B2B Executives Use Marketing Analytics to Boost the Bottom Line/emarketer/Aug

Marketers recognise more internal efficiency and gains in sales due to implementation

More B2B marketers are tapping into the world of marketing analytics in an effort to improve ROI and try to more efficiently allocate their marketing dollars. In fact, as executives at B2B firms increasingly realize, many of these marketing analytics efforts are having a noticeable impact on their bottom line.

Percent Increase in Sales Revenues due to Marketing Analytics According to B2B Marketers Worldwide, April 2016 (% of respondents)







Based on April 2016 data from digital marketing organization Regalix, which surveyed more than 500 B2B marketers worldwide, more than 60% said they’ve witnessed a sales increase of between 11% and 50% due to marketing analytics.

When digging more deeply into the benefits marketing analytics, the reasons for the sales boost becomes more clear. As it turns out, the deployment of such analytics tools appears to give B2B marketers better visibility into their marketing spend, allowing them to more efficiently allocate their marketing dollars and identify top-performing channels. Many of the B2B respondents in Regalix’s survey mentioned identifying marketing channels with the best ROI, more effectively allocating marketing spend and optimizing the marketing mix as the key benefits of using marketing analytics.

US B2B Marketers Who Use Predictive Analytics in the Demand Generation Process, March 2016 (% of respondents)

Although the main benefits of marketing analytics today are mostly focused on efficiency, a growing niche of B2B executives is also using analytics in a “predictive” capacity as they attempt to better understand and anticipate customer needs. One March 2016 study of predictive analytics by Demand Metric found that 44% of B2B marketers were either already implementing or testing such predictive analytics tools in their organizations.

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Almost Half of Marketing Emails in Australia Are Opened on Mobile/eMarketer

Open rates are nearly one-third

Marketing emails in Australia sent on the Vision6 platform were opened most often on mobile, according to a July 2016 Vision6 report. Nearly half of all marketing emails were opened via mobile devices.

Email Marketing Benchmarks in Australia: Open Share, by Device/Platform, June 2016 (% of total emails analyzed by Vision6)







About a quarter of all emails were opened via desktop applications, with another quarter opened via webmail. That suggests the mobile vs. PC-based open share are about even, but with fragmentation on the PC side.

While Gmail is the primary email client for nearly 40% of email users in Australia, the varieties of Outlook clients make up about another 40%. The rest use Apple Mail.

Nearly a third (31.9%) of all marketing emails sent on the Vision6 platform in Australia are opened; the clickthrough rate is 4.8%. Friday sees the most emails sent.

Email Marketing Benchmarks in Australia, June 2016 (among emails sent by Vision6)

Engineering saw the highest open rate of any industry, at 61.2% of all emails sent by Vision6. The clickthrough rate was 6.7%. After engineering, open rates for industries declined; insurance emails saw a 42.5% open rate, while government and defense emails saw a 41.3% open rate.

An Experian Marketing Services report from April 2016 revealed that the total open rate for emails among Experian Marketing Services clients declined from July 2015 to December 2015, though click-to-open rates stayed level.

IBM reported in July that 2015 open rates for marketing emails sent in Australia and New Zealand combined were 32.9%, significantly higher than the 21.8% worldwide average. Clickthrough and click-to-open rates were also above average—but so were hard bounces and unsubscribes.

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What Coca-Cola’s slide down global brand rankings really tells us/Guardian article by J Dailly

No matter how indispensable a brand seems, nothing is for ever, and even the biggest names must fight to stay relevant

Branding success story Coca-Cola has lost some of its fizz in recent years.
Branding success story Coca-Cola has lost some of its fizz in recent years. Photograph: Stefan Wermuth/Reuters
Last modified on Friday 29 July 201609.03 BSTShare on LinkedInShare on GoogShares

When I was young, Coca-Cola was the kind of brand you thought would dominate forever. Big. Red. Confident. American. Indestructible. Sponsor of the 2016 Rio Olympics, its new #ThatsGold campaign, which launches in 50 markets and captures athletes and ordinary people experiencing moments of joy, perpetuates this Coca-Cola dream.

It has enjoyed an enviable stint at the top of several well-known brand valuation league tables such as the Interbrand top 100 list and Millward Brown’s top 100 global brands list. On the surface, you’d be forgiven for thinking Coca-Cola is still at the top of its game. However, it lost the top spot in Interbrand’s best global brands list in 2013 and just a few weeks ago it fell out of Millward Brown’s top 10 ranking.

Cola-Cola was born in the era when consumers didn’t have much choice; when adverts came out of Madison Avenue and everyone watched them at the same time. In that environment it thrived, outspending everyone and engaging consumers with the promise of happiness delivered by its mythical secret recipe.


Coca-Cola’s marketing shake-up requires a lot of bottle

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Profitability ensued as Coke was able to charge a premium price for a simple and stable manufactured commodity. It was an easy go-to example of how branding strategies create value.

Coca-Cola is known for its nationwide Christmas truck tour
Coca-Cola is known for its nationwide Christmas truck tour Photograph: Graham/REX Shutterstock

What goes up …

Coke remained top of Interbrand’s league table for 13 years, peaking at a value of $81.6bn in 2014. In 2015 its value, according to Interbrand, fell to $78bn. Millward Brown valued the brand at $81bn in the same year, yet also recorded a fall from in the rankings from position five to six.

Coke has had to adapt to respond to the modern world. On the one hand increasingly diverse consumer tastes, media evolution and the internet have reduced the potential for a single brand and product offering. On the other, the government’s move to tackle obesity and health concerns by penalising soft drinks companies is a major concern for the likes of Coke. In the March budget, the then Chancellor George Osborne announced that soft drinks companies will pay a levy on drinks with added sugar, with proceeds going towards doubling sports funding for primary schools. With at least 8g of sugar per 100ml, regular Coca-Cola will fall into the highest band of the new sugar tax, effective from April 2018.

While there’s been no firm agreement on the additional amount customers will be charged, campaigners have called for fizzy drinks to be as much as 20% higher. It is only going to get harder to sell sugary drinks, especially to young consumers.

Furthermore, consumers expect a fully immersive experience that entertains multiple senses at once. Although consumers are fond of traditional products, the success of Apple, Google, Facebook, McDonald’s, Disney (to name a few), their resilience has been driven by their ability to augment the core with multiple layers of experience. For example, Nintendo’s Pokémon’s Go concept blends a gaming experience across the online and offline worlds as players move around an augmented reality powered by Google Maps.

Coca-Cola’s merchandise store and branded microsites expose a lack of ideas. There’s only so much value consumers take from the deft placement of the Coca-Cola logo. The brand struggles to deliver the scale of its open happiness promise through the small opening in the top of its cans. Since 2012 Coca-Cola’s market capitalisation (total company value) has fallen from $300bn to just under $200bn.

Do compete on features

There’s no denying Coca-Cola remains one of the world’s best-known names. From Santa’s red lorry at Christmas time to its iconic 1970s “Hilltop” commercial calling to buy the world a Coke, you’d be hard pushed to name a drinks brand with more awareness. For many, a can of Coke is still their first and only choice.

The Coca-Cola brand is a far more important contributor to profit generation than your average technology-driven company’s brand because the brand is the key reason to choose Coca-Cola over its rivals. Using Interbrand’s values, brand value as proportion of market capitalisation is roughly 40% for Coca-Cola versus about 25% for Apple, Google and Microsoft. This explains why, when faced with growth challenges, the go-to solution is to spend more on branding, not create new experience or significantly diversify the business.

The end of big, bold brand promises

Matthew Heath

Read more

But, in a 21st century defined by accelerating fragmentation, simply shouting louder will not work. The mantra of branding used to be don’t compete on features. But increasingly that’s how modern businesses do succeed, because that’s how customers now choose. Proof over promise.

What does this mean for brand valuation?

Coca-Cola’s fall in the rankings highlights a conflict at the heart of league tables. For the new crop of brand leaders there is far less clarity between brand strategy and business strategy. This leads to the question, what does this value actually represent?Is brand value simply a function of business value? Ultimately, we begin to look at the ever more volatile lists and say: “So what?”

Google and Facebook, two big risers on the Brandz table (pdf), offer businesses an alternative to mass branding through hypertargeting – further evidence of the collapse of the very phenomena these tables were originally built to measure.

Put brand on the balance sheet

Brand valuation remains a way for marketers to make the case for the relative status of marketing within the organisation because it generates a large monetary value for the asset they are charged with managing. When set against other audited assets on a typical consumer company balance sheet, the brand appears to become one of the company’s most valuable assets.

Clients and colleagues would often ask me to validate the argument that “brand values ought to go on the formal balance sheet”. This was seen as a milestone in the story of how brands and branding would gain the credibility they deserved in the business world.

Not only would this depress most investor ratios (by disclosing that in fact more assets are required to generate the same earnings), representing the outputs of a single strategy as a separable asset celebrates and reinforces the traditional silos of brand versus business.

But it’s no longer possible to say where branding begins and ends with firms such as Apple or Google. There is no measurable advertising effect or credible way to say which aspects of the business are not branded.

Coke’s fall signals the long-term decline of the league tables and their brand valuation concept. The way we think about the contribution of brands and branding must also keep moving to stay accurate, relevant and useful to modern business. Brand valuation league tables need to change their methodologies to reflect the changing world of marketing, where brands create value in difference ways than the original methodology was designed to capture.

If Coke adapts successfully to the new regime of consumer needs, as Nintendo and Google are doing, they will be rightfully rewarded for their creativity. And just like Coke, brand analysts, advisers, strategy professionals and league table proprietors should look more broadly at an organisation’s total stock of intangible assets to reach a judgment of their economic value; at an organisation’s capacity for insight, at culture, at talent and process management as well as marketing prowess and branding power.

Nothing lasts for ever, regardless of how confident and indestructible it once seemed.

Julian Dailly is the director of strategy at Morar and was formerly global director of brand valuation at Interbrand. He tweets @JulianDailly

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How To Create A Mobile Marketing Plan/artilce by Kerry Butters

mobile marketing

Mobigeddon is upon us. It’s been nearly 2 months since Google rolled out its algorithm change, which now means that mobile-friendliness is an official ranking factor for all websites – including yours.

So what does this mean?

Well, it means that your website – and everything that is produced for and included on your website – needs to be designed and optimised for the mobile screen. And this puts an added amount of pressure on all of your content marketing routines and ongoing strategies.

For every online campaign that you endeavour to partake in, it is now absolutely imperative that you address all mobile marketing campaign elements as well.

According to Smart Insights, mobile users will overtake desktop users by more that 200 million this year.

mobile marketing

Prioritising Your Platforms

There can be no doubt any longer. Mobile is the platform of choice for the majority of web users, which means that mobile-first is no longer an option, but a mandate for all online marketing campaigns.

This means that you need a have a great plan in place to ensure that you’re covering all bases in terms of mobile-friendliness every time you hit “Publish” on either your blog or your social media platforms.

Your campaigns, of course, will be spread across all sorts of media – from social networks, to adverts, to websites, to video. And it is absolutely essential from this moment onwards that you optimise each and every one of your channels for mobile.

So let’s now draw up a list of the essential strategies and plans of action that you should be taking to ensure that this is happening across all of the media across all of your campaigns.

Creating A Mobile Marketing Plan

Localised Content

Let’s take a look at some stats from Google Developers:

  • 94% of people with smartphones search for local information on their phones.
  • 77% of mobile searches occur at home or at work

This last figure is especially interesting. The home and the workplace are two environments where desktop or laptop computers are very likely to be available. And yet the vast majority of mobile searches are taking place right here.

According to Google, 72% of people who search for local information visit a store within 5 miles, with 50% of those visiting the store within one day.

It seems, then, that a lot of the mobile traffic that will be coming to your website will be arriving from users who are within close proximity to you.

So, how do you find out what users are searching for locally? Well, one reliable way is to useGoogle Trends. This is a free tool by Google that lets you research local trends in search queries based on geographical location.

So, for instance, let’s now compare the 2 search terms “online marketing” and “mobile marketing” to see which is generating more interest on Google. And we’ll set our region to the United Kingdom. Here’s how it looks:

mobile marketing

As you can see, the term “online marketing”, represented by the blue line, is the more popular search term in the UK. So, this tells you that if you are targeting customers here, then using “online marketing” in your content will be more impactful for SEO than “mobile marketing”.

However, Google Trends allows us to define our geographical search even more acutely. Let’s take another look:

mobile marketing

Ok, now we can see exactly where in the UK people were searching for “online marketing”. So how about “mobile marketing”?

mobile marketing

These visualisations give us a much more refined insight. Whilst the first graph tells us unequivocally that “online marketing” is the more prevalent search term in the UK as a whole, if you’re trying to target customers in Brentford, Leeds, Manchester, Birmingham or Sheffield, then “mobile marketing” is the term that will be more impactful for SEO to include in your content.

This sort of information is invaluable, since localised keywords are far less competitive than global ones.

Mobile Search Intent

Mobile search and desktop search tend to be two different beasts entirely. As we have seen, most mobile users turn to their mobiles for local information – and this is a behaviour that must be taken heed of when planning your mobile marketing strategy.

So, what you need to do is find out what the keywords are that are being used when people are searching for your site – and Google Analytics can provide this information for you, and it even segregates the data into mobile searches and desktop searches.

So, if you want to know whether it’s “online marketing” or “mobile marketing” that are the most popular search terms that are leading your mobile visitors to your site, you can simply consult Google Analytics which will gladly oblige and provide you with this information.

Responsive Design (As An Absolute Minimum)

Ok, so this is the big one, and the one, frankly that should go without saying. However, it would be remiss of me to write a piece about creating a mobile marketing plan and not mention responsive design. So here we go.

The debate once raged about whether you should have a separate app built on which your mobile content would be available, or whether you should simply optimise your website for mobile viewing. Yes, ‘mobile app vs. mobile website’ has made do for the subject of many blog posts over the past 4 or 5 years (I know, I’ve written half of them!!).

Frankly, that specific argument is now redundant. Your website has to be built for mobile now, whether you’ve invested in the creation of a mobile app or not.

In the first instance this of course means responsive design. As an absolute minimum this is what you need to be aiming for. However, for fully fledged mobile marketing, this isn’t enough on its own. Michael Blumenfeld, consultant for Financial and Insurance services at Maxymisermakes the point quite clearly.

“Mobile is on every single marketer’s agenda for 2014. One of the big mistakes a lot of brands today still make is that they tack on mobile as an after-thought to their larger marketing strategy — but an even bigger mistake for brands looking to get their mobile feet wet is putting all their eggs into the responsive design basket.

“What brands need to first do is understand the psychology behind why and how users think and act on each device.”

What he means is that the user experience (UX) of a website when accessed via a mobile is a completely different one than when accessed via a desktop. It’s not just a case of making your website “responsive” so that the same content realigns itself to fit on a mobile screen (or tablet, for that matter). Rather that marketers need to understand that there is a different set of expectations and behaviours of mobile users.

The way people interact with links and images and even text on a mobile site is completely different to the way they do so using a PC. Simply repositioning everything using responsive design is a nice start, but it’s not the be all and end all of a mobile marketing strategy. Marketers will need to take the time to analyse UX and user behaviours across the entire purchase funnel of each and every one of their campaigns that are being engaged with on mobile.

Blumenfeld again:

“Responsive design doesn’t allow for such deep testing of every single experience within a brand’s website or mobile site. That means marketers must be cognizant of the different layouts and circumstances surrounding consumers’ use of websites and mobile sites.”

Speed and Performance

Performance, too, is another extremely important issue. If your website is loaded to the brim with all sorts of ads, images, Flash, video and all the rest of it, how does this affect the response time of the mobile? Mobile website visitors have a 9.56% higher bounce rate than desktop users on average – and that is largely down to performance. If you’re concerned that your site might be performing poorly on mobile, then check our last post ‘Creating A strategy For Your Mobile Website Development’ for some great tips for how you can improve it.


Of course, once you know how your customers are behaving on mobile, then this information should be used to determine your mobile advertising strategy. As mentioned above, responsive design really isn’t enough when it comes to mobile marketing. You really need to be controlling what content gets filtered out of the mobile site so that more focus can be paid to the stuff that really matters – i.e. the elements that are designed to capture leads, increase conversions and drive sales.

Blumenfeld makes the point thusly:

“The big focus should be testing and optimizing the mobile site to drive an increase in lead captures. Removing irrelevant content will prove useful in making sure mobile users are seeing the right content at the right times on the right devices and platforms. The big lesson here is to not try to stuff 10 pounds of information into a two-pound bag.”

The importance of a mobile marketing plan has never been more prevalent. You need to be making sure that you understand what your customers are searching for on their mobiles, and their general behaviors on them as well. Responsive design is not enough any longer. The web has gone mobile – perhaps us content creators will still be using desktop, but the consumers of this information are to be found on mobile, so that is where you have to go too.

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twitter marketing campaign man holding iphone with on the screenprykhodov/123RF

Twitter is about “what’s happening” states the company in a new marketing campaign aimed at clarifying what the social network is primarily used for.

In fact, that term “social network” may be the cause of confusion among those of us who simply cant get our heads around the platform. In its blog post announcing the elaborate digital ad campaign, Twitter claims that the people who don’t use it think of it as a place akin to Facebook, where you “find and connect with friends.” Additionally, those same people believe that to use Twitter you need to tweet every day.

If you’re still unsure of the difference between a tweetstorm and subtweet, Twitter isn’t offering anything by way of a tutorial. Instead, the new promotional venture recalls its iTunes App Store reinvention earlier this year — which saw Twitter change its category from “social networking” to “news” — once again framing the platform as a source of live information.

Related: Celebs force Twitter to bust racist trolls after Leslie Jones controversy

In the accompanying videos, Twitter depicts itself as a place to find out what’s going on in the world. A resulting slideshow of clips shows real-life footage from a series of major events including the NBA Finals, a Donald Trump speech, and a Black Lives Matter protest. A voiceover asks, “what’s trending?” as we are shown footage from the Broadway musical Hamilton, and Game of Thrones, emphasizing Twitter’s pop-culture factor. Clips from sporting events, which Twitter is increasingly live-streaming on its service, can also be seen in the short visual. A second ad illustrates Twitter’s political aspect, and is composed of relevant breaking news clips.

Portraying itself as a hub of live interactions surrounding major real-time events could work in Twitter’s favor, particularly with the approaching U.S. presidential election, and upcoming Olympics in Rio. These are exactly the types of breaking news events that millions of people will be tuning in to, and seeking additional information about. If Twitter can successfully promote the diverse range of voices, and opinions, on its platform — as it claims it will in the coming months — then the ad campaign may well turn out to be a success.

“Twitter is where you go to see what’s happening everywhere in the world right now,” states Leslie Berland, chief marketing officer at Twitter. “From breaking news and entertainment to sports and politics – from big events to everyday interests with all the live commentary that makes Twitter unique.”

Despite having been around for over a decade, the fact that Twitter now feels compelled to define itself is a troubling sign. The platform claims that 90 per cent of the people it spoke to as part of its marketing research recognized the Twitter brand. It did not, however, reveal how many of those same people actually use its service. And stagnant user numbers are currently its biggest obstacle to growth. With its second quarter earnings results around the corner, and investors bracing themselves for disappointment, the new ad campaign could also be a case of too little too late.


A Mindset for the 21st Century ?/by B von Stamm/July 2016

Education, education, education. We hear a lot about the importance of getting the education for our children right. I absolutely agree. For example, if we were not educating creativity out of children we would not struggle so much revitalising it once children have become grown-ups… British comedian John Cleese has shared some interesting thoughts on creativity (and many other things) recently.

However, in many respects am more concerned about the education of those in devision-making positions today, rather than the upcoming generations. Why? For those growing up right now, the reality of the 21st Century is their ‘normality’, given that we tend to perceive as ‘normal’ that which we experience on a daily basis. They inhale the speed of change, the interconnectivity, the convergence, the uncertainty and complexity every day; for them linearity and predictability are concepts of the ‘olden days’.

Yet not so for many of those in decision-making positions today who are often too busy ‘doing’ to sit back, observe, think and reflect. And don’t forget: their way of thinking and behaving has taken them to where they are today … at the top. Yet management guru Gary Hamel pointed out in his Harvard Business Review article “Strategy as Revolution” (back in 1996!), ‘Experience is valuable only to the extent that the future is like the past. In industry after industry the terrain is changing so fast that experience is becoming irrelevant and even dangerous.’

Even those who take some time out to keep in the learning loop and attend executive programmes to further their thinking will find that most executive training runs along the well trodden paths of the 20thcentury, no chance of creating a mindset appropriate for the 21st century. (Well trodden paths always reminds me of a poem by Sam Foss that Mark Brown, creator of the Dolphin Index and good friend of the Innovation Leadership Forum, once shared with me – have a read!). Where is the experiential learning that facilitates deep understanding? Where is the deep integration of content that is required to match reality’s high levels of complexity? Where is the courage to put soft skills, emotional intelligence and intuition at par with analysis, predictability and numbers? I am all with H.R.H The Prince of Wales who said, “Much of our education seems to have been designed to destroy what is so unique in humanity – the balance between our rational and intuitive selves.” (I found this lovely quote in the newsletter of one of our ILF Wider Community members; Penelope Tobin – have a look at her blog).

We are talking about the need for a different skill set – as for example, shown in the list of top 10 skills required in 2015 and 2020 from a 2015 report of theWorld Economic Forum (you can read more here). Yet do you feel that is something that is being taught ? At school? In executive education?


Yes yes, I know there are exceptions, and that’s what they are … exceptions, and certainly not as widely spread as they would need to be to have an impact and change mindsets on a broader basis.

What can we do to nurture these skills?

This is part of the Innovation Leadership Forum’s mailout of 19th February 2016.


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