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recent bookmarks from jerrykingTechnology has upended the world’s advertising giants - Mad men adrift2018-04-13T19:17:07+00:00
https://www.economist.com/news/business/21739758-advertising-agencies-are-under-pressure-change-archaic-and-inefficient-elements-their
jerryking>duopoly<< of >>Google<< and >>Facebook<<. Some of their biggest clients, such as Procter & Gamble (P&G) and Unilever, are also being disrupted, in their case by smaller online brands and by Amazon. They are cutting spending on advertising services, and also building more capabilities in-house. Consultancies with digital expertise such as Deloitte and Accenture are competing with agencies, arguing that they know how to connect with consumers **better, and more cheaply**, using >>data<<, >>machine learning<< and app design.......This month Marc Pritchard, chief brand officer of P&G, criticised their (i.e. the ad giants) model as a “Mad Men” operation that is “>>archaic<<” and overly complex in an era when campaigns and ads need to be designed and refined quickly **across lots of platforms**.
Technological forces are buffeting this model.
(1) The first big challenge is >>disintermediation<<. Despite the growing backlash against the tech giants, Google and Facebook make it easy for firms big and small to advertise on their platforms and across the internet via their powerful ad networks.
(2) The second headache is the rise of >>ad-free<< content for consumers, especially on Netflix, and the corresponding disruption of >>ad-supported<< television, which has declining viewership globally.
(3) Third, Amazon’s e-commerce might, and the growing clout of internet-era >>direct-to-consumer<< upstarts, have weakened the distribution muscle and pricing power of the advertising giants’ biggest clients.....cost discipline among clients is driven partly by the influence of thrifty private-equity investors like >>3G<<, the Brazilian owner of AB InBev, the world’s largest brewer......Sir Martin argues that the budgetary pressures that have forced his clients to cut back on advertising are a cyclical problem, not like the structural challenges posed by technological disruption.
In private, however, a senior executive at a rival ad-holding firm rejects much of this optimism. Technological disruption and disintermediation, he says, will only deepen. The efficiency of targeted digital ads means companies can spend less for the same outcome in branding. ....The advertising firms are responding by hiring away talent, acquiring businesses (in 2015 Publicis bought Sapient, a digital consultancy, for $3.7bn) and gradually changing how they make money. Their plans mostly boil down to two things: investing in digital services and consolidating their collections of businesses so that they can provide a range of services to one client more cheaply under one account.]]>advertising economics marketing advertising_agencies Martin_Sorrell WPP competitive_landscape P&G Unilever disruption Deloitte Accenture Publicis Omnicom via:sparkey ad-tech programmatic Google Facebook Amazon digital_strategies direct-to-consumer 3G ad-free ad-supported archaic cross-platform data disintermediation duopolies machine_learning Mad_Men pricing_power better-faster-cheaperhttps://pinboard.in/u:jerryking/b:629fb366f446/Market Planning Toolkit2012-07-11T04:47:00+00:00
https://docs.google.com/document/d/1SY-wZcz7L0NFFNvIImLgbCYZCYt4X-OghgyznpOwuAA/edit
jerrykingJCK marketing business_planning frameworks market_segmentation competitive_landscape distribution_channels public_relations tools buyer_choice_rejectionhttps://pinboard.in/https://pinboard.in/u:jerryking/b:29991418547b/"Structural Breaks" and Other Timely Phenomena -2011-11-03T05:08:00+00:00
http://adamsmithesq.com/2008/12/structural_breaks_and_oth/
jerryking>centers of gravity<<, and your client base. To produce a coherent, nuanced, and dynamic view of what's happening, there's no substitute for the hard work of thinking about this multi-dimensional chessboard, with almost daily midcourse corrections based on new data points and new conversations, essentially incoming at you all the time. ]]>Bruce_MacEwen McKinsey financial_history ratios strategic_thinking talent_pipelines structural_change howto customers Five_Forces_model competitive_landscape situational_awareness course_correction disequilibriums accelerated_lifecycles dislocations hard_work dynamic simplicity crisis discontinuities strategy centers_of_gravity marketing professional_services_firms law_firmshttps://pinboard.in/https://pinboard.in/u:jerryking/b:3d4c1bfff4e2/When Being First Doesn't Make You No. 1 - WSJ.com2010-10-18T15:15:13+00:00
http://online.wsj.com/article/SB109226063678489052.html
jerrykingbranding Xerox Ricoh image_advertising Apple iPODs competitive_landscape Singapore first_movers fast_followers consumer_electronics marketing new_products new_categories category_killers product_launcheshttps://pinboard.in/u:jerryking/b:8162fbd020f3/