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Almost every day of 2020 has been like Cyber Monday for small business owners like Kelly Plair because most of their customers shop online.
“We’re online, thankfully, so we’re rocking,” said Plair, owner of the South Coast Baby Company in downtown Thibodaux. “We have at least 20 orders ready to pick up right now. We were lucky we just completed our website just before the pandemic hit. Everything was already online, so we didn’t have to mess around. We were ready to go.”
Cyber Monday, the first Monday after Thanksgiving, originated in the early days of online shopping, when home computers were not as common as they are now, and internet shoppers used their office computers. at the first opportunity after Black Friday. According to the National Federation of Retail. the term Cyber Monday was first coined in 2005.
A record 189.6 million Americans bought from Thanksgiving Day to Cyber Monday last year, which was up 14% from the previous year, the federation said. Online shopping on Monday after Thanksgiving amassed just $ 3.1 billion, according to Adobe Analytics.
Forbes recently reported about 36% of Americans have been shopping online because of the COVID-19 pandemic.
When the coronavirus pandemic occurred in March, it forced small business owners to use the technology to reach customers like never before, said Dawn Starns, director of the Louisiana National Federation of Independent Businesses.
“What we’re seeing from our members is that they actually raised their online presence during quarantine,” Starns said. “What you’re seeing is that a lot more people are setting up an online marketplace through their websites, Facebook, Instagram or other social media to promote their websites. A lot of small businesses have struggled with that in the past because it takes a lot time. But during quarantine they actually kicked out their sales because they knew people were going to shop online. Small business owners are allowed to keep their doors open. ”
The pandemic revealed that customers have also quickly adapted to the new normalcy, said Louisiana State University professor of marketing Dan Rice.
“The core of any business is in the customers,” Rice said. “Mom and pop will find it hard to go directly against the big stores at some of the major points, especially those that are based on prices, as their price structure is usually higher and strictly in line than the big stores. A lot of people work in online marketing so where do you leave that to mom and pop? Well, for one, the day they may really want to focus on is Small Business Saturday, where the big boxes can’t compete, especially because, well, they are big, not small. That doesn’t mean everything is lost for Cyber Monday, but they have to make sure they have something that’s convincing that big stores can’t offer. ”
It takes more than a social media page for small businesses to attract customers, Rice said.
“Could the little mom and the pop use social media? Sure, but you have to need something more than having a Facebook page,” she said. “They should have an overall strategy that adds value to the customer and enough presence for people to find them. It’s also important to have a search engine optimized website and strategically use the internet to build your online connections.”
Ashlie Wiggins, owner of the Lagniappe Shoppe on Highway 700 St. Patrick in Thibodaux said he hopes to attract customers with a unique inventory that you can’t find in a typical super store.
“We just reopened on November 5th and are still finalizing the launch of our website, so I’m not ready to participate in Cyber Monday,” he said. “However, we are participating in Black Friday. What we need to do to differentiate ourselves from big stores is to offer craft and themed products. We love to support our local artisans and entrepreneurs. ”
Richard’s Supply at 235 S. Hollywood Road in Houma offers a combined Cyber Monday / Black Friday deal, where the restaurant supply store is open on Fridays and Mondays but also offers online specials throughout the week, the President Ryan Richard.
“We offer unique items of professional quality that can be used for domestic or professional purposes,” Richard said. “We also offer local assistance and personalized service to all of our customers. We are Louisiana’s largest kitchen store and offer high quality kitchen utensils, kitchen appliances, appliances, outdoor appliances and home appliances. This sets us apart from all the big ones. box stores “.
Plair said more than 80% of its sales come from online shoppers.
“It was a challenge but we kept growing,” he said. “I miss seeing everyone in person, but I’d rather they were safe.”
– You can contact personal writer Dan Copp at 448-7639 or at [email protected] Follow her on Twitter @DanVCopp.
MANILA – A group of advertisers in the Philippines urges small and medium-sized enterprises (SMEs) and large companies to invest in “continuing education” in the ever-evolving digital marketing landscape to reach their markets that are mostly connected since the pandemic began .
The Philippine Internet and Mobile Marketing Association (IMMAP), launched a campaign last Wednesday, said that “the book you will never need for digital marketing … does not exist ”as the key to learning in digital marketing lies through constant practice.
“If you want to make a difference, have a platform, increase and expand what you are passionate about, then you have to think about long-term continuing education [on digital marketing] to be able to do that, ”said Leigh Reyes, president of MullenLowe Treyna and vice president of IMMAP.
Dennis Perez, president of IMMAP and director of media at Unilever, said the pandemic has brought about a shift to the digital medium, stressing the importance of companies being able to reach their markets online.
Asked if the digital landscape is already entering crowded territory due to the drastic change to the network, Perez said the arena “has just been busier than ever, but there is always room to play the brand.”
He cited that some brands would have located content such as Tagalog or Cebuano on their portals, which not only differentiated them, but also communicated effectively with their target audience.
“Digitization is not a one-size-fits-all; it’s affecting us in different ways … Some locate the content, even though they may not understand it, but if you’re working for a brand in your market, it’s good,” Perez added.
IMMAP said they are continuously “diversifying” the way they connect with companies that want to have an online presence.
The group added that not only do they learn from each other in their circle of members, but they also “create innovations as a community” in how they approach digital media.
The group has revealed that it is ready to launch its guidance and correspondence program next year, as well as its podcast which has been delayed from this year due to the pandemic.
IMMAP is a network of more than 300 digital merchants in the Philippines. The group covers and shares learnings within the areas of digital marketing such as e-commerce, data analytics, brand and content experience and media.
It has launched initiatives to help and educate businesses and marketers how to leverage and leverage digital marketing to achieve their goals.
Its initiatives include Digital Congress (DigiCon), Virtual Member Meetups, Digital Measurement Board (DMB), Web Wednesday, Catalyst Reflections and Digital Youth Congress (YouthCon), among others.
Philippine Internet and Mobile Marketing Association, IMMAP, SMEs, Businesses, Online Businesses, Businesses, Big Business, Digital Marketing, Social Media, Internet Change, COVID-19 Pandemic, Advertising
November
26 of 2020
15 min reading
Opinions expressed by Businessman the collaborators are his.
One in seven men tends to wait as long as possible to see their doctor. Don’t worry guys, you’re in good company. On the contrary, women are more health conscious. They are 33% more likely to visit a doctor when they have a health problem or injury.
Last year was my first experience with telesalud, after about a year postponing the visit to a doctor. I rarely get sick and it wasn’t a critical issue with the mission (although it was something I didn’t feel comfortable discussing with my doctor). Fortunately, I discovered that Blue Shield offered an online portal that provided access to healthcare professionals on demand. After a few clicks, I was live with a professional nurse who provided me with the care I needed. Although the problem was inevitable (it comes with age), I found the care efficient and enjoyable without the hassle of a live visit.
Related: Here is the biggest barrier to quality healthcare (and there are no pre-existing conditions)
Telehealth eliminates waiting times, unnecessary travel, and the hassle of leaving home. Thanks to COVID-19, it has become a catalyst for traditional and nascent healthcare providers to accelerate the adoption of non-traditional (e.g., digital) services. Certainly, this includes telesana and telemedicine, but it also customizes awareness and educational programs that satisfy patients where they live. And finally, there is the change marketing budgets for digital campaigns. Although spending on digital advertising has outpaced non-digital spending in 2019, the duopoly of Google and Facebook are struggling to run more ads. For the first time, Google predicts a decline in advertising revenue. That slap stings, especially because Facebook expects an increase in advertising revenue by the end of 2020. Both are angrily watching Amazon a few inches from their territory, as Amazon has been sneaking, well, almost everyone else’s territory (healthtech included).
Being an avid observer of human behavior, he was curious to know how to do it customer research, digital platforms and marketing strategies have shifted to health and well-being brands. Finally, I enrolled in Dan Ariely’s Behavior Economics course, Changing the Master Class of Customer Behavior. After interviewing more than a dozen marketing professionals, what I learned from the course validated some of the ones I had already taken on, but ideas like “cancer doesn’t stop,” from Bill Lepler, director of marketing. Analytics in City of Hope, it reminded me that although behaviors have changed, systemic diseases have not.
“The COVID-19 pandemic has accelerated demand for existing products,” said Steven Keller, Steven Keller, global director. Digital marketing and Strategy, Ultrasound and Life Care Solutions, GE Healthcare. “While hospitals were being invaded by patients in critical care units, we forged partnerships with technology and thought leaders like Microsoft and Oregon University Hospital of Health and Science to securely connect physicians with patients.” This collaboration, and others like it, facilitated more secure connections and allowed them to expand to meet rapidly increasing demand. A much needed wish from your customers. In addition, seeing the impact COVID-19 has had on its healthcare customers, Keller and the team focused their marketing efforts on providing information to educate and empower, rather than flooding their customers with untimely, sales-style messages.
Knowing what your customers want is key. “Insufficient knowledge is the biggest challenge that many companies make,” says Matt Dixon, director of product and research at Tethr, a cloud-based conversation intelligence platform. He explained that while the design and management of the customer experience is often poorly executed, it is not due to a deficiency in equipment, resources or tools. Their low performance results from a lack of knowledge, insight, or data. “Companies keep leading with assumptions and never go out to test the data. If you throw bodies at your unproven assumptions, you’ll just be quicker to make mistakes.”
Related: 5 Technological innovations that change medical practice
The mantra, “fail fast,” that Eric Ries popularized in his 2011 book, “The Lean Startup,” was misunderstood. “Fail fast” focuses on creating agility and increasing speed through decision making that is rooted in data-supported assumptions. Dixon’s advice is to develop those assumptions by taking the time to understand what your customers really want, like, and dislike, not what you like. he thinks they want. “You will be much more effective, even with minimal resources, limited tools and less capital than a company that leads by assumption and establishes an army of people who are pursuing the wrong direction.”
Craig Kartchner, vice president of marketing and customer experience at HonorHealth, agrees. One of his first goals, when he joined HonorHealth, was to develop a deep understanding of the client. He asked people directly what they wanted and how they wanted it delivered. “We learn, directly from our patients and clients, about their biggest frustrations, biggest barriers and major delight points.” Additional questions included the infamous Start / Stop / Continue framework; what should we start, what should we stop and what should we continue to do? Perhaps the key information Kartchner shared lies in what they did with that data. “We gathered a huge amount of pain points and ideas on how to improve. So after we organized the list, we went back to the customers and asked them where we should invest.” This is getting skin in the game. They are now getting under the list, based on customer feedback and internal information that fits theirs brand aspirations. As an additional step, they could take the newly developed enhancements and check them out with the customers who recommended them, as a group of top-quality beta tests that perpetuate themselves as brand ambassadors.
For those with immediate needs who don’t have the time to prepare and submit a survey, grab a page from Chuck Eberl’s playbook. He is Navvis ’head of strategy and marketing, healthcare market innovator and customer trend analyst. “We thought we weren’t generating enough content,
Download this premium photo about A hand with a marker write the text internet marketing, and discovers more than 6 million professional stocks …
The “holy grail” of marketing is to achieve personalization through effective use of data and understanding how to do it in a way that has privacy and consumer experience at its heart is one of the biggest challenges facing marketers.
In a year that has accelerated the pace of change like no other, it is critical to collect, read, and understand the signals that enable companies to make better decisions. For many brands, data has the power to be a competitive advantage, especially when the opportunity is connected to strategic and creative thinking.
To get under this major challenge, WPP set four of its APAC agency leaders tasked with presenting their vision on the future of data in the region at an event this week.
The drum distilled the best dishes to take from the event, but you can see the session as up to date.
Thomas Brauch, data director of Wunderman Thompson
According to Brauch, one of the greatest opportunities to enhance creativity is through the use of data to realign how and what we measure. He believes we’ve been focusing on commitment rather than reaction and shifting to understanding the “why” instead of “who and how” brands will unlock more effective creatives.
Brauch says the true measure of creative effectiveness may not be the number of clicks or views, but the way it made consumers feel, the level, and the type of emotional response.
To do this, brands should be seeing neuromarketing and Vision AI as tools to optimize creativity and strengthen a brand’s ability to establish human connections.
The nature of these tools and ideas allow agencies and brands to develop creative work that is more likely to capture and attract consumer attention and leave a positive and lasting impression. Studies have shown that ads with an above-average emotional response from consumers resulted in a 23% increase in sales compared to average ads.
As for whether there are biases in AI and ML Vision, Brauch says, “yes and no, there are cases where we see differences, for example, in the level of emotional response. You can compare the reaction of people in Italy and South Korea and see basic differences in emotional reactions AI does a good job of any way of identifying the level of emotional reaction and the type of emotional encoding around reactions.Therefore, there is no structural prejudice but cultural differences that we should always be aware of. possible gaps in image annotation and in the detection of logos or marks.AI usually works best with Western brands, so one has to keep in mind, a bit of bias towards identifying logos for Western brands.
Deepika Nikhilender, Senior Vice President, Xaxis APAC
Although AI has long been a highly promoted topic for marketing, Xaxis ’Nikhilender believes that technology is now synonymous with marketing, and many marketers rely on it to execute digital marketing strategies. In fact, it says 76% of marketers say they use data and analysis to drive key decisions.
However, according to Nikhilender, the key to truly getting more value from data and AI is to make sure brands optimize the right results and challenges. She says not all brands can meet their unique business challenges with standard or similar results, “it’s key to customize the results for your specific challenge and your data set.”
He used the example of Xaxis ’Copilot tool, which uses artificial and man-made learning to deliver personalized brand results using programmatic strategies. She explained that she tackles strategies much faster than humans and creates 10 times more granular strategies than traders, allowing her to leverage the volume of data.
When asked if Copilot replaces a brand’s DSP, she says, “Copilot doesn’t replace DSPs, in fact, there’s no conflicting relationship between the two and it’s actually courtesy. This is because DSPs typically function as platforms that they bid at the inventory level in order to deliver an ad to the audience.By doing so, they are built to address the most common denominators of the problem, never provide anything tailored, or can rarely be set up to provide something tailored to the problem or type of outcome. that you want a customer and that’s purely because that’s not scalable for them and not their business model. ”
However, eventually, Nikhilender believes that AI will not replace humans. Instead, he says humans and AI go hand in hand, and that they need to learn to tango together.
Sudipta Roy, head of transformation, Mindshare APAC; chairman of the WPP Unilever team- Asia, Africa, Russia
Firefox, Apple and Google have announced the depreciation of the third-party cookie, with Google Chrome being the last to act on this with the 2022 deadline. According to Roy of Mindshare, this means we are heading for one of the most disruptive and dynamic. phases that saw the advertising technology and brand technology industries.
He says the end of the cookie age has an impact on the internet fabric today. The web works on the back of an invisible value exchange mechanism and cookies have been key to that value exchange. Cookies have helped connect the right people with the right content, so they have allowed billions of websites to receive ads, and thus help consumers enjoy unsubscribed content without consumers paying for each article. In essence, consumers exchange data for content.
Advertisers pay for ads on websites using this data. Websites use advertising revenue to cover part of all their costs. The world is looking for a solution to replace this model, where value exchange is preserved without sacrificing consumer privacy.
Not everything is lost, however, as Roy believes the brands that are preparing will come out strong. He referred to attempts by the industry to address this issue, such as creating universal identification through single-sign-on email that will be used as open source responses to identify consumers anonymously in a
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PETALING JAYA: Malaysian youth will play the biggest role in advancing the country’s digital economy and will be responsible for the country’s transition to the fourth industrial revolution (IR4.0), according to Malaysia Digital Economy Corporation (MDEC).
Citing a report from the World Economic Forum, MDEC CEO Surina Shukri said 65% of students who are now in primary school would end up working in jobs that have not yet been created.
“The industries that are expected to dominate these new creative minds include the digital content industry, digital finance, startup space, e-commerce, automation and robotics, anything powered through the Internet of Things, and any service that works. in the economy of concerts “. she said.
He spoke of the importance of preparing Malaysian youth for an evolving labor market, saying business models and employment trends were beginning to change and traditional skill sets would soon be redundant.
“The key skills required now and for the future include advanced problem-solving skills and a commitment to lifelong learning.
“Skills are needed to leverage digital platforms and services, along with various digital marketing capabilities. They need to be addressed as they are key to the new jobs and opportunities that will drive the digital economy. ”
One of the first steps, he said, would be to incorporate basic digital subjects into the school curriculum and another would be to improve students ’access to online learning in rural areas.
Raymond Siva, MDEC’s head of marketing, said Malaysian youth should be leaders in digital content due to their ability to quickly capitalize on key trends and monetize their work.
He said examples of these were TikTok users, who use the social media platform to showcase their video editing skills.
“Countless opportunities can be seized within these platforms for brand awareness about marketing and micro or macro influence, where content is now a key engine.
“Revenue generation through these platforms is therefore scalable, either as a sideways agitation or for long-term revenue.”
With regard to data privacy and security issues, Siva said MDEC will work under Malaysia’s newly launched cybersecurity strategy for the next five years to ensure that all Malaysians can learn how to leverage the digital economy safely and securely. responsible.
He added that MDEC’s latest efforts, including the #YoungCreators initiative, would serve as platforms to unlock the potential of young people and animals to improve their digital skills for years to come.
IT has been especially difficult for job seekers since Covid-19 arrived earlier this year.
The number of jobs in the private sector fell by 181,000 to 8.47 million jobs in the third quarter of this year compared to 8.65 million in the same period last year, according to the Department of Statistics.
Meanwhile, the number of unemployed in Malaysia – which stood at 511,700 in January when the first Covid-19 cases arose – rose to 826,100 in May, before falling to 737,500 in September.
In this scenario, what new jobs are available and what will the labor market look like once the pandemic is over and the economy recovers?
As it is now
A useful source of information on this is the Labor Market Information and Analysis Institute (Ilmia) of the Ministry of Human Resources.
Ilmia’s website shows job offer figures among others and while the data is not exhaustive, they offer at least a rough overview of the likely aspect of the job market at all times in Malaysia.
The monthly number of job offers recorded by Ilmia showed a sharp drop from 50,334 in February to 9,474 in April before rebounding to 24,872 in June.
Ilmia’s figures also show job functions that have the largest number of vacancies.
For the second quarter of this year (April-June), plant and machine operators occupied the first place with 11,428 seats.
It is a role that includes positions such as production operators, machine operators, line leaders, equipment and machinery operators and heavy machinery operators.
The financial and investment advisor was second with 5,111 openings.
The job function includes financial planners, financial executives, financial advisors, banking executives, and financial agents.
This feature includes sales executives, marketing executives, business development executives, digital marketing executives, and social media marketing executives.
The following graph shows the list of the top 10:
The advertising and marketing professional ranked third with 2,864 job offers.
Ilmia also lists the jobs defined as critical occupations in 18 economic sectors of the country, serving as a guide for planners to coordinate policies to attract, nurture and retain the talent the country needs.
A helping hand
To help those looking for jobs and those who have lost their jobs, the government has introduced a number of initiatives and measures that include those in the 2021 budget.
Post-pandemic future of Malaysian jobs
A big question for many workers is whether their current jobs can survive into the future amid the impact of Covid-19.
In this regard, the report “The Future of Jobs Report 2020” published last month by the World Economic Forum (WEF) sheds some light on the matter.
The report said the pandemic is not the only one affecting jobs, even in Malaysia.
The job market is also being disrupted by automation and greater adoption of technology.
READ ALSOINTERACTIVE: The workforce in the tourism sector has to evolve
“In addition to the current disruption of pandemic-induced closures and economic contraction, technology adoption by companies will transform tasks, jobs and skills by 2025,” the report said.
The report asked employers in 26 countries, including Malaysia, about job roles they hoped to see demand increase or decrease in their industry from this year through 2025.
Their responses were classified according to the job papers they most frequently cited.
According to Malaysian respondents, the most sought-after emerging roles are data analysts, strategic advisors and Internet of Things specialists.
At the other end of the spectrum, the report said that jobs that respondents felt they could see declining demand in the next five years included data entry employees; accounting, bookkeeping and payroll employees; as well as administrative and executive secretaries.
No details were given on the number of respondents in Malaysia, so the representativeness of the responses in relation to the labor market in general is unclear.
However, the WEF report provides an insight into some of the possible hot and future jobs and those that could be transformed into new roles due to technology and automation.
The report said all employers surveyed in Malaysia aimed to accelerate the digitization of work processes.
“This means that some lost jobs will never return and those that do will require new ways of working and new skills,” the report said, adding that tasks, jobs and skills will be transformed in 2025 due to greater technology adoption by companies.
The report said 86% of Malaysian companies surveyed indicated that they are ready to hire new permanent staff with skills relevant to new technologies.
JobStreet Malaysia employment director Gan Bock Herm, when asked about the results of the WEF report, said there was a growing demand for emerging functions such as data analysts, artificial intelligence (AI), machine learning, robotics and cybersecurity specialists.
“JobStreet predicts that these percentages of‘ first digital ’skills and knowledge may increase further due to the growing demand for digital tools and processes,” he said, noting that the growing demand for digitalization in companies has been accelerated by the Covid-19 pandemic.
“Therefore, it is urgent that people perfect themselves with knowledge of digital technologies along with digital literacy and transferable skills,” he added.
Gan said JobStreet’s Covid-19 Job Report indicates that the top three industries of 74% of employees expecting to hire new hires in the next six months are IT-driven, followed by manufacturing and banking / financial services.
The WEF report said most local companies surveyed said they expect their current employees to pick up skills at work, with 62% saying they will make “strategic layoffs” for staff who lack the skills to use new technologies.
The WEF report also asked respondents about the skills of workers they consider highly sought after.
For Malaysian entrepreneurs, emotional intelligence has landed in the first place.
The second is creativity, originality, and initiative; followed by analytical thinking and innovation (3rd); technological design and programming (4th); and complex problem solving (5th).
In terms of retraining and improving their workers, Malaysian companies said their main focus was to train workers to develop better analytical thinking and innovation.
This is followed
