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jerryking : johnson_&_johnson   8

Advertisers Try New Tactics to Break Through to Consumers - WSJ
June 19, 2016

companies are rewriting their marketing playbooks. Some are blurring the line between advertising and content, in the hopes of passing through the filter of what consumers actually see and read. Others are diving deeper into data and location targeting on the theory that consumers will embrace ads that they find relevant.......Marketers have been drawn to digital advertising because of the promise of targeting consumers with more precision. But the backlash over the quantity and intrusiveness of digital marketing, and the adoption of ad blockers, is forcing them to figure out other ways to capture users’ attention......Advertisers like Coldwell Banker Real Estate LLC are embracing so-called native ads, which seamlessly blend into a user’s feed and are harder to distinguish from editorial content.

“Native ads have 50% higher click-through rates than any of our [display] banner inventory,” ....Alison Lewis, chief marketing officer of J&J’s consumer business, said that for decades, the company would create two 30-second TV spots, two billboard ads and five print ads every year. That is “not how the world works today,” she said.
advertising  offensive_tactics  Johnson_&_Johnson  Netflix  content  backlash  location_based_services  Coldwell_Banker  marketing  precision  target_marketing  playbooks 
february 2017 by jerryking
Developing Leaders: How Winning Companies Keep On Winning
Fall 2000| MIT Sloan Review | by Robert M. Fulmer, Philip A.
Gibbs, Marshall Goldsmith. Increasing the budget for education or
changing the name of a training department to “corporate university”
doesn't guarantee improved performance. Our study shows that, despite
the diversity of approaches to leadership...
GE  Freshbooks  Johnson_&_Johnson  leadership_development  corporate_universities  filetype:pdf  media:document 
november 2009 by jerryking
Active inertia is the enemy of survival
Oct 8, 2009 | Financial Times pg. 16 | Book review by Richard
Donkin of Donald Sull's The Upside of Turbulence ; Seizing Opportunity
in an Uncertain World ; Harper Business, $27.99/pound(s)18.99. "the
risk, says Sull, is that complacency sets in as companies and their
bosses begin to believe their own press during the good times. The CEO
on the cover of a business magazine, a boss who looks like all the rest,
a grand headquarters - all are examples of companies resting on their
Sull concentrates on building agility in business, allowing companies to
shift resources quickly from less promising to faster-growing areas.
Some companies, such as Johnson & Johnson, P & G and Samsung,
have cultivated portfolio agility at the heart of their businesses, he
says. Sull argues that the best companies are able to absorb the shocks
of market turbulence, using cash and profits from their strongest
business streams to cushion the effects of unforeseen events."
book_reviews  Donald_Sull  resilience  upside  turbulence  adversity  complacency  cost_of_inaction  inertia  Samsung  P&G  books  Johnson_&_Johnson  agility  uncertainty  unexpected  unforeseen  antifragility 
october 2009 by jerryking
Lifelong learning at the corporate university
1998 | Career Development International Vol. 3, Iss. 5; pg. 177| by Robert M. Fulmer, Philip A. Gibbs.
size  Crotonville  career_paths  Freshbooks  corporate_universities  motorola  Johnson_&_Johnson  executive_education 
september 2009 by jerryking
J&J's New Baby
JUNE 18, 2007 | Business Week | By Arlene Weintraub
Johnson_&_Johnson  consumer_goods 
may 2009 by jerryking

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