Summary
Marty Homlish, CMO of Hewlett Packard, the computer electronics company, discusses the company's new global marketing campaign, "Make It Matter". Responding to consumer demand for ubiquitous accessibility, the company sees mobile devices as an opportunity for brand growth and brand relevance. Equally, a focus on a "culture of innovation" is transforming Hewlett Packard's corporate culture. Homlish offers his top tips on successful marketing which include building good team communications, embracing change and the importance of brand authenticity.

Summary
Through an example in the beer category in China and India, this research paper shows how a people-centred approach, using precise drivers of brand growth, combined with predictive abilities to anticipate market share can deliver strong business outcomes from research. Brand growth is achieved through different options including optimisation of brand positioning, portfolio management, repositioning, brand stretching and innovation. This report criticises standard brand equity research, claiming that it is unable to effectively answer how a company can make brands meaningful to people and how meaningful brands can grow a business. The people-centric methodology proposed in this paper deconstructs human needs into four layers that on average explains 85-95% of brand choice, then supports this with a psychological model, which ensures that all decisions are made with consumer motivation at the centre. Then to determine the direction of a brand's growth, it identifies the brand's current Attitudinal Equity (a measure of the strength of consumers' psychological relationship with the brand) and focuses on growing it.

Summary
This article highlights four common misunderstandings that Chinese marketers have of the overseas view of China and its brands. These misunderstandings are that overseas consumers are familiar with China and believe it to have a relatively benign image; that they still cannot accept a product made in China; that the uniqueness of Chinese culture gives Chinese brands an overseas competitive advantage; and that foreign consumers are interested in branded communications celebrating the growth of the Chinese economy. The article debunks these myths and outlines the implications for Chinese brands looking to expand globally.

Summary
This article describes a framework called ValueDrivers, which is intended to help businesses understand how to grow the value of their brands. It proposes that brands maximise their potential for growth by delivering a brand experience that is meaningfully different from others, by determining its purpose. Then brands must amplify that differentiation through findability, credibility, vitality, affordability and extendibility.

Summary
This report covers an address by Unilever’s Rahul Welde, in which he discusses the growth of megacities and the middle class in Asia, and the steps that Unilever is taking to engage this new demographic. He sees an opportunity for marketers to tap into a vast new audience, increase product usage among existing customers and optimise targeting across a fragmented marketplace. When discussing media, he outlines four areas in which Unilever is leveraging its activities to maximise performance: data, mobile, content and partnerships.

Summary
In this article, Denise Morrison, CEO of Campbell's Soup, discusses how the company built a new culture of innovation. This required "thinking outside the can", most specifically in the form of attempting to more closely understand the wants and needs of consumers. This was especially the case among millennials, an audience with vastly different tastes and needs than regular Campbell's customers. In response, the organisation made innovation much more of a process and less of a hobby, and also openly embraced the freedom to fail.

Summary
This article argues that, as the planet's fastest-growing mobile market, with 700 million SIM cards registered on a continent with a billion inhabitants, Africa has a lot to teach the world about mobile marketing. It suggests that Nic Haralambous, former ceo of Motribe, the South African mobile network, provides lessons for mobile brands across the rest of the globe. These include not falling into the 'smartphone only' trap, thinking about the user value exchange before thinking about creative or format and learning from tech companies in the mobile space. Haralambous also advises brands to originate for mobile instead of reinventing the web and to remember that mobile is an 'always-on' channel.

Summary
In this edited version of the Marketing Society's November Conference keynote speech, Peter Haden describes the size and scale of the opportunity in emerging markets, arguing that Western companies risk losing out to fast-growing local competitors and describes the skills required to compete effectively. Marketers are given advice to meet the demands of the Asian middle-class woman, who will become increasingly important to brands: prepare to deliver much more at much lower price points, give local marketers more freedom to tailor their brands to local needs, change how communication is conducted and build the capacity to control distributors and the route to market. One example of a brand performing well is Snow or Snoflake beer, a joint venture between SABMiller and China Resource Enterprises.

Summary
This paper argues that UK marketers need to stop thinking about diversity in terms of how specific groups could be targeted for niche marketing or as a distracting cause of fragmentation of budgets and execution and start thinking of diversity as central to mainstream marketing strategy. In all, 13% of the UK population was born overseas and one in four children born in the country have at least one parent born abroad. The conventional approach still has a role to play where there are specific issues of relevance to a particular audience but if the communication is seen as tokenism, it can have unwanted effects. When marketing to a multicultural mainstream, marketers need to consider how to extend the brand footprint to embrace consumers who share the same needs and aspirations, no matter what their cultural background. An overview of the British Polish community is provided as an example of the benefits that marketers could gain from re-thinking diversity.

Summary
This article describes a step-by-step process for brand owners to ensure their core business is kept refreshed and reinvented. Economic and technological upheavals often result in loss of corporate focus, but research shows that most successful businesses are built on a solid foundation of a core business where a brand has a leading position. The core is important because it is the source of brand authority and credibility; it is also a business that the company masters thanks to many years of experience. While brand stretch can provide growth, this is difficult to accomplish successfully and risks dilution of core brand equity. To grow the core, there are three main features: to make the brand core as distinctive as possible, drive distribution through both existing and new channels, and core range extension. Sometimes it may be necessary to reinvent the core: in this case it is important to redefine the market based on consumer benefits, rather than products.