學門類別
哈佛
- General Management
- Marketing
- Entrepreneurship
- International Business
- Accounting
- Finance
- Operations Management
- Strategy
- Human Resource Management
- Social Enterprise
- Business Ethics
- Organizational Behavior
- Information Technology
- Negotiation
- Business & Government Relations
- Service Management
- Sales
- Economics
- Teaching & the Case Method
最新個案
- A practical guide to SEC ï¬nancial reporting and disclosures for successful regulatory crowdfunding
- Quality shareholders versus transient investors: The alarming case of product recalls
- The Health Equity Accelerator at Boston Medical Center
- Monosha Biotech: Growth Challenges of a Social Enterprise Brand
- Assessing the Value of Unifying and De-duplicating Customer Data, Spreadsheet Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise, Data Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise
- Board Director Dilemmas: The Tradeoffs of Board Selection
- Barbie: Reviving a Cultural Icon at Mattel (Abridged)
- Happiness Capital: A Hundred-Year-Old Family Business's Quest to Create Happiness
It's time to close the experimentation gap in advertising: Confronting myths surrounding ad testing
內容大綱
Marketers know that running experiments is a proven way to improve results and gain competitive advantage against rivals. Despite this knowledge--and the fact that experiments are now easier to conduct than ever before--data shows that marketers consistently under-experiment. In this article, we examine why this gap exists and what can be done to close it. We do so by connecting with seniorlevel marketing professionals representing seven consumer-facing industries in two phases. First, through a series of interviews, we gain initial understanding of the concerns, challenges, and realities of those working in the industry. Following this phase, we surveyed a larger group to corroborate and extend our initial findings, comparing cases to identify challenges and the strategies used to overcome them. We present our findings as a series of experimentation myths before closing with a broader perspective on how organizations can infuse experimentation into their culture.