Post by account_disabled on Dec 19, 2023 21:31:45 GMT 12
I explained a few months ago, brands must ask themselves the question of the merits of their presence on social networks. social networks, even if it means asking the question of leaving social networks. We develop a social media presence strategy when it responds to a strategy and not because we have to be there. Another point on site traffic, we very often see that traffic to a school’s site comes from…. of its own students who go there to connect to their online space. Sometimes this traffic seems to be the most important, by far. We make the same observation in banking or telephony for example: despite fairly substantial marketing efforts, websites often remain customer relationship management tools (consulting your account or invoices) and not sites for acquiring new clients.
What all business schools do When you conduct an external audit like this, even Email Data with powerful Big Data tools, you can see facts, but you don't necessarily have the explanation. For example, if a website has 80% branded traffic, this can: respond to a strategic choice, be a coincidence, be a desired or undesired collateral effect of the actions implemented, be a lack of awareness of the importance of non-branded traffic. branded… Today the PUSH approach based on highlighting the brand seems to be the norm and the main, if not the only, online strategic orientation. A bit as if the school brand was the only criterion not only for information but also for choice. As I indicated, this situation is not specific to business schools since it is found among many players in other industries. Digital marketing is most of the time self-centered and relies on very push communication to make its brand as visible as possible, as if this were the only criterion of choice for Internet users.
Ads, posts, articles, content, videos... we try to be present on as many audience points as possible, telling ourselves that depending on the media we should reach this or that target. And this, even when we claim to be doing inbound marketing. The customer is rarely a subject. What avenues are still untapped by business schools? This first analysis shows that digital communication based on the brand is done by all schools and that it gives results on the French market. On the other hand, the potential remains significant internationally. Push can therefore probably be further improved but this is, I think, the main lever for growth and development. On the other hand, the PULL approach, which is based on demand and not on supply, seems not yet to be implemented and the potential for growth, not to say disruption, is real. Beyond the Push/Pull concepts which essentially relate to offline marketing, it is above all the “customer centric” approaches which have not yet been deployed.
What all business schools do When you conduct an external audit like this, even Email Data with powerful Big Data tools, you can see facts, but you don't necessarily have the explanation. For example, if a website has 80% branded traffic, this can: respond to a strategic choice, be a coincidence, be a desired or undesired collateral effect of the actions implemented, be a lack of awareness of the importance of non-branded traffic. branded… Today the PUSH approach based on highlighting the brand seems to be the norm and the main, if not the only, online strategic orientation. A bit as if the school brand was the only criterion not only for information but also for choice. As I indicated, this situation is not specific to business schools since it is found among many players in other industries. Digital marketing is most of the time self-centered and relies on very push communication to make its brand as visible as possible, as if this were the only criterion of choice for Internet users.
Ads, posts, articles, content, videos... we try to be present on as many audience points as possible, telling ourselves that depending on the media we should reach this or that target. And this, even when we claim to be doing inbound marketing. The customer is rarely a subject. What avenues are still untapped by business schools? This first analysis shows that digital communication based on the brand is done by all schools and that it gives results on the French market. On the other hand, the potential remains significant internationally. Push can therefore probably be further improved but this is, I think, the main lever for growth and development. On the other hand, the PULL approach, which is based on demand and not on supply, seems not yet to be implemented and the potential for growth, not to say disruption, is real. Beyond the Push/Pull concepts which essentially relate to offline marketing, it is above all the “customer centric” approaches which have not yet been deployed.