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The millennial difference: Motivating the newest employee cohort
Chris Warren, ANA Magazine, December 2012, pp. 26-27
As more and more people from the millennial generation (those born after 1980) enter the workforce, employers are faced with the need to understand - and sometimes adapt to - the attitudes, skills and expectations they bring to the workplace.
As more and more people from the millennial generation (those born after 1980) enter the workforce, employers are faced with the need to understand - and sometimes adapt to - the attitudes, skills and expectations they bring to the workplace. Elements most likely to appeal to millennials are frequent of communication, high levels of transparency and recognition of the less glamorous yet essential roles in the company. Due to this desire for recognition, managing expectations is important, along with providing short-term goals and constant feedback. Embedding informality and fun into the corporate culture is recommended, which improves collaboration between both junior and senior workers. The most important quality is flexibility around workplace location and working hours, which helps give millennials the sense of freedom they thrive in.
Cultivate creativity in the workplace
Simon Bolton and Christian Schroeder, Admap, December 2012, pp. 10-12
A recent international survey discovered that three-quarters or respondents felt under growing pressure to be productive rather than creative at work, despite being expected to demonstrate innovative thinking.
A recent international survey discovered that three-quarters or respondents felt under growing pressure to be productive rather than creative at work, despite being expected to demonstrate innovative thinking. In recession, the pressure to deliver financial results can make creativity become the enemy; equally, justifying time spent on 'being creative' may not appear to be a valid use of resource on a timesheet. Using studies from the Harvard Medical School, this article highlights why companies must create a working environment where staff are encouraged to take time out to focus on being creative, if they are to deliver creativity as something that is harnessed and saleable.
Consumer research: The perfect storm
David Smith, Market Leader, Quarter 4, 2012, pp. 50-52
Consumer insight teams are changing out of all recognition, so marketing directors need to be clear on the mindset and skill-sets needed in the coming years.
Consumer insight teams are changing out of all recognition, so marketing directors need to be clear on the mindset and skill-sets needed in the coming years. Insight teams are unlikely to be ready for the increasing complexity of the consumer environment. It seems almost inevitable that 'customer insight' will cease to exist as a discrete unit or function within a company. Instead, customer insight professionals will become 'facilitators', working throughout the organisation to develop symbiotic relationships between insight experts and different stakeholders engaged in the insight process.
Turning employees into brand ambassadors
Emma Johnson, ANA Magazine, August 2012, pp. 22-23
This article argues that engaging employees to provide passionate customer service can help build lifetime consumer loyalty, yet companies often overlook this opportunity.
This article argues that engaging employees to provide passionate customer service can help build lifetime consumer loyalty, yet companies often overlook this opportunity. To illustrate this point, the article looks at how 3M, the diversified technology company, and South West Airlines seek to engage with their employees. It also provides four best practices for turning employees into passionate brand ambassadors, such as informing employees of the organisation's brand values and the behaviour expected of them and reinforcing expected behaviour through rewards.
The Diversity Dilemma
Todd Wilkinson, ANA Magazine, April 2012, pp. 10-15
While increasing diversity in the industry continues to be a complicated issue, this article looks at the related views of brand owners.
While increasing diversity in the industry continues to be a complicated issue, this article looks at the related views of brand owners. It is widely believed that a culture of diversity can benefit the bottom line by fostering creativity and improving relevance with customers but major roadblocks still exist: there is seen to be a lack of available candidates for recruitment and marketers continue to make the mistake of confining diversity only within certain programs and policies. Included are examples of how companies such as Dell, IBM, and Visa are integrating multicultural strategy and also five best practice tips for creating a more diverse workforce.
Employee engagement: Rally the team
Joe Panepinto, Admap, April 2012, pp. 40-41
A recent report on the US workforce reveals record highs of unengaged and underengaged employees and record lows for those who are fully engaged.
A recent report on the US workforce reveals record highs of unengaged and underengaged employees and record lows for those who are fully engaged. Rather than handing more money to staff, companies would be better off aligning them with the company's purpose, mission, vision and values. This article offers advice on the five key guiding principles that companies should focus on when trying to reinvigorate their employees and corporate culture and uses examples such as how KPMG handled the introduction of its new global strategy and 'high-performance culture' campaign to the launch of Nokia's N-series phone.
Next please - online game for bank tellers: Educate your business partner's sales force through the interactive online game
Jan Lajka, ESOMAR, CEE Research Forum, Krakow, March 2012
Using the example of a research project for the CSOB, a leading Czech bank, this presentation demonstrates how a research assignment can be turned into a highly useful, multi-purpose tool benefiting both the client and the bank's customer.
Using the example of a research project for the CSOB, a leading Czech bank, this presentation demonstrates how a research assignment can be turned into a highly useful, multi-purpose tool benefiting both the client and the bank's customer. Results delivered by conjoint analysis on the bank's personal banking product portfolio were used to develop an educative online game that simulates a sales communication of bank representatives with their customers. As an innovative concept for training the sales force, the game was eventually merged into CSOB's internal education system.
Career development: Moving to a new sector
Grant Duncan and Jonathan Harper, Market Leader, Quarter 2, 2012, pp. 36-39
Many businesses are looking outside their own industries for marketing talent. This is an excellent opportunity for marketers to swap sectors and broaden their careers.
Many businesses are looking outside their own industries for marketing talent. This is an excellent opportunity for marketers to swap sectors and broaden their careers. But it is not easy. This extract from a report by Grant Duncan and Jonathan Harper looks at the challenges facing the transitioning marketer. While it is essential for a new CMO to have the unambiguous support of the CEO, this alone will not suffice. The CMO needs to be as collaborative as possible and establish early on whether or not there is widespread internal enthusiasm for any change the CEO is seeking. If not, the CMO must avoid getting isolated, but instead be able to rely on the CEO to align expectations among senior colleagues, define what success should look like, and be clear about where marketing is going to add value.
Behaviour: How to avoid executive stress
Thomas DeLong, Market Leader, Quarter 2, 2012, pp. 50-52
The drive to achieve can be an addiction with the same impact as substance abuse. This article examines this form of addiction and asks the reader questions to assess whether his or her ambition could be damaging.
The drive to achieve can be an addiction with the same impact as substance abuse. This article examines this form of addiction and asks the reader questions to assess whether his or her ambition could be damaging. These are centred around traits such as failing to differentiate urgent from important, difficulty with delegating, mood extremes, obsession with completing jobs and craving feedback.
Speed Read - Drive: The surprising truth about what motivates us
Katherine Kam, Warc Exclusive, February 2012
Is there more to motivation than using the carrot and the stick? Daniel Pink argues that in the 21st century the traditional workplace is not structured to get the best performance from employees.
Is there more to motivation than using the carrot and the stick? Daniel Pink argues that in the 21st century the traditional workplace is not structured to get the best performance from employees. Instead, businesses need to foster workers' autonomy, mastery and purpose, which in turn should lead to higher productivity and better-served customers.
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