33 Marketing Trends found for Innovation / Other

... the world's top two hundred advertisers have shifted media-buying away from their ad agencies and brought it in-house thanks to their new-found ability to buy media programmatically.

According to Wieser, his analysis is based on a "recent check with industry contacts". He also notes that "fifteen of the top two hundred advertisers have taken media-buying away from their ad agencies and brought it in-house because of their ability to buy it programmatically". 

He also explained that in-house media buying exists along a continuum, with a range of responsibilities divided between marketer and agency.

Read the original unabridged Mediapost.com article.

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

... big budget multimedia campaigns.

The Boston-based In-House Agency Forum [IHAF] serves the needs of this growing community of marketers via the delivery of thought leadership, industry insights and networking opportunities.

By 2014 IHAF's membership swelled from 150 to 250 companies and now includes heavy hitters such as American Express, Blue Cross Blue Shield, Boeing, Coca-Cola, HP, Lego, McDonald's, Nestlé and Raytheon.

One of the biggest advantages in having an in-house agency is its unlimited opportunity to learn from within - something external agencies are hard-pressed to do. Being part of the same company, marketers live and breathe the culture and the brand. The client's products are your products.

According to Marta Stiglin, a long-time member of IHAF's board of directors and its former chairman, one of the biggest misconceptions is that IHAF cannot attract and retain the same calibre of strategic and creative talent that external agencies can.

Says Ms Stiglin: "That simply isn't true. What's essential when staffing any type of organisation, internal or external, is that you hire the best and brightest people you can. If you hire "B players," you'll end up with a "B team."

Read the original unabridged AdWeek.com article.

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

... younger bosses tend to share certain qualities.

As members of the first generation to use personal computers from childhood, the boomers are generally more tech savvy.

Moreover, they also spend more time wooing and retaining younger employees, whilst focussing on keeping products and services relevant to rising millennials - a group projected to constitute 75% of the workforce by 2025.

The WSJ article quotes Christopher H Franklin, 50 years old, who this month became ceo at Aqua America Inc, a water utility in Bryn Mawr, Pennsylvania.

Mr Franklin believes his generation of leaders is more focused on talent an technology than their predecessors were. He says he wants to delve deeper into hiring and retention than many chiefs typically do, in part by having Aqua’s VP of human resources report directly to him rather than to the general counsel.

“Talent acquisition and retention is a huge component of what we [new CEOs] need to think about,” Franklin said in an interview. “That is where you get to set the culture.”

Read the original unabridged WSJ.com article.

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

... not good for the health of the UK.

Sir Cary is also concerned at the possible adverse effects on people who work at nights and weekends on inbound and outbound emails, and advocates an imposition of limits on internal email.

"We need to ban emails [sent and received] within the same building," he said, and instead argues for face-to-face meetings and phone calls.

To underscore his point, Professor Cary referred to recent data from the Office for National Statistics which indicate that the UK has the second-lowest rate of productivity of all leading G7 industrial nations, lagging the USA, Germany, France, Italy and Canada.

However, Sir Cary acknowledges that email use is not the only factor involved, citing Britain's developing "macho culture", in which employees want to be seen to be available by email at all hours, causing stress and depression and making workers less efficient.

French IT services giant Atos, made headlines in 2011 when it revealed it was banning the use of internal emails as part of a longer-term goal of ending email use altogether.

 Read the original unabridged BBC.co.uk article.

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

...  their offerings connect more smoothly with the outside world, creating anticipatory and unobtrusive services.

Three overarching themes are shaping what experiences consumers will welcome and what they will reject,” says Mark Curtis,  the report's author and chief client officer for Design and Innovation at Accenture Interactive.

Predicts Curtis: “Experiences will become more personal, for example through (1) the return of real people in some customer service areas as opposed to entirely automated systems. (2) Organisations will better manage and finesse connections between services, devices and places while (3) intelligent services will anticipate our intent and automatically perform routine, underlying transactional tasks.”

The Trends 2015 report, developed by Accenture offshoot Fjord, highlights nine major design and innovation developments shaping the creation of digital and digitally-enabled customer experiences.

Read the original unabridged Accenture.com article.

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

... marketing thinking.

These days Choice Hotel's marketing minds have concluded that their guests also like reruns of Big Cat Diary on the Animal Planet channel, via which they can reach a similar audience for far fewer dollars.

In reaching that conclusion, the marketers are emulating digital advertising techniques by using new sets of data to pinpoint viewers with far greater accuracy than the traditional demographic categories of age and gender.

A new crop of tools from companies such as Simulmedia, Nielsen Holdings, Rentrak and TiVo is now available, enabling advertisers and agencies  to apply the lessons of “Big Data” to television.

As the rise of digital and mobile advertising increasingly diverts ad dollars from the big cable companies and TV broadcasters, networks and advertisers alike are crossing their fingers in the hope that the new technologies will be able to leverage huge databases with information on which products consumers buy and which obscure TV shows they watch.

Assuming they succeed, America's TV advertising landscape will become increasingly similar to its online rival. And, as with most things American, the trend will migrate across the Atlantic.

Read the original unabridged WSJ.com article.

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

... order items from selected local area retailers for same-day or overnight delivery.

Google also announced that it is expanding the program to three more cities - Chicago, Boston and Washington DC, which now are part of the same-day delivery service area.

This supplements the existing services enjoyed by residents of New York, Los Angeles and San Francisco.

Says Brian Elliott, Google Shopping's head of partnerships: "With more cities, more merchants and more of your favorite items, Google Express is on its way toward making your life easier by helping you get even more errands out of the way."

Inspired, presumably, by his own Herculean hype, Mr Elliott proclaims: "We hope to give you [presumably US consumers?] more free time - and we can't wait to hear about all the things you do with it."

Seemingly, it's only a matter of time before the Google vs Amazon mega-spat crosses the Atlanctic. European consumers are rubbling their hands!

Read the original unabridged AdWeek.com article.

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

... double digit growth could be achieved.

Says Richard Lim, head of business information at the British Retail Consortium: “We’re only at the beginning of the pop-up revolution”.

Added Mr Lim: “The novel use of temporary spaces showcases the innovative nature of UK retail which continues to adapt to consumer demands and structural changes occurring throughout the industry.”

To support retailers, the BRC and telecom giant EE have jointly launched a campaign spearheaded by Ross Baily, ceo of specialist property agents Appear Here. The campaign aims to remove the barriers that currently are deterring pop-ups.

The campaign includes a ‘How to start a pop-up shop guide’ which contains advice from pop-up entrepreneurs.

Meanwhile, EE has created a 4G Pop-Up bundle designed for pop-up retailers. The bundle provides pop-ups with an instant 4G connection for thirty days and can include other products such as the iZettle payment card reader.

There will also be mentoring from EE, BRC and Appear Here to support people who want to establish a pop-up shop.

Read the original unabridged The Drum.com article.

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

... enjoy facilities unavailable on other smartphones.

Firefly quickly recognizes things in the real world — web and email addresses, phone numbers, QR and bar codes, movies, music, and millions of products, enabling users to take action in seconds simply by pressing the Firefly button.

The new smartphone also offers audio recognition, a feature that will likely attract advertisers focused on second-screen marketing. The technology could also pick up on audio clips to serve consumers related content or ads, similar to Facebook’s new Shazam-like feature.

Richard Guest, president of the US arm of ad agency Tribal Worldwide, claims that Firefly is able to to find products on Amazon within seconds. This facility, according to Guest, is a potential gamechanger in how consumer-goods brands (many of which may have never seriously focused on e-commerce) merchandise their products on the shopping platform.

"It will rapidly accelerate showrooming that retailers are already trying to combat in different ways," Guest opines, although why the adman has opted to act as an Amazon spin doctor is unexplained in the AdWeek article. There is no mention of the global retail titan on Tribal Worldwide's website.

Hope, however, springs eternal in the human breast.

Read the original unabridged AdWeek.com article.

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

 ... 80%-plus of customers are willing to wait an extra two days for delivery in return for free shipping.

A third will wait more than five extra days.

According to UPS retail director Bala Ganesh: “I think the key thing that we see is that the cost of delivery still trumps the timing of the delivery. As long as it’s cheap and hopefully free, people are willing to wait for those deliveries.”

The cost of shipping is also a major factor in a customer's completion of the ordering process. The survey reveals that an eye-watering 58% of customers abandoned their shopping carts because shipping costs were higher than expected, while half quit the buying process because they didn’t qualify for free shipping.

Delivery company executives and analysts typically dismiss the notion that e-commerce will generate demand for same-day and overnight shipping, and the new survey adds fuel to their fire.

And although same-day delivery does provide instant gratification, it is usually significantly more expensive – especially outside the biggest cities – and most customers aren’t willing to pay the extra price.

Despite which, tech companies like Uber, Google and Amazon are all experimenting with their own versions of extra-fast delivery services.

Read the original unabridged WSJ.com article.

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