Share of voice is a key metric for setting budgets and predicting growth, but digital media make it impossible to calculate accurately. Understanding your share of search queries is a simple and elegant alternative.
It’s well established that brands need both long- and short-term marketing to be effective, but you’ve still got to decide between the three options for how to use them.
At our first Covid Christmas, consumer sentiment could range from weary resignation to a desire for escapism, and brands will have to set the right tone.
Marketing theory is a constant battle between opposing viewpoints, but an open mind and accurate data set will show you usually need to adopt both perspectives.
Brands can’t expect customers to behave generously, or even reasonably, to save them from the Covid crisis. They must accept their situation with humility and find new ways to offer value to their markets.
Going online not only cuts costs, but also lowers competitive barriers and removes physical distance from the purchase decision, playing to the strengths of the biggest, strongest brands.
Forget ‘U’s and ‘V’s, this recession will be F-shaped, and Tesco knows from the financial crash that all most brands and retailers can do is minimise their losses.
Marketers must heed the great Northwestern University professor’s principles of integrated marketing communications, or risk the loss of effectiveness that comes with focusing on individual channels.
It may seem like a paradox, but recessionary periods actually provide fertile grounds for marketers to grow their brand’s market share if they’re prepared to think long-term.
Marketers should follow Santa’s example this Christmas. He needs elves and reindeer to deliver all his presents in time, not just one or the other.
Renault’s new ad featuring a lesbian couple is a beautiful story and cultural statement, but the brand’s presence is nowhere near distinctive enough.
If you have a big budget and are making long-form video ads, it makes little sense to leave the most effective medium out of the mix, as Gap has done by rejecting TV for its Christmas campaign.
The government’s message on controlling coronavirus while leaving lockdown is fatally unclear, and only expert intervention can avoid a disastrous failure.
There’s probably no reason to ditch your old creative because of coronavirus, but if you do, your new ad needs to be distinctive and avoid the bland clichés brands are currently churning out.
Direct Line has replaced one of the most effective brand campaigns of recent years with a new approach that promises similar success, all thanks to the team’s understanding of distinctive brand assets.
There is a growing sense that reaching giant audiences to build brands in the decade ahead is going to be more difficult.
Marketers should be as wary of those predicting the marketing world is about to change forever as they are of people who thought Oreo’s Superbowl tweet was the future of marketing strategy.
Trolls World Tour’s successful digital launch will tempt all movie studios to do the same, but that would destroy the model that premiumises their product.
The latest annual CMO Survey shows marketing is losing many of its strategic jobs to other functions – a situation that will only worsen unless marketers place more value on formal training.
The coronavirus pandemic creates an opportunity for many brands to reassess their business strategies, and they should take it because it won’t come again.
As the NBA faces calls to update its logo with Kobe Bryant’s image, more marketers should consider being playful with their brand imagery rather than acting as the brand police.
Salience is a much bigger challenge than differentiation, and codes are the way to achieve it – but using them creatively first requires decades of consistency.
By adopting Liverpool FC’s red colour to celebrate its long association with the club, Carlsberg continues to play with its distinctive assets in a way that revitalises the brand.
Mastercard dropping its name from its logo demonstrates branding strength most companies lack – and it’s all down to the sustained and consistent use of highly distinctive assets.
Tesla’s founder has successfully built a brand by shunning ads – but they convince the mass market to pay a premium, and would deliver the profit margin boost the company sorely needs.
Brands that profess to support racial justice on social media without a single black board member aren’t helping the cause, they’re just being hypocrites.
Predictions of fundamental change after Covid-19 are driven by the biased perspectives of those making them – in reality, most things will go back to how they were.
Marketers deal with crises through communications, but it is through product, price and distribution that we can make most difference to customers and keep the economy moving.
Ofcom’s latest data yet again shows why TV should be at the top of most big brands’ media plans, yet some marketers insist on ignoring the facts. Here are the answers to their most common quibbles.
Focus groups are a bone of contention, as a Twitter debate featuring Professor Byron Sharp this week showed, but while they are flawed, they are still a quick and cheap route to useful insights.
A new report confirms media agency staff are nothing like the consumers they serve, but the bigger question is whether they and marketers are market-orientated enough to know this and let customer insight guide them.
Superbrands’ bogus methodology regularly turns up inexplicable and nonsensical ‘findings’. Here are my top 10 aberrations from this year’s Superbrands Consumer Top 20 ranking.
Interbrand is a respected name in brand valuation, but its proposal to replace brand positioning with ‘iconic moves’ demonstrates a lack of strategic sense.
Sit back, grab the popcorn and enjoy what will surely prove to be the most competitive commercial contest in marketing history.
By unveiling that 007 will be a black woman in the next James Bond movie, the producers of the franchise have learned a lesson all brands should take heed of – brands that want to stay relevant and true to their identity must continue to evolve.
Carlsberg has turned its famous strapline on its head to admit it is ‘Probably not the best beer in the world’, a move that recalls its heritage while achieving a much needed repositioning.
Masquerading as a tech firm has done no favours for WeWork, neither have its premature brand extensions and over-inflated view of its own self-importance.
The Guardian is a fine newspaper and should be proud to reverse its losses, but by giving its product away for free it is preventing the news industry profiting from quality journalism.
After probing America’s newest industry four key questions spring to mind: Which will be the big marijuana brands of the future? Why does scale drive ad effectiveness? What day is it? And, why have my legs stopped working?
Gillette’s purpose-driven attempt to revitalise its slogan, ‘The best a man can get’, isn’t just a waste of ad budget but an expensive exercise in destroying its dominant market share.
Brands from Marmite to Peloton have shown negative publicity is beneficial if it doesn’t undermine your core image, which is why Corona will be fine but Burger King is heading for trouble.
As the Marketing Week Mini MBA enters its fourth year, its professor, Mark Ritson, explains the origins of the course and why it is expanding into a new subject area.
Zero-based budgeting hurts long-term brand-building, while advertising-to-sales ratios are entirely arbitrary. There’s a much better, ‘two-speed’ way to set marketing budgets.
Steve Jobs built Apple’s brand on simple design and a sparing product line-up, but now its portfolio is a mess of wires and product variants that make Microsoft look like the cooler brand.
Adam&eveDDB deserves recognition for its outstanding creative work but with its creative nous it should know it’s time to drop the adam&eve name for the good of the wider DDB brand.
Can veteran marketer Miguel Patricio use his expert eye to turn a dusty and confused portfolio around or has he got himself into a giant box of shit?
No company before Facebook has had so many users while being so disliked, but the risk of moving Instagram to the same platform is one Mark Zuckerberg seems willing to take to keep control and integrate the brands’ data.
The merger of Wunderman and JWT into Wunderman Thompson shows the key challenge of consolidating agencies: while necessary, it’s complicated by their commoditisation and lack of differentiation.
As The Guardian stops taking fossil fuel ads, marketers should take a similar stand and end big oil brands’ strategy of distracting the world from the harm they are doing.
Not all publicity is good publicity, but as long as you don’t undermine your proposition or entirely alienate your market, the salience gained from a bad news story often outweighs any damage to brand image.
Apple has messed up by adopting a biased algorithm that disadvantages women applying for its credit card, but the chances of it harming the core technology business are slim.
Cadbury’s efforts to promote diversity have been ridiculed on social media, but the bigger issue is the hypocrisy of doing so while paying no UK tax.