Thought Leadership

Thought Leadership

By harmonizing millions of data points, we create a deep, personalized understanding of your consumers to predict their behaviors and aspirations.
As companies invest more in the collection and analysis of customer data, the expectation rises that deep customer knowledge alone will drive more efficient and impactful marketing.

It’s a powerful point of view but can also prompt creative leadership to wonder: Will a reliance on data kill creativity?
Let’s face it: Data is a double-edged sword.

Customer data, in all its forms, is a treasure trove of information with which to improve brand performance. As enticing as it is, data also sparks a tremendous sense of anxiety — often overwhelming marketers with its seemingly endless volume, the uncertainty over whether to invest or retain ownership over first-party data...
THE ATTRIBUTION ALBATROSS: Ever since John Wannamaker’s immortal quote that ‘“half my advertising isn’t working, I just don’t know which half”, advertisers have been on a mission to find out what works. Over the last century and a half, the single biggest obstacle to accurately answering this question has been Attribution. Many variables contribute to a success, but how do I know which ones contributed the most, and which contributed little to nothing to the result?…
Tenor, a popular GIF platform with more users than Twitter, was acquired Tuesday for an undisclosed amount by Google.

"Through first glance GIFs might seem frivolous, they're actually a powerful concept," Ben Clarke, co-founder and president of digital agency The Shipyard says. "In a very compact frame they combine images, story and text. From an advertiser's perspective this gives...
Even if we ask the right questions, we sometimes receive answers that downplay the potential complexity and gloss over the kinds of challenges marketers face. How To Avoid The Trap:

Don’t underestimate the demands on your in-house marketing teams and vendor
 partners...
Twenty-odd years ago, most big companies would run just a handful of experiments each year. Today, the most innovative businesses run thousands–Intuit: 1,300, P&G: 7,000–10,000, Google: 7,000, Amazon: 1,976, and Netflix: 1,000–thanks to a combination of new technologies and “lean” business approaches. And it isn’t just quantity that’s rising but the quality and pace of experimentation, too. These days, the true test of how innovative a company can be is how well it experiments.