The Development of Marketing and its Role in the Contemporary Competitive Markets

The changes in markets and the evolution of marketing management

In the early 1900s, marketing as a field of practice and discipline was introduced in the USA (Firat, Dholakia and Venkatesh, 1995) to bridge the market gaps of the modern society. Berner and Tonder (2003) discussed that modernism is associated to the transition experienced in social and economic institutions, which was characterized as a progressive and innovative movement started unfolding in the preceding century (Burke, 2012), and finally shaped during the industrialization in 1920s (Hassard, 1993). In the modern society, success was perceived as the outcome of industrialization and mass production (Thomas, 1997); where the role of marketing was merely to meet the basic market needs. During this modernist era, customers were satisfied, as soon as they recognized their needs were met, i.e. they can find their desired products on the shelves of their nearby shops.

In the modernist market, once the extent of mass-production was reached to its peak and products were remaining unsold, producers were started to think to bridge the market gaps more philosophically, alongside the basic utility of a product against a basic need, in order to compete and survive. As a result, the gurus of marketing helped to introduce the traditional 4Ps (product, price, place and promotion) philosophy during the 1950s in the mass consumer markets of the USA (Little and Marandi, 2003), as a replacement to the production and sales concepts. The 4Ps emphasis that marketing success depends on recognising the market gaps not only from the angle of the basic utility of a product, but also from the angles of its competitive pricing and location, backed by concentrated advertising and other promotional mix. Here, the marketing success was perceived based on the 4Ps philosophy, emphasising to bridge the market gaps not only through the basic utility of a product, but also bridge the market gaps through competing centred on the customers’ needs in relation to the product’s pricing, distribution channels and promotions. As a result, the added-value against the basic utility had started to form the base of competition advantage.

The technological development in the 1970s has brought an unprecedented change in the marketing management. Here, the postmodern concept was introduced, which coincides with the era of information revolution. Many young professionals started using the term postmodernism instead of modernism (Featherstone, 1991). This postmodern society relies on global knowledge democracy, emergence management, value optimization and knowledge creativity instead of the modernist concepts of knowledge control, control management, single-disciplinarily, value-maximization and so forth (Graham, 2003).Therefore, the postmodern market realigns the 4Ps marketing mix and the added value concept to niche and customized production from modern market’s standardized mass production, as the postmodern consumers have a profound knowledge of immediacy and expects services/tasks to be done straight away (Berner and Tonder, 2003), in relation to their expectation and acceptance (Graham, 2003). Since, the postmodern consumer lives in an era filled with “doubt, ambiguity and uncertainty” (Thomas, 1997, p. 58), postmodern marketers niche to offer additional value by utilising information intelligence rather than only utilizing industrialized power of modernist concept. In order to keep the post-modern customers loyal, the concept of service was rather introduced through repair and maintenance options for the product-driven marketing in the 1970s, however the service logic was completely absent in the marketing management, especially for the service industries, i.e. hospitality, airlines, travel and tourism and so forth (Gummesson, 2014).

In the 1990s, relationship marketing (RM) has been introduced in the marketing management, which aligns well with the service logic (Gummesson, 2008; 2014), where customers as active co-creator of service value, contribute to the product/service development processes. In RM, in contribution of the target markets, marketers work together to design and realign processes to support each other. Fundamentally there is a continuous and collaborative effort between the key stakeholders to the relationship and an understanding of long-term commitment (Tomer, 1998). In the post-2000 postmodern market, the service-dominant (S-D) logic is coined by Vargo and Lusch (2008), which perceives goods are the distribution device for service (Gummesson, 2014). For example, the IT companies offer their goods (e.g. computer hardware) as the device to distribute/place their service (e.g. the World Wide Web and the related software). The S-D logic is centred on the “co-creation of value and resource integration between suppliers, customers and other stakeholders” (Gummesson, 2014: 659), which is a fundamental logic of RM as well, if we see the co-creation and integration of resources between the key stakeholders based on the joint power and share of dependency risk and uncertainty among the associated stakeholders (Gummesson, 2002; Kurtz, 2009; Agariya and Singh, 2011). As a result, the postmodern market can be divided into three eras, such as early-postmodern era (early 1970s to late 1980s), mid-postmodern era (early 1990s to pre 2000s) and the contemporary postmodern era (post-200s) to compete in the transforming contemporary competitive market.

The role of marketing in the contemporary competitive market

However, the marketing research and practice have been evolving since its beginning to cope up with the changing market needs; the traditional production and sales focused transaction marketing and the 4Ps marketing mix have not been rejected. Since, they are the core of marketing management. The value-driven postmodern market adapts the traditional 4Ps with the stakeholder (including customers) relationship management marketing, based on the S-D logic, where the target markets contribute to the service co-creation process. In this ever competitive postmodern market, brand loyalty is losing its sustainability so frequently, as consumers are overwhelming of information and have available alternative brands with competitive value propositions. As a result, the postmodern customers avoid brand commitment frequently and exercise the right of moving to the alternative competitive proposition (Gould and Lerman, 1998; Little and Marandi, 2003). Kotler (2003) described how postmodern customers estimate which brand will offer the most value. As the value-optimizers, the postmodern customers form an expectation of value within their search costs and available of information and act on it (Kotler, 2003). Following the service encounters, the postmodern customers convey their service expectation and accordingly take part in the service co-creation process, which in general leads to a firm’s competitive advantage. But, because of the ease of information in the postmodern market economy, the sustainability of a competitive advantage relies on the integrated resources and the subsequent co-created value proposition’s capabilities to survive through the ‘valuable, rare, inimitable and non-substitutable’ (VRIN) test of the resources (Barney, 1991) and the co-created value through that integrated resources.

If a competitive advantage cannot be sustained because of its lack of VRIN competency, in order to at least prolong that competitive advantage, the resource integration among the key stakeholders and the subsequent co-creation of the S-D and relationship management logic could rely on the analysis of the cause and consequence of stakeholder relationships and interactions. Since, various stakeholder relational perspectives, such as trust; satisfaction; commitment; communication; reciprocity and co-creation, reliability, responsiveness, bond and so forth (Agariya and Singh, 2011) are usually derived and enriched through the cause and consequence of stakeholder relationships and interactions as a stakeholder causal scope (SCS) of strategic market/stakeholder orientation. These SCSs usually recognise exceptional unique condition(s) from the relational experience of the stakeholders, which could further enrich the relational perspectives to reinforce the co-creation processes among the key stakeholders, and to prolong that relationship. Such SCS driven exceptional unique conditions could outplay the VRIN features, as that unique condition is learnt from a firm’s market relationships and overall learning experience of its internal and external stakeholders (Peteraf et. al., 2013). For example, the resource integration among the key stakeholders and the successive co-creation driven competitive advantage that is originated through such SCS centred unique exceptional condition(s), would be valuable until the promised value meets the goals of the involved stakeholders. These relationships and interactions among the key stakeholders would also be rare in the market in favour of the competitive advantage, until a specific stakeholder withdraw their commitment and/or concurrently relates with the competitors. Again, the part of the cause and consequence of stakeholder relationships and interactions (SCS) is perceived by the competitors, could be imitable. However if the success of such relationships is based on any unique and secret understanding of share of dependency, risk and uncertainty and an anticipated win-win value, which is exclusively learnt from the relational experience of specific stakeholders, it could outplay the imitable capacity of the competitors in some extent. Especially that unique reason that is evolved only based on the joint power of those specific stakeholders would not be imitable by their competitors.

Therefore, the role of marketing in the contemporary competitive markets is to identify and enhance value for the target market, based on a unique and customized condition recognised from the cause and consequence of a firm’s relationships and interactions with their target markets, so that the reinforced value would be mutually valuable for them, but would be rare; inimitable and non-substitutable for the competitors, in order to authentically differentiate the relevance of that value to prolong its competitive advantage. Similarly, the contemporary marketing management is centred on understanding the cause and consequence of stakeholder relationships and interactions (the SCS), and differentiating a value proposition based on that understanding, to promote why stakeholders should be associated with that value proposition, instead of the alternative competitive propositions. Appendix 1 summarizes the analysis of this essay.

References

Agariya, Arun, Kumar, and Singh, Deepali. “What really defines relationship marketing? A review of definitions and general and sector-sepcific defining constructs.” Journal of Relationship Marketing 10 (2011): 203: 237.

Barney, Jay. “Firm resources and sustained competitive advantage.” Journal of Management 17 (1991): 99-120.

Berner, A., and Tonder, Van, C., L. “The postmodern consumer: Implications of changing customer expectations for organisation development in service organisations.” SA Journal of Industrial Psychology 29 (2003): 1-10.

Burke, Barry. “Post-modernism and post-modernity”. Infed, May 29, 2012. http://www.infed.org/biblio/b-postmd.htm

Featherstone, Mike. Consumer culture and postmodernism. London: Sage, 1991.

Firat, Fuat, A., Dholakia, Nikhilesh, and Venkatesh, Alladi. “Marketing in a postmodern world.” European Journal of Marketing 29 (1995): 40-57.

Gould, Stephen, J., and Lerman, Dawn, B. “Postmodern versus long-standing cultural narratives in consumer behaviour: An empirical study of NetGirl online.” European Journal of Marketing 32 (1998): 644-654.

Graham, Clive. “The transition from mode-1 to mode-2 society: The implications for education.” Futures1, December 15, 2011. http://www.futures1.net/docs/Mode-2%20Paper.doc.pdf

Gummesson, Evert. Total relationship marketing. Oxford: Elsevier/ Butterworth-Heinemann, 2002.

Gummesson, Evert. Total relationship marketing. 3rd ed. Oxford: Elsevier/ Butterworth-Heinemann, 2008.

Gummesson, Evert. “Productivity, quality and relationship marketing in service operations: A revisit in a new service paradigm”. International Journal of Contemporary Hospitality Management 26 (2014): 656-662.

Hassard, John. Socialogy and organizational theory: Positivsm, paradigms, and postmodernity. Cambridge: Cambridge University Press, 1993.

Kotler, Philip. Marketing management. International edn. Sydney: Prentice Hall, 2003.

 Kurtz, David. L. Contemporary marketing. Singapore: South-Western Cengage Learning, 2009.

 Little, Edward, and Marandi, Ebi. Relationship marketing management. Singapore: Thomson Learning, 2003.

 Peteraf, Margaret, Stefano, Giada, Di, and Verona, Gianmario . “The elephand in the room of dynamic capabilities: Bringing two diverging conversations together.” Strategic Management Journal, 34 (2013): 1389-1410.

 Thomas, Michael, J. “Consumer market research: Does it have validity? Some postmodern thoughts.” Marketing Intelligence & Planning 15 (1997): 54-59.

 Tomer, John, F. “Beyond transaction markets toward relationship marketing in the human firm: A socio-economic model.” The Journal of Socio-Economics 27 (1998): 207-208.

 Vargo, Stephen, L., and Lusch, Robert, F. “Service-dominant logic: Continuing the evolution.” Journal of the Academy of Marketing Science 36 (2008): 1-10.

Don’t Get Hooked! 3 Supplement Industry Marketing Myths Debunked

Americans love their supplements, with over 74% of adults popping vitamins, prebiotics, and other concoctions daily. But amidst the hype, it’s easy to forget these are powerful substances impacting your body, yet regulated far more loosely than medications.

Thanks to a 1994 law, the FDA has minimal control over supplements. Unlike drugs that go through rigorous approval processes, supplements can hit store shelves without safety evidence or an FDA green light.

So, why this blind faith in supplements for a healthier life? Marketing plays a big role, and here are three common tactics to be aware of:

1. The “Natural” Fallacy

This marketing trick assumes “natural” equals “good.” Supplement brands heavily rely on this, promoting “natural remedies” and “pure nutrition.” It feels good to choose natural solutions, but this doesn’t guarantee effectiveness.

Consider vitamin C. We associate it with oranges and flu prevention, while flu shots conjure up sterile doctor’s offices and pharmaceutical companies. Yet, flu shots have proven effective, while the claims about vitamin C lack strong clinical evidence. Supplement companies exploit this perception, using “natural” to make their products seem superior, even in the absence of proof.

Remember, “natural” doesn’t equal “better.”

2. The “More is More” Myth

This fallacy builds on the “natural” one. If something natural is good, then surely more is even better, right? Not quite. Our bodies tightly regulate vitamin and mineral levels. If you’re not deficient, extra doses from supplements won’t necessarily translate to health benefits. Some might say you’re “paying for expensive pee” as your body eliminates the excess.

A prime example: Vitamin C supplements often boast massive doses (750mg or 1000mg) while adults only need 75-120mg daily. Similarly, vitamin D supplements might offer 5,000 IU, exceeding the recommended daily limit of 4,000 IU. Exceeding these amounts can be harmful.

3. The Action Bias

The supplement industry thrives on the idea that doing something is better than nothing. This is the action bias. Taking action, especially regarding health, makes us feel in control. We might think, “Even if I don’t need it, I’ll take it just in case.”

However, as mentioned earlier, supplements often contain excessive amounts of vitamins and minerals. The assumption that taking a massive dose is safe can be misleading.

Too much of a good thing can be bad. Excess vitamin C can cause diarrhea, nausea, and stomach cramps. Too much vitamin D can lead to nausea, vomiting, and even kidney stones. Additionally, supplements can interact with medications, potentially reducing their effectiveness or causing adverse reactions.

When it comes to supplements, taking them isn’t always better than not. Be wary of these marketing tactics and consult your doctor before starting any supplements.

Indigenous Business: A Hidden Billion-Dollar Blind Spot We Need to Know More

Australia’s Indigenous businesses are a force to be reckoned with. They generate a staggering A$16 billion in revenue annually, employing over 116,000 people – that’s nearly as much as retail giant Coles!

Despite this impressive contribution, these businesses have flown under the radar for far too long. Their impact goes far beyond just the bottom line. They provide crucial culturally sensitive health and education services in remote areas, offer professional and technical expertise to the mining industry, and even deliver cultural training to corporations and government bodies.

This economic activity empowers Indigenous communities through job creation and self-determination for business owners and their employees. The problem? Much of it happens out of sight, hidden in plain view because current government statistics don’t fully capture it.

Shining a Light on the Hidden Economy

Here’s where a revolutionary new study comes in: the Indigenous Business and Corporation Snapshot from the University of Melbourne’s Dilin Duwa Centre for Indigenous Business Leadership. This groundbreaking research, now in its third year, is the most comprehensive look at Indigenous entrepreneurship ever undertaken. It examines a whopping 13,693 businesses operating in 2022, with the potential to include even more in the future.

The secret sauce? This study integrates data from Indigenous business registries with the Australian Bureau of Statistics’ vast business data pool. But there’s more! This year’s snapshot delves deeper, including sole traders and partnerships with at least 50% Indigenous ownership – even if they don’t identify as Indigenous businesses themselves.

This is crucial because sole traders and partnerships are often stepping stones for future Indigenous business leaders to hone their skills and gain experience.

Identifying as Indigenous Matters

The study revealed a fascinating trend: businesses that registered as Indigenous were more likely to survive the COVID-19 storm. This could be because they were generally larger, located in areas less affected by lockdowns, and had better access to government support programs like JobKeeper and procurement contracts.

On the other hand, more minor, unregistered Indigenous sole traders, many of whom were juggling business with family caregiving responsibilities, might have faced a more challenging time during the pandemic. This highlights the need for additional support for these smaller businesses, even if they haven’t formally registered as Indigenous.

The Data Gap: A Hurdle to Growth

While the Indigenous Business and Corporation Snapshot offers a wealth of information, there still needs to be a gap to fill. The study doesn’t capture privately held and publicly listed Indigenous companies that have yet to register as such. Here’s where the Australian Bureau of Statistics could play a vital role by providing more data on company ownership.

Without complete data and a higher public profile, Indigenous businesses struggle to gain the recognition and trust needed to attract growth financing. As COVID-19 has shown, comprehensive data is essential to understanding economic realities and measuring the effectiveness of support programs. It’s time to shine a light on this thriving Indigenous business sector and unlock its full potential.

The Future of Storytelling: How Video Will Captivate Your Audience

This article delves into the ever-evolving world of digital marketing, specifically focusing on the future of video content. By gathering insights from content marketing managers and other marketing specialists, we explore various perspectives on how video is transforming the marketing landscape.

The Rise of Video Content in Digital Marketing

• Search engines like Google are predicted to index video transcripts, particularly question-driven content, making it easier to discover videos through search.

• Short-form videos, popularized by platforms like TikTok and Instagram, dominate the digital space due to their quick, consumable nature and ability to capture attention with eye-catching captions.

• While long-form video content like podcasts and webinars still holds value, creators should consider “clip-ability” when crafting longer pieces to promote them on social media.

Live Streaming and Webinars for Brand Authority

• Live streaming and webinars establish brand authority by showcasing valuable information, allowing direct audience engagement, and addressing common pain points, which aligns with Google’s emphasis on user-centric content.

Authenticity Reigns Over Highly Produced Videos

• As editing trends and content preferences change, the core value of video remains strong. AI advancements will make video creation easier and faster, leading to more employee-generated content that reflects brand authenticity.

• Internal data shows employees are more likely to share video content than other formats, and audiences respond better with higher engagement.

Shoppable Video Content with AR/VR Integration

• The future of video marketing lies in interactivity and entertainment, driven by the expansion of consumer AR/VR hardware like the Apple Vision Pro.

• Shoppable video content, where viewers can seamlessly click on and purchase items featured in the video, is predicted to gain wider adoption due to the improved user experience facilitated by AR/VR technology.

User-Generated Content Strengthens Community Branding

• User-generated content, where customers create and share their own videos related to a brand, fosters deeper connections and organic content spread.

• As video platforms evolve, integrating user-generated content with AR or interactive elements will further personalize the customer experience.

Personalization and Authenticity Drive Video Marketing

• Amidst the rise of AI, video content offers a unique opportunity for personalization and brand authenticity through human connection.

• Key team members appearing in videos can build trust and relatability with the audience, leading to stronger brand loyalty.

• Both long-form and short-form videos have their place, with short-form content excelling in product-led content strategies.

Vertical, Short-Form Videos Attract Web Traffic

• Vertical short-form videos are ideal for both user consumption and search engine optimization. Their bite-sized nature makes them engaging and easy to share, while AI-powered transcription services allow search engines to understand and index the content.

Short-Form Videos Essential for Product-Led Content

• Video has become an essential content type across the marketing funnel, especially for product-led content strategies. Short-form videos effectively showcase product features and solutions within the limited attention span of viewers.

Brand Personality Drives Video Content Success

• Video content can be leveraged to build brand personality, which creates an emotional connection with the audience and influences purchasing decisions.

• A distinct brand personality helps you stand out from competitors and reinforces brand recognition across marketing channels.

Platform-Specific Videos Tailored for Customer Journey

• The future of video content is platform-specific, meaning videos should be created with the target platform and user journey in mind.

• Storytelling will remain a crucial element, and paid social content will continue to adapt to the evolving social landscape heavily influenced by platforms like TikTok.

Authentic Storytelling Outshines AI in Video Content

• While AI streamlines the creative process, genuine and relatable storytelling that builds trust with the audience remains irreplaceable in video content.

• Avoiding overly scripted and inauthentic content is crucial, as audiences crave entertainment, information, or simply a positive emotional connection.

Short and Long-Form Videos for Brand Immersion

• While there’s a push for even shorter videos due to performance metrics, longer-form content allows for deeper brand immersion and storytelling.

• The future holds promise for greater personalization and interactive elements within video content, driven by advancements like Vimeo’s acquisition of Wirewax.

Embrace Immersive 360-Degree Video

• With the emergence of devices like Apple’s Vision Pro, immersive 360-degree video experiences are poised to revolutionize not only entertainment but also industries like real estate and tourism.

AI-Enhanced Videos Transform Content Creation

• Video reigns supreme as the most shared content type across various platforms, and AI-generated or AI-integrated videos are gaining significant traction.

• Staying updated on trends, adapting content to new realities, and utilizing the latest AI tools will be crucial for creating high-performing video content.

Interactive Video Content Deepens Audience Connections

• Video content is transforming digital marketing by fostering deeper audience connections through authentic and relatable storytelling, particularly through the popularity of short-form videos on platforms like TikTok and Instagram Reels.

• Interactive and shoppable video features are revolutionizing the shopping experience, while AR and VR technologies are paving the way for even more immersive video interactions.

These are just some of the key takeaways from the insights shared by 16 marketing experts, highlighting the dynamic and ever-evolving nature of video content in digital marketing. As technology and consumer preferences continue to shape the landscape, video presents a powerful opportunity for brands to connect with their audiences on a deeper level.

Turn Data into Profits: A Step-by-Step Guide to Predictive Marketing

The data deluge is real! As the amount and variety of customer information keep exploding, a new hero has emerged to help marketers navigate this flood—predictive analytics. This article explores how companies are leveraging this magic bullet to personalize marketing across the entire customer journey.

Unveiling Hidden Gems: Segmentation with Superpowers

Traditionally, customer segmentation relied on basic demographics or purchase history. Predictive analytics goes way beyond that, uncovering hidden patterns to create super-powered segments. Imagine being able to identify:

• City dwellers who crave high-end products when offered easy financing.

• Young families on a predictable buying cycle around holidays and vacations.

• Loyal customers ripe for premium upgrades based on their purchase frequency.

These insights allow you to craft laser-focused segments instead of relying on generic criteria. This precision is key to developing marketing strategies that resonate with each group. Loyalty programs and special discounts can now be designed specifically for your high-value customers.

Targeted Marketing: The Right Message at the Perfect Moment

Segmentation is just the first step. Predictive analytics takes it a step further by predicting customer needs and recommending the best marketing tactics – offers, content, and messaging – to acquire new customers or win back old ones. Here’s how:

• Predict and Proactively Offer: Purchase history can reveal a customer’s need for a specific product or service. Reach out with timely promotions to nudge them towards a purchase.

• Personalized Ads: Web browsing and search data expose customer interests. Use this goldmine to deliver hyper-relevant, contextual ads that resonate with each individual.

• Social Listening Power: Social media listening allows you to identify trends and customer conversations. This presents a golden opportunity to design campaigns that address customer pain points or anticipate future needs.

• Seasonal and Local Optimization: Data analysis can predict the best times, channels, and creative elements for your campaigns based on seasonality and location. This ensures maximum impact for each marketing dollar spent.

Move over generic mass marketing! Predictive analytics allows you to craft campaigns that are custom-fit for every individual customer. This precision and relevance lead to far more impactful marketing, driving higher engagement and response rates.

Spend Smarter, Get More: Optimizing Marketing Budgets with Data

A key benefit of predictive analytics is the ability to estimate a customer’s lifetime value and predict their future potential or churn risk. Armed with this knowledge, you can strategically allocate your marketing budget, focusing resources on high-potential segments while minimizing spending on low-yield or declining customer groups.

For example, imagine you have two customer segments: loyal customers with a history of repeat purchases and new customers acquired in the last six months. While both are important, predictive models can reveal:

• Loyal Customers are Golden: Because of their consistent spending habits, loyal customers have a much higher lifetime value. Invest in keeping them happy with special incentives and superior experiences.

• New Customers Need Nurturing: The long-term loyalty of new customers is uncertain. Analyze their initial interactions to identify signs of commitment or disengagement, allowing you to invest resources wisely.

Predictive scoring can also identify high-propensity audiences for acquisition campaigns, maximizing return on investment by focusing budgets on areas with the greatest potential for success. As your predictions become more accurate over time, you can continuously fine-tune your spending allocation for optimal results.

Making Magic Happen: Measuring, Learning, and Refining

The true power of predictive analytics lies in its ability to continuously improve your marketing efforts. Here’s how:

• Measure and Analyze: After a campaign, analyze the data (clicks, purchases, churn rate) to see which segments/individuals responded best to tailored offers and content.

• Align Predictions with Reality: Assess how well your predicted probabilities matched actual customer behaviour.

• Factor in External Influences: Uncover how external factors like competitor actions, events, or trends influence campaign performance.

By measuring campaign success, identifying deviations, and feeding real-world outcomes into your models, you can continuously improve their accuracy. Predictions and strategies can be dynamically adjusted as new patterns emerge from customer responses.

For instance, a loyalty program might discover higher-than-expected churn among customers predicted to be low-risk. Analyzing their behavior might reveal a product quality issue impacting a specific demographic. This feedback loop allows your predictive capabilities to continually evolve by learning from both successes and failures.

By embracing predictive analytics, you’ll be well-positioned not just to meet customer expectations but to exceed them, putting you ahead of the curve and ensuring long-term success. The key to unlocking this potential is to leverage user-friendly software that empowers you to take a data-driven approach to personalized marketing at scale. With this approach, you can strengthen relationships with existing customers while acquiring new ones who are a perfect fit for your business.

Data to Dollars: How Analytics Can Supercharge Your Business?

The Rise of Data and its Importance

The digital age has brought about a new era where information reigns supreme. Businesses now have access to a wealth of data on customer behavior, market trends, and their overall performance. This data, if used correctly, can be incredibly valuable. In order to thrive in today’s competitive market, businesses must not only recognize the importance of data analytics but also actively use it to drive their success.

What is Data Analytics?

Data analytics is the process of examining raw data to extract meaningful insights. By using data analytics, businesses can gain a deep understanding of their operations, make data-driven decisions, predict future trends, and ultimately achieve growth and profitability. Let’s explore how data analytics can revolutionize your business.

How Data Analytics Can Transform Your Business?

• Enhancing Customer Experience: Data analytics allows businesses to truly understand their customers. By looking at data points like buying habits, social media interactions, and website visits, businesses can create detailed profiles of their customer preferences and behaviors. With this knowledge, businesses can tailor products and services, personalize marketing messages, and improve the overall customer experience. This leads to happier customers, increased loyalty, and a competitive edge.

• Streamlining Operations: Data analytics can uncover inefficiencies in a business’s operations. For example, by examining production data, businesses can identify bottlenecks in their manufacturing processes. Sales data can reveal underperforming products or regions. Armed with this knowledge, businesses can take steps to streamline their operations, reduce waste, and be more efficient. This results in cost savings, improved productivity, and a competitive advantage.

• Mitigating Risks: Every business faces risks. However, data analytics allows businesses to anticipate and mitigate potential risks more effectively. By closely analyzing data, businesses can identify patterns and trends that may indicate future problems. This allows businesses to take proactive measures, such as detecting fraudulent transactions in real-time or predicting market downturns. By staying ahead of potential problems, businesses can protect their interests, reduce financial losses, and ensure long-term stability.

• Guiding Strategic Decision-Making: Data analytics takes the guesswork out of decision-making. By providing factual insights, it serves as a reliable guide for making strategic choices. Whether a business is considering entering a new market, launching a new product, or investing in new technology, data-driven decision-making reduces uncertainty and increases the chance of success. With accurate information, businesses can make informed choices that align with their long-term goals.

How to Leverage the Power of Data Analytics?

• Embrace a Data-Driven Culture: To be successful with data analytics, you need to create a culture within your organization that values data. Train employees to understand and use data in their everyday work. Encourage them to base decisions on data rather than intuition.

• Invest in the Right Tools: There are many data analytics tools available, catering to different business sizes, industries, and needs. From business intelligence platforms like Tableau and Power BI to advanced machine learning tools, it’s important to choose the tools that are right for your specific needs.

• Hire or Outsource Expertise: Extracting meaningful insights from data requires specific skills. If your company doesn’t have this expertise in-house, consider hiring data analysts or data scientists. Alternatively, you can outsource your data analytics needs to specialized firms.

• Prioritize Data Privacy: In today’s world of data breaches and privacy scandals, it’s crucial to handle data responsibly. Businesses must ensure their data practices comply with relevant regulations and industry standards. This includes implementing strong data privacy measures to protect sensitive information and being transparent about how customer data is collected, stored, and used. By prioritizing data privacy, businesses can build trust with their customers and safeguard their reputations.

Conclusion

Data analytics can revolutionize businesses in today’s information-driven world. By using data analytics, businesses can gain valuable customer insights, optimize operations, mitigate risks, and make informed strategic decisions. However, to reap the benefits of data analytics, businesses need a deliberate and strategic approach.

This approach includes creating a data-driven culture, investing in the right tools, and having the necessary expertise to analyze the data. In addition, businesses must prioritize data privacy and ensure compliance with relevant regulations. By following these practices, businesses can unlock the full potential of data analytics and achieve growth, efficiency, and innovation.

In today’s digital world, data is no longer just a byproduct of business. It’s a valuable asset that can unlock new opportunities and keep businesses ahead of the competition. Embracing data analytics is no longer optional; it’s essential for businesses that want to thrive in this dynamic and data-centric environment.

The Development of Marketing and its Role in the Contemporary Competitive Markets

The changes in markets and the evolution of marketing management

In the early 1900s, marketing as a field of practice and discipline was introduced in the USA (Firat, Dholakia and Venkatesh, 1995) to bridge the market gaps of the modern society. Berner and Tonder (2003) discussed that modernism is associated to the transition experienced in social and economic institutions, which was characterized as a progressive and innovative movement started unfolding in the preceding century (Burke, 2012), and finally shaped during the industrialization in 1920s (Hassard, 1993). In the modern society, success was perceived as the outcome of industrialization and mass production (Thomas, 1997); where the role of marketing was merely to meet the basic market needs. During this modernist era, customers were satisfied, as soon as they recognized their needs were met, i.e. they can find their desired products on the shelves of their nearby shops.

In the modernist market, once the extent of mass-production was reached to its peak and products were remaining unsold, producers were started to think to bridge the market gaps more philosophically, alongside the basic utility of a product against a basic need, in order to compete and survive. As a result, the gurus of marketing helped to introduce the traditional 4Ps (product, price, place and promotion) philosophy during the 1950s in the mass consumer markets of the USA (Little and Marandi, 2003), as a replacement to the production and sales concepts. The 4Ps emphasis that marketing success depends on recognising the market gaps not only from the angle of the basic utility of a product, but also from the angles of its competitive pricing and location, backed by concentrated advertising and other promotional mix. Here, the marketing success was perceived based on the 4Ps philosophy, emphasising to bridge the market gaps not only through the basic utility of a product, but also bridge the market gaps through competing centred on the customers’ needs in relation to the product’s pricing, distribution channels and promotions. As a result, the added-value against the basic utility had started to form the base of competition advantage.

The technological development in the 1970s has brought an unprecedented change in the marketing management. Here, the postmodern concept was introduced, which coincides with the era of information revolution. Many young professionals started using the term postmodernism instead of modernism (Featherstone, 1991). This postmodern society relies on global knowledge democracy, emergence management, value optimization and knowledge creativity instead of the modernist concepts of knowledge control, control management, single-disciplinarily, value-maximization and so forth (Graham, 2003).Therefore, the postmodern market realigns the 4Ps marketing mix and the added value concept to niche and customized production from modern market’s standardized mass production, as the postmodern consumers have a profound knowledge of immediacy and expects services/tasks to be done straight away (Berner and Tonder, 2003), in relation to their expectation and acceptance (Graham, 2003). Since, the postmodern consumer lives in an era filled with “doubt, ambiguity and uncertainty” (Thomas, 1997, p. 58), postmodern marketers niche to offer additional value by utilising information intelligence rather than only utilizing industrialized power of modernist concept. In order to keep the post-modern customers loyal, the concept of service was rather introduced through repair and maintenance options for the product-driven marketing in the 1970s, however the service logic was completely absent in the marketing management, especially for the service industries, i.e. hospitality, airlines, travel and tourism and so forth (Gummesson, 2014).

In the 1990s, relationship marketing (RM) has been introduced in the marketing management, which aligns well with the service logic (Gummesson, 2008; 2014), where customers as active co-creator of service value, contribute to the product/service development processes. In RM, in contribution of the target markets, marketers work together to design and realign processes to support each other. Fundamentally there is a continuous and collaborative effort between the key stakeholders to the relationship and an understanding of long-term commitment (Tomer, 1998). In the post-2000 postmodern market, the service-dominant (S-D) logic is coined by Vargo and Lusch (2008), which perceives goods are the distribution device for service (Gummesson, 2014). For example, the IT companies offer their goods (e.g. computer hardware) as the device to distribute/place their service (e.g. the World Wide Web and the related software). The S-D logic is centred on the “co-creation of value and resource integration between suppliers, customers and other stakeholders” (Gummesson, 2014: 659), which is a fundamental logic of RM as well, if we see the co-creation and integration of resources between the key stakeholders based on the joint power and share of dependency risk and uncertainty among the associated stakeholders (Gummesson, 2002; Kurtz, 2009; Agariya and Singh, 2011). As a result, the postmodern market can be divided into three eras, such as early-postmodern era (early 1970s to late 1980s), mid-postmodern era (early 1990s to pre 2000s) and the contemporary postmodern era (post-200s) to compete in the transforming contemporary competitive market.

The role of marketing in the contemporary competitive market

However, the marketing research and practice have been evolving since its beginning to cope up with the changing market needs; the traditional production and sales focused transaction marketing and the 4Ps marketing mix have not been rejected. Since, they are the core of marketing management. The value-driven postmodern market adapts the traditional 4Ps with the stakeholder (including customers) relationship management marketing, based on the S-D logic, where the target markets contribute to the service co-creation process. In this ever competitive postmodern market, brand loyalty is losing its sustainability so frequently, as consumers are overwhelming of information and have available alternative brands with competitive value propositions. As a result, the postmodern customers avoid brand commitment frequently and exercise the right of moving to the alternative competitive proposition (Gould and Lerman, 1998; Little and Marandi, 2003). Kotler (2003) described how postmodern customers estimate which brand will offer the most value. As the value-optimizers, the postmodern customers form an expectation of value within their search costs and available of information and act on it (Kotler, 2003). Following the service encounters, the postmodern customers convey their service expectation and accordingly take part in the service co-creation process, which in general leads to a firm’s competitive advantage. But, because of the ease of information in the postmodern market economy, the sustainability of a competitive advantage relies on the integrated resources and the subsequent co-created value proposition’s capabilities to survive through the ‘valuable, rare, inimitable and non-substitutable’ (VRIN) test of the resources (Barney, 1991) and the co-created value through that integrated resources.

If a competitive advantage cannot be sustained because of its lack of VRIN competency, in order to at least prolong that competitive advantage, the resource integration among the key stakeholders and the subsequent co-creation of the S-D and relationship management logic could rely on the analysis of the cause and consequence of stakeholder relationships and interactions. Since, various stakeholder relational perspectives, such as trust; satisfaction; commitment; communication; reciprocity and co-creation, reliability, responsiveness, bond and so forth (Agariya and Singh, 2011) are usually derived and enriched through the cause and consequence of stakeholder relationships and interactions as a stakeholder causal scope (SCS) of strategic market/stakeholder orientation. These SCSs usually recognise exceptional unique condition(s) from the relational experience of the stakeholders, which could further enrich the relational perspectives to reinforce the co-creation processes among the key stakeholders, and to prolong that relationship. Such SCS driven exceptional unique conditions could outplay the VRIN features, as that unique condition is learnt from a firm’s market relationships and overall learning experience of its internal and external stakeholders (Peteraf et. al., 2013). For example, the resource integration among the key stakeholders and the successive co-creation driven competitive advantage that is originated through such SCS centred unique exceptional condition(s), would be valuable until the promised value meets the goals of the involved stakeholders. These relationships and interactions among the key stakeholders would also be rare in the market in favour of the competitive advantage, until a specific stakeholder withdraw their commitment and/or concurrently relates with the competitors. Again, the part of the cause and consequence of stakeholder relationships and interactions (SCS) is perceived by the competitors, could be imitable. However if the success of such relationships is based on any unique and secret understanding of share of dependency, risk and uncertainty and an anticipated win-win value, which is exclusively learnt from the relational experience of specific stakeholders, it could outplay the imitable capacity of the competitors in some extent. Especially that unique reason that is evolved only based on the joint power of those specific stakeholders would not be imitable by their competitors.

Therefore, the role of marketing in the contemporary competitive markets is to identify and enhance value for the target market, based on a unique and customized condition recognised from the cause and consequence of a firm’s relationships and interactions with their target markets, so that the reinforced value would be mutually valuable for them, but would be rare; inimitable and non-substitutable for the competitors, in order to authentically differentiate the relevance of that value to prolong its competitive advantage. Similarly, the contemporary marketing management is centred on understanding the cause and consequence of stakeholder relationships and interactions (the SCS), and differentiating a value proposition based on that understanding, to promote why stakeholders should be associated with that value proposition, instead of the alternative competitive propositions. Appendix 1 summarizes the analysis of this essay.

References

Agariya, Arun, Kumar, and Singh, Deepali. “What really defines relationship marketing? A review of definitions and general and sector-sepcific defining constructs.” Journal of Relationship Marketing 10 (2011): 203: 237.

Barney, Jay. “Firm resources and sustained competitive advantage.” Journal of Management 17 (1991): 99-120.

Berner, A., and Tonder, Van, C., L. “The postmodern consumer: Implications of changing customer expectations for organisation development in service organisations.” SA Journal of Industrial Psychology 29 (2003): 1-10.

Burke, Barry. “Post-modernism and post-modernity”. Infed, May 29, 2012. http://www.infed.org/biblio/b-postmd.htm

Featherstone, Mike. Consumer culture and postmodernism. London: Sage, 1991.

Firat, Fuat, A., Dholakia, Nikhilesh, and Venkatesh, Alladi. “Marketing in a postmodern world.” European Journal of Marketing 29 (1995): 40-57.

Gould, Stephen, J., and Lerman, Dawn, B. “Postmodern versus long-standing cultural narratives in consumer behaviour: An empirical study of NetGirl online.” European Journal of Marketing 32 (1998): 644-654.

Graham, Clive. “The transition from mode-1 to mode-2 society: The implications for education.” Futures1, December 15, 2011. http://www.futures1.net/docs/Mode-2%20Paper.doc.pdf

Gummesson, Evert. Total relationship marketing. Oxford: Elsevier/ Butterworth-Heinemann, 2002.

Gummesson, Evert. Total relationship marketing. 3rd ed. Oxford: Elsevier/ Butterworth-Heinemann, 2008.

Gummesson, Evert. “Productivity, quality and relationship marketing in service operations: A revisit in a new service paradigm”. International Journal of Contemporary Hospitality Management 26 (2014): 656-662.

Hassard, John. Socialogy and organizational theory: Positivsm, paradigms, and postmodernity. Cambridge: Cambridge University Press, 1993.

Kotler, Philip. Marketing management. International edn. Sydney: Prentice Hall, 2003.

 Kurtz, David. L. Contemporary marketing. Singapore: South-Western Cengage Learning, 2009.

 Little, Edward, and Marandi, Ebi. Relationship marketing management. Singapore: Thomson Learning, 2003.

 Peteraf, Margaret, Stefano, Giada, Di, and Verona, Gianmario . “The elephand in the room of dynamic capabilities: Bringing two diverging conversations together.” Strategic Management Journal, 34 (2013): 1389-1410.

 Thomas, Michael, J. “Consumer market research: Does it have validity? Some postmodern thoughts.” Marketing Intelligence & Planning 15 (1997): 54-59.

 Tomer, John, F. “Beyond transaction markets toward relationship marketing in the human firm: A socio-economic model.” The Journal of Socio-Economics 27 (1998): 207-208.

 Vargo, Stephen, L., and Lusch, Robert, F. “Service-dominant logic: Continuing the evolution.” Journal of the Academy of Marketing Science 36 (2008): 1-10.

Don’t Get Hooked! 3 Supplement Industry Marketing Myths Debunked

Americans love their supplements, with over 74% of adults popping vitamins, prebiotics, and other concoctions daily. But amidst the hype, it’s easy to forget these are powerful substances impacting your body, yet regulated far more loosely than medications.

Thanks to a 1994 law, the FDA has minimal control over supplements. Unlike drugs that go through rigorous approval processes, supplements can hit store shelves without safety evidence or an FDA green light.

So, why this blind faith in supplements for a healthier life? Marketing plays a big role, and here are three common tactics to be aware of:

1. The “Natural” Fallacy

This marketing trick assumes “natural” equals “good.” Supplement brands heavily rely on this, promoting “natural remedies” and “pure nutrition.” It feels good to choose natural solutions, but this doesn’t guarantee effectiveness.

Consider vitamin C. We associate it with oranges and flu prevention, while flu shots conjure up sterile doctor’s offices and pharmaceutical companies. Yet, flu shots have proven effective, while the claims about vitamin C lack strong clinical evidence. Supplement companies exploit this perception, using “natural” to make their products seem superior, even in the absence of proof.

Remember, “natural” doesn’t equal “better.”

2. The “More is More” Myth

This fallacy builds on the “natural” one. If something natural is good, then surely more is even better, right? Not quite. Our bodies tightly regulate vitamin and mineral levels. If you’re not deficient, extra doses from supplements won’t necessarily translate to health benefits. Some might say you’re “paying for expensive pee” as your body eliminates the excess.

A prime example: Vitamin C supplements often boast massive doses (750mg or 1000mg) while adults only need 75-120mg daily. Similarly, vitamin D supplements might offer 5,000 IU, exceeding the recommended daily limit of 4,000 IU. Exceeding these amounts can be harmful.

3. The Action Bias

The supplement industry thrives on the idea that doing something is better than nothing. This is the action bias. Taking action, especially regarding health, makes us feel in control. We might think, “Even if I don’t need it, I’ll take it just in case.”

However, as mentioned earlier, supplements often contain excessive amounts of vitamins and minerals. The assumption that taking a massive dose is safe can be misleading.

Too much of a good thing can be bad. Excess vitamin C can cause diarrhea, nausea, and stomach cramps. Too much vitamin D can lead to nausea, vomiting, and even kidney stones. Additionally, supplements can interact with medications, potentially reducing their effectiveness or causing adverse reactions.

When it comes to supplements, taking them isn’t always better than not. Be wary of these marketing tactics and consult your doctor before starting any supplements.

Indigenous Business: A Hidden Billion-Dollar Blind Spot We Need to Know More

Australia’s Indigenous businesses are a force to be reckoned with. They generate a staggering A$16 billion in revenue annually, employing over 116,000 people – that’s nearly as much as retail giant Coles!

Despite this impressive contribution, these businesses have flown under the radar for far too long. Their impact goes far beyond just the bottom line. They provide crucial culturally sensitive health and education services in remote areas, offer professional and technical expertise to the mining industry, and even deliver cultural training to corporations and government bodies.

This economic activity empowers Indigenous communities through job creation and self-determination for business owners and their employees. The problem? Much of it happens out of sight, hidden in plain view because current government statistics don’t fully capture it.

Shining a Light on the Hidden Economy

Here’s where a revolutionary new study comes in: the Indigenous Business and Corporation Snapshot from the University of Melbourne’s Dilin Duwa Centre for Indigenous Business Leadership. This groundbreaking research, now in its third year, is the most comprehensive look at Indigenous entrepreneurship ever undertaken. It examines a whopping 13,693 businesses operating in 2022, with the potential to include even more in the future.

The secret sauce? This study integrates data from Indigenous business registries with the Australian Bureau of Statistics’ vast business data pool. But there’s more! This year’s snapshot delves deeper, including sole traders and partnerships with at least 50% Indigenous ownership – even if they don’t identify as Indigenous businesses themselves.

This is crucial because sole traders and partnerships are often stepping stones for future Indigenous business leaders to hone their skills and gain experience.

Identifying as Indigenous Matters

The study revealed a fascinating trend: businesses that registered as Indigenous were more likely to survive the COVID-19 storm. This could be because they were generally larger, located in areas less affected by lockdowns, and had better access to government support programs like JobKeeper and procurement contracts.

On the other hand, more minor, unregistered Indigenous sole traders, many of whom were juggling business with family caregiving responsibilities, might have faced a more challenging time during the pandemic. This highlights the need for additional support for these smaller businesses, even if they haven’t formally registered as Indigenous.

The Data Gap: A Hurdle to Growth

While the Indigenous Business and Corporation Snapshot offers a wealth of information, there still needs to be a gap to fill. The study doesn’t capture privately held and publicly listed Indigenous companies that have yet to register as such. Here’s where the Australian Bureau of Statistics could play a vital role by providing more data on company ownership.

Without complete data and a higher public profile, Indigenous businesses struggle to gain the recognition and trust needed to attract growth financing. As COVID-19 has shown, comprehensive data is essential to understanding economic realities and measuring the effectiveness of support programs. It’s time to shine a light on this thriving Indigenous business sector and unlock its full potential.

The Future of Storytelling: How Video Will Captivate Your Audience

This article delves into the ever-evolving world of digital marketing, specifically focusing on the future of video content. By gathering insights from content marketing managers and other marketing specialists, we explore various perspectives on how video is transforming the marketing landscape.

The Rise of Video Content in Digital Marketing

• Search engines like Google are predicted to index video transcripts, particularly question-driven content, making it easier to discover videos through search.

• Short-form videos, popularized by platforms like TikTok and Instagram, dominate the digital space due to their quick, consumable nature and ability to capture attention with eye-catching captions.

• While long-form video content like podcasts and webinars still holds value, creators should consider “clip-ability” when crafting longer pieces to promote them on social media.

Live Streaming and Webinars for Brand Authority

• Live streaming and webinars establish brand authority by showcasing valuable information, allowing direct audience engagement, and addressing common pain points, which aligns with Google’s emphasis on user-centric content.

Authenticity Reigns Over Highly Produced Videos

• As editing trends and content preferences change, the core value of video remains strong. AI advancements will make video creation easier and faster, leading to more employee-generated content that reflects brand authenticity.

• Internal data shows employees are more likely to share video content than other formats, and audiences respond better with higher engagement.

Shoppable Video Content with AR/VR Integration

• The future of video marketing lies in interactivity and entertainment, driven by the expansion of consumer AR/VR hardware like the Apple Vision Pro.

• Shoppable video content, where viewers can seamlessly click on and purchase items featured in the video, is predicted to gain wider adoption due to the improved user experience facilitated by AR/VR technology.

User-Generated Content Strengthens Community Branding

• User-generated content, where customers create and share their own videos related to a brand, fosters deeper connections and organic content spread.

• As video platforms evolve, integrating user-generated content with AR or interactive elements will further personalize the customer experience.

Personalization and Authenticity Drive Video Marketing

• Amidst the rise of AI, video content offers a unique opportunity for personalization and brand authenticity through human connection.

• Key team members appearing in videos can build trust and relatability with the audience, leading to stronger brand loyalty.

• Both long-form and short-form videos have their place, with short-form content excelling in product-led content strategies.

Vertical, Short-Form Videos Attract Web Traffic

• Vertical short-form videos are ideal for both user consumption and search engine optimization. Their bite-sized nature makes them engaging and easy to share, while AI-powered transcription services allow search engines to understand and index the content.

Short-Form Videos Essential for Product-Led Content

• Video has become an essential content type across the marketing funnel, especially for product-led content strategies. Short-form videos effectively showcase product features and solutions within the limited attention span of viewers.

Brand Personality Drives Video Content Success

• Video content can be leveraged to build brand personality, which creates an emotional connection with the audience and influences purchasing decisions.

• A distinct brand personality helps you stand out from competitors and reinforces brand recognition across marketing channels.

Platform-Specific Videos Tailored for Customer Journey

• The future of video content is platform-specific, meaning videos should be created with the target platform and user journey in mind.

• Storytelling will remain a crucial element, and paid social content will continue to adapt to the evolving social landscape heavily influenced by platforms like TikTok.

Authentic Storytelling Outshines AI in Video Content

• While AI streamlines the creative process, genuine and relatable storytelling that builds trust with the audience remains irreplaceable in video content.

• Avoiding overly scripted and inauthentic content is crucial, as audiences crave entertainment, information, or simply a positive emotional connection.

Short and Long-Form Videos for Brand Immersion

• While there’s a push for even shorter videos due to performance metrics, longer-form content allows for deeper brand immersion and storytelling.

• The future holds promise for greater personalization and interactive elements within video content, driven by advancements like Vimeo’s acquisition of Wirewax.

Embrace Immersive 360-Degree Video

• With the emergence of devices like Apple’s Vision Pro, immersive 360-degree video experiences are poised to revolutionize not only entertainment but also industries like real estate and tourism.

AI-Enhanced Videos Transform Content Creation

• Video reigns supreme as the most shared content type across various platforms, and AI-generated or AI-integrated videos are gaining significant traction.

• Staying updated on trends, adapting content to new realities, and utilizing the latest AI tools will be crucial for creating high-performing video content.

Interactive Video Content Deepens Audience Connections

• Video content is transforming digital marketing by fostering deeper audience connections through authentic and relatable storytelling, particularly through the popularity of short-form videos on platforms like TikTok and Instagram Reels.

• Interactive and shoppable video features are revolutionizing the shopping experience, while AR and VR technologies are paving the way for even more immersive video interactions.

These are just some of the key takeaways from the insights shared by 16 marketing experts, highlighting the dynamic and ever-evolving nature of video content in digital marketing. As technology and consumer preferences continue to shape the landscape, video presents a powerful opportunity for brands to connect with their audiences on a deeper level.

Turn Data into Profits: A Step-by-Step Guide to Predictive Marketing

The data deluge is real! As the amount and variety of customer information keep exploding, a new hero has emerged to help marketers navigate this flood—predictive analytics. This article explores how companies are leveraging this magic bullet to personalize marketing across the entire customer journey.

Unveiling Hidden Gems: Segmentation with Superpowers

Traditionally, customer segmentation relied on basic demographics or purchase history. Predictive analytics goes way beyond that, uncovering hidden patterns to create super-powered segments. Imagine being able to identify:

• City dwellers who crave high-end products when offered easy financing.

• Young families on a predictable buying cycle around holidays and vacations.

• Loyal customers ripe for premium upgrades based on their purchase frequency.

These insights allow you to craft laser-focused segments instead of relying on generic criteria. This precision is key to developing marketing strategies that resonate with each group. Loyalty programs and special discounts can now be designed specifically for your high-value customers.

Targeted Marketing: The Right Message at the Perfect Moment

Segmentation is just the first step. Predictive analytics takes it a step further by predicting customer needs and recommending the best marketing tactics – offers, content, and messaging – to acquire new customers or win back old ones. Here’s how:

• Predict and Proactively Offer: Purchase history can reveal a customer’s need for a specific product or service. Reach out with timely promotions to nudge them towards a purchase.

• Personalized Ads: Web browsing and search data expose customer interests. Use this goldmine to deliver hyper-relevant, contextual ads that resonate with each individual.

• Social Listening Power: Social media listening allows you to identify trends and customer conversations. This presents a golden opportunity to design campaigns that address customer pain points or anticipate future needs.

• Seasonal and Local Optimization: Data analysis can predict the best times, channels, and creative elements for your campaigns based on seasonality and location. This ensures maximum impact for each marketing dollar spent.

Move over generic mass marketing! Predictive analytics allows you to craft campaigns that are custom-fit for every individual customer. This precision and relevance lead to far more impactful marketing, driving higher engagement and response rates.

Spend Smarter, Get More: Optimizing Marketing Budgets with Data

A key benefit of predictive analytics is the ability to estimate a customer’s lifetime value and predict their future potential or churn risk. Armed with this knowledge, you can strategically allocate your marketing budget, focusing resources on high-potential segments while minimizing spending on low-yield or declining customer groups.

For example, imagine you have two customer segments: loyal customers with a history of repeat purchases and new customers acquired in the last six months. While both are important, predictive models can reveal:

• Loyal Customers are Golden: Because of their consistent spending habits, loyal customers have a much higher lifetime value. Invest in keeping them happy with special incentives and superior experiences.

• New Customers Need Nurturing: The long-term loyalty of new customers is uncertain. Analyze their initial interactions to identify signs of commitment or disengagement, allowing you to invest resources wisely.

Predictive scoring can also identify high-propensity audiences for acquisition campaigns, maximizing return on investment by focusing budgets on areas with the greatest potential for success. As your predictions become more accurate over time, you can continuously fine-tune your spending allocation for optimal results.

Making Magic Happen: Measuring, Learning, and Refining

The true power of predictive analytics lies in its ability to continuously improve your marketing efforts. Here’s how:

• Measure and Analyze: After a campaign, analyze the data (clicks, purchases, churn rate) to see which segments/individuals responded best to tailored offers and content.

• Align Predictions with Reality: Assess how well your predicted probabilities matched actual customer behaviour.

• Factor in External Influences: Uncover how external factors like competitor actions, events, or trends influence campaign performance.

By measuring campaign success, identifying deviations, and feeding real-world outcomes into your models, you can continuously improve their accuracy. Predictions and strategies can be dynamically adjusted as new patterns emerge from customer responses.

For instance, a loyalty program might discover higher-than-expected churn among customers predicted to be low-risk. Analyzing their behavior might reveal a product quality issue impacting a specific demographic. This feedback loop allows your predictive capabilities to continually evolve by learning from both successes and failures.

By embracing predictive analytics, you’ll be well-positioned not just to meet customer expectations but to exceed them, putting you ahead of the curve and ensuring long-term success. The key to unlocking this potential is to leverage user-friendly software that empowers you to take a data-driven approach to personalized marketing at scale. With this approach, you can strengthen relationships with existing customers while acquiring new ones who are a perfect fit for your business.

Data to Dollars: How Analytics Can Supercharge Your Business?

The Rise of Data and its Importance

The digital age has brought about a new era where information reigns supreme. Businesses now have access to a wealth of data on customer behavior, market trends, and their overall performance. This data, if used correctly, can be incredibly valuable. In order to thrive in today’s competitive market, businesses must not only recognize the importance of data analytics but also actively use it to drive their success.

What is Data Analytics?

Data analytics is the process of examining raw data to extract meaningful insights. By using data analytics, businesses can gain a deep understanding of their operations, make data-driven decisions, predict future trends, and ultimately achieve growth and profitability. Let’s explore how data analytics can revolutionize your business.

How Data Analytics Can Transform Your Business?

• Enhancing Customer Experience: Data analytics allows businesses to truly understand their customers. By looking at data points like buying habits, social media interactions, and website visits, businesses can create detailed profiles of their customer preferences and behaviors. With this knowledge, businesses can tailor products and services, personalize marketing messages, and improve the overall customer experience. This leads to happier customers, increased loyalty, and a competitive edge.

• Streamlining Operations: Data analytics can uncover inefficiencies in a business’s operations. For example, by examining production data, businesses can identify bottlenecks in their manufacturing processes. Sales data can reveal underperforming products or regions. Armed with this knowledge, businesses can take steps to streamline their operations, reduce waste, and be more efficient. This results in cost savings, improved productivity, and a competitive advantage.

• Mitigating Risks: Every business faces risks. However, data analytics allows businesses to anticipate and mitigate potential risks more effectively. By closely analyzing data, businesses can identify patterns and trends that may indicate future problems. This allows businesses to take proactive measures, such as detecting fraudulent transactions in real-time or predicting market downturns. By staying ahead of potential problems, businesses can protect their interests, reduce financial losses, and ensure long-term stability.

• Guiding Strategic Decision-Making: Data analytics takes the guesswork out of decision-making. By providing factual insights, it serves as a reliable guide for making strategic choices. Whether a business is considering entering a new market, launching a new product, or investing in new technology, data-driven decision-making reduces uncertainty and increases the chance of success. With accurate information, businesses can make informed choices that align with their long-term goals.

How to Leverage the Power of Data Analytics?

• Embrace a Data-Driven Culture: To be successful with data analytics, you need to create a culture within your organization that values data. Train employees to understand and use data in their everyday work. Encourage them to base decisions on data rather than intuition.

• Invest in the Right Tools: There are many data analytics tools available, catering to different business sizes, industries, and needs. From business intelligence platforms like Tableau and Power BI to advanced machine learning tools, it’s important to choose the tools that are right for your specific needs.

• Hire or Outsource Expertise: Extracting meaningful insights from data requires specific skills. If your company doesn’t have this expertise in-house, consider hiring data analysts or data scientists. Alternatively, you can outsource your data analytics needs to specialized firms.

• Prioritize Data Privacy: In today’s world of data breaches and privacy scandals, it’s crucial to handle data responsibly. Businesses must ensure their data practices comply with relevant regulations and industry standards. This includes implementing strong data privacy measures to protect sensitive information and being transparent about how customer data is collected, stored, and used. By prioritizing data privacy, businesses can build trust with their customers and safeguard their reputations.

Conclusion

Data analytics can revolutionize businesses in today’s information-driven world. By using data analytics, businesses can gain valuable customer insights, optimize operations, mitigate risks, and make informed strategic decisions. However, to reap the benefits of data analytics, businesses need a deliberate and strategic approach.

This approach includes creating a data-driven culture, investing in the right tools, and having the necessary expertise to analyze the data. In addition, businesses must prioritize data privacy and ensure compliance with relevant regulations. By following these practices, businesses can unlock the full potential of data analytics and achieve growth, efficiency, and innovation.

In today’s digital world, data is no longer just a byproduct of business. It’s a valuable asset that can unlock new opportunities and keep businesses ahead of the competition. Embracing data analytics is no longer optional; it’s essential for businesses that want to thrive in this dynamic and data-centric environment.

The Development of Marketing and its Role in the Contemporary Competitive Markets

The changes in markets and the evolution of marketing management

In the early 1900s, marketing as a field of practice and discipline was introduced in the USA (Firat, Dholakia and Venkatesh, 1995) to bridge the market gaps of the modern society. Berner and Tonder (2003) discussed that modernism is associated to the transition experienced in social and economic institutions, which was characterized as a progressive and innovative movement started unfolding in the preceding century (Burke, 2012), and finally shaped during the industrialization in 1920s (Hassard, 1993). In the modern society, success was perceived as the outcome of industrialization and mass production (Thomas, 1997); where the role of marketing was merely to meet the basic market needs. During this modernist era, customers were satisfied, as soon as they recognized their needs were met, i.e. they can find their desired products on the shelves of their nearby shops.

In the modernist market, once the extent of mass-production was reached to its peak and products were remaining unsold, producers were started to think to bridge the market gaps more philosophically, alongside the basic utility of a product against a basic need, in order to compete and survive. As a result, the gurus of marketing helped to introduce the traditional 4Ps (product, price, place and promotion) philosophy during the 1950s in the mass consumer markets of the USA (Little and Marandi, 2003), as a replacement to the production and sales concepts. The 4Ps emphasis that marketing success depends on recognising the market gaps not only from the angle of the basic utility of a product, but also from the angles of its competitive pricing and location, backed by concentrated advertising and other promotional mix. Here, the marketing success was perceived based on the 4Ps philosophy, emphasising to bridge the market gaps not only through the basic utility of a product, but also bridge the market gaps through competing centred on the customers’ needs in relation to the product’s pricing, distribution channels and promotions. As a result, the added-value against the basic utility had started to form the base of competition advantage.

The technological development in the 1970s has brought an unprecedented change in the marketing management. Here, the postmodern concept was introduced, which coincides with the era of information revolution. Many young professionals started using the term postmodernism instead of modernism (Featherstone, 1991). This postmodern society relies on global knowledge democracy, emergence management, value optimization and knowledge creativity instead of the modernist concepts of knowledge control, control management, single-disciplinarily, value-maximization and so forth (Graham, 2003).Therefore, the postmodern market realigns the 4Ps marketing mix and the added value concept to niche and customized production from modern market’s standardized mass production, as the postmodern consumers have a profound knowledge of immediacy and expects services/tasks to be done straight away (Berner and Tonder, 2003), in relation to their expectation and acceptance (Graham, 2003). Since, the postmodern consumer lives in an era filled with “doubt, ambiguity and uncertainty” (Thomas, 1997, p. 58), postmodern marketers niche to offer additional value by utilising information intelligence rather than only utilizing industrialized power of modernist concept. In order to keep the post-modern customers loyal, the concept of service was rather introduced through repair and maintenance options for the product-driven marketing in the 1970s, however the service logic was completely absent in the marketing management, especially for the service industries, i.e. hospitality, airlines, travel and tourism and so forth (Gummesson, 2014).

In the 1990s, relationship marketing (RM) has been introduced in the marketing management, which aligns well with the service logic (Gummesson, 2008; 2014), where customers as active co-creator of service value, contribute to the product/service development processes. In RM, in contribution of the target markets, marketers work together to design and realign processes to support each other. Fundamentally there is a continuous and collaborative effort between the key stakeholders to the relationship and an understanding of long-term commitment (Tomer, 1998). In the post-2000 postmodern market, the service-dominant (S-D) logic is coined by Vargo and Lusch (2008), which perceives goods are the distribution device for service (Gummesson, 2014). For example, the IT companies offer their goods (e.g. computer hardware) as the device to distribute/place their service (e.g. the World Wide Web and the related software). The S-D logic is centred on the “co-creation of value and resource integration between suppliers, customers and other stakeholders” (Gummesson, 2014: 659), which is a fundamental logic of RM as well, if we see the co-creation and integration of resources between the key stakeholders based on the joint power and share of dependency risk and uncertainty among the associated stakeholders (Gummesson, 2002; Kurtz, 2009; Agariya and Singh, 2011). As a result, the postmodern market can be divided into three eras, such as early-postmodern era (early 1970s to late 1980s), mid-postmodern era (early 1990s to pre 2000s) and the contemporary postmodern era (post-200s) to compete in the transforming contemporary competitive market.

The role of marketing in the contemporary competitive market

However, the marketing research and practice have been evolving since its beginning to cope up with the changing market needs; the traditional production and sales focused transaction marketing and the 4Ps marketing mix have not been rejected. Since, they are the core of marketing management. The value-driven postmodern market adapts the traditional 4Ps with the stakeholder (including customers) relationship management marketing, based on the S-D logic, where the target markets contribute to the service co-creation process. In this ever competitive postmodern market, brand loyalty is losing its sustainability so frequently, as consumers are overwhelming of information and have available alternative brands with competitive value propositions. As a result, the postmodern customers avoid brand commitment frequently and exercise the right of moving to the alternative competitive proposition (Gould and Lerman, 1998; Little and Marandi, 2003). Kotler (2003) described how postmodern customers estimate which brand will offer the most value. As the value-optimizers, the postmodern customers form an expectation of value within their search costs and available of information and act on it (Kotler, 2003). Following the service encounters, the postmodern customers convey their service expectation and accordingly take part in the service co-creation process, which in general leads to a firm’s competitive advantage. But, because of the ease of information in the postmodern market economy, the sustainability of a competitive advantage relies on the integrated resources and the subsequent co-created value proposition’s capabilities to survive through the ‘valuable, rare, inimitable and non-substitutable’ (VRIN) test of the resources (Barney, 1991) and the co-created value through that integrated resources.

If a competitive advantage cannot be sustained because of its lack of VRIN competency, in order to at least prolong that competitive advantage, the resource integration among the key stakeholders and the subsequent co-creation of the S-D and relationship management logic could rely on the analysis of the cause and consequence of stakeholder relationships and interactions. Since, various stakeholder relational perspectives, such as trust; satisfaction; commitment; communication; reciprocity and co-creation, reliability, responsiveness, bond and so forth (Agariya and Singh, 2011) are usually derived and enriched through the cause and consequence of stakeholder relationships and interactions as a stakeholder causal scope (SCS) of strategic market/stakeholder orientation. These SCSs usually recognise exceptional unique condition(s) from the relational experience of the stakeholders, which could further enrich the relational perspectives to reinforce the co-creation processes among the key stakeholders, and to prolong that relationship. Such SCS driven exceptional unique conditions could outplay the VRIN features, as that unique condition is learnt from a firm’s market relationships and overall learning experience of its internal and external stakeholders (Peteraf et. al., 2013). For example, the resource integration among the key stakeholders and the successive co-creation driven competitive advantage that is originated through such SCS centred unique exceptional condition(s), would be valuable until the promised value meets the goals of the involved stakeholders. These relationships and interactions among the key stakeholders would also be rare in the market in favour of the competitive advantage, until a specific stakeholder withdraw their commitment and/or concurrently relates with the competitors. Again, the part of the cause and consequence of stakeholder relationships and interactions (SCS) is perceived by the competitors, could be imitable. However if the success of such relationships is based on any unique and secret understanding of share of dependency, risk and uncertainty and an anticipated win-win value, which is exclusively learnt from the relational experience of specific stakeholders, it could outplay the imitable capacity of the competitors in some extent. Especially that unique reason that is evolved only based on the joint power of those specific stakeholders would not be imitable by their competitors.

Therefore, the role of marketing in the contemporary competitive markets is to identify and enhance value for the target market, based on a unique and customized condition recognised from the cause and consequence of a firm’s relationships and interactions with their target markets, so that the reinforced value would be mutually valuable for them, but would be rare; inimitable and non-substitutable for the competitors, in order to authentically differentiate the relevance of that value to prolong its competitive advantage. Similarly, the contemporary marketing management is centred on understanding the cause and consequence of stakeholder relationships and interactions (the SCS), and differentiating a value proposition based on that understanding, to promote why stakeholders should be associated with that value proposition, instead of the alternative competitive propositions. Appendix 1 summarizes the analysis of this essay.

References

Agariya, Arun, Kumar, and Singh, Deepali. “What really defines relationship marketing? A review of definitions and general and sector-sepcific defining constructs.” Journal of Relationship Marketing 10 (2011): 203: 237.

Barney, Jay. “Firm resources and sustained competitive advantage.” Journal of Management 17 (1991): 99-120.

Berner, A., and Tonder, Van, C., L. “The postmodern consumer: Implications of changing customer expectations for organisation development in service organisations.” SA Journal of Industrial Psychology 29 (2003): 1-10.

Burke, Barry. “Post-modernism and post-modernity”. Infed, May 29, 2012. http://www.infed.org/biblio/b-postmd.htm

Featherstone, Mike. Consumer culture and postmodernism. London: Sage, 1991.

Firat, Fuat, A., Dholakia, Nikhilesh, and Venkatesh, Alladi. “Marketing in a postmodern world.” European Journal of Marketing 29 (1995): 40-57.

Gould, Stephen, J., and Lerman, Dawn, B. “Postmodern versus long-standing cultural narratives in consumer behaviour: An empirical study of NetGirl online.” European Journal of Marketing 32 (1998): 644-654.

Graham, Clive. “The transition from mode-1 to mode-2 society: The implications for education.” Futures1, December 15, 2011. http://www.futures1.net/docs/Mode-2%20Paper.doc.pdf

Gummesson, Evert. Total relationship marketing. Oxford: Elsevier/ Butterworth-Heinemann, 2002.

Gummesson, Evert. Total relationship marketing. 3rd ed. Oxford: Elsevier/ Butterworth-Heinemann, 2008.

Gummesson, Evert. “Productivity, quality and relationship marketing in service operations: A revisit in a new service paradigm”. International Journal of Contemporary Hospitality Management 26 (2014): 656-662.

Hassard, John. Socialogy and organizational theory: Positivsm, paradigms, and postmodernity. Cambridge: Cambridge University Press, 1993.

Kotler, Philip. Marketing management. International edn. Sydney: Prentice Hall, 2003.

 Kurtz, David. L. Contemporary marketing. Singapore: South-Western Cengage Learning, 2009.

 Little, Edward, and Marandi, Ebi. Relationship marketing management. Singapore: Thomson Learning, 2003.

 Peteraf, Margaret, Stefano, Giada, Di, and Verona, Gianmario . “The elephand in the room of dynamic capabilities: Bringing two diverging conversations together.” Strategic Management Journal, 34 (2013): 1389-1410.

 Thomas, Michael, J. “Consumer market research: Does it have validity? Some postmodern thoughts.” Marketing Intelligence & Planning 15 (1997): 54-59.

 Tomer, John, F. “Beyond transaction markets toward relationship marketing in the human firm: A socio-economic model.” The Journal of Socio-Economics 27 (1998): 207-208.

 Vargo, Stephen, L., and Lusch, Robert, F. “Service-dominant logic: Continuing the evolution.” Journal of the Academy of Marketing Science 36 (2008): 1-10.

Don’t Get Hooked! 3 Supplement Industry Marketing Myths Debunked

Americans love their supplements, with over 74% of adults popping vitamins, prebiotics, and other concoctions daily. But amidst the hype, it’s easy to forget these are powerful substances impacting your body, yet regulated far more loosely than medications.

Thanks to a 1994 law, the FDA has minimal control over supplements. Unlike drugs that go through rigorous approval processes, supplements can hit store shelves without safety evidence or an FDA green light.

So, why this blind faith in supplements for a healthier life? Marketing plays a big role, and here are three common tactics to be aware of:

1. The “Natural” Fallacy

This marketing trick assumes “natural” equals “good.” Supplement brands heavily rely on this, promoting “natural remedies” and “pure nutrition.” It feels good to choose natural solutions, but this doesn’t guarantee effectiveness.

Consider vitamin C. We associate it with oranges and flu prevention, while flu shots conjure up sterile doctor’s offices and pharmaceutical companies. Yet, flu shots have proven effective, while the claims about vitamin C lack strong clinical evidence. Supplement companies exploit this perception, using “natural” to make their products seem superior, even in the absence of proof.

Remember, “natural” doesn’t equal “better.”

2. The “More is More” Myth

This fallacy builds on the “natural” one. If something natural is good, then surely more is even better, right? Not quite. Our bodies tightly regulate vitamin and mineral levels. If you’re not deficient, extra doses from supplements won’t necessarily translate to health benefits. Some might say you’re “paying for expensive pee” as your body eliminates the excess.

A prime example: Vitamin C supplements often boast massive doses (750mg or 1000mg) while adults only need 75-120mg daily. Similarly, vitamin D supplements might offer 5,000 IU, exceeding the recommended daily limit of 4,000 IU. Exceeding these amounts can be harmful.

3. The Action Bias

The supplement industry thrives on the idea that doing something is better than nothing. This is the action bias. Taking action, especially regarding health, makes us feel in control. We might think, “Even if I don’t need it, I’ll take it just in case.”

However, as mentioned earlier, supplements often contain excessive amounts of vitamins and minerals. The assumption that taking a massive dose is safe can be misleading.

Too much of a good thing can be bad. Excess vitamin C can cause diarrhea, nausea, and stomach cramps. Too much vitamin D can lead to nausea, vomiting, and even kidney stones. Additionally, supplements can interact with medications, potentially reducing their effectiveness or causing adverse reactions.

When it comes to supplements, taking them isn’t always better than not. Be wary of these marketing tactics and consult your doctor before starting any supplements.

Indigenous Business: A Hidden Billion-Dollar Blind Spot We Need to Know More

Australia’s Indigenous businesses are a force to be reckoned with. They generate a staggering A$16 billion in revenue annually, employing over 116,000 people – that’s nearly as much as retail giant Coles!

Despite this impressive contribution, these businesses have flown under the radar for far too long. Their impact goes far beyond just the bottom line. They provide crucial culturally sensitive health and education services in remote areas, offer professional and technical expertise to the mining industry, and even deliver cultural training to corporations and government bodies.

This economic activity empowers Indigenous communities through job creation and self-determination for business owners and their employees. The problem? Much of it happens out of sight, hidden in plain view because current government statistics don’t fully capture it.

Shining a Light on the Hidden Economy

Here’s where a revolutionary new study comes in: the Indigenous Business and Corporation Snapshot from the University of Melbourne’s Dilin Duwa Centre for Indigenous Business Leadership. This groundbreaking research, now in its third year, is the most comprehensive look at Indigenous entrepreneurship ever undertaken. It examines a whopping 13,693 businesses operating in 2022, with the potential to include even more in the future.

The secret sauce? This study integrates data from Indigenous business registries with the Australian Bureau of Statistics’ vast business data pool. But there’s more! This year’s snapshot delves deeper, including sole traders and partnerships with at least 50% Indigenous ownership – even if they don’t identify as Indigenous businesses themselves.

This is crucial because sole traders and partnerships are often stepping stones for future Indigenous business leaders to hone their skills and gain experience.

Identifying as Indigenous Matters

The study revealed a fascinating trend: businesses that registered as Indigenous were more likely to survive the COVID-19 storm. This could be because they were generally larger, located in areas less affected by lockdowns, and had better access to government support programs like JobKeeper and procurement contracts.

On the other hand, more minor, unregistered Indigenous sole traders, many of whom were juggling business with family caregiving responsibilities, might have faced a more challenging time during the pandemic. This highlights the need for additional support for these smaller businesses, even if they haven’t formally registered as Indigenous.

The Data Gap: A Hurdle to Growth

While the Indigenous Business and Corporation Snapshot offers a wealth of information, there still needs to be a gap to fill. The study doesn’t capture privately held and publicly listed Indigenous companies that have yet to register as such. Here’s where the Australian Bureau of Statistics could play a vital role by providing more data on company ownership.

Without complete data and a higher public profile, Indigenous businesses struggle to gain the recognition and trust needed to attract growth financing. As COVID-19 has shown, comprehensive data is essential to understanding economic realities and measuring the effectiveness of support programs. It’s time to shine a light on this thriving Indigenous business sector and unlock its full potential.

The Future of Storytelling: How Video Will Captivate Your Audience

This article delves into the ever-evolving world of digital marketing, specifically focusing on the future of video content. By gathering insights from content marketing managers and other marketing specialists, we explore various perspectives on how video is transforming the marketing landscape.

The Rise of Video Content in Digital Marketing

• Search engines like Google are predicted to index video transcripts, particularly question-driven content, making it easier to discover videos through search.

• Short-form videos, popularized by platforms like TikTok and Instagram, dominate the digital space due to their quick, consumable nature and ability to capture attention with eye-catching captions.

• While long-form video content like podcasts and webinars still holds value, creators should consider “clip-ability” when crafting longer pieces to promote them on social media.

Live Streaming and Webinars for Brand Authority

• Live streaming and webinars establish brand authority by showcasing valuable information, allowing direct audience engagement, and addressing common pain points, which aligns with Google’s emphasis on user-centric content.

Authenticity Reigns Over Highly Produced Videos

• As editing trends and content preferences change, the core value of video remains strong. AI advancements will make video creation easier and faster, leading to more employee-generated content that reflects brand authenticity.

• Internal data shows employees are more likely to share video content than other formats, and audiences respond better with higher engagement.

Shoppable Video Content with AR/VR Integration

• The future of video marketing lies in interactivity and entertainment, driven by the expansion of consumer AR/VR hardware like the Apple Vision Pro.

• Shoppable video content, where viewers can seamlessly click on and purchase items featured in the video, is predicted to gain wider adoption due to the improved user experience facilitated by AR/VR technology.

User-Generated Content Strengthens Community Branding

• User-generated content, where customers create and share their own videos related to a brand, fosters deeper connections and organic content spread.

• As video platforms evolve, integrating user-generated content with AR or interactive elements will further personalize the customer experience.

Personalization and Authenticity Drive Video Marketing

• Amidst the rise of AI, video content offers a unique opportunity for personalization and brand authenticity through human connection.

• Key team members appearing in videos can build trust and relatability with the audience, leading to stronger brand loyalty.

• Both long-form and short-form videos have their place, with short-form content excelling in product-led content strategies.

Vertical, Short-Form Videos Attract Web Traffic

• Vertical short-form videos are ideal for both user consumption and search engine optimization. Their bite-sized nature makes them engaging and easy to share, while AI-powered transcription services allow search engines to understand and index the content.

Short-Form Videos Essential for Product-Led Content

• Video has become an essential content type across the marketing funnel, especially for product-led content strategies. Short-form videos effectively showcase product features and solutions within the limited attention span of viewers.

Brand Personality Drives Video Content Success

• Video content can be leveraged to build brand personality, which creates an emotional connection with the audience and influences purchasing decisions.

• A distinct brand personality helps you stand out from competitors and reinforces brand recognition across marketing channels.

Platform-Specific Videos Tailored for Customer Journey

• The future of video content is platform-specific, meaning videos should be created with the target platform and user journey in mind.

• Storytelling will remain a crucial element, and paid social content will continue to adapt to the evolving social landscape heavily influenced by platforms like TikTok.

Authentic Storytelling Outshines AI in Video Content

• While AI streamlines the creative process, genuine and relatable storytelling that builds trust with the audience remains irreplaceable in video content.

• Avoiding overly scripted and inauthentic content is crucial, as audiences crave entertainment, information, or simply a positive emotional connection.

Short and Long-Form Videos for Brand Immersion

• While there’s a push for even shorter videos due to performance metrics, longer-form content allows for deeper brand immersion and storytelling.

• The future holds promise for greater personalization and interactive elements within video content, driven by advancements like Vimeo’s acquisition of Wirewax.

Embrace Immersive 360-Degree Video

• With the emergence of devices like Apple’s Vision Pro, immersive 360-degree video experiences are poised to revolutionize not only entertainment but also industries like real estate and tourism.

AI-Enhanced Videos Transform Content Creation

• Video reigns supreme as the most shared content type across various platforms, and AI-generated or AI-integrated videos are gaining significant traction.

• Staying updated on trends, adapting content to new realities, and utilizing the latest AI tools will be crucial for creating high-performing video content.

Interactive Video Content Deepens Audience Connections

• Video content is transforming digital marketing by fostering deeper audience connections through authentic and relatable storytelling, particularly through the popularity of short-form videos on platforms like TikTok and Instagram Reels.

• Interactive and shoppable video features are revolutionizing the shopping experience, while AR and VR technologies are paving the way for even more immersive video interactions.

These are just some of the key takeaways from the insights shared by 16 marketing experts, highlighting the dynamic and ever-evolving nature of video content in digital marketing. As technology and consumer preferences continue to shape the landscape, video presents a powerful opportunity for brands to connect with their audiences on a deeper level.

Turn Data into Profits: A Step-by-Step Guide to Predictive Marketing

The data deluge is real! As the amount and variety of customer information keep exploding, a new hero has emerged to help marketers navigate this flood—predictive analytics. This article explores how companies are leveraging this magic bullet to personalize marketing across the entire customer journey.

Unveiling Hidden Gems: Segmentation with Superpowers

Traditionally, customer segmentation relied on basic demographics or purchase history. Predictive analytics goes way beyond that, uncovering hidden patterns to create super-powered segments. Imagine being able to identify:

• City dwellers who crave high-end products when offered easy financing.

• Young families on a predictable buying cycle around holidays and vacations.

• Loyal customers ripe for premium upgrades based on their purchase frequency.

These insights allow you to craft laser-focused segments instead of relying on generic criteria. This precision is key to developing marketing strategies that resonate with each group. Loyalty programs and special discounts can now be designed specifically for your high-value customers.

Targeted Marketing: The Right Message at the Perfect Moment

Segmentation is just the first step. Predictive analytics takes it a step further by predicting customer needs and recommending the best marketing tactics – offers, content, and messaging – to acquire new customers or win back old ones. Here’s how:

• Predict and Proactively Offer: Purchase history can reveal a customer’s need for a specific product or service. Reach out with timely promotions to nudge them towards a purchase.

• Personalized Ads: Web browsing and search data expose customer interests. Use this goldmine to deliver hyper-relevant, contextual ads that resonate with each individual.

• Social Listening Power: Social media listening allows you to identify trends and customer conversations. This presents a golden opportunity to design campaigns that address customer pain points or anticipate future needs.

• Seasonal and Local Optimization: Data analysis can predict the best times, channels, and creative elements for your campaigns based on seasonality and location. This ensures maximum impact for each marketing dollar spent.

Move over generic mass marketing! Predictive analytics allows you to craft campaigns that are custom-fit for every individual customer. This precision and relevance lead to far more impactful marketing, driving higher engagement and response rates.

Spend Smarter, Get More: Optimizing Marketing Budgets with Data

A key benefit of predictive analytics is the ability to estimate a customer’s lifetime value and predict their future potential or churn risk. Armed with this knowledge, you can strategically allocate your marketing budget, focusing resources on high-potential segments while minimizing spending on low-yield or declining customer groups.

For example, imagine you have two customer segments: loyal customers with a history of repeat purchases and new customers acquired in the last six months. While both are important, predictive models can reveal:

• Loyal Customers are Golden: Because of their consistent spending habits, loyal customers have a much higher lifetime value. Invest in keeping them happy with special incentives and superior experiences.

• New Customers Need Nurturing: The long-term loyalty of new customers is uncertain. Analyze their initial interactions to identify signs of commitment or disengagement, allowing you to invest resources wisely.

Predictive scoring can also identify high-propensity audiences for acquisition campaigns, maximizing return on investment by focusing budgets on areas with the greatest potential for success. As your predictions become more accurate over time, you can continuously fine-tune your spending allocation for optimal results.

Making Magic Happen: Measuring, Learning, and Refining

The true power of predictive analytics lies in its ability to continuously improve your marketing efforts. Here’s how:

• Measure and Analyze: After a campaign, analyze the data (clicks, purchases, churn rate) to see which segments/individuals responded best to tailored offers and content.

• Align Predictions with Reality: Assess how well your predicted probabilities matched actual customer behaviour.

• Factor in External Influences: Uncover how external factors like competitor actions, events, or trends influence campaign performance.

By measuring campaign success, identifying deviations, and feeding real-world outcomes into your models, you can continuously improve their accuracy. Predictions and strategies can be dynamically adjusted as new patterns emerge from customer responses.

For instance, a loyalty program might discover higher-than-expected churn among customers predicted to be low-risk. Analyzing their behavior might reveal a product quality issue impacting a specific demographic. This feedback loop allows your predictive capabilities to continually evolve by learning from both successes and failures.

By embracing predictive analytics, you’ll be well-positioned not just to meet customer expectations but to exceed them, putting you ahead of the curve and ensuring long-term success. The key to unlocking this potential is to leverage user-friendly software that empowers you to take a data-driven approach to personalized marketing at scale. With this approach, you can strengthen relationships with existing customers while acquiring new ones who are a perfect fit for your business.

Data to Dollars: How Analytics Can Supercharge Your Business?

The Rise of Data and its Importance

The digital age has brought about a new era where information reigns supreme. Businesses now have access to a wealth of data on customer behavior, market trends, and their overall performance. This data, if used correctly, can be incredibly valuable. In order to thrive in today’s competitive market, businesses must not only recognize the importance of data analytics but also actively use it to drive their success.

What is Data Analytics?

Data analytics is the process of examining raw data to extract meaningful insights. By using data analytics, businesses can gain a deep understanding of their operations, make data-driven decisions, predict future trends, and ultimately achieve growth and profitability. Let’s explore how data analytics can revolutionize your business.

How Data Analytics Can Transform Your Business?

• Enhancing Customer Experience: Data analytics allows businesses to truly understand their customers. By looking at data points like buying habits, social media interactions, and website visits, businesses can create detailed profiles of their customer preferences and behaviors. With this knowledge, businesses can tailor products and services, personalize marketing messages, and improve the overall customer experience. This leads to happier customers, increased loyalty, and a competitive edge.

• Streamlining Operations: Data analytics can uncover inefficiencies in a business’s operations. For example, by examining production data, businesses can identify bottlenecks in their manufacturing processes. Sales data can reveal underperforming products or regions. Armed with this knowledge, businesses can take steps to streamline their operations, reduce waste, and be more efficient. This results in cost savings, improved productivity, and a competitive advantage.

• Mitigating Risks: Every business faces risks. However, data analytics allows businesses to anticipate and mitigate potential risks more effectively. By closely analyzing data, businesses can identify patterns and trends that may indicate future problems. This allows businesses to take proactive measures, such as detecting fraudulent transactions in real-time or predicting market downturns. By staying ahead of potential problems, businesses can protect their interests, reduce financial losses, and ensure long-term stability.

• Guiding Strategic Decision-Making: Data analytics takes the guesswork out of decision-making. By providing factual insights, it serves as a reliable guide for making strategic choices. Whether a business is considering entering a new market, launching a new product, or investing in new technology, data-driven decision-making reduces uncertainty and increases the chance of success. With accurate information, businesses can make informed choices that align with their long-term goals.

How to Leverage the Power of Data Analytics?

• Embrace a Data-Driven Culture: To be successful with data analytics, you need to create a culture within your organization that values data. Train employees to understand and use data in their everyday work. Encourage them to base decisions on data rather than intuition.

• Invest in the Right Tools: There are many data analytics tools available, catering to different business sizes, industries, and needs. From business intelligence platforms like Tableau and Power BI to advanced machine learning tools, it’s important to choose the tools that are right for your specific needs.

• Hire or Outsource Expertise: Extracting meaningful insights from data requires specific skills. If your company doesn’t have this expertise in-house, consider hiring data analysts or data scientists. Alternatively, you can outsource your data analytics needs to specialized firms.

• Prioritize Data Privacy: In today’s world of data breaches and privacy scandals, it’s crucial to handle data responsibly. Businesses must ensure their data practices comply with relevant regulations and industry standards. This includes implementing strong data privacy measures to protect sensitive information and being transparent about how customer data is collected, stored, and used. By prioritizing data privacy, businesses can build trust with their customers and safeguard their reputations.

Conclusion

Data analytics can revolutionize businesses in today’s information-driven world. By using data analytics, businesses can gain valuable customer insights, optimize operations, mitigate risks, and make informed strategic decisions. However, to reap the benefits of data analytics, businesses need a deliberate and strategic approach.

This approach includes creating a data-driven culture, investing in the right tools, and having the necessary expertise to analyze the data. In addition, businesses must prioritize data privacy and ensure compliance with relevant regulations. By following these practices, businesses can unlock the full potential of data analytics and achieve growth, efficiency, and innovation.

In today’s digital world, data is no longer just a byproduct of business. It’s a valuable asset that can unlock new opportunities and keep businesses ahead of the competition. Embracing data analytics is no longer optional; it’s essential for businesses that want to thrive in this dynamic and data-centric environment.