brand uses social media to make it a more attractive employer and improve employee engagement.
Having previously worked for a learning and development company, I’m familiar with employee engagement.
You could describe it in any number of convoluted ways, but essentially it is a measure of how much your people actually care about their jobs and the company.
In my previous article I looked at the rise of the Chief Digital Officer.
However, in that piece I suggested that the “transformer CDO” is very similar to the Chief Customer Officer, the latter also seeing a dramatic rise in popularity in the last two years.
‘Fast fashion’ is here to stay, as British fashion etailer Boohoo.com’s recent announcement of a 35% jump in revenue in the first half of 2015 impressively demonstrates.
The fast fashion model refers to fashion brands and retailers that successfully embrace the quickly changing tastes of their customers.
Here’s an easy process to help you build ‘earned’ before ‘bought’ loyalty with customers.
Are there alternative ways of generating customer loyalty other than cards or points to keep your customers engaged and coming back for more?