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In 2008 Abbott introduced a revolutionary new device, FreeStyle Navigator, designed to improve the lives of the world's more than 500 million diabetes patients by offering continuous glucose monitoring with technology that could translate an electrochemical signal from the body into precise, real-time data. Doctors and patients who tried the device appreciated it—but it was bulky, hard to manufacture, and expensive. And without widespread adoption, it wouldn't have the hoped-for impact. Abbott's leaders soon realized that they needed to go back to the drawing board. Four years later they launched FreeStyle Libre, a reimagined continuous glucose monitoring (CGM) system in which an even smaller sensor applied to a patient's arm sends data directly to a smartphone app every minute. It is now used by millions globally, and by the end of 2024 it will have generated more than $5 billion in revenue, making it one of the most successful medical devices—as measured by usage and sales—in history. The pivot from the Navigator to the Libre was a deeply consequential decision for Abbott, and others can learn from the principles the company's leaders followed to arrive at and then execute on that choice. [ABSTRACT FROM AUTHOR]

The article delves into the organized political trolling and stakeholder capitalism facing U.S. corporations. It presents the case of beer brand Bud Light, which employed a transgender social media influencer for its marketing and promotion. It discusses the fundamental flaw of stakeholder capitalism and stresses the need for companies to balance capitalism with corporate values, diversity and sustainability, to be accountable to higher standards and combine profit and purpose.

The article discusses the pros and cons of launching new consumer products during a recession. The authors explore how products introduced during a recession perform, examine how the severity of the recession can impact performance of the product, and scrutinize if the timing within the recession matters. INSET: "A Recession-Era Product Launch Is Like a Running Start".

The article presents an interview with Roy Sexton, Director of Marketing at Clark Hill. He discusses his unconventional career path into legal marketing, his approach to helping attorneys connect authentically with clients, and the common missteps law firms make in their marketing strategies. Topics discussed include the importance of internal marketing, the value of a cohesive brand message, and the challenges of being recognized within the firm.

The article focuses on Winco Holland's advanced distribution and logistics system for succulents and cacti. Topics include the company's extensive range of 600 plant varieties and its annual production of 1.6 million plants, the sophisticated IT system used to manage orders and deliveries, and the company's efforts to adapt its product offerings to meet customer preferences through regular updates and diverse marketing strategies.

The article focuses on Baumschule Bösen's efforts to better understand and meet customer needs by enhancing their plant marketing strategies. Topics include the creation of a plant park designed as a "Third Place" for customer engagement, the hosting of an Expert Day to showcase their offerings and build relationships with landscape gardeners, and the development of a specialized ordering app to streamline and improve the purchasing process for clients.

The article focuses on the increasing influence of digital platforms in shaping consumer behaviors and preferences. Topics include the role of data analytics in targeting marketing strategies, the impact of social media influencers on brand perception, and the shift towards personalized advertising in the digital age.

The article focuses on Kristin Taylor's journey with Mom Juice, a Colorado-based wine brand targeting women, despite challenges in funding and skepticism from male investors. Topics include the brand's commitment to transparency in wine ingredients, its marketing strategy tailored to women, and efforts to expand its product line and market presence amid a competitive industry landscape.

The article investigates the inner financial workings at cryptocurrency exchange Binance. Findings reveal the company's payment to influencers, reliance on Binance Coin or BNB, and vulnerability of its business model. It provides an overview of the trading activity of Binance, its referral program which incentivizes traders, conventional marketing activities, and Affiliate Program which enlists prominent names in social media. It describes the strategy of Binance to boost the price of BNB.

The article takes a look into the initiatives of chain restaurant Chipotle, under Chief Executive Officer (CEO) Brian Niccol, to expand the business and change how employees do their jobs with the aid of automation. It highlights Chipotle's focus on food integrity, elimination of coupons, discounts and promotions from the menu, refocus of marketing campaigns on fresh ingredients and culinary approach to food preparation, and two-tier food preparation workstations for mobile and in-store orders.

The article discusses how to best brand a new product. A popular strategy known as brand extension, where the new product is tied into an existing product can have a negative consequence on both the new product and the existing product. In this article research is cited looking into the various branding strategies—new brand and two types of brand extension-direct extension and sub-brand—with success criteria. The success criteria are identified as fit with the company’s current offerings, innovation of the new product, span of existing portfolio, risk of brand dilution, and amount of advertising funds. INSET: "Look for Opportunities to Stimulate People's Imaginations".

The article focuses on Sunflower, a garden center in Frankfurt, Germany, highlighting its evolution into a cult destination valued for its extensive plant offerings, seasonal selections, and tailored marketing strategies. It emphasizes the importance of adapting assortments to customer needs, particularly in response to urbanization and climate change.

An interview with Terry Fine, president of AMG Creative, Inc., a dental laboratory advertising agency, is presented. Topics include how dental laboratories can effectively utilize social media including Facebook, LinkedIn, and Instagram to enhance their marketing strategies; strategies for maximizing return on investment, and types of posts that generate the most engagement and the importance of creating valuable and engaging content.

Though social and digital media are rapidly transforming marketing and new tools emerge daily, in most firms the organization of the function hasn’t changed in 40 years. How should marketers revamp their strategies, structures, and capabilities to meet the new realities? To find out, the consultancy Effective- Brands and its partners conducted a study involving 10,000 marketers from 92 countries, which examined what separated high-performing marketers from the pack. High performers, the study showed, excelled in three areas: integrating data about what customers are doing with an understanding of why they are doing it; communicating a brand purpose (the functional, emotional, and societal benefits of the offering); and delivering a “total experience” to customers. To provide this kind of experience, high performers break down silos and enlist the help of the entire organization. That means they must link marketing strategy tightly to business strategy and to other functions; inspire employees across the company with the brand’s purpose; focus and align around a few key priorities; set up nimble, cross-functional teams; and build internal capabilities through extensive training at all levels. Surprisingly, few companies have been able to put all these pieces together. Only half of even high-performing organizations excel on some of these capabilities. But that shouldn’t be discouraging; rather, it just illuminates where there’s work to do. [ABSTRACT FROM AUTHOR]

In the traditional strategic-planning model, managers attempt to forecast how markets will evolve and competitors will respond, and then define a multiyear plan to position their company to win in this future state. That worked well when markets were more stable and the primary factors influencing future growth and profitability were easier to forecast. But the world is now changing so quickly that no business can plan for every eventuality. And fewer than a quarter of large organizations employ the most notable tools and frameworks for strategy development under uncertainty: scenario planning, Monte Carlo simulation, and real options analysis. Executives say that those tools require data that is impractical to gather and analysis that is too expensive to execute routinely and that their output can be counterintuitive and complicated to explain to senior leadership and the board. In this article the authors offer a new approach and mindset for making strategic decisions, along with a new model for managing strategy development and performance monitoring. They describe what it takes to produce great results in uncertain times and propose a practical model for strategy development that they have seen succeed at several leading companies. INSET: The Drivers of Unpredictability. [ABSTRACT FROM AUTHOR]

Some branded product companies are sidestepping digital aggregators like Amazon and Google Shopping and instead building their own brand flagship platforms. These platforms are more than just a direct sales channel. They provide a mix of specialized products, services, and content by involving participants—consumers and third-party businesses—in the value creation process, as both receivers and providers of value. In this article, the authors introduce four types of brand flagship platforms: platform as instrument, as guide, as canvas, and as companion. They describe the relationship style, risks, and opportunities associated with each one. [ABSTRACT FROM AUTHOR]

Companies often believe they should make their customers’ experiences as effortless and predictable as possible. But the authors’ research shows that this approach is overly simplistic—and can even backfire. While in some instances (say, watching movies on Netflix) customers want their journeys to be easy and familiar, in others (working out on a Peloton bike or playing World of Warcraft) they want to be challenged or surprised. This article outlines four kinds of journeys: Routines are effortless and predictable and are suited to utilitarian products. Joyrides are effortless and unpredictable and work with products that deliver an on-demand thrill. Treks are effortful and predictable and are associated with products that help people achieve challenging long-term goals. Odysseys are effortful and unpredictable and are perfect for products that facilitate customers’ passion projects. Each type of journey has its own design principles. Routines should offer consistent touchpoints in familiar sequences; joyrides, endlessly varied moments of delight. Treks require goal-posting (breaking big objectives down into small ones), and odysseys, substantive variation and journey tracking. [ABSTRACT FROM AUTHOR]

Research target audience and competitors to tailor marketing strategy. Build a strong brand identity and online presence to attract clients. Leverage tools like social media and SEO along with networking to broaden reach. [ABSTRACT FROM AUTHOR]

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How might migrant entrepreneurs may use liabilities of foreignness and outsidership as a marketing strategy? Migrant entrepreneurs are embedded in a strong sociocultural environment, which influences both their market orientation decisions and marketing strategies. We draw from a marketing perspective to discuss how to generate successful strategies as a migrant entrepreneur. These entrepreneurs might choose between targeting their ethnic communities or attracting local customers from outside their ethnic enclaves, supplying either ethnic or general undifferentiated products and services. In this light, this article exploits these options to suggest actions that these entrepreneurs might use to design their marketing strategies. [ABSTRACT FROM AUTHOR]