Apples, Insights and Mad Inventors: An Entertaining Analysis by Jeremy Bullmore

February 11, 2017 | Business | By admin | 0 Comments

By Jeremy Bullmore

Contributor note: Martin Sorrell (Foreword by)
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Apples, Insights and Mad Inventors is a set of undying, thought-provoking observations on various advertising and marketing concerns from one of many industry's best-known names - Jeremy Bullmore. many of the items initially seemed within the annual experiences of WPP, whereas others have been the foundation for convention keynote addresses.

With subject matters starting from consumer administration and model administration to procedure and product improvement, and resources of notion as different as Posh Spice and Benjamin Franklin, this enjoyable and enlightening e-book is vital examining for any communications expert.

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Sample text

The fury provoked by poorly-trained people in call centres and by interminable pass-the-parcel voicemail systems has been widely reported. But until somebody quantifies the cost of that fury and the damage it does to a company’s bottom line, little improvement is likely. 41 Apples, Insights and Mad Inventors These are wasted opportunities: contacts between brand and brand user which have to happen; which are within the company’s control; but because their primary function is other than brand communication, are thought to have no brand effect.

He will leave; even if he has nowhere else to go. In his 1996 book The Hungry Spirit, Charles Handy echoes Schumacher: “Creativity needs a bit of 25 Apples, Insights and Mad Inventors untidiness. Make everything too neat and tidy and there is no room for experiment. Keep a tight rein on costs and there is no cash available to try new things or new ways. Cram your days too full and it’s hard to find time to think. ” All good marketing case-histories celebrate the contribution of a great idea. But you can read a thousand and still be left wondering how great ideas happen.

To achieve and maintain a 21 Apples, Insights and Mad Inventors low-cost base; to buy efficiently; to concentrate your points of manufacture; to manage money; to look always for less labour-intensive ways of doing things: to become leaner and meaner. ” Without these, you’re dead. And so the legitimate demands of Time-and-Motion Man have influenced company structures, company cultures – and company policies on recruitment and reward. Efficiency is honoured, waste is deplored; and quite right, too.

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