Marketing

How long have we been saying this? You cannot blindly take a TV ad and shove it into Facebook newsfeeds or YouTube and expect it to prove effective. People consume these channels differently and respond differently to the content they see in them. Marketers have to work with people’s mindset not against it.  by Nigel Hollis

Brewing giant AB InBev has kicked off a global media planning and buying review and is inviting the six major holding companies to put together teams to pitch the assignment, the company confirmed early Wednesday.

Google’s ad saga has spread beyond the U.K., as brands including AT&T, Verizon, GlaxoSmithKline, Johnson & Johnson, Enterprise Holdings Inc. and distiller Beam Suntory Inc. said they were also suspending or canceling at least some advertising with Google, reports The Wall Street Journal.

Marketers are true believers when it comes to influencers, and many continue to spend big—investing anywhere from $5,000 to upward of $100,000 on a single campaign.

It’s no secret that advertisers are increasingly demanding more transparency from their agencies, ad-tech vendors, publishers, and other partners. In recent weeks, we’ve seen Google and Facebook take steps to address concerns over the way measurement is handled on their platforms: Google’s YouTube and Facebook are undergoing audits by the Media Rating Council (MRC).

Lopez Negrete Communications, Inc. walked away with 21 American Advertising Federation – Houston Chapter awards, including a “Best in Show” in the Broadcast category. This marks the 14th consecutive year that the agency has earned “Best in Show” honors.

There are two sides to every coin, and a coin can’t exist without both sides.  The same can be said for marketing: You need a great product and a great story, and you can’t succeed with only one of those elements in place.

The report provides a retrospective view of the major shifts in cross-platform consumer behavior occurring in sectors such as TV, digital media, mobile, social media, advertising, box office and e-commerce, with an eye toward what these trends mean for the year ahead.

For the most diverse generation in U.S. history, there’s no single American Dream. Ethnic and racial influences matter, in both expected and counterintuitive ways. When it comes to Black Millennials, counterintuitive is the name of the game. …

According to The Walls Street Journal, The recent split between Honda Motor Co.’s U.S. unit and its media agency serves as the latest example of a breakdown in trust between a client and its agency.

The study—titled “Empowering the Data-Driven Customer Strategy: Addressing Customer Engagement From the Foundation Up”—highlights the gaps between strategy and execution that continue to prevent marketers from creating seamless, real-time engagements with today’s connected customers.

Planning — then and now — has always been about picking the right ingredients in appropriate quantities to ensure that the end result works for the client. To do this well any planner needs to appreciate the pros and cons of all available communication channels.  By Brian Jacobs / The Cog Blog

Most B2C marketers now have more distribution channels than they did just a few years ago. Though these channels afford marketers more data to leverage and opportunities for conversion, they also create more challenges in closing the attribution loop.

Move over Millennials, it’s time to start discovering the next demographic headed our way: Generación Zeta.  The topic of what drives Latino teens – one of the hottest demographics that brands need to gear up for – is the focus of a groundbreaking survey completed by Alma, which was presented this week at SXSW Interactive.

The other day Satya Menon, Senior VP of Client Solutions and Consulting, and I were reviewing the topline results from a set of market mix models. While qualitative in nature, the assessment suggests that brands may be increasingly reliant on driving short-term sales to maintain overall volume trends. If this finding proves more widely applicable then it has some scary implications.  by Nigel Hollis

Although I’ve spent much of my professional life as a marketer, it’s safe to say I — like most of us — have spent much of my personal life as a consumer. Recently, a colleague asked me which brands I was loyal to, and I had to really think about it. Finally, I recalled a particular coffee brand that I always buy.

Professor Byron Sharp and the Ehrenberg Bass Institute have long championed distinctiveness as an important brand asset. They have been equally forthright in denouncing the role of perceived differentiation. While I agree on the importance of distinctiveness, I have to disagree with their viewpoint on differentiation and see the two qualities complementary.  by Nigel Hollis

Clients have started thinking about 2018, even though 2017 only just started. I know it seems crazy, but keep in mind, national retail and promotional partnerships require significant lead time. Meaning, as a marketer, if you want to do a promotion around next year’s big soccer tournament, you need to start thinking about it today. Yes, I’m referring to the World Cup. We are about 15 months away from Russia 2018, with soccer qualifiers and lead-up tournaments already in the works.  by Roberto Siewczynski / Epsilon

In today’s fast-changing environment, it seems like we’re bombarded by new approaches and techniques to help us understand how much consumers “love” a new product idea every day. Product innovation specialists spend time and energy pursuing trends and various techniques, whether it’s “gamification,” the wisdom of the crowds, or the various “quali-quant” approaches prominent in new product innovation processes. The point of this post isn’t to debate the merits or limitations of these approaches—lots of great thinking is taking place in the market today. But we spend a lot of time on finding the “the new new thing” in order to pick the “best” idea and not enough time on the fundamentals.  By Ramon Melgarejo, SVP, Innovation Practice

You’d have to be older than a Millennial to remember a time when corporate CEOs were heavily involved in marketing decisions, like increased spend on media, the development of new Big Idea ads, the launching of new consumer products (rather than the spitting out of line extensions) and the formulation of strategies designed to outsmart competitors. That was a time before “shareholder value” became the universal corporate objective — the value to be delivered to shareholders because of management’s ability to grow earnings, dividends and share price.  By Michael Farmer / Madison Avenue Manslaughter Archives