By Gonzalo López Martí – Creative director, etc – MMiami.com
“It’s Colombia, not Columbia.”
I’ve noticed that some politicians who have thrown their hat in the presidential primary race as of late suffer from one of the oldest problems in the marketing playbook: a lack of brand name recognition.
A couple of weeks ago I came across an article titled “The Death Of Brand Loyalty”. The author argues that because of a generational shift the concept of loyalty has lost relevance and nowadays it’s all about constant change. But is that really true? by Dr Susanne O’Gorman – Insights Division / Kantar – Global Head of Customer Experience
Assume the people you consider to be the most loyal customers on the planet are, in fact, disloyal. Because 92% of the time, you’ll be right. New Nielsen findings demonstrate that just 8% of consumers consider themselves to be firmly committed loyalists.
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.
With little sign of a slowdown in growth, Amazon has become the world’s most valuable brand, according to the 2019 BrandZTM Top 100 Most Valuable Global Brands ranking released by WPP and Kantar at the New York Stock Exchange.
Direct-to-consumer (D2C) companies continue to disrupt traditional retail, and taking note of their marketing investment strategies might benefit traditional retailers that see these digitally-native newborns as competition.
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.
Customer experience and customer journeys are a subject that has been popping up recently at conferences and in articles and blogs. Indeed, most marketers are prioritizing the concept of creating personalized and friction-free customer experiences. However, I wonder how often we ask which customers and whose journeys we are trying to understand and enhance. By Terry Soto
In this episode of the McKinsey Podcast, Simon London speaks with McKinsey senior expert Biljana Cvetanovski and partner Jason Heller about the next chapter of marketing, which is focused on digital—across many touchpoints—and the role of the chief marketing officer (CMO) as the architect of a company’s growth engine.
In a consumer packaged goods (CPG) industry struggling to keep up with a rapidly changing marketplace, today’s food, beverage, and personal care brands are all vying for an edge — anything that’ll give them a leg up on the competition and a foot in the door with an ever-elusive consumer.
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.
This is an industry-leading effort to create cohesive guidelines for brand safety across fraud, malware, and content adjacencies, giving marketers the tools needed for safer deployment of digital advertising, and helping brands and agencies devote less time and effort to detect, report, address, and avoid brand safety risks—and more to your core remits of performance and brand building.
Have you turned on the TV today? What about the radio? You’ve probably used an app on your smartphone. Maybe you bought ingredients for dinner at the store or purchased a new bottle of shampoo online. All of these activities are simple, everyday actions. But in today’s vast, interconnected and, frequently, digital world, they’re also valuable data points.
While organic growth is crucial to a company’s survival, many executives underestimate its value. In past research, we found that fewer than 30 percent of businesses systematically scan for and evaluate new growth opportunities. The reasons for this vary from reliance on cost-cutting efforts to difficulty overcoming short-term pressures.
After delivering my take on what is requires to revitalise a brand, one of my audience asked, where should a retailer invest? In refurbishing existing, older stores, or in marketing to reach new customers? Of course, ideally one would do both, but if you do not keep your existing customers happy their defection may undermine your growth prospects anyway. by Nigel Hollis
The years since I left the Silicon Valley to lead a company (Geoscape) providing data, analytics, research and technology have taught me quite a few lessons. My initial focus was international — Latin America especially but also Europe and Asia — and in the early 2000’s we began to put all our energy into developing data analytics and technology platforms to facilitate use and action based on relevant data and techniques to help companies navigate the American cultural terrain. In the beginning I felt resistance on the part of marketers to embrace these analytic techniques yet over a period of time many companies embraced the approach, leading to hundreds of fruitful business relationships across industries. By Cesar Melgoza – Founder & CEO of Geoscape
Various studies find that there is a consistent relationship between share of voice this year and market share change next year. The more a brand spends compared to its market share, the more likely it is to grow over time. But within a category some brands will fail to obey the general relationship and it is important to understand why. by Nigel Hollis
For most us, our digital devices are always at the ready, and many are synced with one another so we can use our devices interchangeably as we navigate work, entertainment and communication.
At the end of 2017, Adobe published a report showing that almost two-thirds (62 percent) of marketers planned to take all their programmatic media buying in-house by 2022, with the remaining 38 percent planning to take some elements of programmatic under direct control in the same period. A 2018 ANA report showed a similar effect from in-housing. The ANA’s “The Continued Rise of the In-house Agency” report, which replicated and updated similar studies from 2013 and 2008, found that the number of advertisers with in-house agencies has grown substantially, standing today at 78 percent of brands, compared to 58 percent five years ago and just 42 percent a decade back. Sixty-five percent of advertisers said that the in-house agency workload had grown “substantially” in the past year.
