We’ve found that adhering to these best practices better engages customers and produces greater bottom-line results: 1. Map the Mobile Customer Journey: Study the mobile customer journey as it exists today, including devices used, challenges, and opportunities within each. Delve into data specific to your mobile customers to define “day-in-the-life” mobile personas that inform customer-centric strategies. 2. Re-Imagine the Mobile Customer Journey: Design a mobile-optimized journey, by device, to win in each moment of truth. Experiment with strategies that prevent channel-hopping or multiscreening while also complementing other channels. Define a series of intended mobile experiences at each stage of the customer journey, aligning each with customer personas and related data. 3. Measure and Optimize: Define intended customer response and desired outcomes at each step in the mobile customer journey, by screen. Link back to business goals and shorter term KPIs to measure progress and optimize engagement in each moment of truth. 4. Create Alignment Through a Test-and-Learn Approach: Present customer findings, the newly minted mobile-first journey, and key business outcomes to the greater working team around mobile, digital, and CX. Run a test pilot of the roadmap to validate research and ideas and gain internal support.
Is it accurate to say that Uber is an effective marketing tool for brands that run promos with the service? Uber is a platform for many things, changing of the guard in addition to testing and promoting new products and services. It’s not unlike how taxis carry advertising on and in its vehicles. But since Uber is a software based platform that combines real-time, mobile and social, it’s a catalyst for a new model for collaboration. Now whether it’s effective because its promotions work or simply because they’re press worthy is yet to be seen.
FROM THE WRITER’S PERSPECTIVE While it sounds complicated (and possibly scary), ghost content writers do have some protection. First, their names aren’t on what they write, so they aren’t going to be the targets of nasty remarks — at least not personally. As a corollary to that, the burden of using the ghostwriter falls on the person signing his/her name. Second, the woman in the convention center didn’t lie: the pay for this type of work is fairly consistent and within market rates for corporate writers, which can be considerably more than what most bloggers make writing for digital media organizations. That’s the up side.
The down side for ghost bloggers: they can’t share their clips or cite most of their work, so using examples of previous work to gain future clients is virtually nonexistent. They can use vague terms to discuss the type of work they have done and the type of client, but that’s about it. That said, it depends on the client. In some cases, the corporate client makes it known that posts are being ghostwritten. At company events, the ghost blogger is known for her name and lauded for her work. Once she exits the building and goes to work on another client project, she can find herself in a much more locked down environment where confidentiality is paramount.
As readers, we want each post published by the public faces of our favorite brands to be written by him or her. It’s a treat when we can verify the authenticity, particularly of leaders who have uniquely authentic voices. It’s refreshing when CEOs like Nash write because their content is always detailed and well informed. Realistically, not every leader has the time, patience or skill to master writing long or short form digital content. For now, it remains reasonable to assume that the ghosts aren’t going away any time soon.
Steve Buttry, director of student media, LSU’s Manship School of Mass Communication
The wide variance in job titles and descriptions makes it difficult to quantify how many newsrooms employ an engagement editor. But scroll through job advertisements, and it’s clear that audience engagement has become a priority in newsroom hiring.
Steve Buttry, director of student media at LSU’s Manship School of Mass Communication, has written extensively about the importance of community engagement and the role of engagement editors. He said he began noticing a critical mass of engagement editors within the past five years.
“It’s definitely a new position,” said Buttry, who has worked as a director of community engagement for TBD, director of community engagement and social media at Journal Register Co. and is the former digital transformation editor at Digital First Media. “I worked in newsrooms most of my career and we never had anyone whose job it was to engage the community. It’s an evolutionary thing.”
ASSEMBLE A SMALL TEAM TO RUN THE PROJECT BUT BE TRANSPARENT This first tip may sound contradictory, but it’s actually a delicate balancing act of communication and quick decision-making.
Callahan formed a five-person web redesign committee that determined the creative direction of the site. But the group didn’t work in isolation. My digital production bureau students were involved from day one, working on design concepts and navigation as well as figuring out how to better present our news program, Cronkite News, which appears weeknights on Arizona PBS during the school year.
We also involved our fellow Cronkite News directors at weekly meetings, where we discussed design, strategies, social media, SEO, cross-promotion and other aspects of the news brand. Always be open about changes as you’re implementing them.
Almost two-thirds of senior marketers strongly agree that data-driven marketing is crucial to success within a hyper-competitive global economy, according to a study [download page] released by Forbes Insights in association with Turn. While senior marketers are most apt to believe that data-driven marketing drives profitability (60%) and sales (54%), they also see it having a strong impact on creative and messaging. Indeed, almost half of respondents – all of whom came from companies with at least $@50 million in annual revenues – said that data-driven marketing allows more time/focus on creative (48%) and creates more targeted campaigns and personalized messaging (48%).
More than half (56%) of the global population will have smartphones by the end of this year, according to ZenithOptimedia's (ZO) annual New Media Forecast, which covers digital marketing behaviors in 47 countries. There’s even one country -- Singapore -- where smartphone penetration will reach 91%. Worldwide, smartphone penetration is increasing from 41.6% in 2013 to an expected 66.5% by 2018.
Here are six signs that your corporate culture is broken.
When a company’s culture is broken, nobody knows what the plan is. They know their own weekly and monthly metrics, but not the bigger goals the company is trying to achieve. How can you work toward a big goal when you don’t know what the goal is?
In a broken culture, people get unhappy and quit but nobody talks honestly about the turnover problem.
Instead, they make excuses: “Sarah wasn’t a good fit anyway.” “Javier had to move closer to his parents.” “Jennifer never really liked our industry.” All those things may be true, but Sarah, Javier and Jennifer would have stuck around if they had enjoyed their jobs!
What If You, The Leader, Had a 400 Year Business Plan?
What would you grow?
A people forest?
Identify and then create the culture that grows people for the long term health of your company and future generations? Hire leaders who understand and are committed to creating these conditions? Charge these leaders with ensuring the next generation of leaders do the same? Imagine how you might position yourself and your company differently, care more deeply, think more expansively, if you knew that what you and your company are creating now, will exist, or have an effect, 400 years into the future.
Many leaders who want to stress customer service like to cite the famous story about Nordstrom taking back a tire from a customer, even though the company doesn’t sell tires or anything like them. The tale is supposed to support the notion that the company will do anything, no matter how seemingly outrageous, to serve its customers.
Yet the story blurs the lines between stupidity and virtue. Someone asking for a refund for a product that they did not purchase from you is more likely to be a charlatan than a customer. Even worse, any firm following such a policy would have to lay the costs of fraudulent returns on real stakeholders such as customers, employees and shareholders, betraying their good faith.
First thing’s first: Machine learning needs training data and training data costs money. Especially training data labelled by humans.
Let me explain. To make machine learning work for business, the algorithm needs to see lots and lots of examples of what it’s supposed to be doing. If you want an algorithm to tell you if a sales lead is good, you need to show it lots and lots of examples of good sales leads and bad sales leads. If you want an algorithm to tag your support tickets you need to show it many examples of support tickets. If you localize your algorithm to a new language you probably need to collect lots of examples in that language.
In some instances, a company may have those training sets in house. For example, a bunch of disqualified or qualified leads. But say you haven’t labelled each of your support tickets as they’ve come in over the year. You’d need to have people -- either in-house or en masse via a data enrichment platform -- label those tickets. The machine will then look at those judgments and start finding connections and patterns it can learn from.
The question is, how will your company build value in this new world and what role will you play in its transformation? For starters, let’s take a broad yet organized view of how the emerging landscape of IoT players. They tend to fall into one of three camps with each reflecting a different type of enterprise as Burkitt learned. 1) Enablers: Develop and implement the underlying technology. Enablers are primarily technology-oriented companies, such as Cisco, Google, HP, IBM, and Intel. These vendors essentially build and maintain the IoT infrastructure that enables Engagers to develop their own connected services. 2) Engagers: Design, create, integrate, and deliver IoT services to customers. Engagers offer the direct link between IoT and the market. They use the endpoint, hub, platform, and service offerings (the IoT infrastructure) created by the Enablers to produce services for consumers and businesses. 3) Enhancers: Devise their own value-added services, on top of the services provided by Engagers. These companies provide integrated services that reframe and repackage the products and services of the Engagers. Their value proposition stems from creating and extracting value from the data, relationships, and insights generated from IoT devices and activity.
This metaphor only means this…the future is the result of technology’s impact on society and everything else is upset, rejuvenated or roused as result. Oh the humanities of it all. The future 5 or 10 years out is a selfish one, governed by accidental narcissists who were conditioned to know that the world literally revolved around them and they, whether they wanted it or not, now had the power to… Put themselves out of work or relevance because of technology. Gain new expertise that makes them matter to the next economy. Inspire a new generation of people to change and work toward a common purpose.
Suprotik Basu supplied a different perspective on social impact investing. He is the CEO of the MDG Health Alliance, an initiative of the Office of the UN Secretary-General’s Special Envoy for Financing the Health Millennium Development Goals (MDGs) and for Malaria. The financial instruments he works with are development bonds, which are issued to governments, rather than social impact bonds involving individual investors.
“There is stress in high-performing careers, particularly in the business world,” said Engelbert. “When you’re responsible for 70,000 people like I am at Deloitte, it actually is pretty intimidating.”
She emphasized the importance for both women and men of having a full, well-rounded life. Citing author James Patterson’s quotation about the five balls we juggle in life — work, family, health, friends and integrity — she said that the work ball is made of rubber: If we “drop the ball,” as we sometimes do, it bounces back. “You have a bad day, you have a bad project, you have someone you don’t like that you’re working with: You’ve got to keep that in perspective.” But the other balls, she says, are made of glass, and can shatter if we don’t pay attention to them. “Always keep that in mind,” she said.
One of the fascinating takeaways from our research is that people and animals tend to make very similar kinds of decisions when they are in similar contexts. Moreover, their brains seem to make these decisions using a similar set of mechanisms.”
Among online US adults, Baby Boomers (46-65) spend almost twice as much time on a daily basis with TV, radio and print as do Millennials (16-3) per newly-released data from a TNS study. In fact, while Baby Boomers report spending more than double the time with TV (3.4 hours per day) as with TV and video online (1.3 hours), Millennial estimate spending more time with digital than offline TV (2.7 vs. 1.9 hours per day). For comparison, Nielsen figures suggest that while youth watch substantially less traditional TV than their older counterparts, traditional TV viewing among Millennials is in excess of 2 hours per day, surpassing 3 hours per day for the 25-34 demographic.
Notes: Some 56% of B2B marketers feel that using 3-4 target segments in their communications is manageable in order to see a return on both time and money, per results from an iris survey of 200 B2B marketers, the vast majority (83%) of whom are from companies with at least 1,000...
Be an advocate for the consumer. Growth is not just about identifying new markets to enter. It is also about staying in tune with the customers you already have, or could have. “You can’t have growth without demand,” Davis says, “so you always have to be asking yourself, What is the market looking for? What kinds of offerings don’t exist yet? You have to think of yourself as being an advocate for the consumer.”
As Davis sees it, part of what it means to be an advocate for the consumer is to find out what the pain points are. “It’s amazing how much this can unlock growth,” he says.
Consider Prophet’s campaign to help turn T-Mobile’s fortunes around. In 2011, following a failed merger, T-Mobile was struggling to keep up with the competition, shedding customers left and right. “When we came in, we developed a growth strategy specifically around pain points,” Davis says. “We found there were major problems with trust and there was frustration over contract policies.” This focus on the customer led to T-Mobile’s “Un-carrier strategy,” which eliminated long-term contracts and promised a more flexible wireless service. T-Mobile’s revenues increased dramatically over the next three years
Culture Trumps Strategy or Strategy Trumps Culture
Neither or. Culture and strategy are partners in a company’s success, or it’s failure.
The following true story illustrates the point.
Once upon a time there was a Great Company. It grew to be one of the largest, most profitable high tech companies in the world, at that time. It helped launch the high tech era. It was an innovator in the computer industry. It was also ahead of it’s time in understanding and creating a great people-oriented culture.
There were many articles and studies written about the company culture. One study described the culture in the following ways:
Experimentation was expected. Failure was tolerated. Learning was intentional and structured into the process by way of post-mortems. There were almost endless opportunities, and support, for learning and growth. People were:
Encouraged to give candid feedback Expected to build and work in teams and across functions to create products that solved real problems in the real market place
Apple mostly relies on third-party providers to meet complex enterprise needs, but the company also retains control over the user experience and its capability to quickly deliver innovation in the form of software updates, according to Voce. However, Apple's burgeoning relationships with IBM and Cisco empower the company to meet business-specific requirements such as the capability to create applications tailored to a certain vertical or data set, and tighter integration of hardware and apps with enterprise networks, according to Blau. Apple could have developed a more enterprise-specific strategy of its own, but it's rarely a good idea to focus solely on the demands of IT, Voce says.
Blau cites BlackBerry as an example. "Even though [BlackBerry] still seemingly has fairly decent enterprise support today, it's not enough," says Blau. "You have to have that whole ecosystem."
A more evolved state, or Staying where they are Most people choose to evolve. Not all, just most. Most is enough.
There you have it, the one thing leaders need to know. People evolve.
Leaders, first and foremost, need to evolve, always. You can’t stop, ever. And this same choice – to evolve or not – should be offered in your core message about change. Present the change as a choice between evolution versus stagnation, which is, in essence, moving backwards as the world around us moves forward.
Employees are typically not involved in the decision about organization change. So, offer them the one very important choice they do have. Will they evolve or stay the same?
Sharing your scoops to your social media accounts is a must to distribute your curated content. Not only will it drive traffic and leads through your content, but it will help show your expertise with your followers.
How to integrate my topics' content to my website?
Integrating your curated content to your website or blog will allow you to increase your website visitors’ engagement, boost SEO and acquire new visitors. By redirecting your social media traffic to your website, Scoop.it will also help you generate more qualified traffic and leads from your curation work.
Distributing your curated content through a newsletter is a great way to nurture and engage your email subscribers will developing your traffic and visibility.
Creating engaging newsletters with your curated content is really easy.