READ

INSTRUCTIONS:
1) There are 4 questions at the end of the read
2) Responses should be in WORD only
3) Be SPECIFIC in your responses and EXPRESS yourself freely

What makes marketing creative? Is it more imagination or innovation? Is a creative

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 To explore this question, we interviewed senior marketing executives across dozens of
top brands. We asked them for examples of creativity in marketing that go beyond ad
campaigns and deliver tangible value to the business. Their stories — and the five
wider trends they reflect — help illustrate what it means to be a creative marketer today.

1. Create with the customer, not just for the customer

Everyone likes to talk about being “customer-centric.” But too often this means taking
better aim with targeted campaigns. Customers today are not just consumers; they are
also creators, developing content and ideas — and encountering challenges — right
along with you. Creativity in marketing requires working with customers right from the
start to weave their experiences with your efforts to expand your company’s reach.

For example, Intuit’s marketing team spends time with self-employed people in their
homes and offices to immerse themselves in the customer’s world. Through this
research, they identified a pain point of tracking vehicle gas mileage. Based on these
marketing insights, Intuit created a new feature within its app that combines location
data, Google maps, and the user’s calendar to automatically track mileage and simplify
year-end tax planning.

Brocade, a data and network solutions provider, created a “customer first” program by
identifying their top 200 customers, who account for 80% of their sales. They worked
with these customers to understand their sources of satisfaction and identify areas of
strengths and weakness. Brocade then worked with sales teams to create and deliver
customized packages outlining what Brocade heard is working or not working, and what
they would do about those findings. Later, Brocade followed up with these customers to
report on progress against these objectives. The results? Brocade’s Net Promoter
Score went from 50 (already a best in class score) to 62 (one of the highest B2B scores
on record) within 18 months.
2. Invest in the end-to-end experience

Every marketer believes the customer experience is important. But most marketers only
focus on the parts of that experience under their direct control. Creative marketers take
a broader view and pay attention to the entire customer experience from end to end.
This includes the product, the buying process, the ability to provide support, and
customer relationships over time. That takes time and resources – and it also requires
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bringing creative thinking to unfamiliar problems.

Kaiser Permanente believes that as health care becomes more consumer-oriented, the
digital experience becomes a key differentiator. The marketing team instituted a
welcome program to help improve the experience for new plan members. Members are
guided on how to register for an online member portal, which provides access to email
your doctor, refill prescriptions, make appointments, and more. The welcome program
required coordination with many areas of the business. As a result of this program, about
60% of new members register within the first six months. These members are
2.6 times more likely to stay with Kaiser Permanente two years later.

Like many retailers, Macy’s has traditionally spent 85% of its marketing budget on driving
sales. Each outbound communication is measured individually for immediate ROI.
However, recently they began to take a more holistic approach, focusing on lifetime
value and their most profitable segment, the “fashionable spender.” This group looks
across the business to gather behind-the-scenes information on the runway, newest
clothing lines, and aspirational fashion content. The metrics also changed. Macy’s
started evaluating engagement per customer across time and platform instead of per
marketing message per day. The results? In the last year, customers in the top decile
segment increased digital engagement by 15%, cross shopping by 11% and sales by
8%.
3.Turn everyone into an advocate

In a fragmented media and social landscape, marketers can no longer reach their goals for
awareness and reputation just through paid media and PR. People are the new channel. The
way to amplify impact is by inspiring creativity in others. Treat everyone as an extension of your
marketing team: employees, partners, and even customers.

Plum Organics gives each employee business cards with coupons attached. While shopping, all
employees are encouraged to observe consumers shopping the baby category. When
appropriate, they ask a few questions about shoppers’ baby food preferences and share
business cards with coupons for free products as a gesture of appreciation.

For Equinix, surveys revealed that a third of employees were not confident explaining its
company story. The company introduced an internal ambassador program for its more than 6,000
employees. This program gives employees across all disciplines and levels tools to educate them
on the company, its culture, products and services, and how they solve its customer’s needs.
More than 20% of employees took the training online or in workshops in the first few months of

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 the program, and employee submissions to its sales lead and job candidate referral programs
were up 43% and 19% respectively.

Old Navy has traditionally dedicated their media budget to TV, particularly around back to school.
However, over the past few years, they’ve focused on digital content to engage kids around positive
life experiences and giving back. Through this approach, the 2016 #MySquadContest led to 32,000
kids sharing their “squads” of friends for a chance to win an epic day with their favorite influencer,
creating 3 million video views, a 60% increase in social conversation about @OldNavy, and a 600%
increased likelihood of recommending Old Navy to a friend (versus those that viewed TV ads only).
In addition, the program led to record breaking donations for their partner, The Boys & Girls Club.
4. Bring creativity to measurement

The measurability of digital engagement means we can now know exactly what’s working and
not working. This gives marketing an opportunity to measure and manage itself in new ways. In
the past, marketing measured success by sticking to budgets and winning creative awards.
Today, the ability to measure data and adjust strategies in real-time enables marketing to prove
its value to the business in entirely new ways.
Cisco has created a real-time, online dashboard where the entire marketing organization can look
at performance. The leadership team conducts a weekly evaluation to assess, “Is what we’re
doing working?” This analysis can be done across different digital initiatives, geographies,
channels, or even individual pieces of content. The result is an ability to quickly adjust and re-
allocate resources.

Zscaler, a cloud-based security platform for businesses, created a Value Management Office.
The Office helps each client define, quantify, and track their unique business goals associated with
Zscaler implementation. Zscaler and their clients hold each other accountable to specific,
measurable, time- based results.

OpenTable recently launched a companion app just for restaurants to make better use of the
data they’ve been collecting through their reservation system. Restauranteurs can now get a
handle on their business right from their smartphone, allowing them to easily answer questions
like “How did your last shift perform?” The app can tell them if they are running light on bookings,
and soon they’ll be able to activate marketing campaigns to increase same day reservations.
More than 50% of restaurant customers on OpenTable’s cloud-based service are already using
the app, visiting an average of 9 times a day, 7 days a week.
5. Think like a startup

In the past, marketers needed to be effective managers, setting goals well in advance and then
working within budget to achieve those goals. Today, creative marketers need to operate more
like entrepreneurs, continuously adjusting to sustain “product/market fit.”

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The start-up Checkr represents a trend we are seeing more of in the Bay Area in particular.
Marketers are adopting the business practices of entrepreneurs such as lean startup and agile
development. For its background check solution, Checkr wasn’t getting the results it wanted from
traditional sales and marketing tactics as it expanded into new market segments. They realized
they had to think beyond marketing as promoting an existing product. Adopting an agile method of
customer testing and rapid iteration, they worked with engineering to rethink the product and
bring a “minimum viable product” to market for these new buyers. As a result of this integrated,
agile approach, the company easily hit some early 2017 revenue targets with conversion rates
that are four times what is traditionally seen in the industry.

The changes happening in consumer behavior, technology, and media are redefining the nature
of creativity in marketing. The measure of marketing success isn’t the input, whether that’s the
quality of a piece of content or a campaign, but rather the value of the output, whether that’s
revenue, loyalty, or advocacy. Marketers of the past thought like artists, managers, and
promoters. Today’s marketers need to push themselves to think more like innovators and
entrepreneurs — creating enterprise value by engaging the whole organization, looking out for the
entire customer experience, using data to make decisions, and measuring effectiveness based
on business results.

QUESTIONS:
1) In the above read, out of the given trends, which 2 would you rate as most important and
why?
2) Can you think of a brand who has benefitted from being agile in their marketing
approach? Why?
3) How do you think small businesses boosted their sales using marketing creativity, in
Covid situation?
4) If you have to suggest a name for this article in 2-3 words, what would it be?