Asia’s relationships challenge trans-Atlantic brands

Can brands survive in emerging markets? Today I’ve been hearing how Katerina Mavroidis, the Beijing-based global brand strategist, answers that question. For the last few years Mavroidis has been helping clients of Saatchi and Omnicom to put down deeper roots in China, the world’s fastest growing marketing market (Note: Omnicom owns my former employer). Emerging, Read more about Asia’s relationships challenge trans-Atlantic brands[…]

Should AR strategy prioritise initial planning or developing rapport?

This weekend I’m re-reading Market-Driven Management by Frederick Webster, the core book in his MBA elective on business-to-business marketing which I took at Dartmouth. It focuses on the major shift in the 1990s away from strategic planning and towards customer-orientation. That’s a shift than analyst relations has yet to complete. In a nutshell, the strategic Read more about Should AR strategy prioritise initial planning or developing rapport?[…]

A ‘Central Limit’ on bias when surveying analysts

When surveying analysts, many AR managers are uncertain about how many analysts need to be surveyed for the results to be significant. Few AR managers are interested by statistical theory, and statistics is an area where intuition is greatly misleading. When firms are aiming at a small number of analysts, it’s a non-problem. If you’re Read more about A ‘Central Limit’ on bias when surveying analysts[…]

ARmadgeddon and the Ostrich

I’ve just been reading ARmadgeddon‘s thoughts about analysts and their sample sizes. It’s a useful example of some generic and specific weaknesses: both in vendors’ tendency to self-orientation (which can lead to rationalisations about whether analysts are good or bad according to whether they meet the vendors’ needs) and in their understanding of analysts. I’ll Read more about ARmadgeddon and the Ostrich[…]