Influencer Marketing Strategies and Operational Efficiency in Italy
Activating multiple sources through influencer marketing aids in brand awareness and establishing trust. By surrounding potential customers with advocates, the likelihood of brand engagement increases. To ensure success, a consistent approach and industry-standard methodologies are essential. Operational efficiency measures like zero-based design and centralization further optimize costs and processes. Italy faces challenges in its banking sector, with recent downgrades impacting national pride and financial stability.
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Presentation Transcript
Surround your customers and stay on top-of-mind Activating multiple sources ensures that potential customer is surrounded by trusted people advocating the same products / brand High frequency of contact increases the likelihood of customer checking out the brand Influencer Marketing is all about establishing trust and raise brand awareness Brands need to circle potential customers from different angles and by combining different approaches 1 2 Micro- influencer 1 Aggregator channels Micro- influencer 2 Large Influencer 1
Typical pitfalls: No consistent approach in methodology for key parameters among company s specialists Risk grid is very subjective and lacks best practice assessment (e.g. currently no information leads to lower chance of success, however, no data does not equate to zero chance of success, i.e. absence of evidence is NOT evidence of absence) Proposed approach: Use industry standard methodology for geological success estimation (e.g. Rose & Associates questionnaire) Assess probabilities of chance factors based on data on prospect, its analogs and regional maps Employ crowd-sourcing methods for estimating chances (e.g. workshops with multiple perspectives from geologists) Each estimate should be well documented and supported by information / analysis / statistics rather than subjective assessment 2
Zero-based design of overall target operating model for each function to radically reduce costs by cutting non-value adding activities Processes and function centralisation wherever possible to gain pooling/consolidation benefits and remove overlaps Demand reduction (e.g., reduce reporting frequency, eliminate reports, challenge historical policies) Lean processes implementation and intelligent process automation (e.g., robotics) Outsourcing (finance processes, risk and compliance, customer operations, client reporting etc.) Legal structure simplification (e.g., branchisation of country affiliates) to centralise functions (only for multi-country booking centres) Procurement and property expense reduction Rationalize demand across all spend categories Consolidate sourcing and review vendor selection to significantly reduce spend in major categories Review real estate needs based on future organization and potential to move to lower cost locations for non-client facing roles Reduce marketing spend based on their ROI on acquisition and campaigns 3
Italy presents the European Unions new bank-rescue rules with their first big test ANOTHER blow to national pride: on January 13th DBRS, a Canadian rating agency, downgraded Italy s sovereign debt, stripping the country of its last A rating. Government bond-yields rose; so will the cost of funding for Italian banks. Erik Nielsen, chief economist of UniCredit, Italy s biggest lender, calls the extra 5bn ($5.3bn) or so banks will have to put up as collateral for their loans from the European Central Bank (ECB) immaterial . Still, it is a burden they could do without. 4
