Global CMO™ The Magazine - June 2013

Issue 4 | Volume 1

June 2013

A View From The C-Suite An Interview With Jon Iwata

The Spear And The Smartphone Danette Breitenbach pgmn

What The New Breed Of CMOs Know That You Don’t MaryLee Sachs fgmn

Understanding The Digital Consumer Damian Ryan and Calvin Jones

Join GMN At Brand2Global

Tracy Tuten:

The Zones Framework

A Different Way Of Understanding The Landscape Of Social Media

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Are You ‘Socially Responsible’?

- Responsible for your company’s Social Media that is.

Welcome to the Social Media and Digital Marketing issue of Global CMO The Magazine.

Issue 4 | Volume 1

Thanks to the amazing thing that is the Internet (which gives us Social Media and Digital Marketing), our contributors for this issue herald from four different continents. And, led by GMN’s own Tracy Tuten explaining the social media landscape, they cover everything from digital consumers, the customer experience, social media best practice and much more (I’ll stop now before this turns into a ‘Contents Page’).

For those looking for inspiration from our industry’s leading practitioners, we have a great interview with long time IBMer and their Marketing leader, Jon Iwata. A big thank you goes out to GMN’s Global CMO Czar MaryLee Sachs, for providing us with such wonderful insights.

June 2013

A View From The C-Suite An interview with Jon Iwata

The Spear And The Smartphone Danette Breitenbach

What The New Breed Of CMOs Know That You Don’t MaryLee Sachs fgmn

Understanding The Digital Consumer Damian Ryan and Calvin Jones

Join GMN At Brand2Global

Tracy Tuten:

The Zones Framework

A Different Way Of Understanding The Landscape Of Social Media Global CMO is the Official Magazine of Global Marketing Network, the Global CMO™ Body The Magazine June 2013 | 1 Global for Marketing Professionals. www.theglobalcmo.com

Cover Image: Tracy Tuten

Global CMO™ The Magazine Issue 4 | Volume 1 | June 2013

Last issue we launched a competition to win a ticket to Brand2Global later this year. Well, just to make it even better - this issue, we announce our special member and reader discount, and let you know of all the sessions being delivered by GMN Global Faculty members.

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Inside This Issue Cover Story 40.

The Zones Framework A Different Way Of Understanding The Landscape Of Social Media Tracy Tuten fgmn

Features

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What The New Breed Of CMOs Know That You Don’t

16.

The Impact Of Social Media On The Customer Experience

Kent Huffman

19.

MaryLee Sachs fgmn

52.

The South Africa Marketing Professional Study™ Launches Get Involved Today

Marketing Leaders Of Tomorrow Competition

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Compliance, Policies And Red Tape In Social Media For Businesses

Write For Global CMO, Get Published And WIN!!

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The Spear And The Smartphone

Danette Breitenbach pgmn

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Carol Mann

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Understanding The Digital Consumer

Damian Ryan and Calvin Jones

Best Policies To Avoid Digital (Social Media) Miscommunication

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Marketers: Operationally Proficient But Strategically Stalled

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Join GMN At Brand2Global 16-18 September 2013, Doubletree by Hilton - Tower of London Hotel, London UK Global Marketing Network is delighted to be endorsing the upcoming Brand2Global Conference taking place in September in London.

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The Responsible CMO: IBM MaryLee Sachs fgmn Interviews Jon Iwata

International Business Machines (IBM) is an American multi-national computer, technology, business consulting, and IT consulting corporation headquartered in Armonk, New York. IBM is one of the few information technology companies with a continuous history dating back to the nineteenth century. The company manufactures and sells computer hardware and software, with a focus on the latter, and offers infrastructure services, hosting services, and consulting services in areas ranging from mainframe computers to nanotechnology. IBM has been well known through most of its recent history as the world’s largest computer company and systems integrator. IBM has 406,000 employees in 173 countries, and holds more patents than any other US-based technology company.

12 | June 2013

Jon Iwata, Senior Vice President, Marketing And Communications The catalyst for Jon Iwata’s rise to lead IBM’s marketing team worldwide in July 2008, was not about gaining efficiencies, but rather IBM CEO Sam Palmisano was looking to enhance the effectiveness of the function across two aspects: external and internal. Externally, it became logical to Palmisano that IBM needed to speak with one voice across every constituent that mattered to the company.

But, as Iwata points out, “It went beyond that because you don’t need to structurally integrate organizations to have simple message alignment and consistency.” He adds, “I think the deeper point here is that you have so much

Global CMO™ The Magazine

A View From The C-Suite Jon Iwata Professional Experience 2008-current: Senior Vice President, Marketing and Communications, IBM 2002-2008: Senior Vice President, Communications, IBM 1995-2002: Vice President, Corporate Communications, IBM 1989-1995: IBM Corporate Headquarters that can be projected through brand management or public relations or advertising. Iwata states, “So your culture and your external reputation and brand need to be managed holistically as well.”

The consolidation of sorts didn’t involve hiring in as much as changes were made conceptualizing the kind of expertise that was required in the combined functions.

Iwata provides two examples: “The IBM brand is respected, well known and has value, but in terms of how our brands were managed, we had a brand management function.

But the reality of what goes on inside of an organization is going to have tremendous bearing on the brand or how the company is perceived. Meanwhile, the management of culture was managed by internal communications or organisational behaviour, completely separate from those who worry about the brand. So we put them together into a new construct so the people who focus on corporate culture and those who focus on brand meaning are together on one team which we call the IBM Brand System. So corporate culture and brand management are fused together.”

information being shared and known about corporations across every segment that the ability to segment audience and message is almost impossible. So you have to approach the marketplace fully, and that’s not just customers but also shareholders, employees, governments, and all the rest. We have to start from the premise that that’s the way you have to engage holistically, fully integrated, across all constituents.

And therefore we needed to not just put the things together but in fact create a different kind of team.”

The internal aspect of the realignment was related to the transparency and visibility of what goes on inside the organization. Iwata believes that the actual behaviour of the company, the culture, and the performance cannot be managed as if they were separate from the outside reality

The second example Iwata explains, “We’ve also changed our market research function. We’re not just doing market research but now we’re pressing much more into analysing data and information not just to understand the marketplace better but to create intellectual capital that actually can be deployed with clients. It’s almost like our analytics group; it’s also most like the marketing R&D group. There has been an evolution of the so-called ‘market intelligence’ group from market research to marketing R&D.” In addition to creating a “different type of team,” Iwata talks of bringing more science and rigor, analytics, and technology to the way the company launches products and services through the “IBM Demand System.” Likening it to an integrated supply chain operation approach as a parallel example, he describes how IBM takes aspects such as advertising, promotion, PR, sales, collateral, and the like, as individual pieces that his team are working to make more coherent alongside analytics and technology so that it’s much more of a value creation option.

Global CMO™ The Magazine

June 2013 | 13

IBM marketing communications and citizenship

The IBM marketing approach is a matrix. One part of the matrix is the three profit and loss (P&L) BUs: the hardware business, software business, and services business.

Marketing communications staffs are attached to each of these big P&L units. The second part of the matrix is geographic. IBM goes to market geographically. The third part of the matrix is the corporate function where discipline leaders sit and where, it seems, best practice is fostered through professional excellence. Each profession or discipline has a leader who ensures the quality of the profession regardless of where the staff member reports – P&L BU, geography, or corporate. Iwata provides an example: “External relations and analyst relations is led by Ed Barbini. There are hundreds of people who are in external relations who are either in the P&L units or they’re all over the world in the countries. They may report into the country or report into the software group but as professionals, they look to Ed Barbini as the guy who sets the standards, who ensures the quality of the profession, and who probably will be responsible for their jobs somewhere in the world. So we have the value or attributes of centralization because you’ve got centralization of the professional skills groups but they are attached to the organisational structure of the company.”

Professional disciplines include external relations, brand management, market management, market intelligence, demand management, corporate citizenship, and operations. Iwata approximates 300 people sitting at the corporate discipline level. Then there are probably 2,500 marketing staff in the P&Ls, and another 2,500 in the countries.

From a planning perspective, IBM has two cycles. According to Iwata, “I make this very simple. We have a strategic set of 14 | June 2013

planning cycles and we have a budgeting cycle. The strategic starts first. We call that a spring plan which focuses on strategic priorities such as how we will shift to grow, what aspects we need to downplay, what aspects we need to elevate, any sort of geographic shift, business line shift, skill set solutions. We set our priorities. And then we follow that with fiscal or budget cycle which is in the fall, and all that gets reconciled with the economic and financial targets of the corporation. This also has to be reconciled with each of the P&Ls and with each of the countries so that goes top down, bottom up, back and forth until we’re all tired out.

That’s at the tectonic plate level annually.”

Iwata also makes the point that quarterly checks are done, priorities are revisited and adjusted if need be with regard to competition, messaging, and the portfolio. Additionally, he focuses on talent – constantly moving people to broaden their careers, bringing people in, moving people around the world. He calls this “collective talent management.”

Planning with agency partners mirrors the company planning process. Iwata says, “The agency is mapped to the spring and fall plan. They get a sense of our priorities and see the budgets. Day-to-day they are integrated with us and our goto-market activities and our campaigns. We’ve consolidated our agency relationships to a smaller number of mostly global firms both in PR and in advertising and events. And therefore they are fully integrated with our operations and, for the most part, they have been for over ten years, in some cases over 15 years.”

KPIs are many. At the corporate level, Iwata and his team pay a lot of attention to the state of the IBM brand which is measured in many different ways across many different peer groups. In terms of the products and services, the

Global CMO™ The Magazine

KPIs there include market share; how IBM is perceived against the competition; client engagement, satisfaction, referenceability, ease of doing business with, and value for money. Client-related measurements are very much related to share performance, share of wallet, share of mind, and share of industry pie. And then there is “a whole bunch of internal measurements, which we care about very much,” according to Iwata.

As Iwata’s marketing team continues to develop newer disciplines, he’s looking to continue to build and expand include social media, analytics, marketing automation, and a continued roll-out of brand and culture management.

And while there has been a historic shift towards digital in recent years, Iwata talks of the shift within digital towards Web 2.0 from Web 1.0. “Call it social media and we’re investing heavily in it both in terms of what we do as well as policy and management systems that are working to social media. Within analytics, we’re looking to build technology as well as a skill set. We need people who understand, who have questions to ask, and know what tools we need to make sense of all of the data available to us. In terms of marketing automation, that’s a roll-out of tools in how to use them to change the process of the work of marketing to increase effectiveness. And of course the brand and culture management which we call brand system doesn’t so much require investment but rather a new skill set that we have to support.”

The employee piece becomes even more important when one considers the sheer people power that 406,000 staff can have. According to Iwata, “We’re deploying more and more employees to use social media in our business interest. Internally, it’s almost 100 percent of the population but externally it’s up to several thousand. Our goal is to create a policy environment for education and the tools and technologies so that 100 percent of the employee population feels confident and expert at using social media for business purposes. That’s our goal.”

There are over 200,000 IBMers registered with IBM profiles on Facebook, and about the same on LinkedIn. Iwata says, “In both cases, we’re the largest professional populations. So we already have about half of the work force already heavily into social media. The question isn’t whether they’re using social media. The question is how can we help them use social media responsibly and to help IBM’s business interest.

And that’s kind of the goal of our social media efforts.”

Did Iwata see any disadvantages coming to a marketing leadership role from largely a communications background?

He says, “The challenges included a complete lack of familiarity with the vocabulary of marketing. I’d call it the orthodox use of marketing. I have no formal background in marketing, so that’s everything from the funnel to the basket to the four Ps, to all of the IBM unique jargon that the marketing organization uses around our tools and processes to execute marketing work. So in that regard, it was a different tribe. But I also think that the challenge wasn’t a

different mindset, and I’m going to bridge to the advantages of coming at this from a PR or communications background.

We’re in a mindset historically within marketing which makes total sense by the way. Marketing’s job is to market the products and services of the company. The corporate communications job is about having an understanding that we have to think about all of the audiences and constituents that matter to us or that we matter to them. So you don’t do anything without thinking about how it will be understood or received by the different audiences – including media, management, staff, retirees, unions, communities, suppliers, customers, and so on. This is second nature, but not to marketers. But in the world in which we’re moving, people care about the where the product was made, they care about the behaviour of the company executives, or how the company is treating its employees, and they know who is answering the telephone when they call for customer service. And you can’t, as marketers, say ‘I don’t want to pay attention to that, I simply want to talk to you about why you should prefer my products’.”

Iwata continues, “The heritage of public relations and communications has trained us to take a multi-audience, multi-stakeholder view, a multi-dimensional view of what we do. And I think that has been a good thing. But the traditional model of marketing, as my colleagues in marketing would first point out, is really breaking down. Everything from the funnel to traditional advertising is all breaking down so they are much more open to ideas and approaches.”

This interview has been reprinted by kind permission of Gower Publishing, from the MaryLee Sachs title ‘The Changing MO of the CMO’.

MaryLee Sachs

fgmn

Founder | CEO | CMO, Changing MO LLC MaryLee Sachs is GMN’s Global CMO Czar. With over 27 years of integrated marketing experience in the international arena, MaryLee has worked with and advised many blue-chip organizations including P&G, Kellogg’s, Motorola, PepsiCo, Frito-Lay, Beiersdorf, HSBC, American Express, Porsche, Patek Philippe, Mexico Tourism and many others.

MaryLee has always been highly active in the marketing space for many years and has taken on many roles • An advising member of the Marketing 50 for over three years • An advisor to The CMO Club in the US for over four years.

• A 2009 jury member for the PR category in its inaugural year at the Cannes Lions International Festival of Creativity • A member of the Marketing Group of Great Britain and the Marketing Society (UK) for over 15 years.

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The Impact Of Social Media On The Customer Experience Kent Huffman

As the CMO for a mid-market technology reseller and integrator, I’m responsible for marketing my company’s products, services, and solutions across the United States.

We’re very active in the social media community, especially on Twitter, LinkedIn, Facebook, and YouTube.

“We find our guests are more engaged with The Ritz-Carlton in the digital space than ever before—not only directly with us, but also with one another. They freely share details about their experiences and memories created while staying with The Ritz-Carlton.”

I’m currently in the process of developing a customer experience platform that will hopefully take our customer service and loyalty efforts to the next level. Social media is one of the primary components of that platform and will undoubtedly contribute to our ongoing success.

Another leading brand that has customers across the globe is L.L.Bean. The retailer has been a trusted source for quality apparel, reliable outdoor equipment, and expert advice for more than 100 years. Founded in 1912, L.L.Bean began as one-man operation with the firm belief in keeping customers satisfied. It eventually grew to become a global organization with annual sales of more than $1.5 billion.

Satisfying its customers is still L.L.Bean’s most important goal.

Even though my focus is national in scope, I was anxious to better understand and incorporate some of the social media best practices that larger global brands are using to impact the customer experience for their organizations. So I talked with several leading marketers who manage global brands, consult with global brands, write about global brands, and lead academic research and discussions about global brands.

Most B2C Brands “Get It” The Ritz-Carlton is a great example of a global brand that truly understands the value of social media and how it can impact the customer experience. One of the most recognized and respected brands in the luxury hospitality segment, the company has 82 hotels worldwide in 27 countries, with plans for further expansion in Europe, Africa, Asia, the Middle East, and the Americas.

Chris Gabaldon, CMO at The Ritz-Carlton, told me that “social media provides The Ritz-Carlton a dynamic way of communicating with our customers.” Chris went on to say,

I asked Steve Fuller, L.L.Bean’s CMO, about how social media impacts the customer experience for his brand.

Steve noted that trust plays an important role. He added, “Believability of a brand drives followers, friends, and ‘likes,’ but—perhaps more importantly—it helps customers ‘rise above’ sometimes conflicting information that arises through these new consumer-driven channels.”

B2B Brands Are Catching Up For whatever reason, B2B marketers sometimes lag behind their B2C brethren when it comes to being innovative and recognizing new trends. What about global B2B marketers?

Do they understand the value of social media and its effect on the customer experience? Jonathan Becher does.

Jonathan is the CMO at SAP. As a market leader in enterprise application software, SAP helps companies of

Global CMO™ The Magazine

June 2013 | 17

all sizes and industries run better. SAP applications and services enable nearly 200,000 customers around the world to operate profitably, adapt continuously, and grow sustainably.

“Finally, social media has increased the importance of the customer experience for marketers. The ability to market to someone considering your product is disappearing in many instances. Consumers can look to social media to get a real sense of what it would be like to use your product, and you as a marketer might not be in that conversation.”

So how does a huge B2B organization like SAP ensure that social media is having a positive impact on its brand?

According to Jonathan, social media has taught SAP “the power of being responsive, credible, and people-centric.”

Although it’s pretty scary for many marketers, losing control of the conversation about your brand is a harsh reality in today’s social world. But that doesn’t mean you’re helpless to influence the conversation about your brand.

Motorola, a multinational telecommunications conglomerate with a long history of innovation and leadership, split into two separate companies in 2011. The consumer cellular side of Motorola rebranded itself as Motorola Mobility and was acquired by Google in 2012. The B2B side of Motorola (two-way radios and other wireless solutions for government and business) became Motorola Solutions.

Stepping Up To The (Social) Plate You knew there would probably be a sports metaphor somewhere in this article, didn’t you? Well, you’re right.

And there are some significant parallels among the worlds of social media, customer experience, and sports.

The marketing team at Motorola Solutions is keenly aware of the importance of the impact of social media on the customer experience and has made social an integral component of Motorola’s B2B go-to-market strategy. “As we design our campaigns and plan our launches, we consider how our content should appear throughout social media to meet our audiences where they are,” said Eduardo Conrado, Senior Vice President of Marketing & IT at Motorola Solutions. “We try to anticipate our customers’ questions and answer them with the right content, whether that’s a video explaining the benefits of our digital MOTOTRBO radios, a blog on how we help manage cyber security threats, or a detailed webinar on our enterprise networking solutions. We also strive to answer any questions sent to us via social media within 24 hours.”

As a renowned professor of sports marketing at Boston College, former CMO of the New England Patriots, and author of the book, Winning the Customer, Lou Imbriano knows a thing or two about marketing and the customer experience—and of course, sports. He also is well versed in social media and understands how to impact the conversation about brands.

Lou believes that the single most important key to success in using social media to enhance the customer experience is to simply “stop talking and start listening. You must pay attention and truly listen if you don’t want to squander the potential of a relationship with the customer.”

Are you listening?

Scope, Varnish, And The Connection To Marketing

Kent Huffman Chief Marketing Officer, BearCom Wireless

Linda Ireland is a co-owner and partner at Aveus, a leading consulting firm that focuses on customer experiencedriven performance. Linda also is the author of the book, Domino, in which she teaches leaders how to use customer experience to tip everything in a business toward better financial performance.

Kent is a results-oriented marketing executive, change agent, customer experience advocate, and published author. Serving as Chief Marketing Officer at BearCom Wireless since 2006, he is responsible for expanding the company’s presence in its target markets, as well as driving all marketing strategies and tactics, including thought leadership, integrated marketing, and demand generation.

In 2012, Kent authored the book 8 Mandates for Social Media Marketing Success, and in 2008, he co-authored the book Maximizing Your Marketing Efforts.

Kent also is Co-Publisher of Social Media Marketing Magazine, a new digital publication written by the leading CMOs, marketing book authors, and marketing professors around the world who are active on social media.

“I see three big impacts social media is having on the customer experience,” Linda told me. “First, customers now have the ability and means to speak to the masses about their experience with you. Social media interactions may be many and far reaching—and they are part of their experience with you, even when you aren’t participating.”

“Second, social media removes the varnish from any customer experience. Because we trust what we hear from our friends or colleagues as much as—sometimes more than—we trust what we hear or see from the companies we buy from, social media makes any experience more real or authentic. This also means social media has forced authenticity in claims. The pressure on marketers to deliver what they promise has never been higher.”

18 | June 2013

Marketing Leaders Of Tomorrow

Global

CMO THE MAGAZINE

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Submit your original piece (Max 500 words) on the following topic, by 1.00pm (GMT), 30th July 2013, via the entry form at: www.theglobalcmo.com/leaders-of-tomorrow/

“Given your understanding of the challenges faced by organisations, what are the qualities required to be a Marketing Leader of today?“ • All qualifying entrants will receive a complimentary 1 Year GMN Student Membership • Three shortlisted entrants shall be profiled in the August issue of Global CMO. They shall also each receive a collection of the latest marketing and business books to help them be a Leader of Tomorrow.

• The winner (as well as Silver and Bronze awards) will be be announced in the September issue of Global CMO. • The winners piece will be Published in September’s ‘Marketing Leadership’ issue and posted online • They will receive a complementary ticket to the Brand2Global Conference taking place 16-18 September in London UK, at which their winning entry will be displayed.

• The winner will also receive a Years Mentoring from one of our highly respected GMN Fellows • Plus the winning entrant shall secure Annual Academic Membership for their University

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Global CMO™ The Magazine

June 2013 | 19

The Spear And The Smartphone Danette Breitenbach pgmn

Technology keeps driving change across all industries and globally the steep upward trend in using new media in communications cannot be ignored. Marketers are finding themselves on the forefront of this change.

Danette Breitenbach, editor, AdVantage magazine, spoke to five of the top agencies in South Africa about digital and social media marketing and why companies need to be in this space Companies must use digital and social media to market because “not doing so will be at your brands detriment”.

This is according to Prakash Patel, CEO of Prezence Digital.

“The future is that digital, as a medium, will sit at the heart of the communication mix, seamlessly integrated into the bigger marketing and digital eco-system,” he says.

The fact is that brands are talking to consumers and consumers are engaging with brands and talking to each 20 | June 2013

other through online and real-time community forums. Social media basically facilitates these conversations. Brands should no longer ask if, but rather how, they can integrate social media into their communication mix says Michelle Cave, Y&R SA, PR director. “Brands that refuse to embrace social media lose out on connecting and/or engaging with at least some segment of their target audience. The modernday reality is that regardless of whether brands choose to participate or not, people are already talking about them online,” she explains.

Lani Carstens, a main board member of the John Brown Group and Managing Director of John Brown South Africa agrees, saying: “Social media conversations will happen even though the organisation is not there it’s just a matter of deciding if you want to be part of the conversation or not.”

She says digital and social media are the tools of the

Global CMO™ The Magazine

South Africa Is Mobile “relationship era”. “We have come a long way from the “production era”, and a “one to one” form of communication, she says, adding: “Digital and social allow us to continuously learn from consumers and, in doing so, we are able to not only meet a consumer’s needs (marketing era) and drive ongoing consumer satisfaction, but learn from our consumers through digital engagement and UX tracking, thus helping us to constantly find innovative ways in which to build brand affinity/loyalty.”

Prakash Patel, CEO of Prezence Digital, gives his take on the digital and social media market in South Africa.

Adrian Varkel, Managing Partner, OgilvyOne Cape Town agrees. “It’s the first time we can cost effectively have a one-to-one relationship with consumers, which helps to build brand loyalty and advocacy. Previously many smaller brands couldn’t afford to have one-to-one relationships with their customers and now they finally can.”

It is the most significant digital channel that must run through the heart of your marketing and digital strategy seamlessly, across every single touch point. It is arguably the most important DNA in the digital ecosystem.”

An Integrated Approach Given the importance of digital and social media, where should it sit in an organisation?

The nature of social media is real-time communication, says Cave, so it would not be advisable to rely on quick responses from someone at director level, when they’re mostly consumed with other pressing business matters.

“Social media platforms require a dedicated person/team to monitor regularly in order to respond timeously.”

Patel believes the whole organisation needs to embrace and own the social media space, endorsed and supported from the top down and which department then manages it is up for debate and dependent on your organisations social media strategy.

It is also not about who owns what. He says: “That kind of thinking – that Department A must be in charge of traditional marketing and Department B must be in charge of digital and other new marketing efforts – at best is wasteful, and at worst disastrous.

In South Africa one medium that cannot be ignored any longer is mobile. What mobile represents to us today and in the future is fundamentally the most important opportunity for any business to connect with its consumers in a genuine and relevant way by providing a far deeper and personalised engagement if done correctly.

The role of the digitalists in South Africa has now evolved to go beyond merely converting the traditionalist to realising that digital marketing is here to stay, but also to evangelise for the adoption of the newer, more innovative digital marketing tools.

This doesn’t mean that your older digital marketing tools, such as mobi sites and social media, must be relegated to second tier status. In a highly differentiated market like South Africa, making use of the entire range of marketing tools is quite often a necessity.

Mobile phone users may not necessarily have the latest iPhone – in fact, with only 400 000 of the 10 million mobile phones owned in South Africa being iPhones they probably don’t – it was therefore imperative that we have a mobisite, responsive to whichever phone a user has, to have the maximum reach to its customers.

Although together they only count for 14% of the smartphone market, too many agencies – because it’s easier – only create apps for iOS and Android devices, ignoring the majority of the potential market.

This is why we follow the simple upside-down view below, where we are not like the rest of the world with regard to mobile device type penetration and need to think local in executing the perfect mobile channel strategy in South Africa.

On the one end of the spectrum it’s wasteful in that it can lead to a duplication of effort when it comes to strategising marketing efforts. On the other end of the spectrum it can lead to the creation of silos within one brand, each doing its own thing without any consideration of what’s happening elsewhere.

Marketing is a process whereby all the various channels through which you communicate with your audience, must be strategised to work in tandem to send out one cogent brand concept, image, and message.”

He says that in their work as a digital agency, where they most often encounter this issue is when digital marketing efforts – rather than having been conceptualised alongside traditional marketing efforts – are last minute tack-on’s to existing marketing strategies.

Today due to the costs – both of data and devices themselves – in South Africa most users are choosing feature over smart phones, but it is rapidly changing.

Falling data prices and the introduction of low-end, yet relatively powerful smartphones such as the Samsung Galaxy Pocket, mean that businesses increasingly need to look to apps if they want to stay in contact with their consumers and audience.

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June 2013 | 21

Opportunities Varkel believes that digital and social media strategy should be driven by the marketing department. “Social media is a sub-set of marketing – it should always form part of the larger brand strategy. The various departments (including PR) should all have input. It also requires buy-in at a directorlevel, so that everybody is aligned.”

Social media is such an expanding sphere; no one department can fully “own” the space maintains Carstens.

“Of course there needs to be “buy in” from all levels within an organisation and it call for a collaboration between departments.” This collaboration would depend upon one’s industry/objectives and the social media platform, e.g. LinkedIn (HR + directors), she says. “In our view the department most suited to deciding on the content, the flow of communication, a view of the bigger picture and prepared to be accountable for the good times and the bad times should be the one that runs with the desired platforms.”

For Cave the gatekeeper/s of the various social media platforms should reside in a role that understands the brand’s key messages, its tone and personality, as well as when to escalate negative commentary to the powers that be within the organisation for crisis management. “The first prize for a brand in this case, would be collaboration between the marketing and PR departments who work to an agreed upon social media strategy approved at director level.”

The focus of companies should be on using social and digital platforms to communicate directly, relevantly and imaginatively to earn customer participation, engagement, loyalty and ultimately, business results. As Cave explains: “In George Patterson Y&R’s Socializing Brands’ Little

Black Book, the agency describes socialising brands as “connecting with people through values and the things that matter to them”. These core values are largely unchanging and usually have something to do with people’s desire for belonging, their desire to laugh, or to have greater control or power. Only when a brand is relevant to people’s lives does it earn participation”.

According to Pratel, social media provides brands the following key opportunities: •• Managing Social CRM for example using ORM in identifying a possible disgruntled consumer and the opportunity to enage and convert.

•• Endorsement of a brand through likes and follows •• Extending the conversation / dailgues with your customers •• Sharing knowledge and insights Examples include: Random Act of Kindness,the KLM airlines case study and the Baker Street Tweet Machine, which tweeted customers when hot bread was available.

But there can be a sting in the digital and social media tail. Carstens points out companies need to proceed very carefully. “When connecting with your customers across digital and social, the whole world can see and comment… and often do. So make sure you get it right the first time.”

That said, digital and social have done wonders in helping companies and brands build strong relationships with their customer bases. Carstens quotes the Harley Davidson Facebook page as one of these. “Go to their page, leave a negative comment and watch what happens. First a company representative will contact you very quickly to help resolve your issue. Second, you will be inundated with comments from people who follow the brand.”

Adrian Varkel, Managing Partner – OgilvyOne, Cape Town, has worked in the digital field for over 15 years. He has headed the digital business unit at Ogilvy for the past three years, winning close to 50 awards in the past two years. Prior to working at Ogilvy, Adrian headed up a national fashion retailer. Before that he was the Technical manager for Clickatell. Adrian also enjoys writing and has written and had published two Little Lucky Lolo children’s books in all of SA’s 11 languages.

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Content: the Holy Grail

Making An Investment

Content is the basis of a successful social media strategy and the holy grail says Lani Carstens, a main board member of the John Brown Group and Managing Director of John Brown South Africa.

Social Media never sleeps and companies need to be prepared for the good, the bad and the ugly of what people may be saying and thinking about your brand, she continues and this means companies have to invest resources to digital and social media platforms.

However, it’s also what one does with that content that counts. Content is the fuel that drives digital through creating more personalised and extended content experiences online, which can enhance engagement even further. The content needs to add value to the platform that it’s being engaged on. As the publisher of that content you need to understand what that journey looks like and how this content will be consumed and the impact on the end user. Content should always be relevant, add value and if relevant for the social media platform, entertain.

Her point? “To build successful digital and social campaigns, start by listening to your customers and understanding their needs. We now have access to rich real-world data to help shape our content strategies when planning on connecting with our customers.”

Basically in the social and digital space the consumer has a choice to engage with your brand and so it is important that all communication offers relevant value as well as brand/product information in a way that stays true to the brand, says Varkel. “Product and customer relevance is vital – this space shouldn’t purely be used to do a brand job.”

Companies in the US are spending up to half their marketing budgets on digital. “Heinz has doubling its digital marketing spend from three years ago and Mitsubishi is planning on having the highest spend in digital. Sectors sectors such as the automotive sector are focusing around 35% of their marketing spend on digital, including social media and ad spend.” says Pratel.

However your investment into digital and social media is all dependent on what you are trying to do, he says. “If you are an eCommerce business then it will be fundamental to allocate a lion share into digital, but at the same time not ignoring which medium will be best for building awareness and driving traffic. The budget at the end of the day needs to be aligned to where your consumers are researching, shopping, and buying.”

At the same time, he believes that traditional and digital marketing channels have to work together. “In essence, it isn’t a matter of one over the other, but rather looking carefully how the various media channels can be used to support each other to amplify a brands’ message.”

Varkel adds to this that the investment in digital and social media marketing should form part of the main marketing budget and not be treated separately. “Digital and social are just some of the various channels available to a brand and should form part of a broader channel strategy. Investment

Michelle Cavé, PR Director for Y&R South Africa has been with the advertising agency for five years. She built up her career in PR over 14 years across a wide variety of clients and brand challenges, always striving to positively influence and manage her clients’ reputations. She has a fear of missing out and plugs into the world in every which way she can. She believes wholeheartedly that “what one has not experienced, one will never understand in print”.

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June 2013 | 23

Lani Carstens is a main board member of the John Brown Group and Managing Director of John Brown South Africa. John Brown is part of a leading global content agency that helps brands engage with their customers across a multitude of platforms from digital and social media management to print. John Brown has offices in Cape Town, Johannesburg, London, Shanghai, Hong Kong and Dubai; with a dedicated John Brown digital division in South Africa.

needs to be considered in line with the type of product, creative and overall marketing objectives specific to each brand/campaign.”

“Every business has its own set of resources, objectives and budgets and since there’s no set amount/percentage that a company should invest in social media marketing, the allocation should consider all these elements to find the right balance,” says Cave.

Ensuring ROI An important part of this balance is for brands to see real ROI if they invest in building apps or other forms of digital marketing. Pratel reiterates that for this to happen digital marketing initiatives must be seen as part of an overall marketing vision for a brand, and not merely be an afterthought or something thrown together in response to a competitor.

“Brands rushing to take advantage of the opportunities available to them through digital marketing often neglect to set clear goals for their campaign. Unless you know what you want from a campaign, you can’t evaluate its effectiveness,” he says. While digital can be one of the most measurable mediums, not enough is done to set up adequate KPIs and ROIs.

•• What digital platforms will you use for your marketing?

“All these, and other, questions are important. Admittedly, they’re difficult to answer and you may need the help of a digital marketing agency to devise realistic KPIs for your digital marketing efforts,” he says.

The Impact While Pratel thinks businesses understand the impact social media has on their consumers, he believes this yes has to be qualified. “In part, businesses understand the impact social media has on their consumers. By this I mean that businesses have realised that they need a presence on social media. But in general this has only happened in reaction to the consumers realisation that they have a platform to complain about brands.”

He says what businesses now need to realise is that social media needs to part of an overall marketing strategy rather than just a reactionary channel. “I’m glad to say I’m seeing more of this.”

•• Are you primarily concerned with online brand reputation, or is increasing sales what you’re after?

Varkels says, in his experience, marketers still tend to shy away from social media. “The importance of social media is definitely understood, however social platforms are often treated and judged separately due to a lack of comprehension of how social media can impact a business.

That being said, increasingly I have experienced marketers asking the correct questions due to a better and deeper understanding of social media now that their brand’s platforms are up and running.”

•• What type of sales growth do you want to achieve with your digital marketing?

While some brands recognise the need for social interaction, Carstens says they fall flat when there are negative

Pratel says there are a number of questions you need to answer to ascertain the ROI of your digital marketing efforts.

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Prakash Patel, CEO - Prezence Digital, has more than 23 years of international and local integrated marketing experience which includes over a decade of digital experience. Before leaving London for South Africa, Patel was the Managing Partner of one of the UK’s top five independent digital agencies for three years. His current focus is building Africa’s leading digital agency which is creatively led, yet digitally driven.

comments and/or issues emanating from social channels, especially as they are still utilising push marketing to their consumers. “Others that “listen” to their consumers are far more open and therefore successful which leads to a much more integrated experience both for consumers and the brand.”

A good marketer should be focused on the message and not the technology, says Cave. “Marketers who understand the impact of social media on their consumers and on their businesses are those who aim to improve communication with their target audiences, reaching out to them where they’re spending time.”

“One of the biggest realisations has been that most marketers now appreciate that they are no longer in charge of their brands, per se,” says Pratel. “The consumer, from how they like, recommend and share experiences and stories online through social media sites, is now in control.

Brands can use social media to amplify their products and services or even use it in managing customer complaints or sentiments.”

The importance of the digital channel and social media appetite from customers cannot be ignored, he continues.

“The first step then is to produce an over-arching strategy based on business objectives and integrated with all other marketing initiatives. Digital can no longer be perceived as an after-thought.”

Brands, he says, are aware of the availability of digital marketing channels, “but too often are too afraid to venture beyond what they know.”

Danette Breitenbach

pgmn

Editor, Advantage Magazine Danette is the editor for Advantage Magazine in South Africa.

Danette Breitenbach has worked extensively in marketing, specialising in internal and external communications and public relations.

Today she works in a diverse number of industries, including advertising and marketing, mining and engineering, construction, gaming, disability and general business. She has interviewed some of the top business people in South Africa including Lazarus Zim, previously vice-president of Anglo American and Sipho Nkosi the Chamber of Mines president and CEO of Exxaro Resources.

After two years as deputy editor of Advantage magazine, the leading trade publication in SA which specialises in advertising, marketing and media, she became editor in March 2012. She works specifically in the BTL media, and is a specialist in out of home media.

She holds a post-graduate diploma in Marketing Management (UNISA) 1998 with a distinction in Strategic Marketing Management.

She has a Hons Degree in Africa Studies (University of Stellenbosch) and a BA Degree (English, History, African Studies, History) also from the University of Stellenbosch.

Advanced Notice

The GMN Annual Dinner 18 September 2013 National Liberal Club, 1 Whitehall Place, London, UK The date and venue for this year’s GMN Annual Dinner has now been confirmed. Join us for an evening of good food, fine wine and good company.

The evening is a chance to network and celebrate with fellow Marketing Professionals from around the world.

This distinguished black-tie event shall commence with a drinks reception at 1900hrs, followed by a four course meal including wine.

The theme for this year’s event shall be “Africa – The Last Frontier”. We will be announcing who our guest speakers are and also the charity that GMN will be supporting on the evening in the forthcoming issues of Global CMO. Bookings Bookings for this prestigious event shall open on Monday 1st July. Make sure that you, your colleagues plus prospective and current clients are part of this exceptional event by securing your names on the list early.

26 | June 2013

Global Marketing

To secure your priority booking and to enquire about sponsorship opportunities associated with this event please email Sushma Patel at sushmpatel@theglobalmarketingnetwork.com

Network

About The Venue The Annual Dinner shall take place in the David Lloyd George Room. The National Liberal Club was established by William Ewart Gladstone in 1882 for the purpose of providing club facilities for Liberal Party campaigners among the newly enlarged electorate after the Third Reform Act. The club's impressive neo-gothic building over the Embankment of the river Thames is the second-largest clubhouse ever built. Designed by Alfred Waterhouse, it was not completed until 1887. It is located at 1 Whitehall Place, close to the Houses of Parliament, the Thames Embankment, and Trafalgar Square.

Global CMO™ The Magazine

Final Notice

June 12-14, 2013 Novotel London West One of the most famous cities in the world and a business center for Europe, London is the host for this summer’s Localization World!

Book Your Place Now

Localization World is the leading conference for international business, translation, localization and global website management.

Attendees are the people responsible for communicating across the boundaries of language and culture in the global marketplace.

With a specific emphasis on global business the conference provides an opportunity for the exchange of high-value information in the language and translation services and technologies market.

Special Offer for GMN Members and Global CMO Readers: Book today at www.localizationworld.com using our exclusive code: L13GMN to receive a 10% Discount on event registration

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.

CONGRATULATIONS to Brittany Wong of Allocadia Our lucky winner of A FREE TICKET to ProcureCon Marketing 2013 Thank you for your support and we’re sure you’ll get great value from the event.

Book Your Place Now

Global CMO™ The Magazine

June 2013 | 27

Best Policies To Avoid Digital (Social Media) Miscommunication Antony Michail fgmn

Obviously the social media (blogs, facebook, linkedin, youtube, etc) are affecting today’s businesses. IBM’s study (From Stretched to Strengthened) examined the views of 1700 CMOs worldwide and concluded that “the digital revolution is providing unprecedented opportunities to engage with customers. But any business that wants to realise the potential of new information and communication technologies faces a daunting task. It must, first, intercept and interpret vast quantities of data to find the meaningful parts”.

Once must realise that communication through the social media is different from another means of non-virtual communication. Answer the following questions: •• Have you mastered your social media strategy?

•• Have you developed a plan to deliver the strategy?

•• Are you aware how to leverage the influence of social media to establish strong relationships and build your business?

To avoid digital miscommunication I recommend to organisations the following best practises: 1. Your social media strategy must be part of your overall communication strategy (integrated marketing communications). Not every customer will be on social media and even if they are does not mean that will pay any attention to your message. Remember: develop your strategy based on your target market and positioning.

2. You don’t have to be on all social media platforms: Go where the people are.. Experiment with few sites, determine where your audience spends the most of time and then focus on the few that are the best for your company objectives. Usually companies attempting to be on all social media platforms after a while either give up or it becomes extremely expensive.

5. Speak the right language, by knowing your audience.

Different communication styles can be employed to prevent miscommunication and misinterpreting someone’s comments, posts, and emails. Develop an editorial program that address the various needs of your consumers and will allow you to generate content that is engaging, relevant, and shareable.

6. Know your consumers. Today’s consumers have much more control and they are not just passive recipients of your marketing messages. You must find out where these conversations are occurring and how to communicate on your consumers’ terms

3. Do not automate your updates! You need to support your social media content with real conversations and interactions. That is why you need to focus on the social media that work best for your target group.

7. Give to get: Successful social media marketing programs involve listening and participation. That participation centres around giving value before expecting anything in return. This is not “sales” as you know it. But companies can definitely increase sales as a result.

4. Break company news on your website, not just on Twitter or other social media. You want to bring customers on your website

8. Don’t Just Join, Add Value. When joining in on conversations on social networks or blogs, avoid just jumping into the middle of the discussion to

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deliver a sales pitch. It would go a lot farther to add the knowledge and expertise you have to offer. Even if they do not directly promote traffic to your page, posts, comments, and tweets with relevant tips, notes on advances in research, or new trends in the field will help bolster your company’s image and reputation.

9. Respond to every comment; positive or negative.

There is nothing wrong if you admit your mistakes.

Above all demonstrate how you are going to address any issues.

10. Never ever delete negative comments or disable comments. Such actions are anti-social and catastrophic to communication with your customers.

What you must do is to manage the conversation, monitor comments and respond to people appropriately.

11. Must always measure your performance in various social media. Obviously by now, you have a social media strategy and objectives. You must measure your actions and see whether your objectives have

been met and whether you have employed the right strategy.

12. Form your own internal cross-functional Social Media Team and do not depend just on an external agency. Marketing, Sales, IT, Customer Service, PR, HRM must all participate in the team and it will depend on the specific needs and goals of your organisation.

13. Have a crisis plan. List who needs to be contacted or consulted in case of a potential situation. If you have multiple managers you better also clearly state what constitutes a crisis. And keep it simple. No need to be over-specific and risk confusion.

14. Set social media policies and guidelines: Your policies and guidelines don’t need to be complicated, preferably they’re not, but they do need to exist and they need to be housed where all employees have easy access to them. Everyone should be familiar with them and more importantly have a clear understanding of them.

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June 2013 | 29

Antony Michail 15. Stay Current: One of the things I love about social media is how quickly it’s changing. Sites gain and lose popularity very quickly, new features, widgets, search techniques are popping up all the time 16. Consistency is the key: The discipline of being persistent in your engagement within the communities that you are a part of is what keeps the cogs turning. This takes more work than you might think. Too many brands shell out messages to anyone and everyone in hope that whoever is interested will come to them – unfortunately it’s not this simple.

17. Educate your employees: Although various companies do not allow employees use social media whilst at work I usually advice organisations to develop a fair social media policy (protect your IP and sensitive data) that will allow employees to engage in social media. Encourage employees to drive their own ‘PR machine’ and make their voice heard online. LinkedIn groups and Twitter both offer great opportunities for employees to engage in a sincere dialog with prospects and clients. Work with interested employees to develop a system for monitoring and responding to posts on a regular basis.

fgmn

Founder, Anacalypsis Strategy and Marketing Consultants Dr Antony Michail is the GMN Country Director for South Africa and Founder of Anacalypsis Strategy and Marketing Consultants and 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. Anthony has led these companies through start-up, survival, turnaround and growth modes.

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.

Antony holds a Bachelor of Science degree from National & Kapodistrian University of Athens, a Master of Arts degree from University of Central Lancashire, and a Doctor of Philosophy (PhD) from University of Central Lancashire.

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June 2013 | 31

What The New Breed Of CMOs Know That You Don’t MaryLee Sachs fgmn

The following is an extract from GMN Global CMO Czar MaryLee Sachs’s new book: “What The New Breed of CMOs Know That You Don’t”.

Job specifications differ widely—much more than for the chief executive officer (CEO), chief financial officer (CFO), or chief talent officer.

This book will be debuted at the 60th Annual Cannes Lions Festival of Creativity on Monday, 17 June 2013.

In some organizations, marketing can be seen as somewhat of a “black box” confused with sales, and which is sometimes viewed as a financial drain on the organization, funding expensive advertising campaigns, sponsorships and other untold extravagant line items. And while marketing may be the least understood business function, “everyone thinks they are a good marketer,” as one interviewee for the book remarked on a panel of senior marketers at the Cannes Lions International Festival of Creativity in 2012.

Introduction This book should be viewed as a “primer” for any new or aspiring chief marketing officer (CMO), C-suite peer to marketing, or marketer looking to “up their game,” and as such it provides a range of ideas, concepts, approaches, and considerations from a wide range of CMOs who are driving significant transformation within their organizations.

The CMO is arguably the least understood executive in the C-suite by both the outside world and internal audiences.

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In the best case scenario however, marketing is seen as a “must have” generator of business growth, innovation and reputation. As organizations look to differentiate and

Global CMO™ The Magazine

expand, marketing has taken on new prominence across the enterprise and at the boardroom table. “Highly effective CMOs are moving well beyond the longstanding role of being the proxy for the customer to one in which they provide strategic leadership, drive change, and achieve quantifiable business results,” according to Caren Fleit, senior client partner of executive search firm Korn/Ferry International.

“In short, today’s CMOs are more intertwined with the business and are expected to contribute to fundamental business transformation.”

A practical example of how organizations are up-leveling marketing is within Kimberly–Clark as reported in Advertising Age. “The process started with a decision five years ago to create a marketing and innovation committee on the board … which would guide growth for the company in the same way you have an audit committee

or a compensation committee. It was, for us, a completely new idea, and I don’t actually know many companies that do that,” according to Tony Palmer, the company’s SVP and CMO at the time but who was promoted to president of global brands and innovation in 2012.

In the research for this book, 26 CMOs were interviewed from a range of business-to-consumer (B2C), business-tobusiness (B2B) and both B2C and B2B organizations. In all cases, their roles were different to what had gone before.

That is to say, they had been appointed within the last two years to a newly-created role, a heightened role, or a role requiring significant restructuring or rethinking. These marketers come from start-ups, emerging players and turnaround situations, to large corporates looking to elevate the power of marketing in their organizations. (Figure I.1)

Global CMO™ The Magazine

June 2013 | 33

Figure I.1 CMOs Table

While there are many differences in the job descriptions, the marketers taking on these new CMO roles have some remarkable characteristics in common. According to an article published by Marketing Management in the Spring of 2012: “The chief information officer, chief technology officer or CMO who thrives as a member of the senior leadership team will be a team player who can lead without rank and has built an organization that earns the respect of the rest of the business. The skills that are increasingly in favor are strong communication, willingness to partner and strategic thinking … For CMOs to thrive and survive in a collaborative C-suite, they will have to adopt a general management mindset and earn the respect of the others with fact-based analyses. They will be accountable for the brand strategy, driving the organic growth agenda and positioning the business for the future. As the acknowledged voice of the customer and consumer, they will ensure the strategy is built and executed from the outside in. They can no longer be passive service providers, content to oversee market insight activities, coordinate relationships with key marketing partners and ensure compliance ‘reasonably’ with brand guidelines.”

One of the co-authors of this article was Rob Malcolm, former president of global marketing, sales and innovation

at Diageo and current lecturer at Wharton Business School.

Malcolm spoke at a Conference Board CMO master class in November 2012 and stressed the dual leadership challenge for CMOs to demonstrate, first and foremost, business leadership, and then marketing leadership.

(Figure I.2) “The successful CMO embraces the dual business leadership and marketing leadership roles. He or she must work harder at the general business leadership role as they do at the role of leading the marketing because these are the newer challenges that they are less well prepared for … Too often CMOs focus on the marketing role only and this is to their peril. They need to establish their executive/ business/leadership credentials as priority number one, and have a concrete strategy to do so,” he said.

All of the CMOs interviewed for the book demonstrated these characteristics. Several brought experience in operational roles to their marketing positions, bringing a new level of business acumen and fluency to the practice of marketing in their organizations.

Other common strengths included the strong desire to collaborate across the enterprise, a fearlessness to experiment and learn from both success and failure, a Figure I.2 Dual Challenges

34 | June 2013

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dedication to soliciting creativity and innovation from all employees—not just those in the marketing department, and a passion for recruiting, developing and retaining the best talent.

MaryLee Sachs

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Founder | CEO | CMO, Changing MO LLC

Interestingly, these CMOs are remarkably aligned on the importance of culture in the organization, and the role they can play in helping to shape a positive and productive mindset.

MaryLee Sachs is GMN’s Global CMO Czar. With over 27 years of integrated marketing experience in the international arena, MaryLee has worked with and advised many blue-chip organizations including P&G, Kellogg’s, Motorola, PepsiCo, Frito-Lay, Beiersdorf, HSBC, American Express, Porsche, Patek Philippe, Mexico Tourism and many others.

MaryLee has always been highly active in the marketing space for many years and has taken on many roles • An advising member of the Marketing 50 for over three years • An advisor to The CMO Club in the US for over four years.

• A 2009 jury member for the PR category in its inaugural year at the Cannes Lions International Festival of Creativity • A member of the Marketing Group of Great Britain and the Marketing Society (UK) for over 15 years.

Find out more about MaryLee at www.changingmo.com

But the CMO role is increasingly not for the faint of heart.

According to Fleit: “What we hear consistently from CMOs is that the world is changing, what they’re facing is changing, and as a result, their role is changing. Nothing is the same as it was a couple of years ago.” And as much as it has changed today, it will continue to change tomorrow.

Reprinted by kind permission of Gower Publishing, from the MaryLee Sachs title ‘What the New Breed of CMOs Know That You Don’t’.

1. Fleit, C. 2012. The Evolution of the CMO. CNBC guest blog. [Online, May 15, 2012]. Available at: http://www.cnbc.com/id/47389582/Fleit_The_Evolution_ of_the_CMO. [accessed: November 24, 2012].

2. Neff, J. 2011. How Kimberly-Clark is Lifting Sales by Elevating Marketing.

Advertising Age. [Online, November 7, 2011]. Available at: http://adage. com/article/news/kimberly-clark-lifting-sales-elevating-marketing/230832/. [accessed November 28, 2012].

3. Day, G.S., Malcolm, R. 2012. The CMO and the Future of Marketing. Marketing Management Magazine. Spring 2012 Edition, 34–43.

4. November 8, 2012 Conference. New/Next CMO: A Master Class for Current and Aspiring CMOs. The Conference Board. [Online]. Available at: https://www. conference-board.org/conferences/conferencedetail.cfm?conferenceid=2414. [accessed: November 11, 2012].

WIN THIS BOOK What do you believe is a key to success as a CMO? email us at CMOsuccess@theGlobalCMO.com or Tweet us your answer @TheGlobalCMO with the hashtag #CMOsuccess Entries close 15th July 2013 Entry content may be published in a future issue of Global CMO The Magazine

GMN Member Discount

25% off this book

Click here to find out how to redeem your member discount with Gower.

‘What The New Breed of CMOs Know That You Don’t’ will be debuted at the 60th Annual Cannes Lions Festival of Creativity during a Forum session on Monday, 17 June, in the Debussy Theatre which is located in the Palais des Festivals de Cannes.

Author and GMN’s Global CMO Czar MaryLee Sachs will moderate a session on the subject of talent with Julie Woods-Moss, CMO of Tata Communications, and Douwe Bergsma, CMO of GeorgiaPacific, following by a Q&A session. The session is entitled “Partners In Crime: How CMOs Find and Foster the Best Talent” and is part of the Festival’s day on “creative talent management” Find Out More Here.

June 2013 | 35

Global CMO™ Recommended Reads Digital State How the Internet is Changing Everything Simon Pont What is the Digital State? What is our Digital State of Mind?

What does this Digital State mean for brands and for businesses?

Big data, new distribution platforms, content collaboration, geo-targeting, crowdsourcing, viral marketing, mobile apps - the technological revolution has transformed the way society communicates and understands itself, and unleashed a whirlwind of new possibilities for marketers, as well as new risks.

Mirroring the ‘collaborative play space’ Tim Berners-Lee first envisaged for the internet, Digital State brings together Simon Pont and 13 thought-leaders drawn from the worlds of advertising, marketing, media, publishing, law, finance and more, to explore what the digital age means for us as individuals, and the implications for the brands seeking to engage with us.

Edited and part-written by Simon Pont, Digital State explores the possibilities and pitfalls of our digital age, an age where people can be brought together and new opportunities explored like never before

Questionnaire Design How to Plan, Structure and Write Survey Material for Effective Market Research Ian Brace Questionnaires are vital for the market researcher: they draw accurate information from respondents, give structure to interviews, provide a standard form on which facts, comments and attitudes can be recorded, and facilitate data processing.

Questionnaire Design explains the role of questionnaires in market research and looks at different types of questionnaire, examining when and how they should be deployed.

The book explains how to plan, structure and compose the right questionnaire for the research you are undertaking. Fully updated with new content on encouraging respondent involvement, this new edition also includes the latest information on online and mobile questionnaires, their problems and potential.

This book will be a useful addition to the bookshelf of every student or practitioner of market research.

The Complete Marketer 60 Essential Concepts for Marketing Excellence Malcolm McDonald, Mike Meldrum The Complete Marketer is an accessible source of hard intelligence about the marketing discipline, broken down into over 60 constituent chapters - including internet marketing, understanding consumers, market audits, segmentation, advertising and PR, and managing a sales team.

Designed as the ultimate ‘dive-in’ resource, the book applies the authors’ marketing know-how to every aspect of the marketing mix, making it an invaluable resource for general managers, non-qualified marketers, and students taking a module in marketing as part of a broader degree course.

GMN Member Discount

25% off all titles* Click here to find out how to redeem your member discount. *Conditions apply. Sorry, not available in USA & Canada

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

For the full range of Kogan page books visit

www.koganpage.com

Advanced Notice Digital Marketing Exchange IQPC Exchange, a global leader in delivering thought provoking, unbiased information through a mix of conferences, tradeshows, workshops, seminars, webinars and exchanges, is proud to partner with Global Marketing Network and Global CMO to bring its members access to the invitation-only Digital Marketing Exchange.

Digital Marketing Exchange, taking place September 22-24, 2013 at the Claremont Hotel Club & Spa in San Francisco, CA offers an interactive forum for CMOs and other senior marketing professionals who are responsible for maximizing the results and use of digital technology to learn about the latest trends and advancements in social media and viral marketing, SEO, content marketing, online video and internet broadcasting, Social CRM, mobile payments and much more.

Sessions will be presented by executives from GameStop, Virgin Atlantic Airways, Western Union, United Way, FOX Sports Digital, FordDirect, Nickelodeon, Scholastic, KB Home and many more.

The Digital Marketing Exchange will provide executives with real-world insights on: •• •• •• •• •• •• •• •• ••

Location Based Marketing to Boost Revenues Leveraging Social CRM to Measure What Truly Matters Leading Practices for Determining Multichannel ROI & Metrics Reputation Management in a Digital World Building Relationships Through Marketing Research Analytics Word of Mouth Marketing in the Digital Age Optimizing Your Organization’s Viral Video Strategy Digital Content Creation & Management for Superior Results Privacy, Regulatory & Compliance Issues Within The Digital Marketing Atmosphere

As a special benefit to GMN members and Global CMO readers, we are offering a limited quantity of complimentary attendance passes to Big Data Exchange for qualified end users (Qualification criteria at www.digitalmarketingexchange-usa.com).

To request a complimentary invitation to attend, send an email to inexchange@iqpc.com and mention code 22611.001 GLOBAL CMO. For sponsorship opportunities, please contact spexchange@iqpc.com

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June 2013 | 37

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Global

CMO MASTERCLASS

Learn To Succeed In A Digital World Following the success of the first two Global CMO Masterclasses in Athens in association with Boussias Conferences on Measuring Marketing Performance with Professor Robert Shaw and Digital Marketing and Social Media with Dr Tracy Tuten comes the third Masterclass in the series, ‘Winning the Empowered Consumer’.

Taking place in Athens on Wednesday 26th June this all-day Masterclass is led by Dr Markus Pfeiffer, GMN’s Programme Director for Digital Strategy and Innovation and the Founder & Chief Executive of Bloom Partners.

Today’s successful Marketing Leaders understand that they need to know how to design and implement a global digital strategy. Empowered consumers can ‘see-and-say-more’ about the organisations that serve them than ever before – and in today’s digital world the consumer is in control.

To succeed in this challenging environment companies must create relevance with consumers and understand how changes are affecting their whole value chain and not only communications.

Markus shall also share the results of Bloom Partners ‘Digital Readiness Study 2013’, which will give participants some deep insights on key success factors for winning in a digital-first era, especially whether your organisation is a grown-up ‘digital pure-play’ or an established brand.

Says Markus. “In today’s world of the empowered consumer digital marketing has to become more than just managing your SEO and display ads for reach and conversion.

Companies have to leverage the fundamental opportunity of starting an ongoing dialogue with their customers. A meaningful dialogue that is the foundation for more efficient and relevant product development, higher service quality and an organisational change towards more customer agility.

I look forward to seeing you at the Masterclass!”

All participants shall receive access to the electronic slides of the Masterclass, a signed certificate of attendance and complimentary Annual GMN Affiliate Membership with FREE application to GMN Professional Membership*.

For further details and to register please visit

www.WinningempoweredConsumer.gr

*Standard Membership Terms and Conditions apply

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June 2013 | 39

40 | June 2013

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The Zones Framework A Different Way Of Understanding The Landscape Of Social Media Tracy Tuten fgmn

Social media are a daunting universe of communication channels and vehicles. As marketing managers attempt to plan social media marketing strategies, they often seek out organisational frameworks which may assist them. Some of the most well known frameworks include those by Richard Scoble, Brian Solis, and Fred Cavazza.

Though there’s value in seeing their organisational frameworks, the complexity and volume of activity encompassed in these frameworks can be intimidating for social media marketing managers – and even more so for amateurs. A common issue is how can one distinguish between what is Web 2.0 versus “social media”, activities versus channels, and social software versus channels. This is what Dr. Michael Solomon and I have sought to address in our “zones” framework.

Before we go any deeper, let’s start with what social media means. It means communication that is online, participatory, and shareable. That’s it! If you are playing Angry Birds on your mobile phone alone and not sharing your scores, that’s digital, but it’s not social. If you are playing Words with Friends, it is. Blogs in and of themselves are not social. The sharing and commenting features make blogs social. Get it?

Many industry experts agree that we are very close to a time when all media will be social. That means we need to be especially clear about how to create value for our target audiences that will encourage them to participate and share. Without those two actions, social media have no power at all.

So let’s dig in. When considering what are social media, the first step is to separate the nature of the social universe from social media itself. Solomon and I have done this here in Figure 1 (on the following page).

What you can see in this figure is that nothing is possible that isn’t possible in Web 2.0 (and no, we have NOT hit Web 3.0 yet!). We rely on channels like Facebook, Twitter, YouTube, and Pinterest to host our content. There is a never ending demand for content in the social web and so we and regular people (user-generated content) rely upon social software which enables the relatively easy creation of publishable content. Our audience may consume this content on any number of devices which

Figure 1: The Social Universe

Global CMO™ The Magazine

June 2013 | 41

affects what content we develop and how. Within this infrastructure, the collective we talks, listens, shares, works, plays, buys, and on and on.

What of social media marketing then?

Let’s take a look at social media.

Michael Solomon and I have identified four zones of social media (see our book, Tuten & Solomon, Social Media Marketing, 2012, from Pearson): 1) social community, 2) social publishing, 3) social entertainment, and 4) social commerce.

These are depicted in Figure 2.

Figure 2: The Zones of Social Media Marketing

The Zones Of Social Media Marketing

Zone 2: Social Publishing

You’ll note that some areas overlap two or even more zones.

That’s the nature of social media. All social media are networked around relationships, technologically enabled, and based on the principles of shared participation. But for our purposes, we focus on how marketers are using the approach to categorize the zone.

Zone 1: Social Community Social communities describe channels of social media focused on relationships and the common activities people participate in with others who share the same interest or identification. Thus, social communities feature two-way and multi-way communication, conversation, collaboration, and the sharing of experiences and resources. All social media channels are built around networked relationships, but for social communities the interaction and collaboration for relationship building and maintenance are the primary reason people engage in these activities. Many of the channels in which you already participate likely reside in this first zone. The channels in the social community zone include social networking sites, message boards and forums, and wikis. All emphasize individual contributions in the context of a community, communication and conversation, and collaboration.

I really like to focus on zone 1 as the customer relationship management zone. It’s where the relationships are built.

“Influence impressions”, the term coined by Josh Bernoff and Charlene Li, occur. It’s where the informal “word of mouth” communication happens – whether about brands or just regular life.

42 | June 2013

Social publishing sites aid in the dissemination of content to an audience. The channels of social publishing include blogs, microsharing sites, media sharing sites, and social bookmarking and news sites. In recent months, this zone has grown to include content curation as a form of content in its own right. Pinterest, Storify, and other social curation channels are invigorating this zone.

For B2B companies, social publishing is arguably the most important zone. This is the zone where thought leadership is built. This is where marketers can illustrate their competence, quality, and continuous improvement. If you know the theory behind advertising, you’ll recognize this zone as a high “central route processing zone” according to the Elaboration Likelihood Model.

Zone 3: Social Entertainment The zone of social entertainment encompasses channels and vehicles that offer opportunities for play and enjoyment.

These include social games and gaming sites, socially enabled console games, alternate reality games (ARGs), virtual worlds, and entertainment communities. At this stage in the development of social media, social games are by a substantial margin the most advanced channel in the social entertainment zone. What is so exciting to us, though, is the development of social music and social art!

Since Michael and I first developed the zones framework, we knew that this zone would incorporate gaming/sport, art, and music. Finally, the zone is emerging as we imagined.

Spotify and Pandora are evidence of the development in social music and Google’s museum work and Intel’s Museum of Me point the way to the development of art as a social entertainment venue. We suspect film will come on strong too.

Global CMO™ The Magazine

Figure 3: Some examples of players within each zone.

Zone 4: Social Commerce Our fourth zone is social commerce. Social commerce refers to the use of social media to assist in the online buying and selling of products and services. Social commerce leverages social shopping behaviours when online shoppers interact and collaborate during the shopping experience.

Social commerce channels include reviews and ratings (on review sites or branded e-commerce sites), deal sites and deal aggregators (aggregate deals into personalized deal feeds), social shopping markets (online malls featuring user-recommended products, reviews, and the ability to communicate with friends while shopping), and social storefronts (online retail stores that sometimes operate within a social site like Facebook with social capabilities).

When we first developed the zone framework, we saw a big push towards s-commerce – truly socially integrated e-commerce options. What we are seeing now is a shift to “socially-enabled e-commerce”. Take a look at Amazon if you need an example. I can shop online, share a wish list with my friends, publish my desires to Facebook, etc., but I can’t truly “shop together.” It seems thus far, people want the freedom of asynchronous shopping online while having the value of their “friends’” opinions too.

A Different Way of Understanding the Landscape of Social Media with

Listen Now

Tracy Tuten GMN Programme Director

Tracy Tuten

fgmn

Associate Professor of Marketing, East Carolina University Dr Tracy Tuten is the GMN Programme Director of Digital Marketing and Social Media and Associate Professor of Marketing at East Carolina University where she teaches advertising and social media Marketing.

She is one of the leading voices in the area of digital Marketing and social media and brings to GMN a huge amount of experience in developing customised executive education programmes for a number of organisations around the world.

Her first book, Advertising 2.0: Social Media Marketing in a Web 2.0 World was published in the fall of 2008. Most recently, she has co-authored a text on Social Media Marketing with Professor Michael Solomon.

Tracy’s publications have appeared in such journals as Journal of Marketing Communications, Psychology & Marketing, and Journal of Business Research, among others. She has consulted and/or taught in Korea, Germany, France and Argentina. For several years, she served as a guest scientist for the Center for Survey Research and Methodology in Mannheim, Germany.

As a Fulbright Scholar in Korea (2001), she taught International Marketing and Marketing in Cybertrade at the Graduate School of International Studies at Korea University. Following that experience, she partnered with Korea University to develop a Chief Marketing Officer course for Samsung Electronics and taught in the program for three years. In 2007, she served as a Fulbright Senior Specialist, working with the business programs at the Universidad Argentina de la Empresa to redesign curriculum in the areas of Internet Marketing and Marketing research. In 2010, she served as ad:tech New York’s Social Media Marketing Master.

Learn the Latest Digital Marketing and Social Media Practices with Global Marketing Network Global Marketing Network is proud and delighted that Dr Tracy Tuten is its Programme Director for Digital Marketing and Social Media.

The marketing landscape has changed dramatically in recent years and nowhere is this more visible than online.

The penetration of internet usage varies substantially by country and region, but increases daily, particularly as more Internet-enabled devices become available.

Digital media, and in particular social media like Youtube, Facebook, Blogs, and Twitter, represent radically new tools for reaching customers, collaborating with them, building relationships, and spreading ideas virally. Digital distribution channels change the relationship between manufacturers and retailers, and destabilize entire industry ecosystems,.

Dr Tuten delivers one-day and two-day masterclasses as part of the GMN Global CMO Programme. Aimed at the Marketing leaders of today this masterclass is designed to fully prepare you to expand your organisation’s presence online, using digital media and Marketing strategies, and importantly, to achieve better performance for you and their organisation.

Later this year you will also be able to participate on the new GMN Digital Marketing and Social Media Certification Programme developed by Dr Tuten. Delivered through a combination of online delivery and tutorial support this intensive programme is designed to enable the Marketing Leaders of tomorrow to expand their organisation’s presence online, using digital media and marketing strategies. By the end of the programme participants will be able to:•• Understand the digital marketing environment •• Discuss the roles of owned, paid, and earned media and how these forms of media translate to an online marketing strategy •• Understand the characteristics of consumer segments active online •• Conceptualize the design of a digital marketing strategy

10 Do's for Social Media Marketing Strategy 1. Review your existing marketing plan and ask - what here can be stretched across social channels?

2. Inventory your brand assets - how can these be deployed throughout your social channels?

3. Assess your target audience - where are they in the social media landscape?

4. Explore your resources - who will create content? who will manage timing and responses?

5. Specify objectives for social media marketing what exactly do you wish to accomplish?

6. Review your motivations - why are you utilizing social media marketing?

7. Make it relevant - with all the clutter in social media, how can you really add value for your target audience?

8. Make it an experience - why would you treat social media as paid media when it can be experience media?

9. Partner - how could you co-brand your social media experiences with relevant partners?

10. Measure - assess, assess, assess - and update your plan!

•• Understand the applications of search engine marketing and search engine optimization •• Evaluate the options for online advertising •• Understand the potential for social media marketing including the channels, tools, and executions possible •• Conceptualize the uses of social data for conducting consumer research 44 | June 2013

Global Marketing Network is also able to develop and deliver customised training programmes specifically for your organisation.

To obtain more information about these programmes or to find out how you can book Dr Tracy Tuten for a future event or conference please contact us here.

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AdVantage starting the conversation

Industry Report Marketers: Operationally Proficient But Strategically Stalled VisionEdge Marketing (VEM), ITSMA, and Forrester, organizations committed to helping marketers improve their effectiveness, released the findings from their 2013 Marketing Performance Management (MPM) Survey.

recommendations, drive innovation, or impact customer acquisition, retention, or growth. As a result, marketing activity fails to make a strong connection to business outcomes.

The 2013 MPM Survey captured input from more than 400 respondents, enabling ITSMA, Forrester, and VEM to expose valuable insights on the performance measurement and management challenges marketers face. The study, began

by VEM initially, is now in its 12th year.

“The metrics marketers say they use suggest an almost myopic focus on efficiency instead of effectiveness.

Marketers need to add metrics that measure the effectiveness of their programs as well as measures that will help them make strategic recommendations,” said Julie Schwartz, Senior Vice President, Research and Thought Leadership for ITSMA.

Marketing Activity, Not Business Outcomes The study reveals that few members of the C-Suite rely on marketing data to make decisions. Results show that only nine percent of CEOs and six percent of CFOs rely on marketing data to make decisions. The reason? Marketing dashboards report marketing activity rather than business outcomes. Marketers cling to metrics that measure and report marketing’s performance, continuously justifying marketing budgets and resource allocations when they should be showing how marketing moves the needle on topline growth or profitability.

“The data demonstrates how marketers rely too much on their CRM and marketing automation systems to produce dashboards or report on marketing results. These systems are fine for providing a view into marketing program activity and pipeline, but the research shows that most fail to produce the level of information and metrics that business executives want to see,” said Laura Ramos, Vice President, Principal Analyst serving CMOs at Forrester.

Past Performance, Not Predictive Insight A key component of the annual study is the number of marketers earning an A grade from the C-Suite for their ability to impact the business and measure their value.

The grades remain relatively stable compared to last year, with 27 percent earning an A, 38 percent earning a B, 29 percent earning a C, and the remainder failing.

The A marketers are better at using data and analytics in general, but all the groups primarily use data and analytics to report on past performance rather than to support future decisions. Only a third of marketers are using data analytics to predict customer/market behaviour and make strategic recommendations to the business leaders.

Operational Efficiency, Not Effectiveness

“Marketers are at various stages of their journey, some further along than others. One step all marketers need to address is to have the building blocks and repeatable processes needed to support alignment, analytics, and accountability,” said Laura Patterson, President, VisionEdge Marketing, Inc.

What are the most common metrics marketing tracks and reports? Measures of operational efficiency such as on time delivery, budget, productivity, campaign performance, and lead data. On average, 54 percent of marketers use data analytics to fine-tune the marketing mix. Compare that to an average of 35 percent who use data analytics to predict customer buying behavior. Few marketers are using data to predict customer behavior, make strategic

The final reports from ITSMA/VEM and Forrester respectively will include select survey results, along with recommended action steps to help marketers improve marketing effectiveness, efficiency, and value for their organization. The results have been previewed at the ITSMA Marketing Leadership Forum in Napa and presented in the June 4 webinar, Measuring and Communicating Marketing Performance.

46 | June 2013

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Can I Ple To Your ase Listen Sa Writing les Pitch?

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•• The Rise Of The Personal Brand •• Is Your Brand A Social Standard Bearer?

•• Our First Global Survey AND MUCH MORE...

www.brandquarterly.com

Our First Global Survey It’s Time To Be Heard Managing Change The Why, The What, The How The Rise Of The Personal Brand What Your Company Needs To Know Brand Quarterly™

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@brandquarterly Global CMO™ The Community The official website for Global CMO™ The Magazine and the official online community of Global Marketing Network Experience the new home for Marketing Professionals today.

www.theglobalcmo.com

My 10.5 Rules Of Implementation Andrew Vesey ggmn

Even with the most innovative Brands and Marketing campaigns, proper implementation can be the deciding factor in becoming a market leader or an also-ran.

So this month, I thought I’d share with you my 10.5 Rules Of Implementation.

1. Understand Your Goals There’s not much point going any further if you don’t understand what you’re trying to achieve.

Lack of understanding leads to people just going through the motions. Think of it like having a ‘Job’ vs a ‘Career’.

Knowing what you are trying to achieve, with which target group, can make your work much more interesting and turn those important snap judgement calls into no-brainers.

Couple that with understanding ‘Why’ it’s being done and you’re well on your way to a highly successful campaign.

2. The 3 Most Important Things Consistency, Consistency, Consistency.

While perfect consistency alone probably won’t help you take over the world. A complete lack of consistency is almost certainly going to condemn you to failure. There are many levels in between those two examples of course, but no matter what the situation, my advice stands Consistency is key.

Make sure everything passes by your quality assurance ‘Gatekeeper/s’ to get their seal of approval. If you don’t have someone in a quality assurance position, appoint one. They don’t even to be Brand and Marketing experts.

The just need an eye for detail, a basic understanding of your Brand, and the authority (and courage) to tell people when things aren’t up to scratch.

3. Do It Properly - Plan Ahead It sounds obvious, but I’m amazed at the number of people who don’t really think about it.

When implementing a Brand, the likelihood of a ‘flip a switch and the Brand has been replaced’ scenario is tiny.

But with good planning, you can complete a rebrand quite quickly, with minimal disruptions and done well - reduced costs.

48 | June 2013

If you do need to implement a Brand piecemeal, then planning is even more important. As soon as you start winging it, the delays, consistency errors and cost increases will appear.

On the other hand, a Marketing Plan does kind of imply that planning has already taken place. What’s important here is something I covered in one of my recent articles Don’t get bogged down in the planning stages. Plan in a way that allows you to start taking action at a much earlier stage.

4. Do What Works - Not What’s Popular In the first issue of Global CMO, I had a little rant about this. It’s been three months so I think it’s safe to mention again.

Global CMO™ The Magazine

Getting It Done

Don’t get caught up with the new and the shiny.

Make your decisions based on what tools and mediums will actually get you the best result (not just look the best).

Moving on now...

6. It Takes A Village

5. People Matter The people you have around you can either make or break it for you.

Most of you probably won’t have much, if anything to do with the hiring of staff or contractors so let’s skip that - suffice to say, hire those that are in synergy with your Brand.

What you will have more control over is how the people around you interact and enhance your Brand and Marketing message. The more you can get people to buy into what you are doing, the higher your potential for success.

They will work harder, be able to communicate your message easier and be a lot more authentic, which is what customers buy.

Even if you’re a ‘One Man Band’, you’re not the only person responsible for implementing your Brand and Marketing.

Designers, printers, sign writers, digital guys, contractors, delivery guys, the list goes on.

Your implementation is only as strong as it’s weakest link.

Make sure your’s is as strong as possible. Replace those that underperform - they work for you remember.

Understanding the make up of your ‘village’ can also assist you in developing Brand supply chains that can increase quality and productivity while keeping your costs the same - or even better, reducing them.

Global CMO™ The Magazine

June 2013 | 49

7. Take Off The Blinkers

10. Deliver

No Brand Is An Island. No Marketing Campaign happens in a vacuum.

Deliver on your Brand’s values and promises. The most successful Brands are authentic and deliver on what they promise. In short - People don’t like liars.

Keep an eye on the marketplace. Find out what is working for others and what isn’t. Observe all the latest happenings and technology to see where you can get an edge (just avoid shiny for shiny’s sake, as above).

Current knowledge of the marketplace and your competition can help you to take advantage of current events, new trends and your competitor’s weaknesses. It will also help you to avoid becoming a ‘Me Too!’ Brand as well as allow you to act quickly to halt a plan pre-launch or withdraw a current implementation quickly and give you an early edge with damage control.

8. Make It ‘Idiot Proof’ Keep things as simple as you can - And document it all.

When I say ‘simple’, I mean uncomplicated. Implementing a Brand or Marketing Plan with any size company or product is quite an undertaking so I’m not talking about cutting back on process steps or dumbing down the details.

The larger your company, the more likely this will be out of your remit, but as I said earlier, it takes a village.

Communicate and coordinate with those responsible for the success and monitoring of said delivery.

If things aren’t going right, work together to find out if you aren’t delivering as you should, or you’re delivering correctly but promising the wrong thing.

10.5. There Are Exceptions To (Almost) Every Rule Breaking the rules can sometimes create positive, gamechanging scenarios.

But in order you successfully do this you must first know the rules, and more importantly (the part most people skip), UNDERSTAND why the rules are there.

What you want to do is remove all of the nasty variables and grey areas. In fact having more steps and detail can sometimes make things simpler and easier to follow - Yes it’s true.

The point of documenting everything is twofold. Writing it down will help you with the simplification process above, plus, your Brand and Marketing becomes ‘plug and play’.

Whether it be through expansion, restructuring or staff turnover, overtime you’ll have new people responsible for your Brand. All of them should be able to follow your processes with little hand holding.

9. Don’t Forget About ROI So you’ve done all the hard work and your campaign has launched, or your Brand has come to life. So what?

Was it successful?

There are a multitude of analytics options, KPI sets and ROI calculation options. Choose the ones that fit with your goals, industry, mediums used for implementation and just a little bit of personal preference.

Plan for your ROI measurements all the way back in the planning stage. With a clear idea of what you’re looking for and the earliest possible implementation of reporting, you can increase your chances of achieving success rather than just reporting on it after the fact.

The faster and more accurate your feedback, the easier it can be for you to make adjustments mid-campaign to get a better result. Plus the more you learn this time, the better prepared you will be next time.

50 | June 2013

Andrew Vesey

ggmn

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.

2014 will see Andrew’s first book for SMEs published “The Brand GAME - Business Growth Through Real World Brand Management”.

TM

You’re In Safe Hands You’ve put a lot of time and effort into building your Brand’s strategy and Marketing plans - now you need to implement them.

Choose the Brand and Design Agency which specialises in working with Marketers, and put your Brand in the hands of Global Marketing Network’s Brand Guardians.

For Brand and Marketing Collateral Design contact us today, and experience firsthand, our ‘no risk, all reward’ Seal of Satisfaction Guarantee.

Global Marketing Network Members Receive a 10% reduction on Design and Brand Management Service Fees

| Design | Brand | Implementation |

image: Cape Town Stadium | iStockPhoto | holgs

The South Africa Marketing Professional Study™ Launches 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 52 | June 2013

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 now commences with the South Africa Marketing Professional Study™.

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;

Global CMO™ The Magazine

GMN Industry Study •• establishing the capabilities and standards that organisations increasingly require from South Africa’s Marketing Professionals;

Global

•• 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.

Marketing

Network

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 is now live with the Study being published later this year.

You can participate in the Study by completing the questionnaire HERE All qualifying* participants receive a complimentary 6 month GMN Affiliate Membership.

For any further information about this initiative please GO HERE ~ CMO *To qualify for your complimentary membership, you must be based in South Africa and be a new GMN member.

Thank You And Congratulations!!

Global

CMO THE MAGAZINE

Thank you to all of our proactive South African Marketers who have pre-registered for the study. It would not be possible without you.

And congratulations are in order for Chantal Snel of Johannesburg, who’s pre-registration has WON her 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.

June 2013 | 53

Compliance, Policies And Red Tape In Social Media For Businesses Carol Mann

ggmn

We were recently invited to make a presentation on ‘Keeping Social Media Human’ at a Utility Industry conference.

Arriving quite early we were fortunate enough to be able to sit in on a couple of the other presentations... all very fascinating stuff.

When it comes to proving ROI Ike told me a story about one power company in the U.S. who has about the same number of users as they do, 1.4 million, and how, because of twitter they were able to get power up and running much faster.

One of the main issues that was aired by most attendees was that of senior management buy in, compliance, policy and red tape. The fear that companies have of their employees effectively saying or doing the wrong thing!

Power suddenly crashed for all 1.4 million users. The power company realised that if everyone switched off as many of their power units as they could then they would be able to work much more efficiently on the problem. They tweeted out the request to their followers, all complied and consequently they were able to save a guestimated amount of four hours of downtime! It can definitely be said that the revenue generated by having everyone up and running faster can most definitely be considered as an ROI!!!

This issue was passionately addressed by the head of media for Alabama Power, Mr Ike Pigott. I had the fortune of chatting at length to Ike after the conference… (We were coincidentally both headed off to the same Tweetup – at the risk of name-dropping – for Social Media marketing expert, Brian Solis). Bottom line is… “… would they have been so worried about and stopped us having phones, faxes… telex or emails?”. It is, essentially, exactly the same risk!

Isn’t it?

The companies which have embraced this readily are now forging ahead and being so responsive and ‘human’ about their services and are most definitely ahead of the game.

Does anyone have any other definite ROI on social media stories? We would love to hear from you!

Email your Social Media ROI story (max 100 words) to SocialMediaROI@theglobalcmo.com.

It could be included in one of our upcoming features (please include your name and company).

Carol Mann

ggmn

Co-Founder, We Get Digital 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.

September 22-24, 2013 The Claremont Hotel Club & Spa San Francisco, CA

EXECUTIVES FROM

PRESENT THE LATEST TECHNIQUES AND TOOLS IN: REAL TIME ANALYTICS • SECURITY & PRIVACY OF BIG DATA • DATA STORAGE PREDICTIVE ANALYTICS • COLLECTION OF BIG DATA

Special Offer For GMN Members And Readers Of Global CMO Limited quantity of complimentary attendance passes to Big Data Exchange are available for qualified end users.

Request an invitation at inexchange@iqpc.com (Mention Global CMO Magazine ad) www.bigdataexchange-usa.com Global CMO™ The Magazine

June 2013 | 55

Practice Intelligence Is The New Learning Danette Breitenbach Interviews Prof Martin Reynolds fgmn

Marketing education, much like management education, is challenged as to its effectiveness in addressing the learning needs of today’s global marketing professionals.

GMN Non-Executive Director Professor Martin Reynolds recently addressed GMN members at a Global Marketing Network Forum in Johannesburg at Henley Business School on this topic. GMN Advisory Council Member and editor of adVantage magazine Danette Breitenbach spoke with him.

In today’s ‘global’ world marketing professionals are finding that marketing education is not as effective as it should be in addressing their learning needs. Previously a degree obtained was a signal to an organisation that a graduate could fulfil the expectations required of him/her.

“However this has changed, with organisations today viewing their talent needs in a different and more imaginative way which suggests that having a degree is not giving employers the right skills, behaviour and attitudes,” says Martin.

The practice of management is largely founded on knowledge learned through experience of real world organisation contexts. As he explains: “While academic knowledge adds value and insight into the effective application of this ‘practice knowledge’, it rarely leads the development of new management practice. In other words the campus is not a very good laboratory for facing the real world problems and dynamics that many if not all organisations are facing.

Learning therefore needs to move from the campus to the workplace.”

Professor Reynolds continues: “The reports show the professional model for marketing education is adrift and that the professional education framework is not developing the capabilities companies need.”

Practice Intelligence

A Changing Landscape Globalisation and technology are not only transforming markets and economies, but also educational models.

However universities are sometimes still stuck in the past while companies require other skills and experience in the 21st century.

This is discussed in three reports, one from the UK, the other from the US and more recently a report from Australia.

56 | June 2013

“Up to 30% of companies are saying there is a gap between what universities are teaching and what they are looking for in graduates.”

Companies are therefore looking for people who don’t just have work experience, but have been in a learning curve in work. Martin translates this into what he calls Practice Intelligence. “This is a phrase I have been playing around with for three to four years and runs parallel to artificial intelligence. It is the idea that you can work with an expert to get them to articulate their expertise, then codify it and capture it in whatever language.”

Global CMO™ The Magazine

Thoughts From The Boardroom Martin defines Practice Intelligence as the capability to learn from experience and to apply that learning to improve and innovate marketing practice. “It relates to management and management has intelligence in their practice, which comes from learning from experience. It is this intelligence that graduates so often lack and which companies seek.”

For existing marketing practitioners, Practice Intelligence means continually re-shaping their practice to the changing context and refers to the capabilities of marketing practitioners to analyse and make sense of complex problems, and then to create and shape actions that are effective and impactful in that context and the capability to reflect and learn from experience.

As A Marketer Are You Up To Date With Your Skills-Development? with

Listen Now

Prof Martin Reynolds Global Marketing Network

Organisations codify their Practice Intelligence into their business and use academic knowledge, but their practice content is tailored and highly specified. Says Martin “It is about making Practice intelligence intrinsic, and articulating Practice Intelligence as this allows organisations to think about innovation and improvement – both of which are required in today’s global environment.”

“Practice Intelligence is not about applying academic knowledge. It is highly contextualised; while academic programmes are non- contextualised. It is typically tacit marketing practice knowledge – making it explicit, which facilitates the learning and innovation of practice,” he says.

Moving Forward

Click the above image to download a PDF of the presentation given by Professor Martin Reynolds on 8 May 2013 at Henley Business School Africa, Johannesburg.

The reports mentioned earlier, from the UK, US and Australia articulate the kind of innovation needed to take place to break away from the traditional management models that have dominated our workplace for so long.

Breaking out of the traditional models will be interesting especially for the growth economies because the super growth in higher education will be in the growth economies in the future.

“The growth economies (China, India, South America, Africa) of the next 10 to 20 years will be where the model needs to change from a campus to workplace learning.”

GMN is an enabler of learning and the notion of Practice intelligence is at the heart of the GMN model. Management Practice Intelligence is difficult to get hold of. GMN therefore acts as a channel for drawing out that Intelligence, by engaging with the Marketing Profession.

GMN will be exploring its role in this going forward and examining the best way to meet the needs of marketing professionals in this regard, all as part of its vision of creating a stronger and more capable Marketing Profession worldwide.

Martin Reynolds

fgmn

Non-Executive Director, Global Marketing Network Professor Martin Reynolds is a non-executive director at Global Marketing Network and Head of Centre Leadership and Management Practice, Birmingham City University (UK).

A former Dean of both Nottingham Trent University (UK) and Anglia Ruskin University (UK) he has been actively involved over the past decade in developing new and innovative work-based courses for companies at both undergraduate and postgraduate level.

Learn more about Global Marketing Network at www.gmnhome.com

Our Global Family

Daniel opening for Bon Jovi | Image: aDaze

Introducing…

GMN is proud and delighted to be supporting the career of South African singer-songwriter Daniel Baron. who, in the space of less than a year, has had a remarkable eight songs simultaneously on rotation across most radio stations across his home country.

Daniel was recently selected to open for Bon Jovi in May 2013 where he performed in front of 60,000 people. His previous single ‘All Over Now’ peaked on the Kia Take 40 SA at number 2 and his most recent single, an edgy

www.ontheedgelive.co.uk 58 | June 2013

Global CMO™ The Magazine

Win one of five signed copies of Daniel’s debut album

It’s Time Let us know WHAT ‘It’s Time’ for, and go into the draw.

collaboration with South Africa rapper ProVerb, entered the SA charts in May 2013 and is now riding high at No.9 at the time of going to press.

Daniel has just completed a promotional tour in the UK off the back of his track ‘Different Feeling’ being played

by BBC Radio 2, and whilst there GMN Chief Executive Darrell Kofkin caught up with him and his manager Tim Hill to discuss future promotional opportunities. Says Darrell “Daniel is a phenomenal talent with his feet firmly on the ground. His music has global appeal and we shall be doing all can to spread Daniel’s music and ‘brand’ across our global network through our communication channels and at our events and conferences.”

Simply email ItsTime@theglobalcmo.com and let us know what you would like to see inside upcoming issues of Global CMO. Entries close July 15th 2013

Daniel’s songwriting skills haven’t gone un-noticed in international territories and he has been commissioned to write a song for US X-Factor Season 1 finalist Stacy Francis.

In addition to writing for Stacy, he will be recording a duet with her, which will be released during the course of late 2013.

Daniel also writes music for corporates for employee motivational and marketing programmes. For example the inspirational pop anthem ‘So Much More’ which peaked at number two on the Kia Take 40 SA chart was also featured on satellite television channel DSTV in South Africa as a part of their advertising campaign in late 2012. Daniels also performs at corporate functions too.

View the official music video for ‘All Over Now’, which peaked on the Kia Take 40 SA chart at number 2

Daniel is clearly a global artiste in the making. We wish him every success with his future career. Watch out for more announcements in Global CMO about where you can hear and see Daniel Baron.

You can follow him on @daniel_baron and visit his website at www.danielbaron.co.za. For management & bookings contact Tim Hill at management@danielbaron.co.za.

It’s a different feeling! with

Listen Now

Global CMO™ The Magazine

Daniel Baron Singer / Songwriter

June 2013 | 59

Global Marketing

Network

Partners For Marketing Growth GMN partners are committed to it’s now widely-shared vision of creating a stronger, better respected and more unified Marketing Profession, worldwide.

We believe that the potential benefits of partnering with GMN can be very significant to all parties involved, including ultimately Marketing Professionals and the wider business community, worldwide.

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GMN Global Strategic Partner for Digital and Strategic Innovation We’re experts in digital marketing and strategy consulting Our work is set on the intersection of strategy, innovation and incubation Our team combines more than 50 years of experience in Marketing and Consulting Our incubator Bloom Ventures invests in and consults innovative startups Close contact to academia : Our founder is visiting lecturer at the University of Cologne Our advisory board comprises leading marketing and strategy professors

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E: info@bloom-partners.com

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GMN Global Strategic Partner Member of the GMN Global Advisory Committee The Profit Doctors for The ACCA, A & B Magazine Specialists in sales transformation through integrated & aligned sales & marketing Experts in customer acquisition & lead generation through multi-lingual SEO UK HQ, global presence

Incisive Edge [solutions] Limited UK: +44 (0)800 433 4044 E: growth@incisive-edge.com

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Winner - ‘Best Specialist Job Board’ NORAs 2011 Winner - ‘Best Job Board’ Recruitment Consultant Awards 2011 Winner - ‘Innovative Online Marketing’ ONREC 2011 Winner - ‘Best Specialist Job Board’ NORAs 2010 Finalist - ‘Best Niche Job Board’ Recruiter Awards 2011 Finalist - ‘Best Specialist Job Board’ ONREC 2012 Finalist - ‘Best Niche Job Board’ Global Recruiter Awards 2012

OnlyMarketingJobs.com

UK: +44 (0)203 176 6677

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UK Marketing Network ËË ËË ËË ËË ËË ËË ËË

The UK Marketing Network is a progressive community for marketing professionals throughout the UK Currently with 10,000 members An active forum engaging like-minded professionals with hot industry news, events and discussions.

The community is free to join Networking with compatriots and forging business and personal relationships Invitations to the UK marketing industry’s leading events & conferences (often with fantastic discounts) Insightful discussions and thought-leadership from within the industry

UK Marketing Network

60 | June 2013

UK: +44 (0)203 176 6677

Global CMO™ The Magazine

www.ukmarketingnetwork.co.uk

Keep an eye out for the Gold GMN Partner Seals.

Letting you know that the organisation is committed to GMN’s vision for the future of the Marketing Profession.

Learn more in our online partner directory at www.theglobalcmo.com

If you are interested in becoming a partner, visit: www.theglobalcmo.com/become-a-gmn-partner

Vesey Creative Limited ËË ËË ËË ËË ËË ËË ËË ËË ËË

GMN Global Strategic Partner for Branding and Global Brand Guardians Graphic Design and Branding Agency Bases in New Zealand and the United Kingdom Creators/Publishers of Brand Quarterly Magazine Creators/Publishers of Global CMO™ The Magazine and The Community Brand Management service provider Insourcing and Outsourcing Brand Management Consultancy and Implementation Extensive experience in the Franchise industry Specialist ‘Design Only’ service for Marketers Vesey Creative Limited UK: +44 (0)131 208 2285 www.veseycreative.com NZ: +64 (0)9 889 0013 E: studio@veseycreative.com www.brandquarterly.com

We Get Digital ËË ËË ËË ËË ËË ËË

GMN Global Strategic Partner for Social Media & Content Marketing Member of the GMN Global Advisory Committee Based in London but reaching out Globally Helping businesses “get” digital and maximise their internet presence Specialists in Content Marketing & Strategic Social Media for Business Training & Mentoring in all aspects of Internet Marketing

We Get Digital UK: +44 (0)20 8123 2910

E: mike@wegetdigital.co.uk

www.wegetdigital.co.uk

Kogan Page ËË ËË ËË ËË ËË

GMN Global Strategic Partner for Publishing Developer of Global CMO™ The App A leading independent global publisher of business books at all levels At the forefront of digital innovation - one of the first business publishers to digitize their products A reputation through excellence across all key areas in business publishing: Management and Leadership, Sales, Marketing and PR, Human Resource Management and Coaching, Finance and Investment, Strategy and Risk, Small Business, and Logistics and Transport, Education and Skills and Careers and Development

Kogan Page UK: +44 (0)207 278 0433

E: kpinfo@koganpage.com

Global CMO™ The Magazine

www.koganpage.com

June 2013 | 61

Global

Would you like to partner with the Global Accreditation Body for Marketing Professionals?

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Visit www.theglobalcmo.com/ become-a-gmn-partner

Marketing

62 | June 2013

Global CMO™ The Magazine

Learn more in our online partner directory at www.theglobalcmo.com

GMN Fellow Profile

Greg Marshall

fgmn

GMN Programme Director for Contemporary Selling and Sales Management and Charles Harwood Professor of Marketing and Strategy, Crummer Graduate School of Business, Rollins College

Professor Greg Marshall is the GMN Programme Director for Contemporary Selling and Sales Management. He is also the Charles Harwood Professor of Marketing and Strategy in the Crummer Graduate School of Business at Rollins College, Florida, (USA), Professor of Marketing and Strategy at Aston Business School, Birmingham, (UK) and a Visiting Professor at IESEG School of Management, Lille & Paris (France).

He currently serves as Past-President of the Academy of Marketing Science, is Past-President of the American Marketing Association Academic Division, and is a Fellow and Past-President of the Society for Marketing Advances.

Recognised as a leading authority on sales management, his textbook Sales Force Management, due out in new edition in early 2013 by Routledge, is the bestselling title in the discipline, globally. He was also recently ranked as one of the top five most prolific contributors of all time to the Journal of Personal Selling & Sales Management.

A prolific researcher and author Professor Marshall has published over 40 refereed journal articles. He is Editor of the Journal of Marketing Theory and Practice and from 2002-05 was Editor of the Journal of Personal Selling &

Sales Management and serves on the editorial review boards of several top Marketing journals including the Journal of the Academy of Marketing Science, Industrial Marketing Management, and the Journal of Business Research, among others.

He is co-author of Marketing Management 1st ed.

(McGraw-Hill, 2010), Essentials of Marketing Management 1st ed. (McGraw-Hill, 2011) and Marketing: Real People, Real Choices 7th ed. (Pearson, 2012), the latter of which is recognised as one of the five most widely-adopted Principles of Marketing texts amongst business schools, worldwide. Professor Marshall also brings a strong blend of industry and consulting experience having worked with a variety of blue chip organisations.

Are you a Marketing Leader?

To see if you qualify for GMN Fellowship click here.

Hear more from Greg in our next issue:

The Sales Issue.

Out Monday 1st July

Global CMO™ The Magazine

June 2013 | 63

Understanding The Digital Consumer Damian Ryan and Calvin Jones

The following is an extract from ‘Understanding Digital Marketing, available from Kogan Page.

nothing dark, sinister or mysterious about them. They’re people – like everybody else.

There is a notion that pervades marketing circles today, a notion of mysterious ethereal creatures who exist in a hyperconnected, multifaceted cyberworld of their own. They are an enigma: they speak a different language, communicate in ways we don’t understand, and they’re turning the world of marketing on its head. These are the ephemeral, wraithlike ‘digital consumers’, who slip effortlessly through the marketer’s grasp. Digital consumers are different, we’re told… but are they really?

‘There is no great mystery about how [digital consumers] think and what they want,’ maintains interactive marketing expert Giles Rhys Jones of Inter¬active Marketing Trends (http://interactivemarketingtrends.blogspot.com). ‘These consumers are doing exactly what people have been doing for thousands of years – communicating with each other.

The Digital Consumer Revealed The first thing to realize about digital consumers is that there’s basically no such thing. The customers and prospects you encounter online are the very same people who walk into your store every day, call you on the telephone, or order something from your mail-order catalogue. There’s 64 | June 2013

‘The fact that technology is enabling them to communicate with each other faster, over distance, over mobiles and in 3D worlds is being perceived as something dangerous, unique and extraordinary, something that needs to be controlled and pinned down. People talk to each other – they always have. They are talking the same language and saying the same things, they are just not necessarily sitting in the pub talking to one or five people, but doing it online to 15 or 5,000.’

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Making The Web Their Own Consumers, whatever their ‘flavour’, don’t care about the way marketers define what they do. Concepts like ‘above the line’, ‘through the line’, ‘below the line’, ‘digital’, ‘traditional’, ‘experiential’, ‘linear’, ‘analogue’, ‘mobile’, ‘direct’, ‘indirect’ or any other box we care to slip our marketing endeavours into are completely meaningless to them. All consumers care about is the experience – how the marketing available to them can enhance the experience and help them to make more informed decisions.

People are the single most important element in any form of marketing. That’s just as true in the digital space as it is in any other sphere of the discipline. As a marketer you need to understand people and their behaviour – and here’s where the notion of the digital consumer does carry some weight, because consumer behaviour is changing, and it’s changing because of the pervasive, evocative and enabling nature of digital technology.

‘The majority of today’s consumers are actively personalizing their digital experiences and sampling niche content and video with increasing frequency,’ said Dave Friedman, president of the central region for Avenue A | Razorfish, writing in an article for Chief Marketer (www.chiefmarketer.com).

In July 2007, Avenue A | Razorfish surveyed 475 US consumers across all demographics and geographies in an effort to understand their desires, frustrations and digital consumption habits. The results showed that US consumers are adopting digital technology across the board, and are harnessing its power to filter, organize and personalize the content they consume in an increasingly information-intensive world.

‘We’ve reached a collective digital tipping point as a majority of consumers are tapping into a variety of emerging technologies and social media to increasingly personalize their digital experiences,’ said Friedman.

‘From recommendation engines, to blogs, to customized start pages, today’s “connected consumer” navigates a

What do you believe is a most important factor in mastering your digital marketiong? email us at CMOdigital@theGlobalCMO.com or Tweet us your answer @TheGlobalCMO with the hashtag #CMOdigital Entries close 15th July 2013 Entry content may be published in a future issue of Global CMO The Magazine landscape that is much more niche and personalized than we ever expected.’

The practice of broadcasting generic advertising messages to the mass market is rapidly being usurped by specifically targeted, narrow-cast marketing, through digital channels, to an increasingly diverse and segmented market¬place.

Even, ultimately, to a target market of one. Digital marketing allows us to build uniquely tailored ongoing relationships with individual customers. This is a conversation, not a lecture. Marketing in the digital age has been transformed into a process of dialogue, as much about listening as it is about telling.

I Don’t Know You And You Don’t Know Me Perceived anonymity is another online trait that can have a profound effect on consumer behaviour. It liberates consumers from the social shackles that bind them in the real world; online they are free to do and say as they please with scant regard for the social propriety that holds sway in ‘real life’. In a bricks-and-mortar store, shoppers will wait patiently for service, and will often endure a less than flawless shopping experience to get what they want. Online they won’t; they demand instant gratification and a flawless customer experience. You have to deliver, first time, every time. If you fail to engage,

Understanding Digital Marketing Marketing Strategies for Engaging the Digital Generation Damian Ryan, Calvin Jones Digital marketing now represents 25% of the marketing spend in the UK and this is predicted to move to 50% or higher within the next three years.

Understanding Digital Marketing looks at the world of digital marketing: how it got started, how it got to where it is today, and where the thought leaders in the industry believe it is headed in the future. This authoritative title demonstrates how to harness the power of digital media and use it to achieve the utmost success in business, now and in the future.

Understanding Digital Marketing deals with every key topic in detail, including:search marketing,social media, Google, mobile marketing, affiliate marketing, e-mail marketing, customer engagement and digital marketing strategies. Essential reading for both practitioners and students alike, and including real-world examples of digital marketing successes and expert opinions, Understanding Digital Marketing provides you with tools to utilize the power of the internet to take your company wherever you want it to go.

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June 2013 | 65

retain and fulfil their expectations on demand, they’re gone, vanishing into the ether of cyberspace as quickly as they came, the only trace a fleeting, solitary record on your web server’s log file…

And then they’ll tell all their online friends about their less than stellar experience.

Key Traits Of The Online Consumer We’re all familiar with the old road rage analogy of the congenial, neighbourly man or woman who suddenly becomes a raving speed demon when they get behind the wheel of a car. Well, there’s something about the immediacy and anonymity of the digital experience that has a similar effect on people.

It’s always risky to generalize and make assumptions about people – especially in a field as dynamic and fast moving as this one. The only real way to know your market intimately is to conduct original research within your particular target group. That said, a lot of research work has been done (and continues to be done) on the behavioural traits of online consumers, and a broad consensus has emerged around the key characteristics that epitomize the digital consumer: •• Digital consumers are increasingly comfortable with the medium: many online consumers have been using the internet for several years at this stage – and while the user demographic is still skewed in favour of younger people, even older users are becoming increasingly internet savvy. ‘It’s almost like a piano player who plays faster once they know the instrument. In the beginning people “pling, pling, pling” very carefully, and then they move on to playing symphonies,’ said web usability guru Jacob Nielsen in an interview with the BBC. As people become more comfortable with the medium they use it more efficiently and effectively. Which means they don’t hang around for long: your content needs to deliver what they want, and it needs to deliver quickly.

•• They want it all, and they want it now: in the digital world, where everything happens at a million miles per hour, consumers have grown accustomed to

getting their information on demand from multiple sources simultaneously. Their time is a precious commodity, so they want information in a format that they can scan for relevance before investing time in examining the detail. Designers and marketers need to accommodate this desire for ‘scanability’ and instant gratification when constructing their online offering.

•• They’re in control: the web is no passive medium.

Users are in control – in the Web 2.0 world more than ever before. Fail to grasp that simple fact and your target audience won’t just fail to engage with you, they will actively disengage. We need to tailor our marketing to be user centric, elective or permission based, and offer a real value proposition to the consumer to garner positive results.

•• They’re fickle: the transparency and immediacy of the internet don’t eradicate the concept of brand or vendor loyalty, but they do erode it. Building trust in a brand is still a crucial element of digital marketing, but today’s consumer has the power to compare and contrast competing brands literally at their fingertips.

How does your value proposition stack up against the competition’s around the country and across the globe? Your brand identity may be valuable, but if your overall value proposition doesn’t stack up you’ll lose out.

•• They’re vocal: online consumers talk to each other… a lot. Through peer reviews, blogs, social networks, online forums and communities they’re telling each other about their positive online experiences… and the negative ones. From a marketing perspective this is something of a double-edged sword – harness the positive aspects and you have incredible viral potential to propagate your message; get it wrong, and you could just as easily be on the receiving end of an uncomfortable online backlash.

Reprinted by kind permission of Kogan Page, from the Damian Ryan and Calvin Jones title ‘Understanding Digital Marketing’.

Damian Ryan

Calvin Jones

Founding Partner, Mediaventura.com

Writer

Damian Ryan is a digital media and marketing expert who has been working at the forefront of the media industry for 27 years.

He established the first digital agency in the United Kingdom and Ireland in 1997 before moving into corporate finance as a digital media specialist. He is now a founding partner of Mediaventura.com.

Calvin Jones is a freelance writer who is already widely recognized as an authoritative and knowledgeable commentator in the emerging world of digital marketing. They are both the authors of The Best Digital Marketing Campaigns in the World (also published by Kogan Page).

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JOYPRENEURS Why Everyone Wants To Be The Boss David Mattin

The boundaries between consumer and provider were blurred years ago. Today, millions of consumers have turned sellers via platforms such as eBay, or are creators who bring their projects to the world via crowdfunding sites such as Kickstarter.

One new manifestation of this well-established movement towards consumer proactivity? Rising numbers of consumers are looking to brands to help them as they move beyond informal participation in the peer-to-peer economy, and become fully-fledged entrepreneurs. We call this new breed JOYPRENEURS. What’s driving more consumers to become JOYPRENEURS? First, there’s democratized access to the marketplace: the online space and the revolutionary new tools and platforms that are a part of it are allowing millions of ordinary consumers to design and make both virtual and physical products. And, crucially, it’s allowing them to market and sell those products around the world.

Access to the network has also radically changed the risk calculus when it comes to starting a business. Today, JOYPRENEURS without resources can crowdfund, allowing them to raise funds in advance of production, and test the market response to their product or service before they’ve spent much, if anything. The market doesn’t respond to an idea? Ditch it, and start work on a new one.

Of course, today’s JOYPRENEURS are spurred on by highprofile successes from other DIY entrepreneurs, such as the people behind the Pebble smartwatch, which raised USD 10 million on Kickstarter last year. Such stories of mega-success are rare, but powerful.

Widespread engagement in those stories, however, is one sign of a broader shift in mindset. The financial crisis of 2009 and its long and difficult aftermath have caused many consumers to question traditional ways of working, and their place in the established global economy. As values shift, more consumers are determined to do things differently, to align their working lives with their values and their dreams, and to build something sustainable: and that means striking out on their own as JOYPRENEURS. So what does this trend mean for your brand? Yes, JOYPRENEURS prioritise independence and freedom. But that doesn’t mean they won’t embrace – and even love – brands that act as facilitators, partners, and cheerleaders who help them on the way to their end goal.

Of course, this trend lends itself to brand campaigns that tap into the aspiration that JOYPRENEURS have in buckets.

In July 2012, vodka brand Ketel One launched a competition championing entrepreneurial spirit in partnership with USbased men’s magazine GQ. Entitled ‘A Gentleman’s Call: 70 | June 2013

In Pursuit of an Idea that Matters’, the contest invited men to send in ideas exemplifying entrepreneurship, craftsmanship or philanthropy. The winning competitor received USD 100,000 to launch their project.

But applying the JOYPRENEURS trend can also help you to position yourself as an active facilitator, and even investor, in your space. That could mean launching an incubator or accelerator for startups in your sector. In February 2013 Accenture launched FinTech Innovation Lab London accelerator programme at the new Level39 incubator at Canary Wharf. The programme aims to nurture new companies that are developing technologies for the financial services sector. Meanwhile, also in February 2013, educational publishing firm Pearson launched Pearson Catalyst, an incubator programmed for EdTech startups.

An incubator of your own sounds too much of a commitment?

Think one-off, win-win events, instead, and take inspiration from the way governmental organizations are tapping into the enterprise and ambition of their citizens. In January 2013, the White House Office of Science Technology and Policy announced the first National Day of Civic Hacking.

An opportunity for citizens, software developers and entrepreneurs to collaborate and create solutions to

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problems that affect all Americans, the initiative will be developed with local, state and federal governments and with private sector organizations. The National Day of Civic Hacking will take place in cities across the US on 1 and 2 June 2013.

Such events can position your brands as being in close touch with the new aspirations of your consumers. But they can result in meaningful new partnerships, too. In December 2012, Brazilian construction company Tecnisa hosted 152 pitches from entrepreneurs as part of Fast Dating, its platform for discovering new business ideas.

Out of those 152 pitches, 15 deals were made.

Last, think tools that the JOYPRENEURS among your customer base will find invaluable. In November 2012 Santander in Chile partnered with website building platform Neosites to provide the bank’s small business customers with tools to build and manage their own online storefronts.

A perfect example of a brand identifying a practical JOYPRENEUR need, and serving it.

Take inspiration from those brands, and innovate your way to your own initiative. Just remember, this trend is all about the aspirations and determination of JOYPRENEURS: to connect with them, make it about them, not you.

David Mattin Lead Strategist, trendwatching.com David Mattin is Lead Strategist at global trend forecasting firm trendwatching.com where he is responsible for trend thinking across the company’s free and Premium content. trendwatching.com is an independent and opinionated trend firm that scans the globe for the most promising consumer trends, insights and related hands-on business ideas. Established in 2002, the company relies on a worldwide network of analysts and spotters from over 120 countries, with offices in London, Singapore and Sao Paulo. trendwatching.com publishes its insights in its free Trend Briefings (available in 9 languages for over 200,000 subscribers worldwide) and its paid Premium Service, which counts over 1,200 of the world’s leading brands as clients.

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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Zubin Sethna

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Antony Michail

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Nasser Jamalkhan FGMN Kuwait, Mauritius, Morocco, Saudi Arabia and Senegal Nasser is the Founder of Open Source Development Ltd and a University Lecturer and Researcher in Marketing in the UK, Europe and North America. As a professional consultant and a certified trainer to the global businesses, he has had the opportunity to work for multinationals and in matrix organisations as a former CEO. As well as being a GMN Fellow, Nasser is the GMN Programme Director for Global Outsourcing and a Fellow of the Higher Education Academy. He first graduated 72 | June 2013

in Computer Science and then completed an MBA with Specialisation in E-commerce with a distinction. He is very active in research on global marketing and outsourcing matters. He also holds a Post Graduate Diploma in Marketing from the University of Natal, S.Africa. From his previous contributions as a CIO, Nasser became one of the first Certified Outsourcing Professionals in the USA and is a Professional member of the International Association of Outsourcing Professionals in New York.

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Anthony Michail fgmn South Africa Dr Anthony Michail is the Founder of Anacalypsis Strategy and Marketing Consultants and 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. Anthony has led these companies through start-up, survival, turnaround and growth modes.

Antony has acted as a 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.

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.

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 is a GMN Fellow and 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.

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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74 | June 2013

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The Marketing Manifesto

The Marketer: Demon Or Daemon?

David J Hood pgnm

“The only thing we know about the future is that it will be different; the best way to predict the future is to create it” Peter Drucker As Marketers, one of our ongoing ambitions is to be able to sense and shape the future. To know what’s coming; to be able to create or ride a wave formed from changing and developing needs and wants. But is this reflected in how we deploy forward-sensing and projecting tools or methods and in turn, what we do with the results?

Our Reputation For Arrogance Proceeds Us...

We think we can change the world - or at least our markets to our way of thinking. We use spurious regressive modelling, conduct or crunch results of research analyses that merely confirms what we wish to hear, new market segments in matrices, and present hockey-stick graphs with the bravado and caveats traditionally associated with the sport.

We think we can shape perceptions forcibly, to induce and seduce; surely all we need is a systematic means to look around the corner and subsequently use our cunning, ‘creative’ crafting capabilities to ensure that the future we desire as stated in our strategy, with the corresponding predictions and projections, for it all to happen?

June 2013 | 75

Sensing And Responding We are not alone in facing up to the challenges of predicting the future; for instance, is our ability to predict the future and offer demonstrable effectiveness any better than Economists? We invariably get our projections wrong. We also overestimate how much influence we Marketers have over our own future. These are issues we share with macro-economists. What we don’t share is our specific accountability for what we do after making those assumptions. It can cost more than in just financial terms for us and our organisation.

If the Economist fails to predict correctly, they can blame a multitude of influencing global factors. We could too, but with less conviction. ‘Market forces’ can affect both the Marketer and the Economist, but our head is on the block when we are the ones who spend the organisation’s hardearned cash on betting on future projections, strategies and marketing activities. Why is it more of a risk for us?

Because we have to subsequently act on our assumptions and projections. Are we really happy with simply ‘mining data’ from the past and tweaking it using our subjective and therefore skewed perspective of the marketplace, and continue in the same way, hoping that our predictions and projections for future revenues and metrics will materialise?

When the buck stops here, with us?

A Need For A New Science, Or Robust Set Of Tools As a good friend and leading Marketer, Professor Luiz Moutinho of the University of Glasgow maintains, we need to be able to steer the corporate ship whilst looking through the front window. He is working tirelessly on a new science for the Marketer - Marketing Futurecast - to help us evolve and divest ourselves of our fixation on ‘driving the organisation by looking in the rear view mirror’.

Traditional ways of projecting and predicting the future must change to reflect both the need for realtime assessment of market dynamics and the changing needs that manifest themselves rapidly and disappear as quickly as they came. Competitive dynamics, empowering and enabling technologies and the increasing perishability of ‘product life cycles’ necessitate the need for better systems -marketing processes that more effectively define the changing needs, wants and aspirations of the market rather than just offering us options for possible future scenarios that may never happen.

New World View In an age where every organisation is becoming a publisher and a retailer, where a different form of engagement with your market becomes a very real opportunity, it behoves us to allow the customer to come right inside our operations 76 | June 2013

and processes. Yes, RIGHT INSIDE. Technology helps... We have the means to define and measure changing market dynamics and that is improving almost daily. But is that technology getting us closer to the customer or prospect or having the opposite effect? Lets put technology in its place; use it to improve two-way communications. And harvest good data. But lets resist the urge to use it as a surrogate for getting the customer inside.

It is perhaps obvious to state that realtime information and subsequent future gazing is somewhat better for that immediacy; but often that information can still reflect something that has already changed. Witness the ‘guru’ predictions so prevalent in our marketing chattering classes that are really just narratives. Commentaries on what has, or is, happening. They aren’t true predictions nor indeed are they valuable insights. The just are.

The Fatal Flaw Our futuregazing, predictive activities have a major flaw: that they are acquiring information for the company, not the market and are biased accordingly and based on our organisation’s history of its interaction with the market.

This leads us to behaviour manifesting in a profound belief that we have all the information and knowledge to hand and all we have to do is ‘top up’ with some current data and scenarios. The result? Avid and incessant tweaking with our strategies and propositions.

As markets - customers or consumers - ‘co-create’, and hence they expect to resolve their need by simply searching and asking, historical and trend data becomes less and less potent. Is the technology deployed to sense and acquire data in the market actually helping you get inside your customers domain? Does it help you profoundly see their ‘world view’ or just affirm your own?

Preparing For Tomorrow - Become ‘Double Agents’ Technology is maintaining the core problem in determining and preparing for the future - it is propagating the myth that marketing is, and perpetually should be, an agent for the customer.

Unless marketing and its associated technology changes especially the technology we use to sense and determine future actions and direction - to become an agent for the customer, our organisations will not be able to determine, define and shape the future.

The complete lack of Brain-to-Brain interaction and futuresensing that reflects human reality, means we end up with a technology surrogate for real alignment, understanding and engagement. Just because we have stats - lots of them - we get all warm and comfortable sitting in front (or is that behind) our data-mining dashboards.

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Prof Moutinho is leading the clarion call for a change to ‘Futurecasting’. We as Marketers, should welcome a more productive and pleasing opportunity to ride the wave of the customers’ own making. ‘Interface Marketing’ means adopting processes and practises that result in unmistakable and potent coupling of realtime sensing abilities with realtime responding capabilities, so we are at least on our way...

An Interesting ‘Thought Experiment’ How many companies do you know that would actually embrace the act of placing their Marketer or agent, inside their customer’s Board? Or indeed - now here’s a radical thought - bring a clutch of customers onto YOUR BOARD? Can we get a customer on our board? Would it help strengthen our position and representation on it as Marketers?

Lets change from focus-group mentality to customerconsumer panel, and get them to help drive and idiot-check our futuregazing. Increase inbound marketing - and not just for responses or enquiries. And look at the unthinkable ‘new Board’ idea.

Can the Marketer change marketing to become an agent of the customer or consumer, and in doing so, change from mediums to spirit guides, Demon to Daemon?

David James Hood

pgmn

Competitiveness Strategist David James Hood is a member of the GMN Global Advsiory Council. 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.

In 2013, Addressing the Marketers ongoing issue of “Getting the Proposition Right, First Time…” David has launched ‘The Epsilon Project’ (twitter @projectepsilon) 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’.

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Midnight Worries scientifically proven ingredient X-terminator can… I don’t believe it…let’s put it to the test… that’s incredible, I’ll always use new Biffo from now on”. The consumer was a passive commodity, to be bought & sold by the trainload.

Do you lie awake dreaming of the days when a media buy would guarantee millions of eyeballs? Walter Spoonbill of Spoonbill & Coot dispenses cures for social media nightmares.

Dear Walter, Our TV ads are just not working on YouTube. But they researched well.

What am I missing?

Uncertain Marketer Dear UM –

Social media changes the equation.

We engage on our own terms – if I want to hear the new Daft Punk album on YouTube (now it is Coot cocking a quizzical eyebrow), I need at the most to endure 5 seconds of an ad before an uninterrupted seventy plus minutes of my two plats du jour human robots (second eyebrow raised).

“We want a story that starts out with an earthquake and works its way up to a climax.” Sam Goldwyn’s recipe made James Bond a movie legend & propels a brand out from the social media crowd. The first five seconds of Old Spice has a hunk just out of the shower saying “Hey ladies, look at your man, now back to me, now back to your man, now back to me…” then throws logic to the wind. (Talking direct to camera also works if you’re Jonny Ive introducing the iPad Mini or Charlize Theron introducing just about anything.)

“5-4-3-2-1” As I raise a questioning eyebrow, Coot repeats more rapidly “5-4-3-2-1, 54321!”

To the second raised eyebrow Coot says “Manfred Mann, 1964.”

While Coot’s taste in pop music predates the joke about three dinosaurs who go into a pub, I do get the point. You have a five second countdown on YouTube to convince a candidate pair of eyeballs not to vapourise your labour of sweat & love.

Long gone are the Mad Men soap opera days where corporates buy up fat chunks of daytime TV, commission endless webs of romance & deceit, to insert a “you’ll never get that clean. yes new Biffo with

Dear Walter, We’re a major bank – should we even be using social media? If so, how?

Puzzled Capitalist

52 countries. The Movement began on February 28th when organiser Tami Canal created a Facebook page calling for a rally against GM practices. Social media activists spread the word & the turnout was 1,997,000 more than the original target.

Corporates have citizenship programs & instead of chequebook charity, the new mantra is to share skills & resources. If your company wishes to polish its environmental badges, use social media to invite people to participate in cleanup days of local waterways, with branded “Lake-Savers” garbage bags and t-shirts. Support emergent entrepreneurs (your potential customers) though a social media campaign to source appropriate mentors.

As there are horses for courses & round pegs for round holes, so it does not need the computational powers of Marvin the paranoid Android to work out that social media are most effective for social messages that champion social change.

Banks have been put into the 1% box (“they put themselves” there scolds my radicalised partner) & how better to acknowledge the 99% than by supporting common causes on their channels of choice.

“Figleaf” splutters Coot – “figleaves come from trees that bare the sweetest fruit” I reply.

We glower in anti-social silence.

Dear PC, Coot suggests that social media is the perfect channel for you to raffle your Patek Phillippe at the Boke Bloggers Ball, swap the Merc for a bike & invest your bonus in saving the planet from avarice.

Alternatively, use social media for what it does uniquely well, mobilising people. We did not join the March Against Monsanto on 25th May, but two million did in

May you friend more than unfriend,

W.Spoonbill.~

Walter Spoonbill

Wspoonbill@theglobalcmo.com 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.

Global CMO™ The Magazine

June 2013 | 79

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