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Millward Brown worked with Jim Stengel, former CMO of P&G, to produce GROW, a study of business growth that seeks to unearth the underlying factors that characterise the unparalleled growth of the world's 50 highest-growth brands. The study demonstrated that brands that represent an ideal have more-committed employees and a markedly better financial outcome. Starting points and advice for making changes to create similar effects in other busineses are included.
This article examines the assumptions and resources required for two alternative growth strategies: concentrating on getting the brand preferred over competitors versus the more productive strategy of developing categories or sub-categories relevant to specific groups of customers. In general, there is no change in the relative share positions or profits of relevant firms unless there is an innovation that will define a new category or subcategory. When the opportunity to create and own a subcategory appears, it should not be squandered. But, however good the strategic vision is, the implementation of that vision needs to be resourced and executed flawlessly.
When marketers who are experienced in the fmcg sector change to the world of B2B, many find it unnervingly different and difficult. This article explains how to get to grips with marketing to other businesses. B2B marketing is as much about people and understanding the desires of human beings as consumer markets, even though organisations are involved. Key differences are highlighted in market size, frequency of purchase, and the presence of a more formal buying group. It is also important to note that many B2B companies lack marketing competence, which may require early investment to overcome. Marketers will need to learn the language and culture of the new sector. A checklist of action points is included.
Bricks-and-mortar retailers in the age of the internet face increasing threats. However, there are still many mould-breaking retail innovators that shoppers love and that are succeeding in this competitive environment. One of the most interesting aspects of these 'retail renegades' is how they approach place. Shoppers' heightened focus on options, authenticity and immediacy has these retailers going to extremes in terms of interior design and shopper experience. Incorporating real-life context into the retail format or distribution point provides instant relevance and a compelling competitive edge. Renegades take a broader view of their shopper connections and help individuals build ties with other shoppers, the community at large and even competitive retailers.
It is misleading to think that online retail is the future. As more and more people go online, they still tend to seek out information, connections, and activities that are close to them, reading news related to their community or country, participate in social networks, and buy from local and domestic retailers. Letting location-based mobile apps know where they are allows consumers to search for information relevant to their immediate surroundings. The new wave of location-based applications is transforming online advertising, consumer information search, and shopping. It opens new creative possibilities for sponsored apps, interactive display ads and augmented-reality ads.
In a resource-constrained world, growth needs to be not only economically sustainable, but environmentally and socially sustainable as well. Marketing leaders need to grow businesses for existing generations and for the generations to come. Global CMCO, Keith Weed, describes how Unilever is tackling this challenge with three goals to achieve by 2020: help one billion people take action to improve their health and wellbeing; source 100% of the company's agricultural raw materials sustainably; and halve the environmental footprint of its products. Examples of how Unilever is trying to achieve this come from the company's work in Pakistan with Pureit and Lipton tea's partnership with the Rainforest Alliance.
Market innovation has long been dominated by the world view of engineers and economists - build a better mousetrap and the world will take notice. This functional point of view certainly has merit. But, because it is the only way that we approach innovation, the 'better mousetraps' approach has had the effect of eclipsing a very different innovation world view - champion a better ideology and the world will take notice as well. Conceiving of brands as a phenomenon of the mind - rather than of society, culture, and politics - means that many opportunities for innovation created by historical changes in society are totally ignored.
Rather than being a social evil, consumer goods are an important medium of our culture. They are a place where we keep our private and public meanings. Cars and clothing, for instance, come loaded with meanings that we use to define ourselves. We are constantly drawing meanings out of our possessions and using them to construct our domestic and public worlds. The consumer has access to many meaning sources beyond the ones provided by marketing. But the ones provided by marketing are vital to the self-invention or self-completion of the individual. This is one of the reasons that meanings add value. Marketing facilitates the movement of meanings from cultural artefacts to consumers via branding.
Based on a new IPA report, this article describes a range of models exploring how advertisers have coped with the notion of integrated communication strategies. The research identifies several options but clarifies that decisions should be mad on a 'horses for courses' basis. The report examined 250 cases from the IPA Effectiveness Awards. It aimed to quantify the additive benefits of seeking to integrate across channels versus planning each channel separately to specific channel objectives, which is arguably a far easier task to coordinate for marketing clients and their agency partners. The report identified four different ways in which marketing campaigns have been organised and proposes that creating and delivering effective integrated campaigns is becoming increasingly like conducting an orchestra.
The major trends affecting the business environment - globalisation, the necessity of speed, the importance of innovation, the empowerment of consumers, aided by technological innovation - all support the increasingly strategic use of co-creation activities. Over the past five years, co-creation has mutated from a niche phenomenon to a prevalent approach of collaborative innovation taken by innovation leaders such as P&G, BMW, Siemens, Nokia or Beiersdorf' (Bilgram V, Bartl M, Biel, S, 2011). In the next ten years, co-creative practices will further evolve with new techniques, theories and ways of applying it. The most successful organisations will be those that are good at using co-creative practices to solve their brand, marketing and innovation challenges.