What Works Where 2016 - Is integration the key to digital success?
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WHAT WORKS WHERE 2016 The inside view on the critical state of digital communications in (some of) the world’s leading commercial organisations. 6 Years historic research • 12 months empirical data • 100 respondents • 400 Senior Marketers
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Transcript of What Works Where 2016 - Is integration the key to digital success?
W H A T W O R K S W H E R E 2016
The inside view on the critical state of digital communications in (some of) the world’s leading commercial organisations.
6 Years historic research • 12 months empirical data • 100 respondents • 400 Senior Marketers
What Works Where 2016The dramatic shift in technologies, audience behaviour and expectation is transforming
the communications universe.
1.Looking back to see forwardMarketing is under threat
in its communications heartland.
HR is now the 2nd most powerful voice in brand communications.
• 12 months increased investment in digital• Unique position across internal/
external audience comms• 34% increase in perceived authority since 2015
2.Modern communications: who is responsible, and for what?
of HR feel they help staff live the brand
of Marketers disagree!
Understanding the benefits of an integrated approach has risen by over 50%
• Consumer messaging 87% (56%)• More effective communications 82% (61%)
• Stronger brand 82% (43%)
But agreement over responsibility is missing:
• Employer Brand 5.3/10 (marketing)• Employer Brand 4/10 (HR)
• Corporate Brand 8.1/10 (marketing)• Corporate Brand 7.7/10 (HR)
3.Measurement under the spotlightWhat exactly are we looking at?
100% of HR think they motivate staff
of Marketers disagree!
All
HR
Marketing
Lack of timeto collaborate
5th
Lack of support fromthe leadership team
4th
Departments have di�erentobjectives/priorities
1st
Not everyone understands thevalue/importance of digital
3rd
Lack of ownership
2nd
6th
Lack of willingnessto collaborate
All
HR
Marketing
Lack of timeto collaborate
5th
Lack of support fromthe leadership team
4th
Departments have di�erentobjectives/priorities
1st
Not everyone understands thevalue/importance of digital
3rd
Lack of ownership
2nd
6th
Lack of willingnessto collaborate
OtherConsistency betweencorporate and
employer brand
Collaboration withother departments
Value of theemployer brand
Value of thecorporate brand
I don’t haveany KPIs
8%
16%
HR
Marketing
18%
47% 46%
38%31%32% 31%32%
15%
5%
KPI topics by department
4.Focal pointHow can digital (data) do better?
of Marketers think they build customer relationships
of Marketers disagree!
“The world is becoming more and more digitalized every day. It is not something you can simply ignore and still succeed.” Global Head of Employer Brand & Recruitment Marketing, Technology & Telecoms sector
• Marketing & HR teams are ill-equipped for the digital onslaught.
• Skills needed to survive are found less in the production of content and more the ability to analyze and respond to its impact.
• Acknowledged as a significant challenge by respondents – especially marketers.
25%Better understanding
of whether scores are good or bad
53%Having more skilled analysts to crunch
the numbers
36%Increasing CEO and
board understanding of digital analytics
47%More
advanced analytics
61%Better
availability of consistent, high
quality data
50%Simpler, more
accessible analytics
64%Better integration
of different assets36%
Better understanding of which numbers
to focus on
How can digital data do better?
5.
New approaches to digital.
Two routes forward1: The Marketing-led vision• Repair internal relationships.
• Enhance future relevance: lead on brand awareness, positioning the company’s expertise, and improving audience understanding.
• Renew skills and team capabilities and support cross-departmental smart-learning.
• Focus on improved data management – including integration of data sets and high quality data.
• HR acts as an operational function, restricting involvement to contractual and financial management.
2: The HR-HD approach• Lead the new communications framework.
• This scenario puts ‘people’ at the heart of the brand.
• HRO / Chief Talent Officer becomes the critical internal communications link.
• Take charge of corporate and consumer brand – sync all communications accordingly.
• Marketing focuses on delivering tactical product campaigns based on strategy devised and directed by HR.
The Power of White Light Thinking
Integration
Alignm
ent Con
sistency
StrongBrand
Active VisionStrengthen your focus on integration:• Encourage & engage in open,
proactive dialogue.
• Look beyond functional boundaries.
• Clarify responsibility and accountability for all communications.
• Establish strategic support and direction from the C-Suite.
• Build a collaborative culture – lead by example and reward behaviour.
The rewards are clear:• Accurate outcomes that can be
precisely measured and evaluated.
• Increased staff engagement & motivation.
• Clear communication of company values.
• Stronger stakeholder brand ownership.
• More effective staff promotion of the company.
• Increased internal and external brand awareness.
The time is...
Omobono is a global creative and technology agency for business brands.
We use our creative and technology skills to make our clients more desirable to buy from, more attractive to work for and more valuable as brands. By obsessing about the delivery as well as the deliverable, we’ve built brilliant long-term relationships with many of the world’s biggest companies.
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@omobono_digital
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