Global CMO The Magazine April 2013

Issue 2 | Volume 1

April 2013

Three Requirements For CMO Longevity Laura Patterson

The Chairman’s Report Ian Derbyshire fgmn

50 Marketing Leaders Over 50 Alan See

Trend Report: Clean Slate Brands trendwatching.com

Implement Or Die Andrew Vesey

ggmn

Meet GMN’s ‘Digital Doctor’

Markus Pfeiffer:

Are You Ready For A Digital-First Future?

Global CMO™ is the Official Magazine of Global Marketing Network, the Global CMO™ Body The Magazine April 2013 | 1 Global for Marketing Professionals. www.theglobalcmo.com

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Global CMO 2.0 Preparing You For A Digital-First Future Welcome to the second issue of Global CMO The Magazine.

This issue sees the presentation of a much anticipated special report

by Markus Pfeiffer & Vincent Aydin of Bloom Partners, on their recent leading edge, Digital Readiness Study.

We also feature part one of CMO Alan See’s list of 50 Marketing Leaders Over 50 You Should Know. A great source of inspiration and thought leadership from some very experienced and respected Marketers on the topics of innovation and being future-ready.

We have a lot of great content in this second issue, with some new contributors and the return of a number of our regulars. Plus we have a number of updates regarding major events and new partnerships being formed to aid the advancement of the Marketing Profession.

You will definitely want to read this one cover to cover to make sure you don’t miss out on anything. Not only is it full of thought leadership and Marketing know-how, it also has many great reader and GMN Members discounts and competitions.

A free ticket to The Festival of Media Global 2013 this month sound good? How about one to ProcureCon 2013 in London in June? You can find a chance to win these inside this issue plus details on exclusive event discounts for our readers.

GMN Strategic Partner wegetdigital has also provided us with an amazing GMN Member discount on their 12 month Digital Content Marketing consultation and training programme, plus one lucky person will win it for free!

We also have a limited-time discount for our GMN Members who are looking to purchase one or both of the brand new trendwatching.com ‘Asia Pacific’ and ‘South America’ Regional Trend Reports.

And for those of you looking for a Marketing, Publishing or Design intern position, keep an eye out for our advert for more details.

It’s a great opportunity to learn on the job while helping to make a difference in the Marketing Industry.

Before I go, I’d like to thank everyone for the wonderfully positive feedback we have received regarding our first issue. We all appreciate your kind words and recommendations you have made to your colleagues and friends. Thanks to your support, we have seen quite a growth in interest and following over the past few weeks.

For those of you who are reading Global CMO for the first time, I recommend you also check out our first issue online this month. At the end of the month, it will officially become part of our back catalogue and be available only to registered GMN Members.

Happy Marketing,

Fiona

Fiona Vesey

pgmn

Editor-in-Chief

Global CMO™ The Magazine

Issue 2 | Volume 1

April 2013

Three Requirements For CMO Longevity Laura Patterson

The Chairman’s Report Ian Derbyshire

fgmn

50 Marketing Leaders Over 50 Alan See

Trend Report: Clean Slate Brands trendwatching.com

Markus Pfeiffer:

Implement Or Die Andrew Vesey

Are You Ready For A Digital-First Future?

ggmn

Meet GMN’s ‘Digital Doctor’

Global CMO™ is the Official Magazine of Global Marketing Network, the Global CMO™ Body The Magazine April 2013 | 1 Global for Marketing Professionals. www.theglobalcmo.com

Cover Image: Markus Pfeiffer

Global CMO™ The Magazine Issue 2 | Volume 1 | April 2013 www.theglobalcmo.com The official Magazine of Global Marketing Network, the Global Body for Marketing Professionals.

Advertising and Sponsorship: sales@theglobalcmo.com Click here to view media pack and rate card Production: production@theglobalcmo.com Editorial: editorial@theglobalcmo.com Editorial Board: Editor-in-Chief | Fiona Vesey GMN CPD Director | David Hood GMN Global Faculty | Professor Greg Marshall GMN South Africa | Dr Anthony Michail GMN Global Advisory Council | MaryLee Sachs GMN Global Faculty | Professor Michael Solomon GMN Brand Guardian | Andrew Vesey GMN Membership Committee | Dr Kellie Vincent Published in collabouration by: Vesey Creative Ltd globalcmo@veseycreative.com www.veseycreative.com UK +44 131 208 2285 NZ +64 9 889 0013 Global Marketing Network gmn@theglobalmarketingnetwork.com www.gmnhome.com

As the publishers of Global CMO™ The Magazine, we take every care in the production of each issue. We are however, not liable for any editorial error, omission, mistake or typographical error.

The views expressed by all contributors are not necessarily those of the publishers.

Copyright: This magazine and the content published within are subject to copyright held by the publisher, with individual articles remaining copyright to the named contributor.

Express written permission of the publisher and contributor must be acquired for reproduction.

April 2013 | 5

Inside This Issue Cover Story 42.

Are You Ready For A Digital-First Future?

How To Make Customer Agility A Key Success Driver For Your Organisation Markus Pfeiffer fgmn & Vincent Aydin

Features

10. Global Partnerships News from around the globe, from GMN and it’s partners

16.

Three Requirements For CMO Longevity

12. Event Roundup

23.

50 Marketing Leaders Over 50 You Should Know

13. Upcoming Events A listing of all Official GMN Events and GMN Endorsed Events around the world

Alan See

14. Advanced Notice

36.

So, What Exactly Is Content Marketing?

A summary of recent GMN Official and Endorsed Events

Laura Patterson

Early warning of upcoming events to put into your calendar Carol Mann ggmn

40.

37. Need Help With Your Digital Marketing?

Meet The GMN Digital Doctor

Developing Marketing Capabilities in South Africa

Antony Michail fgmn

54.

53. Global CMO™ Recommended Reads The latest books every Marketing Professional should read

Why You Should Put The Reader Before Google

Andrew Healey

55. Interns: We Want You! Apply for an Internship today

66.

Widening Your Reach With Mobile Digital Marketing

David Bowler pgmn

56. Partners For Marketing Growth The Global Marketing Network Partner Directory

70.

Are You A Victim Of Phantom Vibration Syndrome?

6 | April 2013

68. Global Leadership Martin Lindstrom

Global CMO™ The Magazine

Meet GMN’s Regional and Country Directors

www.theglobalcmo.com

Global CMO Regulars 18. Thoughts From The Boardroom The GMN Chairman’s Report

Looking To Contribute?

Ian Derbyshire fgmn

First Issue Out

Global

30. “Getting It Done”

Early 2013

CMO THE MAGAZINE

Implement Or Die Andrew Vesey ggmn

35. The Marketoonist

Hear From Global Thought-Leaders

When Traditional Advertising Goes Digital Tom Fishburne

A powerhouse of some of today’s leading Marketing scholars, authors, consultants and senior executives

Achieve Global Coverage

A global audience of the Marketing Leaders of today and the next generation of Marketing Leaders

Gain Enhanced Credibility

Be associated with the Global Body for Marketing Professionals committed to raising standards in Marketing practice

Obtain Immediate Feedback Hyperlinks in your advertising to any webpage or file

38. A View From The C-Suite For The Modern Marketer, Hearing (Market) Voices Is A Good Thing Jonathan Becher

The Future Of Marketing Is Now

Improve your Marketing ROI and reach Marketing Professionals worldwide

Global CMO™ is the Official Magazine of Global Marketing Global CMO™ Network, the The Magazine Global Body for Marketing Professionals. Media Pack

| 1

Find out more in our media pack.

50. The Marketing Manifesto Manifesto 1: ‘The Future Of Marketing David James Hood

pgmn

60. The Trend Report With trendwatching.com

Clean Slate Brands

Heritage Is The New Baggage

Join The Discussion:

72. GMN Fellow Profile Michael Solomon

fgmn

GMN Programme Director for Consumer Behaviour, Professor of Marketing and Director, Center for Consumer Research, Haub School of Business, Saint Joseph’s University

75. Midnight Worries Walter Spoonbill of Spoonbill & Coot answers your marketing midnight worries.

This Month - How Mobile Are You?

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When you see this box on an article, it lets you know that there is a special discussion dedicated to it on Global CMO™ The Community.

Follow the link, join the discussion and find out what others have to say about the topics raised in the article.

We believe Peer-to-Peer discussion is a vital part of Continuing Professional Development.

So please do visit the community and join the discussion.

April 2013 | 7

8 | April 2013

Global CMO™ The Magazine

Play Your Part In The New Media Landscape Global Marketing Network and Global CMO are proud partners of The Festival of Media.

From 3-5 March The Festival of Media Asia 2013 took place in Singapore, welcoming 630 delegates including the most influential brands, media agencies, publishers, technology businesses and media owners from across Asia.

Twenty two countries were represented at The Festival, including regional and global brands such as Banyan Tree, Barclays Bank PLC, BMW Asia, BSH Home Appliances, Coca-Cola, Danone, Diageo, Epson, GlaxoSmithKline, HP, Huawei, Johnson & Johnson, Manchester United Limited, Maybank, Ministry of Defence Malaysia, Puig, Starwood Hotels and Resorts, Unilever and many others.

See what you missed here

Make Sure You Book Your Place Now For The Festival Of Media Global Later this month The Festival of Media Global takes place in the fabulous location of Montreux, Switzerland from 28-30 April. Now in its 7th year, the Festival of Media Global just gets better and better with cutting edge media owners and more brand speakers than ever before.

Within the next 5 years, the amount of money spent online in the developed world will surpass expenditure in physical locations. These bricks and mortar retail transactions are being assisted by recommendation engines, content experiences and social comment. Are we in the midst of a transition that will see retailers becoming content companies and content companies becoming retailers? If so, what role will the media agency play? And, in the age of the algorithm, is the craft of media selling a thing of the past?

Join the world’s brightest and best media minds to address these questions at the award-winning Festival of Media Global - the only global event dedicated to media trading and to envisaging the future of the brand communications industry.

Full details of this exciting event can be found at www.festivalofmedia.com/global

WIN A FREE TICKET to The Festival of Media Global 2013 Simply visit www.theglobalcmo.com and Subscribe to Global CMO™ Updates.

The winner will be drawn from our subscribers at 12pm, Monday 15th April (GMT) and will be notified by email.

BE QUICK & GOOD LUCK!

Special Offer For GMN Members And Readers Of Global CMO As a proud partner of The Festival of Media, we are delighted to have negotiated for you an exclusive 20% discount, saving a huge £399 per ticket.

To receive this exclusive discount, please contact Graham Alexander at Graham@csquared.cc or call him direct on +44 207 367 6983.

Global CMO™ The Magazine

April 2013 | 9

Global Partnerships

Global Marketing Network And Henley Business School Africa:

Dean and Director of Henley Business School Africa Professor Jon Foster-Pedley and Global Marketing Network Chief Executive, Darrell Kofkin on the steps of Henley Business School

On A Mission To Bring Global Marketing Standards To Africa Global Marketing Network (GMN), the Global Accreditation Body for Marketing Professionals, and Henley Business School Africa (HBSA), the Africa campus of the worldrenowned Henley Business School, part of the University of Reading (UK), have signed a landmark agreement aimed at supporting and strengthening the continuing professional development of African Marketing Professionals.

Included within the plans being drawn up by GMN and HBSA is the development and implementation of a portfolio of programmes, conferences, events and other projects aimed at providing Africa’s marketing leaders of today and tomorrow with enhanced access to cutting-edge marketing and sales practices designed to improve their own capabilities and business performance.

Speaking about the agreement, Global Marketing Network Chief Executive, Darrell Kofkin and Dean and Director of Henley Business School Africa, Professor Jon Foster-Pedley said: “This exciting and ground-breaking relationship between Global Marketing Network and Henley Business School Africa enables us to fulfill our joint and widely-shared vision to building a stronger international network and develop excellent operating standards for African marketing professionals against globally-established standards.”

To inaugurate the partnership, Henley Business School Africa hosted an event on its Johannesburg campus. In attendance was Mr Anurag Saxena, a GMN non-executive 10 | April 2013

director and its Special Advisor - Africa, who delivered an inspiring presentation on the opportunities that exist for companies to invest in Africa, and the challenges and opportunities for today’s African Marketing Professionals.

About Henley Business School Africa Henley Business School, Africa is part of the University of Reading, UK. Henley is the only international business school in Africa that is triple accredited, the only overseas business school accredited in South Africa, the oldest business school in Europe and provides highly-ranked international qualifications. It is a truly global business school, with offices in Hong Kong, South Africa, Finland and Germany. It has an active network of 30,000 alumni in senior management positions in 141 countries.

Henley Business School came to South Africa in 1992 teaching the Henley MBA. Attracting students from middle and senior management in South African companies and the public sector, Henley provided a top-level international MBA qualification in a country starved of international contact and standards during the long years of apartheid in South Africa. In 1995 the first 18 MBA students graduated and since that time a further 820 have successfully graduated from the MBA programme, including many from other African countries such as Zimbabwe, Nigeria, Kenya, Mozambique, and Ghana. www.henleysa.ac.za

Global CMO™ The Magazine

As we announced last month, Global Marketing Network is now in South Africa to provide marketing professionals with the global accreditation and capabilities they increasingly require to operate successfully in the 21st century.

Image | Gillian Sore

Henley Hosts Inaugural GMN Event In South Africa Anurag Saxena delivering his inspiring presentation

To celebrate Henley Business School Africa becoming GMN’s Africa Strategic Academic Partner, the first of a series of new networking events was held on its Johannesburg campus on 20th March. Over 45 delegates attended the first event to discuss the role and importance of Marketing in Africa in today’s competitive business world.

Anurag Saxena, a non-executive director and Special Advisor - Africa of Global Marketing Network delivered an inspiring presentation, presenting the opportunities that exist for companies to invest in Africa, and challenges and opportunities for today’s African Marketing Professionals.

There then followed a very lively Q&A with the participants highlighting the various issues currently facing the Marketing industry in South Africa and the challenges more widely across Africa.

The participation was so vibrant that one of the participants publicly stated this event had ‘re-ignited his passion for marketing’. Commenting after the event Brian Bekker of BMW South Africa said “speaking personally, the discussion was most interesting and I really enjoyed the questions posed by the audience. I am looking forward to future events for 2013.“

Click below to learn more about Henley Business School’s ‘MBAid’ project.

Jon Foster-Pedley, dean and director of Henley Business School Africa, said: “I am delighted we are part of building a stronger international network and excellent operating standards for international marketing professionals.”

Watch out for further announcements in next month’s issue of Global CMO The Magazine and on Global CMO The Community detailing further GMN events, conferences and programmes that will take place this year in Africa in association with Henley Business School Africa, Advantage magazine and other GMN Strategic Partners.

Global CMO™ The Magazine

April 2013 | 11

Event Roundup

Marketers Made To Measure in Greece

The one-day masterclass was delivered by Professor Robert Shaw, GMN Programme Director for Marketing Analytics, recognised as one of the world’s primary Marketing Analytics gurus.

Attended by over 30 high level marketing executives from the FMCG, banking & finance, travel, fashion and retail industries, along with marketing service providers, such as research, PR & digital agencies, the masterclass offered the participants the latest techniques and tools, in order to use data to make strategic marketing decisions, optimise their brand and marketing strategy and maximize marketing ROI. Commenting after the masterclass Professor Shaw said.

“The recession has forced the marketing leaders of today and tomorrow to take a long hard look at the bottom line as their boards are asking increasingly asking them to justify their existence. Delegates gained confidence in developing strategies reflecting the financial value added through marketing. In particular they were able to evaluate marketing ROI and are now better prepared to have better informed and intelligent conversations with their colleagues in finance.”

identifies techniques and frameworks to generalize from these pioneering practices.

The third Global CMO masterclass is scheduled for 26th June 2013. Entitled “Winning the Empowered Consumer” it will be delivered by Dr Markus Pfeiffer, GMN Programme Director for Digital Strategy and Innovation and Founding Partner and CEO of Bloom Partners. Designed to help senior Marketing executives expand their range of knowledge and capabilities in this fast-moving area, this one–day masterclass will help participants put the customer at the centre of the business and help them develop winning digital strategies that go beyond marketing communications alone. This Masterclass is positioned as a pre-Conference of Online Marketing Conference, organized by Boussias Conferences for the 5th consecutive year.

For more details about the CMO Masterclass series in Greece please visit https://www.theglobalcmo.com/ marketing-week-masterclass-2013-dr-markus-pfeiffer/.

For booking details please contact Stelios Kiosses at skiosses@boussias.com. Please ensure you tell them you heard about the Masterclass from Global CMO The Magazine.

The second masterclass in the Greece series “Digital Marketing and Social Media” takes place in Athens on 10th April 2013. Delivered by Dr. Tracy Tuten, GMN Programme Director for Digital Marketing and Social Media and Author of the book “Advertising 2.0: Social Media Marketing in a Web 2.0 World”, this masterclass will examine how pioneering corporations are using social media to build digital Marketing and web strategies, and 12 | April 2013

Global CMO™ The Magazine

Image | Robert Shaw

Measuring Marketing Performance, the first of the 2013 series of GMN Global CMO Masterclasses in association with Boussias Conferences, took place in Athens, Greece on 21st March.

Upcoming Events Official GMN Events: Digital Marketing And Social Media Masterclass 10th April 2013, Athens, Greece

Winning The Empowered Consumer Masterclass 26th June 2013, Athens, Greece

GMN Sports Marketing Events June 2013, Brazil

GMN Endorsed Events: The Festival of Media Global 2013 28th-30th April 2013, Montreux, Switzerland

On The Edge Digital Conferences London, 30th April | Manchester, 23rd May | Bristol, 11th June | Birmingham date TBA

ProcureCon Marketing 2013 10th-11th June 2013, London, England

Brand2Global

Would you like your event endorsed by the Global Accreditation Body for Marketing Professionals?

Find out more here.

16th-18th September 2013, London

Coming To Your Region Soon:

Global

Industry-Leading Marketing Masterclasses

CMO THE PROGRAMME

Delivered by our world–acclaimed Faculty Generating Go-To Market Strategies Implementing Global Market Strategies

Professor John Branch Professor Svend Hollensen

Creating Profitable Customer Relationships Strategic Sales Management

Professor V Kumar Professor Greg Marshall

Winning the Empowered Consumer

Dr Markus Pfeiffer

Measuring Marketing Performance

Dr Robert Shaw

Understanding Consumers

Professor Michael Solomon

Developing Successful Digital Marketing and Social Media Strategies

Dr Tracy Tuten

Global CMO™ The Programme - The New Global Programme Designed for Today’s Marketing Leaders

Visit www.gmnhome.com to find out more about these exciting upcoming courses

Global CMO™ The Magazine

April 2013 | 13

Advanced Notice Global Marketing Network partners with leading business schools and event organisers around the world to bring you the latest knowledge and best practices, so that you can improve you own marketing performance and your organisation’s too!

Here are two events we are giving you advanced notice of so that you can plan the months ahead. Further details will appear on our website and in next month’s issue of Global CMO.

Join Us In June In Brazil And Kick Off A Great Summer Sports marketing, an adjunct of the entertainment industry, is becoming a major driver in Brazil’s consumer economy. With FIFA World Cup 2014 and the Olympics in 2016 enormous once-in-a-lifetime opportunities exist for Brazilian brands to become associated with these events and the sports personalities associated with them.

In Brazil in June, GMN and its partners are putting on a number of exciting events focussed on sports marketing. These are being organised in association with GMN’s Brazil Academic Partner Pointifícia Universidade Católica do Paraná, global marketing communications agency Hill+Knowlton Strategies and The England Football Association as well as other global and regional partners.

Global Marketing

Network

Featuring Andy Sutherden, Global Sports Marketing Practice Director at Hill+Knowlton, and Sean Maculiffe, Global Head of Business Development for The Football Association plus other leading marketing experts, the events will explore the potential for sports marketing as part of the overall marketing strategy, the opportunity that FIFA World Cup 2014 and Olympics in 2016 provides brand, and how to design, implement, control and monitor the sports marketing strategy so that a return on sports marketing investment can be achieved.

Full details wil appear in next month’s issue of Global CMO and on the website at www.theglobalcmo.com. In the meantime for details of delegate packages and sponsorship opportunities please contact darrellkofkin@theglobalmarketingnetwork.com

Andy Sutherden, Global Sports Marketing Practice Director at Hill+Knowlton

Build A Global Brand To World Class Standards Global Marketing Network and Global CMO have been appointed as partners of the inaugural Brand2Global conference, a brand new event created by The Localization Institute, the global leader in providing conferences, training, and education in localization – the adaptation of products and services for international markets.

Taking place from 16-18 September 2013 at the DoubleTree by Hilton Hotel London situated in the heart of the city of London this innovative conference will bring together international speakers to focus on the implementation and execution of successful global marketing strategies and are responsible for international market share and revenue.

Full details will appear in next month’s issue of Global CMO and on the website at www.theglobalcmo.com.

Innovative Global Marketing Strategies Join

us

at

brand2global

Conference,

a new event designed for executives who drive global marketing and are responsible for international market share and revenue.

Focus

on

key

areas

for

global success: Global

Branding Global Marketing Campaigns Global

Websites Global

Social

Media

In the meantime for details of speaker and sponsorship opportunities please contact Dr Nitish Singh, Brand2Global Program Co-Chair at nitish@brand2global.com.

Further details can be found at www.brand2global.com.

14 | April 2013

Global CMO™ The Magazine

September 16-18, 2013 - LONDON DOUBLET REE

by

Hilton

Hotel

London Tower

of

London

Enhance Your Purchasing Capabilities Global Marketing Network and Global CMO are proud partners of the forthcoming ProcureCon Marketing 2013, Europe’s only dedicated procurement event for digital and marketing services.

Taking place from 10 - 11 June, 2013 at the Jumeirah Carlton Tower Hotel, London, ProcureCon is a bespoke forum bringing together over 120 senior level marketing procurement professionals to benchmark against best in class collabourative practices on strategy, execution, ROI and optimisation of digital and marketing spend.

It is the only event in Europe to approach the marketing category from the procurement point of view, bringing together cross industry marketing and procurement professionals in one room.

Obtain diverse perspectives from executive speakers representing a broad range of FTSE 250 companies – from FMCG, pharmaceutical, electronics, telecoms, finance, retail, energy, utilities, travel and hospitality sectors. Marketing speakers confirmed include Philippa Snare Philippa Snare, Chief Marketing Offier of Microsoft UK and Dominic Grounsell, Marketing Director of More Than. Other senior speakers are from Google, Vodafone and Coca-Cola.

Special Offer - Book Your Place Now As a proud partner of ProcureCon Marketing 2013 we are delighted to have negotiated for you a 15% discount,

WIN A FREE TICKET to ProcureCon Marketing 2013 Simply visit www.theglobalcmo.com and Subscribe to Global CMO™ Updates.

The winner will be drawn from our subscribers at 12pm, Tuesday 30th April (GMT) and will be notified by email.

BE QUICK & GOOD LUCK!

To receive this exclusive discount quote Code GMN2013 and either email procurecon@wbr.co.uk, call +44 (0)20 7368 9465 or visit the conference website here.

Your pass includes •• All networking activities including coffee breaks & lunch breaks. Make new contacts & consolidate existing ones •• Access to the Exhibition area - find new partners and suppliers •• Buffet breakfast, lunch and refreshments on all days •• Conference catalogue with detailed information on all speakers, sponsors and exhibitors so you can plan ahead •• Conference presentations on-line for future reference and knowledge sharing •• Discounted hotel rates at the event venue •• Full access to all conference sessions including streams and workshops

Global CMO™ The Magazine

April 2013 | 15

Remember: It’s a marathon - not a sprint

Three Requirements For CMO Longevity Laura Patterson

Needed – Entrepreneurial CMO with a passion for winning. The ideal candidate knows how to build and lead a team, and how to effectively use data and analytics. They can create AND execute a strategic marketing plan that drives the business and will do whatever it takes to accelerate and grow revenues and build a world-class brand. The CMO must be able to build collabourative partnerships internally and externally, and run marketing like a business. Candidates must have demonstrated success in acquiring and retaining customers, increasing conversion rates, and expanding business within an established customer base.

Responsibilities include online and offline marketing; customer acquisition, retention and loyalty; social media; marcom; PR and AR; and branding.

The above is the compilation of several recent CMO job postings. It’s a demanding position that requires successful candidates to have an extensive set of capabilities including being able to use both the right and left side of the brain, and to move quickly with strategic intent. In short, there are no marketing initiatives, only business initiatives under 16 | April 2013

the stewardship of marketing, and the CMO is the steward.

The latest Spencer Stuart report found that the average CMO tenure is now nearly 4 years compared to just 2 years back in 2006. While tenure varies across industries, there are several attributes long-tenured CMOs share. As the job description above suggests, successful CMOs first and

Global CMO™ The Magazine

2. Outcome-oriented.

foremost can demonstrate positive impact on the company beyond the “marketing agenda.” They think more like business-people. They provide strategic direction and use data and analytics to make fact-based decisions.

It is clear to the leadership team that long-tenured CMOs have strongly aligned marketing to the business with metrics and performance targets focused on producing business outcomes rather than marketing outputs. These CMOs understand that outputs such as visitors, fans, followers, etc. create more contacts, connections and engagements that are important. They also understand that their job is to translate these outputs into something relevant and meaningful to the leadership team, such as how marketing’s contribution is reducing the sales cycle/ accelerating customer acquisition, reducing the cost of acquisition or retention, and improving product adoption and win rates. These CMOs have an excellent handle on what touch points and channels are most effective and efficient, depending on the needle that needs to be moved.

In addition to being an exceptional marketer (technically proficient), successful long-term CMOs share these three attributes, they are:

1. Customer-centric.

Tenured CMOs connect regularly with customers. They do more than conduct voice of customer research, review customer data, or meet with a customer advisory board.

They are actively and regularly engaged in customer conversations. As an example, long-tenured CMOs have a deeper understanding of their customers than just “engineers with X years of experience in Y industries, Y accreditations, who attends B events, reads Y publications, and uses Z social media” They have a deep understanding of their customers’ needs, wants, emotional state and motivations, what it takes to engage them, and the kind of experience that needs to be delivered. These CMOs serve as the window into the customer for their companies. They are relentless in their pursuit to know and understand the customer.

3. Alliance-savvy.

There’s been a great deal of coverage on how important it is for the CMO to have solid relationships with their sales, IT, and finance colleagues. The VEM/ITSMA 2012 MPM study suggests that best-in-class CMOs do more than that; they forge formal explicit partnerships with these counterparts. They invest in these alliances because they believe that the partnership will enable the organization to be more customer-centric and more competitive. As a result, their company is able to enter new markets and bring new products and services to market faster. What is strategic about the alliances formed by these CMOs? They work with their colleagues to plan, form, design, and manage a formal working agreement that focuses on developing the right working relationship, taking into the account that each function operates differently. They create and execute an agreement that emphasizes how the organization’s committed resources will achieve a common set of objectives, how to leverage the differences to the company’s advantage, and how these differences are designed to facilitate collabourative, rather than competitive, behaviours among all the members of each team. Performance metrics are established to support the alliance with a focus on both the outcome of the alliance as well as the process.

Laura Patterson President and Founder, Vision Edge Marketing Inc Laura Patterson’s marketing and sales career spans nearly 30 years having worked for both large public companies such as State Farm and Motorola and as well as startups.

In 1999 she co-founded VisionEdge Marketing, a data-driven metrics based strategic and product marketing company that enables organizations to leverage data and analytics to foster fact-based decisions regarding customers, products and markets; enhance sales and marketing alignment; address marketing accountability and operations; and measure and improve marketing performance and effectiveness.

Laura is author of dozens of published marketing and branding articles and the books Gone Fishin’ and Measure What Matters. Laura has served on several nonprofit boards and has served as a guest lecturer at various universities.

Join The Discussion: What else do you feel is important to longevity as a CMO?

April 2013 | 17

It’s time to take the Marketing Profession to new heights Image: Shutterstock

The GMN Chairman’s Report Ian Derbyshire fgmn

The Importance Of The Marketing Profession To The Global Economy In my view, Professional Marketers have never been so challenged, never had so much opportunity, and never been better supported. Let me explain why - and why the future of the Marketing Profession looks so bright.

The world’s fastest-growing economies, like Brazil, Russia, India and China, and increasingly Africa too, all share an understanding - people within this profession are important to their current and future success. In these countries, more CEOs tend to come from a sales/marketing background than in other parts of the world. The so-say developed world does show signs of following suit though.

But everywhere, more-and-more companies today are looking to their Marketing Professionals to help them not just survive but grow through these challenging times.

It is no surprise that there are now estimated to be at least 20m people working in definable marketing roles across the world. And, more-and-more is being expected of Marketing Professionals, including in C-suites. So I am pleased to say that GMN is working hard at providing the capabilities and the support that the worlds’ CMOs say 18 | April 2013

(through the medium of the excellent IBM CMO Survey) that they need at every level in their organisations – now and in the future. Marketing is also reckoned by one estimate to contribute an annual net value to the world economy in excess of £1tn (the gross world output in 2011 being some £52tn), and, perhaps more importantly, to be instrumental in driving the growth in world trade which we all need.

Achievements - And The Importance Of Gmn To The Marketing Profession And To Employers - Worldwide Of course, with the estimated 20m (and growing) marketers in the world, coupled with widespread acceptance of the need for marketers to become more professional, there is both a very sizeable market for GMN to serve, and a compelling driver for the transformation of the Marketing Profession, as encapsulated by GMN’s vision. Recognising that success in Marketing is a pre-requisite to muchcoveted growth, Employers and Business Leaders have been seeking this transformation for a while, too.

From right around the world, the Marketing Profession’s response over the last two or three years to historic

Global CMO™ The Magazine

Thoughts From The Boardroom

criticisms of Marketing has been to support and resource GMN (and at the very highest levels) as the driver of this transformation. In fact, one of GMN’s achievements is that we are now honoured to count amongst our supporters leading Professional Marketers from countries spread across all continents and pretty-much all time-zones.

Responsible as they are for educating the upcoming generation of Marketing Professionals - our future Members - it is perhaps both reassuring and encouraging that our Global Faculty members have, together, sold more than 1,000,000 books on Marketing, and that they consult with many of the world’s best-known companies.

It is widely agreed that the Marketing Profession must raise its game, worldwide. Has there ever been a better opportunity and basis to do so? We are certainly working hard at playing our part, as, just this year, we have for example launched: Global CMO The Community - the new Official Online Community of Global Marketing Network, providing our Members and the Marketing Profession with improved levels of service and support, featuring articles, blogs and discussion forums in addition to full membership profiles and the ability for all of our 30,000+ members to connect with each other: www.theglobalcmo.com Global CMO The Magazine - our new official magazine, bringing to the inbox of Marketers around the world every month a digital publication containing the very latest and best practices in Marketing: www.theglobalcmo.com www.gmnhome.com - GMN’s new website, featuring the revised GMN identity and providing clearer information about who we are and why we exist. Here you will also find details of our new programmes and events as well as profiles of the wider GMN team.

And we are delighted every day to welcome new members, supporters and followers. But to accomplish our vision for the future of the Profession, we need your support too. If you are not already a member, will you join us this year?

Our Challenge At Global Marketing Network As the Global Accreditation Body for Marketing Professionals, GMN has been developed with and receives wide support from amongst the most senior people in the profession.

GMN’s vision is for a stronger, better respected and more unified Marketing Profession, worldwide, achieved through

the raising of standards within it.

Our challenge at GMN is to work with people from across the Profession - in business and academia - and around the world to deliver this vision, which we are doing through our four strategic programmes: 1. Realising the aspirations of Marketing Professionals worldwide •• by recognising and rewarding educational and professional achievements; •• awarding GMN Global Accreditation to individuals who satisfy GMN professional membership entry criteria, as assessed by the GMN Membership Committee, against globally established standards of practice; 2. Raising standards in marketing practice •• by designing and developing global certification programmes, executive education and conferences to improve the capabilities which matter to people in business in the 21st century; •• delivering these through our international network of accredited delivery partners to help businesses achieve greater profitability and return on investment from their marketing.

3. Putting Marketing Professionals back in the Boardroom •• by profiling those Marketing Professionals who are Globally Accredited in the GMN Membership Directory - only accessible on the GMN website; •• operating GMN’s global Continuing Professional Development Scheme to enable employers to insist on and recruit the best and most up-todate Marketing Professionals.

4. Supporting today’s Marketing Professionals around the world •• by enabling Professional Marketers to be more knowledgeable and more capable - and better networked through our Online Community and other programmes; •• leading to improved employability, promote-ability and, ultimately, rewards - wherever you live and work in the world.

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April 2013 | 19

GMN is unique - the only worldwide accreditation body dedicated to raising standards in the Marketing Profession and to delivering this wider vision, developed with the most senior people in the profession. These leading Marketing Professionals are well represented, and vociferous, right across GMN’s work, both through our world-class Global Faculty and through our excellent Global Advisory Council.

This magazine is part of a suite of long-planned initiatives, each with an important role in accelerating the achievement of our vision. I hope that, by providing our growing numbers of members with the support and services they require and deserve - we will encourage you to become (even) more active within your chosen profession. Since there is evident strength in numbers, why not start by joining - if you haven’t already - the 30,000+ marketers who are members of our Online Community?

Our Plans And Priorities – Meeting your Professional Needs People join GMN as Professional Members for some - or all - of these four main reasons: 1. They are looking for recognisable, respected and portable global accreditation for their existing marketing capabilities, experience and track-record, either to demonstrate competence to existing employers or perhaps to prospective new ones with an entry in our Members’ Directory and the appropriate designatory letters after their name being the prize; 2. They are seeking to keep their skills and knowledge up-to-date and / or to build new areas of capability or specialism by tapping in to our masterclasses, programmes and courses – and, before too long, through our much-anticipated Continuing Professional Development Scheme and new Certification Programmes; 3. They wish to learn about - and/or share - best practice in Marketing: what works, and where, and why and how, whether at events which we run or endorse, or through our Online Community; 4. They want to support their Profession - by getting involved, feeling part of it, meeting and networking with other like-minded Marketers - and, by so doing, helping to build and transform the Profession and deliver the vision.

Our plans and priorities at GMN centre on meeting your professional needs. So far, the establishment of a truly global body for Marketing Professionals has met with what I can only describe as a fantastic response – as evidenced by our 30,000+ and growing Online Community, our Global Faculty, our Global Advisory Council, and our Partners – the Academic Institutions, National Membership Associations, 20 | April 2013

Ian Derbyshire

fgmn

Chairman, Global Marketing Network Ian is Chairman of GMN. His business life is all about building businesses and leading change.

He has run a thriving management consultancy-to-ventures business since 1994. He has helped his impressive portfolio of clients large and small, national and global, to start businesses, to grow businesses and to sell businesses.

Ian has a reputation as a dynamic, persuasive corporate leader with a successful track-record in making major change happen - sustainably.

In the world of management consultancy, Ian leads major projects in both private and public sectors - often, but certainly not exclusively, in the transportation and marketing fields.

His principal areas of client work are in leading major change programmes and corporate transformations where organisations require step-changes in capability, delivery and / or strategic direction; improving business performance – and performance management at every level – and covering leadership and development of people, safety, quality/ customer service/CRM and efficiency improvement; developing commercial partnerships and new ventures in the transport, technology & consultancy fields.

Building on this focus, and for the right opportunity, he has even been known to back a venture himself, as indeed has been the case at both Global Marketing Network and Derby Bridge Stationery, both of which he has chaired from the outset.

and, of course, Corporate Supporters from around the world. And now this 112,000-circulation magazine, our 30,000+ online community and new website all provide yet more compelling logic for Marketing Professionals joining GMN - with more convenient ways of doing so, too, since it is now easy to apply online, and pay online, through our secure payment gateway.

I hope that you will join me in welcoming all these developments – they certainly improve considerably our ability to deliver enhanced membership benefits and to communicate with Members in the way that they should (and do!) reasonably expect from a 21st century professional body committed to raising standards in Marketing Practice.

In fact, the future of the Marketing Profession has never looked so bright. So, I hope you like what you see – do let us know what you think!

Global CMO™ The Magazine

Trendwatching.com Releases Asia-Pacific And South-Central America Regional Trend Reports Featuring 40+ Local Consumer Trends With Insights And Examples From Leading Brands In Each Region Different from traditional market research reports, each 100+ page report features over 40 consumer trends, along with insights and examples from such brands as Kia Motors, Mastercard, Vivo, 7-Eleven Thailand, Coca-Cola, BMW Mexico, Mattel China, Daewoo Electronics and more. Along with each trend is a list of up to four tips on how marketers and business leaders can best apply these ideas to their business, making it an ideal source for inspiration and new ideas.

To celebrate the launch of these reports, we have secured a special discount for GMN Members.

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Both reports are available in PDF and Power Point format for $1049/ £669/ €779

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April 2013 | 21

Be Part of the Future of Marketing Join GMN and become more than just a number We enjoy the collabouration and support of a great many long established, highly successful and world-class individuals and organisations from both academia and business.

So when you join GMN you become part of a network containing some of the world’s leading marketing experts. Assuring you that you are in good company, and part of growing global network of Marketing Professionals where standards are high… and rising. Connecting you with thoughtleaders, so you can network with senior decision-makers, access the very latest research and practices and improve your marketing capabilities • Be awarded GMN letters and Certificate to demonstrate that you have been recognised as a leading Marketing Professional • Receive a Seal for use on your website and promotional materials once you become accredited • Get profiled on the GMN website and in the Online Members’ Directory • Receive invitations to special networking events, book launches and selected conferences • Qualify for substantial savings on future GMN Certification, Executive Education and Conferences • 25% discount on all Kogan Page books and publications • Access to premium Members only content on Global CMO™ The Community • Access to the full Global CMO™ The Magazine back catalogue • 20% discount on advertising in Global CMO™ The Magazine • Premium Members Only offers in Global CMO™ The Magazine and Global CMO™ The Community

Discover your Membership Options Here and join our global community.

Wanting More? Talk to us regarding Partnership Opportunities partners@theglobalcmo.com

GMN Academic Partner 22 | April 2013

GMN Corporate Partner

GMN Membership Association Partner

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GMN Global Strategic Partner

Making The List 50 Marketing Leaders Over 50 You Should Know

Part 1 of 2

You’re Never Too Young Or Too Old If You’ve Got Talent Alan See

Let’s recognize that age has little to do with ability. You’re never too young or too old if you’ve got talent. In the marketing world, Advertising Age and Direct Marketing News have their 40 under 40 lists. Forbes has their 30 under 30. This article counterbalances with 50 who are over 50 because to my knowledge a list of this nature has never been published.

Now, before I present my list let me provide some background details and key learning’s. Yes, in case you are wondering, I am over 50, and this group was mainly pulled together through my personal Twitter followers. I’m currently ranked as the 3rd most followed Chief Marketing Officer on Twitter

by Social Media Marketing Magazine. Since I have nearly 60 thousand followers I was confident there would be at least 50 profiles representing marketing leaders over 50 years of age that are street smart, innovative and still doing remarkable work. I just needed to identify them, and hope they would admit to being over 50! I also wanted to ask them two questions:

1.

How and where do you find innovative ideas?

2.

What’s the best way to keep your eye on the future?

It has been an interesting and fun process to assemble this list because I’ve learned some things about my Twitter connections that I didn’t know, and I’ll be a better marketer for it.

I’ve also gained a greater appreciation for my network in the 40-50 age range who reached out to help me with profile suggestions. They are not yet old enough to make my list and they are too old for the others, but they were still ready to help. Isn’t it annoying when your demographic is ignored? We’ll have to fix that in the future!

This project has taken longer than I expected. What I learned is that this group is very busy as many of them run their own companies. That means their focus is on growing their business and not on wasteful distractions like lists!

I also confirmed that some were not eager to anticipate follow-up tweets and contact from the AARP! OK, what I really mean is that they didn’t want to be branded as old. During my correspondences it was not uncommon for a candidate to say “I love the idea behind your list, but

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April 2013 | 23

hesitate to participate because I don’t want to be thought of as old.”

Joan Schneider @schneiderpr

Age is a funny thing. We think about it differently at various points in time as it relates to our career. Wouldn’t it be great if we truly recognized that you’re never too young or too old if you’ve got talent?

In the meantime, here are the first 25 (in no particular order) on my list of 50 senior marketing connections on Twitter who are over 50 and still have talent:

Twitter Followers: 2,206 President and Founder Schneider Associates www.schneiderpr.com 1. Go to museums, lectures at Harvard Business School and travel the US and the world—preferably on a motorcycle.

2. Don’t sit in your office, get out and talk to people of all different stripes, stay up on the news (TV, newspapers, online, Twitter), take a university class and hire lots of interns.

Jill Konrath @jillkonrath

Michael Libbie

Twitter Followers: 12,893 President and Founder Jill Konrath www.jillkonrath.com 1. I’m an idea junkie. I love learning about fresh strategies both inside & outside my profession and industry. The best ideas come from the mash-ups.

2. Look to the younger people! Their perspectives and approaches help me see things differently. And, when combined with your hard-earned wisdom, it virtually assures that you stay a game-changer.

@MichaelLibbie Twitter Followers: 2,858 Owner Insight Cubed www.insightcubed.com 1. I watch consumers and pay close attention to their buying habits and then match those needs/wants/ desires to our client’s products or services; creating visuals and text that matches the consumer.

2. Read... nearly everything. We also use Twitter to scan various key-words, Facebook to catch a sense, YouTube to see what’s hot and follow other leaders in the industries we touch.

Mark Shevitz

Jay Brokamp

@SJI_Inc

@JayBrokamp

Twitter Followers: 221 President SJI, Inc www.sji-inc.com

Twitter Followers: 227 President and Founder Docustar www.docustar.com 1. I’ve become a student of understanding how the idea in the corner will impact the trends in the big booth. I look toward people and companies trying to leverage converging rails of technology. I’ve applied what I see to our business model and software development.

1. In this business of developing ideas and campaigns, finding places where my mind is open to create and observe is important. Driving is one of them. The other is at retail - among products and purchasers (malls, grocery, etc.). And, of course, being aware of what’s trending on relevant social platforms.

2. I listen to and try to understand the challenges businesses are confronted with and why. I find that by tacking the technologies corporations are investing in and understanding why they are successful or perhaps more importantly, not as successful as hoped, gives me a window into the talent and services which will be in demand.

2. I speak regularly at universities, so being around a younger generation is key. College students and 20-somethings have their own ideas about purchasing and are just coming into their own as influencers. To me, these are the thought leaders of the future, so it’s worth keeping an eye on who / what they perceive as the trends, brands and innovators of tomorrow.

24 | April 2013

Global CMO™ The Magazine

Jeffrey Peel

Doug Mow

@JeffreyPeel

@DougMow

Twitter Followers: 2,812 Managing Director Quadriga Consulting Ltd www.quadco.co.uk

Twitter Followers: 1,431 Chief Marketing Officer Courion Corporation www.courion.com

1. I firmly believe the best way to get ideas is to go out and chat with people. I recommend just ‘getting out’ to my client and organise ‘meet and drinks’ chats with customers, partners and start-ups.

2. It’s impossible to predict the future. Trying is pointless. But meet people who might just create the products of the future is a great way to get a sense of what’s possible.

1. Innovation is a state of mind, not a place or a process. I find innovative ideas all around me by observing life and imagining the art of the possible.

2. It sounds trite, but the best way to keep your eye on the future is by imagining it, looking through the windshield and not the rear view mirror.

Jeff Ogden @fearlesscomp Twitter Followers: 4,985 President Find New Customers www.findnewcustomers.com

Jim Ducharme @hugeheadca Twitter Followers: 1,141 Community Director GetResponse Email Marketing www.GetResponse.com 1. Everyone has their own social media poison I think.

Some folks are naturals for Facebook, others are more visual and prefer Pinterest and some like me, are Twitter oriented. Twitter reminds me of my old days with CB Radio, but it has the added advantage of allowing for better filtering and curating of content. As well, it’s a great “now” surveillance medium just like CB was. It begs the question: What are you thinking or doing right now?

2. Boomers have an advantage when it comes to “seeing the future” because (to paraphrase Tom Chapin) we can see where we are and we know where we’ve been. Having perspective gives you foresight. If you are over 50 and you can put digital into an analog frame of reference, you are ahead of the game. If you realize that people make the digital word and not the other way around then you are miles ahead. We aren’t so much exploring new territory as we are exploring old territory (ourselves) in new ways. So, knowing where we’ve been gives one an advantage in being able to see where we are going. Because social is not about the technology, but about how we use it and human nature doesn’t change as fast as technology does.

1. That’s a slam dunk, Alan. I created and host the popular show Marketing Made Simple TV, so I find the most interesting guests. Case in point, when I was offered a chance to present a TED-like talk to a big meeting, I used the ideas I learned from the lady on my show Robbin Phillips, Courageous CEO of Brains on Fire.

2. Network like crazy, Meet cool people, like you, Alan.

Read a lot. Write blog posts. Go to meetings. Social media opens a huge world of contacts.

Steve Kirstein @steveonprocess Twitter Followers: 394 Director of Marketing OnProcess Technology www.onprocess.com 1. Depends on what kinds of ideas you’re referring to - marketing technology/tools/processes – blogs, twitter, inbound emails from vendors, etc. For creative concepts – everywhere!

2. Keep both eyes open – don’t depend on any one source, medium, channel, process, concept – and always be willing to challenge your own beliefs, preconceptions, SOPs.

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April 2013 | 25

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Emily R. Coleman

Ken Rutsky

@e_r_coleman

@Jayrutz

Twitter Followers: 771 President CAM, Inc. www.colemanmgt.com

Twitter Followers: 600 Go to Market Thought Leader KJR Associates, Inc kjrassociates.com

1. I find ideas all over the place. I think the key is to keep your mind open and not be overawed by the common wisdom. Basically, it is not that hard to innovate if you don’t feel a need to follow the crowd. The purpose of marketing, after all, is to get your company/product/service/ideas noticed.

You can’t do that if you stand firmly in the middle of what everyone else is doing. And the purpose of innovating is to increase revenues, let’s not forget that.

2. Trends are the consequence of millions of people making personal decisions for their own reasons. The key to understanding the future is to understand why people are acting the way they do. Marketers can influence fads, but they have to follow and anticipate - and understand the underlying reasons for - trends.

Brad Shorr

1. Insight from and through my clients and their challenges.

2. Always think how you can make your customer’s lives and businesses better.

Kay Ross @KayRoss Twitter Followers: 3,800 Marketing consultant & coach, editor and copywriter.

Kay Ross Marketing www.kayross.com 1. I read voraciously about a wide variety of topics: marketing, philosophy, psychology, neuroscience, design, social media, theatre, healing, language, travel, fiction, trends in business and society...

And I perform comedy improvisation, which builds my skill at spotting unlikely connections between unexpected things.

2. There is no future; there’s only NOW. Keep your eye on what’s happening now.

@BradShorr Twitter Followers: 9,117 Director of B2B Marketing Straight North www.straightnorth.com 1. I don’t consider myself especially creative, but I’m good at recognizing great ideas in conversation or through reading (blog posts mainly, these days), and then adapting them to my business. It takes a fair amount of work though. In order to appreciate great ideas, you have to sift through all of the many bad ones as well.

2. Same answer as number 1: talk to people and read.

The struggle I have is getting out of my comfort zone and talking to people who are younger, older, and who have radically different outlooks from mine.

This is where blogs have been so helpful. Engaging with bloggers has connected me with very smart people I never would have interacted with otherwise.

26 | April 2013

Dyan Bryson @InspiredHealth_ Twitter Followers: 534 Managing Director Inspired Health Strategies, LLC www.patientadherence.com 1. I get my innovative ideas through much research, participating in conversations and discussions on LinkedIn and Twitter as well as face-to-face meetings and events. I match this input with my personal experience- basically understanding the problems I have identified and developing solutions based on what I have learned.

2. The best way to keep my eye on the future is the same use of social media and networking but also watching industries other than mine to see what is working there and anticipating the use of process and systems in my industry. So, a lot of benchmarking through every way possible!

Global CMO™ The Magazine

Barbara Fowler

Donald Lambert

@BarbFow50

@3msage

Twitter Followers: 611 Northeast Managing Partner, CMO Chief Outsiders www.chiefoutsiders.com

Twitter Followers: 69 Consultant Management, Marketing, Media www.3msage.com

1. I get up early every day-up by 5-and for 2 hours or so, I read. I have the best blogs in my google reader and get so many innovative ideas there. From Strategy-Business, to SEOMoz to Kissmetrics, Fast Company to the HBR, reading gives me the most insight into new and different ideas. (If you need links, I have them) 2. Be open to it. I hate it when people say that as you get older, you get more set in your ways. I think you can, but do not have to. I like to explore new ideas, listen to people who are completely opposed to how I think and imagine, “What life experiences, what teaching, what made them have those opinions?

I believe in “Assume the best intentions of other, Seek first to understand their point of view “ and that keeps my eye on the future.

David Newberry @davidnewbs

1. Observation, Listening, Brainstorming: Taking a careful, thoughtful and active interest in the question that needs to be answered. Learning: After 25 years in broadcast communications management, I decided to return to university and complete the degree uncompleted years earlier. I found it invigorating being surrounded by many bright young people who were eager to tell me that this or that is not how things are looked at today. I have tried to glean the best of the best from the experience. Read and watch movies for knowledge, stimulation and inspiration.

2. Nurture Optimism: Always believe there are hope and a future that can be better than today or yesterday. Embrace Discontentment: Revel in successes briefly and move on knowing today’s innovation can be improved. Foster an environment of forgiveness: Innovation can only occur where stumbling, falling and periodic misdirection is accepted as part and parcel to trying new things.

Keep trying. Refer back to the 1st point.

Twitter Followers: 168 Group Marketing Officer Pitney Bowes Software www.pb.com/software

Ari Sherman

1. Innovation is supported by diversity and collabouration. A few tips:

@ariwrite Twitter Followers: 451 Creative Director, copywriter Ari Sherman, advertising, formerly of Frankfurt Gips Balkind arisherman.wordpress.com

•• Give vendors 5 minutes of your time. It is likely that their company has a number of innovative ideas which underpin their value proposition.

•• Encourage your teams to focus on outcomes rather than activities and therefore provide them with an environment where they can think out of the box.

•• Collabourate across departments and geographies so many more diverse viewpoints are captured and considered.

2. Spend more time with clients on better understanding what is keeping them up at night.

Form strong relationships with a small number of the peer companies who are conveying leading-edge thinking and best practice. Network and network, you can never listen enough or have too many viewpoints or ideas.

1. My favourite ideas come from letting the problem solving process play out. Quickly eliminating the obvious solutions allows real fresh thinking to percolate into ideas. The ones that excite me are the ones I run with.

2. I think an eye to the future means realizing it’s already here. So engage voraciously with the now.

Look at what’s out there that’s cutting edge, figure out what makes it distinct, and always remember you’re as much a part of it as anyone.

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April 2013 | 27

Ardath Albee

Join The Discussion:

@ardath421

How would you answer Alan’s two questions?

Twitter followers: 10,199 CEO and B2B Marketing Strategist Marketing Interactions, Inc. www.marketinginteractions.com

Chris Williams @chriw Twitter Followers: 43 Acting President NJ Chapter The CMO Club www.thecmoclub.com 1. I have found that innovation occurs thoughtout the organisation and not just in a top down hierarchical manner thus as CMO my role was to spin a web across employees, partners and customers both in and out of my industry to find examples of innovation that could be adopted in whole or radically modified to meet a different set of challenges. The key is to keep an open mind and align with those not afraid of change especially those out of your normal ecosystems. In my ‘blue ocean’ strategic workshops I encouraged my team at Avaya who were tasked with supporting third party consultants to hold briefings where the agenda was NOT on solving a current problems (those were addressed separately) buy to look at where technology has gone and to imagine the art of the possible. By proactively approaching clients with solutions to problem they did not know they had we thus established a more strategic relationship with them. I also believe Innovation can be both incremental and radical. It’s not always about inventing the new but reinventing the old.

2. What’s the best way to keep your eye on the future?

In my case it was about staying on top of business challenges that our clients and markets struggled with, learning from the past but being open to chart a new course. It may involve redefining a market or a new set of non-traditional competitors. A great example of what is happening today is the product development that is originating in emerging markets and being brought back to address the long tail of our mature markets versus the traditional approach to innovating centrally and pushing to out across the globe irrespective of local market needs.

New advances in collabouration technologies has fundamentally changed the way groups innovate around the world.

28 | April 2013

1. In my opinion, 1 & 2 go together: Brainstorming calls with peers, an annual retreat I attend, looking outside my network, reading/absorbing a variety of different perspectives to look for unique crossovers and pushing my work farther with each new project.

Feedback from speaking and publishing that makes me think differently about my work.

Andrew (Andy) Rudin @andy_rudin Twitter Followers: 1,774 Managing Principal Outside Technologies, Inc. www.outsidetechnologies.com 1. I find innovation by questioning the status quo.

When I hear “that’s the way it’s always been done,” or “here are the rules for X, Y, or Z,” I get hot and bothered.

2. Be constantly curious. Focus on lifelong learning.

Read. Seek the company of people who are smart, worldly and talented. Take online courses. Go back to school. Write about something you want to know more about. Become fluent in another language.

Travel.

Drew Neisser @DrewNeisser Twitter Followers: 6,196 CEO and Founder Renegade, LLC www.renegade.com 1. How and where do you find innovative ideas? For me, it starts with a voracious curiosity about random facts, relevant trends and personal passions pursued via all available media. From there, it’s a matter of tricking the brain to connect seemingly disparate dots into something fresh.

2. What’s the best way to keep your eye on the future?

Talking with forward-thinking people and then forcing you to turn these conversations into cogent if not prescient articles.

Global CMO™ The Magazine

Laura Patterson @lauravem Twitter Followers: 1010 President and Founder VisionEdge Marketing, Inc. www.visionedgemarketing.com 1. Ideas are everywhere! I spend a great deal of time on the road and often use this time to meet with and list to people both inside and outside the discipline, people in the trenches and on the front line and people who have a view at 50,000 feet.

I’m especially interested in learning about their current challenges, where they see the bright spots, what trends they are noticing, what they are reading and why, and what is something they recently learned or wish they knew. A good glass of wine during these conversations can be very helpful. I try to make it a point to monitor major publications both industry and academic to look for trends and see what people are talking and thinking about. If it resonates with me perhaps it will with others. And I find mental energy and ideas come more easily when my mind is free to roam, like during a long run, or lap after lap in the pool, or working in the garden.

And the author …

Alan See @AlanSee Twitter Followers: 56,400 Chief Marketing Officer Alan See CMO Temps, LLC www.cmotemps.biz 1. How and where do you find innovative ideas?

Answer: I can express my personal story on this topic in six words: “Old dog, new tricks, no problem!” I love the idea of lifelong learning, so I read and network to tease out new ideas wherever I can.

2. What’s the best way to keep your eye on the future?

Answer: To remember this formula; Legacy Mindset = Creativity Killer.

Check in again next month for part two (and another 25 top Marketers) of this fabulous insight into the minds of Marketers.

Subscribe to Global CMO™ Updates at www.theglobalcmo.com to be one of the first to know when the next issue is released

Alan See Chief Marketing Officer, CMO Temps LLP Alan See is a senior marketing executive and ranked the 3rd most followed CMO on Twitter. Alan has over 30 years of industry experience helping organizations develop marketing strategies and sales initiatives that power profitable growth.

His rare ability to speak Web 2.0 and Sales 101 in the same sentence makes him a popular blogger and conference speaker.

He has also served as an associate faculty member at the University of Phoenix where he facilitated courses in Marketing and Management Theory.

Alan holds BBA and MBA degrees from Abilene Christian University and currently serves as Interim CMO at DocuStar ( www.docustar.com ).

The Brand Junkyard.

The home of many Brands with great plans but no action.

image: iStockPhoto

Implement Or Die Andrew Vesey ggmn

Let me ask you a question.

What is the one thing that can make an impact on your Brand right now?

Anyone?

That’s right - ACTION

30 | April 2013

Acting now. Doing something, no matter how small, will make a bigger difference than not doing anything.

Of course, when things are already good, there is the temptation to not want to ruin a good thing. But if you’re armed with good research and a solid strategy, you have nothing to fear do you?

The aim of the game is to effect positive change in your Brand before it starts the inevitable downward trend from the latest high you have taken it to. And to do that, you need to Implement your next piece Marketing Strategy.

Global CMO™ The Magazine

Getting It Done When it comes to Marketing implementation and building a Brand, time is of the essence.

•• “Being first” can give you a major advantage and avoid the stigma of being a “Me Too” Brand •• In the new Digital Media age, implementing quickly is key to take advantage of any new technology •• Faster implementation means a faster time to market for new products •• Getting real world feedback and results faster means you can react accordingly •• The faster you get projects implemented, the faster you can get results (ie: Sales) But you already knew all of that, didn’t you?

Market Research and Analysis is it’s own type of beast and I definitely don’t claim to be a world leader in Strategic Marketing. What I am though, is someone who knows more than a thing or two about “Getting **it Done” (A.K.A. Tactical Implementation of a Marketing Strategy).

Use Bite Size Pieces To Avoid Choking.

Having a solid, well thought out and planned Strategy is key to success. But so is implementing it in a timely manner.

So let’s find the balance: 1. Generate your over arching strategy and skeleton plan.

2. Detail it enough to ensure it is solid and the pieces fit together but go no deeper.

3. Split the overall plan into a number of natural sector. No exact number - whatever works best organically.

4. Add the bulk of the details and requirements to the first sector.

5. Split this first sector into manageable ‘Bite Size’ chunks for easy implementation.

6. Finalise the most intricate details required in the first ‘Chunk’.

7. Feed that ‘Chunk’ to your implementation team.

8. Rinse and repeat for each chunk in the first sector, then on with the rest.

General George S. Patton said: “A good plan violently executed now is better than a perfect plan executed next week.”

I really couldn’t have said it better myself.

So over the coming issues, I will cover a number of issues, strategies and methods relating to this ‘violent’ (read ‘with Gusto’) execution of your Marketing Strategies. Offering advice to Strategic Marketers from a Tactical Marketer’s perspective, and those out there (like me) whose job it is to implement those wonderful strategies.

My first piece of advice?

Start The Implementation Process Before Your Planning Is Finished.

“What?” You say.

Yes, you read that right.

Now, I’m definitely not condoning ‘Reckless Marketing’ or just flying by the seat of your pants - But - you do need to do something to bring the implementation process forward.

The biggest ‘Choking Point’ for implementation is actually waiting for the go-ahead signal. Wouldn’t it be wonderful if you could direct your team to start implementing the plan after only two weeks instead of two months?

This way, you can get your plans in action well before they are ‘completed’. Giving you the desired faster implementation and as a very powerful added bonus, increased flexibility in the remainder of your planning and delivery.

No more waiting to make adjustments in your next campaign.

The latter sectors of your current plan can change based on your initial feedback - Giving you better results now.

Stop Thinking, Stop Discussing.

At some point, you need to stop all the talk and do things.

I’m sure you’ve been in meetings before (internally or with clients) and have witnessed the momentum ebbing power of the phrases: “This needs more discussion” and “What we need to think about is…” - The time for that ended when the strategy sessions did.

If it’s valuable information, great. Save it for the next strategy session and we can look at tweeking the next implementation plan to take advantage. Stop wasting time, energy, and let’s face it - company money, on trying to perfect this one small section of your overall plan.

There is no such thing as perfection.

You can.

Global CMO™ The Magazine

April 2013 | 31

If You Want A Job Done Properly…

Get Someone Else To Do It For You. Yes, really.

This is one I myself have trouble with sometimes.

While it may seem like no one else can do the job as well as you could, you have to remember: You have your strengths and others have theirs. In order to benefit from a truly effective development and implementation system, you need to let others step up and do their jobs. It will give you more time (and energy) to focus on the parts you do best.

Micro-Managing Is Mis-Managing.

This kind of goes hand in hand with the point above, but deserves it’s own spotlight. When you delegate parts of the campaign or project to someone else, let them get on with it. If your plan is clear enough and your ‘workers’ vetted properly then you should be able to trust them to get the job done. Plus, because you have broken things down into small chunks, your entire campaign or year long project isn’t on the line. I know, I know, there are horror stories out there about one little thing ruining everything, but there are also stories of people getting struck by lightning - you still leave the house don’t you?

The Art Of Improvisation.

As Paul Simon once said “Improvisation is too good to leave to chance”. Because of the lack of control you have on the outside world and the devastating effect it can have on the best laid plans, providing the tools for easy improvisation can be a difference maker. With all plans, include a set of ‘Do not touch” items for those vital to your plan being implemented. Then allow leeway for the other areas and even supply improv guidelines where you can (a general set of rules and leniencies only - we’re wanting to implement, not make more plans). This improvisation pre-planning can reduce or remove many of the common roadblocks to successful implementation

“What Would {_Blank_} Do?” Stuck on how to implement a certain part of your plan?

Find yourself a couple of Brands that you really respect that are outside of your market and a couple from inside your market that you want to be differentiated from. Then ask you “What would {_Blank_} Do?” Then use that as

Join The Discussion: What tips do you have for getting from planning to implementation more effectively?

32 | April 2013

inspiration to fill the void in your planning and start implementing. You may feel it will threaten the individuality of your Brand by doing this, but let’s remember - it’s only a small portion of your plan. As long as you’re not replicating another Brand completely, a little outside inspiration can be the difference between implementation and stagnation.

Don’t Be Afraid To Call In The Cavalry.

Sometimes you’ll find yourself (or your team) either out of your element or just completely time poor. In the modern era, no one has the time to remain a fully fledged expert in every aspect of business and Marketing. If you need the expertise of others, don’t be too proud to ask. Time poor? Outsourcing segments of projects, finding a few new interns or bringing in a consultant on a short contract are all great option (budgets permitting of course).

Sir Richard Branson’s book title “Screw it. Let’s Do it” and Nike’s “Just Do It” (one of the most successful taglines of the modern era) really sum it up for me.

Whilst research and planning (and even a little bit of luck) are extremely important to building a successful Brand or Marketing Campaign - without proper AND timely Implementation, none of it really means anything.

Think, discuss, strategise and plan in a thorough, professional and complete manner. But don’t let it get in the way of “Getting **it Done”.

Andrew Vesey

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Founder | Creative Director, Vesey Creative Andrew is a member of the GMN Global Advisory Council and the Founder and Creator of Global CMO The Magazine and Director of the New Zealand and United Kingdom based Graphic Design and Branding Agency, Vesey Creative - the official Brand Guardians for GMN. Working in partnership with a wide variety of clients around the globe, Andrew’s business experience includes over a dozen years leading design and branding studios and agencies, including the launch of his own agency Vesey Creative over 9 years ago.

Andrew is a strong believer in continually upskilling, learning and staying relevant in business.

This ‘education brings growth’ mentality lead him to create Brand Quarterly, a not for profit digital magazine for SMEs, and the magazine you are now reading.

TM

Your Strategy Our Implementation Mission Accomplished Work with the Brand and Design Agency who specialises in working with Marketers

On The Edge Digital Conferences London, 30th April | Manchester, 23rd May | Bristol, 11th June | Birmingham date TBA The inaugural On The Edge conference series hit the big UK cities with a bang in 2012 & they’re back with more punch this year!

These one day, sit down conferences, are covering all the hot topics emerging in the digital marketing world today and with internationally-renowned speakers sharing their knowledge, it is sure to be insightful. The format has been devised to make maximum use of your time with each session delivering key insight and actionable strategies from world-class speakers that you can implement immediately. We guarantee you will walk away with the knowledge and tools necessary to develop an effective Digital Marketing Strategy.

Conference passes start from only £95! Find out more from www.ontheedgelive.co.uk What else?

•• Network with Marketers, Business Owners, Copywriters, Designers, Brand Managers, Analysts, Account Managers, PR Managers, Event Managers, Social Media Experts from a whole range of SME & corporate businesses.

•• Sumptuous lunch and as much coffee as you can handle •• Earn CPD points •• A guaranteed seat for every speaker session •• Use the FREE Wi-Fi to keep up with your working day and implement your new strategies straight away

We’re in the awkward adolescent stage of integrated media. There is still a great divide between traditional and digital brand communication. This becomes obvious in the disjointed way that many brands talk to consumers offline and online and the clumsy callsto-action from traditional media to digital.

It always cracks me up when I’m asked to scan a QR code in an underground subway station with no internet access.

Recently I saw an ad with a QR code on the other side of the subway tracks.

Not only was there no internet access in that subway, the QR code was printed so small that anyone wishing to scan it would need to climb down onto the

Tom Fishburne

tracks and step over the third rail to get close enough to scan it with a mobile phone. And if there had, magically, been internet access, I suspect that the QR code would only have directed the browser to their general desktop website.

For consumers, the lines are blurred.

There is no online or offline. Consumers consume all types of media. My 16year old niece doesn’t really distinguish between the conversations she has with her friends over Instagram or the conversations she has with her friends in person. They’re all just conversations.

Brands, however, separate online and offline conversations into distinct silos,

often managed by different agencies.

Many traditional agencies stumble with digital campaigns. Many digital agencies stumble with brand building.

The opportunity for marketers is to create experiences that makes sense across all of these touch points, and always to judge communication from the point of view of our consumers.

The next generation of integrated media will be truly integrated.

Join The Discussion: How ready are you for integrated media?

Founder | CEO, Marketoon Studios

Tom is the Founder and CEO of Marketoon Studios, a content marketing studio that helps businesses such as Unilever, O2, Kronos, Baynote, Rocketfuel, and the Wall Street Journal reach their audiences with cartoons.

He is also a frequent keynote speaker on innovation, marketing, and creativity, using cartoons, case studies, and marketing career to tell the story visually. The Huffington Post ranked his South-By-Southwest (SXSW) talk “the third best of the conference out of 500”.

Tom was a VP at Method Products (“the 16th most innovative company in the world” ~ Fast Company). Over five years with Method, he launched new products, led marketing, and started the European business from scratch.

He has led brands at Nestle and General Mills, developed web sites for interactive agency iXL, and helped launch the first English-language magazine in Prague.

He has also published two collections of his marketing cartoons. The most recent entitled: This One Time at Brand Camp.

Global CMO™ The Magazine

April 2013 | 35

So, What Exactly Is Content Marketing?

Carol Mann

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As GMN’s Strategic Partner for “Content Marketing”, we thought it only fitting to kick off our relationship with a brief explanation of exactly what we do! In today’s’ ever changing marketing landscape, sometimes it’s hard for even the most experienced marketer to keep up with all the latest trends and terminology.

Not that Content Marketing is a new trend, far from it.

Under many names, this style of marketing has been around for a fair while, a long while actually.... customer media, customer publishing, member media, private media, branded content, corporate media, corporate publishing, corporate journalism and branded media... the list goes on.

But what does Content Marketing actually mean?

Well, the best explanation we could find comes from the “Content Marketing Institute” (yes, that’s right!); this is how they put it: “Content marketing is a marketing technique of creating and distributing relevant and valuable content to attract, acquire, and engage a clearly defined and understood target audience – with the objective of driving profitable customer action.”

We couldn’t have put it better ourselves! This really does sum it up very well. When we talk about content marketing in a digital sense, this content becomes a business’s “collateral” and “equity” on the Internet. Copy, images, blogs, videos etc, are all part of a company’s “voice” and personality, and ultimately what a target audience is attracted to. Businesses need robust content and an equally robust and sustainable plan to create and distribute this valuable commodity through the relevant channels.

Content Marketing has also been described as communicating with your customers, and potential customers, without selling. An interesting concept, and subtle too! Instead of blatantly pitching your products or services, you are delivering information that makes your potential buyers more aware of your existence and of your brand position.

You create and share content to promote ideas, engage targeted audiences and encourage them to take action.

We believe that by producing and delivering consistently interesting, relevant and valuable information to their audience, a business will, in turn, be rewarded by increased sales and loyalty.

Remember.... Content is King!!

Carol Mann

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Co-Founder, wegetdigital Carol Mann is a member of the GMN Global Advsiory Council and co-founder of We Get Digital, a company created to help businesses to understand the new digital communications environment and establish a strong presence for their Company online. Carol sits on the Advisory committee of GMN and her company WGD, is the official Strategic Partner for Content Marketing and Social Media.

A Visual Communications graduate, recipient of the Chartered Institute of Marketing’s ‘eMarketing Excellence Award’, Carol has now established herself as a leading figure in her field. She has worked closely with the Chambers of Commerce, Business Link and various universities to provide workshops and training to their business clients and partners.

Carol has written various white papers on topics covering website planning, social media and digital marketing in general.

She is also co-author of the ‘Smart Start Guide to Website Planning’ and is always keen to ensure businesses understand exactly what it is they want from their website, write a succinct brief and communicate their needs to potential web designers.

Need Help With Your Digital Marketing?

Meet The GMN ‘Digital Doctor’! wegetdigital has launched a new practical and interactive coaching programme aimed at busy senior marketing and business professionals aimed at helping you and your organisation really ‘get’ the full power of creating relevant content on the Internet and how to use it effectively within the social media networking environment.

Designed over Skype as a one-to-one coaching programme by wegetdigital Founder and GMN Global Advisory Council member Carol Mann, wegetdigital will work closely with you to review, set up, create, implement and measure appropriate online activity, Each programme is individually tailored to suit each business demographic and industry. Each stage will include training and support with a view to establishing ‘digital independence’ for that organisation.

Each programme is delivered over Skype within an approximate timeframe as outlined below:Timeframe

Hours per month

Total Hours

Content

Months 1-3

Month 1 = 6 Month 2 = 6 Month 3 = 4

16

1. Introduction on the power of the Internet and how to maximise this power for business success.

2. Review existing marketing and website.

3. Assist with set up/amendments of online networks / website.

Months 4-6

Month 4 = 3 Month 5 = 3 Month 6 = 2

8

1. Assistance with creating a content and social media strategy.

2. Training on content creation and distribution.

Months 7-9

Month 7 = 2 Month 8 = 2 Month 9 = 2

6

1. Continued training and mentoring in all the above and ongoing support in implementation of the content and social media strategy.

2. Introduction of analytics and measurement.

8

1. As months 7-9 2. More about analytics and measurement.

3. Focus on ROI and how to use this for informing and adjusting the strategy moving forward.

4. Programme review and any further assistance.

Months 10-12

Month 10 = 2 Month 11 = 2 Month 12 = 4

GMN MEMBER OFFER The usual cost of this programme is £1,950, payable over 12 monthly instalments in advance .

However we have negotiated for GMN members to receive the first month free and thereafter just 11 payments of £125, saving you a massive £575.

For further details please contact Carol Mann at carol@wegetdigital.co.uk, call her on +44 (0)20 8123 2910 or visit the wegetdigital website at www.wegetdigital.co.uk.

Full details of the offer and the unique promotional code are available in the member benefits section of www.theglobalcmo.com.

Global CMO™ The Magazine

WIN A FREE PROGRAMME wegetdigital is offering one lucky reader this programme completely free of charge.

To win this programme simply tell us in 15 words or less why you feel you would benefit from this programme.

Competition entry closes 30 April 2013 and standard terms and conditions apply.

Email your entry to digitaldoctor@theglobalcmo.com

April 2013 | 37

image: iStockPhoto | mattjeacock

For The Modern Marketer, Hearing (Market) Voices Is a Good Thing Jonathan Becher

CMOs make a strong case that marketing should represent the “voice of the customer” for their companies but, in my opinion, that doesn’t go far enough. We need to represent the voice of the market.

Howard Schultz, founder of Starbucks Coffee famously said: “Customers don’t always know what they want. The decline in coffee-drinking was due to the fact that most of the coffee people bought was stale and they weren’t enjoying it. Once they tasted ours and experienced what we call the third place – a gathering place between home and work where they were treated with respect. They found we were filling a need they didn’t know they had.”

If Schultz had stopped with the voice of the customer, he would have gotten out of the coffee business. Research into the market revealed why customers weren’t buying coffee. By recognizing the cause of consumer behaviour, Starbucks was able to identify and satisfy an unmet need for great coffee and community.

is one of five key responsibilities that we as CMOs must embrace to be successful.

Market voices will reveal new trends, uncover needs for products and services that we haven’t created yet, and identify opportunities in adjacent markets that we could be capturing. For example, in a global survey of 3000 business leaders, GE’s latest Global Innovation Barometer found that 91% of respondents said understanding customers and anticipating market evolutions are the keys to successful innovation.

So how do we connect voice of the market with business results? Here are four ways that we’ve discovered in our research with CMOs so far:

Start In The Future & Work Backwards.

Said another way, the voice of the customer is still important, but it’s no longer enough.

Hope Frank, CMO of Conviva, which provides streaming video optimization services to global media companies, is focused on helping define what will happen next with Internet video—and the impact on viewers.

Today, companies must also capture the strategies and viewpoints of everyone who is not a customer: prospects, business partners, competitors, economists, trendsetters, and anyone else who may influence their business or industry. Representing this aggregated voice of the market

“I’m focused on where the streaming industry will be in 2020 and committed to the viewing experience being better,” said Frank. By taking this view, Frank’s team can build a business case for change. For example, Frank’s team found that if today’s streaming video experience doesn’t

38 | April 2013

Global CMO™ The Magazine

A View From The C-Suite improve, media brands stand to lose $20 billion in revenue as viewers shift to new or emerging content experiences, and advertisers follow. “With these types of metrics, it’s easy for our development teams to have valuable conversations with our clients in regards to the importance of elevating the quality of the viewing experience today,” Frank said.

Build A Dedicated Market Insights Team.

At the Gap, Global CMO Seth Farbman has built a trends and insights team that’s charged with helping the Gap stay culturally relevant. “Giving our designers a sense of how the world is changing and where the culture is going inspires them to create styles that are a little more forward-thinking,” said Farbman. “If you’re always looking backwards in a dynamic industry like ours, pretty quickly you find yourself three or four years behind.”

Capture Behaviour, Not Just Data.

At financial software developer Intuit, founder Scott Cook started a “follow-me-home” ethnographic program to spend time with customers where they live and work. The goal of the program—which involved all employees, not just marketers—was to gain insights by observing not just how customers used Intuit’s products, but how they went about their lives.

An early insight involved mobile devices. “Our hypothesis was that only power users were doing any types of smallbusiness transactions on smartphones,” said Nora Denzel, Intuit’s former senior vice president of marketing (she left last September). “But we found that even the non-power users were running businesses from mobile devices.”

Identifying the trend early convinced the leadership team to invest heavily in mobile product development.

“When you have hundreds of employees spending time with consumers in the field, you get a pulse that you wouldn’t get by just doing primary or secondary research,” said Denzel.

“That was our secret sauce.”

Look for early signals of change.

Several years ago, SAP’s analytics products were called Business User Solutions. (Personally, I never liked that term because I don’t know what a “business user” is. But for two years, the name stuck.)

Then we stumbled onto something interesting. By analysing the search terms that were sending traffic to the analytics portion of our website, we found that the phrase “business

Join The Discussion: What are your top tips to take advantage of ‘hearing voices’?

user” wasn’t even in top 500. The top phrase people were using was “business intelligence.” But we also noticed that “business intelligence” was trending down—the numbers were dropping almost every week. In hockey terms, that’s where the puck had already been, not where it’s going.

But another search term was rising in popularity: “analytics.”

So we changed the name of the product line to SAP Analytics. The market helped us determine the name that would drive more awareness—and ultimately, more sales.

These practices show how having a more complete understanding of the market can give CMOs the ability to prevent their businesses from getting blindsided. Marketing must become the cultural catalyst that uses market insight to keep the organisation from getting stuck in the success of the present and prepares it for the next big shift.

Sounds hard, but all we really have to do is become better listeners.

So, fellow marketers, how do you monitor the voice of the market at your company? More importantly, how have you used it to help influence strategy at your companies? Do join the discussion and let us know.

Jonathan Becher Chief Marking Officer, SAP As the Chief Marketing Officer of SAP, Jonathan oversees the development and execution of marketing strategy across the globe. He champions SAP’s focus on customers and world-class innovations, while continuing Marketing’s focus on building the SAP brand.

Jonathan is an active participant in social media, author of the popular blog Managing By Walking Around, a frequent speaker at industry events, and a published author on multiple subjects.

He is a board member for the Churchill Club, Silicon Valley’s premier business and technology forum, and Revel Systems, an iPad point of sale solution.

image: Johannesburg City Centre | iStockPhoto | thegift777

Developing Marketing Capabilities In South Africa Antony Michail

fgmn

It’s Time For Change Traditional marketing as we know it — including media, advertising, public relations, branding and corporate communications — has evolved and changed over the past few years at a tremendous rate. Globalisation, technology, the rise of the empowered consumer and the need for marketing professionals to focus more than ever before on demonstrating the ROI they are making are just of the pressures that marketers are facing.

All to often many people in traditional marketing roles may not even realise they’re operating within a changing paradigm. And therefore the capabilities they require are constantly changing. Marketers are having a hard time keeping up.

Says GMN’s CMO ‘Czar’ MaryLee Sachs, a former US Chairman AND worldwide director of consumer marketing of WPP firm Hill & Knowlton and author of ‘The Changing MO of the CMO’ wrote that “the role of the CMO is probably one of the least understood. Marketing is often seen as a “black box” confused with sales, and which is sometimes viewed as a financial drain on an organisation, funding expensive advertising campaigns, sponsorships and other untold extravagant items. “ Specifically in South Africa, most of the business people define marketing as media, selling or advertising. It is true that these are parts of the marketing and all of us every day are bombarded with TV and radio commercials, emails, sales calls, coupons, and direct mail. But marketing is much more than advertising and selling. In fact marketing comprises of a number of activities which are interlinked and the decision in one area affects the decision in other areas. By its nature, marketing defines how the organisation interacts with its market place. Consequently, all strategic planning, to a greater or lesser degree, requires an element of marketing. Only in this way can organisations become strategically responsive to customer need and commercial pressures.

This year Global Marketing Network is establishing the Global Marketing Standards Council to determine the capabilities that Marketing Professionals require at each and every stage of their career, wherever they live and work in the world. Led by myself the first phase of this work will commence in March with the South Africa Marketing Professional Study™, with the support of GMN’s partners in South Africa such as Advantage magazine.

The purpose of the Study is to:•• identifying the capabilities and standards that the leading Marketing Professionals in South Africa possess and their state of readiness in helping their organisations cope with the challenges facing today’s business; •• establishing the capabilities and standards that organisations increasingly require from South Africa’s Marketing Professionals; •• developing the South African Marketing Capabilities Framework which establishes the capabilities and knowledge that South Africa’s Marketing Professionals require in order to deliver increasing value to South African businesses.

Haydn Townsend, CEO of Trinergy Brand Connectors welcomes this development. “The marketing model has evolved. Marketing Professionals in South Africa are not only seeking the knowledge to implement the very latest Marketing Practices but are continually seeking stronger representation and the knowledge, insights, inspiration and education they need to help them deliver improvements in Marketing accountability. I wholeheartedly support this initiative and look forward to seeing the results.”

The first phase of the research will be conducted in Spring 2013 with the Study being published later this year.

For any further information about this initiative please contact me by email at: antonymichail@theglobalmarketingnetwork.com ~ CMO

40 | April 2013

Global CMO™ The Magazine

GMN Industry Study Global Marketing Standards Council Since its founding in 2005 Global Marketing Network has been resolutely committed to raising standards in Marketing Practice worldwide, and to the development of a stronger, better respected and more unified Marketing Profession. This vision is now widely supported worldwide by Marketing and Business leaders from both academia and industry.

The Marketing Leaders of today an tomorrow require new capabilities in strategic management and leadership, a deeper understanding of the empowered consumer and how to reach them through digital marketing and social media, an ability to create more profitable customers, a clearer evaluation of how to develop global marketing strategies and a tighter grip on the finances.

Antony Michail is the GMN Country Director for South Africa and Founder of Anacalypsis Strategy and Marketing Consultants. He has 15 years of progressively responsible experience consulting and advising both small and large corporations in relation to their marketing strategy, implementation, and company growth.

This year we are launching the Global Marketing Standards Council to identify the capabilities that are required by today’s Marketing Professionals worldwide.

With an estimated 20 million people working in a definable marketing role in the world, coupled with widespread acceptance of the need for marketers to become more professional, there is both a very sizeable market, and a clear driver for change.

Antony has led these companies through start-up, survival, turnaround and growth modes.

Antony has spent 15 years as an consultant and senior marketing director in a variety of industries, including food and beverage, fashion, IT, heating, consumer durables, building products and construction, and environmental services.

L L A C L FINA

He has experience in auditing the marketing function, strategy, and tactics develop and execute marketing strategies, provide direction for future growth and development, new product development, effective budgeting, forecasting, and measurement. Antony has also designed a number of new initiatives to promote creative thinking in relation to new product development such as specialized Think Tank rooms, QMI (quick market intelligence) and VOC (voice of the customer) workshops.

Antony has also delivered a number of academic lectures and seminars in relation to business strategy.

Be Part Of Changing The Face Of Marketing In South Africa Register And Obtain Complimentary GMN Membership*

Simply register for participation in the survey at: www.theglobalcmo.com/sasurvey by 30th April 2013 and you will also receive one year’s complimentary GMN Affiliate membership* so that you can obtain full access to the Global CMO™ The Community and receive the magazine direct to your inbox every month.

Among his significant previous positions, Antony served as Marketing Director of Fokas Department Stores in Greece, Commercial Director of Anatron Food Services SA (Greece, Cyprus, Bulgaria), Product Marketing Manager and NPD of Triscan Systems Ltd (UK), and Marketing Intelligence Officer of Baxi/Potterton Heating UK. Antony holds a Bachelor of Science (BSc) degree from National & Kapodistrian University of Athens (Greece), a Master of Arts (MA) degree from University of Central Lancashire, a Postgraduate Diploma in Strategic Marketing from CIM, and a Doctor of Philosophy (PhD) from University of Central Lancashire.

One person will also WIN a signed copy of ‘The Marketing Manifesto’ by David J Hood and a complimentary ticket to a GMN Global CMO™ Forum taking place in South Africa later this year. * Participants must be based in South Africa. Because of this, only South African registrants qualify for complimentary GMN membership and the prize draw.

April 2013 | 41

Are You Ready For A Digital-First Future?

How To Make Customer Agility A Key Success Driver For Your Organisation Markus Pfeiffer

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& Vincent Aydin

Is your organisation experiencing the impact of increasing digitisation? Most likely. Have you noticed your competitors employing digital tools to communicate with their customers and market their products? Probably. Have you thought you have to tag along and also “go digital”? Does your company have a Facebook and Google+ profile, a Twitter and Instagram account and maybe even a YouTube channel? Sure thing, you’re mastering the digital world. The truth is – you still have a long way to go.

42 | April 2013

Employing digital tools as a form of marketing and brand presentation is just the initial stage on the path to Digital Readiness, the starting point where most CMOs and their co-executives are stuck not utilizing digitisation’s full enabling power. Many executives fail to understand that there is much more Digital has to offer beyond just presenting your brand to customers in a unilateral fashion.

This article will familiarize you with the importance of becoming digitally ready – as it is essential for developing

Global CMO™ The Magazine

Digital Readiness: The Study In order to explore the background behind the vast differences that still exist among organisations regarding their utilization of Digital, Bloom Partners conducted a breakthrough study in 2012 to evaluate Digital Readiness across leading brands in Germany. Our goal was to analyse the underlying organisational drivers and success factors that allow some firms to better take advantage of digitisation and reap its benefits than others. We employed a hybrid study approach, consisting of qualitative interviews with C-level executives from blue chip brands operating in the German speaking markets that were validated through quantitative questionnaires entailing more than 300 upper and middle managers from a total of eight industries including FMCG, Telco, Automotive, Banking & Insurance, Retail, Healthcare, Travel and Energy allowing us to draw cross-industry conclusions.

Our findings support our initial notion: There is still much confusion and insecurity regarding how to trim and prepare one’s organisation for the increasing digitisation, steer it towards Digital Readiness and create value for customers while building on one’s business goals. More than half of all participants can identify barriers to successfully undergoing digital change – however those listed sound more like excuses than true roadblocks hindering managers to get their organisations fit for the digital world. Or would you consider “technology and security issues” as the real reason why many organisations are not yet making full use of digitisation’s opportunities?

The items we used in interviewing participants revolved around three major organisational drivers that can lead a firm to achieve Digital Readiness and eventually let it profit from higher firm performance. Across the board Digital Leaders manage to outperform Followers and Laggards on every major KPI – ranging from market share to profitability to customer satisfaction. Regarding the latter category, 90% of Leaders state their customers are more satisfied and loyal to them than to their strongest competitor. The same is only true for 40% of the Digital Laggards.

Top Management As A Key Driver For Digital Readiness Customer Agility, which constitutes the pinnacle of fully utilizing digitisation’s enabling power, offering both benefits for your customers and satisfying your business goals supported by an organisational strategy. It’s the new battleground for success in the fight for customer’s attention, their satisfaction and ultimately loyalty.

First, we found that strong top management advocacy is needed to kick-start an organisation’s transformation towards digital change – it explains 88% of organisations’ adoption of “Digital” by their Marketing departments.

Often times the real reason behind the gap in attempting to adopt Digital is a lack of commitment but also a lack of know-how on top management level to actually drive the transformation that is needed. From the examples we have seen we believe that full top management commitment

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to digitisation would entail assigning a designated role of Chief Digital Officer (CDO), which combines knowledge and expertise from both fields of the Chief Technology Officer’s and the Chief Marketing Officer’s responsibilities. The CDO, running his own cross-functional group of experts, can become a key driver for identifying digital opportunities for marketing but more so innovative new business models that create real value added for customers.

With top management’s support backing it up, the organisation will then be more open to adopt digital tools and processes and their implementation across the entire value chain. Top management needs to put a digital strategy on the top of its agenda and build the know-how and awareness for the related challenges in the board rooms. The first challenge lies within acquiring necessary knowledge and expertise around digital topics. But: you won’t be able to acquire that externally by hiring top talent from the pool of digital natives if you aren’t digitally ready yourself. These potential employees tend to flock to companies that match their digital enthusiasm and skills: Our research shows that 81% of Leaders find it easy to attract and retain qualified human resources, while only 24% of Laggards can say the same.

Although Digital Laggards are the ones that most badly need top management to step up, kick off and advocate Digital

Readiness, only 28% of them state that digital topics are regularly part of their management agenda. By contrast 98% of Leaders make these topics a recurring theme on their agendas. Their differences regarding top management’s readiness to tackle the subject become even more evident when analysing its know-how of digital topics: 98% of Leaders compared to a mere 15% of Laggards claim their top management can draw on valuable know-how regarding Digital. Without top management support, Digital remains communication 2.0 sitting in the marketing department only – instead of being a central driver for growth.

Most importantly top management needs to radiate and instil this digital spirit into their organisations, act as role models, give guidance for change and foster the implementation of digital tools and processes. That way employees sense the true importance of the topic, feel motivated to tag along and feed back into an organisational culture fostering digital change.

Building on this, we define Digital Readiness as the extent to which an organisation combines top management’s awareness for digital topics with the adoption of digital marketing tools and processes which are effectively used to increase customer agility and drive digital change across the entire value chain.

Exhibit 1: Stages of Digital Media utilization

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Increase Your Customer Agility Secondly, our research suggests that Digital Readiness in marketing is a major driver for a key competence we call Customer Agility. This potential, however, can only be leveraged when your marketing and sales departments have significantly altered their processes to make full use of the information from and about customers that is gathered through digital channels like the Web and especially social media interaction. Unless marketing and sales departments are able to translate the information they gather from customer interaction into relevant insights for product and service development, digital communication stays on the campaign level.

Therefore, marketing and sales both need to be aware of the impact that digitisation will have on their own and the organisation’s operations and thereby influence large parts of their business. We have learned that 92% of Digital Leaders state that digitisation has already altered their processes substantially compared to only 31% of Digital Laggards. This is much more than using the digital channels “just” for communication and campaigns.

Amazon for example devotes great attention to carefully monitoring users’ shopping patterns and usage behaviour and subsequently analysing and evaluating gathered data. Moreover, in an almost start-up like fashion, is Amazon not afraid to trial a variety of new products and services which application by customers the company then specifically examines. Employing these efforts to attain a deep understanding and sense what their customers long

for allows Amazon to respond with relevant products and services supporting the optimization of its entire value chain – from category management to payment to logistics.

From Communication 2.0 To New Digital-Enabled Business Models Overall, we see three stages of development in this context (see exhibit 1). A first sample of companies is still using digital as a playing field, trying different approaches without having a clear perspective on the ROI of different activities.

They apply the most well-known digital tools “because everybody is using them” and run Digital for its own sake.

Companies in the second stage utilize Digital with a clear ROI in mind. This means being able to differentiate between digital strategies that entail a positive payoff in form of brand awareness, sales or new customers and strategies that simply create fans or awareness that does not translate into brand equity, thereby drain marketing resources and do not exhibit attractive organisational benefits. Finally, at the prime stage of development regarding the utilization of digital strategies, organisations are able to take advantage of digital media as an enabler for new business models.

These firms understand the potential that lies within the connecting power of digital tools and support their activities with a concise content strategy clearly defining how digital opportunities are utilized in order to benefit both customers and the top line of the company likewise.

In order to achieve this level of development marketing departments need to understand that having dedicated Exhibit 2: Application of digital strategies

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strategies for their website, social media, mobile or brandbuilding is not enough. Only if marketing can support the whole organisation in better sensing of customer needs and actually use the information gathered to improve their products and services, the investments will pay off. This level of value creation uses co-creation and customisation tools as a highly efficient way to create valuable and lasting conversations with customers. Our study has shown that most organisations have strategies to define what they want to achieve with their website or social media. However, what really differentiates Digital Leaders is the way they use co-creation and customisation tools (from online-voting to crowdsourced innovation) to really alter their existing products and services (see exhibit 2).

they want to engage through social interaction or can you provide them with a positive feeling about playing on and strengthening their identity? Ultimately you need to support the match of both spheres, your business goals together with benefits for your customers, with an appropriate content strategy. Decide whether the best way to achieve success in both areas is by employing a strategy that is revolving closely around your core product or whether it makes sense to develop ideas that drift away from your core business, go beyond and open up entirely new possibilities and business opportunities. Each matchup of business goal, customer benefit and appropriate content strategy can then be supported through digital opportunities, which are defined by relevant channels as well as according activities.

Defining Your Digital Strategy

Look at Nike for example and its well-known Nike+ scheme.

Nike’s real achievement with the Nike+ iPod is using social networks’ connective and interactive power as a basis for setting up a new business model entailing an entirely new and overarching ecosystem of complimentary products.

The hardware consisting of a chip built into your running shoes (Nike or any other shoe brand) would transmit your workout data to your smartphone and subsequently enable you to share your daily workout log and achievements with an online community of fellow runners. The community would then give each other feedback on their respective performance and motivate each other to achieve their fitness goals. This is the perfect example of setting up a whole new business model mounted on social media – selling running shoes and complimentary hardware that allows for and invites social interaction with fellow runners from the digital community. Its success speaks for itself – runners in the community that were using the Nike+ chip with non-Nike sneakers are 40% more likely to switch to Nike running shoes upon their next sneaker purchase.

This example clearly articulates the difference between

So what are the success factors that Digital Leaders seem to have a better grasp on than firms trailing in Digital Readiness? What makes these Leaders fitter for utilizing Digital to develop Customer Agility?

As a guideline for developing a successful digital strategy, you need to think in terms of three dimensions that need to be aligned to successfully act in concert. First allow yourself to think of your own business goals and how a digital strategy is supposed to go about achieving those. Do you want to win new customers? Do you want to increase loyalty of your existing customers? Or do you want to increase cross- or up-selling opportunities among existing customers?

Secondly, you need to create clarity about how you can actually create benefits for your customers through digital tools. Think about the scope of potential benefits that a digital strategy can offer your customers. Do they want to be rewarded or enticed through motivating features? Do Exhibit 3: Nike+ ecosystem | Sources: www.stadt-bremerhaven.de www.wired.com

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Exhibit 4: Coty nailpolish design contest | Source: www.unseraller.de

utilizing digital channels for their own sake, like setting up a Facebook fan-page vs. creating entirely new revenue streams that utilize the power of social media only as an enabler.

cydonna / photocase.com

Therefore, it is critical to make yourself aware of the multidimensional nature of digital strategies. Through digitisation you are much closer to and better connected with your customers allowing you to involve them much more in your development processes. Integrate and motivate your customers to create ideas, innovations and products jointly – together with you and their fellow communities! A great example are the crowdsourcing activities employed by Coty Inc., a New York based fragrance and cosmetics firm. In short Coty in Europe applied the crowdsourcing concept by using the power of the crowd to develop innovations. This was achieved by letting customers, mostly female fashion, beauty and lifestyle aficionados, decide for themselves what nail polish colours and designs they would like to see developed and introduced to the market next season. This was done based on a special software package provided by

Innosabi in Germany that lets companies create Facebookbased product development environments in an utmost easy and reliable way. Select participants of Coty’s contest would also receive their very own nail polish creation kit which allowed them to mix colours, invent new designs and finally produce their very own customized nail polish at home. The finished and final colour design would then be submitted into a design contest and published on Coty’s homepage where users could vote for their favourite designs that they would like to see mass produced next season.

Within 14 days more than 800 colour designs were created, more than 5000 comments were posted on the event homepage, more than 10,000 ratings submitted and 20 “winning” colours selected for final production. This co-creation strategy achieved three tasks: On a business goal side, Coty was provided with a massive amount of ideas coming straight from existing and new customers – allowing the firm to win future customers, create upselling opportunities for their existing ones and likely even promote their loyalty. In terms of customer benefits, users could

Find out more at www.digital-readiness.com

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Exhibit 5: Digital Readiness Model

express their identity through their very own nail polish design. They could interact with other users and discuss the latest trend colours of the upcoming season and obviously post their ideas and inventions across their social graph.

They would be rewarded for submitting their personalized designs to the event homepage by positive ratings and potentially become one of the winning designers. The cocreation activity on Facebook allowed the firm to directly utilize its results by incorporating winning designs into next season’s production cycle.

The lesson (marketing) executives need to learn is that Digital Readiness is not an easy task to master, but a highly rewarding one nonetheless. Advocacy from the executive level has a huge impact on achieving a transformation towards Digital Readiness. As you will notice in the following exhibit depicting our study model, Top Management Advocacy is responsible for 88% of the subsequent adoption of Digital by organisations’ marketing departments. Once you have adopted digital tools and processes and implemented them into your organisation, the challenge lies within realizing the scope of opportunities that digitisation enables you to take advantage of.

Executives need to become channel-agnostic, forget about Facebook Pinterest, Instagram etc. for a second and instead focus on the possibilities you are offered beyond one-way communication, display ads and other campaigns.

Simply employing digital marketing tools is not enough, as this merely drives 25% of firm performance. Instead utilize Digital to build deep relationships, open and adapt your processes to the new environment and fundamentally build Customer Agility. It is by far the most important catalyst for achieving higher firm performance. Utilizing digital tools adopted by the marketing department to better sense and respond to ever changing customer needs is the driving force behind becoming a Digital Leader, as better Customer Agility drives 45% of today’s firm performance.

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Join The Discussion: Do you think most Marketers are Digital Ready?

Markus Pfeiffer

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Founding Partner, Bloom Partners Dr Markus Pfeiffer is the GMN Programme Director of Digital Strategy and Innovation and Founding Partner and CEO of Bloom Partners (a GMN Strategic Partner).

Markus brings a combination of strategy and Marketing experience, deep knowledge about research methodologies, and expertise in working with top-level executives across many industries.

Recently, he has led major growth initiatives for consumer brands within the Nestle portfolio, the energy conglomerate EDF, electronics giant Philips, and many others. His experience from working for large organizations as much as start-ups is vital for the tool development and expertise about digital business models at Bloom Partners. As an angel investor and serial entrepreneur Markus is also involved with several startup companies in the social commerce, fashion, telecommunication and media sector.

He is a regular invited speaker to industry conferences and a visiting professor at the University of Cologne, Germany.

He holds a diploma in Business Administration from Munich School of Management, Germany and a doctorate degree from the Center on Global Brand Leadership, Columbia Business School, New York. His publication list includes over thirty papers and books.

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The needs of the customer.

The needs of the organisation.

It’s a real balancing act.

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image: iStockPhoto

The Marketing Manifesto Manifesto 1: ‘The Future Of Marketing’ David James Hood

Marketing: An Agent For The Customer?

Priorities, and Customer v Company needs Who comes first? The customer or the company? This is a fundamental question, to be faced by the Marketer, right at the outset. Whatever happened to that lofty and heady ambition ‘to be the customer and consumers’ representative in our organisation, and the organisations’ representative in the market’ and to strategically steer the organisation and its propositions accordingly? So we can be ‘right at the helm’?

To quote Adam Smith, ‘Consumption is the sole end and purpose of all production; and the interest of the producer ought to be attended to, only so far as it may be necessary for promoting that of the consumer.’ But where is the Marketer today, in terms of providing the eyes and ears of the organisation, shaping and improving his or her influence and status and having an authoritative voice on the Board; that authority based on our understanding of those market needs? Are we actually agents for the Customer or Consumer, at all, or is everything subservient and subsumed by the needs of our organisation?

There is a circular argument here perhaps; that the status and influence that marketing and the Marketer has on the organisation is directly related to the organisation’s ability to accept the primacy of customer or consumer needs.

market. This means that we have to upskill and educate our colleagues and empower them to understand and communicate with the market. That is the future within our grasp.

However, we invariably choose the product / service proposition based on income and margin requirments, not on the ability of the product or service proposition to best matches market needs. We select the ‘best’ segment or sector that is most likely to buy what we sell, then sell the proposition to it. Those supposedly homogenous, identifiable and ‘corralible’ groups of people with whom we should do business, based on the financial return they will give to us.

This has worked sufficiently well for us in the past; but now, in this evermore customer-empowered world, they need more reasons to buy from us. They always have an increasing number of alternatives - so we have to minimise barriers between us and them to help those prospects and customers make that purchase decision. But that surely must not stop at just trying earnestly to better identify and clarify their needs - it must develop into a sense of market primacy over the needs of our own organisations.)

Somehow, we have to positively affect and encourage that virtuous cycle.

Cause: Copernicus and the Marketers Worked View

Cause: Remoteness from the Market?

The world revolves around us. Or at least around our company.

Ever since the industrial revolution, we have grown apart from the markets we serve. We have replaced the faceto-face, friendly, informal and human interface and engagement behaviour with arms-length, impersonal and self-seeking practises that in turn make us more remote, not closer to the market.

It is an irony that in an age of technological explosion with new communication channels and engagement opportunities, we are further removed than ever with our customer and prospect in having any form of warm and evolved human engagement. We need to inform everyone in the company in marketing, if we are to ever realise and secure any hope of advanced engagement with our

Copernicus thought that the sun didn’t revolve around the world but the other way around. Can we follow a ‘Copernican path’ and pull ourselves out of our corporate fantasies and fancies? Is the prevailing attitude of ‘we know the customers’ needs better than they do, and sometimes they don’t even know their own needs’, going to prevail forever?

We need to be the ‘Custodians of Competitiveness’.

This isn’t just an Academic issue or debating point to be bounced around the Marketing chattering classes. For each and every example of company-centric attitudes we demonstrate, the competition scores and our proposition becomes commoditised. Growing commoditisation reduces competitiveness. The fact that wee exist - or the

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people in our organisation combine as a legal commercial entity - to self serve; to make money - is self-evident; but this manifests itself in a multitude of counterproductive behaviours that work against the genuine intentions of many Marketers and Managers to steer the corporate ship based on navigation coordinates determined by the market.

Cause: ‘More and More’ Sales?

Witness the perennial drive for ‘more’ sales. Not more value to the market you’ll notice, nor improved propositions that make or save money for the market or improve their lives.

Just more unit sales. This is a symptom, not a problem.

The fact that we haven’t yet resolved the issue of primacy reflects our lack of ability to be customer or consumercentric is a symptom, not the problem.

We can only do that by improving personal and corporate thinking and making marketing more of a science. It is still arguably too much of an art; and that imbalance is clearly seen when one looks at the time taken to research customer needs and having productive conversations with real people versus the resources thrown in to ‘telling, yelling and selling’.

more people from inside and outside our organisation, to create a more systemic view of the world and our place within the supply chain to humanity.

Realignment Marketing started in the market - that hotbed of humanity, with humans helping humans. And marketing needs to be recognised as a process, not function, and one which includes ALL forms of exchange - and it could do with an indelible reminder that it is as two-way process. Marketing needs to come of age. It is time marketing moved forward before it is hung up on its own gallows of creativity. The world is just too busy and full of too many options to rely on the Marketers alchemy and coercion kit!

Remember - the ‘core problem’ is not our inability to define and meet customer needs competitively. These are simply symptoms. Our policies and behaviours are working against that quintessential marketing goal of market or customer-centricity. But we have to realise and accept this fact before we move on to embracing our future...

Back To The Future

Join The Discussion:

We need to change what marketing actually is. Revisit the fundamentals and let’s challenge our insipid obsession with ‘pushing and broadcasting’ our products and services on an unwilling audience who are getting more discerning and savvy by the day. Let’s address real issues at the heart of marketing, at the start of the ‘customer journey’. Can we introduce better and more elegant processes that help us determine and clarify true customer needs? That, suitably deployed, could lead to a more profound understanding of our customers, and which encourage us to act quite differently thereafter, leading to more competitive and resilient propositions and good corporate governance?

Give primacy back to market needs?

How do you keep yourself customer-centric?

Why is there a plethora of ‘quality standards’ that seek to ‘polish the furniture in the company’ and nothing much to do with the outside if it? Why do we arguably have only one ‘standard’ - six sigma - attempting to include the customer in the process of assurance of ‘quality’ of our deliverables?

And the only standard in the UK related to marketing is a welcome means to include ‘Branding’ on the balance sheet - yet nothing to be seen of customer or consumer needs in recognised quality standards and certification?

I think that unless we nail the issue of proper, active and robust needs analysis, and become truly led by those critical fundamentals that are the result of a better understanding, then we will perpetually find ourselves as Marketers in a spiral of spending an inordinate amount of time and money, just to stay still, never mind competitive.

Lets take marketing out of its self-imposed silo and involve 52 | April 2013

David James Hood

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Competitiveness Strategist David James Hood is the GMN CPD and Online Community Director. A proficient and experienced Competitiveness Strategist who thrives on seeking improved revenue performance using realistic and practical market-led methods, David’s passion is to lead the call for the smaller business to improve marketing effectiveness through the ‘Competitive SME’ initiative.

He has served on the UK’s Marketing and Sales Standards Setting Body and the manufacturing trade body competitiveScotland.

He is Co-Director of the ‘Competitive SME’ mission, and is also a Guest Lecturer at the University of Glasgow.

David’s two new books, are available through Kogan Page - ‘The Marketing Manifesto’, for professional marketers and marketing, improving prowess for both the Marketer and the organisation, and ‘Competitive SME: Building Competitive Advantage Through Marketing Excellence for Small to Medium Sized Enterprises’.

Global CMO™ Recommended Reads How Cool Brands Stay Hot Branding To Generation Y Joeri Van Den Bergh, Mattias Behrer Generation Y (16-32 year olds) is the most marketing savvy and advertising critical generation ever. Three times the size of the previous Generation X, they have a much bigger impact on society and business.

But what drives them and how do you develop the right brand strategies to reach this critical generation?

This revised and updated 2nd edition of How Cool Brands Stay Hot reveals what drives Generation Y and how you can reach them. Based on five years of intensive new research, it provides insights into the consumer psychology and behaviour of “the Millennials”. It will help you to connect with this new generation of consumers by understanding their likes and dislikes, and how you can make your advertising, marketing and branding relevant to them.

Full of new case studies and interviews with global marketing executives of successful brands such as Converse, Heineken, Diesel, Coca-Cola, MasterCard, eBay, BBC and many more, How Cool Brands Stay Hot provides you with creative ideas on how to position, develop and promote your brands to the new consumer generation.

Competitive SME Building Competitive Advantage Through Marketing Excellence For Small To Medium Sized Enterprises David James Hood Competitive SME is a comprehensive guide to grasping the competitive and marketing opportunities facing small to medium size enterprises today. Inspired and driven by the EU initiative futureSMETM, it gives essential advice on how, by implementing a clear and focused strategy and using simple tools, you can survive, thrive, and compete. It outlines a simple yet effective model that will allow you to: create and manage effective marketing and branding processes; better engage with your market , creating and projecting real value; increase your worth to the market with corresponding increase in revenue; maximise your resources, however limited; ensure that your competitive edge and U.S.P. is amplified and sustained.

Packed with simple but effective tools, Competitive SME is an essential, practical handbook for any manager or owner of an SME / SMB who wants to outperform their competitors.

High Impact Marketing That Gets Results Guru In A Bottle Series Ardi Kolah Great marketing isn’t just about marketing output. It’s about creating measurable business outcomes.

High Impact Marketing That Gets Results is dedicated to helping marketing students and practitioners understand how to achieve an increase in profits through more cost-effective sales and marketing activities, where the return on investment is the measure of whether that goal has been achieved.

The full range of the marketing mix is covered, within the broader context of overall marketing strategy, including: Market and customer segmentation; writing a marketing plan; understanding the marketing mix; brochures, press ads and print copy; signs, posters and ambient media; online marketing, mobile marketing; direct marketing; public relations; using promotions; top ten common marketing mistakes to avoid and top ten ways to save money in marketing.

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Order your book online now by clicking on the cover image.

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This Content Writer Thinks The Reader Is King

Why You Should Put The Reader Before Google Andrew Healey

I’m a content writer, so there is no prize for guessing that the marketing tool I reach for the most is content marketing. Writing good-quality content, like blogs and case studies, helps me to: 1. attract traffic to my website through Google searches 2. engage with prospects and others in my industry through social media 3. position myself as a leading copywriter.

These are all great reasons for writing content. However, in my view, some content marketers put too much emphasis on reason number one — attracting traffic to their websites.

Why Is This Not A Great Idea?

Everyone concedes that Google is King. The problem, though, is that the pressure of holding onto their crown seems to weigh heavy and I think they’ve become a law unto themselves.

I’ve read countless blogs by disgruntled bloggers who’ve been stung by changes to Google’s algorithm - often without warning - even though they have worked within Google’s guidelines. The thing is, Google doesn’t seem to care. And let’s face it, the harsh reality is that they have very little competition and actually work for those using their search engines, not content marketers.

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I have no doubt that Google’s intentions are honourable and I fully understand where they are coming from: To remain dominant Google must rout out those using blackhat methods at the expense of good-quality content.

The problem, though, is that there seems to be a lot of “collateral damage.” All the more reason not to put all your eggs in the Google basket.

Content Writing Is Not All About Google For this reason, I don’t get too hung up on SEO. Sure, I do the usual things (including key words in my content and promoting it through social media), but I know that whether Google likes my content or not, it’s not the end of the world and it will still be valuable. Why is this? Well, first and foremost I write for my readers — they are my kings.

As a content writer, I put more emphasis on reasons number two and three.

Content As A Sales Tool As a content writer, I spend a portion of my time promoting my business in the real world. This involves meeting with prospects and even occasionally cold calling businesses on the phone. When I talk with people about the benefits of good copywriting and what my methods are, I have found that referring them to my blogs is invaluable.

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Doing this: 1. demonstrates my writing ability

Join The Discussion:

2. reinforces what I have spoken about

What do you think is ‘King’? The Reader, Content, or something else all together?

3. and as I write a new blog every week, it shows that I practice what I preach (produce regular content).

Content For Relationship Marketing I spend about an hour on social media every day.

What do I do there? Well, I don’t chat about what I did in the weekend. Instead I post content to encourage conversation. In addition to that, I read and share other writers’ blogs and make comments. This is a wonderful way to build relationships with others in my industry or in related industries.

And the best thing about doing this is that it is all about giving and sharing instead of hard sell.

Andrew Healey Owner, Word Works Copywriting Services Andrew Healey is the owner and operator of Word Works Copywriting Services. Before working as a copywriter, Andrew spent most of his career in the sales and marketing arena, and he brings this wealth of experience to his writing.

“It’s all about communicating your message clearly and professionally”.

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Clean Slate Brands Heritage Is The New Baggage

CLEAN SLATE BRANDS: Newer, better, faster, cleaner, more open and responsive; consumers are rushing to CLEAN SLATE BRANDS and are now lavishing love, attention and trust on brands without heritage and history.

There’s a profound shift in power taking place in the business arena. With a whole new breed of exceptional new brands living by the rules of Business 3.0, consumers are now attracted to unproven and unknown brands the way they were attracted to established brands in the past. In fact, ‘established’ is now often just another word for tired if not tainted. The future belongs to CLEAN SLATE BRANDS.

Driving this trend: 1. Lust For The New Why for consumers,‘new’ now truly means ‘better’ As we highlighted in NEWISM, the consumer arena has never been more fixated on the ‘new’. Thanks to the democratization and globalization of innovation (not to mention the celebration of entrepreneurship), brands and individuals from all corners of the world are now working around the clock to dream up and launch endless new products and services, that are truly better and more exciting than current offerings. Lower barriers to entry has gone from buzzphrase to reality, especially online.

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Global CMO™ The Magazine

The Trend Report And to underscore the ‘for and by’ element of the democratization of innovation, new players are by default more nimble and laser-focused on what consumers want now (as opposed to yesterday) than the bigger legacy-laden brands they compete with.

So from being something that was pushed to consumers by businesses (‘new and improved’), the ‘new’ is now subject to an increasingly strong pull from consumers. Excited by positive experiences of a ‘new’ that is genuinely ‘better’, consumers are hungry for more.

they often have ‘new’ business values – such as higher environmental, ethical and social standards – deeply baked into their business models and practices. Just witness how the values of local, storied, sustainable, progressive new businesses have been consistently appropriated by big businesses, as they stumble to catch up here.

The average age of brands in Millward Brown’s BrandZ Top 100 Global Brands Report has fallen consistently, from 84 in 2006 to 68 in 2012.

(Millward Brown, May 2012)

2. Instant Trust

Simple Truth:

Why consumers are immediately comfortable with, even prefer, turning to CLEAN SLATE BRANDS The whole concept of ‘brands’ rests on the idea that consumers need recognizable, trusted symbols, honed over many years, to help them navigate the wealth of available choices. However this idea is being swept aside in a business arena* now characterized by INSTANT TRUST. * This trend is most relevant in mature economies, where trust in big business has never been lower: only 28% trust big business in the UK, 30% in Japan, 32% in Australia, 33% in the US and 34% in Canada. In emerging markets however, consumers’ trust levels are much higher: 83% in China, 72% in Turkey, 65% in Brazil and India (Havas, January 2013). The question is: will big business maintain this trust?

Four forces are making consumers immediately comfortable with (and even prefer) turning to CLEAN SLATE BRANDS: Immediately Known: Now that experiences are increasingly shared, and even the newest of the new is instantly reviewed and rated, consumers have THE F-FACTOR, and feel more confident in being earlier and earlier adopters.

92% trust recommendations from friends and family above all other forms of advertising, up 18% since 2007. Online consumer reviews are the second most trusted source of brand information with a 70% trust rating, up 15% since 2008. Television ads were trusted by only 47%, down 24% since 2009.

(Nielsen, April 2012) Born Clean: CLEAN SLATE BRANDS better reflect the zeitgeist. The fact that they are (by definition) newly established, means that

CLEAN SLATE BRANDS’ simple, lean operations (everything from fair labour practices, transparent supply chains and clean design) are easily understandable – and therefore trusted – by consumers. And with scandal after scandal (from financial products to horsemeat) being blamed on excess ‘complexity’, who can blame them?

Brands that simplify customer decision-making are 115% more likely to be recommended.

(Corporate Executive Board, May 2012) Future Faith: Business practices are now totally transparent (and if not, merely waiting to be exposed). CLEAN SLATE BRANDS know this. Consumers know that CLEAN SLATE BRANDS know this. Which explains why, on top of the fact that CLEAN SLATE BRANDS, almost by definition, cannot have sinned yet (they’ve just started, after all), consumers trust them to act correctly in the future too.

64% of global consumers think most companies are trying to be responsible only to improve their image.

(Havas Media, 2011) Or, to put it another way, many ‘old’ brands were set up in the era of industrial capitalism, when secrecy was a source of competitive advantage and shareholders encouraged pursuit of profit at any cost. Now the world has changed, but even older brands that want to reposition themselves have a hard time wrestling with internal fiefdoms, convoluted legacy systems and opaque supply chains (something that many big company readers of our Trend Briefings might have first hand experience of ;-).

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3. Open Operation Why using or buying from CLEAN SLATE BRANDS feels more meaningful

Wewi: Brazil’s first ever organic soda is made with Amazonian guarana

CLEAN SLATE BRANDS are natives in a land where communication with brands is two-way, participatory and less reverential, and as such can connect with consumers in a way that older brands often struggle to.

Whether it’s through offering financial support, by helping to shape a brand’s operations, or even by contributing to the product itself (see the Lockitron, Coffee Joulies and Waze examples below), customers of CLEAN SLATE BRANDS often feel more in control – a basic human desire – and that they have a meaningful relationship with the brand*. * Yes, we too hate the idea that all consumers want to ‘have a relationship’ with any brand they buy from ;-) There are many purchases that are, and will remain, purely functional. But even in traditionally ‘low involvement’ categories such as domestic care, CLEAN SLATE BRANDS with strong stories and identities can thrive. Witness for example how Method’s design-led, eco-friendly products succeeded against P&G’s and Unilever’s.

Examples of CLEAN SLATE BRANDS making waves.

Launched in September 2012, Wewi is the first ever organic soda to be produced in Brazil. The low calorie soft drink is made from 100% organic Amazonian guarana, organic sugar and carbonated water, and is free of artificial flavorings and preservatives.

Transport is just one industry seeing the emergence of CLEAN SLATE BRANDS: W Motors: Luxury sports car developed in the Middle East

Consumers have always been attracted to local, authentic food and beverage brands. Here are just a couple of recent innovative examples: Coffee Joulies: US-based company lets consumers decide whether to move manufacturing to China

In December 2012, the creators of Coffee Joulies (a product which keeps hot beverages hotter for long) asked customers to vote to determine whether or not the brand should move production from an American factory to a less costly Chinese one. Consumers could help decide on the location of manufacturing by making a purchase using either a USA or China coupon code. To reflect the lower costs of Chinese manufacturing, the discount using the China coupon was USD 10, while the one for the USA was only USD 5.

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No, CLEAN SLATE BRANDS won’t always be cleaner or more progressive (unfortunately). In January 2013, Beirut-based W Motors unveiled the HyperSport at the Qatar Motor Show. With a 750 horsepower engine, the HyperSport is capable of a top speed of 240mph, and is priced at USD 3.4 million. The brand (which is the first luxury sports car brand from the Arab region), planned to produce only seven units of the ‘hypercar’, however over 100 orders were received in the week after the car was launched. A signal that ultra-wealthy consumers will spend serious money on a CLEAN SLATE BRAND with no history or heritage, even if that involves delivering a resounding ‘f*** you’ to any eco-concerns :-(

Global CMO™ The Magazine

Waze: Crowd-sourced navigation app grows from 10 million to 36 million users during 2012

SmartThings: Control of objects around the home via mobile app

For an example of how consumers will often offer more information to CLEAN SLATE BRANDS, look no further than Israel-based Waze, a smartphone traffic & navigation app that works by users disclosing their personal information to form community edited maps. Far from causing an outcry from users, in 2012 Waze grew its user base from 10 million to 36 million. One reason is that this sharing contributes to a better product: maps are constantly updated and incorporate ‘real time’ changes through user data. Waze also has a social aspect, with users able to sync with other drivers to share information on traffic issues and gas prices.

In September 2012, SmartThings raised over USD 1.2 million on Kickstarter. SmartThings allows users to connect physical objects to the internet, enabling them to monitor and control doors, televisions, air conditioning, lights, heaters and more remotely via a smartphone app, and to receive notifications when people or pets enter or leave their home. SmartThings retail kits start at USD 299.

Convenience-loving consumers are embracing products and services that make their domestic lives easier, even trusting the security of their homes to CLEAN SLATE BRANDS:

Simple: Digital banking start-up focused on customer service builds a waiting list of over 125,000

CLEAN SLATE BRANDS are disrupting the personal finance industry, persuading consumers to hand over their financial data (if not actual cash) to services that promise more than incumbents:

Lockitron: Home security via smartphone app

Lockitron is a device and app that allows users to lock, unlock and share access to their front door remotely through their mobile phone. Initially rejected by Kickstarter, Lockitron formed its own crowdfunding campaign to raise funds through pre-orders. The initial goal of USD 150,000 was hit within 24 hours, and five days after launching the company had raised USD 1.5 million, with reservations exceeding 1,000% of the original target.

Simple offers its users simplified and accessible banking through online and mobile apps. Despite not having the heritage and physical presence of a traditional bank, Simple launched its first full release in July 2012, working through the 125,000 customer waiting list that it had built since its launch was announced in 2010.

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TransferWise: Crowd-sourced currency exchange undercuts banks

Snapchat: Temporary photo sharing app sees explosive growth

UK-based TransferWise is a service that connects consumers seeking to exchange GBP and EUR (and since November 2012 USD), and avoid bank service fees, high commissions and/ or poor rates. Currencies are exchanged according to the common mid-market rate as reported by worldwide currency markets, rather than traditional retail bank rates, which are usually much worse. Since the company launched in January 2011, users have exchanged over EUR 10 million and saved more than EUR 500,000 in the process.

Snapchat is an app that enables users to share images that can only be viewed by the recipient for a few seconds before they ‘self-destruct’. The developers announced in October 2012 that the service was processing 20 million images a day, by December this had risen to 50 million per day; in contrast to the limited success achieved by Facebook’s similar ‘Poke’ application.

In the tech world, the dizzying pace of change means that one moment’s CLEAN SLATE BRAND can quickly be overtaken by the next:

Even in health, where consumers might be expected to be extra mindful about dealing with CLEAN SLATE BRANDS, upstarts are making waves: 23andMe: Personal genetics company targets 1 million customers

2go: South African mobile messenger service beating Facebook in Nigeria

South African social messaging app 2go saw continued strong user growth in 2012. Indeed in Nigeria, the service is pushing out Facebook (with over 10 million users, while Facebook has 5 million). The number of Facebook users in Nigeria was reported to have dropped by over 300,000 between November 2012 and January 2013, while 2go claimed to be adding 50,000 new registrations a day.

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The ‘personal genetics’ DNA testing company 23andMe announced in December 2012 that it had raised USD 50 million and was aiming to expand its genotyping to 1 million customers, up from the 180,000 it had profiled to date.

“CLEAN SLATE BRANDS often have ‘new’ business values such as higher environmental, ethical and social standards deeply baked into their business models and practices.”

Global CMO™ The Magazine

Non-profits and social businesses are not exempt from the CLEAN SLATE BRAND phenomenon. Just one example:

Join The Discussion: What’s your take on this trend?

Who Gives A Crap: Toilet paper brand donates profits to help build toilets in the developing world

Who Gives a Crap is a brand of toilet paper from Australia which donates 50% of its profits to help build toilets in the developing world. The brand reached its target on crowdfunding site Indiegogo in August 2012, raising USD 50,000 in 50 hours. A four-pack of rolls is priced at USD 20. Proof that there’s room for CLEAN SLATE BRANDS in even the most staid and ‘mature’ industries ;-)

Implications And Opportunities: First, let’s get one thing straight. The CLEAN SLATE BRAND trend won’t wipe out all desire for brands with history and heritage. There will still be some consumers, at least some of the time, who will want to turn to established, proven products from trusted, well-respected brands. Or lust after illustrious brands that go back decades if not centuries.

Remember, no trend ever applies to all consumers, all of the time.

But CLEAN SLATE BRANDS is a trend driven by a profound shift in consumer preferences, and as such should get entrepreneur‘s juices going, while at the same time making switched on business professionals instantly question the attitude, tone, structure and approach of their brand.

And while the ranks of CLEAN SLATE BRANDS might be filled with innovative small businesses and fresh startups, the characteristics behind successful CLEAN SLATE BRANDS can be adopted by any brand, including old, big ones:

•• Learn from the excitement of CLEAN SLATE BRANDS and seize the opportunity to do things differently.

Think new products (such as Nike’s revolutionary super-sustainable Flyknit running shoe), or even whole new business ventures (such as Kenyan mobile operator Safaricom’s M-Shwari savings service).

•• Reduce complexity: Take a leaf from BMW’s ‘We Only Make One Thing. The Ultimate Driving Machine.’ campaign, or pare back bloated product portfolios and company structures. Bring clarity and speed to internal decision-making, and watch as consumers find it easier to understand everything about your brand.

•• Bake in responsibility: Witness how even established brands such as Patagonia attempt to keep their slate clean with high-profile commitments to sustainability (such as the brand’s Footprint Chronicles initiative).

•• Speak with an authentic voice and have something interesting to say, and big brands too will connect meaningfully with consumers. Witness Whole Foods’ wholesome, helpful Twitter account, now followed by over 3 million people.

•• And if your brand feels too large and unwieldy to become a CLEAN SLATE BRAND, then why not partner or even nurture those that are? From Telefonica’s Wayra Academy (active in 13 territories across Europe and South & Central America), to P&G and General Mills’ recent collabouration with crowdfunding portal CircleUp, this is a great way for even the largest of companies to tap into the CLEAN SLATE BRAND trend.

This Trend Report has been prepared by trendwatching.com Visit www.trendwatching.com to view previous Trend Reports and subscribe to their free monthly Trend Briefing.

Check out PAGE 17 of this issue for details on trendwatching.com’s new Regional Trend Reports and our great GMN Member Offer.

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April 2013 | 65

image: iStockPhoto | mbortolino

Widening Your Reach With Mobile Digital Marketing David Bowler pgmn

As a business owner, company or organisation, reaching your target market in a creative and well planned manner is of vast importance. Even more so as the way in which this can be achieved have significantly changed in the last decade, specifically, the browsing and shopping habits of consumers have been affected by the ever-expanding smartphone industry.

Through improved wireless contracts and with 4G systems providing fast mobile-broadband connections, the internet is becoming increasingly more accessible and importantly much more reliable for consumers wherever they go.

People are taking advantage by using their smartphones to research, browse websites and make mobile purchases for products and services, whilst on the move. In a recent survey PriceGrabber found that 33% of consumers who own mobile devices use them to engage in commerce at least once a week.

The functionality of these devices has improved at such a rate that retailers in particular, are being forced to adjust their trading habits. John Donahoe, chief executive of eBay, confirms “Retailers are waking up to the fact that shopping is changing very rapidly. Some wish that weren’t true - they would like to ban smart phones in their stores, but others are embracing it. They have got to get to where consumers are making their decisions.”

Marketing to DMs should engage them in a manner which makes them feel like part of your management team. It should be on-going, collective and collabourative 66 | April 2013

in nature. DMs can be reached directly through lead generation, direct mail, appointment setting, networking and online digital marketing. Contact events hosted by your firm, where DMs can meet their counterparts in a non pressurised environment to exchange ideas, also work well. Not only do these events allow your clients to feel special and build strong bonds with your firm through the personal connection, they also allow you to benefit from the knowledge exchanged.

Retailers are now using their own dedicated apps and mobile versions of their websites for greater commercial reach, and as a consequence it is no surprise to learn that mobile advertising is generating greater click-through rates and higher ROI than any other form of advertising. It’s worth highlighting some statistics: •• 84% of tablet owners have downloaded apps onto their tablets or smartphones •• On average, these consumers have 39 apps on their mobile devices •• 7 of them related to shopping An indicator as good as any of the shift in consumer practices.

With this in mind it’s important to set out your objectives and devise a coherent digital marketing strategy from the outset.

You will have to synchronise your business needs with “mobile” to achieve your planned goals. However, all of the

Global CMO™ The Magazine

tried and tested marketing basics still apply: •• Identify your target audience and tailor your content for them.

David Bowler

•• Plan when to target them and how in order to capture the interest and attention of your consumer.

David is a member of the GMN Global Advsiory Council and the GMN Membership Committee. He is co-founder of Incisive Edge and Incisive Digital. David helps companies exceed their sales targets by creating the strategic sales platforms, improving sales team performance & driving effective digital & creative marketing to generate more sales leads & acquire more clients.

He advises companies & boards globally and is renowned for producing exceptional results, enabling clients to generate more leads, accelerate sales conversions, structure sustainable growth, outperform the competition and increase market share.

David has chaired the ACCA Global Conference debate on High Growth Businesses, delivering the key note address. He is one half of the successful ‘Profit Doctors’ team contributing business insights for A&B magazine which is received by 500,000 accountants.

He also sits on the Barclays Bank ‘Team of Experts’ and has been recognised with Global Professional Marketer status. www.incisive-edge.com www.incisivedigital.com

pgmn

Co-founder, Incisive Edge

•• It’s important to be selective and use your budget wisely - to make it work for you as it’s easy to get carried away and spread yourself too thinly, especially in terms of cost. Therefore, try and pick one approach and maximise its potential rather than trying to juggle an endless list of methods that are hard to control.

You can then build from a successful platform.

•• It’s also important to remember that mobile technology changes at such a rate that you will need to develop your approach in order to keep up.

Remember, if you need help - seek it. Ask a digital expert, who can advise on mobile technologies, execute marketing strategies and help your organisation to mobilise its business procedures, improve customer scope, reduce costs and enhance those all important customer relationships.

Join The Discussion: Is Mobile part of your Marketing Plan?

How are you using it?

Not A

Brand Quarterly

Brand Quarterly is an invaluable resource for people in business, who understand the significance of a strong company brand - the unmistakable edge it provides over their competition and how it inspires customer confidence and loyalty.

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You can expect to be kept up to date with the latest trends, tips and expert advice on: design, web sites, packaging, advertising, customer service, social media, print collateral, digital media, exhibitions, franchising, preparing a business for sale… the list goes on.

Read online and secure your FREE subscription today.

www.brandquarterly.com

Global CMO™ The Magazine

April 2013 | 67

Global Leadership Meet GMN’S Regional And Country Directors Reporting directly into the Chief Executive, Regional and Country Directors of Global Marketing Network are appointed for their commitment to the development of a stronger marketing profession. They are experienced marketing professionals with responsibility for leading the development of GMN locally and acting as the local point of contact for our Members and Partners.

Nasser Jamalkhan

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Kuwait, Mauritius, Morocco, Saudi Arabia and Senegal

Henning Rouchmann

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Sajith Da Silva

Sri Lanka and Maldives

Constantine Kiritsis

Denmark and Scandanavia

Zubin Sethna

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United Kingdom and Ireland

Anthony Michail

Greece and Balkans

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South Africa

Henning Rouchmann fgmn Denmark and Scandanavia A career with a full focus on branding has characterised Henning Rouchmann after finishing his studies at the Copenhagen Business School.

with several companies in Denmark. This also includes disciplines such as sales and management.

Henning’s main interest has always been to develop strong brands - from diapers and sanitary towels like Babykini and Famita to chewing gum like Sorbits, skin care products likeNatusan, chocolate and confectionery likeDumle, Fazermint and Turkish Pepper, beer and soft drinks like Odense Pilsner (Beer) and Jolly (Cola).

Since 2000 Henning been the chairman of the Superbrands Council, which evaluates the strongest brands in Denmark.

Henning is today responsible for Superbrands in all 4 Nordic Countries. He has been working together with some of the most prominent business people in Denmark. Nine books about branding have been published during this time. The books deal with Denmark’s strongest Superbrands in the B2B and B2C area and the coolest brands in Denmark and Iceland. Every time a book has been published an event has been made (Tivoli Concert Hall, Hilton Copenhagen Airport, CBS - Copenhagen Business School and First Hotel Skt. Petri) and the strongest B2B or B2C brand has been selected.

Many years of branding in Scandinavia have given Henning a thorough knowledge of how strong brands are created and maintained, and this knowledge has been used in Henning’s work

Together with his wife, Henning runs Illuminazione which imports designer lamps from Italy and in November 2012, Henning established a new digital marketing consultancy, comitati.

Sales, marketing and management have been his main responsibilities in companies such as Modo Consumer Products A/S, Alfred Benzon Brands A/S, CloettaFazer A/S, Stora A/S, and Albani A/S. In all companies he has been the CEO with overall Scandinavian responsibility.

68 | April 2013

Global CMO™ The Magazine

Global Marketing

Network

Dr Constantine Kiritsis fgmn Greece and Balkans Constantine (Dino) Kiritsis is the Curriculum Development Expert for the PricewaterhouseCooper (PWC) Academy in Serbia, consultant & Professional Trainer for PwC in the CEE (ACCA, CIA, CIMA, Mini MBA) and Senior Expert for PwC’s Academy in Romania.

He has been with PwC since 2008, initially as the Head of PwC’s Academy in Greece and later as a Consultant and Trainer for PwC’s ACCA Center of Excellence in Prague, Serbia and Romania. He has extensive experience in education and professional training & development by setting up Intercollege Globaltraining in the late 1990’s in Greece and serving as a Partner & Executive Director for close to a decade. He has also undertaken assignments with PwC’s Global Steering Committee for PCS and has developed the curriculum, methodology and mapping procedure for PwC’s Mini MBA programme being offered in the CEE region.

In 2009 he was instrumental in the concept, development and preparation of an IFRS manual in the Greek language in association with the ICAEW, a programme that was launched at PwC Greece in 2010. At PwC Academy in Greece, the unit was the first among academies to reach Gold Status by ACCA and Platinum status the next year.

He is founder of StudySmart.gr®, a company offering information on education, training, educational systems and certifications, and founder and president of the non profit organization named Teachers Without Borders Greece.

He is the author of the only educational guide offered in Greece since 2004. He has been an active speaker on educational, professional training and business development issues in over 100 events in the past decade.

His knowledge areas spans from general education to developing programmes, vocational education and training (VET), Professional qualifications (PQs) and teaching topics such as Corporate Strategy, Entrepreneurship, Business Planning, Marketing and HR (for the University of Surrey (UK), University of Strathclyde (UK), Henley Management School (currently University of Reading UK), University of Nicosia (CY) and PwC Academies in Europe. He has delivered over 7,000 hours of professional training in the last 15 years.

As well as being a GMN Fellow, Dino holds a Bachelor’s degree from the University of Connecticut (USA), a Masters and a Phd from the University of Surrey(UK), a Diploma in Corporate Governance from the ACCA (Association of Chartered Certified Accountants) is a Fellow RSA UK, a Fellow of the Institute of Business Consultants UK, a Certified Associate Business Manager from APBM USA and a Member of the CIPR, UK.

We continue our introductions next month, highlighting GMN’s Regional Directors for the United Kingdom and Ireland, as well as Sri Lanka and Maldives.

You can find profiles for all of GMN’s Regional and Country Directors on the official GMN website: www.gmnhome.com/regional-and-country-directors.html If you are interested in joining our team to represent GMN in your country or region please contact: darrellkofkin@theglobalmarketingnetwork.com

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April 2013 | 69

Image: Shutterstock

Are You A Victim Of Phantom Vibration Syndrome?

Martin Lindstrom

That’s right--when you reach for your cell phone, though you are unprovoked by a beep or a hum, you are a slave of biology, and of our modern-day dependency on gadgets.

You might laugh, but do you find yourself reaching for a vibrating phone in your pocket, only to discover that it’s not there? I’ve come across this so often that I’ve come to call it Phantom Vibration Syndrome. Think about it: How many times have you checked your phone today for messages, despite no sign or signal that there’s one waiting in the inbox? What’s going on in your brain that leads you to think that a message came through without you noticing it?

Or, worse still, what makes you think that the messages will somehow flow in faster if you check your phone more frequently?

Some years ago I conducted a major research study on smoking. I wanted to find out if the simple act of observing a person smoking would be enough to encourage other 70 | April 2013

smokers to smoke. To cut a long story short, the answer was a resounding “Yes.” Using fMRI we learned that something called Mirror Neurons are activated the moment a smoker sees another smoker lighting up. Mirror Neurons give credence to the old saying “Monkey See, Monkey Do.” It’s a built-in mechanism connected to the empathy emotion, and it partly explains the popularity of sports and pornography. Both activities take us beyond observation, because in our brains we’re actually participating.

In the study on smoking, we learned that the Mirror Neurons would kick-start a chain reaction in the smoker’s brain, which would induce craving sensations. In other words, whenever smokers observe another smoking, there’s no opt-out because the tobacco user’s brain is hardwired to be seduced into lighting a cigarette. So, for example, when Leonardo DiCaprio lights up a cigarette on screen (he frequently smokes in his movies), it sadly has an enormous affect on those watching the film.

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You may ask, what on earth this all has to do with you and your phone? It’s probably the exact same brain reaction whenever we switch on our cell phone. Cast your mind back to the last time you spent casually chatting around a table with a group of friends. Think about what happens when one or another checks their messages. In a matter of moments, a few others in the group will feel around for their phones and check their screens too. If you were to ask them what prompted them to check at that particular moment, they’d have no idea. And, without any solid scientific evidence to back my claim, I’d venture to say it was caused by the activation of the Mirror Neurons. Monkey saw, and monkey did.

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Apart from habit, Phantom Vibration Syndrome is also about not being fully present. As much as we all believe we’re skilled multi-taskers, for the record, we’re not. Quite simply, we’re no longer fully present. By this I mean emotionally as opposed to physically. We think we are, we think we’re participating in the conversation, but in reality, we’re not.

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Recently, I met with a group of interesting people. As the night progressed I noticed something missing: No one was checking his or her phone. They were listening and talking uninterrupted. There were no electronic beeps, and all eyes stayed focused on the task. And as our conversation stalled as we pondered a question, no one rushed to Google the answer on his or her smartphone. Instead we discussed, debated, and even argued, eventually finding our way to a resolution. It was a fascinating, and dare I say fun process that would have been totally bypassed if we had an iPhone or an iPad, or a BlackBerry at hand.

This group of people is not unique. As I interview hundreds of kids all over the world, it has become clear that a growing number are rethinking the role of electronic connectivity in their lives. They see their parents’ dependency close up, and reject this 21st-century addiction to gadgets. They don’t want to take their BlackBerrys to bed, nor do they want to take a back seat to whatever electronic impulse interrupts their dinner. Who can blame a generation of Chinese kids who see a special shelf for their cell phone beside the toilet? No kidding!

So, the moment you realize that you’ve fallen victim to the Phantom Vibration Syndrome, you should be aware that it’s more than a pulsing sensation in the pocket. The risk is that you might find yourself checking your messages in response to someone doing the same, no longer fully present in the real world. Then again, you might ask yourself who cares if everyone else lives in the same virtual world alongside you?

Join The Discussion: Are you a victim? Have you found ways to overcome this digital reliance?

Degree in 16 or 21 months Visit our campus or attend a free class. Call 407-646-2405 or go to mba.rollins.edu to schedule your visit.

Martin Lindstrom Chairman, Buyology Inc and BRAND Sense Agency Martin Lindstrom is a 2009 recipient of TIME Magazine’s “World’s 100 Most Influential People” and author of Buyology - Truth and Lies About Why We Buy (Doubleday, New York), a New York Times and Wall Street Journal bestseller. His highly anticipated new book Brandwashed: Tricks Companies Use to Manipulate Our Minds and Persuade Us to Buy was released September 2011.

Lindstrom is the CEO and Chairman of Martin Lindstrom Company Ltd and Chairman of Buyology Inc (New York), as well as BRAND Sense Agency (London). He is a trusted advisor to numerous Fortune 100 companies including McDonald’s Corporation, PepsiCo, American Express, Microsoft Corporation, The Walt Disney Company and GlaxoSmithKline, amongst others.

His book, BRANDsense, was acclaimed by the Wall Street Journal as “…one of the five best marketing books ever published.”

Buyology, was voted “pick of the year” by USA Today, reached ten of the Top 10 bestseller lists, including the New York Times and Wall Street Journal. His 5 books on branding have been translated into more than 30 languages and published in more than 60 countries worldwide.

GMN Fellow Profile Michael Solomon

fgmn

GMN Programme Director for Consumer Behaviour, Professor of Marketing and Director, Center for Consumer Research, Haub School of Business, Saint Joseph’s University Professor Michael Solomon is the GMN Programme Director for Consumer Behaviour and is regarded as one of the world’s leading authorities on consumer behaviour. He brings to GMN a strong blend of consulting and research experience and has been recognised as one of the fifteen most widely-cited scholars in the academic behavioural sciences/fashion literature, and as one of the ten most productive scholars in the field of advertising and Marketing communications.

Michael’s primary research interests include consumer behaviour and lifestyle issues, branding strategy, the symbolic aspects of products, the psychology of fashion, Marketing applications of virtual worlds and the development of visually-oriented online research methodologies.

He currently sits on the Editorial Boards of the Journal of Consumer Behaviour, Critical Studies in Fashion and Beauty, and the Journal of Marketing Theory and Practice, and he recently completed an elected six-year term on the Board of Governors of the Academy of Marketing Science.

His textbook, Consumer Behaviour: Buying, Having, and Being, published by Pearson Education is widely used in universities throughout North America, Europe, and Australasia and is now in its tenth edition.

His text, Marketing: Real People, Real Choices was published in its seventh edition by Pearson Education and is currently one of the most widely-adopted Principles of Marketing texts. His most recent trade book, The Truth about What Customers Want, was published in October 2008 by FT (Financial Times) Press. He recently co-authored (with Tracy Tuten) Social Media Marketing, the first textbook on this topic that was published by Pearson Education in 2012.

Michael is a frequent contributor to mass media and is often quoted in national magazines and newspapers, including Newsweek, The New York Times, USA Today, and The Wall Street Journal. He has appeared on television and radio to comment on consumer behaviour issues, including “The Today Show,” “Good Morning America,” CNBC, Channel One, “Inside Edition,” “Newsweek on the Air,” and The Wall Street Journal Radio Network.

His clients include: Bayer Healthcare, Hakuhodo Advertising (Tokyo), H&M, Intel, Johnson & Johnson, Levi Strauss, Prudential Securities, United Airlines, Black & Decker, eBay, Visa, Timberland, and Calvin Klein. ~ CMO

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Coming In The Next Issue: From Pawns to Partners: Turning Customers Into Co-Designers More than 650,000 customers beta-tested Microsoft Windows 2000 before it went to market.

The value of this R&D investment to Microsoft: More than $500 million. You do the math - not a bad deal for Microsoft.

Why don’t more companies do the equivalent of software beta-testing, where they share preliminary, bug-laden concepts with customers to get their

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feedback before it’s too late? Ironically, many companies go to great lengths to hide their ideas until they are absolutely, positively perfect -- at least according to their own designers.

This article will make the case that it often makes sense to reveal what you are up to in the early stages, warts and all. In many contexts, consumers want to be engaged in the design process. They want to be part of an ongoing conversation with companies to ensure that they can choose from goods and services that fit their needs, not just the latest gizmos some whiz-kid thought would be cool to sell.

Consumer products firms in particular need to think more like high-tech companies that incorporate the lead user method. This approach encourages sophisticated users to participate in a process of joint development with manufacturers. Studies of industrial product innovations show that the greater the benefit a user expects to obtain from a new product, the greater will be her investment in obtaining a solution. The people want to be heard.

Like that really loud Father’s Day tie, they hate surprises -- especially when the “gift” they receive doesn’t match what they wanted.

It’s not unusual these days to visit restaurants with open kitchens, where diners can watch the chefs at work – and in some cases play a role as well.

Many service businesses understand the value of enlisting their customers as quasi-employees.

Sometimes these “helpers” aren’t even aware of their contributions to a smooth operation, but they make them nonetheless. When a rental car agency gets people to obediently board a shuttle bus and line up at the proper place, it is making life easier for its employees. When a CPA firm sends a thick tax information form to a client to fill out in advance of a meeting, it’s saving a lot of time for the accountant (and hopefully passing this savings on to the client in the form of fewer billable hours). When diners serve themselves in a buffet and even bus their tables when they’re done, they’re taking on the duties of wait staff – and paying for the privilege.

So, why not enlist the help of the people who will use the products you make? Involve them in the design process; get them to work as co-designers to be sure you are producing what they want to buy. When producers and consumers sign off on the process early on, everybody wins. There are a lot of ways to do this, from simply watching how people use what they buy all the way to getting them to design the product themselves...

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Also in the next issue: •• An Interview with Andy Sutherden of Hill+Knowlton •• 50 Marketing Leaders Over 50: Part 2 •• We hear from trendwatching.com’s Head of Global Research •• Fin out about our Thought Leaders of Tomorrow competition •• We reveal all the details you need to kick off Summer in Brazil with GMN

Issue out Monday 6th May

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April 2013 | 73

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Midnight Worries that it was a penalty, knowing he is utterly powerless. Mobile consumers are creating content every time they make or receive a call or text message. They are in a different mindset. They are having conversations.

Do you lie awake counting sheep or bucks?

Walter Spoonbill of Spoonbill & Coot soothes your sleepless brow.

This month: How mobile are you?

“Dear Walter, My marketing director has told me that my brand must have a mobile strategy.

But my brand is an underarm deodorant.

Would you like to see armpits on your cellphone?”

Static Brand Manager Dear Static – Coot, who it transpires has made a study of armpits, tells me that they can be things of beauty, citing the statue of the Greek discus-thrower from Hadrian’s villa, Leonardo da Vinci’s Vetruvian Man & Charlize Theron’s Oscar pose.

You may think that the world’s greatest armpits may not set the mobile world ablaze, but after Angry Birds anything goes. Mobile marketing works best when it takes the brand into a highly networked world. TV consumers are mostly passive, beyond the football fan shouting at the ref

Axe is about sex appeal, so the Axe Apollo scented range is going to send 22 winners 100km into space, with the line “Leave a Man, come back a hero”. TV commercials in 60 countries, a Buzz Aldrin launch seen on YouTube by 750 000 wouldbe heroes & a feminist backlash have made this underarm deodorant a social media monster.

The Dove campaign celebrates real women & has trawled the net for Dove spokesbloggers, who review & open conversations around their deodorant. The Dove Facebook page has notched up over 13 million “likes” (This Axe/Dove armpit survey shows, Coot says, that while men want fantasy, women prefer reality.)

Competitions & spokespeople go back David & Goliath & beyond – now the ubiquity of mobile means everyone can join in. Whether you market an underarm deodorant, a bank or Puerto Rico, mobile is the most versatile way to have a conversation. So start compelling conversations that are true to your brand.

Frothy over, Coot & I went into enemy territory, where divisions are part of armies distinguished by their equipment. What would Sun Tzu recommend?

“To lift an autumn hair is no sign of great strength; to see the sun and moon is no sign of sharp sight; to hear the noise of thunder is no sign of a quick ear.” Sun Tzu - The Art of War In other words, take a deeper look first. Sun Tzu celebrates the use of spies who help generals make decisions. So make the best use of your time in the agency mobile division – then report back your insider’s observations. Are there weaknesses in the model, any unnecessary tensions? Or do the divisions seamlessly mesh in finding & executing big, brave ideas? If so, why have divisions in the first place? If your report back is accurate & perceptive, it will be food for general thought

“Dear Walter, please dispense your wisdoms in 140 characters.” twitteratti Dear Twit Man with megaphone/Makes most noise/Is listened to/Not loved Choose when to stand, sit, run or walk. Never wobble

“Dear Walter, I am a young marketer in her first job & my company has sent me to learn the ropes at the mobile division of our ad agency. It’s not what I expected…”

Neophyte

Wishing you magical, mobile moments

Dear Neophyte -

Walter Spoonbill

Coot is frothy. “tell your marketing director to fire the agency!” This extreme reaction was caused by the concept of a company, a gathering of people, creating a “division”.

Wspoonbill@theglobalcmo.com

W.Spoonbill.~

Spoonbill & Coot North Corner, Southern Tip, Western Cape, South Africa

Do e-mail Walter with your Midnight Worry – the most intriguing will be published & answered.

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