Leadership in the retail sector is not about the cult of individuals, it’s about the right strategy and executing it meticulously
Somewhere inside the Istanbul headquarters of Turkish Airlines there must be a very large wall. And on that wall are plastered random images of people and organisations that all have two things in common. First, they have absolutely no association with Turkey or its national airline.
A report from the Chartered Institute of Marketing that found marketers fear using social media prompted fierce debate on MarketingWeek.co.uk. Find the story at www.marketingweek.co.uk/news/cim-says-marketers-still-wary-of-social-media/3014352.article and a selection of comments below:
Richard Madden is spot on to highlight the fact that in order to cross-sell, businesses must start taking note of what their individual customers want and how they behave (“Cross-serving is the secret behind successful cross-selling,” MW 10 June). But so many companies are fundamentally hindered and unable to do so because of the way in which they collect and analyse their online customer data. Too many companies anonymise and generalise their customer data into demographics and homogenous groups. But demographics don’t buy, individuals do!
Andy Fennell’s call for marketers to take risks in aiming for ten out of ten performance is an inspiring one (Architect behind a global brand-branding mission, MW 3 June). But his message about the need to balance this with accountability for profitable growth and return on investment presents a difficult challenge. As Andy argues, achieving brilliant success might require some three out of ten failures along the way. So how can marketers minimise the potential commercial downsides of taking braver decisions?
Camelot is repositioning its EuroMillions brand as one with a potential jackpot that is big enough to share.
1. Thinking the brand is just the logo, stationery or corporate colours. Brands encompass everything from customer perception and experience to quality, look and feel, customer care, retail and web environments, the tone and voice of communications and more. 2. Not leveraging existing brand equity and goodwill. Dismissing brand equity when rebranding alienates established customers, […]