Confusion over the twin functions of digital advertising could lead marketers into flawed decision making, especially when ads used to signpost customer journeys are treated as if they can generate demand.
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.
Marketers are often guilty of focusing on superficial innovations – they should be at the heart of efforts to develop totally different digital business models.
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.
Just as consumer confidence is so important at the moment, digital services need to breed user confidence. That’s where content design plays a role.
If brands are serious about not letting their money fall into the hands of climate change deniers, white supremacists and conspiracy theorists, now is the time to take a discriminating approach to brand safety.
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.
The economics of agencies mean they often have to hire a large group of juniors to work on the cheap but they should start putting a premium on experience, even within digital.
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.
To innovate and grow, B2B firms need more marketing representation at non-exec level. More psychological forms of differentiation are required, and illustration that not everything that is costly is necessarily a cost.
Now may seem the right time to prioritise customer-facing brands, but in this crisis your employer brand is critical to staff motivation and consumers’ perceptions of your company’s ethics.
Business shouldn’t look the same after Covid – brands should recognise that purpose creates distinctiveness and will be key to future growth.
Marketers seem to believe that Diageo’s acquisition of Aviation Gin provides a blueprint for how to grow a spirits brand but it would be better if they focused on what makes their brand practical and unique.
We often mistake goals for strategy, but to be strategic about your career requires first diagnosing your situation, then giving yourself a competitive advantage.
Virgin Atlantic filing for chapter 15 bankruptcy protection might signal a turning point in how we travel – and how airline brands make money.
All too often brands are obsessed with what makes people different rather than looking for traits and behaviours they share.
While there are multiple different ideological and behavioural scenarios for how society will evolve post-Covid, in order to keep pace innovation must adopt a breakthrough mindset.
Peter Field and Les Binet have shown us a model for how short- and long-term marketing work together but the reality is achieving this in practice is hard.