Marketing management: Personnel, staff, training

 

This article is an interview with Mike Hoban, customer and brand marketing director of Scottish Widows. Points discussed include the importance of understanding customers; 'behind-the-line' marketing ...

All marketers, even of fmcg products, need to think in terms of 'service' and 'experience'. In the experience economy, marketers face three challenges. Firstly, there is a key set of talent and skills ...

This article describes and discusses the benefits of mystery shopping. These include improvement in customer service, greater staff engagement and, therefore, retention. Ideally, it should inspire sta ...

This article reports an ANA survey among marketing managers, and argues that since media trends are shifting so fast, marketers must be ready to shift tactics 'on a dime', and marketing thinking and p ...

This paper examines what drives employee engagement and work-life happiness across the globe. Differences and similarities are explored between countries, and how this indicator of societal trends int ...

This article argues that too much of what passes for 'relationship marketing' is actually based on mistruths, and customer cynicism is growing as a result. In fact, customers seldom want 'relationship ...

Patrick Collister, founder and managing director of Creative Matters, asks why only 9% of agency training funds were given over to creatives. He explains why training in creativity is important, and t ...

Socially and environmentally responsible business practices are now becoming a competitive advantage; smart marketers realise that corporate responsibility is linked with financial success. But the pr ...

This paper describes British Telecom's involvement in partnership with the Disaster Emergency Committee (DEC) following the Southeast Asia tsunami disaster in December 2004. BT provided the communicat ...

Corporate responsibility - the idea that a company has responsibilities beyond the simple growth and responsibility of the business - is increasingly seen as important for reputation, but management o ...

In this article, James Dyson argues and vividly illustrates the case for greater recognition in Britain for inventors and engineers. The country is not producing nearly enough engineering graduates an ...

This paper argues that the traditional training, expertise and career paths of marketing professionals have become obsolete, and that the massive changes in technology and society demand a new model. ...

While there is a significant body of research on the organizational climate that is conducive to innovation, most of this research has a strong 'western' bias, concept, practice or culture. How much o ...

This paper provides practical strategies for fostering a culture of innovation throughout your entire organization, a culture that both stimulates and places a high value on creative thinking and team ...

Argues that employing older people can add great value to a company provided the contribution they can make is properly understood. The mistake is to reject them because they cannot match younger peop ...

The first 100 days in a new job are difficult for any executive, but especially for marketing directors. This article explains why: budgets are never secure, the marketing function is diffuse and uniq ...

Argues for the importance of instinct in successful business and marketing innovation. As businesses have grown they have become complex and compartmentalised, and have sought to limit risk by relying ...

In this tribute to Geoffrey Frost, key figures from Motorola and the advertising industry at large look at his success in reinventing Motorola as both as an organisation and as a brand. As well as ass ...

This case study describes how the pharmaceutical company Lilly developed its corporate branding amongst internal and external constituencies, as well as its customers.

This article discusses the importance of internal brand metrics: brand image employees have both the company's brands the company as their employer, and employee engagement needs to be nurtured, and s ...

The internal marketing concept specifies that an organisation’s employees are its first market. Themes such as ‘internal advertising’ and ‘internal branding’ have recently entered the marketing lexico ...

Marketing managers working in small companies, from 20 to 200 employees, face the challenge of broadening their technical skills in order to maintain control over their projects on a financial and man ...

This paper reports a case history where an employee loyalty measurement programme contributes to the strategic direction as well as tactical needs of Compass Group, the world’s tenth largest employer. ...

ABN AMRO is one of the top three banks in the Netherlands with 570 “bankshops.” It introduced a commercial audit to make bankshop staff and management aware of the required level of customer service; ...

Argues that British productivity is lower than in France, Germany or US, and the problems relate to working practice and process. Too much reliance is placed on technology. There are three barriers: l ...

The recruitment industry faces four major problems: shortage of quality staff, high staff turnover, industry consolidation and low customer loyalty. Mike Stevenson describes how marketing can help add ...

Review of article in Harvard Buusiness Review. Article analyses `success’ and argues that it must be more than single-minded ambition, which leads to dissatisfaction and stress. Enduring success requi ...

BT is in the eye of the telecommunications revolution and has experienced massive change over the past few years in the face of both regulation and increasing competition. PIERRE DANON, chief executiv ...

Tony Wardle, a partner at Nimbus Experience, argues that the interaction between employees and customers (and other stakeholders) is a brand’s most powerful medium. Thus customer-facing staff need to ...

Marketers fail to reach board level because they are not fluent in the language of finance. SIR ROY GARDNER believes they must develop new skills to succeed