Wide Angle

Those who live and breathe marketing have a problem: we can never fully unplug. Marketing follows us wherever we go. The TV ads, the social media forums, the direct e-mail – there’s a constant wondering of the strategic idea behind a campaign, whether the target audience was properly selected, and whether the channel mix works. Or perhaps this is just me and I’m projecting. Let’s move on.

Following my last post on globalization and its ramifications for the structure of global marketing functions, I spent a week trying to unplug in Italy (thank you, Starwood points). What spurred the above introduction was the amazing difference in marketing communications techniques required in the Italian market versus the United States – both industrialized Western countries with heavy penetration of traditional and digital media. Similar on paper, far different in practice. Read More »

Amsterdam Schiphol Airport, Concourse D and I’m eating Sbarro, drinking a Coke, and overlooking flag carriers from the Netherlands, France, Italy, and the UK. The voice from above announces flight information in three languages – Dutch, English, and the language of the country’s destination. The passengers next to me are listening to iPods singing American pop, heading for Africa.

Whither globalization? I beg to differ.

There was a bit of consternation at the Davos confab earlier this year as to whether the era of globalization was the root cause of the global financial meltdown, and as a result, perhaps it was time to roll back some of that interconnectedness. Nicolas Sarkozy was particularly pungent in his argument to this effect. Granted, globalization certainly hastened the onset of recessionary tendencies the world over; international capital flows have only increased since the Asia financial crisis of the late 1990s sent a minor shock wave through the system. Read More »

Advance warning: this post will likely open more doors than it closes. But they are important doors that need opening, especially if they aren’t already. Haniel Lynn pushed the first one open with his earlier post, asking if Marketing could foment a corporate cultural revolution through social media. Member conversations I’ve had over the past week have demonstrated there is a root-cause question that must come first – where does Marketing fit in the organization? Better yet, where should it? Read More »

One of the themes we’re picking up from Council members is a reckoning that new product development and innovation approaches are badly in need of an overhaul.  What’s driving it?  Here’s what we’ve heard from marketers at Global 2000-sized companies: 

• The recession has fundamentally recast customers’ hierarchy of needs, priorities and in some cases core values, giving rise to the “New Normal” customer
• The “Good Enough Revolution” (an important read) has demonstrated that, in many categories, the returns curve on adding new features has flattened or even inverted
• The increasing participation of our target audiences in digital and social media has presented an opportunity to dramatically reduce innovation cycle time
• The source of consumption growth is shifting to BRIC countries, which is putting more pressure on innovation processes to produce discontinuous innovation for those markets Read More »

Steven Levitt and Stephen Dubner are back with a second installment of the ‘freaky’ thinking that has now led them to advising would-be suicide bombers to buy life insurance. Over multiple plane rides last week, I scanned through SuperFreakonomics but was struck by one quote in the chapter on apathy vs. altruism: “People are people, and they respond to incentives.” Combine that with their analysis of unintended consequences – “among the most potent laws in existence” – and you begin to see why many marketing schemes fall short of perfect. Let’s take the example of the airlines and baggage fees. Read More »

It’s that time of year again – predictions and “what’s in/what’s out” lists.  Thought I’d jump onto the bandwagon by sharing some of the themes we’re hearing from leading B2C marketers as we ask them “what’s next?” for marketing.  Here are a few of the more provocative ways F1000 executives think your job is likely to change in the decade ahead. Read More »

After my gloomy 2009 retrospective, I thought I’d try for a cheery 2010 prognostication. Then I looked at the unemployment rate, continued declines in construction spending, the looming bust of commercial real estate and quickly recalled why I’m a self-described realist (others call it cynic, take your pick).

So how about an even-handed assessment of things to watch for in 2010? Even the cynic can provide that.  Here are three big macroeconomic and marketing-specific trends every marketer should follow in earnest: Read More »

One of the most popular questions we hear from members is: “What are my peers asking you about social media?”

After spending last week speaking with members at MLC’s executive breakfast meetings, I got an earful of what’s keeping marketers up at night when it comes to social media.

The key theme:  There’s no longer any debate on if we should engage with our target audiences via social media.  The only question left is “how?”

Your peers are running up against three key challenges when it comes to answering that “how” question.  Here’s how we’re advising them on each: Read More »

In the increasingly peer-centric landscape sparked by recent excitement (and anxiety!) around social media, we find ourselves with a new operating challenge: Marketing and Communications functions find themselves at odds with (or just driving different objectives from) many of their peer functions around the corporation.

We’ve all spent too much time talking about why social media matters, and even how to exploit its power, so let me skip over that well-worn path.

Inside the enterprise, I see a culture change afoot.  As companies try to maximize their ability to capture customer voice and shape product, to drive brand and product awareness, to leverage advocacy, they are further extending themselves out beyond the “safe” boundaries of their corporate walls.  We know that social media is by nature unstructured, unreliable, and, at its most powerful, deeply unpredictable. Read More »

Global warming be darned, it snowed in Dallas last week and temperatures never reached 50 degrees.  While I had the ‘pleasure’ of braving the elements for the week, I had the sincere pleasure of visiting with members as diverse as airlines and beauty products to discuss the impact of social media on their respective competitive landscapes.  It occurred to me that the current state of social media for most organizations is the Heisenberg principle in action: marketers can’t determine both their competitive position and relative velocity (social media adoption) with the same degree of certitude.  And right now, the equation is weighted toward velocity – everyone knows the speed (forward and fast) but very few have stopped to find their current position. Read More »