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Understanding India: Insights into a rapidly-changing market
Lena Roland, Event Reports, November 2013
This event reports looks at the current shifts reshaping Indian society, and how brands can respond. As a nation characterised by enormous economic, cultural and linguistic diversity, India presents a challenge to marketers used to more homogeneous markets.
This event reports looks at the current shifts reshaping Indian society, and how brands can respond. As a nation characterised by enormous economic, cultural and linguistic diversity, India presents a challenge to marketers used to more homogeneous markets. However, the vast number of young, increasingly-affluent consumers constitutes a huge opportunity, as do residents of smaller towns in rural parts of the country. Digital tools such as mobile are particularly promising for engaging these audiences, but marketers must also recognise and reflect the frugal habits pursued by many shoppers.
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.
Why Unilever is focusing on people, love and magic
John Davidson, Event Reports, dmexco, September 2013
This event report outlines Unilever's marketing strategy, based on the views of Keith Weed, its chief marketing and communications officer.
This event report outlines Unilever's marketing strategy, based on the views of Keith Weed, its chief marketing and communications officer. The firm’s approach firstly emphasises people, rather than looking at "consumers" or "shoppers". It also aims to build brand love, and imbue communications with a touch of magic. All of these efforts are underpinned by consumer data and rigorous analysis, and have been facilitated by the huge reach and richness provided by digital media.
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.
A Multi-Country Examination of Hard-Sell and Soft-Sell Advertising: Comparing Global Consumer Positioning in Holistic- and Analytic-Thinking Cultures
Shintaro Okazaki, Barbara Mueller and Sandra Diehl, Journal of Advertising Research, Vol. 53, No. 3, 2013, pp. 258-272
Prior research has revealed that advertisements utilizing a global consumer culture positioning (GCCP) strategy more often adopt soft-sell (indirect and image-based) rather than hard-sell (direct and information-based) appeals.
Prior research has revealed that advertisements utilizing a global consumer culture positioning (GCCP) strategy more often adopt soft-sell (indirect and image-based) rather than hard-sell (direct and information-based) appeals. However, little empirical research has examined consumer preferences for soft-sell versus hard-sell advertising appeals in multi-country settings. This investigation attempted to fill this gap by proposing a multi-country research framework and conducting a pilot study. Soft-sell and hard-sell versions of a print advertisement were pretested with nearly 2,000 subjects in both holistic- and analytical-thinking countries. Findings indicated that employing a soft-sell appeal would be more effective than its hard-sell counterpart in global markets. Results from t-tests collectively indicated that soft-sell advertisements were more likely to generate favorable attitudes and less likely to evoke advertising irritation in most of the countries examined. In closing, the authors discuss theoretical as well as managerial implications, recognize important limitations, and summarize suggestions for future research.
InterContinental Hotels Group introduces a "three-box" marketing model
Geoffrey Precourt , Event Reports, ANA Brand Masters Conference, April 2013
Larry Light, chief brands officer of InterContinental Hotels Group, is one of America's most-heralded marketing experts.
Larry Light, chief brands officer of InterContinental Hotels Group, is one of America's most-heralded marketing experts. Having implemented major initiatives like the global introduction of the "I'm lovin' it" tagline for McDonald's, Light believes it is now time for marketers to take a localised, personalised and customised approach. This reflects a new line of thinking that moves away from the global, or one box, approach, and the 'think global, act local', or two-box, model. Light's three-box strategy combines global know-how with tailoring product portfolios locally, and genuinely empowering business units in each market.
Launching global brands: Extend your reach
Chuck Kapelke, ANA Magazine, Spring 2013, pp. 18-30
This paper provides some general advice for brand owners planning a global launch, and features insights from experts and senior leaders at ANA member companies on creating, developing, and maintaining lasting brand value globally.
This paper provides some general advice for brand owners planning a global launch, and features insights from experts and senior leaders at ANA member companies on creating, developing, and maintaining lasting brand value globally. Many marketers remain unsatisfied with their global strategy, meaning that executing a multi-market launch remains difficult. But there are some general points of advice to follow: use a fixed brand positioning, focus on universal truths, tell a powerful story, find the right organisational structure and be open to ideas from offices around the world. Examples of successful brand launch strategies cited by the paper include Coca-Cola, Mazda, Magnum and Terracycle.
The journey from 'insider' to 'outsider': Four common misunderstandings in growing Chinese brands abroad
Sirius Wang and Lucia Su, Millward Brown Asia, Point of View, March 2013
This article highlights four common misunderstandings that Chinese marketers have of the overseas view of China and its brands.
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.
Why local firms are winning in emerging markets
Peter Haden, Market Leader, Quarter 2, 2013, pp. 40-42
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.
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.
Engaging influentials: Intel's connection with an audience of young artists
Geoffrey Precourt, Event Reports, BRITE, March 2013
In this article, David Haroldsen, creative director of Intel's Creators Project, talks about how the company managed to engage with an influential audience of young artists through a tie-up with Vice Media.
In this article, David Haroldsen, creative director of Intel's Creators Project, talks about how the company managed to engage with an influential audience of young artists through a tie-up with Vice Media. Based on the insight that its technology was increasingly relied upon by this creative class, Intel was able to both change perceptions of its brand and yield useful ideas about the next generation of computing tools.
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