Microsoft nutzt LinkedIn, um das CRM-Rennen final zu gewinnen


Dass Microsoft und Salesforce im Bereich Vertriebssoftware seit Jahren denselben Markt umkämpfen, ist nichts Neues. Jetzt zückt Microsoft allerdings seine neueste Waffe: Das Social Network LinkedIn wird als Sales Navigator direkt an die Business-Software Dynamics 365 angebunden. Der Milliarden-Deal zwischen Microsoft und LinkedIn wird damit konkret und bietet vor allem für das Kundenbeziehungsmanagement erhebliche Vorteile.

„Microsoft nutzt LinkedIn, um das CRM-Rennen final zu gewinnen“ weiterlesen


Six Reasons to discover Customer Engagement Next Year!


Customer Engagement is not a lonely pop up discipline of last months. It will be a key discipline – if not even part of leading company strategies in the (near) future. And here is why.

Many companies have a customer friendly direction. A lot of companies think they are truly customer oriented. But most of the companies still fail. Reason is quite simple and complex. To be a customer oriented or customer driven company you need to listen to your customers. And that – by far – is not enough. It is all about answering questions that companies (or its representatives) haven’t even thought about asking. Being one step ahead is a needed concept and expertise a service company needs to have.

„Six Reasons to discover Customer Engagement Next Year!“ weiterlesen


Customer Engagement im Business


Customer Engagement: Der Kunde, der Kunde, der Kunde

Relevante Tips für professionelle und direkte Kundenbeziehungen


Qualität von Kundenbeziehungen bestimmt unbedingt den Erfolg eines Unternehmens. Dabei reicht es schon lange nicht mehr aus, nur aktuelle Bedürfnisse nur zu befriedigen. Vielmehr sollten Unternehmen sich gezielt auf den Kunden einlassen & langfristig optimal betreuen – ganz im Sinne eines Customer Engagements automatisiert und persönlich zugleich.

„Customer Engagement im Business“ weiterlesen


Niemand will eine Marketing Suite. Oder doch?


Eine neue Studie, in der führende Marketing-Köpfe weltweit befragt wurden, liefert überraschende Erkenntnisse. Oder eben doch nicht so überraschend für die Experten?

Morgan Stanley befragte CMOs und Marketing Manager, wie wichtig es ist, dass die Marketing Suite aus einer Hand kommt, also eine Komplettlösung von 1 Anbieter zur Verfügung gestellt wird, was die Marketing-Welt ja umso viel mehr einfacher machen soll(te).

Lediglich 9% denken, dass dies wichtig ist. 0% empfinden dies als kritischen Erfolgsfaktor im Marketing- und Business-Umfeld. Das überrascht (nicht jeden). Die gute alte Weisheit: „Spezialisten leisten mehr“ scheint noch nicht ausgestorben zu sein oder aber ist es einfach nicht erkennbar, welche Vorteile sich aus einem 360-Grad-Ansatz ergibt.

„Niemand will eine Marketing Suite. Oder doch?“ weiterlesen


A Dashboard is A Dashboard…


The topic of dashboards has quickly transformed from a luxury to a necessity

Inspired by the need to visualise data for executive management, nowadays pretty much every department is clamouring for data that is digestible in a glance.

While dashboards are no doubt sleek, not everyone will understand the details – let alone know what they should do with data.

As dashboards multiply, the life of an analyst will get easier & harder at the same time: easier due to faster, cleaner dissemination of data; harder due to requests popping up from new recipients who are suddenly part of the data ecosystem.



Just one smart way of Dashboarding: Webtrekk Dashboard

The easier the data to merge, the more company data is interesting to company employees, the more the top-level involvement, the more dashboards you will see in your daily work.

That leads to following new assumption:

Easyness of Data1

The quantity of dashboards will increase year by year, project by project. This will get more brains thinking in the language of data, which is good, but will also give voice to people who never handled data in the pre-dashboard days.

If a future dashboard does not have recommendations included, it will be a useless graphic. Recommendations about what to do next or even what to expect will happen next will be every bit as important as engaging design.


Easyness of Data and Dashbaord


Data action is still the key element missing from most dashboards today. The next step of the dashboard development is including smart recommendations to further improve the communicated numbers.

The bigger the surface of the triangle below, the more you will need to find a solution to communicate data in a meaningful way:

 Triangle Dashboard


If you apply this to your current situation:
– How easy is it to integrate data in your analytics tool?
– How easy is it to merge data?
– How engaged are you with company data?
– How many power users vs normal users would you have in your company?
– How involved is top level in understanding or acting on data?

If power users are focused solely on analytics, you might not even need a dashboard: They would already know what the data tells them.

Dashboards will solve old problems (merging and visualising data in a comprehensible way) as it creates new ones (introducing complexity outside of people’s normal comfort zone). They are a turning point that change how we consume data, not a tipping point that enable anyone-and-everyone to suddenly be an expert analyst.

Brainpower will still be needed to dive into data deliverables, expertise will still be needed to link different sources and create a more powerful overview.

A dashboard that turns pure figures into colourful visualisation might be a nice first step, but will also not solve your mission: maximising profit, acting on data, recommending upcoming actions.


Top 11 Tips for the CMO


11 Tips for the CMO of Tomorrow The C-Suite becomes digital, the CMOs must align

Digital business is carving out a bigger and bigger place in the C-Level management.

A quick glance at the backgrounds and titles occupying your own company’s C-Level probably proves this. But if you need further confirmation, check out Korn Ferry’s “Top 15 for 2015: The most in-demand C-level positions for the year ahead”.

Korn Ferry, the largest executive search firm in the world, lists Chief Innovation Officer, Chief Cyber Security Officer and Chief Digital Officer among the top five most in-demand positions. Chief Information Officer (CIO) and Chief Technology Officer (CTO) appear as well.

In other words, data and technology are going to be all of our bosses before long. Chief Marketing Officer is still firmly entrenched in the modern C-Suite. It’s just that the position itself is evolving. Fast. And as the C-Suite becomes more digital, so, too, must the CMO.

Let’s take a look at 11 tips that will enable the modern-day CMO to stay relevant in the rapidly evolving C-Suite.

Top Tips for CMOS

1. Get Digital. Now.

Any CMO in the future will understand that marketing campaigns need to utilise digital channels and be underpinned by digital optimisation techniques. But it is hard to overstate the scope of the shift to digital. Gartner, for instance, projects that by 2018, digital business will require half as many business process workers – and 500% more key digital business jobs, compared to traditional models. It will be impossible for a CMO to stay afloat without riding the high digital wave.

2. Let ROI Rule

Numbered are the days when a CMO can simply say, “Oh, the ROI on that campaign isn’t important. It was just for branding.” Smartphones, in-depth analytics and user-centric tracking are ushering in an era of unprecedented measuring. And the CMO of tomorrow (and today) needs to be able to measure, to prove that campaigns are working. The percentage of marketing campaigns that don’t have a clear-cut ROI is on a one-way track towards zero.

3. Acknowledge and Embrace Data Domination

Everyone wants to be data-driven. And with good reason. Data helps to optimise processes, maximise returns, allocate resources. Data-driven, though, will soon give way to data-dominated. Data will not assist marketing campaigns; data will dominate them. “Real time relevance is moving to become table stakes & the quickest to move will win,” analytics and data warehouse provider Teradata wrote in its 2015 Global Data-Driven Marketing Survey. In other words, CMOs who see data not as seasoning, but as the entire meal, will be the ones getting ahead.

4. Don’t Forget Offline

Digital advertising expenditures are expected to eclipse $160 billion in this year alone. That’s huge. But even so, it will only account for 30% percent of total ad spending, according to Magna Global. In four years, that number is projected to rise – but only to 38%. So the focus shouldn’t be ditching offline campaigns, but rather incorporating data-dominated principles into the offline world.

5. Assist Your Team

Nowadays, a lot of experts are hired in diverse team set ups. This is a very positive thing. But it also means aligning those experts towards a joint goal. A company goal. In general, a superior should always also be an assistant for the team, but in a digitally-oriented team, those experts might even need stronger assistance because of their dedicated expertise on a specific technical field. Managing will get less important. Assisting is the new management. The more your company is focusing on online and online business, the more global the business will become. Core competencies, time zones, cultures. Bringing everything together is the number one task for a professional CMO.

6. Learn More and Get Social

Even the most progressive and data-driven CMO ten years ago would have had no idea about so many things that, today, we take for granted. In 2005, Twitter didn’t exist. Bitly didn’t exist. The iPhone was two years away. Facebook was in its infancy. It is impossible to forecast each and every evolution in digital marketing. But it is not impossible to keep your ear to the ground and, if not anticipate what’s next, at least be at the forefront of adopting what’s next. That means you need to be on Twitter, on LinkedIn, on whatever platform pops up next. You don’t need to tweet your every thought or Instagram what you ate for lunch. But being present on social media will let you see what’s developing as it develops, no afterwards.

7. Delegate Competence

The definition of marketing continues to expand. Analytics is now an essential element of marketing, for instance, as are web design, social media and more. A CMO would need 36 hours a day to micromanage all of this stuff. And that’s why the Future-CMO will delegate, delegate, delegate. This will increase efficiency and make your business scalable. Let the experts be experts.

8. Join Forces

People outside Marketing know different things than the CMO or the Marketing Executive. That is clear. But what isn’t obvious to a lot of CMOs is that this external knowledge can be a huge boon for the marketing team. Virtual, interdepartmental teams facilitate cross-pollination of ideas. You can ensure “Eureka!” moments – or at least “Maybe we should try that” moments – when external perspectives are brought into the fold.

9. (Re)Connect with the CTO

Everybody has heard that the CMO will own more budget to spend on IT than the CTO himself. That is exciting and challenging. The growing responsibility within the technical sector gives great freedom to the CMO. The CTO has much more experience picking the right vendor, the right tool, the right partner. So as a CMO, you better make sure the CTO is and will be your friend.

10. Listen to Your Customers. Seriously.

This one is really as old as data domination is really new. And it is more important than ever. Customers – or readers or viewers or whatever your target group looks like – have infinite choices. They also have power to influence others. They’re on social media, too, and you shouldn’t underestimate the power of negative marketing. Use data. Use analytics. But put customers at the centre of what you do. If you don’t, someone else will.

11. Relax

You can not achieve everything in life. Not in private life, not in business life. You just need to focus on the important stuff, and for CMOs, the important stuff boils down to optimisation. Determine which factors you are able to improve. Step by step and with smart decisions. And besides, even though the world seems to be spinning faster than ever, you will probably have more time to act than your prede†cessors: Gartner projects that by 2020, life expectancy of people in the developed world will increase by a half-year thanks to the widespread adoption of wireless health monitoring technology. Use those 6 months to get a head start on these tips above.

Find the World`s most influential CMOs here: Top CMOs of the World


Das Intelligence-Management Modell


Erneut ein englisches White Paper – dieses Mal wird die visionäre Ausrichtung von CEOs, CDOs und Analytics-Managern diskutiert.

Have you ever thought about the future of your title or position? Are you sure your company is ready for the data-dominated future?

Digital is everywhere. Digital will be everywhere. Data will be everywhere. And even beyond. Nowadays the quote of a data-driven company is stressed very often through press, social media and in business talks. A company has to be data-driven to understand the relation between different channels and actions, even between departments and profit.

Data-Driven vs. Data-Dominated
The data-driven aspect is no longer reaching out far enough, when considering the future of a company. The company of the future will not be data-driven any longer, but definitely data-dominated. Saying out loud the word of “domination” can include positive and negative aspects.

And this goes also for the data-dominated scenario. If a company will follow the data-aspects in all details, it will for sure achieve higher value for profit and revenue. Nevertheless, it might also cause damages in personal relations and harm managers currently being responsible for the company future and marketing action. Therefore, these managers need to act on the data-domination not to get lost behind.

In order to have the right and relevant set up within the company the following Intelligence Management Model was created. It will guide the Upper Management through the upcoming challenges, the digitalisation of their business and open discussions on a change management process due to existing and incoming data. This way, the reader will acknowledge that data is not the new oil, but the new air. You need to have data, if your company wants to breathe, wants to survive. Without data the company will start to suffer and the missing oxygen will cause a negative future.

Data is not the new Oil – it is the new Air
Looking at the setup of the Intelligence Maturity Model we can define four geographical fields of data-competence:

• Digital Power Users
• Digital Weak Followers
• Digital Strong Learners
• Digital Decision Makers

Intelligence Management Model 1

All four fields are different in terms of technical competence in combination with a visionary & strategical performance.

Four types of Digital Characters
The Digital Power User is a pure technical associated person with a very strong technical and/or mathematical background. Very much capable of diving into the details of analytical and technical aspects of a subject, but less able to see the bigger picture for the company or for future aspects within the business eco-system.

The Digital Weak Follower is a person that does not put enough effort in keeping the pace of the digital revolution all around the business aspects and the personal job profile aspects within his or her professional surrounding. Therefore, the ability to solve analytical questions or reaching out to business discussions around the future of a company is both not the ideal place for this person.

The Digital Strong Learner understood and is able to perform on data & analytics, but is currently not enough related to those topics. Smart enough and educated enough, this person will catch up. The strong benefits of this profile are the knowledge around strategy and company or department vision, being able to pro-actively manage on future challenges.

The Digital Decision Maker is a perfect combination of technical competence and visionary smartness. A profile very hard to find and needing lots of experience in both fields. Experience meaning a deep understanding, not necessarily a long-time career in both fields. Aiming for the section of technical competence and strategic expertise is a key aspect of this model. Both aspects show the ideal profile of the future manager, knowing that IT and Marketing also will grow together more and more.


If we agree that the Digital Decision Maker is the key profile for the data-future, all other characters would aim to achieve this ideal combination of skills.

What about Digital Maturity?
This Intelligence Management Model can now be spiced up with an additional aspect: Digital Intelligence Maturity. Following this thought, it can be defined which profile has a strong analytical knowledge and the capability of being able to understand and solve Business Intelligence related questions and projects.

Íntelligence Management Model 2

The circles of the managers and employees in the chart above represent the current status of their technical knowledge, their visionary & strategical competence associated with their digital intelligence maturity.

Looking at this scenario it is obvious to see that profiles have to change and will change in the future. This brings many positive aspects with it, meaning more competence on more shoulders in order to act faster, decide smarter and drive profit quicker. Most likely, the characters will all (try to) move into the top right corner, meaning Digital Decision Makers. This is a positive aspect and would transform the company and the managers into relevant players within the future market. As you can also see, the circles vary in their size, meaning the pure digital intelligence maturity will either have to increase or will decrease, depending on the profile and job description.

Intelligence Management Model 3

With these positive aspects, also a challenging phase within the company moves along: internal competition, reliable internal transfer of technical knowledge, (too) narrow focus of digital strategies etc.

We will also be observing new positions and profiles popping up in this digital, data-dominated landscape: technical analysts as well as Chief Visionary Officers will join the stage of performance.

Intelligence Management Model 4

Zum Download des vollständigen Intelligence-Models: Intelligence Management Model