<?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>Fri, 29 May 2026 19:28:43 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[Remembering Geoff Broadway: The Visionary Behind CFH Docmail's Rise]]></title> <link>https://www.marketingremotejobs.app/article/remembering-geoff-broadway-the-visionary-behind-cfh-docmails-rise</link> <guid>remembering-geoff-broadway-the-visionary-behind-cfh-docmails-rise</guid> <pubDate>Fri, 29 May 2026 16:01:00 GMT</pubDate> <description><![CDATA[Family, colleagues, and the print industry are mourning the loss of **Geoff Broadway**, the founder of the business that evolved into hybrid mail, print, and digital communications specialist **CFH Docmail**. He passed away peacefully on 18 May at the age of 92. Born on 1 January 1934 in Peasedown, Broadway left school at 15 and began his career at the Standard Check Book Company. Over 27 years, he rose through the ranks and played a key role in the company's expansion into business forms in 1966. ## Seizing Opportunity: The Birth of Continuforms By 1977, the business forms market was booming, and Broadway spotted an opportunity. He founded **Continuforms** in autumn 1977, starting in a modest carpenter's shop in Radstock, Somerset. Within two years, the business outgrew its first site and moved to larger premises in Midsomer Norton. By 1984, revenues exceeded **£7 million**. ## Building the CFH Group In the mid-1980s, **Continuforms Holdings** was formed, and CFH Security Printers was established in 1983, specializing in cheques and PIN mailers. The group gained full APACS accreditation in 1996, leading to the launch of its own cheque brand, **Topcheque**. Under Broadway's leadership, CFH grew rapidly, encompassing multiple subsidiaries. In 1995, turnover peaked at **£43.5 million**. Recognizing the decline of traditional business forms, Broadway invested in **transactional mailing**, selling Stock Tab to Rexam in 1998 for £1.6 million to fund contract mailing operations. The group's print management division was sold in 2003. ## A Legacy of Culture and Community Broadway's son Mike Broadway recalled, "Dad knew a deal when he saw one and knew the print industry inside out. He did some incredible deals... but his greatest achievement was the **culture he created**." Employees didn't shy away from him; he knew everyone's names and circumstances, even as the workforce exceeded 300 by 1988. Broadway was a strong supporter of the local community, buying instruments for a marching brass band, supporting a bowls centre, and giving all employees membership. He hosted lavish staff Christmas parties and children's parties, with gifts personally chosen by his wife Maureen. He promoted from within based on trust, earning immense respect. ## Transition and Tributes Broadway gradually stepped back from active involvement in 2007, handing the reins to his son Dave. The **Docmail hybrid mail system** launched in 2008, followed by a management buyout in 2019. CEO Bill McFedries paid tribute: "Geoff Broadway was the foundation upon which everything at CFH has been built... The warmth he brought to CFH... is our culture, and it is very much alive today." Broadway leaves behind his beloved wife Maureen, five children, and a large extended family. His funeral will be held at St John the Baptist Church, Midsomer Norton, on 4 June at 11am, followed by a celebration at the Centurion Hotel. Donations are requested for Dorothy House, the British Heart Foundation, and Cerebra.]]></description> <author>contact@marketingremotejobs.app (MarketingRemoteJobs.app)</author> <category>geoffbroadway</category> <category>cfhdocmail</category> <category>printindustry</category> <category>leadership</category> <category>legacy</category> <enclosure url="https://www.printweek.com/media/qojfovex/geoff-broadway-1995.jpg?rxy=0.49947423764458465,0.2768543046357616&width=1002&height=564&v=1dceeb73b3c36a0" length="0" type="image/jpg"/> </item> <item> <title><![CDATA[Mark Read Launches 'Prompt' Conference: Where AI Startups Meet Marketing Chiefs]]></title> <link>https://www.marketingremotejobs.app/article/mark-read-launches-prompt-conference-where-ai-startups-meet-marketing-chiefs</link> <guid>mark-read-launches-prompt-conference-where-ai-startups-meet-marketing-chiefs</guid> <pubDate>Thu, 28 May 2026 16:00:32 GMT</pubDate> <description><![CDATA[Ex-WPP CEO **Mark Read** is launching a new conference series called **Prompt**, designed to bridge the gap between **AI disruptors** and **business leaders** and **CMOs**. The initiative aims to foster collaboration and innovation in the rapidly evolving landscape of artificial intelligence in marketing. > "We want to bring together the people who are building the future of AI with the people who will be using it to transform their businesses," Read stated. The conference will feature a series of events where **AI startups** can pitch their ideas and technologies directly to industry chiefs, creating a unique platform for networking and deal-making. This move underscores the growing importance of AI in marketing and the need for traditional agencies and brands to stay ahead of the curve. With the rise of generative AI and machine learning, events like Prompt are crucial for **marketers** to understand and leverage new tools. Read's experience at WPP, one of the world's largest advertising groups, gives him unique insight into the challenges and opportunities facing the industry. Stay tuned for more details on dates and locations as the conference develops.]]></description> <author>contact@marketingremotejobs.app (MarketingRemoteJobs.app)</author> <category>markread</category> <category>promptconference</category> <category>aiinmarketing</category> <category>industryevents</category> <category>marketinginnovation</category> <enclosure url="https://cached.imagescaler.hbpl.co.uk/resize/scaleHeight/815/cached.offlinehbpl.hbpl.co.uk/news/OMC/Mark_Read_Promt.jpg" length="0" type="image/jpg"/> </item> <item> <title><![CDATA[Samsung Splits with Clemenger BBDO: Publicis Poised to Win Creative & Media Account]]></title> <link>https://www.marketingremotejobs.app/article/samsung-splits-with-clemenger-bbdo-publicis-poised-to-win-creative-media-account</link> <guid>samsung-splits-with-clemenger-bbdo-publicis-poised-to-win-creative-media-account</guid> <pubDate>Thu, 28 May 2026 08:00:32 GMT</pubDate> <description>< ## Publicis in the running B&T understands that **Publicis Groupe** is still active in both reviews, leaving the door ajar for them to win the consolidated creative, media, digital and social account. One source told B&T that locally Publicis is quietly confident it could win the lot after pitching presentations, although no final decision has been made on whether Samsung will go down this path. Publicis Groupe declined to comment on the review. Publicis Groupe works with Samsung in most markets across the world, and Leo has a long association with the brand, including working with it in this market prior to Clemenger. The Korean consumer electronics giant consolidated its creative, media, digital and social with Clemenger Group’s CHE Proximity (which was folded into Clemenger BBDO) in 2020. At the time, Samsung was looking to streamline the number of suppliers it had worked with in this market. B&T understands that the local Samsung team have a strong working relationship with the agency. Samsung’s decision to part ways with Clemenger BBDO comes in the wake of award-winning work by the agency. Last year, Clemenger BBDO and Samsung stunned the industry by taking out the **MFA Awards Grand Prix** for its Clash of the Commuters campaign (see below). <iframe loading="lazy" title="Samsung - 'Clash of Commuters' case study" src="about:blank" width="1170" height="658" frameborder="0" allow="autoplay; fullscreen; picture-in-picture; clipboard-write; encrypted-media; web-share" referrerpolicy="strict-origin-when-cross-origin" data-rocket-lazyload="fitvidscompatible" data-lazy-src="https://player.vimeo.com/video/1094313305?dnt=1&amp;app_id=122963"></iframe> Following that success, Clemenger BBDO chief media officer Stuart Bailey told B&T the Clems media team numbered around 50 people, and that combining the agency’s media muscle with Clems creative heritage was an enticing proposition for clients. Sophie Gallagher, who had previously led the Samsung account, left the business in January to become group strategy director at M+C Saatchi.]]></description> <author>contact@marketingremotejobs.app (MarketingRemoteJobs.app)</author> <category>samsung</category> <category>clemengerbbdo</category> <category>publicisgroupe</category> <category>agencyreview</category> <category>advertising</category> <enclosure url="https://www.bandt.com.au/information/uploads/2026/05/samsung1-1.png" length="0" type="image/png"/> </item> <item> <title><![CDATA[AP x Swatch Royal Pop Launch: When Hype Turns into a Marketing Nightmare]]></title> <link>https://www.marketingremotejobs.app/article/ap-x-swatch-royal-pop-launch-when-hype-turns-into-a-marketing-nightmare</link> <guid>ap-x-swatch-royal-pop-launch-when-hype-turns-into-a-marketing-nightmare</guid> <pubDate>Wed, 27 May 2026 08:00:49 GMT</pubDate> <description><![CDATA[The chaotic launch of the **AP x Swatch Royal Pop** pocket watch collection shows the fine line between buzz and backlash. Before the scuffles, tear gas, and store closures across three continents, the collaboration had a genuinely compelling marketing idea. But when the launch degenerated into global chaos, it became a textbook example of how hype marketing can backfire. ## A Right Partnership Swatch and Audemars Piguet (AP) occupy opposite ends of the watch hierarchy—one is mass-market, the other is haute horlogerie. This gap is precisely the point, making it a **textbook example of contrast branding** where pairing unlikely brands creates cultural energy. Swatch gains prestige, while AP opens up to younger consumers. The pop culture element, with watches inspired by artists like Andy Warhol, positions the collection at the intersection of fashion, art, and horology. ## When the Hype Machine Breaks Down **Hype marketing** withholds supply and creates urgency to generate desire. But in this case, the strategy was deployed without the infrastructure to contain what it unleashed. The most glaring failure was operational. Swatch had a direct precedent—the MoonSwatch launch in 2022—and could have introduced a ballot system or staggered releases. Instead, overnight queues turned into fights, and police intervention was needed. Swatch's later statement blaming shopping centres is **deflection**. A brand that engineers this level of demand cannot disclaim responsibility for the consequences. Announcing that the collection would be available for several months *before* the launch would have defused the "one chance only" psychology driving the chaos. ## Consumers Who Fed the Hype The uncomfortable truth is that hype works because **consumers sustain it**. Thousands queued overnight for a US$400 watch, turning the queue into content and the sold-out sign into validation. Scarcity is not a supply constraint; it's a mechanism. Consumer memory is short—the MoonSwatch chaos is now remembered as a cultural moment, not a brand failure. But brands should not confuse softened memory with safety. At some point, the next viral queue will be read as an incident associated with chaos, not culture.]]></description> <author>contact@marketingremotejobs.app (MarketingRemoteJobs.app)</author> <category>apxswatch</category> <category>hypemarketing</category> <category>marketingdisaster</category> <category>brandstrategy</category> <category>consumerbehavior</category> <enclosure url="https://dam.mediacorp.sg/image/upload/s--VKcMUdTz--/c_crop,h_576,w_1024,x_0,y_50/c_fill,g_auto,h_676,w_1200/fl_relative,g_south_east,l_mediacorp:cna:watermark:2023-11:afp_watermark_14112023,w_0.1/f_auto,q_auto/v1/mediacorp/cna/image/2026/05/19/000_b2za874.jpg?itok=gWib2_nq" length="0" type="image/jpg"/> </item> <item> <title><![CDATA[Meta India Slashes Jobs: Ad Sales and Marketing Teams Hit in Global Restructuring]]></title> <link>https://www.marketingremotejobs.app/article/meta-india-slashes-jobs-ad-sales-and-marketing-teams-hit-in-global-restructuring</link> <guid>meta-india-slashes-jobs-ad-sales-and-marketing-teams-hit-in-global-restructuring</guid> <pubDate>Wed, 27 May 2026 16:00:40 GMT</pubDate> <description>< According to industry estimates, Meta India has about **400 employees**, though the company does not reveal country-specific workforce numbers.]]></description> <author>contact@marketingremotejobs.app (MarketingRemoteJobs.app)</author> <category>meta</category> <category>layoffs</category> <category>india</category> <category>ai</category> <category>restructuring</category> <enclosure url="https://img.etimg.com/thumb/width-1200,height-900,imgsize-46956,resizemode-75,msid-131335950/tech/technology/meta-india-cuts-around-dozen-jobs-ad-sales-marketing-roles-take-a-hit.jpg" length="0" type="image/jpg"/> </item> <item> <title><![CDATA[Peloton's Double Death: A Masterclass in Why Sales Without Habit Kills Brands]]></title> <link>https://www.marketingremotejobs.app/article/pelotons-double-death-a-masterclass-in-why-sales-without-habit-kills-brands</link> <guid>pelotons-double-death-a-masterclass-in-why-sales-without-habit-kills-brands</guid> <pubDate>Tue, 26 May 2026 16:00:39 GMT</pubDate> <description><![CDATA[**Mark Ritson says Peloton has died not once but twice. He offers marketers a brutal lesson: sales can build scale, but only habit-building can sustain a brand.** In 2026, Peloton is functionally dead as a brand. Or at least, it’s a zombie. From a high of $167 in January 2021, it trades today at about $6. Once worth $47bn, it is now worth less than $3bn. It has died twice. ## The First Death: Normality The first death was violent and sudden. Peloton quietly went public in September 2019 at $29. Nobody cared until the pandemic hit. Gyms closed. Lockdowns began. And suddenly Peloton’s $2,000 stationary bike, with its connected screen, streaming classes and charismatic instructors, looked like the future of fitness. Revenue exploded. In fiscal 2020, sales doubled to $1.8bn. The next year, they surged to $4bn. But if you had paused to look at the data, you could have seen the issue. In fiscal 2021, the composition of revenue told the real story: **78% from hardware sales, 22% from subscriptions**. Peloton made its money selling bikes. The subscriptions were the cream. Vaccines arrived. Gyms reopened. People remembered that they hated working out at home. More importantly, they remembered that they hated their Peloton. **Owning a Peloton and using a Peloton are two entirely different things.** By fiscal 2022, hardware income had collapsed. In 2023, it fell another 22%. A year later, hardware sales were down to 33% of total revenue. Peloton was still selling bikes, but a large proportion of its target market now owned one. ## Sales and Marketing, Razors and Blades There are two sides to marketing success when you offer a stationary bike with a membership attached. **The push, then the pull.** The acquisition, then the activation. The unboxing, then the daily riding. And there is usually, eventually, more money in the pull than the push. That’s the reason Gillette loses money on razors. Because it makes it on blades. **Peloton did the opposite.** It made money on the equivalent of the razors and then everyone, even the women, grew beards. Peloton sold experience, community and transformation. But it did not deliver any of this in consumer terms. Home exercise is hard. It lacks the social pressure of a physical gym. It’s lonely. It stinks up your apartment. It’s not sticky. ## Death Two: The Slow Bleed Peloton will continue to bleed. It will die very slowly. It has more than $1.1bn in cash and cash equivalents. It won’t run out of money soon. But that’s a bad thing. The zombie thing. Every quarter will look like the last. Revenue flat or declining. Margins under pressure. The founder’s dream gone. The instructors making a fraction of what they used to. Spinning the fuck out of their bikes in empty rooms. And something worse. It’s an early-2020s brand. Redolent of a particularly strange moment in human history. Like Atari was an 80s thing. Or Nokia was a 90s thing. **Peloton was a huge brand for a very limited time** and then quickly became associated with that time and left behind as a cultural artifact of that era. You can have the best sales in the world. But without the pull, without real usage, real habit and real community, you’re just selling. Peloton understood the push. It didn’t understand the pull. And when the pandemic ended and people had a choice, they chose to leave. Because no amount of instructor charisma changes the fact that home exercise is lonely, hard and lacks the accountability of a gym. Peloton didn’t deliver what it promised. So it died. Twice.]]></description> <author>contact@marketingremotejobs.app (MarketingRemoteJobs.app)</author> <category>peloton</category> <category>brandstrategy</category> <category>customerretention</category> <category>subscriptionmodel</category> <category>marketinglessons</category> <enclosure url="https://thedrum-media.imgix.net/thedrum-user-assets-prod/s3/images/original/screenshot-2026-05-26-105457.png?w=1280&ar=default&fit=crop&crop=faces&auto=format" length="0" type="image/png"/> </item> <item> <title><![CDATA[Starbucks Korea Sales Plummet After Tone-Deaf 'Tank Day' Campaign Sparks Outrage]]></title> <link>https://www.marketingremotejobs.app/article/starbucks-korea-sales-plummet-after-tone-deaf-tank-day-campaign-sparks-outrage</link> <guid>starbucks-korea-sales-plummet-after-tone-deaf-tank-day-campaign-sparks-outrage</guid> <pubDate>Tue, 26 May 2026 08:00:28 GMT</pubDate> <description>< *Chung Yong-jin, chairman of Shinsegae Group, bows to apologise in Seoul, South Korea on May 26, 2026. (Photo: AP/Lee Jin-man)* ## Key Takeaways - **Cultural sensitivity** is crucial in marketing; campaigns referencing historical tragedies can backfire severely. - **Risk management frameworks** must be robust to prevent tone-deaf promotions from being approved. - **Leadership accountability** is essential; the chairman publicly apologized and took responsibility. - **Sales impact** can be immediate and significant, as seen by the sharp drop in Starbucks Korea's sales. - **Internal processes** should include legal and ethical reviews for all marketing campaigns.]]></description> <author>contact@marketingremotejobs.app (MarketingRemoteJobs.app)</author> <category>starbucks</category> <category>marketingfail</category> <category>crisismanagement</category> <category>culturalsensitivity</category> <category>brandreputation</category> <enclosure url="https://dam.mediacorp.sg/image/upload/s--RyZq2YPv--/c_crop,h_449,w_799,x_1,y_40/c_fill,g_auto,h_676,w_1200/fl_relative,g_south_east,l_mediacorp:cna:watermark:2024-04:reuters_1,w_0.1/f_auto,q_auto/v1/one-cms/core/2026-05-26T004426Z_1_LYNXMPEM4P024_RTROPTP_3_SHINSEGAE-STARBUCKS.JPG?itok=rJvIxk_H" length="0" type="image/JPG"/> </item> <item> <title><![CDATA[Crackdown on 'Cowboys': Cbus Calls for End to Dodgy Super Sales Tactics]]></title> <link>https://www.marketingremotejobs.app/article/crackdown-on-cowboys-cbus-calls-for-end-to-dodgy-super-sales-tactics</link> <guid>crackdown-on-cowboys-cbus-calls-for-end-to-dodgy-super-sales-tactics</guid> <pubDate>Sun, 24 May 2026 08:00:46 GMT</pubDate> <description><![CDATA[The construction industry super fund Cbus is urging a crackdown on what it describes as a "wild west" of dodgy marketers online who lure investors into switching into less regulated funds. In a submission to a federal Treasury consultation, Cbus argues that aggressive lead generators are using deceptive marketing tactics to push products under the guise of financial advice. **Key Issues:** - **Deceptive Lead Generation:** Online marketers use free "super health checks" and surveys to harvest personal details, promising early access to super balances. - **Product Pushing:** These tactics are described as "product pushing masquerading as genuine financial advice." Cbus calls for banning these "cowboys" and cutting off the financial incentives that support them. - **Regulatory Gaps:** Treasury documents note that lead generators are circumventing laws designed to ban cold-call sales, enacted after the Hayne royal commission. Some use clickbait ads to obtain broad consent for future contact, or refer consumers to financial advisers to fall within exemptions to hawking prohibitions. **Background:** The issue gained urgency after the collapse of First Guardian and Shield investment schemes in 2024, costing nearly 12,000 investors almost $1 billion. Victims were often lured by lead generators who pressured them to switch savings into self-managed options or wealth platforms, funneling funds into the failed schemes. **Regulatory Response:** ASIC has commenced legal action against Equity Trustees, alleging insufficient due diligence in allowing investments into First Guardian via its platform. Deputy ASIC chair Sarah Court stated there are over 26 matters under investigation or before the Federal Court, with further action expected. **What's Next:** The Treasury consultation is exploring whether exemptions to anti-hawking laws should be tightened or removed entirely to protect consumers from aggressive marketing tactics.]]></description> <author>contact@marketingremotejobs.app (MarketingRemoteJobs.app)</author> <category>superannuation</category> <category>leadgeneration</category> <category>consumerprotection</category> <category>financialregulation</category> <category>scams</category> <enclosure url="https://static.ffx.io/images/$zoom_0.3096%2C$multiply_3%2C$ratio_1.777778%2C$width_1059%2C$x_20%2C$y_0/t_crop_custom/c_scale%2Cw_800%2Cq_88%2Cf_jpg/t_afr_no_label_no_age_social_wm/75c330de95eb0d51388cc2bfce824ccedb2b6a6a" length="0" type="image/777778%2C$width_1059%2C$x_20%2C$y_0/t_crop_custom/c_scale%2Cw_800%2Cq_88%2Cf_jpg/t_afr_no_label_no_age_social_wm/75c330de95eb0d51388cc2bfce824ccedb2b6a6a"/> </item> </channel> </rss>