Executive Summary
Strategy is changing amidst volatile markets, disruptive technologies, and transformed customer and public relationships. Contrasting some of the major tenets of traditional strategic thinking, an analysis of the work and words of Chuck Porter enables the mapping of several key principles of a new strategy of creative excellence. These
include 1) forming an adaptive commitment to strategic intent and ongoing public engagement, 2) fostering communities of participation as part of generating a wider
cultural conversation of creative work, 3) building trust through imaginative, often offbeat and interactive storytelling, and 4) moving beyond competition to highlight the
value emerging through creative breakthroughs or community-building.
CMI’s first Executive Forum: Research and results
In May of this year, CMI held its first Executive Forum. For this event, we brought 40 senior-level marketers from large brands together to address the present and future state of enterprise content marketing. During a series of exercises, presentations, and candid discussions, participants shared the challenges they face, discussed potential roadblocks to success, and predicted the victories they see on the horizon — both large and small.
We’ve compiled an executive summary from the proceedings of this Forum — The State of Enterprise Content Marketing: 2014, which we are proud to be able to share with the whole CMI audience. Over the coming weeks this will be followed by two additional reports, based on the qualitative research we conducted with a broader group of content marketing professionals prior to the Executive Forum.
You might notice that our report asks more questions than it answers. Its goal (as was the case for the Forum itself) is not to provide pat answers to complex issues but, rather, to report on the insights and challenges that participants shared and to help us at CMI frame our larger goals for the issues we want to cover.
Neither the Executive Forum Report nor our ensuing research would have been possible without the generous contributions of the 2014 Executive Forum members (who are credited in the Report). However, their presence at the event — and their inclusion in this report — is not a tacit endorsement of any of the ideas presented.
Ultimately, the discussions that took place at the forum will serve as our “stake in the ground” moving forward. And as we work toward re-engineering marketing processes more broadly, we will consider it a waypoint for our ongoing journey.
This document discusses best practices for mobilizing employees to contribute content that promotes a brand's message. It recommends establishing an editorial team to develop a content strategy and governance process. Employees should be trained and assigned roles based on their skill level to engage on social media platforms. Guidelines are suggested for content submission and approval workflows. The right technology solutions like advocacy and community platforms can help optimize the content supply chain and participation. The goal is to empower employees as advocates who authentically share brand stories and deepen affinity through participatory storytelling.
Once you define your story, it’s time to decide how and where you want to tell it. This chapter gives you several models and frameworks for you to decide how you want to drive your channel strategy.
This report by Calysto Communications and Business Wire, The Rise of Content PR, provides an in-depth examination of the content PR strategy, which includes the development of original content that appeals to journalists and consumers as well as strategic delivery methods that provide measurable data based on defined objectives.
The concept behind content PR is the development and distribution of creative and relevant content that progressively tells a story about an organization. Content PR leverages traditional PR media channels but also expands content distribution to encompass bloggers, social channels, video outlets, live events and more.
Find out more by downloading this white paper.
The document discusses ways for sales organizations to co-create value with customers through a customer-centric approach. It outlines 8 forms of co-creation that sales organizations can use, including crowdsourcing, mass customization, peer-to-peer networks, shared resources, open innovation, joint ideation, experience centers, and product as a service. The key is focusing on helping customers achieve their goals rather than just selling products, and involving customers as active participants in the process.
Michael Brito presented on social business and how it can deliver value. He discussed how social media is no longer a buzzword and how brands need to think like media companies. He outlined some of the internal challenges that social media "marketing" has caused for businesses. Brito proposed a social business planning model to bridge external and internal efforts. This model illustrates how collaboration, community engagement, operational excellence, and sales/revenue drive stakeholder value creation. He differentiated social brands which focus on external programs from social business which transforms the entire organization internally and externally.
This paper was presented at the MSKE Conference in 2011 and sets out the possibilities for collaborative technologies, Social Media and social and relationship capital to be used by craft breweries and brewers to create value
CMI’s first Executive Forum: Research and results
In May of this year, CMI held its first Executive Forum. For this event, we brought 40 senior-level marketers from large brands together to address the present and future state of enterprise content marketing. During a series of exercises, presentations, and candid discussions, participants shared the challenges they face, discussed potential roadblocks to success, and predicted the victories they see on the horizon — both large and small.
We’ve compiled an executive summary from the proceedings of this Forum — The State of Enterprise Content Marketing: 2014, which we are proud to be able to share with the whole CMI audience. Over the coming weeks this will be followed by two additional reports, based on the qualitative research we conducted with a broader group of content marketing professionals prior to the Executive Forum.
You might notice that our report asks more questions than it answers. Its goal (as was the case for the Forum itself) is not to provide pat answers to complex issues but, rather, to report on the insights and challenges that participants shared and to help us at CMI frame our larger goals for the issues we want to cover.
Neither the Executive Forum Report nor our ensuing research would have been possible without the generous contributions of the 2014 Executive Forum members (who are credited in the Report). However, their presence at the event — and their inclusion in this report — is not a tacit endorsement of any of the ideas presented.
Ultimately, the discussions that took place at the forum will serve as our “stake in the ground” moving forward. And as we work toward re-engineering marketing processes more broadly, we will consider it a waypoint for our ongoing journey.
This document discusses best practices for mobilizing employees to contribute content that promotes a brand's message. It recommends establishing an editorial team to develop a content strategy and governance process. Employees should be trained and assigned roles based on their skill level to engage on social media platforms. Guidelines are suggested for content submission and approval workflows. The right technology solutions like advocacy and community platforms can help optimize the content supply chain and participation. The goal is to empower employees as advocates who authentically share brand stories and deepen affinity through participatory storytelling.
Once you define your story, it’s time to decide how and where you want to tell it. This chapter gives you several models and frameworks for you to decide how you want to drive your channel strategy.
This report by Calysto Communications and Business Wire, The Rise of Content PR, provides an in-depth examination of the content PR strategy, which includes the development of original content that appeals to journalists and consumers as well as strategic delivery methods that provide measurable data based on defined objectives.
The concept behind content PR is the development and distribution of creative and relevant content that progressively tells a story about an organization. Content PR leverages traditional PR media channels but also expands content distribution to encompass bloggers, social channels, video outlets, live events and more.
Find out more by downloading this white paper.
The document discusses ways for sales organizations to co-create value with customers through a customer-centric approach. It outlines 8 forms of co-creation that sales organizations can use, including crowdsourcing, mass customization, peer-to-peer networks, shared resources, open innovation, joint ideation, experience centers, and product as a service. The key is focusing on helping customers achieve their goals rather than just selling products, and involving customers as active participants in the process.
Michael Brito presented on social business and how it can deliver value. He discussed how social media is no longer a buzzword and how brands need to think like media companies. He outlined some of the internal challenges that social media "marketing" has caused for businesses. Brito proposed a social business planning model to bridge external and internal efforts. This model illustrates how collaboration, community engagement, operational excellence, and sales/revenue drive stakeholder value creation. He differentiated social brands which focus on external programs from social business which transforms the entire organization internally and externally.
This paper was presented at the MSKE Conference in 2011 and sets out the possibilities for collaborative technologies, Social Media and social and relationship capital to be used by craft breweries and brewers to create value
The document discusses the evolution of social business and the social customer. It describes how customers have gained influence through social media and how companies have had to adapt by creating social media teams and policies. It outlines different organizational models for social media, from centralized to decentralized, and proposes a collaborative model. It emphasizes the importance of listening to customers, establishing governance, training employees, and aligning social media strategies with business goals to drive measurable outcomes through social business.
The document discusses strategic partnerships between businesses. It provides advice on identifying potential strategic partners, determining how partnerships could benefit both businesses, and approaches for forming strategic partnerships. Some key points include: considering businesses that serve similar customers or offer complementary products/services; identifying specific benefits each business could gain from partnering; and creating joint marketing initiatives like cross-promotion or co-branded content to promote both businesses to each other's customers. The overall message is that strategic partnerships can help businesses expand their reach and referrals through mutually beneficial collaboration.
The document discusses a 2009 marketing campaign called "Orlando é só Alegria" implemented by Visit Orlando to promote tourism to Orlando from Brazil. It provides context on Visit Orlando and the Brazilian travel market. The campaign was a collaborative effort between Visit Orlando and its 1,132 member partners to increase awareness of Orlando as a complete vacation destination, appeal to a varied segment of the Brazilian population, and encourage return visits. The campaign successfully demonstrated the benefits of collaborative destination marketing by bringing together stakeholders to accomplish shared objectives.
With the growth of brands and the complexity of choice facing consumers, brands are challenged to effectively stand out and engage customers in the split- second it takes to make a buying decision. The Blink Factor is a process of better understanding how consumers connect with brands and which elements of your package design should be better leveraged.
For more white papers and webinars, go to http://www.sldesignlounge.com
Or visit us at http://www.sld.com
Getting In Sync - 10 Ideas for the Consumer Marketing Landscape33 Interactions
33 Interactions have identified ten ideas to address the new “empowered, informed, and at large consumer.” Read about how to 'get in sync' with the 'new consumer'.
You can view the 10 Trends document here: http://www.slideshare.net/33interactions/getting-in-sync-10-trends-in-the-consumer-marketing-landscape
To read more about 33 Interactions, visit http://www.33interactions.com.au
Session from the Digital Workplace Conference NZ (#DWCNZ), held at the Cordis Hotel in Auckland, New Zealand on April 30th, 2019. Presented by Christian Buckley, Microsoft RD & MVP, and the CEO of CollabTalk LLC, an independent research and technical marketing services company based in Lehi, Utah.
Matt King Email Marketing Core Concepts And Best Practice (Sept09)bestmarketing
Here are some key elements of a successful email marketing strategy:
1. Define target markets. Clearly identify your primary target markets based on demographics, interests, behaviors.
2. Understand each market. Research each market to understand their unique needs, pain points, motivations. What differentiates your offering for each group?
3. Develop personas. Create fictional representations of ideal customers to personify each market and guide messaging.
4. Create a content plan. Map out a series of relevant, targeted emails you'll send to each market over time based on their needs.
5. Segment your lists. Organize your subscriber lists so you can send the right messages to the right people.
6.
The document discusses how businesses must adapt to the changing social media landscape. It notes that in today's world, customers can be advocates or critics and that information is no longer controlled by companies. It also highlights challenges companies face with unclear social media objectives, underperforming initiatives, and lack of coordination across departments. The document argues that businesses need to become more social, connected and agile by planning for social business initiatives both internally and externally. This will help companies address issues like real-time crisis management, social marketing, and embracing greater responsibility.
Corporate blogs have potential to help companies implement participative market orientation in three key ways:
1. Corporate blogs can help companies get close to customers by providing a platform for direct and unmediated customer feedback which helps companies better understand customer needs and interests.
2. Blogs can foster strong relationships between customers and companies by encouraging open dialogue and co-creation of the brand, satisfying customers' desire to engage with and feel connected to the brand.
3. When companies openly share information on their blogs, it builds trust with customers and positions the company as a learning organization that can gain competitive advantages from direct customer data and feedback.
Challenges
The digital revolution changes everything. It's the force driving shifts in markets, customers and organisations. To survive and thrive, businesses face a dual challenge: staying ahead of the competition while transforming their own organisation.
Our belief
You need to be customer-focused to compete. We develop strategies around the customer, their needs, their world, their experience.
Our approach
We take a strategic approach in four key areas (brand, experience, content and culture).
Everything we do contributes to building a brand from its purpose to the customer experience. We aim beyond the sale, to gain their advocacy.
We develop resilient brands:
- Build a resilient brand: aligns belief, strategy and experience.
- A shared purpose and values with customers.
- Authentic communications with an engaged audience.
Purpose of the workshop
We would like you to experience the way we build brands at Brilliant Noise. Test some of our tools and exercises so you can take-away something useful you can act on, take a first step forward creating a resilient brand.
The document summarizes findings from fifteen studies over two decades that show more creative advertising is more effective advertising. The studies found that award-winning, more creative campaigns performed better and achieved client objectives more than less creative campaigns. Specifically, creatively awarded campaigns had higher success rates, were more efficient at generating results, and produced more significant business effects. Additionally, more creative agencies produced better effectiveness results and more creative companies experienced greater stock market growth. In summary, the evidence demonstrates that creativity leads to more effective advertising.
Tom Stein's, President and Chief Creative Officer of Stein + Partners Brand Activation, presentation at Custom Marketing Day - July 27 2011 in New York City
Each year the Content Marketing Institute, in partnership with McMurry/TMG, finds the best content marketing practitioners and selects finalists and fetes the overall Content Marketer of the Year at Content Marketing World. This year this will take place September 10, 2014 in Cleveland, Ohio.
Social selling utilizes digital channels like LinkedIn, Facebook, and Twitter to promote products and services through sharing content, interacting with potential customers, personal branding, and social listening. It is most effective for industries that require prospecting, responding to tenders, dealing with long sales cycles or complex sales processes, long periods between customer contacts, or multiple decision makers. The key activities of social selling are building networks and profiles, engaging audiences, continuous learning, and ultimately monetizing efforts by driving customers to meetings or opportunities. Studies show social selling increases sales productivity and that customers are more likely to meet with salespeople they are connected to on LinkedIn.
Siegel+Gale was tasked with creating a naming system and visual identity for Sprint's new joint venture with cable operators to bring digital cable programming and services to mobile devices. They created a new name, "Pivot", and naming architecture guidelines. They also developed a graphic identity to bring the names to life and guide how the Pivot brand was launched and applied across audiences by each partner company. The system allowed each partner to market the products within their footprints while connecting back to the parent brand.
Research is key to developing a successful content marketing strategy in today's business environment. As customers conduct more of their own research online before engaging with sales, content must shift from thought leadership to providing commercial insights that challenge existing views. High-quality proprietary research can influence audiences by addressing issues in a unique way and positioning the brand as larger and more credible. The document outlines how conducting market research and incorporating insights can help content marketing overcome challenges like monopolies, network effects, and customer lock-in.
This document discusses the evolving nature of brand leadership. Some of the key points made include:
- Leadership roles are converging as purchasing shifts online and brand-consumer interactions become more relationship-based. Emotional intelligence and consumer insights are now as important as financial metrics.
- To be an effective leader, brands must imagine an inspiring vision of the future, join consumer conversations on social media rather than avoid them, continuously innovate including disrupting themselves, lead through innovative design, invest in developing talent, leverage big data and social media insights, and co-create with consumers rather than just dominate.
- Effective leadership in the modern, globalized business landscape requires new skills like collaborative leadership as work becomes
September 9th and 10th was the launch of the Cross-Cultural Marketing and Communications Association and Total Market Conference. We've taken the time to compile a summary of the event and provide highlights from the day.
Dear student, Cheap Assignment Help, an online tutoring company, provides students with a wide range of online assignment help services for students studying in classes K-12, and College or university. The Expert team of professional online assignment help tutors at Cheap Assignment Help .COM provides a wide range of help with assignments through services such as college assignment help, university assignment help, homework assignment help, email assignment help and online assignment help. Our expert team consists of passionate and professional assignment help tutors, having masters and PhD degrees from the best universities of the world, from different countries like Australia, United Kingdom, United States, Canada, UAE and many more who give the best quality and plagiarism free answers of the assignment help questions submitted by students, on sharp deadline. Cheap Assignment Help .COM tutors are available 24x7 to provide assignment help in diverse fields - Math, Chemistry, Physics, Writing, Thesis, Essay, Accounting, Finance, Data Analysis, Case Studies, Term Papers, and Projects etc. We also provide assistance to the problems in programming languages such as C/C++, Java, Python, Matlab, .Net, Engineering assignment help and Finance assignment help. The expert team of certified online tutors in diverse fields at Cheap Assignment Help .COM available around the clock (24x7) to provide live help to students with their assignment and questions. We have also excelled in providing E-education with latest web technology. The Students can communicate with our online assignment tutors using voice, video and an interactive white board. We help students in solving their problems, assignments, tests and in study plans. You will feel like you are learning from a highly skilled online tutor in person just like in classroom teaching. You can see what the tutor is writing, and at the same time you can ask the questions which arise in your mind. You only need a PC with Internet connection or a Laptop with Wi-Fi Internet access. We provide live online tutoring which can be accessed at anytime and anywhere according to student’s convenience. We have tutors in every subject such as Math, Chemistry, Biology, Physics and English whatever be the school level. Our college and university level tutors provide engineering online tutoring in areas such as Computer Science, Electrical and Electronics engineering, Mechanical engineering and Chemical engineering. Regards http://www.cheapassignmenthelp.com/ http://www.cheapassignmenthelp.co.uk/
The document provides an overview of Perini Corporation's operations and destinations between 2007-2008. It describes three itineraries focusing on the company's building, civil, and management services operations. The building operations itinerary highlights projects on the East Coast, in Florida, Arizona, Nevada, and California. The civil construction itinerary focuses on projects in the Northeast and Mid-Atlantic states. The management services itinerary describes work in Europe and Iraq. Photos and details are provided for several building projects.
We are proud to announce our fifth Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to nearly 5,000 innovation-related articles.
We are proud to announce our 37th Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,500+ innovation-related articles.
The document discusses the evolution of social business and the social customer. It describes how customers have gained influence through social media and how companies have had to adapt by creating social media teams and policies. It outlines different organizational models for social media, from centralized to decentralized, and proposes a collaborative model. It emphasizes the importance of listening to customers, establishing governance, training employees, and aligning social media strategies with business goals to drive measurable outcomes through social business.
The document discusses strategic partnerships between businesses. It provides advice on identifying potential strategic partners, determining how partnerships could benefit both businesses, and approaches for forming strategic partnerships. Some key points include: considering businesses that serve similar customers or offer complementary products/services; identifying specific benefits each business could gain from partnering; and creating joint marketing initiatives like cross-promotion or co-branded content to promote both businesses to each other's customers. The overall message is that strategic partnerships can help businesses expand their reach and referrals through mutually beneficial collaboration.
The document discusses a 2009 marketing campaign called "Orlando é só Alegria" implemented by Visit Orlando to promote tourism to Orlando from Brazil. It provides context on Visit Orlando and the Brazilian travel market. The campaign was a collaborative effort between Visit Orlando and its 1,132 member partners to increase awareness of Orlando as a complete vacation destination, appeal to a varied segment of the Brazilian population, and encourage return visits. The campaign successfully demonstrated the benefits of collaborative destination marketing by bringing together stakeholders to accomplish shared objectives.
With the growth of brands and the complexity of choice facing consumers, brands are challenged to effectively stand out and engage customers in the split- second it takes to make a buying decision. The Blink Factor is a process of better understanding how consumers connect with brands and which elements of your package design should be better leveraged.
For more white papers and webinars, go to http://www.sldesignlounge.com
Or visit us at http://www.sld.com
Getting In Sync - 10 Ideas for the Consumer Marketing Landscape33 Interactions
33 Interactions have identified ten ideas to address the new “empowered, informed, and at large consumer.” Read about how to 'get in sync' with the 'new consumer'.
You can view the 10 Trends document here: http://www.slideshare.net/33interactions/getting-in-sync-10-trends-in-the-consumer-marketing-landscape
To read more about 33 Interactions, visit http://www.33interactions.com.au
Session from the Digital Workplace Conference NZ (#DWCNZ), held at the Cordis Hotel in Auckland, New Zealand on April 30th, 2019. Presented by Christian Buckley, Microsoft RD & MVP, and the CEO of CollabTalk LLC, an independent research and technical marketing services company based in Lehi, Utah.
Matt King Email Marketing Core Concepts And Best Practice (Sept09)bestmarketing
Here are some key elements of a successful email marketing strategy:
1. Define target markets. Clearly identify your primary target markets based on demographics, interests, behaviors.
2. Understand each market. Research each market to understand their unique needs, pain points, motivations. What differentiates your offering for each group?
3. Develop personas. Create fictional representations of ideal customers to personify each market and guide messaging.
4. Create a content plan. Map out a series of relevant, targeted emails you'll send to each market over time based on their needs.
5. Segment your lists. Organize your subscriber lists so you can send the right messages to the right people.
6.
The document discusses how businesses must adapt to the changing social media landscape. It notes that in today's world, customers can be advocates or critics and that information is no longer controlled by companies. It also highlights challenges companies face with unclear social media objectives, underperforming initiatives, and lack of coordination across departments. The document argues that businesses need to become more social, connected and agile by planning for social business initiatives both internally and externally. This will help companies address issues like real-time crisis management, social marketing, and embracing greater responsibility.
Corporate blogs have potential to help companies implement participative market orientation in three key ways:
1. Corporate blogs can help companies get close to customers by providing a platform for direct and unmediated customer feedback which helps companies better understand customer needs and interests.
2. Blogs can foster strong relationships between customers and companies by encouraging open dialogue and co-creation of the brand, satisfying customers' desire to engage with and feel connected to the brand.
3. When companies openly share information on their blogs, it builds trust with customers and positions the company as a learning organization that can gain competitive advantages from direct customer data and feedback.
Challenges
The digital revolution changes everything. It's the force driving shifts in markets, customers and organisations. To survive and thrive, businesses face a dual challenge: staying ahead of the competition while transforming their own organisation.
Our belief
You need to be customer-focused to compete. We develop strategies around the customer, their needs, their world, their experience.
Our approach
We take a strategic approach in four key areas (brand, experience, content and culture).
Everything we do contributes to building a brand from its purpose to the customer experience. We aim beyond the sale, to gain their advocacy.
We develop resilient brands:
- Build a resilient brand: aligns belief, strategy and experience.
- A shared purpose and values with customers.
- Authentic communications with an engaged audience.
Purpose of the workshop
We would like you to experience the way we build brands at Brilliant Noise. Test some of our tools and exercises so you can take-away something useful you can act on, take a first step forward creating a resilient brand.
The document summarizes findings from fifteen studies over two decades that show more creative advertising is more effective advertising. The studies found that award-winning, more creative campaigns performed better and achieved client objectives more than less creative campaigns. Specifically, creatively awarded campaigns had higher success rates, were more efficient at generating results, and produced more significant business effects. Additionally, more creative agencies produced better effectiveness results and more creative companies experienced greater stock market growth. In summary, the evidence demonstrates that creativity leads to more effective advertising.
Tom Stein's, President and Chief Creative Officer of Stein + Partners Brand Activation, presentation at Custom Marketing Day - July 27 2011 in New York City
Each year the Content Marketing Institute, in partnership with McMurry/TMG, finds the best content marketing practitioners and selects finalists and fetes the overall Content Marketer of the Year at Content Marketing World. This year this will take place September 10, 2014 in Cleveland, Ohio.
Social selling utilizes digital channels like LinkedIn, Facebook, and Twitter to promote products and services through sharing content, interacting with potential customers, personal branding, and social listening. It is most effective for industries that require prospecting, responding to tenders, dealing with long sales cycles or complex sales processes, long periods between customer contacts, or multiple decision makers. The key activities of social selling are building networks and profiles, engaging audiences, continuous learning, and ultimately monetizing efforts by driving customers to meetings or opportunities. Studies show social selling increases sales productivity and that customers are more likely to meet with salespeople they are connected to on LinkedIn.
Siegel+Gale was tasked with creating a naming system and visual identity for Sprint's new joint venture with cable operators to bring digital cable programming and services to mobile devices. They created a new name, "Pivot", and naming architecture guidelines. They also developed a graphic identity to bring the names to life and guide how the Pivot brand was launched and applied across audiences by each partner company. The system allowed each partner to market the products within their footprints while connecting back to the parent brand.
Research is key to developing a successful content marketing strategy in today's business environment. As customers conduct more of their own research online before engaging with sales, content must shift from thought leadership to providing commercial insights that challenge existing views. High-quality proprietary research can influence audiences by addressing issues in a unique way and positioning the brand as larger and more credible. The document outlines how conducting market research and incorporating insights can help content marketing overcome challenges like monopolies, network effects, and customer lock-in.
This document discusses the evolving nature of brand leadership. Some of the key points made include:
- Leadership roles are converging as purchasing shifts online and brand-consumer interactions become more relationship-based. Emotional intelligence and consumer insights are now as important as financial metrics.
- To be an effective leader, brands must imagine an inspiring vision of the future, join consumer conversations on social media rather than avoid them, continuously innovate including disrupting themselves, lead through innovative design, invest in developing talent, leverage big data and social media insights, and co-create with consumers rather than just dominate.
- Effective leadership in the modern, globalized business landscape requires new skills like collaborative leadership as work becomes
September 9th and 10th was the launch of the Cross-Cultural Marketing and Communications Association and Total Market Conference. We've taken the time to compile a summary of the event and provide highlights from the day.
Dear student, Cheap Assignment Help, an online tutoring company, provides students with a wide range of online assignment help services for students studying in classes K-12, and College or university. The Expert team of professional online assignment help tutors at Cheap Assignment Help .COM provides a wide range of help with assignments through services such as college assignment help, university assignment help, homework assignment help, email assignment help and online assignment help. Our expert team consists of passionate and professional assignment help tutors, having masters and PhD degrees from the best universities of the world, from different countries like Australia, United Kingdom, United States, Canada, UAE and many more who give the best quality and plagiarism free answers of the assignment help questions submitted by students, on sharp deadline. Cheap Assignment Help .COM tutors are available 24x7 to provide assignment help in diverse fields - Math, Chemistry, Physics, Writing, Thesis, Essay, Accounting, Finance, Data Analysis, Case Studies, Term Papers, and Projects etc. We also provide assistance to the problems in programming languages such as C/C++, Java, Python, Matlab, .Net, Engineering assignment help and Finance assignment help. The expert team of certified online tutors in diverse fields at Cheap Assignment Help .COM available around the clock (24x7) to provide live help to students with their assignment and questions. We have also excelled in providing E-education with latest web technology. The Students can communicate with our online assignment tutors using voice, video and an interactive white board. We help students in solving their problems, assignments, tests and in study plans. You will feel like you are learning from a highly skilled online tutor in person just like in classroom teaching. You can see what the tutor is writing, and at the same time you can ask the questions which arise in your mind. You only need a PC with Internet connection or a Laptop with Wi-Fi Internet access. We provide live online tutoring which can be accessed at anytime and anywhere according to student’s convenience. We have tutors in every subject such as Math, Chemistry, Biology, Physics and English whatever be the school level. Our college and university level tutors provide engineering online tutoring in areas such as Computer Science, Electrical and Electronics engineering, Mechanical engineering and Chemical engineering. Regards http://www.cheapassignmenthelp.com/ http://www.cheapassignmenthelp.co.uk/
The document provides an overview of Perini Corporation's operations and destinations between 2007-2008. It describes three itineraries focusing on the company's building, civil, and management services operations. The building operations itinerary highlights projects on the East Coast, in Florida, Arizona, Nevada, and California. The civil construction itinerary focuses on projects in the Northeast and Mid-Atlantic states. The management services itinerary describes work in Europe and Iraq. Photos and details are provided for several building projects.
We are proud to announce our fifth Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to nearly 5,000 innovation-related articles.
We are proud to announce our 37th Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,500+ innovation-related articles.
In 2005, Perini Corporation significantly increased its construction backlog to a record $7.9 billion, nearly half of which was attributable to the MGM MIRAGE's CityCenter project in Las Vegas. This increase was also due in part to acquisitions of Rudolph and Sletten and Cherry Hill Construction. Perini's diversified portfolio demonstrated the experience and versatility of its employees and project management teams.
Innovation for Participation - Paul De Decker, Sun Microsystemsrobinwauters
The document discusses Sun Microsystems' strategy of providing an open source software stack called Solaris AMP (Apache, MySQL, PHP) that is optimized to run on their Solaris operating system. It promotes the benefits of the Solaris operating system and tools to help speed development and deployment. Additionally, it outlines Sun's approach of providing many free and open source software options along with support services to gain customers.
- Gov. Bill Richardson of New Mexico rallied for presidential candidate Barack Obama.
- An error in absentee ballots omitted a candidate for a Florida state Senate race. The supervisor of elections said they were notified 10 days ago and reissued corrected ballots to the affected voters.
- With the World Series beginning, baseball fever was rising in the Tampa Bay area as the Philadelphia Phillies played the Tampa Bay Rays.
Apple is an American technology company headquartered in Cupertino, California that designs, develops, and sells consumer electronics, computer software, and personal computers. Its major products include the Mac line of computers, the iPod music player, the iPhone smartphone, and the iPad tablet. The company was founded in 1976 and has grown to become the world's second largest information technology company by revenue. Apple aims to deliver innovative products and services through its unique hardware and software to customers around the world.
These slides use concepts from my (Jeff Funk) course entitled Biz Models for Hi-Tech Products to analyze the business model for Infra V’s Smart Watch. This watch can continuously monitor glucose using a non-invasive spectrometric process, which enables better management of diabetes through more timely insulin injections. The watch replaces the widely used finger-pricking method that is painful for users and thus discourages effective monitoring of a patient’s glucose levels. The watch is also smaller and cheaper than other methods of continuous monitoring. These slides describe the specific value proposition for patients and doctors other aspects of the business model such as the method of value capture, scope of activities, and method of strategic control.
Avon was referred to as the "Graying Goliath" when Jung took over as CEO due to its 114 year existence, aging customer base, outdated products, frumpy image, traditional direct sales model, and massive global sales force. Jung implemented a turnaround strategy that included cutting unpopular products, introducing new lines, venturing into internet and retail sales, strengthening the direct sales force, expanding into new markets, restructuring supply chain operations, and overhauling Avon's image to appear more modern. Moving into internet and retail sales was beneficial for reaching new customers, though balancing these new channels with traditional practices was important. Avon targets three need-based customer segments - homemakers, career women, and teenagers - which
BasicSafe | Famous Safety Quotes to Strengthen Your Safety CultureBasicSafe
The document provides 20 famous safety quotes from experts to strengthen safety culture. The quotes emphasize that safety is a top priority and should be a state of mind, not just avoiding injuries. They also stress the importance of good systems over individuals, as people and teams can be hurt by poor choices or shortcuts. Investing in education and conference methods to build understanding of safety issues is highlighted as well.
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Building New Strategies for Leading Creative Excellence: Porter vs. Porter
1. Berlin School of Creative Leadership Foundation gUG (haftungsbeschränkt)
Franklinstrasse 11 – 10587 Berlin – Germany
Phone: +49 (0) 30 88 49 80 80 – Fax +49 (0) 30 88 49 80 99
E-Mail: info@berlin-school.com – www.berlin-school.com
President: Michael Conrad
Faculty Director: Prof. David Slocum
Managing Directors: Susann Schronen,
Jamshid Alamuti
“Building New Strategies
for Creative Excellence:
Porter vs. Porter”
Berlin School of Creative Leadership
White Paper
June 2014
Professor David Slocum Professor Paul Verdin
Berlin School of Creative Leadership Berlin School of Creative Leadership
& SBS-EM (ULB)
Executive Summary
Strategy is changing amidst volatile markets, disruptive technologies, and transformed
customer and public relationships. Contrasting some of the major tenets of traditional
strategic thinking, an analysis of the work and words of Chuck Porter enables the
mapping of several key principles of a new strategy of creative excellence. These
include 1) forming an adaptive commitment to strategic intent and ongoing public
engagement, 2) fostering communities of participation as part of generating a wider
cultural conversation of creative work, 3) building trust through imaginative, often
offbeat and interactive storytelling, and 4) moving beyond competition to highlight the
value emerging through creative breakthroughs or community-building.
2. 2
Chuck Porter is the Chief Strategist of MDC Partners, a network of independent advertising
agencies that includes Crispin Porter + Bogusky, where he is the Co-Founder and
Chairman. CP+B is a full-service, fully-integrated advertising agency operating as ‘one
global agency with seven locations’ in the United States, Canada, Brazil, and Europe that
was named the Advertising Agency of the Decade by Advertising Age magazine in 2009.1
Porter’s presentations, like ‘How to Start a Creative Agency,’ are given mostly to
industry audiences, such as at the Cannes Lions International Festival of Creativity.2 They
are neither theoretical nor grounded in conventional management discourse. Instead, they
highlight insights and key tenets of successful agency practice from a history of CP+B and
its creative work for clients. His strategic thoughts, as a result, serve as a valuable practical
resource for elaborating more systematically developed concepts and models and drawing
these together into a more integrated whole directly relevant to creative communication
industries.
As we will argue, notwithstanding their different form and context, Chuck’s ideas
readily connect with those of other strategic thinkers writing today, including Rita Gunther
McGrath, Greg Satell, Chris Zook and James Allen, and Niraj Dawar. In fact, his ideas not
only capture some of the same key insights as these more empirically- and theoretically-
based writers but have the advantage of nearly two decades’ creative work to substantiate
and illustrate them. While also sharing in their call for embrace new assumptions,
contexts, and possibilities for strategic thinking and action, Chuck has the further
1 Advertising Age, December 14, 2009 ‘Book of Tens: Agencies of the Decade’
2 Chuck Porter (2010) ‘Chuck Porter – Cannes – How to Start a Creative Agency’
Video 1 of 2 Chuck Porter -- Cannes - How to Start a Creative Agency
Video 2 of 2 Chuck Porter -- Cannes - How to Start a Creative Agency
3. 3
distinction of sharing a surname with probably the most famous and influential proponent
of traditional business strategy, Michael Porter of the Harvard Business School.
What follows, then, is a mapping of the evolution of four major strategic ideas and
priorities that Chuck Porter has proven succeed in contemporary creative agencies and a
changing marketplace. It is organized through a series of contrasts and continuities with
strategic thinking and models of the past, which are associated for the sake of argument
with, but should not be seen as exclusively as grounded in, the thinking of Michael Porter.
Our aim with Porter vs. Porter is therefore to emphasize crucial differences in strategic
thinking and action that mark a break with the past and support creative excellence
moving forward into the future.
1. Adaptive Commitment
One of the greatest debates in strategy today concerns the continuing viability and
relevance of Michael Porter’s idea of sustainable competitive advantage, which typically
derives from using cost leadership or differentiation to create a favorable position in a
well-defined industry. Increasingly, arguments, like Rita McGrath’s, have been made a
long-term, stable and sustainable competitive advantage can be ‘outdated and even
dangerous’ goal in today’s more volatile and fast-changing world.3
While acknowledging the need to account for flexibility and speed in decision-
making and adapting to dynamic conditions, we see a vital need for leaders and agencies to
still make commitments in their strategic thinking and allocation of resources.4 For CP+B,
3 Rita Gunther McGrath (2013) The End of Competitive Advantage, Cambridge, MA: Harvard
Business Review Press, p. xi.
4 A similar call for ‘commitment’ to balance transient advantage has been advanced by Cesare
Mainardi, CEO of Strategy&, in Mainardi (2014) ‘Building a Capable Company’, strategy+business
4. 4
a distinctive way of interacting with customers and the market has been achieved through
the consistent strategic investment in producing ‘the most talked about, and written about
advertising in the world’. CP has thus struck a key balance: creating an initial platform for
communicating brand identity and allocating resources while allowing for further, shared
decision-making and co-creation with clients and the public.
Two of his major early collaborators at CP+B, Alex Bogusky and John Winsor,
offered a helpfully concrete description of this balance in their 2009 book, Baked In:
Businesses and their brands are built through great, innovative products. Branding
and marketing must be reconnected to the products themselves. The goal of a new
design process should be to elevate both marketing and product design at the
strategic level, fueled by the same powerful narrative. So brilliant designers and
marketers must work together to create products that are consistent in form and
story.5
EX. Burger King ads – Chicken fries with NASCAR, Subservient Chicken (2004),
Whopper Virgins (2008), Whopper Sacrifice (2009)
The long-term (2004-2011) relationship between Burger King and CP+B produced a series
of campaigns committed to making the brand culturally relevant and embracing new
digital technologies and the public engagement they enabled. Subservient Chicken used 40
pre-filmed segments to create the appearance of interactivity in response to specific public
blogs, April 29, 2014; The general idea of ‘flexible commitment’ as driver of ‘continuous corporate
renewal’ was developed in Bala Chakravarthy and Sue McEvily (2006) ‘Knowledge Management
and Corporate Renewal’, in Handbook of Knowledge-based Management and Organization, eds.
Kazuo Ichijo and Ikujiro Nonaka, New York: Oxford University Press.
5 Alex Bogusky and John Winsor (2009) Baked In: Creating Products and Businesses that Market
Themselves, Chicago: Agate, p. 20.
5. 5
requests, for instance, and Whopper Sacrifice upended the cultural drive to add Facebook
friends by rewarding ‘sacrificing’ them. Consistently experimental and sometimes bizarre,
the multiple campaigns courted controversy and made the brand part of the wider cultural
conversation.
2. Serving the Community of Participation
What is the fuller nature of that strategic investment? Marketers and advertisers have
traditionally been seen to serve one (or more) of three masters: the client, the brand, or
the customer. In that traditional scheme, advertisers become ‘suppliers’ serving the client
or possibly the brand in order to benefit the customer. Traditional strategists would see
the source of value in that equation being creative differentiation of product capabilities –
that is, serving the client efficiently and effectively to capture and protect a market or
segment. We see CP not only shifting from straightforward client service but making a
greater breakthrough.
Because of new brand relationships, interactivity, and social sharing, we add a
fourth area of service named by CP: the 'community of participation'.6 Bogusky and
Winsor provide a useful gloss here, too, saying customers ‘want to participate in building a
brand they will become loyal to, generating a conversation around new ideas, and
manufacturing products that will speak to their needs. These customers back and
appreciate the brands they love’.7 Recognizing how essential is the tracking of 'media
impressions' across different demographics through distinct channels to determine brand
ROI, we argue the connected community of participation has replaced, or at least
6 ‘Chuck Porter Presidents Lecture’ (2013) Berlin School of Creative Leadership, July 23, 2013
7 Alex Bogusky and John Winsor (2009) Baked In: Creating Products and Businesses that Market
Themselves, Chicago: Agate, p. 29.
6. 6
subsumed, clients and customers in the social and viral world. Markets, in turn, emerge
from the communities of participation with whom content-makers like CP engage in more
consistent conversation.
That conversation takes place, in his words, using ‘new ways of interacting with
customers’ and ‘keeping up your end of the conversation’ until it is possible to engage the
customer in what you are doing.8 Put differently, as MDC has, purchase paths which were
previously “Linear, Emotional, Individual” are today, “Non-Linear, Info-Mational, Social’.9
Strategy for creative excellence in this way becomes based less in new-product
development systems or pipelines and more in novel interactions with audiences who, in
turn, contribute social influence in creating markets.
EX. Early MINI counterfeit campaign 2004
Using a range of materials including television spots, DVD, internet and print, the MINI
Cooper campaign launched in 2001. Over succeeding four years, including the ‘counterfeit
MINI’ campaign of 2004, it helped the brand to generate a new community separate from
the then dominant culture of aggressive and functional, point-to-point driving, most
associated with SUV’s, and instead celebrating driving as fun and an opportunity for self-
expression. Notably, MINI USA did not provide a detailed brief to CP+B but a series of
strategic questions that the agency worked through in an iterative way.
3. Building Trust
Engaging audiences and then creating markets ultimately means building trust in the
perceived value of a brand. Building trust, particularly in the era of digital interactivity,
8 ‘Chuck Porter Presidents Lecture’ (2013) Berlin School of Creative Leadership, July 23, 2013;
9 Kip Voytek (2012) ‘Thriving on Complexity: MDC’s Response to the Increasing Complexity of
Selling’, BMO Digital Harvest, November 8, 2012
7. 7
requires transparency and, practically, powerful storytelling. While stories that convey
meaning and ‘stick’ have obviously always been important to creative work, we believe
their role is being re-set and intensified. Rather than either the promised newness or
differentiation of products or the value creation brought by efficiencies when scaling
described by Michael Porter, CP’s stories are more fundamentally about active
engagement, social sharing, and trust-building across platforms in which scaling costs are
no longer a key driver of success.
We believe story is different not only when jointly owned by client and customer
but openly co-created by multiple parties in ways facilitated by the advertiser. Noting that
‘scale isn’t what it used to be’, Greg Satell has described the resulting shift in evocative
terms: ‘competing to win in the new economy is more of a journey than a construction
project.’10 That process of guiding clients and customers on their participatory journey,
which CP+B pioneered and continues to refine, is ongoing, requires trust, and often
involves facilitating the sharing and co-creation of sticky stories.11
While classical competitive advantage is finally based in an adversarial model
focusing on competitive advantage vis-à-vis competitors by obtaining cost efficiencies or
brand differentiation, contemporary value is created through trust-building with clients
and customers. Practically, for CP, this means feeding digital channels, growing audience
relationships, loyalty and participation in the ongoing generation of creative brands and
product solutions. Yet such loyalty and participation are not the simple result of market
intelligence or data analysis. It involves combining what Greenberg and Kates call ‘both
10 Greg Satell (2013) ‘The End of the Scale Economy’, Digital Tonto, Sept 15, 2013
11 Creating ‘sticky stories’ is a central step outlined in Eric Greenberg and Alexander Kates (2014)
“Marketing Strategies for a Digital World,” The European Business Review; the article is excerpted
from Greenberg and Kates (2013) Strategic Digital Marketing: Top Digital Experts Share The
Formula for Tangible Returns on Your Marketing Investment, New York: McGraw-Hill.
8. 8
planned campaigns and unplanned virility’. Crucial here is CP’s belief in the
‘unexpectedness’ or ‘surprise’, a kind of creative essence or weirdness, that can invigorate
both the planned and unplanned aspects of delivering brand and business solutions.
EX. Amex Small Business Saturday (2010)
American Express Small Business Saturday was introduced in November 2010 in the
United States to counter ‘Black Friday’, traditionally the largest shopping day of the year
for big-box and, increasingly, online retailers. In 2011, working with digital agency Digitas,
CP+B transformed the program by creating a digital toolkit for small businesses. Besides
using active local engagement and storytelling to build trust and counter the seeming
advantages of scale, the creative essence of the campaign was its focus on brick and mortar
stores at a time of rapidly expanding e-commerce. Embraced by the public and politicians
alike, Small Business Saturday has become an annual event on the weekend following U.S.
Thanksgiving.
4. Accumulative Value Creation
To be able to repeat the successful generation of creative brands and product solutions
require a combination of focus and insights on relevant communities, inventive platforms
for co-creation and communication, robust feedback processes, refined measurement and
data analytics, and the capability to creatively experiment and adapt. These best practices
are evident in CP’s own work and have also been outlined by Chris Zook and James Allen in
their argument for continuous improvement and enduring value creation.12 Another of
their guiding principles, of ongoing systems of learning, is likewise a central priority of
12 Chris Zook and James Allen (2012) Repeatability: Build Enduring Businesses for a World of
Constant Change, Cambridge, MA: Harvard Business Review Press, p. 165.
9. 9
CP+B (and MDC), where ‘fluency and nimbleness’ and an ‘ever-evolving toolbox’ are
requirements.13
Repeatability is essential to delivering value creation for the customer amidst
ongoing change. Rather than traditional ‘competitive advantage eroding as competitors
catch up, imitate, replicate, or leapfrog product or technology innovations’, Niraj Dawar
describes how accumulative ‘advantage can grow with time, experience, and accumulation
of information, e.g. network effects’.14 We would go further in shifting the central strategic
intent and decision-making away from a focus on competitors over customers and
replacing the traditional term, ‘advantage’, with ‘value creation’, recognizing that value can
emerge either through the creative disruption or generation of markets or the expansion
of brand communities and participation. CP has demonstrated the capacity for both,
basing pivotal decisions on how best to grow audiences and trust while retaining
fundamental focus on, or making key adaptations to, core business and brand elements or
markets.
CP’s injunction to ‘think like a Chairman not an adman’ entails a commitment to
consistently adapt strategic priorities, foster growth across short-lived opportunities, and
finally accumulate created value.15 Here, the essential balance involves adaptability to
uncertain and volatile competitive environments and audiences with an assurance that
such ongoing adaptations will reinforce one another positively. We see the resulting value
achieved by CP-style strategy as not being sustainable in the traditional sense of a long-
13 Kip Voytek (2012) “Thriving on Complexity: MDC’s Response to the Increasing Complexity of
Selling,” BMO Digital Harvest, November 8, 2012
14 Niraj Dawar (2013) Tilt: Shifting Your Strategy from Products to Customers, Cambridge, MA:
Harvard Business Review Press, p. 70.
15 ‘Chuck Porter President’s Lecture’ (2013) Berlin School of Creative Leadership, July 23, 2013;
10. 10
term, stable favorable position but accumulative in drawing together a series of
connections between audiences and solutions that create value for customers.16
EX. Domino’s Pizza Tracker (2008)
In 2008, CP+B developed an inventive online application for customers wanting to track
every stage of their Domino’s Pizza order in real time. This fully integrated campaign and,
ultimately, business solution was premised on technology that both enabled better
internal product quality control and repeatable customer interaction. Interestingly, as
evidence of the agency’s openness to sourcing ideas, the core insight about the potential
technology came from CP+B’s IT department (rather than research on consumer demand)
and they then shared it with planners. The campaign eventually included sharing
unfiltered customer feedback gathered through the application, thereby underscoring
further the open commitment to building community and trust with the public.
Conclusion
The continually re-interpreted and re-validated focus of these strategic decisions
and actions is on value creation for the customer. Put differently, the more competitive the
industry, the less that industry should be the basis of analysis and positioning. This does
not depend on product or category. It does, however, depend on consistent and creative
leadership. For Zook and Allen, the leadership traits associated with ‘sustained value
creators’ are also central tenets of how we at the Berlin School and others define creative
leadership: ‘authenticity’, ‘empathy or emotional intelligence’, and ‘humility and self-
16 This formulation parallels the call to reimagine brands as ‘accreted value’ in Barry Wacksman
and Chris Stutzman (2014) Connected by Design: 7 Principles for Business Transformation
Through Functional Integration, San Francisco: Jossey-Bass, pp. 196-209.
11. 11
awareness’ – including a willingness to adapt as situations warrant.17 This paper has also
argued that those traits and more can be studied in the sustained leadership and strategies
for achieving creative excellence demonstrated over two decades by Chuck Porter.
17 James Allen and Chris Zook (2012) ‘The Strategic Principles of Repeatability: How
Nonnegotiables Fuel Growth’, Bain & Company, p. 8.
12. Berlin School of Creative Leadership Foundation gUG (haftungsbeschränkt)
Franklinstrasse 11 – 10587 Berlin – Germany
Phone: +49 (0) 30 88 49 80 80 – Fax +49 (0) 30 88 49 80 99
E-Mail: info@berlin-school.com – www.berlin-school.com
President: Michael Conrad
Faculty Director: Prof. David Slocum
Managing Directors: Susann Schronen,
Jamshid Alamuti
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