While the phrase “sticky” is like so 1998, it still works. Plus what else would you say?
Is there such as thing as a local market for a global brand? Do local ads still exist thanks to YouTube? Should geography influence intent? Should the target viewers of an ad and their culture be the key consideration for intent?
While regional deltas in culture and other contextual considerations are imperatives for advertisers, all actions needs to support the brand’s promise which typically doesn’t vary by region or by the sporting season.
So the biggest challenge/conflict for the brand probably is that per Yum! Brands website, the parent company of KFC is they believe “Making progress in diversity is a business priority and the work of everyone in our system.” So while they have estensive processes and compliance requirements for their suppliers of foodstuffs, they may not have that level of review or scrutiny for ads. I’m thinking there is a new review process in the works at KFC/Yum! Brands and probably a new agency search underway, at least in Australia based on this cricket match commercial.
Microsite’s are dead? Cool, I hated writing a bunch of microsite content that no one ever really cared about as part of a promotional activity. How about we just engage, nurture relationships and help our customers succeed. Just an idea… and fingers crossed that whitepapers soon go the way of microsites.
Thanks to David Carr for Part 1, I suspect he is actively working the other 100+ slides for part 2. Even if part 2 doesn’t surface, you should look at part 1 in detail.
While not at all scientific, I’ve been talking more to folks doing software product management and I have compiled some near quotes, found some twitter posts and made some of the quotes up. The general theme from folks is that something has to change inside their organization. Everyone’s story is a little different – revenues are up, quality is down, resource reductions goofin up product delivery, profit is down and management expectations are just a little too aggressive for the marketplace. So here are some things I sorta overheard over the past 90 days:
“Yeah so I’m expected to run all strategy, product lines and market facing activities with no direct influence on development and a Sr. Manager title.” – Sr. Product Manager – 12/08/2009 at ~11:30 am
“It’s not like you can assume business as usual” @Brioneja
“So the market is requiring contractual service levels and the customer support folks say that’s unacceptable and aren’t going to do it. Yeah – that should be a CEO level discussion topic.” – Dir, Product Marketing – 12/08/2009 ~1PM
“So I had to spend like 85 person hours of cross-functional time to convince everyone that promotional marketing required a process based approach and why a value/problem based approach was the better idea over offering a 50% discount” – Product Manager – 12/08/2009 6PM
“Dude, I’m so glad I’m a technical product manager – those folks who don’t have a specified role with expectations can’t be having fun. All I have to worry about is exiting the sprint, doing demos and training folks.” – Product Owner – November
“Is it roadmap update season already?” – Product Management Evangelist
“Last time I checked, you have a quota and I have a P&L – we have different time lines on our goals for the business.” VP, Product – October
“I need suggestions for managing ideas from anywhere into, through, and out of the product dev cycle. Software? #prodmgmt” – @DanielRunion
“Just give me the goals, a bunch of poorly written epics and I’ll give you a finely groomed backlog” – Product Owner – November
“Roadmaps are evidence of strategy. Not a list of features.” – Product Management Consultant
“So we are working the third strategic plan of the year, of course you need the next big thing before the first one’s 50% done.” – Product Marketing Manager – Early November
“Going to be tough working there… I’m thinking I can’t triple the product revenue with reduced resources and the same marketing budget the last guy had. Does that make me negative?… Don’t get me wrong, I’m still gonna take the job though.” – Soon to be employed Director of Product Management. – 11/20-ish
“I guess it’s exciting to be in charge of the biggest piece of shit in a dying market” – Dir, Product Management 12/4
“I’ve got 18 months of cost reduction and platform consolidation to wring out profit. Next year’s metric is going to be so easy.” – Sr. Product Manager – 12/13/09 2PM
“Don’t get me wrong, I think big thoughts all day long and I like it, but at some point we need a decision and might just need a little time to build it.” Director of Development – 12/10.
“Is connecting online to Product Managers in your locale important?” @trevorrotzien
“roadmapping session drinking game: drink when you hear the word “refactor”” – @ptyoung
“I just chuckle at my “I see stupid people” coffee mug, I rotate that with my Pragmatic mug – “your opinon although interesting is irrelevant” – the sad thing is no one has called me out on it after 18 months – REALLY?!?!” – Interim Project Manager in search of Product Management Gig – 12/14/09
“I think CEO”s are beginning to think Product Marketing is the new MARCOM.” – Product Marketing Consultant, 11/24
“in an adolescent market, a 1% position is completely unsustainable.” – CrankyPM
