That age cohort, consisting of those born between roughly 1995 and 2008, has been the subject of focus groups, the results of which have formed the Navy’s most recent content for its Forged by the Sea campaign, says Capt. Matt Boren, CMO, Navy Recruiting Command.
“Most of them have something unique that drew them to the Navy, and we define those as rewards of the Navy,” Capt. Boren explains in this interview with Beet.TV at the recent Association of National Advertisers Masters of Marketing conference.
Some prospects are drawn to meaningful venture or creative innovation, while a third group is “traditionalist” in nature by virtue of having family members in the military. The last group respond to ads or displays of strength, according to Capt. Boren.
“All three of those pillars really want to find teamwork and opportunity, so we call that a stability seeking behavior across all three genres.”
Asked about specific KPI’s, he says the big picture starts with creating awareness about a branch of the armed forces with which not everyone is completely familiar.
“We have a system where we go from awareness to them engaging with our content, ultimately driving them to navy.com. We consider that our recruiting hub and there we have a call to action,” says Capt. Boren.
That might be an 800 number someone can call, filling out lead-gen form or an email. “They will do some form to get their name and information in our system, at which point we take that from a gross lead and we start a process we call blueprinting.”
After checking those prospects for age, citizenship and other aspects of eligibility, “then we get them on the phone” gauge interest and eliminate such disqualifiers as medical or criminal backgrounds. At the bottom of the funnel emerge qualified and interested leads. “That’s what we pass to our field recruiters.”
Since 1973, when the Navy became all-volunteer, it’s had nine different advertising taglines, but none of them invoked the word “sea” until now, Capt. Boren notes. The Navy’s agency in Memphis is Y&R, whom he describes as an “outstanding team. I’ve been ecstatic with what they’ve produced” in partnership with media agency Wavemaker to drive a deeper connection between media, content and technology.
He presented on the main stage of the ANA with Amanda Richman, CEO of Wavemaker, U.S.
This series “Growing Brands and Driving Results,” was produced at the ANA Masters in Marketing ’18 conference in Orlando. The series is sponsored by the FreeWheel Council for Premium Video. Please find additional coverage here.
]]>Noting margin inadequacies at agencies and profit-and-loss challenges at marketers, it’s logical to take a close look at what can be done in-house, Kassan says in this interview with Beet.TV at the recent Association of National Advertisers Masters of Marketing conference.
“Those are competing dynamics and I think it’s a chaotic moment and I think there is more that clients, marketers can do themselves. That doesn’t negate the need for an agency because the agency is that outside-in perspective that you can’t always get looking inside out,” says Kassan.
“You run the risk if you create an in-house agency at brand X, that your team is only focused on brand X and they don’t get the horizontal visibility and influence that you get if you’re working across many brands.”
Taking more functions in-house also impacts the recruitment of talent when creative or media practitioners decide whether they want to work on just one client or vertical category, according to Kassan. “Or do they want the variety is the spice of life approach where they get to work across a portfolio of clients?’
The ANA surveyed 412 of its members in August 2018, 52% of whom were at the director level or above. According to the survey, 78% of ANA members have some type of in-house operation compared to 42% 10 years ago.
Kassan believes that advances in technology and automation will continue to be driving force for marketers deciding to do more themselves. “Will that trend continue? Yes.”
He perceives more transparency in what people are talking about at the ANA conference, and not just pertaining to media buying and placement “but also transparency about the actual conversation. Marketers and agencies actually talking about what are the benefits and liabilities of going in house. I think it’s a good conversation and we’ll see a lot of movement in that regard.”
This series “Growing Brands and Driving Results,” was produced at the ANA Masters in Marketing ’18 conference in Orlando. The series is sponsored by the FreeWheel Council for Premium Video. Please find additional coverage here.
]]>In this interview with Beet.TV at the recent Association of National Advertisers’ Masters of Marketing conference, A+E’s EVP of Ad Sales discusses why advertisers haven’t taken the full plunge into advanced targeting and the likelihood that the ad-supported model is in the future for companies like Amazon, Netflix and the planned Disney service.
He says advertisers are “getting so pressured to prove the effectiveness of every nickel they spend. Everyone’s known for a long time TV works, especially on the upper-funnel metrics of awareness and all that. But there’s been like a vagueness to that. It doesn’t really tie back to ROI as cleanly as some other things.”
Being able to more closely tie TV ad exposure to tangible business results “gives the ammunition that the marketers need to keep recommending premium video as that centerpiece and not be shifting money somewhere else,” Olsen says.
Advertisers are looking to strike a balance “between what digital is claiming it can do and what we’ve always known TV could do, and then just really getting to kind of the right balance to answer on the effectiveness of both,” he adds.
It’s worth noting that while age and gender has been the transactional TV demographic for years, secondary targets have been available for more than three decades, Olsen observes. TV networks have the tools to go beyond, say, trying to reach everyone ages 18-49 to more strategic targets.
“Clients I think are interested but they’re not jumping in with both feet yet” given questions about data quality and scalability. “So I think it’s finding the right balance between what is still mass, what is targeted and then you take it a step further, what should go to addressable, et cetera.”
Then there’s the viewer balancing act. While many are seeking to avoid ads, that comes with a higher cost.
But Olsen points to signs of hope. “Some of the stuff we’ve seen, though, isn’t as daunting as it may look right now,” he says. “Some of the S-VOD penetration is kind of hitting a ceiling here in the U.S. and I think those companies are actually looking at ad models themselves.
“I wouldn’t be surprised if Netflix has an ad model, Amazon, the new Disney service. All those things eventually have ad models as part of that product. I think they will be more tailored ads and more personalized will be kind of the magic to it.
This series “Growing Brands and Driving Results,” was produced at the ANA Masters in Marketing ’18 conference in Orlando. The series is sponsored by the FreeWheel Council for Premium Video. Please find additional coverage here.
]]>“I took the time to read through it and understand what they were seeing, and I think that sometimes there are facts that are buried in that tell a broader story, Marla Kaplowitz says in this interview with Beet.TV at the recent Association of National Advertisers Masters of Marketing conference. “We speak to agencies every single day who are either working with some in house teams or they’re working directly with marketers. And there is no right way and you have to really consider what is right for you.”
The ANA surveyed 412 of its members in August 2018, 52% of whom were at the director level or above. For 44% of respondents, their in-house agency was established within the past five years, contributing to the recent rise in overall penetration of in-house agencies, according to the survey.
Among other survey findings, services performed in-house that have grown significantly over the past five years are content marketing, creative strategy, data/marketing analytics, media strategy, programmatic media and social media (both creative and media).
The survey reveals that top perceived benefits of in-house agencies are:
*Cost efficiencies
*Better knowledge of brands
*Institutional knowledge
*Dedicated staff
*Speed, nimbleness
Asked to identify a single primary benefit of having an in-house agency, cost efficiencies was top ranked by a wide margin, according to the survey.
“The most telling stat in the report is that 90 percent of ANA members still continue to work with an outside agency,” Kaplowitz says. “I think that when you look at the kind of work that is going on right now in the marketplace, from media and the complexity that is happening in the digital supply chain, if you’re looking at programmatic and all the technology, you need outside perspective.”
She adds that producing “brilliant” creative requires “outside provocation and thinking. When you’re working with an agency on content, you want a strategic planner who is looking at what is going on in culture and not just looking at one particular brand but looking across all the different categories and working with different people in the agencies.”
Kaplowitz says the most important thing to understand about agencies is their ability to help drive business growth and “helping to be an extension of that client and that client team. You need that outside perspective, you need that outside thinking to push and provoke. You don’t get that when you’re with your own team.”
This series “Growing Brands and Driving Results,” was produced at the ANA Masters in Marketing ’18 conference in Orlando. The series is sponsored by the FreeWheel Council for Premium Video. Please find additional coverage here.
]]>“Emotions are running high. The good news is spend is running very high as well,” already surpassing spending in the 2016 election cycle two weeks before the mid-terms, Baer explains in this interview with Beet.TV at the recent Association of National Advertisers’ Masters of Marketing Conference. “So it’s a very exciting space.”
Behind the dollar figures are trends showing that data “is playing a really key role in enabling the right type of targeting.” Local cable’s share of political advertising budgets is at 33%, “which is an all-time high for cable advertising. We’re also seeing that their ability to go deeper into the networks that they’re selling and the candidates are buying is greater because of this data,” Baer says.
Previously, a Republican candidate might have advertised on just one TV network but now “can advertise on four or five different networks to get greater efficiency and effectiveness in reaching their audience.” The effect on Democratic candidates is even greater, with some using more than a dozen networks “because of this rich data that’s informing the buy.”
Because of the compressed time frame of political campaigns, they have been leaders in the use of data targeting, particularly with the rise of digital media. But political spending is still focused primarily on TV.
“TV is still king in many ways,” says Baer. “In large part because political spend happens between Labor Day and November. So it’s a very condensed window of time, and in order to be effective in spending what turns out to be billions of dollars in aggregate, we need to do it in an efficient medium. And television is that medium.”
Nonetheless, digital spending by political campaigns also is up to the tune of triple digits, according to Baer, citing data from Comcast Spotlight, which marries its own data insights with voter data to help better target cable advertising at the local market level.
“So there’s a greater amount of digital inventory, and actually that’s driven a lot by set-top box VOD inventory. So what we’re seeing is the trend toward accessing cross-screen and following viewership to their other devices and modeling after their viewing habits, not just live television.”
Political advertisers also are harnessing household addressable advertising for more precise targeting of voters, according to Baer, who is President of FreeWheel Advertisers (formerly STRATA).
All in all, she believes that the two-month campaign window represents an “accelerated view” of what’s happening in television.
“While TV marketing is undergoing tremendous change overall, in the context of political everything is accelerated. One trend that we’re seeing is that data-driven television is the future. I would say one of the main takeaways from the political spending season right now is that using intelligent data capabilities married with the right television inventory is going to skyrocket effectiveness for all advertisers.”
This series “Growing Brands and Driving Results,” was produced at the ANA Masters in Marketing ’18 conference in Orlando. The series is sponsored by the FreeWheel Council for Premium Video. Please find additional coverage here.
]]>Suitably, Charney’s presentation at the recent Association of National Advertisers Masters of Marketing conference was titled The Most Feared Four-Letter Word In Marketing. That word is risk, and it’s something that the marketing department of the insurance giant has long championed, he explains in this interview with Beet.TV.
“Risk? First of all, it’s my favorite four-letter word of any four-letter word in marketing and in general. You’ve got to take risks. It’s got to be a company, a culture of risks,” Charney says.
With Flo, portrayed by actress and comedian Stephanie Courtney, one might not think there’s too much risk involved, even though some of her characters can be hard to relate to. Fact is, she’s attracted a great deal of detractors (to put it mildly) among American consumers. But it’s helped Progressive stay top-of-mind.
“It’s all about being part of the consideration set, Charney says. “If I’m thinking about insurance, I got to think about Progressive. I see that woman Flo, I’m thinking about Progressive. Then I go and I quote with Progressive and I convert with Progressive. Next thing I know, I’m a customer for ten, fifteen years. It’s a very competitive environment right now.”
There are 36,000 “marketers” within Progressive, according to Charney. “And in some ways, they really represent our brand, and they also have to be themselves. We don’t want to change who they are, we want them to be who they are. And if they get a chance to take a risk and we support that risk, it extends throughout the company.”
When Flo emerged 10 years ago, there was an obvious risk, Charney says, because she was a woman with black hair and a beret, red lipstick and crazy eyelashes. “That was a risk ten years ago. Now it’s nothing. But we have eight other campaigns besides just the Flo campaign.”
If it seems like some Progressive commercials are impromptu, that’s on purpose. They are shot using script outlines and improvisational actors exclusively.
“We don’t try to get normal actors. So the energy on set is incredible,” says Charney. “It’s almost like Curb Your Enthusiasm, if you follow that. We get script outlines and then we’ve got to get certain messages across, but we let the improv actors have fun with it. And we are surprised sometimes with some of the content we get.”
While he professes an inherent love for marketing, Charney believes that his compatriots need to get braver. “Take risks. It’s a good thing. And when it pays off, it pays off big.”
This series “Growing Brands and Driving Results,” was produced at the ANA Masters in Marketing ’18 conference in Orlando. The series is sponsored by the FreeWheel Council for Premium Video. Please find additional coverage here.
]]>“I think we’re at an inflection point,” Rothwell says in this interview with Beet.TV at the recent Association of National Advertisers’ Masters of Marketing Conference. “Scale has been lacking in certain areas, which made it tough I think as an investment prioritization for some brands and agencies,” Rothwell adds. “But now we see a lot more scale coming through those OTT, set-top box VOD and, increasingly, addressable linear opportunities.”
Calling advanced TV “the umbrella term for all of those opportunities or anything outside of the linear stream,” Rothwell says he’s “getting the sense that people are really leaning into it now. ”
In a Beet.TV interview with Brian Wallach, who is SVP, Chief Revenue Officer, Advanced TV, FreeWheel Markets, Wallach explains how FreeWheel’s new DRIVE platform is designed to unify advanced TV offerings with unified audience measurement.
To align with a more scaled, dynamic TV offering, Rothwell discussed the FreeWheel Council for Premium Video’s latest output: A Buyer’s Guide to the New Living Room.” This reference guide provides media planners and buyers with tactics and workarounds to take advantage of what the new living room can do for advertisers.
Every quarter, increasing volumes of digital and dynamically delivered video advertising are accessed via set-top boxes and (OTT) devices on the big screen. This now accounts for 57 percent of all non-linear impressions, according to the FreeWheel Video Monetization Report (VMR) Q2 2018.
“Combine the reach of broadcast television with the dynamic insertion and dynamic advertising opportunities through these new devices and you can combine that reach now with precision. TV being that full-funnel opportunity for advertisers,” says Rothwell.
This is not to suggest these still-growing channels are not without their challenges. “Currently, there’s a lot of constraints getting in the way, whether that be measurement, technology and partners.”
Hence the following guideposts for buyers from the FreeWheel Council’s “A Buyer’s Guide to the New Living Room”:
• Become a subject matter expert in the new living room to gain advantage for your clients while these channels are still nascent and growing
• Create a plan using complementary channels to balance reach and precision, leveraging the common and unique attributes of each
• Work through measurement hurdles and leverage the tools and KPIs that are available to access these engaged yet underserved audiences
• Personalize messaging and manage frequency through addressable options with creative diversity on all campaigns delivered to the new living room
• Optimize for scale by adjusting your KPIs for platforms as necessary such as viewability targets in channels that aren’t able to be measured
“We are as an industry starting to understand what we need to do to make it a more viable opportunity for brands,” says Rothwell, who is VP, Global Agency, Brand & Industry Relations. “Really get that first and third party data to light up and create additional value, create additional precision for those advertising campaigns.”
He sees a “wide appreciation” for the reach of TV programming, regardless of how it is accessed, to help build the purchase funnel and using addressable advertising options to help push consumers to the transaction phase.
“Consistency and standards obviously come next, and we’re starting to see some of that already as well,” Rothwell says.
This series “Growing Brands and Driving Results,” was produced at the ANA Masters in Marketing ’18 conference in Orlando. The series is sponsored by the FreeWheel Council for Premium Video. Please find additional coverage here.
]]>But A+E Networks is now letting ad buyers recalibrate the mix mid-campaign.
The TV channel operator earlier this year began offering performance-based guarantees for some of its ad spots – that is, ensuring, with appropriate attribution, ad spend would only be tied to certain provable business outcomes for the advertiser.
Now it is adding in mid-campaign optimization, too. In this video interview with Beet.TV, A+E Director, Precision & Strategic Audience Sales Roseann Montenes explains why.
“Every single marketer is essentially challenged with the declining ratings,” she says. “They’re challenged every day to be more innovative but also make the dollars that they’re spending within media work so much harder.”
TV is changing. What was once considered a top-of-funnel medium for building brand awareness but which could do precious little to secure an actual sale is evolving to do just that.
That is thanks to a mix of new targeting capabilities, but also full-funnel attribution technology, which allows publishers and marketers to log when a consumer has seen an ad, and track it all the way through to any subsequent purchase.
“Every single client attribution is tied back to a business outcome,”Montenes adds. “So, for every client that we have come to us, the main KPI is to be able to show that a dollar is working so much harder for them than it traditionally does through a regular linear buy.”
This series “Growing Brands and Driving Results,” was produced at the ANA Masters in Marketing ’18 conference in Orlando. The series is sponsored by the FreeWheel Council for Premium Video. Please find additional coverage here.
]]>A recent Association of National Advertisers (ANA) survey showed 35% of marketers expanded their in-house media buying capabilities in 2017
But, speaking at a new ANA event, one agency rebooted for the new world made a strong case for retaining an agency relationship.
“Now is the time, more than ever, to really look at partnerships differently and look at agencies, I believe, as your true partners in sifting and navigating through this and working with the media companies, agencies, clients, consumers, all at the table to try and sort our way through this,” said Wavemaker US CEO Amanda Richman in this video interview with Beet.TV
“I think it’s a world where there can be divides. We need to start to bring the organizations together, because everyone really want trust to be an imperative in the marketplace and we need trust with our consumers and we need to earn that back again.”
Wavemaker was formed in 2017 out of the merger of MEC and Maxus Global, with brand clients like Vodafone, L’Oréal, IKEA and Paramount Pictures.
Richman says there is an opportunity for agencies to help at both the big and the small levels – that is, helping brands hit marketing scale, but also helping them understand how to personalize individual content experiences for their audiences.
This series “Growing Brands and Driving Results,” was produced at the ANA Masters in Marketing ’18 conference in Orlando. The series is sponsored by the FreeWheel Council for Premium Video. Please find additional coverage here.
]]>Ancestry lists more than 20 million members, all desperate to build connections with relatives – living, deceased or as-yet unknown. It’s all about reducing the boundaries between people.
But there is another kind of boundary Ancestry is keen to smash down – the one that separates tactics in a marketing strategy.
In this video interview with Beet.TV, Ancestry global CMO Vineet Mehra says: “I keep hearing this debate around ‘brand’ versus ‘performance’ (marketing). In my opinion, there’s no debate. You need to be able to do both.”
Mehra echoes an emerging view in the industry – that, whilst historic technical limitations around media types shaped their use for distinct tactical uses by marketers, new capabilities compel brands to use all the tools at their disposal.
Case in point – Mehra describes how Ancestry, which is a heavy spender on TV ads, really uses many different kinds of TV capabilities…
Ancestry is also noteworthy for its content marketing strategy, putting out what Mehra says is “hundreds of new pieces of content every month”, including big global TV formats like Who Do You Think You Are? but also lo-fi single-camera family stories.
The output goes all the way back up to “tent-pole” campaigns like Declaration Descendants, for which a creative agency as commissioned.
This series “Growing Brands and Driving Results,” was produced at the ANA Masters in Marketing ’18 conference in Orlando. The series is sponsored by the FreeWheel Council for Premium Video. Please find additional coverage here.
]]>“I’m going to suggest that we have to figure out how to pull them both together around one consumer in order to really drive the growth we want. But it’s not an either or. But it’s an and,” says Eric Reynolds.
Reynolds was referencing his talk at the recent Association of National Advertisers’ Masters of Marketing conference, where he discussed “the tension between performance marketing, or growth marketing, and brand marketing.” His presentation was titled Path To Growth: A Modern Marketing Dilemma.
Among other insights Reynolds shares in this interview with Beet.TV, he talks about the slow and steady decline of linear television as a means of reaching consumers and how Clorox has been moving out of both print and TV in favor of digital—video in particular.
Why performance marketing does very well is because it’s data-rich, agile and nimble. “It’s actually way much more consumer-focused than classic brand marketing, which is the way I grew up. It’s because they’re very intimate with the consumer and they change fast,” Reynolds says.
The problem with performance marketing is “you run out of steam fast…because you fundamentally don’t know the person you’re trying to build a relationship with your brand. It’s just a bunch of clicks and data and sets. And that will get you so far.”
On the other end of the spectrum, brand marketing provides a strong understanding of consumers at a life and a category level. “It creates enduring ideas that keep people coming back. And you need both is the point. If we’re all just about activation through data, then we really don’t have a brand,” Reynolds adds.
“But if we’re only talking big, thematic, large-scale ideas that are slow, well we’re not rising to the challenge that consumers expect us to do, which is to have that real time, that intimate, be-useful relationship so you really need to do both.”
Asked for a breakdown of Clorox’s media choices, Reynolds says they’re constantly changing but tied less to a “big, strategic choice” and much more to “following where consumers are open to receiving messages and information from us. And what that means broad-scale is for a us a consistent decline in linear TV, year on year on year, and a rise in more assignable media like digital display, video, social. And we see these trends continuing.”
As the company’s analytics have evolved, providing ever more insight into how media is performing for sales, “well over” 60% of Clorox’s media is now digital.
“Now video, though, is the place where it’s all heading towards, because for our categories and our brands, it’s the place where we tell the richest stories, the kind of stories whether they’re product stories or category stories or brand stories, that seems to be the place where consumers want to engage with us.”
This series “Growing Brands and Driving Results,” was produced at the ANA Masters in Marketing ’18 conference in Orlando. The series is sponsored by the FreeWheel Council for Premium Video. Please find additional coverage here.
]]>“We’re trying to put this all together, create scale and apply data and measurement so it’s a really transparent, easy to execute environment for buyers,” says Brian Wallach, SVP, Chief Revenue Officer, Advanced TV, FreeWheel Markets.
In this interview with Beet.TV at the recent Association of National Advertisers’ Masters of Marketing Conference, Wallach explains how partnering with Nielsen also benefits digital media buyers and talks about the big rise in live digital TV viewing and the challenges ahead for reaching those audiences.
“We’re seeing a lot of growth in live TV consumption on apps and connected TV devices. That’s a huge opportunity. That’s probably one of the biggest areas that we see growing quickly,” he says.
Unlike some people, Wallach doesn’t believe that the trend of viewers migrating from linear TV is a catastrophe. “I think there’s still plenty of scale in linear TV. We’re just all trying to focus on the new living room and the TV being a device rather than it being the distribution means,” he says.
“It’s really exciting to us because linear TV buyers are asking how to do their linear campaigns with age and gender and GRPs and also tap into this new supply in OTT,” Wallach adds. “And we’re the only people in town really that have this kind of scale on full-episode inventory across the TV programmer universe versus a whole bunch of clips or long-tail websites that are trying to mimic that experience.”
Nielsen’s DAR provides a comprehensive view of digital audiences in a way comparable to linear TV. Using FreeWheel’s proprietary methodology, DRIVE enables marketers to assess total TV reach across linear and digital viewing, control reach and frequency, and ultimately, tie outcomes to anonymized, household-level data, according to a FreeWheel news release. Wallach says the need for DRIVE’s capabilities spans both linear TV and digital media buyers.
“As you start to explore different measurement types and all the different data partners that we’ll work with out there, making scale against this inventory isn’t just a TV buyers need. Digital buyers are looking for this type of need as well and they have all sorts of psychographic data that they want to target against and we’ll be able to unlock that on this inventory at scale within the next couple of months.”
Looking ahead, Wallach summarizes the challenges related to the rise in viewing of live programming via non-linear means, namely the way it’s delivered. With a traditional digital video ad campaign, there’s a start date and an end date, with everything in between evenly paced over the course of the flight.
“Live happens when live happens. So it’s going to take some time to create a difference in planning and execution and people acknowledging that it’s still great quality inventory and it’s actually really good scale in digital as a complement to TV.”
This series “Growing Brands and Driving Results,” was produced at the ANA Masters in Marketing ’18 conference in Orlando. The series is sponsored by the FreeWheel Council for Premium Video. Please find additional coverage here.
]]>“The CMO Growth Council was formed to focus on marketing taking back control and leading disruption because marketing is being disrupted completely but taking control to lead disruption to drive growth,” Pritchard says in this interview with Beet.TV at this week’s Masters of Marketing conference. “Because there’s not enough growth.”
Earlier this year, the ANA Masters Circle got together with 25 CMOs in Cannes and focused on five areas that are perceived to have the greatest opportunity to drive more growth. They are data and technology, customer centricity, brand experience and innovation, talent and capability, and society and sustainability.
“We spent the last couple of days with 200 CMO’s going through what the 25 CMO’s had come up with over the past few months and identified several areas that looked of great interest to us to really advance growth,” says Pritchard. “Data and technology is clearly one of the big ones, because mass marketing is being disrupted and everyone is reinventing media and reinventing advertising for that matter.”
As a result, CMO’s need to know about data management platforms, analytics capabilities, algorithms and related areas.
“What the CMO’s decided is that this is something we really have to just transform from an industry standpoint,” Pritchard explains. “And what we talked about was committing to creating what’s essentially an ANA marketing university that would bring all the best minds together through the ANA to be able to create the capability industrywide to transform our industry.”
He says that ANA CEO Bob Liodice made a big commitment “on the spot to make that happen.” Moreover, Pritchard asked whether CMO’s would be willing to serve as adjunct professors “and a bunch of hands went up.”
Another subject of great interest to the CMOs concerns customer centricity and brand experience and innovation so that brands can create relevant experiences across all consumer touchpoints. “Every single one of us was talking about how we’re using lean startup and lean innovation capabilities to be able to do fast cycle iterations in very small groups to be able to create ideas and get them out in the market much more quickly,” Pritchard says.
He is especially passionate about society and sustainability to be a force for good and a force for growth. “We invited everyone join #SeeHer, join the Alliance for Inclusive and Multicultural Marketing, join Free The Bid so you can get equality behind the camera. And then we also introduced an idea of joining #Brands For Good,” one of whose efforts is to recognize brands that try to reduce plastic consumption.
This series “Growing Brands and Driving Results,” was produced at the ANA Masters in Marketing ’18 conference in Orlando. The series is sponsored by the FreeWheel Council for Premium Video. Please find additional coverage here.
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