“Data!”

As for trends/areas that interest me right now: “Data makes the world go round!” Nothing new, but with the value placed on linkedin (recent IPO), more conversations surrounding the valuation of Facebook (an inevitable and imminent IPO) and Microsoft’s recent purchase of Skype (huge value placed on such a little revenue generator), just another bubble waiting to burst, or will data deliver huge returns? If so, when? How?

From a creative industry perspective, I’ve started to look at the impact the desire for “data” is having on innovation, new and creative approaches to attracting the right attention, engaging the audience, establishing loyalty (to keep data fresh) and ultimately converting sales and generating real financial value. Just a few ideas but “data”, as a theme, is pretty interesting.

In the meantime, read: http://www.thisislondon.co.uk/markets/article-23962289-data-makes-the-world-go-round-for-marketers.do (link via @thebrandbuilder)

Declining income, conflicted managers and demoralised staff. If you’re in the brand identity business, it may be time to re-evaluate your business development strategy.

Recently, whilst out-and-about in the branding community, conducting what I now refer to as the rounds, I have noticed a worrying vacuum or, in the wider context of things, an opportunity well worth exploiting.

It is undeniably tough out there – clearly illustrated by frugal cost-cutting, unpaid leave, head-count freezing and many other cautious, overhead reducing activities. However, I am amazed at how so many senior managers are undervaluing the importance and holistic benefits of a clear marketing and business development strategy.

On mass, agencies already on the verge of collapse have started advertising vacancies for generic new business positions. Their posts command applications from candidates who can guarantee a rolodex of clients and qualified leads. In return they offer little more than the most basic salary, an unclear future and very little, if any, security. They too often rely on badly managed and out-of-date contact lists and assign the task of cold-calling to reluctant if not actually telephobic staff, or outsource it to apathetic third-party telephonists.

How then can consultancies expect to grow, during a time when salaries are cut, morale is at an all time low and unpaid leave is encouraged? The answer, I suggest: Agency leaders themselves need to start thinking outside of the box.

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