That does not make it any easier to perform Telemarketing List in the areas that the research group believes are essential for the future. Such as: Improving the customer experience (31%) Rapid response to market changes (agility, 27%) Multichannel Marketing and Communications (21%) Rapid, sweeping changes and urgent market demands also go hand in Telemarketing List hand with a lack of good resources (18% say) and of direction and structure. Because Telemarketing List a quarter has no insight into the status of projects and productivity (25%).
A fifth do not know what the company Telemarketing List strategy is (22%) and do not know whether and how his or her work contributes to the company result (21%). Sub-optimal organization means that most of the time is spent on meetings (21%) and e-mail (10%), and a lot of time is fragmented over routine obligations. Think of searching Telemarketing List for (company) information, interruptions by customers, suppliers and colleagues and ad hoc work. And so Telemarketing List only a fifth of the working time is left for the core task (17%).
Then it makes sense for work to become Telemarketing List ad hoc and turn inwards within the organization. And that the core of the matter, the creation of market demand, disappears to sixth place. Socially desirable, or realistic and Telemarketing List sobering? The numbers show how fragmented our marketing work is and how our working hours evaporate. As a result, we cannot work creatively and effectively on the core of the Telemarketing List matter: increasing market demand.