Adidas is a German manufacturer and marketer of sports apparel and footwear. Founded in 1924 by Adolf "Adi" Dassler, Adidas focuses on footwear, clothing, and accessories. It targets youth and upper middle class consumers who enjoy sports and have a fashionable, stylish lifestyle. Adidas positions its products as comfortable and stylishly designed to meet consumer needs. Its largest product categories are footwear, clothing, and accessories, with a primary focus on running, football, basketball, and training apparel.
Adidas has a long history as an Olympic sponsor dating back to 1928. As the official sportswear partner of the 2012 London Olympics, Adidas' objectives were to associate their brand with Team Great Britain, engage and excite 14-19 year olds in the UK, and deliver a return on investment. Their strategy included designing innovative athlete kits with Stella McCartney, a national "Take the Stage" campaign featuring celebrities like David Beckham, and leveraging social media with videos and hashtags. This large-scale promotional activation was expensive but proved successful, driving traffic to their website and generating hundreds of millions of video views, demonstrating that well-planned marketing can create meaningful engagement.
Adidas is a German sportswear company that is the largest manufacturer in Europe and second largest worldwide. It was founded in the 1920s and became a global leader through innovations in sports marketing. Adidas uses a global strategy of wholesale, retail stores, and e-commerce to engage consumers. Its goals are to increase controlled space to over 50% of sales and leverage cross-channel opportunities to grow in key markets. Adidas aims to develop its brands worldwide by understanding trends and celebrating individuality.
10 step marketing plan for adidas gerry cabarleg_cabarle
This 10-step marketing plan summarizes Adidas' strategy to dominate the athletic footwear market. Steps 1-5 discuss Adidas' primary target market of athletes aged 15-35, its products that meet consumer needs for comfort, durability and style, its position as a majority player competing against Nike, and its 38% market share. Steps 6-10 outline Adidas' product analysis, strategic business plan to grow sales 45-50% by 2015, development process including celebrity endorsements, global distribution both online and in stores, and low-cost production strategy.
The campaign was launched to help Adidas gain market share in the US and reenergize its brand by positioning itself as the most inspirational sports brand. It featured stories from 22 athletes sharing their struggles and successes to inspire viewers. The $50 million multi-channel campaign was successful in communicating its message that nothing is impossible and helped boost Adidas' brand perception.
Adidas is targeting their "Brand in the Hand" mobile marketing campaign at 12-24 year olds in order to expand their customer base beyond sports. They face stiff competition from Nike and other brands. The document analyzes Adidas' mobile marketing strategy using Porter's 5 Forces, PEST analysis, SWOT analysis and discusses both the pros and cons of their mobile approach.
This document analyzes and compares Adidas and Nike's Twitter presence and brand strategies. It finds that while Nike is currently the most recognized athletic brand, Adidas is gaining popularity through events like the FIFA World Cup and strategic Twitter use. Both companies use Twitter primarily for brand awareness, customer service, and product promotion. However, Adidas has seen faster Twitter growth rates recently through sporting event hashtags. The document concludes that although Nike remains the top brand, Adidas is becoming more globally recognized and surpassing Nike in terms of Twitter engagement.
Adidas is a German manufacturer and marketer of sports apparel and footwear. Founded in 1924 by Adolf "Adi" Dassler, Adidas focuses on footwear, clothing, and accessories. It targets youth and upper middle class consumers who enjoy sports and have a fashionable, stylish lifestyle. Adidas positions its products as comfortable and stylishly designed to meet consumer needs. Its largest product categories are footwear, clothing, and accessories, with a primary focus on running, football, basketball, and training apparel.
Adidas has a long history as an Olympic sponsor dating back to 1928. As the official sportswear partner of the 2012 London Olympics, Adidas' objectives were to associate their brand with Team Great Britain, engage and excite 14-19 year olds in the UK, and deliver a return on investment. Their strategy included designing innovative athlete kits with Stella McCartney, a national "Take the Stage" campaign featuring celebrities like David Beckham, and leveraging social media with videos and hashtags. This large-scale promotional activation was expensive but proved successful, driving traffic to their website and generating hundreds of millions of video views, demonstrating that well-planned marketing can create meaningful engagement.
Adidas is a German sportswear company that is the largest manufacturer in Europe and second largest worldwide. It was founded in the 1920s and became a global leader through innovations in sports marketing. Adidas uses a global strategy of wholesale, retail stores, and e-commerce to engage consumers. Its goals are to increase controlled space to over 50% of sales and leverage cross-channel opportunities to grow in key markets. Adidas aims to develop its brands worldwide by understanding trends and celebrating individuality.
10 step marketing plan for adidas gerry cabarleg_cabarle
This 10-step marketing plan summarizes Adidas' strategy to dominate the athletic footwear market. Steps 1-5 discuss Adidas' primary target market of athletes aged 15-35, its products that meet consumer needs for comfort, durability and style, its position as a majority player competing against Nike, and its 38% market share. Steps 6-10 outline Adidas' product analysis, strategic business plan to grow sales 45-50% by 2015, development process including celebrity endorsements, global distribution both online and in stores, and low-cost production strategy.
The campaign was launched to help Adidas gain market share in the US and reenergize its brand by positioning itself as the most inspirational sports brand. It featured stories from 22 athletes sharing their struggles and successes to inspire viewers. The $50 million multi-channel campaign was successful in communicating its message that nothing is impossible and helped boost Adidas' brand perception.
Adidas is targeting their "Brand in the Hand" mobile marketing campaign at 12-24 year olds in order to expand their customer base beyond sports. They face stiff competition from Nike and other brands. The document analyzes Adidas' mobile marketing strategy using Porter's 5 Forces, PEST analysis, SWOT analysis and discusses both the pros and cons of their mobile approach.
This document analyzes and compares Adidas and Nike's Twitter presence and brand strategies. It finds that while Nike is currently the most recognized athletic brand, Adidas is gaining popularity through events like the FIFA World Cup and strategic Twitter use. Both companies use Twitter primarily for brand awareness, customer service, and product promotion. However, Adidas has seen faster Twitter growth rates recently through sporting event hashtags. The document concludes that although Nike remains the top brand, Adidas is becoming more globally recognized and surpassing Nike in terms of Twitter engagement.
Adidas conducted a SWOT and TOWS analysis to develop their strategic plan. Their strengths include their strong brand, financial position, and international operations. Weaknesses are their high costs and limited product lines. Opportunities exist in new technologies, markets, and potential mergers. Threats include competition and changing consumer trends. The TOWS analysis identified matching Adidas' strengths with external opportunities like expanding markets through acquisitions. It also proposed addressing weaknesses by developing flexible product lines and quality products to compete effectively.
This document provides a marketing audit for Adidas. It begins with an executive summary that outlines key recommendations - for Adidas to narrow its product focus, sponsor rising stars in niche sports, capitalize on athleisure trends, and increase social media presence. The document then covers the apparel/footwear industry environment, including demographic, economic, technological, regulatory, and cultural trends impacting Adidas. It analyzes Adidas' competitive situation and recommends strategies around sponsorships, new markets, linking athletic to casual wear, and social media to strengthen the brand.
Adidas is a major sportswear company founded in Germany in 1924. It owns brands such as Adidas, Reebok, and TaylorMade. In the late 1990s and 2000s, Adidas grew through acquisitions, purchasing Salomon and Reebok. The global sportswear industry is highly competitive with Nike and Adidas dominating market share. New entrants face high barriers, but substitution threat is high. Supplier power is low while buyer power is high. The industry's growth is shifting to China as its market expands rapidly.
Adidas underwent a corporate restructuring between 2005 and 2006. The document discusses analyzing Adidas' corporate strategy, business lineup, strategic and resource fits between business units before and after the restructuring, and whether the restructuring and acquisition of Reebok have increased shareholder value. It provides questions to guide an evaluation of these aspects of Adidas' strategy and performance.
Adidas is a German sportswear company founded in the 1920s. It has experienced ownership changes and financial troubles but found success through endorsements like Run DMC in the 1980s. Adidas targets customers aged 13-30 through premium priced, technology-focused products. It uses celebrity endorsements and the "Impossible is Nothing" campaign to promote the brand. Adidas products are widely distributed through stores and online retailers. Strengths include celebrity endorsements and marketing, though weaknesses include a wide football boot selection and history of labor issues.
The document discusses a creative brief for an Adidas shoe advertising campaign. The campaign will promote a new collection of shoes aimed at all ages with the desired positioning being to sell shoes. The key promise is the new shoe collection. The communication tone will be functional and the advertising media will be television. The campaign concept is that the new shoe collection will improve players' games and the slogan is "Adidas is all in".
Polar, a leader in sports medical science since 1977, is considering a partnership with Adidas to develop a heart rate monitor. While this could provide benefits like increased funding and market exposure, challenges include differences in company size straining the relationship and questions around intellectual property ownership. The document analyzes strengths, weaknesses, opportunities, and threats, and provides recommendations to address issues in a controlled partnership that continues Polar's innovation while learning from Adidas.
Marketing, AD & PR lab Panteion University
This is a presentation of our proposal for FW season '15-16, to Adidas Greece. We thank you for the opportunity to create and learn through the process
Adidas originals presentation for hero products FW15Zoe Gatsapostoli
This document outlines Adidas's marketing strategy to promote its Originals line. It identifies Adidas's strengths in heritage, brand recognition, and distribution, but also weaknesses in premium pricing and outsourced manufacturing. Opportunities include expanding product lines and growing demand for premium products. The strategy aims to redefine originality and creativity for young consumers through community events, social media challenges, and an "Original Fest" featuring music, art, and sports. It allocates a budget of €50,000 across online/print media, event production, in-store promotions, and a social media campaign engaging influencers.
The document provides an overview of Reebok, including its vision statement, company overview, products offered, positioning, market share in athletic wear, competitors, SWOT analysis, and strategies. Reebok's principal business is designing and marketing high-quality footwear, apparel, and equipment worldwide. It offers a wide range of products including running shoes, sports equipment, men's and women's styles. Reebok aims to continue inspiring athletes while maintaining quality standards. The document discusses Reebok's competitors and strategies to target women, kids, and developing countries.
THE ADIDAS SLOGAN: FROM ‘’IMPOSSIBLE IS NOTHING’’ TO ‘’ADIDAS IS ALL IN ‘’Irem Guler
Adidas' slogan was originally "Impossible is Nothing", taken from a Muhammad Ali quote, as he endorsed the brand at the peak of his career in 1974. Adidas launched campaigns featuring Ali to communicate their philosophy of striving to surpass limits. While "Impossible is Nothing" was powerful for years, in 2011 Adidas changed their slogan to "All In" through their most expensive marketing campaign ever, showcasing their presence across sports, cultures and lifestyles.
This document discusses Adidas's marketing strategies and campaigns. It provides details on Adidas's founding and values. It then describes Adidas's "Adidas is all in" global marketing strategy to present a unified brand image. The document also outlines Adidas's 2013 "Voice of Rugby" campaign in partnership with the Italian Rugby Federation, including its print, TV, digital, and social media components. Finally, it proposes guerrilla marketing activations involving Italian and New Zealand rugby players to promote the Italy vs. New Zealand match.
This document provides an analysis of the sports footwear and apparel industry, with a focus on Nike Corporation. It defines the industry as operating within sports footwear and apparel and discusses Nike's expansion beyond running shoes into a wide range of sports and leisure wear. The document also examines Nike's largest competitor Adidas Group, industry structure factors like threats of new entrants and substitutes, and how the industry and Nike are impacted by economic, social, and technological changes.
Adidas needs to improve its marketing strategy in the US to compete with Nike's dominance. The plan proposes increasing Adidas' social media presence on platforms like Twitter, Facebook, and Google+ to promote new products and interact with fans. It also suggests improving football jerseys, creating modern commercials, and blogging to keep fans informed. The plan aims to generate buzz around new releases and compete in the college sports market. Success will be measured by increased sales, video views, and fan engagement on social platforms.
This document discusses Adidas' marketing strategy and objectives. It outlines Adidas' history and core competencies. It then discusses Adidas' 5-year plan goals of creating new products, increasing brand desirability, speed, and product availability while diversifying its workforce. The purpose is to analyze how well Adidas competes on quality, innovation, and social responsibility compared to other brands. Findings show Adidas leads in innovation, technology, and social responsibility. The conclusion is that Adidas' strategies positively impact products, prices, social responsibility, place, and market outcomes, though some strategies have mixed or negative impacts.
This document provides an overview of Adidas, including its mission, values, sustainability strategy, history, brands, organizational structure, and global operations. The key points are:
- Adidas is a global leader in sporting goods founded in Germany in 1949 and has grown significantly through sponsorships and innovative product design.
- Its mission is to be the global leader in sporting goods with brands built on passion for sports. Core values include performance, passion, integrity, and diversity.
- Sustainability is a priority, with a strategy and programs to reduce environmental impact, ensure ethical supply chain standards, and contribute positively to communities.
- The document details Adidas' brands, organizational structure, and global presence
The document provides an overview of Nike and Adidas, two major sportswear brands. It discusses their histories, products, endorsements, marketing strategies, revenues, and SWOT analyses. Key points covered include Nike being founded in 1964 and becoming the largest sportswear brand globally. Adidas was founded in 1949 and is the largest sportswear brand in Europe. Their product lines, endorsements of athletes, and competitive positions are analyzed and compared.
The document provides an analysis of the athletic footwear consumer market. It discusses market trends in the US, key players like Nike and Adidas, and consumer behavior factors. Research found comfort is the most important attribute but brand loyalty also influences purchases. Marketing strategies discussed segmenting the target market of Gen Y consumers and positioning products to balance high-end benefits with lower price points.
Nike vs Adidas
Nike and Adidas are two major sportswear brands. Nike was originally named Blue Ribbon Sports and derives its name from the Greek goddess of victory. Its iconic swoosh logo was designed in 1971. Adidas was founded in 1924 by Adolf Dassler and takes its name from his nickname "Adi". Both companies produce footwear, apparel, and accessories. While Nike leads in sales and sponsorships globally, Adidas is growing rapidly and also owns brands like Reebok, TaylorMade, and Rockport. The presentation compares the companies' histories, product lines, marketing strategies, and financial performance over several years.
Adidas is a German sportswear company founded in 1948 that manufactures shoes and clothing. It has annual revenue of over $14 billion and employs over 50,000 people worldwide. The document provides details on Adidas' history, profile, mission, vision, strategies, logos, advertising, organizational structure, supply chain, brand identity, shares, competitors, SWOT analysis, and conclusion.
This document outlines the agenda and materials for a social media marketing program class on community relations and public relations. The class will cover the history of PR, how to write news releases, advisories and PSAs, media relations, and using social media for PR campaigns. Students will work on a class project involving a PR campaign for a nonprofit. The session agendas include recaps, discussions of homework assignments, and presentations by students. Key topics that will be covered are news writing, media lists, pitching to media, creating newsworthy angles, and using different media outlets.
Adidas conducted a SWOT and TOWS analysis to develop their strategic plan. Their strengths include their strong brand, financial position, and international operations. Weaknesses are their high costs and limited product lines. Opportunities exist in new technologies, markets, and potential mergers. Threats include competition and changing consumer trends. The TOWS analysis identified matching Adidas' strengths with external opportunities like expanding markets through acquisitions. It also proposed addressing weaknesses by developing flexible product lines and quality products to compete effectively.
This document provides a marketing audit for Adidas. It begins with an executive summary that outlines key recommendations - for Adidas to narrow its product focus, sponsor rising stars in niche sports, capitalize on athleisure trends, and increase social media presence. The document then covers the apparel/footwear industry environment, including demographic, economic, technological, regulatory, and cultural trends impacting Adidas. It analyzes Adidas' competitive situation and recommends strategies around sponsorships, new markets, linking athletic to casual wear, and social media to strengthen the brand.
Adidas is a major sportswear company founded in Germany in 1924. It owns brands such as Adidas, Reebok, and TaylorMade. In the late 1990s and 2000s, Adidas grew through acquisitions, purchasing Salomon and Reebok. The global sportswear industry is highly competitive with Nike and Adidas dominating market share. New entrants face high barriers, but substitution threat is high. Supplier power is low while buyer power is high. The industry's growth is shifting to China as its market expands rapidly.
Adidas underwent a corporate restructuring between 2005 and 2006. The document discusses analyzing Adidas' corporate strategy, business lineup, strategic and resource fits between business units before and after the restructuring, and whether the restructuring and acquisition of Reebok have increased shareholder value. It provides questions to guide an evaluation of these aspects of Adidas' strategy and performance.
Adidas is a German sportswear company founded in the 1920s. It has experienced ownership changes and financial troubles but found success through endorsements like Run DMC in the 1980s. Adidas targets customers aged 13-30 through premium priced, technology-focused products. It uses celebrity endorsements and the "Impossible is Nothing" campaign to promote the brand. Adidas products are widely distributed through stores and online retailers. Strengths include celebrity endorsements and marketing, though weaknesses include a wide football boot selection and history of labor issues.
The document discusses a creative brief for an Adidas shoe advertising campaign. The campaign will promote a new collection of shoes aimed at all ages with the desired positioning being to sell shoes. The key promise is the new shoe collection. The communication tone will be functional and the advertising media will be television. The campaign concept is that the new shoe collection will improve players' games and the slogan is "Adidas is all in".
Polar, a leader in sports medical science since 1977, is considering a partnership with Adidas to develop a heart rate monitor. While this could provide benefits like increased funding and market exposure, challenges include differences in company size straining the relationship and questions around intellectual property ownership. The document analyzes strengths, weaknesses, opportunities, and threats, and provides recommendations to address issues in a controlled partnership that continues Polar's innovation while learning from Adidas.
Marketing, AD & PR lab Panteion University
This is a presentation of our proposal for FW season '15-16, to Adidas Greece. We thank you for the opportunity to create and learn through the process
Adidas originals presentation for hero products FW15Zoe Gatsapostoli
This document outlines Adidas's marketing strategy to promote its Originals line. It identifies Adidas's strengths in heritage, brand recognition, and distribution, but also weaknesses in premium pricing and outsourced manufacturing. Opportunities include expanding product lines and growing demand for premium products. The strategy aims to redefine originality and creativity for young consumers through community events, social media challenges, and an "Original Fest" featuring music, art, and sports. It allocates a budget of €50,000 across online/print media, event production, in-store promotions, and a social media campaign engaging influencers.
The document provides an overview of Reebok, including its vision statement, company overview, products offered, positioning, market share in athletic wear, competitors, SWOT analysis, and strategies. Reebok's principal business is designing and marketing high-quality footwear, apparel, and equipment worldwide. It offers a wide range of products including running shoes, sports equipment, men's and women's styles. Reebok aims to continue inspiring athletes while maintaining quality standards. The document discusses Reebok's competitors and strategies to target women, kids, and developing countries.
THE ADIDAS SLOGAN: FROM ‘’IMPOSSIBLE IS NOTHING’’ TO ‘’ADIDAS IS ALL IN ‘’Irem Guler
Adidas' slogan was originally "Impossible is Nothing", taken from a Muhammad Ali quote, as he endorsed the brand at the peak of his career in 1974. Adidas launched campaigns featuring Ali to communicate their philosophy of striving to surpass limits. While "Impossible is Nothing" was powerful for years, in 2011 Adidas changed their slogan to "All In" through their most expensive marketing campaign ever, showcasing their presence across sports, cultures and lifestyles.
This document discusses Adidas's marketing strategies and campaigns. It provides details on Adidas's founding and values. It then describes Adidas's "Adidas is all in" global marketing strategy to present a unified brand image. The document also outlines Adidas's 2013 "Voice of Rugby" campaign in partnership with the Italian Rugby Federation, including its print, TV, digital, and social media components. Finally, it proposes guerrilla marketing activations involving Italian and New Zealand rugby players to promote the Italy vs. New Zealand match.
This document provides an analysis of the sports footwear and apparel industry, with a focus on Nike Corporation. It defines the industry as operating within sports footwear and apparel and discusses Nike's expansion beyond running shoes into a wide range of sports and leisure wear. The document also examines Nike's largest competitor Adidas Group, industry structure factors like threats of new entrants and substitutes, and how the industry and Nike are impacted by economic, social, and technological changes.
Adidas needs to improve its marketing strategy in the US to compete with Nike's dominance. The plan proposes increasing Adidas' social media presence on platforms like Twitter, Facebook, and Google+ to promote new products and interact with fans. It also suggests improving football jerseys, creating modern commercials, and blogging to keep fans informed. The plan aims to generate buzz around new releases and compete in the college sports market. Success will be measured by increased sales, video views, and fan engagement on social platforms.
This document discusses Adidas' marketing strategy and objectives. It outlines Adidas' history and core competencies. It then discusses Adidas' 5-year plan goals of creating new products, increasing brand desirability, speed, and product availability while diversifying its workforce. The purpose is to analyze how well Adidas competes on quality, innovation, and social responsibility compared to other brands. Findings show Adidas leads in innovation, technology, and social responsibility. The conclusion is that Adidas' strategies positively impact products, prices, social responsibility, place, and market outcomes, though some strategies have mixed or negative impacts.
This document provides an overview of Adidas, including its mission, values, sustainability strategy, history, brands, organizational structure, and global operations. The key points are:
- Adidas is a global leader in sporting goods founded in Germany in 1949 and has grown significantly through sponsorships and innovative product design.
- Its mission is to be the global leader in sporting goods with brands built on passion for sports. Core values include performance, passion, integrity, and diversity.
- Sustainability is a priority, with a strategy and programs to reduce environmental impact, ensure ethical supply chain standards, and contribute positively to communities.
- The document details Adidas' brands, organizational structure, and global presence
The document provides an overview of Nike and Adidas, two major sportswear brands. It discusses their histories, products, endorsements, marketing strategies, revenues, and SWOT analyses. Key points covered include Nike being founded in 1964 and becoming the largest sportswear brand globally. Adidas was founded in 1949 and is the largest sportswear brand in Europe. Their product lines, endorsements of athletes, and competitive positions are analyzed and compared.
The document provides an analysis of the athletic footwear consumer market. It discusses market trends in the US, key players like Nike and Adidas, and consumer behavior factors. Research found comfort is the most important attribute but brand loyalty also influences purchases. Marketing strategies discussed segmenting the target market of Gen Y consumers and positioning products to balance high-end benefits with lower price points.
Nike vs Adidas
Nike and Adidas are two major sportswear brands. Nike was originally named Blue Ribbon Sports and derives its name from the Greek goddess of victory. Its iconic swoosh logo was designed in 1971. Adidas was founded in 1924 by Adolf Dassler and takes its name from his nickname "Adi". Both companies produce footwear, apparel, and accessories. While Nike leads in sales and sponsorships globally, Adidas is growing rapidly and also owns brands like Reebok, TaylorMade, and Rockport. The presentation compares the companies' histories, product lines, marketing strategies, and financial performance over several years.
Adidas is a German sportswear company founded in 1948 that manufactures shoes and clothing. It has annual revenue of over $14 billion and employs over 50,000 people worldwide. The document provides details on Adidas' history, profile, mission, vision, strategies, logos, advertising, organizational structure, supply chain, brand identity, shares, competitors, SWOT analysis, and conclusion.
This document outlines the agenda and materials for a social media marketing program class on community relations and public relations. The class will cover the history of PR, how to write news releases, advisories and PSAs, media relations, and using social media for PR campaigns. Students will work on a class project involving a PR campaign for a nonprofit. The session agendas include recaps, discussions of homework assignments, and presentations by students. Key topics that will be covered are news writing, media lists, pitching to media, creating newsworthy angles, and using different media outlets.
Adidas launched an integrated marketing campaign called "Impossible is Nothing" in 2004 to associate the brand with athletic performance beyond conventional limits. The campaign localized messaging for different markets.
Adidas faced competition from Nike, the global market leader with 40% market share in the US. In 2003, Nike surpassed Adidas as the leader in the important soccer market in Europe.
Adidas' target segment was 12-24 year olds who spent much of their time on mobile media like instant messaging, music/video downloads, and gaming. To be more effective against heavily funded competitors like Nike, Adidas adopted a "Blue Ocean Strategy" focusing on new media like mobile phones.
Digital Marketing Case Study - Deadpool - adidas Global - Herzo 2016GetLyndon
I was invited to Herzo, adidas' HQ, to deliver a thought piece. A digital case study that I crafted at my own discretion. Something that would open up new thoughtways to looking at how one might approach content and advertising. Deadpool was my choice. Maybe not so obvious, but as you shall see, a smashing success with original content and a brilliant marketing campaign to boot. The ROI went through the roof.
l'évolution du travail : de l'ère de l'industrie à la génération des digital ...Frank Rouault, DBA
présentation graphique de l'évolution du travail du point de vue des hommes, de l'entreprise, et de l'économie de l'ère industrielle jusqu'aux années 2010
Александр Сорокоумов. Слепые пятна современного бизнесаIT Spring
Выступление Александра Сорокоумова "Слепые пятна современного бизнеса: где подстелить соломку в тяжелые времена" на конференции IT Spring 2012 (http://it-spring.org)
"Адаптивный дизайн интерфейса JS API Яндекс.Карт и особенности его реализации...Yandex
При разработке интерфейсов для API, неизбежно сталкиваешься с несколькими проблемами. Во-первых, мы не знаем заранее, как будет выглядеть сервис или сайт со встроенными Картами. Важно обеспечить его будущим пользователям наилучший результат — даже если у разработчиков, использующих наш API, вообще нет в команде дизайнера. Во-вторых, проблемы могут возникнуть при адаптации дизайна для разных устройств и размеров экранов. В докладе мы поговорим о том, как и с помощью чего делаются прототипы, и зачем они нужны разработчикам и дизайнерам. А самое главное, разберёмся с адаптивным поведением элементов управления картой, рассмотрим схему работы менеджера контролов. Также мы кратко обсудим другие варианты реализации этого механизма и объясним, почему они не подошли нам.
Ericsson ConsumerLab представляет шестой выпуск своего ежегодного отчета, посвященного 10 основным потребительским трендам. На этот раз исследование, озаглавленное The 10 Hot Consumer Trends for 2017 and beyond, описывает тенденции, которые будут актуальными, начиная с 2017 года. Важной темой уходящего года стал искусственный интеллект: роль ИИ растет в общественной жизни и работе. Кроме того, многие пользователи хотят скорейшего распространения технологий виртуальной и дополненной реальности.
The document provides an overview of Adidas, including its history, leadership, financial details, product segments, and case study issues. Some key points:
- Adidas was founded in 1949 and has grown through acquisitions of companies like Salomon and Reebok. It reported $10 billion in net sales in 2008.
- The company has three product segments: Performance, Originals, and Lifestyle (Y3). Performance focuses on categories like running and football, while Originals and Lifestyle target lifestyle consumers.
- Case study issues include the company's reduced fortunes after changes in ownership, lack of advertising in the US, and opportunities to expand globally and identify new technology products.
-
From media relations to influencer relationsPrezly
Brands no longer share their corporate stories only with the press. They also want to reach internal stakeholders, bloggers or influencers on social media to spread their stories. Corporate communication teams are having a hard time communicating in this new fragmented world. Watch this presentation to learn how your team can leverage modern influencer relations. See practical advice on getting to know your contacts, creating rich stories, sending multimedia pitches and measuring results.
This presentation is made by the team at Prezly
http://www.prezly.com
A team of communication pros and technologists on a mission to help Public Relations teams get their stories told.
SaaS Wars- Attack of the clones was presented during InternetBeta 2016. Conference dedicated to Digital Marketing Pros, mainly from Startups and Interactive companies.
It clarifies how Martech Landscape looks like in Central & Eastern Europe in comparison to Global SaaS giants. Check notes for additional information to every slide!
Сегодня просто необходимо быть немного «провидцем», чтобы успевать за быстро изменяющимися тенденциями в области цифрового маркетинга. Вот и мы решили попытаться заглянуть в будущее, чтобы понять, что брендам следует обратить особое внимание в 2017 году.
1. A Coca-Cola bottling plant began operations in 2004 in the village of Kala Dera, India, which relies on agriculture for livelihood. Within a year, rapid groundwater decline was noticed as the plant extracts up to 1.5 million liters of water daily.
2. Farmers experienced loss of income and children left school to help with household burdens due to water shortages exacerbated by Coca-Cola's operations. The community organized against the plant's closure but Coca-Cola denied wrongdoing.
3. Assessments found Coca-Cola's operations worsened the water situation and recommended relocating or shutting down. However, Coca-Cola
- Adidas is a German multinational corporation founded in 1920 that designs and manufactures sportswear and accessories.
- It has over 169 subsidiaries worldwide and generates over $11.99 billion in annual revenue.
- Adidas sponsors many major sporting events and was the official sportswear partner of the 2012 London Olympics and Paralympics.
Visitors and Residents: useful social media in librariesNed Potter
A keynote for the Interlend 2015 Conference. Blog post explaining these slides in more detail at: http://www.ned-potter.com/blog/visitors-and-residents-useful-social-media-in-libraries.
The Digital Natives myth is readily accepted but ultimately damaging. As students (and staff) come into our higher education system, to make blanket assumptions about their abilities with or understandings of technology based only on their date of birth is to do them a disservice.
An alternative way to explore peoples' use of the net is the Visitors and Residents model from Le Cornu and White (first brought to my attention by Donna Lanclos). I find this a proplerly useful way of thinking, which can help us as libraries provide geniunely useful social media for our users, whether they are in Visitor mode or Resident mode.
This presentation explores why the Digital Natives theory is a bust, introduces V&R, looks at the use of YouTube, Instagram, Twitter and Blogs by libraries, and provides links to more detailed papers on Digital Natives, Visitors and Residents, and other insightful viewpoints.
Elemental is a London-based communications consultancy founded in 2001 that provides digital marketing, media relations, PR, and social media services. They have over a decade of experience helping brands connect with consumers through integrated communications campaigns. Elemental takes the same approach for their own social media presence and has gained recognition as a thought leader, obtaining over 200 print mentions in trade media.
The German test campaign by GE Fabbri to promote the box set release of the iconic TV show "Our Little Farm" was successful. They communicated solely in German across social media channels and through SEO and online PR. This generated buzz and increased online visibility. Competitions and interactive content on platforms like Facebook, YouTube, and their blog engaged audiences and encouraged sharing. As a result, the campaign reached over 400,000 people in less than two months and increased paid subscriptions by 41%. The campaign demonstrated how social media could support advertising to reach different audiences.
Case study for our internal project news and information service the Social Media Portal (SMP). How we use media relations and search marketing to manage the brand
Elemental case study for InfoSpace and InfoSpace Europe. How we used public relations, media relations and online PR to launch new UK products including metasearch engines Dogpile.co.uk, WebFetch and WebFetchPro
Cognifide is a digital agency based in London and Poznan that works with marketing technology platforms. Elemental, a communications consultancy, created a comms strategy for Cognifide to adopt company-wide and build media experience. Elemental defined relevant media, shared knowledge of events, and built relationships to position Cognifide as an expert ahead of trends, generating over 25 print mentions and a 443% ROI.
Elemental provided PR services to raise the visibility of Econsultancy, a UK digital marketing community. They issued press releases, secured articles and interviews featuring Econsultancy's CEO, and established the CEO as a credible spokesperson quoted across industry media. This improved Econsultancy's search engine visibility and generated strong links to news sites. The PR campaign was successful in building awareness of Econsultancy as a key industry resource.
How we launched the software company and its CMS and CRM products for the UK and Europe. How we assisted the brand develop globally with media relations, online PR and social media
1) Elemental provided media relations, online PR, and public relations services for the release of the film The Grinch, including supporting an online advertising campaign across children's and parenting websites.
2) Their efforts included working with consumer, trade, and vertical media outlets to promote the film around its seasonal themes both before and after its release.
3) By creating engaging content and games around the film, they were able to generate interest from journalists beyond just reviews of the DVD or film.
WebtraffIQ is a start-up web analytics company founded in 2002 that provides services to major brands. Elemental was hired to help build the WebtraffIQ brand through media relations, PR campaigns, and establishing the company and its spokespeople as experts in the field of web analytics. Over a three year period, Elemental secured over 150 print mentions for WebtraffIQ and generated a ROI of over 1300% through its communications work, helping WebtraffIQ become one of the top web analytics firms in the UK and leading to its successful acquisition in 2006.
1) The Intel Museum in Santa Clara, California allows visitors to interact with technology exhibitions and educational programs to demonstrate how technology impacts how we live and work.
2) After launching a new website, the Intel Museum faced challenges in re-engaging stakeholders as domestic flights decreased following 9/11.
3) An online PR and strategic linking strategy was developed to highlight the museum's appeal both online and offline, boost web traffic and visibility, and increase relevant link equity through ethical practices integrating digital and traditional channels.
Edward is a thought leader in marketing who has worked with leading organizations to help them achieve excellence. He has extensive experience utilizing and innovating research platforms and has featured in leading media. Some of his projects include identifying Formula One as a preference for Tommy Hilfiger's target audience, developing a digital content strategy for Samsung in the MENA region, and designing the digital elements for an award-winning H&M campaign. He co-founded an audience insight consultancy and has held roles managing social media and as a digital and social media lead.
Case study for niche law firm Briffa specialising in contract, cookie, domain, and IP law. How used media relations and PR to create awareness of the brand and its lawyers
The document discusses using LinkedIn for marketing and outlines its key features such as being the largest professional network with over 260 million members worldwide. It provides strategies for companies to establish a presence on LinkedIn through company pages, publishing engaging content, and measuring performance to refine their approach. The goal is to build relationships and drive traffic, leads, and business opportunities through LinkedIn's professional audience.
SocialMedia.ie is an Irish digital and social media marketing agency. They provide strategies, analytics, monitoring and training services to help businesses succeed online. Their services include digital marketing reports, audits, competitor reports, brand monitoring, strategy development, training, and website/video creation through their in-house studio. They work with a variety of clients across industries to deliver improved audience engagement and return on investment.
Social Media Marketing - A Cloud9 Perspective Cloud9media
Cloud9 Media is social media conversations company. This slide deck showcases opportunities that brands can leverage using social media tools. In addition to this this slide deck carries several case studies cloud9 media created for brands such as Nike, Lerros, Alcott, D&A amongst many others
Our social media agency is located in Denver, CO and Cologne, Germany. This presentation tells you what we do and who some of our clients are. Visit conceptbakery.com and see our other slideshows to learn more.
Please see our other slideshows and our website conceptbakery.com to learn more about what we are working on.
Some of the best conferences throughout 2013 covered in the Marketers Events Calendar infographic. The infographic shows the best content strategy, data, digital, marketing, mobile, PR and social media events to help fellow marketers plan attending or contributing to events from 2013 and into 2014.
It's also an opportunity for marketers to keep up-to-date with UK events, seminars, training and exhibitions to keep informed across rapidly evolving industries.
This document provides information about Elemental Communications Limited, a digital marketing and communications consultancy founded in 2001. It has expertise in social media, digital media, content marketing, and media relations, and has worked with many brands globally. The document discusses Elemental's experience since 2001, services, approach to consultancy, team, and case studies working with fashion and retail clients. It emphasizes Elemental's long-standing expertise in integrated digital and traditional communications strategies.
MGM MIRAGE appointed a communications consultancy to launch its online gaming brand PlayMGMMIRAGE.com in the UK market. The consultancy used media relations and PR strategies to build brand awareness and a positive presence. This included securing relevant media coverage across various business and technology publications. As a result, the brand saw a significant increase in website traffic, delivering a ROI of over 3000%.
Elemental B2B case study for band Jamiroquai. How we used bloggers relations, online PR and social media for two Jamiroquai.com website launches for client Modera
Russell Athletic, an American sportswear brand founded in 1902, launched in the UK market. Elemental Communications was hired to boost this re-launch through their online PR, SEO, and social media work. Elemental analyzed Russell Athletic's 80s-themed microsite and created an integrated digital marketing strategy focused on search and social media. Their efforts included optimizing the site, creating social media assets, encouraging viral videos, and achieving media coverage, resulting in over 100,000 site visits.
The document outlines a rebranding and communications plan for the charity Verity to improve awareness and understanding of polycystic ovary syndrome (PCOS). The plan includes launching a new brand identity, updating digital platforms, engaging communities online, pursuing media coverage, collaborating with partners, and growing membership. As a result of working with communications consultancy Elemental, Verity saw increased website traffic, media coverage, online supporters, and annual membership revenue. Verity's deputy chair credits Elemental with significantly raising awareness of PCOS through their work.
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Croatia's UEFA Euro 2024 Puzzle of Experience versus Youth.docxEuro Cup 2024 Tickets
The Netherlands kicked off their Euro Cup 2024 campaign on Sunday against Poland but will have to navigate the tournament without two pivotal players Frenkie de Jong and Teun Koopmeiners
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Here are our Euro 2024 predictions for the group stages
Will England make it through the group stages?, Will Germany use the home advantage to full effect?
Follow our progress, see how many we get right
If you want to join in let us know before the first game kick off and we can invite you to our private league
or join in with our friends at DeeperThanBlue
https://www.linkedin.com/posts/activity-7204868572995538944-qejG
https://www.selectdistinct.co.uk/2024/06/13/euro-2024-match-predictions/
#EURO2024 #Germany2024 #England #EURO2024predictions
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Olympic 2024 fans worldwide can book Olympic Football Tickets from our online platforms e-ticketing. co. Fans can book Olympic Tickets on our website at discounted prices. Experience the thrill of the Games in Paris and support your favorites athletes as they compete for glory.
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Luciano Spalletti Leads Italy's Transition at UEFA Euro 2024.docxEuro Cup 2024 Tickets
Italy are the defending European champs, but after Luciano Spalletti swapped Roberto Mancini last September, they are still taking the cautious first steps of a new era
According to the report, the consumption of video content related to IPL 2024 has seen significant growth, nearly 3 times more than the previous season, reflecting an increasing interest of fans.
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Euro 2024 Belgium's Rebirth the New Generation Match the Golden Era.docxEticketing.co
The Golden Group is over. Can a new group step up? Two years ago, Kevin De Bruyne plunged Belgium’s Euro 2024 plans into disorder when he claimed the team was “too old” to win in an interview with The Protector. That Belgian squad had 10 players over 30 and the maximum average age of any Euro Cup 2024 team at the competition. A group-stage exit and just one goal at the World Cup put Belgium on course for a restructure.
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Coach Domenico Tedesco has managed a tactical shakeup and a regular exit for some of the oldest players. Experienced bests remain, not least the 37-year-old Jan Vertonghen in defense, the 32-year-old De Bruyne himself in midfield, and 31-year-old Romelu Lukaku up visible.
Still, younger actors like De Bruyne’s Manchester City partner Jeremy Doku bring fresh vitality to the team. Euro Cup Germany Qualifying unbeaten with just four goals allowed from eight games was a welcome sign of accomplishment back on track under Tedesco.
The only other squad in Group E besides Belgium to UEFA Euro 2024 qualify unbeaten, Romania was awestruck by winning a group that also checked Switzerland and Israel. Still, Euro 2024 will test a squad sorely lacking in top-level skill.
Euro 2024: Belgium's Transition from Golden Generation to New Hope
Tottenham guardian Vlad Dragusin is the only Euro Cup 2024 squad member singing regularly for one of Europe’s top clubs this flavor. He even played only nine Premier League games since adoption in January. Goalkeeper Horatiu Moldovan is a stoppage at Atletico Madrid.
There’s a link to the beauty days of Romanian soccer with midfielder Ianis Hagi, son of Gheorghe Hagi, who assisted the team to the rounds of the 1994 World Cup and Euro 2000.
We are only a combine of days away from the UEFA Euro 2024 curtain raiser. The 24 squads are winding up their provisions and getting ready to give it their all to life the wanted Euro Cup Final trophy on July 14. Spread across six clusters, the first hurdle in the knockout phase will be the plump of 16.
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Germany and Scotland will take things off before we get into overdrive in two weeks. Meanwhile, Belgium will be longing to bounce back after a horrendous 2022 FIFA World Cup movement, which ended in the group stage.
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Roberto Martinez completed the way for Domenico Tedesco, who has overseen a compact start to his tenure. The 38-year-old will be assured heading into the group stage
3. Dipping in a toe Two initial campaigns saw us appointed for eight additional ones Complimented offline activity within online environments to raise visibility Multi-lingual campaigns IRE, FR, DE, ES, IT and UK
4. Traction in saturation Ensured the adidas brand was more visible during the World Cup 2006 Created online buzz and complimented TV advertising and sponsorship Extend reach of offline activity and establish influencers
5. Campaigns Worked on a number of campaigns from 2005 to 2007 including: Intelligent Shoe, ClimaCool, Basketball, Gumball, Football, Predator vs F50 World Cup 2006, Jose & Pedro, miCoach and the ‘brand’
7. Social back in 2005 Identified and engaged key blogs and online communities for each campaign Established relationships with key influencers in each key European region Advised on social media and digital at adidas brand summit
8. Viral seeding Video clips seeded on viral, video and UGC sites including YouTube Created the first RSS feed for adidas for podcast, vodcast sites and iTunes Worked regionally to ensure appropriate engagement
9. Not all about social News engine SEO undertaken to increase search engine visibility B2B off and online PR to raise agency awareness and feed through to B2C Key relationships with trade journalists established
10. Setting the agenda Created social media and blogger strategy for next 12 months of campaigns Competitor analysis to measure digital activity of adidas against competitors Established key influencer relationships for future comms
12. Early blogger adoption More than 200+ blog mentions for football, athletics and running campaigns Marketing Europe award on digital for Elemental’s miCoach strategy Set digital agenda for the brand to engage with audience
13. Kicking around numbers 9/10 Google Page 1 results under competitive keywords and phrases 65,000 is the average number of views per video 850,000+ views on YouTube and still growing
14. Before it was cool Before Facebook, Twitter and a number of other social media powerhouses We helped raise visibility of its campaigns using platforms and approaches New to the industry and changed their outlook forever
15. adidas.com website 2005 agency joint pitch; delivering our online PR, social and search strategy For the adidas.com site conveying how the brand was perceived digitally Steered social media direction for 2007-10 activity
16. adidas testimonial “ We were impressed with Elemental’s foresight on developing digital arenas and ability to deliver successful campaigns within evolving social environments.” Richard Prenderville, head of global media, adidas
18. Background: Founded in London, England in 2001, Elemental is an independently owned communications consultancy Brand adidas, Bahamas Tourist Board, InfoSpace, Intel, NESTA, New Line Cinema, MGM MIRAGE, experience: Reebok , Russell Athletic, Topman, Ubisoft, Universal and more Core services: Content strategy , digital marketing, media relations, PR, online reputation management and social media Client sectors: Charity, entertainment, fashion, FMCG, media, music, niche businesses, retail, start-ups and technology (across B2B and B2C audiences) Mission : To create positive seamless relationships between brands and consumers through ethical integrated comms. Continually share our experiences through thought leadership articles, our blog and/or media outlets. To be transparent in what we do and the production work that we deliver challenging the industry and the environments we work within Markets: Europe: Estonia, France, Germany, Italy, Netherlands, Northern Ireland, Poland, Spain and United Kingdom Worldwide: Australia, Canada and United States of America (USA) Published media: Magazines: Including .net, Admap, brandrepublic, B2B Marketing, BBC, Computer Arts, Catalogue & e-business, CorpComms, Digital Arts, Direct Commerce, Internet Works, Mad.co.uk, Making Money, Marketing Week, Media Week, Music Ally, New Media Age (NMA), PR Week, Sports Insight, The Venturer, TechRadar, Third Sector and Web Designer Books: Quoted in Brilliant Online Marketing, Online Marketing for Business and The Bloggers Handbook Radio: BBC Radio Three minute profile elemental
Dipping in a toe Two initial campaigns saw us appointed for eight additional ones Complimented offline activity within online environments to raise visibility Multi-lingual campaigns IRE, FR, DE, ES, IT and UK
Traction is saturation Ensured the adidas brand was more visible during the World Cup 2006 Created online buzz and complimented TV advertising and sponsorship Extend reach of offline activity and establish influencers
Campaigns Worked on a number of campaigns from 2005 to 2007 including: Intelligent Shoe, ClimaCool, Basketball, Gumball, Football, Predator vs F50 World Cup 2006, Jose & Pedro, miCoach and the ‘brand’
Approach
Social media back in 2005 Identified and engaged key blogs and online communities for each campaign Established relationships with key influencers in each key European region Advised on social media and digital at adidas brand summit
Viral seeding Video clips seeded on viral, video and UGC sites including YouTube Created the first RSS feed for adidas for podcast, vodcast sites and iTunes Worked regionally to ensure appropriate engagement
It’s not all all about social media News engine SEO undertaken to increase search engine visibility B2B off and online PR to raise agency awareness and feed through to B2C Key relationships with trade journalists established
Setting the agenda Created social media and blogger strategy for next 12 months of campaigns Competitor analysis to measure digital activity of adidas against competitors Established key influencer relationships for future comms
Impact
Early blogger adoption More than 200+ blog mentions for football, athletics and running campaigns Marketing Europe award on digital for Elemental’s miCoach strategy Set digital agenda for the brand to engage with audience
Kicking around the numbers 9/10 Google Page 1 results under competitive keywords and phrases 65,000 is the average number of views per video 850,000+ views on YouTube and still growing
Before it was cool Before Facebook, Twitter and a number of other social media powerhouses We helped raise visibility of its campaigns using platforms and approaches New to the industry and changed their outlook forever
adidas.com website 2005 agency joint pitch; delivering our online PR, social and search strategy For the adidas.com site conveying how the brand was perceived digitally Steered social media direction for 2007-10 activity
adidas testimonial Elemental managed early social media campaigns such as the Climacool, MiCoach, Predator vs. F50 and the World Cup 2006; some being digital firsts for the adidas brand. We were impressed with Elemental’s foresight on developing digital arenas and ability to deliver successful campaigns within evolving social environments. Richard Prenderville, head of global media, adidas
Elemental profile Check out our three minute profile, a brief summary about us and what we do. We think you’ll like it a lot!
Background: Founded in London, England in 2001, Elemental is an independently owned communications consultancy Brand experience: adidas, Bahamas Tourist Board, InfoSpace, Intel, NESTA, New Line Cinema, MGM MIRAGE, Reebok , Russell Athletic, Topman, Ubisoft, Universal and more Core services: Content strategy , digital marketing, media relations, PR, online reputation management and social media Client sectors: Charity, entertainment, fashion, FMCG, media, music, niche businesses, retail, start-ups and technology (across B2B and B2C audiences) Mission : To create positive seamless relationships between brands and consumers through ethical integrated comms. Continually share our experiences through thought leadership articles, our blog and/or media outlets. To be transparent in what we do and the production work that we deliver challenging the industry and the environments we work within Markets: Europe: Estonia, France, Germany, Italy, Netherlands, Northern Ireland, Poland, Spain and United Kingdom Worldwide: Australia, Canada and United States of America (USA) Published media: Magazines: Including .net, Admap, brandrepublic, B2B Marketing, BBC, Computer Arts, Catalogue & e-business, CorpComms, Digital Arts, Direct Commerce, Internet Works, Mad.co.uk, Making Money, Marketing Week, Media Week, Music Ally, New Media Age (NMA), PR Week, Sports Insight, The Venturer, TechRadar, Third Sector and Web Designer Books: Quoted in Brilliant Online Marketing, Online Marketing for Business and The Bloggers Handbook Radio: BBC Radio
Interested? Now you’re read about us and what we do, are you interested in getting in touch?
Getting in touch
Email [email_address] Telephone +44 (0) 843 208 4592 Learn more with us http://elementalcomms.co.uk/blog http://elementalcomms.co.uk/creds http://elementalcomms.co.uk/showreel Twitter goodness http://twitter.com/elementalcomms http://twitter.com/smponline