47 Marketing Trends found for Human resources / Training/education

To minimise / maximise the insight just click anywhere within the orange box
The Times, They Are a-Changin' for US and Global CMOs

Bottom Line: Senior marketers are fast ascending in corporate America's pecking order, thanks to the confluence of globalisation, world recession and the pace of technological change.

As singer/songwriter Bob Dylan so memorably forecast in 1964: "The times they are a-changin'". Forty-eight years on, senior marketers in the USA and elsewhere are likewise experiencing change and increasing corporate status. Or so argues the annual CMO's Agenda report by strategic marketing consutancy CMG Partners. Marketers' responsibilities are being extended beyond tradtional functions to encompass ... 

[Estimated timeframe: Q1 2012 onward]

... operations, finance and public policy.

The report, based on in-depth interviews with thirty 'game-changing' lead marketers at companies spanning a broad cross-section of US businesses, cites as an example one CMO respondent who revealed that all initiatives/projects that affect corporate revenues are now channelled through the marketing department.

According to the study, CMOs are stepping up to the plate in the face of unprecedented changes and challenges confronting their companies. Which, in turn, requires CMOs to evolve well beyond their traditional roles.

Summarises CMG founding partner Russ Lange: "These changes and challenges have resulted from a confluence of the lasting effects of the “Great Recession,” volatility in markets, technological innovations, consumer/customer empowerment, and the inherently global nature of today’s business environment.

“In the face of what could be a daunting mission, the CMOs we’ve spoken with have adapted into a super-species we like to call ‘Marketing’s CEO,’” says Lange. “No longer just the master of corporate advertising campaigns and promotions, Marketing’s CEO is a true driver of corporate growth and strategy.”

However, the report acknowledges that this evolution toward greater influence is “on the threshold” rather than in full flower in many companies. The CMO “must earn not only his or her place at the table, but also his or her voice,” it concludes. “While the door to the C suite has cracked open, CMOs must now rise to the opportunity to not only enter but also remain in the room.”

In addition to the broader-authority role evolution, CMG identifies four additional core trends affecting CMOs:

  • Strengthening the CMO/CEO relationship:
    Interviewed CMOs report that they are strengthening their credibility with the C suite, and CEOs in particular, through best practices that include framing recommendations in ROI terms (beyond creativity and the marketing budget’s P&L); educating themselves and top management on how marketing can contribute to the company’s growth/business performance; documenting where marketing opportunities exist and might be captured; and highlighting risks while laying out how those can be mitigated. Successful CMOs are also building relationships with fellow senior managers and creating intra-company alliances based on their ability to demonstrate marketing’s impact on their co mpanies’ performance.
  • Social marketing:
    Social media are not only transforming traditional principles of brand-building and customer loyalty, but altering human interaction fundamentals, says CMG. While CMOs are best-positioned within their organizations to lead the mission of understanding and mastering these complex trends, by virtue of their ages/backgrounds, few are “native social-media speakers.” Study respondents reported that they are mastering these challenges through “generational seeding”: Creating internal teams that include younger, cyber-intelligent employees. This also brings the benefit of developing a talent pool that should secure the organization’s future.
  • Managing Millennials:
    Millennial-generation marketing employees are critical because of their inherent understanding of social media, but their insights are too often dismissed because of their inability to present such insights with “crisp logic and presentation cosmetics,” marketing chiefs pointed out to CMG. Investing the time and energy to “connect the dots” to develop this generation’s thinking can unlock crucial learning for CMOs and their organizations, the participants stressed.
  • Demand creation:
    Successful CMOs realize that the ability to position themselves as the rightful keepers of the “innovation flame” – the critical, differentiating mission of creating the perception among consumers that a brand is delivering what they need/want even before they know it themselves – is extremely powerful, and the key to advancing their influence within their companies.

The full report from CMG Partners can be downloaded here.

All data sources are attributed with links to the original insight. The insight is then summarised and, where appropriate, enhanced with additional information.

Source: MediaPost.com
MTT insight URL: http://marketingtrendtracker.com/article.aspx?id=5776

Will Google's 'Project X' Bite Into Apple's Hardware Monopoly?

Bottom Line: Google is constructing a new top security research facility at its Mountain View, California campus - allegedly an R&D centre and testing lab for 'Project X' - a series of upcoming top-secret consumer devices.

Google is unusually zip-lipped about its so-called Experience Center, and is likewise reticent about new hardware testing labs and the mysterious Project X. According to a Google PR hack: "Just as we continuously work to improve our products, it's important to iterate on our workspace to keep us productive. That's why we are adding additional meeting and work space to our campus in Mountain View." In documents filed with the city of Mountain View Google claims that ...

[Estimated timeframe: Q1 2012 onward]

... "the 120,000-square-foot center will be a kind of private museum for up to 900 VIPs and other of Google's most important clients and partners." 

To whom Google will unveil its plans "to share visionary ideas, and explore new ways of working."

Admits project architect Andrew Burnett: "The Experience Center would not typically be open to the public [but will consist] of invited groups, and guests whose interests will be as vast as Google's range of products, and often confidential.

"Therefore, the Experience Center must also operate somewhat like a museum, exhibit, or mercantile space allowing flexibility in the exhibits so that as Google's products and needs change, the space can adapt."

The security arrangements would not disgrace the CIA [or even 007 himself]! 

City planning records revela that Project X, which occupies a space with blacked-out windows at a central location of the Googleplex, includes the use of rare gases like argon, a plasma cleaner that can scrub materials of contaminants, and arcane optical-coating technology.

While the purpose of Project X is unclear, Google co-founder Sergey Brin has since last year been focusing on a list of secret projects at the company, including its efforts to develop a driverless car.

Some neutral observers, however, believe that Google's crosswires are firmly centered on arch-rival Apple and its humunguously profitable symbiotic melding of hardware and software devices. 

Although the bulk of Google’s revenue still comes from search advertising, it is increasingly seeing returns from its ‘Google Apps’ business software division and is reportedly planning a new ‘home entertainment device’ that could be marketed under its own brand.

Google is also reportedly modifying a separate lab as part of the ‘Project X’ scheme in order to include [an unspecified] ‘precision optical technology’. It is also building new anechoic and thermal chambers to test sound and radiation patterns.

All data sources are attributed with links to the original insight. The insight is then summarised and, where appropriate, enhanced with additional information.

Source: MercuryNews.com
MTT insight URL: http://marketingtrendtracker.com/article.aspx?id=5770

Unilever Marketers Focus on Future Interactive Technologies

Bottom Line: Unilever's global CMO, accompanied by thirty marketing executives, this week attended the annual Consumer Electronics Show in Las Vegas. Their objective? To better understand the technologies that will control how people interact with content and each other.

Unilever, the globe's second largest advertiser [after Procter & Gamble], is directing the attention of its senior marketers to the future impact on the FMCG titan's adspend via web-connected TVs, the cloud, mobile media, in-car computers and other emerging technologies. The underlying rationale, explains global chief marketing officer Keith Weed is ... 

[Estimated timeframe: Q1 2012 0nward]

... the inexorable and growing trend toward a consumer environment of 'on-demand' content and its effect upon the billions of dollars Unilever spends on TV advertising worldwide.

Says Weed: "The cloud is important to us because now people can select what they want to view when they want to view it, and as an advertiser there are consequences for that.

"There might be an opportunity for the brand to be a filter; using Axe, say, to get male programming, or with a beauty brand or food."

Unilever is also forming what it calls a Digital Advisory Board and recruiting senior outside executives to help and advise the company to navigate the marketing future.

The board's members include Mich Matthews, erstwhile Microsoft vp-marketing, former Yahoo evp Hilary Schnieider and Dan Gill, ceo of Huddler, a startup that creates media properties out of message boards. The goal, says Weed, is to "get to the future first."

All data sources are attributed with links to the original insight. The insight is then summarised and, where appropriate, enhanced with additional information.

Source: AdAge.com
MTT insight URL: http://marketingtrendtracker.com/article.aspx?id=5747

Will Algorithms Govern the Future of Business Decision-Making?

Bottom Line: A new book on psychology and economics reviewed in today's Wall Street Journal, posits that business decision-making could soon be left to algorithms.

According to WSJ columnist Dennis K Berman, whose bi-weekly feature The Game focuses on the future of business, critical decision-making is all too often "ruined by our own biases; when making decisions we see what we want, ignore probabilities, and minimise risks that uproot our hopes". The remedy for such uncommercial frailties, Berman believes, is indicated in ...

[Estimated timeframe: Q1 2012 onward]

... a new book on psychology and economics, Thinking, Fast and Slow, by Daniel Kahneman. It suggests that in the near future key business decisions will be better left to algorithms than fallible human beings who "are often confident even when we are wrong".

An objective observer, Kahneman writes, "is more likely to detect our errors than we are."

At which point columinst Berman chips in. "There is a more important theme gathering around us: How analytics harvested from massive databases will begin to inform our day-to-day business decisions. Call it Big Data, analytics, or decision science. Over time, this will change your world more than the iPad 3.

"Computer systems are now becoming powerful enough, and subtle enough, to help us reduce human biases from our decision-making. And this is a key: They can do it in real-time. Inevitably, that "objective observer" will be a kind of organic, evolving database.

"These systems can now chew through billions of bits of data, analyze them via self-learning algorithms, and package the insights for immediate use. Neither we nor the computers are perfect, but in tandem, we might neutralize our biased, intuitive failings when we price a car, prescribe a medicine, or deploy a sales force. This is playing 'Moneyball' at life."

"Business people have been having such fantasies of rationalism for decades", Berman notes. "Until the last few years, they have been stymied by the cost of storage, slower processing speeds and the flood of data itself, spread sloppily across scores of different databases inside one company. These problems are now being solved."

He quotes Michael Lynch, ceo at UK-headquartered Autonomy Corporation, which garners vast amounts of 'unstructured data' then applies it to these analytic approaches.  Says Lynch: "We've just got to the point where the technology really starts to work". A claim affirmed by IT titan Hewlett-Packard which recently acquired Autonomy in an $11bn deal.

So, how to separate the hype from reality?

"There is a whole class of things that couldn't be done five years ago," says Opera ceo Arnab Gupta, a firm that recently received an $84 million venture-capital investment, valuing the firm at around $500 million. "A few years ago it might take a month to run a project involving 30 billion separate calculations. Today it can be done in two to three hours."

All data sources are attributed with links to the original insight. The insight is then summarised and, where appropriate, enhanced with additional information.

Source: WSJ.com
MTT insight URL: http://marketingtrendtracker.com/article.aspx?id=5744

Corporate Culture is Key to Future Innovation, Reports Booz & Co

Bottom Line: Certain companies succeed in producing innovative new products and services year after year, thereby delivering superior financial results. Booz & Company's Annual Global Innovation 1000 study demonstrates the reason for this success.

So what is the magic formula for these corporate successes? Booz & Company's seventh annual study concludes that it's not a matter of how much they spend on research and development, but rather how they spend it. The report examines the key qualities extant within these companies that allow them to outperform the competition. According to the Booz 2011 Innovation 1000 there are two vital innovation qualities ...

[Estimated timeframe: Q4 2011 onward]

... (1) Strategic alignment; (2) A corporate culture that supports innovation.

These qualities comprise three innovation strategies:

  • Need seeker
  • Market reader
  • Technology driver.

While no single strategy offers superior results, companies within each strategic category perform at very different levels.

And, no matter what a firm's innovation strategy may be — corporate culture is key to innovation success, and its impact on performance is measurable.

Specifically, the 44% of companies who reported that their innovation strategies are clearly aligned with their business goals —and that their cultures strongly support those innovation goals — delivered 33% higher enterprise value growth and 17% higher profit growth on five-year measures than those lacking such tight alignment.

Booz also asked innovation leaders participating in the survey to name the companies they considered to be the most innovative in the world.

For the second year in a row, Apple led the top ten firms, followed by Google and 3M.

This year, Facebook was named one of the world’s most innovative companies, entering the list at number 10.

In a comparison of the firms voted the 'ten most innovative' versus the 'top ten global R&D spenders', Booz found that over a 5-year period the former group outperformed the latter across three key financial metrics: Revenue growth; EBITDA as a percentage of revenue; and market cap growth.

Download "The Global Innovation 1000: Why Culture Is Key" (692kb, PDF)

All data sources are attributed with links to the original insight. The insight is then summarised and, where appropriate, enhanced with additional information.

Source: Booz.com
MTT insight URL: http://marketingtrendtracker.com/article.aspx?id=5694

Climate Change: "An Immediate and Grave Threat to World Health and Security"

Bottom Line: As planet earth's climate continues to ascend the thermometer, marketers are likely to experience a bitter chill - unless the world changes its current laissez-fair attitude toward climate change, warns a top level London conference.

Industry, finance, the military, consumers and marketers alike must accept major changes if the world is to avod ecological catastastrophe. That's the view of a high-powered convocation of doctors, academics and military experts attending a special meeting at the British Medical Association's headquarters in London on Monday. The meeting also warned that developed and developing countries alike need to raise their game. The conference also called upon ...

[Estimated timeframe: Q4 2011-2020]

... the European Union to up its current 20% carbon emissions target to 30% by 2020. As the United Nations summit in South Africa approaches, the London statement called on the EU to increase its ambition and pledge a reduction in emissions by 30% from 1990 levels by 2020, rather than the current target of 20%. 

Senior officers in the UK armed forces warned that the price of commodities such as fuel is likely to rise as conflict provoked by climate change increases.
A statement agreed by the meeting adds that humanitarian disasters will put more and more strain on military resources, and urges governments worldwide to adopt ambitious targets for curbing greenhouse gases.

Another key factor is food and water security which, said speakers, is interwoven with the climate issue.

Given that scientific studies suggest the most severe climate impacts will fall on the relatively poor countries of the tropics, UK military experts pointed out that much of the world's trade moves through such regions, with North America, Western Europe and China among the societies heavily dependent on oil and other imports.

Rear Admiral Neil Morisetti, climate and energy security envoy for the UK Ministry of Defence [MoD], said that conflict in such areas could make it more difficult and expensive to obtain goods on which countries such as Britain rely.

"If there are risks to the trade routes and other areas, then it's food, it's energy," he told BBC News. "The price of energy will go up; for us, it's [the cost of] petrol at the pumps - and goods made in southeast Asia, a lot of which we import."

A number of recent studies have suggested that climate impacts will make conflict more likely, by increasing competition for scarce but essential resources such as water and food.

The International Institute for Strategic Studies, for example, recently warned that climate change "will increase the risks of resource shortages, mass migration and civil conflict", while the MoD's view is that it will shift "the tipping point at which conflict occurs".

Alejandro Litovsky, founder of the Earth Security Initiative, said that even without the increasing effect of conflict, prices of essential goods were bound to rise: "From the year 2000 onwards, we have been seeing commodity prices climb, and this is not likely to stop.

"It is primarily driven by resource scarcity, and the trends suggest that depletion of these natural resources is unlikely to be reversed in the near future without drastic interventions."

He also said that degradation of natural resources such as forests and freshwater was removing much of the resilience that human societies formerly enjoyed.

Last week, multinational coffee house Starbucks warned that climate change threatened the world's coffee supplies in 20-30 years' time.

All data sources are attributed with links to the original insight. The insight is then summarised and, where appropriate, enhanced with additional information.

Source: BBC.co.uk
MTT insight URL: http://marketingtrendtracker.com/article.aspx?id=5689

Will Tomorrow's Marketers be Required to "Stand by Your Desks"?

Bottom Line: Following medical studies that link excessive sitting to increased obesity and more serious health risks, Silicon Valley executives are increasingly fulfilling their daily chores in a standing posture at specially designed desks.

Silicon Valley employees - among them staffers at Google and Facebook - have swapped their traditional sit-behind desks for specially designed stand-up versions, claiming they feel more comfortable and energized as a result. The erect trend is also spurred by medical reports warning that sitting for too long can lead to increased health risks. Workers with high desks also have the option ...

[Estimated timeframe: Q4 2011 onward]

... of parking their derrières on special high stools as and when they feel the need to take the weight off their feet.

A study last year by the American Cancer Society found that women who sat more than six hours a day were 37% more likely to die prematurely than women who sat for less than three hours. The early-death rate for men was 18% higher. 

Also fuelling the trend to standing whilst working is a study released in January 2011 by the American College of Cardiology. It found increased mortality among people who sat longer at home than those who didn't.

Although there ar no official statistics as to the uptake of standing desks, anecdotal reports suggest Silicon Valley is embracing the stand-up trend.

Facebook managers report an upsurge in requests for standing desks, averaging five to eight a week and totalling up to 250 requests from its 2,000-plus workforce.

The company is also testing a treadmill station which enables a worker to walk or run while using a computer keyboard.

According to Google spokesman Jordan Newman: "Many employees ... opt for standing desks, and we offer them as part of our wellness program". However, Mr Newman was unable to cite the exact number of Google's high-deskers - a curious blind-spot for a company whose very existence is based on the numbers one and zero!

According to the WSJ report, one Facebookista, Greg Hoy - at 39 years a geriatric by Silcon Valley standards - asked for a standing desk seven months after joining the Facebook team. "I don't get the 3 o'clock slump anymore," he said. "I feel active all day long."

All data sources are attributed with links to the original insight. The insight is then summarised and, where appropriate, enhanced with additional information.

Source: WSJ.com
MTT insight URL: http://marketingtrendtracker.com/article.aspx?id=5664

Managerial Gender Pay in UK Will Not Reach Parity Until 2109

Bottom Line: The UK's Chartered Management Institute posits that it will take another ninety-eight years for the pay of female business managers to reach parity with that of their male counterparts.

Britain's Chartered Management Institute [CMI] claims it can accurately forecast the gender pay scenario through to 2109. In a recent survey of 34,158 managers across the UK, it emerged that female managers are paid an average £31,895 per year, compared with men earning £42,441 in a mirror role. For women managers as a whole, the pay gap is wider in 2011 than 2010, rising from £10,000 to £10,546. As a result, the number of years that will elapse before women managers achieve pay parity has risen from ...

[Estimated timeframe: Q4 2011 - 2109]

... fifty-seven to ninety-eight. 

Says CMI director of policy and research Petra Wilton: "While CMI is delighted that junior female executives have caught up with males at the same level, this year's salary survey demonstrates, yet again, that businesses are contributing to the persistent gender pay gap, alienating top female employees by continuing to pay men and women unequally. This kind of bad management is damaging UK businesses and must be addressed."

To help close the gap, Ms Wilton said the CMI wants the government "to scrutinise organisational pay, demand more transparency from companies on pay bandings and publicly expose organisations found guilty of fuelling the gender pay gap".

However, the CMI insists it is not calling for the imposition of quotas or for organisations to be forced to reveal staff salaries.

The report's author, former government minister Lord Davies of Abersoch, urged FTSE 350 companies to boost the percentage of women at the board table to 25% by 2015.

But he stopped short of imposing quotas, unless voluntary measures fail.

The CIM, which numbers over than 90,000 members, claims to be the only chartered body in the UK that awards management and leadership qualifications.

All data sources are attributed with links to the original insight. The insight is then summarised and, where appropriate, enhanced with additional information.

Source: BBC.co.uk
MTT insight URL: http://marketingtrendtracker.com/article.aspx?id=5661

Research Paints Portrait of US College Graduates of 2015

Bottom Line: This fall's college freshmen, due to graduate in 2015, represent a generation of highly-connected, tech and marketing-savvy youth who will expect brands to work harder than ever.

That's the finding of specialist New York agency Mr Youth, following its survey of 5,000 ingoing freshmen to understand how they socialize, interact and their general outlook. According to agency founder/ceo Matt Britton: "We wanted to gain insights into what this class looks like. Kids who are entering college are really the head of their own households for the first time. It's a really great time to build a relationship." According to Britton ...

[Estimated timeframe: Q3 2011 -2015]

... "For the most part, the outlook of the class of 2015 has been shaped by a few major events. The events of 9/11 and the financial crash of 2008 have shaped their outlook on safety and stability."

The Class of 2015 study posits that the events of 9/11 and the financial crash of 2008 have shaped their outlook on safety and stability.

"Unlike other incoming classes, this class has gone through a rough time based on their childhood," Britton opines. "Their childhood has been nothing like the childhood of many Gen-Xers. Their innocence has been stripped away."

But rather than adopt the ultra-cynicism of many Gen-Xers, the Class of 2015 has an outlook that puts them in charge of their own destiny. "More than ever, this class thinks they can draw their own path in life and that they just don't have to follow one path," Britton says.

That outlook has led these freshmen to begin cultivating their own public personae much earlier than other, previous generations.

Through social media, blogs and sharing sites, they're much better at establishing who they are and what they stand for. "They're really attuned to the fact that they need to build their personal brands," Britton says. "A lot of incoming freshmen realized their resume isn't going to take them anywhere. They have an opportunity to establish themselves as a brand."

Moreover, their definition of "friend" is very different to that of previous generations. While half of the members of 2015 have more than 300 "Facebook friends," nearly three-quarters (73%) don't consider someone a friend unless they have hung out in person.

"The word 'friend' in our culture and society has sort of been commoditized," Britton says. "They understand the clear distinction between who are their real friends are versus those who are [only] in their social networks."

And his advice to marketers targeting the 2015-ers?

"You want to integrate a product or service into their world that creates utility for them. Some brands really understand that. How can they facilitate those close personal experiences?

"That's more compelling than a brand trying to reach consumers [in traditional ways]."

All data sources are attributed with links to the original insight. The insight is then summarised and, where appropriate, enhanced with additional information.

Source: MediaPost.com
MTT insight URL: http://marketingtrendtracker.com/article.aspx?id=5649

US Jobless Figures Won't Drop to Pre-Recession Level Until 2021

Bottom Line: Marketers can anticipate a stagnant US consumer market over the next decade if projections made by the US Labor Department are accurate.

Despite recent data indicating that US employers added 757,000 staff to their payrolls in the first half of 2011, a return to the pre-recession unemployment level of 5% is unlkely before 2021 according to a Labor Department survey of US households. Underlying the apparently healthy number of new jobs created in H1 is the grim reality of 14.1 million unemployed people as at June 2011. But according to Wall Street Journal blogger Justin Lahart ...

[Estimated timeframe: Q3 2011 - 2021]

... a "back of the envelope" calculation suggests it will take one hundred and sixty-two months -- over a decade -- to reduce unemployment to the 5% level extant before the recession hit in December 2007.

The unemployment rate, based on a Labor Department survey of households, is the share of the work force (people with jobs plus people seeking jobs) who are unemployed. Out of a workforce of 153.4 million people, there were 14.1 million unemployed in June.

The Labor Department’s payroll figures are based on a separate “establishment” survey of employers that doesn’t include some workers, like farmhands, included in the household tally.

To get around this, assume employment in the household survey increases at the same rate as employment in the employer survey did in the first half of 2011. That implies a gain of 1.2%, or about 1.6 million employed, over the next year.

Mr Lahart's estimate also factors-in labor force growth. He explains: "If we assume that it grows at the same pace as the Census projects for the working age population – people aged 16 and over – it will increase by about 1.4 million people next year.

"With employment growing just a smidge faster than the labor force, then, the unemployment rate would still be a disappointingly high 8.9% in June 2012. The October 2012 unemployment rate — the last one we’ll see before Election Day — would edge down to 8.8%. And it wouldn’t reach 5% until December 2024."

All data sources are attributed with links to the original insight. The insight is then summarised and, where appropriate, enhanced with additional information.

Source: WSJ.com
MTT insight URL: http://marketingtrendtracker.com/article.aspx?id=5628

First Previous 1 2 3 4 5 Next Last