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Advertising is about people. People see an ad, and if they like it, they buy the product.
Campaign planning in traditional media reflects this fact. TV and radio campaigns are broadly bought and sold on the basis of audience: how many people will see or hear the campaign, and on average how many times each. Print is broadly similar: ads are bought as placements, but planned on the basis of the total potential audience that will see the ads.
Over the last two years, there’s been a surge in data collection -- according to IBM, 90% of the world's data has been created in this time frame.
Data collection has and continues to be an integral part of most organizations’ mandate. As B2B marketers, we collect data from various sources that include, but are not limited to, sales, digital interactions, point-of-sale transactions, customer feedback, lead collection as well as referral and reward programs.
Despite all the differences between the two, there is one very important lesson that B2B organizations can learn from B2C marketers: It’s their laser focus on the customer that B2C brands continually seek to improve. In the B2B world, on the other hand, we think about the B2B buyer but we are prone to building a complicated maze around our sales and marketing process. Often, the customer moves to the peripheral areas instead of remaining at the centre of our focus. In that lies the biggest danger of losing sight of customer priorities and preferences. We fool ourselves into thinking we are bottom-line focused, when in fact, the customer IS the bottom line.
In a previous blog, I wrote about the impact of confidence on a social media team's efficiency and effectiveness in the world of social media response.
As mentioned in the blog, those responsible for responding on behalf of a brand are not earning enough salary to take the reputation of that brand upon their own shoulders. They have access to the same media that we do.
More than ever, companies are adjusting their marketing programs and customer experience (CE) offerings to account for one of the greatest threats to business success: lack of convenience. You’ve probably heard the recent viral sensation that was a disastrous customer service call with a certain cable provider in the United States. While this example offers a wealth of lessons of what not to do in customer service, there’s an overarching theme here: offering simple, easy, quick and convenient service will go a long way to building up your reputation -- doing the opposite can hurt your bottom line.
As we heard previously on the CMA blog, mobile is no longer a trend but a reality -- and non-profit organizations have to get onboard. However, there’s a strong case to be made for exercising prudence as you start to develop a mobile marketing strategy for your company – i.e. don’t rush into it! To get some insights into how NFPs are approaching the challenge of including mobile in the mix, we sought the perspective of Doug Wayne, Manager, National Digital Marketing, from Canadian Red Cross.
A well-constructed brief ensures marketers, advertisers, and creative leads are all aligned and working towards the best possible outcome for any campaign and/or brand development.
Selecting which channels should be the focus of your marketing activity for any given campaign is no longer a simple matter. This whitepaper addresses the strategic questions that channel and marketing leaders should be asking themselves when reviewing and considering their mix of channel choices.
Building on a previous post on mobile marketing for non-profits, I recently spoke with Claire Kerr, Director of Digital Philanthropy at Artez Interactive. She offers some helpful advice to NFP leaders on how to build internal support for investment in mobile fundraising campaigns.