ResearchTalk » Marketing

Marketing: the search for fiscal discipline

ResearchTalk — Thu, 11 Jun 2009 22:39:34 +0000

Our article in the Jun ‘09 edition of ESOMAR’s Research World. Grab your copy here.

Professor Robert Shaw is Honorary Professor of Marketing Metrics at Cass Business School and the author of ten books including Marketing Payback, We talk to him about the current state of marketing effectiveness and his new initiative designed to improve it.

Q. What is your opinion on the effectiveness of marketing today?

A. Marketing is crucially important to all developed economies. Without marketing, price would be the main differentiator of products and services. The diversity of products and services in today’s economy owes its existence to marketing.

In the current recession, marketing is under extreme pressure, as cost cutting sweeps business. Luckily marketers have plenty of opportunity to improve their effectiveness, since in the boom years they had become very inefficient, and money was routinely wasted on marketing activities that did not deliver, and mistakes were ignored and often repeated.

Q. What remains to be solved?

A. Plenty. Efficiency needs to be the focus for the next few years – here’s a dozen for starters.
1. Making the marketing budget work harder
2. Writing budget approval cases that win every time
3. Maintaining media effectiveness and reducing costs
4. Eliminating production cost-wastage and the causes
5. Making marketing assets and collateral work harder
6. Avoiding surprises in budget commitments
7. Getting Agencies to do a better job in less time
8. Holding Agencies rigorously to account for results
9. Wasting less time on budgetary bureaucracy
10. Penetrating partial and confusing data
11. Faster approvals with fewer errors
12. Forecasting more accurately

Q. What mistakes do companies typically make?

A. Marketing seldom has a meaningful discussion with finance, and vice versa. They ask different questions and speak different languages.

Finance talk about Budgets, Budgets, Budgets. Marketers talk about Brands, Brands, Brands.

Finance and marketing sometimes have disjointed working relationships. They often ask different questions and they answer them in different languages. During training we often use this example: assume sales revenues for the latest period of Company X have been flat, marketing budgets have been flat, and sales volumes are down, then what’s happening to profits? The correct answer is that profits are up, but most people get it wrong because they ‘wing it’.

Questions that finance ask focus too much on budgets and too little on performance; and marketing focus too much on brand awareness and image and too little on sales and profit performance. Everyone retreats into their own technical jargon, each bewildering the other and wasting lots of time pursuing irrelevant questions. Ultimately any attempt at finance-marketing dialogue gets derailed.

Q. Could you elaborate on the Return On Ideas reports and your Infinity model for marketing effectiveness?

A. An important new report “Return on Ideas” was launched on 27 April. The subject? How any organisation that has to market itself can be more efficient, effective and value adding. This is a frustrating business challenge and what we’ve delivered isn’t theoretical or waffle. The report is packed with practical suggestions, checklists and case studies, solidly based on candid research on over 100 organisations, large and small and across industries. When we shared it in draft with a sample of Chartered Institute of Marketing and DMA members they gave it their unanimous thumbs up.

The infinity model is a framework designed to put the marketing-finance dialogue back on the rails. It contains a unique collection of practical self-help exercises and checklists and illustrative case studies, all wrapped round the core model.

IMAGINE – PREDICT – DEMONSTRATE

What we found is the best organisations have a positive creative tension between financial rigour and the marketing imagination. More specifically this involves:
harnessing the marketing imagination to create value adding ideas (e.g. Heinz created the popular upside down bottle after consumers complained of sauce retention)
predicting how much financial value these ideas will contribute (i.e. explicitly calculating the financial case for an idea before committing budgets)
delivering and demonstrating that value really was created (e.g. there are questions over whether the Cadbury’s Gorilla campaign was ultimately a financial success)
establishing learning that will improve future ideas, predictions and results (i.e. making learning an essential part of every campaign plan)

Q. What can companies do to put the report into practice?

A. A lot of progress can be made in just one day, through holding a workshop with finance and marketing. By discussing the questions listed in the report, participants can find out how they can do a better job of making marketing more efficient, effective and value adding. In the process they will start to speak a common language that focuses on performance as well as conformance.

Having a follow-up session with the managing director, or business unit heads, can be helpful too. The report sets out departmental specific questions to be answered by the key players. A common issue that such discussions can resolve occurs when business units hold the marketing purse strings, and they use the marketing department as an internal service function. All too often such expenditure is squandered on vanity projects, whose sole effect is inflation of managerial egos, without sound commercial justification.

Quick wins from these workshops can be put into practice with immediate benefits. A longer-term programme of change may be identified too, and the report contains a road map to plan out this more strategic approach.

Q. What would be your key recommendations to marketers for measuring and assessing RoI?

A. You need to get better at planning ahead. Often measurement and assessment is an after-thought, and by the time marketers remember they ought to be measuring the effectiveness of a campaign it’s too late. We came across so many examples of companies that spent a fortune on this marketing activity or that, but which hadn’t collected the data before the campaign that would enable them to measure its effectiveness.

An example of good practice is Diageo who introduced a marketing activity evaluator. It was a tool that anyone spending any serious money on marketing activity had to use before proceeding. They had to set out the business case and put aside money to demonstrate the effectiveness of the activity. Diageo used this tool to build up a databank on what did and did not work. This is one of the most elegant cases I’ve come across.

Another example is BT. When Duncan Lewis joined BT as business development director, he discovered around 3000 mini-campaigns running at the time. He decided to shut them all down and insist on getting a proper business case for each. This forced the internal marketers to become much more disciplined and resulted in the emergence of some of the most successful advertising campaigns.

Q. Could you elaborate on this quote (from your paper): “Market research was obtained by almost all the organisations researched. There was a widespread expectation that market research should have a pivotal role in generating ideas, predictions and demonstrations, yet this expectation was seldom met.”

A. At first, the finding came as a surprise to me. I kept meeting marketing directors who grumbled a lot about the “lack of insights” from their research, and it became a recurrent theme. In particular they seemed to be seeking novelties that could be incorporated into their advertising and product development. To me it seemed an odd expectation – there really aren’t going to be enough novelties to go around all the firms in the marketplace. It didn’t seem the job of research to discover novelties, I felt that was the job of the creative agencies.

At the same time, many marketers seemed to be making very limited use of the potential of research as a predictive tool. Several boasted in a macho way about NOT TESTING. It seemed that many had had poor experiences with testing, but when it came to specifics it seemed that their experiences were with poorly designed tests, not with testing in general, but these marketers had drawn general conclusions from their particular experiences.

Agencies too seemed to encourage clients to act in a cavalier way, and are eager to manipulate research findings to suit their own Agency agenda. It often surprises me just how naïve marketing directors can be in allowing Agencies to set the research agenda and effectively trust the Agencies to mark their own homework.

Q. Could you elaborate on this quote (from you): “IT can be a powerful aid to market research, but it also has enormous power to damage customer relations…”

A. Yes. I was talking about the many roles that Information Technology plays in the world of marketing, and whether it is a force for good or bad. On the negative side, IT has been a powerful enabler of cost-cutting, and as we’ve seen with the automation of customer service, what’s good for the cost accountants isn’t always good for customers. Cutbacks in customer service have been rampant in recent years, and I’d predict that the recession will make matters worse for customers. In the world of market research, cost-cutting has also been a driving force, and the migration of research onto the internet has not been wholly satisfactory. The quality of the insights have often degraded as a result of this cost cutting, and too much of the research agenda is dominated by costs rather than quality of insights.

Q. What would be your key recommendations to market researchers for measuring and assessing RoI?

A. Market researchers need to get closer to their counterparts in management accounting if they are to become part of a true ROI measurement. Too many think that awareness and attitude tracking is good enough, but it really isn’t equivalent. ROI is a financial measure, and although market research can be useful to supply EVIDENCE, the PROOF comes about from linking together the evidence, not from the raw data itself. So teamwork and shared understanding are key, and that last point – shared understanding – will distinguish the winners from the losers.

Professor Robert Shaw is the founder of Demand Chain Partners (www.demand-chain.com) and director of the Value Based Marketing Forum.

You’re Only as Strong as Your Weakest Link. Or are You?

ResearchTalk — Sat, 12 Jul 2008 11:32:14 +0000

For control freaks like Apple, partnerships must be really frustrating. Famous for wanting to control every aspect of their product – hardware and software – plus sales, service etc., the torrid iPhone experience over the last 24 hours must have sent Steve Jobs fuming to say the least. It’s not absolutely clear who is to blame, but the guns are pointing at Apple’s partner, AT&T (and other carriers overseas).

So even though many decry Apple for being a relatively closed platform, the events of the last 24 hours may have brought some people round to Apple’s way of thinking, or at least made them more sympathetic.

But the reality is that partnerships in most sectors are an increasing necessity. As markets mature, product life cycles and development lead times shrink in today’s ever competitive landscape, organisations have to pair up to provide services they couldn’t do themselves, or at least not cost/time effectively.

Apple clearly sees the mobile market as a crucial one. So would it make sense for them to become a mobile carrier to control the experience end-to-end? Well, that would seem overkill. The bad experience involves activation, the general experience using AT&T and other carriers doesn’t seem to be a particularly big issue (or is it?). Apple is not in the pipes business, so why worry about the mobile pipes if it doesn’t worry too much about the fixed broadband pipes?

So, this got us thinking. As the title of this post conjectures, is the Apple/iPhone brand damaged by having a partner that is a weaker link in the brand experience chain? Anecdotal evidence from people being interviewed outside Apple/AT&T stores would seem to suggest (a) many folks attributed the blame to AT&T, and (b) the diehards waiting in line, sometimes for hours, love the iPhone so much that hurricanes probably wouldn’t have stopped them. And although mainstream news covered the travails, we can’t really see it denting iPhone desirability or demand.

But then you wonder, did Apple anticipate this beforehand and decide to accept the consequences because to have improved it (the back-end systems supporting activation) significantly may have cost too much or been too much hassle? Was there a trade-off?

We are, of course, drawing a parallel here with the BAA/BA fiasco a few months ago at Heathrow’s Terminal 5, where some believe BA may have skimped on the staff training to try to save a bit of money. If that were true, it would have been a spectacular own goal given how much it’s cost BA in compensation and negative publicity, not to mention the senior heads that rolled.

Conspiracy theories aside, it seems we need a clearer way of showing senior decision-makers the short and long-term costs of making key decisions like those discussed above. Because just as environmental costs are starting to be factored into the price of goods, businesses need to be aware of the full hinterland affected by the occassional short-sighted decision.

Series:AdTalk
Series:MarketingTalk

Forrester: The Connected Agency

ResearchTalk — Mon, 18 Feb 2008 11:39:28 +0000

Forrester Research recently published an 18-page report/detailed thought-piece provocatively titled ‘The Connected Agency’, discussing the model they foresee successful advertising agencies migrating towards to overcome many of the disruptive influences and changes in consumer behaviour we’re seeing.

Needless to say we were interested in exploring these issues and challenges with one of the authors of the report. And we roped in Tony Effik, planning head at a digital agency, to better understand the ramifications not just for the advertising world but also for brand marketers, and for media, marketing and research agencies.

It’s not a pretty picture…

UPDATE: In the podcast we mention that the report’s free. Actually, it was free for a while but now they’ve started charging!

STARRING

Mary Beth Kemp, report co-author and Principal analyst, Forrester Research
Tony Effik, Head of planning, Publicis Modem. Tony also blogs about the social graph here

Timeline [36m19s]

Notable Mentions

Thanks to freelance media and marketing journalist Jo Bowman for the use of her dulcet tones for the outro

Music Theatrimus from the PMN

Series:MarketingTalk Series:AdTalk

Engagement & Humility: Geert van Kuyck, Philips

ResearchTalk — Wed, 10 Oct 2007 15:56:52 +0000

10mins | Produced @ ESOMAR Congress ‘07 | More podcasts in this series

STARRING

Caroline Hayter (Whitehill), Co-founder and Strategist , Acacia Avenue (host)
Geert van Kuyck, Senior Vice President of Global Marketing Management, Philips

Geert van Kuyck of Philips is a seasoned marketing executive, having previously worked at very senior levels in Starbucks and Procter & Gamble. Here he chats with Caroline about the overwhelming need for a more authentic understanding of consumers, among both the research and marketing communities. It may surprise you to learn that he believes there’s such a big gap here (between rhetoric and reality). Have a listen to his take, and on why he regards engagement and humility as key qualities for success.

Thanks to BrainJuicer for making the video possible.

Series:AdTalk Series:MarketingTalk
Series:Events Series:ESOMAR Series:Congress07

>> Is Bottled Water Proof that Consumers are Daft?

ResearchTalk — Wed, 01 Aug 2007 19:20:56 +0000

Our headline was “borrowed” from this recent Economist article which discusses the latest revelation that PepsiCo’s Aquafina brand of bottled water is actually ~~purified tap water~~ from public sources (but was not clearly described as such). And it goes on to analyse why consumers seem willing to believe that bottled water is better despite compelling doubts (e.g here, here and here).

Below is Penn and Teller’s characteristically witty but poignant take on this, which just goes to show how lucrative FUD marketing can be – last year the US bottled water industry raked in $11bn.

Via Agencyspy

Iain Tait: Why Digital Beats Advertising

ResearchTalk — Sat, 14 Jul 2007 11:24:59 +0000

Poke digital agency co-founder Iain Tait pokes fun at traditional advertising thinking by listing ten ways in which digital paradigms reign supreme. Funny presentation where the subtext is really about the divide between spectators who prefer to watch from the sidelines, and do-ers who like to try new things, experiment, fail and try again.

26mins | Via PSFK Conference London ‘07

Click To Play

Series:MarketingTalk Series:AdTalk

Mark Earls: The ‘We’ is Mightier than the ‘I’

ResearchTalk — Tue, 13 Feb 2007 11:06:39 +0000

The assumption is that by-and-large, individuals make decisions on their own. My Herd point-of-view is that people influence each other, often without realising it

Mark Earls’ latest contribution to life, the universe and everything is gaining traction. His new book rethinks how people make decisions and discovers as a result that much of current research practice is fundamentally flawed in its assumptions and interpretation of consumer behaviour. Quite fitting for this self-styled ‘Contrarian’. The book provides psychology underpinning for many recent phenomena such as social networking, engagement, conversations, ethnography, blogging and predictive markets by showing how we act as groups and not individually. Part of our monthly column for ESOMAR’s Research World magazine

STARRING

Mark Earls, author, Herd: How to Change Mass Behaviour by Harnessing Our True Nature, Head Honcho, Herd Consulting

TIMELINE [17m19s]
00m00s Intro.
00m42s Why current research practices are wrong.
02m09s The industry is improving, but not enough.
03m21s The value of ethnography and predictive markets techniques.
03m57s ‘Herd’ questions the assumptions made in traditional research.
04m31s Improving opinion polling predictability.
05m10s Does ‘Herd’ have implications for all types of research?
05m29s Do social networking tools play a role in ‘Herd’?
06m48s The benefits of meme trackers.
07m10s Would ‘Herd’ have predicted the eventual success of SMS?
08m09s P&G Tremor panels.
08m58s Persuading others to adopt ‘Herd’ thinking.
09m35s Is Tesco a ‘Herd’ brand?
10m28s Co-creation, software beta testing and the open source movement.
11m34s Consumers co-creating ads.
12m10s Other brands that follow the ‘Herd’ philosophy.
13m03s Progressive research agencies.
14m17s Summarising the ‘model’.
15m25s Inspiration for writing the book.

Notable Mentions
Acacia Avenue.
American positivism.
Andrew Ehrenberg (Prof).
Blogs.
Bob Worcester (Sir).
BrainJuicer.
Co-creation.
David Goetz.
Digg.com.
Dodge.
Dove.
dunnhumby.
Ethnography.
Fiona Blades.
Gerald (Jerry) Zaltman: “How Customers Think: Essential Insights into the Mind of the Market”.
Hall and Partners.
Harvard Business School.
Influence maps.
James Surowiecki.
Jeff Goldblum.
John Kearon.
MESH Planning.
Mike Hall.
MRS.
MySpace.
NHS.
Ogilvy & Mather (O&M).
OLR (Opinion Leader Research).
Open source.
P&G Tremor panels.
Predictive markets.
Social networking.
Spring Research.
Stephen Phillips.
TechMeme.com.
Tesco.
The Big Chill.
Tom Daly.
Unilever.
Wardle Mclean.
Wendy Gordon.
Wikis.
YouTube.

Quotes
“Post rationalisation is more important than sex.” (Jeff Goldblum).

“Individuals are really poor witnesses to the richness of their own lives.”

“We (MR practitioners) are still very bad at predicting.”

“I know that when an idea is interesting it creates energy … whereas most of our methodologies don’t look at that as an indicator.”

“The future may be much more two-way.” (in reference to P&G Tremor panels).

“This is perhaps one of the hardest things for business and market research to understand, consumers frankly tolerate us.”

“It’s never been harder to do marketing … we are at an inflexion point.”

Music Theatrimus from the PMN

Series:MarketingTalk Series:AdTalk

What’s Hot in Branding

ResearchTalk — Tue, 12 Dec 2006 12:59:21 +0000

Sponsored by
Our team of brand specialists tell us what’s hot in branding, why they love the iPod brand, and why staff need to live the brand and product experience to maximise brand effectiveness. Markets mentioned: drinks, electronics, financial, Internet, retail, social media, telecoms

STARRING

Bob Morrison, Elephants Can’t Jump
Peter Walshe, Global Brand Director, Millward Brown
Rob Holdaway, Clear Ideas

This JuiceCast has been produced by ResearchTalk for BrainJuicer. BrainJuicer’s Chief Juicer, John Kearon, has kindly allowed us to host the podcast as a service to the community, to stimulate debate and innovation

Timeline [15m36s]
00m00s Introduction.
00m46s What’s hot in branding.
01m31s Great brands come when employees and customers agree on perceptions.
01m52s The brand and product experience, sensory marketing.
02m27s ntl: overclaiming, under delivering.
04m45s The Internet and raised expectations.
05m24s Personal recommendation out-influences the Internet.
06m41s Segmentation and targeting in an era of media fragmentation.
07m50s Marks and Spencer: product versus brand versus buzz.
10m07s Making the brand come to life.
10m57s Building a brand through word-of-mouth.
12m21s Differentiation versus being simply better.
13m22s Maintaining a strong brand and Tesco.

Notable Mentions
Abbey.
Apple.
Bebo.
Coca Cola.
Google.
Habbo.
Innocent Smoothies.
iPod.
Marks and Spencer.
Morrisons.
MySpace.
Net Promoters.
ntl.
P J Smoothies.
Red Bull.
Safeway.
Sainsbury’s.
Santander.
Second Life.
Tesco.
The Old Grey Whistle Test.

Thanks to RP Cushing Recruitment for furnishing a location for this conversation

Series:MarketingTalk Series:AdTalk
Series:Commissioned Series:JuiceCasts

ESOMAR: Sustainability and Branding

ResearchTalk — Mon, 09 Oct 2006 12:41:04 +0000

“A minority of British FTSE Boards have marketing representatives … a recent US study shows that public companies led by a marketer produce 7% more profit…” (Rita Clifton, John Kearon)

EXCLUSIVE ESOMAR Congress 2006 keynoters Julia Hailes MBE talks about the environment and sustainability, and Interbrand’s Rita Clifton talks about branding and engagement

STARRING

Julia Hailes MBE, prolific environmental author, and Sustainability Consultant
Rita Clifton, Chairman, Interbrand
John Kearon, BrainJuicer (Host)

Recorded live at ESOMAR CONGRESS ‘06

TIMELINE [21m30s]
00m00s Intro.

Julia Hailes.
00m33s Intro.
01m14s The new Green Consumer Guide.
01m32s Reducing carrier bag wastage.
03m30s The environmental tipping point.
04m46s Driving change: the role of consumers.
05m33s Driving change: being a consultant.
06m49s The next milestone.
07m48s Advising national and local government.
08m20s Using celebrity endorsement.

Rita Clifton.
08m45s Intro.
10m03s Advising FTSE boards.
11m33s Memes and viral branding.
12m42s The work of researchers Populus.
13m08s The state of the research industry.
14m57s The role of research in predicting future trends.
15m37s Tremor panels.
17m11s The best research: topping & tailing.
18m57s Better presentations.

Notable Mentions
Asda.
BA.
Charles Leadbeater.
Co-creation.
DSG Intl (formerly Dixons Stores Group).
Duke of Edinburgh’s Award.
eBay.
Emap.
(The) Green Consumer Guide.
iPod.
John Elkington.
M&S (Marks & Spencer).
P&G.
Populus.
Sainsbury.
Sony Walkman.
Tesco.
The Times
Tremor panels.
Unilever.
YouTube.

Quotes
“Money is a great motivator…if you can get it so that market forces are pushing in the direction you want then I think that’s all to the good.” (Julia Hailes)

“This isn’t a golden age in my view for market research…I don’t think I would talk about it being in decline…” (Rita Clifton)

Music Theatrimus from the PMN

Series:MarketingTalk Series:AdTalk
Series:Events Series:ESOMAR Series:Congress06

Joseph Jaffe, the New Marketing

ResearchTalk — Tue, 11 Jul 2006 21:44:22 +0000

James Surowiecki, ‘The Wisdom of Crowds’

ResearchTalk — Mon, 15 May 2006 16:36:33 +0000

This podcast is for anyone who cares about the way important decisions are made in business and politics. The book’s central thesis is that in certain circumstances, groups of people can be smarter than the smartest individuals within the group. And while it sounds counter-intuitive, James explains why it really does make sense and unveils the implications

STARRING

James Surowiecki, Author, The Wisdom of Crowds
Michael Warren, michael.c.warren *at* btinternet *dot* com (Host)

PODCAST
When reviewing the book The Wisdom of Crowds, The Financial Times wrote: “As readers of Surowiecki’s writings in The New Yorker will know, he has a rare gift for combining rigorous thought with entertaining example. [The Wisdom of Crowds] is packed with amusing ideas that leave the reader feeling better-educated.”

And this gift comes across in spades during this exclusive and engaging conversation in which James takes us through ‘Why the Many Are Smarter Than the Few and How Collective Wisdom Shapes Business, Economies, Societies and Nations’

The book’s central thesis is that in certain circumstances, groups of people can be smarter than the smartest individuals within the group. And it’s counter-intuitive because we have all been brought up to see experts as the source not only of information but also of wisdom and good judgement.

This right-brain thinking has profound implications for the ways businesses and politics, among other things, are executed.

So, is it time for a complete rethink?

James is in conversation with our guest host Michael Warren (michael.c.warren *at* btinternet *dot* com), a familiar name in the research industry with over 30 years service, including four years at the helm of the Market Research Society.

The conversation’s a bit longer than usual but much the richer for it, I hope you enjoy.

And remember, tell us what you think about this and our other podcasts because that’s the only way we’ll know whether or not it’s been useful (contact details at the end of these notes).

Please let us know what you think of this podcast.

TIMELINE [37m23s]
00m00s General thesis and the Jelly Bean experiment.
05m52s Prediction markets (including Hollywood Stock Exchange).
07m35s The three pre-requisites.
11m02s Evidence that diversity works.
13m33s Diversity is not default behaviour.
15m36s Lessons from the NASA shuttle disasters.
20m36s Collective wisdom and democracy/politics.
23m58s Is wisdom time related?
26m07s Wisdom and the voting system.
29m48s Is market research the perfect source of collective wisdom?
32m30s Implications for politics and organisations.
36m10s James’s related projects.

LINKS
Publisher
WikiPedia article

QUOTES
On the Hollywood Stock Exchange: “In any given year, that market traditionally picks seven of the eight categories [of the Oscars] correctly.”

On group predictions: “You don’t have to identify in advance who knows what…as long as you satify the conditions to make a group smart…you’re usually going to end up with a collective judgement that is exceptionally good.”

On the importance of diversity in decisions: “Diversity expands the range of information that a group has available to it…much of the time groups don’t necessarily know in advance what tools or perspectives are really going to be valuable in solving a problem.”

On the limitations of experts: “Experts are NOT very good at identifying their own biases or blind spots.”

On groupthink: “One of the paradoxes of the book is that groups are smartest when everyone in them is acting as much like an individual as possible…but in organisations there is a real tendency to try and stress consensus…which makes groups less intelligent.”

On the NASA Challenger disaster: “…the real problem is that there was a lot of disagreement further down the organisation about what the real problem was … and most of that information got put aside [by senior management].”

On party politics: “In a party system it’s all about looking at what others are doing and taking your cues from others [which is contrary to good decisions].”

On the best way to elicit opinions: “Collective judgements work better when decisions are not framed in simple Yes/No terms.”

On market research: “[researcher] BrainJuicer tried to adopt a different model based literally on ‘The Wisdom of Crowds’…they found no meaningful differences [in response] between the two approaches [small, heavily filtered qualitative group vs. and a large, unfiltered but diverse group].”

On the implications for business: “The idea of ‘The Wisdom of Crowds’ does give more credance to the concept of having management teams instead of entrusting power to a dominant CEO.”

Music Brother Love from the PMN

Series:MarketingTalk Series:AdTalk