Comments on: The (d)Evolved CMO http://www.emergencemarketing.com/2007/12/17/the-devolved-cmo/ Thoughts on marketing, innovation, social networking, new products and the impact of technology on all those thingies Fri, 04 Jul 2008 20:48:42 +0000 http://wordpress.org/?v=2.5.1 By: Peut-on guérir du M..? « Bedoin’s http://www.emergencemarketing.com/2007/12/17/the-devolved-cmo/#comment-829 Peut-on guérir du M..? « Bedoin’s Tue, 29 Jan 2008 08:55:10 +0000 http://www.emergencemarketing.com/index.php/2007/12/17/the-devolved-cmo/#comment-829 [...] http://www.emergencemarketing.com/2007/12/17/the-devolved-cmo/ Tagged with: consommation, création, marketing, matières premières [...]

[...] http://www.emergencemarketing.com/2007/12/17/the-devolved-cmo/ Tagged with: consommation, création, marketing, matières premières [...]

]]> By: John Cass http://www.emergencemarketing.com/2007/12/17/the-devolved-cmo/#comment-773 John Cass Thu, 03 Jan 2008 17:57:02 +0000 http://www.emergencemarketing.com/index.php/2007/12/17/the-devolved-cmo/#comment-773 I think Harald is wrong on this one. To me being a professional marketer is all about measuring ROI. Most of my colleagues in the industry and associations appear to accept this. I fully agree with the idea of measuring the success of programs. The real issue I think is not about measuring the success of a marketing program, lots of marketers do that very well, but having something to promote that the customer wants to buy. It's about market research all listening to the customer, that's the missing element from many marketer's job description. Marketers are partly to blame for this but also the people who develop company business strategy who fail to realize that marketing is more than acquisition and retention. I think Harald is wrong on this one. To me being a professional marketer is all about measuring ROI. Most of my colleagues in the industry and associations appear to accept this. I fully agree with the idea of measuring the success of programs. The real issue I think is not about measuring the success of a marketing program, lots of marketers do that very well, but having something to promote that the customer wants to buy. It’s about market research all listening to the customer, that’s the missing element from many marketer’s job description. Marketers are partly to blame for this but also the people who develop company business strategy who fail to realize that marketing is more than acquisition and retention.

]]> By: Harald Eltvedt http://www.emergencemarketing.com/2007/12/17/the-devolved-cmo/#comment-758 Harald Eltvedt Thu, 20 Dec 2007 15:37:47 +0000 http://www.emergencemarketing.com/index.php/2007/12/17/the-devolved-cmo/#comment-758 Marketing, as a function, is at risk and the CMOs are only the tip of the iceberg. According to executive recruitment firm Spencer Stuart, the average tenure for CMOs is just 22.9 months. (The average tenure for CEOs, for the sake of comparison, is 53.8 months.) The issue? Accountability. The Marketing Science Institute found that the lack of data proving “internal marketing program metrics to external financial metrics”is a fundamental problem for marketing executives and their teams. To ensure both longevity and success, CMOs and their marketing team must embrace creativity and demonstrate a desire to be held accountable for ROI metrics related to their activities. They must be proactive in creating performance metrics that measure the influence of activities and behaviors on customer actions in an era where nobody trusts the effect of traditional advertising on its ability to reach, convince or even measure the impact on customers. Marketing, as a function, is at risk and the CMOs are only the tip of the iceberg. According to executive recruitment firm Spencer Stuart, the average tenure for CMOs is just 22.9 months. (The average tenure for CEOs, for the sake of comparison, is 53.8 months.)

The issue? Accountability. The Marketing Science Institute found that the lack of data proving “internal marketing program metrics to external financial metrics”is a fundamental problem for marketing executives and their teams.

To ensure both longevity and success, CMOs and their marketing team must embrace creativity and demonstrate a desire to be held accountable for ROI metrics related to their activities.

They must be proactive in creating performance metrics that measure the influence of activities and behaviors on customer actions in an era where nobody trusts the effect of traditional advertising on its ability to reach, convince or even measure the impact on customers.

]]> By: John Cass http://www.emergencemarketing.com/2007/12/17/the-devolved-cmo/#comment-749 John Cass Tue, 18 Dec 2007 02:20:58 +0000 http://www.emergencemarketing.com/index.php/2007/12/17/the-devolved-cmo/#comment-749 Most people think marketing is purely advertising and sales. Sadly this study demonstrates they might be right. Marketing people are not doing marketing, or at least they are concentrating on promotion, and not doing any listening to the customer. I think most marketing director titles should actually be advertising director. I know a lot of my jobs in marketing have been more about advertising and less about marketing. Whose fault is that? The marketer or the President of the company that hires the marketing director? Before WWII most marketing people were called directors of advertising. Maybe we should return to those days. To me this is the biggest issue in the industry and profession. Yet we don't really address it. The question is how do we address it? Marketer's refuse to accept the title of marketing if they are not actually marketing. An education campaign on the part of all marketing related organizations to teach the industry what the concept is all about. Most people think marketing is purely advertising and sales. Sadly this study demonstrates they might be right. Marketing people are not doing marketing, or at least they are concentrating on promotion, and not doing any listening to the customer. I think most marketing director titles should actually be advertising director. I know a lot of my jobs in marketing have been more about advertising and less about marketing. Whose fault is that? The marketer or the President of the company that hires the marketing director?

Before WWII most marketing people were called directors of advertising. Maybe we should return to those days. To me this is the biggest issue in the industry and profession. Yet we don’t really address it. The question is how do we address it?

Marketer’s refuse to accept the title of marketing if they are not actually marketing.

An education campaign on the part of all marketing related organizations to teach the industry what the concept is all about.

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