Summary
This brief summary looks at the details and implications of multi channel funnels, recently introduced to Google Analytics. This function allows a web marketer to track back and where all users are coming from, what they are doing on the website site and which channels are assisting the conversation process. This is done through a 30 day cookie window that tracks each of the online conversation channels and Google expects to provide data from January 2011 onwards. This can help marketers understand the click path but lacks the ability to augment data from exposed users.

Summary
Reliance on a one-stop-shop solution in the form of agencies began to break down in the late 1990s with the unbundling of media buying, and it has gathered speed over the past 10 years. As a result, it has become more important than ever to transform the global marketing supply chain, which increasingly focuses on the measurable output of marketing, as opposed to the "magic" - the creative process that is light on data and predefined structure. Five different approaches to transform the GMSC for competitive advantage include defining the global marketing operating model; engaging in business process outsourcing; shifting advertising production to specialist providers; investing in global implementation and cultural adaptation; and making better use of technology.

Summary
For many businesses, online analytics teams remain siloed in their organizations, lacking a true voice in strategy planning. Yet companies that have successfully integrated digital measurement into their marketing programs are better able to demonstrate the impact online and social media marketing can have on the business. This article asks offers best practice for integration of analytics, which includes understanding what the goal is, using the same analytic approach as Finance, aligning with Sales teams, help end users perform their own analysis and test everything.

Summary
The role of online metrics teams is expanding across many organizations. As a relatively new discipline, it has often been misapplied and failed to provide any real relevance to business outcomes. However, some companies are figuring out how to best utilise the online data they're collecting more strategically. In order to drive results, web analytics should be better leveraged in four areas: product management, customer relationship management, commerce and customer service. Primary ways marketers can improve the influence of web analytics teams is by working with the same data as other functional groups and to focus on business outcomes, not activity metrics. Examples of implementation are provided by Expedia, LL Bean and Salesforce.com.

Summary
Enterprise 2.0 is a term encompassing all the web-based tools that facilitate networking and collaboration, and the shift from desktop to web-based applications. This article argues that companies will benefit by enabling their employees (who are increasingly used to them in their private lives) to use these tools at work. The disparate tools included under Enterprise 2.0 (a full glossary is provided) help employees share and organise information, broaden horizons and flatten hierarchy, and tend to be most valuable when colleagues in large organisations are spread out across offices and time zones. Various surveys and other evidence (including a worldwide survey of 2000 executives by McKinsey) are quoted showing to what extent companies and their employees are now using these tools. Where they are accepted, management practices change. But in many companies technology is not enough to overcome the cultural obstacles that prevent the free flow of knowledge. The potential benefits are: increased innovation, shorter development cycles, more engaged employees, better communication, better relationships, more agility within the organisation. The greatest barrier to adoption is the difficulty of giving up control. But increasingly, employees will demand the necessary cultural change and will not submit to structured information environments and silo working.

Summary
In his book 'BrandDigital', Allen Adamson explains why digital technology has not changed the basic rules of building a powerful brand but, rather, magnifies everything we know to be true, from collecting superior insight about our customers, to identifying a simple and relevant brand promise based on this insight, to delivering on this promise. In this extract, he shares why the just-launched paperback edition couldn't have come out at a more opportune time, how companies like Ford are using digital technology and tools to operate more efficiently, and the top eleven ideas readers should take away from the book.

Summary
There has been an explosion of content, formats, delivery channels and, indeed, business models. Along with this has come the increasingly difficult task of managing the complexity of languages, legal, privacy, and cultural differences. Digitalisation has undeniably made the market more complex, but it also offers a number of opportunities to brands which are able to get ahead. There are three key ways organisations can achieve this position: relevancy - making sure brands are present in the online areas important to their consumers; targeting - this is crucial, as the impact of the 'long tail' means media is becoming increasingly segmented; speed to market - marketers need to respond to, and engage with, customer demands almost instantly.

Summary
Real-time information can help advertisers make changes to campaigns on the fly, respond quickly to changes in the market, and produce a more accurate reflection of ROI. Despite this, however, the methodology has been slow to catch on among advertisers. This article discusses why this has been the case, and also argues that marketers have to be careful to use such an approach carefully, and make sure they choose the right systems to provide the information they really need.

Summary
This article reports an ANA survey among marketing managers, and argues that since media trends are shifting so fast, marketers must be ready to shift tactics 'on a dime', and marketing thinking and practices must evolve to survive. The walls between departmental silos are coming down fast: staff must be able to work flexibly across functions and communicate and collaborate with others, while being clear about what their own function is and is not. All the disciplines must also become more open-minded, less territorial, and readier to accept ideas from any source, including engaging with consumers. Marketers must also keep up to date with new technology and digital media: they need to be aware of how rapidly consumer thinking changes, especially in the young market, and develop better intelligence and analytical methods.

Summary
This article discusses Enterprise Marketing Management (EMM), which uses technology to automate and connect a marketing department's functions, leaving marketers more time for strategic thinking. EMM tools may cover financial planning, budgeting and accounting, digital and physical assets, direct marketing and resource management, amongst other things, and can help marketers become more effective as well as doing their existing jobs more efficiently. Developments in technology are making EMM available to a widening range of companies, but it may involve extra investment and training costs, and disrupts an organisation's customary ways of doing things, so needs careful planning.