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.

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.

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.

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

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.

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.

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

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.

HispanicAd.com in association with Adam R Jacobson are proud to announce the availability of the 2019 Hispanic Market Overview. 

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.

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.

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.

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.

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

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