Growing a brand isn’t easy, especially for those in in crowded categories. But even the most established categories change over time, and even categories that appear stable may be one critical innovation away from awarding one brand a significant long-term advantage.
For many companies, cost reduction efforts become an endless downward spiral. As soon as one cost reduction program is completed, it’s followed by another. It’s a dangerous cycle, but it’s one we know how to break.
Marketers often think of “earned” media as asymmetric marketing opportunities—they’re cheap and fast, which make them quite easy for smaller brands to exploit. But the power of earned media as an asymmetric strategy is more appearance than reality.
Mature brands will find themselves in a broader range of situations than new ones. When it becomes clear that your established brand needs investment to grow your circle of buyers, how do you know which path will work best for you?
Typically, small teams build concepts, get qualitative or quantitative feedback, refine concepts, collect another round of feedback, and so on, until they arrive at a “winning” concept. This technique works well, but it suffers from one major drawback: It often produces ideas that are good enough but not the best.
Multinationals should not turn their backs on emerging market consumers. Some rebalancing toward developed markets makes sense in the near term as their relative strength improves, but it must not come entirely at the expense of investment in emerging markets.
In a recent survey, Nielsen asked corporate leaders and the general public to describe the current state of corporate social responsibility. The gap in perceptions between the two groups is striking. So what’s driving the gap?