The role of digital marketing in the higher education sector.

Transcription

1 The role of digital marketing in the higher education sector. A research report covering the Asia-Pacific region. claire@digitalbalance.com.au suite newcastle street leederville wa 6007

2 In this report. Section Page Abstract Research participants Report highlights Digital does matter Target audience expectations Biggest digital influences Common barriers to investment Strategic planning Governance and workflow Digital resources Digital budgets Leadership Key insights 24 About digital balance 26

3 Abstract. Leadership teams across the higher education sector in the Asia Pacific region are struggling to understand the level of digital transformation that institutions should undertake to remain meaningful and relevant to their target audiences. The reality is that the whole of the higher education sector is under threat and we should all be working together more at the strategic level. Digital manager, Western Australia This report explores how the rapid growth of digital has affected and challenged the roles and responsibilities of marketing and communication teams in the higher education sector. We cover the areas considered critical in establishing tightly integrated, strategically aligned digital teams within organisations include; Strategic planning Governance and workflow Digital resources Digital budgets Leadership We review the areas considered by higher education providers to offer the greatest digital opportunity and those sparking the greatest change to marketing and communication plans. The following report documents both quantitative and qualitative results and concludes with some key insights identified through the research. 1.0 Research participants. Over 40 interview participants from Australian universities and private institutions took part in interviews conducted in October and November Participants included Vice Chancellors, Deputy Vice Chancellors, Executive Directors, Marketing Directors, Marketing Managers and Digital Managers or equivalent role descriptions. Survey participants from across Australia, New Zealand, Singapore, Malaysia, Hong Kong and India took part in an online survey, hosted in December The survey was sent to over 330 individuals at universities, private providers, polytechnics and TAFE/ Skills Institute. A 36% response rate was achieved1. 1 Based on partial and complete survey respondents. Actual number

4 Survey participant locations. (Total responses 78) Survey participant roles. (Total responses 78) All Others roles include Marketing Manager (19%), Digital Manager (18%), Marketing Professional (7%) and Digital Marketing Professional (4%). 4

5 Institutions represented by survey participants. (Total responses 78) Of the Australian universities represented, 29% were from the Group of 8, and 35% were from IRU. Areas of focus for survey participants. (Total responses 78) 5

6 2.0 Report highlights. Strategy section highlights. 35% of respondents have no digital marketing strategy in place at all. Top reasons preventing institutions from increasing their digital scope included a lack of strategic vision and planning; - 50% suggested there s a lack of understanding of its real value by the wider institution and - 28% stated a lack of ability to really prove its return on investment potential exists. 39% of respondents said that a reliance on traditional marketing methods was a barrier to further investment into digital. Governance and workflow section highlights. 57% of institutions have in excess of 21 people across their institution that have responsibility for publishing web content. 32% of survey participants feel that a lack of centralised governance and ownership is a barrier to further investment into digital. The value of having greater influence and structure was seen as being able to deliver a higher quality and more relevant digital experience for the visitor. Digital resource section highlights. The majority of digital teams have not seen any increase in resources in the last 3 years, indicating that existing roles are absorbing additional responsibilities and are being expected to keep pace with the introduction of new disciplines and technologies. Most expected no change in resources over the next 2 years. Within an average sized digital team, individuals wear between 3 and 5 hats in terms of primary role responsibilities. Directly connected to the results from the Strategic planning section; only 31% of teams have Strategy and Planning as a primary role. Despite recognising the impact the pace of change has had on resources many interview participants did not want to come under scrutiny by asking for additional resources (despite no change in 3 years). Digital budget section highlights. Only 20% of survey respondents had a stand-alone digital marketing budget. Over 70% of participants felt that restricted budgets across the whole institution was the greatest challenge to increasing digital scope. Over 65% of participants said there were plans in place to increase digital spend in the next 12 months for their institution. Current or planned increased spend is focused mostly on marketing campaign activity. Less than 25% of those surveyed allocated spend to suppliers in helping them to deliver against their digital plans. 6

7 Leadership highlights. This section of the survey drew the most mixed results from participants. A quarter of participants felt that organisational change was the greatest influence in changing their wider marketing and communications plans. 32% of survey participants did not have confidence in their institution continuing to invest in, and support the development of, the digital channel. Only 8% felt fully confident in their institution would continue to invest in the digital channel. 41% of respondents felt that their senior leadership team s understanding of the potential of digital by was average or poor. 43% felt that their institution was only fair at responding to external changes in the digital channel. 3.0 Digital does matter. Survey and interview participants responded positively to the purpose and role of digital within a marketing capacity for their institution. Almost all considered digital to be a core function of their marketing and communication teams and a real enabler for delivering campaign messages, despite many digital managers struggling for necessary budgets or the resources to complete existing digital projects and take plans to the next level. 74% of survey participants said digital was of high or extreme importance in helping them to achieve their wider marketing and communication goals. 43% felt their digital team was highly to extremely influential in driving forward the role of digital within their organisation. 59% said they had a clearly defined digital strategy which integrated with their wider marketing plan. Over 25% of respondents felt that digital was considered to be of high or extreme importance in the planning and delivery of marketing campaigns. However, 39% felt one of the main reasons preventing their institution from increasing its digital scope was a reliance on more traditional marketing methods. 52% of respondents felt the responsibilities of their digital team was a blend of maintaining and managing websites, support of marketing campaign activity and managing of stakeholders. 7

8 (Total responses 65) For many people digital might be 90-95% of the experience they have before they choose us. Particularly when you consider international students. Digital Manager, New South Wales 4.0 Target audience expectations. The primary target audience for the higher education sector is one of the most savvy, demanding and connected digital groups. These behaviours will only become heightened over time as our digital natives become prospective students. Interview participants identified changing consumer expectations as being one of the most significant changes and challenges to digital marketing in the higher education sector in recent years. Nearly 25% of our survey participants felt that the expectations of students was one of the greatest influencers of change to digital plans. Richness and relevance of content was recognised by interview participants as being critical in capturing attention and engaging this audience. This contrasts with many of the more traditional university content models where the product (the course) is often at the bottom of the content structure and the realities of the student experience are not well supported. 8

9 (Total responses 65) (Total responses 65) Expectations of our target audience group is underlined by faster moving, more innovative online only brands these days. The bar is pretty high. Digital Manager, New South Wales 9

10 5.0 Biggest digital influences. The following areas were identified by both survey and interview participants as extremely significant in affecting their marketing and communication activities. Survey participants Interview participants Social media marketing (18%) Social media Proliferation of devices (15%) Mobile Social media as a customer service tool (15%) Web analytics Multichannel marketing (12%) Content marketing Despite the listed areas above, was still the most frequently used digital marketing campaign tactic. - Nearly 54% of respondents are using to communicate to their audiences. Social media marketing (46%), predominantly Facebook, was joint second along with landing page optimisation (46%). The 5 highest frequency digital campaign tactics. Top 5 (%) % 2. Landing page optimisation 46% 2. Social media marketing 46% 4. Paid search 44% 5. Organic search 43% The five least frequently used digital campaign tactics included user generated content, mobile advertising, affiliate advertising, online PR and video content. The strongest areas of opportunity for digital marketing. Survey participants ranked the areas of digital marketing that presented them with the strongest areas of opportunity. Results were widely spread, areas which represented the strongest opportunity for some were seen as offering no opportunity to others, an example being mobile development. 10

11 Areas of strongest opportunity (%) 1. Web analytics 18% 2. Search marketing 16% 2. Content marketing 16% 4. marketing 15% 6.0 Common barriers to investment. The research results are broken into the following five areas of core focus for any digital team: 1. Strategic planning 2. Governance and workflow 3. Digital resources 4. Digital budgets 5. Leadership Survey results showed the lack of these areas were considered the main barriers in preventing further funding or increasing the scope of the digital offering. These views were also strongly reflected during our qualitative interviews. Challenges to increasing digital scope. (Total responses 78) 11

12 Barriers to further investment. (Total responses 65) 6.0 Strategic planning. Strategy in a digital context. Creating a digital strategy and plan is no different from creating any other marketing or business plan. In fact, as the lines between digital and traditional marketing and communications become more blurred, organisations are beginning to create fully integrated plans. Often, the common mistake with digital plans is they are a series of tactics (i.e. search, social, ) rather than a larger, more coherent plan for what digital will help your institution achieve. A digital strategy should be a document that provides the wider institution with a clear reason and purpose for being in the digital channel, and how it will aid transformation over time. This becomes the roadmap for delivery and is a vital tool in understanding how to apply new technologies or digital tactics towards your larger vision, without causing distraction. More progressive marketers will drive greater integration between digital marketing plans and wider marketing and communications plans, as an equally relevant and valuable partner rather than a campaign support tactic. The plan provides the transparency required around the measures for success. This allows senior leadership teams to easily understand the role and purpose of digital in helping them achieve wider strategic goals. It also provides an important framework for tracking budgets and managing resources. Defining a digital strategy. 73% of participants said they considered digital marketing to be highly to extremely important in helping them to achieve wider marketing and communication goals. However, only 60% reported they had a clearly defined digital strategy which integrated with the wider marketing and communications plan. Only 31% of digital teams had Strategy and Planning as a primary role responsibility. 12

13 35% had no digital marketing strategy in place at all. (Total responses 65) Among the top reasons preventing institutions from increasing their digital scope was a lack of strategic vision and planning; 50% said a lack of understanding of its real value by the wider institution and, 28% stated a lack of ability to really prove its return on investment potential Schools haven t really grasped the value of digital yet. They come to us with pre-determined solutions rather than problems. Digital Manager, Victoria Many of those interviewed still felt that they were firmly in a cycle of catching-up as opposed to developing forward facing strategic plans. Many digital managers interviewed described their strategic focus as being one of fixing what s wrong rather than driving digital innovation. We are a good three to four years behind where we should be just for our core website. It should be our bread and butter. Digital Manager, New South Wales Digital influence. Over half surveyed (52%) described the role of their digital team as directing the use and application of digital when it comes to marketing. Most participants felt that their digital teams were highly to extremely influential in driving forward the role of digital within their institution. During the interview stage, digital managers often commented on the need for more influence when dealing with other areas of the university. They felt this was critical in achieving a higher quality, more relevant digital experience. 13

14 (Total responses 65) The role of web analytics in digital strategy. Web analytics is key to driving real digital transformation within organisations. It allows senior leadership teams to see the real return-on-investment opportunity that exists for digital, and should drive a greater level of behavioural and business insight than it currently does for any of the institutions interviewed or surveyed. Over 25% of survey participants identified one of the core reasons preventing their institution from increasing its digital scope was lack of ability to really prove its return on investment potential. The majority of institutions continue to use the free Google Analytics platform for measuring success, predominantly to measure and report campaign analysis. Peoples data interests seem to be more sophisticated despite their off-the-shelf platform choice; - 75% of survey participants said that multi-channel attribution was of medium to high importance. - 80% said that segmentation and targeting was of medium to high priority in % of digital teams included a web analyst as a primary responsibility. Most of those interviewed reported that web analytics was a shared team responsibility. Those interviewed felt others within their institution were aware of web analytics but didn t understand how it should or could be applied. This made measuring success difficult to define. A fear factor is held by more traditional marketers that the data will report failure as opposed to optimisation opportunity, so reporting is kept at a vanilla level (e.g. visitors, time on page etc). Over 55% of survey participants said that web analytics presented a good to great opportunity for their institution. It s used as more of a measure of success, not as a measure of opportunity. Digital Manager, Victoria 14

15 7.0 Governance & workflow. Governance and workflow in a digital context. In short, web governance is the discipline of managing a digital experience in a controlled and orderly way. It is an area often left untended and one of the greatest reasons for an institution s website spiraling out of control, with large budgets committed to fixing what s wrong as opposed to investing into moving the digital experience forward. The most common examples of this within the higher education sector are: Poorly planned information architecture and end user experience leading to site sprawl. Little to no process or quality assurance around the creation of content or how content is maintained. Both of these areas can be extremely costly and resource heavy to correct. There are a number of models and existing frameworks that large, complex organisations adopt to empower their staff and ensure the high quality delivery of their digital experience for the end user. Fractured responsibility. One of the biggest pain points felt by interview participants was the lack of digital governance in place to help them maintain standards and ensure digital quality across their organisations. Regardless of the digital structure adopted by the institution all interviewees wanted more influence when working with Schools and Faculties within the digital space. The value of having greater influence was seen as being able to deliver a higher quality and more relevant digital experience for the visitor. The quality of content being produced by others across the institution was of concern, both the volume of content created and the lack of maintenance once the content had gone live were factors. Survey participants reflected this opinion. 57% of institutions have in excess of 21 people across their institution that have responsibility for publishing web content. Many of these individuals will not have received formal training and are likely to be creating web content as one of many responsibilities. 15

16 (Total responses 65) There is a real disconnect between people wanting to be on the web but not really understanding the context of what that means. Digital Manager, Western Australia This contrasts with Marketing and Communication teams where 34% of participants had less than 10 people elsewhere in the institution who are responsible for marketing and communications.the majority of those placed elsewhere were likely to have the responsibility for International student recruitment. 32% of participants felt that a lack of centralised governance and ownership was a barrier to further investment into digital. Social media was one area where the majority of those interviewed had been able to develop frameworks or guidelines for use by others. They were primarily created to help understanding about the always on and responsive nature of the social media space and the above average expectation of the regular users. The challenge is that we are not managerially aligned to schools so they rely on goodwill and free support from us to try and help them to understand best practice. Digital Manager, Victoria 16

17 8.0 Resources. Resources in a digital context. As the digital channel becomes increasingly complex, and with rapidly changing markets, digital teams have to make difficult decisions around competing and multiple priorities. Three common models were found in all of the universities interviewed during the qualitative research stage. 1. Dispersed. Digital is a low or relatively new priority. Resources tend to be allocated from other areas across the organisation with little cohesion between them. Tasks are mainly reactive and focus on the delivery of services rather than the strategic opportunity. 2. Centre of Excellence. All digital roles and responsibilities are run centrally. This model has the greatest control and the most obvious reporting structure. It is often the model that transitions organisations to the hub-and-spoke model as it allows governance, roles, and the strategy to be formed and then applied across the wider organisation. 3. Hub-and-spoke model. A combination of models where some digital resources are aligned with other areas of the organisation providing digital expertise in the real environment. The hub oversees the governance, resources and strategic direction of digital for the whole organisation. This is the most agile model and, if governed correctly, can allow for the most innovation and aid integration. These models are broadly adopted by most organisations outside of the higher education sector with varying degrees of success. Roles and responsibilities have evolved over the last few years. Newer, more specialised roles are becoming more popular, but equally as difficult to recruit. Typical digital roles within organisations today include: Source: Structuring a digital marketing team, Smart Insights. 17

18 These roles may be all centrally aligned or distributed via the hub-and-spoke model and governed by a central framework. Digital teams and headcount. 66% of those surveyed said they had digital teams of between 1 and 5 people. This differed slightly to those interviewed where 50% had a team of between 5 and 9 people. The majority of these teams (more than 25%) operated under a hub-and-spoke model. For those surveyed, headcount numbers had not changed in the last 3 years and is not set to change in the next 2 years. Comparatively, for Marketing and Communications teams, 35% are between 1 and 10 people. - For Marketing and Communication teams, 54% have seen an increase in resources over the last 3 years and a further 32% expect numbers to increase in the next 2 years. (Total responses 65) We were formed around the website and we have had to absorb all these additional tasks but with no additional resources or skill sets. Digital Manager, South Australia 68% of those surveyed felt that lack of resources was a significant barrier to investing further into digital. 18

19 (Total responses 78) Digital roles. Based on the number of primary roles identified through the survey, within the average sized digital team an individual wears between 3 and 5 hats. Content writers/editors are the most common role (69%). This is likely to be a reflection of the volume of content expected to be managed and maintained on an institution s website. This responsibility is often centralised into a digital team even though the actual ownership of the content sits elsewhere. (Total responses 65) 66% of those surveyed have a Social Media specialist as a primary role for their team compared to only 31% who had Strategy and Planning as a primary role. Other roles identified included Web Analyst (38%), Search specialist (35%) and Social Media specialist (66%). 19

20 Overall, interview participants felt they were not adequately resourced for the volume of work they were managing. A number of factors influenced this: 1. Increasing scope; usually taking ownership of more of the total web experience. 2. The pace of growth in the digital channel outstripping available resources without internal recognition. 3. The realities and practicalities of working in a university environment. With the need to add new, more specialised resources to existing digital teams there was the feeling that across the institution others were skeptical of the need. Budget for increased headcount was not forthcoming or was purely on a project basis. Often digital managers did not want to come under scrutiny for costing the university too much money. Digital headcount can t keep growing in universities despite how fast the digital channel is growing because universities just don t think like that. Digital Manager, South Australia 9.0 Budgets. Budgets in a digital context. Lack of budget and lack of talent are common complaints of digital teams across the APAC region regardless of the sector 2. Effective budgets should focus spend on areas of digital that support the wider digital strategy, and therefore the wider organisation. A common mistake in budget planning is budgeting for projects when you are trying to enable digital transformation. This immediately signals a deadline to the spend being needed or an opportunity to pause the project from those allocating funding. Connecting investment with wider organisational goals and objectives makes for a strategic spend that helps transform an organisation s digital presence. Core areas of focus for digital budget planning should include: Investing in the right technologies to support your strategic plan Automating some tasks to make the team more efficient (and strategically focused) Proving the return-on-investment available from the channel Research from Gartner 3 in the US suggests that by 2017 the technology spend of a Chief Marketing Officer will outstrip that of the CIO. 2 Digital Marketing Performance Dashboard US Digital Marketing Spending Report

21 Headcount budget. Only 20% of respondents have responsibility for managing a digital headcount budget. In an effort to reduce spend most work is taken on internally. Very little budget is allocated for outsourcing to digital agencies and external resources. Interview participants spoke of project-based digital headcount where internal resources are loaned to the digital team for the length of a project and then returned to their original areas upon completion. We ve been through a really huge transition and we were given lots of funding initially but now we ve fallen out of favour and it s someone else s turn. Digital Manager, South Australia Digital marketing spend. Over 70% of participants did not have a stand-alone digital marketing budget. Those with a stand-alone budget (36%) had less than $100,000 (AUD) excluding the headcount budget. The most common areas of spend were search marketing and marketing campaigns, both over 70%. Those with plans to increase digital spend within the next 12 months (over 65%) have their focus on marketing campaigns (nearly 80%) and mobile site development (over 60%). Interview participants expect that existing budgets will allocate for social media marketing and mobile development rather than new monies being made available. Current areas of digital spend. (Total responses 65) 21

22 Areas of investment in next 12 months. (Total responses 43) 10.0 Leadership. Leadership in a digital context. A leader s role is to create an environment where transformation and imaging new things is encouraged. Leaders in the digital space need to give digital experts a stronger voice, and encourage the culture of using digital as a transformation journey rather than a project. Despite years of discussion, many institutions are yet to reach a final decision on the value of including a Chief Marketing Officer within a Senior Leadership team. The role and scope of the digital channel today suggests the inclusion of an adviser or expert (commonly known as Chief Marketing Technologist), in a Senior Leadership team alongside more traditional marketing and communications stakeholders. For many, the rapid pace and acceptance of digital into everyday life has been something that happened to the institution rather than an opportunity to drive real changes at an organisational level. The Khan Academy and the Harvard Open Courses structure are clear examples of where leadership has embraced changes delivered by the digital channel and the recognition of the behaviours of the target audience. Our leaders. 25% of participants felt that organisational change was the greatest influence of change to their marketing and communication plans. - 20% of participants felt this was the greatest influencer of change for their digital plans. 32% of survey participants did not have confidence in their institution continuing to invest in, and support the development of, the digital channel. Only 8% felt fully confident in their institution continuing to invest in the digital channel. 22

23 In terms of senior leadership understanding the potential of the digital channel; only 27% felt it was good or excellent, 41% felt it was average or poor. I m often caught between what I know our target audience wants and what our senior executives think in terms of content consumption. Digital Manager, South Australia (Total responses 65) 23

24 11.0 Key insights. Key insight #1: Institutions are digital by default. Many institutions continue to catch-up with the expectations of their target audiences, but will it be enough? 70% of digital marketing teams have no stand-alone budget, the little budget available is primarily directed to marketing campaigns or search marketing. In many other sectors, digital marketing is way beyond the phase of a marketing component and has transformed itself into a truly valuable marketing partner with equal weighting at the planning table across all levels. It is recognised as offering a deep level of insight that becomes invaluable to the modern marketer. The survey participants displayed an appetite to learn and achieve more, placing multi-channel attribution (75%) and segmentation and targeting (80%) as medium to high priorities for them in But what will it actually take to transform digital into the next phase? Key insights #2: Digital teams are not able to focus on the true strategic value. 35% of institutions have no digital strategy in place, and 50% of participants felt that the rest of their institution had a lack of understanding of the real value of digital marketing. More than 25% of participants felt a key barrier to increasing the scope of digital within their institution was its lack of ability to really prove its return on investment. A digital strategy s role is to provide key stakeholders with a roadmap, detailing what digital will do for the institution and how it will add value over the medium to long term. Planning needs to encompass target audiences, key goals, success measures, supporting technologies, and resources and budget required to support the program. It is also critical to consider the integration with the wider marketing and communications function. With only 31% of teams having Strategy and Planning as a primary role, a greater resource focus should be aligned to help teams and the wider organisation plan past the immediate campaign drivers and start to make the digital channel a true strategic asset. Key insight #3: The pace of growth in the digital channel has been underestimated. It is apparent there is a gap between target audience expectations and the realities of working within a higher education institution. This has meant that digital teams have made do when faced with areas of increasing digital importance i.e. mobile, social etc. Resources have been re-pointed to provide the basics at the expense of other areas. This gap will continue to expand as digital natives become the target audience unless institutions are better prepared and willing to transform themselves. Key insight #4: Budgets and resources need to be re-drawn. The budget pinch is felt right across institutions. 87% believe that restricted budgets across 24

25 the whole institution is the greatest barrier to further investment into digital. 41% believe rapidly changing markets and technologies are the greatest influencer of change to digital plan; budgets and resources are ill-equipped to respond to these changes. 68% believed that their institution was fair to very poor at responding to external changes. Most have not seen an increase in headcount for the last 3 years, with no plans to change in the next 2 years. A review of new roles introduced into the digital industry in the last 3 years demonstrates a significant lack of strategic investment into digital teams within the sector. Budget and resource responses were the clearest indicator of the shallow connection and value gained from digital by this sector. Key insight #5: Senior leadership teams need to become stronger advocates of digital. More than 30% of institutions do not have confidence in their institution continuing to invest in and support the development of the digital channel. The digital channel within a senior leadership team should have strong representation from at least one individual who truly understands the opportunities that can be awarded through digital transformation. Their role is to build a broader understanding of the value of digital to the wider organisation (through demonstrating its value) and championing changes being recommended by the digital experts. They would be critical in supporting the strategic digital vision and supporting budgets and resource models. There is significant work to be done in establishing the right level of support and guidance, with more than 40% of participants reporting that senior leadership understanding of the digital channel was average or poor. Key insight #6: Digital marketers need to be given a greater sphere of influence. The greatest advocates for digital within institutions need to be recognised and given the opportunity to influence more of the total digital experience. Over 50% of respondents said that more than 21 individuals had responsibility for publishing content across their institution. This is often without the much needed support or experience from centralised digital teams and potentially weakens the overall digital experience. Senior leadership teams need to empower digital teams to drive forward the changes needed to give a greater focus to target audience expectations. Digital opportunities beyond the confines of academic boundaries should be considered to enable a more consistent and higher quality experience. This may mean delivering smaller, more agile digital experiences which are more suited to the behaviours and expectations of the target audience than has traditionally been created. 25

26 About digital balance. We are a specialist digital marketing consultancy based in Perth, Western Australia. Our approach focuses on customer-driven data, brand and market research and business intelligence to inform digital planning. Our goal is to transform the I think into I know for all of our clients. Our team. We are a team of seven, each bringing a different style of thinking and experience to digital marketing. digital balance has a strong blend of creative thinkers, technical planners and analysts meaning our clients get a solid and well-balanced digital solution. The result for our clients is well planned projects and digital solutions including full digital strategies, content planning and writing, web analysis, training and staff development. Tim Elleston and Claire Burnham are the principals of digital balance and have worked together since 2007 when they were recruited to set up a brand new, strategically focused digital media team at Murdoch University. Claire was awarded the JWT Education Emerging Leadership of the year by Universities Australia in Tim is a regular speaker at education conferences throughout the APAC region about the work he led to turn Murdoch University into a data-driven marketing team. They both remain committed to helping other institutions within the sector achieve the same levels of success. Our partners. Throughout this research project we have partnered with Dr Lianne Cretney-Barnes (lcb&associates) and were kindly supported and assisted by Painted Dog and Adobe. Stay in touch If you d like to find out more or give us your feedback on the report we d love to hear from you. enquiry@digitalbalance.com.au office Tim Claire You can also follow our LinkedIn page and Twitter profile to get all the latest digital balance news. 26