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The Long and the Short of it: Balancing Short and Long-Term Marketing Strategies

Les Binet

This publication is the eagerly anticipated update of Marketing in the Era of Accountability, examining the impact of timescales of effect, exploring the tension between long and short-term strategies for brands and businesses as well as providing evidence-based recommendations on how best to approach investment in advertising. Les Binet and Peter Field return to explore a vital new area: how campaign results develop over time. This report focuses on a growing tension that exists between short-term response activity and long-term brand-building. Increasingly, there is a tendency to use very short-term online metrics as primary performance measures and this has dangerous implications for long-term success. Anyone involved in the complex world of multi-channel campaign development and evaluation needs to have a clear understanding of how short-term and long-term effects are different.

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Cultural Strategy: Using Innovative Ideologies to Build Breakthrough Brands

Douglas Holt

How do we explain the breakthrough market success of businesses like Nike, Starbucks, Ben & Jerry's, and Jack Daniel's? Conventional models of strategy and innovation simply don't work. The most influential ideas on innovation are shaped by the worldview of engineers and economists - build a better mousetrap and the world will take notice. Holt and Cameron challenge this conventional wisdom and take an entirely different approach: champion a better ideology and the world will take notice as well. Holt and Cameron build a powerful new theory of cultural innovation. Brands in mature categories get locked into a form of cultural mimicry, what the authors call a cultural orthodoxy. Historical changes in society create demand for new culture - ideological opportunities that upend this orthodoxy. Cultural innovations repurpose cultural content lurking in subcultures to respond to this emerging demand, leapfrogging entrenched incumbents.

Cultural Strategy guides managers and entrepreneurs on how to leverage ideological opportunities:

How managers can use culture to out-innovate their competitors

How entrepreneurs can identify new market opportunities that big companies miss

How underfunded challengers can win against category Goliaths

How technology businesses can avoid commoditization

How social entrepreneurs can develop businesses that appeal to more than just fellow activists

How subcultural brands can break out of the 'cultural chasm' to mass market success

How global brands can pursue cross-cultural strategies to succeed in local markets

How organizations can maximize their innovation capabilities by avoiding the brand bureaucracy trap

Written by leading authorities on branding in the world today, along with one of the advertising industry's leading visionaries, Cultural Strategy transforms what has always been treated as the "intuitive" side of market innovation into a systematic strategic discipline.

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Brain Surfing: The Top Marketing Strategy Minds in the World

Heather LeFevre

Heather LeFevre set out on an expedition to apprentice herself with today's most brilliant marketing strategists, traveling from Beijing to Seattle. The twist? She lived with each of these mentors, in their homes, commuting to work with them each day, and uncovering their principles for building many of the world's most respected and profitable brands.

Brain Surfing is a book that combines marketing know-how with life philosophy. One minute you’ll learn about smart brands on the other side of the world, the next you’ll be inspired to take off on your own adventure. LeFevre guides you through today’s complex marketing landscape, uncovering the secret ways of working of each of her coaches. Brain Surfing will surprise you with how much you learn while thoroughly enjoying the journey.

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Truth, Lies, and Advertising: The Art of Account Planning

Jon Steel

"Account planning exists for the sole purpose of creatingadvertising that truly connects with consumers. While many in theindustry are still dissecting consumer behavior, extrapolatingdemographic trends, developing complex behavioral models, andmeasuring Pavlovian salivary responses, Steel advocates an approachto consumer research that is based on simplicity, common sense, andcreativity--an approach that gains access to consumers' hearts andminds, develops ongoing relationships with them, and, mostimportant, embraces them as partners in the process of developingand advertising. A witty, erudite raconteur and teacher, Steel describes howsuccessful account planners work in partnership with clients,consumer, and agency creatives. He criticizes research practicesthat, far from creating relationships, drive a wedge betweenagencies and the people they aim to persuade; he suggests new waysof approaching research to cut through the BS and get people toshow their true selves; and he shows how the right research, whentranslated into a motivating and inspiring brief, can be thecatalyst for great creative ideas. He draws upon his ownexperiences and those of colleagues in the United States and abroadto illustrate those points, and includes examples of some of themost successful campaigns in recent years, including Polaroid,Norwegian Cruise Line, Porsche, Isuzu, "got milk?" and others.

The message of this book is that well-thought-out accountplanning results in better, more effective marketing andadvertising for both agencies and clients. And also makes anevening in front of the television easier to bear for thepopulation at large."

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HBR's 10 Must Reads On Strategy

Harvard Business Review

Is your company spending too much time on strategy development―with too little to show for it?

If you read nothing else on strategy, read these 10 articles (featuring “What Is Strategy?” by Michael E. Porter). We've combed through hundreds of Harvard Business Review articles and selected the most important ones to help you catalyze your organization's strategy development and execution.

HBR's 10 Must Reads on Strategy will inspire you to: * Distinguish your company from rivals * Clarify what your company will and won't do * Craft a vision for an uncertain future * Create blue oceans of uncontested market space * Use the Balanced Scorecard to measure your strategy * Capture your strategy in a memorable phrase * Make priorities explicit * Allocate resources early * Clarify decision rights for faster decision making

This collection of best-selling articles includes: featured article "What Is Strategy?" by Michael E. Porter, "The Five Competitive Forces That Shape Strategy," "Building Your Company's Vision," "Reinventing Your Business Model," "Blue Ocean Strategy," "The Secrets to Successful Strategy Execution," "Using the Balanced Scorecard as a Strategic Management System," "Transforming Corner-Office Strategy into Frontline Action," "Turning Great Strategy into Great Performance," and "Who Has the D? How Clear Decision Roles Enhance Organizational Performance."

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Good Strategy Bad Strategy: The Difference and Why It Matters

Richard Rumelt

Clears out the mumbo jumbo and muddled thinking underlying *too many *strategies and provides a clear way to create and implement a powerful action-oriented strategy for the real world   Developing and implementing a strategy is *the *central task of a leader, whether the CEO at a Fortune 100 company, an entrepreneur, a church pastor, the head of a school, or a government official. Richard Rumelt shows that there has been a growing and unfortunate tendency to equate Mom-and-apple-pie values, fluffy packages of buzzwords, motivational slogans, and financial goals with “strategy.” He debunks these elements of “bad strategy” and awakens an understanding of the power of a “good strategy.”

A good strategy is a specific and coherent response to—and approach for overcoming—the obstacles to progress. A good strategy works by harnessing and applying power where it will have the greatest effect in challenges as varied as putting a man on the moon, fighting a war, launching a new product, responding to changing market dynamics, starting a charter school, or setting up a government program. Rumelt’s nine sources of power—ranging from using leverage to effectively focusing on growth—are eye-opening yet pragmatic tools that can be put to work on Monday morning.

Surprisingly, a good strategy is often unexpected because most organizations don’t have one. Instead, they have “visions,” mistake financial goals for strategy, and pursue a “dog’s dinner” of conflicting policies and actions.

Rumelt argues that the heart of a good strategy is insight—into the true nature of the situation, into the hidden power in a situation, and into an appropriate response. He shows you how insight can be cultivated with a wide variety of tools for guiding your own thinking. * Good Strategy/Bad Strategy *uses fascinating examples from business, nonprofit, and military affairs to bring its original and pragmatic ideas to life. The detailed examples range from Apple to General Motors, from the two Iraq wars to Afghanistan, from a small local market to Wal-Mart, from Nvidia to Silicon Graphics, from the Getty Trust to the Los Angeles Unified School District, from Cisco Systems to Paccar, and from Global Crossing to the 2007–08 financial crisis.

Reflecting an astonishing grasp and integration of economics, finance, technology, history, and the brilliance and foibles of the human character, *Good Strategy/Bad Strategy *stems from Rumelt’s decades of digging beyond the superficial to address hard questions with honesty and integrity.

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Decoded: The Science Behind Why We Buy

Phil P. Barden

In this groundbreaking book Phil Barden reveals what decisionscience explains about people’s purchase behaviour, andspecifically demonstrates its value to marketing.

He shares the latest research on the motivations behindconsumers’ choices and what happens in the human brain asbuyers make their decisions. He deciphers the ‘secretcodes’ of products, services and brands to explain why peoplebuy them. And finally he shows how to apply this knowledge in dayto day marketing to great effect by dramatically improving keyfactors such as relevance, differentiation and credibility.

Shows how the latest insights from the fields of BehaviouralEconomics, psychology and neuro-economics explain why we buy whatwe buy

Offers a pragmatic framework and guidelines for day-to-daymarketing practice on how to employ this knowledge for moreeffective brand management - from strategy to implementation andNPD.

The first book to apply Daniel Kahneman’s NobelPrize-winning work to marketing and advertising

Packed with case studies, this is a must-read for marketers,advertising professionals, web designers, R&D managers,industrial designers, graphic designers in fact anyone whose roleor interest focuses on the ‘why’ behind consumerbehaviour.

Foreword by Rory Sutherland, Executive Creative Director andVice-Chairman, OgilvyOne London and Vice-Chairman,Ogilvy GroupUK

Full colour throughout

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A Master Class in Brand Planning: The Timeless Works of Stephen King

In 1988, on Stephen King’s retirement JWT published‘The King Papers’ a small collection of StephenKing’s published writings spanning 1967-1985.  Theyremain timelessly potentially valuable but are an almostunexploited gold mine.  This book is comprised of a selectionof 20-25 of Stephen King’s most important articles, each oneintroduced by a known and respected practitioner who, in turn,describes the relevance of the particular original idea to thecommunications environment of today. The worth of this material is that, although the context inwhich the original papers were written is different, the principlesthemselves are appropriate to marketing communications intoday’s more complex media environment. 

The book will serve as a valuable reference book fortoday’s practitioners, as well as a unique source ofsophisticated, contemporary thinking.

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How not to Plan: 66 ways not to cock it up

APG Ltd

In the sink or swim world of planners, strategists and their clients, now more than ever, there is a need for a practical handbook to guide us through all the main parts of the process. And thanks to Les Binet and Sarah Carter at Adam&eveDDB we now have just that. The original inspiration for the book was a set of articles that they wrote for Admap over 6 years. In these they set out to bust a lot of myths and nonsense that swirl around marketing and communications by using evidence-based approaches and interesting examples to make their points. We've been working with them to turn this treasure chest of wisdom into a practical guide. We've called it How Not To Plan in reference to its myth busting antecedents and in homage to an old but much loved set of essays published back in 1979 in an APG book called 'How to Plan Advertising'. The How Not to Plan of 2018 is a manageably sized handbook which leaves room for your scribbles and notes and can be read as a guide or used as a constant helpful reference point. It's loosely based on the Planning Cycle and is grouped into themes that are important at different stages in the process, covering everything from how to set objectives, the 4 Ps, research and analysis, to briefing, creative work and media and effectiveness At the end of each chapter you'll find a simple 2-minute check list for how to do it better, a short case study showing how it's done brilliantly, a space for your notes and further reading for the intellectually gifted...

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How Brands Grow: What Marketers Don't Know

Byron Sharp

This book provides evidence-based answers to the key questions asked by marketers every day. Tackling issues such as how brands grow, how advertising really works, what price promotions really do and how loyalty programs really affect loyalty, How Brands Grow presents decades of research in a style that is written for marketing professionals to grow their brands. It is the first book to present these laws in context and to explore their meaning and application.

The most distinctive element to this book is that the laws presented are tried and tested; they have been found to hold over varied conditions, time and countries. This is contrary to most marketing texts and indeed, much information provides evidence that much modern marketing theory is far from soundly based.