Davis ThinkingInvisible Cities is a project looking to make technology and nature come together seamlessly in order to draw a new, connected generation into spending more time in the outdoors.
Content marketing is a hot topic among CMOs, and I see it as one of the primary factors that can make –or break –brand authenticity in today’s marketplace.
Any effective approach to content has to put the consumer at the center and must be able to adapt based on cultural trends and consumer insights. The action of being quick-to-market with compelling content based on real-time cultural trends is a much tougher challenge.
“Myanmar is one of only three countries on the globe where Coca-Cola does not do business. The other two are Cuba and North Korea,” Coca-Cola stated this week. That's about to change. The global beverage giant has not done business in Myanmar, a.k.a., Burma, for more than 60 years, but The Coca-Cola Foundation just announced plans to grant $3 million to support women's economic empowerment job creation.
As IBM celebrates its 100th birthday, many observers are rightly calling attention to the many strategic changes the company put itself through to remain relevant amidst dramatic technological and economic change. But one of the biggest transformations IBM went through is less about computers and more about culture. Over the last decade and a half, the company has realigned its HR practices and strategies to move away from the analog ways of the past and to embrace a variety of 21st century approaches, including some highly unconventional ones.
Waleed Al Mokarrab Al Muhairi discusses Mubadala’s double bottom line, bridging investment and development.
GE has a whole lot faith in its ecomagination initiative. So much faith, in fact, that the company is pumping $10 billion into the project's R&D over the next 5 years--effectively doubling its investment from the past 5 years. The reason is simple: ecomagination is a cash cow, generating $70 billion in revenue since its inception in 2005. With the world's attention turned toward clean technology, that number will almost certainly grow.
Verizon Wireless is working with Google Inc. on a tablet computer, the carrier's chief executive, Lowell McAdam, said Tuesday, as the company endeavors to catch up with iPad host AT&T Inc. in devices that connect to wireless networks. The work is part of a deepening relationship between the largest U.S. wireless carrier by subscribers and Google, which has carved out a space in mobile devices with its Android operating system. Verizon Wireless last year heavily promoted the Motorola Droid, which runs Google's software.
Why do some companies thrive at conversion optimization, while others languish? I’d argue that the biggest factor is not technology, testing tactics or creative brilliance. It’s the agility of your marketing team. The more agile you are, the better your conversion optimization will be. So if you really want to boost your online marketing performance—in a game-changing way—consider adopting agile methodologies in your management.
“Volkswagen is really down-to-earth.” “Nike is exiting.” These examples show that consumers use personality traits when they communicate about brands among each other. Brand personality is the set of personality traits that consumers associated with a brand. Brand personality is related to human personality theory that explains human behavior and preferences on the basis of personality traits. Personality traits are distinguishing characteristics of a person. They are a readiness to think or act in a similar fashion in response to a variety of different stimuli or situations. So, the traits of a person define behaviour to a large extent and consistent over time: an extravert person will behave in an extravert way, while an introvert person will most of the time behave in an introvert way. The value of human personality is found in the potency of the model to forecast human behavior. If a person is introvert he or she can be expected to behave in this way most of the time. Next, personality steers preference. For example women prefer more than men people who show higher levels of socially desirable traits. Brands, like people, can use the potency of personality.
"You get what you measure." I found this wonderful adage in this paper on measurement for agile development. And it helped me to put my finger on what I want to change about digital measurement. The way we approach digital measurement needs to be fundamentally reconsidered. I propose that the experiences we create and the metrics we use to measure their effectiveness should be in service of creating proven valuable outcomes for the client's business. It's a simple idea, and something that feels obvious. Yet, much of digital measurement as it's conducted currently, fails to meet that standard.
In 1999, Whirlpool's (WHR) then-Chief Executive David R. Whitwam set a goal: He wanted the leading maker of big-ticket appliances to be No. 1 in innovation as well. Whitwam's pronouncement kicked off a flurry of ideas. Not all of them were sensible. "There were some wacky ones—bicycles, tennis shoes," recalls Moises Norena, director of global innovation. Whirlpool needed a system to evaluate and screen ideas, advancing promising concepts and culling out those that were better forgotten.
It's been said over and over: There's no time like recession, when competitors are retreating, to ramp up innovation and marketing to grab share.
As recession-racked companies search for ways to cut costs, some are rediscovering automated innovation. In the early 2000s, auto-innovation was trumpeted as the Next Big Thing. Instead of relying on engineers and designers, HAL-like computers would create goods on their own by exhaustively combining bits and pieces of previously successful products.
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