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Planning 3.0 – combining Creative, Communications, Experience and Business planning = Customer Journey Management

Admap published a writing competition results – best articles about “Planning 3.0”– How will we be planning in 2020? The winner, Nick Hirst said “We need to transcend the often polar disciplines of ‘conceptual’ (creative agency) and ‘practical’ (media agency) planning to deliver, not communications, but great brand experiences.”

I couldn’t agree more! Although mr. Nick Hirst’s and other rewarded articles were great, what really made an impression to me was the pre-words the judges wrote. They analyzed the articles they received and came to conclusion that the future of planning looks like… ‘We don’t know’, or at least, ‘we don’t agree’.

According to judges the most striking theme about the entries was not about how the entries were presented but how they represented a clear new chapter of planning, not necessarily a consistent chapter, but a new one nonetheless. This new era could be dubbed the, ‘the post-specialist era of planning’. 

Planning has grown around specialists in data and analytics, user experience, information architecture, trend analysts, digital strategy search optimizers, social media and crm gurus… Until now, the dominant conversation about strategy has been about the need for these specialists, and for them to be distinct and separate from what has gone before.

Entries to this Admap Prize competition no longer championed the specialists as skill sets that deserve their unique place. Instead, they argued that they should be the very future of planning in its entirety; the planning specialism becomes the planning mainstream.  According to judges, authors wrote of the data and analytics skill as simply becoming planning – all tasks of planning would become measurable and, therefore, the measurement/analytic skill would become planning. Or, the specialist skills of social media strategy would become the fundamental of brand planning, given the very social future that brands face.

According to main judge, JWT’s Guy Murphy two things will happen

1. There will be a sense of planning returning to be a more singular and holistic way of working. Certain planning tools will become the norm for all planners – just as the notion of ‘paid, earned and owned’ seems to have become standard currency for media thinking today.

2. Planning will become more influential. The assimilation of its new-found specialists skills will make it a richer, more effective and more confident force. It will make a decent fist of managing the huge and growing complexity that faces brand building and communication. This will shift the role it has been playing.

In my opinion 2020 is far far away and everything mentioned above is already happening. Planning is rapidly facing new requirements for its effectiveness and moving towards more holistic view. Actually this holistic approach is gaining momentum in general.

Last week IBM organized “Smarter business day 2012” event in Helsinki. Data analytics was an issue there too. What IBM’s director for Analytics division Juha Teljo presented that the whole analytics business is moving from application centered approach to analytics centered approach by 2020:

So, along with planning, also the whole infrastructure is becoming analytics – that is planning – centered.  Once I search about this matter, I also found IBM’s view on how to create Analytics Center of Excellence inside your own organisation. The 150-page material is attached here: 5Keys to BA Program Success

The winning article by Nick Hirst agreed with this idea of holistic planning. He recognized User Experience planners as the first breed of future planners: “User experience goes way beyond Information Architechture. While the latter is a specific discipline concerned with the organisation of information to ensure its swift, intuitive navigation, User Experience considers the experince of the user as a whole: their expectations, their level of interest, their attitudes  even how they feel. Concepts like surprise of disruption, or even entertainment – all proven tools for affective and effective communications – are anathema to a classical Information Architect, but entirely within the imaginative realm of the User Experience Architect.

Even now they think about both the effect of an indivicual, small experience – a piece of copy, a picture, the way a button workds – and the overall journey. Even now, some agencies are recognizsing the ‘planneriness’ of what they do, and reconceiving them as Experience Planners. But just imagine what would happen if we unleashed that kind of thinking on everything else that comms agencies do now.”

I think the future of planning will be even more amazing than expected and I do think that Nick Hirst’s dream is becoming reality. Here’s what I think:

  1. Planning marketing will be about planning competitive advantage, that is corporate strategy and operations. see Forbes article here
  2. Corporate Image will be more and more about actual experiences and shared opinions – planning will be about designing and managing customer interfaces and experience. Article here https://futurecmo.org/2012/11/10/marketing-do-or-die-managing-customer-interfaces/
  3. Comms and marketing to customers will become service experiences – event based automatic communications that integrate with the customer’s situation and needs in any given location or interface. Marketing automation becomes service automation along the customer’s journey. The center of gravity will be the Customer Journey understanding and design.
  4. Planning will become more holistic than ever – we are moving towards business design. At this point planners will become the McKinsey’s consultants of tomorrow or McKinsey’s consultant will take care of the business design on behalf of marketing planners of today. McKinsey is already moving towards customer journey and experience planning, see this article http://cmsoforum.mckinsey.com/article/winning-the-consumer-decision-journey#.UIOLl_Mukic.email I would take it even further, here’s why https://futurecmo.org/2012/10/21/customer-decision-making-journey-flow/

Companies that are taking analytics and planning seriously are already doing much better than their peers. By 2020 you really have to be great in order to survive. And let’s not forget – analytics is useless without understanding and decisions (generate corporate autism) – planning and management. I thinks this means the dawn for customer journey planning and management as the new breed of holistic planning work!

SEE ALSO:

“The CMO 2013 Study insights and what CMO’s should do now”

Lost insights and Corporate Blind Spots

Business Design with customer centricity

How to enable smart company and avoid corporate autism

Author: Toni Keskinen, Marketing Architect & Customer Journey Designer

http://www.linkedin.com/in/tonikeskinen

Join FutureCMO Movement LinkedIn Group here

Brand as a road sign – foundation for a Customer Journey

Branding is a quite debated management prioritization area right now. In a challenging financial environment companies are often looking for rapid payoff instead of long-term profitability. These two approaches used to be considered as opposites and in some cases they still are. In my opinion it is just ignorance. The communications scene has changed so dramatically over the past decade that former rules no longer apply.

One thing has not changed: Brand is the No1 contributor  to the customer journey dynamics.

Brand = demand (or the lack of it) 

The importance of the brand has not diminished, it has been amplified in the border-less global economy. What has been changed is the way how you create great brands. Mass-media advertising used to be the only way, that is no longer true.

Brand demand or sales

If we consider the brand from the customer’s perspective, it is a road sign. Well known and respected brand equals the highway to destination and un-known brand is a detour without a map. Brand is a very strong heuristic tool and has a lot of things attached to it. Take a look at this road sign:

Cities are very good example of how brands work. You can imagine these cities, what kind of contexts you connect them with, who you would travel there with etc. The one below is a little village I am coming from. To the world this city is just a label without anything attached to it. Only thing interesting about it is the reason it has been listed with the others above it. To me it represents home.

Your current Brand health and status as a road sign determine how you should allocate your marketing investments and budget. The stronger your brand is, the more you should invest in your own channels and experiences. On the other hand, if you are representing a weak brand, you need to deliver such experience that your brand becomes home to those who choose it against all odds. They can then tell others how great your brand is to the others living oblivious of your amazing brand. That is how you can deliver optimal return on marketing investments (ROMI)

See next:

The most meaningful Brand KPI’s https://futurecmo.org/2013/02/01/managing-brand-the-most-profound-kpis-and-measures/

Customer Journey stage 1: Brand as a platform

Customer Journey stage 2: Initiation

Customer Journey stag 3: Choosing and buying – cross-channel influence

How to map and study Customer Journey

Author: Toni Keskinen, Marketing Architect & Customer Journey Designer

http://www.linkedin.com/in/tonikeskinen

Join FutureCMO Movement LinkedIn Group here

 

Forecast for marketing planning and ecosystem evolution

The high frequency trading (HFT) stands for machine based stock exchange trading. HFT model leverages price differences in variety of stock exchanges, buy and sell in a fraction of a second. If there is 0,01% price difference in two stock exchanges,  you can make 100 profit with a 1M investment in a millisecond. HFT is based on algorithms and data and it’s increasing it’s share of trading steadily against traditional trading. HFT is very much like trained limbic system in human decision making: rapid, based on heuristics and rules from learned experiences and blind to events that have not been pre-coded in to the system. Traditional trading is based on rational thinking, analysis, luck, intuition.. well human intelligence and conscious decision making, even creativity. Traditional trading is much slower and more vulnerable to human emotional flaws but also allow long-term consideration. There is a lot of money involved in stock trading with instantly measureable success. It is also the most developed trading environment in the world.

Well, let’s look at marketing then. If you consider the fact that the CMO has liquid cash worth several percentages of corporate annual turnover, in case of P&G 9-11%, it is quite a considerable liquid asset too. Actually, in many cases it is the largest liquid asset the companies have and spend. The others are for long-term strategic Merger & Acquisition purposes, infrastructure investments and salaries.  Marketing is also the only investment that has difficulties in defining ROI, instant and long-term. Well, this will change quite soon and create tectonic changes in the foundations of marketing industry. The data explosion due to multi device Internet and inter-connectivity of mediums and customers combined with regulatory changes in privacy will result complete make over of the marketing industry.

Let’s consider Facebook for a moment. Facebook is a vehicle designed to enable personal communications and community. It is a yielding platform in which the user is the product for sale. The basic idea is that the advertisers will fund the business model and the consumers will allow data capturing in return for using the Facebook as their communications platform and vehicle representing their identity and social relationships.  Effectively Facebook knows more about us than we even realize. The question is, how does Facebook capitalize this knowledge? Facebook could become the world’s most effective advertising targeting and RTB business operator outside Facebook’s own touchpoints in case they decide to pursue this goal. We should expect black swans like that to appear and change the way the marketing ecosystem operates and challenging the balance of power. Big players will enter new areas and small players will emerge and grow big faster than ever (like Pinterest) and we will surely see new symbiotic business models created from combinations of existing players creating new value propositions and services.

If we consider the development of media buying and spending then, it is starting to look more and more like HFT due to the increasing level of Real Time Bidding (RTB) inventory and media business model. RTB is about getting the best price available for advertising inventory. The ecosystem is feeding advertisers willingness to pay for contacts and is trying to increase the willingness to bid higher. RTB is the new “share of voice”. The drivers of this business model have been Google Ads and Facebook but the model has been adopted by other media companies widely and will be adopted by majority of mediums over the next couple of years. The advertisers willingness to pay for each contact is based on data and the decision to bid is made based on the rules defined in the Demand Side Platforms (DSP’s) within milliseconds, exactly like in the case of HFT. As the business model is based on engagement or acquisition, also the rewards can be easily tracked which drives transparency and corporate management acceptable investment model in marketing.

The key here is the corporate management acceptable investment model. Marketing has been a rogue spending area in corporations without direct accountability for financial results. This will change. Every single business investment area has been made liable for profitability and accountability apart from advertising. It is not going to be acceptable anymore. Because it is becoming possible, it will be demanded. Period. Just like in case of the HFT also the liquid resources will become almost infinite and marketing budget will become flexible when the accountability is made possible. There is no limit in spending if every single cent invested result 10 cents in return. Well, in future markets such disproportional returns will be balanced but the main rule will still be valid. Groupon is a thriving example of corporate willingness to pay disproportional costs for easiness and accountability. The change is inevitable but will happen gradually. The wheel of change is already turning and it will spin wilder and wilder before we reach the new normal.

Investment sector has been in great turbulence and HFT has changed trading volume based market shares rapidly. In Helsinki Stock Exchange March 2010 the top three traders were SEB, Nordea, Handelsbanken and FIM. They were all local or Fennoscandic players. In January 2012 the top three were Morgan Stanley, Nordea and Credit Suisse. Along with those three there were newcomers like Citadel, Getco and Spire. The newcomers are all specialized in robot managed HFT. Credit Suisse and Morgan Stanley represent the same phenomena by selling others the rights to use their HFT technology. Local players are losing ground.

The change is happening at increasingly rapid speed and will eventually escalate. At that point within apr. 5 years media agencies don’t call to mediums and ask quotes for their mediums, media buyers and sellers in current meaning will vanish. Media planning is no longer about choosing media and negotiating price for it. Media agency will be impossible to distinguish from stock exchange trading company by sight. The tools, technology, algorithms and productivity goals will be very similar. The competition will be about measureable ROI of marketing portfolio management. Like in the stock trading it will be driven by analysts who are specializing in short term instant ROI and long-term profit expectations. 

What about creative agencies then?

IBM did a major study in 2010 and interviewed over 1500 CEO’s around the world. Mr. Samuel J. Palmisano, Chairman, President and CEO of IBM Corporation captured the findings in three major issues in his pre-words of the study report:

  1. The World’s private and public sector leaders believe that a rapid escalation of “complexity” is the biggest challenge confronting them. They expect it to continue – indeed, to accelerate – in the coming years
  2. They are equally clear that their enterprises today are not equipped to cope effectively with this complexity in the global environment
  3. Finally, they identify “creativity” as the single most important leadership competency for enterprises seeking a path through this complexity.

Well, creativity is a human trait and a profession. Creative agencies will have major role in the change and they are trusted partners for CMO. Creative agencies will remain true to their creativity but the demand for creativity will be far more diverse than just advertising message creativity now. Customer experience design, advertising, product- and service design all serve the same common goals; creation of competitive advantage, brand and relationship value. CMO’s responsibility is going to be about exactly that, creation of competitive advantage. CMO should be already responsible for insights on customer behavior change and delivering them to other members of the board influencing strategy and operations. CMO’s key role is to practice strategic sensitivity of the market and customers. The best CMO’s will earn a new role closer to COO’s current role as they start carrying more accountable and strategic responsibility. The CMO position will also become number one route to CEO position. Sir Terry Leahy, former CMO and later CEO of Tesco Plc has already shown the way. Tesco is also one of the premier examples world wide in customer data driven strategic and operational management, behavioral economics research and service design. Tesco’s growth and profitability also prove the point rather well. Creativity in the Tesco way will become mainstream now that we are reaching tippin’ point.

There is another reason why Tesco is such a great example of future marketing planning. Tesco is one of the first companies using customer behavior data to personalization and individual customization of offering and messaging in massive scale. Today we recognize this as marketing automatization and customer experience management. Each individual customer has offering scoring attached to their data and this scoring model define what and how should be offered in order to turn push marketing and sales in to inspirational service experience. People are looking for advice, inspiration and great deals. Giving all three in one package with great customer experience in any given customer interface create trust and relationship.

Customers are becoming another portfolio for CMO to manage; who, what, when and how are the questions that need an answer. The answer is another case of trading mechanism. The company has an inventory of products and services. This inventory is the other subject to yield management and the customer base is another portfolio. The perfect combination of both enhances loyalty and lifetime value with optimal profitability.

Well, let’s go back to Facebook and consider that the product they have, are their customers, the users. The product and service portfolio they are managing is not actually their own but their clients, the advertisers. The two way yield management means optimizing the profits from the customer base they have. Facebook must consider overall profitability of their users against the price different product & service vendors are prepared to pay for them. Yield management will differentiate products and services in to categories:

  1. Easy to activate mass categories which deliver small but high volume transactions
  2. More difficult to activate categories which deliver less but bigger transactions

Well, that’s not the end of it. There are known brands with stronger demand creating also high volume and less known brands that are more difficult to yield but deliver higher revenue/transaction. In this game brands, creativity and quality of creative work are subject to instant and continuous pricing. If the creative work is highly appealing and works very well, it will result transactions at lower costs and higher margins for advertisers. If the creative work is not working the price you need to pay for each transaction will cost much more. When we reach this point, you don’t need to question what is the value of your brand. You will know the difference… Painfully well. The same apply to advertising in any other mediums, which will still be impossible to directly measure. The measures will be based on direct increase in sales compared to the base line without marketing and it’s effect in real time bidding costs. Currently the same ideology works well in businesses requiring outbound selling. In case advertising works outbound sales conversion will increase and cost per transaction will be less expensive. Same mechanism will work much faster in the real time bidding environment.

The media companies’ capability to invoice consumers’ subscription fees will erode steadily and the requirement for advertising profitability will grow. The media trading could well learn from retail category management and yielding optimization of shelf space. The media inventory is made of certain media placements, which will develop but still exist in the near future. Every single placement will be subject to yielding methodology. Facebook, Google and most media companies will not really care where the money is coming from as long as their yield management drives strong profits. Statistical analytics, scoring models, algorithms, richer and richer data combinations and continuous optimization will be the name of the game. They have the data and they can re-create their business models. There are only so many people on this planet and in any given country. The media which have the best data and the best tools to create multi client lead nurturing methodologies delivering strongest rate of acquisition will win. Just like in case of HFT, the balance will shift and the global players will take larger share of the business. The smaller but local and trusted media companies are now in a do or die situation and by the end of this decade we will know how if and how they survived.

The role of mediums as the data owners will also change. The services they deliver could vary from x amount for introduction, y amount for acquisition to z amount or percentage for the profitability e.g. during the first three years. The data holders will become capable of working as headhunters for advertisers. They will just hunt customers, not employees. The stakeholders in this game can be anything from media companies to large loyalty programs, telecoms, Apple like manufacturers (e.g. Siri) and global social mediums and data capturing platforms like Facebook and Google. The most rapidly growing market sector is currently services that come between the producers of products and services and the customers. Travelzoo.com and Groupon are good examples of such. All players mentioned above have direct customer relationship to consumers and consumers are using their services to make their choices and living easier and better. In a very complex world these players offer advice, the solution to customer’s needs. They can inspire and serve and they can gain a trusted partner status with consumers. The key word is trust. Trust is also the key word in yield management.  The increasing transparency will become another management imperative. Bad companies stand for, bad customer experiences and effectively bad advice for consumers. It means lost trust and less effective yielding for mediums. If the company cannot deliver what they promised, they will face increasing costs again.

The world has become extremely interconnected and transparent. The market price for a customer engagement or customer acquisition will be determined by trading environment. The market value of data will deliver steady revenue and the big players will become bigger than ever but we will also witness unexpected newcomers. The competition will be about the game of trust and relationships in the consumer markets and extremely efficient trading tools and data based intelligence delivering accountability in the B2B markets and planning. The value of existing customers will become imperative and corporations will implement marketing automatization technologies in order to enable individual care models and increase in customer lifetime value. The tools will become smarter but creativity will flourish as human trait, profession and specialty.

Author: Toni Keskinen, Marketing Architect & Customer Journey Designer

http://www.linkedin.com/in/tonikeskinen

Join FutureCMO Movement LinkedIn Group here

Great future for creative agencies

Creative agencies have been under siege for a long time. The business has changed completely within relatively short time and the balance of power between disciplines within agencies has shifted tremendously. Agencies must have changed a lot by now, but they need to change a lot more in order to meet the demands Future CMO will require from them. I would consider that challenge a great inspiration though, it can be an amazing adventure. Let’s look at where agencies stand now:

1. Creative agencies key asset is.. well creativity. People trained to open up their minds, simplify and recognize what is the thing that makes people (customers) move. The challenge is that advertising agencies have limited their use of creativity in communication and doesn’t have a credibility or position to use that creativity for more general business development, which would be very natural. In the very heart of creativity is customer insight. Using that insight to new purposes is much easier to do than teach non-creative people to become creative

2. Data is now available and media agencies have a long history of analysing it. In the current environment and the direction we are heading, corporate own channels, CRM and business data allready meet media data at media agencies. This will become standard practice over the next couple of years if it hasn’t been done yet. Media agencies are trained to measure and predict impact of different actions. Their role will be also to analyse different options in product portfolio scenarios and pricing, distribution etc. CRM and marketing automatatization will be a natural next step after people have already become professionals in making real time bidding online marketing, direct marketing, direct response advertising and managing revenue/cost ratios and communication portfolios

In my opinion the creative communication ecosystem will have to grow-up and take responsibility more than they have used to. Once agencies really take responsibility they can earn their way to the business development and real corporate management. As Future CMO has already cracked the door open, the CMO’s ecosystem must prepare to take the heat and meet the demands that should be seen as the new brave world with tremendous opportunities.

IBM CEO study was crystallized as three major change drivers by Mr. Samuel Palmisano, CEO and Chairman of IBM

1.The World’s private and public sector leaders believe that a rapid escalation of “complexity” is the biggest challenge confronting them. They expect it to continue – indeed, to accelerate – in the coming years
2.They are equally clear that their enterprises today are not equipped to cope effectively with this complexity in the global environment
3.Finally, they identify “creativity” as the single most important leadership competency for enterprises seeking a path through this complexity.

Well, let’s consider creative agencies and the CEO challenges. The complexity of the world is clearly a challenge when you look at it top-down. If you look at the company from customer’s point of view, that complexity becomes much easier to handle. Creative agencies should really be capable of both reducing the complexity to the minimum AND help coping with it. Media agencies with their capability to analyze markets and customer behaviour should certainly become very handy. The third challenge, creativity, is the bread and butter for creative agencies. So, why wouldn’t agencies start meeting these challenges.

Actually, the new breed of agencies have started doing exactly that. They are just called Service design agencies and their methodology is based on Design Thinking. The basic value proposition is to offer companies a) very clear customer insight b) services that meet the customers’ needs in new ways driving growth and profitability. They are actually changing marketing in to service. Pushy communications no longer work, making communications that inspire, entertain and serve customers are relevant and interesting.. and they sell better.

Dear former colleague, Adman and thinker who has inspired me more than any other person in the world, Rory Sutherland, has made a case of meeting the challenges with one single concept: Behavioral Economics. His case below is a great eye opener for any Ad exec or CMO. There is a great future for creative and media agencies if they just embrace the opportunities, take responsibility and are prepared to unleash their capacity to more meaningful purpose:

“IPA President Rory Sutherland explains why he is championing behavioural economics We need to broaden the definition of what we do to reflect the new reality of the market place because if we don’t create a new model based on human understanding, then we are in danger of using 1950s packaged goods persuasive techniques to solve todays communications problems! With behavioural economics we can align ourselves to a recognizable science and not be held hostage to the media budget. It gives us a framework that will refresh our thinking and our talent pool and with it we can use ideas to turn human understanding into business and social advantage.”

 

Author: Toni Keskinen, Marketing Architect & Customer Journey Designer

http://www.linkedin.com/in/tonikeskinen

Join FutureCMO Movement LinkedIn Group here

Fancy advertising

The marketing environment has changed drastically over the past few years. The change has occurred due to the influence and behaviour change social mediums have enabled and empowered. Here’s a great presentation about how to approach the new planning environment.

Well, what does this kind of world require from CMO and corporate management?  If you are willing to embrace these new possibilities you need to be equipped to do so. World is of full of failed cases, silent witnesses to spent resources that only delivered costs, no incomes. In a worst case scenario you could end up ruining the brand’s trustworthiness completely in case your brand doesn’t really shine bright in a daylight.  Continuous dialogue with customers require very strong values and transparency from the company. It goes directly in to the heart of the corporate identity and culture. This world represented in the previous presentation is about trust more than anything. Trust is an outcome earned from customer experiences and requires to be proved every single day.
Customers hold very much power in today’s world and the power is constantly growing. Transparency will lead change to better companies and steer companies to act ethically and morally right. The company is as good as its word and the CMO is in key role defining what it is the company is promising.
Creativity is a multiplier, for good and for bad. Social media are rocket fuel for creativity, for good and for bad. CMO has to make sure the operations and strategy are aligned with the tasks and promises the company makes commitments to.
New opportunities for creativity, profitability and scalability are emerging constantly. CMO should choose partners carefully in order to embrace and leverage them. However, CMO should also keep it real and recognize what it is the company is equipped and ready to undertake.

Future CMO & Strategic Marketing

Customers are on a journey with your brand. In today’s business environment, the greatest purpose of organizational functions is to give the roadmap to that journey. Well then, what is a customer journey? It is the art and science of customer-centric methods, skills and tools to synchronize customer’s needs and company’s offering optimally by handling and managing offline and online touch points profitably. The Customer journey covers all stages along customer’s transition from never-a-customer to always –a- customer. Customer journey is the customer life-cycle from brand as a platform to initiation, choosing and buying, using the product or service to re-consideration and re-purchase or attrition. Handling and managing customer journey is the first priority for CMO’s in the future. But, are CMO’s ready for this? Are they specialist of customer insight and knowledge management? Can they turn data into information, information into deep and rich knowledge and knowledge into feasible results? And not only the CMO, can organizations as a whole meet the challenge. 

It is almost impossible to differentiate with the quality of products and services. Target marketing with intense positioning are very similar among competitive products and services. It is difficult to get your message through in infinite number of push marketing media. To achieve success, organizations need to focus on customers and differentiate brand by developing exclusive customer experience and build unbeaten trust.  Organizations need to get closer to customer, to understand the real drivers of customers behaviour and attitudes. It is all about driving insight. In the future CMO’s will be a specialist of driving customer insight. 

Strategic marketing is the sweet spot of operational and tactical activities, corporate strategy and customer insight. In practice this means need to synchronize organization, resources, supplies and customer touch points to customer behaviour. Leading with knowledge is the core of strategic marketing. Leading marketing is leading the organization. Future CMO’s is facing new, inspiring and challenging job description in the centre of corporate management. 

Strategic marketing will be in the corner room, on the table of top executives. But why it is not there?  Because marketing is as expense item and too far from concrete added value, which called the money. The most important thing is to bring central facts alive coherently that marketing and especially strategic marketing would be the interest for CEO and CFO. Future CMO has to simplify strategic marketing to executive group, packet and crystallize business benefits and glue them to corporate strategy. 

Bring the outside world into your organization. Lead with knowledge and explode the corporate silos. Lead the customer journey and optimize the touch points in multidimensional world. It is time for a real strategic marketing, customer driven organizations and constant development and innovations on customer interface. The fastest companies are on their way. Like one of the most famous hockey player has said: “I don’t go where the puck is, I go where the puck will be”. The best organizations know where the next pass is going to. Do you?

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