FILTERS

clear all

Content Type

Events

Topics

Recency

Time to Complete

Subject Matter Expert

RESULTS

Sort by:
  • As a marketer, you have no shortage of metrics at your disposal—including brand awareness, customer satisfaction, and ad readership, to name just a few. But your CEO and CFO, as well as your firm's shareholders, care less about these metrics than they do about others—particularly cash flow. Here are the right metrics to use to communicate marketing's real value.

  • Make no mistake about it: When companies run out of ideas, bad things happen to brands. Instead of differentiating their offerings with meaningful value-added features, like healthier and more flavorful products, time-saving recipes and packaging, or even emotive, associative value, marketers end up resorting to price cuts and special promotions. Instead of taking a long-term view of customer value and growth in sales, earnings and new product development, their focus shifts to a short-term desire to grow market share with discounting and deal-making.

  • What do Major League Baseball, Coca Cola, Well Forgo Bank, the W Hotel, and the American Cancer Society have in common? They all use a virtual realm to reach out to potential customers and supporters in novel ways.

  • Can you imagine what it would be like to charge 20-200% more than your competitor and own market category dominance? This final part of the Boot Camp series focuses on ways your organization can increase its economic power.

  • The search engine marketing industry is consistently evolving, sometimes at a pace that makes it hard to believe that search engine marketing services can stay on top of all the latest developments. The one constant for search engine marketing firms, and for the industry in general, is change—usually for the better, sometimes for the worse, but almost always significant.

  • The author doesn't own a Blackberry. But his clients don't know that. They're impressed when they receive an email from him with the tag line: Sent from a BlackBerry wireless handheld. It shows that he's available 24/7 and always responsive to their every need. Is he lying? Literally, yes. However, in the world of business we are always stretching the truth to impress our customers, right? Read Hesh's lighter view of the business world.

  • Although Mark Hyman, M.D, the New York Times best selling author and practicing physician, had a strong, multi-faceted marketing and sales plan in place, the addition of an article-marketing strategy helped in his bid to push his book to the no. 2 spot of the NY Times best seller list. Dr. Hyman's article-marketing campaign was only one piece of the puzzle, but an important piece that helped him establish key relationships with site publishers that will result in increased, targeted traffic and stronger sales for many months and years to come. By including a targeted article marketing program into your marketing and sales plan, you can also achieve book-marketing success.

  • This week: Many businesses have succeeded in selling products online in the form of e-books, e-reports and other downloadable content. Of course, it's not as simple as posting the product on your Web site and hoping buyers will come. The challenge comes in getting potential customers to your site in the first place.

  • The Starbucks Coffee marketing research department is kept busy providing oodles and oodles of insights into the Starbucks brand through yearly brand audits. And take it from this former long-time Starbucks marketer, the company learns a lot from these studies. However, when it comes to measuring and managing the Starbucks brand on a daily basis, the Starbucks marketing department generally relies on a much simpler method—a brand checkbook.

  • Do members of your company's executive team—along with your peers throughout the organization—see the connection between marketing and the cash flowing into your company's coffers? If not, they probably view you as merely a tactical tool (brochure writer, a trade-show participant, Web site "put-it-upper"), not a true strategic partner. And they likely underutilize marketing. To deliver maximum value for your firm, you'll need to correct their misperceptions of marketing's value. How? Avoid the 10 biggest mistakes marketers make.

  • Some of the most recent cultural touch points—groups riding the underground buzz on YouTube; MySpace selling music from indie bands; and the skinny jeans fashion trend—show a new market code at work. The young, tech-savvy members of a new generation of consumers are rewriting the rules and changing how everyone will do business. In fact, there are 10 cravings that are driving this renegade new group. Part one explored the first five cravings. Here is the last five, as well as two critical principles to understand about the so-called Connected Generation.

  • Whether you are working on a personal branding campaign or you're focused on differentiating your company's brand from its competitors, you need to constantly ask yourself if your brand is demonstrating the 10 Cs of branding.

  • The marketing times, they certainly are a-changin'. So how does it feel? To be on your own? With no direction home? Like a complete unknown? Like a rolling stone? How does it feel to have consumers in charge of what, how, and when they watch, read, listen, and click? So what's a marketer to do in this chaotic environment of abundant products and services, fast-flying consumers, and a rapidly changing landscape?

  • B2B marketers who are recognizing the limitations of today's email-marketing and Web-analytics applications for generating qualified sales leads are switching to lead-generation solutions to ensure a continuous stream of qualified leads. Keep these five points in mind to ensure that you make a purchase that meets the needs of your company.

  • For many sales professionals, prospecting or qualifying is the least favorite aspect of their job. Often, in the rush to dig into a new account and make a new sale, only a cursory attempt is made at qualifying, and the salesperson ends up spending time with the wrong people. In this era of hyper-competition and limited resources, how can sales professionals qualify and select the right prospects with whom to spend their valuable time?