Reckitt Benckiser's strong Q1 results are attributed not only to their products being recession-proof, but also to increased marketing spend and a focus on speed of innovation. The company's success stems from well-researched markets, frequent product innovations (40% of revenue comes from products launched in the past 3 years), and marketing that builds brand loyalty. RB's flat organizational structure empowers brand managers and allows for quick decision making, fueling their fast pace of innovation.
The document provides tips for marketing on a frugal budget. It recommends (1) thinking narrowly to focus offerings on a specific audience or niche, (2) owning the ecosystem by controlling related areas, and (3) creating your own marketing channels through customized media, awards, and building a customer community. It also suggests prioritizing insights over information to provide thought leadership, and leveraging online channels where target audiences spend time using a hub-and-spoke strategy. The overall message is that marketing can be effective with limited funds by taking a targeted approach and controlling your messaging.
Bosses in Greater Manchester have rejected plans for a directly elected city mayor for Manchester alone. They believe discussions should focus on further devolving powers across the whole of Greater Manchester. A financial claims company in Manchester is using exercise balls instead of office chairs to improve employee posture and prevent back pain from prolonged sitting. Chartered physiotherapist Karen Willcock praised the initiative, noting that poor posture from extensive computer use can accelerate back problems. Reality TV star Ruth Badger is promoting Feel Good Friday, encouraging businesses to hold fundraising activities in return for donations to the Samaritans suicide prevention charity.
Paypersocial is an innovative Start-up operating in the social media advertising business
Paypersocial engages social network users and transforms them in influencers, dividing with them the economic benefits in exchange for their sharing and endorsement of our communication, advertising, promotion, branding campaigns
Paypersocial enters the online marketing world as a media channel exclusively active on social networks using a carefully devised affiliation network-based business model
Paypersocial represents an attractive investment for Angels e Venture Capital seeking a clear and profitable business model innovatively implemented by respected and experienced entrepreneurs.
Recruitment involves attracting suitable candidates for open positions using various techniques. Internal recruitment focuses on promoting or transferring current employees, while external recruitment considers outside candidates. Common recruitment sources include internal employee referrals, external employment agencies, educational institutions, and advertising through media like newspapers, radio, television, and professional networks on the internet.
This document summarizes several mobile marketing campaigns for L'Oreal. It describes apps for makeup try-on and loyalty programs. The Make Up Genius app allows users to virtually try on makeup using their phone's camera and has been downloaded over 14 million times worldwide. The L'Oreal Paris Privee app provides exclusive offers and rewards for customers. It aims to increase customer engagement, retention, and satisfaction. A short-term Snapchat filter campaign was also developed to promote the Genius app's virtual makeup try-on features.
In "Social Insights: The CPG Industry", we dive into the trends shaping the CPG industry. The report addresses the following questions: what is driving this pressure in the industry, what are the goals of leading CPG companies going forward, and where does social media intelligence fit?
- How the retail industry and changing consumer preferences affect CPG markets
- The unique concerns of CPG brands approaching data-driven strategies
- Three main ways CPG companies leverage social data to enhance their businesses.
One area many CPG brands have begun seeing success is through capturing User Generated Content, and getting consumers to participate in their promotional programs. By inviting the people who already love your brand to help tell your story—through pictures, videos and posts—you can increase overall awareness with other like-minded customers without having to invest heavily into brand produced content. Offerpop dives in with 11 top-notch examples!
L'Oréal is a French cosmetics company founded in 1909 that is now the world's largest cosmetics company. It has 27 international brands, including Maybelline New York and Garnier, and markets thousands of hair, skin, and makeup products globally. L'Oréal achieves high profits through competitive pricing strategies like adopting dual prices that make products affordable for mainstream consumers while maintaining a premium image. It promotes its brands through various advertising channels including fashion magazines, celebrity endorsements, and social media, as well as through salons and retailers.
The document provides tips for marketing on a frugal budget. It recommends (1) thinking narrowly to focus offerings on a specific audience or niche, (2) owning the ecosystem by controlling related areas, and (3) creating your own marketing channels through customized media, awards, and building a customer community. It also suggests prioritizing insights over information to provide thought leadership, and leveraging online channels where target audiences spend time using a hub-and-spoke strategy. The overall message is that marketing can be effective with limited funds by taking a targeted approach and controlling your messaging.
Bosses in Greater Manchester have rejected plans for a directly elected city mayor for Manchester alone. They believe discussions should focus on further devolving powers across the whole of Greater Manchester. A financial claims company in Manchester is using exercise balls instead of office chairs to improve employee posture and prevent back pain from prolonged sitting. Chartered physiotherapist Karen Willcock praised the initiative, noting that poor posture from extensive computer use can accelerate back problems. Reality TV star Ruth Badger is promoting Feel Good Friday, encouraging businesses to hold fundraising activities in return for donations to the Samaritans suicide prevention charity.
Paypersocial is an innovative Start-up operating in the social media advertising business
Paypersocial engages social network users and transforms them in influencers, dividing with them the economic benefits in exchange for their sharing and endorsement of our communication, advertising, promotion, branding campaigns
Paypersocial enters the online marketing world as a media channel exclusively active on social networks using a carefully devised affiliation network-based business model
Paypersocial represents an attractive investment for Angels e Venture Capital seeking a clear and profitable business model innovatively implemented by respected and experienced entrepreneurs.
Recruitment involves attracting suitable candidates for open positions using various techniques. Internal recruitment focuses on promoting or transferring current employees, while external recruitment considers outside candidates. Common recruitment sources include internal employee referrals, external employment agencies, educational institutions, and advertising through media like newspapers, radio, television, and professional networks on the internet.
This document summarizes several mobile marketing campaigns for L'Oreal. It describes apps for makeup try-on and loyalty programs. The Make Up Genius app allows users to virtually try on makeup using their phone's camera and has been downloaded over 14 million times worldwide. The L'Oreal Paris Privee app provides exclusive offers and rewards for customers. It aims to increase customer engagement, retention, and satisfaction. A short-term Snapchat filter campaign was also developed to promote the Genius app's virtual makeup try-on features.
In "Social Insights: The CPG Industry", we dive into the trends shaping the CPG industry. The report addresses the following questions: what is driving this pressure in the industry, what are the goals of leading CPG companies going forward, and where does social media intelligence fit?
- How the retail industry and changing consumer preferences affect CPG markets
- The unique concerns of CPG brands approaching data-driven strategies
- Three main ways CPG companies leverage social data to enhance their businesses.
One area many CPG brands have begun seeing success is through capturing User Generated Content, and getting consumers to participate in their promotional programs. By inviting the people who already love your brand to help tell your story—through pictures, videos and posts—you can increase overall awareness with other like-minded customers without having to invest heavily into brand produced content. Offerpop dives in with 11 top-notch examples!
L'Oréal is a French cosmetics company founded in 1909 that is now the world's largest cosmetics company. It has 27 international brands, including Maybelline New York and Garnier, and markets thousands of hair, skin, and makeup products globally. L'Oréal achieves high profits through competitive pricing strategies like adopting dual prices that make products affordable for mainstream consumers while maintaining a premium image. It promotes its brands through various advertising channels including fashion magazines, celebrity endorsements, and social media, as well as through salons and retailers.
New Media Driver's License Final PresentationJordan Sweat
L'Oreal's comprehensive digital marketing strategy targets consumers with affordable luxury products through educating consumers on social media platforms like Facebook, Twitter, and YouTube. The goals are to make the webpage a hub with display ads, search ads, and social ads while ensuring a responsive mobile design and application to reach consumers and make L'Oreal a leader in the beauty industry through digital content marketing.
Integrated Marketing Communications- L'Oreal by Shivam AgarwalShivam Agarwal
L'Oreal is a French cosmetics company headquartered in Paris. It uses an integrated marketing communications approach with a variety of tools including advertising, sales promotions, events, public relations, online/social media, mobile marketing, and direct marketing. L'Oreal adapts its message strategy based on the market, using celebrity brand ambassadors and slogans with rational and emotional appeals. In the Middle East, L'Oreal partners with online retailers and celebrities and runs campaigns around major events. Its approach to events and sponsorships helps bring the brand to life, and it has generally selected effective partners. Content-based marketing can provide benefits for a beauty brand by building creative messages that incorporate different strategies to engage various
Samsung's U.S. divisions represent a wide range of technology disciplines that include consumer electronics, corporate technology solutions, consumer and business telecommunications, semiconductors, and information systems.
We continuously keep a track of successful digital campaigns carried out in the industry and try to create innovative and creative strategy for our clients that help them grow & multiply.
Future of commerce: Understanding Southeast Asian consumers- AccentureAccenture ASEAN
Consumer packaged goods (CPG) companies must embrace digital commerce to win in an estimated US$340 billion worth of market growth in Asia Pacific.
The sales and marketing ecosystem is changing because of a new generation of consumers in Asia and pervasive digital technologies.
Our research shows that consumers in Asia are not satisfied with their purchase journeys. They seek a single platform where they can act on impulse buy decisions, get tailored product recommendations, and are always connected to their favorite brands.
CPG companies need to bridge existing gaps in consumers’ purchase journeys and provide seamless shopping experiences by building their ecommerce capabilities.
Samsung Electronics was founded in 1969 in South Korea and has since become a global leader in electronics manufacturing. It is the world's largest manufacturer of semiconductors, LCD displays, mobile phones, and memory chips. Samsung invests heavily in research and development, spending around $5 billion annually to develop innovative new products and technologies. This focus on innovation, along with a wide range of consumer electronics products, has made Samsung one of the most valuable brands in the world.
Samsung was founded in 1938 and is now the largest information technology company. It became the world's largest mobile phone maker in 2012, overtaking Nokia. Samsung has assembly plants and sales networks in 61 countries. In India, Samsung has two R&D centers and is the leader in smartphones, LED TVs, LCD TVs, and tablets. It offers a wide range of products including smartphones, tablets, TVs, cameras, and PCs.
Artificial intelligence has the potential to significantly boost economic growth rates through its role as a capital-labor hybrid and its ability to accelerate innovation. AI can drive growth via three mechanisms: intelligent automation by adapting to automate complex tasks at scale, labor and capital augmentation by helping humans focus on higher value work and improving efficiency, and innovation diffusion by generating new ideas and revenue streams from data. For economies to fully benefit from AI, governments must prepare citizens and policy for integration with machine intelligence, encourage AI-driven regulation, advocate ethical guidelines for AI development, and address potential redistribution effects of job disruption.
What are the big trends in mobility that will impact you and your business in 2017? What are the things you need to know and the actions you need to take to be successful?
The 2017 mobility trends report by DMI provides insights, research and recommendations on the trends that will impact consumers and organizations and reinvent business. Each trend includes real-life examples.
The presentation this year covers the following areas:
* Customer Experience including innovation, methodologies, multi-channel and IoT
* Big and small data including solving real problems and faster analytics
* Devices including the latest on smartphones, AR/VR and wearables
* Other technologies including winners in the cloud, native-hybrid and progressive web apps and DevOps
* The next big things…
See how Artificial Intelligence (AI) plays a wide range of increasingly sophisticated roles in creating better customer interactions at the user interface (UI) in trend 1 of Tech Vision 2017.
The document discusses trends in augmented reality (AR), virtual reality (VR), and mixed reality (MR) technologies, noting that while 2016 saw increased adoption and awareness of these technologies, most organizations' approaches to developing experiences with them remained siloed and lacked integration. In 2017, the document suggests, organizations will move beyond treating AR, VR and MR as separate and will instead focus on creating singular, integrated experiential platforms that combine different types of reality into "blurred reality" experiences.
Preparing to sell a business requires more than just preparing the business itself. Owners should also prepare themselves for the sale process. While some recommend techniques like meditation to reduce stress, the best preparation comes from experience-based coaching from advisors who have negotiated many business sales. Coaching from BCMS Corporate is effective because they were established by entrepreneurs who have sold their own businesses before. Their experience ensures they can provide owners with the specific guidance needed to feel comfortable during negotiations and maximize the sale price. Personal preparation of the owner through experienced coaching is a key but often overlooked part of a successful business sale.
Describes the work of Lucidity London, a marketing consultancy, in turning around the fortunes of the ailing leisure centre media proposition on behalf of management at In Situ Media.
Enhancement in NDT inspection for operational effectiveness, efficiency and e...Innerspec Technologies
We intend to show that any change shall be linked, not only to improvement, but also to immediate cost reduction so that all management structure can conceive quick implementation as
part of its department strategy & enhancement in their budget cost.
For that, concepts such as effectiveness, efficiency and excellence must be approached. We will give clear saving cost ways which will follow the terminology.
In Financial terms and without a deep analysis, we can conrm cost savings above 30% from current prices are achieved.
This document discusses the benefits of investing in business intelligence (BI) during an economic downturn. Some key points:
1) BI provides an immediate impact on the bottom line by giving users access to information needed to make better business decisions and see fast ROI.
2) It leverages existing investments in applications like ERP and CRM by extracting valuable data from them.
3) BI gives executives and managers better visibility into the organization through a deeper understanding of business operations.
4) Especially during tight budgets, BI can help understand customers to retain them rather than spending on new customer acquisition.
This document is Hauska & Partner Group's 2009 Communication on Progress report summarizing their support of the UN Global Compact and progress on its principles regarding human rights, labour, environment and anti-corruption. Due to the economic crisis, the company had to consolidate operations but remained committed to the Global Compact. They focused on CSR services, implementing principles internally, and endorsing the Compact "in good times and bad".
This document discusses innovation in the banking and insurance industries. It provides examples of both incremental and radical innovations that have occurred, ranging from automated teller machines to internet banking. The document notes that while stability is important for these industries, customers also reward adaptability and flexibility. It suggests that a framework is needed to help banks and insurers consistently and reliably innovate, both through incremental improvements and larger transformations, in order to better cope with increasing complexity and change.
PTC launched a microsite to introduce their new Creo design software suite ahead of its release. They hired a content marketing firm to develop the strategy and content for the site. The content marketing team created a strategy to position PTC as a thought leader and share information about Creo to educate the audience. They developed content around themes of industry reaction to Creo, design trends, and behind-the-scenes looks at PTC. The team had one month to develop the strategy, content calendar, and initial content to launch the microsite simultaneously with PTC's public announcement of Creo.
The document discusses how CMOs are facing pressure to achieve more with less marketing dollars. It recommends that CMOs adopt the 7S framework to optimize their marketing operations. The 7S framework involves analyzing and coordinating 7 interrelated levers: shared values, strategy, structure, systems, staffing, skills, and style. Adopting this framework would help CMOs standardize success and efficiency across departments, brands, and agency partners.
An analysis of the evolution of Real Time Bidding and its uses in within digital media advertising. Developed insight and models for industry standards with Sunil Sharma, CEO of InferSystems.
Mergers & Acquisitions: What Winners Do to Beat the OddsL.E.K. Consulting
Activity in M&A often comes in bursts. As of the second quarter of 2013, the scent is in the air. Company management is flush with cash, bolstered by buoyant share prices, and face slow prospects for organic growth.
But capturing value by creating a whole that is greater than the sum of its parts is risky. Recently, L.E.K. Consulting analyzed the performance of more than 2,500 M&As between 1993 and 2010 – a period that included two boom and bust economic cycles. L.E.K. found that nearly 60% of companies destroyed shareholder value after the deal closed.
In this new Executive Insights, L.E.K. shares how management can overcome common pitfalls to beat the long odds of creating value through mergers and acquisitions. From identifying the right target to synergy valuation to post-merger integration, winners have shown that with the right approach, value through M&A can be found and captured.
New Media Driver's License Final PresentationJordan Sweat
L'Oreal's comprehensive digital marketing strategy targets consumers with affordable luxury products through educating consumers on social media platforms like Facebook, Twitter, and YouTube. The goals are to make the webpage a hub with display ads, search ads, and social ads while ensuring a responsive mobile design and application to reach consumers and make L'Oreal a leader in the beauty industry through digital content marketing.
Integrated Marketing Communications- L'Oreal by Shivam AgarwalShivam Agarwal
L'Oreal is a French cosmetics company headquartered in Paris. It uses an integrated marketing communications approach with a variety of tools including advertising, sales promotions, events, public relations, online/social media, mobile marketing, and direct marketing. L'Oreal adapts its message strategy based on the market, using celebrity brand ambassadors and slogans with rational and emotional appeals. In the Middle East, L'Oreal partners with online retailers and celebrities and runs campaigns around major events. Its approach to events and sponsorships helps bring the brand to life, and it has generally selected effective partners. Content-based marketing can provide benefits for a beauty brand by building creative messages that incorporate different strategies to engage various
Samsung's U.S. divisions represent a wide range of technology disciplines that include consumer electronics, corporate technology solutions, consumer and business telecommunications, semiconductors, and information systems.
We continuously keep a track of successful digital campaigns carried out in the industry and try to create innovative and creative strategy for our clients that help them grow & multiply.
Future of commerce: Understanding Southeast Asian consumers- AccentureAccenture ASEAN
Consumer packaged goods (CPG) companies must embrace digital commerce to win in an estimated US$340 billion worth of market growth in Asia Pacific.
The sales and marketing ecosystem is changing because of a new generation of consumers in Asia and pervasive digital technologies.
Our research shows that consumers in Asia are not satisfied with their purchase journeys. They seek a single platform where they can act on impulse buy decisions, get tailored product recommendations, and are always connected to their favorite brands.
CPG companies need to bridge existing gaps in consumers’ purchase journeys and provide seamless shopping experiences by building their ecommerce capabilities.
Samsung Electronics was founded in 1969 in South Korea and has since become a global leader in electronics manufacturing. It is the world's largest manufacturer of semiconductors, LCD displays, mobile phones, and memory chips. Samsung invests heavily in research and development, spending around $5 billion annually to develop innovative new products and technologies. This focus on innovation, along with a wide range of consumer electronics products, has made Samsung one of the most valuable brands in the world.
Samsung was founded in 1938 and is now the largest information technology company. It became the world's largest mobile phone maker in 2012, overtaking Nokia. Samsung has assembly plants and sales networks in 61 countries. In India, Samsung has two R&D centers and is the leader in smartphones, LED TVs, LCD TVs, and tablets. It offers a wide range of products including smartphones, tablets, TVs, cameras, and PCs.
Artificial intelligence has the potential to significantly boost economic growth rates through its role as a capital-labor hybrid and its ability to accelerate innovation. AI can drive growth via three mechanisms: intelligent automation by adapting to automate complex tasks at scale, labor and capital augmentation by helping humans focus on higher value work and improving efficiency, and innovation diffusion by generating new ideas and revenue streams from data. For economies to fully benefit from AI, governments must prepare citizens and policy for integration with machine intelligence, encourage AI-driven regulation, advocate ethical guidelines for AI development, and address potential redistribution effects of job disruption.
What are the big trends in mobility that will impact you and your business in 2017? What are the things you need to know and the actions you need to take to be successful?
The 2017 mobility trends report by DMI provides insights, research and recommendations on the trends that will impact consumers and organizations and reinvent business. Each trend includes real-life examples.
The presentation this year covers the following areas:
* Customer Experience including innovation, methodologies, multi-channel and IoT
* Big and small data including solving real problems and faster analytics
* Devices including the latest on smartphones, AR/VR and wearables
* Other technologies including winners in the cloud, native-hybrid and progressive web apps and DevOps
* The next big things…
See how Artificial Intelligence (AI) plays a wide range of increasingly sophisticated roles in creating better customer interactions at the user interface (UI) in trend 1 of Tech Vision 2017.
The document discusses trends in augmented reality (AR), virtual reality (VR), and mixed reality (MR) technologies, noting that while 2016 saw increased adoption and awareness of these technologies, most organizations' approaches to developing experiences with them remained siloed and lacked integration. In 2017, the document suggests, organizations will move beyond treating AR, VR and MR as separate and will instead focus on creating singular, integrated experiential platforms that combine different types of reality into "blurred reality" experiences.
Preparing to sell a business requires more than just preparing the business itself. Owners should also prepare themselves for the sale process. While some recommend techniques like meditation to reduce stress, the best preparation comes from experience-based coaching from advisors who have negotiated many business sales. Coaching from BCMS Corporate is effective because they were established by entrepreneurs who have sold their own businesses before. Their experience ensures they can provide owners with the specific guidance needed to feel comfortable during negotiations and maximize the sale price. Personal preparation of the owner through experienced coaching is a key but often overlooked part of a successful business sale.
Describes the work of Lucidity London, a marketing consultancy, in turning around the fortunes of the ailing leisure centre media proposition on behalf of management at In Situ Media.
Enhancement in NDT inspection for operational effectiveness, efficiency and e...Innerspec Technologies
We intend to show that any change shall be linked, not only to improvement, but also to immediate cost reduction so that all management structure can conceive quick implementation as
part of its department strategy & enhancement in their budget cost.
For that, concepts such as effectiveness, efficiency and excellence must be approached. We will give clear saving cost ways which will follow the terminology.
In Financial terms and without a deep analysis, we can conrm cost savings above 30% from current prices are achieved.
This document discusses the benefits of investing in business intelligence (BI) during an economic downturn. Some key points:
1) BI provides an immediate impact on the bottom line by giving users access to information needed to make better business decisions and see fast ROI.
2) It leverages existing investments in applications like ERP and CRM by extracting valuable data from them.
3) BI gives executives and managers better visibility into the organization through a deeper understanding of business operations.
4) Especially during tight budgets, BI can help understand customers to retain them rather than spending on new customer acquisition.
This document is Hauska & Partner Group's 2009 Communication on Progress report summarizing their support of the UN Global Compact and progress on its principles regarding human rights, labour, environment and anti-corruption. Due to the economic crisis, the company had to consolidate operations but remained committed to the Global Compact. They focused on CSR services, implementing principles internally, and endorsing the Compact "in good times and bad".
This document discusses innovation in the banking and insurance industries. It provides examples of both incremental and radical innovations that have occurred, ranging from automated teller machines to internet banking. The document notes that while stability is important for these industries, customers also reward adaptability and flexibility. It suggests that a framework is needed to help banks and insurers consistently and reliably innovate, both through incremental improvements and larger transformations, in order to better cope with increasing complexity and change.
PTC launched a microsite to introduce their new Creo design software suite ahead of its release. They hired a content marketing firm to develop the strategy and content for the site. The content marketing team created a strategy to position PTC as a thought leader and share information about Creo to educate the audience. They developed content around themes of industry reaction to Creo, design trends, and behind-the-scenes looks at PTC. The team had one month to develop the strategy, content calendar, and initial content to launch the microsite simultaneously with PTC's public announcement of Creo.
The document discusses how CMOs are facing pressure to achieve more with less marketing dollars. It recommends that CMOs adopt the 7S framework to optimize their marketing operations. The 7S framework involves analyzing and coordinating 7 interrelated levers: shared values, strategy, structure, systems, staffing, skills, and style. Adopting this framework would help CMOs standardize success and efficiency across departments, brands, and agency partners.
An analysis of the evolution of Real Time Bidding and its uses in within digital media advertising. Developed insight and models for industry standards with Sunil Sharma, CEO of InferSystems.
Mergers & Acquisitions: What Winners Do to Beat the OddsL.E.K. Consulting
Activity in M&A often comes in bursts. As of the second quarter of 2013, the scent is in the air. Company management is flush with cash, bolstered by buoyant share prices, and face slow prospects for organic growth.
But capturing value by creating a whole that is greater than the sum of its parts is risky. Recently, L.E.K. Consulting analyzed the performance of more than 2,500 M&As between 1993 and 2010 – a period that included two boom and bust economic cycles. L.E.K. found that nearly 60% of companies destroyed shareholder value after the deal closed.
In this new Executive Insights, L.E.K. shares how management can overcome common pitfalls to beat the long odds of creating value through mergers and acquisitions. From identifying the right target to synergy valuation to post-merger integration, winners have shown that with the right approach, value through M&A can be found and captured.
1) The Interpublic Group of Companies reported solid and steady progress in 2006, including organic revenue growth and continued strengthening of its talent base.
2) Significant strategic moves in 2006 included merging Draft and fcb to form Draftfcb, an integrated creative agency, and reorganizing media operations.
3) IPG improved its capital structure through an ELF transaction and debt exchanges, providing more flexibility to invest in digital and emerging markets.
The Interpublic Group of Companies 2006 Annual Report summarizes the company's performance and strategic direction. In 2006, Interpublic achieved organic revenue growth, remediated financial controls, and positioned itself for future growth through strategic mergers and investments. Looking forward, Interpublic aims to continue improving financial strength and transition to revenue growth by investing in digital capabilities and emerging markets.
CHAPTER 3
PROJECT MANAGEMENT
THE ESSENCE OF PROJECT MANAGEMENT
“First, have a definite, clear practical ideal; a goal, an objective. Second, have the necessary means to achieve your ends; wisdom, money, materials, and methods. Third, adjust all your means to that end.”
—Aristotle, ancient Greek philosopher and scientist
THE BBC DIGITAL MEDIA INITIATIVE
In 2007, the British Broadcasting Corporation (BBC) launched the Digital Media Initiative, an IT project meant to digitize media production and media asset management across the organization. Originally estimated at a cost of £80 million ($128 million), DMI was intended to introduce a tape- less workflow—from raw footage to finished programs—and give BBC staff immediate desktop access to the entire BBC archive. It was predicted that the DMI would save the company 2.5 percent in media production costs per hour, bringing a return of £100 million ($160 million) by 2015. In 2008, the BBC awarded the contract to Siemens, its long-time technology partner; however, that partnership broke down in 2009, with neither company taking direct responsibility for the failure. Rather, the two companies issued a statement saying, “The media environment has changed a great deal since the DMI project began, and both organizations have been in discussions about the way forward. The BBC and Siemens have reached an agreement that allows the BBC to complete the
Chapter 3
project in-house.” DMI was dubbed the “Don’t Mention It” project and delegated to the BBC’s chief
62
technical architect and executive producer.
Once in-house, however, DMI ran into a series of obstacles. Behind schedule, the IT team struggled to get end users to commit to firm project requirements and priorities. “Throughout the project, the team informed me that the biggest single challenge facing the project was the changes to requirements requested by the business,” said the former chief technology officer John Linwood. The result was a constantly fluctuating project scope.
In addition, the technology team sought to adopt an agile development approach, so that the software would be produced bit-by-bit, with the business units exploring each incremental release as it was developed. Linwood claims, however, that the business units did not want to take the time to test the releases. Eventually, the IT team simply developed major system components with minimal business unit testing. Meanwhile, the project was falling further and further behind sched- ule. In addition, the BBC did not assign anyone the responsibility or the authority to oversee the adoption of the program by the business units, depriving the DMI of effective project integration management. Because the transition from tape-based production and asset management to digital production and asset management necessitated a significant shift in work processes, management of the adoption and integration of the DMI into business units was essential.
In May 2013, the B.
This document discusses the concept of "minimum viable transformations", which are lightly constructed versions of potential new business models that companies test to learn about risks and uncertainties. It provides examples of companies like Intuit that have successfully transformed their business models by applying principles from startup culture, such as building minimum viable products. The key points made are: 1) Companies are increasingly pursuing business model innovation to keep up with changing market conditions. 2) Transforming business models at scale is risky, so testing prototypes first can provide valuable learning. 3) Intuit transformed to a software-as-a-service model by "acting small" and applying minimum viable product thinking. 4) Minimum viable transformations allow companies to learn fast by failing small in a controlled
This document discusses priorities and challenges for the banking industry in 2009 following the 2008 financial crisis. It summarizes responses from banking and insurance colleagues on their plans to focus on costs, quality over quantity of projects, and addressing regulation. It also notes divisions in the industry, with some institutions better positioned than others. The document advocates for lean processing techniques to reduce costs and eliminate waste. It provides examples of how to map processes and identify opportunities to streamline workflows and make them more efficient.
This annual report summarizes Pitney Bowes' performance in 2006. It discusses the passage of significant postal reform legislation in the US, which creates opportunities for Pitney Bowes to help customers leverage the mailstream. It also details how Pitney Bowes has transformed itself through acquisitions and restructuring to expand beyond mail finishing and into other areas like software, mail services, and marketing services. The report introduces Pitney Bowes' new seven-segment business structure and discusses how the company is well-positioned to support the emerging "Mailstream 2.0" environment through its technologies and services.
The annual report summarizes Pitney Bowes' performance in 2006. It discusses key developments including the sale of the Capital Services business, the creation of seven new business segments, and the passage of significant postal reform legislation in the US. The report highlights how Pitney Bowes is positioned for growth and innovation through its expanded portfolio and solutions that leverage the mailstream platform. Financial results were strong and the company reiterated its investor value proposition of high returns over the long term.
The annual report summarizes Interpublic's financial results for 2007 and discusses progress and plans for the future. Key points:
- Net income and earnings per share were the highest since 2000, as organic revenue grew 3.8% and operating margin improved.
- All material control weaknesses identified in previous years were remediated.
- Strategic focus areas include digital capabilities, high growth markets and competencies, and targeted acquisitions.
- Continued investment in talent and resources across the agency portfolio is supporting improved performance and new business wins.
- Financial and operational improvements since 2005 demonstrate significant progress in the turnaround.
1) The Interpublic Group of Companies saw strong financial results in 2007, with organic revenue growth of 3.8%, operating margin of 5.3%, net income of $131.3 million, and earnings per share of $0.26.
2) They completed remediation of 18 material control weaknesses and achieved Sarbanes-Oxley compliance, allowing them to reduce external costs and focus on profitability.
3) Looking forward, Interpublic is committed to competitive organic revenue growth and an operating margin target of 8.5-9% for 2008, barring a significant economic slowdown.
- The annual report summarizes Interpublic's strong financial results in 2007, including organic revenue growth of 3.8%, operating margin of 5.3%, net income of $131.3 million compared to a loss in 2006, and earnings per share at the highest level since 2000.
- It attributes the turnaround to talent additions, strategic decisions, and focus on financial infrastructure, allowing the company to reduce costs and improve profitability.
- Interpublic aims to address evolving client needs through its range of powerful brands, with a focus on developing new tools, structures, and a new business model, especially in digital media and high-growth markets and competencies.
Similar to Marketing Week: RB Speed To Market (20)
1. May 8 2008 www.marketingweek.co.uk
Speed to market
Reckitt Benckiser’s
winning formula
2. Cover story
Reckitt Benckiser
The speed of innovation
The Q1 results for cleaning products giant Reckitt Benckiser have beaten all forecasts, but this
is not merely a result of the products’ immunity to times of financial peaks and troughs. In an
exclusive interview, the RB’s top marketers talk to Louise Jack about the company’s success
Dark Knight.
R
eckitt Benckiser (RB) has only one small consumers do not tend to buy more cleaning mitment to its brands”, Thomas claims. In a cli-
request prior to its top UK marketers products during a financial upturn, neither do mate where many are cutting their media spend,
embarking on their first-ever interview: they buy less in a slowdown. But Becht has also he adds: “We’re not doing less, we’re doing more.”
could we please not use the headline “Reckitt put RB’s success down to a hike in marketing
Benckiser Cleans Up”? spend that is paying off “ in spades”. THE NEED FOR SPEED
A cursory investigation reveals that the press Stain remover Vanish dominates the laundry The RB formula sounds simple enough: well-
has used this particular headline ad infinitum aids market and Finish, the dishwasher deter- researched markets, good product innovation,
since the company’s first quarter 2008 results, gent, commands 60% of that £200m market and strong marketing, all creating brand loyalty and
just over two weeks ago. To be fair to the head- has consistently rebuffed efforts by Procter & driving up margins. But when Thomas reveals
line writers, it is easy to see why The household
. Gamble (P&G), Unilever and Henkel to enter the that, at any given time, 40% of revenue comes
goods giant reported such forecast-beating results fray. Other brands such as Calgon, Dettol and from products launched in the previous three
(net revenues of £1.51 billion, up 20% on the same Airwick have also been in demand. years, one begins to get an idea of the velocity at
quarter last year) it raised its full-year targets. RB’s UK marketing director across the house- which it all takes place.
While others are wringing their hands, RB – hold and personal care division, Phil Thomas, Thomas has been marketing chief of house-
maker of Vanish, Finish, Cillit Bang, Dettol, says that the company made an increase in media hold and personal care for just under a year. Prior
Clearasil, Nurofen, Lemsip and Airwick among investment of 29% in quarter one. That, mean- to RB, he was with Procter & Gamble (P&G) for
others – is performing above expectations. Chief ing global media spend is a whopping 12.9% of 15 years working primarily on its laundry brands.
executive Bart Becht has pointed out that while net revenue, is a “clear indication of RB’s com- He explains how the company manages to
16 : Marketing Week 08.05.08 www.marketingweek.co.uk
3. Cover story
Reckitt Benckiser
Part of the small team: who runs the RB business at the agency, adds:
Phil Thomas (left) and “Pace is behind everything that RB does, in terms
Camillo Pane (right) of innovation and in terms of decision making.
You always exit a meeting with a decision and
that creates speed. You’re through and out the
other side at the speed of light – and then onto
the next one.”
Southey says that, because RB is one of the
UK’s top five advertisers, according to Nielsen
Media Research, there is a huge volume of com-
munications going through the agency and its
group companies. The process has involved a core
team being established, in a way that reflects RB’s
own structure. Specialist services are drafted in
from Euro RSCG’s group companies as and when
required, so that a “comprehensive, cohesive
approach” can be applied.
The agency’s work for RB may not win may
creative awards but Southey explains that the
strategy behind the executions is based around
being clear about what consumers want, then
informing them with fresh news in compelling
ways. “Like most of these things, the beauty is
in the simplicity,” she says.
The formula is applied across its healthcare
brands too. The company already counted Lem-
sip and Gaviscon among its over-the-counter med-
icines portfolio but with its £1.93bn takeover of
Keeping things clean: Boots’ healthcare operation in February 2006, it
Airwick, Finish, And it is not just the senior management that obtained brands including Nurofen, Strepsils
Lemsip and Cillit Bang is empowered. Thomas says one of the key dif- and Optrex.
are beating sales ferences between RB and other similar compa- Already, innovations to Strepsils and Nuro-
forecasts, helped by nies is that brand and marketing managers get fen, with the high-visibility launch of Nurofen
the fact that they are to participate in innovation programmes as well Express in July 2007, has seen significant growth
products which are as being truly responsible for the top and bottom in the brands acquired from Boots. Pane says
not affected during line of their brands. that, for Nurofen, it was simply a matter of giv-
economic downturn Thomas maintains this is highly unusual and ing the brand the “RB treatment”.
explains in companies of this size, middle man- He explains that Nurofen had seen little or no
churn out product innovations faster and often agers normally work on one side or the other innovation in almost a decade. Consumer
more cheaply than its competitors: “For a start, and marketers often do not get involved in inno- research revealed the unsurprising insight that
we are a flatter organisation than most compa- vation until they have been at a company people want an analgesic to work fast. A new fast-
nies. There are simply fewer people to talk to “for years”. acting product was developed and launched with
and fewer people to argue with. We don’t have great success, winning over-the-counter medi-
endless meetings, because there’s no one to AN ‘ENERGETIC’ APPROACH cine industry awards.
have them with.” Camillo Pane, UK general manager of health- Pane says that, despite the limitations that
The structure of the company is such that care, is an RB veteran and currently overseeing over-the-counter medicines have in terms of
there are only two people between Thomas and the division’s operation while the recently pro- meeting regulations, clinical data and trials, the
the chief executive; in the form of his immedi- moted Hanna Novak finds her feet in her new plan is to “accelerate the innovation process time-
ate boss, the regional vice-president, who reports role as its marketing director. Pane explains that line” for RB’s healthcare brands.
to the head of Europe, who in turn reports “energetic” strategy and innovation forums take Thomas himself displays a sense of duty by
directly to Becht. place and says: “We don’t leave unless a decision saying that the company’s competitive edge must
“If need be, I can lift the phone and get a has been made and everyone knows what has to not be compromised by long-winded processes,
decision from Bart Becht on any given subject be done to launch a specific campaign or inno- slowing the path to market. He concludes:
within 24 hours,” says Thomas. In a comparable vation at a particular time.” “Reckitt Benckiser is a vast machine of innova-
organisation, Thomas might find five or six RB’s advertising agency Euro RSCG has to tion and it’s beholden to the marketers to main-
levels between himself and the chief executive. keep in step with this rhythm too. Sam Southey, tain the same velocity .” �
www.marketingweek.co.uk 08.05.08 Marketing Week : 17