Articles
“Why is customer service still so awful?"
Most people have asked themselves that question at one time or another.
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Marketers know that words matter ... as do numbers.
That’s why successful Chief Marketing Officers are developing split personalities — part artist, part technologist.
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There’s an old Spanish saying, “Dime con quién andas, y te diré quién eres.”
Or, “Tell me whom you walk with and I’ll tell you who you are.
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Confession: I would not have been the best CMO 15 years ago.
But in the years since, the skills a marketer needs have changed wildly. In that time, marketing has gone through a number of fundamental changes: digital transformation, data-driven and ROI expectations, to name a few.
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Before I get out of bed in the morning, the latest barrage of unwanted sales pitches from strangers is already in full swing.
What’s worse, their approach is alarmingly too familiar, with messages ranging from overly presumptive to borderline stalking:
“Happy Friday Mike.
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The average tenure for a CMO dropped almost 10 percent in the last year from 48 months to 44 months, representing the first decline in 10 years. According to the Spencer Stuart survey, CMO tenure peaked in 2014 at 48 months, which was more than double that of 2004.
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Digital technologies have transformed expectations for a consistent customer experience across markets. Consumers now expect to view and receive constant streams of information in real-time, across multiple different platforms and in their preferred languages.
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Analytics are important and nobody disputes that. Marketers everywhere recognize the value of insights, but they haven’t figured out how to capture them in systematic ways. Way too many insight-driven successes still stem from happy accidents.
CMOs know this needs to change.
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It’s that time of year again, when planning for the New Year is in full tilt. Many organizations use this time to see how the results from this year’s strategies measured up against the goals set back in January.
I’ve written before about the challenges around digital transformation, and
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Today's CMOs have an unprecedented wealth of data at hand. This data enables them to make actionable brand and campaign decisions based on key findings and insights that were never available before the democratization of analytics and integrated marketing systems.
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Like all executives, CMOs are on the hook to hit ever-increasing performance targets. Tasks like creating markets, precise positioning and a predictable pipeline.
But with these big hairy audacious agenda items come day-to-day expectations of demanding sales teams, finicky customers and impatient executive peers: “I need it NOW!”
This is
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Growing up in England in the '60s, I was fascinated by a series of action-adventure TV shows produced by Century 21 Productions. The shows featured machines that travelled in space, underwater, underground and performed fantastic feats or flew at tremendous speeds.
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It’s no stretch to say that “data-driven” has been the defining mantra for marketers in the 2010s.
Some marketers have embraced data as a panacea for every challenge they face, while others have hoped the notion of “data” as a cure-all would go away if they just ignored it.
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"What do CMOs want?"
I've heard this question repeatedly throughout my career — from agencies, vendors, clients and advisor organizations. I’ve even worked with clients who wondered what their CMO wants.
The topic is a perennial favorite of the list post.
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