Got a moment? Grab a piece of paper and pen and plot out your whole life in three minutes. It’s not going to be a multi-part biography, but it’ll give a stranger a rough understanding of who you are: Your birth, education, jobs, financial investments and your significant (lack of) relationships.
Many business and marketing managers progressing to leadership positions face evolving their focus from operational matters to strategic decision making and planning.
Once upon a time, life was easy: You developed products, placed them in a well-located retail shop, wrapped them under an attractive brand and hired the best creative in town to promote them. Many business and brands were successfully built on this approach, even if it wasn’t always that easy.
Marketing’s evolution and increased value-add to organisations is making headway in one essential direction: Driving brands to achieve maximum relevance in the heart and minds of customers.
Not a day passes by in the life of business executives where digital innovation or the prospect of disruption is not front of mind. This in turn, drives an unrelenting flow of questioning, discussion and strategy papers.
In a recent conversation with a chief technology officer, he asserted all digital technology changes in his organisation were being led by IT and not by marketing. It made me wonder: How long a marketing function like this could survive?
Call it digital disruption or the fourth industrial revolution, our rapidly evolving environment is affecting consumer perceptions, purchase behaviours and the way they consume information and products.
With digital integration at the core of customer management, many marketers have been questioning whether the principles and approaches to branding are fundamentally different in a digitally led environment.
The warm weather is upon us. It’s a time of year often associated with the blossoming of love and relationships, which has me thinking about how marketing has leaped forward in its ability to build emotional connections with customers.
There is no let up for today’s CMO who needs to be the master of an ever-increasing variety of trades. Digital changed the game years ago, and now the CMO must be a skilled publisher, technologist and data analyst.
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Leadership resilience, startups scaling up, marketing best practices, customer insights - these are just a few of the topics we manage to explore in the latest episode of Conversations over a Cuppa with CMO featuring Craig Davis.
There’s no denying there’s been a whirlwind of response to the imminent demise of the third-party cookie from all parts of the industry. But as we’ve collectively come to better understand the implications, it’s clear this change is giving the digital advertising industry the opportunity to re-think digital marketing to support core industry use cases, while balancing consumer privacy.
The COVID-19 pandemic has exposed brands’ CX shortcomings and a lack of customer understanding. Given ongoing disruption, customer needs, wants and expectations are continually changing, also causing customers to behave in different ways. Just look at hoarding toilet paper, staple and canned food, medicinal and cleaning products.
Understanding the core principles of Behavioural Economics will give players in the travel industry a major competitive advantage when restrictions lift and travellers begin to book again. And there are a few insights in here for the rest of the marketing community, too.
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