Marketing. It has until now, been viewed as companies pushing their messaging out into the world and trying to get consumers to buy more. That just doesn’t work anymore. Customers are calling the shots. If marketing is going to have any chance at success, it must be delivering value to the consumer and helping to solve the problems this person has set out to solve, in the moment they need to be solved. This goes beyond one-to-one marketing. Every interaction an individual has with a brand must deliver value. The way to make that happen is to bring the human back to marketing. To speak to each individual contextually, in the moment. We’re making it happen with our five pillars of best-in-class marketing philosophy, which includes segmentation, personas, buyer's journey, content, and the data and martech ecosystem.
How Successful Brands Can Prepare for Disruption
What can large, successful companies do to avoid being disintermediated or "cut out" as middlemen? The Har...
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2018 Predictions from the Brightest Minds in Marketing
We asked the Harte Hanks Marketing Advisory Board for their insights and predictions on what will matter in 2018. Hear from Ken Bernhardt, John Deighton, Kim Whitler, Kay Lemon and Scott Neslin.
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One of the most misused marketing tools is the persona—the archetype of a particular kind of customer. Here's why we need to think differently about personas.
CMOs: How to Get Your Budget Back
According to Gartner's recent CMO Spend Survey, CMOs are being asked to tighten their belts for the first time in the past several years. Here's what to do about it.
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Marks & Spencer CEO Steve Rowe recently explained in Marketing Week that the British multinational retailer is looking to use data to "make M&S great again." He's got the approach exactly right.
Global Tech Brand Increases Efficiency & Productivity with Marketing Operations Services
With a global management structure overseeing the brand’s regional teams, this technology company was able to improve marketing efficiency and productivity, reducing costs.
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A New Marketing Era: Focus on Jobs and Outcomes
Customers often have a hard time describing what they really need. So when companies let customers drive innovation, there is a good chance the resulting innovation will fail. Tony Ulwick explains.
Generating True Customer Loyalty? TJX Cares for Community
True brand loyalty cannot be earned by dolling out rewards or tier status alone. It takes more than that. Here's how TJX (and all retail brands) should move forward.
How Retail Can Thrive in Kotler’s 4th Industrial Revolution
Philip Kotler explains that there are several efforts retail brands can make to improve the likelihood of their brick and mortar success. Here's how to implement Kotler's suggestions.
The Role of Jobs-to-be-Done in the Bank Branch Customer Experience
To keep physical locations relevant, banks need to look at delivering value through their branch experiences—based on customers' jobs to be done.
Are We Pushing Content...or Facilitating Conversation?
The digital interface is laced with temptations to forget we are dealing with human beings. Content IS our digital conversation, and we must follow digital clues to provide the right content.
Bank of America Becomes “Powerfully Personal” with Dedicated Direct and Email Marketing Partner
With one dedicated agency focused on its client communications in digital and direct programs, Bank of America has been able to deliver consistent improvements in campaign results.
How to Make Mail Part of Your One-to-Moment Marketing
There’s still an important place—and perhaps a great opportunity—for mail in a more contextual, more timely and more human approach to marketing. Here's the why and how.
Toys R Us Failure is from Customer Experience—Not Amazon
While many attribute Toys R Us' bankruptcy to the continued decline of brick and mortar retail, this failure is not a matter of online vs. offline. It's a matter or failing to understand the customer.
HHQ Vol 1 Fall 2017
Want a More Influential CMO Position? Step Up Today
Providing CMOs with a broader charter and more influence in the C-suite brings more opportunity to the company in terms of revenue growth and retention. But CMOs must be their own change agent.
A Prisoner’s Dilemma? The Real Value in a Loyalty Program