*Search Still Segregated: A recently released report from iProspect, conducted by JupiterResearch, reveals that 45% of search engine marketers do not integrate their search
marketing efforts with offline channels, in turn uncovering a disconnect between search engine marketer strategies and user behavior. Among the findings:
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55% of search engine marketers intentionally integrate their efforts with at least one offline marketing channel;
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That integration most often involves direct mail (34%) and magazine/newspaper advertising (29%);
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The two integration techniques most frequently used by search engine marketers are prominently including the company Web address and company name in offline initiatives, at
84% and 66%, respectively;
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Only 26% of marketers use the same keywords in offline campaigns that are used in search marketing campaigns; and,
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24% of companies do not participate in offline marketing at all.
These findings can be compared to the August 2007 iProspect Offline Influence on Online Search Behavior study, which found that:
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67% of search engine users were driven to search by an offline channel, and 39% of those offline-influenced search users ultimately made a purchase from the company
that prompted their initial search; and,
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Television advertising was the leading offline channel that drove users to search at 37%, compared to this year's finding that only 12% of search engine marketers integrate
TV advertising into their efforts.
This year's study also revealed that the current lack 8of integration can be attributed to a number of factors, including:
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Lack of budget (19%);
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Lack of human resources (15%);
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Not considered (13%);
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Lack of senior management buy-in; and,
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Separate people managing search marketing and offline channels (11%).
Source: iProspect & JupiterResearch
*Corporate Leaders Actually Followers? According to the 2008-2009 Global Leadership Forecast, released by Development Dimensions International (DDI), confidence in leaders is
at a 10-year low, with only 35% of HR executives citing high confidence in their organizations' leaders. Notable findings include:
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Leaders are dissatisfied with their development. Only half of leaders are satisfied with getting the development they need, which is a key obstacle to leadership
confidence. Leaders want more opportunities to learn on the job, but senior management seldom takes responsibility for making this happen.
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CEOs aren't sending the right messages to leaders. Innovation and global acumen represent two large gaps in leaders' and CEOs' priorities, according to research from the
Global Leadership Forecast and a recent DDI/Economist Intelligence Unit study. Leaders don't feel they're respected for innovation or the ability to work across cultures, while
CEOs rated these high on their list of what is needed.
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Leaders who cross borders are unprepared. As organizations expand their global footprint, 12% of all leaders have some multinational responsibilities. But these leaders are
ill-prepared for the roles ahead of them, as 38% multinational leaders consider their development for this role poor or fair.
Source: DDI
*Change Is in the Air for Executive Pay Programs: Shareholders have become increasingly critical of executive benefit plans and severance policies in recent years, and a
growing number of companies are finally taking note--at least, so says the results of the 2008 Watson Wyatt Proxy Analysis. Among the findings:
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87% of analyzed companies now have stock option ownership guidelines and requirements for executives--an increase from 75% in 2007;
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38% have a claw-back policy that enables companies to recoup incentive compensation if the financial measures underlying the incentive plans are restated, as compared to
23% in 2007; and,
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24% have made or are considering making changes to severance policies, while 43% have amended or are considering amending their change-in-control policies.
Source: Watson Wyatt PRN