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Books that influenced me
Manjiry Tamhane, Admap, December 2013, pp. 46-46
Manjiry Tamhane, global managing director of Ohal, discusses six books that have influenced her most.
Manjiry Tamhane, global managing director of Ohal, discusses six books that have influenced her most. These are: Management in 10 Words, by Terry Leahy; Tipping Point: How little things can make a big difference, by Malcolm Gladwell; Thinking Fast and Slow, by Daniel Kahneman; The New Secret of CEOs: 200 global chief executives on leading, by Steve Tappin and Andrew Cave; How Brands Grow, by Byron Sharp; and Touching the Void, by Joe Simpson.
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.
Even tougher at the top
Chris Merrington, Market Leader, Quarter 4, 2013, pp. 57-57
This article highlights the challenges facing CEOs and what strong leadership requires of them. Leaders need to give a clear sense of direction, bring the customer into the boardroom and build a strong team.
This article highlights the challenges facing CEOs and what strong leadership requires of them. Leaders need to give a clear sense of direction, bring the customer into the boardroom and build a strong team. Strong leadership also demands flexibility, controlled risk-taking and clear communication. Leaders are reminded of the rules for business success: better, not cheaper, and grow revenue before cutting costs.
What makes bold, inspiring leaders?
Steve Radcliffe, Market Leader, Quarter 4, 2013, pp. 22-23
This article discusses an approach to helping anyone become a bolder leader, called "Future-Engage-Deliver".
This article discusses an approach to helping anyone become a bolder leader, called "Future-Engage-Deliver". It suggests that the features of a bold, inspiring marketing leader can be learnt and always involves first starting in the future with ideas of what the leader wants to build or create; then getting out and engaging others so that they want to join in; and finally, creating teams that deliver that future, rather than just leave it as a plan.
The new Manifesto for Marketing: Marketing Society members respond
David Whiting and Charlie Dawson, Market Leader, Quarter 4, 2013, pp. 42-43
Following the launch of the Marketing Society's Manifesto for Marketing, two marketers respond in this article.
Following the launch of the Marketing Society's Manifesto for Marketing, two marketers respond in this article. David Whiting, director of a marketing and business development consultancy, welcomes the Manifesto, particularly the addition of the 'sustainable' dimension. He discusses how marketing has always suffered popular misconceptions, even by its practitioners and hopes the Manifesto will provide clarity and direction. Charlie Dawson, founder of The Foundation, a growth and innovation consultancy, was involved in the development of the new Manifesto and describes its purpose as to create sustainable growth.
Export marketing - relationships, not numbers
Tim Ambler, Market Leader, Quarter 4, 2013, pp. 36-37
When exporting products to other countries, this article recommends building personal relationships with importers is more efficient and effective than the data-driven, standard approach.
When exporting products to other countries, this article recommends building personal relationships with importers is more efficient and effective than the data-driven, standard approach. Depending on numbers is criticised for only revealing the current state of play, not what the market could become. Instead, export marketers should find a compatible importer who understands the market and foster a strong relationship with them. Research has shown that the better and stronger that relationship, the better the performance.
Hertz refines the CMO-CIO relationship
Stephen Whiteside, Event Reports, Corporate Social Media, June 2013
This event report describes how Hertz, the US car hire service, is integrating the work of chief marketing officer and chief information officer in order to make the most of technological advances.
This event report describes how Hertz, the US car hire service, is integrating the work of chief marketing officer and chief information officer in order to make the most of technological advances. Hertz is finding innovative ways to improve the customer experience, and the relationship between CMO and CIO is crucial in this. Social media has been made central to customer service and in turn this forms a key part of marketing strategy. Hertz recognises that peer-to-peer recommendation is an important way of driving sales.
From brand stewards to Star Trek: why marketers must look to the future
Andrea Sophocleous, Event Reports, ADMA, August 2013
This event report discusses how agency proliferation, process management and a focus on the past are hampering the marketing industry from tackling many of the important trends now reshaping consumer behaviour.
This event report discusses how agency proliferation, process management and a focus on the past are hampering the marketing industry from tackling many of the important trends now reshaping consumer behaviour. David Morgan, from Nestlé Australia, argues that the current nature of the client–agency relationship was determined over five decades ago, and is radically out-of-date. By contrast, many futurists, like the creators of Star Trek, successfully anticipated the advent of tools from tablets to Google Glass fifty years ago. Marketers must take a similarly forward-facing approach if they are to thrive in the digital age.
How marketers view their digital marketing performance in Asia Pacific
Low Lai Chow, Event Reports, Adobe Digital Marketing Symposium, July 2013
This event report provides details of a survey conducted by Adobe, the software group, covering how well marketers in Asia Pacific are adapting to the demands of the digital universe.
This event report provides details of a survey conducted by Adobe, the software group, covering how well marketers in Asia Pacific are adapting to the demands of the digital universe. It found that most executives in the region are extremely optimistic about the potential benefits of utilising this channel. However, a majority of contributors also do not have the appropriate skills or desired level of organisational alignment at present.
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