Two intertwining strands are currently preoccupying many marketers. There’s the issue of talent – how to recruit the right kind, how to nurture it, how to retain it. Running alongside is a growing concern about personal career development, which is increasingly coming to the fore as traditional career paths no longer seem so straightforward or even available.
In a bid to move away from advertising its New Orleans heritage in the UK, in 2012 Southern Comfort’s new agency Wieden+Kennedy created the TV spot ‘Beach’, showing a confident middle-aged man striding down the beach in just his swimming trunks holding a glass of Southern Comfort.
When a brand gets into trouble, there is a fair chance that it will be taken over, and there are many examples in recent times where such brands have only survived as a result of a merger with a stronger competitor – Continental Airlines’ takeover by United Airlines springs to mind. In fact, such a course of action is encouraged to protect jobs, warranties and the wellbeing of society.
It started nine years ago. I can remember the actual week when it all began because I was teaching brand management at London Business School to a class of MBA students and we spent the first hour of class discussing it. That morning Unilever announced that it was introducing a new corporate logo featuring a smooth, rounded U made from an amalgam of 24 icons representing all the businesses that it was engaged in. I beamed the new design onto the screen behind me and my class debated its merits.
In light of your news article ‘Mobile continues to bolster Facebook revenue’, we have research that finds 80 per cent of 18- to 24-year-olds have never clicked on a Facebook ad on mobile and almost half don’t look at brand Facebook pages.