Thought-leadership in Marketing


Welcome to New River Marketing, a site that promotes thought-leadership in marketing, encourages knowledge-sharing and comment, and champions marketing thinking and creativity. New River Marketing seeks to promote knowledge of, and best practice in, marketing on both strategic and tactical levels. Its intention is to provide a service for brands, academics, practitioners, and students, and be a forum where visitors can engage with the administrator. Visitors are encouraged to follow @newriverm on Twitter, which feeds directly to this site.

Over time, useful content and links will build up to create a useful hub of marketing knowledge and expertise. The current content consists of the administrator’s Marketing blog, and a Download section where original academic content by the administrator has been posted. This currently consists of four documents originating from his time as a Masters student in 2009-11. The first is a dissertation entitled The Impact of Social Media on Marketing Strategy, and the second is a condensed version of this dissertation in the form of a Powerpoint Show. The third document is a paper which explores The Future of Search, and the fourth is entitled The History, Development and Practice of eCRM in today’s Business Environment.

Featured book

The Silo Effect: The Peril of Expertise and the Promise of Breaking Down Barriers by Gillian Tett

A brilliant examination of how our tendency to create functional departments – silos – hinders our work… and how some people and organizations can break those silos down to unleash innovation. One of the characteristics of industrial age enterprises is that they are organized around functional departments. This organizational structure results in both limited information and restricted thinking. The Silo Effect asks these basic questions: why do humans working in modern institutions collectively act in ways that sometimes seem stupid? Why do normally clever people fail to see risks and opportunities that later seem blindingly obvious? Why, as psychologist Daniel Kahneman put it, are we sometimes so “blind to our own blindness”? See more here