Brand Learning

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.
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.
These are challenging and interesting times to be in Marketing. The twin forces of technology and a more empowered consumer are making it increasingly necessary for Marketers to lead in a complex and dynamic environment.
An article caught my eye recently, lamenting the high number of marketers in the APAC region who were on the move, looking for new opportunities.
Every so often a capability brief comes along with challenges so high, it sets my senses tingling. I know it’s an opportunity to do something  big .
It’s the time of year when many start considering their organisation’s 2015 capability programmes and setting budgets.
The first step in strong sales and marketing partnerships is understanding what each other are talking about.
When has a week gone by for you when you haven’t shopped on line for a brand? For most of us in our team at least, shopping online or using mobile during the shopping experience has become a habit.
Unprecedented changes in the retail and customer landscapes are creating big challenges for Sales teams.
It’s obvious to us that the best route to sustained growth is by motivating more customers to spend more with your company.
Our instincts are key to survival but as we explore in this blog post, we don’t believe they are enough for us to thrive in such rapidly and dramatically changing digital times.
We all know that the impact of digital technologies has changed businesses profoundly. It has created an exciting time for leaders who can create new operating models, strategies and approaches.
Earlier in this series we introduced our point of view on how organisations need to evolve their communications capabilities to deliver growth through a meaningful, mutually beneficial customer experience and 4 key principles for customer engagement: It must be mutually beneficial The customer needs to have a key role Content is the cornerstone; essential in driving the customer experience and for the health of the brand Ongoing measurement and optimisation is critical In this final instalment, we will look at the role of content and how to continually measure and evolve your customer engagement.
In the first of this three-part series, we introduced our point of view on how organisations need to evolve their communications and capabilities to deliver growth through a meaningful customer experience, and 4 key principles for customer engagement: It must be mutually beneficial The customer needs to have a key role (whether the end-user, shopper, expert, distributor etc: i.e.
I’m a fan of travelling in style, so the concept of ‘matching luggage’ appealed when marketers first responded to channel proliferation with a drive to integrate their communications by using the same look and feel.
Clients often come to us saying their innovation is not having the impact they want: they need more ideas, or fewer bigger ideas, or they need to get them out in to the marketplace much more quickly.
With the FIFA World Cup later this year and the Rio Olympics in 2016, the eyes of the world are on Brazil.
I recall talking to James Elias, Google’s Marketing Director, at last year’s about the unprecedented pace of change we are seeing in the world and the implications for organisations.
There's a new growth imperative shaping the future of marketing: but has anything really changed? A huge amount has been written about the changing business landscape, how as customers and consumers we are living in a new normal.
In our recent blog we looked at three critical capabilities businesses need to develop successful strategies and plans in today's dynamic environment: Know what you stand for Be adaptable Learn, learn and learn some more! The concept of adaptability and its impact on Marketing strategy and plans prompted some great conversations, so here we expand further on what it means.
In 2013 we asked if agility has killed strategy and planning, sharing our Top 10 Tips to keep Strategy & Planning approaches simple, flexible and focussed on outputs.
"What should my brand be doing in Digital?" It's the question I can almost guarantee to be asked in any Brand Learning digital programme that is run – regardless of client, industry or even location.
Another year is upon us! As we re-commit to a fresh list of resolutions and reflect on the year gone by, we can't help but notice the buzz hitting our newsfeeds on the 'hot topics' marketers need to embrace to stay at the top of their game this year.
There's a growing amount of attention being given to customer experience: the critical moments when your desired brand positioning is expressed in practice, across every touchpoint, every interaction and every step of the customer journey.
There was a time long ago when the job of a marketer was simpler. Skills were learned and honed on the path to marketing mastery.