Global CMO™ Nov/Dec 2013

Issue 9 | Volume 1

November / December 2013

Join GMN In Jamaica!

The Panel Communicating Your Marketing Strategy

Google Hummingbird: SEO is Dead, Long Live SEO Damon Segal

The Mobile Marketing Imperative Babar Khan Javed

Turn Your Event Into An Interest Group Chuck Jones

Wishing All Our Fellow Marketers A Happy �Silly Season�

Global CMO is the Official Magazine of Global Marketing Network, the Global Body for Marketing Professionals. www.theglobalcmo.com

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Call for Papers Disruptive Innovation Throughout history, new technologies and processes have shaken the status quo to the point where existing products and services are made obsolete. The Model T's assembly line production, digital photography and crowdsourcing are all examples of innovation that disrupted the current processes and product markets.

Today, it seems that disruptive innovation is the new norm.

Where does localization fit in this scenario? How does disruptive innovation change the role of translators and localizers, impacting the core of their business models?

How do vendors service clients that have completely restructured their production processes? What is the best way for everyone to take advantage of new technologies and processes in order to thrive in new markets?

Frequently Asked Questions What are the benefits to being a speaker or panelist at Localization World?

Speaking at Localization World (the largest localization event in the world, taking place annually on three continents) provides you the opportunity to share your ideas and experience with your peers. Speakers and panelists are entitled to FREE conference admission on the day of their presentation or 50% off the admission of the full two-day conference.

MicroTalk speakers receive €150 discount on conference registration.

The 2014 theme, Disruptive Innovation, is not meant to restrict the content of the conference. We encourage presenters to submit proposals that fit with the theme or the following general interest areas: •• Advanced Localization Management: This track, the heart of Localization World, continues to provide the latest information on trends, processes, technologies and influences that shape the world of localization.

•• Global Business: Experienced business people provide practical insights for companies that want to venture with confidence into new international markets.

•• Global Web: Leading companies, each with an outstanding web presence, offer their expertise for launching and maintaining a worldwide web platform.

•• LSP Track: This track presents information about how to run better organizations and increase the profitability of language service providers.

•• Localization Core Competencies: An introductory track for companies that need to localize, but are unsure where to start.

•• Technology: As technology develops and matures, there are more uses for translation automation. This track explores where and how those uses best fit into real-world practice, and the role standards play.

Who decides what proposals are accepted?

The Localization World program committee will review all proposals.

Using the feedback from the program committee, the program chairs create an initial draft program. The program committee reviews the draft program and offers suggestions and feedback. The program chairs may add additional speakers and topics at their discretion to round out the program.

How can I improve my chances of being selected as a speaker?

The program committee gives preference to presentations that contain fresh material and have not been recently presented at other events. If you are a vendor, submit a proposal that includes a client (a submission without a client is rarely accepted). Please make sure that you have permission and funding to attend the conference PRIOR to submitting your proposal.

Please submit your presentation online.

KEY DATES Proposal submission deadline: 20 December 2013 Notification of accepted proposals: 12-26 March 2014 Final presentation due: 21 May 2014

We’ve Been Listening.

Welcome to the new and improved November/December issue of Global CMO™ The Magazine.

What? New and improved already? That’s right.

Issue 9 | Volume 1

In the last issue I asked for our readers feedback, and we had some great responses. The biggest thing for readers was time - we’re all very busy people in the marketing world and time can quite often be at a premium. While our readers are loving all the great content in the magazine, a number of them have been having trouble getting through it all before the next issue rolls around.

So after a bith of brainstorming and discussion, we have decided to help our readers out and shift Global CMO™ The Magazine to a bi-monthly schedule.

This way, we can keep up the steady stream of great content and give our readers plenty of time to absord it all.

I hope you enjoy this change and we are always open to more feedback, so let us know at editorial@theglobalcmo.com or @TheGlobalCMO on Twitter.

This issue is once again packed with articles from some of our regulars and a number of new faces, plus there are some big announcements inside from the USA, Jamaica and Portugal (make sure you check the out).

November / December 2013

Join GMN In Jamaica!

The Panel Communicating Your Marketing Strategy

Google Hummingbird: SEO is Dead, Long Live SEO Damon Segal

The Mobile Marketing Imperative Babar Khan Javed

Turn Your Event Into An Interest Group

Wishing All Our Fellow Marketers A Happy ”Silly Season”

Chuck Jones

Global CMO is the Official Magazine of Global Marketing Network, the Global Body for Marketing Professionals. www.theglobalcmo.com

Cover Image: iStockphoto | Tom Page Global CMO™ The Magazine Issue 9 | Volume 1 | Nov / Dec 2013 www.theglobalcmo.com The official Magazine of Global Marketing Network, the Global Body for Marketing Professionals.

We’re also happy to be continuing our very popular ‘The Panel’ series, hearing from top marketers. If you would like to be part of our panel next year, email me on thepanel@theglobalcmo.com.

Advertising and Sponsorship:

Have a great festive season and we’ll see you in January for our ‘New Year - New Horizons’ issue.

Production:

Fiona

Fiona Vesey

pgmn

Editor-in-Chief

sales@theglobalcmo.com Click here to view media pack and rate card

production@theglobalcmo.com Editorial: editorial@theglobalcmo.com Editorial Board: Editor-in-Chief | Fiona Vesey GMN CPD Director | David Hood GMN Global Faculty | Professor Greg Marshall GMN South Africa | Dr Anthony Michail GMN Global Advisory Council | MaryLee Sachs GMN Global Faculty | Professor Michael Solomon

Your Key To Being Social: Use the icons included in our contributors’ profiles to...

Join them at Global CMO™ The Community Connect, Follow, Like, +1 on your preferred platform

View their full bio on the Official GMN website and contact them for Speaking/ Masterclass engagements.

Visit their website and check out their blog Keep an eye out for the GMN Letters FGMN, GGMN, PGMN or AGMN after the author’s name. Letting you know that the person has been elected as a Professional Member or Fellow of Global Marketing Network against globally-established standards and in so doing has been recognised worldwide for their Marketing achievements and is committed to their own continuing professional development. To apply for membership visit www.gmnhome.com

Global CMO™ The Magazine

GMN Brand Guardian | Andrew Vesey GMN Membership Committee | Dr Kellie Vincent Published in collaboration by: Vesey Creative Ltd globalcmo@veseycreative.com www.veseycreative.com UK +44 131 208 2285 NZ +64 9 889 0013 Global Marketing Network gmn@theglobalmarketingnetwork.com www.gmnhome.com

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

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

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

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

Nov / Dec | 5

Inside This Issue

10 Join GMN At The Launch Of GMN Jamaica And Experience A Marketing Masterclass

THE

PANEL

57. GMN Fellow Profile

30. Communicating Your Marketing Strategy Michelle Van Slyke - VP Marketing, The UPS Store, Inc Brian Kardon - Chief Marketing Officer, Lattice Engines

Professor John Branch fgmn GMN Programme Director for Marketing Strategy

Elisa Steele - CMO, Skype and Corporate VP, Skype Division, Microsoft Alan See - CMO, DocuStar Eric Fletcher - Chief Marketing Officer, McGlinchey Stafford, Author, TEDx Speaker Marion Gamel - VP Marketing EMEA, Eventbrite

The Brand

ting The Marke o Manifest

58. Get More Bang For Your Branding Buck Andrew Vesey ggmn

13. The Problem With Marketing Is....

The Word?

David J Hood pgmn

63. Can You Cut A Slice Of China’s Market, Before China Gobbles Yours?

16. The Month’s Best Podcasts 6 | Nov / Dec 2013

Walter Spoonbill Of Spoonbill & Coot Digests Ancient Texts.

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www.theglobalcmo.com 8.

The Importance To Brands Of Owning Their Own Data Mark Connolly

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Turn Your Event Into An Interest Group

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The Mobile Marketing Imperative

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Google Hummingbird: SEO is Dead, Long Live SEO Damon Segal

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Take Part In The DNA Of A Growth-CMO Study

by SAP and Human 1.0, with GMN, Global CMO™ and The CMO Club

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Brand esSense Neil Gains

18. GMN Appointments Professor Mark Johnston Appointed GMN Programme Director For Marketing Ethics

23. Event Recap Brand2Global Conference Highlights 2013

40. Advance Notice GMN Portugal Launches In March 2014

DO YOU DESERVE A BONUS? Then keep a lookout for the 3B’s (Black Bonus Boxes) throughout this magazine to find out about Special Offers for GMN Members & Readers, as well as opportunities to WIN!

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

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Nov / Dec | 7

The Importance To Brands Of Owning Their Own Data Mark Connolly

Having worked in the advertising industry for more years than I care to admit, I can confidently say at no point has data ever been a higher priority for marketers. The amount of information now available to brands means marketers have the tools available to enable them to truly understand and engage with their target audiences – allowing them to build smarter and stronger personal relationships with their customers than ever before.

part of the contract they signed agreeing to use the service they may have also signed over their campaign data. The data which is hugely important to brands is also of great value to trading desks – a number of clients in the same marketplace provide agencies with a vast amount of data and knowledge, and so building a profile which they can use as their own data makes them hugely valuable within specific market segments.

Having all of this data and insight to hand surely is a marketers dream, right? Well, the truth is that unless brands actually own their own, the data it is really of little value. Recent comparisons between oil and data certainly ring true – two resources basically useless in their raw state but that can be very valuable when refined.

For marketers, campaign success can only realistically be evaluated based on the data results collated. Information such as; ‘how many saw the ad? How many clicked through?

What is the intent?’ are the real valuable insights that can be used to refine future campaigns and targeting, and is why owning data really is important.

When I talk to advertisers on this subject, the thing they find most astonishing is that there actually is a possibility that they may not own their data. What brands often don’t realise is that if they are using an agency trading desk, as

When advertisers then use this data and partner with 3rd party organisations such as Dunhumby, who analyse and offer insight against customer data from brand loyalty schemes such as Tesco, campaigns can then become

8 | Nov / Dec 2013

Global CMO™ The Magazine

Mark Connolly MD EU and APAC, AudienceScienceÂŽ Inc Mark Connolly has 25 years of experience in the media industry. Mark has played an influential role in the digital advertising market, developing award-winning sales teams and driving business growth across media and ad technology.

At AudienceScience, Mark is responsible for all commercial and business activity in the EU across its offices in London, Hamburg and Milan, as well as APAC. He is also responsible for driving the expansion of the business into new markets.

Before joining AudienceScience, Mark was European managing director of WPP-owned Media Innovation Group (MIG). Prior to this he was commercial director at Adconion and he has also held senior media roles at GMTV, BskyB, Virgin Media and Yahoo! A committed believer in the future of audience targeting and the potential of digital advertising to bring real value and efficiencies to businesses and consumers alike, Mark is a regular attendee of the IAB UK’s Behavioural Targeting Council and a regular industry speaker and panelist.

much more intuitive. The two data sets can be run together to find segments of people for whom it is relevant to serve ads and offers as a result of their previous purchasing behavior. Advertisers can identify, understand and reach customers and potential customers and also accurately measure and respond to customer behavior during and after campaigns.

I absolutely believe that all 1st party data is owned by the advertisers and should be treated as would any other proprietary data. The market has developed in such a huge and fast way that there is currently no real industry or governmental policy in this area as yet, other than the ruling from the Information Commissioner’s office that individuals can not be identified. Advertisers need to ultimately be in control of that data and to do so need to be aware of the right questions that they need to ask of their agencies and also understand the role that they need to play in creating a transparent ecosystem.

Nov / Dec 2013 | 9

Advance Notice

GMN Jamaica To Launch In February Global Marketing Network is delighted to announce that its Jamaica hub will be launching in February 2014, enabling GMN to provide world-leading marketing and sales support to Jamaica business through putting on high quality networking and capability building events in the Caribbean region.

His Excellency Mr David Fitton, British High Commissioner for Jamaica and Bahamas

This GMN Jamaica Launch takes place 12-13 February 2014, with a launch reception on the 12th February followed by the GMN Jamaica Launch Event the next day featuring a Marketing Masterclass delivered by GMN Programme Director for Sales Management Professor Greg Marshall one of the world’s most respected marketing scholars and bestselling author of a number of marketing management and sales books.

At a recent meeting of the British Business Group attended by GMN Jamaica Country Director Jana Pickering, the British High Commissioner to Jamaica, Mr David Fitton warmly welcomed GMN to Jamaica and offered his support though hosting the GMN Jamaica launch reception and speaking at the inaugural GMN event.

Says Jana Pickering, “I am thrilled to be leading the development of GMN in Jamaica. We have a lot to be proud of and in order for us to grow our economy it is vital that we train our workforce to the highest standards. GMN members can be assured a warm welcome to Jamaica and I look forward to you joining us in February!”

Jana Pickering is also Founder of Jamaican graphic and T-shirt design company Emaginayshon Designs and has designed a GMN T-shirt to celebrate the launch.

You can find out more about how Emaginayshon Designs can provide T-shirt designs for your business and about GMN Jamaica at: janapickering.gmn@gmail.com www.facebook.com/EmaginayshonDesigns

Jana Pickering AGMN, GMN Jamaica Country Director, modeling one of the newly designed GMN Jamaica T-shirts

10 | Nov / Dec 2013

Global CMO™ The Magazine

Global Marketing

Network

EXCLUSIVE OFFER Greg W. Marshall

Join Us At The Launch Of GMN Jamaica

fgmn

GMN Programme Director For Selling And Sales Management Professor Greg W. Marshall is the Charles Harwood Professor of Marketing and Strategy in the Crummer Graduate School of Business at Rollins College, Florida, USA. He also serves as Professor of Marketing Strategy at Aston Business School, Birmingham, UK.

Jamaica is known for its warm hospitality, and even warmer weather!

Join us at the launch of GMN Jamaica for the special GMN Membership and Reader’s offer price of just GBP £50

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

(Standard Price GBP £100)

Recognised as a leading authority on sales management, his textbook Sales Force Management just released in an updated 11th ed. (Routledge 2013) co-authored with Mark W. Johnston is the bestselling title in the discipline, globally. In addition, their 4th edition of Contemporary Selling (Routledge 2013) was also just released. He was 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. He 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.

Simply use the CODE: CMOJAM when booking Price includes*: •• Entry to the Launch Event AND the Masterclass •• Certificate of Attendance •• All Masterclass materials •• Refreshments and buffet lunch

LIMITED TICKETS AVAILABLE

In addition to the aforementioned sales-related textbooks, he is also 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 most widelyadopted 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.

Click Here Now To Secure Your Ticket

WIN An Event Ticket

*

*Sorry, flights and accommodation not included.

Share this event and both hashtags on Twitter, and you’re in the draw ‘ http://bit.ly/1dalOSR #GMN #Jamaica ’

Entries close Jan 5th 2014

Nov / Dec 2013 | 11

• Are you a Marketer or Manager with responsibility for revenue?

• A Client company with a need to sell more, or an Agency with Clients who need to improve sales?

• Fed up with the ongoing challenge of ROI (return on investment)?

• Finding it hard to justify your budget?

• Want to get the Product or Service Right, First Time?

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'The Epsilon Project' is a project created by professional Marketers, for professional Marketers.

We all see more and more options, technologies, business models, channels, digital everything, added day upon day.

There is greater competition in the marketplace daily; we all need to become more competitive and want to know precisely what our USP is, our advantage that will make us different and effective, and what it could be.

Our 'Proposition' - the mix of ingredients we hope will compete spectacularly and win us more business - could take one of any number of different forms or 'iterations'. What is your KILLER mix? If we have so many variables that can make up our Proposition, what are the key variables, those important features, benefits or options that will make the most money?

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Brand

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Global

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Quarterly

Building Your Business From The Brand Up™

“Language habits of our communities predispose certain choices of interpretation”

ing t e k r a M e Th Manifesto

Edward Sapir

The Problem With Marketing Is.... The Word?

David J Hood pgmn

It may be misused and misunderstood, but it is our word, and we like it ‘Marketing’ is many things, to many. It is both a noun and a verb - which is good; and quite unique. As a noun, it is a place where the magic is supposedly created and woven into plans, and as a verb, it describes the process of pushing product or services into a market.

That is where the difficulty lies - in translating or transference from a noun to a verb, it loses its original essence and becomes distorted. As a noun it is only seen as a place, rather than a discipline, as a verb, pushing things into the

market rather than engaging with it. ‘Marketing’ starts in a finite, small, forever under-resourced and arguably unloved department or function, and is only let out the box, to spend money rather than make it, when things get tough and those customers or consumers aren’t sufficiently listening or buying.

But in trying to professionalise, standardise, make robust and categorise our profession and what it does, instead of forming ‘some science out of an art’ we have make the art all the more fuzzy. And unscientific. There is so much in a word.

Global CMO™ The Magazine

Nov / Dec 2013 | 13

Habits and Hysteria

The Word

In ‘sexing up’ what we do, we have devalued the word - noun or verb - and distorted its meaning and perception. The market was the market and we were all active within it. Now the ‘market’ is something unhinged and dislocated from us, and our organisation. Likewise, ‘marketing’ activities undertaken on behalf of our organisations, are unhinged and dislocated from the organisation. Edward Sapir’s comment on language habits of communities is apposite; we, the community of professional Marketers, are living up to the skewed expectations and misinterpretations of what we are, and what we do.

Thanks to our use of it, the word ‘marketing’ itself has become the problem; it is projecting and representing both the profession, and we who work within it, as one dimensional. We are daily seen to be simply papering over the cracks in what would be poorer Propositions, whilst creating and nurturing some kind of ‘spin’ in the market.

That is ironic, given that the Marketer is involved in perhaps one of the most diverse and consistantly changing and growing disciplines, above all others, and therefore very much multidimensional!

When I came into marketing, I found that many of my new peers were suffering from what was unmistakably a kind of marketing mimosis: they were each copying the other’s misrepresentation of marketing! (Note: Mimosis: 1. The simulation, due to hysteria, of the symptoms of a disease. 2.

The simulation of the symptoms of one disease by another.)

We insist on using terminologies that no one else uses, nor understands; of course that happens in life, in many other disciplines, but we revel in the fact that we alone may understand our unique terms and terminology and joyfully add more words and phrases by the day. We become a creature or caricature of our own making. We hide behind our own smoke - is this a symptom of our historical challenge with demonstrating ROI for what we do? If it is, even in part, then this is untenable.

The language that we use and our inherent ‘mimosis’ leads to major misunderstanding around ‘marketing’ - and that is why we Marketers are thought of, and given to thinking of ourselves as, no more than the ‘creative applicators of lipstick to the pig’ - or more crudely put, ‘proverbial polishers of the turd’, by almost all our colleagues outside of marketing. Even our colleagues in Sales think this is so. ‘Marketing’ means that any adequate, average or even rank-rotten product or service can be made absolutely glorious in the eyes of the market - if ‘marketing’ is let loose on it.

And that is in large part why, in any given business process or received wisdom, ‘marketing’ is simply thought of as (costly) promotion or advertising, and stuck on right at the end of any process. A tactical afterthought, crudely thrown in. And indeed, why most see it as confined to promotions and advertising. The organisation says ‘we will create it; we will form and develop it; we will craft a proposition and present it; then we will get marketing to flog it’. Wrong wrong wrong... but this syntax and attitude still prevails. And we wonder why the customer or consumer is ignored within organisations... little wonder, since their ‘representatives in the organisation’ are down the pecking order or ignored too...

14 | Nov / Dec 2013

In our ongoing and chronically frustrating quest to make our profession and practice more readily understood and accepted and arguably more professional and focused, we have maintained the habit and hysteria of marketing, nurturing our own ‘spin’ by branding marketing as a cool, suave, and sophisticated black art with a single purpose to cajole, and thereby deminishing it as both an accepted profession and science; this in turn has inadvertently prevented marketing from ever being seen and practiced as a holistic, critical process, rather than a reactionary function or silo. The last laugh may be on us. We cajole ourselves.

At networking meetings, or when introduced to a new business contact, when asked ‘what do you do / what are you’, and as you muster up an answer and deliver your elevator pitch, it often feels that they have just been told that yes, their worst fears have been realised - this person speaking with you may not be a mass murderer, but worse, you are talking to a Marketer. Be afraid, be very afraid...

‘Shine On The Swine’...

The chattering classes in marketing, including its media, membership organisations and blogsphere, talk about marketing not only as if it was all lipstick-on-pig creativity, but behave as though we all worked within large FMCG blue chip organisations, spending gozzilions on advertising. The reality is that we are all hard-pushed to eke out some budget to cover all the necessary marketing activities (if indeed a budget is of course actually available!) and try to prove and improve ROI. In peddling the ‘brand’ for our own profession and the noun and verb that is ‘marketing’, a brand that inadvertently debases what marketing is and does, we debase ourselves; have we ever really worked out why there are few Marketers on the Board of companies? Is it any surprise?Why do many companies not have a budget line item for ‘marketing’?

Has the penny dropped yet? If we historically find it hard to prove ROI in marketing, and to prove our own worth other than to perpetuate the myth that we are ‘creatives that you just don’t understand, dealing with things you wont

Global CMO™ The Magazine

understand’, talking about ‘share of mind’ and ‘brand recall’ rather than sustaining and improving income as the Revenue Managers we surely are, then is it hardly surprising that our colleagues on the Board, in our organisation or in other professions, just don’t get ‘it’, or us.

THE OXFORD BROOKES MBA

Yes, no wonder other people just ‘don’t get it, or us’ - with our far-from-revenue wordplay, use of annoying surrogates for real metrics, obsession with new-fangledness, a perverted predilection for colourful matrices, charts, and anything that doesn’t actually involve important revenue numbers, three letter acronyms and faddish everything.. and when we claim to be able to ‘bend the customer or consumers mind round to buying’, often without actually knowing their real needs and wants, then why are we surprised that we are viewed with more than a hint of suspicion?

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Marketing = Markets = Customers/Consumers = Strategy As marketing is strangely ‘divorced’ from sales and other strategic and necessary processes and activities within organisations, the less it is likely to form the basis for, and the drive behind, strategy. I have never understood why and how, in most organisations, ‘strategy’ is simply set, then ‘marketing’ follows on as some tactic or set of tactics. As long as ‘marketing’ is slapped at the end of the process and almost seen as a derogatory and misunderstood and undervalued activity, then it will never become truly ‘strategic’ nor provide leadership to the organisation, or in turn deliver a market-leading organisation, in any market.

Find out more:

mbaoxford@brookes.ac.uk

www.mbaoxford.com 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’ (on 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’.

‘Where misunderstanding serves others as an advantage, one is helpless to make oneself understood’ Lionel Trilling This misunderstaning has - debatably - stood us in good stead when we wished to confer a persona as having a grasp of the snazzy and new, the modern and unique, in the organisation. It has arguably meant that our colleagues in the organisation don’t quite know what to do with us, nor what intrinsic value we bring to the table. But that aloofness and distance has worked against the evermore apparent need to have marketing break out of its departmental constraints and become a process, with everyone in the organisation involved.

Whats in a word? Everything. Lets reclaim the essence of the word ‘marketing’, as both a noun that defines our purpose rather than our function, and a verb that means we become irreplaceable and invaluable as well as innovative.

Nov / Dec 2013 | 15

Join Grant Jansen every weekday morning from 10am to noon (CAT).

Catch #MarketingBiz Fridays at 10.30am.

www.bizradio.co.za

Listen Now

How Can Business Change The Sustainability Conversation To Future Proof Africa?

Dawn Rowlands, Deon Robbertze, Mike Freedman and Chris Loker with moderator Kevin James Few businesses have made sustainability a core part of their strategy, some are doing the minimum for compliance sake, the majority are on a carry on a “business as usual” path without stopping to question their negative impacts on society or the environment, let alone looking at the full life cycle of their brands.

While we are seeing certain countries displaying improved political leadership the African continent is still characterised by self serving leaders, political instability, corruption and social and environmental sustainability not very high up on the majority of Africans national agenda, despite all of this, Africa is becoming the darling of emerging market, investors and growth rates in Africa are above 5 %.

So we have to ask – will these multinational companies do the right thing and tread lightly on Africa while it consumes its resources above and below the ground?

A tough subject to tackle, but one that the panel of Dawn Rowlands – CEO Aegis Media; Deon Robbertze – Founder – Change Agent; Mike Freedman – Partner – Freed Thinkers and Chris Loker – Founder – Water Financial and moderator Kevin James – Founder – Global Carbon Exchange were eager to engage on at the 11th Aegis Media Thought Leadership Digibate, which took place in Cape Town on 7th November 2013.

Not only is Africa attracting investors looking for good yields, but an increasing number of global, multi-national companies are seeing Africa as their growth ticket both in terms of supply of, and demand for their products many South African companies know they have to move north of their borders to maintain their growth trajectory, with many Asian, especially Chinese companies moving in an aggressive way with not much political governance or legislation and little consequences to perpetrators for environmental and social exploitation.

16 | Nov / Dec 2013

Global CMO™ The Magazine

Listen Now

Marketing Misanthropy David Hood pgmn Founder, The Epsilon Project

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Intellectual Property And The Marketer Ulrich Meyer-Höllings Founder and Managing Partner, i:am ventures

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Digital – Measurement And What Matters Peter Case CEO, Gloo

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The State Of Marketing Education In South Africa Tony Koenderman and Craig Page-Lee with Cecelia Andrews and Gordon Cook

Global CMO™ The Magazine

Nov / Dec 2013 | 17

GMN Appointments Professor Mark Johnston Appointed GMN Programme Director For Marketing Ethics Global Marketing Network is delighted to announce that Professor Mark W Johnston has been appointed the GMN Programme Director for Marketing Ethics.

on a wide range of issues involving strategic sales force structure and performance as well as sales force technology implementation.

Mark is the Alan and Sandra Gerry Professor of Marketing and Ethics at the Roy E. Crummer Graduate School of Business, Rollins College, Florida. His research has resulted in dozens of published articles in a number of professional journals such as Journal of Marketing Research, Journal of Applied Psychology, Journal of Personal Selling and Sales Management and many others.

In addition, he has worked with a number of companies’ world wide on a range of business ethical issues and training.

Mark has been cited by the Journal of Business Research as one of the most important researchers in the area of personal selling and sales management. He continues to do research in sales and marketing ethics as well as sales force performance and motivation.

He is also the co-author with Professor Greg Marshall of several market leading books including Sales Force Management (11e), Contemporary Selling (4e), and Marketing Management (2e). Long considered the “gold standard” in the market Sales Force Management (11e), has been translated in Spanish, Russian, and Chinese.

Mark has been retained as a consultant for firms in the personal health care, chemical, transportation, service, and telecommunications industries. He has consulted

Finally, Mark has conducted a number of seminars around the world on a variety of topics including motivation, managing turnover in the organization, sales training issues, ethical issues in marketing, and improving overall sales performance.

Says Mark of his appointment. “I am excited to join the outstanding group of faculty associated with the Global Marketing Network. GMN is at the cutting edge of professional marketing training and I am proud to be associated with it and lead the design and development of global certification and executive education programmes in marketing ethics to help current and future marketing and business leaders make ethical decisions which enhance their own reputation and those of the organisations they are responsible for creating marketing strategies for.”

Says Darrell Kofkin, Chief Executive of Global Marketing Network. “The importance of ethics in business and more specifically marketing has never been greater. Our own code of conduct demonstrates our commitment to ensuring that we enable marketers to be aware of their moral, social and legal responsibilities wherever they work in the world. We are therefore delighted that Mark has accepted our invitation to lead in this very important area.”

The GMN Global Faculty is a unique powerhouse bringing together some of today’s most respected Marketing experts.

They have been appointed by GMN based upon their strong international reputation and outstanding track-record in their area of specialisation and are committed to GMN’s widely-shared vision to building a stronger, better respected and more unified Marketing Profession worldwide.

They do this through developing programmes, delivering Masterclasses and sharing their research to ensure that GMN can continue to support the Marketing Leaders of tomorrow and the Marketing Leaders of today with the capabilities required to survive and thrive in today’s challenging business environment.

Mark has also been elected as a GMN Fellow in recognition of his academic achievements.

The event is over - Ready to get to work?

Turn Your Event Into An Interest Group Chuck Jones

As every event sponsor knows, a meeting’s effectiveness depends significantly on how well the meeting’s sponsor follows up with attendees. In the old days, maybe that meant sending attendees a binder of session summaries and transcripts. Circa 1990, we started emailing PowerPoint presentations instead.

In today’s totally connected world, meeting PPTs and videos can live on your website. That’s all fine and good, but the downside is you don’t get to interact with the content consumers – other than perhaps tracking their page views or barraging them with phone calls and emails.

Too many of us, I think, fall into the trap of giving short shrift to post-event strategies to improve the event’s ROI. That’s like spending thousands of dollars on landscaping, and then neglecting to water the grounds.

Global CMO™ The Magazine

Nov / Dec 2013 | 19

fig.1

Mitchell Beer of Smarter Shift, featured in an article at PlanYourMeetings.com, graphically depicts the typical pattern of event communications as three circles (fig.1).

Instead, he proposes a model where conversations keep amplifying, and ideas and relationships continue to grow (fig.2).

Change The Equation Think of your attendees as producers of content, not just consumers of content. If you can encourage –and capture — their thoughts, ideas, and opinions, you gain a powerful, dynamic new source of content. In doing so, you dramatically change attendees’ perception of your follow up activities.

Instead of selling, you’re listening and facilitating dialog. At the same time, you’re also strengthening your relationships with prospects — and accelerating the conversion of leads into revenue.

Try This Approach During or after an event, identify a group of the top prospects and invite them to something more elite and special. While it could be a webinar or a conference call, the ultimate would be to get the smaller group back together in a faceto-face meeting for an agenda that’s clearly beneficial to them. In return, you cultivate more content. The content your special group generates lives on until the next big event — and can even be used in promoting that next event. More importantly, you magnify the engagement of those who agree to participate in the subsequent event or events.

Bottom line: You’ve parlayed a point-in-time event into an ongoing discussion group. Then, you turned the discussion group into a highly engaged interest group that sees your firm as a partner, not a vendor.

fig.2

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Global CMO™ The Magazine

As a side note, I have a personal experience in seeing this approach used successfully. The host of a national invitation-only CMO conference invited about 20 attendees to get together for more intimate, focused discussions in a much smaller, less structured event. Most of us jumped at the opportunity.

The sponsor has since solidified its position (in our minds) as a thought leader and a consultative facilitator, while avoiding the temptation to indulge in over-selling us on its services.

Keep The Conversation Flowing In July Aaron Wolowiec, who writes a blog for planners of non-profit events, posted a fantastic lesson that’s equally pertinent for marketing events.

His post, “Curating conference content to promote member engagement,” is chock full of great tips. For example, he offers five simple, but effective post-event strategies for curating content.

Here’s one of them: “Keep the conversation flowing. Online communities could be formed and moderated to continue conference discussions long after the closing keynote session has ended, encouraging opportunities to further engagement and collaboration.”

Chuck Jones CMO, Omnience Chuck Jones is the Chief Marketing Officer for Omnience.

His experience includes multiple senior marketing positions in large, complex professional services firm. Chuck believes that marketing should be built on a clear strategy, further the business goals of the firm, be organized for maximum efficiency and cost effectiveness and be integrated with sales to generate revenue growth.

Before joining Omnience, Jones was a partner in TecCXO, where he specialized in entering new markets and launching new product lines. Before that he was Founder & CEO for NonProfit Communication Strategies, where he provided marketing training, consulting, and services exclusively to nonprofit organizations.

Jones also worked at Arthur Anderson and KPMG.

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Brand2Global Conference Highlights 2013 This September (16-18) London hosted the first Brand2Global Conference, which attracted a diverse array of speakers and attendees from global marketing, branding and digital media. The conference was a unique convergence of expertise and talent around ideas to help organizations succeed in an interconnected and globalized world economy. More than 50 top experts shared their view points on cutting edge strategic global issues such as: the art and science of global brand execution, multicultural content marketing for emerging markets, understanding the global consumer, what constitutes a meaningful global brand, connecting global markets and people, social media localization challenges, complexities of executing global brand strategies, the future of the branded content and much more.

This was a conference which for the first time set the stage for a dialogue that integrates the complexities of the globalized world with the current practices in branding, marketing and digital media. What emerged from two days of intense dialogue were ideas, best practices, and thought leadership to empower business executives to rethink how global business strategy needs to address the challenges of multiculturalism, fragmented consumer needs, digital convergence, emerging markets complexities, global institutional idiosyncrasies, and balancing the needs of localization with demands of globalization. It was truly

fascinating to see business executives, cultural experts, technology mavens, thought leaders and academics crosspollinate ideas from variety of fields and perspectives. Wide spectrum of industries were represented in the conference attendance with companies such as Google, HP, KLM, Shisiedo, Philips, Tata Steel, Aston Martin, Facebook, Royal Caribbean, and top academic institutions from around the world such as The London School of Economics (UK), Boeing Institute of International Business, Saint Louis University (USA) Meiji University (Japan), Henley Business School-University of Reading (UK) and others.

In conclusion, this conference was a great place to learn, network, exchange ideas, and make new friends. The location in London, at Double Tree near Tower of London was pretty central for attendees to travel, and conference staff was extremely welcoming. Brand2Global conference for next year is already being planned to bring the best minds, ideas, best practices in global branding, global marketing and global digital media.

Global CMO™ The Magazine

Nov / Dec 2013 | 23

The Mobile Marketing Imperative Babar Khan Javed

In 1983, Motorolla launched the Dyna TAC 8000X which took ten years to reach the market and over 100 million dollars in R&D. It cost the consumer a whopping 4,000 dollars with a battery life that managed an hour of talk time. In 1989, the same company came out with the in car phone called Micro Tac at 3,000 dollars and gained well over five million cell phone subscribers. Most of the tech around this phone model was embedded physically in the consumer’s car. In 1992 the first text message was sent, 1996 the USA had 38 million cell phones, 50 million by 1997 and the introduction of 2Generation, in 1998 the average phone usage time was 2 hours per month and in 2000 Japan introduced … the camera phone.

discards) and has over half a billion mobile connections.

Like in many underdeveloped countries, users are getting access to services because of mobile for e.g. despite not having access to physical banks, they are banking via mobile thanks to the internet infrastructures.

Today, mobile penetration exceeds 100% of the population with 55 million phones in the hands of 29 million citizens in Saudi Arabia, 15 million phones with 7 million citizens of HK and 20 million phones with 17 million citizens of the Netherlands. This is cell and smart phones as well.

Consumers don’t need to be in a physical location to shop; they are always at it and are influenced by peers recommendations or backlashes. At this rate there will be more web connected devices than people on earth. In the past, the purchase journey started with awareness, an interest raised with campaigns, a desire pushed with sales strategies on the ground, consideration in store further pushed with shopper marketing and finally consummating at the purchase itself.

The world’s largest mobile markets are the Asia Pacific, Africa and Latin America, the last one has experienced 130% mobile penetration in the last 4 years (not accommodating missing data on second hand sales or 24 | Nov / Dec 2013

The top six countries with over 50% smart phone penetration are – South Korea, USA, Norway, Sweden, Australia and the UK. One of the largest consumer behavioral impacts this has had would be the shift in shopping stages and purchasing journeys. In the mobile era, brands prefer banking on mobile with M-Commerce and deriving strategies for a new path to purchase. Shopping in these markets is more iterative and less serial.

Global CMO™ The Magazine

Cisco estimates that by 2016, mobile video traffic will account for 70% of all mobile data and this will be the same year of the largest mobile ad spend – marketing apps, coupons, steaming video and search. 66% of tablet owners download and view short videos. Nielsen reports that 45 million of US smartphone owners watch videos via mobile (faster than alternatives) with over a billion mobile broadband subscriptions worldwide and a staggering 51% mobile broadband penetration rate in developed economies.

When potential customers have completed the pre-buy phase, they leave homes in two types of behaviors. Seekers will enter the post purchase phase with mind made up on what will be purchased. They have one sole destination and may have shared intent – sharing something like “going to Aghas to buy Pakola” on Facebook, Twitter and other casual networks. The cruiser may still be conducting his or her research on the go, is willing to explore other locations, they can be influenced in store to buy something else or more and just like seekers, they have shared intent.

Studies vary, but the seeker is usually male with the cruiser being female.

Today however, the M-Powered consumer drives the process. It starts with the consumer looking at things at home – checking for sales, looking at competitive pricing at Amazon, looking up store info, browsing the online store and checking inventory of interest. Just stop reading right here and consider what this fully means. This means that if your brand strategy has not accommodated this behavior and has not given itself the necessary presence in the consideration stage, then your products have no chance of being browsed (let alone purchased) once the consumer is in store. Secondly, if the consumer opts to buy online instead of pacing through the offline experience, you have no way of knowing whether your product was even considered in the first place. Your brand is not even on the shopping list!

Understand that smart phone users have a wide array of distractions and conveniences at their fingertips; they text more, play casual games, use more apps, listen to music and a 2011 research from Google/Ipsos OTX MediaCT titled “The Mobile Movement Study” suggests that 80% smart phone users use their devices to assist in the shopping experience.

Before mobile, Gasbuddy.com wired many gas stations with direct data feeds with six million volunteers in NA with people entering information on local gas prices, so users can find cheaper gas alternatives in their location.

Gasbuddy.com earns of the geographic advertising potential whereby location based marketing prompts users to check out related stores enroute. Same thing with MapQuest (Apple) or Google Navigation (Android) – users search for locations and based on the area of interest, ads appear at the bottom of the screen. Travel app “OnTheFly” shows every trip by any airline, date and cost.

When a potential customer is physically at the retail outcome of determined or potential interest, the retailer needs to adapt quickly to gain more. Location in mobile is the key to almost everything because in the past we could measure supply & demand, with mobile time & location can be added. The implications to the value chain – logistics, what to make in real time – as people are essentially walking the aisle. The purchase is based on two influences – location based marketing or services. LBM is when the company markets to the individual based on what is being searched for. LBS when like in Foursquare, the user is interacting with other users, because of the proximity based marketing potential and relevant marketing messages received.

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So marketers need to participate in these discussions and have their mobile strategy ever present. Location takes us to the age of situational relevance meaning marketing based on the situation the potential customer is in. For example, someone in a jeweler store gets messages from a local or nearby florist, so it’s based on the situation or occasion and not so much just the location. According to Nielsen, in 2007 1.8 trillion text messages were sent online, in 2011 it was 7 trillion and it’s expected to hit 9 trillion in 2016. In the US, teens send 3,300 texts every month with subscribers sending nearly 700 monthly messages. This is happening at physical outlets of stores with customer’s texting to earn additional information. WalMart bought a mobile start-up in California and renamed it Wal-Mart Labs to give the consumer a better experience on location. At present, the majority of consumers on location would rather get info from their store than an in-store sales person.

One of the things retailers need to be careful of is keeping a balance between being on target and being off target, to the point of being associated with being a cool accurate brand marketer as opposed to a random spamming creep when approaching a potential customer on location.

Customers are cool with perfectly targeted info from a trusted brand that demonstrates a clear and highly relevant value proposition. What a brand shouldn’t do is be random or pushy with potential customers that might make them feel uneasy (a feeling no brand wants to be associated with) and wonder if they are being monitored.

When the customer is in the physical shop and in the selection process, the brand needs to look at influence points for triggers. In the new iPhone, “bump” allows the transfer of videos and images between phones that bump into each other. The way brands and stores are using this tech is triggering an activity. It used to be the QR code for quick response would send the user to a website (no one liked it), but now the trend is to trigger experiences. An app called “ShopSavvy” allows the user to scan an items’ barcode and with one tap they essential buy the item, a great opportunity for looking at products in the selection process. At the point of purchase with the selected items, the influence triggers come at the checkout stage. So at the point of purchase with Starbucks, an app allows users & buyers to gain more value from the sale from next sale discounts or extra items. As a transaction mode, mobile payments are really scattered. Square and Payfirma help facilitate payments between the user and a store with confirmations being sent to the store system. LevelUp is a payphone app with a one tap option that allows no credit card or cash transactions with minimal hassle.

After the purchase, the customer is in post purchase mode and what that means for brands is encouraging reviews and endorsements to cash out on coupons for the future 26 | Nov / Dec 2013

purchases. Mobilization goes end to end, it’s not serial and is iterative. So customers will buy brands and get on “Groupme” to talk about their purchases and share the items checked off. The other users or connections in that group will recommend follow-up products to augment or compliment the buying experience, so endorsements apps are a place a brand wants to be to maximize its usability proposition and gain brand evangelists in the process.

The world of brands are playing this game in a big and small way, the mobile disconnect comes from the gap between corporate resources allocated towards mobile and the customers use of it. Most brands only spend 1% on mobile, while highly digitally integrated firms like Mondellez (ex-Kraft Foods) is investing 10% of resources on mobile. So a common conversation we have with CMO’s is getting to the point that while they agree that 90-99% of their customers use mobile to make purchases or browse options, the supplier brand is spending hardly 1% of its MarCom budget on the platform that has immediate ROI value (if and when done right). This huge disconnect needs to be corrected.

Brands need to start looking at ways to exert mobile influence by adding value to the customer experience, use proximity marketing, leveraging SMS, communicating over mobile, testing & learning new tactics, measuring and analyzing the new tactics and tapping into mobile apps, videos and web.

How will you influence your mobile customers?

Babar Khan Javed Editor, Trango.co Babar Khan is currently editor at Trango.co, a Start-up Builder at DYL Ventures, a brand professional for a leading high end fashion apparel brand and a former management consultant with expertise in strategic OD, digital marketing and project management. He is also a speaker for the Marketing Association of Pakistan.

DYL Ventures is a Pakistan oriented, seed stage venture fund and consultancy that empowers gifted entrepreneurs.

Babar is a partner on the Trango. co project and in attracting foreign investment for sharing economy business models.

Current beneficiaries include the World Bank, The Citizens Foundation, oBeeble and Ephlux.

Answer marketing effectiveness questions fast using StatsPro You need to know “how effective is our marketing at driving results”; yet getting straight answers to these tough questions across all your marketing activities can be slow and frustrating.

StatsPro software helps you get a 360 degree view of the results of your marketing in a streamlined and efficient way.

Case Study: Results Decomposition

You can use StatsPro to unscramble and isolate the effects of all the important factors such as TV advertising, Internet search and display, sales promotions, price changes, competitor activity.

StatsPro - straight answers to tough questions Quantalise created StatsPro software specifically to make econometrics available for marketers. Econometrics is a widelyused and highly-regarded analysis technique. It shows: • Which factors caused results to go up or down, and which had no discernible effect?

The colours represent the contribution to results of marketing factors such as advertising, price changes and events. It also shows how external factors such as weather and seasonality affect results.

• How important was each factor and how big was its effect?

• What equation you can use to forecast sales?

• How reliable the equation is as a forecasting method?

StatsPro – the analysis productivity tool

Case Study: Cascade Chart

StatsPro delivers fast and well-formed models by using a number of special productivity features: • You get automated production of reports and charts on predicted versus actual values, residuals, decomposition and waterfalls for all model types, including log and difference models • You can generate new variables “on-the-fly” without having to calculate separate data series • You can quickly and easily add or omit variables, or fix coefficients or if you prefer automatically include or exclude variables based on the coefficient or t-stat values • You can experiment with lagged variables, differences, logs, etc. without re-defining the model

The above chart, also generated automatically by the system, shows the same information as that in the sales decomposition chart but highlights the year-on-year changes.

• You can use diminishing returns curves and carryover effects in your models StatsPro can be licensed for you to use with full documentation and workshops. It can also be delivered as a one-off consultancy project to provide insights and recommendations.

To find out more contact David Merrick at Quantalise Limited +44 1753 646036 | david@quantalise.com

Quantalise

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Nov / Dec 2013 | 27

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THE MAGAZINE

THE

This Month’s Question: How do you share the Strategic Vision for Marketing within your organisation?

PANEL

Michelle Van Slyke www.theupsstore.com

VP Marketing, The UPS Store, Inc

Twitter: @mkvanslyke In my experience, it’s the people who bring a company’s strategic vision to life. Effectively integrating vision into the long-term company strategy separates success from failure. By embedding a marketing vision into the identity of the company’s culture, people understand it as a way of life, not another tag line.

For The UPS Store, we root our strategic vision in facts supported by insights. For example, when we repositioned our focus on small businesses, we relied on years of research. The vision wasn’t born from one person’s opinion, but rather a fact-based strategy brought to life through relevant, topical creative.

Brian Kardon www.lattice-engines.com

Chief Marketing Officer, Lattice Engines

Twitter: @bkardon You shouldn’t underestimate the need to market your marketing. The vision needs to be supported by the CEO and head of sales. Once you have their support, you need to find the best way communicate it. Short and simple, please.

You should look for every opportunity to communicate it -company meetings, a newsletter, in-person meetings, your company’s intranet. You can create more memorability by showing examples of the marketing vision in action. For example, pictures of a campaign or trade show booth that are visually consistent with your vision.

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Do you have a question you would like some thought leadership on?

Would you like to join our panel?

Contact us at ThePanel@theglobalcmo.com

Elisa Steele www.skype.com

CMO, Skype and Corporate VP, Skype Division, Microsoft

Twitter: @elisasteele One of the really easy things to do as a leader is to create your vision and your mission and then think everybody knows what it is. You have to put time and energy into this communication and into making sure people are going along the journey with you.

We put together an internal, integrated plan on how we are going to move along as a team, which includes milestones and experiences to make our mission have the breadth and the depth that we want.

We have lots of things at every level that we do, but I really believe that it’s not just about communication it’s about engagement. It’s about having the dialogue; it’s about feeling a part of something.

So that’s been my strategy.

Alan See www.docustar.com

Chief Marketing Officer, DocuStar

Twitter: @alansee People not involved in developing a strategy often resent being asked to implement it. So I like to get my entire organization involved right from the beginning.

I also lead from the front, particularly when it comes to the new social media applications and platforms. That means my organization is going to see me first hand blogging, tweeting and connecting while teaching those around me how to do the same.

Global CMO™ The Magazine

Nov / Dec 2013 | 31

THE

PANEL Marion Gamel www.eventbrite.com

VP Marketing EMEA, Eventbrite

Twitter: @marion_gamel Marketing strategies are presented at executive level, sometimes board level, and once they’re approved are shared with the entire company at cross-functional meetings.

Eventbrite is a very transparent organisation, our slides are available to any employee who is interested and we have open-hour times for anyone who wants to come and ask questions, or share comments.

Eric Fletcher www.mcglinchey.com

Chief Marketing Officer, McGlinchey Stafford, Author, TEDx Speaker

Twitter: @ericfletcher The degree to which any vision for the strategy and process of marketing is shared by an entire organization is the degree to which there is clear aligns with aspirations that are shared across the organization.

Organizational goals are the things every member of every team is working toward. Marketing becomes organic and institutional when there is clear connection between the specifics of any strategy and the realization of the shared aspirations.

Where there is disconnect between organizational aspirations and marketing strategy – or worse yet, little or no alignment – few will care. Start with the shared aspirations; and communicate around why the marketing strategy is central to realizing these goals.

32 | Nov / Dec 2013

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Marketing Leaders Of Tomorrow

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Submit your original piece (Max 500 words) on the following topic, by 1.00pm (GMT), 30th December 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 February 2014 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 March issue of Global CMO™.

• The winners piece will be Published in March’s issue of Global CMO™ and posted online • They will receive a complementary ticket to a 2014 Global CMO™ Masterclass of their choice • Plus the opportunity to write a Cover Feature Article for Global CMO™ The Magazine in 2014 • 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

Deadline For Submissions 30th December 2013 Entry Requirements, Judging Criteria and Methodology, Terms and Conditions can be viewed at www.theglobalcmo.com/leaders-of-tomorrow/

Marketing’s Role In Redefining A Brand Three Steps: Assess, Align, Repeat W. Sean Ford

It’s common for companies to “redefine” their brands with a fresh coat of paint around look, feel, and slogans.

While this quick-fix approach may generate a short-term awareness gain, it’s like eating a candy bar for energy—a quick burst of activity followed by a crash. To achieve long-term success, your brand must reflect your business strategy, align closely with current business objectives, stay credibly ahead of who you are now, and look forward to where you want to be.

Let’s start by defining the term “brand.” A brand is the amalgam of the quality, clarity, consistency, and value of every interaction your company has with its constituents.

Starting with this definition, we can identify a set of actions required to build and sustain a strategically relevant and compelling brand position.

Take Harley Davidson, a company that successfully redefined its brand using the definition above. In the early 1980s, the iconic motorcycle manufacturer faced a slew of challenges that threatened to drive the company out of business. Product quality was abysmal. Competition was rising. Domestic market share had plummeted. The future looked bleak.

How did Harley Davidson overcome these obstacles? They returned to their core values, improved their manufacturing processes, and launched a strategic marketing campaign to build awareness of quality while simultaneously promoting the rebellious Harley image and lifestyle. Less than a decade later, the company regained their leadership position— proving that even a brand on the brink of irrelevance can retake its position as an industry leader. Harley Davidson is now one of the most highly valued brands in the world, with legions of loyal followers—and a very profitable business.

In this article, we’ll discuss three steps that organizations can take to redefine their brand and establish a powerful, strategically relevant, and forward-looking position in the marketplace. Each step presents unique challenges for marketers—but with candid self-assessment, collaboration, and tight alignment with business objectives, even troubled brands can return to market relevance.

Nov / Dec 2013 | 35

Step One: Assess Your Business (Brand)

Step Two: Align For Strategic Relevance

The Goal:

The Goal:

Determine what strengths you have to build on, and what challenges or gaps must be managed. Remember that your brand is the manifestation of all the ways your company interacts with core constituents. Focus on the low-hanging fruit.

Develop a core set of messages—based on your company’s unique differentiators—that underscore your unique position in the marketplace.

To evaluate the strategic relevance of your brand, the marketing, product, sales, and support teams must work together to identify the greatest advantages the organization has in the marketplace today. What are the most positive attributes of your company? Where is the low-hanging fruit?

This initial collaboration will ensure that everyone in the company is invested in the brand transformation.

Using a collaborative approach, evaluate every touch point—from outreach and advertising strategies to product quality and customer satisfaction. Candidly look in the mirror and acknowledge specific business/brand strengths and weaknesses. Crisply define what company-wide assets you have to build around. At this stage, it’s critical to jettison personal beliefs and long-held opinions, and to focus on what the brand really means to the outside world.

Openness and introspection are paramount.

There’s always something positive to build upon. Even organizations in the throes of a market crisis can find positive differentiators upon which to build. When Harley Davidson examined their situation in the early 1980s, they faced a multitude of problems—but their rebellious, all-American image was still a major asset. By embracing that differentiator and working hard to improve quality, they successfully changed their image and expanded their relevant market.

The Research Factor For some situations, structured research can be helpful - but it isn’t always necessary.

When attempting to assess a brand, don’t underestimate the knowledge you have in your organization - it’s 80% of what you need to start.

If your firm operates on a small budget, simply trust your people. The sales, product, and support teams can typically provide a wealth of information about industry pain points, customer needs, and unique differentiators.

36 | Nov / Dec 2013

Once you’ve identified your strengths and determined what you want your brand to represent moving forward, develop a strategic messaging framework you can use for your organization, product, or service. Defining your core brand messages tied directly to meaningful business issues will help you align across the organization and establish a litmus test for evaluating the strategic relevance of everything you do as a company—from product direction to marketing campaigns and advertising taglines.

The strategic messaging framework must include clear, compelling, and aligned messages that reinforce and build upon your strengths while deflecting or repositioning the challenges you face. To be effective, it needs to be directly tied to the real business drivers transforming your industry, and should clearly articulate industry pain points, customer needs, and your brand’s unique position.

•• Industry pain points. Most industries are undergoing some form of transformation. Identify the primary drivers of change in your industry—these are likely causing your customers a lot of pain. This will go a long way towards establishing thought leadership and connecting with your customers in a way that addresses their day-to-day pressures.

•• Customer needs. The pain points you identify should easily and directly connect to a finite set of customer needs. The goal is to connect the pain to tangible and specific needs that your brand can solve. For example, at Avid we know that our customers are challenged by increasing volumes of digital assets along with pressures for ever-greater operational efficiencies.

This leads to needs ranging from seamless workflows to protection and optimization of media assets.

•• The brand’s unique position. Finally, for each of the identified customer needs, define what your brand does to uniquely solve those needs. What can you say about your brand that no one else can claim? What unique attributes does your brand offer customers?

How does your brand stand out from the competition?

By setting the differentiation debate on your terms, you’ll own the conversation with these statements— even if other companies decide to follow your lead. If they respond to your positioning, you’ve won.

Global CMO™ The Magazine

More than just messaging: Aligning internally around the brand Once you’ve defined your messaging framework, it should become the filter for all marketing decisions. Every communication vehicle must be filtered through industry pain points, customer needs, and your unique brand position. Only then does the brand have the opportunity to be strategically relevant.

It also helps to teach the messaging framework to your employees. This enables your employees to align around the new brand, and drives messaging consistency—especially if this new framework represents a major departure from the past. Employees are a socially connected group that can often informally communicate messaging more powerfully, and with greater credibility than your own formal marketing efforts.

Create Your Messaging Framework Industry pain points Customer needs Unique brand position

Þ

Develop Specific Tools That Manifest The Brand Story Advertising strategy Sales presentation and demos Events and conferences Product positioning Social media strategy

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Step Three: Repeat, Repeat, Repeat The Goal: Sustaining a strategically relevant brand requires repetition.

Repeat your core differentiated messages over and over again.

The most successful brands maintain and repeat their core messages over long periods of time. This helps the brand reinforce its identity and makes the most of every customer interaction. (Repetition is especially important if you have limited resources to deploy against market awareness.)

And once you’re tired of repeating your messages, repeat them again. I’m certain that Mick Jagger and Keith Richards are tired of the song “Satisfaction,” but their fans expect to hear it at concerts. It’s become an instantly recognizable part of the Rolling Stones brand.

Clear, consistent repetition of simple messages—tied to customer needs and grounded in the pain points transforming your industry—is the only way to make your brand manifestation stick in the marketplace. Across every form of communication—both internal and external—make sure your company is consistently delivering the right messages.

The Role Of Marketing: Science Meets Art Marketing organizations are uniquely positioned as active change agents to drive brand relevance. Sitting at the crossroads between product, sales, and service, marketing plays two important roles in this process.

First, during the assessment and strategic relevance stages, marketing should act as the facilitator who brings together various functions to articulate the core messaging and positioning components of brand assets, service quality, product differentiators and the like. Draw out the best knowledge you have internally, candidly assess strengths and weaknesses, and align these issues with current and future business objectives and capabilities.

From here, marketing can create the compelling story and core messages for your brand.

Second, as the newly aligned and strategically relevant messaging takes flight, it’s marketing’s responsibility to drive consistent brand messaging while managing the “credibility gap” as your business evolves toward its future vision. This gap is the difference between where you are now, and where you want to be. Marketing must continually bridge the gap with data and tangible proof points (value, customer success, product innovations) to tangibly demonstrate to constituents that you’re making your vision a reality. Going too far ahead of your current capabilities diminishes credibility and staying too close to what you deliver right now diminishes industry leadership and vision.

Avoid The “Shiny Object” Problem Marketers decide to change message

Þ New, unproven messages become part of your brand

Þ Message gets diluted, loses impact

Þ Company starts wallowing in a sea of mediocre brands

38 | Nov / Dec 2013

W. Sean Ford CMO | Vice President Of Worldwide Marketing, Avid As CMO and Vice President of Worldwide Marketing for Avid, Sean Ford is responsible for corporate marketing communications, product and segment marketing, field marketing, brand development and thought leadership efforts at the company.

His focus is to drive demand generation and build revenue opportunities in support of Avid’s growth and revenue priorities as well as continue to build Avid’s position as the leading digital audio and video technology company in the world. Coming from a family of professional studio musicians, sound engineers, and creatives, he has a longstanding passion for the audio and video space.

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Global CMO™ The Magazine

Advance Notice

GMN Portugal Launches In March 2014 Global Marketing Network is delighted to announce that its Portugal hub will be launching in March 2014, enabling GMN to provide world-leading marketing and sales support to Portuguese businesses.

GMN Portugal is being managed through a Strategic Partnership with Philos, a leading language and localisation organisation.

The Strategic Partnership also sees Philos being positioned as GMN’s Official Language and Localisation Partner.

Philos was established in 1994 to supply high quality translation, terminology and language consultancy services, software and website localisation, DTP, Multimedia and Copywriting services from and into the main European, Asian and other world languages. Today, it offers turnkey solutions in the Vitor Silva of Philos, signing the agreement with GMN translation and localisation industry.

Says Vitor Silva of the partnership. “It’s an honour to be part of this family. The trust placed in Philos is a pride for our employees and it means a new challenge for us: contributing to the development of Global Marketing Network in Portugal and the spread of its values and mission, with which Philos has identified itself with since day one. The challenges of marketing and its professionals resonate to that of those faced by the localisation industry and we are certain that this will contribute to the beginning of a fruitful synergy.”

He continues. “2014 will be a special year for Philos as we celebrate our 20th year.

GMN can count with all our commitment in contributing to the development of a stronger marketing profession. Since day one Philos’ mission has been to put the right word in the right place. From now on and with all GMN community we are strongly committed to inspire, educate and inform putting the right word - and marketing - in the right place.”

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

So when you join GMN you become part of a network containing some of the world’s leading marketing experts. Assuring you that you are in good company, and part of growing global network of Marketing Professionals where standards are high… and rising. Connecting you with thoughtleaders, so you can network with senior decision-makers, access the very latest research and practices and improve your marketing capabilities

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Google Hummingbird: SEO is Dead, Long Live SEO Damon Segal

I have been driving traffic to websites for almost 20 years.

And this year is no different from any other, where there is a panic as to whether search engine optimisation is a dying art. This time we’re under attack from a hummingbird. Well not really - in fact the Google Hummingbird algorithm is actually there to improve search results. All it means is that we need to adapt once again to meet Google’s criteria in order to provide excellent rankings for excellent websites.

Google Hummingbird is not just an update like Penguin or Panda as these where just modifications to Google’s old algorithm. Hummingbird is a new algorithm, which changes the way Google returns search results. The last time Google changed its algorithm was in 2010 with its “Caffeine” update. So what’s new with Google Hummingbird The important thing to remember is that Hummingbird is not about finding people who are trying to spam google’s index. It is about providing better results for the way people search today. Google’s Senior Vice President, Amit Singhal said “this new algorithm is a big step forward in Internet history as searches will become more human friendly than ever. The algorithm is designed for conversational or semantic search.”

At the heart of semantic search is Google’s Knowledge Graph. The Knowledge Graph is a massive graph of realworld things and their connections, to bring you more meaningful results. Using semantic search it takes into account the context of your search for example your location, online behavior, trends etc.

Hummingbird is better able to understand the meaning of your search where we use natural language rather than query strings. Unlike old ways of searching on Google, Hummingbird caters especially well to voice searches on mobile devices. For example, in a well viewed video by Matt cuts on how search works, Matt enters a search “cheetah running speed” the whole point of Hummingbird is that the more natural way to search for this would be “how fast does a cheetah run”. This is one of the primary areas that we will see search results change in Google. This will have a huge affect on results for long tail search terms, especially those that answer a question or human need.

We now need to cater for searches that reflect natural language. Words like what, where, why, how, when, who, looking, find me and I need are all possibilities that should be taken into account. This doesn’t mean we should all

Global CMO™ The Magazine

Nov / Dec 2013 | 43

run out and create FAQ pages on our websites. Although, this may work we have no research to support it. It does mean that where content has always been king it is now more complicated. We need to make sure that our content provides quality information that meets the needs and context of those searching for it. Searches like “show me the nearest Italian restaurant” will provide results based on your location. From an optimisation point of view, the owner of the Italian restaurant needs to make sure that Google knows where it is in order to show in a search result.

How does Hummingbird effect search engine optimisation The important thing to remember with Hummingbird, is that semantic search is only one part of the algorithm. There are still over 200 signals in order to rank website. Search engine optimisation still requires many of the factors that we have strived towards perfecting over the last few years.

It is still important to have high quality back links from relevant websites, to gain a good page-rank, get great social signals, and provide well-written titles with great content.

Hummingbird is in its infancy; it understands some basic concepts and is just at the beginning of its journey. It will still be a while before you can ask Google “where does my wife want to meet me after work and how do I get there”, but ultimately this is where we are probably heading. The evolution of Hummingbird is likely to take some time so I’m sure we will be able to adapt at a steady pace as Google grows.

So what should you do to manage Google Hummingbird If you haven’t notice any change in your traffic by now, then you will have most likely weathered the Hummingbird update with no consequence. One of the most important things to do to adapt to this change is to ensure you are building pages for the basic needs and intentions of your visitors. Having a great understanding of your audience and knowing how or why they will search for your products and services is one of the keys to success. Good quality writing will be rewarded with high search rankings. Keeping the content fresh on your website is more important than ever so make your content original, topical and most important relevant in its context.

Damon Segal Managing Director, Emotio Design Group Damon is the Managing Director of Emotio Design Group, Director of Intenix and Co-Founder of Telaeo. Having come from a traditional marketing and design background Damon has seen drawing boards replaced with Macs and paint brushes become Wacom Tablets.

Having been heavily involved in website design, development and marketing since this point Damon has seen innovation happen on a daily basis. It is one of the fastest-moving industries in the world and limited only by the imagination and skills of those working in it He joined the Marketing Guild in 1993 and pointed his design skills to the commercial world. A bold move to web design and marketing in 1995, during the early days of the internet, saw Damon transform AGI into a full branding agency.

Damon now provides both consultancy and delivery of marketing solutions to both large global and small businesses across a broad base of commerce and industry. His clients include Iron Mountain, Accenture and Bestway to name but a few.

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Manage your marketing spends easily with OptPro As markets develop and customers change and competitors shift, you need to be agile to make your marketing spend as effective as possible. OptPro marketing spend software helps answer crucial questions so you can make informed decisions.

Case Study: Contribution

You can use OptPro to optimize budget allocation across products, brands, markets, regions and media channels, and to change the amount and allocation of the marketing budget over time.

OptPro helps you answer key questions • How much should we spend on which brands?

• In which markets should we focus that spend?

• What impact will optimizing marketing spends have on sales and profit contribution?

• If we constrain marketing spend, what will be the cost to the business?

This OptPro chart shows profit contribution from marketing spend.

At first it increases with the size of the budget, then reaches a maximum and finally declines.

Spending less than the optimum amount results in steeper decline in profit contribution.

• What is the optimum split between above-the-line and belowthe-line?

• How do we choose the media mix to maximize the overall reach at a specified frequency?

• What is the optimum laydown for our marketing activity over time?

Case Study: Spend

OptPro – the flexible planning tool OptPro works in a number of modes - you can use it with very basic data right through to complex data sets and response functions arising from econometric analysis; plus you can incorporate your expert knowledge about how markets and media work.

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Quantalise 46 | Nov / Dec 2013

The colours represent different products, regions, media or brands.

This shows how allocation of spend changes with overall budget level.

For low spend amounts, relatively few line items receive budget. As the overall level of spend increases, the allocation becomes more diverse.

Conversely, this illustrates that implementing a budget cut by reducing spends on all line items by the same percentage will not be optimal.

www.Quantalise.com Global CMO™ The Magazine

Evaluate and plan promotions with PromoMax Case Study: Return On Investment

As consumers and retailers demand more generous promotional deals and offers, you need to respond fast and make decisions effectively. PromoMax software helps answer crucial questions so you can make informed decisions.

You can use PromoMax to look at promotional effectiveness by retailer, category, brand, product and promotional mechanic, and compare yourself with the competition.

PromoMax - answering key questions • What frequency, duration and depth of promotions work best for which product and which channel?

This PromoMax chart shows the incremental return on investment for various promotional mechanics.

The height of the bars shows which promotional mechanics are profitable and also shows which ones result in a loss.

Charts are available by retailer, category, brand and product.

• Do promotions drive long-term profitability for the brand as a whole?

• Are retailers passing on promotional discounts to the consumer?

• Which promotional mechanics work best for which product and channel?

• Are promotions profitable for both manufacturers and retailers?

• How much should I be spending on promotions for which brands and in which regions?

Case Study: Trade Pass Through

• If I plan to use a different promotional mechanic for a SKU or retail outlet, what is the best forecast of the outcome?

PromoMax – rapid evaluation and planning

The length of the bars shows the extent to which the retailer is passing promotional money from the supplier to the consumer.

Buy-one-get-one-free promotions are being passed almost 100% to the consumer.

Two-for-a-pound promotions are not being passed to the consumer and almost half the money is retained by the retailer.

At the press of a button, you can automatically process data from multiple sources and get results in simple, easy reports, spreadsheets and slide decks. Your planning will be accelerated, and by using the PromoMax ready-reckoner you can predict the results of your promotional plans based on a comprehensive search and match against the results of past promotions. The accuracy of your sales and operations planning will be greatly enhanced by using PromoMax. PromoMax can be licensed for you to use with full documentation and workshops. It can also be delivered as a one-off consultancy project to provide insights and recommendations.

This chart highlights the importance of bringing together information from the supplier and the retailer.

To find out more contact David Merrick at Quantalise Limited +44 1753 646036 | david@quantalise.com

Global CMO™ The Magazine

Nov / Dec 2013 | 47

Marketing Leadership: Is It in your DNA? Are you a senior marketer?

Then consider doing what many of your peers have already done – participate in the DNA of a Growth-CMO Study. In addition to helping the marketing community, you will also gain access to increasingly uncommon, but valuable, insights.

Designed by CMOs to give CMOs an actionable roadmap to success for the next three years, the DNA of a Growth-CMO Study examines the new realities of data-driven, technology-enabled, and people-centric marketing. The study strives to show you the ART of growth-CMOs – how they: •• Act differently from their peers.

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Brand esSense Neil Gains

“If I eat pink cake, the taste of it is pink.”

Jean Paul Sartre In 2012, Cadbury finally won a lengthy court battle to trademark their distinctive purple colour for packaging milk chocolate. They first applied for the trademark in October 2004, registering their own right to use Pantone 2685c, but their rival Nestle had argued that colours could not be practically trademarked for commercial advantage. Why such a fuss about a particular shade of the colour purple?

The ruling means that the particular shade of purple has become specific to milk chocolate bars and tablets, milk chocolate for eating and drinking chocolate, delighting Cadbury. The Guardian also quoted a Cadbury spokesman as saying, ‘Our colour purple has been linked to Cadbury for more than a century and the British public has grown up understanding its link with our chocolate’.

Cadbury’s purple is a distinctive asset for the brand, with huge importance in making Cadbury memorable and recognizable to customers, hence building mental availability and commercial value. The Guardian (2 October 2012) reported the appeal judge’s verdict as, ‘the evidence clearly supports a finding that purple is distinctive of Cadbury for milk chocolate’. The judge added that Cadbury had used purple for its Dairy Milk chocolate bars since 1914.

Unsurprisingly, Nestle retaliated in 2006 by filing a trademark application for the distinctive four-finger shape of Kit Kat, which they won earlier this year (reported in the Daily Telegraph on 2January 2013). In similar applications, Christian Louboutin has secured the trademark for the distinctive red that marks the soles of the shoes he designs, Harrods has secured its own distinctive shade of green, and Tiffany owns the rights to the distinctive egg

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Nov / Dec 2013 | 49

shell blue which wraps every package coming out of their stores.

Building successful brands is about building availability: physical availability in the marketplace and mental availability in the mind (Franzen and Bouwman, 2001; Sharp, 2010). Byron Sharp defines physical availability as ‘making a brand as easy to notice and buy as possible, for as many consumers as possible, across as wide a range of potential buying situations as possible’ (2010: 196). He adds that this includes retail penetration, store presence, hours of availability and facilitation of purchase.

This definition is close to the famous quote from Robert Woodruff (1923), former Chairman of Coca-Cola, that his brand should be ‘always within an arm’s reach of desire’.

The company’s channel and distribution strategy reflects their continuing focus on physical availability.

Byron Sharp defines mental availability, also called brand salience, as ‘the propensity for a brand to be noticed and thought of in buying situations’ (2010: 191). He points out that salience is much more than simple top-of-mind awareness, and is a more general reflection of the network of associations with the brand in a buyer’s memory. The larger and ‘fresher’ this network of memories is, the greater the chance that the brand will be noticed across different buying situations. This depends on the quantity and quality of those associations, and quality comes from distinctive and consistent icons, imagery and experiences that are relevant to the brand and the buying contexts. This book focuses on building availability in the mind through quantity and quality of associations. These associations are built using experiential clues that send a consistent and strong message to the minds of customers and prospects, maximizing the signal and minimizing the noise that reaches consumers.

The messages are built around the brand’s core values (esSense), combining the brand story with symbols and sensory cues that unify, simplify and amplify those values, creating an impression that is far more than the sum of the individual parts.

Sense, Symbol And Story The American Marketing Association has defined sensory marketing as ‘marketing techniques that aim to seduce the consumer by using his or her senses to influence feelings and behaviour’. Although this captures the importance of non-functional aspects of experience, I prefer the Wikipedia definition (from the article ‘Sensory branding’, 4 April 2013), which says, Sensory branding is a type of marketing that appeals to all the senses in relation to the brand. It uses

50 | Nov / Dec 2013

the senses to relate to customers on an emotional level. Brands can forge emotional associations in the customers’ minds by appealing to their senses.

A multi-sensory brand experience generates certain beliefs, feelings, thoughts and opinions to create a brand image in the consumer’s mind.

Much has been written about the importance of sensory marketing, and brands are starting to wake up to the vital role that the senses play in building brand identity. The majority of brand communication continues to focus on the visual appearance of brand experience; although sound and smell are often much more effective in engaging the human senses and emotions, and even images are more distinctive when they are matched with a second sense.

Although there is general agreement that multi-sensory experiences create stronger engagement and more powerful memories (Hill, 2008; 2010), relatively few books or articles have addressed how and why this can be achieved. Certainly the most famous, and a pioneer in the field, is Brand Sense by Martin Lindstrom (2005, second edn 2010). In the book, Lindstrom introduces his test of the ‘smashability’ of a brand’s sensory signatures, based on the iconic story of the creation of the Coca-Cola bottle.

Lindstrom’s book is full of examples of sensory branding, using the results of a Millward Brown research study to focus on some of the most successful examples of sensory marketing, including Coca-Cola, Singapore Airlines, Apple and Disney. Singapore Airlines is certainly a case study close to my heart, as I live in Singapore and I love travelling with them. Much has been written about their success, both in terms of their business model and their experience design (Rolls, 2006; Lindstrom, 2010).

Lindstrom takes a traditional view of the senses, focusing on the classical five senses of smell, taste, touch, hearing and vision, as many other authors do. Before his breakthrough book, a few authors had addressed the importance of sensory engagement, primarily throughthe lens of customer experience management (Schmitt and Simonson, 1997; Schmitt, 1999; Pine and Gilmore, 2011; Gobe, 2009; Jackson, 2003). All of these works describe sensory marketing as a part of the total customer experience.

Following Martin Lindstrom’s work, other books and articles have looked at different aspects of sensory branding, although often through an academic lens or a specific focus on one of the senses (Brynie, 2009; Hulten, Broweus and van Dijk, 2009; Krishna, 2010; Lusensky, 2011; Treasure, 2011). Dan Hill (2008, 2010) has also written about the importance of the senses in the context of building emotional salience. Most recently, Aradhna Krishna has summarized much of the academic literature

Global CMO™ The Magazine

on sensory marketing in a more business friendly form (Krishna, 2013). Most of the published work on sensory branding and marketing focuses on the importance of the senses in creating customer engagement, with less emphasis on the symbolic value of sensory experience in creating brand meaning. The topic of brand meaning has often been left to the more academic world of semiotics, although some authors have tried to make these ideas accessible to broader audiences.

Marcel Danesi, in particular, has written many articles and books explaining semiotic thinking and its application to the meaning of brands in layman’s language (Danesi, 2006, 2007, 2008). Virginia Valentine was a tireless champion of the application of semiotic thinking in market research, and Laura Oswald (2012) has written about the application of semiotics in marketing. Mark Batey manages to cover aspects of perception, semiotics and storytelling in his book Brand Meaning (2008) which is both scholarly and very wide ranging in the range of topics, ideas and theories that are covered.

Neil Gains Managing Partner, TapestryWorks Neil Gains works in the areas of cultural understanding, brand identity and sensory design.

He has a doctorate in psychology and sensory science and worked for Cadbury Schweppes for more than 10 years in R&D and sensory research, before moving to Asia with AMI (later Synovate) to manage their Asia Pacific innovation practice.

Neil founded TapestryWorks in April 2010 and currently lives in Singapore

Storytelling has now become a very popular topic for business and branding literature, with an avalanche of books on storytelling in branding over the last 12 months (for example: Cooke, 2013; Gottschall, 2012; Sachs, 2012; Signorelli, 2012; Smith, 2012; Sykes, Malik and West, 2013). Is there a pattern here, with so many surnames that start with an ‘S’? The ability of brands and businesses to tell relevant and engaging stories is fundamental to success.

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Although brand experience, brand meaning and brand stories are often discussed as separate elements of marketing strategy, is there a common ground between them? Experience, meaning and story are different manifestations of a brand’s core esSense.

When combined, sense, symbol and story create a complete picture of a brand and its role in a consumer’s life. Story links directly to consumer goals that are the most important motivation for using any brand. Successful brands align their brand story with customer goals, and then ensure that the brand’s symbols and sense (experiential) cues are consistent with them. Customer goals should be at the heart of the meanings and experiences that any brand seeks to build. Successful branding comes from understanding customer goals and linking these concretely to the stories, symbolism and experience of using the brand.

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Brand esSense Neil Gains Branding has reached a new frontier. In the future brands will have to appeal to more than one or two of the classic five senses.

Branding expert Neil Gains shows both the science and the practical applications of how this can be done, and links symbolism and storytelling to sensory experience in brand marketing.

Drawing on the latest research and design thinking he shows how brands can link storytelling archetypes and symbolism to customer experience to build a multi-sense phenomenon,. This groundbreaking book provides innovative branding tools for evaluating where a brand is on the sensory and storytelling scale, analyzing its potential and giving it a clear pathway to optimizing its unique sensory appeal. www.koganpage.com/editions/brand-essense/9780749470012

Global CMO™ The Magazine

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Industry Reasearch AudienceScience® Research Finds Advertisers Lack Transparency Needed To Prove Digital ROI New research results revealed by digital marketing technology company AudienceScience® demonstrate that senior marketers across Europe feel ill equipped to measure the return on investment they make from their digital marketing spend – hindered by the fact that the majority of client marketers are given little insight by their agencies into where their digital budget goes. With the study showing that 50% of European advertisers also expect to invest more in digital over the next 18 months, results also demonstrate that marketers have a clear desire for greater transparency across all media buys if they want to reduce waste and improve effectiveness.

These new insights into digital advertising come from a survey AudienceScience carried out with BSB Media and The Vision Network as an additional part of the first annual International Media Image Survey (I-MIS) – run in conjunction with the International Advertising Association, Warc and Loudmouth PR. Mark Connolly, Managing Director EU & APAC at AudienceScience, comments, “Global digital advertising is now a $117 billion industry, but the speed of its growth means that it has evolved in an overly complex way. Our research shows that advertisers lack the tools and transparency they need to make the most of their digital budget. Only by adopting enterprise technology that ensures transparency and control will advertisers be able to cut out wastage and achieve improved ROI from digital advertising.”

The survey results have been used to create an in-depth AudienceScience whitepaper on the European digital advertising marketplace which can be downloaded for free from the AudienceScience website. In addition, AudienceScience will be hosting a webinar before the end of the year when Michael Greene, Director of Research at AudienceScience and also Belinda Barker, Managing Director of BSB Media, will talk through the key findings in greater depth and discuss their implications for the digital marketing industry.

Interviews were conducted by InSites Consulting in Spring 2013 with over 300 network media agencies and advertisers with international responsibilities (240 agencies, 64 clients), and were administered via an online questionnaire.

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Key findings include: Advertisers remain uncertain of the ROI of digital: The survey shows that, while 35% of advertisers surveyed believe that digital media is proven to provide ROI, 40% of advertisers believe that they have not yet found a good way to determine digital media ROI. In addition, 17% outsource all digital decisions to their agency.

Advertisers lack detailed insight on digital media budget allocation: The vast majority (63%) of advertisers reported either no insight at all, or only high level reports from their agencies. This leaves only a third of advertisers who get full transparency into all costs (including third-party fees) associated with the digital media spend.

Advertisers significantly underestimate costs associated with fees and media arbitrage: Earnings records from publicly traded intermediaries show that fees can be in excess of 40% per vendor. However, the research suggests that many advertisers are unaware of this. 42% of advertisers believe that less than 10% of their media spend goes to fees and vendor margins from media arbitrage and only two percent of advertisers believe that more than half of their media budgets go to fees, not working media.

Transparency is the most effective way to manage digital media waste: 40% of advertisers believe that the single most effective way to manage digital media waste is to use a tool that provides transparency in their digital media spend – a tool that enables them to track how their budget is spent across all inventory sources and provides them with more granular control of ad placement. 27% of advertisers also believe that bringing control in-house – as opposed to outsourcing all tasks to agencies and other partners – would be most effective for eliminating waste and creating transparency.

Global CMO™ The Magazine

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VESEY CREATIVE LIMITED PRESENTS IN ASSOCIATION WITH BRAND QUARTERLY A VESEY CREATIVE PRODUCTION ‘THE BIG REVEAL’ STARRING YOUR BRAND AND OUR TEAM OFFERING BRAND ESTABLISHMENT, BRAND REVIEW, BRAND MANAGEMENT, BRAND IMPLEMENTATION AND BRAND DEVELOPMENT BASED ON YOUR COMPANY VISION SUPPORTED BY A VISUAL IDENTITY MANUAL PLUS GRAPHIC DESIGN, PRINT MANAGEMENT, WEB DEVELOPMENT AND MARKETING CONSULTANCY IN CONJUNCTION WITH STRATEGY, TRADE SHOW DEVELOPMENT, SOCIAL MEDIA, PHOTOGRAPHY AND COPY WRITING PRODUCED BY FIONA VESEY DIRECTED BY ANDREW VESEY

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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

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Keep an eye out for the Gold GMN Partner Seals.

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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

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GMN Fellow Profile

Professor John Branch

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GMN Programme Director for Marketing Strategy

Professor John Branch is the GMN Programme Director of Marketing Strategy Professor of Marketing at the Stephen M. Ross School of Business, University of Michigan He teaches a variety of Marketing and international business courses at the undergraduate, M.B.A., and executive levels at the Stephen M. Ross School of Business at the University of Michigan (U.S.A.). Until recently, he also served as Director of Educational Outreach at the University’s William Davidson Institute, which focuses on business in emerging economies; he was responsible for the development and dissemination of pedagogical materials. He is also affiliated with the University’s Centre for Russian, East European, & Eurasian Studies.

Prior to joining Ross, John was on the faculty of the John M. Olin School of Business at Washington University in Saint Louis (U.S.A.) for five years. He began his academic career in 1993, however, as an Assistant Professor of Marketing at École Supérieure de Commerce de Rennes in France.

Since then, he has also served as an adjunct or visiting professor at more than 40 business schools throughout

world, including the Rotterdam School of Management (Netherlands), the Zagreb School of Economics and Management (Croatia), ESAN (Peru), and the Sasin Graduate Institute of Administration (Thailand).

He was also a visiting scholar at Queen Elizabeth House of the University of Oxford (England) and at the J. L. Kellogg Graduate School of Management of Northwestern University (U.S.A.).

John has been involved in a variety of European Union and other governmentfunded development projects, most notably in the republics of the former U.S.S.R., including Kyrghyzstan, Ukraine, and Uzbekistan.

He has also conducted management training and consulting in numerous international companies, including British American Tobacco, Anheuser-Busch, British Telecom, Cargill, Mercedes Benz, Oracle, Coca-Cola, Michelin, Ericsson,and Nestlé.

Are you a Marketing Leader?

To see if you qualify for GMN Fellowship click here.

Global CMO™ The Magazine

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The Brand

Get More Bang For Your Branding Buck Andrew Vesey ggmn

Two of the most common questions I am asked are: “We want to strengthen our brand/increase brand awareness, but can’t spare much extra money - What can we do?”

And “We need to cut our budgets - How can we do that without affecting our brand?”

Well, the first question I’ll ask you is: “How much do you currently spend on your branding each year?”

No matter what amount you tell me, I can comfortably say that you are most likely wrong.

How can I say that? After all, I don’t even know your business.

The money you invest into building and maintaining your brand is ‘in every facet of the game’. There are the obvious items like printing, web sites and brand/marketing department staff, but there are many other areas to consider.

A percentage of every staff members salary - after all, they are the face of the company and are the ones delivering the brand promise to customers.

A portion of your fleet maintenance budget - it hurts your brand if you can’t deliver on time, or turn up to a client in a run down car.

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A piece of your office maintenance expenses - the carpet needs replacing as it’s in poor condition? That’s part of your brand image too.

“So, if that’s true, how can you possibly budget for your branding?” you ask.

The simple answer is - You can’t.

True, budgeting for the creation or rebirth of a brand is vital. You need to create a new vision, new designs and implement it all so the world views you as they should that takes money. But a lot of the implementation and maintenance investment, is in reality, linked to your entire company budget.

Now, I’m not going to sit here and pretend to be some big company budgeting expert - because, frankly I’m not. So I will leave the review of your entire company budget and the allocation of resources to the number crunchers who know what they’re doing.

What I will do for you, is give you a number of areas that can be reviewed, based on the amount of money you have allocated in your budget.

Your three main options are: 1. Slimming down - fit into a tighter budget, without affecting your brand strength.

2. Solidifying your brand presence - make better use of your current funds, so you can reinvest the savings into building a stronger brand.

3. Investing in a stronger brand - reinvest the savings (as above) plus increase the return you receive from any additional allocated spending, making a major difference in your brand strength.

Whatever your goal, reviewing and making changes to these areas will be of benefit for your business. Reviewing can be an internal matter if you have the knowledge already in-house. But for those that don’t, the investment in an expert to review and implement changes for you, can mean a much larger return in the future.

Print Management

•• With the constant fluctuations in paper costs (mostly upwards), it is always recommended to regularly check for alternative stocks. There is the possibility of getting the same quality for less, or better quality for the same price.

•• Look at new paper alternatives (synthetics). Some are more durable whilst being cheaper than paper itself - a winning combination.

Branded Apparel and Products •• Review the quality vs cost of your apparel. If you pay slightly more, will they last longer? If so, that can save you a lot in the long run (imagine paying only $5 per shirt more - but only buying half as many shirts each year!)

•• Do you have a large number of branded promotional products that you give away? Work out the most effective combination and scrap the rest. You can invest some of the savings into buying more of the limited range, or use it somewhere else.

Marketing and Design •• Do you have sales staff doing work on design and marketing? Sales staff should be getting you sales, not spending their time elsewhere.

•• Conversely, do you have marketing and design staff who don’t have enough to do? Find other projects (or create new ones) for them to work on. You’re paying them whether they’re marketing or not, so you might as well get the benefit.

•• It can be extremely cost effective to externalise this area of your business, especially factoring in salary packages, computers and software. You can have a brand/marketing manager in-house and outsource your design needs, or if you don’t currently have a brand manager, you can have an outside team to handle it all for you.

Social Media •• It’s ‘free’ to use and ‘everyone’ is on social media.

But in their rush to not be left behind, many people have forgotten to keep their brand image going.

•• If you order something on a regular basis - maybe it’s time to start ordering twice as much, half as often.

There are potentially large savings to be made with this practice.

•• Review your usage of social media and make sure you’re doing it effectively. Are your brand values showing through? Is it costing you too many paid man-hours?

•• Review your marketing schedule and pinpoint what collateral you may be able to print at the same time - saving you money and preventing short deadlines in the future.

•• Find out any weak spots you can sure up, or other sites you need to be on. This can increase your social media gains rapidly.

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Brand QA

Andrew Vesey

•• You have quality assurance systems set up for all the other areas of your business, so why would your brand be any different? Because your brand extends into everything you do as a business, a brand QA system can make a big difference in your branding returns.

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”.

•• Are the phones answered correctly?

•• Does everyone use branded emails?

•• Is every piece of marketing and advertising brand approved?

•• DO you have a brand of “Visual ID” manual? And is it current?

There are many more areas you can review (which we can discuss in future articles). These are a few of the main areas where you can potentially get a lot more bang for your branding buck.

ggmn

Founder | Creative Director, Vesey Creative

Nov / Dec 2013 | 61

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century & regard Europe’s then America’s, ascendancy as a hiccup in history.

The curricula we recommend consist of works by Lao Tzu, Confucius, Sun Tzu & Zhuangzi - the first three were around in the 6th century B.C., whilst the parvenu, Zhuangzi popped up two centuries later.

Lao Tzu, reputed writer of the Tao te Ching, started off the whole yinyang business. His insights that predate quantum mechanics, servant leadership & brand building by a few millennia include this: Do the difficult things while they are easy and do the great things while they are small

Can you cut a slice of China’s market, before China gobbles yours?

Walter Spoonbill of Spoonbill & Coot digests ancient texts.

Dear Walter, I am the marketing director of a highly successful aspirational brand. The brand owners have decided that China is the next frontier & I must lead the charge. I need to know the zeitgeist?

Can you recommend anything I should read EuroSmart Dear Euro – Firstly, we recommend ditch the zeitgeist framework – rather live in the world of yin & yang, knowing they together make ch’i – energy.

Secondly, chuck out everything written in the last 2 000 years.

Whilst studying English at Oxford University, a colleague asked his tutor why nothing after 1900 was on the curriculum. Because it’s too soon to tell, came the august reply.

Coot points out that in the Chinese tradition, a mere hundred years is a trifle. China had the world’s largest economy until the late 18th

So do not enter China with all guns blazing, rather find a simpler, humbler approach. Do not spend years on aiming for victory, as Lao Tzu reminds us: An ant on the move does more than a dozing ox And be open to what your brand might become: When I let go of what I am, I become what I might be Coot uncharacteristically calls for a more practical approach, citing Confucius: If I am walking with two other men, each of them will serve as my teacher. I will pick out the good points of the one and imitate them, and the bad points of the other and correct them in myself.

We too often look on the opposition to inflate our self-importance until we are a pin-prick away from the burst bubble of disillusioned loss. Rather learn & reflect.

Coot’s favourite Confucius says, is: Never give a sword to a man who can’t dance As my logical brain skips to Scottish reels, Coot explains this is your HR policy – marketing budgets must be entrusted to those who are strong & agile, who express both fierceness & joy.

Fighting brings me to Sun Tzu & The Art of War.

The good fighters of old first put themselves beyond the possibility of defeat, and then waited for an opportunity of defeating the enemy As you sally into unknown lands, will you take away resources needed to defend the territory you now occupy? As Muhammad Ali played rope-a-dope with big George Foreman, as good football teams lure you into their half, in order to raid yours, so come into my parlour says the spider to the about to be ex-fly.

Sun Tzu also advises - the supreme art of war is to subdue the enemy without fighting – advice sadly ignored by gung-ho Western Prime Ministers & Presidents & misunderstood by business leaders who seek to partner on uneven playing fields. China’s seduction of Africa has not needed bullets & drones, relying rather on fastbuilt roads & power stations. It’s a friendlier, more secure, lower cost way of doing business.

Be extremely subtle, even to the point of formlessness. Be extremely mysterious, even to the point of soundlessness.

Thereby you can be the director of the opponent’s fate.

Transparency is a dangerous business concept, Coot claims – to reveal your strength & intentions only helps the opposition. Learn inscrutability as well as Mandarin.

Coot then quotes Zhuangzi: I dreamed I was a butterfly, flitting around in the sky; then I awoke. Now I wonder: Am I a man who dreamt of being a butterfly, or am I a butterfly dreaming that I am a man?

I am confused.

Coot remains inscrutable.

Yours in ancient wisdoms,

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.

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