Les Binet and Sarah Carter get a little bit angry about some of the nonsense they hear around them… like the idea that marketing always needs to make sense
Many years ago, we worked on a tea brand. It had strong sales and had led the market for many years. It benefited from a very popular long-running ad campaign and was bolstered by very stable numbers of buyers, whose habits seemed ingrained. It was hard to see this situation changing much. They rarely do.
How relationships turn successful or end up as a failure? What makes them stronger or weaker? What keeps them together or tear them apart?
Recently, I am finding myself very involved in answering the above three questions. I am not expecting to have a detailed understanding in the near future; however, I think that I am beginning to understand the basics…
In 2013 we asked if agility has killed strategy and planning, sharing our Top 10 Tips to keep Strategy & Planning approaches simple, flexible and focussed on outputs.
Now I'd like to dig a little deeper into some of the critical capabilities businesses need to develop successful strategies and plans in today's dynamic environment.
But first, let's get our language straight. Strategy is making choices about WHERE to play and HOW to win and Planning is making choices about WHAT to do. All businesses should be able to answer 3 simple questions no matter how volatile the market or what size the business:
So what are the critical capabilities that a business needs in order to answer these questions?
Where a product comes from is a bigger driver of consumer choice than price, availability and style, according to new research.
FutureBrand Worldwide launched its new Made In: The value of Country of Origin for future brands report in London yesterday with presentations from Christopher Nurko, its global chairman, and Tom Adams, its global head of strategy.
Quantitative data drawn from 1,050 consumers in seven countries – the US, France, Brazil, India, China, Japan and Australia – and qualitative research undertaken with expert practitioners and academics culminated in the following "Country of Origin" rankings…
Warc's new Content Marketing report takes centre stage of this update, joined by an Admap special on brand-building in the digital age and a round-up of our event reports from around the world. Elsewhere, we take a look ahead to the hottest trends of the coming year, have a last-chance reminder to enter the Warc Prize for Social Strategy and bring news of our first conference of 2014.
Read on for all the news - and to receive content updates like this by monthly email, visit: Your Warc > Email Alerts.
At the recent ESOMAR Qualitative Conference in Valencia, Spain, one of the papers that stuck in my mind was on the topic of "online" versus "offline" identity. Entitled "Freedom to Reveal or Freedom to Project" and given by Peter Totman of London based Jigsaw Research, it outlined the results of a qualitative project comparing the views of people given in a face-to-face versus an online context.
The discussion topics were relatively emotive: immigration and sexism. A split design was employed, with five of the 10 respondents sharing their views face-to-face first, then giving their online views - with the rest in the opposite order.
Luxury brands and the role of digital in building them are among the latest highlights on Warc. We also have case studies from the Jay Chiat and DMA ECHO awards, event reports from the US, Europe and Asia, the next dates in our series of Warc Webinars and news of two new Prizes now open for entries.
"The future of luxury brands is very much about technology," concludes Colin Grimshaw, introducing a range of articles on luxury branding in the latest issue of Admap magazine.
A recent article in Research Live highlighted the re-branding of WPP's Insights Division from "Consumer
Insights Division" to "Data Investment Management". CEO Sir Martin
Sorrell explained the move as a way to bring the Insights and Media
divisions closer toghether, thereby making it easier for Clients to
manage and synthesize various data streams.
Makes sense - but why re-brand, removing the word "Insights" completely, with the new entity sounding more like a financial services offering?
It seems that implicit is the new black – everybody’s talking about it, at least in the small but feverish world of advertising research. But is it a new idea and how useful is it anyway?
The idea of the implicit mind has been around for quite a while - probably since the 1970s, but received a huge boost in the 1990s with the advent of cognitive neuroscience - particularly through the work of neuroscientists like Antonio Damasio and Joseph Le Doux, with its emphasis on unconscious, emotional response. And more recently, of course, there’s been behavioural economics - particularly the work of Daniel Kahneman, who talks about fast effortless and unreflective thinking (System 1) vs. the effortful, reflective and conscious kind (System 2). Kahneman’s key point is that whereas System 1 is automatic, System 2 is not.