Sum it up for me

4 Steps to Creating a Rock-Solid Marketing Strategy With Mark Ritson


Source: 4 Steps to Creating a Rock-Solid Marketing Strategy With Mark Ritson

The biggest mistakes marketers make nowadays

[1:50] Yeah, I think there’s a few, Louis. I think the biggest one is the complete absence of strategy. And that perhaps is the one that I think is most haunting. Then lead to that is an obsession with new, completely irrelevant technology which gets in the way of a focus and doing a proper job. And I’d link all of those issues, you know, the ignorance of strategy, most marketers have never had a strategic day in their lives. And this obsession with virtual reality and augmented reality, blockchain and all this other nonsense, basically because they don’t have any training in marketing, so they aren’t really sure, what the heck marketing really is, and so they sorta gravitate between whatever the latest hot theoretical or tactical issue might be.

Allegedly Steve Jobs didn’t do market research so most of the marketers think they also not need to do it

[4:22] It’s a broader topic. That’s the latest in a long line of excuses why marketers don’t wanna talk to customers. This is the most common one, as you (Louis) say, in sort of current realms, which is Steve Jobs is the greatest marketer in the world, or was the greatest marketer in the world and he had an active disrespect of doing research and thought it was a waste of time. So there’s two things here. So first of all, Steve Jobs a wonderful marketer he was, but also he’s incredibly good at lying, or as a wonderful Frenchman call it, mythology. Which is not to say it was a personal lie it was just something that, Jobs is absolutely correct, why would you tell the competition what you do, you’ll misdirect them at all turns. And one of the many areas where he was very liberal with the truth was in this idea that he wasn’t doing research. And we know this is not true because although Jobs occasionally said we don’t do research, he was misquoted. What he said was you can’t do research to work out what a customer wants next. Which I do agree with. He did an awful lot of research on brand perceptions, on competitor perceptions, on buying process. We know that because when Apple sued Samsung and Samsung sued Apple about 10 years ago over a series of patent infringements one of the things that Samsung eventually got through a court order was more market research than anyone had ever seen in any company in the history of the world. Much of it commissioned by Steve Jobs on the topics of what consumers perceive, what they were thinking and what they were doing. So yeah it’s just a bullshit excuse often cited by people who are afraid to talk to customers.

And Jobs would spend considerable amount of his time pouring over the data and shouting at his executives from what he was seeing. So yeah, it’s an absolute myth. Unfortunately par of the long history of bad marketers who find incredibly persuasive arguments as to why they won’t shut up and just go and listen to customers, which is unfortunately or fortunately about 70% of the job, once you put down the VR headset.

The “reputation takes a lifetime to build and only a few seconds to destroy” thing is bullshit

[6:54] Yeah, and it’s hard to find a company that’s more then 30 or 40 years old that hasn’t had a serious reputational crisis or two and has managed to survive it very nicely. There’s hundreds of examples, you just take Volkswagen, what Volkswagen did, and this a matter of public record, is commit corporate fraud on a global level, cheat on emission standards in America, Europe and various other countries, produced poisonous gas which by scientific evidence is probably killing between 200 – 800 people in Europe alone each thanks to the increased emissions from their polluting engines and then lied about it. Now that sounds to me like pretty much extinctive act, you know, you don’t survive that and Volkswagen sales were up the following year. Brands are not the precious, incredibly vulnerable things that most people believe, they’re quite robust entities and reputation is very hard to destroy or rebuild for that matter perceptions are far more bouncy than I think people realize.

You certainly get dent. That’s fair to acknowledge. I mean you hit, particularly in fast moving goods, a significant impact on sales for sure quite long period of time, but killing a company or brand it turns out is very hard to do.

What is a strategy in the first place?

[9:49] So, a strategy is the middle part of marketing. Marketing is about a 100 years old. If you study at any level marketing you discover that we’ve been saying the same thing for a whole century. Strategy is the middle part. If you imagine that the starting point for marketing each year or when you take over a new job is diagnosis, is understanding the market, building a segmentation. Strategy then becomes the choices that you make about what you will and actually more importantly what you won’t do having then understood and diagnosed the market. In my world with brands, I would say that comes down to answering 3 questions well and again answering what you will and also what you won’t do. It’s about having clear targeting from the segmentation you’ve built, it’s about very tight, distinctive positioning to the market in terms of what you will and won’t stand for and what your aim is to represent to the consumer. And then finally a very small set of strategic objectives relating to what you intend to achieve in the market, which again in my world, is in the next 12 months. I don’t believe planning up more than a 12 months cycle works at all in marketing, in finance and in corporate world it does. But in marketing what will be your goals, specific goals and objectives for the 12 months ahead. So for me that’s what strategy is. It’s making choices about who we will and won’t go after, what we will and won’t stand for, and what we will achieve by a certain time period.

The number of choices in front of you is always greater than what your resources enable you to do. So if you take the targeting decision, there’s no rule as to how many segments might exist, but a decent segmentation, and I’ve done hundreds of them, has usually let’s say 8 or 9 big segments. Only a fool would target all of them. There’s too many. So there’s the choice about what you will and won’t target, and with positioning there’s literally a million different words, adjectives, and associations we can choose to communicate and associate with our brand but in reality my experience says that if you go for more than 4 or 5 things, none of them will ever work. So yeah, the choices of what you don’t go for are far greater than the ones that you actually do.

What is the exact first step you take to come up with a strategy?

[12:57] The first step in any marketing strategy is a step backwards and this is a point normally missed by most marketers who are in a hurry. The first thing you do is to acknowledge what we call market orientation. The great catch of marketing is that the minute you starting getting paid to work for a company, or product, or service, it is impossible to see the product the way the customer sees it. The first law of marketing, if you will, is to recognize that and to realize that you will never see that product the customer sees it ever again. And that is a much more deceptive step than it sounds. Normally I beat that into my clients and customer first and show them how little they know about what customers really think. And literally what think is up is down, black is white and they really don’t get it at all. And that’s to assert that create almost a vacuum of market orientation which says you are not the customer. When you build that, that vacuum then demands that you do research. And the reason you have to have market orientation before you start doing market research is I’ve met plenty of brand managers who have a giant folder or file filled with a big survey on their desk, but they don’t either look at it, or if they look at it they don’t believe it, and if they believe it they don’t use it, because they don’t have market orientation. So the first thing we do before we turn the lights on with research is make everyone appreciate that we are sitting in the dark. And that’s a very, very important step. Without it, in my experience, research is done for the sake of it, not because the client is petrified that actually everything they think is wrong, which for the most part, it usually is.

How do you do market orientation? How do you come by the date in the first place?

[14:43] It’s not even data, it’s almost a confrontation of . It really depends on client to client. There’s a many different things I’ve done over the year. The most common routes to getting a client to see this, is just to do simple, poor man’s ethnography, and take them out into the field and get them to hang out with customers while their products are being chosen and consumed. Even focus groups, although they’re more expensive, can be a brilliant way within a matter of minutes, of not necessary generating insights to begin with, but to showing them that the 10 things they think are the most important are relatively meaningless. Often is just a confrontation of very simple qualitative data that will begin that process. It can even be done sometimes with secondary data, or if a client is good, you can just show them other examples of other clients and how what they thought was right was wrong, and they being to realize we don’t know any of this either. I normally work with clients, who know who I am, and often are hiring me for this very reason. I literally had a meeting yesterday with a new marketing director for a large medical company in Asia, I worked with him before, and he basically said to me, these guys think they know all the answers, you need to show them first of all that they have no clue, that’s the first thing I want you to do. It really helps if the senior person is a proper marketer and they’re basically saying I can’t tell them, you tell them.

You don’t have to disprove. I did a talk many years ago with CEIBS, the big Chinese business school. I did a lot of qualitative research when I was an academic and I had this study of 6 households and I filmed them watching advertising for about 3 months and what they did when the ads came on. And when I presented this paper this incredibly arrogant Chinese marketing professor who saw it, jumped in about a minute into my presentation and said you got 6 households, how can that even be representative? That’s the problem with work like yours, it’s so limited, you can’t trust it. And so I waited until he was finished then I took him apart limb by limb using proper falsificationism which basically all quantitative research founded on, no theory is ever proven, it’s tentatively accepted until we disprove it and I said to him, look, if you shut up and listen to the rest of my paper you’ll find that all 6 households disproves 3 main theories of advertising. So the question isn’t, why I’ve only got 6, it’s why I’ve got 5 more than I need to disprove half the theories that you’ve been teaching to your students. And that went down really well.

Step two, market research, how you go about it, give some tips to small companies

[18:19] I think there’s a correlation between limited budgets and better researches and better insights actually, but there does need to be a little bit of money or time. It’s always a combination of qual into quant. Again, one of the major errors that many companies make is they jump straight to quant and ask all the wrong questions. I trained McKinsey consultants for 5 years and this was a constant issue. They’re very good quantitative market researchers, they do a conjoint study, and then very proudly show you the results, in the training program, I say great, where did the variable come from? Then they sorta go, we kinda just worked out what they were and I said then your conjoint is pointless. So qual produces the qualities, and you get qualitative, you know, if you are in a small business, even if you’re in a big business it’s better to do your own qual. I like ethnography, just getting out into the market, certainly focus groups are less sensitive but more efficient, any qualitative method basically where you shut up and learn is the first stage in the process and then at some point segwaying what you’ve learned to the qualities into a decent quantitative instrument and doing a survey. In business to business, if you have less then 250 customers, I think you can get away with keeping that at the qual level, because getting representation isn’t really gonna be difficult to do even with one on ones. But wherever you have a big consumer business or a medium sized consumer business a decent online survey on a representative sample, which is surprisingly easy to achieve at the levels of confidence that we need, then produces, I think, a decent set of insights that really form half of the diagnosis. So you know, I’ve done my qual and quant, I see that really as the nice combination. And again, it doesn’t have to be fancy. I trained a lot of marketers around the world and I’d say the best options usually are a bit of ethnography in the market watching the customer listening and talking, into a representative survey, nothing fancy, done yourself on Surveymonkey, analyze properly, and then a little bit of qual at the and, maybe to interrogate some of the apparent segments that come out. So look, for me, market orientation is stage one. Market research is a dirty business, it doesn’t have to be perfect. Most marketers I meet tell me I’m a little bit worried about doing research in case I influence the result, in case I don’t calculate it right, I say to them, you have no research. I don’t care what you are worried about you should worry about not being able to do anything because you have no research. Again, excuses why we don’t do it. Get you ass in the field, shut up, listen and talk to customers, ideally do a little bit of online quant, and you know what, you’ll learn a bunch of stuff and that will make you able to do your job. For me, market research is the first major part of diagnosis and the bit that follows, and this is a key point, is segmentation. And so the last part of the diagnosis stage is segmentation, because segmentation has nothing to do with you.

What questions would you ask whether its online survey or face to face?

[21:50] Well, these days it doesn’t matter how big the company is, the world of quantitative research has been completely revolutionized by panels. Most big clients I worked for, even national brands, I can go in there, this is not an exaggeration, I can say I need about 12 thousand dollars, about 8 thousand euros, 6 hundred pounds and I can get a representative sample of customers to answer 30 questions. So whatever they’ve been spending, and I had one client who was spending 450 thousand dollars, we can quickly get rid of all that crap, and we can build a very simple questionnaire that works. So one of the key questions to your point. Well, first, don’t need to ask any demographics anymore, that’s pointless because every good piece of panel research has extensive demographic data for these people. So, the days of asking demographic questions are over. And that then really leaves you with only 2 or 3 requirements. The first set of questions should be a standard hierarchical funnel, so you should ask 4 or 5 questions that build whatever you think is an appropriate funnel for your category, the generic one, which you shouldn’t use, but along the lines of an awareness question if they’re aware repeat the brands they’re aware of into consideration, if they consider them repeat the consideration into preference, repeat the preference question into loyalty if they bought it before using that promoter, so you’re building a very simple buying follow with 4 or 5 hierarchical questions. Next you’re gonna ask a bunch of attributes about your brand and one competitor brand. Those attributes will have come from the qualitative research and you’d probably be polling negative as well as positive, you want them both in there. And you wanna ask about a competitor not because you’re measuring the competitor brand, but you wanna get a sense of how much you own those attributes versus your main competitors. And the competitor comes from the considerations that you’ve already asked from the funnel questions.

Give an example of attributes

[23:48] OK, so I’d phrase it as a like it scales, so agreement scales. Let’s say in my research I’ve learned that I’m a cool brand, I’m seen as an intellectual brand, and I’m seen as brand that is reliable. I’m gonna turn all of those into simple statements, and ask the consumer how much do you agree on a scale of 1 to 5, 1 disagree strongly, 2 disagree, 3 neither, 4 agree, 5 agree strongly, that my brand is a intellectual brand, that my brand is a reliable brand. Now, you’ve also got some negative, let’s say we also found out that we’re seen as being to expensive, you ask these too expensive. So what you’re doing is you’re quantitatively measuring whatever attributes you found in your qualitative, so now we get representation, so now we get magnitudes and we also get causalities. So now what you’re gonna do is you’re gonna take your funnel research and you’re gonna take your attribute research and you’re gonna correlate the attributes against the funnel. So what you’re not gonna do, unless you’re stupid, is ask the consumer how important is reliability in making your purchase, because the consumer doesn’t know and it’s also a question which cost you money. So instead you’re not gonna ask any question, you just gonna take a sample and you’re gonna look at the correlation coefficient between how much the more people think I’m reliable, does the likelihood of consideration or preference or recommendation increase or decrease. And so that gives you the important score. And so what you’ve got from that data is everything you need for the later steps in research, you’ve got what the customer thinks, what they think of your competitor, and how important those things are in driving the various steps in the purchase funnel. Funny again, I had a discussion last week with a client, I don’t thing you’ll ever need a questionnaire with more than 30 questions, or you’re doing something wrong, but we got to 50 and it was pretty punishing because I couldn’t kill any of the questions. But my point is normally a good questionnaire is elegant, and has very few questions because we know what we’re gonna use those questions to do next.

Step three you’ve mentioned is segmentation

[26:03] The segmentation thing is very important philosophical mistake that most companies make. Segmentation is not the same as targeting. Targeting cannot happen yet. S.T.P. Segment, target, position happen in sequence. Segmentation has nothing to to with the company or brand. We call it market segmentation because it’s about the market. And if your competitor was as smart as you and by chance had the same data as you, they could in theory produce exactly the same segmentation because they’re looking at the same market. And so that’s a key point here. Segmentation is part of diagnosis. It’s about mapping the mountain, not climbing the mountain, just mapping the mountain. The climbing will come later. And most companies go wrong because they’ve already got a target segment before they finish their segmentation. So they’ve already decided how are they gonna climb the mountain and haven’t fully understood the mountain yet. And this is important because segmentation teaches us what to do next and really reaches out its hand and will show you where to go. That segmentation point is building a decent complex but ultimately revealing picture of the whole market. So everyone in the market should be in there, they could be possibly be the market, and a decent segmentation obviously you’re gonna be one segment or a different segment, but also a good segmentation should end with a couple of things. It should have a good name to describe the behavior inside the segment, it should have the proportion or the size of the market, you know in millions or hundreds of thousands, how many people are there, it should have a dollar value for the total value of all of those people consumed your products, and finally it should have your current market share of that segment. If you can show the market segments in that way, it intuitively then leads to very clear and elemental targeting next.

How do you come by the data about the market share and all of that?

[28:00] Well, you gotta run some estimates. But if you’ve done your quantitative research on a representative sample, you can take the … yet again, just to pause that. Representative samples are something again, most people don’t understand, either PhD in marketing, so let me quickly tell you how to calculate a representative sample. Go to google and type in survey sample calculator enter the population, I mean they teach classes like for 9 weeks in business school because they’ve got nothing else to teach the students, right, go to google, survey sample calculator, if you’re going after, I don’t know, French engineers, you know, there’s one million French engineers, that’s the population, and you put that in, your confidence level should be 95%, all that means if I do this 95 times out of a 100 I’ll get the same result, your confidence interval should be 5%, that means roughly the same plus or minus five, you can change those, but that’s kinda the standard that we would expect. And so when you put that data in, if you’re going after a million French engineers, you’re probably gonna discover you’ll need about, I’m guessing here, maybe a sample of 300 hundred. If you take your 300 multiplied out to make it into a million, those sizes that you captured in your segmentation will be pretty much analogous to the total market.

What is then step four?

[29:50] So step four you’ve gotta then get into strategy. So step four begins the strategic middle part of marketing. So here we are making the first choice which is targeting. Where do I wanna go, where do I not wanna go? There’s a tremendous movement in marketing thanks to Byron Sharp and Ehrenberg-Bass to target everyone, there’s a case for that in low involvement categories sometimes but by and large it’s overstated. You don’t have unlimited resources most of the time and so I prefer to target one segment only that’s big enough and go after it with pretty much all my resources. But you know, it’s a matter of strategy at this point, how good is your sales force, how many dollars do you have, which segments look attractive, but you know, my point is one target segment makes life a lot easier. Every time you add a second one by definition they are different markets you’re gonna have to do things differently. So targeting is really all about making these choices. And here we begin to see who is and who isn’t any good at this. This targeting choice separates the girls from the women and the boys from the men. A bad marketer now ends up with 7 priorities and they’re all high priorities, or priority one, priority two, that’s all BS. What you really want is I’m going after that segment and that segment. Clear, demarcated decisions with a clear logic.

How do you make this choice?

[31:07] You’d be surprised if your segmentation is good. It tends to be pretty obvious which ones you after. The only big question is, how many? What you’re trading off here is this segment based on what they do, their size, your current share, the competitors that own it at the moment. Does it look like a place where I can make money? Does it fit the product that I’m currently marketing? Does it look rich? Does it look big? Does it look easy? Does it have influence on the other segments through spill over? And so there’s a myriad of choices and good segmentation with all that data inside the cells, to be honest with you, it’s almost like the segment will tell you, hey, over here, you wanna come here. I really is that explicit. The only trick is to work it out how many segments you really wanna chase, and again, my experience is if you can go after one big one for a year, maybe two or three years, that’s were you should start. You’ll find that a good segmentation is pretty straight forward if you have an idiot sales manager in the room he or she wants to go after everyone but again you’ll spread yourself so thin like peanut butter and you’ll make no money.

[32:42] One of the great joys of Facebook of its many perils is look-a-like targeting is fundamentally that, you’ve gotta be happy with a customer not only because they paid you some money but because they found you and they come through you versus all these competitors and they have a reason for picking you and hopefully they’re happy. And as you say, this is much more important than the sale that many more of them out there. Absolutely right, you really wanna use the existing customers to help you target future customers and that’s a dirty simple brilliant secret that’s missed by most marketing people.

It’s about saying no 95% of the time and picking those 5%, what’s the step after that

[33:33] So now we can do positioning properly. You can’t position to everyone, again, if you look at the Ehrenberg-Bass stuff it’s all about targeting everyone and also they don’t believe in differentiation but that’s because they’ve targeted everyone and you can’t be all things to all people. When you’ve targeted the segment and you really carved them out they want certain things and it’s much easier then to link, hopefully, your brand or product to those things and so a clear segment gives you a clear line of sight into what this segment wants and how they buy. Another great point that is often missed is, I think most marketers grasp that, in a segment by definition their behaviors and needs are different. So is the competitive set. So when you do proper segmentation you’ll discover that there aren’t a different competitors in the market, there’s one or two, usually one that owns that particular segment and that by definition is who we are positioning against. So positioning becomes much easier now because we got a much tighter cluster of people who want the same stuff, and a very clear competitor who’s currently the person we have to knock down. And so now you’re crafting a positioning statement, and I don’t care, you know, what you call this, brand purpose, brand values, brand DNA, I don’t care, as long as it’s tight, less than 5 attributes, ideally way less than 5, and I just like words or phrases, it only has to be wordsmithed into a slogan at this point, this is, you know, the core DNA. And the positioning must pass only 3 tests. What the target customer wants, it must be what we can deliver, better than or different than the competitors in that segment, and we will make a lot of money, and in my experience as a consultant, we always have.

[35:53] The analogy I use is it’s like going down-hill in a good way, right? Once you’ve got a decent target segment, the bike just takes off, you get your own velocity, and it’s almost like the plan starts to write itself. That’s when you know you’ve got it right, God has been kind, giving you a nice, easy segment, you can’t not make money from this point onward. I mean that sounds strange, but that’s my experience in not all, but many cases.

The last part of strategy is the objective

[37:02] So the last part of strategy is exactly that. So I’ve got a target segment, I’ve got a clear position to the segment, and then I can go back to my funnel, look at where the are the blockages, and what I’m trying to do is work out one, two clear S.M.A.R.T. objectives which relate back to that funnel. So that’s what objectives look like. A. G. Lafley, the old boss of Procter & Gamble was brilliant on this, he wrote a book called The Game-Changer, and then another on called How Strategy Works, and in both books he makes the same arguments which is most companies have 12 objectives and they’re not really objectives, because they have no real date, or means of delivery and there’s 12 of them and he says they are not objectives, they’re dreams that won’t come true. And he’s so right. I like 1-2, a real squeeze 3 objectives, because again, each one demands resources and time and effort. The analogy I use is moving boulders, big heavy boulders from one field to another. There will be other years and there will be other objectives but if we’re trying to move too many boulders in one year we will move none. So what’s the main one, you wanna focus on this year? Let’s move that and we’ll go back and move others in future years. A good objective is, you konw, I’m working with a beauty brand at the moment, “increase preference from hand cream among the studious asian segment from 12% to 19% by December 2018”. And that’s the objective that we’ve said will drive the most money for this particular brand team. They’ve got all their marketing bonuses hinged on it, we will re-measure it in December, and we will see if they’ve achieved it or not. So it’s a very clear and explicit process.

How strongly are people being influenced by marketing and advertising?

[43:57] I don’t know. I mean I think at the end of the day we’ve given marketing too much credit for being too strong when in reality it’s quite weak, and at the and of the day I think consumers are smarter than we think. It’s a very old, very long debate which there is no correct answer.

[44:35] There’s definitely an impact. I always say the way they describe marketers in much of the press, I’m like, have you ever met any of these guys? They can’t find their ass with either hand. They’re not genius manipulators of opinion. They literally have no clue what they’re doing. There’s a real disjuncture between the marketer we’ve been describing for the first 40 minutes and the one that’s somehow is manipulating people to do what they want. Most of them have no clue what they’re doing with their money, right? I mean that’s the reality.

What do you think marketers should learn today?

[47:03] The same stuff. And most marketers have no training, they should go and learn marketing. It’s very simple. We’re a hundred years old, they need to learn how to do research, segmentation, targeting, positioning, pricing, integrated marketing, distribution, omni-channel distribution, product development, brand tracking, brand management, and they’d be in a very good shape, but most of them won’t do that, because they think old-old marketing is dead, and all new marketing is requiring something new. I’d say the next 10 years if you really wanted to be successful, you just need to be trained well, not to be tactical but to be strategic and you’ll be fine.

Where does one get trained in marketing?

[47:44] Well, it’s tricky. I can’t defend many of the ways, I mean the American business schools were the place where I went to learn my art, and I certainly don’t regret it, but that was back in the early 1990s. I despair on the quality of marketing professors at business schools in general, there are of course some notable exceptions, but marketing is increasingly taught in business schools by people that have never done marketing, so how can they be any good at teaching it? So for me I’d guess I’d say at a good company, it used to be Unilever and P & G, they train you out well, they still do but they’re a declining force. I think again, Google and Facebook would be the place I would go to learn my art now, because on the top of all the tech stuff they really are pretty good classical marketers as it turns out. So that’s probably the place I’d go. I should plug the fact that I run a Mini MBA in Marketing, based on the course that I thought at the London Business School, at MIT in America, and a couple of other business schools and I’ve turned that, now that I don’t teach it anymore at a business school, to an online course that takes about 12 weeks and that we run about 2 or 3 times a year through Marketing Week. I you’re under 30, go to a top company that can teach you marketing.

What resources on marketing would you recommend?

[50:15] I think you still gotta read the Harvard Business Review. It’s not the organ it once was but it’s still amazing and some of the PDFs from its history are still used in business schools as the main source of reading. So I’d add the Harvard Business School on my list. I’m a big fan of Drayton Bird, spelled bird as in b i r d. He’s still alive, he must be in his eighties, it might be ninety. Drayton Bird if you google him, he has a good website which I think has pretty much a lot of great thinking. And he was one of David Ogilvy’s best hires, doing work for David Ogilvy for many years. So, I think he offers a link back to very good marketing theory. I’d have him on my list, and then last, I would suggest Marketing Week. Marketing Week is one of the few I think publications that has kept the focus on doing marketing rather than advertising, and it’s free, a free magazine with a lot of good analysis. It’s UK based, but my column appears there, and certain other people’s. It’s pretty good, so yeah, Marketing Week, it’s worth a look each week I think.

Where can listeners connect with you and learn more from you?

[51:46] Ah look, the best ways is just either LinkedIn or Twitter. I’m easy to find: R I T S O N. I’m happy to link in with anyone on LinkedIn and on Twitter I publish my articles. I write for the Australian here in Australia, and Marketing Week in the UK, so I publish all my stuff there. So if you follow me on Twitter or LinkedIn, you’ll get access to my stuff on a regular basis.

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