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The Fire Starter and the Brand Steward: An Examination of Successful Leadership Traits for the Advertising-Agency Creative Director
Karen L. Mallia, Kasey Windels and Sheri J. Broyles, Journal of Advertising Research, Vol. 53, No. 3, 2013, pp. 339-353
This article seeks to uncover the complexities of the creative director’s leadership role in advertising agencies.
This article seeks to uncover the complexities of the creative director’s leadership role in advertising agencies. The authors based their work on data received from six agencies and 43 interviews conducted at those participating agencies. Findings suggest successful creative directors combine expertise in creativity, strategy, and interpersonal communication to motivate and mentor co-workers, oversee brand identities, serve as liaisons between creative people and other agency departments and clients, and shape the creative vision of the agency.
Matching Creative Agencies with Results-Driven Marketers: Do Clients Really Need Highly Creative Advertising?
Sheila Lucy Sasser, Scott Koslow and Mark Kilgour, Journal of Advertising Research, Vol. 53, No. 3, 2013, pp. 297-312
Creativity in advertising is a balancing act. Marketers say they want greater creativity, yet their agencies feel that these clients reject cutting-edge work and fail to adopt risky campaigns.
Creativity in advertising is a balancing act. Marketers say they want greater creativity, yet their agencies feel that these clients reject cutting-edge work and fail to adopt risky campaigns. So, when is highly creative advertising really needed, and when is it most appropriate? Why are clients “risk averse” as they avoid taking chances when times are good and should “breakthrough” advertising air during good and bad times? Copy testing and the impact of organizational politics on creative campaigns are key factors. The client’s openness to new ideas was examined as a conditional variable across 1,125 advertising campaigns reported by 408 advertising agency subjects.
Measuring the organisational impact on creativity: the creative code intensity scale
Mark W. Stuhlfaut and Kasey Windels, International Journal of Advertising, Vol. 31, No. 4, 2012, pp. 795-818
A creative code of perceived qualities about acceptable creativity within advertising agencies has been shown to affect creative practitioners’ boundaries of creative expression.
A creative code of perceived qualities about acceptable creativity within advertising agencies has been shown to affect creative practitioners’ boundaries of creative expression. This multi-stage, qualitative and quantitative study developed a tool to measure the intensity of this creative code. After development of a model based on qualitative research, expert evaluations and exploratory factor analysis, three dimensions – predictability, agency creative identity and social influence – were supported through confirmatory factor analysis. The ability to measure the intensity of the creative code offers researchers a way to study its effects on other variables in the creative process within advertising agencies.
Vanishing acts: creative women in Spain and the United States
Jean Grow, David Roca and Sheri J. Broyles, International Journal of Advertising, Vol. 31, No. 3, 2012, pp. 657-679
This exploratory cross-cultural study examines the experiences of women in advertising creative departments in Spain and the United States.
This exploratory cross-cultural study examines the experiences of women in advertising creative departments in Spain and the United States. The study, an exploration of the creative environment and its impact on female creatives, is framed by Hofstede’s dimensional model of national culture (Hofstede 2001; de Mooij & Hofstede 2010) and signalling theory (Spence 1974). Interviews with 35 top female creatives suggest that the challenges women face are rooted in the ‘fraternity culture’ or ‘territorio de chicos’ of creative departments in both countries. The data further suggest that the gender-bound cultural environment of advertising creative departments may be a global phenomenon, one that may adversely affect the creative process and impact women’s upward mobility.
How technology is changing the way we think: Exploring the implications for society and for the research industry
Sheila Keegan, ESOMAR, Qualitative, Vienna, November 2011
This paper explores recent scientific findings on the effects of technology on brain functioning and examines the implications of the way in which we use technologies, especially in the workplace where it proposes some guidelines and limits.
This paper explores recent scientific findings on the effects of technology on brain functioning and examines the implications of the way in which we use technologies, especially in the workplace where it proposes some guidelines and limits. It also draws out the potential implications for the practice of qualitative research .
Dimensions of relationship marketing in business-to-business financial services
Edwin Theron and Nic S. Terblanche, International Journal of Market Research, Vol. 52, No. 3, 2010, pp. 373-392
Relationship marketing (RM) is frequently employed by firms to improve their dealings with customers.
Relationship marketing (RM) is frequently employed by firms to improve their dealings with customers. Despite the absence of a universally acceptable definition of RM, it has gained considerable interest and application in business-to-business (B2B) industries since the 1990s. The purpose of this paper is to report on the dimensions that were identified by RM managers of a major B2B financial services provider as important in establishing and managing long-term marketing relationships. The Analytic Hierarchical Process (AHP) method was used to identify the most important dimensions. An initial pool of 23 dimensions of RM was identified in the marketing literature, and this pool of dimensions was reduced to 10 after the empirical study. The study found that particular dimensions are more important than others when relationships are established, and that trust, commitment, satisfaction and communication are the most important dimensions. Further dimensions identified as important in the B2B financial services industry are competence, relationship benefits, bonding, customisation, attractiveness of alternatives and shared values. The findings are valuable for the continual management of marketing relationships with customers.
Client 2.0: the clientside researcher in a ‘flat world’
Nick Bonney and Jonathan Fletcher, Market Research Society, Annual Conference, 2008
Much has been written and spoken on how the research industry needs to adapt, about the quest for insight and about new competitive threats to the very existence of the research industry, whether from technology or from other professions who are perceived to have greater credibility in the boardroom.
Much has been written and spoken on how the research industry needs to adapt, about the quest for insight and about new competitive threats to the very existence of the research industry, whether from technology or from other professions who are perceived to have greater credibility in the boardroom. This paper analyses the external environment in which research operates so as to map out threats and opportunities for market researchers resulting from new technological and cultural trends. It argues that increasingly, researchers are becoming 'insight teams', playing three key roles: synthesising multiple sources of information to arrive at a common organisational viewpoint; collaborating with individual business units and dealing with their business issues; and co-ordinating multiple functions in the business by conducting projects that take a customer 'line of sight' and help break down functional silos.
Business opportunity number 1 - women in the automotive industry
Charles Kirk, Jörg Sgries and Mogens Laursen, ESOMAR, Automotive Conference, Lausanne, February 2006
One of the strongest and most challenging claims of the last decade is that 'Women are business opportunity No.
One of the strongest and most challenging claims of the last decade is that 'Women are business opportunity No. 1'. Focussing on the automotive industry, this claim is explored through industry knowledge, published and primary research. As a case study, Volvo Car Corporation exemplifies how one car manufacturer responded to this challenge, and this paper highlights how research helped Volvo identify and better understand specific needs of female, premium segment drivers. Volvo YCC (Your Concept Car) comes close to proving the claim by documenting unprecedented interest amongst a much broader audience than traditional automotive offerings.
The values advantage - measuring corporate values to advance business success
Brian Hall and Madeline Hamill, ESOMAR, Annual Congress, Cannes, September 2005
This paper deals with a highly pertinent and relevant issue in modern life: that of understanding values and how these can have a positive effect on business strategy, in order to affect the bottom line and shareholder value and vital aspects of the way we live, as determined by government and other societal groups.
This paper deals with a highly pertinent and relevant issue in modern life: that of understanding values and how these can have a positive effect on business strategy, in order to affect the bottom line and shareholder value and vital aspects of the way we live, as determined by government and other societal groups. It proposes a means of measuring existing values and how the understanding of these can be used for persuasion and influence in both a business and state/public context.
Captivating company: dimensions of attractiveness in employer branding
Li Lian Hah, Michael T. Ewing and Pierre Berthon, International Journal of Advertising, Vol. 24, No. 2, 2005, pp. 151-172
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 lexicon.
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 lexicon. One component of internal marketing that is still underdeveloped is ‘employer branding’ and specifically ‘employer attractiveness’. Employer attractiveness is defined as the envisioned benefits that a potential employee sees in working for a specific organisation. It constitutes an important concept in knowledge-intensive contexts where attracting employees with superior skills and knowledge comprises a primary source of competitive advantage. In this paper, we identify and operationalise the components of employer attractiveness from the perspective of potential employees. Specifically we develop a scale for the measurement of employer attractiveness. Implications of the research are discussed, limitations noted and future research directions suggested.
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