Slower economic growth in the United States has wrought a vicious cycle that has hobbled many American households. Targeted investment and policy action could turn it around. By James Manyika, Gary Pinkus, Sree Ramaswamy, Scott Nyquist, Jonathan Woetzel, and Arvind Sohoni
The seventh edition of this yearly report takes a closer look at the evolving role of TV and media in consumers’ daily lives.
Research was conducted to better understand how ANA members are using data to manage agency relationships and how learnings can be applied to optimize client/agency performance.
Big brands spend a lot on media. Media budgets can be tens or even hundreds of millions of dollars a year. Despite this huge investment, however, many are only just starting to realise that they need greater internal expertise to take back control.
Young Hispanics, who are digitally savvy and culturally connected, are a particularly important audience. To help marketers gain a greater understanding of their interests and perceptions, we partnered with market research firm Ipsos and research partner Audience Theory to survey Hispanics in the U.S., with a specific focus on the third generation.
The ANA (Association of National Advertisers) today announced the formation of a new, wide ranging alliance designed to create a powerful, unified voice for the advancement of multicultural marketing.
The robots are coming for jobs, and many who believe that they’re exempt from the much ballyhooed robot job apocalypse might have reason to be far more worried. That includes marketers. Patricio Robles is a tech reporter at Econsultancy
A key finding in the work the Association of National Advertisers, or ANA, has been doing on the media transparency issue over the past two years is that the contracts between marketers and their media agencies are at the very heart of the controversy. By Bill Duggan, Group EVP, ANA
The recent disclosures by Facebook that they overestimated video viewing for two years is troubling. While ANA recognizes that “mistakes do happen,” we also recognize that Facebook has not yet achieved the level of measurement transparency that marketers need and require. By Bob Liodice, President and CEO, ANA
The U.S. Hispanic population is exceptionally diverse and the report considers different variables, such as country of origin, number of generations in the U.S., sex, age and family structure. According to PwC, companies will need multiple customized strategies to appeal to the unique preferences of these different Hispanic ethnicities and generations. In short, marketing to U.S. Hispanic consumers requires a nuanced understanding of their behaviors.
For consumers, having content options is no longer a luxury, but an imperative. And so, too, are the multitude of devices that they use to engage with that content—be it a TV, tablet or soon-to-be emerging technologies. But having a plethora of content options at our collective fingertips doesn’t necessarily mean consumers are connecting with ALL choices ALL of the time.
How do companies such as LEGO, Chobani, Beats, Diageo, and Dollar Shave Club significantly outgrow their competition, and what can consumer companies learn from them?
Nielsen’s latest State of The Media: Audio Today report profiles radio’s significant national audience while also considering Black and Hispanic audiences. Combined, those two groups represent more than 73 million weekly listeners, and spend more time with radio each week than any other.
This report provides an overview of our findings on the evolution of the U.S. economy, the state of U.S. competitiveness in 2016, and priorities for the next President and Congress, drawing on our research and the May–June 2016 surveys of alumni and the general public. While a slow recovery is underway, fundamentally weak U.S. economic performance continues and is leaving many Americans behind. The federal government has made no meaningful progress on the critical policy steps to restore U.S. competitiveness in the last decade or more. By Michael E. Porter, Jan W. Rivkin, Mihir A. Desai, With Manjari Raman
New research reveals that focus, simplicity, “digital first,” and perceptions matter most. By Joao Dias, Oana Ionutiu, Xavier Lhuer, and Jasper van Ouwerkerk
For reasons you will understand, I can’t go into the details of the landmark solution that was engineered for McDonald’s with Omnicom. It also won’t surprise you that some of the peanut gallery commentary and assumptions were incorrect. But what I can talk about is what I think the industry can learn from the recent “big” pitches. Let’s call that the new normal.
Whoever wins this election, major governmental changes that could significantly affect the advertising sector are almost certain to take place. A major turnover of personnel will occur in D.C. next year regardless of the election’s winner. One of the first jobs for the new President will be to nominate someone to fill the vacancy on the Supreme Court. Since many of the recent decisions supporting First Amendment protection for advertising have been 5-4 decisions, the newly appointed Justice could have a very large impact on our industry.
Operational skill used to confer long-term advantage. If you had leaner manufacturing, made higher-quality products, or had superior distribution, you could outrun competitors. But today those capabilities are table stakes. The new source of competitive advantage is customer centricity: deeply understanding your customers’ needs and fulfilling them better than anyone else.
In the last two weeks, NBC’s Rio Olympics has garnered nearly half of the total national TV revenue of many top ad categories.
For many companies, cost reduction efforts become an endless downward spiral. As soon as one cost reduction program is completed, it’s followed by another. Competitors become locked in a race to the bottom, as price reductions predicated on cost reductions are countered by more cost-cutting from competitors to drive another round of price declines. Before you know it, the industry has shrunk and retailers, manufacturers and consumers alike all lose out on greater growth and access to greater innovation. By Jason Green, CEO, The Cambridge Group, and Dan Vucovich, former SVP, President U.S.,
The Hershey Co.
