Industry data tells us that 63% of companies maintain a single set of customer feedback scores common across the company; 62% have a formal VOC program. Contrast that with the less than 30% of companies that maintain an active decision-making process for incorporating customer feedback into the business. So I’ll ask again – what’s the hold up?

In an incredibly engaging panel discussion facilitated by Satmetrix at our Distinctive Purchase Experience conference, the discussion focused on three major barriers to moving VOC (and in particular, NPS data) from merely data collection to actionable organizational change: Read More »

Technology when you want it; people when you don’t – not just Esurance’s ubiquitous new tagline, but also a clever summation of the challenges facing insurance industry marketers right now. Insurance customers are demanding a multi-dimensional experience in two ways that make marketing’s life exponentially harder: multiple sales channels combined with ever-increasing communications vehicles. This demand is leading to incredible disruption within the industry – word-of-mouth-dominated Amica is producing mass-market TV advertising, consumption patterns of the younger demographic threaten the agent-policyholder relationship, while everyone wonders how to make the life insurance application process easier. Read More »

To be a high-tech marketer these days is to have it slightly better than most – small degrees in a recessionary economy, but better nonetheless. Tech companies are outperforming analysts’ earnings estimates as Droids, iPhones, and Torches find thumbs more than willing to take the first step toward carpal tunnel. But how do the best high-tech companies – particularly those in the B2B space – keep positive momentum while douple-dip fears stoke market stagnation? Read More »

Ah, the dog days of summer. The inevitable 90-degree day followed by the unpredictable afternoon thunderstorm and flash flood warning. If you’re lucky, the storm hits at 2pm before the commute; on the one day you absolutely must get home, I guarantee the storm hits at rush hour. The beauty and agony of summer: the uncertainty of late afternoon.

And that is exactly where our manufacturing members find today’s economy – a late summer afternoon, with limited predictive ability as to coming market conditions. They’ve seen the sun peek through the clouds (11 straight months of sector expansion per ISM’s Report on Business) but with markedly slower growth in June’s new orders, that grey cloud seeps back into the picture. With a consumer-driven economy, manufacturers can’t be too pleased that June housing starts also dropped 5.0%, while consumer confidence hit a low not seen since August 2009. Read More »

Arriving in South Africa yesterday, I was reminded of what British heritage leaves around – driving on the left, spelling key as quay, and televising every world cricket match. One day I’ll understand that sport. You also can’t escape the reality of global branding from the moment you exit the plane – the ubiquitous HSBC jet bridges, Visa adverts plastering baggage claim, and a Coca-Cola vending machine in every corner.

There’s also this large sporting event coming up (in case you haven’t heard): the 2010 FIFA World Cup. Or rather, “the-every-fourth-year-global-football-tournament-to-determine-a-single-country-champion,” as FIFA would like me to refer to it in this space.

FIFA is playing brand police here in South Africa, and a ruthless outfit at that. You can find just a taste of their efforts in this article. My personal favorite – their request of Kalula, one of South Africa’s low-cost airlines, to withdraw its slogan “Unofficial National Carrier of the You-Know-What.” While fully understanding that FIFA and its corporate partners paid truckloads of money for brand exclusivity at the tournament, the brand management tenacity at play here seems to far exceed rational boundaries. Read More »

Ah, the sweet smell of redemption on a Thursday morning. Last week, I wrote about whether executives could tag companies as ‘innovative’ if they failed to deliver revenue growth (and implicitly, fail to meet customer needs). BCG’s listing of the top 50 innovative companies said yea; I, nay. And this week, I think I’ve got 23 companies to back me up: Fortune’s list of 23 companies that achieved double-digit revenue growth despite the turbulent economy in 2009. Perhaps not innovative, but doing a great job of exceeding shareholder expectations.

Discerning a common thread among those on the Fortune list isn’t easy, especially since most would rarely appear on an ‘innovative company’ list. You could certainly argue that value positioning helped tremendously, i.e., the right economic proposition to capitalize on retrenched consumer spending. Companies like Dollar General, Dollar Tree, and Ross Stores certainly fit the bill. Yet, there are plenty of ‘value’ retailers that noticeably didn’t make the cut, from Family Dollar to the granddaddy of them all, Walmart. There isn’t an easy industry lens to the list either – in what was generally another poor year for financial services, USAA, Wells Fargo, and Erie Insurance beat the odds handily. Even with oil prices up across 2009, there isn’t an energy company to be found. Read More »

I’m a sucker for top ten lists – world’s busiest airports, tallest buildings, largest bankruptcies, habits of effective social media marketers (ok, the last was just a shameless plug). Yet there’s one list each year that always piques my interest – BCG’s Most Innovative Companies, and this year’s survey results were a bit of a head-scratcher.

Not because of the leading companies on the list – the old standbys of Apple, Google, Microsoft, and IBM still head the class. What was more startling was that 11 companies had declining revenues and 17 companies had declining margins across the 2006-2009 survey period. You can play devil’s advocate with the recession all you’d like, but in a top 50 list of innovators, more than 20% falling shy of growth raises an eyebrow. Read More »

So perhaps the title here is a bit harsh, but something needed to catch your eye. We’ve long known retailers to be a unique beast, managing more products than any CPG marketer could imagine, focusing on category-specific merchandising strategies (often to the detriment of cross-sell), and most recently, managing the tradeoffs between brick-and-mortar stores and online sales.

But frankly, this too often turns retailers into myopic, proximity-biased incrementalists in their customer strategy (too harsh again?). Imagine my encouragement when I see retail CMOs begin to tout the very elements of customer-focused strategy their CPG peers have long known. Read More »

With the Super Bowl not too far in the rear-view mirror, and basketball’s March Madness in full swing, B2C marketers break out the checkbook for new TV campaigns integrated with broader marketing communications efforts. We’ve seen everything from babies talking stock options to houses made from beer cans. But the overarching question remains: do the campaigns work?

The Council’s work on marketing communications has always stressed the primacy of client-side creative brief writing. Many heads of advertising will tell us they can ascertain the relative success of a campaign in advance simply by reading the creative brief sent to the agency. Our research shows that the best briefs contain three can’t-miss elements: Read More »

Einstein proffered that doing the same thing over and over again while expecting different results is the very definition of insanity.

Then I must ask the rhetorical question: how close do marketers come to that definition when it comes to marketing planning? The search term ‘marketing planning’ has appeared in the top five search terms on the MLC website for 24 months running. Our annual executive survey has reported ‘planning’ as a top-five area of improvement nearly every year since the poll’s inception.

Sincerely now, what do marketers keep doing year after year that keeps yielding the same underwhelming results?

Read More »