Healthcare organizations have always struggled with measuring return on marketing investment (ROMI), mostly because of multiple systems of data collection that don’t speak to one another. But with the advent of new “tools,” that challenge is getting easier — if you have the building blocks in place.
By Maria Antonelli, Andrea Ferrino, Elizabeth Gluck, Jennifer Harris, Lauren Bentley, Amanda Kalbrosky and Elizabeth Howarth
Earlier this month, the Philly Ad Club hosted its annual Women in Advertising event, where a panel of women in advertising and communications imparted their knowledge to a room of marketers (men and women). The panelists—each with a different personality and job description—shared how they successfully handled adversity throughout their careers and overcame self-doubt to achieve their goals.
Recently, I was reacquainted with The Art of Client Service, a must-read for any aspiring account executive eager to set his or her agency (and the ad world) on fire. Flipping through the pages, I wondered why there was never a companion piece, The Art of Being a Great Client. Looking back on the countless clients I’ve worked with over the years, there were certain traits that uniformly predicted who would be a great client and, in turn, where the agency would do its best work.
Ever since there’s been the practice of marketing communications, there’s been a concept inseparable from it: the customer journey. If you understood your target audience and could communicate effectively at each stage of their purchasing journey, you’d do OK in the marcom profession.
A client once told me, “I don’t need to be bothered with digital media reports.”
For digital media professionals, this statement stops the music, and we refrain from asking the obvious question out loud: “If you don’t care about the results, why did you even bother to invest money in this campaign?”
After more than a decade of managing a marketing communications agency as a partner and chief creative director, making the step up to CEO shouldn’t be that big of a deal, right? I believed this as I prepared to step into the shoes of our retiring CEO, John Hawkins, the agency’s founder and my friend of 30-some years. I didn’t envision much changing—or needing to change—at Aloysius Butler & Clark (AB&C), aside from my carving out a role and asserting my own style. I quickly discovered I was off in this thinking. John retired on December 31, 2016, and before we reached mid-January, my point of view had changed.
In a world full of noise, how do you get people to actually read what you write? It takes more than good content and design. The most important part of writing is the headline.
My advice? Be bold. Be brief. Be relevant. Because without a great headline hook to pull people into your article or ad, they’ll browse right on by.
If you’re Skyping into a live TV interview from your home office, make sure you lock the door! Robert Kelly, a professor of political science at South Korea’s Pusan National University, learned this lesson the hard way after his two children stole the spotlight during his March 2017 BBC interview.
This February, I represented PRSSA-UD at one of the Public Relations Student Society of America’s Delaware Chapter (PRSA-DE) networking events. As I sipped coffee and ate some of the provided refreshments, I listened to Dave Brond from Aloysius Butler & Clark (AB&C) and Cortney Klein from WSFS Bank discuss the elements of an effective strategic planning process. Here are my top three takeaways from Brond and Klein on how to best create a strategic plan in order to optimize its potential for success:
What Is Mindfulness?
The word itself is straightforward. Mindfulness suggests that the mind is full with what is happening around us, inside our bodies or with the task at hand. Yet finding that intensely present and aware mind is hardly an easy task. It seems that when we are doing one thing, our mind is already on to the next project.
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