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How brands are built in the digital age: Invert the accepted
Toby Southgate, Admap, December 2013, pp. 22-24
This article argues that the successful brands of the future will place consumer needs at their centre, rather than the more traditional approach of building a product and then marketing it to consumers.
This article argues that the successful brands of the future will place consumer needs at their centre, rather than the more traditional approach of building a product and then marketing it to consumers. Engaging consumers with the brand over time, across different channels, will allow loyalty to brands to develop. Brands should be responsive, to ensure they adapt to the changing needs of consumers; and resilient, including an enduring ethical position, in order to maintain consumer loyalty.
Four Indian brands profiting by doing good
John Davidson, Warc Exclusive, November 2013
This article describes how in contrast to many corporate social responsibility (CSR) programs which make social good secondary to profit making, some Indian companies are making social good their central mission, and experiencing business success.
This article describes how in contrast to many corporate social responsibility (CSR) programs which make social good secondary to profit making, some Indian companies are making social good their central mission, and experiencing business success. The cases described are Aavind Eye Care, the hospital chain which uses efficiency to provide low-cost and free eye surgery; Nokia, the mobile phone manufacturer which provides a free information service; FabIndia, a retail chain which deals directly with artisans, enabling them to increase their income; and Aakash, a low-cost tablet.
New insights from practice: Exploring online channel management strategies and the use of social media as a market research tool
Philipp 'Phil' Klaus, International Journal of Market Research, Vol. 55, No. 6, 2013, pp. 829-850
The concept of online customer experiences, and in particular the role of social media in online customer behaviour, has recently received great interest from academia, business and market researchers alike.
The concept of online customer experiences, and in particular the role of social media in online customer behaviour, has recently received great interest from academia, business and market researchers alike. Despite the belief that social media, imbedded in a corresponding online channel strategy, can be the key to successfully track and analyse consumer behaviour, most of the research focuses solely on the consumer rather than the companies’ strategic viewpoint. This study investigates current online channel management strategies of retail banking services, developing a much-needed typology of such practices. Based upon a thorough and rigorous data analysis process, we propose a typology of online channel strategies. The typology differentiates existing practices into initiators, reformers and consolidators, and discusses the differences between these categories with implications for theory and practice. We highlight the current and future roles of social media market research, and their strategic implications for the industry sector and market research in general, introducing the concept of ‘Strategic Social Intelligence (SSI)’.
How the larger corporations engage with stakeholders through Twitter
Lilia Ivana Mamic and Isidoro Arroyo Almaraz, International Journal of Market Research, Vol. 55, No. 6, 2013, pp. 851-872
The digital era has revolutionised the traditional communication assumptions that we learned during past decades.
The digital era has revolutionised the traditional communication assumptions that we learned during past decades. Social media constitute the new communication challenge. Twitter has recently passed 517 million users. This study examines how some of the largest companies are making use of this popular microblogging site to engage with their stakeholders. Using content analysis, we coded 5,352 tweets. We analysed the tweet frequency, the followers and followings, friending behaviour, the retweets and public messages, and the use that companies are making of different communication tools provided by Twitter to augment the information shared on their tweets. The study found that corporations are not effectively employing the full interactivity potential this site offers to build mutually beneficial relationships with stakeholders. These findings call attention to some key interactivity features that organisations are failing to utilise.
Why Pepsi prefers "cultural fluency" to multicultural marketing
Stephen Whiteside, Event Reports, ANA Multicultural Marketing, November 2013
This event report describes how PepsiCo, the beverage company, approaches multicultural marketing, particularly with regard to Hispanics.
This event report describes how PepsiCo, the beverage company, approaches multicultural marketing, particularly with regard to Hispanics. Demographic trends mean that 'multicultural' marketing should now be approached as an integral part of wider marketing strategies. Acknowledging the complexity and diversity of groups like Hispanics is important, as segmentation based on simple trends does not lead to broader inspiration. Targeting Hispanics through particular channels is no longer as important, as the company finds that people will seek to view great content where ever it is. PepsiCo is now moving its strategy from following cultural trends, to innovating with its 'Culture Lab' - an incubator for ideas.
Marketing to a multicultural nation: How brand marketers are connecting with the new 'general market'
Lisa Skriloff, ANA Magazine, Autumn 2013
This article presents the views of five marketers on the challenges of marketing to a multicultural USA, the value of cross-cultural marketing versus traditional multicultural marketing, and the role new media plays in reaching multicultural consumers.
This article presents the views of five marketers on the challenges of marketing to a multicultural USA, the value of cross-cultural marketing versus traditional multicultural marketing, and the role new media plays in reaching multicultural consumers. The US is seen to be trending towards a truly diverse society and there is great value in meeting potential consumer targets where they are. Challenges in making multicultural marketing a priority include balancing current resources against future opportunities and remembering the importance of adapting messages for different audiences. Interviewees also discuss their approach to the LGBT community and diversity initiatives within human resourcing. The companies represented are Diageo, the alcoholic beverages company, Prudential Financial, the financial services provider, Verizon, the telecommunications company, MassMutual, the life insurance provider, and Moen, the faucet manufacturer.
Inside the in-house agency trend
Anne Field, ANA Magazine, Autumn 2013
This article looks at why companies are moving strategy, creative and digital to in-house agencies. 58 percent of businesses in 2013 have in-house agencies, up from 42 percent in 2008, as they have found that the move can increase efficiency, cut costs, gain control and improve transparency.
This article looks at why companies are moving strategy, creative and digital to in-house agencies. 58 percent of businesses in 2013 have in-house agencies, up from 42 percent in 2008, as they have found that the move can increase efficiency, cut costs, gain control and improve transparency. The desire to take ownership of digital and social media efforts is driving a lot of the change, as are brand and institutional knowledge and a quicker turnaround time. However, there are still many functions that clients will need to depend on agencies for and while in-house agencies are likely to keep evolving, so will their working relationship with outside firms. Examples of this change come from Prudential, the financial company, VistaPrint, which sells marketing materials for micro-businesses, and Adobe, the software developers.
Change or die: Focusing marketing strategy, structure, and capabilities for 21st-century growth
Chuck Kapelke, ANA Magazine, Autumn 2013
This article highlights the areas in which companies will need to develop in the next few years to be successful marketing organisations of the future, through an initiative called Marketing 2020.
This article highlights the areas in which companies will need to develop in the next few years to be successful marketing organisations of the future, through an initiative called Marketing 2020. The insights gained from marketing professionals globally suggest that companies that currently outperform their peers set clear business goals for their marketing. Those surveyed agree that it is important to be clear about the brand's broader societal purpose, and also to engage both employees and consumers around their brand purpose. Marketing leaders should also clearly establish roles and responsibilities, balance the tension between global and local brands, and build a network of teams inside and out. Big Data mastery is proving to be a differentiating capability and brands must develop the ability to sustain conversations across evolving social media platforms. Key attributes of a leading CMO are described as the ability to work closely with the CEO to drive business strategy, and be inclusive and able to communicate across departments.
From Research Management to Knowledge Management to Learning Planning
Haiko van Lengen, Philip De Wulf and Sjoerd Koornstra, ESOMAR, Congress, Istanbul, September 2013
This research paper examines the knowledge management system used by Heineken, the alcoholic beverage company, which allows for better learning planning.
This research paper examines the knowledge management system used by Heineken, the alcoholic beverage company, which allows for better learning planning. It is argued that the value of companies' research is not maximised as the results of projects are often treated as single studies with too much time spent collecting primary research material. This explains how by systemising the different elements of the research process learning planning can be improved.
Organizational Research Reinvigoration: How a top-five media company reoriented itself around human insights
Christian Kugel and Cortney Henseler, ESOMAR, Congress, Istanbul, September 2013
This paper explains how AOL, the internet company, established a new consumer analytics and research team.
This paper explains how AOL, the internet company, established a new consumer analytics and research team. While AOL has historically struggled with the role of research, analytics and insights, the company has recently re-oriented itself around the voice of the consumer. In doing so, research became a critical function and central to the company's decision making. The paper also describes how this team's role has developed, and how other research organisations can replicate this success.
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