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The Globalisation of Marketing – The Power of Purpose

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The Globalisation of Marketing – The Power of Purpose

This article, written by Kate Makuen, Head of Communications and Marketing, was originally featured in our 2018 Bridging the Gap report, which focuses on the UK communications, digital and marketing interim market. Our 2020 Bridging the Gap survey is now open – have your say today and you could win a £100 retail voucher of your choice.*

Kate is a marketing leader based in London. With experience spanning five global financial institutions, on the buy-side and sell-side, her areas of expertise include strategy, brand, content, campaigns and proposition development. She is passionate about digital transformation, diversity and innovation.

Barry Diller1, once said, that where there is differentiation there is value.

Marketing creates differentiation to scale business growth and drive change throughout organisations by enabling new ways of working. Interim marketing leaders can often bring a new perspective to an established team. Equally, permanent members of staff can challenge themselves to different frameworks. Five priorities come to mind: brand, content, technology, channel integration and people.

Brand management is essential

Balancing the need for a global approach with the imperative for local relevance is a challenge for marketing. The most successful brands combine a sense of purpose with a focus on the customer and on employees as brand ambassadors. Brand strategy encompasses not only the promise a company makes to the customer, but to its employees, shareholders, investors, rating agencies, journalists and regulators. We need to understand how to measure advocacy across the different constituencies of a brand. For customers, we have Net Promoter Score (NPS), but what do we have for other audiences? For brands to be globally consistent and believable, while locally relevant, research must be conducted by local vendors in local languages.

Content is king: marketing needs to think like a publisher

Marketing services to complex organisations requires a deep understanding of buyer behaviour and internal procurement practices. The benefits of products and services can be explained not only by the pain point or problem that the service provider is solving for the customer, but by providing a new framework or lens to view the problem. An example