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Brands can be a company's most valuable intangible asset. Our research has indicated that companies with strong brands earn up to 5 percentage points higher total return to shareholders than their industry counterparts.
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Marketers rely too much on intuition. The key to building brands more scientifically is to combine a forward-looking market segmentation with a better understanding of customers and a brand's identity.
In part by establishing clear roles, relationships, and boundaries for their brands and then, within these guidelines, giving individual brand managers plenty of scope, subject to oversight from one person who is responsible for the portfolio as a whole. Top-down goals, such as P&G's recent desire to prune brands that aren't
interviews with 30 CMOs and brand managers at a dozen leading . defining brand-equity guidelines, and conducting each brand. 4. Establish rapid-response mechanisms. Speed is key in digital marketing and sales. Customers who make online inquiries expect a response within an hour, and 88 percent say they're
Additionally, a system of common standards for external communication was put in place. Today, all campaigns and materials are governed by a set of binding rules regarding corporate identity and corporate design. As a result, the company has been able to grow its brand value substantially. A multi-billion dollar asset,
Changing Identity. I joined McKinsey in 1980. They were very well known. I noticed how they described themselves as the “world's preeminent manage- ment consultant." There was a problem with that, I thought. Surveys that ranked professions in terms of respect clearly showed that management consultants were not.
24 Jun 2013 McKinsey: Digital Advantage We provide insights into marketing and sales. Opinions expressed by Forbes Contributors are their own. McKinsey & Company , Contributor. By Agnes Claye, Blair Crawford, Sascha Lehman, Thomas Meyer. On March 8, KKR made a $3.74 billion bid for Gardner Denver.
generate deep insights. For example, pharmaceutical companies have lagged far behind cPG companies in adopting needs-based segmentation. indeed, many pharmaceutical brands are still using behavioral segments (decile-based) to guide all their marketing and sales activities. cPG companies are now relying less on
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