Consultante en communication et marketing

Entreprise :

EXPER Consulting est un cabinet de conseil offrant des services allant de la stratégie à la mise en œuvre (Organisation, Finance, Développement de Projets, …).

Pour accompagner notre croissance, nous recherchons actuellement une Consultante Com & Marketing

Dotée d’un tempérament énergique allié à un grand sens du service, vous faites preuve de diplomatie, de tact, atouts que vous souhaitez mettre à profit dans une optique à long terme, au sein d’une entreprise dynamique et dans une excellente atmosphère de travail.

Ce poste exige de réelles qualités humaines : excellente présentation générale, excellent relationnel, sourire, dynamisme, rigueur, ponctualité, réactivité, sérieux et diplomatie.

Poste : Consultante Com & Marketing

Attaché à la Direction Générale, vos missions seront les suivantes :

Réalisation et exécution du plan marketing (autour de la base de clients existants et potentiels)Définition et mise en œuvre du plan de communication (autour de la base de clients existants et potentiels) et organisation d'évènements de communicationRéalisation des différentes tâches de marketing opérationnel (création de brochures, manuels, ...)Exécution des actions de téléprospectionGestion & évolution des contenus des supports de communication internes/externesSupport de la force de vente en génération de leads Réalisation d’une veille concurrentielle et les différents benchmarks au niveau national et au niveau international

Profil recherché :

Formation académique : un Bac+5 en Marketing et en Communication.Expérience professionnelle : expérience similaire souhaitable d’une année. Compétences personnelles : vous êtes créatif, rigoureux et organisé, vous souhaitez vous investir et relever des challenges. Vous avez le sens des priorités et êtes force de proposition.

Type de contrat et salaire Net :

CDI à partir de 3.000 Net (après un stage de pré-embauche de deux mois)

Contact :

MAIL : experconsultinggmail [dot] com

Updates on tap for two email marketing service providers

Email marketing continues to be one of the most widely used methods for small-business owners to connect with existing customers, and with prospects. Research from the Radicati Group pegs revenue for this market at approximately $12 billion, and it's expected to surpass $16 billion by 2016.

One of the best-known companies among these service providers, Constant Contact, this week made two significant changes to its platform.

The first big update centers on contact management: essentially, Constant Contact is embedding a much richer set of reporting features into its native contact manager so that small businesses can more closely track relevant interaction information in context.

For example, you can see click-throughs, newsletter opens or event attendance figures within the contact. There's even a new "did not open" reporting capabilities. (Yes, the service is starting to look and sound sort of like a customer relationship management application.)

The other big change is focused on the MyLibrary component of Constant Contact, which is the place where subscribers store images and documents.

This feature now supports Microsoft Word, PowerPoint and Excel document uploads (in addition to PDFs and images). What's more, you can drag and drop images directly from a computer desktop or from within Facebook or Instagram profiles.

There's also a new version of the Quickview mobile app for interacting with MyLibrary; it runs on both Android and Apple iOS. Despite its name, this isn't just a viewer": you can upload documents, edit files names, copy file URLS and so on.

The entry-level version of Constant Contact's email service starts at $15 per month for up to 500 contacts. The company, based in Waltham, Mass., has been around since 1998. It counts more than 500,000 small-business customers.

Constant Contact isn't the only game in town, of course. As I was reading up on these updates, I was pinged by Montreal-based CakeMail, which also offers a service for managing email marketing campaigns. Its offering, called CakeMail 4 is a far slimmer service, with a focus on simplicity and ease of use: it allows contact management and personalized campaigns that can be generated using templates. The service starts at $8 per month, although you can use a sponsored version (you'll have to put up with ads) for free if you have fewer than 2,000 contacts.

CakeMail's private label version is used by more than 350 brands in 40 countries. The Montreal-based company was launched in 2007. 

Related stories:

Marketing: Community emerges as a source of customer 'truth'

Summary: The role of community is shifting from customer support and service to being part of the brand marketing mix. Chief Marketing Officers should take note of this trend.

During a recent CxOTalk conversation with Wendy Lea, CEO of Get Satisfaction (disclosure: I am an advisor), we discussed the value of online communities in brand marketing. Although support organizations have long used communities to improve customer service and reduce costs, the relationship of community to marketing is particularly interesting. You can view the entire discussion here.

In the short video excerpt embedded below, Wendy describes how communities can bring together the customer's voice with data from enterprise systems such as CRM. In addition to other benefits, engaging customers in community also drives transparency and openness, attributes that modern consumers increasingly expect:

In the world of customer experience, there is an elegant merger of this outside-in social world into these systems... I have to have everything integrated, otherwise I don't know what is going on and I can't build the culture that stays open, that we are supposed to represent to others.

It takes a lot for a company to embrace transparency; that's hard, because most companies want to control everything. The community effect, that we see happening now, can bring a new life to these very essential CRM portal-based tools that can allow the doors to fly open, the windows to fly open, so the conversations are more natural, more free-flowing, so the business results, inside and outside, are there.

Having established a link with traditional enterprise systems, Wendy explains the next steps in using community to create marketing value. This value arises by harnessing the active relationships that naturally arise when customers interact online:  

We should be able to feed the top of the funnel, helping marketers understand the value of community in the marketing mix.

We can take social interactions from our kind of community and extend their shelf life. To leverage those, you have to tag them, curate them, re-syndicate them, and extend their life. Otherwise, you just lose that opportunity.

We are not a forum, we are a living, breathing asset that connects customers to each other and then brings them into the website of a brand.

Communities provide a place for customers to interact and create content directly out of their own experience:

Content is king: it is the gasoline, social is the fire. I've got to have content to start the fire. And, then, I have got to have that interaction to put into my marketing automation system. What better content is there than that from your customers?

Establishing a link between the customer's voice and creating practical marketing programs is the primary challenge that community platforms face in making the leap from customer service to marketing. Deriving measurable structure and marketing utility from customer conversations is not an easy jump, although Wendy is totally correct in asserting the high value of this customer content.

We can hardly overstate the importance of direct customer interaction in shaping product design, marketing, selling, and driving leads into sales.

Today, we accept the idea that customers control their relationship with brands. Therefore, marketers should think about community as a gateway to customer interaction, engagement, and relationship. Although responsiveness is a touchstone of customer loyalty, the real marketing value of community lies in harnessing authentic customer interactions as a source of brand "truth."

CxOTalk is a weekly show that I co-host with Vala Afshar. We bring together the most innovative CIOs and CMOs in the world for direct, honest discussion.

Topic: CXO

Michael Krigsman is an internationally recognized analyst, strategy advisor, and authority on enterprise software leadership, CIO innovation, and social business. Interact with Michael on Twitter at @mkrigsman.

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They are executives, cultivating their own marketing departments?

In a report just published, Accenture says that there is a gap of embrace between (official information) CIOs and CMOs (Chief marketing officers). With marketing will strongly digital and demand for big booming data analysis, not surprising that marketing leaders are building their own fiefdoms of technology - and some even have budgets of larger technology CIOs.

Office of the CIO, photo credit NASA

And both it and marketing departments are taking responsibility for marketing capabilities. The Accenture survey of more than 400 executives from marketing and 250 senior executives finds more than one-third of the CMOs and CIOs spend more than 30% of their budgets for marketing with technology.

But it makes no sense having two of you parallel departments under one roof, which seems to be where things are going. And worse still, these two departments you may be competing with each other - for resources and executive support.

Is there room for compromise? The survey reveals that CIOs are more acute in aligning efforts between the two departments to CMOs. Almost eight of every ten CIOs agree that alignment is required, with slightly more than half of the CMOs. Only one of every 10 marketing and it executives say cooperation is at the right level.

"CMOs and CIOs have a confidence problem," the report said. "Both functions focus on building other relations executives before investing in the relationship of marketing-IT".

And marketing are not seeing eyes on things. For starters, CMOs are not happy with the status quo of technology in their organizations. While 61% of CIOs feel that their companies are preparing for the digital future, only 49% of CMOS shares this optimism. Their dissatisfaction is reflected by the survey - CMOs expect much faster drawing and higher quality, with a greater degree of flexibility to respond to the needs of the market.

Approximately 47% of CMOs complain of the complexity and difficulty in the integration of solutions, while 37% of CIOs complain that marketing is avoiding the and contracting directly with technology providers. The list goes on and on.

The key takeaway from this must be: forget turf battles and focus on one thing: the customer. Technology must be designed for the best possible experience and customer service possible. You have to deliver this, and marketing needs to deliver this. It is a basic, simple rule that everyone seems to forget.

Accenture makes the following recommendations to the CIO and CMO back together for this common purpose:

The CMO are identified as the Chief Officer of experience (managers): Accenture makes this recommendation based on the thought that the experience of consumer and consumer-centered should be in the domain of the com.

Accept that as a strategic partner for marketing, not only as a "provider of the platform": "Both functions must work together to understand what systemic changes in their operating model must occur so that they can take advantage of new technologies rapidly reducing the cost and complexity."

Agreement on key issues of the business, such as access to the data of the customer against the privacy and security: Together, both it and marketing "must manage, measure and optimize marketing investments, resources and campaigns. Sitting in their own silos with independent perspectives only continue the downward trend in the success of the business".

Change the mixture of ability to ensure that both organizations are more marketing - and tech-savvy: The best route is to build skill sets mixed in which both it and marketing employees are knowledgeable about it and the business.

Develop confidence by doing just that - relying on: "Consumers do not have the time or interest for the mishaps that arise when marketing and works at cross purposes and inefficiency", warns the report. "Consumers can take their business elsewhere — and will do so. CMOs and CIOs should open the floodgates of communication, pollinate cross marketing teams and it professionals, and accept each other in the suite.