Produced jointly by GfK and the National Retail Federation, the white paper, “Decoding the Personalization Paradox,” helps retailers and brands apply personalization at scale. Download the report to learn more about consumers’ needs, desires and concerns about targeting and personalization and how marketers can use this information to guide smarter decision-making as they ramp up one-to-one marketing.
The ANA has teamed with the Boston Consulting Group and Reed Smith on an initiative to understand the top concerns in-house agencies have for both creative content development and legal issues. Importantly, our work also provides strategies to address those concerns. By Bill Duggan
When I read “Managing In-House Agency Creative Content and Legal Concerns,” the Association of National Advertisers’ new study with Boston Consulting Group and Reed Smith, one thought kept crossing my mind: Partnership is key. by Marla Kaplowitz – president and CEO of the 4A’s
With a spending power of $1.2 trillion, the African American audience is one of the most essential markets for advertisers to reach. This group of consumers is at the forefront of innovation—full of trendsetters, tastemakers, and cultural expression.
Marketers with in-house agencies say they are having difficulty keeping their creative teams energized, and are also concerned about their ability to attract top-tier creative talent, according to a new study.
As a growing population Hispanics are a vital audience for more brands than ever before. Our quarter-year data set provides the very latest view on how to reach them with impact.
After last year’s Cannes Lions, I opined that there was not enough talk about what we were there to celebrate: great creativity. I’m pleased to report that this year there was much more talk of how to create winning content. But I was shocked – and maybe I shouldn’t have been – to learn that creative award-winning ads have never been less effective. by Daren Poole – Global Head of Creative / Kantar
Marketing and media have become complex and messy. Chief marketing officers have to contend with fragmentation, an increasing number of different players providing technology platforms and solutions, and a whole new lexicon of marketing technology terms.
As consumers continue to evolve their shopping behavior, redefine trends, and move their shopping activity online, the retail industry has been challenged to adjust to a landscape that’s constantly shifting. Store closures, bankruptcies, mergers, and consolidations are the new normal in today’s retail environment.
Despite current global economic growth, expansion and opportunity, millennials and Generation Z are expressing uneasiness and pessimism—about their careers, their lives and the world around them, according to Deloitte’s eighth annual Millennial Survey.
Stories have the power to transfer information and knowledge and create ideological frameworks that determine how we see and relate to the world around us. Using stories to sell products and services is as old as advertising itself. Who is telling the story and what stories are being told are a constant battle for resources and attention. In this new frontier, brands and marketers are facing a challenging environment in which to connect with consumers.
Shrinking media budgets, aggressive growth goals and ever-complex marketing needs are causing a shift in the brand-agency relationship. In their bid for self-preservation, brands are streamlining spending and in-housing capabilities.
Marketing’s big opportunity is here. CEOs are turning to marketing to drive their company’s growth agenda, and they’re giving CMOs the runway and support to do so.
Most chief marketing officers (CMOs) understand that the utilization of data, analyses, and algorithms to personalize marketing drives value. Concept tests are becoming more efficient, customer approaches are being accelerated, and revenues are quadrupling in certain channels (Exhibit 1). All the evidence suggests that marketing functions should invest in, collect, and analyze available data to support their decision making.
The past decade has seen rapid transformation in the role and purview of the chief marketing officer. Several dynamics have triggered this shift, including mounting-yet-fluid expectations from the CEO and the digitization of everything, which demands brands now provide a seemingly 24/7 omnipresence. In short: a tough job has gotten tougher.
Chief Marketing Officers are suffering from an intense case of FOMO – the Fear of Missed Opportunities – as customers seek more localized, personalized experiences that are relevant to their own cultural context and situation. There is ample reason to understand the anxiety: Only 10 percent of brand leaders are feeling exceedingly confident they will be able to reach their customer engagement and revenue goals.
The number of Mexican unauthorized immigrants in the United States declined so sharply over the past decade that they no longer are the majority of those living in the country illegally, according to new Pew Research Center estimates based on government data. In 2017, there were 10.5 million unauthorized immigrants in the U.S., including 4.9 million Mexicans.
Population Reference Bureau (PRB) released its preview of results from the upcoming 2020 U.S. Census, providing a look at key population and housing trends that will shape the United States in 2020 and beyond.
The disruption that has upended the retail, tech and media industries has reached consumer products relatively late, but it is hitting the industry with full force (see Figure 1). Among the most dramatic examples of what’s at stake: The entries of Harry’s and Dollar Shave Club led to a market share drop from 70% in 2010 to 54% in 2016 at Gillette, which also saw an average 12% price decrease in 2017.
While there may be no end in sight to the insurgent brands invasion, signs of hope are on the horizon for the large, established consumer goods companies that have been battling insurgents in the war for growth.
