Marketing

Randall Rothenberg, President/CEO of the Interactive Advertising Bureau (IAB), credits 2010 as the start of the direct-to-consumer brand revolution. That was the year Warby Parker was founded. But while a few direct-to-consumer brands have become relatively famous – like Dollar Shave Club which was acquired by Unilever for $1 billion – most remain largely unknown. What will the future bring?  by Nigel Hollis

HispanicAd and the Culture Marketing Council celebrated the first ever Grand Prix in Account Planning in the US Hispanic Market after ten (10) years of our Account Planning Excellence Competition.  The recognition was bestowed to AARP and New York based d expósito & Partners team for excellence in the HispanicAd Culture Account Planning Excellence (C.A.P.E.) awards competition.  This is a first for our Industry and we look forward to more great account planning excellence and hope our Industry account planners get motivated to hone their craft in culturally focused account planning.  We have set the benchmark.

Planning, tracking, and optimizing advertising and trade spend has become table stakes for marketers at many consumer-goods companies. Despite those advances, consumer promotions and engagement (CPE) remains something of a forgotten area of marketing spend.

‘Getting ethnic consumers’ is not just about leaving money on the table, it will determine which brands win or lose. We are at the tipping point where the American critical mass is Multicultural and ‘minority-majority’ is an oxymoron. The need to do Multicultural marketing right is painfully obvious.  By Liz Castells-Heard

In the latest episode of eMarketer’s “Behind the Numbers” podcast, we discuss a series of TV commercials from industry giants like Uber and Facebook that attempt to acknowledge their mistakes and move on. But will these ads work?

Inclusive advertising is a topic many marketers are talking about. While creating the perfect inclusive ads can be a balancing act, some brands are getting it right. Coca-Cola’s ‘Pool Boy’ campaign is a great example, but when a brand gets it wrong it isn’t long before we hear the backlash from consumers on social media, which then migrates quickly to broader media coverage.  by Guest Contributor Graham Page

Brands such as Noosa, Bai and Halo Top didn’t exist 10 years ago, but within a decade, they’ve changed the competitive landscape and become a major thorn in the side of big consumer products companies by capturing a disproportionate share of growth and, in some cases, radically disrupting profit pools.

The spread of mobile devices and rapid mobile data networks has transformed global media consumption in recent years. 24% of all media consumption across the world will be mobile this year, up from just 5% in 2011, according to Zenith’s Media Consumption Forecasts 2018, published today. By 2020 we expect this proportion to reach 28% as the mobile internet takes share from almost all other media. The rise of mobile is also forcing brands to transform the way they plan their communications across media, focusing less on channels and more on consumer mind-set as the distinctions between channels are eroded.

​For younger workers, the gap is widening between what responsible companies should achieve and what businesses’ actual priorities are. The good news, according to the 2018 Deloitte Millennial Survey : Business leaders have an opportunity to turn things around—and win back millennials’ loyalty.

Today, access to information is unprecedented, consumers are empowered to make smarter buying decisions and marketers have amassed immense quantities of data about consumers. Technology has transformed many industries permanently, but perhaps none as much as marketing.

Until recently, Facebook had dominated the social media landscape among America’s youth – but is no longer the most popular online platform among teens, according to a new Pew Research Center survey. Today, roughly half (51%) of U.S. teens ages 13 to 17 say they use Facebook, notably lower than the shares who use YouTube, Instagram or Snapchat.

Pity the modern CMO, out there every day trying to break down silos and align internal teams and external partners.

Did you know that 94% of CFOs would increase digital marketing budgets if there were clear evidence the investment resulted in sales? And yet, marketers are still struggling to prove and to communicate how digital marketing efforts affect the bottom line of their businesses.  That’s just one symptom of the longstanding disconnect between marketing and finance – but it’s one that can be overcome.

Retailers still trying to unlock the question of millennial spending patterns, take note: Millennials are sagging under a heavier debt load than Gen Xers faced at this point in their economic lives.

The report tracks the value of the world’s most valuable brands and provides insights on the potential of strong brands. The total brand value of the 2018 BrandZ Top 100 is $4.4 trillion following a record 21% growth – equating to a rise of nearly $750 billion.

Five the key themes firmly set on the CMO agenda: revenue generation, customer experience, data, content and processes.

While agencies have adapted to consulting firms’ disruption of the media landscape and their role as auditors in the client-agency partnership, we feel strongly that Accenture Interactive’s new Programmatic Services unit is a clear conflict of interest, positioning Accenture to engage in media trading and then also be responsible for auditing the trading results and processes of its competitors.

A new study from the Chief Marketing Officer (CMO) Council and Deloitte, surveying close to 200 chief marketers worldwide, revealed many CMOs are still focused on the traditional storytelling aspect of their position and are less comfortable with aspects associated with driving growth, including acting as revenue science practitioners and customer experience architects.

Can marketing be too efficient? It seems like a silly question, I know, but hold your judgement for a couple of minutes and read on. A review of a new book titled “The Efficiency Paradox: What Big Data Can’t Do” written by Edward Tenner raised a couple of important issues that apply to marketing as well as other disciplines.  by Nigel Hollis

The failure rate of new products has always been high. However, in recent years, a number of nimble upstarts have emerged as fierce competitors to well-established category leaders. Their success has driven many large manufacturers to question whether their resources, scale and processes are weaknesses that should be discarded in favor of a new “agile” playbook emulating these emerging competitors. However, it’s easy to forget that the most prominent new players represent a very small sample, and there are many others who failed to gain traction along the way. This results in “survivor bias” when assessing the performance of small players; because only the surviving brands are tracked, the average performance of small brands is artificially inflated.