mixed material bibliography Boston Harvard Business School Publications November 2015

p. 78 - 86 The credit card giant Capital One is known for its pioneering use of marketing analytics and big data, so it might be surprising to learn about its recent realization: that too much reliance on those tools had left it without a meaningful brand. The authors explain how the number one job of the CMO—to strike the right balance between promotions that goose revenue in the short term and brand-building campaigns that support healthy margins in the long term—has become dramatically harder in the age of data-driven targeting. Capital One got its own wake-up call when its CEO, Rich Fairbank, commissioned a brand equity study. The research revealed that the company was overwhelmingly known by consumers for just one attribute: “They send me lots of mail.” Efforts to strengthen the brand and give Capital One a stronger foundation for future growth yielded five lessons—all learned and refined through conversations with other marketing executives, including Tony Pace, of Subway; Mark Addicks, of General Mills; Tariq Shaukat, of Caesars Entertainment; Russell Weiner, of Domino’s; and Jim Speros, of Fidelity, as they dealt with the same tension in their very different organizations. [ABSTRACT FROM AUTHOR] <br><br> 00178012 Perpustakaan - Sekolah Tinggi Manajemen PPM Pusat Informasi Manajemen 46275 2015-12-03 00:00:00 2015-12-03 00:00:00 machine generated