This post is by Rhys John, digital marketing executive at Thomas Design.
With higher and higher percentages of the population viewing websites and other forms of media on tablets, phones or netbooks, responsive web design is becoming more of a norm for businesses with an online presence. Making it difficult for customers to view your website on different devices could be more costly than you might anticipate – with design costs far less than the potential loss of business.
Here are the three main reasons to get a responsively designed website:
If only young Chinese women had taken to sports with the same enthusiasm as they have for public square dancing, China's sport brands would have saved themselves a lot of heartache and been a lot more successful in inspiring participation. Given the success of Sport England's 'This Girl Can', the question has to be asked 'are China's girls really different from those of the West or are China's sports brands just not getting it?'
Somehow, China's girls have no problem in finding the right excuse to put off the idea of playing sport. They will tell you that they are still 'young and healthy' and 'don't need sport', or 'they are too busy', or, perhaps more honestly, that they just don't want to look like a sweaty rat.
Although it keeps fiddling with its global strategy, Adidas China has held the same line on sport and women for 10 years now. Its strategy has been to position sport for women as a social activity, as seen in recent campaigns – 'In the name of Sisterhood' and 'With sisters, nothing is impossible…'. In the eyes of Adidas, social connection trumps the person performance imperative – a 'sports light' experience that owes more to Sex and the City than a City Fun Run.
This post is by Goh ShuFen, president of IAS.
We've all seen the Mad Men episode where Don Draper strides into the room and sells the client a complete idea. One client, one agency, one easy decision. Life was simple then, but today, with multiple stakeholders, markets and agencies, companies need a far more disciplined approach to improving integrated marketing.
When the P&G CFO John Moeller announced his firm was looking to drive $500m in savings from agencies, a key area outlined was how agencies integrate.
It was with this thought in mind, we initiated "Integration 40", a fresh look at 40 of the best integrated marketing campaigns and processes from around the world. We reviewed hundreds of campaigns from six continents before selecting the final list.
Along the way, and through our other consulting work on integration, we discovered something else.
This post is by Gavin Ray, SVP of marketing & products at ip.access.
"The high street is dead", the critics proclaim. Mary Portas walks down the empty street like Will Smith in I am legend; a post-apocalyptic nightmare with boarded up shops and tumbleweed drifting slowly along in the wind. There’s no one about.
Depicting the current high street as some sort of ghost town is perhaps slightly disingenuous. If you consider that 94 per cent of global retail is conducted offline (in the real-world of high streets and shopping centres), it puts into perspective the fact that bricks-and-mortar retail is still alive and kicking strongly.
But there is a problem. Retailers are fighting to unify the shopping experience for consumers moving between these worlds. While 76 per cent of purchasing decisions are made in store, 66 per cent of shoppers have said that in-store delivered messages influence their purchasing decision (Popai), and there-in lies the problem. Two thirds of shoppers clearly see that there is high benefit in making informed purchasing decisions, but not enough is being done yet to provide them with useful and relevant information that will better equip them to purchase particular products in-store like they do online.
You have to feel sorry for the big luxury brands. Encouraged by years of explosive growth and projections of China becoming the world's largest luxury market, they expanded like crazy, opening dozens of new outlets every year and ever-larger flagship stores. And then in late 2012, President Xi Jinping launched his much-publicised crackdown on 'excess'. Ever since, China's luxury industry has been in a flat spin, dazed and confused, lacking clear direction. Is this the end of the 'Golden handbag'?
The past two years have been a hard landing for luxe. Every brand that rode the rocket of 'official gifting' has come down just as hard. The luxury watch business – which dropped 25% immediately after Xi Jinping's speech – is today 95% smaller than the pre-2012 heyday levels. The Macau watch fair was cancelled due to 'low interest'.
High-end liquor has also been decimated. Baijiu, the strong-tasting Chinese white spirit, once a favourite gifting item, has seen sales drop by two-thirds. Even foreign spirit houses, such as Diageo, that are much smaller in volume, are off 25%.
A couple of weeks ago, 40,000 people made the arduous journey to Omaha, Nebraska. They weren't travelling to see an NFL or NBA game but to listen to Warren Buffet and Charlie Munger speak. These two fund managers have become billionaires through understanding human behaviour better than any of their peers. Their speeches are peppered with insights into customer motivation, which makes them not only popular but also of interest to marketers.
One of Munger's regular themes is how hard it is to change customer's minds once they're made up. In his vivid phrase:
"The human mind is a lot like the human egg, in that the human egg has a shut-off device. One sperm gets in, and it shuts down so that the next one can't get in. The human mind has a big tendency of the same sort."
In this post, for The Economist Group Lean Back blog, Rich Bryson argues that marketing departments need to organise themselves differently to deliver the customer experience. For his full perspective read our white paper.
In our rapidly changing world, it’s the customer experience that matters above all else. It’s what builds relationships and drives growth. This customer experience is enhanced or impaired through every interaction a customer has with an organization. As Simon Lowden, CMO for PepsiCo North America, has said: “in today’s world, partnering cross-functionally is everything.”
Continuing to organize marketing in outdated structures while calling to break down silos will no longer suffice. We need a new approach that focuses also on marketing working with other functions as a “Customer Experience Engine,” shaping outstanding customer experiences that drive business growth. There is no one-size-fits-all, but there are principles for success.
When a Chief Brand Officer is elected to take over the helm at the world’s biggest fast-food chain, you have to acknowledge that a leadership tipping point has been reached. A clear sign that leadership needs to be customer-centred. From March, McDonald’s new CEO & President will be ex-brand man, Steve Easterbrook. In his inaugural press release he states,
"I am honored to lead this great brand, and am committed to working with our franchisees, suppliers and employees to drive forward our strategic business priorities to better serve our customers."
I’m very grateful for that quote as it beautifully summarises the essence of customer-centred leadership as we outline in our white paper True Marketing Leadership. In order for Steve to be successful at McDonald’s he’s got to keep things simple and the framework below might just provide a useful roadmap for his leadership journey.
The other day, I had the rare joy of teaching some friends how to use Twitter. I used to be able to fill an entire day's training session – and entire room – with my thoughts on how to use Twitter for brands. Don't laugh. In a pre-Facebook world there was a lot to discuss.
But I have to confess, I felt a bit fraudulent helping some new folk get into it when I've been a little off Twitter myself in recent years. I used to be on Twitter hourly. Now? Perhaps weekly. I'm not sure exactly why. I know I'm part of a general trend towards user decline on Twitter, but I started to worry my Twitter advice is out of touch.
Take the hashtag for example. My friends asked the usual "Everyone's using them – should we use them? How should we use them?" My rule for Twitter newbies has always been a bit like Mr Miyagi to The Karate Kid – if you're asking me how to use a hashtag, you're not ready to use a hashtag.
"Why? What will happen if we use the wrong hashtag?" my students always ask. Well, of course, nothing. But there's a subtle art to it. Like knowing the difference between what makes a great headline or is just icky click bait. The hashtag used badly, reeks of desperation to me. And cool people don't follow desperate people online.
This post is by Sandra Peat, Strategy Director at ONE TWO FOUR.
More than ever before, consumers are in the driving seat when it comes to brand communications. They are both savvy and cynical, making it ever more challenging to produce content that cuts through. Content can be a fantastic way to build relevance and engagement with your audience, leveraging their interests through credibility and awareness. However, in this day and age, it's essential that brands think beyond the obvious content options and be more creative with how they speak to their audience, while still adding value. To hit the sweet spot, brands must therefore create a balance between their objectives and listening to its audiences' passions - and deliver content when and where they want it.
Adrian Pettett, CEO of Cake, recently made the statement that "There's never been a greater need for boldness and disruption. Ultimately it's about brilliant ideas, now more than ever." Brands need to be more creative and bolder in their approach to content today to stand out and appeal to their audience. More often than not, content is viewed as a sure fire way to deliver messages but brands are not accurately observing how their audience consume content and in what way.