![]() Separation and haste make it harder to continually leverage brand assets. Plus, with all that brands can learn from social listening, the temptation to change messaging frequently wins out over the discipline to keep your message consistent and memorable. ![]() Because of the fast pace of change, investments in the new way of marketing may be activated as problem-solving measures (“We have to do something about digital,”) and may not actually engage shoppers thoughtfully with strategic integration. In a market that demands faster innovation turns, I believe this separation is unsustainable. But often the methods and technologies are so unique that there is no common language between disciplines, and this keeps learnings in separate silos. ![]() The rush to digital, like the rush to shopper marketing, the club channel (or discount retail, as we say in Europe), and other marketing movements, has created separate, channel-focused teams within marketing. If not brought into tight integration, I would venture to say that digital marketing may even do some harm to the brand.īrand fragmentation shows up in five forms. Sadly, I see digital marketers’ intense engagement efforts are becoming disconnected from the products they’re trying to market and perhaps even from their consumers. (I am fascinated by this idea of “effective frequency,” which has stood a test of time, but seems to have been eschewed by marketers chasing the latest trends.) SEE ALSO: How B2B CMOs Can Align Sales and Marketing
0 Comments
Leave a Reply. |
AuthorWrite something about yourself. No need to be fancy, just an overview. ArchivesCategories |