For over 50 years, there was only a single "app" for TV viewers. The sole function of that app—the cable or satellite company—was to stream premium video content. The facts of yesterday’s TV viewing no longer hold. There are now many TV viewing apps available. Enter "the appification of TV."
All established companies must address a key challenge: How to find the next disruptive innovation while reacting to the disruptive innovations of others. To use the language of this year's TIBCO conference, how can one “ride the disruption wave”? Mitch Barns explores three things he's found that can play a big role.
The problem with brand value is simple: no one agrees on it. The GE brand value, for example, in 2011, was variously estimated to be worth $30.5B, $42.8B, and $50.3B by different valuation services. So if valuations vary so wildly, how can CMOs and CFOs begin to understand the value they deliver with their marketing spending?
Today, a company’s reputation is increasingly recognized as a business asset that is central to maintaining and growing business value. Despite this recognition, however, corporate competencies around reputation measurement often lag. So “How do you measure corporate reputation?”
The ad industry has always been consumed with the latest trends. This should be no surprise, given that marketers and their agencies spend the better part of their days trying to create them. But nothing in advertising has generated more buzz in recent months than programmatic buying. Buying ad inventory more efficiently by applying rules to technology-enabled, automated purchases has marketers salivating.
Successful companies in the private sector have gained deep insight into consumer psychology and individual and collective decision-making. Public policy leaders and program managers can make use of these insights to improve significantly the likelihood of success in achieving their policy goals.
The difference between Baby Boomers and Millennials is an important topic in Taiwan. Of a total Taiwanese population of 23 million, Boomers represent 5 million, and Generation Z represents 3 million. The Boomers are passing out of their high-spending years, while Generation Z head toward theirs—important insight for those who want to get ahead of the curve.
In a world that’s increasingly digital and fragmented, where do consumer panels come in to play? Even with the introduction of mobile measurement in our national people meter, panels are still fundamental to measurement. Their role, however, is steadily evolving.
Earlier this week, I had the honor of participating in a panel at the Aspen Ideas Festival. The topic—“Global trends that will affect us all”—hit on the key issues that will shape our economies and cultures for the next 20 years.
Smartphone penetration in the Asia-Pacific region is booming. So it's more critical than ever for companies to develop sophisticated mobile strategies designed to leverage changing connected device behaviors and cultivate ongoing consumer engagement.