Digital Marketing Workshop At Karachi Mariott Hotel, 17th March 2010


It’s finally here. I’ve decided to take the plunge.

I’m offering a comprehensive one-day workshop on Digital marketing for the people involved in marketing & branding. The workshop, which will feature proven techniques for engaging customers at every step of the purchase funnel will be held on March 17th from 9 AM – 5PM and will be hosted at the Mariott Hotel in Karachi, Pakistan. It’s the perfect solution for ongoing training and continuous professional development requirements for all levels of staff, from trainees to senior execs and heavyweights.

Course description

This workshop will provide a fast track understanding of Pakistan’s digital landscape and the elements involved in developing strategies as well as the high level considerations when implementing digital campaigns.

The workshop will look at trends in Pakistan’s digital landscape, what the impact of these trends are on consumers and their media consumption, industry best practices and standards as well as new and innovative uses of the technology in advertising. The workshop also addresses the issues and challenges facing agencies and marketers in adapting their organization to the new digital landscape.

The discussion group format will enable participants to be exposed to the latest in digital marketing as well share experiences and exploring common areas of concern or confusion in the adoption of digital tools.

Why This Workshop

The ad inventory that has been sold for the last 50 years no longer works and marketers have started to figure that out. With declining returns on traditional media campaigns, marketers are increasingly looking for ways to get more out of their budgets in a media landscape that fragments more every year. Digital offers possibilities to do that.

In this workshop you will learn why:

1. Digital Is Not About ‘The Internet’

2. Digital Marketing Is Not About ‘Online Banners’, ‘SEO’, ‘Social Media’, ‘SMS Marketing,’ and so forth

3. Digital Is About Behaviors, Not Technology

4. Digital Marketing Is About Stories & Values, Not Channels Per Se…

5. Why Every Screen, Interface or Object Is An Opportunity For Dialogue, Interaction, Response & Collaboration.

Learning Outcomes

At the end of this course participants will:

  • Have a sound understanding of the general principles of digital marketing.
  • Be conversant with relevant technologies, devices and opportunities for digital communications campaigns.
  • Have increased confidence and inspiration for the development of strategic and creative digital communication campaigns
  • Understand how to integrate digital into the overall marketing mix.

The e-brochure is posted below:

Digital Marketing Workshop Brochure

For registration please contact Mr. Arsalaan Haleem at arsalaan@corporatetrainings.biz. The course fee is Rs. 8500 ($100) only.

For the first time, instead of focusing on just one set of digital tools, this workshop will show the participants how they can engage their customers using the multitude of tools that digital offers at the different stages of the customer’s purchase cycle, whilst at the same time keep tabs on the bottom line.The workshop will also focus on how to integrate the digital experience into traditional marketing campaigns.

Here’s a Peek into what’s going to be presented at the conference:

Digital Workshop Journey

For comments or questions, do let me know. Looking forward to meeting you there.

Get Ready For Social Shopping


People have long shared product opinions with friends and family through word-of-mouth. Today’s social media tools enable consumers to share and extend their connections and opinions in powerful new ways even further, enough to build in a whole new layer in the sales funnel for marketers. Yet e-marketers have barely tapped that potential to leverage the opinion of consumers to drive sales on social networks.

Traditional Sales Funnel

Modern Sales Funnel

Forward-thinking retailers are changing that very quickly. Most are bringing their Web stores to the environments where their customers like to spend time. As a result, almost three-quarters of the merchants in the Internet Retailer Top 500 Guide have a presence on at least one of the major social networks or social shopping sites.

Social network users are also a highly coveted group of consumers. Across all age brackets, they are more likely than average to make an online purchase, according to a May 2009 survey by Anderson Analytics. What’s more, social network users are also more likely to share recommendations with greater frequency than generally expected. A Q1 2009 Razorfish survey of social network users found that some 29% reported sharing their views online at least every few weeks, while 10% said they made such contributions at least every few days.

Etailers have already seen amazing results through social media tools like Twitter which is now becoming the defunct channel of Customer Service and a Promotion Vehicle of ‘Deal of the Day’. They’ve seen proven benefits through the ratings and reviews systems, which are already the mainstay of every e-tail store. It is now how etailers tap into this shift from a transactional experience to a social one which will determine the winners of tomorrow.

Enterprise 2.0 – Social Computing


In 1999, Rick Levine, Christopher LockeDoc Searls, and David Weinberger in their “The Cluetrain Manifesto”, wrote

“A powerful global conversation has begun. Through the internet, people are discovering and inventing new ways to share relevant knowledge with blinding speed. As a direct result, markets are getting smarter – and getting smarter faster than most companies.

Amongst their theses, the authors proposed the exploring of the intranets within the organizations, theorizing that intranets re-established real communication amongst employees in parallel with the impact of the internet to the marketplace (thesis 48) which will lead to a ‘hyperlinked’ organizational structure within the organization which will take the place of (or be utilized in place of) the formally documented organization chart.

Ten years on, easy connections brought about by cheap devices, modular content, and shared computing resources are having a profound impact on our global economy and social structures, fundamentally changing the way we do business. Driven by the network, communication / collaboration tools flourishing on the web, tools like YouTube, Facebook and Twitter, have changed not only how we communicate with our customers and stakeholders but also how we organize ourselves. Institutional sources like corporations, media outlets, religions, and political bodies have declined in significance with individuals increasingly take cues from one another rather than from these previous mass media outlets.

A History Of Social Ties

Social computing traces its origins to the research done in 1973 by Mark Granovetter, a sociologist now at Stanford.

Granovetters’ great insight was “The Strength of Weak Ties” (SWT) in which he proclaimed that it was weak ties which might actually be the more important ones for innovation and knowledge sharing.

Strong ties and weak ties are exactly what they sound like. Strong ties between people arise from long-term, frequent, and sustained interactions; weak ties from infrequent and more casual ones. The ‘problem’ with strong ties is that if persons A and B have a strong tie, they’re also likely to be strongly tied to all members of each other’s networks. This leads to redundancy in ideas since members tend to think alike. Weak ties however are relationships between members of different groups. These lead to a diversity of ideas as they tie together separate modes of thought.

SWT’s conclusions were that strong ties were unlikely to be bridges between networks, whilst weak ties were good bridges. These bridges helped solve problems, gather information, and import unfamiliar ideas. They help get work done quicker and better. Subsequent research has explored whether Granovetter’s hypotheses and conclusions apply within companies, and they appear to be quite robust. Weak ties have been known to help product development groups accomplish projects faster, reduce information search costs as well as greater innovation in the workplace.

Thus the ideal network for a current day knowledge worker probably consists of a core of strong ties and a large periphery of weak ones. Because weak ties by definition don’t require a lot of effort to maintain, there’s no reason not to form a lot of them (as long as they don’t come at the expense of strong ties). This is why social computing is coming to an Enterprise near you.

The Coming Era of Social Computing

According to Andrew McAfee Associate Professor, Harvard Business School, Enterprise 2.0 is the use of emergent social software platforms within companies, or between companies and their partners or customers. This technology has the potential to radically changed the way people interact with both information and one another on the Internet. What’s the value? It’s the ability to more efficiently generate, self-publish, and find information, plus share expertise in a way that’s so much easier and cheaper than earlier knowledge management attempts.

Corporate SNS lets users build a network of friends, keep abreast of what that network is up to, and even exploit it by doing things like posting a question that all friends will see all within the confines of the enterprise itself. These activities are especially highly valuable where the company is large and/or geographically distributed one where you can’t access all colleagues just by bumping into them in the hallway.

This new paradigm is about considering people as the engines of the organization and their knowledge and social capital as the fuel. A new kind a fuel that can’t be stocked, replaced or substitutable by a commodity or cheaper means of production. It’s also about a new way of looking at business. Like Lew Platt Former CEO of Hewlett-Packard said “If HP knew what HP knows, we would be three times as profitable.”.

The subsequent posts will address this field of social computing and how large enterprises are managing this transition.


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