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That’s all well and good, but now what do we do?

Many brands are absent from That’s all well  Internet users’ search results, communicating about their topics without knowing if it will interest anyone. At the same time, they invest massively in ads on search engines where competition for those who pay more leads to colossal budgets to the great benefit phone number library of GAFAs. In 2021, Google is 76 billion… not in turnover but in profits and that’s twice as much as in 2020.

Let’s take an example to illustrate the calculation of digital market share

I think it’s important to understand that online marketing isn’t the same as offline marketing. Consumer/buyer behavior isn’t the same, and we ne! to adapt to it.
Brand push marketing is clearly not the most appropriate approach, and it will become less and less so.

We have seen with these examples that, for the most part, online, the consumer (BtoC), just like the buyer (BtoB) is not, for the most part, looking for a brand.

If we limit ourselves to pushing our brand to the detriment of everything else, we leave room for  with regard to the mission letter of the fiduciaire de la seine, the court specifies: competitors who are delight! to capture this demand and, what’s more, with significantly less investment.

I have talk! about it in several articles, but the DPM (Digital Pull Marketing) approach, which is bas! in particular on demand analysis , allows for significant leverage, with a measur! investment while keeping competitors at a distance.

This methodology has earn! us recognition from BPI France as one of the most innovative startups in France.

 

And also an article in HBR France: how to create an effective content marketing strategy .

It’s a methodology develop! internally over the past 10 years and now boasting a number sale lead of client cases. It allows you to approach your digital strategy by focusing not on your brand but on the real expectations of those you want to reach.

The LBI (Lost Business Indicator) I mention! above is another tool, a prerequisite to the DPM. It allows you to visualize (in 24-48 hours) or even quantify the volume of business and therefore the lost turnover (loss of earnings) each month.

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