A man traces an upward-moving chart with his fingertip.

What’s the number one complaint business leaders have about their communications staff?

According to our firm’s recent research into this question, it’s that most communications staffers other than the CCO don’t see the big picture. They’re communications-oriented tacticians, not business-oriented strategists.

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Map image with plot points showing a path

My last column began the process of digging deep into the challenge many corporate executives still ask about the best way to start the “journey to social proficiency.”  I began by focusing on governance and strategy. In this column, we’ll now get into the five major pillars of social activity: listening, engagement, content creation/syndication, community management and measurement.

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Why one + one is not proper integrated sales and marketing


"Integration" is a hot term driven by a combination of seven environmental factors. I contend that "integration" means creating a consistent experience across the customer's interaction with the brand. The challenge is that it is often siloed into one-on-one situations that aren't tracked. For example, a customer service agent on the phone might not know that a customer has tried to return an item to the store three times.

The true catalyst of integration evolves around understanding and embracing the value of a customer's engagement. Experience and evidence shows us that the fully engaged digital and social B2B and B2C brands are the only ones that can fully deliver the promise of integration. Without embracing this philosophy, organizations appear somewhat doomed to poke around the promise of integration.

Digital and social brands that embrace integration reap far more benefits from customer journey-based integration because they get the double-edged opportunity to react faster to market changes, and gain insights ahead of the competition. This is based on managing the customer's journey and leveraging social and digital as the engagement mechanism.

A Set of POVs to Drive Your Future

In a series of points of views over the next few months we are going to walk through what it takes to be truly integrated, and not just with one or two functions, but across a wide range. We have seen evidence in best practices that the pressure to do social and digital "right" is even greater than before. A limited perspective (one + one) will miss the wider and more effective opportunity.

One + One is Not Really Integration

Integrated online and offline, integrated online and social, integrated sales and channel, integrated media and marketing, integrated communications and brand: These are the marketing (and sometimes sales-based) marriages, especially inside B2B, we increasingly hear about. We call this integration, the integration of one + one. One function plus another bonding together at some point in the customer's journey. This is a start, but it really is an old world way of thinking and taking advantage of integration.

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PulsePoint Group
April 8, 2011

A recap of last week’s POV posts:

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PulsePoint Group
March 14, 2011

A recap of last week's POV posts:

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Time Inc. CEO Jack Griffin was recently ousted after less than six months on the job. An agent of change within the organization, his approach to overhauling the ailing media organization clearly didn't mesh with what his organization was ready for. Griffin's demise reminds me of the stellar job Louis Gerstner did when faced with a struggling IBM in the early 1990's. One of the greatest examples of a change agent succeeding, Gerstner was responsible for changing the entire direction of an organization that until he took over was looking to break up its business into smaller units and dissolve others. Today, IBM is a singular technology services powerhouse thanks to Gerstner's strategic vision and ability to guide the company through a massive change in culture.

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