[{"Value":"","Discard":false,"Expires":9999999999}] GRUPO GEDEON https://grupogedeon.cl/ Tu aliado en el éxito empresarial Sun, 03 Dec 2023 18:28:24 +0000 es hourly 1 https://wordpress.org/?v=7.1.4 https://grupogedeon.cl/wp-content/uploads/2023/11/grupo-gedeon-favicon-100x100.png GRUPO GEDEON https://grupogedeon.cl/ 32 32 ¡Hola, mundo! https://grupogedeon.cl/hola-mundo/ https://grupogedeon.cl/hola-mundo/#comments Tue, 28 Nov 2023 16:12:22 +0000 https://grupogedeon.cl/?p=1 Te damos la bienvenida a WordPress. Esta es tu primera entrada. Edítala o bórrala, ¡luego empieza a escribir!

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]]> Te damos la bienvenida a WordPress. Esta es tu primera entrada. Edítala o bórrala, ¡luego empieza a escribir!

La entrada ¡Hola, mundo! se publicó primero en GRUPO GEDEON.

]]> https://grupogedeon.cl/hola-mundo/feed/ 1 Contactless Payments’ Time Has Come https://grupogedeon.cl/contactless-payments-time-has-come/ https://grupogedeon.cl/contactless-payments-time-has-come/#respond Fri, 04 Sep 2020 09:09:22 +0000 http://wpdemo.archiwp.com/maxbizz/?p=447 Most firms have set up a war room to triage their immediate response to the crisis. But the lack of visibility around future demand complicates efforts to restart stalled portfolio companies...

La entrada Contactless Payments’ Time Has Come se publicó primero en GRUPO GEDEON.

]]> N ot so long ago, marketing consumer products felt like a genteel game of lawn tennis: Established competitors invested in creative with long lead times, using proven models of TV and big-box retail, alongside trusted agency partners. Today, it’s more like a sprawling contest of mixed martial arts, with new competitors playing by different rules; an unprecedented complexity of channels, content and partners; and a step change in speed and ways of working that has punches flying at incumbent consumer products companies.

Fueling the blur of combat is a radical shift in brand growth models. Within the span of most executives’ careers, advances in technology have reshaped how consumers engage with brands. In the US and UK, more than 60% of consumers now discover products online, and 85% of millennials trust reviews from a faceless stranger more than traditional advertising. The same technology advances have dramatically altered the competitive landscape. CMOs can no longer forecast forward their current profit pools only by looking to fill in geographies and nearby product market segments. That process risks ignoring the industry’s disruptive trends, as profit pools shift quickly from products to services to experiences and communities, and as mass products evolve into new segments with accelerating personalization. Growth strategy today requires consumer products companies to look “present forward” and “future back”—to create a faster horse while envisioning the car—in order to define new growth platforms beyond their current products, business model and capabilities.

Upgrade Content Creation Capabilities

Fueling the blur of combat is a radical shift in brand growth models. Within the span of most executives’ careers, advances in technology have reshaped how consumers engage with brands. In the US and UK, more than 60% of consumers now discover products online, and 85% of millennials trust reviews from a faceless stranger more than traditional advertising. The same technology advances have dramatically altered the competitive landscape. However, the transformation still required across the industry is significant, involving far-reaching changes to consumer products companies’ growth models and the largest buckets of their discretionary spending. And it’s urgent, as consumers and new competitors are moving faster than incumbents can react.

“I cannot give you the formula for success, but I can give you the formula for failure. It is: Try to please everybody.”
DAVID OSWALD

What’s the right path forward? Reinventing the brand growth model requires more than a reallocation of marketing budget to digital. CMOs need a reassessment of growth platforms and future brand portfolios, a new understanding of the consumer journey, a supporting strategy on data and technology.

The consumer journey has fundamentally changed, and so has the role of the brand manager. Once guardians of the brief to agencies, today they must lead hands-on content generation, data management.

La entrada Contactless Payments’ Time Has Come se publicó primero en GRUPO GEDEON.

]]> https://grupogedeon.cl/contactless-payments-time-has-come/feed/ 0 The Future of Retail: Asia’s Ecosystems https://grupogedeon.cl/the-future-of-retail-asias-ecosystems/ https://grupogedeon.cl/the-future-of-retail-asias-ecosystems/#respond Mon, 24 Feb 2020 09:00:43 +0000 http://wpdemo.archiwp.com/maxbizz/?p=430 Most firms have set up a war room to triage their immediate response to the crisis. But the lack of visibility around future demand complicates efforts to restart stalled portfolio companies...

La entrada The Future of Retail: Asia’s Ecosystems se publicó primero en GRUPO GEDEON.

]]> N ot so long ago, marketing consumer products felt like a genteel game of lawn tennis: Established competitors invested in creative with long lead times, using proven models of TV and big-box retail, alongside trusted agency partners. Today, it’s more like a sprawling contest of mixed martial arts, with new competitors playing by different rules; an unprecedented complexity of channels, content and partners; and a step change in speed and ways of working that has punches flying at incumbent consumer products companies.

Fueling the blur of combat is a radical shift in brand growth models. Within the span of most executives’ careers, advances in technology have reshaped how consumers engage with brands. In the US and UK, more than 60% of consumers now discover products online, and 85% of millennials trust reviews from a faceless stranger more than traditional advertising. The same technology advances have dramatically altered the competitive landscape. CMOs can no longer forecast forward their current profit pools only by looking to fill in geographies and nearby product market segments. That process risks ignoring the industry’s disruptive trends, as profit pools shift quickly from products to services to experiences and communities, and as mass products evolve into new segments with accelerating personalization. Growth strategy today requires consumer products companies to look “present forward” and “future back”—to create a faster horse while envisioning the car—in order to define new growth platforms beyond their current products, business model and capabilities.

Upgrade Content Creation Capabilities

Fueling the blur of combat is a radical shift in brand growth models. Within the span of most executives’ careers, advances in technology have reshaped how consumers engage with brands. In the US and UK, more than 60% of consumers now discover products online, and 85% of millennials trust reviews from a faceless stranger more than traditional advertising. The same technology advances have dramatically altered the competitive landscape. However, the transformation still required across the industry is significant, involving far-reaching changes to consumer products companies’ growth models and the largest buckets of their discretionary spending. And it’s urgent, as consumers and new competitors are moving faster than incumbents can react.

“I cannot give you the formula for success, but I can give you the formula for failure. It is: Try to please everybody.”
DAVID OSWALD

What’s the right path forward? Reinventing the brand growth model requires more than a reallocation of marketing budget to digital. CMOs need a reassessment of growth platforms and future brand portfolios, a new understanding of the consumer journey, a supporting strategy on data and technology.

The consumer journey has fundamentally changed, and so has the role of the brand manager. Once guardians of the brief to agencies, today they must lead hands-on content generation, data management.

La entrada The Future of Retail: Asia’s Ecosystems se publicó primero en GRUPO GEDEON.

]]> https://grupogedeon.cl/the-future-of-retail-asias-ecosystems/feed/ 0 Digital Transformation Roadmap: Enablers https://grupogedeon.cl/digital-transformation-roadmap-enablers/ https://grupogedeon.cl/digital-transformation-roadmap-enablers/#respond Wed, 14 Aug 2019 09:02:49 +0000 http://wpdemo.archiwp.com/maxbizz/?p=434 Most firms have set up a war room to triage their immediate response to the crisis. But the lack of visibility around future demand complicates efforts to restart stalled portfolio companies...

La entrada Digital Transformation Roadmap: Enablers se publicó primero en GRUPO GEDEON.

]]> N ot so long ago, marketing consumer products felt like a genteel game of lawn tennis: Established competitors invested in creative with long lead times, using proven models of TV and big-box retail, alongside trusted agency partners. Today, it’s more like a sprawling contest of mixed martial arts, with new competitors playing by different rules; an unprecedented complexity of channels, content and partners; and a step change in speed and ways of working that has punches flying at incumbent consumer products companies.

Fueling the blur of combat is a radical shift in brand growth models. Within the span of most executives’ careers, advances in technology have reshaped how consumers engage with brands. In the US and UK, more than 60% of consumers now discover products online, and 85% of millennials trust reviews from a faceless stranger more than traditional advertising. The same technology advances have dramatically altered the competitive landscape. CMOs can no longer forecast forward their current profit pools only by looking to fill in geographies and nearby product market segments. That process risks ignoring the industry’s disruptive trends, as profit pools shift quickly from products to services to experiences and communities, and as mass products evolve into new segments with accelerating personalization. Growth strategy today requires consumer products companies to look “present forward” and “future back”—to create a faster horse while envisioning the car—in order to define new growth platforms beyond their current products, business model and capabilities.

Upgrade Content Creation Capabilities

Fueling the blur of combat is a radical shift in brand growth models. Within the span of most executives’ careers, advances in technology have reshaped how consumers engage with brands. In the US and UK, more than 60% of consumers now discover products online, and 85% of millennials trust reviews from a faceless stranger more than traditional advertising. The same technology advances have dramatically altered the competitive landscape. However, the transformation still required across the industry is significant, involving far-reaching changes to consumer products companies’ growth models and the largest buckets of their discretionary spending. And it’s urgent, as consumers and new competitors are moving faster than incumbents can react.

“I cannot give you the formula for success, but I can give you the formula for failure. It is: Try to please everybody.”
DAVID OSWALD

What’s the right path forward? Reinventing the brand growth model requires more than a reallocation of marketing budget to digital. CMOs need a reassessment of growth platforms and future brand portfolios, a new understanding of the consumer journey, a supporting strategy on data and technology.

The consumer journey has fundamentally changed, and so has the role of the brand manager. Once guardians of the brief to agencies, today they must lead hands-on content generation, data management.

La entrada Digital Transformation Roadmap: Enablers se publicó primero en GRUPO GEDEON.

]]> https://grupogedeon.cl/digital-transformation-roadmap-enablers/feed/ 0 How to Write a Successful Grant Application https://grupogedeon.cl/how-to-write-a-successful-grant-application/ https://grupogedeon.cl/how-to-write-a-successful-grant-application/#respond Thu, 08 Nov 2018 09:04:46 +0000 http://wpdemo.archiwp.com/maxbizz/?p=436 Most firms have set up a war room to triage their immediate response to the crisis. But the lack of visibility around future demand complicates efforts to restart stalled portfolio companies...

La entrada How to Write a Successful Grant Application se publicó primero en GRUPO GEDEON.

]]> N ot so long ago, marketing consumer products felt like a genteel game of lawn tennis: Established competitors invested in creative with long lead times, using proven models of TV and big-box retail, alongside trusted agency partners. Today, it’s more like a sprawling contest of mixed martial arts, with new competitors playing by different rules; an unprecedented complexity of channels, content and partners; and a step change in speed and ways of working that has punches flying at incumbent consumer products companies.

Fueling the blur of combat is a radical shift in brand growth models. Within the span of most executives’ careers, advances in technology have reshaped how consumers engage with brands. In the US and UK, more than 60% of consumers now discover products online, and 85% of millennials trust reviews from a faceless stranger more than traditional advertising. The same technology advances have dramatically altered the competitive landscape. CMOs can no longer forecast forward their current profit pools only by looking to fill in geographies and nearby product market segments. That process risks ignoring the industry’s disruptive trends, as profit pools shift quickly from products to services to experiences and communities, and as mass products evolve into new segments with accelerating personalization. Growth strategy today requires consumer products companies to look “present forward” and “future back”—to create a faster horse while envisioning the car—in order to define new growth platforms beyond their current products, business model and capabilities.

Upgrade Content Creation Capabilities

Fueling the blur of combat is a radical shift in brand growth models. Within the span of most executives’ careers, advances in technology have reshaped how consumers engage with brands. In the US and UK, more than 60% of consumers now discover products online, and 85% of millennials trust reviews from a faceless stranger more than traditional advertising. The same technology advances have dramatically altered the competitive landscape. However, the transformation still required across the industry is significant, involving far-reaching changes to consumer products companies’ growth models and the largest buckets of their discretionary spending. And it’s urgent, as consumers and new competitors are moving faster than incumbents can react.

“I cannot give you the formula for success, but I can give you the formula for failure. It is: Try to please everybody.”
DAVID OSWALD

What’s the right path forward? Reinventing the brand growth model requires more than a reallocation of marketing budget to digital. CMOs need a reassessment of growth platforms and future brand portfolios, a new understanding of the consumer journey, a supporting strategy on data and technology.

The consumer journey has fundamentally changed, and so has the role of the brand manager. Once guardians of the brief to agencies, today they must lead hands-on content generation, data management.

La entrada How to Write a Successful Grant Application se publicó primero en GRUPO GEDEON.

]]> https://grupogedeon.cl/how-to-write-a-successful-grant-application/feed/ 0 Crowdfunding. How to Get Funding Online? https://grupogedeon.cl/crowdfunding-how-to-get-funding-online/ https://grupogedeon.cl/crowdfunding-how-to-get-funding-online/#respond Sun, 04 Mar 2018 09:07:57 +0000 http://wpdemo.archiwp.com/maxbizz/?p=444 Most firms have set up a war room to triage their immediate response to the crisis. But the lack of visibility around future demand complicates efforts to restart stalled portfolio companies...

La entrada Crowdfunding. How to Get Funding Online? se publicó primero en GRUPO GEDEON.

]]> N ot so long ago, marketing consumer products felt like a genteel game of lawn tennis: Established competitors invested in creative with long lead times, using proven models of TV and big-box retail, alongside trusted agency partners. Today, it’s more like a sprawling contest of mixed martial arts, with new competitors playing by different rules; an unprecedented complexity of channels, content and partners; and a step change in speed and ways of working that has punches flying at incumbent consumer products companies.

Fueling the blur of combat is a radical shift in brand growth models. Within the span of most executives’ careers, advances in technology have reshaped how consumers engage with brands. In the US and UK, more than 60% of consumers now discover products online, and 85% of millennials trust reviews from a faceless stranger more than traditional advertising. The same technology advances have dramatically altered the competitive landscape. CMOs can no longer forecast forward their current profit pools only by looking to fill in geographies and nearby product market segments. That process risks ignoring the industry’s disruptive trends, as profit pools shift quickly from products to services to experiences and communities, and as mass products evolve into new segments with accelerating personalization. Growth strategy today requires consumer products companies to look “present forward” and “future back”—to create a faster horse while envisioning the car—in order to define new growth platforms beyond their current products, business model and capabilities.

Upgrade Content Creation Capabilities

Fueling the blur of combat is a radical shift in brand growth models. Within the span of most executives’ careers, advances in technology have reshaped how consumers engage with brands. In the US and UK, more than 60% of consumers now discover products online, and 85% of millennials trust reviews from a faceless stranger more than traditional advertising. The same technology advances have dramatically altered the competitive landscape. However, the transformation still required across the industry is significant, involving far-reaching changes to consumer products companies’ growth models and the largest buckets of their discretionary spending. And it’s urgent, as consumers and new competitors are moving faster than incumbents can react.

“I cannot give you the formula for success, but I can give you the formula for failure. It is: Try to please everybody.”
DAVID OSWALD

What’s the right path forward? Reinventing the brand growth model requires more than a reallocation of marketing budget to digital. CMOs need a reassessment of growth platforms and future brand portfolios, a new understanding of the consumer journey, a supporting strategy on data and technology.

The consumer journey has fundamentally changed, and so has the role of the brand manager. Once guardians of the brief to agencies, today they must lead hands-on content generation, data management.

La entrada Crowdfunding. How to Get Funding Online? se publicó primero en GRUPO GEDEON.

]]> https://grupogedeon.cl/crowdfunding-how-to-get-funding-online/feed/ 0 In Media, Trimming Costs Boosts Value Transform https://grupogedeon.cl/in-media-trimming-costs-boosts-value-transform/ https://grupogedeon.cl/in-media-trimming-costs-boosts-value-transform/#respond Tue, 09 Jan 2018 08:49:00 +0000 http://wpdemo.archiwp.com/maxbizz/?p=423 Most firms have set up a war room to triage their immediate response to the crisis. But the lack of visibility around future demand complicates efforts to restart stalled portfolio companies...

La entrada In Media, Trimming Costs Boosts Value Transform se publicó primero en GRUPO GEDEON.

]]> N ot so long ago, marketing consumer products felt like a genteel game of lawn tennis: Established competitors invested in creative with long lead times, using proven models of TV and big-box retail, alongside trusted agency partners. Today, it’s more like a sprawling contest of mixed martial arts, with new competitors playing by different rules; an unprecedented complexity of channels, content and partners; and a step change in speed and ways of working that has punches flying at incumbent consumer products companies.

Fueling the blur of combat is a radical shift in brand growth models. Within the span of most executives’ careers, advances in technology have reshaped how consumers engage with brands. In the US and UK, more than 60% of consumers now discover products online, and 85% of millennials trust reviews from a faceless stranger more than traditional advertising. The same technology advances have dramatically altered the competitive landscape. CMOs can no longer forecast forward their current profit pools only by looking to fill in geographies and nearby product market segments. That process risks ignoring the industry’s disruptive trends, as profit pools shift quickly from products to services to experiences and communities, and as mass products evolve into new segments with accelerating personalization. Growth strategy today requires consumer products companies to look “present forward” and “future back”—to create a faster horse while envisioning the car—in order to define new growth platforms beyond their current products, business model and capabilities.

Upgrade Content Creation Capabilities

Fueling the blur of combat is a radical shift in brand growth models. Within the span of most executives’ careers, advances in technology have reshaped how consumers engage with brands. In the US and UK, more than 60% of consumers now discover products online, and 85% of millennials trust reviews from a faceless stranger more than traditional advertising. The same technology advances have dramatically altered the competitive landscape. However, the transformation still required across the industry is significant, involving far-reaching changes to consumer products companies’ growth models and the largest buckets of their discretionary spending. And it’s urgent, as consumers and new competitors are moving faster than incumbents can react.

“I cannot give you the formula for success, but I can give you the formula for failure. It is: Try to please everybody.”
DAVID OSWALD

What’s the right path forward? Reinventing the brand growth model requires more than a reallocation of marketing budget to digital. CMOs need a reassessment of growth platforms and future brand portfolios, a new understanding of the consumer journey, a supporting strategy on data and technology.

The consumer journey has fundamentally changed, and so has the role of the brand manager. Once guardians of the brief to agencies, today they must lead hands-on content generation, data management.

La entrada In Media, Trimming Costs Boosts Value Transform se publicó primero en GRUPO GEDEON.

]]> https://grupogedeon.cl/in-media-trimming-costs-boosts-value-transform/feed/ 0 Entering the Next Phase of Digital Transformation https://grupogedeon.cl/entering-the-next-phase-of-digital-transformation/ https://grupogedeon.cl/entering-the-next-phase-of-digital-transformation/#respond Mon, 18 Dec 2017 04:13:14 +0000 http://wpdemo.archiwp.com/maxbizz/?p=413 Most firms have set up a war room to triage their immediate response to the crisis. But the lack of visibility around future demand complicates efforts to restart stalled portfolio companies...

La entrada Entering the Next Phase of Digital Transformation se publicó primero en GRUPO GEDEON.

]]> N ot so long ago, marketing consumer products felt like a genteel game of lawn tennis: Established competitors invested in creative with long lead times, using proven models of TV and big-box retail, alongside trusted agency partners. Today, it’s more like a sprawling contest of mixed martial arts, with new competitors playing by different rules; an unprecedented complexity of channels, content and partners; and a step change in speed and ways of working that has punches flying at incumbent consumer products companies.

Fueling the blur of combat is a radical shift in brand growth models. Within the span of most executives’ careers, advances in technology have reshaped how consumers engage with brands. In the US and UK, more than 60% of consumers now discover products online, and 85% of millennials trust reviews from a faceless stranger more than traditional advertising. The same technology advances have dramatically altered the competitive landscape. CMOs can no longer forecast forward their current profit pools only by looking to fill in geographies and nearby product market segments. That process risks ignoring the industry’s disruptive trends, as profit pools shift quickly from products to services to experiences and communities, and as mass products evolve into new segments with accelerating personalization. Growth strategy today requires consumer products companies to look “present forward” and “future back”—to create a faster horse while envisioning the car—in order to define new growth platforms beyond their current products, business model and capabilities.

Upgrade Content Creation Capabilities

Fueling the blur of combat is a radical shift in brand growth models. Within the span of most executives’ careers, advances in technology have reshaped how consumers engage with brands. In the US and UK, more than 60% of consumers now discover products online, and 85% of millennials trust reviews from a faceless stranger more than traditional advertising. The same technology advances have dramatically altered the competitive landscape. However, the transformation still required across the industry is significant, involving far-reaching changes to consumer products companies’ growth models and the largest buckets of their discretionary spending. And it’s urgent, as consumers and new competitors are moving faster than incumbents can react.

“I cannot give you the formula for success, but I can give you the formula for failure. It is: Try to please everybody.”
DAVID OSWALD

What’s the right path forward? Reinventing the brand growth model requires more than a reallocation of marketing budget to digital. CMOs need a reassessment of growth platforms and future brand portfolios, a new understanding of the consumer journey, a supporting strategy on data and technology.

The consumer journey has fundamentally changed, and so has the role of the brand manager. Once guardians of the brief to agencies, today they must lead hands-on content generation, data management.

La entrada Entering the Next Phase of Digital Transformation se publicó primero en GRUPO GEDEON.

]]> https://grupogedeon.cl/entering-the-next-phase-of-digital-transformation/feed/ 0