Lumenox has announced its new LPX6 explosion proof ATEX/IECEx approved high output LED portable floodlight, lumenox.co.uk/lpx6, suitable for providing temporary portable lighting in Zone 1, 2, 21 and 22 gas and dust environments in oil and gas, petrochemical, aviation, marine, utility and other hazardous areas. Powered from either 115 or 230VAC, the light output, generated from an array of 16 high efficiency LED light engines, is 5800 lumens at a colour temperature of 5000°K. LPX6 is IP66 sealed against the ingress of water or dust, allowing it to be used in harsh environments. Operating lifetime is in excess of 75,000 hours, and the colour temperature of the light is stable throughout the lifetime of the unit.
A single unit is powered directly from the mains supply though an integral 0.5m cable, terminated in a standard ATEX plug. An ATEX approved power supply and extension cable assembly enables up to four units to be powered from a single mains socket located inside the hazardous area. The marine grade corrosion resistant aluminium housing is contained within a stainless steel frame, which allows the unit to be vertically adjusted through a wide angle to give optimum illumination as required.
LONDON – Riverbed Technology, the application performance company, today announced the results of a recent study revealing that the British public want to have more digital access to and interaction with public sector bodies. Seventy per cent of respondents would like to engage with public sector services through digital means, however, opinion is split as to whether public services can deliver these new experiences, with 45% believing that expectations regarding the delivery of current digital services are not being met today. The survey commissioned by Riverbed® also found that these days, citizens are happy to use tablet devices to check in for appointments or use social media to contact their MP, with a quarter even open to futuristic services such as driverless ambulances, drones delivering passports and robots assisting in operations.
John Street, Regional Director, Government and Defence, UK & Ireland at Riverbed Technology, said: “The UK public are open to new digital services, with some going beyond the realms of what is available today to reveal the types of services that they deem possible for the future. Perception of digital public services is already pervasive in peoples’ lives and as such, expectations for a great experience is high.
“People are happy to pay their council tax online, use biometrics as valid ID at Border Control and use tablet devices to check in for an appointment at the doctors. These are all currently being tested or deployed across the nation. While experiences are being somewhat met, UK citizens want more. And it is up to government to meet and exceed these expectations by delivering services that are efficient, readily available and interactive.”
The study, Government 2.0: A Riverbed Survey on the Public Sector Digital Experience, also found that over 70% would be happy to interact with different public sector departments via one portal should the government consider creating an online citizen account. Irritations and discontentment however comes when and if these experiences prove cumbersome, time consuming and slow to respond.
Citizens want a convenient user experience
Citizens’ penchant for instant communication and streamlined information access is underpinning their digital experience across different sectors which public sector organisations need to consider. Almost two-thirds of citizens find the amount of information they have to provide ‘off-putting’ when engaging digitally with public sector organisations. Results even suggest some would favour convenience over data privacy with 57% of respondents calling for a greater sharing of personal information between public sector departments to avoid repeated form filling.
John Street continued: “Despite continued reports and reservations about sharing sensitive data, people would like to, and will communicate and engage digitally. But only if the public sector raises its game to offer a digital experience that balances service, performance and security.
“Digital goals across different public sector departments have always been geared towards delivering integrated services that are trusted, secure and easy to use. The findings reflect these priorities which show the public sector is moving in the right direction.”
Better digital experiences need the infrastructure to support it
The study supports the belief that the public sector is behind the private sector in most areas including optimisation of information for mobiles devices (63%) and offering a range of technology available to access information (62%). Respondents view the banking sector to be leading the pack by successfully creating a frictionless experience that does not compromise on security and trust.
John Street concluded: “There are many challenges facing public sector leaders, as they go digital by default. One, as we have seen, is and will be the creation of new services that meet the expectations of an increasingly digital savvy public, while simultaneously making government more efficient. Moving to a digital first model requires the introduction of new systems and technologies to build an infrastructure that not only improves frontline services but will see the back office become more efficient.
“This transformation to digital is already underway but it comes with a renewed need for security, as well as controlled access, application performance, and visibility across the multitude of services and applications across different public services in the UK. The onus is on the government to work with organisations to ensure that these services improve and meet expectations around security, as well as reliability and performance. This will take public sector digital services to the natural next level and more importantly will leave zero room to question on the government’s ability to deliver on these new experiences.”
For the full Government 2.0: A Riverbed Survey on the Public Sector Digital Experience report, please visit: www.riverbed.com/gb/publicsector
The Riverbed Application Performance Platform
Riverbed is delivering solutions to help companies transition from legacy hardware to a new software-defined and cloud-centric approach to networking, and improve end user experience, allowing enterprises’ digital transformation initiatives to reach their full potential. The Riverbed Application Performance Platform™ delivers the agility, visibility, and performance businesses need to be successful in a cloud and digital world. By leveraging the Platform, organizations can deliver apps, data, and services from any public, private, or hybrid cloud across any network to any end-point.
Government 2.0: A Riverbed Survey on the Public Sector Digital Experience is the result of a new research project commissioned by Riverbed Technology and conducted by London-based agency Loudhouse. The extensive study asked 1000 people across the UK to reveal how they use digital services, what they expect from them, and their assessment of how the sector is performing. The study was conducted in June 2016.
Connect with Riverbed
Riverbed, at more than $1 billion in annual revenue, is the leader in Application Performance Infrastructure, delivering the most complete platform for the hybrid enterprise to ensure applications perform as expected, data is always available when needed, and performance issues can be proactively detected and resolved before impacting business performance. Riverbed enables hybrid enterprises to transform application performance into a competitive advantage by maximizing employee productivity and leveraging IT to create new forms of operational agility. Riverbed’s 28,000+ customers include 97% of the Fortune 100 and 98% of the Forbes Global 100. Learn more at www.riverbed.com.
Riverbed and any Riverbed product or service name or logo used herein are trademarks of Riverbed Technology, Inc. All other trademarks used herein belong to their respective owners.
If your organization has never fired anyone, has never laid anyone off, has only single employees that have never been married or divorced, and have no significant others in their lives, then you don’t have to worry about Work Place Violence (WPV) or an Active Shooter. If your organization does NOT fit this profile, then you need to prepare for an Active Shooter. Management needs to understand that they are personally liable for not providing for the safety and security of their staff (OSHA 1910-34139). Several executives have been convicted under that statute and are serving time in jail.
Management needs to educate their staff regarding how to act during an active shooter incident. An employee needs to know:
Company Receives Employees’ Choice Award for Second Consecutive Year
DALLAS — Masergy Communications Inc., today announced that it has received a Glassdoor Employees’ Choice Award for Best Places to Work in 2017. The Employees’ Choice Awards program relies on voluntary input from Masergy employees, who continually rate the company highly.
The Best Places to Work are determined using company reviews shared by U.S.-based employees. Current and former employees share insights and opinions about their work environments on Glassdoor, capturing an authentic look at what it’s like to work at Masergy.
“Company culture and the employee experience are critical considerations for job seekers everywhere when deciding where to work,” said Robert Hohman, Glassdoor CEO and co-founder. “The awards recognize companies that truly stand out because they’re determined by the authentic voice of those who know a company best - the employees.”
“Companies where employees love to work continue to prove that they have a recruiting and business performance edge,” Hohman adds.
“Masergy prides itself on providing our employees one of the best work environments in any industry,” said Chris MacFarland, Chairman and CEO, Masergy. “We constantly strive to provide opportunities for our workers to innovate and make a valued contribution to our business and community.”
The Glassdoor award complements Masergy’s additional company leadership, business growth and customer service awards, including:
● Masergy CEO Chris MacFarland named a 2015 Ernst & Young Entrepreneur Of The Year™
● Masergy Among the Inc. 5000 Fastest Growing Private Companies in 2016
● An industry-best Net Promoter Score (NPS) of 70.3%
Masergy owns and operates the largest independent Software Defined Platform in the world, delivering hybrid networking, managed security and cloud communication solutions to global enterprises. Our patented technology, customizable solutions and unmatched customer experience are why a growing number of leading organizations rely on Masergy to deliver performance beyond expectations. Learn more about Masergy and follow us on our blog Transforming Enterprise IT, Twitter @Masergy, LinkedIn and Facebook.
The length of time victims wounded in school shootings and terror attacks must wait for help from an EMT could be minutes or hours—during which time they could bleed to death. This has happened in a number of cases, including a shooting at an Orlando nightclub in June, when a woman bled to death while waiting for help to arrive.
These incidents have prompted the Department of Homeland Security’s Stop the Bleed campaign, a nationwide initiative to empower individuals to act quickly and save lives in emergency situations. Bystanders are asked to take simple steps to keep an injured person alive until medical care is available. Security guards, custodians, teachers and administrators are being trained at schools and other places to administer first aid until help arrives.
Your organization's actual ability to respond to and recover from an event is directly related to employee readiness across the organization.
It is important to note that too many times we train only those directly involved in key recovery positions and do not train the lower levels of the organization. To determine employee readiness, or how well employees are prepared, ask people across the organization if they know what BCP is or what they are supposed to do in an emergency. If possible, ask not only individual contributors, but senior management as well.
It is important to note that too many times we train only those directly involved in key recovery positions and do not train the lower levels of the organization. To determine how well employees are prepared, ask people across the organization if they know what BCP is or what they are supposed to do in an emergency. If possible, ask not only individual contributors, but senior management as well.
Employee readiness must be heightened both at work and at home. If people are not available because of their personal situation, they cannot assist with any business recovery. Remember, individuals will be most concerned about themselves and their family (and rightfully so). If their personal situation is not safe or stable, they will be distracted at best, or unavailable at worst.
The hybrid cloud is evolving along a strange sort of dichotomy as the year comes to a close: It is getting easier to deploy but more challenging to optimize.
This is partly due to the fact that the enterprise itself is tasked with managing multiple types of workload – everything from traditional business applications to mobile computing and device-driven analytics. But it also points to the fact that the hybrid cloud is not a single entity but a collection of components that must work together near-flawlessly in order to provide the seamless data experience that users expect.
Tech writer Alan Joch noted on BizTech recently that the emergence of turnkey solutions and hybrid management tools is making it easier to deploy distributed cloud environments. Leading IT vendors have taken to leveraging both their home-grown systems portfolios and third-party contributions to craft hybrid architectures that can be easily launched and then quickly scaled to production-level environments. VMware’s Cross-Cloud Architecture, for example, provides for consistent deployment models, security policies and governance across multiple clouds and can be delivered under the company’s Cloud Foundation architecture that incorporates legacy platforms like vRealize, vSphere and NSX software-defined networking.
Having an adjuster with the National Flood Insurance Program (NFIP) come to your home isn’t the same as having your homeowner’s insurance agent or a FEMA inspector assess your damages.
FEMA Individual Assistance (IA), homeowners insurance and flood insurance are three different programs.
Homeowner and business insurance policies usually don’t cover flood damage. They generally do not. Disaster officials recommend:
- If you have flood insurance, call your agent right away.
- If you have homeowners insurance, call your agent right away.
- If you had damages and haven’t registered with FEMA, do so right away.
Receiving a flood claim inspection, registering with your city’s emergency management agency, registering with the Virginia Department of Emergency Management (VDEM), the Red Cross, or with any other charitable organization is NOT the same as registering with FEMA or having a homeowner’s or flood insurance policy.
If you have dual insurance, you need to contact both your homeowners insurance and your NFIP flood insurance agent as well as register with FEMA to initiate individual recovery assistance. The deadline to register with FEMA is January 3, 2017. The deadline to file a flood-loss claim is February 7, 2017.
The deadline date for filing an NFIP flood insurance claim has been extended from 60 to 120 days from the date the flood damage occurred. After contacting your flood insurance agent, the claims process begins with your sending in ‘proof of loss’ paperwork. The flood claim process commonly follows this timeline:
An adjuster will usually call you within 24 to 48 hours after you notify your agent about the flood damage.
Once contacted, a claims adjuster will visit to open the claim. In disasters such as Virginia, some adjusters may have hundreds of policy holders to service.
Policyholders have 120 days after the date of the loss to file proof of loss paperwork. This sworn statement may have to be notarized.
For instance, if you send in your proof of loss at 28 days, it can take at least 14 to 20 days more after that to review and process for payment.
It can take another 20 days to process the claim for payment—and at times only a partial payment can be made.
If you have a mortgage, regulations require that homeowner payment checks be issued in both the lender and homeowner’s name. Usually a bank or lender will require a construction contract or proof of pending repairs before releasing the money to you.
To date, NFIP in Virginia has received 2,231 claims with an estimated payout of nearly $25 million due to Hurricane Matthew.
Some damages not covered by your NFIP insurance may be eligible for coverage under your homeowners insurance, FEMA individual assistance program, or the U.S. Small Business Administration (SBA). You must be registered with FEMA to find out if you are eligible for additional assistance not covered by your insurance policies.
If you receive an SBA loan application, complete and submit it to the SBA, even if you don’t want a loan. Sometimes unanticipated expenses come up as your recovery process nears conclusion.
Information about claims, what to do, how to file, and what proof of loss is needed can be found in the NFIP online booklet “The NFIP Flood Insurance Claims Handbook” at http://go.usa.gov/x89kz. In most cases, there is a 30-day waiting period for a new flood insurance policy to take effect. To learn more about this program, contact your insurance agent or the NFIP at 888-379-9531, or visit www.floodsmart.gov.
Call the FEMA helpline to register, register online at www.DisasterAssistance.gov, or get additional information: 800-621-3362, or TTY at 800-462-7585. You can also visit your nearest Disaster Recovery Center (DRC). Location addresses can be found at www.FEMA.gov/DRC.
HANOVER, Md. – TEKsystems®, a leading provider of IT staffing solutions, IT talent management expertise and IT services, today released its annual IT Forecast research. Rebounding from 2016, findings indicate a rise in expectations for budget increases, while difficulties in talent acquisition and organizational alignment persist. More than 700 IT leaders (i.e., chief information officers, IT vice presidents, IT directors, IT hiring managers) were polled in Oct. 2016 on their expectations for IT spending, skill needs and organizational challenges in 2017. See the full results here.
Survey finds IT leaders relinquishing responsibility for decentralized IT; programmers/developers talent priorityTweet this
Key highlights from the survey include:
IT Budgets Rebound With Focus on IT and Overall Operations
|Q: How do you expect your organization’s 2017 IT budget to change compared to 2016?|
|Stay the same||39%||51%||39%|
|Q: Which functional area do you expect to spend the most on technology? (select one)|
|1||IT (42%)||IT (48%)|
|2||Marketing/sales (27%)||Operations (29%)|
|3||Operations (18%)||Marketing/sales (7%)|
|4||Finance/accounting (6%)||Finance/accounting (5%)|
|5||Human resources/legal (4%)||Customer service (3%)|
|6||Customer service (1%)||Human resources/legal (2%)|
|7||Other (2%)||Other (6%)|
- TEKsystems’ Take: Approaching 2017, the majority of IT leaders (88 percent) expect their IT budget to increase or stay the same. In fact, those IT leaders expecting budget increases reached a three-year high of 49 percent, a rebound of 12 percent year over year. Interestingly, those expecting budgets to stay the same have decreased by 12 percent, indicating an overall positive shift. Seventy-seven percent of IT leaders say most of their organizations’ technology budget will go to IT and operations in 2017, with no other areas reaching double-digit investment. IT departments seem to be limiting their responsibilities to horizontal IT requirements that span across the business, such as information security and data integration. Considering the drop in marketing and sales from the year prior, many organizations seem to have reached a steady state and are opting to increase spending in core areas.
Ability to Satisfy Overall Organizational Demands at Three-Year High; Confidence Lessens Beyond Core IT
|Q: How confident are you in your IT department’s ability to satisfy overall organizational demands?|
|Q: How confident are you in your IT department’s ability to satisfy and support each of the following types of demands?|
|Core IT*||Line of business*||New initiatives|
* Overall organizational demands comprise core IT and line of business demands
- TEKsystems’ Take: IT leader overall confidence is at a three-year high, reflecting the same trend as budget increases. Also similar to trends in budgeting, neutrality declined (10 percent), while confidence increased by a near similar percentage (11 percent). The root cause of increased confidence is not clear, but can perhaps be explained by a lessened responsibility for decentralized projects or a maturation of the ability for outside groups to perform IT functions. For segmented confidence levels—meaning, core IT, line-of-business (LOB) demands and new initiatives—confidence levels are up across the board, though lessen as initiatives move beyond core IT. Eighty-six percent expressed confidence in the IT department’s ability to satisfy core IT demands (up 11 percent), 76 percent in LOB demands (up 16 percent) and 59 percent in new initiatives (up 5 percent). It appears while IT will remain accountable for technology areas that cross over throughout the business (e.g., security), ownership of activities beyond initial implementation of systems will shift to the respective business functions.
Organizational Alignment Remains a Top Challenge
|Q: What will provide the biggest challenge to your organization meeting its goals and objectives?|
Organizational alignment (e.g., shared knowledge, understanding of goals and ability to interact and communicate)
2016: 32% (rank: 1)
Skills (e.g., required skills and understanding of relevant business drivers and technology)
2016: 20% (rank: 3)
Governance (e.g., IT alignment with business strategy and appropriate resource allocation)
2016: 21% (rank: 2)
Scope and architecture (e.g., IT integration within the company and adaptability to business needs)
2016: 9% (rank: 5)
Competency/value measurements (e.g., ability to fulfill requirements and measure return on investment)
2016: 6% (rank: 6)
Partnerships (e.g., managing external perceptions and creating shared risks and rewards)
2016: 11% (rank: 4)
- TEKsystems’ Take: By far, organizational alignment, or how well IT and other areas of the business staff understand and coordinate with each other, continues to be cited by IT leaders (32 percent) as the biggest challenge organizations will face when trying to achieve 2017 goals, with no other area reaching even 20 percent. Based on survey findings, this is not surprising and could be directly related to the decentralization of technology spending, the diffused ownership of IT projects, and resulting pull-back from central IT staff. With technology investments being made beyond the IT department itself, the IT team and IT leaders specifically lose visibility into what others in the organization are doing, making it difficult to connect efficiently and understand each department’s goals.
Security, Cloud, Business Intelligence/Big Data and Mobility Will Continue to See Increased Investment, Yet Mobility Falls in Impact
|Q: How do you expect spending to change in the following areas in 2017 versus 2016? (percent of IT leaders expecting increases)|
|Business intelligence / big data||49%||41%||50%|
|Q: Which of the following will have the biggest impact on your organization?|
|1||Security (52%)||Security (47%)||Security (46%)|
Business intelligence /
Business intelligence /
|Cloud computing (38%)|
|3||Mobility (36%)||Networking (30%)||
Business intelligence /
|4||Enterprise resource planning (31%)||Cloud computing (26%)||Digital/customer experience (26%)|
|5||Cloud computing (29%)||Mobility (26%)||Enterprise resource planning (21%)|
- TEKsystems’ Take: In terms of impact, the core four—security, cloud, business intelligence (BI) and mobility—have now become the big three (i.e., security, cloud and BI). IT leaders anticipate that information security (46 percent), cloud computing (38 percent) and BI/big data (28 percent) will have the biggest impact on their business, with mobility dropping out of the top five to No. 7 (19 percent). IT leaders appear to be planning to allocate increases to these areas as a result, with at least 50 percent anticipating increased spending in security, cloud, BI /big data and mobility.
Programmers and Developers Remain Most Critical Skill Set and Most Difficult to Find
Q: Which IT roles are the absolute most critical for enabling your organization to achieve success in 2017?*
Programmers and developers (41%)
|Programmers and developers
|2||Project managers (45%)||IT managers (34%)||Project managers (32%)|
|3||Programmers and developers (43%)||Project managers
|4||VP and director-level leaders (35%)||Networking (29%)||Software engineers (30%)|
|5||Help desk/technical support (29%)||Business analysts (28%)||IT managers (24%)|
*Positions that have been in the top five for three years running are bolded
Q: How difficult is it currently to find exceptional talent to fill roles for the following types of IT-related positions?*
|1||Programmers and developers (44%)||Programmers and developers (65%)||Programmers and developers
|2||Software engineers (35%)||Security (45%)||Networking (29%)|
|3||Architects (34%)||Software engineers (42%)||Security (28%)|
|4||Project managers (33%)||Database administrators (39%)||Architects (28%)|
|5||Security (32%)||Project managers (38%)||Software engineers (27%)|
*Positions that have been in the top five for three years running are bolded
- TEKsystems’ Take: Programmers and developers prevail as the most critical skill set year over year, with more than 40 percent of IT leaders consistently placing them in the top rankings. Although exceptional programmers and developers continue a long-term trend of being the most difficult to find, the percentage of IT leaders who feel this way has declined by 23 percent in the last year. In terms of critical roles, project managers and IT managers remain in the top five, indicating organizations are continuing to plan and develop new initiatives while completing others. In terms of difficulty, security and software engineers, though declining year over year, have also remained one of the most difficult to find for three years running. Overall, outside of programmers and developers, normalization seems to have taken place where critical skill sets have become equally difficult to find.
Salaries and Hiring Will Continue to Rise, but at Slower Growth Rates
|Q: How do you expect salaries to change overall in 2017?||2017|
|Stay the same||63%|
Q: How do you expect your IT staff’s salaries to change in 2017 versus 2016 for the following skill sets and technologies?
|Programmers and developers||54%||53%||50%|
- TEKsystems’ Take: On average, approximately one-third (36 percent) of IT leaders expect to increase salaries in 2017. This is quite low, and could stand in the way of companies trying to attract IT talent. As such, IT leaders will need to devote salary increases to key areas—programmers and developers, software engineers, security and cloud experts and architects. Interestingly, programmers and developers are the only area where at least 50 percent of IT leaders are expecting salary increases. It appears the IT segment is suffering a degree of wage stagnation.
IT Staff Makeup Will Remain Consistent; Managed Services and Staff Augmentation Set to Increase
|Q: How much do you expect hiring to change for the following in 2017 versus 2016?|
|Full-time IT staff||2015||2016||2017|
|Stay the same||50%||47%||47%|
|Contingent IT staff||2015||2016||2017|
|Stay the same||54%||51%||44%|
|Q: What is the approximate makeup of your current IT department?|
|Full-time IT staff||77%||80%||76%|
|Contingent IT staff||23%||20%||24%|
|Q: How do you expect spending to change next year for the following?|
|Managed, project-based or SOW* services|
|Stay the same||51%||61%||52%|
|Staff augmentation services|
|Stay the same||47%||55%||40%|
|Stay the same||52%||45%||56%|
|Stay the same||57%||53%||57%|
* Statement of work
- TEKsystems’ Take: Continuing on the note of cautious optimism and increased investment in technology, hiring expectations for both full-time roles and contingent staff have increased steadily since 2015, with 2 percent bumps for each compared to last year. The percentage of full-time versus contingent staff remains consistent over the same time period, with a slight rebalancing back toward contingent staff, an increase of 4 percent from 2016. In terms of changes in delivery and sourcing expectations, managed services and SOW-based work experienced the largest increase, with 43 percent of IT leaders expecting to grow their spending in that segment. While spending on staff augmentation is expected to increase by 5 percent, it is of note that training/professional development and outsourcing spending are tapering off, with more IT leaders expecting to keep their budgets in those areas at current levels than in 2016. This is likely driven by the increasing maturity of technology investments, the increased difficulty in finding exceptional talent and a growing desire to increase insight into and control of projects with partners.
“Overall the picture looks good for tech heading into 2017. Budgets are up and IT departments are expecting to be able to support overall organizational demands at a high level while also being able to support business growth,” says TEKsystems Research Manager Jason Hayman. “It appears that some of the heavy lifting in helping other departments realize some larger scale digital transformation is over and they can concentrate on preparing for the next stages of development within their organizations. This may contribute to the shift in more staff augmentation and managed services as a labor model, where they have the ability to control and have oversight on more of their application development and project management than before.”
TEKsystems’ Jason Hayman is available for additional commentary. For more information about the survey, or to schedule an interview, please contact Nathan Bowen at nabowen@TEKsystems.com.
People are at the heart of every successful business initiative. At TEKsystems, we understand people. Every year we deploy over 80,000 IT professionals at 6,000 client sites across North America, Europe and Asia. Our deep insights into IT human capital management enable us to help our clients achieve their business goals—while optimizing their IT workforce strategies. We provide IT staffing solutions, IT talent management expertise and IT services to help our clients plan, build and run their critical business initiatives. Through our range of quality-focused delivery models, we meet our clients where they are, and take them where they want to go, the way they want to get there.
TEKsystems. Our people make IT possible.
A single platform and the right pricing model helps solve digital marketers’ toughest challenges
LOS ANGELES – Marketing technology is earning a bigger and more critical role within the advertising ecosystem, but with that comes many challenges. Today’s marketers are deploying an average of five technology solutions to buy digital media, according to a recent study jointly conducted by Forrester Consulting and SteelHouse, an advertising software company.
.@SteelHouse study: Marketers Juggle 5 Technologies, and Nearly 4 Vendors to Buy Digital MediaTweet this
SteelHouse commissioned Forrester to survey 153 marketing decision-makers in the US. The majority of survey respondents pointed to a lack of transparency from vendors – including a lack of information sharing on the pricing of media buys – as the greatest challenge they face when managing digital advertising.
“We’re committed to not only understanding the challenges marketers face, but also providing the transparency this industry needs to allow buyers and sellers to efficiently and effectively drive ads to consumers,” said Mark Douglas, SteelHouse President and CEO.
The survey revealed a number of areas marketers are facing, including:
- Purchasing a variety of ads, frequently. An average of four types of digital media – social ads (89%), display banner ads (77%), mobile banner ads (73%), and video ads (65%) – and most purchase from multiple networks at least weekly.
- Managing multiple vendors. Almost half of marketers are working with an average of three vendors. Oftentimes, management barriers occur because of lack of information-sharing (48%), transparency on media buy pricing (48%), and inability to optimize (42%), among others.
- Technology overload. Marketers use an average of five media/marketing tools, with most already using or expanding their use of tools for: site analytics (84%), marketing performance measurement (82%), content marketing asset management (80%), data management platforms (DMPs) (78%), and marketing attribution (77%).
Further, the study finds that a single platform approach with the right pricing model can help. Eighty-six percent of respondents said a single platform would have a high impact on the ability to measure marketing’s impact on business as a whole. Additionally, marketers who preferred cost-per-impression (CPM) pricing said they were more likely to report increased performance.
To view the related infographic and to download the full study, click here.
In this study, Forrester Consulting conducted an online survey of 153 marketing decision-makers with a title of manager or higher to evaluate from companies in US businesses with 500 or more team members.
SteelHouse provides software for brands, agencies, and direct marketers. The SteelHouse Advertising Suite gives premium brands worldwide everything they need to run acquisition and retention campaigns through display, mobile, and social. With the SteelHouse Creative Suite anyone can create beautiful ads using the content around them.