In an environment of increasing product parity, the need to innovate has become critical. The key input for innovation is robust and insightful data from customers. Given this scenario, this paper explores the triggers and barriers that exist within typical companies in the drive to gain better customer insights to fulfil the end need of innovation. This has been illustrated using the simple but interesting scenario of trying to target non-Muslim customers for Islamic banking products and services.
This paper traces the evolution of Advertising Tracking in India over the previous thirteen years or so. This evolution has been segregated into three stages: origin: characterized by pre and post-testing growth: characterized by quasi-continuous estuarisation: characterized by full-fledged continuous tracking. In order to fully understand each of these stages a description of the prevailing scenario, in terms of media environment, political sentiment, socio-cultural trends would be essential to link these with the relevant advertising research approach. Such an identification would be especially useful in designing suitable ad tracking systems and measures for most of the southeast Asian countries.
This paper postulates that the conflict between the finance and consumer measures in an organisation can be overcome by keeping in mind the overall goals of the organisation. This goal is defined to be - Maximising Shareholder Value. The paper develops a practical framework which provides linkages between the strategic and operational brand management decisions and the end goal. This is achieved by identifying âRelatable Key Result Areasâ for managers at different levels, which are conclusively linked to Shareholder Value through the concept of Free Cash Flows. The paper uses case studies to illustrate the same. In a scenario where the marketing and finance functionaries of an organisation are asked to march to their idea of the âbrand equityâ tune, in all likelihood, a divergence of paths and rhythm would be seen. In fact, none of us would be surprised if there is a substantial divergence in these paths. Both the functions tend to hold steadfast to their own beliefs and ideas on what brand equity is and what it means to the organisation, and this leads to the conflict of âconsumer measures v/s. financial measuresâ.