Major events—political, natural or economic—create a lot of eyeballs on a select set of media and stories. But as friends chimed in on Facebook, Twitter and texts, they shared stories of who stood by them during the crisis. My colleague David Cooperstein and I were discussing what marketers did and should do during a crisis. Do your customers need to hear from you during Hurricane Sandy? We’ve seen a few best practices from companies that are handling communications in a helpful and dignified way.
Yesterday’s SAS Financial Services Executive Summit included a session titled “Big Data for the Next Big Idea,” which was moderated by SAS CMO and EVP Jim Davis, and included executives from organizations whose size tells me these people know exactly what big data is: Aditya Bhasin from Bank of America, Robert Kirkpatrick from the United Nations and A. Charles Thomas from USAA. And not coincidentally, each of these executives have responsibilities for areas that depend heavily on customer data—the core of the big data challenge.
A few years ago, I put together a list of social media marketing examples. The list contains 324 examples of brands putting social media to use and at that point in the social media industry's evolution, it was the best of what was around (and still might be). Now that initiatives have been in market, any reasonable business manager would expect to see program results. However, quantified results in social business and brands willing to stand behind them are difficult to find. But the truth is out there …
The customer's voice has a new champion sitting at the highest levels of power in companies. Whether firms call the position Chief Customer Officer (CCO) or some other label, these individuals serve as top executives with the mandate and power to design, orchestrate, and improve customer experiences across the ever-more-complex range of customer interactions. The role exists in B-to-B and B-to-C firms as diverse as Allstate, Dunkin' Brands, USAA, Philips Electronics, FedEx, the Cleveland Clinic, and SAP.
Successful marketing is becoming less about catering to (or creating) desire, positive sentiment or aspiration among customers. In this new world economy, engagement and buzz aren't enough. Facebook fans or Twitter followers aren't enough. Buzzing or creating awareness that marketers think will generate incremental sales isn't enough to please the C- suite executives.
U.S. Bancorp, KeyBank, J.P. Morgan Chase, USAA, Wells Fargo--and many others--are launching marketing campaigns aimed at children. The idea is to get kids used to putting money away at a very young age. Some banks make it possible to deposit as little as 10 cents. Others are giving away premiums and prizes ranging from stick-on tattoos to music downloads when they have $100 in their accounts. My exhaustive (and exhausting!) file of news stories contains many accounts of gimlet-eyed, self-styled anti-marketing-to-kids police worried about everything from violent computer games to Oreo cookies. Of one thing I am absolutely sure: No one before or since has marketed
by Don Jackson The date: Nov. 10, 1999. The time: 16:52 Eastern Standard Time. The headline: "Allstate Announces New Business Approach Including Direct and Internet Sales." Now in the world of insurance marketing, and insurance direct marketing specifically, this qualifies as a momentous strategic initiative. After all, Allstate Corp. is the nation's largest publicly held personal lines insurance company. With the exception of State Farm Mutual Insurance Co., it writes more property and casualty (P&C) business than any other company in the United States. Allstate is number two, and apparently it is going to "try harder." "Try harder" to capture an increased