Digital Transformation is not about Technology

Despite its name, Digital Transformation is not about technology. Digital Transformation is about having the foresight to change before others force you to.

Thanks to the Dublin Chamber of Commerce, I attended a Digital Transformation breakfast briefing designed to show the audience how to jumpstart their Digital Transformation initiatives by providing practical, actionable advice and success stories from organisations who have been there and achieved this. Here are the key highlights:

Who were the speakers

The guest speakers included Gillian O’Sullivan, Partner, BearingPoint Ireland, Hugo de Sousa, Head of Innovation, BearingPoint Ireland and Rui Pereira, Co-founder & VP of Digital Transformation, OutSystems.

Digital Transformation is not a silver bullet

Unfortunately, there is no silver bullet to Digital Transformation, no single technology or project that will guarantee your organisations future success and timelessness. Digital Transformation is therefore a journey of ongoing adaption and improvement based on your internal operations and external environmental forces such as changes in the competitive landscape or shifts in consumer behaviour.

Don’t start with the Technology

Technology is incredible and has the power to do nearly anything we need it to but its not the heart of Digital Transformation or Digital Strategy for that matter. Technology is the arms and legs, the enabler that allows the organisation to get to its destination.

A well designed strategy with successful implementation is the central nervous system vital for every Digital Transformation initiative.

We don’t have time for Digital Transformation!

We are told that the pace of change is increasing, customers want more (and now) and our competitors are eroding away our competitive advantage. For example, rather than patchworking legacy systems together and fighting it out for marginal gains, think about how a step change in your Customer Experience (CX) could differentiate you in the market…. Sounds easy in principle but difficult in reality. Digital Transformation projects need C-suite level support of overcome barriers such as existing technology project backlogs, lack of time to innovate and scarce resources.

Leverage technology to achieve organisational goals

Your CEO and board of directors wants to know ‘Ok, so we understand that strategy is the starting point and technology is the enabler, but what can that technology do?’. If implemented correctly, technology can help organisations achieve their organisations to deliver better services to their customers, streamline internal workflows, perform process faster and even achieve superior outcomes in terms of revenues or margin gains.

Pro tip: A cohesive strategy and organisational change plan needs to be in place to set up Digital Transformation for success.

Plans and visions of the future

For many industries, gone are the days of long term strategic planning of 5 years and beyond. Today, leaders are planning 1-2 years ahead and their 3-5 year plan is more of a vision or direction that must be flexible to change. In the short run, shareholders/CEOs want increased profitability and challenge the CIO to help deliver on this by providing a platform for speed, agility and adoption.

ICT is now a strategic driver of growth

In successful organizations, the CIO has been elevated to a strategic leadership position as important as the head of finance. To excel here, CIOs and their teams need to know more than coding and technology, they must work with leaders and business units to capture requirements and articulate this in a cohesive strategy. To do this requires a new skill set of strategic thinking, business analysis, stakeholder management and communication.

What do you think?

I would love to hear your thoughts on Digital Transformation, Digital Disruption and  the role played by the CIO in your organisation. Leave your comments in the comments below. If you want more information about Digital Transformation, private message me and I will be happy to respond.

What is Digital Disruption & Transformation

We love buzzwords, they sound good at conferences. However when some words get overused, it can be difficult to make the right decisions and take the right actions for your organization. Today, we will explore the meaning of Digital Disruption and Digital Transformation.

There are mixed views in industry

Digital Transformation is not all that new, many Chief Information Officers may tell you that Digital Transformation is an extension of modernization efforts and process efficiency programs. Many Chief Marketing Officers may tell you that Digital Transformation is the organization’s ongoing efforts to adapt to changing customer needs while the Chief Finance Officer may tell you that Digital Transformation is implementing process efficiency and cost reduction programs.

There are mixed views about Digital Transformation depending on which department you sit in but one thing is clear, digital Transformation is not going away. According to IDC 40% of all technology spending will go toward digital transformations, with enterprises spending in excess of $2 trillion through 2019. According to Harvard business Review, $1.3 trillion that was spent on Digital Transformation in 2018.

What is Digital Disruption

According to Gartner, Digital Disruption is ‘an effect that changes the fundamental expectations and behaviors in a culture, market, industry or process that is caused by, or expressed through, digital capabilities, channels or assets’.

Digital Disruption can be seen as changes in the external environment that lead to organisations having to change their operations and process accordingly. Over a decade ago, we drove to our local video store to rent the latest releases but thanks to streaming services we can watch the latest movies on our smart phone while or our morning commute, we can bank from our phone or book flights without ever speaking with a service agent.

What is Digital Transformation

Digital Transformation on the other hand is ‘anything from IT modernization to digital optimization, to the invention of new digital business models” according to Gartner. Technological advances in the external environment force many organisations to change how they operate and even how they provide value to customers.

Successful Digital Transformation involves successfully adapting your structures, process and infrastructure to your current customer needs and market forces

According to Salesforce, Digital Transformation is ‘ the process of using digital technologies to create new — or modify existing — business processes, culture, and customer experiences to meet changing business and market requirements. This reimagining of business in the digital age is digital transformation’.

For example, Encyclopedia Britannica had its proud place on many of our bookshelves but with the rise of content online, Encyclopedia Britannica changed its model to become an online content provider. This was not the case for the movie rental company Blockbuster who failed to transition from providing content via an expansive physical store network to an online streaming provider like NetFlix.

How can your organisation lead its own Digital Transformation

Digital Transformation is more than bringing in new technology, it requires change to how parts of the organisation operates. According to George Westerman, MIT principal research scientist, Digital transformation marks a radical rethinking of how an organization uses technology, people and processes to fundamentally change business performance.

Senior leadership must be aligned on a common vision of what to achieve with Digital Transformation and work with mid management and operational staff to successfully implement it. Process will change, staff need upskilling and the organisation must be comfortable with the process of trial and error rather than seeking the instant gratification efficiency from the start. This can be difficult for seasoned management who built their careers on fine tuning their process only to find that the market has moved onto something different and a step change is required.

To conclude, Digital Transformation can be seen as a response to shifting external forces or upgrades required inside the organisation. Different departments have different views on what Digital Transformation means to them but a unified view is needed. Digital Transformation is not just about technology, it requires adaptation to your organisations people and process operations.

Digital Transformation Strategy: Deconstruction of the Value Chain

Organisations use Digital Transformation as a mechanism to evolve, this is prompted by internal needs or changes in their external environment. As the processing, storage and communications power of technology expands exponentially, the way entire industries operate is also being disrupted. In this article, we will explore how value chains are being eroded and what firms can do to survive.

You may be aware of the value chain; a set of activities that a firm performs to deliver a valuable product or service to the market. The concept was first described by Michael Porter in his 1985 best-seller, Competitive Advantage: Creating and Sustaining Superior Performance. Due to technological advancements, business architectures have been transforming in recent years, the business architecture explains how industry players are organized to deliver value to end users. These players include competitors, suppliers and players from adjacent industries, how do they interact together and who do they interact with, you may familiar with Porters 5 Forces model. A firms structure, strategy and overall Digital Transformation are influenced by its industry architecture as the firm positions to add value (though great products and services) and capture value (revenues and profitability) relative other players.

Lets connect on Linkedin

The game has changed

Historically, business architecture was seen as a vertically integrated value chain whereby a succession of players (suppliers, producers, and distributors) transform raw inputs into market-ready products/service, one step at a time. For example, trees are cut, wood is processed into tables and sold to you by your favourite homewares retailer. Firms used vertical integration to control and reduce transaction costs, gain efficiencies and gain competitive advantage via scale and scope of operations.

With advancements in technology and a little help from Moores law, Butters law and Kryders law, cost reductions and efficiencies are achievable by firms who are unable to achieve vertical integration. It has become cheaper and cheaper to store, process, and communicate information digitally. Additionally, new start-ups or challengers with the foresight to reinvent themselves challenged incumbents by attacking specific parts of the value chain rather, essentially deconstructing the value chain. 

Transaction costs declined, for example ERP integration allows firms to check inventory levels in their third party distributors while firms could instantly compare prices between suppliers through online auction portals. As a result, links in the vertically integrated value chain became looser.  This independence and inter-operability allowed each layer to evolve with its own key success factors. Some layers were scale sensitive and scaled while other layers needed innovation and agility so they fragmented.

For example,  In the early-mid 20th century, telephony was offered as an end-to-end service. A single company would wire your home, manufacture handsets and operate the infrastructure. Overtime, customers purchased handsets from other firms and the telephone infrastructure evolved to provide innovation services. With the emergence of the internet, email, social media and messaging apps, customers could communicate even if they did not have a physical landline/wired telephone. Think about the mobile device in your hand, the efforts of several firms (rather than a single vertically integrated one) allowed you to make that call, send that picture or read this great article.

How will you secure the future of your firm if part or all of your value chain can be dismantled by new/existing challengers?

Darwin was right

As Darwin said, ‘evolve or die’, firms whose value chain is under attack must adapt how they operate and how they add value. Staying with the telephone example, the telephone providers vertically integrated value chain is crumbling but their infrastructure is still vital in the provision of internet services. Opportunities exist to sell customers larger data plans so they can continue to watch NetFlix, listen to Spotify and order products on Amazon. There are also opportunities to provide additional services such as cloud storage, cybersecurity protection and other software as a service solutions. Rather than seeing the deconstruction of the value chain as a challenge to one’s survival, see it as a call to action to reinvent and provide different products/services that could yield greater returns over time.

This deconstructed teleco value chain can be seen as a stack, layered with different players. The bottom of the stack (the fiber wiring infrastructure) required scale and efficiency among a small number of players. However, the top of the stack required innovation from several players providing hardware, software and services to customers that eat up the data provided from the bottom of the stack. In some ways this can be seen as a symbiosis of different players rather than a competitive scenario where one player vies for total control using scale efficiencies rather than market lead innovation.

The message for you

Technological evolution has changed how industries operate, moving from the traditional vertically integrated value chain to a stack-based structure. The stack structure reflects how players can compete differently; scale is key at the bottom, while innovation and differentiation can bring success at the top. Competitive advantage is not sustained by vertically integrating the whole stack as other players can attack a specific level. Incumbents need to think like start-ups and reinvent themselves (from within or acquisition) rather than adopting old models of industry domination through vertical integration.

Lets connect on Linkedin

Learn more

Deconstruction of the Value Chain (BCG)

Philip Evans on the Disruptive Forces of Technology

Keynote Philip Evans Managing Director and Partner of The Boston Consulting Group

Dublin Tech Summit Speakers announced

Hi all,

 

I am thrilled to be speaking at the Dublin Tech Summit again this year. Last years event was incredible and this years will be even better. The Dublin Tech Summit will take place  in Dublin, Ireland on 18th & 19th April 2018 will an impressive line up of international speakers sharing their views and insights on everything from music tech and media consumption to cryptocurrency and fintech. This is not to be missed.

 

See you there

 

Equilibrium theory of learning

How do we learn and how can we help our students/clients learn more effectively. This question is top of mind for most educators and trainers around the world. By combining 3 dominant learning theories I propose the Equilibrium theory of learning.

I am currently undertaking the Post Graudate Diploma in Training & Education

As discussed in yesterdays group activity, here is an attempt to unify the 3 dominant learning styles into one: Equilibrium theory of learning.

Key points:

• This is a theory, research and testing would be required to validate the relationships of the variables shown in the diagram.
• Learning is a process that occurs and is influenced both internally and externally.
• Internal considerations include the learner processing information, their motivation towards learning, their goals, the belief that they can learn it (self efficacy), experience and the cognitive ability etc.
• External considerations include: stimulus, incentives, role models, peer groups, social/cultural influences, availability of leaning materials, pedagogy, the teaching environment/process.
• Equilibrium seeks to reconcile the fact that internal and external factors both shape the learners ability to learn and can be part of the learning process itself. For example, the existence of a well structured course with concise materials may elicit the desire to learn and facilitate it by the availability and easy consumption of the materials thus is a virtuous circle.

 

Common factors across behaviorism, social cognitivism and constructivism:

• A driving force: Goals, motivation, stimuli, incentives.
• Memory, repetition, trial & errors, pattern recognition.
• Base knowledge which can be built up, linear progression, semi-permanent learning.
• Interaction: with internal and/or external stimulus: learning generally has an external prompt with is internalized by the learner. Some learning can be a solitary event (reading a book) or with others (group work) however in both cases the learners interacts with an external variable (the book or classmate/teacher).
• Elicits change: Most learning elicits a change in the learners behavior however this may only be content specific. Example: learning to drive may only show behavioral change when driving or being a pedestrian/cyclist. It will not show a change in behavior while the learner is at a meeting, swimming or some other content unrelated to the learning domain.

 

What do you think

Do you agree or disagree with this theory?

How can it be improved or expanded upon?

How could this apply to your students or clients?

 

Connect with me on Linkedin

Digital Marketing, the Gary Vee way

Gary Vaynerchuk (Gary Vee) delivered his keynote presentation in Singapore to tell the world what’s hot in Digital Marketing. While much of his daily content is focused on early stage entrepreneurs and motivation, it is good to see him focusing on Digital Marketing platforms and tactics. he delivered his signature style of off the cuff honesty telling it like it is which always resonates well with audiences and his growing fan base. Here are the highlights:

Speed:

The digital landscape changes every few weeks/months and not every year. This even prompted him to change his websites slogan and theme to address the importance of the attention and interest economy rather than marketing in a give year.

Content Marketing:

In the early days, Gary built his online presence on Youtube with Vine library. Originally intended to sell his wines, Gary quickly (in about 3 mins) realized that he could be more effective at top of the funnel awareness building that doesnt not give audience the hard sell approach. He recomends against posting salesy content and instead posting info that the audience will enjoy & learn from.

Social media:

Facebook and Instagram are still huge. Other social networks have their place for marketing but FB and Insta have the wide audience reach, focused targeting and metrics to deliver for marketeers. This is at odds however with other articles I’m reading as large FMCG advertisers are putting pressure on Facebook and Google for better transparency, this is one to watch for 2018.

Advertising:

Advertising on Facebook, Instagram and Google are under priced and highly effective. As mentioned above, this is at odds with other articles and discussions at the moment so I believe we need to take a critical view as online advertising is coming out of its golden age in maturing as marketers scrutinize its effectiveness.

Skills:

Gary says that everyone in digital marketing, even senior managers, need to keep their skills razor sharp by maintaining their practitioner level knowledge of their platforms and channels. This is even more important given the rate of change in the industry as mentioned in the opening of this article.

Virtual Reality:

Despite its early hype, Virtual reality has not taken hold as some (including myself) predicted however Gary believes that it will grow significantly in the future but not for several years. He is seeing the long term potential and is inline with what I have been reading from Gartner and the Hype Cylce research.

A growing trend to watch:

Voice assistants like Alexa are ones to watch. Despite current glitches with devices randomly laughing, this tech looks like it is here to stay. Content creators need to think differently about how to appeal to audiences that don’t have a screen and navigate through vocal commands.

What do you think:

What are the big trends you are seeing, will VR take off and do you think voice search is important?

I would love to hear from you on social media.

See Garys Keynote presentation here.

Technology is the Future of Digital Marketing Gartner

For many years, the  line has being blurring between technology and marketing. Now, Chief Marketing Officers are commanding even larger tech budgets than ever before. In this article we will look at the top 5 tips from Gartner. Each year the Gartner Hype Cycle tells us what is in store for Digital Marketing & Advertising, their advice is:

‘Pay attention to artificial intelligence, managing your data, and the relationship between martech and adtech.’

 

According to Gartners CMO 2017 Strategy Survey, the biggest trends in marketing over the next 18 months will be customer experience, customer retention and growth. Marketers are exploring technologies to leverage data from the wide range of audience touch points available such as website, social media, customer profiles and other sources.  According to Bryan Yeager, research director, Gartner for Marketers:

“Marketers pursuing tailored, real-time engagement require a strong, flexible data foundation that increasingly involves transformative applications of artificial intelligence (AI),”

 

 

 

Be patient with transformation projects
Rethink how your Real-time marketing is organized. While it is important to predict change, it is important to be able to effectively respond to unforseen developments.
Artificial Intelligence (AI): Look into AI now and find the best vendors with scalability experience to help you on your journey.
Customer journey analytics: Look beyond personas and use data to support customer journey mapping across key channels channels .

 

Artificial Intelligence and Marketing

 

Be wary of vendors promising to dramatically revolutionise your marketing using  Artificial intelligence. Research the area well, pick the best vendors, review case studies, establish test criteria and conduct pilot projects to test the application of Artificial Intelligence marketing in your organization.

 

Use data to enhance customer experiences

Customer data platforms (CDPs) must be seen as an investment in the future that may take time to realise its benefits on the bottom line. Data management platforms: Look internally to leverage your own data rather than using third-party data for your ad and content targeting.

 

The marriage of Martech and Adtech

Customers will move seamlessly between their devices using a work laptop, personal phone and tablet. Use cross-device identification to determine the best solutions to provide a more complete understanding of customers and prospects. Ensure that sales and marketing teams are aligned using Account-based marketing (ABM) to  engage audiences and report accurately.

 

Brand safety a top digital advertising priority

Ad blocking is a big problem for brand owners and  advertising platforms who should work together to develop native solutions that complement content rather than interrupting audiences. Win back the trust of audiences by using ad verification to filter out unreliable publishers.

 

 

What do you think?

What is the future of Digital Marking in your organization? What are your key Digital Marketing priorites in the year ahead? Let me know on LinkedIn or Twitter

LinkedIn: ie.linkedin.com/in/robertfarrell1/

Twitter: @RobertFarrell_

eCommerce is big business in Ireland

We know that eCommerce is big business but just how valuable is it to Ireland and what are we as a country doing to support eCommerce skills?

It is estimated that we (in Ireland) spent €6 billion online in 2014, this is up dramatically from the governments €1.1 billion of 2013 spend. According to BearingPoint, Ireland’s internet economy is worth 5% of GDP and by 2020 and is expected to be worth just over €21 billion. According to Wolfgang Digitals online economy in Ireland report, Irish eCommerce sites grew traffic by 17% and online revenues by 45% in 2016. While physical stores play a significant role, the omni-channel approach looks here to stay as business can combine the convivence and experience of a store network with personalised content and experiences online.

How does eCommerce stack up?

According to Wolfgang Digital’s Irish Online Economy Report 2016; online spend represents 6% of the Irish economy and grew 9 times faster than the overall economy. However, all is not perfect as our share of revenue generated from international shoppers declined from 36% to 19% demonstrating the intense global competition faced. With global eCommerce expected to represent 20% of global trade by 2030, Ireland must develop the infrastructure and talent for eCommerce growth.

How are educators responding?

Irelands third level education sector has responded to the rise of Digital Marketing by providing many courses ranging from short courses to master’s programmes. We are seeing signs of hope with a small number of eCommerce specific courses emerging such as Dublin City University (DCU) offering an MSc in Electronic Commerce and University College Cork (UCC) offer an MSc’s in Electronic Business. Shorter courses are available such as Dorset college offering a CIW E-Commerce Specialist program and the Irish Internet Associations diploma in ecommerce management.

The opportunity for eCommerce

To ensure that the right eCommerce skills are developed; industry and educators must engage in a clear and regular dialogues to ensure that students/graduates have the right skill-set. Students/graduates must also maintain their Continuous Professional Development (CPD) by attending the right networking events such as conferences and training sessions while also reviewing online media to stay aware of the latest trends. Industry can play its part by feeding into curriculum development for educators and recognize best practices via industry awards.

What do you think

Now, I love to hear from you. eCommerce professionals: how did you get into the sector, what are the big skills required, how do you maintain your CPD and how well prepared are students/graduates that enter your business?

 

Let me know via Linkedin or Twitter

Linkedin: ie.linkedin.com/in/robertfarrell1/
Twitter: @RobertFarrell_

Bootstap your marketing

Many organizations don’t have budgets for expensive “Above the Line” marketing and advertising (television, radio, newspapers & billboard). But with some creativity, many organizations can avail of more cost effective “Below the Line” marketing (direct mail, PR, customer service, direct selling, telemarketing, trade-shows). While Above the Line advertising can reach a very large number of people it can be untargeted and very expensive for many companies. A well-planned & executed marketing plan through the right channels can deliver both short and long-term benefits to a business. This article explores how to review and your current marketing spend, and suggests methods to promote your business on a limited marketing budget.

Don’t let limited marketing budgets hold you back. A well-planned & executed marketing plan can deliver big results

 

Evaluate your current marketing spend

Companies must regularly review their marketing spend and its effectiveness to prove its benefit to the business. This can be done by looking at numerous factors, two are described below:

Last year’s figures

Last years spend and sales figures show current performance versus previous year. This gives an insight into market and customer spending trends over time. It is important to watch for peaks & troughs and what caused them such as a previously successful campaign.

Changes in the market

Part of strategic marketing involves monitoring market & competitor changes as this may impact the company’s performance. Marketers should look at these factors to understand how their industry has changed: Buyers, Suppliers, Competitors, Complimentary businesses, Substitutes and New Entrants.

 

Set clear marketing goals

Setting clear marketing goals will help your business focus on what you want to achieve and act as a ‘roadmap’. Objectives could include:

• Increasing your customer base
  Developing your brand identity
  Using greener packaging
  Distributing your products online
  Market research will help you to form a strategy to achieve your objectives. Setting SMART goals (specific, measurable, achievable, realistic and time-bound) will help you focus you research & marketing efforts even more.

 

Attract, Convert, Retain and Delight customers

According to current trust barometers, customers trust each other less than messages from companies. Referrals, testimonials & recommendations from satisfied customers are a great way of getting new customers. To maximise your marketing spend, you must satisfy current customers, attract new customers and encourage past customers to begin buying again. There are many ways to do this, one way is to identify your Unique Selling Point (USP) and use it to you advantage. For example, do you have a distribution method competitors lack or are you the only one of your competitors with an online presence?

Attract new customers

• Let potential new customers know who you are and what you offer
• Make your first impressions positive
• Position yourself as a leader next to your competition by offering better quality products, superior service, convenience or a wider product range.

Communicate with customers

• Talk to your customers and focus on their needs and wants
• Be specific, honest and clear about what you can offer
• Keep in touch – send email updates or newsletters
• Get to know your competitors and what they are offering

Creatively sell to customers

• Encourage customers to ‘buy now’ by offering lower prices for immediate purchases
• Use coupons or e-vouchers that are easy and cheap to design & distribute

Delight your customers:

• Use every interaction as an opportunity to make a connection or deliver great service.
• Reward customers with loyalty schemes
• Reward staff for delivering amazing customer experiences
• Ensure your staff are motivated & aware of your customers’ needs and your products & services.

 

Cooperate with related businesses

You can attract new customers through cooperation with a business related to, but not in direct competition with you. For example a plastering company and local decorators or a women’s fashion boutique with a maternity wear store. Only choose a reputable company to cooperate with.

 

Brand building on a budget

Public relations are designed to raise awareness of your brand, company or product. When executed well, it can be a cheaper and more effective alternative to advertising.

Some cost-effective ways to promote your business are:

• Join relevant professional or social groups and attend networking sessions
• Issue a press release to local or regional newspapers
• Take part in business competitions to win awards
• Promote yourself as an expert to local media, write an article or start a blog.
• Volunteer to speak at meetings or seminars related to your field.
• Relaunch your website, shop or product/service
• Include your brand imagery on the side of you delivery/sales fleet
• Get involved in charity, host an event on your premises & invite the media
• Get involved with the community & fundraising – try fundraising or offer your product or service as a competition prize

 

Digital Marketing

Lets not forget about the huge benefits that organizations can gain using Digital Marketing such as:

• Displaying your business or even selling online via a professional looking website,
• Raising awareness and supporting sales using online advertising on platforms such as Google Adwords,
• Staying in touch with prospects and customers using email marketing.
• Informing your audiences and gaining their trust using content marketing.
• Showing your brighter side and staying top of your audiences mind by using social media marketing.

 

What do you think?

What are your top tips for growing your organization through marketing, how effective is digital marketing for you and what are the channels that work best for you?

Let me know on Linkedin or Twitter:

Linkedin: ie.linkedin.com/in/robertfarrell1/

Twitter: @RobertFarrell_

Digital Marketing workshop with eir

I was delighted to speak at the eir Digital workshop on Thursday September 14th in Dublin, Ireland.  This event was filled with business owners and professionals wanting to grow their business and make new connections. To find out more check out eir Digital Workshop in Dublin. Check out my Linkedin video overview of this eir Digital workshop.

I delivered a presentation covering:

1. Ireland Digital Economy
2. The Impact of Brexit
3. My top tips for Digital Marketing

 

eir Digital Workshops

This is the final in a series of eirs national Digital Workshops exploring topics such as Digital Marketing, Tendering and Growing a B2C marketplace. Attendees at the eir Spiders Digital workshop can expect to:

• Meet and network with other Irish business owners and professionals.
• Meet, ask questions and learn from digital professionals from a wide range of industries and sectors.
• Learn how to use Digital to grow your business.
• Learn to interact with your customers and key target audiences through social media.

 

Speakers

The event was moderated by Colin Meagle, CEO at Continuum Group. Colin was joined by speakers including Tony Corrigan, CEO & Founder, TenderScout, Sean Murphy, Director at Xwerx, Patrick McConville, Client Partner / Deputy MD at ICAN and Paul Mulqueen – Head of Small Business, eir.

 

For more information

To find out more, check out eir Digital Workshop in Dublin or  contact rebecca.brady@businessandfinance.com