Summary
General Electric, the conglomerate, is transforming its approach to digital media, focusing not on specific data sets but instead on the actual behaviour of customers and consumers in response to its marketing activity. Achieving this goal is challenging, according to Andy Markowitz, the firm's director, global digital strategy. This is especially the case as no single metric exists for cross-media measurement. This should change in time, but until then, General Electric is looking at the specific outcomes that each media outlet can deliver as a way of developing its strategy.

Summary
This article offers pointers for getting full value from B2B brands by stemming product and service substitution, copying and commoditisation. The article also highlights the common reasons for not investing in the brand. These include arguing that, rather than being merely a logo, the business brand sets the direction for the whole organisation; it represents a commitment to focus on the customer and helps identify customers with aligned ambitions. The paper goes on to argue that B2B can also benefit from the perspective of creative partners and agency fees are worth investing in because branding can build sales, advocacy and productivity. Appealing to strategy or vanity can also be the driver to reappraise the role and value of brand.

Summary
This article discusses two recent and conflicting viewpoints on the state of B2B marketing. Recent research on the topic by the Capsicum Group painted a gloomy picture of the sector, suggesting that B2B marketers are not close enough to customers and do not understand the businesses they work in: this has the overall effect of holding the B2B sector back. But Omobono's research, conducted with the Marketing Society among senior marketers from over 150 companies, paints a more positive picture. It has found that customer relationships are a top priority, and that marketers clearly understand their role and are aligned with buyers.

Summary
When luxury hotel brand Shangri-La relaunched its Golden Circle loyalty scheme it decided it wanted its guests to be welcomed 'as part of the family'. This article explains how rewards were introduced alongside previously existing recognition and exclusive benefits. The scheme's CRM capabilities were also enhanced to allow for more data mining and improved marketing, while promotions encouraged members to upgrade to more elite membership tiers. Golden Circle numbers have increased by 1.5 million, with members staying longer and spending more

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More than half of the business of the Hilton hotel chain comes from its loyalty scheme members. This article explains how the hotel tackled low participation rates in China, where consumers were more familiar with discount programs than loyalty schemes. Business travellers, in particular, were uncomfortable with the idea of using points accumulated at work for leisure activity. So Hilton aligned its communications to one of hard work being deservedly rewarded with experiences worth sharing with loved ones, such as the benefits it offered in the program. Loyalty program membership has grown 120% in China in the last two years.

Summary
When marketers who are experienced in the fmcg sector change to the world of B2B, many find it unnervingly different and difficult. This article explains how to get to grips with marketing to other businesses. B2B marketing is as much about people and understanding the desires of human beings as consumer markets, even though organisations are involved. Key differences are highlighted in market size, frequency of purchase, and the presence of a more formal buying group. It is also important to note that many B2B companies lack marketing competence, which may require early investment to overcome. Marketers will need to learn the language and culture of the new sector. A checklist of action points is included.

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Successful entrepreneur, Luke Johnson, acknowledges that researching the psychological make-up of entrepreneurs is difficult, but here he offers some tips on how to identify, and make the most of, potential. Like artists, writers and other creative people, entrepreneurs have a mission and a skill they feel an overwhelming urge to pursue. Drive and energy are necessary attributes, while luck is also required. By their nature, entrepreneurs do not conform to sets of rules about their traits and what inspires them. If their magic could be simply identified, it would be a straightforward matter to recognise and back future business champions, but any venture capitalist will tell you how hard it is to know in advance which business prospects will succeed. However, there are certain traits you can try to identify.

Summary
A report from the 2011 IEG Sponsorship Conference, focusing on Principal Financial Group's sponsorship strategy. The Principal seeks to attract small-to-medium-sized businesses. Sponsorship initiatives from the company include an annual ProAm golfing event (The Principal Charity Classic), the Inc. magazine 500|5000 Conference, a business-to-business CFO gathering and the annual gathering for the Women Presidents Organization (WPO).

Summary
This briefing offers an overview of the history, theories and key trends related to marketing to SMEs. It outlines evidence for the view that SMEs (small and medium sized enterprises) are a discrete segment which require tailored communications. It discusses distinctive patterns in the decision-making process that are typical of this group. Marketers are advised to research this group particularly well, understand their motivations clearly and incorporate peer-to-peer elements into their campaigns. Case studies by Xerox, Sprint, OfficeMax and SAP are recommended for further reading.

Summary
This briefing offers an overview of the history, theories and key trends related to B2B marketing. It identifies commonly-cited characteristics of B2B communications which distinguishes it from consumer-oriented communications, such as longer decision chains and greater reliance on building relationships rather than focusing on encouraging transactions. It highlights key challenges for B2B marketers such as the role of corporate branding and the need for organisational alignment of sales and marketing functions. Further reading of case studies by IBM, Cisco, UPS and the Royal Mail is encouraged.