"We've always done it this way." I've heard this in a variety of forms many times in my career, usually as a precursor to an argument against organizational change or a business transformation objective.
Successful companies are ones that have figured out what they believe and have aligned their workforce around it rather than subscribing to the latest business culture bestseller in the airport bookstore.
Today every customer has direct access to solutions and information 24/7. Research shows that up to 70% of decision-making in B2B is made before the decision-maker approaches the supplier - and even before visiting the supplier's website.
This increase in access to information through digital channels has changed the game within marketing. Digital channels and social networking sites are becoming increasingly more important sources of information.
#marketing #marketingstrategy #b2bmarketing
Welcome to the new collaborative economy, which has extended way beyond spare rooms and shared cars. Pretty much anything can — and is — being shared for a price these days, from pet boarding (DogVacay) and boats (Boatbound) to conference rooms (LiquidSpace, ShareDesk) and expertise assembling IKEA furniture (TaskRabbit).
The B2B marketing winners are the companies that create the strongest connection to the market and deliver the most relevant content. B2B companies who fail to adapt their marketing won’t have a future.
Disruptive technologies are storming the halls of business, with social media among the most aggressive. Customers gain a platform for self-expression; networks organized customer sentiment and created active communities around interests and experiences.
This genre of connected consumerism has given rise to a not so quiet consumer revolution. Perhaps more importantly, businesses were given the gift of feedback and an opportunity to listen and equally engage. Social media represents the great bridging of customer expectations and business assumptions.
The Golden Triangle of disruptive technology was formed by the social, mobile and real-time trends, enveloped by the cloud. Executives have no choice but to take notice. It’s time to adapt or die, to expand from a ritual of business management to that of business leadership. It’s a shift in philosophy that unlocks the door to competitive advantages.
- MeliorateIndependent Executive Interim Manager, 2008 - present
- Verdo A/SDivision Director & Group Business Development Executive, 2009 - present
- Verdo Renewables LimitedNon-Executive Board Adviser, 2012 - 2013
- TDC A/SBusiness & Financial Improvement Director - Vice President, 2006 - 2007
- Talkline GmbH & Co. KGChief Operating Officer (COO) - Managing Director, 2001 - 2006
- Talkline GmbH & Co. KGProject Director, 1999 - 2000
- Sunrise AGCommercial Project Director, 1998 - 1999
- TDC A/SSales Support Director, 1997 - 1997
- TDC A/SHead of Strategic Business Unit, 1995 - 1996
- DanaData A/SHead of Logistics & procurement, 1992 - 1995
- PC Distribution A/SManaging Director, 1992 - 1995
- DanaData A/SHead of Marketing, 1990 - 1991
- NykreditProject Manager, 1989 - 1990
- Kreditforeningen DanmarkProject Manager, 1988 - 1989
- Kreditforeningen DanmarkMarketing Coordinator, 1987 - 1988
Experienced senior executive, both at a strategic and operational level,
with strong track record in developing, driving and managing business
improvement and development, change management and turn-around.
Have worked with value-adding leadership and transformation creating simultaneous top line and bottom line growth. The main drivers have been marketing and sales efficiency, improved customer and employee satisfaction, customer service, product management, cross functional business improvements and culture change.
Strong strategic management experience in developing strategic directions.
By constantly challenging the way things are done combined with the organizational refocusing programs have been the key factors in obtaining the results:
► Significant financial improvement
► Increasing customer base
► Increasing service-level - customer service
► Increasing customer and employee satisfaction.
International experience from management positions in Denmark, Germany and Switzerland.
Fluent in Danish, German and English.
Torben Rick – Business Card
Business improvement (owner)
- Aarhus School of BusinessM.Sc. (Econ), 1984 - 1987
A technology driven change - The collaborative economy
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Shared economy - Collaborative consumption - The sharing economy
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How not to use hashtags to market products and services
How not to use hashtags to market products and services, to improve positioning in search results, to boost hit rate - Torben Rick
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Slideshare presentation: The rise of the sharing economy
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