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Posted by Dr Marie Taillard @marietaillard at 7:13 - 0 Comments

As Founding Member of the Creativity Marketing Centre, L'Oréal offers our students unique opportunities to apply their creative skills to some of their strategic and business challenges. A recent example is the Big Picture project, where twenty five of our MSc Marketing and Creativity students travelled to Paris to work alongside colleagues from Institut Français de la Mode in February. 

Students were divided into nine teams and asked to define the meaning of beauty in 2025 and express it through a series of Instagram-format 15-second videos.

Posted by Dr Marie Taillard @marietaillard at 11:06 - 0 Comments

Early November is always a critical time for the Creativity Marketing team. Every year, we take stock of the lessons learnt over the past eight months of teaching the outgoing MSc students as they embark on their internships and thesis research -- the last phase of the degree before graduating in June. As we take these lessons in, we also actively plan for the incoming class starting in January.  

One of the particularities of the MSc Marketing and Creativity (MMK) has always been that we allow the curriculum to evolve continuously. As we observe the management and practice of marketing develop, we assess the importance and impact of each new development, and determine how to ensure it's reflected in the programme.

This year, we are focusing on one key aspect of our programme, which we have come to refer to as "Not By The Book". This aspect is clearly visible in two ways:

Posted by Dr Marie Taillard @marietaillard at 4:42 - 0 Comments

Much of our marketing teaching in recent years has focused on getting future marketers to move beyond product focused marketing to consumer centric strategies.  But these strategies are now beginning to feel outdated in a context of multi-stakeholder interactions.

The once clear boundaries between the roles of consumer, employee, supplier, retailer, distributor, media and other stakeholders are increasingly blurry.  Users are also designers at Mozilla; fans are product managers at LEGO; consumers are charity contributors at Warby Parker; customers are suppliers at Etsy; and so on.  Firms and their brands mediate these swaps, but don't always control them.   In cases such as the hijack of Cognac brands by rap artists[1], brand ambassadors were not hired by Courvoisier or Hennessy… they simply went up on stage and grabbed the microphone. Stakeholders gladly usurp the media by taking to social networks where they comment on their experience working for, buying from, or selling to a firm or its brands.  In other words, markets can become a free-for-all in which almost anyone gets a chance to take on whatever role suits them best as long as others will recognize it in some way. In this context, customer centricity begins to feel dated and tired: who is the customer anyway?  Is she the young engineer being courted for recruitment by a tech start-up, or the foodies trading recipes on epicurious.com, or the student who hitches a ride from Barcelona to Bordeaux through Blablacar? The point here is not to suggest a move away from customer centricity, but rather that customer centricity as it is currently conceived, is simply an instance of much broader ecosystem dynamics in which opportunities to create value can be seized by whoever thinks they can do so while creating value. What I mean by value can be anything from making money to enjoying company on a long car trip, to being proud of sharing family recipes with others.

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