Search

Marketers often worry that performance marketing and its focus on short-term sales is crowding out brand-building activities aimed at enhancing customer perceptions of their brand—and is sometimes working against brand strategy. Brand-building activities are typically measured using metrics that have no predictive or retrospective connection to financial returns. And performance marketing typically lacks measures that account for its impact on brand building, focusing only on sales, leads, and clicks. To achieve performance- accountable brand building and brand-accountable performance marketing, firms must create metrics that measure the effects of both types of investments on a single North Star metric: brand equity. That is then linked to specific financial outcomes—such as revenue, shareholder value, and return on investment—and deployed as a key performance indicator for both brand building and performance marketing. In doing so, companies are better able to make decisions that fortify the financial contributions of both and get them working better together. [ABSTRACT FROM AUTHOR]

Copyright of Harvard Business Manager is the property of manager magazin Verlagsgesellschaft mbH and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

For directors, an important question during a CEO transition is how much distance they should keep. Directors aren't at a company full-time and thus see managers in action only periodically. [...]

When large global advertising agencies merge, what does it mean for their global clients? This is certainly a question I am actively discussing with Maurice Levy and Roger Haupt. Now [...]

I was especially proud of our industry, and of my company, Procter & Gamble, as Katharine Graham, Hal Riney, Charles Peebler and John Smale were inducted into the American Advertising […]

I recently read that by 2009, camera phones are expected to account for 89 percent of all mobile phone handsets shipped. Already, they are outselling digital cameras. Do you use [...]

From Grow by Jim Stengel Copyright ©2011 by the author. Published by Crown Business (www.crownbusiness.com). When I look back at the greatest business leaders of the past, people such as [...]

In this article the author discusses some of his unusual business ideas behind a brand. He mentions his visit to a company that produces environmentally friendly cleaning products based in San Francisco, California as part of the research for his book. He also notes that the important lesson he learned from the company is that success is about people behind the brand.

The article discusses the importance of marketing in a particularly business. As one feels the way through the changes facing the marketing industry today, one must keep the consumer and these technology pioneers in mind. A similar sharing of expertise is needed to move the marketing model out of the past and into the future. But it's not going to happen without commitment, testing, experimentation and collaboration among agencies, media companies and technology companies. From innovation in database marketing to drawing on youth trends in the interactive space, the concepts spanned a spectrum of relationships with consumers and retailers.

The article presents an interview with Jim Stengel, a global marketing officer for Procter & Gamble Co. Stengel is responsible for launching the company's 2002 Global Brand Building Awards and for the application of Supplier Business Development to the purchasing unit of the company. He also expressed his expectations from their advertising agencies to respond to their marketing needs.