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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.
The birth of "Client 2.0" in Australia
Andrea Sophocleous, Event Reports, Mumbrella360, June 2013
This event report discusses how some of Australia's biggest brands are developing their digital marketing strategies and capabilities.
This event report discusses how some of Australia's biggest brands are developing their digital marketing strategies and capabilities. It details the challenges faced by The Sydney Opera House, National Bank of Australia and Campbell Arnott's. This includes looking at the importance of brand managers, the need to create more interesting advertising and the role of agencies in today's rapidly-changing marketing ecosystem.
Experiential, data-driven, omnichannel marketing: Presentations from Marketing Week Live 2013
Joseph Clift, Event Reports, Marketing Week Live, June 2013
This event report shows how major brand owners can respond to consumer needs, whether in their marketing, physical stores and installations or data management.
This event report shows how major brand owners can respond to consumer needs, whether in their marketing, physical stores and installations or data management. Starbucks, for example, utilised new and traditional media to strengthen its reputation following criticisms of its stores and low taxation payments. Elsewhere, Guinness, Samsung and John Lewis have all utilised an "ominchannel" approach to fully coordinate their activities and drive up demand. On its part, AIMIA, which manages the loyalty card programme of Sainsbury's supermarkets, has found that all marketers must be clear and transparent when using data, or else run the risk of eroding consumer trust.
The rise of the relationship economy: What it means for brands and brand research
Iain Stanfield, GfK, March 2013
This article explains how brands are now part of the Relationship Economy, where increased connectivity and both personal and online recommendations have disrupted the traditional purchase funnel.
This article explains how brands are now part of the Relationship Economy, where increased connectivity and both personal and online recommendations have disrupted the traditional purchase funnel. Consumers are interested in great experiences, not just for the experience itself, but also in order to share it with others. Brands can exploit this trend by differentiating themselves through innovative use of social media to build relationships with consumers. However, for brands to truly succeed they must emulate the qualities that make people like their actual friends, and want to engage with them. Authenticity is crucial, and apologising when mistakes are made essential. Brand owners need to ensure that they understand the importance of each touchpoint, as well as the impact on the brand and on the relationship with consumers. The article suggests a consumer brand relationship model for conducting research in this environment.
"Ve know your sekret, Mr Bond": James Bond - the spy, the cult and the brand
Anvar Alikhan, WPP Atticus Awards, Merit, 2012
This article charts the history of the James Bond series, originally created by author Ian Fleming, which has since become one of the biggest film franchises in the world.
This article charts the history of the James Bond series, originally created by author Ian Fleming, which has since become one of the biggest film franchises in the world. It describes how James Bond has become far more than a fictional character and instead is now an aspirational global brand, with an estimated brand value of between $2.5-3.5 billion. It is also supported by other aspirational brands such as Rolex watches and Aston Martin cars which feature in the movies as part of product placement agreements. It concludes with an assessment of what makes up the James Bond brand model, including its brand values, rituals, symbols and deities.
Five barriers holding brands back from truth-based marketing
Sue Unerman, Warc Exclusive, September 2012
In the current age, a brand's image is partly the product of the conversations and experiences of consumers.
In the current age, a brand's image is partly the product of the conversations and experiences of consumers. Sue Unerman, co-author of "Tell the Truth - Honesty is your most powerful marketing tool", gives five main reasons why brands still resist telling the truth. They include: adherence to heritage ways of working; not being in full control of the customer experience; product or trade myopia; hidden agendas; and anxiety about the risks involved.
Using social media for key marketing objectives: lessons from Sony Music, Gucci, Nissan and Lexus
Cila Warncke, Event Reports, ad:tech London, September 2012
This event report from ad:tech London covers a series of case study presentations on how marketers are using social media to achieve a range of marketing objectives, including gathering consumer insight, developing digital point of sale, generating PR, brand building and creating loyalty.
This event report from ad:tech London covers a series of case study presentations on how marketers are using social media to achieve a range of marketing objectives, including gathering consumer insight, developing digital point of sale, generating PR, brand building and creating loyalty. Brands discussed include Sony Music, Gucci, the luxury brand, and Nissan and Lexus, the automakers.
Getting from good to great
Gary Elliott, ANA Magazine, August 2012, pp. 24-24
Gary Elliot, the chairman of the Association of National Advertisers (ANA), provides six pieces of advice for marketers on how to produce better work.
Gary Elliot, the chairman of the Association of National Advertisers (ANA), provides six pieces of advice for marketers on how to produce better work. These include: articulating your brand story; being prepared to adapt to change; determining which metrics (beyond sales) will demonstrate your progress; and making room in the budget to pilot new initiatives.
Crowdsourcing: Crowd control
Britt Bulla, Admap, July/August 2012, pp. 38-39
Crowdsourced, consumer-created content can drive perception of a brand as content is shared so quickly and widely.
Crowdsourced, consumer-created content can drive perception of a brand as content is shared so quickly and widely. Customers are holding brands to account and are amplifying the experience that the brand is offering them, which can be more effective and powerful than the best-placed ads. This article highlights six things to check if a brand is to operate in the crowdsourcing arena as well as if it is to offer experiences that ultimately deliver a positive social response.
Point of view: Brands are not human
Molly Flatt, Admap, July/August 2012, pp. 27-27
A truism of social media is that it provides places where brands are empowered to present a more human face.
A truism of social media is that it provides places where brands are empowered to present a more human face. But Molly Flatt has discovered that when things go wrong, as happened with Tesco recently, the real-time demands of social mean that some brands can end up sounding more like machines, reeling off a prescriptive set of KPIs. So when we say we want brands to be more human online what we actually mean is we want them to act out a persona of flawless humanity, even though a business can't act like an individual.
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