53 Marketing Trends found for Innovation / Other

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Nestlé Health Science Project Challenges Big Pharma

Switzerland-headquartered Nestlé, the world's largest food company, plans to invest $510 million over the next ten years to create a new and discrete health-nutrition-science business that aims to combat obesity and chronic disease under the leadership of Luis Cantarell, one of the food giant's most experienced executives, Cantarell is tasked to “pioneer a new industry between food and pharma” that will focus on the development of products to treat such global scourges as Alzheimer’s, diabetes and heart disease.

[Estimated timeframe: 2010-2020]

The new project is endorsed by Nestlé's Austrian-born chairman Peter Brabeck-Letmathe: “The combination of health economics, changing demographics and advances in health science show that our existing healthcare systems . . . are not sustainable and need redesigning.”

The new division will open its doors for business in January 2011 and encompass the group’s existing healthcare nutrition business, which had sales of SFr1.6bn last year.

By setting up a standalone subsidiary, the canny Swiss giant hopes to avoid perceived conflicts between the growing world obesity plague (said to affect one-sixth of the planet's population) and its core brands such as chocolate and other sugar-intensive products.

Refuting criticisms that it is starting from scratch in an industry dominated by global titans, Nestlé argues that it is no newcomer to the pharma arena, citing its pet food that retards Alzheimer’s in dogs. The group says its Pro Plan Senior is “the first and only dog food to contain 'AntiAge' – a nutrient blend proven to improve cognitive function and mental alertness in senior dogs.”

The European Food Safety Authority and other regulators are currently imposing tougher advertising standards to ensure that health-related claims can be supported by scientific evidence.. 

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

Source: FT.com
MTT insight URL: http://marketingtrendtracker.com/article.aspx?id=5321

P&G Applies Green Thumbscrews to Ad Shops, Media Agencies

"There's no prude like the reformed whore," as the old proverb has it. Likewise, there's none greener than yesterday's environmental Godzillas. [Interpolates MarketingTomorrow's legal-eagle hastily: "Procter & Gamble (a doughty defender of planet earth's diminishing assets for the past five hundred years) has never, not once, ever, at any time, fallen into the category of 'despoiler'."]
  Meantime, on Wednesday May 12 the planet's biggest advertiser unveiled its Supplier Environmental Sustainability Scorecard for key suppliers, with the first reports due July 1. And among those 'key suppliers' are advertising  and media agencies ... 

[Estimated timeframe:2011 onward]

As a P&G spokeswoman pointed out, the 'Sustainability Scorecard' was in part crafted by Sir Martin Sorrell's Green Grenadiers. However, fearing this news might trigger a spate of nervous tics on Madison Avenue, the Champs d'Elysee and Charlotte Street, the spokeslady reassured that "agencies and others won't be held accountable for answering questions that don't pertain to their industries".

However, P&G remains schtüm as to the names and numbers of suppliers it requires to file the first round of questionnaires. The Cincinnatti colossus was likewise silent as to whether any media companies are yet participating.

But the eventual goal is for all P&G suppliers to file the scorecards, following evaluations of the first phase of reporting. The latter was developed by a committee comprising twenty major suppliers.

The scorecard "represents the next step in P&G's commitment to environmental sustainability," says P&G chairman/ceo Bob McDonald. "Keeping sustainability at the core of our business fuels innovation and strengthens our results."

P&G suppliers will have one year to prepare their data before their performance ratings can adversely affect their supplier status. Eventually, though, P&G will use the scorecard to determine sustainability ratings as part of P&G's annual performance reviews.



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=5180

CMO Council Initiative Set to Slash Research Costs, Meld Surveys to Good Causes

US marketing titans Hershey, P&G, Ford, MTV, Pepsi, Ipsos and AOL are among the corporate colossi who have pledged support to a new initiative by marketing body The CMO Council. The brainchild of council member Ed Martin, Hershey's Global Head of Insight and New Methods, the 'Pause for a Cause' program promises not only to raise millions of dollars for good causes, but also dramatically reduce marketing survey costs ...

[Estimated timeframe:2010-onward]

Major charities, corporations, the US Chamber of Commerce and many notable non-profit organisationsare among those backing the initiative which in addition to aiding the causes, says the CMO Council, will also "help lower research costs, shorten fielding times, heighten response rates, and encourage more active year-round participation in market feedback, engagement and listening programs."

The partners say that by encouraging consumers to ‘survey the socially beneficial way’ they can direct ‘as much as 10 percent of the $18.9 billion spent on market research worldwide to thousands of non-profits’, by creating a global panel of millions of respondents giving their time to their favorite causes.

More details at the campaign's dedicated website.

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

Source: MRweb.com
MTT insight URL: http://marketingtrendtracker.com/article.aspx?id=5124

UK Supermarket Chain Waitrose to Tout Name to Third Parties as FMCG Brand

Waitrose, the supermarket of choice for England's middle classes, is touting its moniker beyond its own genteel purlieu in a bid to monetise its brand in non-Waitrose retail outlets in the UK and elsewhere. According to managing director Mark Price, the Waitrose brand has FMCG potential that can be exploited within other retail businesses.

[Estimated timeframe:by end 2010]

The upmarket chain, a member of the John Lewis Partnership, has already signed a deal with pharmacy and cosmetics chain Boots, which begins this week, to make its food products available in the latter's seven hundred UK stores, where Waitrose foods and merchandise will be sold in dedicated Waitrose branded areas of the Boots outlets.

Waitrose will reciprocate by making shelf-space within its supermarkets available to a range of Boots’ health and beauty products.

Confided the former's managing director to the Sunday Times: “What we are trying to do is give access to the brand and it is not just about owning shops. It is about taking a creative approach and making products available to as many people as possible. We are looking to work with partners.”

Price also said Waitrose will extend the Duchy Originals brand - owned by Charles, Prince of Wales - to more than 300 additional product lines by the end of the year. Waitrose has the UK manufacturing, distribution and sales rights to all Duchy merchandise.

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

Source: mad.co.uk
MTT insight URL: http://marketingtrendtracker.com/article.aspx?id=5090

EU Sets Innovation Targets for Decade to Come

The European Commission today published its 'Europe 2020 Strategy'  - a dynamic knowledge-based plan the EC hopes will succeed where its former Lisbon Treaty signally failed. Argues the Commission: "Europe must foster innovation and stick to green energy targets to compete successfully in the next decade." If it is to stay ahead of the Asian tigers, the EU must  invest 3% of GDP in research and development and aim for "smart" growth.

[Estimated timeframe:2010-2020]

EC president Jose Manuel Barroso said the global financial crisis of the past 12 months had simply "wiped away" much of the growth and employment generated by the European economy in the past decade.

"We need to invest in smart, sustainable and inclusive growth. We need to concentrate our efforts on the most important levers," he said, warning against spreading EU resources too thinly.

The Commission - the EU's executive arm - has set the bloc's twenty-seven member targets - the most important of which are:

  • 75% of the population aged 20-64 to be in employment
  • Share of premature school-leavers to be under 10%
  • At least 40% of younger generation to have degree or diploma
  • Accelerate roll-out of high-speed internet connections
  • Twenty million fewer people to face risk of poverty.

"It is not acceptable in the modern age that nearly 80 million people in Europe live under the poverty line," Barroso said.

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=5072

James Murdoch eyes wholesale news market

A new wholesale marketplace for “digital journalism” is about to develop, James Murdoch said on Thursday. Mr Murdoch, chief executive of News Corp Europe and Asia, picked up the campaign by his father Rupert to charge for online news, which most newspapers give away.

Mr Murdoch predicted “a huge shift” in the business model of the industry, in which his father started 58 years ago.
The shift would be to a market in which journalism could be sold direct to customers, but also at wholesale prices to those who might want to use it for their own business purposes.

Mr Murdoch’s words followed his father’s attack earlier this month, in which he accused news aggregators such as Google of stealing News Corp content.

Addressing investors at the Morgan Stanley technology, media and telecoms conference in Barcelona, Mr Murdoch said the industry shift he foresaw “is about how to sell digital journalism to customers and how we think about digital journalism as a whole”.

Answering a question about whether newspapers had a future for News Corp, Mr Murdoch said: “We are going to push [our online activities] pretty hard, but we are actually going to be charging a premium price.

“OK, we will have a smaller audience than giving it away for free, but I think it’s the crucial step in starting to develop a wholesale market in digital journalism, which is what we are keen to do and what everyone will be keen to do over time. When you can do that, then you will really see a transformation in the newspaper business.”

News Corp’s stable of newspapers includes the Wall Street Journal and The Times.

Mr Murdoch on Thursday said that in essence little had changed since his father inherited the Adelaide News in 1952, with newspaper owners needing to offer choice, to invest in their titles to differentiate them from the competition, and charge a fair price.

“In the business of ideas, which is the business [News Corp] are in, we do think journalism plays a role and we do think there are business models that will make a lot of sense, albeit not at the scale of our broadcasting businesses,” he said.
Asked later what he meant by a wholesale market in digital journalism, he said: “[It is] the simple proposition that we invest quite a lot in our journalism, we are very proud of it and we think we should be charging a fair price for it, both to customers but also to other firms who might want to take it to customers in whatever way.”

He agreed this meant copyright protection was “fundamental” to the business model, but did not think that would make aggregators such as Google his foes.

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

Source: FT.com
MTT insight URL: http://marketingtrendtracker.com/article.aspx?id=4927

Europe's RTL Looks to New Sales Streams as Viewers Change Habits

European broadcasters must figure out how to make money from on-demand services and new forms of advertising as viewers change their habits, said Gerhard Zeiler, the chief executive of RTL Group SA, Europe's largest broadcaster by households reached.

"We need to develop business models for these offers; they are an important part of the future of TV," Mr. Zeiler said in an interview.
Free-to-air broadcasters such as RTL, Germany's ProSiebenSat.1 Media AG and the U.K.'s ITV PLC have been battling a prolonged slump in advertising markets that has slashed core revenue. They have also had to face the structural shift to digital content and competition from pay-TV companies and telecommunications companies that increasingly offer film and TV content.

Viewers can also use set-top box technology to record, pause and rewind live television, and to skip through advertising, although programs viewed online still carry ads that can't be skipped.

As signs emerge that advertising markets may be stabilizing as the recession starts to ease, free-to-air broadcasters must develop new business models, Mr. Zeiler said. The conundrum faced by broadcasters mirrors the debate in print media about how publishers can charge for content that is widely available free elsewhere.

Some recent studies forecast that 70% of viewers will watch programs live in the future, with about 30% to 40% watching on-demand, Mr. Zeiler said. "The challenge is to sell advertising spots for on-demand platforms for the same price ratio as for prime-time television, when most viewers are reached," he continued
Meanwhile, in the U.K., where RTL runs broadcaster Five, online viewing of TV programs has rocketed in recent years to a forecast 410 million hours this year from 7.5 million hours in 2005, according to Marija Jaroslavskaja, an analyst in research firm Screen Digest's broadband media team. By 2013, more than 750 million hours of TV will be watched via a laptop, Screen Digest forecasts.

Five's U.K. digital channels—Five, Five USA and Fiver—are free on the Web and on digital terrestrial TV, supported by advertising.

Mr. Zeiler believes viewers are willing to pay to watch free-to-air programs on-demand, as well as for additional services such as archives.
They will also pay for niche digital channels, said Mr. Zeiler, who plans to introduce a growing number of them. In major markets, such as France, the Netherlands and Germany, RTL already operates pay digital channels, for example a channel targeting women in the Netherlands and a crime-focused channel in Germany. The broadcaster wholesales these programs to satellite and cable network providers, who in turn charge their customers.

It is also important that the industry develops new forms of advertising, Mr. Zeiler said. For example, a sponsor's brand name or logo cold be discreetly shown during programs. "This doesn't disturb viewers but generates new revenue sources, and we have to discuss that with the media regulators in the countries we're operating in," he said.

The U.K. government in September said it was moving toward lifting a ban on product placement on television, which industry experts estimate could generate a further £100 million (about $167 billion) a year in revenue for commercial broadcasters in the country. The U.K. lags behind continental Europe, where product-placement restrictions were lifted in most countries following a European Union directive in 2007.
"All these measures we need in a time in which advertisers doesn't cover all our costs anymore," Mr. Zeiler said.

Mr. Zeiler's comments echo those of ProSiebenSat.1 Media's Chief Executive Thomas Ebeling, who said last week the company has to introduce more pay services to lessen its dependence on advertising.

In common with peers, RTL has tried to counterbalance the slump in advertising revenue through intensive cost-cutting.

"Our industry showed the ability to deal with the change in our overall situation," Mr. Zeiler said. "The target was to lower costs without hurting audience share and we've been very successful in all important markets we are operating in," he added.

The need for cost cuts will likely ease next year, Mr. Zeiler said. Meanwhile, regarding possible acquisitions, he said "valuations aren't at a level that it makes sense to buy" and RTL has no major targets in mind.

RTL on Tuesday reported a 23% increase in third-quarter operating profit, thanks to its cost controls. Bertelsmann AG, the closely held media company that has a 90.5% stake in RTL, Wednesday reported a 14% increase in operating profit despite a 4.5% fall in sales, again mainly because of cost cutting.

Meanwhile, the chief executive of publisher Axel Springer AG, Mathias Döpfner, said Wednesday he wants to tap new revenue sources by charging consumers for smart-phone applications and, further into the future, for content on the company's Web sites. Axel Springer, publisher of Bild, Europe's largest daily by circulation, said third-quarter net profit rose to €48.7 million ($72.9 million) from €33.1 million a year earlier. Helped by cost cuts, digital growth and stable margins in Germany. Sales declined 3.1%.

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=4902

GlaxoSmithKlein seeks evolution through diversification

Andrew Witty, chief executive of GlaxoSmithKline, said on Wednesday that the group’s traditional core market of prescription medicines in developed countries may fall to just a quarter of total sales. He also said that further diversification would focus more on revenue growth than profit margins.

Unveiling third-quarter results, Mr Witty, who was appointed head of the pharmaceuticals group in spring last year, expressed satisfaction that less than 30 per cent of sales came from “white pills in western markets”, down from 38 per cent when he took charge.

“This is direct evidence of our strategic priorities,” he said.

“We are moving from mature businesses to new investments driving sales growth. This is still a work in progress, but we’re really seeing momentum building.” One of the most eye-catching features of the results was a more than doubling of sales of Relenza, the anti-viral drug used as a treatment for swine flu. However, with sales of £120m its is still a small contribution.

Far more significant was strong growth in emerging markets and consumer health, which offset falling US sales driven by expiries on patented medicines.

GSK lifted total earnings per share 31 per cent to 26.3p for the quarter, on sales up 15 per cent to £6.8bn. At constant exchange rates, adjusted earnings fell 3 per cent to 28.5p on sales up 3 per cent.

That included a 25 per cent growth in sales in emerging markets, 19 per cent in Japan and 8 per cent in consumer healthcare, including its Lucozade brand that it is expanding into new markets such as China.

Upgrading GSK from “hold” to “accumulate”, analysts at Charles Stanley concluded: “The company is evolving much more smoothly than we anticipated from a business dependent on blockbuster products to one based on strong and diversified franchises.”

Gbola Amusa, pharmaceuticals analyst with UBS, was also positive. “It was a solid quarter . . . GSK has turned the corner on a difficult year,” he said in a research note.

The company won regulatory approval for Cervarix almost simultaneously with the US earlier this month, the 99th and 100th countries to approve the vaccine’s use. Earlier this year, it also won authorisation to sell Avodart and Tykerb in oncology and – belatedly – Allermist for rhinitis.

Analysts are scrutinising future experimental products still in the pipeline including Benlysta for lupus and Darapladib, a treatment for atherosclerosis that Mr Witty described as “beyond statins”, the cholesterol-lowering drugs.

But, like Bernstein Research in a separate note, he flagged the need to study progress in the company’s pipeline of future patented products. Many analysts and investors continue to seek a balance with diversification into other activities.

Mr Witty’s action mirrors shifts by a number of other large pharmaceutical companies that have also sought to diversify at a time of intensifying generic competition, pricing pressure, rising costs and growing uncertainty in the launch of innovative medicines.

However, GSK’s latest figures raise questions about the profit margins of the future business. Margins on consumer health products are generally lower than those available on prescription medicines.

Mr Witty said he would be “happy” with “white pills/western markets” contributing just 25-30 per cent of sales in the coming years and argued that more geographical and product diversity provided greater predictability and “better annuity values”.

“We are very focused on margins as a discipline but ultimately we want to drive for growth,” he said.

“You may see sales growth driving along and margins a little worse. If so, so be it. There is no pre-described margin.”

Mr Witty pledged to invest in significant innovation in consumer products to maintain sales growth of 8 per cent during the quarter.

He said: “We are in the market for bolt-on acquisitions, we continue to look although we are very disciplined about price.”

The quarterly results included the first £110m sales contribution from Stiefel Laboratories, the dermatological business acquired for £2.3bn last July, which showed a loss for the period after restructuring of £29m.

Mr Witty said GSK’s restructuring programme remained on track to reduce annual costs by £1.7bn by the end of 2011, while stressing that job cuts of 2,200 in EU and US sales staff had been balanced by recruitment in emerging markets.

Vaccines during the first three quarters of the year rose to a record 11 per cent of total group sales, although sales were down during the third quarter, reflecting the volatility of government orders and bulk deliveries.

Mr Witty said he anticipated significant additional sales later this year of pandemic flu orders, helping to recover “well more than $2bn” invested in the niche over the past decade.

Mr Witty said a planned joint venture for HIV products with Pfizer would be legally based in the UK.

The market reacted largely positively, with shares in GSK closing down 5½p in London at £12.51, substantially less than the wider market’s fall.



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

Source: FT.com
MTT insight URL: http://marketingtrendtracker.com/article.aspx?id=4852

Organic Foods Get on Private-Label Wagon

Organic farmers and grocery retailers are embracing the idea of lower-cost, private-label products to retain newly budget-conscious consumers. Supervalu Inc., the fourth-largest U.S. food retailer by sales, expanded its Wild Harvest organic brand to 312 items, from 150 last spring. Safeway Inc., the third-largest U.S. food retailer , last fall began selling its organic food brands to other retailers.

[Estimated timeframe:Q3 2009-onward]

Private-label organics have "broken some price barriers for shoppers, and everyone is price sensitive these days," said Mike Gilliland, chief executive of Newflower Market Inc., a natural-grocery chain based in Boulder, Colo., with 25 stores.

At a Newflower Market store in Tucson, Ariz., a 16 oz. jar of a name brand organic peanut butter costs $ 4.79 while the store's private label was $2.99, putting it in line with conventional peanut butter prices.

These store-brand goods accounted for 22.7% of organic food sales for the 52-weeks ended June 13, up from 13.6% for the same period in 2007, according to market tracker Nielsen Co. In all, private-label organic food sales rose 34% to $1.1 billion. In 2005, organic private-label sales totaled just $166 million, said Nielsen.

For years, the organic-foods segment logged annual sales gains of 20%-plus, but that growth has slowed. Sales of natural and organic grocery products rose 4.6%, to $18.3 billion, for the 52 weeks ended June 13 from a year earlier, according to SPINS Inc., a market researcher.

Slowing demand has pushed even reluctant name-branded organic food companies to offer private-label products. Frontier Natural Products Co-Op, which produces organic spices, teas and oils, began selling private-label products last year as retailer requests piled up.

"It´s not an easy decision," said Clint Landis, chief marketing officer of the Norway, Iowa, co-operative. "We are competing with ourselves." But persistent demand by retailers such Sprouts Farmers Market LLC convinced the co-op to drop its reservations.

The lower prices afforded by private-label organics are helping grocers cater to more price-conscious shoppers. "When the economy started slowing, we noticed our (same-store) sales really picked up," said Shon Boney, CEO of Phoenix-based Sprouts Farmers Market, which has significantly expanded its store-brand offerings.

Mr. Boney said the closely held Southwest chain this year is posting high single-digit to low double-digit same-store-sales gains and plans to expand by 20 stores in the next 18 months. Private-label products now account for 12% of total sales, doubling in the past year.

While some people have cut back on organics, the growth is being fueled by shoppers such as Mari Nevar, a self-employed accountant in Boulder, Colo. Ms. Nevar and her family changed monthly cellphone plans, dropped premium cable channels and adjusted the thermostat to save money.

The lower prices afforded by private-label organics are helping grocers cater to more price-conscious shoppers.

"You can drive less, you can scale back on entertainment, lots of things," said Ms. Nevar, 42 years old, who estimates the monthly food bill for her family of four reaches $1,200. "But why would anyone, unless in absolute desperation, scale down on what you consume every day to fuel yourself?"

Deflation for conventional dairy products is undercutting retailers´ efforts to reduce organic prices. Loretta Jaus, an organic dairy farmer from Gibbon, Minn., wanted to add livestock to have her son join the family farm. But with falling prices on conventional milk, she put the plan on hold.

This month, a half gallon of reduced fat 2% organic milk costs $3.78, compared to $2.96 for a gallon of conventional milk, according to the U.S. Department of Agriculture. A year ago, prices were within six cents of each other.

"Now is not a good time," said Ms. Jaus, whose 70-cow farm is a member of the Organic Valley Family of Farms co-operative. The co-op has instructed her recently to reduce her milk supply by 7%.

Whole Foods Market Inc., a pioneer in private-label organic foods, is also feeling the price heat. The Austin, Texas, grocer, whose $8 billion in annual sales represents more than a third of the organic industry, has posted consecutive quarters of declining same-store sales and flat overall sales in its latest quarter.

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=4578

Chief Commercial Officers: Their Growing Importance

A new role is gaining prominence in the C-suite, as companies increasingly are hiring chief commercial officers to oversee sales, marketing and innovation. That's the finding detailed in a new white paper from executive-search firm Heidrick & Struggles. According to the firm, 56 companies appointed CCOs in 2008, up from just five in 2001. And already in the first half of this year, 36 companies have appointed CCOs.

[Estimated timeframe:Q3 2009-onward]

So does this trend portend the demise of the chief-marketing-officer position? "Within consumer companies, we don´t anticipate this being the "end of the CMO by any means," said John Abele, global managing partner of the Marketing and Sales Officers practice at Heidrick & Struggles and author of the white paper, in an e-mail. "However, for some of the consumer organizations who have adopted a CCO, they appear to be seeking an answer to the integration of functional-silos issues that have historically been challenging. In those cases, more often than not, we see a CCO without a CMO. However, exceptions do exist."

Companies that have recently appointed CCOs include MillerCoors (Tom Long), Swiss International Air Lines (Holger Hatty) and JetBlue (Robin Hayes), Mr. Abele said.

The CCO role is typically broader than that of a CMO, incorporating not only marketing but also sales, innovation and customer service, Mr. Abele said. "Given that the CCOs are often the ´buck stops here´ executive for all things relating to customers and/or revenue, the role requires an executive who can go beyond marketing alone."

CCO backgrounds include sales, channel-management and/or product-development experience. And many CCOs have prior experience in a general-management role with profit-and-loss responsibility. Mr. Abele said he expects the CCO hiring trend to continue, and in many cases, CCOs will be better positioned than CMOs for advancing to the CEO slot.

"As outsourcing and off-shoring of functions, especially manufacturing, continue to become more prevalent, the basis for sustainable competitive advantage for many companies continues to shift away from operational efficiency and more toward ownership of the customer. As such, CEOs need a primary executive to handle all things related to the customer and to revenue generation," he said. "In addition, the complexity of customer touch points with the advent of multichannel approaches and the world of digital makes it increasingly difficult for a CEO to manage these disparate elements across the enterprise without a single executive."

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=4562

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