Brand Knew

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Branding matters. Because branding matters.

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Suresh Dinakaran

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Dear friends!

Its arrived. And come in a hurry. 2014 has just

whizzed past us and it is difficult to imagine that

this indeed is the last issue of the year. Well, as

has been the case with every Brand Knew edition,there is lots to read in this issue. How about some

lessons in re branding from Monica Lewinsky? Or

Scott Goodsons insightful and compelling version

of the threats that are hampering global brand

building? As marketing gets more bottom up, we

examine the need for more left brain thinking. No

veil or cloak here, brand is the experience and

experience is the brand,as vividly articulated by

Vikram Chadha in his inaugural column for the

magazine. We also evaluate some of the Social

Trends that will gain currency in 2015. This issue

also looks at a toss up between Television & the

Internet as the best place to build brands. Lots

more to look forward to as we thank you for your

continued patronage, sign off for the year and

prepare to welcome another year of opportunities,

challenges and brand stories. Peace & Goodluck!

Best always

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CONTENTS

Book, Line & Sinker

How to Read (and Decide) Your Marketings Fate [Infographic]

Do you need to be a certain type of person to work in marketing?

The five worst threats to global brand building

Are marketers as tech-savvy as we think?

The Sony Logo That Never Was

Brand is the experience & experience is the Brand

7 social trends you need to know for 2015

How brands can join the wearable revolution

A Lesson in Rebranding From Monica Lewinsky

Why Left-Brained Thinkers Are Becoming MoreImportant in Marketing

Wesley R. Hartmann: Where to Build a BetterBrand Television or the Internet?

Why James Bond Still Drives an Aston Martin,Even If Hes Not Helping Sales.

Why Your Data Scientists Need to Be Storytellers, andHow to Get Them There

Nike Lawsuit: How 3 Top DesignersAllegedly Stole IP And Left For Adidas

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Why Left-Brained Thinkers

Are Becoming More Importantin Marketing

Derek Slayton

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Marketing has long had a reputation as the domain for more

creative typeswordsmiths, artists, conceptual thinkers, and

message-makers. Though that reputation is partially earned

and accurate, it has also been inflated by the Mad Men-

defined persona who focuses primarily on design ideas and

creative copy before knocking off for the day (and knocking

back three fingers of scotcheven if it happens to be 11AM).

While creat ive, right-brained thinking will always have a

place in the marketing suite (can anyone contest the message

is more important than ever?), the other half of the brain is

increasingly importantand seems to be getting a little more

respect as of late.

More importantly, we are seeing best-in-class marketing

shops building teams that effectively use both sides of the

cerebrumcreative and data-driven thinking and execution.

A Shift in Thinking

In the B2B world, a great side effect of these combined forces

has been marketings shifting role in business as a strategic

player with a more respected seat at the executive table.

Unlike sales and engineering, marketing has historically

struggled for this spot.

Perhaps for the first time ever, a dollar invested in marketing

can deliver a higher return than a dollar invested in sales.

Thats not to say its a zero-sum game, but the discussion

about how the dollar gets split is more relevant (and

important) than ever. That has made the C-suite sit up and

pay attention, and it has required marketing to become a

lot more accountable. Along with the ability to measure and

show results comes the ability to influence go-to-market

strategy. Theres never been a more exciting time to be in the

marketing business.

Personally, I am excited to be a part of this shift. Not because

I value creativity less, but because I value the balance of left-

and right-brained thinking more. We are living through this

here at NetProspex as we growand we are working with

many other B2B marketing organizations as customers who

are leading the charge.

From that set of influences, I see (at least) a few key forcesdriving the evolution of marketing and its role in the business:

Mass adoption of marketing technology.Marketing

technology spend is on the rise, and it doesnt appear

to be stopping anytime soon. Weve seen the stats to

back it up: Laura McLellan of Gartner predicts that by

2017, CMOs will spend more on IT than CIOs. And we

have had some great conversations that reinforce those

facts. For most companies, the conversation is not about

whether they need to adopt new marketing technology

but when and what tools and platforms to use. But like

any IT investment, marketing is being tasked with showing

ROI for these investments. How is this technology helping

to generate interest, reduce costs and, most importantly,

drive revenue?

The evolution of the buyers journey. To say thebuyers journey has changed is a vast understatement.

Weve all heard the stat: the B2B buyer is 57% through

the purchase decision before engaging a supplier sales

rep [PDF]. Other stats state its even higher. Either way,

todays marketers are required to carry the ball much

farther down the field. Theyre focused on educating

and engaging prospects, uncovering who they are, and

how and where they can deliver value. This demands a

whole new level of analysis on the lead funnel (or buyer

journey) and a greater understanding of where and how

prospects are coming in, whats meaningful to them, and

where and why they are dropping off.

Increase in marketing channels. Ann Handley

(chief content officer at MarketingProfs) recently said

to me that online is the new tradeshow a simple, yet

profound statement. It used to be that in B2B, you went

to tradeshows to get educated on vendors. Now, you go

online. You read content, you join Twitter conversations

on your areas of interest, you follow companies on

LinkedIn, and you engage with like-minded people with

similar problems to help find your solution. Todays

marketer has to understand which of these channels

to turn up, and which to turn off. The only way to do

that is to understand which are working and why theyre

working. Enhanced focus on measurement. More and more

companies are adopting the philosophy that if it cant

be measured, it didnt happen. All the influences above

require a more sophisticated approach to measurement.

Companies must understand what channels are truly

helping move the needle in building their brand and

driving sales. Todays successful marketers are delivering

the measurement goods.

Those influences arent just affecting what types of marketers

companies are looking for, but also what kinds of jobs are

opening up. Some proof: How many times have you heard

the term chief marketing technologist mentioned in the lastsix months? Compare that with six years ago. A premium is

being placed on tech savvy, digital expertise, process, and

analytics.

Im not one for crystal-ball predictions, but I think its safe

to say well continue this shift toward left-brain thinking and

data-focused, technology-oriented capabilities.

Derek Slayton is CMO of NetProspex, a provider of B2Bdata services. He has over 20 years of experience intechnology sales and marketing.

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How to Read (and Decide) Your

Marketings Fate [Infographic]Vernica Maria Jarski

Can you read whats in the cards for your marketing

campaigns? Some companies canwhen they use the right

tools and techniques.

Heres a look at three ways to predict the possible future of

your marketing, according to Marketo.

One tip is to write your marketing destiny. Compared with

ill-prepared companies, those with documented marketing

plans were nearly 2X more likely to stay on strategy most or

all of the time, states Marketo.

When you plan, make sure you have the right calendar.

More than 2/3 of marketers agree that using a marketing

calendar is important, but most are unsatisfied with their

current tools, reports Marketo.

Popular tools include online calendar tracking software,

Outlook, Google calendar, desktop calendar program,

spreadsheets, and whiteboard calendar.

To learn more about calendar must-haves and planning for

the future, check out the infographic:

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Veronica Maria Jarski is the Opinions editor and asenior writer at MarketingProfs.

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The five worst threats to

global brand buildingScott Goodson

Brands hurdle through the sky and around the world with

unprecedented speed. At least the brand and its values, its

vision and point of view can be spread quickly like wildfire

across oceans and geography.

The ancient brands of the past, built over decades, and

centuries have a different attitude. Quick? They quip. Not

possible. Weve been the brand of choice for the most famous

people in the history of the human race. It takes time and

huge investments and gazillions of dollars.

No, not true say the young upstarts aiming for global

relevance and adoration and an ever increasing slice of the

global middle classs daily spend.

After 30 years building some of the worlds most iconic

brands, I see positives from both sides of this debate.

In early part of this century, I was the creative lead behind

Heinekens push to establish one global brand, one global

advertising campaign across all territories. An achievement

that never had happened prior to this before. It took

incredible patience, relationships and a great idea and

finally we managed to achieve this objective past politics and

challenges. One brand, one name. It was the reason I moved

from StrawberryFrog Amsterdam to start StrawberryFrog

11 years ago. Since then I had the pleasure to lead the

global brand advertising for Emirates Airline and wrote the

movement motto Hello Tomorrow, oversaw LGs new global

brand idea Its all possible, the global digital and social

branding for Pampers. I pinned the words Make History

on a wall that articulated the global strategy to build the Jim

Beam brand across all territories. Google, Morgan Stanley,

and one of my most favorites the global cultural movement

RISE for one of Indias most powerful

companies: Mahindra. These were brands built on an ideathats highly relevant to a wide range of people, based on

universal insights and the familiar echoes of human desires.

Always the same two or three words repeated back to

crystallize a common and relevant point of view, that many

people can rally around. In my best selling book UPRISING:

HOW TO BUILD A BRAND AND CHANGE THE WORLD BY

SPARKING CULTURAL MOVEMENTS argues that brands

should be striving to design global movements, after all. Not

just doing traditional positioning thats so 2005.

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So many different examples of big idea brand building that

buttress entire companies, with an immense workforce or

hothouses of innovation.

But increasingly there are examples of brands that spread

their story like lightning compared to traditional brands. Andyet these modern brands, while they spread, they also live

off of the violent waves of the global internet feeding off

positive stories and on the benefit of strangers who spread

the positive word via social media - brands such as Airbnb

and Uber. But for these new brands it can be a forest of

spikes and dark caves. Today for example Uber was banned

in Delhi because one driver was accused of rape but yet word

of this spread across the social space in the blink of an eye.

My gut says to me that while speed can be a virtue it feels

that the cornerstones of global brand building remain

unchanged. And that avoiding or worst ignoring them will

bring you bad voodoo.

Heres the path you must take. These are threats to global

brand building that you should take heed.

1. Your mouth may drop open but must build a global brand

based on a big movement idea that is relevant across all

territories and not just talking about yourself and your

great company. The idea must be bigger and richer

than the product, service you provide or your company.

What s relevant to the daily lives of your consumers?

What matters in their daily lives? Its not about yourcompany.

2. A global brand faces many hurdles to birth. Differences

between countries shouldnt be one of them. Weve

developed a process that overcomes these obstacles. We

disconnect all things that we can disconnect. And connect

the important things that companies need to connect to

build the brand across borders. One wire goes to ground

and one goes to sky.

3. Global brand building happens slowly and meticulously.

It cannot be rushed, yet the building blocks are needed

even in exciting times. Plant your feet firmly in the earth.

And aim for global. It cannot remain in the echoes of theglobal management teams head.

4. Be a brain against a microphone and become a

courageous confident thought leader with a rising

purpose. Be the movement that employees and consumers

cannot help but join and be a part of.

5. Maximize all of this through creative that people press

their nose against the window to get a peek at. Express

your ideas with cunning creative content that begets an

unconditional devotion to the brand.

You fidget in anticipation about a glorious global brand--all

absolutely doable. Without a global brand, eventually the bighandsome global brands will come and drag your consumers

away, creating frustrations.

Scott Goodson is founder of the wor lds first movementmarketing agency strawberryfrog. Hes best sellingauthor of Uprising: how to build a brand and change theworld by sparking cultural movements. Scott developedthe idea of movement marketing as the modern way tobuild a brand and has worked with Emirates Airline,Heineken, Jim Beam, Google and Mahindra.

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Brand is the experience &experience is the Brand

Vikram Chadha

In the 80s and early 90s it was the product economy which

ruled the roost. From mid 90s to till about 2010 the products

differentiators started becoming the same and services

gained prominence. Over the last 3 to 5 years services are

also becoming the same. Both products and services have

become passe, and there is a new economy which puts the

journey of the customer at the centre of everything. I call it

the experience economy. Here I will share some examples of

new companies and old companies of what they are doing

in this experience economy and then we will lay some key

principles and attributes which are required in building the

brand and the experience. In the experience economy, brand

is the experience and experience is the brand.

The first example I want to share is of a company which built

its entire brand and service based on experience. Besides

the disruptive business model it is the experience that the

customers of Netfix rave about. Building a great brand,

especially online, starts with offering exceptional value to the

customers. In the eyes of the Netflix subscriber, the brand

Netflix is built through amazing customer experiences, which

is what makes the Netflix subscribers highly engaged with

the brand, loyal and strong passionate advocates of the

brand. Netflix experience has created a plethora of wows-

the Netflix subscriber is spoilt for choice. In his onboarding

process he has a huge selection of movies to choose from, he

can find and select what he wants easily, he gets the movie

delivered to him or streamed in time, all this happens with

simple ease of use and convenience. All this is available to

the subscriber at a very fair price and offered through very

simple monthly based value proposition. These capabilities

have been made available by technology, but it is this simple

experience which is at the centre of Netflix brand building

efforts.

The first experience differentiator is in the selection of titles.

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Netflix removed the physical constraints of the store and

the geographic constraints of reaching a location. Netflix

selection choice gives the customers an advantage to select

the popular, not so popular, critics choice, most importantly

their own choice which the traditional stores simply cannot

match. One of the stellar experiences that Netflix worked out

is matching content with the customers. They have developed

a proprietary recommendation system called cinematch.

Every time the subscriber sends back a movie, Netflix requests

for a rating of the movie, the subscriber with a single click can

rate the movie. With this data and based on the millions of

feedback by other users, Netflix has developed a map of user

ratings and steers its customers towards movies and shows

preferred by people with tastes that are most like yours. In the

experience economy the community collaboration has a big

role and we see this coming into play here as well. I call this

system as collaborative analytics as this adds a high level of

sophistication to the customers experience. This experience is

fantastic as it monitors trends among customers and uses thisthis data to personalize an individuals customer experience.

This input is then reflected on the web and mobile page of

Netflix of each subscriber as each one is displayed with a

customized web page with only the titles that he is most likely

to be interested in. This enables the customer to request for

the new titles easily and creates a superlative experience

chain reaction. It is simple, personalized and relevant which

are the key attributes of this experience economy. From my

point of view this experience on Netflix has created a very

strong following for the brand Netflix. This powerful engine

enables experiences which makes the Netflix subscribers a

strong advocate of the Netflix brand. I am one of them. The

experience they offer to the customers is platinum standard.

My second example is of UBER. Though UBER has been in

the news lately for all the wrong reasons however UBER is a

testimony of what experience should be and this experience

has ultimately led to define the UBER brand. One has these

services at your fingertips whenever you need a ride and you

are in complete control. Once you open the app you can

visually see how many UBER vehicles are in the vicinity. One

can make out which vehicles are free for a ride and which

vehicles are carrying passengers. As a member one can set

up the pickup location, one can choose the car which you

want. Within five minutes, you have a professional UBER

driver at your service.

Once you have chosen the vehicle, UBER creates a wow

experience for you. One receives a text confirmation indicating

the time of arrival, vehicle make, along with the license plate

number, the photo of the driver and his rating. After you

have taken your ride, you have the opportunity to provide

complete feedback, you rate the vehicle, the driving alongwith the professionalism of the driver who took you to the

location. The entire experience that one gets is outstanding

driven by a simple user friendly app. This kind of experience

propels the ecosystem of an experience which is memorable.

The drivers want a good rating as it equates to more selection

for them which means more trips, which in turn means more

money. For the customer the simplicity of hailing a vehicle at

your convenience in your location and the experience you get

creates a service which you want to use often.

UBER has built its brand by taking the experience to another

level. The premium it is able to command from the consumer

is because of the awesome experience it offers. There is

no money exchanged with the driver, there is no tipping

involved as the UBER experience offers a hassle free cashless

transaction, as the UBER experience already has your credit

card details registered with them. The cherry on the cake is

when you get an UBER receipt, besides getting the fare one

also gets the miles travelled and map, the average speed

and the duration of your ride.

To sum up what is unbelievably cool is the entire experience.

They have been able to turn the entire transportation and taxi

industry upside down because of their simple differentiated

experience. Consumers love the experience and they share

their real time experiences with others. This results in positive

word of mouth which eventually leads to building a brand.

From the incredibly simple app, one can ride a car service

which you get within five minutes of your request. Next in

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your experience journey you get all the text messages

with your updates. The ride and the quality of the car is

an experience in itself as it is comfortable and classy. The

feedback mechanism and the cashless transaction makes it

a ride to remember everytime. This is the key in building the

brand as this entire journey is enjoyable, memorable, and

hence the reason the consumer calls this as an UBERESQUE

experience.

My next example is of

Coca-Colawhich for many

decades has been the most

valuable brand. The reason

Coca Cola has managed

to do this is because of the

strong connect they have

been able to have with their

consumers consistently. In

2014 Coca Cola has been

displaced from the top by

Apple and this is clearly a

reflection of the times welive in. However as always

Cola Cola is adapting and

becoming relevant to its

consumers. I do not know

how many of you have seen

the new Coca-Cola ad of

Vietnam. If you have not

seen the ad you may check out the same on http://www.

youtube.com/watch?v=xbwKPSbL0jw. What is special about

the ad is that it provides a connect with the everyday lives

of the people. Coca Cola here is delving into the everyday

experiences of people. By going into this space where people

can experience the product and make it part of their dailylives. The product (bottle) is being made useful and relevant to

each of them in their own lives. Each individual is customizing

the relevance based on their personal needs. As each user

is designing, curating and creating his own experiences. The

connect with the brand becomes even stronger. Another fact

of paramount importance is that these personal experiences

are being shared on community which builds the community

experiences. This enables consumers to become advocates

of the brand. These engaged customers then become the

stimuli of the brand. They spread the word around. This is

what the brands of today must do. Rather than telling people

of how cool they are, let people work with the brands

product and services and let them tell you how cool theyare. The storytelling by people has much more significance

and this is what creates engaged consumers. These engaged

consumers create the community for the brand and become

true advocates of the brand.

Some key principles that one needs to remember to create

these memorable experiences, which creates your connect

with the brand. These are:

1. Keep it simple: The value proposition and the

experience has to be simple so that it is easily understood

by people. It is important to be easily found, example

Netflix and Amazon makes it easy for you to select and

with one click you buy.

2. Make it engaging:Make connect with your customers.

Dont tell your customer that you are cool, let your

customers share their experiences and let them tell you

that they are cool. example Google, which is now the

most valuable brand in the world does so. The self driven

car concept from Google has engaged the users from

many perspectives across many industries. This is the

kind of content that make people want to follow you.

These engagement builds community, these are very

powerful as they fuel your brand. Google embraces this

community. Today if you want to build a brand make the

experiences of your brand engaging with your customers.

3. Dont confuse branding with advertising:

Advert ising can build awareness but brands are built

through customer experience.

4. Personalization relevance: Superior experience is

delivered when it is made relevant to the type of customer.

The Netflix service is platinum standard as the experience

to the subscriber is made personalized because

of their excellent recommendation engine. Online

world, smartphones and software driven technologies

are powerful tools which has enabled the world ofpersonalization. In both the examples used as a case

study for this paper Netflix and UBER, the experience of

getting the service when you want it, where you want it

in one click is a killer differentiator. The personalization

of experience creates a very strong emotional connect

between the customers and the brand. The customers

share these experiences online and word of mouth which

build the brand.

5. Innovation counts:Innovation inspires people. People

become subscribers of brands who are constantly

innovating and keep themselves fresh. Brands have to

be keep remaining fresh so that their subscribers keep

coming back. Take the example of Apple, it has been

able to redefine categories because of the innovation

they were able to create through iPods/ iTunes which

transformed the music player, iPhones which changed

the landscape of how phones are used by consumers.

Google is now the new innovation brand as its product

spans across diverse categories from map systems,

wearable devices, productivity tools, cloud services and

driver-less car. People connect with this as it inspires

them and they share these inspirations with others and

promotes Google further.

All of the above should be done in a way that it is fun and

professional. Make the experiences for your customers

memorable so that they share their experiences and stories

with friends, family and communities, and these experiences

make the Brand. Once you are on the journey keep this cycle

going as the brand will define the experiences and in turn

these experiences will define the brand.

Vikram Chadha is a seasoned telecom professional withover 17 years of experience in Asia, Africa, Americaand Middle East in the telecommunication sector withdu, MTN, Globacom, Reliance etc.Presently he is theVice President of Marketing at du. Recently he has beenhonored by the World Marketing Congress and CMOCouncil as Top 100 Marketing leaders in the world.He

was also awarded for Thought Leadership Award at Indian Innovation

Awards 2014. Vikram Chadha is a thought leader on Mobile Data, Pricing,Digital and Cloud services for SMBs, Building Brands and Innovation.He speaks regularly and shares his vision at leading industry events andwrites for many top publications.

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Aremarketersas tech-savvyas we think?Nicole McNab

Are marketers really driving digital development?

Weve reached the point where it no longer seems helpful

to debate whether digital is separate from marketing activity

since digital is so prolific. Or that, seeking personalised

customer engagement, the chief marketing officer will become

the orchestrator of new technology-driven experiences and

services. Analysts Gartner even predicted that the head of

marketing would outspend the IT director by 2017.

The problem is, however, that the way marketing and digital

activities are organised isnt yet synonymous and marketers

may not actually be the ones driving, technology-based

innovations in their organisation.

When we looked at what information sources b2b marketers

use, a healthy majority of them use market data reports

(69%), customer feedback surveys (68%) and market research

(64%). But fewer than half of them are using social media

and analytics (44%), and less than one third social media

tools (31%). Marketers are still to make sense of the data

blizzard, it appears.

In a separate study, we asked IT and business decision-

makers in the UK and US to what extent departments in

their organisation are, with permission or not, by-passing

corporate IT channels and developing their own apps,

databases or buying cloud services otherwise known as

shadow IT.

IT heads seem resigned to its inevitability: 77% said there

was some shadow IT going on in their organisation. Given

resource constraints and the need to satisfy 24/7 customer

needs, everyone with business targets is pushing the

boundaries to get a lot more done with a lot less.

But most surprising is which departments are most active

in shadow IT. 36% say business strategy, 27% say finance,

but marketing is referenced by only 14% of these senior

executives.

What are we to make of b2b marketings low uptake of social

media analytics and untraditional IT development?

Perhaps we can say that the chief marketing officers team

will naturally be outsourcing tasks such as analytics to

the sharpest digital agencies it cant be expected to do

everything, after all. Or marketing teams may be driving

innovative developments via the corporate IT channels.Perhaps they dont need their own programme of technology

acquisition and development, even though those who are

doing it this way say its an easier and quicker option.

It needs further investigation but these findings raise the

suspicion that marketing disciplines in large companies are

not yet the orchestrator of agile, technology-led development.

In a world of higher expectations and shrinking resources,

marketers must find new approaches to leading the way on

digital innovation and ensure they are not left behind by

their colleagues when it comes to smarter (if unorthodox)

approaches to doing so.

Nicole McNab, project manager, Vanson Bourne

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Why Your DataScientists Need to BeStorytellers, and How to

Get Them ThereLaura PattersonYouve probably heard or read this stanza from Samuel Taylor

Coleridges The Rime of the Ancient Mariner: Water, water,

everywhere, / And all the boards did shrink; / Water, water,

everywhere, / Nor any drop to drink.

Are you wondering what that quote has to do with marketing?

Like the volume of water in the worlds oceans, the volume of

data available to marketers is simply overwhelming.

More new channels, competition, and distinct segments to

manage, as well as shorter product lifecycles, greater price

transparency, and higher customer experience expectations,

are creating an exponential increase in the amount of

available marketing data.

But unless all that data can be effectively collec ted, analyzed,

and transformed into meaningful and actionable insights

and then used to tell a compelling, actionable storyit is as

useless as salt water to someone who is parched and adrift

on the ocean.

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Data Skills Vital to Marketing

A recent study from the Economist Intel ligence Unit (EIU)

revealed that business leaders rate creating a data strategy

for marketing and predictive analytics as one of Marketings

most important priorities. Survey participants suggested that

marketing pros often lack the data science and business

analytics skills to extract valuable, actionable insights from

both large and small data setsand that many organizations

lack an information, technology, and data science strategy.

That capability gap has created enormous opportunities

for data scientists from other disciplines to join the ranks ofmarketers. The demand for data scientists has skyrocketed

(Harvard Business Review termed it the sexiest job of the

21st century).

For marketing executives who do not yet have this role on

staff, here is a short job/skills description. Data scientists

capture, manipulate, and transform data to create meaning.

They need superb technical skills, such as the ability to devise

algorithmic solutions to solve complex business problems.

Ideally, data scientists employ both internal and external data

and structured and unstructured data to help an organization

make better decisions and gain competitive advantage.

Storytelling as Data Skill

The ultimate challenge for data scientists is to use the data

to create stories. Data scientists worth their salt can use

spreadsheets and visualization tools to support analysis.

Their real value lies in their ability to transform the data

into a narrative experience for both internal and external

communication.

Johnathan Harris, the creator of We Feel Fine and Whale

Hunt, reminds us that the data is just part of the story. He

adds, I think people have begun to forget how powerful

human stories are, exchanging their sense of empathy for a

fetishistic fascination with data, networks, patterns, and total

information... The human stuff is the main stuff, and the data

should enrich it.

Five Tips for Data Storytelling

Many marketing executives we work with have asked us for

ideas on how to help their data scientists go beyond the data

to become storytellers. Here are five coaching tips for doing

just that:

1. Start with the business question that needs to be

answered (think of it as a mystery to be solved), such

as which customers are most likely to buy a particular

product/service, or what is the next best vertical segment

to pursue, or what are the key customer touchpoints that

are affecting customer experience post-sale? Knowing

the answers is what help you make the story relevant to

your audience.

2. Ask the right questions of your data to collect the

evidence needed to solve the mystery. Trying to glean

insights from the abundance of data without the business

questions may take you down numerous rabbit holes.

3. Craft the story, set the stage, and identify the characters,

such as which customers, or which competitors. Make

the narrative clear and memorable. A good story has aplotare you a challenger in an established market or

the category leader facing niche players nipping at your

heels? It is essential that the story inspire action and/or

have a compelling takeaway. Convey the intentions and

perceptions of the characters.

4. Decide what data to include and organize the data to

complement the narrative, support the characters, and

reveal the plot. Most people cannot discern the salient

points from tables. They need pic tures. Visualize the data

so it captivates the audience. Visualization is the process

of telling a story via the graphical depiction of statistical

information. Daniel Waisberg, analytics advocate atGoogle, says, Good data visualization stands on its

own.

5. Adapt the story to fit the audience. The language, tone,

and focus may need to be adjusted depending on who

is hearing the story. The C-suite may prefer a shorter

version of the storyjust the highlights and recommended

action. The person responsible for developing the action

plan may want a more in-depth version of the story,

along with an understanding of the interrelationships of

all the players and pieces.

More than ever, marketers need to be able to use data in

a variety of waysto inform the organization of customerbuying preferences or to match personas with channels and

touchpoints, for example.

Data scientists who can bring the art of storytelling to those

challenges can help you both prove and improve the value

of Marketing in your organization and ultimately to achieve

market prominence.

Laura Patterson is president and founder of VisionEdgeMarketing. For 20+ years, she has been helping CEOsand marketing executives at companies such as Cisco,Elsevier, ING, Intel, Kennametal, and Southwest Airlinesprove and improve the value of marketing.

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Do you need to bea certain type of

person to work inmarketing?Geoff Trickey

The ultimate goal of those working in marketing is to promote

a product and generates sales, but what does it take?

Earlier this year, Brand Republic asked readers to complete

an online personality survey from PCL that identified the key

personality traits and skills required to work in the marketing

profession. The results are in.

Marketeers need to focus on the bigger picture with a clear

vision about the marketing tactics and strategies that will

deliver results. A wide frame of reference fuels creativity with

fresh ideas and a keen awareness of upcoming and declining

trends.

They need to be agile, able to think on their feet, keep up

with rapidly changing communications technology and

to embrace change with enthusiasm. They also require

the communication and interpersonal skills to meet thechanging needs and attitudes of their clients, the trends in

their industries, and to deploy most persuasive marketing

approaches.

The distribution of competency ratings achieved by the

sample of 122 marketing professionals who completed PCLs

Profile:Match assessment is illustrated below, as compared to

a general population sample of over 4,000.

Statistically, the most distinctive features of the group are high

levels of persuasive communication and strategic awareness.

In line with perceptions about marketing, participants also

scored highly on creativity and bring strong analytic skills to

their role.

Marketeers scored lowest overall in attention to detail,

which might have been expected since this is in some ways

the obverse of a big picture orientation. It is something that

marketing departments may need to recruit specifically for in

areas such as proofing, compiling bids, and other areas that

emphasise vigilance and quality control.

Low scores on development of others suggest that agencies

may rely on hiring in developed talent, something that

is understandable in a highly competitive and pressured

environment.

The relatively low self-confidence result probably reflects the

edgy aspects of the creative personality.

The motivation competence scores are around average for

a working population but are compensated here by results

orientation and project management, which are reassuring

signs of purposefulness. The team orientation may also play

a part, suggesting that cooperation and teamwork may be

more significant than driving personal ambition.

The results also looked at the relationship between

competencies and job satisfaction. The findings revealed

that those with higher customer focus, project management,

resilience and motivation scores had the strongest links with

job satisfaction.

Finding all of the most desirable competencies in a single

individual will be extremely difficult. Understanding the spread

of skills and personality characteristics that are required and

ensuring that a suitably diverse set of complimentary skills is

available amongst the team and department is likely to be

fundamental to marketing success.

Geoff Trickey, managing director, Psychological Consultancy

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Peter Gasca

Twitter has a new account as of last week, and it is one you

should watch.

Monica Lewinsky.

In case you were born late in this century or were living under

a rock in the 1990s, Monica Lewinsky is the former White

House intern during the Bill Clinton presidency whose affair

with the sitting president from 1995 to 1997 eventually ledto Clintons impeachment. For those of us who remember, it

was an absolute media circus--a happy distraction from our

obsession with O.J. Simpson.

For Lewinsky, the scandal turned into one of the first true

Internet defaming campaigns after being picked up and

shared globally online by the Drudge Report--all of this before

Google existed. The relentless humiliation and shaming

turned her into an instant and infamous public figure, and

eventually forced Lewinsky to retreat into what shadows shecould find.

The shamed and infamous White House intern is stepping out of the shadowsand attempting to rebrand herself. Her brave move provides lessons for all

entrepreneurs.

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After an unsuccessful attempt to repair her image in 2001

for the documentary Monica in Black and White, Lewinsky is

stepping out again. In June 2014, she published a poignant

article in Vanity Fair discussing her life over the past decade

and how she has managed to deal with the omnipresentpublic scrutiny.

Last week, she joined Twitter--amassing more than 73,000

followers in just a few days.

It is clear that she is stepping out again to leverage the same

power of the Internet that destroyed her reputation in an

attempt to repair it. Social media is a powerful beast in this

regard, but it is also capricious. Whether she succeeds at

repairing her image or not, her brave attempt to rebrand

herself provides great lessons for others. Here are four:

1. Control your reputation online, or

someone else will.

For years, the news and social media constructed Lewinskys

reputation. Filled with embellishments and lies, often

politically motivated, her reputation was destroyed. Because

her terms of immunity restricted her from speaking about her

affair or defending herself for years, the Internet relentlessly

pounced unanswered. It became so bad that when she did

attempt to repair her reputation in 2001, the gap to make up

was just too great.

These days, it is incredibly important for everyone to control

his or her reputation online, and for the most part, it is quite

easy to do. More important, you need to make sure that thereis as much positive content about you and your company as

there is negative content. And if you do not believe that you

need to worry about scandal or controversy, good for you.

But the ease and remarkable speed at which even a rumor

can spread is enough to destroy a reputation in a few hours.

Stay ahead of the game.

2. Always take the high road.

In her public appearances since the scandal, Lewinsky has

never attacked or defamed anyone involved with her trial or

scandal, some sarcasm excepted. She has instead done her

best to accept the truths and attempt to rebuild her reputation

on a platform of who she really is. Of course, Lewinskyunderstands the Internets feedback loop of defame and

shame, so the slightest misstep in her personal rebranding

would spread faster and more furiously than her original

scandal.

This approach is very admirable and smart. It might be difficult

for many people to look past those who are attempting or

have succeeded at defaming us to instead take the high road.

While it often seems the Internet feeds off of vitrio l and hate,

it is still a place for occasional healing and reconciliation. It

is more difficult to earn forgiveness, but you will never get it if

you come out of the gates firing back defensively.

3. Ignore the noise.

Lewinsky has been called every hateful name in the book,

and there is no shortage of lingering hate remaining. She is

older and more mature now and, like a professional athlete,

has learned to tune out most of the noise. Instead, she is

choosing to outpace the noise by emphasizing the positive

lessons from her experience. Whether she can win over older

generations who know only the medias side of the story is

to be determined. What is important is that this strategy will

build the counter viewpoint online for future generations to

consider.

Without a doubt, the Internet is full of noise. As entrepreneurs

and business owners, it is just a matter of time before an

angry customer, disgruntled employee, or random individual

with a grudge decides to take to the Internet to spill his or her

grievances. As you become more successful, the more you

should expect it. There are times when you should react, and

as long as you are reacting properly, the experience can helpimprove your reputation. Other times, however, it is just noise

and should be ignored. Often, engaging in the noise does

more harm than good.

4. If you cannot beat them, re-imagine

yourself.

In the Vanity Fair piece, Lewinsky points out that she has been

unsuccessful at finding a good job, despite her skills and

training, because her reputation carries too much baggage.

In one case, the recruiter for a government-funded company

asks for a Letter of Indemnification from the Clintons (since)

there is a 25 percent chance that Mrs. Clinton will be the nextpresident.

Unable to find an employer willing to take a chance on her,

Lewinsky is putting her introverted nature aside to speak

publicly about online bullying. Her goal is to help other

victims of the shame game put her suffering to good use,

and give purpose to her past. Recently, she nervously spoke

for the first time publicly at the Forbes Under 30 Event and

focused her speech on the problem of online bullying. And

while she has turned down lucrative deals to secure the rights

to her story to avoid being perceived as an opportunistic

victim, now she can comfortably leverage her experience to

create a positive impact and make a living.

For the rest of us, a professional failure can carry the

embarrassing weight of shame like a sack of bricks. What

we must keep in mind is that how we react to these failures

is far more important to our reputation and character. More

than likely, we will not be remembered for a specific failure

but rather the failure to learn from our mistakes. We can all

learn from Monica Lewinsky.

Peter Gasca is the co-founder of Wild Creations, an Inc5000 company that focuses on kid-related products andsupports kid entrepreneurs . He is also a small-businessconsultant, youth entrepreneur mentor, and business

adjunct lecturer.

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When Desmond Llewelyn (better known as Q) displayed

the Aston Martin DB5 to James Bond in 1964, he was

unveiling a sports car version of the license to kill. The movie

was Goldfinger, the third in the Bond series, and the sleek,

silver sports carpacked with predatory perks like front-wing

machine guns and tire-slashing hubcapswas really the co-

star of the film, assuring Aston Martin a place in the annals

of cultural cool.

Now, as a mark of brand continuity, the newest Bond flick

Spectre, set for release in November of 2015will also

feature an Aston Martin. This latest little sport is called the

DB10. Itll be the 11th time the pricey British nameplate has

appeared in the Bond franchise. As Aston Martin CEO Andy

Palmer said recently, Everybody around the worldloves to

see Bond at the wheel of an Aston Martin.

No doubt thats trueeven though (just for the record) 007

has driven lots of cars, including Bentleys, Jaguars, Lotuses,

Rolls Royces, and even Toyotas and Fords. But Aston Martin is

Bonds preferred ride, and the relationship between the car

brand and the film franchise is well into its fifth decade. Its

easy to see what EON Productions and Sony Pictures gets out

of this partnershipnot just money, but a swell fleet of cars

(Aston-Martin made 10 DB10s for the film.)

Still, aside from glamor and media buzz, what s in it for Aston

Martin? Two years ago, FrontRow Analytics computed that the

brands in Skyfall enjoyed $7.6 million in brand value on

opening weekend for the cost of placement. But that figure is

spread out over a slew of brands that paid for a part of the

action, among them Macallan whiskey, Omega watches, Tom

Ford suits and Heineken beerwhich ponied up a reported

$45 million for the honor of being sipped by Mr. Bond.

What s more, Aston Martin is not even producing the DB10

for public sale; the DB9 is as close as one can get. And at

$198,700 for the convertible model, it doesnt seem likely the

brand will find many customers among weekend moviegoers

at the mall. In fact, last year Aston Martin sold 4,200

vehicles, not exactly one in every garage. In comparison,

Bentley (which isnt cheap, either) moved 10,000 vehicles out

of showrooms.

Does [placement in the film] actually sell Astons? Considering

how few they sell, probably not, said Paul A. Eisenstein,publisher of automotive news site The Detroit Bureau. But

the link creates something of an exclusivity, a sense of mystery

and excitement to the brand, and thats rare.

For its part, Aston Martin corporate has gone on the record

saying plain-old brand awareness is enough return on

investment for them. Last year, Aston Martins vp for the

Americas Julian Jenkins observed that undoubtedly this

long-standing association [with James Bond] has enabled us

to achieve greater brand awareness globally, particularly in

areas and nations where our brand is perhaps otherwise not

as well known.

Bond films do seem to have a measurable effect on the resale

arena. The franchise has worked wonders for the value of

older cars. Four years ago, one of the original Goldfinger

DB5s used in the filming sold for $4.6 million. The other one

was stolen in 1997 from the Boca Raton Airport and has yet

to turn up.

Investors stymied by meager interest rates have also

discovered that vintage Aston Martins arent just fine vehicles,

but fine growth vehicles. U.K.-based Aston Workshop reports

the value of a classic Aston Martin can rise by 100 percent in

just five years. Purchasing an Aston Martin and maintaining

it in good condition enables you to enjoy the pleasure of

driving one of Britains most stunning cars while feeling

confident in the knowledge that its value to you and to others

will not diminish, states the site.

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Nike Lawsuit: How 3 Top DesignersAllegedly Stole IP And Left For Adidas

Mark Wilson

There are no two bigger rivals in business than Nike andAdidas. Nike owns a 17% share of the global sportswear

market, Adidas owns 12%. Nike has leveraged cutting-edge

design to increase its foothold, while Adidas has watched

sales plummet, even following its $150 million World Cup

sponsorship.

So it was a major coup for Adidas last September, when three

high-profile Nike designersMarc Dolce, Mark Miner, and

Denis Dekovicleft to found a Brooklyn design studio for

Adidas. But last week, Nike filed a $10 mil lion lawsuit against

the designers, alleging that they leveraged trade secrets to

get the job.

Co.Design has acquired the 50-page suit from the MultnomahCounty Circuit Court, where it was filed, and embedded it at

the bottom of this story for you to explore. The document

reads like a white-collar crime novel, as Nike portrays the

three designers as bartering corporate secrets in exchange

for freedom, fame, and fortune. In Nikes telling, theyre so

insecure that they purchase social media followers to boost

their perceived popularity. And theyre so dissatisfied with

their own selling out, Nike claims, that they plan to ditch

Adidas anyway. For those who dont have the wherewithal

to read a 50-page lawsuit, here are the documents juiciest

allegations.

The Designers Copied Nike Corporate IP OnTheir Way Out

As Nike tells the story, Dolce, Miner, and Dekovic decided to

open their own shoe design studio, an independent brand

that could eventually compete in the global market, in April

2014. But without financial backing, they began negotiations

to open a Brooklyn design studio under Adidas. By August,

they each had contract offers with the company. And in

September of the same year, the team left Nike together,

proclaiming their new allegiance for Adidas on their last day.

Co.Design obtained Nikes lawsuit

against three former designers who

left to found an Adidas design studio.

Here are the highlights.

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But before leaving Nike, the designers promised Adidas

a wealth of information and knowledge that would give

Adidas the advantage over Nike, and they allegedly copied

thousands of proprietary documents on Nikes upcoming

product and promotional road mapscomplete with

performance details, testing methodologies, and information

on new materialsto bring with them.

The three designers had all signed very similar noncompete

agreements, which prohibited them specifically from working

for Adidas during or for one year after leaving Nike. It also

prohibited them from copying corporate IP.

The caution, and lack-there-of, failed. Nike claims to have

tens of thousands of messages shared between Dolce,

Miner, and Dekovic that trace months of plotting to leave

the company.

Dekovic May Have Handed Nike The Very

Pile Of Evidence Needed For This Lawsuit

Nowhere in the suit does Nike reveal exactly how it acquired all

of these communications, though the document implies that

Nike may have been monitoring the designers. Furthermore,

Nike used digital forensics to mine the corporate laptops andiPhones that the trio had been using to communicate. The

Oregonian reported that Nike worked with Virginias CyTech

Services to perform data forensics.

Less than two weeks before leaving the company, Dekovic

had the contents of his corporate laptop copied (Miner

and Dolce suggested just ripping out the hard drive, but

concluded that might look too suspicious). And three days

before leaving, Nike says Dolce emailed himself a .ZIP file

containing confidential documents including a yet-to-be-

released shoe design for a Nike-sponsored athlete.

According to the suit, Dolce and Miner both erased their

iPhones before handing them back to the company, but

apparently Dekovic turned in his gear physically damaged

rather than erased wrongfully believ[ing] that both items [hisphone and his laptop] had been damaged so badly that Nike

could not access their contents, the suit says.

The Designers Not-So-Carefully Covered

Their Tracks

To avoid detection while planning their departure, the

designers stopped using their Nike email accounts to

communicate as early as April, but they continued to use

their Nike-owned iPhones and laptops. In an unspecified

communication, Miner expressed that it probably wasnta good idea to be chatting on corporate equipment, and

suggested they at least switch to WhatsApp for more private

communications.

So Dekovic may have served as Nikes chief source of intel

though its technically feasible that Nike may have been able

to extract data from Dolce and Miners wiped iPhones, too.

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They Never Really Wanted To Work For

Adidas, And Planned To Jump Ship ASAP

Nike claims the designers original plan had been to open

an independent design studio, which they dubbed names like

H-Design and Satellite. Without financial backing, though,they decided the best course of action would be to pitch

Adidas on the idea. Adidas had already expressed interest in

recruiting Dolce and Dekovic, as Brian Foresta, an Adidas VP

and former Nike executive, reached out in March of 2014 to

discuss their professional careers.

So in May 2014, a month after initiating talks with Adidas,

Dolce and Dekovic agreed to buy fake followers on Instagram

and Twitter, Nike says. Nike concludes that 85% of their

followers have been purchased.

Dekovic Had a Side Business He Hid FromHis Partners

The suit outlines a private venture Dekovic had started that

even Dolce, Miner, and Adidas didnt know about that violates

Dekovics non-compete, Nike claims. He was working on a

Michael Jackson-inspired throwback shoe and sportswear

line called Moonwalker, complete with investors and product

launches planned for 2015 and 2017.

Dekovic projected Moonwalker making $93 million in revenue

in the first six years, according to recovered documents. Nike

writes that the first three shoe designs discovered in a Dekovic

PowerPoint presentation are essentially copies of vintage

Nike footwear. Nike claims ownership over Dekovics

Moonwalker creations.

Miner Almost Asked Nike HR For HisNoncompete Agreement To Give To Adidas

Concerned that Nike might sue them for breach of contract

when they left the company, the designers got Adidas to agree

to provide legal representation as part of their employment.

The legal team wanted to see a copy of their noncompete

agreements. Miner then asked Dolce and Dekovic if he

should just ask Abby in Nike HR for the document. Dolce

replied, No way!!! Dekovic already had a copy.

On His Way Out, Dekovic Left The Door To

Nike Open

Despite months of alleged collusion, Nike says that the threedesigners all left the company graciously. In this moment,

Dekovic, who had developed side projects with both Adidas

and independent investors for his Moonwalker line, was the

one to try the hardest to keep his reputation with Nike in

good standing.

We have reached out to Dolce, Miner, and Dekovic for

comment but have not heard back.

The trio had hoped the studio could be independently

operated, and proposed to one another that such an

arrangement might work around Nikes noncompete

agreement. Adidas wanted more buy-in, though, and the

designers decided to cash in and temporarily give up their

plan for independence. But they said that they didnt really

want to work for the company, the suit claims.

As one of the designers is said to have communicated, As

soon as we are ready, we can terminate the agreement with

Adidas and being the [ independent] studio.

The Designers Purchased Social Media

Followers To Boost Their Appeal To Adidas

Though Dolce, Miner, and Dekovic have helped design some

of Nikes biggest recent hits across running, basketball, and

soccerlike Nikes Free running shoes and Magista soccer

cleatsthey apparently felt they needed to appear more

famous to attract investment from Adidas or anyone else.

Mark Wilson is a writer who s tarted Phi lanthroper.com,a simple way to give back every day. His work hasalso appeared at Gizmodo, Kotaku, PopMech, PopSci,

Esquire, American Photo and Lucky Peach.

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How brandscan join the

wearablerevolution

John Newbold

As we wait for the arrival of the hotly antic ipated Apple Watch

in the New Year, in the last month we also heard that Samsung

and LG are in the process of adding new, potentially more

fashionable, smartwatches to their ranges.

Like the smartphone and tablet revolutions before it, an

explosion of hardware choices for smartwatches seems justaround the corner.

The huge variety of new hardware is a good indicator that

amongst the myriad devices, no single ideal user experience

for how customers will actually live with these devices has

been defined. Theres a sense of history repeating itself here

when you look back to the early days of the mobile phone.

In those early years we saw a vast array of phones of all

shapes and sizes, running all sorts of different software and

trying to provide different services to customers. As customer

adoption increased, so too did the common user experiences

were now familiar with. And, as with the device in our

pockets, it may take some time before we understand the

true value of any new device on our wrists.

So, if manufacturers cant agree on what the hardware should

deliver, where should brands be starting when thinking about

the experiences that they deliver on top of the hardware?

Anything that wont sell, I dont want to invent. Its sale is

proof of utility, and utility is success. These wise words from

Thomas Edison should be the mantra of any brand looking

to deliver experiences on wearables.

Think back to when the iPhone first launched, customers were

barraged with a flurry of crap apps offering little or no utility.

Many brands got caught up in an app gold rush, forgetting

that in between them and the carrot of a million downloads

they would first need to make something useful that customers

would actually want to keep

on their phones.

If brands really want to play

in the wearable space they

should think first about what

experiences are emerging asmost useful to the customer

and where they might offer something new.

By focusing on customer experience brands can also avoid the

pitfalls of seeing the screen as another advertising medium.

The reality is that people typically only use up to ten apps

on the device in their pocket, so a stream of unnecessary

promotions on their wrist will be far from a winning formula.

Instead, brands need to think carefully about how they can

become one of the apps that customers will use regularly by

designing around the customer behaviours that emerge in

the first months of wearables hitting the shelves.

As for the brands that are likely to be first out the door withdecent integrations, look no further than those brands that

are already leveraging the utility on our existing devices.

Starbucks will likely look to carry their success with passbook

on mobile across to our wrists. And popular services like

Shazam and MyFitnessPal may see natural extensions across

to wearable devices.

Whatever customer behaviours emerge, its a safe bet that

if a new wearable app doesnt offer utility, it shouldnt be

created. This time around lets look to address the digital

mediocrity of the crap app boom and instead demonstrate

how customer experience can be genuinely improved through

new wearable applications.

John Newbold, founder and creative director at 383

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social trends you need

to know for 2015Harry Cymbler

Tis the season for all-knowing prediction stories, folks. Today

is the turn of social media trends and how brands can make

the most of them.

1) Predictive social analysis

What is it : Predictive analysis with real consumer benefits.

Why it will be hot in 2015:Expect 2015 to be the year brands

apply big insight in cool ways as prediction analysis helps to

create social content around upcoming trends.

Why this is good for brands: Identify next big trend up to three

months before it happens with a high degree of accuracy

(expert opinion: 90%).

2) Social engagement in a physical space

What is it: Using social insight to engage with users in a real

physical space.

Why it will be hot in 2015: Industry experts believe 2015 is

the year new technology and geo-targeted, contextualised

real-time social content will dominate. Brands will monitor

conversations for audience sectors allowing them to deliverrelevant messaging which influences brand conversation and

conversion.

Why this is good for brands: Opens the possibility to create

bespoke lifestyle wow experiences.

3) Ephemeral social communications

What is it: Photo and video exchange social platforms and

apps allowing recipients to view a senders image or video

clip for short periods.

Why it will be hot in 2015: Global Web Index (September

2014) predicts adults will become key adopters in 2015 as

attention span on social media continues to wane.

Why this is good for brands: Make audience aware of what

you have to offer, great for unveiling instant and exclusive

insights in real-time.

4) Geo-targeted personalised social content

What is it: Sensors in a physical place allowing app users to

benefit from personalised micro-location notifications.

Why it will be hot in 2015: Industry experts predict 2015 to

be the year that social engagement relevant to that moment

and place in time will become the norm. Improvements in

technology will also allow brands to capture data and offer

real consumer benefits.

Why this is good for brands: Unique wow moments with

social content that is geo-targeted, contextualised and in

real-time direct to a users mobile.

5) New social platforms

What is it: New subject-based social network connecting

users with topics they care about.

Why it will be hot in 2015: The endless stream of social

content will make 2015 users demand a more refined social

experience.

Why this is good for brands: Focus engagement, build a more

relevant audience and, therefore, more likely to convert.

6) Geo-targeted visual content

What is it: In 2014, Twitter, Instagram, Vine and Snapchat

foresaw the significance of visual content and reacted

accordingly.

Why it will be hot in 2015: Whilst Instagram already has

100m users, industry experts predict 2015 will be the year

dominated by brands using geo-targeted image based,

graphics and micro-clip content.

Why this is good for brands: Improved social engagement,creating visually rich moments.

7) Cool wearable tech

What is it :Wearable lifestyle technology.

Why it will be hot in 2015: Expect 2015 to be the year

wearable technology looks cool, delivers functional benefits

and becomes fashionable and increasingly part of the

digital strategy for the worlds most innovative brands.

Why this is good for brands: Foster links with fashion, design

and tech communities.

Harry Cymbler, founder of social media agency Hot Cherry

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Wesley R. Hartmann: Where

to Build a Better Brand Television or the Internet?Eilene Zimmerman

When it comes to brand building, advertisers typically put their

faith and marketing dollars in the power of television

over other forms of media, even though the internet is now

the fastest growing medium by a long shot. What has been

lacking is a solid understanding of exactly how digital ads

stack up against television ads, either as substitute for them

or a complement to them.

New research from Stanford Graduate School of Business

Professor Wesley R. Hartmann finds that online advertising

performs just as well as television advertising when evaluated

on brands trusted metrics. Hartmann teamed up with

Drexel University Professor Michaela Draganska and Gena

Stanglein, advertising research manager at Google.

In their paper, published in the Journal of Marketing Research

in October, Hartmann and his colleagues compared the

performance of internet and television ads in 20 different

campaigns across a variety of industries. That is easier said

than done. The difference between the two mediums makes

it challenging to compare their effectiveness. A fundamental

issue with television advertising is that its intended for

branding, so you are influencing someones mindset about

a brand for a purchase that might happen two or six months

from now, says Hartmann. Its not as clean a number to

extract as wed like. Online advertising would seem easier to

measure because researchers can identify the person seeing

an ad and follow them around the web to observe if they buy

the product. But, Hartmann says, its not that straightforward.

People are hit with a lot of online advertising, but purchases

are quite rare, so brand surveys are often used as an

intermediate metric.

Shifting marketing dollars from television to online advertising can pay off.

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Although the performance rates of ads in both mediums

have been studied before, this is the first apples-to-apples

comparison, with researchers using questions structured

the same way for both mediums. All respondents answeredquestions by logging onto RewardTV.com, a portal created by

Nielsen to survey television viewers. We tried to make it as

literally comparable as possible, so that ad recall rates were

measured the same way on both television and the internet,

says Hartmann.

They gave participants a presurvey to determine if they had

any pre-existing knowledge of the brands whose ads they

were about to see. Then, researchers compared ad recall

rates on both mediums after adjusting for what people

already knew about a brand. Both the pre- and postsurveys

asked respondents to read a statement associated with a

particular brand and then, from a list of four choices, choosethe brand the statement was describing.

For example, if 40 percent of people guessed that a

toothpaste being discussed was Colgate the researchers knew

that subsequent ads for Colgate are only effective if people

recall the brand at higher than 40 percent. That difference

between the baseline knowledge and the level of recognition

after exposure to an ad is known as lift. Establishing that

baseline hasnt been done before and those presurveys

turned out to be one of the most important parts of this

paper, says Hartmann. Being able to adjust for what people

knew of a brand before they saw the ad produced a more

accurate measure of lift from the various campaigns. Thepresurvey found that people who are consistently exposed

to the internet have lower recognition of brands than those

systematically exposed to television. Brands spend so much

money on television advertising that they are losing those

that are part of the digital economy and spend more time

online than they do watching TV, he said.

The results surprised Hartmann and his colleagues. Recall

rates after exposure to

the ad campaigns

and after adjusting for

previous knowledge were statistically

indistinguishable between

online and television. It

shows that internet ads

can be just as effective

as television ads, says

Hartmann. The results run

contrary to the prevailing

belief in the industry.

Based on those metrics

advertisers do not have a

reason now to favor television over internet advertising. If you

are evaluating brand advertising and have a preconceivednotion that television is better, you need to rethink that, he

said. The metrics the industry uses and trusts dont suggest

television is any better. This should guide advertisers to

budget more of their money toward online ads.

Hartmann hopes to further this research and learn how

television and internet advertising can complement each

other. Television ads tell a story to get peoples attention,

and at the end of the story, they see the brand. Thats why for

some really great ads like ones we see during the Super

Bowl game we often cant remember what brand it was,

he says. But internet ads can reconnect the brand to the

message, and that might be why seeing an online ad aftera television commercial is more beneficial than having it the

other way around.

Wesley R. Hartmann is an associate professor of marketing at

Stanford Universitys Graduate School of Business. Internet

Versus Television Advertising: A Brand-Building Comparison

was published in the October 2014 issue of the Journal of

Marketing Research.

IF YOU AREEVALUATING BRAND

ADVERTISINGAND HAVE A

PRECONCEIVEDNOTION THATTELEVISION IS

BETTER, YOU NEEDTO RETHINK THAT.

WESLEY R. HARTMANN

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The Sony Logo That

Never WasJohn Brownlee

Except for some subtle refinements, Japanese electronics maker Sony has had the same logo since 1956. But to celebrate the

companys 35th anniversary in 1981, someone at Sony had a brilliant idea: lets throw a contest, and get the unwashed masses

to redesign our logo for us!

According to the ad, Sony received almost 30,000 entries for a new logo from the United Kingdom, Europe, North and South

America, Japan, and Asia. They then narrowed these 30,000 entries down to three winners, and proceeded to not use any of

them.

The three winning designs recorded for posterity in this vintage ad from Time, and rediscovered by Greg Prichard arent

just a fascinating look at a new Sony logo that never was, but serve as an object lesson on why you shouldnt try to crowdsource

design.

It was the decision of the judges that there was no clear first, second, or third place winner and that the prize money should

therefore be divided equally among the three finalists, Sonys copy reads. And until the time comes in the future that we

decide to make a change, the Sony logo will remain the same and continue to represent our commitment to innovative thinking

and quality projects. Because what better represents innovation than leaving things the same?

Yet with the hindsight of history, its sort of hard to fault Sony. All three winning logos are super 80s in design, like they

belong on the side of a VHS tape. That said, its impossible to imagine any of them surviving the decade because theyre

virtually illegible. Comparatively, Sonys current logo -rendered in Clarendon Bold Expanded, or something similar seems

timeless. Its simple. Its recognizable. It renders well in a number of different mediums. And it has class.

So while it seems like bad form to get 30,000 people to design a logo for you, only to shriek PSYKE! at the end, its hard toargue Sony didnt make the right choice.

IN 1981, SONY ASKED THE PUBLIC TO REDESIGN THEIR LOGO. THEN IT

REALIZED IT WAS A HUGE MISTAKE.

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John Brownlee is a writer who lives in Somervil le,Massachusetts with two irate parakeets and hiswife, who has more exquisite plumage. His work has

appeared at Wired, Playboy, PopMech, CNN, BoingBoing, Gizmodo, and more.

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The first guide to creating the word-of-mouth

magic that breaks through the skepticism and

information overload of todays consumers, and

drive sales--and profits--to new heights.

As Newsweek recently proclaimed, Buzz greases

the great conveyor belt of culture and commerce,moving everything from movies to fashions of the

body and mind faster and faster.

The Cluetrain Manifesto began as a Web site

(cluetrain.com) in 1999 when the authors, who

have worked variously at IBM, Sun Microsystems,

the Linux Journal, and NPR, posted 95 theses about

the new reality of the networked marketplace. Ten

years after its original publication, their message

remains more relevant than ever. For example,thesis no. 2: Markets consist of human beings,

not demographic sectors...

The classic (and irreverent) bestselling guide to

creating great advertising

Hey Whipple, Squeeze This has inspired a

generation of ad students, copywriters, and young

creatives to make their mark in the industry. But

students need new guidance to ply their craftnow in the digital world. This new fourth edition

explains how to bring brand stories...

His work is cited by the worlds best-known thought

leaders, from Steve Jobs to Malcolm Gladwell. In

this classic bestseller, innovation expert Clayton

Christensen shows how even the most outstanding

companies can do everything rightyet still lose

market leadership. Read this international bestsellerto avoid a similar fate.

Occasionally, a great idea will sell itself. The

other 99% of the time, you have to find a way to

persuade others that it is, in fact, a great idea.

Most executives spend the vast majority of their

time creating their work, and almost no time

on the presentation. Through an engaging andhumorous narrative, Peter Coughter presents the

tools he designed to help advertising...

A revelatory examination of how the wildfirelike

spread of new forms of social interaction enabled

by technology is changing the way humans form

groups and exist within them, with profound long-

term economic and social effects-for good and

for ill

Influence, the classic book on persuasion, explains

the psychology of why people say yesand how

to apply these understandings. Dr. Robert Cialdini

is the seminal expert in the rapidly expanding field

of influence and persuasion. His thirty-five years

of rigorous, evidence-based research along with

a three-year program of study on what moves

people to change behavior has resulted in this

highly acclaimed book.

The old media strategies advertisers used for

decades no longer work. Heres what does!

Traditional advertising, in the form of print, radio,

and most notably, television, is far less effective than

it used to be. Advertising strategies using only these

mediums no longer work. Life After the 30-Second

Spot explains how savvy marketers...

The Anatomy of Buzz: Howto Create Word of MouthMarketing

The Cluetrain Manifesto: 10thAnniversary Edition

Hey, Whipple, Squeeze This:The Classic Guide to CreatingGreat Ads

The Innovators Dilemma:When New Technologies CauseGreat Firms to Fail

The Art of the Pitch:Persuasion and PresentationSkills that Win Business

Here Comes Everybody: ThePower of Organizing WithoutOrganizations

Influence: The Psychology ofPersuasion

Life After the 30-Second Spot:Energize Your Brand With aBold Mix of Alternatives toTraditional Advertising

By Emanuel Rosen

By Rick Levine, Christopher Locke,Doc Searls, David Weinberge, McKee Jake

By Luke Sullivan, Sam Bennett (Contributor)

By Clayton M. Christensen

By Peter Coughter

By Clay Shirky

By Robert B. Cialdini

By Joseph Jaffe

&Book,Line Sinker

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Rothenberg chronicles the brief, turbulent

marriage between a recession-plagued auto

company and an aggressively hip ad agency

(whose creative director despised cars), capturing

both the ad worlds tantalizing gossip and the

broader significance of its creations. Simply thebest book about advertising I have ever read.--

Neil Postman (Technopoly).

Where the Suckers Moon: TheLife and Death of an AdvertisingCampaignBy Randall Rothenberg

Salespeople hate to read. Thats why Little

Red Book of Selling is short, sweet, and to the

point. Its packed with answers that people are

searching for in order to help them make sales for

the momentand the rest of their lives.

The secret, master networker Keith Ferrazzi

claims, is in reaching out to other people. As

Ferrazzi discovered in early life, what distinguishes

highly successful people from everyone else is the

way they use the power of relationshipsso that

everyone wins.

Mark Twain once observed, A lie can get halfway

around the world before the truth can even get

its boots on. His observation rings true: Urban

legends, conspiracy theories, and bogus public-

health scares circulate effortlessly. Meanwhile,

people with important ideasbusiness people,

teachers, politicians, journalists, and others

struggle to make their ideas stick.

The benchmark guide to marketing and PR,

updated with the latest social media andmarketing trends, tools, and real-world examples

of success

Evolving from the premise that customers have

always behaved more like cats than Pavlovs

dogs, Waiting for Your Cat to Bark? examines

how emerging media have undermined the

effectiveness of prevailing mass marketing

models. At the same time, emerging media have

created an unprecedented opportunity...

Little Red Book of Selling:12.5 Principles of SalesGreatness

Never Eat Alone: And OtherSecrets to Success, OneRelationship at a Time

Made to Stick: Why SomeIdeas Survive and Others Die

The New Rules of Marketing& PR: How to Use SocialMedia, Online Video, MobileApplications, Blogs, NewsReleases, and Viral Marketingto Reach Buyers Directly

Waiting for Your Cat to Bark?:Persuading Customers WhenThey Ignore Marketing

By Jeffrey Gitomer

By Keith Ferrazzi, Tahl Raz

By Chip Heath, Dan Heath

By David Meerman Scott

By Bryan Eisenberg, Jeffrey Eisenberg,Lisa T. Davis (Contributor)

Adeptly address todays business challenges

with this powerful new book from web analytics

thought leader Avinash Kaushik. Web Analytics 2.0

presents a new framework that will permanently

change how you think about analytics. It provides

specific recommendations for creating anactionable strategy, applying analytical techniques

correctly, solving challenges such as...

Web Analytics 2.0: The Artof Online Accountability andScience of Customer CentricityBy Avinash Kaushik

More than just a how-to book for the 21st

Century, Re-imagine! is a call to arms -- a

passionate wake-up call for the business world,

educators, and society as a whole. Focusing

on how the business climate has changed, this

inspirational book outlines how the new world

of business works, explores radical ways ofovercoming outdated, traditional company

values, and embraces an aggressive strategy that

empowers talent and brand-driven organizations

where everyone has a voice.

Re-Imagine! BusinessExcellence in a Disruptive AgeBy Tom Peters

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