Marketing August/September 2018

Every issue of Marketing looks at the story behind brands and the people that devote their blood, sweat and tears to them. From one-on-one interviews with Australia's top marketing executives, to valuable case studies and strategy-level opinion, every page is authoritative and insightful.

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en este número

1 min.

* CONTENT PARTNER: a Marketing Content Partner is an organisation with which we’ve entered into a partnership to collaborate on content for the magazine.…

3 min.
editor's note

Has something like this ever happened to you at work? To save time each week and minimise errors in their workflow, the accounts department introduces a new procedure for submitting paperwork. The problem is, it means you now have to print out a form, fill it in by hand, get it signed, walk (past accounts) to the scanner room down the hall, scan it, save the file to your thumb drive, take it back to your computer, then email it to accounts? And you have to do this twice a day. But you have to do it three times on Thursdays, of course, because Friday traffic’s a nightmare and they would rather hit the road early? Any time new measures are thought up to simplify things around the office, I wince…

12 min.
simplicity in marketing: top techniques

Consider the last project or campaign you delivered. Chances are it didn’t go straight from ideation to finished product in one simple, easy to replicate journey. Instead there may have been meetings about meetings, feedback and opinions from people with no genuine connection to the campaign (but who feel it necessary to overcomplicate the process with their considerations) and a wealth of different documents and presentations to create for stakeholders and investors ‘just in case’ they wanted to be made aware of what’s going on. We are all guilty of overcomplicating things. With a seemingly endless supply of project management tools and social media platforms, it’s no wonder that marketing can become one of the most overcomplicated and complex areas of a business. Does a Slack cancel out the use of office…

11 min.
up by the shoestrings

In 1946 a seven-year-old girl from a village near C’eske, in former Czechoslovakia painted an artwork that an international business obtained for use in a direct mail greeting card drive. Sixty years later, the global greeting card campaign is still going strong and generating in excess of US$55 to 60 million for the brand annually. In 1987 an agency by the name of Chapter One Direct launched an integrated poster and print campaign offering jargon-free information on legal matters on behalf of a Switzerland-headquartered corporation in the environmental sector. Credited with reinventing face-to-face marketing, within two years the campaign helped double the brand’s income and resulted in more than 45,000 requests for copies of the printed brochure. “NFP marketing must engage the consumer in a far more emotionally complex way.” Just eight years…

3 min.
the goldfish epidemic?

PAYING ATTENTION? BE INSTANT The quality of your content won’t matter if your audience GETS BORED waiting for it to load. REPEAT REPEAT REPEAT REPEAT REPEAT REPEAT… Make sure your skim reader picks up on your key points by hammering them home over and over and over. However, be careful not to saturate: ● diversify and repurpose your content with different formats ● take advantage of multiple distribution streams ● use smart retargeting to get people to see your content as much as possible, and ● remember the rule of seven – ‘people need to see your offer at least seven times before they really pay attention’. PICK YOUR SPOT To ensure your content gets as much exposure as possible, it’s good to know where your audience hangs out. Twitter – 157 MILLION daily active users – Recode Facebook – 1.45 BILLION daily active…

3 min.
incentivising great cx: myths busted

Firms that want to compete on customer experience (CX) often fall prey to the dazzling allure of ‘shortcuts’. But relying on these simplistic approaches for improving CX makes customer experiences worse. A good example is the question of whether to tie employee performance on CX metrics (e.g. satisfaction, Net Promoter Score) to monetary incentives (e.g. variable pay). Forrester gets this question a lot, and our answer is that it’s a risky shortcut that often undermines CX performance instead. When CX metrics drive employees’ variable pay, both CX and employee morale will suffer. That’s because employees will ask, beg or guilt customers into giving them high ratings in surveys, which is a rude awakening for any customer who will now wonder whether an employee genuinely cared about them or was after a…