Q&A with Maliha Aqeel, Director of Global Communications at Fix Network World

marketing metrics
Maliha Aqeel, Director of Global Communications at Fix Network World is an award-winning, communication and marketing professional who helps companies harness the power of their brand to drive engagement and achieve measurable business results. 

She has developed and led content and marcomm programs for B2B companies in the financial and professional services sectors in her over 15 years of industry experience.

MEDIA 7: When did you start working and what was it?
MALIHA AQEEL:
I started my career in 1996 right after high school, freelancing as a journalist and features writer for a magazine in Dubai, UAE. Over time, I expanded my services to include scriptwriting for corporate videos and TV productions, writing and designing client newsletters and promotional collateral.

M7: What made you want to pursue a career in branding and marketing communications? What aspect about your role brings you the most joy?
MA: I didn’t consciously decide to pursue a career in marketing and communication as my plan was to become a filmmaker. However, I had great curiosity about what makes people prefer one brand over the other when a feature-by-feature comparison didn’t show a huge difference between similar products or services. I had taken a few advertising courses during university and it broadened my understanding of how powerful brand experiences and storytelling can drive business objectives. That balance of strategy and creativity is what I enjoy most about what I do and why I’ve continued to find purpose in my career.


"Marketing professionals have to act as conveners, and connect the dots so that there is alignment between stakeholders like sales and operation teams and executive leadership on what products and services will drive growth in any given quarter."

M7: How has branding changed over the years to become what it is today? What marketing metrics do you value most for brand management?
MA:
Branding used to be focused on the tactical: aesthetics of an ad, wordsmithing copy and “selling” a vision that was less about what the customer needed and more about what the brand wanted you to purchase. Much of this was driven by the rise of a consumerist society in the 1980s and part of the 1990s. But the new millennium witnessed boom-bust economic cycles, changing demographics and technological advances at a relentless pace than ever before. Gradually, the brand’s point of view started to become less relevant and empowered consumers took back control of their brand experience and their buyer journey.

Now brands have to look outward, focusing on the needs, behaviors and motivations of their end customers. They’re also recognizing that purpose and having an impact on society in a positive way is what will drive their enterprise value instead of share price alone. The institutional investors are also taking notice and aligning their investment criteria and evaluation accordingly. This was one of the outcomes of the Embankment Project for Inclusive Capitalism, a multi-year initiative that looked into making capitalism more dynamic, sustainable, inclusive and trusted. As a result, the brand metrics that I value most are outcome-focused like contribution to reputation value, net promoter score, brand perception (a combination of brand recall and service delivery) and employee engagement/advocacy scores.


"One of the most common mistakes companies make is implementing a brand strategy that isn’t aligned to the organization’s overall business goal."

M7: What are the common mistakes that companies make when implementing their brand strategies?
MA:
One of the most common mistakes is implementing a strategy that isn’t aligned to the organization’s overall business goal. This can be challenging in large corporations where there are multiple competing priorities, but marketing professionals have to act as conveners, and connect the dots so that there is alignment between stakeholders like sales and operation teams and executive leadership on what products and services will drive growth in any given quarter. And then create and implement holistic marketing campaigns that drive specific results that support the key performance indicators (KPIs) that the executives are measured on.

A second mistake is running campaigns that are not aligned from a macro or micro environmental perspective. For example, an oil company runs a social media campaign on their corporate citizenship initiatives at a time when the industry (not necessarily the company) is under regulatory scrutiny for bad environmental practices. The timing, not necessarily the content, of the campaign can appear tone deaf and unsympathetic to sentiment in society. Another instance is if a company runs an employer branding campaign about its great culture at a time when it might be going through litigation for a workplace harassment issue. To counter this, marketing and communication professionals need to create business partnerships across all layers and functions of the company so that they’re planning and executing brand strategies that are contextually appropriate and reputationally sound.


"Marketing and communication professionals need to create business partnerships across all layers and functions of the company so that they’re planning and executing brand strategies that are contextually appropriate and reputationally sound."

M7: Which strategies do you count on to help leaders understand the value of communications?
MA:
I’m a huge advocate of data-driven decision making and offering informed insights and recommendations. C-suite executives see data analytics as a distinct competitive advantage for their business, and it can be the main strategy we use to help them understand our value. Gut instinct has a role to play in planning and execution, but to convince others and demonstrate our importance, we need to have a common understanding of business goals and use language that senior leaders will understand. Examples of this include showing how strategic communications resulted in cost efficiencies, margin improvement and contribution to revenue or increase in sales. These are tangible financial results that any executive function will recognize and appreciate. In addition to the above, I also use benchmarking data (internal and external) and forecasting as part of my communication and resource planning so that I have a framework for reporting to leadership on communication-driven outcomes.

M7: With over 15 years of progressive experience in strategic communication, what advice do you have for leaders who are trying to improve their performance?
MA:
My advice is to bring the brand promise and purpose into your decision-making process. Often, not always, performance is directly impacted by the culture of an organization. And your culture is a reflection of your purpose. It conveys why what the organization does matters; make evangelists out of your customers and convince employees to be part of the journey not just show up for a pay cheque. Research by Gallup found that highly engaged teams are 21% more productive, but low employee engagement results in 65% lower share price over time.

Communication professionals are enablers of the brand. As strategic advisors, we have to help make the connection between culture and business performance—between the intangible and the tangible. The cost of getting it wrong can have a negative impact on reputation capital, share price and even the balance sheet. Research from the Engagement Institute showed that disengaged employees cost US businesses up to $550 billion a year, which is a little over half the nominal GDP of The Netherlands in 2019 ($900 billion). That’s not a comparison that you want someone making at your annual general meeting of shareholders.

ABOUT FIX NETWORK WORLD

The Fix Network global family of brands includes collision repair franchise networks Fix Auto and Pro Color, glass repair and replacement brand NOVUS Glass and mechanical shops Speedy Auto Service, as well as the full suite of SRP glass products. With more than 2,100 points of service in over 40 countries worldwide, Fix Network is the global aftermarket services leader. The Network continues to grow internationally, thanks to a solid foundation based on entrepreneurship and innovation. For more information, visit Fixnetwork.

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CoolIT DLC technology is featured as a factory-installed, warranty-approved feature from most major servers OEMs. "CoolIT's DLC and RDHx technologies have been instrumental in various data center heat reuse projects for years, with customers reporting at minimum a savings of 10% on energy bills (OPEX), more than 50% on CAPEX spends, and examples of PUE lowered from 1.30 to 1.02," expressed Peggy Burroughs, Director of CoolIT Next. "Our collaborations with most major server OEMs have cultivated an expansive ecosystem for clients aspiring to achieve both business and ESG goals." CoolIT is the right company to help make our vision a reality at an industrial scale. Both CoolIT and Switch Datacenters have shared the same passion for sustainable innovation for years and truly want to elevate the industry's adoption of liquid cooling. We believe liquid cooling will be the game-changer in the next wave of sustainable data center designs, and CoolIT is one of the very few companies that can lead this upcoming demand, thanks to their long history of innovation, reliability, breadth of portfolio, and capabilities to scale with their numerous IT partners worldwide, says Gregor Snip, CEO of Switch Datacenters. Data centers are projected to account for 8% of the global electricity consumption by 20301. Technologies such as Direct Liquid Cooling can significantly reduce data center energy consumption by 25-40% and deliver water savings of 70-97%, depending on local climate and specific implementations2. Switch Datacenters is leading the charge in embracing sustainable alternatives for heating by reusing data center-generated heat. With their latest project, Switch Datacenters AMS6, they will revolutionize the way nearby greenhouses are heated by providing high-temperature heat from their data center. This innovative solution will replace traditional fossil fuel-based heating and contribute to a greener future. By harnessing the power of IT servers to generate green heat for large-scale crop cultivation, Switch Datacenters is driving the transition away from fossil fuels. They strongly advocate for the integration of heat-recapture-enabled data centers in areas with high demand for heat, making it a standard design principle. With the world calling for sustainable IT and data centers, the time is ripe for this much-needed change. With the combined expertise of CoolIT and Switch Datacenters, customers can now harness technologically advanced solutions that not only result in considerable energy and water savings but also contribute significantly to the global drive for reduced environmental impact, aligning with the United Nations Sustainable Development Goals of Affordable and Clean Energy (SDG 7), Industry, Innovation, and Infrastructure (SDG 9), and Climate Action (SDG 13). About CoolIT Systems CoolIT Systems is renowned for its scalable liquid cooling solutions tailored for the world's most challenging computing contexts. In both enterprise data centers and high-performance computing domains, CoolIT collaborates with global OEM server design leaders, formulating efficient and trustworthy liquid cooling solutions. In the desktop enthusiast arena, CoolIT delivers unmatched performance for a diverse range of gaming setups. Their modular Direct Liquid Cooling technology, Rack DLC™, empowers dramatic spikes in rack densities, component efficacy, and power savings. Jointly, CoolIT and its allies are pioneering the large-scale adoption of sophisticated cooling techniques. About Switch Datacenters Switch Datacenters is a Dutch privately-owned data center operator and developer founded in 2010 by Gregor Snip and his brother. Initially established as a private data center for their successful hosting company, the Amsterdam-based company later expanded into a fully-fledged commercial data center operator. It added several highly efficient and environmentally-friendly data center sites to its portfolio, with a current focus on constructing and managing wholesale data centers for large global customers while also providing tailor-made data center services. Switch Datacenters is an ambitious, 100% Dutch player in the Amsterdam data center sector, experiencing rapid growth by continually partnering with leading and globally recognized industry players and customers. The company maintains a steadfast commitment to innovative and sustainable site development. Currently, Switch Datacenters has over 200MW of new sustainable data center capacity in development. This year, it will launch its flagship sustainable data center, AMS4, with major customers having already pre-leased the 15-18MW facility.

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IT Systems Management

ICANN ANNOUNCES GRANT PROGRAM TO SPUR INNOVATION

PR Newswire | January 16, 2024

The Internet Corporation for Assigned Names and Numbers (ICANN), the nonprofit organization that coordinates the Domain Name System (DNS), announced today the ICANN Grant Program, which will make millions of dollars in funding available to develop projects that support the growth of a single, open and globally interoperable Internet. ICANN is opening an application cycle for the first $10 million in grants in March 2024. Internet connectivity continues to increase worldwide, particularly in developing countries. According to the International Telecommunication Union (ITU), an estimated 5.3 billion of the world's population use the Internet as of 2022, a growth rate of 6.1% over 2021. The Grant Program will support this next phase of global Internet growth by fostering an inclusive and transparent approach to developing stable, secure Internet infrastructure solutions that support the Internet's unique identifier systems. "With the rapid evolution of emerging technologies, businesses and security models, it is critical that the Internet's unique identifier systems continue to evolve," said Sally Costerton, Interim President and CEO, ICANN. "The ICANN Grant Program offers a new avenue to further those efforts by investing in projects that are committed to and support ICANN's vision of a single, open and globally interoperable Internet that fosters inclusion amongst a broad, global community of users." ICANN expects to begin accepting grant applications on 25 March 2024. The application window will remain open until 24 May 2024. A complete list of eligibility criteria can be found at: https://icann.org/grant-program. Once the application window closes, all applications are subject to admissibility and eligibility checks. An Independent Application Assessment Panel will review admissible and eligible applications and the tentative timeline to announce the grantees of the first cycle is in January of 2025. Potential applicants will have several opportunities to learn more about the Call for Proposals and ask ICANN Grant Program staff members questions through question-and-answer webinar sessions in the coming months. For more information on the program, including eligibility and submission requirements, the ICANN Grant Program Applicant Guide is available at https://icann.org/grant-program. About ICANN ICANN's mission is to help ensure a stable, secured and unified global Internet. To reach another person on the Internet, you need to type an address – a name or a number – into your computer or other device. That address must be unique so computers know where to find each other. ICANN helps coordinate and support these unique identifiers across the world.

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