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Semelhante a 'The Role of Journalism in Content Marketing'
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'The Role of Journalism in Content Marketing'
- 14. Role of Journalism in Content Marketing Andrew Grill Partner – Social Business, IBM @AndrewGrill © 2013 IBM Corporation
- 15. Role of Journalism in Content Marketing © 2013 IBM Corporation
- 16. Role of Journalism in Content Marketing © 2013 IBM Corporation
- 17. Role of Journalism in Content Marketing Social media is just like real life! © 2013 IBM Corporation
- 18. Role of Journalism in Content Marketing lc.tl/cbp © 2013 IBM Corporation
- 19. Role of Journalism in Content Marketing © 2013 IBM Corporation
- 20. Role of Journalism in Content Marketing © 2013 IBM Corporation
- 21. Role of Journalism in Content Marketing Customer Decision Journey - old June 2009 issue of McKinsey Quarterly, David Court lc.tl/cdj © 2013 IBM Corporation
- 22. Role of Journalism in Content Marketing © 2013 IBM Corporation
- 23. Role of Journalism in Content Marketing Customer Decision Journey - new The loyalty loop exists as a result of the social channel June 2009 issue of McKinsey Quarterly, David Court lc.tl/cdj © 2013 IBM Corporation
- 24. Role of Journalism in Content Marketing Much has changed since 2004: digitization has given customers far more clout and transformed their expectations 2004 Focus on cost reduction to deal with increasingly global competition 2008 Business models evolve to enable external partnerships and collaboration 2014 The digitally active customer moves to the top of the C-suite agenda lc.tl/csuite © 2013 IBM Corporation
- 25. Role of Journalism in Content Marketing CEOs say customers come second only to the C-suite in terms of the strategic influence they wield Voice in the board: key influencers on business strategy 78% C-Suite 55% Customers 53% Board of Directors 44% Corporate strategy function Non-executive senior leadership Key external business partners Parent company 26% 25% 23% Source: Question CEO1–Who has the most influence on your strategic vision and business strategy?; n=884 [CEO only] © 2013 IBM Corporation
- 26. Role of Journalism in Content Marketing CMOs plan to put the components of a broad digital strategy in place throughout the organization Digital ambitions – CMOs 16% 87% Integration of crosschannel touchpoints 83% 13% Analytics to capture customer insights 20% 78% Social networks to foster collaboration 13% 73% Workforce aligned to opportunities Today 3–5 Years 11% 69% Digitally enabled supply chain Source: Question CMO1–To what extent have you activated the following digital strategy components in your organization?; n=430 to 468 [CMO only] © 2013 IBM Corporation
- 27. Role of Journalism in Content Marketing Lack of a cohesive social media plan is the biggest barrier to doing more in the digital space Challenges to implementing a digital strategy Lack of a cohesive social media plan 63% Competing priorities or initiatives 54% Difficulty measuring investment returns 52% Legal and security concerns 38% Lack of appropriate technology 37% Lack of leadership support Concerns about inappropriate use 28% 16% Source: Question B5–Which of the following are the most significant challenges to implementing a digital strategy within the enterprise?; n=2,998 © 2013 IBM Corporation
- 28. Role of Journalism in Content Marketing CxOs intend to interact digitally with customers to a much greater extent in the future Customer interaction channels 52% 69% Digital 88% more 80% Face-to-face 70% 57% Call centers 48% 45% Traditional media 24% Today 3–5 Years Source: Question C6–What are the three most important channels your enterprise will leverage to engage and interact with customers?; n=2,987 © 2013 IBM Corporation
- 29. Role of Journalism in Content Marketing CxOs aren’t just listening to customers; they are compelled to act and change course, in response to the direct influence of the customer Customer clout: customer influence on the enterprise “As customers gain more power over the business via social media, their expectations keep rising and their tolerance keeps decreasing.” 10% 54% 36% influenced to a large extent CIO, Retail, Turkey 54% Large extent Some extent Limited extent Source: Question C4–How much influence do your customers have on your enterprise today?; n=2,909 © 2013 IBM Corporation
- 30. Role of Journalism in Content Marketing kred.com © 2013 IBM Corporation
- 31. Role of Journalism in Content Marketing Download the IBM study from lc.tl/csuite IBM Institute for Business Value IBM Confidential © 2013 IBM Corporation
- 32. Role of Journalism in Content Marketing © 2013 IBM Corporation
Notas do Editor
- The right partner for a changing world: At IBM, we collaborate with our clients, bringing together business insight, advanced research and technology to give them a distinct advantage in today’s rapidly changing environment.The IBM Institute for Business Value, part of IBM Global Business Services, develops fact-based strategic insights for senior business executives around critical public and private sector issues.
- This study explores how C-suite leaders are working together to address the attendant challenges and opportunities, which were barely discernible a decade ago.
- In fact, CEOs told us customers exert a bigger influence on their organization’s business strategy than all but the C-suite itself.But accepting customers as active stakeholders is one sure way to quell the factions and unite the C-suite in a common purpose.CxOs asked to give up autonomy and customers wary of being targeted will need to find new, more collaborative ways of working together that engender trust. The erosion of trust poses a serious challenge for many organizations, and in some cases whole industries, as they seek to return to growth.If one issue has the potential to unite the C-suite to act in concert, establishing trust-based relationships with customers stands at the top.
- So what’s preventing CxOs from doing more to unite their business and digital strategy?The biggest hurdle is how social media fits into the mix.Indeed, when Watson analyzed more than 10,000 natural language responses, it uncovered the fact that CxOs simply don’t know how to strike the right balance between the social, digital and physical worlds.Understanding the return on investment is also a challenge, particularly if organizations view social simply as something they snap on to existing workflows. Its value is realized when social inspires entirely new ways of working, learning and orchestrating processes across the organization and beyond.CxOs can’t stand by, waiting for a clear strategy to emerge. They have a role, and one they must step up to, to ensure that their organizations focus social business on issues that are core to the company’s overall strategy and brand. A workforce that is engaged and able to share ideas, tips and hints can help bring together this physical and digital divide.
- When we published our first study in 2004, CEOs ranked their own customers sixth on the list of all market factors they believed would drive the most change in their organizations. Today, digitally enfranchised and empowered customers lead the agenda for every CxO profession.More than half of CxOs say customers now have a considerable influence on their enterprises.
- The right partner for a changing world: At IBM, we collaborate with our clients, bringing together business insight, advanced research and technology to give them a distinct advantage in today’s rapidly changing environment.The IBM Institute for Business Value, part of IBM Global Business Services, develops fact-based strategic insights for senior business executives around critical public and private sector issues.