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Brand success in the digital age
Les Binet and Peter Field, Market Leader, Quarter 4, 2013, pp. 24-27
This article looks at how the use of digital channels should be assessed following an IPA report that has found that emotional priming builds more profitable long-term effects and rational messaging is best for short-term sales.
This article looks at how the use of digital channels should be assessed following an IPA report that has found that emotional priming builds more profitable long-term effects and rational messaging is best for short-term sales. Long-term messaging requires memorability and should target all category users; short-term messaging has a much narrower reach to imminent purchasers. Combining an emotional, brand-building core, surrounded by an integrated suite of short-term activation initiatives is recommended. The authors consider the strengths of different digital channels and offer guidelines for best practice, including give pricing equal importance to volume and integrate brand and activation strands.
Social media's ROI: Social must shift product
Bryan Urbick, Admap, July/August 2013, pp. 34-35
This article argues that relying on easily measurable data to judge social media campaigns is a risky and a short-term solution, and that brands need to focus on hard business objectives, such as sales growth, to determine the success of their strategy.
This article argues that relying on easily measurable data to judge social media campaigns is a risky and a short-term solution, and that brands need to focus on hard business objectives, such as sales growth, to determine the success of their strategy. It cites the example of PepsiCo's "Pepsi Refresh" project as a case in point, which saw the brand reallocate substantial budget away from traditional media into a social-media driven cause-marketing program supporting local organisations. The campaign was deemed a success according to standard social media metrics (such as "likes" and "followers") yet it lost 2.6% of the US carbonated drinks market over the same period. Overall, businesses need a tighter integration between social media, other marketing strategies and corporate objectives.
Time for brands to start thinking inside the box
John Griffiths, Admap, Shortlisted, Admap Prize 2013
Companies are undertaking an increasingly ambitious range of initiatives under the banner of corporate social responsibility.
Companies are undertaking an increasingly ambitious range of initiatives under the banner of corporate social responsibility. For all the benefits of firms taking on roles typically associated with nation-states and NGOs, however, these corporations are usually unaccountable, and frequently set the agenda in a unilateral way. They are also increasingly using “quasi-religious” language to justify their actions. Redressing this imbalance requires making managers and shareholders ethically accountable, developing significantly wider models of stakeholder consultation, and soliciting the views of religious groups, the role of which is often underappreciated, especially in Europe.
Syrup, cows and the voice of the commons: How planning skills can save the world for fun and profit
Brian Millar, Admap, June 2013, pp. 29-31
This paper argues there is a systematic way for brands to maximise profits while doing good and believes planners are well positioned to make this happen.
This paper argues there is a systematic way for brands to maximise profits while doing good and believes planners are well positioned to make this happen. The author urges planners to not only listen to the voice of the consumer, but to listen to the voice of “the commons”: from environmentalists to "Occupy" camps and the online vigilantism of Anonymous, the activists’ voice is a powerful one. The paper argues that when brands listen to the voice of the commons, they will find new opportunities to enhance consumers' lives. Planners can use many of their existing skills to help brands do good by asking new, socially-minded questions. Dove, Yakult, Google and Zipcar are among some of the brands discussed.
Social Good, Personal Best: How a basic selfish desire may be just what business and society need
Guy Champniss, Admap, June 2013, pp. 32-34
This paper argues that rather than expecting selfless or altruistic consumer behaviour to achieve social good, brands should look at how consumers' inherent selfish behaviour can lead to social good and better profits.
This paper argues that rather than expecting selfless or altruistic consumer behaviour to achieve social good, brands should look at how consumers' inherent selfish behaviour can lead to social good and better profits. The author uses Jeep, the US car-maker, and its commitment to the Tread Lightly scheme, as an example. He suggests that Jeep users enter the scheme for reasons other than altruism, such as increased self-esteem, recognition and validation. This argument is supported by research that shows that social good can be generated by focusing solely on behaviour, rather than ethical attitudes.
Imagining a profitable force for good
Steve Wright, Admap, Shortlisted, Admap Prize 2013
This paper argues that it is not possible for brands to maximise profit and, at the same time, be a force for good.
This paper argues that it is not possible for brands to maximise profit and, at the same time, be a force for good. A combination of a legal obligation to benefit shareholders, and the destructive consequences of profit maximisation, leads brands down a path that will create net 'bad' in the world. However, the author argues that if corporations abandon not the goal of profit, but of profit maximisation, and realise that reducing poverty and creating 'good' is good for business, they can be a positive force in the world.
The economics of abundance
Ersun Warncke, Admap, Shortlisted, Admap Prize 2013
This paper argues that companies can serve the public good and maximise profit, illustrated by the example of the changes to the global trade in diamonds and the move towards demand for "conflict free" gems.
This paper argues that companies can serve the public good and maximise profit, illustrated by the example of the changes to the global trade in diamonds and the move towards demand for "conflict free" gems. It looks at how brands have met people's desires in accordance with Maslow's hierarchy of needs and discusses how they can meet the last step of self-actualisation. The author argues that in a world of abundance, with all other lower needs met, brands will focus on integrity, social responsibility and sustainability in order to fulfil consumers' need for self-actualisation.
The Rise of the New Billion-Dollar Brands: How today’s best brand s are converting social good into a billion-dollar proposition
Freya Williams, Admap, June 2013, pp. 35-37
This paper argues that, while brands must both maximise profit and be a force for social good in order to to remain relevant, many fail in this aim due to their poor marketing strategy.
This paper argues that, while brands must both maximise profit and be a force for social good in order to to remain relevant, many fail in this aim due to their poor marketing strategy. The soap manufacturer, Lever Bros (now Unilever), established in the UK in 1880, is cited as an exemplar of brands achieving both goals. Today, Unilever is seeing its share price benefit from its well-publicised sustainability efforts. Other companies, like Nike and GE, are also innovating around sustainability. But there are many failures to set against these successes - and much of the failure is due to bad marketing. The author advises brand owners to embrace differentiation, relevance and creativity in their cause-related marketing in order to maximise their profits and become a Lever Bros-style business.
Brand social mutation
Sebastien Thomas, Admap, Shortlisted, Admap Prize 2013
This paper accepts the premise that brands can maximise profit and be a force for good, and so focuses on how they should do it.
This paper accepts the premise that brands can maximise profit and be a force for good, and so focuses on how they should do it. It argues that brands, as the most valuable and culturally significant entities in the world, are uniquely placed to tackle social problems but, to do this, they need to 'mutate' their 'DNA'. This requires them to restructure their spending, relationships with internal and external stakeholders and methods of measuring profit and loss, in order to take social goals into account.
Psychopaths or citizens? The battle for the soul of modern brands
Michael Hines, Admap, Shortlisted, Admap Prize 2013
This paper argues that corporations have historically always been in pursuit of one goal - profit - due to a sole focus on the interests of shareholders, and that a brand's concern for social good and its commitment to a purpose greater than itself only manifests when its profits are threatened.
This paper argues that corporations have historically always been in pursuit of one goal - profit - due to a sole focus on the interests of shareholders, and that a brand's concern for social good and its commitment to a purpose greater than itself only manifests when its profits are threatened. However, as consumers increase demand for socially contributing and sustainable brands, this same profit-led approach will mean that companies will be forced to behave responsibly. Should this happen, brands are well-placed to effect large-scale change. To foster this, the author recommends that share ownership of a company should be placed in the hands of a steering committee who are motivated by something larger than profit alone.
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