Marketing October/November 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.

Niche Media Pty Ltd
USD 5.30

en este número

4 min.
editor's note

Last issue was all about keeping things simple. This time it’s about thinking big. It goes without saying that marketers have a raft of new platforms and technologies that open up new opportunities. You’ve probably developed a nice little marketing toolkit that fits your brand and your customers. You’ve been using it for a while – tested, learned and tweaked it down to a streamlined procedure. You know it like the back of your hand and could recite the business case for it in your sleep. Your company develops a new product and, start-to-finish, you’ve already got a picture of the campaign in your mind. But in marketing, finding something great and sticking to it is tapping a dwindling resource. What else have you been doing? Keep all those gears turning…

7 min.

“We believe that conversation leads to brand love and brand love leads to brand loyalty.” German writer, Johann Wolfgang von Goethe famously urged his audiences to take risks: “Whatever you can do, or dream you can, begin it. Boldness has genius, power and magic it in.” Two centuries later, billionaire Facebook founder Mark Zuckerberg mirrored these sentiments when he suggested that the biggest risk in business is not taking any risk: “In a world that’s changing really quickly, the only strategy that is guaranteed to fail is not taking risks.” While it’s easy to re-gram such quotes or even buy the framed version for the office boardroom, for many marketers, the act of taking genuine risks is slightly harder to swallow. Whether it’s due to having an abundance of platforms, tools and tactics…

2 min.
risk-taker or revolutionist?

Embarking on risks with your marketing does not always guarantee a positive result. Despite Muhammad Ali’s suggestion that, “he who is not courageous enough to take risks will accomplish nothing in life”, the fact remains that for every marketing video that goes viral, there are a million that do little more than confuse – or even lose – a brand’s audience. So, how can you experiment and take more risks, without jeopardising your reputation? How can you ‘think different’ while continuing to see an upward return on marketing spend? KNOW YOUR AUDIENCE You can never know your audience enough. In addition to demographics, marketers need to understand the philosophies, core beliefs and intrinsic values of their customers – past, present and potential. Are they politically-minded? Will they be turned off by toilet…

10 min.
top jobs

Top tier marketers have always had a lot to offer when it comes to driving growth and implementing change. But as consumers’ media habits continue to morph alongside their burgeoning digital footprints and explosion of data capture, companies are demanding the adoption of more customer-centric strategies. They are looking for the types that require marketers’ innate abstract reasoning, critical thinking and leadership skills as much as their ability to pull together strategy and commercial, economic, market and competitor data to develop product offering and pricing. Recruitment firm Heidrick and Struggles’ 2017 study ‘Route to the Top’ found almost one-in-five (18 percent) FTSE 100 CEOs are former marketers, with Tesco CEO Dave Lewis, KFC US president Kevin Hochman and EasyJet CEO Carolyn McCall among them. The study, which explores the backgrounds of…

1 min.
five focuses for climbing the corporate ladder

1 Ensure you have the skills to understand CX pain and gain points, influence design principles and possess strong digital competency with AI, voice and automation awareness, as these are now central to the CX. 2 Have ‘carried a bag’ and lived in the shoes of roles that directly impact profit and loss – for example, held a sales target or run a sizeable profit and loss. 3 Have strong financial knowledge talking to the business value of their operation. 4 Broaden your skills outside of marketing communications into sales, operations, product and strategy. You need to showcase a qualified growth mindset for the organisation. 5 Play an increasingly critical role in driving a data-led organisation across its customer touch points, but at an enterprise level. Source: KPMG Customer, Brand and Marketing Advisory…

2 min.
a first-person perspective

“The fast-moving nature of business means roles are always changing, and we can’t focus on one job role or title anymore.” Ferrari Australasia CEO Herbert Appleroth has spent his entire career in the automotive sector. Graduating from Bond University with a bachelor of commerce (majoring in international marketing and management), he began his career in sales at Volkswagen before progressing to senior marketing roles with Audi, Chrysler Jeep and Volkswagen, before being appointed global marketing director for Maserati in 2005 and CEO of Ferrari Australasia in 2012. Appleroth says while he has always been ambitious, his understanding of the intricacies of the sales and marketing function has been crucial to the growing success of Ferrari under his leadership. “We have delivered year-on-year record sales results, achieved global leadership in terms of customer satisfaction…