Home > Companies > Thought Leaders > Q&A with Maliha Aqeel, Director of Global Communications at Fix Network World

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

MEDIA 7 | January 16, 2020

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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Sendoso Opens European Fulfillment Center in Dublin

Sendoso | October 06, 2022

Sendoso, the leader in delivering branded, B2B experiences through gifting, today announced the opening of its new fulfillment center in Dublin, Ireland, furthering the company’s commitment to European customers and enhancing its foothold on the global market. The Dublin fulfillment center will ensure better distribution across European Union countries and, combined with its existing fulfillment center in the U.K. and its growing roster of local vendor partnerships, further expand Sendoso’s reach throughout Europe. “This new fulfillment center will allow for smoother, faster and more economical sending within the EU, which is great news for our current and future European and global customers,” said Sendoso CEO Kris Rudeegraap. “This new fulfillment center will allow for smoother, faster and more economical sending within the EU, which is great news for our current and future European and global customers,” said Sendoso CEO Kris Rudeegraap. “This is another important step as part of our next phase of global expansion and, along with our European headquarters in Dublin, creates a strong foundation for the company in both Ireland and Europe.” Despite a year of economic uncertainty, Sendoso has strengthened its reputation as the industry leader in the European market over the past year, increasing its marketplace offerings there by 9x. Now with local fulfillment centers in both the EU and the U.K., Sendoso will be able to further streamline global shipping and continue to support this rapid European growth. This latest facility brings Sendoso’s total number of fulfillment centers to six worldwide: Dublin, Ingleburn (Au.), Montreal (Can.), Peterborough (U.K.), and two U.S. locations (Hayward, Calif.; Phoenix, Ariz.). The opening of the Dublin fulfillment center continues Sendoso’s commitment to providing a further enhanced experience for its European customers with a dedicated European team. European customers now have access to local Sendoso logistics experts to assist with shipping rules and regulations and thought leaders to provide insight on corporate gifting trends and creative send ideas. And because of Sendoso’s European presence, customers have even larger windows of customer support coverage and a local tech team focused on developing features to further streamline and enhance the sending experience. “The level of customer service we’ve received from the entire Sendoso team has been unmatched,” said Gianna Saal, Senior Digital Marketing Manager, S-EMEA at Tealium. “Sendoso has been super proactive to ensure we have a great experience, from the logistics team when receiving our inventory to the customer support team answering any questions we have. We feel incredibly well-supported to have Sendoso as our global platform to execute all of our sending strategies.” “As we continue to cement Sendoso as the industry leader in Europe, it was imperative that we establish the necessary infrastructure to support our continued growth in the region,” said Rajesh Purcell, Director of Global Supply Chain at Sendoso. “The new fulfillment center enables us to continue building meaningful relationships with our customers by providing an even more thorough and streamlined service across Europe and the globe.” To learn more about Sendoso, visit www.sendoso.com. About Sendoso Sendoso, the leading sending management platform, helps companies stand out by giving them new ways to engage with customers. The trusted partner of Fortune 100 and Fortune 500 companies worldwide and with seamless integrations with leading marketing and sales tools such as Salesforce, Oracle, Microsoft and Marketo, Sendoso - with its global marketplace of premium vendors - serves as an essential part of successful demand generation, account-based, and customer experience programs. Founded in 2016, Sendoso is backed by $152M in venture funding and has locations across North America, Europe, and Asia Pacific. Learn more at sendoso.com.

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