A new era of strong customer engagement is here with us. Today, marketers are adjusting to innovative ways of marketing, for example social-media management; different programs to enhance advertising campaigns on television, online, and in print; including added staff with Web skills to handle the outburst of digital consumer  environment. But according to experiences, that alone won’t bring real results home.

To really engage customers who drive advertising is growingly becoming irrelevant, businesses should do a lot more outside the limits of conventional marketing structures. Ultimately, consumers no longer divide the link between marketing and the item for consumption—it is the product. There’s no division between marketing from their online or in-store experience—it is the experience.

This shift obviously brings a huge challenge: if each person is responsible for marketing, who’s blamed? Also, what does this new certainty mean for the organization and charter of the department of marketing? It’s a predicament that matches the one that surfaced a while ago, the day’s of quality movement, actually before it was finally entrenched in the fabric of overall management.

Fundamentally, businesses need to be marketing vehicles, with the marketing team itself assumes the role of consumer-engagement engine, in charge for instituting priorities and fueling dialogue in the whole company as it looks to design, build, manage, and revamp advanced consumer-engagement approaches.

As that change takes center stage, the entire marketing institution won’t be the same: a greater allocation of existing marketing undertakings to other tasks will be experienced; additional councils and unofficial alliances that organize marketing tasks across the business will be realized; stronger affiliations with outside vendors, customers, and possibly even your competitors will become evident; and a huge role for data-driven consumer insights. Today’s editorial will show some real-life instances of these kinds of adjustments.

Marketing’s revolutionary is being redefined on a daily basis. Though, it’s still difficult to find definitive map illustrating how business can fruitfully take the helm in the epoch of engagement, we are optimistic to help top executives—and not just salespersons— begin to draw one.

Pervasive marketing

To engage consumers every time they interact with the company— be it on the phone; responding to an e-mail, an online review, a blog post, or physically in a store—marketing must spread through the entire organization. Businesses like Zappos and Starbucks have made strong engagement as their vital source of competitive upper hand from the start; already demonstrating some of these attributes. Such

In a recent study carried out by researchers Joanna Lahey and Emily Johnson, “post-high school training and education, like from a professional training program or a college, are main factors in determining  if a woman would secure an interview.”

Unemployment today has risen up to 9% and most of all, women are having difficulty securing a gainful employment, particularly if they are making a re- entry to  the workforce subsequent to a long absence. This encouraged researchers Lahey and Johnson to carry out a résumé audit. “The point of this research was to find out which resume attributes are considered significant by potential employers of working-class women coming back to the workforce,” according to the researchers.

According to the study, Lahey and Johnson came up with roughly 8,000 different résumés which they later submitted pairs of résumés that were randomly categorized to 3,996 hiring firms across US. The firms chosen represented a range of industries such as manufacturing, sales, law firms, services and health care. Of course all included entry-level jobs that needed up to at least a year of post-high school education in addition to experience. The researchers observed at the effects of one’s age, vocational training, job-related experience, other non-work related activities and span of gaps in employment history. What they discovered was rather unexpected:

Employment-related experience included on a résumé doesn’t increase the likelihood of an applicant to secure an interview: Although these results were “varied and statistically irrelevant.” Employers showed more interested in education compared to previous employment experience.

Including activities outside of work also doesn’t necessarily increase the possibility of securing an interview: Surprisingly, this seemed to contrast across geographic regions. For instance, “in Massachusetts, volunteerism poises an important positive effect on one’s résumé, while sports is statistically irrelevant. On the contrary, in Florida, sports initiated a positive effect on the possibility of securing an interview, whereas volunteerism has no important effect,” according to the researchers.

Showing a gap in employment history between jobs doesn’t affect any odds an applicant will secure an interview: This finding in reality runs counter to what most résumé coaches advise their clients in relation to employment gaps. Contradictory to what researchers expected would happen, “showing a gap in employment history has nearly no effect on the likelihood an applicant will receive an interview ca