Article | August 26, 2020
The last 6 months have been a whirlwind and keeping up with customer expectations is almost impossible, let alone getting campaigns together in a timely manner. (You’re not alone, it’s been a tough slog.)
Consequently, most of the marketing community - not unlike the rest of the world - are exhausted and anxious to get their strategy back on track.
Here’s where we come in… Reuters Events: Strategic Marketing USA (Nov 5-6, Online & On-Demand) brings together 5000+ CMOs and marketers to set benchmarks, showcase innovation, and map the future of marketing – a future where brands are purpose-driven, campaigns are intelligently data-backed, and innovation drives growth.
Sign up now!
Strategic Marketing USA (Nov 5-6, Online & On-Demand) is another edition to Reuters Events strategic series of board level meetings. Rather than discussing the how to’s of marketing, this is the meeting place of the world’s most influential CMOs where news will break, benchmarks will be set, and marketing leaders attending will pioneer the way forward. With a huge focus on interactivity, this meeting is set to be a 2020 must-attend.
Four essential themes for 2020:
• CMO Strategy & Trends: CMOs share their plans for keeping brand relevancy in an ever-changing world, honing brand purpose, reinventing a legacy, and creating a culture of innovation.
• Customer Insights & Understanding New Consumer Behavior: Customer needs, wants and expectations have changed. It’s time to fully understand your customer and their journey to unlock data-driven personalized experiences.
• Agile Content & Creative: Cut through the noise with impactful interactions that inspire and create a lasting connection. Use this shared global experience to connect on an emotional level, telling stories that are hyper relevant, but grounded in brand.
• Digital, Social & Influencers: As we follow social-distancing guidelines, the channel of choice for many is social and influencers are at their most impactful. Video, influencers and the formula for social success.
Check out the detailed Strategic Marketing USA agenda here!
“Thinking it terms of functional boundaries – where marketing produces “traffic” and product drives “conversion” and customer service “saves” the experience, is very much outdated. The role of the CMO, or a chief growth officer, is to do everything it takes to drive the growth of the business – be it through advertising, PR, product, or customer service. We need to stop being functional specialists, often speaking about the brand most of the time, and become true business leaders, who are able to use a wide toolbox of functional expertise to grow the business.” - Alex Weinstein, Senior Vice President, Growth, Grubhub
CMOs and marketing leaders shaping the future of marketing weigh in as speakers, including:
Penny Baldwin, CMO, Qualcomm
Ira Rubenstein, CMO, PBS
Evan Jones, CMO, Fender
Leela Srinivasan, CMO, SurveyMonkey
Kevin Peck, SVP, Global Branding, AT&T
Andrew Strickman, Chief Creative Officer, com
Doug, Jensen, SVP, Estée Lauder
Alex Weinstein, SVP Growth, Grubhub
Connie Chan Wang, Director, Global Brand Marketing, LinkedIn
Erica Chan, Head of Brand and Marketing, com
View the full speaker line-up for Strategic Marketing USA!
“Brilliant brands, brilliant missions, and brilliant minds all in one place to share, listen, and learn from – it’s a collaborative, crowdsourced economy” – Alison Herzog, Director, Global Social Business & Digital Strategy, Dell
Reuters Events: Strategic Marketing USA will be live November 9-10th and available on-demand for a limited time after. Primarily made up of CMO case studies and panel discussions, the agenda will feature discussion streams and Q&A from the audience consistently throughout the two days. Additional workshops and roundtables will also be run sporadically throughout and following the summit. Attended by 5000+ marketing leaders, this is the must-attend meeting of 2020.
Registration is free for a limited time only, so check out the website here!
Article | February 10, 2021
It’s common for brands to become stagnant, rooted in their ways and too set on a specific course which restricts their ability to adapt to change. It is the classic example of the “That’s the way we do things around here” mentality.
But over time, competition increases, markets develop and consumer needs shift. Consequently, very few industries have remained static over the past year let alone the last decade, which has created an urgent need for businesses to evolve.
This notion is backed by Matthew Hayes, Managing Director of Champions (UK) plc, a strategy-led growth agency in the brand, digital and communications space. In this piece, he explains how digging up a business’ roots can actually help sow the seeds for a successful future.
Letting go of your roots
Resistance to change is one of the greatest barriers to a business’s long-term success. This resistance is often the result of a business becoming too attached to its roots, which can sometimes be so deep that they begin to act as an anchor, weighing the business down rather than enabling its growth.
These roots can be categorised as values, goals and characteristics of a business that define how it operates, the messages it communicates, the way in which it conveys them, as well as how consumers perceive the brand.
But as times change, it is common for business roots to become outdated and unsuitable for the current commercial climate. And as a result, businesses begin to face difficulties in keeping customers engaged and in turn, achieving a profitable financial return. To see this in practice, we only need to look at the demise of some the biggest named brands in recent times.
For example, the Arcadia Group is one of the latest victims of digital transformation, a trend that has been gradually impacting the retail space in recent years, and that has only accelerated during the COVID-19 pandemic.
The digital shift has been led due to the need to meet changing consumer expectations and behaviours, with online sales are increasing year on year, and even more customers are expected to be shopping with a digital-first perspective following the pandemic and its related disruption.
Instead of responding to the change in the market and embracing online opportunities, businesses operating as part of Arcadia Group continued to do things as they had always done. And it was this lack of focus on their digital offering, particularly when compared to competitors such as PrettyLittleThing, boohoo and Asos, that ultimately resulted in their commercial downturn.
Although not so great for the individuals effected in the process, the case offers other businesses a vital lesson in the importance of letting go of outdated roots and adapting to change.
Taking a risk
But due to the deep-rooted nature of such characteristics, there is a perceived risk involved with letting them go. It’s understandable as it will no doubt involve a significant change to business as usual. But, any risks can be mitigated if businesses take a strategic approach in their decision to make change.
For instance, by undertaking branding exercises, such as a brand audit and the formalisation of a value proposition, stakeholders can gain an in-depth understanding of the business’s current position, its offering and their consumers’ expectations, through the creation of audience personas and its market via detailed industry insights and competitor analysis. From here, there will be a clear view of which aspects are not appropriate for the current commercial landscape, and where there will be opportunity to enjoy the fruits of your labour once change has been implemented.
Once a new proposition has been established in theory, it then needs a detailed project plan to role it out in a practice, combined with an effective communications strategy. Taking a look at an example from our own experience. We rebranded Delta Global, a packaging provider for luxury retailers that, at the time, was doing great things with regard to innovation, technology and sustainability but was failing from a branding perspective to communicate its capabilities in those areas.
Our branding exercises helped to redefine the business’s values, creating a four pillar model that communicates them much more clearly. Formed of innovation, sustainability, luxury and ecommerce, clients and stakeholders can now, at a glance, understand exactly what the business does and how it does it.
And to ensure the business and its position only benefited from the activity, it was complemented with a robust communications strategy. This gained the brand exposure in industry-leading titles, including Forbes, WWD and The Sunday Times, as well as a greater presence across social media channels.
This helped mitigate the risk of unsuccessful change through use of effective communication targeted at new audiences, existing customers and internal stakeholders, who now understand the new direction but also be on board with it.
Is change always necessary?
In short, no. Change for the sake of change can actually be just as damaging to a brand as staying consistent. This is because sometimes, the deep-rooted characteristics of the business form a vital part of the audience’s understanding of the brand and its offering.
This might include family-run business values or branding elements that are connected to the location a business was founded in, for example. Often, it’s unlikely that these elements will be hindering the business’s growth potential, but are instead, adding value to it by acting as a USP and differentiating it from the competition.
However, in these cases, while the message does not need to change, the way in which it is communicated might, as often, it is the methods of message delivery that become outdated. For example, this might mean making better use of online marketing channels such as social media, content creation, SEO and email promotions to support both online and offline activities.
It’s all about making well thought out changes in order to remain relevant, rather than constantly altering your messages and offerings, which could actually cause confusion and disconnect between the brand and its consumers.
Ultimately, businesses need a solid footing upon which they can build on. But while these foundations are important for business growth, like a tree’s roots, some often go off at a tangent and become stuck in the past, anchoring the brand to where it used to be rather than allowing it to move forward into the future.
Put simply, if you don’t evolve, you die.
Article | July 21, 2020
Waters are extremely rough in the wake of the current pandemic. This has had an immediate and substantial influence on purchasing behaviors. A company that was in the market for your solution only a few months ago could now be struggling to merely survive. ABM is more important than ever before in this post-apocalyptic COVID-19 world. Everyone is hypersensitive to overt sales messages, so every single interaction matters. You must be careful about the accounts you’re selling to, the message you lead with, and the way in which you sell (i.e. everything that ABM stands for).
Article | August 11, 2020
More often than not, your customers’ experience begins with a local search: Where can I find this product or service to meet my needs? From there, searchers consider the additional information they are offered as they decide which branch or office to visit. The attributes available to you inside Google My Business are a key element of that first interaction you have with a financial services customer.