Commercial Applications of Big Data in Digital Marketing
○ Obstacles to Data Integration
Chapter 8: Content Strategy of Digital Marketing
The focus of marketing competition in the digital era is how to attract and acquire continuous attention from customers by posting content worth reading which possesses practical and social value. Content creation used to be unidirectional and was produced only by enterprises, but has now turned to a co-creating and co-sharing model among members of the brand community. Enterprises should be more concerned that in the digital era, content is neither simply an advertorial nor a cost-based activity. In the future, what enterprises should firmly believe is that content has economic value in and of itself, and they should regard themselves as “content creators”, participating in the production of seen materials and the operation of content-sharing platforms.
○ Key Points in Content Marketing
○ How to be “Contagious” in Content Marketing
Chapter 9: Organizational Platform for Digital Marketing
Strategies depend on organizational modes, while organization follows strategies. The digital age is an age of “Metamorphosis of Enterprises”. Agile, process-oriented, performance-oriented organization modes ask us to reconstruct the organizational structure of marketing. Marketing needs to embrace information technology (IT) and data. This has posed challenges for chief marketing officers (CMOs) or even the entire marketing team in competency and the organization’s culture. As a senior executive, it is critical to build “a marketing team with Da Vinci’s all-round talent.” In response to this, we have proposed our consulting advice in this chapter.
○ Introduction to Organizational Structures in the Digital Era of Connectivity
○ An Odyssey: The Journey of Marketing Organizations
○ Make Marketing Happen: Three Principles of New Marketing Organization Design
○ Reorganizing Marketing Structures
Chapter 10: Management and Measurement of the Performance of Digital Marketing
One reason that the emergence of digital marketing is significant is that enterprises can have precise marketing analysis and management. An increasing number of enterprises start to realize that it is essential to measure or evaluate the “brimming” numbers in marketing through a systematic approach and process the data into “good numbers” contributing to sound strategic and organizational ambitions. To better evaluate the performance of digital marketing, it is necessary to read the latest and most commonly used indicators and simplify these indicators by a target-oriented and “vanity-free” approach. In particular, marketing people in the digital era need to keep a close eye on marketing measurement based on social media and customer purchasing behaviors to obtain accurate feedback on marketing investment.
○ What is to Measure in Digital Marketing?
○ Metrics for Evaluating Digital Marketing: How to Avoid “Vanity”?
○ Performance Management and Measurement of Digital Marketing
Chapter 1
Marketing Environment in the Digital Transformation
1.1 The Digital Environment
When your CMO submits his annual marketing plan without any digital hint, maybe you should review the marketing strategies of the company to see whether a marketing revolution is needed in your company. Presentday entrepreneurs in any industry would probably agree that digitalized revolution is extremely urgent. “Revolutionary Panic” also prevails in traditional industries. If enterprises have not had digitalized transformation, they will face collapse in the next depression. Waves of digital marketing sweep through the society, because the current social environment is undergoing great changes: digitalization, like molecules, is penetrating every nook and cranny of modern society. And it is also the factor that enterprises in modernized business environments cannot be immune to. Consumers are willing to embrace the digital era; consumer-oriented enterprises are rapidly accelerating the pace of the “Internet+” to walk into the future of business (Figure 1.1).
Currently, business is entering the real-time age. The time taken for clients to make decisions, for the market to adjust to the competition landscape or for consumers to get a response used to be measured on a daily or hourly basis, but now, it is being calculated in minutes and seconds. The “Instance + Competitive advantage”, which seemed to be contradictory, is being considered as a pair. If enterprises do not respond to clients’ demand instantly at this moment, they are losing their clients and will fail in competition. “Instant connectivity” of mobile Internet makes the importance of user scenarios more prominent and “integrates people and machine into one”; community gathering makes crowdsourcing, crowd innovation and crowd promotion emerge in business models. Thinking models and organization incentive models are undergoing tremendous changes from strategy and operation to management. We need to redefine this era, redefine business and business models and redefine marketing strategies (Figure 1.2).
Figure 1.1. When customer age meets real-time age.
Source: Forrester Research.
