• « As one of the major Consulting firms, Bain is also providing a Digital Transformation process to its clients. Anybody can access it through their website. One would have anticipated that the story is likely the same as the others, including McKinsey offering on that topic. 6 different capabilities are highlighted as critical, from the customer experience design to the more internal issues regarding the implementation of the agile mindset. Let’s dive in the offering to analyze it. »

    tags: digitaltransformation bain casestudies framework agility experience data

    • (1) creating an experience (2) creating cross-functional and agile teams (3) a human centered design (4) managing data to make informed decisions (5) deploy a flexible technology platform and (6) enable strategic partnerships to work with experts instead of reinventing the wheel.
  • « Some call it the consumerization of B2B marketing: the use of digital technologies and techniques, pioneered by the likes of Amazon and Google, to engage customers online. But true B2B leaders go much further. They are not only rapidly following as their customers are going online, but also dramatically transforming their marketing functions into digital- and data-driven machines that engage customers and fuel sales better than ever before. »

    tags: b2B B2Bbuyer marketing B2Bmarketing

    • There’s a new B2B buyer out there—one who does not expect, and in many cases does not want, to deal with a salesperson until it is time to close the deal.
    • What’s more, these new B2B buyers look for the same online and mobile experiences and features that they encounter as consumers.
    • They want concise and coherent interaction however it occurs—and when they don’t get it, they often eliminate a vendor from consideration before any direct sales contact takes place.
    • In addition, these new B2B buyers are supported by young, tech-savvy researchers. A Google study showed that millennials (people under 35 years old) constituted almost half of B2B researchers in 2015
    • . A company can combine its own data—from its website, mobile app, and other sources—with relevant data from third parties, such as business partners and social media, to compile a comprehensive picture of accounts and of individual customers, including their priorities, needs, and interests. Since the data sources and capabilities of B2B are not as advanced as those of B2C, managing this data adds considerable complexity.
    • For B2B companies, the process starts with getting the go-to-market strategy right, then enhancing or building out core marketing capabilities
    • According to IDC, the typical B2B company spends about 4.5% of revenue on marketing (with about 40% going to digital), but newer cloud companies can spend as much as 10% (and sometimes even more)
    • Brand. The focus of brand marketing can be expanded from traditional advertising, such as TV and print, to brand storytelling. General Electric, for instance, has built a multichannel, multimedia campaign focused on the theme of “digital industrialization,”
    • Events. Typically, events are a B2B company’s biggest marketing expenditure, often representing up to 20% of the marketing budget. Digital technologies can amplify their impact:
    • Content. Buyers seek advice and confirmation from peers and people they trust. Research shows that business buyers use content from multiple sources and that social media plays an important role in three-quarters of B2B purchases
    • Building New Capabilities

      Consumer marketers employ a variety of digital tools to engage customers and shape their purchase journeys. B2B leaders are now using these tools as well, but they lag their consumer-facing counterparts. T

    • Building a New Marketing Organization

      As marketing becomes more and more tech driven, organizations need to acquire both the technology tools themselves and the skills to use them. On average, according to Gartner, companies with annual revenues of at least $500 million are spending about one-third of their marketing budget on marketing technology; and CMOs are expected to spend more on technology this year than CIOs.

  • « For over 20 years, L&D teams have insisted that individuals should take responsibility for their own learning. But the reality is that most organisations, at their own admission, have not done enough to facilitate that outcome. « 

    tags: L&D humanresources productivity learning

    • Business as usual pressures.
    • Budgetary issues
    • The right, relevant learning resources are not available.
    • The available learning options are outdated or boring.
    • Lack of choice.
    • Line managers do not provide adequate support.

Posted from Diigo. The rest of my favorite links are here.