B2C

The acceleration in scent marketing is being fueled by consumers' post-pandemic thirst for real-world experiences. A powerful driver for human emotion, scent provides food brands with unique ways to stir engagement and fuel sales. As with other brand extensions, context is critical.

Amid a dizzying amount of change, CMOs who collaborate effectively with their CTOs are likely to generate better returns. Establishing strategic alliances with chief technology officers is fast becoming a cost of entry for marketers who want to ascend in their organization.

As marketers’ roles expand to encompass customer experience, product innovation, content marketing, and data analytics, among other areas, how one manages their time will be increasingly important to keeping crucial goals on track. There are a handful of steps marketers can take to beat the clock, some of them hiding in plain sight.

The upcoming school year will be tricky for brands to navigate. On the one hand, there's a sense of newness as kids return to in-class learning full-time, with expectations for that to continue uninterrupted, for the first time since COVID-19 hit two-plus years ago. On the other, there are major headwinds from soaring prices, with shoppers combating the worst inflation in 40 years and the Consumer Price Index hitting in 8.6 percent in May.

Despite the growing power of the “silver economy” and traditional notions of aging being constantly upended, advertisers continue to give the 50-plus market short shrift. As the size of this market — and its immense wealth — grows, can brands continue to afford to ignore them?

A growing number of brands, including Edelman, the Minnesota Timberwolves, and Volkswagen, are hiring chief experience officers. The moves come as tolerance for a bad or mediocre consumer experience continues to plummet, with more than half of brands reporting that those who are dissatisfied with the company will switch brands, per a recent survey.

The retail world looks a lot different following two years of tumult due to the COVID-19 pandemic. Brick-and-mortar sales are expected to grow up to 3.4 percent through 2025, per eMarketer. As consumers head back to stores, brands will need to sharpen the ways they weave their messaging between the physical and digital worlds.

Several major companies have embarked on rebranding efforts over the past several months, spurred in part by global events and shifting mores in society. The temptation to rebrand can be powerful for marketers, as it represents an opportunity to hit the reset button. However, for a rebrand to work, CMOs must have a deep understanding of their core audience.

Quick Response (QR) codes were all the rage in the early 2000s but soon fell out of a favor among most brands. But they have come back to life, spurred by the pandemic and the growing imperative among marketers to thread their message between the physical and digital worlds. And, unlike the first time around, QR codes now seem to have much more staying power when it comes to engaging consumers and driving revenue.

A recent survey paints an ominous picture of the level of confidence chief executives have in their CMOs, with most thinking that CMOs put their own interest above that of the organization. At the same time, about a third of CEOs have great confidence in their CMOs. That presents an opportunity for chief marketers to change the dynamic and demonstrate their business acumen.

With the pandemic starting to fade, this summer is expected to be quite different from the past two. Consumer-facing marketers will need to shift gears somewhat, from supplying an accelerating amount of digital content to ramping up efforts to reach people who will be clamoring for live events and spending a lot more time outdoors.

How brands have responded to the war in Ukraine provides valuable lessons for marketers navigating an increasingly unpredictable world. The crisis has reinforced the need to be nimble and responsive and ensure that every single part of a company’s operation is aligned on the brand’s values.

With their lives turned upside down by the COVID-19 pandemic, consumers are leaning toward brands that can deliver simple experiences and talk about their products and services in a straightforward manner. But making things easier for people and explaining brand value in everyday terms does not mean companies have to dumb down the message.

When consumers shame and/or boycott companies and organizations due to actions or statements they deem offensive or harmful, marketers at the center of the cancel-culture storm may want to wait until things blow over, a recent study says. At the same time, a brand could risk irrelevancy if it goes too long before responding to public concerns. How best, then, to respond?

Corona Island is taking brand extension to another level. The island, which opens this summer, will offer visitors a slew of environmental lessons that they can apply at home. Felipe Ambra, global VP for Corona at Anheuser-Busch InBev, hopes the destination will also serve as a beacon for other brands eager to accelerate their sustainability efforts.

With the economy growing at a rapid pace and rates of COVID-19 declining, companies that had sent workers home to work remotely are reopening their offices and people who left their jobs in the so-called “Great Resignation” are beginning to return. But both are bringing with them a different perspective on how the workplace should, well, work. Organizations will have to be much more accommodating compared to before the pandemic.

Influencer marketing is expected to grow to more than $4 billion this year, according to a recent study, with micro influencers leading the charge. Finding micro influencers begins with identifying creators whose audiences align with a brand's target audience and who have a strong affinity for a company's product and services.

Podcast advertising still needs to catch up with the explosion in programming in the past few years, with plenty of marketers taking a wait-and-see approach. But with consumers increasingly burned out by screens, podcasts may grab both mind- and wallet-share a lot sooner than marketers anticipated.

Many American consumers may be reluctant to buy stuff from Twitter, Facebook, and other social platforms. However, younger generations are among the biggest social shoppers, suggesting that adoption rates are poised to surge. Job one for marketers to join the fray is to meld their catalogs with their social media accounts and tag their products in posts and videos.

Even before the surge in the COVID-19 Omicron variant, there was ample data chronicling the huge toll the pandemic has taken on people's mental health. Brands in the health care sector are responding proactively, offering new counseling services at or near their retail outlets. The efforts have led marketers to reevaluate how they talk about the highly sensitive subject of mental health and reduce the stigma people have about asking for help.