Metrics are fast becoming the B2B marketers new best friend. As we begin to take on responsibility for more of the sale funnel and ultimately revenue generation, our reliance on metrics increases. We need to learn a new language – one based upon return on investment and productivity. With metrics we can show the value of marketing, effectively manage our marketing investments, and ensure we’re putting our budget dollars in the best places to drive business.
Today, there are countless methods to measuring marketing. Unfortunately, not all metrics are created equal. For example, if driving web traffic is one of your key goals, you may focus on low cost, high volume sources of traffic. However, the audience you’re drawing to your web site may not fit your target audience and do little to actually drive business. So which metrics should you be tracking? And how do you leverage this data for the best insight?
Picking the right metrics matters. Here are twelve metrics that can help ensure you’re choosing the best marketing investments for your business:
I just finished an interview on the topic of “Cloud in Manufacturing” with a German machine-building and factory automation magazine. The interview ran an hour longer than scheduled—an indication of the publication’s interest, as well as its lingering doubts about whether cloud services truly can benefit “real manufacturing.”
We discussed an abundance of cloud-related ideas – most pertaining to obvious areas such as web presence in marketing, after-sales application hosting to make field engineers more productive, and collaboration as a service to enable partners and suppliers to work together more effectively on large projects.
The uncharted cloud territory, however, is the area that manufacturers see their “core”: the physical making of things. Can cloud play a role in supply chain management (yes, it can)? Will there be a cloud service for motion control (due to latency and determinism considerations, not yet) and for asset management and MIS applications (yes)? Read More »
Imagine running a call center where all of your phones rang for a single call and your operators had to roshambo to decide who would answer. Pure chaos, right? Well, that describes the situation Wayfair (formerly CSN Stores) was in before INX (recently acquired by Presidio) stepped in to upgrade and enhance their networking capabilities. (Okay, maybe without the roshambo part, but still chaotic nonetheless.)
Wayfair is the largest online retailer in the home goods space. As they grew from a two-person company to one with 800 employees, they looked to INX to provide various network solutions—from expanding their older VoIP-based telephony solution to designing and implementing a scalable Cisco Unified Communications/Collaboration Solution.
Wayfair Co-founder and Chairman Steve Conine says, “We really needed to upgrade to a system that had much more sophisticated routing and better tie-in with our call order system. Having the ability to take advantage of some of the Cisco wireless phone technology for the operators on the floor and the warehouse has been pretty neat.”
Steve also gives glowing reviews of INX. “Over the years, working with INX, they’ve really become a trusted advisor to our IT operations group.”
But INX didn’t become Wayfair’s trusted advisor overnight. Watch as Steve shares why INX continues to be a group he relies on when it comes to providing network solutions.
The internet generation has their own way of working; they are not confined to one space and want flexibility to use different tools; they are more mobile, social, visual, and virtual. They use technology to expand their community of influence across coworkers, suppliers, and customers, breaking down barriers to solve problems across and within these communities.
I have recorded a VoD were I share my thoughts on how Cisco is uniquely positioned to empower the internet generation to transform businesses by expanding the reach of video and making it pervasive. Take a listen and share your thoughts with me.
A number of forces are changing how we work, live, and innovate: pervasive technologies, distributed ways of working, “space rather than place” as a work ethos, new methods and modes of work, access to shared services, open versus closed innovation, a new generation of workers, environmental concerns, and macro socioeconomic shifts.
Given a choice, people will demand freedom to work, live, and innovate in ways that meet their individual lifestyles, unfettered by place. Meanwhile, pressures to reduce costs and seek new approaches to innovation are causing many private and public organizations to rethink how work gets done. Read More »