Our thinking is appearing in publications around the world

Our 2009 study, conducted in partnership with the Association of National Advertisers, aimed to understand how marketers are shifting their roles from supporting business growth to being in the driver's seat and leading the growth agenda. Elevating marketing to a higher level requires both mindset and cultural shifts that start with, but are by no means limited to, marketing leadership. Our study uncovered that while marketers from all walks and at all levels understand the need to effect such shifts, they’re further away from its realization than they think.

Does your company have a strong reputation? If it happens to be one of the 130 companies included in Prophet’s U.S. study, you will now be able to find out.

Brand valuation has emerged from its introductory phase and is now on a steep growth slope.  This whitepaper focuses on the financial heart of brand valuation: isolation of the portion of “super profits” generated by the brand. It is argued that the brand is central to a firm’s ability to earn these profits and that it exerts an influence on the resources and capabilities that are directly responsible for a firm’s success. No other intangible has the same linear link between the market which is the source of a company’s revenues, and the wealth the company creates for its shareholders.

Corporate reputation must be built. It must be supported and managed. And, it must be an authentic reflection of the business — its culture, value system, and behaviors. Businesses that expect to experience the kinds of success achieved by best-practice organizations will understand that truth. And they will create and live the kind of meaningful purpose that will allow them, too, to more effectively reap the benefits of a strong reputation.

Despite its promise as a primary source of organic business growth, capitalizing on innovation’s potential is an elusive goal for many businesses. Our 2008 Best Practices Study, developed in collaboration with Play, reveals how “model” innovators do it — with approaches that point the way toward better innovation success for others.

Marketers continue to face an uphill battle when it comes to creating an effective marketing organization that demonstrably drives the business. Increasingly, senior management looks to marketing to enable, if not drive, short- and long-term business growth. Yet marketers typically don’t see themselves at the wheel for this particular journey. This gap is one of the highlights of our 2006/2007 State of Marketing Survey.

Marketing's role in driving growth is threatened by the chasm between its need to influence the customer experience and its ability to do so. Leveraging the internal relationships necessary to impact the customer experience that drives business growth is a huge obstacle, with many marketers claiming no role whatsoever in shaping key customer touchpoints. This gap is one of the highlights of the new 2005 State of Marketing Survey sponsored by Prophet and conducted by IDG Research.

A perspective on the importance of maintaining relevance with customers and strategies to help companies achieve that goal.

Employees can make or break a customer's experience with your brand. Taking a strategic approach to brand assimilation will ensure that that your brand-building efforts create deep and lasting relationships with customers.

Prophet conducted a study among 90 global corporations to explore best practices in branding today. The study found that only a small majority (53%) has a long-term brand strategy in place, and of that number only 40% are “very” satisfied with it.

The days of brand building defined simply by awareness and driven by marketing alone are over. Prophet believes that brand is the essential underpinning to a holistic business strategy, requiring that the brand be managed at the highest levels within the organization.