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- Carat Revises Global Ad Spend Forecasts. Carat lowered its growth forecasts for global advertising expenditures in 2008 and 2009, predicting 4.9 percent growth in 2008 (vs. 6.0 percent it estimated in March) and a growth of 4.8 percent in...
(09/02/08 09:01 AM)
- Another Recession Proof Industry: School Supplies.
Today is the first day of school in our house. I sent the kids off with brand new back packs filled with grown-up scissors, wide and college ruled paper, and Vis-a-Vis markers. And I was not alone.
Nielsen predicts consumers will spend almost $1.6 billion in back-to-school supplies this year. Despite economic concerns Nielsen forecasts [...]
(08/18/08 09:00 AM)
- 3 Emotions to Drive Execs to Action. Yesterday I was on a panel for a Forrester bootcamp on Social Media. One of the common questions was how to convince senior management to agree to and resource these new emerging channels and marketing strategies. What moves consumers to action? Emotion. It’s not much different than with executives and managers…you just use data to create those emotions! In my experience, there are three emotions I’ve seen drive executive action: Fear – show the competition is having success with a strategy that you are not. I’m putting this first because fear is the biggest motivator in the human psyche. And the first reaction for executives when they see a competitor doing something successful is to react. I’m not suggesting this is always right, but it’s reality. It’s a call to action event. If a competitor is launching an emerging channel strategy, your executives have to decide to do something or nothing. Use this time to drive a recommended strategy. Excitement – show and prove the revenue impact from such a strategy. Changne resistance is typically due to prioritization and predictability. Corporations, and management in them, have a need to drive predictable growth and mitigate risk. Priorities are driven based on familiarity of strategies that drive confident results. Something that can be proved to drive better results and meet or beat forecast excites executives. Pride – most forward-thinking executives want to be first to market, forward thinking, innovative and cutting edge. Some want this because it is right for the company,...
(03/22/07 09:01 AM)
- Why It's Pouring VC Cash. Why It's Pouring VC Cash
By Michael V. Copeland
"The forecast for entrepreneurs during the next few months? It'll be raining -- cash. Consider Flickr, a popular photo-sharing-meets-social-networking site based in Vancouver, British Columbia. When it went live a year ago, it attracted plenty of notice and even pulled in a few angel investors, such as Excite co-founder Joe Kraus. But that's nothing compared with the torrent of offers it's entertaining now. Google (GOOG) and Yahoo (YHOO) want to buy it outright, while venture capital firms are flooding it with all kinds of creative proposals. 'We get four or five calls a week from VCs,' says Stewart Butterfield, who co-founded Flickr with his wife, Caterina Fake. 'We even had a health-care fund call recently. I guess they wanted in on the excitement.'"
- I've noticed a lot of VC activity lately involving web based companies such as Flickr and Technorati. This article explains what is going on. It seems like there is a lot of money out there with a time constraint on it. Dust off those business plans everyone! -ed. (07/29/06 02:29 PM) - Marketing Bullseye 3: Hit Goals with Workback Waterfall. I once gave a presentation to an industry group called Rivers of Revenue: How to Build a Marketing Machine. In that presentation, I showed an approach to 'processize' your way to achieve a quantifiable goal. I call it a Workback Waterfall. It's nothing revolutionary...but many things that hit the marketing bullseye are not spine-tingling. Essentially it requires you determine what you want to accomplish, then define the steps to get there and then work backwards and determine the 'waterfall' of variables that measure the success of each step. More specifically: Start with the goal in mind, and work back the steps necessary to achieve the goal. Then play with the variables that are necessary to achieve each step towards the goal. Track progress and success of those steps so you can measure actual results of those variables. Adjust variables to forecast future progress. Optimize each step and the process to reduce effort to achieve each step...and reach the goal. As an example, here's how it works for achieving a sales goal: By starting with the goal in mind and working back the steps and measures along each way you can identify the activities and behaviors to hit the goal. And, most importantly, you measure the true effectiveness of each step and identify ways to improve productivity for each one. You could double or quadruple impact. For a sales process, you might measure the impact of optimizing how you execute the sales call process, improving each step of the process: Making...
(07/29/06 02:28 PM)
