Rob Aksman, founder and chief experience officer at BrightLine, discussed the latest developments in smart TV that every marketer should know.
To stave off extinction, Ball Park invented a new category to target guy time.
Dick’s Sporting Goods developed deep insights surrounding sports to create meaningful content that connected with athletes and helped the brand to increase both awareness and sales.
Lisa Spector, senior vice president, head of business delivery at RBS Citizens Bank, discussed how procurement led a recent review for an interactive marketing agency.
Stephen Adler, chief imagineer at Charity Brands Consulting, discussed the ROI of corporate social responsibility.
The 200-year-old U.S. Postal Service needed a refresh in order to become relevant to today’s consumers.
Mariana Quiroga, global business unit director at 3M, and Keith Haig, global digital marketing leader at 3M, discussed 3M ESPE’s content marketing journey.
Meade Camp, vice president of integrated and strategic partnerships at AT&T AdWorks, discussed ways brands are leveraging content investments, targeting through content (perception versus reality), complimenting content “buys” with better science, and increasing efficiency and return on investment for TV campaigns.
Erin Anderson, interactive marketing manager at General Mills, shared how General Mills built Tablespoon.com, a General Mills food and recipe website, by developing a solid content strategy focused on key elements, such as brand purpose, brand pursuits, focused targets, and tone/voice.
Melissa Schoenke, director of media strategy at Target, shared Target’s approach to content and media, along with examples of how the brand leveraged partnerships and a mix of communication channels to drive sales.
Steve Greenberger, chairman of The Business Advisory Group, and Mark Green, vice chairman of The Business Advisory Group, reviewed the current status of data utilization in marketing mix modeling, the holes that need to be filled, and examined what needs to be incorporated when constructing the next generation model.
Mary Sadeghy, senior director of marketing and business development at City of Hope, shared best practices, success stories, and the fundamentals that organizations should explore in cause marketing.
Shirish Dant, head of consumer marketing and market insights of EmblemHealth, David Magrini, vice president of Merkle, and Shiv Gupta, senior director of analytics at Merkle, shared a case study on how EmblemHealth took advantage of big data and turned it into actionable results.
Tina Moffet, industry analyst at Forrester Research, Inc., discussed the best way to harness big data to drive more effective consumer measurement, and ways in which it can help organizations create a more relevant relationship with your customers by learning what big data is and how it is currently being used, how firms are leveraging big data, and industry best practices around big data measurement.
Rishi Bhandari, marketing ROI practice leader at McKinsey & Company, shared key trends in big data, including its impact on the future of marketing and sales, industry success stories, and pragmatic approaches for companies to gain a competitive advantage in this space.
Chris Sinta, director of consumer promotions and sponsorships at ConAgra Foods, and Jim Andrews, senior vice president of IEG, shared insights on brands that have achieved results with meaningful marketing, including ConAgra and its Child Hunger Ends Here platform.
Brian Maynard, director of brand marketing at Jenn-Air, and Deb O’Connor, director of global corporate reputation and community relations at Whirlpool, shared a case study from KitchenAid’s long-running Cook for the Cure program.
Susan Yan Tang, marketing director of U.S. oral care at Johnson & Johnson, and Cathy Clift, executive planning director and head of strategic planning at JWT NY, discussed how Band-Aid leveraged augmented reality to drive brand value and sales through its Magic Vision app.
Effie Worldwide discusses key insights learned from the 2013 Effie Awards North American competition.
Mizuno had just seven percent brand favorability, a running shoe that felt hard and stiff on the sales floor, and one percent of the industry’s ad spend. Knowing that runners who log more than 20 miles a week would prefer Mizuno shoes if they could just run in them first, the brand developed a word-of-mouth campaign that put shoes on running feet, and both favorability and store sales increased.