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Branding in a Democratizing, Sharing Economy

October 24, 2014, 11:41 am
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In the age of democratization, can brands truly level the playing field? Millennial marketing guru Jeff Fromm has answers.While many people can remember the screeching sounds of dial-up Internet and fax machines, most millennials don’t have a frame of reference for it. In fact, it’s difficult for many millennials to imagine a world without unlimited connectivity. Millennials have grown up immersed in the latest gadgets that level the playing field—the concept of democracy no longer just applies to our government. Now, everything has been democratized so that consumers have a say in almost every aspect of their personal universe. We refer to this new ideology or mindset as the “Democratization of Fairness”:
  • I don’t have to be wealthy to have access to information.
  • I don’t have to be wealthy to hire a camera team when I sky dive – GO PRO will join me.
  • I am empowered; I have more choices than any generation every before me.
The shift of power from brands to consumers, and from uninformed to fully informed, has truly leveled the playing field. What’s changed? Everyone has a voice, and the strongest brands of tomorrow will be the ones that listen, inspire and engage. The brands that shout the loudest because they have the largest budget will not always be guaranteed success—and to millennials, that seems fair.millennial marketing Social media has paved the way for empowered voices. Twitter, Facebook and other networks have especially allowed consumers to voice their opinions on important matters and in real time. You might think that an article on the importance of Twitter is a few years late, but let’s mull this over. When something newsworthy happens, we used to only look for cues from experts, celebrities and politicians. Now, we may look to find out what’s trending online. People are more invested in starting movements for top news stories like Michael Brown’s death, Ray Rice and the Ice Bucket Challenge. However, actions speak louder than words, right? Brands can level the playing field too. Uber and Lyft are ride-sharing platforms that allow alternative transportation for regular people from other regular people. In fact, Uber’s motto is “for the people, by the people.” Sounds democratic yet? By the way, what’s the cost of a cab license in NYC? Not so democratic, huh? It doesn’t stop there. GoPro and Instagram have helped people turn into photographers, adding filters to everything from sunsets to pretzel bread sandwiches. Platforms like Kickstarter have allowed people to become investors in products and ideas that they are passionate about; they’ve allowed ordinary people to fundraise without road shows. Democratization has transformed the roles of key stakeholders, allowing consumers to drive how brands interact as well as market to their partners who are no longer a target audience. Whereas brands once relied on creative excellence, they have now turned to content excellence. This transition has also led the way for more user-generated content, with brands like Coca-Cola and Miller Lite creating entire campaigns around content sent to them by their brand fans. Having grown up through the recession and now handling more student debt than any previous generation, millennials have often received a bad rap for being “cheap.” However, millennials have continually looked for new ways to collaborate and make each other’s lives easier and more purposeful. As more industries continue to democratize “Millennial Mindset” consumers—those who embrace the philosophy of Democratization of Fairness regardless of actual age—will reward brands that are fair, authentic and create differentiation that resonates with the valuable consumer. Editor’s note: Julie Ray and Brendan Shaughnessy contributed to this piece. The original version appeared on psfk.com on Oct. 2.    
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On Their Best Behavior

October 27, 2014, 9:50 am
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A lot of the experiments at the Wharton Behavioral Lab could be considered surveys “on steroids.” Learn more here.The Wharton Behavioral Lab was launched in its current form in 2005 as a shared asset for all Wharton faculty and students. Its services support data collection for any and all behavioral research on business-related topics. A lot of the experiments could be considered surveys “on steroids,” says Faculty Director and Stephen J. Heyman Professor of Marketing J. Wesley Hutchinson. Recently, the lab has expanded into using eye-tracking technology and other physiological markers, like heart rate and facial expressions.  

Watch a Wharton Behavioral Lab facial analysis experiment in action in the above video.

  Now the biggest student employer on campus—over 2,500 students are paid volunteers for research studies—the lab is a well-run, and expanding, machine.Wharton Behavioral Lab “The unique thing about the lab is the volume and its efficiency,” says Hutchinson. More than 22,000 subject hours of data collection occur each year in the lab. Faculty use, experiment volume and resulting published research all trend upward. Costs, on the other hand, are dropping.Wharton Behavioral Lab    
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Faculty Essay: A Marketing Class for the Ages

October 27, 2014, 10:35 am
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Wharton Professor Peter Fader recollects one of the best, if not the best, Marketing 212 class of his career.By Peter Fader   My daughter Shayna is a senior at the College and is taking Marketing Research (MKTG 212) this fall. That was the first course I taught at Wharton when I joined the faculty back in 1987. This realization has made me nostalgic for those old days. Many great students have come through my Wharton classrooms, but no single group of them could compare to the MKTG 212 students I had in 1991. They are now like a who’s who of Wharton alumni. I am very proud of my association with that class, yet I wondered if they are aware of just how incredibly accomplished many of them have been since graduating. This thought led me to propose a “where are they now” profile. I brought this idea to Wharton Magazine, and they were happy to support my quest. In preparing for the essay, I reached out to several members of that class. In so doing, what I realized was that MKTG 212 is a convenient point of connection, a starting point to a set of broader conversations about their Wharton experiences as a whole and how these experiences have shaped the successes they have enjoyed since then. Perhaps their most engaging, and intriguing, responses to my inquiry had to do with them wrapping their heads around whether they were even a special class—and if so, why? One strain of their thinking is that it wasn’t necessarily them, it was their timing. “The macro market was hot, and we kind of hit it at the right time,” is how serial entrepreneur Scott Hintz, W’93, put it. When the dot-com bubble burst, Hintz continues, he and his fellow classmates were poised with prior experience to thrive in the next iteration of entrepreneurial boom time. (Hintz founded TripIt in 2006, exited well in 2011 and has served in senior roles with many other successful technology firms.) Another strain of thought is about the caliber and kind of people who were attending Wharton back then. “I think that era at Wharton was pretty magical,” says Jacqueline Reses, W’92, who manages the extensive array of M&A and Partnership activities at Yahoo as its chief development officer. It was a “really standout business environment,” she believes, at a time when Wharton was nearly alone in providing an undergrad business degree. The School attracted an “incredibly entrepreneurial cohort of people.” “Back then, you went there because you were the geekiest, business-focused kid in your class,” she says. “I was always amazed at the kids who I went to school with; each person seemed brighter than the next. Kids would sit in Steinberg-Dietrich writing business plans and dreaming of enterprises that they wanted to build or run. It never seemed normal, just fun.”  

Watch our “In a Minute” video above about Professor Fader and his teaching philosophy and motivations.

  Then there’s the nature-nurture hybrid viewpoint. Wendy Moe, W’92, G’99, GRW’00, professor of marketing and director of the Marketing Analytics program at the University of Maryland’s Robert H. Smith School of Business, says, “We were at Wharton during a recession. The stories of earlier alums getting large numbers of job offers each didn’t apply to us. But I think that just made us work harder.” Moe worked so hard—and so effectively—that she came back to Wharton a few years later and was my first Ph.D. student. “We were all paranoid. It was a time when it wasn’t clear if we were going to do well in terms of getting jobs,” agrees Sheena S. Iyengar, W’92. Iyengar also became a star professor and now serves as the Inaugural S.T. Lee Professor of Business at Columbia Business School and new director of Columbia’s entrepreneurship program. Her book, The Art of Choosing, has been an influential best-seller. I’d like to believe that her MKTG 212 experience helped frame some of her work; however, her ideas are far too original and carefully constructed than anything I could ever conjure up. Returning to the theme of the special time the early ’90s were, Iyengar remembers Wharton students as ambitious and trained to be well-positioned for the boom-to-come. Josh Kopelman, W’93, founder and managing director of First Round Capital, told me he remembers working less with me in MKTG 212 than in an independent study we did on conjoint analysis of intent to purchase for his startup—when he was applying that training nearly simultaneously with his formal education. “I was getting a good education inside and outside the classroom,” he says. In other words, he was a full-time entrepreneur long before that was a cool thing to do. Now, countless Wharton students are trying to emulate him with their own startups—and Kopelman assists them through the Dorm Room Fund, a great initiative that First Round Capital developed to support student entrepreneurs. Kopelman remembers the early ’90s as a time when his classmates entered Penn without email addresses, only to graduate as the first to have them. The world of technology was a “blank canvas” and there were no veterans; Wharton students and young alumni were as well-equipped as anybody to shape the course of its future, he says. [pullquote align="right"]I didn’t necessarily appreciate it at the time, but 25 years later, I’m never caught by surprise.   [/pullquote] Andy Sernovitz, C’92, W’92, was another maverick who carved out new pathways—and entirely new sectors of industry. He founded the Interactive Television Association while still a Penn student, but that was before the word “Internet” meant anything to anyone. Today, Sernovitz is a world-renowned expert focusing on word-of-mouth marketing and social media in general. For him, all of it ties back to his Wharton experience and MKTG 212. “Without a doubt, the most useful part [of MKTG 212] was understanding the basics of what marketing research means,” he says. “Day-to-day, it’s that ability to recognize what’s meaningful when someone gives you the numbers. Along with the ability to catch b.s. in the research process. As a user of research instead of a practitioner, it was the exact foundation I needed.” I am particularly pleased that Sernovitz and many of my former students can identify specific ways that my course has helped their careers. Hintz points to the practical tools he learned in MKTG 212, like deciphering the market landscape or forced choice analysis—core components of marketing and product strategy that he’s used throughout his career. It’s been “invaluable” to have a quant framework to approach amorphous questions about markets, particularly startup markets, he says. Being familiar with the terminology and knowing which questions to ask were crucial when working with consultants, particularly as he conducted market research at Hotwire (where he worked prior to launching TripIt). Marketing consultants’ eyes would widen when he used the words “multidimensional scaling” and “cluster analysis.” Moe deals in data—and leading-edge models to decipher them—every day. She credits MKTG 212 for bringing her back to Wharton for her Ph.D. and says that the methods she learned as an undergrad are still useful to this day to gain a basic, first impression of data, even as research techniques move away from simple surveys toward complex unstructured text analysis. Her recent book, Social Media Intelligence (co-authored with David Schweidel, C’01, GRW’04, GRW’06), is a perfect example of this ever-evolving array of marketing research methods. Perhaps the most eye-opening and intriguing application of Wharton (and MKTG 212) knowledge came by way of Matthew Manion, W’92, president and CEO at Catholic Leadership Institute. Church leadership had asked his organization to collect data to measure the effectiveness of different parishes. This search led him and his team to build a model to track how a parish is spreading the faith—a “disciple maker index” that assesses where people are on their spiritual journey and how well a parish is helping them. It’s wonderful to see my former students following such a wide variety of career paths, but still finding value in what I taught them. Overall, it is hard to believe that nearly a quarter-century has passed since I first met these extraordinary individuals. Even harder to believe is that I had them in class before I had kids of my own, but today both of my children—Shayna and Wharton freshman Corey—are strolling along Locust Walk every day. Despite all these changes in my life and the world as a whole, some things never change. Sernovitz offers a timeless perspective: “Overall, it’s the breadth of Wharton education that was most useful—knowing the core ideas on a lot of things. I didn’t necessarily appreciate it at the time, but 25 years later, I’m never caught by surprise.” Thanks for the memories, MKTG 212 Class of 1991, and keep up the good work! Peter Fader serves as the Frances and Pei-Yuan Chia Professor in Wharton’s Marketing Department and as co-director of the Wharton Customer Analytics Initiative.    
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Wharton Behavioral Lab: Facial Analysis in Action

October 27, 2014, 1:20 pm
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Watch a Wharton Behavioral Lab facial analysis experiment in action.The Wharton Behavioral Lab was launched in its current form in 2005 as a shared asset for all Wharton faculty and students. Its services support data collection for any and all behavioral research on business-related topics. More than 22,000 subject hours of data collection occur each year in the lab, including the facial analysis as demonstrated in this video.  

Watch a Wharton Behavioral Lab facial analysis experiment in action in the above video.

  In the fall 2014 issue, read more about the lab in "On Their Best Behavior."    
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Professor Peter Fader In a Minute

October 27, 2014, 1:35 pm
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Watch our “In a Minute” video above about Professor Fader and his teaching philosophy and motivations.Learn what makes Peter Fader tick. What has made Wharton's Frances and Pei-Yuan Chia Professor continue to excel as a teacher since 1987, and as a leader in the field of marketing and customer analytics?  

Watch our “In a Minute” video above about Professor Fader and his teaching philosophy and motivations.

  The video includes insights from former students (and now successful Wharton alumni) Josh Kopelman, W'93, and Matthew Manion, W'92. Read "A Marketing Class for the Ages" in the fall 2014 magazine to learn what has made Fader so reflective as of late.
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Learn About Latest Wharton Research on Crowdsourcing

November 14, 2014, 1:27 pm
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Wharton Marketing Professor Pinar Yildirim reveals how organizations can design innovation tournaments and other crowdsourced contests for the best results.Crowdsourcing contests are gaining popularity, so it’s time companies figured out how to structure them to draw out the best results. Wharton Assistant Professor of Marketing Pinar Yildirim has been investigating how choices about contest structure affect the number and quality of entries. In marketing, crowdsourcing contests are used to find new ideas for development, as well as to engage customers with the brand. The optimal competition structure depends on the desired outcome. If a company’s main goal is to develop the winning idea, then it will prioritize idea quality. However, if it simply wants to engage consumers with the brand, then high participation in the contest will be the more important goal. There are many ways to set up a contest, and the research focuses on several of these possibilities through the lens of participant motivations.  

Watch Yildirim reveal how organizations can design crowdsourcing to get the results they want.

  Yildirim explains that she and her colleagues looked at what motivates consumers to participate in a competition. They emphasized that consumers think about three main considerations. The first is, predictably, how much money the winner will receive. Also important, however, is the number of possible winners—a consumer will be more likely to enter a contest if there are several winning slots and, therefore, more chances to win. This motivation is mediated by a third factor, called “competitive effect,” which refers to consideration of how many people will be competing for the winning slot(s). Of course, each firm will decide how much money it is able to devote to the prize for a crowdsourcing contest, and the size of the budget affects which strategy will work best.[caption id="attachment_26835" align="alignright" width="450"]An infographic displaying the key findings from Professor Yildirim's research. An infographic displaying the key findings from Professor Yildirim's research.[/caption] The main takeaway that Yildirim identifies is that the dollar amount a firm can allocate to its contest is a deciding factor in how incentives should be structured. Firms that can dedicate high budgets to their contests should use a winner-take-all strategy to attract high participation, but to get the best ideas, should instead select a multiple winner strategy with equally shared prize money. If a firm has a small budget for the contest, however, the strategy is somewhat inverted. A winner-take-all reward with a small budget will attract the best ideas, whereas multiple winners, who share the prize proportional to ranking, will attract higher participation. These findings will be immediately useful to any firms wishing to engineer their reward strategy so as to attract the results they desire. To see the process of crowdsourcing contests in action, read about the University of Pennsylvania Healthcare System’s American Idol-style innovation tournament, which used a winner-take-all strategy. Editor’s note: The original version of this post appeared on Oct. 17, 2014, on the Mack Institute News page.    
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How to Justify Social Media Without ROI

November 18, 2014, 10:39 am
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The Fighting CMO offers five ways to sell social media to your business leadership, without the need for hard return on investment proof.The Fighting CMO offers five ways to sell social media to your business leadership, without the need for hard return on investment proof. Social media success without measuring ROI Social media is everywhere and is here to stay. As much as we CMOs can agree, we still need to sell that theory up the executive ladder. Social media happens whether you want it to or not, and I’m surprised by how many CEOs still don’t get that. In fact, only 33 percent of all companies surveyed have a social media strategy, according to the Marketing Leadership Council. This could mean big trouble because, if our bosses can’t buy into this investment, social media work can be an uphill battle. While looking for social media ROI throughout my career, I discovered that social media is great at customer service and maybe even for building brand. We’ve all heard the stories of how social media was used to calm irate airline travelers or to solve computer problems. That’s great, but where is the great lead generation story? Seriously, have you heard of anyone using Facebook or Twitter—without paying for an ad—to generate a large number of highly qualified leads for their enterprise sales team? The answer is probably not. I just haven’t seen it, at least not yet. Regardless of the ongoing debate of whether social media is a viable lead-generation tool or not, you need to show that it has some value to the company. So, if you can’t fully paint an ROI picture, there may be another way to ease your boss into social media.  Try these five arguments to buy time and gain the favor of your boss until the true ROI materializes: It’s a great way to build a presence for your CEO. Yes, that’s right. Stroke his ego. But there are other benefits. First, having the CEO (and other company thought leaders as well) actively engaged will increase the visibility of the program and the entire organization. As a result, you’ll have more people (customers and prospects) engaged than you would otherwise. Second, your CEO gets to see the power of social media firsthand, especially when their children or grandchildren see them on Instagram or Vine. It’s a great way to amplify existing content. You’ve already written a bunch of cool articles, but you don’t now how to share them with a larger audience, other than the five people who read your blog. Why not tweet about it? This gives you a chance to reach influencers and spread the word. With Twitter, you can even promote your tweets to those not following your account. What do you have to lose? You’ve already written the piece anyway. This just puts it front of more eyeballs. It’s a great way to spy on the competition. There is a chance that your competitor or its employees have Twitter accounts. People use these accounts for all types of reasons. They announce customer wins, new product features and share their content. With a good social monitoring tool, you can get a good lead on what your competitors have to offer. It’s a great way to listen to your customers. As I mentioned before, social media is not a great lead-generation tool, but it can be an excellent way to reach customers. Often, customers will praise or complain about a product through social media. They will wish for new products and compare your newest feature(s) to the competitions’. If you strongly believe in the voice of the customer, this is a great way to listen to the customer and gain valuable insight. It’s a meaningful customer service tool. If you can’t justify social media with your marketing efforts, there’s plenty of evidence that it has real customer service applications. Work with your customer service team to implement a robust social media strategy. By seeking wins in the customer service field, you can convince your boss to take chances with social media in marketing. Some day, if Silicon Valley has its way, we’ll have the ability to track social media ROI confidently. Social media is here to stay whether we do or not, and marketers can’t live without it. Let’s convince other business leaders of that and use the tools we have available. As always, let me know below if you disagree. Or share your story on how you achieved ROI with social media. I’d love to hear it!

Connect with us: Do you have a comment or story to share related to this post? A marketing topic to request for the next post from the “The Fighting CMO”? Publish a comment below, or let us know in an email to Wharton Magazine. Or read more about why Dave is in a “fighting” mood in his magazine essay, “And in This Corner, ‘The Fighting CMO.'”

   
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AIDA or Ardor: How to Build Disruptive Brands Without Fail

November 21, 2014, 12:25 pm
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Brand awareness is no longer enough to drive marketing performance. Brands must possess meaning and intrigue and offer an experience, writes Jeff Fromm.We frequently read about companies that are failing fast as a result of trying to create the most innovative brand campaigns. It is almost as if company leaders are seeking to fail for the sake of being disruptive. Personally, I don’t seek to fail, but I understand it can be part of a healthy innovation process that enables success. Because we live in a millennial-inspired participation economy, old schemas are often less predictive of future success. As a result, those (successfully) disruptive brands are becoming the most loved and the most sought-after among millennials. In this new economy, the Awareness-Interest-Desire-Action (AIDA) model is less useful and actionable than it was in an era when brand awareness—largely achieved through traditional advertising to a target audience—seemed to connect increases in awareness to improvement in financial performance. This AIDA model needs to be replaced by one that is more reflective of a marketing world where consumer co-creators are a lot less like a target audience and a lot more like a partner. In tomorrow-land, brands that create meaning and intrigue and offer an experience will consistently outperform brands that use more tried-and-true traditional marketing models. Many successful, mature companies tend to have a lot of equity in old schemas, which is a significant piece of why companies often fail when engaging millennials. We’ve seen titans like Kodak disappear and companies like Gillette get caught off guard by startups like Harry’s. (After a good, long head start, Gillette has introduced its own direct-to-consumer, subscription service for razor blades.) [caption id="attachment_26850" align="aligncenter" width="650"]The new marketing model involves both telling and listening to consumers. The new marketing model involves both telling and listening to consumers.[/caption] The most successful brands have embraced a fundamental shift in their communication strategies. There is now a greater proliferation of consumer channels compared with the traditional model that focused on shot-gunning an idea through one very targeted channel. Successful brands are now taking a “brand stand”—spreading a single uniting theme across the entire ecosystem of their brand, communicating it through a web of channels that includes both internal and external partners, online and offline environments. The key is that this new communication model implies both telling and listening. The most engaging brands successfully listen to their consumer partners to answer questions like: what can we learn, what can we share, what can we solve for and, most importantly, how will we respond? They are then using what they are hearing to create insightful and actionable communication engagement. To come up with innovative ideas and participate in the new model, marketers must ask and answer two key questions:

1. Is an idea within your brand authority? You have more reach within your brand authority than you expect. For example, I should be wearing a FitBit activity tracker provided by my health care insurer, but the company failed to understand their brand authority so Nike stepped up to the plate.

2. Can you afford to make this bet? A percentage of your investment should be on blue ocean ideas—those ideas without a predictable outcome that can either be widely successful or fall short—yet you cannot use traditional ROI metrics when measuring the success of these ideas. You must adapt a bifurcated view of metrics, where traditional metrics are applied to core and emerging opportunities and new and different metrics are applied to blue ocean opportunities.

Your brand must allocate a percent of time and money to each category in order to maximize your innovation pipeline. If your brand is more conservative in approach, you have the option to allocate a smaller amount of resources to blue ocean ideas. If your brand is parched of blue ocean ideas, you invite other, more disruptive brands to take over your market. Editor’s note: Leah Swartz and Greg Vodicka, a millennial account coordinator and a millennial consultant at FutureCast, respectively, contributed to this post. The original version appeared on psfk.com on Nov. 11, 2014.    
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Gain Friends (and Data) With Social Marketing

November 24, 2014, 1:09 pm
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Businesses need to make the case that consumers have something to gain by sharing personal data and "friending" them, argues Emory Professor David Schweidel.Adam Naide, head of social media marketing at Cox Communications, recently posed this question to my students: “Would you want to be friends with your cable company?” On the surface, why in the world would anyone want to be “friends” (on social media) with his or her cable provider? According to a 2014 report from American Customer Satisfaction Index, subscription TV and Internet service providers are among the poorest performing industries tracked by the index. Despite this, students indicated that they would want to be friends with their cable company and connect with it in the digital space. Why? Some students saw it as an efficient method when seeking customer service. Others wanted to be alerted about new content that was becoming available. Whatever the reason, it came down to individuals identifying a benefit to connecting with their cable provider online. In the digital space, this means sharing information about yourself with another party.How to Gain Friends and Followers With Your Social Media Marketing Communications and offerings can be customized based on what businesses know about consumers. When new seasons of HBO’s original series like The Newsroom and Game of Thrones are about to premier, for instance, consumers who have made it known that they are fans of the program, whether through their viewing habits or social media activity, may welcome promotions that incorporate content related to these programs. But current HBO subscribers and lapsed subscribers shouldn’t receive the same promotions. While current subscribers might appreciate reminders about how to catch up on past seasons of their favorite programs, lapsed subscribers could be tempted to resubscribe with promotional offers that have been customized based on their interests. In a recent survey conducted with Bain & Company (discussed in greater detail in my book, Profiting from the Data Economy), we investigated the preferences consumers have with respect to sharing different facets of their online behavior with businesses. Consumers were less guarded about data such as comments on social media platforms, browsing behavior and online purchases. Such information is what businesses need to deliver value to consumers in exchange for personal data. Consumers were more guarded when it comes to sharing contacts, both personal contacts and those gleaned from social networks. (Coincidentally, it is app developers’ access to users’ social network contacts that Facebook has recently announced it plans to limit by giving users control over the data they share.) In a recent New York Times op-ed, University of Maryland law professor Frank Pasquale discussed the “dark market for personal data.” As he points out, the collection of data online is not heavily regulated and often lacks any semblance of transparency. This can and should give rise to concerns about consumer privacy, as well as about how the inferences drawn from collected data are put to use by businesses. But these concerns need to be weighed against the benefits that consumers can potentially reap from voluntarily sharing information with businesses. For businesses, this means actively making the case to consumers to be less guarded with their data. Do you want to know what brands they like, which celebrities they follow, what television programs they binge-watch, and where they spend time in your retail store? If so, businesses need to deliver value to consumers in exchange for this information, whether that takes the form of targeted financial offers or engaging content. When consumers can identify the benefits of sharing their information with businesses, they’re open to forming that relationship. If businesses don’t consider what consumers have to gain from the relationship, then businesses risk being “voyeurs” who snoop on consumers rather than serving as a platform to actively engage consumers.    
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The Many Digital Marketing Challenges of Daniel Feldstein

December 19, 2014, 2:45 pm
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Marketers have tried to figure out digital since the banner ad was invented, yet the pace of innovation in platforms and techniques might be too much to handle.
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No Neutrality on the Net’s Peeping Toms

January 8, 2015, 2:30 pm
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Professor Myron E. Weiner demands that calls for privacy, profit sharing and regulation grow louder toward the Internet giants.
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Don Draper Doesn’t Do Data, But He Should

January 15, 2015, 2:03 pm
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Four ways for marketing leaders to survive today’s new era of big data and financial impacts, from chief marketing officer David Scott.
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How to Measure Social Media Success: The ROR Formula

February 19, 2015, 2:24 pm
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Marketers should remember this mantra: Being social drives engagement, engagement drives loyalty and advocacy, and both of those lead to increased sales.
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Tuning up Your Business Value Proposition

March 3, 2015, 9:47 am
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John McAdam, business coach, author and entrepreneur himself, offers ways to make sure people don’t forget what makes your business special.
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Where Has Your Sales Lead Generation Gone?

March 12, 2015, 2:43 pm
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Marketers can improve their lead generation program by following a few easy steps, according to the Fighting CMO David T. Scott.
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Time’s up to Master Visual Web Marketing?

March 24, 2015, 1:07 pm
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Marketers do still have time to learn to speak in pictures and engage with their consumers successfully, according to Wharton alumnus Parry Bedi.
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Understanding Your Customer: The Denver Example

March 30, 2015, 12:53 pm
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Learn from the experiences of one of the nation’s largest airports, which studied and segmented its customers to better brand itself in a crowded market.
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How to Land Your First Marketing Job in Three Steps

April 14, 2015, 9:46 am
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For those members of the Class of 2015 looking to enter the marketing profession, chief marketing officer David T. Scott has three gems of advice.
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Four Ways to Define Startup Marketing Content

April 20, 2015, 8:21 pm
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Young entrepreneur Michael Powell returns to the blog with insights into what marketing strategies have worked for his startup DowntoChill.com.
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Marketing Innovation Is About Experience

April 24, 2015, 12:33 pm
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CMOs can do well by following four guiding principles adopted by brands like Uber, Airbnb, Nike and Virgin, writes Lippincott CEO Risk Wise.
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