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I was fortunate to collaborate with the great Tim Ambler on this review of how marketing metrics have evolved – but how their key role is still to ensure that a business has a market orientation.
Our ambitious project to categorize the ten corporate brand options from which merging companies can select – and the messaging that customers, employees and investors will infer from each.
A light-handed but serious attempt to educate marketers about how to express the business impact of their work. Sponsored by the Institute of Canadian Agencies and coauthored with the vice chairman of Ogilvy & Mather in Canada, this book allowed me to integrate my thoughts around strategy, finance and marketing.
Our commentary about how companies with strong science or engineering prowess may misunderstand the true basis for their brands. Customers only care about your technology to the extent that it enables them to achieve their outcomes!
My explanation of the multiple definitions of “brand” and the circumstances in which each definition is relevant.
Marketing and Finance have a famously fractious relationship, but each is a source of vital insight. Marketing illuminates the task of value creation while Finance illuminates the task of value capture. Together they form the basis for sustainable business success.
This article review the findings from the integration of the Stern Stewart database on corporate performance with the Y&R database on brand strength. Together they reveal the extent to corporate valuation is a reflection of current financial performance and brand equity (serving as the proxy for anticipated future financial performance).
Only about one in five merger transactions actually creates shareholder value. We argue that marketing’s focus on value creation is a vital ingredient to a process that is currently focused too heavily on the things that might cause the deal to fail, rather than the things that will make it succeed.
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