<?xml version="1.0" encoding="utf-8"?> <rss version="2.0"> <channel> <title>Marketing Remote Jobs | Find Remote Marketing Positions</title> <link>https://www.marketingremotejobs.app</link> <description>Discover top remote marketing jobs worldwide. Find remote positions in digital marketing, content, SEO, social media, and more. Apply to work-from-home marketing roles today.</description> <lastBuildDate>Thu, 15 Jan 2026 10:22:16 GMT</lastBuildDate> <docs>https://validator.w3.org/feed/docs/rss2.html</docs> <generator>https://github.com/jpmonette/feed</generator> <language>en</language> <image> <title>Marketing Remote Jobs | Find Remote Marketing Positions</title> <url>https://www.marketingremotejobs.app/images/logo-512.png</url> <link>https://www.marketingremotejobs.app</link> </image> <copyright>All rights reserved 2024, MarketingRemoteJobs.app</copyright> <category>Bitcoin News</category> <item> <title><![CDATA[Disney Makes History: Appoints First-Ever Global Chief Marketing Officer]]></title> <link>https://www.marketingremotejobs.app/article/disney-makes-history-appoints-first-ever-global-chief-marketing-officer</link> <guid>disney-makes-history-appoints-first-ever-global-chief-marketing-officer</guid> <pubDate>Thu, 15 Jan 2026 09:00:23 GMT</pubDate> <description><![CDATA[## A Historic Move for The Walt Disney Company In a groundbreaking announcement, **The Walt Disney Company** has elevated **Asad Ayaz** to the newly created role of **Chief Marketing and Brand Officer**. This marks the **first time** in Disney's history that the company has appointed a CMO to oversee marketing across its entire global operation. ## From Studio Marketing to Company-Wide Leadership Ayaz has spent the past eight years leading marketing efforts for **The Walt Disney Studios**, which includes powerhouse labels like **Marvel**, **Lucasfilm**, **Pixar**, and Disney's live-action and animation divisions. His promotion signals a strategic shift toward a more unified marketing approach. ## Building a Connected Marketing Organization In his new role, Ayaz will lead a newly formed internal organization that brings together **all Disney marketing teams**—including those from parks, sports, and other sectors. This structure is designed to "support a more connected approach to how Disney reaches audiences, elevates its campaigns, and advances the business goals of each segment and the company as a whole." ## Reporting Structure and Executive Support Ayaz will report directly to **Disney CEO Bob Iger**, as well as to vertical leaders including Dana Walden, Alan Bergman, parks head Josh D’Amaro, and ESPN Chairman Jimmy Pitaro. This cross-functional reporting line underscores the importance of this new position. ## Why This Role Matters Now Disney CEO Bob Iger emphasized the timing of this appointment: "As our businesses have evolved, it’s clear that we need a company-wide role that ensures **brand consistency** and allows consumers today to seamlessly interact with our wonderful products and experiences. The Chief Marketing and Brand Officer role is critical for this moment, and Asad is the perfect fit." Other executives echoed this sentiment, praising Ayaz as "an exceptional creative leader with strong strategic and operational prowess and deep experience across Disney and its brands." ## A Track Record of Success Ayaz's marketing prowess is well-documented. He helped power Disney to become the **number-one market share holder in global box office** last year, making Disney the only film studio group to surpass **$6.5 billion in ticket sales**. His campaigns for major releases like "Zootopia 2," "Avatar: Fire and Ash," and "Lilo & Stitch" contributed significantly to this achievement. His streaming successes include the launch of **Taylor Swift's 'Eras Tour' concert film** and subsequent docuseries, as well as the critically acclaimed series "Andor." ## Looking Ahead to 2026 The timing of this appointment is particularly strategic as Disney prepares for a massive 2026 theatrical lineup that includes: - **Toy Story 5** - Star Wars film **"The Mandalorian and Grogu"** - Live-action **"Moana"** - **"Avengers: Doomsday"** This consolidated marketing leadership will be crucial as Disney navigates these major releases and continues to expand its global entertainment footprint.]]></description> <author>contact@marketingremotejobs.app (MarketingRemoteJobs.app)</author> <category>disney</category> <category>cmo</category> <category>marketingleadership</category> <category>brandstrategy</category> <category>entertainment</category> <enclosure url="https://variety.com/wp-content/uploads/2026/01/Asad-Ayaz.jpg?crop=0px%2C0px%2C1200px%2C675px&resize=1000%2C563" length="0" type="image/jpg"/> </item> <item> <title><![CDATA[VCCP's Strategic Acquisition of GOVT Creates New Asian Marketing Powerhouse]]></title> <link>https://www.marketingremotejobs.app/article/vccps-strategic-acquisition-of-govt-creates-new-asian-marketing-powerhouse</link> <guid>vccps-strategic-acquisition-of-govt-creates-new-asian-marketing-powerhouse</guid> <pubDate>Wed, 14 Jan 2026 09:00:25 GMT</pubDate> <description><![CDATA[## A New Challenger Emerges in Asia's Marketing Landscape **VCCP** has made a significant move by acquiring independent agency **GOVT** and merging their Singapore operations to form a powerful new entity: **GOVT VCCP**. This merger positions the new organization as a **challenger network** poised to accelerate expansion across Asia, though the financial details of the acquisition remain undisclosed. ### The Merger: Combining Strengths for Regional Growth The merger brings together VCCP's existing Singapore business with GOVT Singapore and its sister agency **Ministry**, creating what the agencies describe as a **global-local offering**. Operating under VCCP's integrated "one roof" model, GOVT VCCP will offer comprehensive services including: - **Advertising** - **Data science** - **Social and content** - **Technology and AI** - **Consumer experience** All of this is underpinned by VCCP's creative philosophy of **"populating culture"**. ### Client Portfolio and Leadership Continuity The merged operation will continue to service an impressive roster of local and regional clients including **OCBC Bank**, **Cathay Pacific**, **Sentosa**, **Julie's Biscuits**, **Puma**, **Chick-fil-A**, **Deliveroo**, and **Canon**, alongside extensive work for Singapore government agencies and statutory boards. Leadership continuity has been carefully maintained with **Tim Chan** remaining as CEO of the Singapore operation and **Aaron Koh** continuing as chief creative officer. VCCP's former Singapore managing director **Katya Obolensky** has been elevated to chief growth officer, where she will focus on network expansion across the region. ### The Strategic Vision Behind the Merger "VCCP aims to significantly bolster its Asia Pacific footprint, while GOVT seeks to leverage VCCP's global scale and resources to pursue regional and international opportunities," explained Chan and Obolensky in a statement. They emphasized that beyond growth, the merger is rooted in a **rare alignment of culture and creative vision**, with both agencies operating with a **'challenger' spirit** and a hunger to shake up the status quo. ### GOVT's Journey and VCCP's Regional Ambitions Founded in 2012 by **Leon Lai** and **Aaron Koh**, GOVT was established to challenge Singapore's network-dominated agency landscape. The agency has grown to a team of around 70 and become one of the most awarded independent agencies in the market. "Being small and nimble got us here but staying that way would also mean saying no to bigger opportunities we've earned the right to pursue," said Chan. "Merging with VCCP is like having a new big brother. Creatively and culturally, it's comforting how much we're alike." Obolensky noted that VCCP had been deliberate in its search for a Singapore partner: "Since launching in Singapore, we've been intentional about finding a partner that truly mirrors our challenger spirit. In GOVT, we found the perfect match." ### Recent Campaign Success and Regional Positioning Some of VCCP's recent campaigns in Singapore include the **"Get trip smart" campaign for Trip.com**, which spanned over 850 out-of-home placements across high-traffic MRT stations including Orchard, Raffles Place, City Hall, and Dhoby Ghaut. The campaign tapped into familiar quirks of Singaporean travelers to recruit new users, boost brand awareness, and cement Trip.com as Singapore's one-stop travel companion. The merger forms part of VCCP's broader push to scale its presence in Asia, with the Singapore business positioned as a **strategic hub for regional growth**.]]></description> <author>contact@marketingremotejobs.app (MarketingRemoteJobs.app)</author> <category>agencymerger</category> <category>asiangrowth</category> <category>marketingexpansion</category> <category>strategicacquisition</category> <category>challengernetwork</category> <enclosure url="https://marketing-interactive-assets.b-cdn.net/article_images/govt-and-vccp-merge-in-singapore-to-form-new-regional-hub/1768355916_article_images--1768355916_VCCP%20GOVT.jpg" length="0" type="image/jpg"/> </item> <item> <title><![CDATA[How Aamir Khan & Sunil Grover Mastered Viral Marketing with Perfect Timing]]></title> <link>https://www.marketingremotejobs.app/article/how-aamir-khan-sunil-grover-mastered-viral-marketing-with-perfect-timing</link> <guid>how-aamir-khan-sunil-grover-mastered-viral-marketing-with-perfect-timing</guid> <pubDate>Tue, 13 Jan 2026 09:00:24 GMT</pubDate> <description><![CDATA[## The Viral Mimicry That Became Marketing Gold Actor-comedian **Sunil Grover** and actor-producer **Aamir Khan** have transformed a viral comedy moment into a brilliant example of pop-culture marketing—and audiences are loving every second of it. Days after Grover's spot-on imitation of Aamir Khan went viral on *The Great Indian Kapil Show*, the duo reunited in a new promotional video that cleverly extends the joke. The clip, released as part of the promotions for Aamir Khan's upcoming production **Happy Patel**, is being hailed as a **textbook case of moment marketing done right**. ## How the Sketch Unfolds The video opens with Vir Das walking into what he believes is Aamir Khan's office. Inside sits Sunil Grover, fully dressed like Aamir and mirroring his body language, voice, and mannerisms with uncanny precision. Though Vir appears briefly unsure, Grover's performance quickly convinces him. Staying in character, Grover—posing as Aamir—congratulates Vir on *Happy Patel*, which marks Vir Das' directorial debut and also stars him in a key role. What follows is a cascade of absurd humour: praise for the film, a bonus cheque, and even encouragement to plan a sequel, complete with claims of inevitable awards glory. The punchline lands when the real Aamir Khan enters the room, clearly irritated. In a perfectly timed reversal, Vir fails to recognise him, identifies him as Sunil Grover instead, and chaos ensues. Even the security personnel are swayed by the fake Aamir—and promptly escort the real Aamir out of his own office. ## Why This Marketing Strategy Works The sketch has resonated widely online, with viewers calling it a rare example of film promotion that feels **organic rather than forced**. Many users pointed out that the clip builds directly on an existing viral moment—Grover's mimicry on *The Great Indian Kapil Show*—instead of trying to manufacture fresh buzz. A user wrote, "This is so damn funny! Perfect moment marketing by Aamir Khan Productions, @thevirdas and @WhoSunilGrover. In the past, Aamir was known to be a great marketer of his films, something that wasn’t visible in the last few. Is that magic back?" Another user commented on X: "Sunil Grover is unreal here. The Aamir Khan mimicry is so precise that for a moment you genuinely forget who’s who. Voice, expressions, timing; absolute mastery. This is elite performance art." Aamir Khan himself had earlier praised Grover's impersonation, calling it so authentic that he felt he was watching himself. That endorsement, coupled with the self-aware humour of the promotional video, has only amplified audience interest. For many fans and industry watchers, the clip signals a return to Aamir Khan's trademark style of **intelligent, conversation-led marketing**—where humour, timing, and cultural recall do more heavy lifting than traditional promotions.]]></description> <author>contact@marketingremotejobs.app (MarketingRemoteJobs.app)</author> <category>momentmarketing</category> <category>viralmarketing</category> <category>filmpromotion</category> <category>aamirkhan</category> <category>sunilgrover</category> <enclosure url="https://www.livemint.com/lm-img/img/2026/01/12/1600x900/logo/aamir_1768222487143_1768222496227.png" length="0" type="image/png"/> </item> <item> <title><![CDATA[Why the UK's Junk Food Ad Ban is Actually a Marketing Masterstroke]]></title> <link>https://www.marketingremotejobs.app/article/why-the-uks-junk-food-ad-ban-is-actually-a-marketing-masterstroke</link> <guid>why-the-uks-junk-food-ad-ban-is-actually-a-marketing-masterstroke</guid> <pubDate>Mon, 12 Jan 2026 17:00:26 GMT</pubDate> <description><![CDATA[A ban on ads featuring High-Fat, Salt and Sugar (HFSS) products, known as the Less Healthy Food ad ban, has rolled out in the UK. In his latest column, Mark Ritson argues that this forced pivot from product promotion to brand advertising is a hidden opportunity for marketers. For the past week, the acronym **HFSS** has haunted every food and beverage marketer in Britain. It stands for High in Fat, Salt and Sugar – the government’s classification for products deemed unhealthy enough to warrant advertising restrictions now fully in force. **HFSS products are banned** from all paid online advertising and daytime television advertising. Volume promotions and prominent in-store displays were already restricted from October 2025. The intent is straightforward: reduce childhood obesity by limiting kids’ exposure to marketing for Coco Pops, Big Macs, and similar products. Think of all those classic food ads. How do you eat your Cream Egg? Finger lickin’ good. Taste the rainbow. Even Aldi’s Kevin the Carrot – himself HFSS-compliant – would be banned because most of what he promotes isn’t. Under the new rules, any creative featuring a burger, a chocolate bar, or a bag of crisps is banned from paid digital media and banished to the post-9pm TV watershed. The government’s reasoning is logical. Obesity costs the NHS billions. Restrict the advertising, reduce the consumption, and improve public health outcomes. But the wider marketing implications are not as negative as they seem. Strangely, the main impact of HFSS might be to help big food companies market better. ## Handily Focused Stronger Semiotics When you can no longer show your product on Instagram feeds, YouTube pre-rolls, and prime-time television – what exactly do you show? The answer, for any well-trained marketer, is obvious: **distinctive brand assets**. The golden arches. The Cadbury purple. The Kit Kat snap. The Colonel’s face. You may not be able to show the final food destination, but you have unlimited licence to promote the semiotic signposts that send consumers in the desired direction. HFSS doesn’t ban brands from advertising. It bans them from advertising products. That distinction matters. Cadbury can still show a drum-bashing gorilla any time it likes because there is no product shot or chocolate consumption. McDonald’s can run a 30-second spot with the iconic golden arches against a red background and “I’m Lovin’ It” playing throughout. They just can’t show a Big Mac or anyone eating it. While that’s a tactical limitation, it’s also liberation. Marketers who’ve spent years obsessing over product shots and price points will be in crisis. But brand managers who know what they’re doing and have invested in building **distinctive brand assets** - recognisable colours, characters, sounds, shapes, and taglines - will barely break stride. Those without will discover, painfully, that their weaker brands are essentially invisible without the product. ## Higher Fewer Smarter Stories The second accidental gift HFSS delivers to marketers is a forced pivot from product promotion to brand advertising. For years, marketing effectiveness researchers have been screaming into the void that **long-term brand building** delivers superior returns compared with short-term, product-focused activation. It’s at the genesis and conclusion of “The Long and the Short of It”. And it’s possibly the single biggest impediment to advertising effectiveness: marketers spend too much money promoting products at the bottom of the funnel with rational, targeted activation aimed at the 5%. And not enough higher up, building emotional brand associations to the mass. HFSS removes the short, product option for much of paid media. Want to run digital advertising for your crisp brand? Better make it about brand associations, characters, and emotion – not the actual crisps and how they taste. The result will be more emotionally resonant creative that builds mental availability over time. If you weren’t ready to listen to Field and Binet, it’s time to pay attention to His Majesty and His Government. Less product, more brand. By law. The government just accidentally mandated brand building. ## Hold Firm, Stop Specials And there’s another accidental gift buried in these regulations. HFSS products can no longer be sold on buy-one-get-one-free deals or multibuy discounts. The stated intent is to reduce consumption by removing the incentive to stockpile chocolate biscuits. And it will probably work. But the dirty secret of grocery marketing is that most of the food manufacturers who run these promotions hate them with a passion. A typical BOGOF doesn’t expand the category – it just pulls demand forward while eviscerating current margins and breaking up repeat purchase cycles. But manufacturers have been coerced into a promotional arms race for decades by their retail “partners”. Supermarkets demand a certain amount of “trade support,” and every time they run a promotion, it forces competitors to follow suit, destroying category profits. HFSS has now handed manufacturers the perfect excuse to partially excuse themselves. “Terribly sorry, Tesco, but the government won’t let us run that three-for-two any more. Awful, isn’t it?” Behind closed doors, brand managers across the food industry are doing quiet cartwheels. The new regulations have achieved what no amount of internal strategy decks ever could: partial liberation from the tyranny of trade support. Granted, temporary price reductions remain admissible and probably the new focus for retailer negotiations. But every little helps, as we say around these parts. ## Highly Fractional Synergistic Spend Perhaps the most tactically interesting consequence of HFSS is a forced rethink of the channel mix. The regulations target paid online and TV advertising. But they do not – and this is crucial – apply to owned media, earned media, or physical spaces. Your restaurant windows? Exempt. Your brand website? Fill it with as many glistening burger shots as you want. Several very effective media channels are also entirely exempt from the new legislation. Radio and podcasting are untouched. So is outdoor, both digital and traditional formats. Public relations - long an ironic victim of a crappy reputation among advertisers - will get a much-needed corporate reappraisal. The owned digital ecosystem – websites, apps, email, CRM – will also get proper creative investment rather than recycled social assets. Smart marketers will also rediscover visual merchandising and packaging – that strange physical realm most digital-first brand managers have studiously ignored. Window displays at QSR locations transform from afterthought to critical touchpoint. Digital menus and kiosks become premium inventory. Some of the most potent communications channels, traditionally underinvested in by marketers, have suddenly been prioritised. HFSS doesn’t eliminate product advertising. It redistributes it. We’ve known for a decade that diversity in media choices delivers more bang for buck. Now brands will be forced to find that out first-hand. ## Helping Firms Spawn Spinoffs If you cannot advertise your products freely, one obvious strategic response is to expand into products that aren’t HFSS-classified. Watch the major food brands launch aggressive line extension, brand extension and co-branding strategies into adjacent, compliant categories. McDonald’s already sells salads - expect these to feature more prominently in the future. Mars has been investing in healthier snacking alternatives. Nestlé has a raft of new products lined up. The regulations create genuine incentives for portfolio diversification. If half your range is advertising-restricted and half isn’t, budget and creative attention will flow toward the unrestricted half. A big emphasis will turn to halo line extensions like Coke Zero Sugar – partly because it’s a growing sub-brand, partly because it’s easier to advertise, and mostly because it can carry brand salience and associations on its compliant shoulders on behalf of the whole portfolio. Over time, this will shape R&D priorities, NPD pipelines, and portfolio architecture. One could argue this is exactly what the government intended. But I suspect they didn’t anticipate it would primarily benefit large conglomerates with the resources and range to execute sophisticated extension strategies. ## Helping Food Superpowers Succeed The uncomfortable, unexpected implications of these regulations are that they will disproportionately benefit the larger food and beverage brands with established distinctive brand assets, sophisticated marketing teams, and the resources to execute multi-channel, brand-led strategies. Smaller, newer entrants – the challenger crisp company, the startup chocolate maker, the regional fast-food chain – rely heavily on product-led advertising to build initial awareness. We know that in early stages of growth, product differentiation is the engine for success. With maturity and scale, the emphasis shifts to brand distinctiveness, as per How Brands Grow. The new HFSS protocols restrict much of the former, and with it the opportunity for challenger brands, innovation and new entrants. HFSS essentially pulls the drawbridge up behind the big incumbents. HFSS is well-meaning legislation. Some of its impacts will genuinely benefit public health. Reduced exposure to junk food advertising for children is, obviously, a good thing. But the notion that these regulations will somehow hobble McDonald’s, Coca-Cola, or Cadbury fundamentally misunderstands how marketing works. This is a set of restrictions that will improve rather than disable advertising effectiveness for the big food companies.]]></description> <author>contact@marketingremotejobs.app (MarketingRemoteJobs.app)</author> <category>hfss</category> <category>brandbuilding</category> <category>advertising</category> <category>marketingstrategy</category> <category>uk</category> <enclosure url="https://thedrum-media.imgix.net//thedrum-user-assets-prod/s3/images/original/screenshot-2026-01-12-103844.png?w=1280&ar=default&fit=crop&crop=faces&auto=format" length="0" type="image/png"/> </item> <item> <title><![CDATA[Blackstone's $100M Bet on Applecart: The Secret Tech Influencing Fortune 500 Leaders]]></title> <link>https://www.marketingremotejobs.app/article/blackstones-100m-bet-on-applecart-the-secret-tech-influencing-fortune-500-leaders</link> <guid>blackstones-100m-bet-on-applecart-the-secret-tech-influencing-fortune-500-leaders</guid> <pubDate>Mon, 12 Jan 2026 09:00:25 GMT</pubDate> <description><![CDATA[## The Rise of Elite Marketing Tech A marketing technology firm that specializes in **influencing C-suite executives, policymakers, and other key figures** has secured a massive investment from one of the world's largest investors. **Applecart received a $100 million investment from the private equity giant Blackstone** last year, in a fundraising round that values the New York-based data company at approximately **$500 million**. While Applecart largely operates under the radar, it holds a leading position in an emerging but discreet cohort of companies focused on reaching influential individuals in industry and government. Founded in 2013, the company initially worked on **Republican political campaigns**, applying innovative social graphs to help clients persuade stakeholders. **Matthew Kalmans**, co-founder of Applecart, explained in a rare interview in 2016: "Recognizing that in the 21st century many people simply don't know their physical neighbors, we expanded on that by building technology to find the friends, bosses, colleagues, and people in communities who can sway the opinions of others in a more significant way." ## How Applecart's Technology Works Applecart now specializes in using **social data to provide insights** to marketers, brands, campaigns, and advocacy groups. The company boasts its ability to leverage data to make social connections and reach **Fortune 500 decisionmakers** and those in their immediate social circles. Originally conceived as a political technology firm supporting moderate Republicans, Applecart has broadened its focus over time to target key influential figures across **business, government, and media**. In 2018, the company announced that Endeavor was investing in it, with CEO Ari Emanuel joining its board. Applecart co-CEOs Matthew Kalmans and Sacha Samotin did not respond to multiple requests for comment, and a spokesperson for Blackstone declined to comment.]]></description> <author>contact@marketingremotejobs.app (MarketingRemoteJobs.app)</author> <category>marketingtech</category> <category>blackstone</category> <category>influencermarketing</category> <category>datadriven</category> <category>fortune500</category> <enclosure url="https://img.semafor.com/b8ee2ad768866ca3f995082e4b696428968a07bb-1233x732.jpg?rect=0,43,1233,647&w=1200&h=630&q=75&auto=format" length="0" type="image/jpg"/> </item> <item> <title><![CDATA[Why a 22-Year-Old CMO Quit a $300K Dream Job After Just 8 Months]]></title> <link>https://www.marketingremotejobs.app/article/why-a-22-year-old-cmo-quit-a-300k-dream-job-after-just-8-months</link> <guid>why-a-22-year-old-cmo-quit-a-300k-dream-job-after-just-8-months</guid> <pubDate>Sun, 11 Jan 2026 09:00:23 GMT</pubDate> <description>< Min, a recent graduate from The Wharton School with a degree in Marketing and Operations Management, joined Cluely in May 2025. Initially, he embraced the demanding schedule, believing that **working all day** was the norm for someone his age. However, within four months, he began to feel the strain, describing how the **monotony** set in and the work lost its initial excitement. ## The Breaking Point In an Instagram video shared recently, Min opened up about his decision. He was earning over **$300,000 a year (approximately ₹2.7 crore)**, a lucrative salary that many would consider a dream. Yet, he realized that this **high-paying job** was not aligned with his personal happiness. The CEO of Cluely, Roy Lee, noticed Min's dissatisfaction and offered support, encouraging him to prioritize his well-being. Min expressed gratitude for Lee's mentorship but ultimately decided that the **startup culture** and intense workload were not the path he wanted to continue. His story highlights a growing conversation about **work-life balance** in high-pressure industries, especially for young professionals in **remote work** and **marketing roles**. ## Lessons for Marketers and Remote Workers This case serves as a reminder that **career success** should not come at the expense of personal fulfillment. For those in **digital marketing** or similar fields, it's crucial to assess whether the demands of a job align with your long-term goals and lifestyle. Min's experience underscores the importance of **setting boundaries** and seeking roles that offer both professional growth and personal satisfaction.]]></description> <author>contact@marketingremotejobs.app (MarketingRemoteJobs.app)</author> <category>career</category> <category>worklifebalance</category> <category>marketing</category> <category>startup</category> <category>remotework</category> <enclosure url="https://www.hindustantimes.com/ht-img/img/2026/01/11/550x309/1751334035230_1768093989484_1768093999738.jpg" length="0" type="image/jpg"/> </item> </channel> </rss>