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Guy Cranswick

info@ibrs.com.au

Guy Cranswick was an IBRS advisor between 2002 - 2017 who covered Google (Apps and Search), broadband/NBN, Web 2.0 technology, government and channel strategy, including areas of business productivity. Guy had worked in the UK and France as Strategy Manager for Initiative Media and director of European operations for Modem Media (Poppe Tyson), the first online marketing and development company. In Australia, Guy was Senior Analyst at both Jupiter Communications and GartnerG2 covering online technologies and strategy in Asia-Pacific. He has published analytical articles in business and technology media, including the AFR, and was the winner of the Australian Institute of Management 2003 essay prize on the topic of corporate communications.

Conclusion: SMS has proved more versatile and effective in business-related communications than simply a means of chatting with text. By reducing costs and simplifying the process of communication, SMS is proving to be effective for firms dealing with their suppliers, customers and staff.

Firms of all sizes – and Government departments - can likewise benefit from SMS in two key ways. Firstly, it is a marketing communication channel which can be used for product promotions and secondly, it has proved its worth as an operational communications tool which can be used for channel management within an organisation.

Experience shows firms can cut costs and increase efficiency by using SMS to deliver timely and useful information to stakeholders. Having said this, it is important that the ease with which messages can be delivered should not be equated with permission to flood mobile phones with frequent and irrelevant messages.


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Conclusion: Every department within an enterprise is under greater scrutiny to prove their worth. For the IT service department rising beyond a service supplier relationship with the rest of the firm or agency means marketing their wares in two ways:

  1. Delivering services in a timely and responsive manner which like all actions can be a matter of execution;

  2. Opening and maintaining two-way communication channels with all areas of the organisation: necessary to deliver services today and to anticipate next stage requirements. To achieve these aims may require implementing some tried and tested marketing and market research techniques.

Getting the approach to marketing right can make a difference in effectiveness for an organisation, not just for the IT department.


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Conclusion: No solution comes shrink-wrapped and perfectly adequate so that it can be considered complete and that is true of e-learning. If the implementation of e-learning in the workplace has stumbled the two guidelines below will assist in getting better results:

  1. Ensure that the e-learning process is continuous – not constant – but persistent for all employees over time;

  2. Test, test, test, not just the e-learning software package but also what the users thought of it as much as the content of the program.

If e-learning is viewed as a process, not just a one-off event, it will become part of the working schedule and also integral to the productivity of the organisation.


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Conclusion: Despite the recent hype over search engine marketing the basic elements remain simple. They are:

  1. Ensure the listing of the website is clear, complete and comprehensive;

  2. Review it in 6 months, just as all marketing channel investment is periodically reviewed;

  3. Don’t spend more time and effort than is due to the task relative to the investment committed.

With these three guidelines the quality of the listing on search engines ought to be competitive


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Conclusion: The key selling point of 3G is remote access and mobility. This has been evident in the advertising from genuine 3G offers and the “pseudo 3G offers” from Optus, Vodafone and other telcos. The benefits of multi-media bandwidth are unnecessary to most businesses just as also bandwidth speed is not really compelling to most users.

There is no first mover advantage. Even other businesses adopting 3G would not be so convincing because there is no real advantage in choosing it – for reasons of price and usability - as there was in the early days of the PC.

Faced with a communications upgrade businesses need not jump in but should adopt three inter-related policies when considering 3G in the introductory phase:

  1. Negotiate firm performance contracts with vendors, e.g. No result no fee. If the claimed benefit has been improved results in business efficiency however that may be measured then it is up to the vendor to sanction those claims and support the investment in the technology on performance;

  2. Wait for prices to fall which is likely as with most new technologies of which DVD is an example

  3. Wait for better applications, which may come on stream but to date have not materialised.


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Conclusion: The two components of any online advertising campaign to get right are the communication objectives and the exposure frequency. This determines the number of times the audience will be exposed to the ads.

The communication objectives comprise the market or sales position of the brand and in tandem with levels of frequency are the two major variables to accomplish any advertising objective

In many campaigns frequency is generally ignored and also as it relates to particular creative work. Media planning must integrate both facets to the complement of the other to maximise the marketing investment.


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Conclusion: One of the best means of gaining greater leverage in business marketing is with the sales force. The sales team is the most valuable unit to promote the business, as it already knows the key elements of selling the business, namely:

  • a brand value understanding;

  • the customer value;

  • an ability to communicate customer value;

  • and follow through with implementation and management.

In the current business environment operations are being reviewed to gain greater returns and consequently the sales force needs to be retrained in operational management and undergo a revision of sales tactics to achieve targets. Those tactics may include ancillary and competitive affiliations to network the company’s product to the market.


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Conclusion: In the past, age and income were reliable predictors of behaviour but now, and in the future, the old definitions do not depict consumers well. Regardless of the industry, businesses in the future must gain quality consumer psychographic research either, syndicated or customised, if they are to operate confidently in evolving consumer markets. The other ingredient to the emerging customer strategy is segmenting and categorising the market by what consumers think, hope and wish for rather than any other fixed metric like age or even income. This involves slicing consumer markets into separate dimensions to gain a better view on how they operate and what will drive them in the future.

Marketing management has always wanted to get inside customers’ heads and it will be essential to do so to understand what they want, dream of, and ultimately buy.


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Conclusion: For the medium-sized enterprise investing in marketing channels entails a high exposure to risk because the investment consumes a larger portion of available capital than is the case for a larger company. Determining obvious returns in customer usage and communication from each channel is critical for prioritising investment. As most competitors have instigated similar customer channel opportunities, and there is a high degree of peering between competitive firms, the cost of maintaining the status quo is nearly the same for all players.


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Conclusion: Integration, Optimisation and Functionality are the three concepts to drive growth in technology investment in the future. In the tactical sphere these drivers of growth can be applied in planning the overall channel strategy. Technological implementation has mandated that efficiency gains ought to be made from the capital invested and that will be derived from either Functionality or Integration and Optimisation or a combination of all three.


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Managed security: a big gamble for Aussie IT providers - CRN - 02 August 2018

TechSci Research estimates the Australian managed security services (MSS) market will grow at a CAGR of more than 15 percent from 2018-23 as a result of the increased uptake of cloud computing and...
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