Examples of the level of digital resourcing from Pharma marketing
The question of the types of specialist digital marketing roles businesses need in an organisation is an ongoing challenge. Although some have said that we're now in a 'post-digital era of marketing', the reality is, that although marketing generalists are needed to plan and manage campaigns and product launches and they need a certain level of digital competence, digital specialists will also be needed in large organisations. Although you can argue that some specialist digital marketing activities can and should be outsourced to agencies and consultants, you can equally argue that some digital marketing competencies are too important to be outsourced and a good level of knowledge and control based on customer and market knowledge is required in-house.
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Technological changes are one of the leading advocators to shape customer value. They are characterized by a process of social technological variations, rooted in different disciplines e.g., economics, sociology, and psychology.
It implies that the competitive advantage is increasingly shaped by the management of the polysemic nature of the customer value. This crossroads of understanding drives how shoppers use various channels (offline, online, and mobile) across temporal stages (pre-purchase, purchase and post-purchase.
In this holistic playfield, we are attempting to simplify this discipline by seizing a definite space of instruments of measurement.
As such, “digital factory” can be simplified by structuring meta-themes, articulating a “software of the mind” for digital practitioners. This is an expression coined by a Dutch Management Professor Geert Hofstedewish, designed in the context of culture, to provide a guide for humans on how to think and behave.
Metathemes are researched and practitioner theoretical factors assembled and organized vertically and horizontally…
How do your digital marketing capabilities compare?
In our next free webinar for members, Benchmarking your digital future, I will be reviewing the state of digital transformation and recommending how companies at different stages of transformation, with different levels of maturity can assess their current use of digital marketing, digital media and technology.
Since Smart Insights launched we have looked to help businesses review their capabilities, for example using our free digital marketing benchmark templates and the popular interactive capability benchmarking tool available in the members area:
This tool shows that the majority of businesses assessing their capability on a 5 point scale are at stage 1 or 2. I think this is reassuring in the sense that it shows the challenge of digital transformation in many industries and that if you are relatively immature, it's likely many of your competitors…
Chart of the Day: BCG's pathway to digital marketing maturity model
You probably know of Boston Consulting Group for their classic market prioritization matrix which we feature in our essential marketing models guide.
Well, they still continue as a consulting group and naturally work on digital transformation projects for which they share strategies via their blog. The latest, which I thought sharing is a simple assessment of digital marketing maturity based on organizational structure.
Most suited for larger organizations it shows the typical pattern from an ad hoc approach to digital marketing across a business characterised by innovation, but also inefficiency and wastage due to overlap or inexperience. To control digital marketing activities a centralized approach is then recommended, but as I have seen in many cases this then results in digital marketing silos with poor integration between digital marketing, marketing, corporate communications, product…
How does the digital maturity of your business compare?
Although digital marketing cannot be called new with the advent of the web now over 25 years old, this new research from Adobe shows that relatively few companies have mastered digital marketing. Only 19% of North American organizations and 7% of European organizations rate their digital maturity as “Advanced” when reviewing processes, data integration and technical skills.
Digital maturity definitions from the research shown in the figure are.
Advanced: Data mostly integrated, best practices generally followed, automation common, strong technical skills
Focused: Data and processes somewhat integrated, automation common, solid and expanding technical skills
Emergent: Basic data integration, some automation, growing technical capacity
Nonexistent: Limited data in silos, no automation, low technical capacity
This pattern of a low-level of maturity is similar to that we…