The concept of failing fast is one we associate readily with start-ups. But if successful brands need to constantly evolve to stay successful, and presumably not every evolutionary move will be a success, how should top brands plan for when things don’t go to plan?
Many years ago, in a different century, I worked for a smart, very experienced global marketing director.
Recently, Heineken UK jumped on the “reconciling differences” bandwagon and released a spot where people with opposing views come to understand each other (better) over a beer. While some in the industry lauded the approach as the antidote to Pepsi’s debacle, others have observed a different set of tone-deaf mistakes that are every bit as gross.
While attending the Los Angeles Digital Summit last month, I realized that most marketers obsess about lower-funnel metrics.
This week I had an interesting discussion about the role of brand strategy. Do all the discussion, frameworks and processes that strategists use really add value for brands or is it all just ****?
