A brand can be severely wounded by use or misuse of any of its assets and you could say data has the greatest power of all to inflict damage.
When we read articles about the need for increased diversity in marketing land, it is often through the lens of gender.
The concept of consumers boycotting brands and publishers isn’t a new one.
Traditionally the non-executive board of a company acts in an advisory capacity - attending monthly board meetings to offer overarching advice and guidance typically focusing on:
The idea that the customer needs to be represented at board level isn’t a new concept. The chief customer officer began to appear in forward thinking corporations around the turn of the century as the (then) nascent digital world began to open up consumer choice and traditional methods of cultivating brand loyalty started to be challenged.
Virtual Reality (VR) is no longer a theoretical consumer proposition. This year’s CES and SXSW were awash with VR games and applications with Gartner estimating 25 million headsets will be sold by 2018. And, as I am writing this, Sony has announced an October launch for a PlayStation virtual reality headset that could blow out these predictions and take it to the mass market. And let’s not forget about the advent of cardboard VR headsets and an expected reduction in price of Oculus Rift.
In an industry as fast moving as ours, it is hard to precisely predict what marketing will look like in five years’ time.What we do know is that it’s going to be even more personalised, integrated, data-driven and mobile than today – and that is before you factor in the impact of augmented reality, virtual reality and the Internet of Things, which some of the large global marketers are already beginning to toy around with.
The recent Ashley Madison hack is a wake-up call not only for consumers, but also for marketers and companies – many of which still do not take their customers’ privacy or data security seriously enough.
Every few weeks, I see an article about the gaps and talent shortages across our industry, particularly in digital strategy and analytics skills.
I don’t mind providing my information – I’m sure it will lead to a more personalised service in the future, which ultimately is to my benefit. But is it really necessary to collect all that information at that precise time?
Jodie Sangster has been the CEO of the Association for Data-driven Marketing and Advertising (ADMA) since 2011 and is also chairperson for the International Federation of Direct Marketing Associations (IFDMA). She has worked across the US, Europe and Asia-Pacific for 14 years with a focus on data-driven marketing and privacy, and began her career as a lawyer in London specialising in data protection. Her resume includes senior positions at Acxiom Asia-Pacific and the Direct Marketing Association in New York.
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We are all digital lab rats spewing treasure troves of personal data wherever we go.
In 2015, a study at MIT suggested an algorithm could predict someone’s behaviour faster and more reliably than humans can.
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