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McKinsey Quarterly: Video

McKinsey & Company aims to help businesspeople run their organizations more productively, more competitively, and more creatively. This video podcast from McKinsey Quarterly offers viewers new ways to think about business management in the private, public, and not-for-profit sectors. McKinsey Quarterly is available in print and at its Web site: mckinseyquarterly.com. Looking for audio only? See the McKinsey Quarterly audio podcast.

Making sense of social media
Making sense of social media 2012/05/02, 00:05
Making sense of social media
Making sense of social media
<table width="633" border="0" cellspacing="0" cellpadding="0"><br> <tr><br> <td width="61" valign="top"><img class="img-responsive" src="" width="50" height="50" /></td><br> <td width="403" valign="top"><br> <font face="Verdana, Arial, Helvetica, sans-serif" size="-1" color="#4c4949"><span style="font-size: 13px;">Companies should target efforts to different stages of consumer decision making.</span></font><br/><br> <a rel="nofollow" href="http://rss.mckinseyquarterly.com/l?s=_misc&amp;r=misc&amp;he=687474702533412532462532467777772e6d636b696e7365792e636f6d2532464665617475726573253246536f6369616c5f4d65646961&amp;i=6c633a31303030303363327370387135676a6d763663"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Read more on the <em>McKinsey Quarterly</em> &#62;</font></a><br/><br> <a rel="nofollow" href="http://rss.mckinseyquarterly.com/l?s=_misc&amp;r=misc&amp;he=687474702533412532462532467273732e6d636b696e736579717561727465726c792e636f6d253246706f64636173742533467075253344687474702532353341253235324625323532467777772e6d636b696e7365792e636f6d253235324661737365747325323532466d71706f6463617374732532353246766964656f2532353246536f6369616c5f4d656469612e6d3476253236706e2533444d616b696e6725324273656e73652532426f66253242736f6369616c2532426d65646961&amp;i=6c633a31303030303363327370387135676a6d763663"><img class="img-responsive" src="http://rss.mckinseyquarterly.com/x/img/podcast.gif" border="0"/></a>&#160;&#160; <a rel="nofollow" href="http://rss.mckinseyquarterly.com/l?s=_misc&amp;r=misc&amp;he=687474702533412532462532467273732e6d636b696e736579717561727465726c792e636f6d253246706f64636173742533467075253344687474702532353341253235324625323532467777772e6d636b696e7365792e636f6d253235324661737365747325323532466d71706f6463617374732532353246766964656f2532353246536f6369616c5f4d656469612e6d3476253236706e2533444d616b696e6725324273656e73652532426f66253242736f6369616c2532426d65646961&amp;i=6c633a31303030303363327370387135676a6d763663"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Watch the podcast (duration: 12:30) &#62;</font><br> </td><br> <td width="16">&#160;</td><br> <td width="150" valign="top"><span style="font-family:"Verdana, Arial, Helvetica, sans-serif"; font-size:10px; color:#4c4949;">Topics:<br/><br> <table border="0" cellpadding="0" cellspacing="0"><br> </table><br> </span></td><br> </tr><br></table><img class="img-responsive" src="http://rss.mckinseyquarterly.com/iop.gif?s=_misc&r=misc&i=lc%3A100003c2sp8q5gjmv6c" width="1" height="1" border="0"/><br>
Daniel Yergin on the future of global energy
Daniel Yergin on the future of global energy 2012/03/29, 20:10
Daniel Yergin on the future of global energy
Daniel Yergin on the future of global energy
<table width="633" border="0" cellspacing="0" cellpadding="0"><br> <tr><br> <td width="61" valign="top"><img class="img-responsive" src="" width="50" height="50" /></td><br> <td width="403" valign="top"><br> <font face="Verdana, Arial, Helvetica, sans-serif" size="-1" color="#4c4949"><span style="font-size: 13px;">The Pulitzer Prize-winning expert expects innovation spurred by rising demand.</span></font><br/><br> <a rel="nofollow" href="http://rss.mckinseyquarterly.com/l?s=_misc&amp;r=misc&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463434333831&amp;i=6c633a31303030303363327333643933386135737473"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Read more on the <em>McKinsey Quarterly</em> &#62;</font></a><br/><br> <a rel="nofollow" href="http://rss.mckinseyquarterly.com/l?s=_misc&amp;r=misc&amp;he=687474702533412532462532467273732e6d636b696e736579717561727465726c792e636f6d253246706f64636173742533467075253344687474702532353341253235324625323532467777772e6d636b696e7365792e636f6d253235324661737365747325323532466d71706f6463617374732532353246766964656f253235324644616e69656c5f59657267696e5f6f6e5f7468655f6675747572655f6f665f676c6f62616c5f656e657267792e6d3476253236706e25334444616e69656c25324259657267696e2532426f6e2532427468652532426675747572652532426f66253242676c6f62616c253242656e65726779&amp;i=6c633a31303030303363327333643933386135737473"><img class="img-responsive" src="http://rss.mckinseyquarterly.com/x/img/podcast.gif" border="0"/></a>&#160;&#160; <a rel="nofollow" href="http://rss.mckinseyquarterly.com/l?s=_misc&amp;r=misc&amp;he=687474702533412532462532467273732e6d636b696e736579717561727465726c792e636f6d253246706f64636173742533467075253344687474702532353341253235324625323532467777772e6d636b696e7365792e636f6d253235324661737365747325323532466d71706f6463617374732532353246766964656f253235324644616e69656c5f59657267696e5f6f6e5f7468655f6675747572655f6f665f676c6f62616c5f656e657267792e6d3476253236706e25334444616e69656c25324259657267696e2532426f6e2532427468652532426675747572652532426f66253242676c6f62616c253242656e65726779&amp;i=6c633a31303030303363327333643933386135737473"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Watch the podcast (duration: 05:23) &#62;</font><br> </td><br> <td width="16">&#160;</td><br> <td width="150" valign="top"><span style="font-family:"Verdana, Arial, Helvetica, sans-serif"; font-size:10px; color:#4c4949;">Topics:<br/><br> <table border="0" cellpadding="0" cellspacing="0"><br> </table><br> </span></td><br> </tr><br></table><img class="img-responsive" src="http://rss.mckinseyquarterly.com/iop.gif?s=_misc&r=misc&i=lc%3A100003c2s3d938a5sts" width="1" height="1" border="0"/><br>
Achieving the promise of women executives
Achieving the promise of women executives 2012/03/12, 22:35
Achieving the promise of women executives
Achieving the promise of women executives
<table width="633" border="0" cellspacing="0" cellpadding="0"><br> <tr><br> <td width="61" valign="top"><img class="img-responsive" src="" width="50" height="50" /></td><br> <td width="403" valign="top"><br> <font face="Verdana, Arial, Helvetica, sans-serif" size="-1" color="#4c4949"><span style="font-size: 13px;">Four McKinsey partners recount the progress women have made in reaching the executive suite.</span></font><br/><br> <a rel="nofollow" href="http://rss.mckinseyquarterly.com/l?s=_misc&amp;r=misc&amp;he=687474702533412532462532467777772e6d636b696e7365792e636f6d2532464665617475726573253246576f6d656e5f4d6174746572&amp;i=6c633a3130303030336332726f6168326f6171676179"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Read more on the <em>McKinsey Quarterly</em> &#62;</font></a><br/><br> <a rel="nofollow" href="http://rss.mckinseyquarterly.com/l?s=_misc&amp;r=misc&amp;he=687474702533412532462532467273732e6d636b696e736579717561727465726c792e636f6d253246706f64636173742533467075253344687474702532353341253235324625323532467777772e6d636b696e7365792e636f6d253235324661737365747325323532466d71706f6463617374732532353246766964656f2532353246416368696576696e675f7468655f70726f6d6973655f6f665f776f6d656e5f657865637574697665732e6d3476253236706e253344416368696576696e6725324274686525324270726f6d6973652532426f66253242776f6d656e25324265786563757469766573&amp;i=6c633a3130303030336332726f6168326f6171676179"><img class="img-responsive" src="http://rss.mckinseyquarterly.com/x/img/podcast.gif" border="0"/></a>&#160;&#160; <a rel="nofollow" href="http://rss.mckinseyquarterly.com/l?s=_misc&amp;r=misc&amp;he=687474702533412532462532467273732e6d636b696e736579717561727465726c792e636f6d253246706f64636173742533467075253344687474702532353341253235324625323532467777772e6d636b696e7365792e636f6d253235324661737365747325323532466d71706f6463617374732532353246766964656f2532353246416368696576696e675f7468655f70726f6d6973655f6f665f776f6d656e5f657865637574697665732e6d3476253236706e253344416368696576696e6725324274686525324270726f6d6973652532426f66253242776f6d656e25324265786563757469766573&amp;i=6c633a3130303030336332726f6168326f6171676179"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Watch the podcast (duration: 06:52) &#62;</font><br> </td><br> <td width="16">&#160;</td><br> <td width="150" valign="top"><span style="font-family:"Verdana, Arial, Helvetica, sans-serif"; font-size:10px; color:#4c4949;">Topics:<br/><br> <table border="0" cellpadding="0" cellspacing="0"><br> </table><br> </span></td><br> </tr><br></table><img class="img-responsive" src="http://rss.mckinseyquarterly.com/iop.gif?s=_misc&r=misc&i=lc%3A100003c2roah2oaqgay" width="1" height="1" border="0"/><br>
Competing through data
Competing through data 2011/10/14, 02:30
Competing through data
Competing through data
<table width="633" border="0" cellspacing="0" cellpadding="0"><br> <tr><br> <td width="61" valign="top"><img class="img-responsive" src="" width="50" height="50" /></td><br> <td width="403" valign="top"><br> <font face="Verdana, Arial, Helvetica, sans-serif" size="-1" color="#4c4949"><span style="font-size: 13px;">MIT's Erik Byrnjolfsson on how 'big data' yields productivity and profits</span></font><br/><br> <a rel="nofollow" href="http://rss.mckinseyquarterly.com/l?s=_misc&amp;r=misc&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463434303336&amp;i=6c633a31303030303363326f6b717037673871326f34"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Read more on the <em>McKinsey Quarterly</em> &#62;</font></a><br/><br> <a rel="nofollow" href="http://rss.mckinseyquarterly.com/l?s=_misc&amp;r=misc&amp;he=687474702533412532462532467273732e6d636b696e736579717561727465726c792e636f6d253246706f64636173742533467075253344687474702532353341253235324625323532467777772e6d636b696e7365792e636f6d253235324661737365747325323532466d71706f6463617374732532353246766964656f25323532464279726e6a6f6c6673736f6e2e6d3476253236706e253344436f6d706574696e672532427468726f75676825324264617461&amp;i=6c633a31303030303363326f6b717037673871326f34"><img class="img-responsive" src="http://rss.mckinseyquarterly.com/x/img/podcast.gif" border="0"/></a>&#160;&#160; <a rel="nofollow" href="http://rss.mckinseyquarterly.com/l?s=_misc&amp;r=misc&amp;he=687474702533412532462532467273732e6d636b696e736579717561727465726c792e636f6d253246706f64636173742533467075253344687474702532353341253235324625323532467777772e6d636b696e7365792e636f6d253235324661737365747325323532466d71706f6463617374732532353246766964656f25323532464279726e6a6f6c6673736f6e2e6d3476253236706e253344436f6d706574696e672532427468726f75676825324264617461&amp;i=6c633a31303030303363326f6b717037673871326f34"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Watch the podcast (duration: 09:29) &#62;</font><br> </td><br> <td width="16">&#160;</td><br> <td width="150" valign="top"><span style="font-family:"Verdana, Arial, Helvetica, sans-serif"; font-size:10px; color:#4c4949;">Topics:<br/><br> <table border="0" cellpadding="0" cellspacing="0"><br> </table><br> </span></td><br> </tr><br></table><img class="img-responsive" src="http://rss.mckinseyquarterly.com/iop.gif?s=_misc&r=misc&i=lc%3A100003c2okqp7g8q2o4" width="1" height="1" border="0"/><br>
Nobel laureate Michael Spence on the US jobs problem
Nobel laureate Michael Spence on the US jobs problem 2011/09/01, 20:45
Nobel laureate Michael Spence on the US jobs problem
Nobel laureate Michael Spence on the US jobs problem
<table width="633" border="0" cellspacing="0" cellpadding="0"><br> <tr><br> <td width="61" valign="top"><img class="img-responsive" src="" width="50" height="50" /></td><br> <td width="403" valign="top"><br> <font face="Verdana, Arial, Helvetica, sans-serif" size="-1" color="#4c4949"><span style="font-size: 13px;">Structural changes in the economy present major challenges to job creation.</span></font><br/><br> <a rel="nofollow" href="http://rss.mckinseyquarterly.com/l?s=_misc&amp;r=misc&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463433383035&amp;i=6c633a31303030303363326e6f76746d30726d303661"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Read more on the <em>McKinsey Quarterly</em> &#62;</font></a><br/><br> <a rel="nofollow" href="http://rss.mckinseyquarterly.com/l?s=_misc&amp;r=misc&amp;he=687474702533412532462532467273732e6d636b696e736579717561727465726c792e636f6d253246706f64636173742533467075253344687474702532353341253235324625323532467777772e6d636b696e7365792e636f6d253235324661737365747325323532466d71706f6463617374732532353246766964656f25323532465370656e63652e6d3476253236706e2533444e6f62656c2532426c617572656174652532424d69636861656c2532425370656e63652532426f6e25324274686525324255532532426a6f627325324270726f626c656d&amp;i=6c633a31303030303363326e6f76746d30726d303661"><img class="img-responsive" src="http://rss.mckinseyquarterly.com/x/img/podcast.gif" border="0"/></a>&#160;&#160; <a rel="nofollow" href="http://rss.mckinseyquarterly.com/l?s=_misc&amp;r=misc&amp;he=687474702533412532462532467273732e6d636b696e736579717561727465726c792e636f6d253246706f64636173742533467075253344687474702532353341253235324625323532467777772e6d636b696e7365792e636f6d253235324661737365747325323532466d71706f6463617374732532353246766964656f25323532465370656e63652e6d3476253236706e2533444e6f62656c2532426c617572656174652532424d69636861656c2532425370656e63652532426f6e25324274686525324255532532426a6f627325324270726f626c656d&amp;i=6c633a31303030303363326e6f76746d30726d303661"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Watch the podcast (duration: 09:01) &#62;</font><br> </td><br> <td width="16">&#160;</td><br> <td width="150" valign="top"><span style="font-family:"Verdana, Arial, Helvetica, sans-serif"; font-size:10px; color:#4c4949;">Topics:<br/><br> <table border="0" cellpadding="0" cellspacing="0"><br> </table><br> </span></td><br> </tr><br></table><img class="img-responsive" src="http://rss.mckinseyquarterly.com/iop.gif?s=_misc&r=misc&i=lc%3A100003c2novtm0rm06a" width="1" height="1" border="0"/><br>
Kelly Services CEO Carl Camden on the future of work
Kelly Services CEO Carl Camden on the future of work 2011/08/26, 03:00
Kelly Services CEO Carl Camden on the future of work
Kelly Services CEO Carl Camden on the future of work
<table width="633" border="0" cellspacing="0" cellpadding="0"><br> <tr><br> <td width="61" valign="top"><img class="img-responsive" src="" width="50" height="50" /></td><br> <td width="403" valign="top"><br> <font face="Verdana, Arial, Helvetica, sans-serif" size="-1" color="#4c4949"><span style="font-size: 13px;">The US workplace has changed, but tax and benefit policies have failed to keep up.</span></font><br/><br> <a rel="nofollow" href="http://rss.mckinseyquarterly.com/l?s=_misc&amp;r=misc&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463433383035&amp;i=6c633a31303030303363326e6b687531396372616472"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Read more on the <em>McKinsey Quarterly</em> &#62;</font></a><br/><br> <a rel="nofollow" href="http://rss.mckinseyquarterly.com/l?s=_misc&amp;r=misc&amp;he=687474702533412532462532467273732e6d636b696e736579717561727465726c792e636f6d253246706f64636173742533467075253344687474702532353341253235324625323532467777772e6d636b696e7365792e636f6d253235324661737365747325323532466d71706f6463617374732532353246766964656f253235324643616d64656e2e6d3476253236706e2533444b656c6c79253242536572766963657325324243454f2532424361726c25324243616d64656e2532426f6e2532427468652532426675747572652532426f66253242776f726b&amp;i=6c633a31303030303363326e6b687531396372616472"><img class="img-responsive" src="http://rss.mckinseyquarterly.com/x/img/podcast.gif" border="0"/></a>&#160;&#160; <a rel="nofollow" href="http://rss.mckinseyquarterly.com/l?s=_misc&amp;r=misc&amp;he=687474702533412532462532467273732e6d636b696e736579717561727465726c792e636f6d253246706f64636173742533467075253344687474702532353341253235324625323532467777772e6d636b696e7365792e636f6d253235324661737365747325323532466d71706f6463617374732532353246766964656f253235324643616d64656e2e6d3476253236706e2533444b656c6c79253242536572766963657325324243454f2532424361726c25324243616d64656e2532426f6e2532427468652532426675747572652532426f66253242776f726b&amp;i=6c633a31303030303363326e6b687531396372616472"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Watch the podcast (duration: 08:15) &#62;</font><br> </td><br> <td width="16">&#160;</td><br> <td width="150" valign="top"><span style="font-family:"Verdana, Arial, Helvetica, sans-serif"; font-size:10px; color:#4c4949;">Topics:<br/><br> <table border="0" cellpadding="0" cellspacing="0"><br> </table><br> </span></td><br> </tr><br></table><img class="img-responsive" src="http://rss.mckinseyquarterly.com/iop.gif?s=_misc&r=misc&i=lc%3A100003c2nkhu19cradr" width="1" height="1" border="0"/><br>
The making of an emerging-market champion
The making of an emerging-market champion 2011/08/17, 21:40
The making of an emerging-market champion
The making of an emerging-market champion
<table width="633" border="0" cellspacing="0" cellpadding="0"><br> <tr><br> <td width="61" valign="top"><img class="img-responsive" src="" width="50" height="50" /></td><br> <td width="403" valign="top"><br> <font face="Verdana, Arial, Helvetica, sans-serif" size="-1" color="#4c4949"><span style="font-size: 13px;">The CEO of Mexico's Grupo Bimbo reflects on the company's growth path.</span></font><br/><br> <a rel="nofollow" href="http://rss.mckinseyquarterly.com/l?s=_misc&amp;r=misc&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463433363835&amp;i=6c633a31303030303363326e663467356a6269346d7a"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Read more on the <em>McKinsey Quarterly</em> &#62;</font></a><br/><br> <a rel="nofollow" href="http://rss.mckinseyquarterly.com/l?s=_misc&amp;r=misc&amp;he=687474702533412532462532467273732e6d636b696e736579717561727465726c792e636f6d253246706f64636173742533467075253344687474702532353341253235324625323532467777772e6d636b696e7365792e636f6d253235324661737365747325323532466d71706f6463617374732532353246766964656f2532353246477275706f5f42696d626f2e6d3476253236706e2533445468652532426d616b696e672532426f66253242616e253242656d657267696e672d6d61726b65742532426368616d70696f6e&amp;i=6c633a31303030303363326e663467356a6269346d7a"><img class="img-responsive" src="http://rss.mckinseyquarterly.com/x/img/podcast.gif" border="0"/></a>&#160;&#160; <a rel="nofollow" href="http://rss.mckinseyquarterly.com/l?s=_misc&amp;r=misc&amp;he=687474702533412532462532467273732e6d636b696e736579717561727465726c792e636f6d253246706f64636173742533467075253344687474702532353341253235324625323532467777772e6d636b696e7365792e636f6d253235324661737365747325323532466d71706f6463617374732532353246766964656f2532353246477275706f5f42696d626f2e6d3476253236706e2533445468652532426d616b696e672532426f66253242616e253242656d657267696e672d6d61726b65742532426368616d70696f6e&amp;i=6c633a31303030303363326e663467356a6269346d7a"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Watch the podcast (duration: 10:26) &#62;</font><br> </td><br> <td width="16">&#160;</td><br> <td width="150" valign="top"><span style="font-family:"Verdana, Arial, Helvetica, sans-serif"; font-size:10px; color:#4c4949;">Topics:<br/><br> <table border="0" cellpadding="0" cellspacing="0"><br> </table><br> </span></td><br> </tr><br></table><img class="img-responsive" src="http://rss.mckinseyquarterly.com/iop.gif?s=_misc&r=misc&i=lc%3A100003c2nf4g5jbi4mz" width="1" height="1" border="0"/><br>
Control and accountability in Marketing
Control and accountability in Marketing 2011/07/19, 22:45
Control and accountability in Marketing
Control and accountability in Marketing
<table width="633" border="0" cellspacing="0" cellpadding="0"><br> <tr><br> <td width="61" valign="top"><img class="img-responsive" src="" width="50" height="50" /></td><br> <td width="403" valign="top"><br> <font face="Verdana, Arial, Helvetica, sans-serif" size="-1" color="#4c4949"><span style="font-size: 13px;">American Express' John Hayes on losing control of the message.</span></font><br/><br> <a rel="nofollow" href="http://rss.mckinseyquarterly.com/l?s=_misc&amp;r=misc&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463433343539&amp;i=6c633a31303030303363326d73316f64703865663467"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Read more on the <em>McKinsey Quarterly</em> &#62;</font></a><br/><br> <a rel="nofollow" href="http://rss.mckinseyquarterly.com/l?s=_misc&amp;r=misc&amp;he=687474702533412532462532467273732e6d636b696e736579717561727465726c792e636f6d253246706f64636173742533467075253344687474702532353341253235324625323532467777772e6d636b696e7365792e636f6d253235324661737365747325323532466d71706f6463617374732532353246766964656f25323532464a6f686e5f48617965732e6d3476253236706e253344436f6e74726f6c253242616e642532426163636f756e746162696c697479253242696e2532424d61726b6574696e67&amp;i=6c633a31303030303363326d73316f64703865663467"><img class="img-responsive" src="http://rss.mckinseyquarterly.com/x/img/podcast.gif" border="0"/></a>&#160;&#160; <a rel="nofollow" href="http://rss.mckinseyquarterly.com/l?s=_misc&amp;r=misc&amp;he=687474702533412532462532467273732e6d636b696e736579717561727465726c792e636f6d253246706f64636173742533467075253344687474702532353341253235324625323532467777772e6d636b696e7365792e636f6d253235324661737365747325323532466d71706f6463617374732532353246766964656f25323532464a6f686e5f48617965732e6d3476253236706e253344436f6e74726f6c253242616e642532426163636f756e746162696c697479253242696e2532424d61726b6574696e67&amp;i=6c633a31303030303363326d73316f64703865663467"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Watch the podcast (duration: 06:46) &#62;</font><br> </td><br> <td width="16">&#160;</td><br> <td width="150" valign="top"><span style="font-family:"Verdana, Arial, Helvetica, sans-serif"; font-size:10px; color:#4c4949;">Topics:<br/><br> <table border="0" cellpadding="0" cellspacing="0"><br> </table><br> </span></td><br> </tr><br></table><img class="img-responsive" src="http://rss.mckinseyquarterly.com/iop.gif?s=_misc&r=misc&i=lc%3A100003c2ms1odp8ef4g" width="1" height="1" border="0"/><br>
Marketing and the limits of intuition
Marketing and the limits of intuition 2011/07/12, 19:25
Marketing and the limits of intuition
Marketing and the limits of intuition
<table width="633" border="0" cellspacing="0" cellpadding="0"><br> <tr><br> <td width="61" valign="top"><img class="img-responsive" src="" width="50" height="50" /></td><br> <td width="403" valign="top"><br> <font face="Verdana, Arial, Helvetica, sans-serif" size="-1" color="#4c4949"><span style="font-size: 13px;">Yahoo Research's Duncan Watts discusses the role of data in marketing</span></font><br/><br> <a rel="nofollow" href="http://rss.mckinseyquarterly.com/l?s=_misc&amp;r=misc&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463433343539&amp;i=6c633a31303030303363326d6d727567746374706f7a"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Read more on the <em>McKinsey Quarterly</em> &#62;</font></a><br/><br> <a rel="nofollow" href="http://rss.mckinseyquarterly.com/l?s=_misc&amp;r=misc&amp;he=687474702533412532462532467273732e6d636b696e736579717561727465726c792e636f6d253246706f64636173742533467075253344687474702532353341253235324625323532467777772e6d636b696e7365792e636f6d253235324661737365747325323532466d71706f6463617374732532353246766964656f253235324644756e63616e5f57617474732e6d3476253236706e2533444d61726b6574696e67253242616e642532427468652532426c696d6974732532426f66253242696e74756974696f6e&amp;i=6c633a31303030303363326d6d727567746374706f7a"><img class="img-responsive" src="http://rss.mckinseyquarterly.com/x/img/podcast.gif" border="0"/></a>&#160;&#160; <a rel="nofollow" href="http://rss.mckinseyquarterly.com/l?s=_misc&amp;r=misc&amp;he=687474702533412532462532467273732e6d636b696e736579717561727465726c792e636f6d253246706f64636173742533467075253344687474702532353341253235324625323532467777772e6d636b696e7365792e636f6d253235324661737365747325323532466d71706f6463617374732532353246766964656f253235324644756e63616e5f57617474732e6d3476253236706e2533444d61726b6574696e67253242616e642532427468652532426c696d6974732532426f66253242696e74756974696f6e&amp;i=6c633a31303030303363326d6d727567746374706f7a"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Watch the podcast (duration: 08:39) &#62;</font><br> </td><br> <td width="16">&#160;</td><br> <td width="150" valign="top"><span style="font-family:"Verdana, Arial, Helvetica, sans-serif"; font-size:10px; color:#4c4949;">Topics:<br/><br> <table border="0" cellpadding="0" cellspacing="0"><br> </table><br> </span></td><br> </tr><br></table><img class="img-responsive" src="http://rss.mckinseyquarterly.com/iop.gif?s=_misc&r=misc&i=lc%3A100003c2mmrugtctpoz" width="1" height="1" border="0"/><br>
Transforming Africa's Agriculture
Transforming Africa's Agriculture 2011/05/11, 23:40
Transforming Africa's Agriculture
Transforming Africa's Agriculture
<table width="633" border="0" cellspacing="0" cellpadding="0"><br> <tr><br> <td width="61" valign="top"><img class="img-responsive" src="" width="50" height="50" /></td><br> <td width="403" valign="top"><br> <font face="Verdana, Arial, Helvetica, sans-serif" size="-1" color="#4c4949"><span style="font-size: 13px;">What it will take to create a "green revolution" according to McKinsey experts.</span></font><br/><br> <a rel="nofollow" href="http://rss.mckinseyquarterly.com/l?s=_misc&amp;r=misc&amp;he=687474702533412532462532467777772e6d636b696e736579717561727465726c792e636f6d2532466c696e6b732532463432373139&amp;i=6c633a31303030303363326c65696f38646a65736535"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Read more on the <em>McKinsey Quarterly</em> &#62;</font></a><br/><br> <a rel="nofollow" href="http://rss.mckinseyquarterly.com/l?s=_misc&amp;r=misc&amp;he=687474702533412532462532467273732e6d636b696e736579717561727465726c792e636f6d253246706f64636173742533467075253344687474702532353341253235324625323532467777772e6d636b696e7365792e636f6d253235324661737365747325323532466d71706f6463617374732532353246766964656f25323532464166726963615f4167726963756c747572652e6d3476253236706e2533445472616e73666f726d696e672532424166726963612532353237732532424167726963756c74757265&amp;i=6c633a31303030303363326c65696f38646a65736535"><img class="img-responsive" src="http://rss.mckinseyquarterly.com/x/img/podcast.gif" border="0"/></a>&#160;&#160; <a rel="nofollow" href="http://rss.mckinseyquarterly.com/l?s=_misc&amp;r=misc&amp;he=687474702533412532462532467273732e6d636b696e736579717561727465726c792e636f6d253246706f64636173742533467075253344687474702532353341253235324625323532467777772e6d636b696e7365792e636f6d253235324661737365747325323532466d71706f6463617374732532353246766964656f25323532464166726963615f4167726963756c747572652e6d3476253236706e2533445472616e73666f726d696e672532424166726963612532353237732532424167726963756c74757265&amp;i=6c633a31303030303363326c65696f38646a65736535"><font face="Verdana, Arial, Helvetica, sans-serif" size="-2" color="#006699">Watch the podcast (duration: 17:27) &#62;</font><br> </td><br> <td width="16">&#160;</td><br> <td width="150" valign="top"><span style="font-family:"Verdana, Arial, Helvetica, sans-serif"; font-size:10px; color:#4c4949;">Topics:<br/><br> <table border="0" cellpadding="0" cellspacing="0"><br> </table><br> </span></td><br> </tr><br></table><img class="img-responsive" src="http://rss.mckinseyquarterly.com/iop.gif?s=_misc&r=misc&i=lc%3A100003c2leio8djese5" width="1" height="1" border="0"/><br>