Personalized communication with every customer is the future of marketing. McKinsey partners Julien Boudet and Kai Vollhardt say it’s easier than many marketers think, if you begin with the data you have.  By Julien Boudet and Kai Vollhardt

The major trade associations representing the advertising industry — are jointly writing to express opposition to the addition of the new census question that asks, “Is this person a citizen of the United States?”

With so many video options available today, it’s easy to get tunnel vision—especially when it comes to newer options like streaming and connected TV. But, despite the variety of devices and channels Americans now have to choose from, TV viewing remains their top media option.

Big data breaches like the ones that Yahoo and Target had can spell the end of a CMO’s career, according to Warren Zenna, founder of Zenna Consulting Group.

YouTube announced its first-ever Spanish language YouTube Originals projects in development.

Dish Network chairman Charlie Ergen isn’t kidding around when it comes to the high cost of programming, telling analysts Friday that its dispute with Spanish-language broadcaster is “probably permanent.”  Courtesy of Broadcasting & Cable

In a surprise announcement, NBCUniversal Telemundo Enterprises revealed that the search is on for its new President of Telemundo Networks.

Executives increasingly are recognizing zero-based budgeting (ZBB)1 for its ability to extract cost savings and transform a company’s culture related to its spending approach. This process then reallocates funds to higher-value priorities that focus the organization—from top to bottom. One element that sets ZBB apart from other cost-reduction measures is that it enables the organization to make active, well-considered choices about spending rather than merely revise the ongoing trajectory of prior spending.

Buying media from an unwired network was similar to a game of pin the tail on the donkey.  It was labor-intensive (local invoices for days), hitting your target was never guaranteed and all parties were left with a dizzying feeling.  Thanks to upgrades in technology -- think machine learning -- those days are gone.

Brand loyalty is somewhat habit-based. Consumers buy products because their parents bought them, passing brand equity from generation to generation. Marketers know this and often leverage that heritage with customers, but in a world where there is disruptive competition for brand loyalty, is heritage marketing still viable?  By Amelia Duggan

Successful personalization at scale requires four elements working in tandem. Here’s how marketing leaders build the operating model to make that happen.

The magnitude and pace of change in the US market have undermined traditional growth models for many consumer-packaged-goods companies, especially larger ones. Companies need to combine greater agility with new types of scale advantage to compete more effectively.

The Stanford Latino Entrepreneurship Initiative is amassing a huge database and network to nourish the fast-growing sector.

Marketers want to follow customers in real time, but outdated technology often stands in their way.

At what point does a company become competition to others already in the market? For many large, multinational global brands, other companies don’t become competition until they’re operating at the same scale and in similar markets. As a result, global companies often don’t pay much attention to the small brands that operate well outside of their global peripheral vision.

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