The Importance of Diversity in Marketing Strategy

One thing missing from the brand strategy process in many companies today is diversity of talent.

One thing missing from the brand strategy process in many companies today is diversity of talent. Not just diversity in race and gender but also diversity in experience, background, vocation and  experience, background, vocation and even age.

A simple example would be the recent brand fail by Doritos with their “ladies chip”, or H&M with their “jungle” kids’ t-shirts. If there had been more diversity among their marketing strategists, perhaps there would have been more debate and discussion among internal creative teams, and these sorts of campaigns would never have been approved in the first place.

Most marketing and communications strategies are created in a very similar way. A team of trained marketing strategists sit around a table for a few weeks, do their research and then work within a strategic framework, based on what they think will have the most impact in terms of the client’s goals. These goals may be telling a story, communicating the brand’s values or encouraging a specific action from their target audience, among others.

The traditional strategic planning approach to marketing campaigns we often see around the world is a clear example of why this isn’t working. Consider financial services marketing almost anywhere around the glob: Remove the logos and colors in various advertising campaigns, and you find the messaging is all extremely similar. This shows that the strategic planning approach to all of these brands, even though they come from different marketing agencies, are all very similar.

Diversity can mean many things, from gender to race to age to experience or background. All these types of diversity have been proven to make teams more creative, but it’s worth noting that deep-level diversity is one of the most powerful. This term, mentioned in an article by the Harvard Business Review, refers to diversity of personality, values and abilities.

So how do you get people with different skills, characters and personalities around that table? At our firm, we bring together participants with deep diversity (example: an anthropologist, an architect, an engineer and a marketing strategist) instead of a team made entirely of marketing strategists. The way that the anthropologist looks at a customer problem is totally different from the viewpoint of the engineer, and so on. Deep diversity in input drives a more robust and pure output.

Read more

Source: Chief Marketer

Retail customer experience benchmarking – How do the region’s retailers measure up?

Over recent years, shifts in technology spearheaded by the growth of mobile have created an environment in which retailers can no longer afford to think about customer experience in terms of separate channels and silos. But while consumers find it easy to move seamlessly across devices and between the physical and digital worlds, it can be trickier for businesses to set aside the structures and strategies that have served them well for decades.

The omni-channel challenge 
At Google, we aspire to being a true partner and consultant to our advertisers, wherever they are in their omni-channel journey. To this end, we partnered with ecommerce consultancy Practicology on a benchmarking exercise looking at the omni-channel customer experience of 145 retailers across seven European countries. Established in 2009, Practicology have since become a leading voice in the art and science of ecommerce, helping retailers plan for the future while delivering exceptional customer experiences today.

The core of the benchmarking project is a set of eight omni-channel principles. These principles form the basis of the seamless, optimised experiences that customers now expect, allowing for frictionless movement between channels. In the course of conducting the audit, Practicology assessed the quality of omni-channel facilitation on mobile, made service enquiries, created accounts and signed up for newsletters and offers, as well as making physical store visits.

The state of omni-channel in Europe 
The average performance across the five markets in our study (UK, France, Netherlands, Scandinavia and Germany) reveals only 47.8% of test criteria in place, with the UK alone (52.5%) in utilising more than half of the recommended principles. Among individual retailers, the scores ranged between a high of 68% and a low of 18%, suggesting that from the best performers down, there is a real need for retailers across Europe to continue investing to remove friction and bridge the gaps between channels for their customers.

Read more

Source: Think with Google