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10/07/2014 - 10/08/2014 New York NY

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10/14/2014 London

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iMedia Breakthrough Summit: The Next Wave of Marketing

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Organizational Tips for Leading the Marketing Transformation

IDC PMS4colorversion 1 300x99 Organizational Tips for Leading the Marketing Transformation

By Kathleen Schaub 

Do you ever feel overwhelmed by the marketing transformation? You aren’t alone.  An IDC analysis of tech marketing staff changes since 2009 reveals that CMOs have had to squeeze traditional staff functions to accommodate five new roles: analytics/business intelligence, marketing technology, social marketing, sales enablement, and campaign management. In 2013, these new five roles collectively made up 14% of the total marketing staff. 

IDC invited organizational change expert, Dr. Rick Mirable, to advise our clients on insights for leading more successful organizational change initiatives. Here are some of the tips that Dr. Mirable, who has more than 20 years of diverse business consulting and academic experience, offered:
  • What we believe about change determines how we will respond to change. People hold beliefs about the capability of both company culture and individual people’s ability to change. Good change initiatives raise awareness of these biases.
  • Successful change initiatives require that leaders be included. It’s not only individuals deep in the organization that need transformation, but leaders must also be role models for the change they want to see.
  • People resist change for many reasons. Change can threaten our sense of security (What will happen to me?) and our sense of competence (Can I learn new skills?). People may worry they will fail. They may not understand why change is needed. Companies may inadvertently reward people who resist change by penalizing people who try new things and fail.
  • Some resistance to change comes from unspoken resentment. Companies must allow for expression of the relevant “inner conversations” that people have with themselves about the change — views that are not explicit to others. Resentment is like dirty laundry — if you don’t get rid of it eventually it starts to smell!
  • Some change initiatives fail simply because the organization isn’t ready.Assess your readiness and then bring those areas found lacking up to speed before embarking.
  • The communication portions of most change efforts are weak and not consistent over the long haul. The communication must be open and bidirectional. Messages and goals need to be regularly repeated and reinforced.
  • Company culture is essential to sustaining success over time. One cultural attribute proven to accelerate change is the empowerment of individuals to make decisions that further the change goals. It is a best practice to ask people what they want to do (and ask for management permission to do it) rather than telling them what to do. This practice encourages innovation and accountability and drives change deeper in the organization.
  • Don’t confuse “movement” with progress. When you get off the freeway during a traffic jam, you may be able to move faster; however, that movement doesn’t guarantee that you are actually moving toward your destination or will get to it any more quickly. IDC notes that marketing teams that measure activity rather than outcomes are making this error.
  • Create circumstances for people to motivate themselves. Motivation can include extrinsic rewards such as money. Proven to be even more effective are intrinsic rewards — challenge, learning, responsibility, contribution, and career path advancement. Intrinsic rewards tap into the power of people’s passions. Companies are advised to structure people’s work so as to allow passion to surface.
  • Reduce resistance by creating a “burning platform.” Clarify the risks and benefits of the change and involve the collective wisdom of the group. Give people a role in the change. Involve a person’s “head” and “heart” as well as the “feet” of required actions.

For more blogs and research from IDC, click here

The one map your CMO must share with your CIO

IDC PMS4colorversion  The one map your CMO must share with your CIO

So many marketing solutions are available that it is very difficult for marketers, chief digital officers, and CIOs to have a holistic view of what they have, what they need and why. IDC has recently created a tool to help – The 2014 Marketing Technology Map. This tool provides a visualization of the different technologies needed to support different marketing organizations no matter how small or large, digital or non digital, modern or not. Pictured below is the whole map which presents solutions in four broad categories:
  1. Interaction: The primary function of these solutions is to be customer facing
  2. Content:  The primary function of these solutions is to facilitate the production and management of marketing content
  3. Data and Analytics: The primary function of these solutions is to store and produce insights from customer, operations, and financial data
  4. Management and Administration: The primary function of these solutions is to provide internal communications, workflows, budgeting and expense tracking.

View the map now… 

How to Make Technology a Win-Win for the CMO and CIO

IDG Connect 0811 How to Make Technology a Win Win for the CMO and CIO

Technology used to be the exclusive realm of the CIO; now, it underpins the work of every facet of every organisation. CMOs want to use digital technology to power their campaigns and sales drives; HR wants to automate payroll and resource management; and so on. IT decision-making is now everyone’s responsibility – but rather than facing extinction, the CIO still plays a crucial role in making sure these decisions are sound.

CIOs need to play to their strengths – and in doing so, help their C-suite counterparts play to theirs. The CIO has deep technical expertise coupled with a holistic view of technology within the organisation; they’re used to ensuring that a new technology won’t wreak havoc across other parts of the system before they invest in it. This puts them in a unique position to both support other line-of-business initiatives, and also ensure compliance and internal control (so that one division’s rapid adoption doesn’t endanger another’s outcomes).

However, this doesn’t mean the CIO should be the policeman of IT; rather they should be partnering with their executive colleagues and seeking to understand their goals better. These goals are often more directly aligned with business growth and efficiency than IT’s, which have traditionally been more of the “keep the lights running” type. If you’re a CMO, the objective of your marketing and social media campaign directly impacts the business’ bottom line – but you also need technical leadership so that your campaign runs smoothly and without downtime.

Continue reading

Marketing: Highlights 2013

IDG Connect 0811 Marketing: Highlights 2013

 

In our quest to deliver marketing insights from around the world, IDG Connect Marketers regularly publishes information on the latest trends, interviews with CMOs, regional viewpoints, along with opinion from our in-house analyst, Bob Johnson.

This has gained us two IMA ‘Outstanding Achievements’ in 2013 and an Honourable Mention at this year’s Content Marketing Awards.

Here are some highlights…

INFOGRAPHIC: 20 MARKETING STATISTICS TO GIVE YOU A HEADSTART IN 2014

The Hub

As we roll into the new year, here are the digital trends that are expected to play a big role in marketing strategies in 2014.

Infographic by WebDAM.

Here are some of the ones that were particularly interesting:

- Videos on landing pages increased conversions by 86%

-  Customer testimonials have the highest effectiveness rating for content marketing at 89%

-  67% of B2B marketers consider event marketing the most effective strategy

View the full infographic on Pinterest

Screen Shot 2013 11 08 at 11.41.11 AM INFOGRAPHIC: 20 MARKETING STATISTICS TO GIVE YOU A HEADSTART IN 2014

Brand Marketers Put More Emphasis on Social, Mobile, Video

eMarketer

Marketers will continue to increase their online ad presence this year, with much of that added spending going toward branding efforts, according to a February 2013 survey fielded by CMO Council and developed by Vizu, a Nielsen company. The study found that whereas in previous years, online ads had served primarily direct-response purposes, this year, marketers are moving to a more even mix of brand-focused efforts alongside direct response, with 64% planning to do a mix of both.

And in fact, brand advertising will see a big increase in spending, with 63% planning to up investments vs. 51% who will put more dollars to direct response. This is also a reflection of the lesser role branding has played in digital advertising previously.

Continue reading… 

The CMO/CIO Bond: How Solid Is Yours?

MediaPost

While CMOs often save time by developing tech-driven programs that somehow bypass their IT departments, going rogue usually backfires, according to a new report from Forrester. In fact, CMOs who actively work to build strong relationships with their IT counterparts have the most success with marketing innovations.

Some CMOs inherently get that  “understanding the internal technology plumbing is as critical as understanding customer behavior,” writes Forrester analyst

Sheryl Pattek in the new report, which includes a quiz that CMOs can take to assess how tech-advanced (or limited) their skills are.

Those who don’t — buying technology to suit their immediate needs rather than taking the time to develop it internally — end up using piecemeal solutions and don’t fully take advantage of the best customer touchpoints or account for an entire purchasing cycle

Continue reading… 

B2B Buyers Don’t Trust Vendors’ Online Content: CMO Council

cmo.com

Vendors certainly know the true value of what they are vending, but when they seek to convince business buyers of the value, the buyers become suspicious.

According to “Better Lead Yield in the Content Marketing Field,” a new study from the CMO Council and NetLine, business buyers belittle vendors and give much higher marks for content trustworthiness to professional organizations and industry groups, whose information is considered more usable and relevant.

“Buyers are not happy with vendors,” said Donovan Neale-May, executive director of the CMO Council, in an interview with CMO.com. “Their content [tends to be] overtechnical, product-centric, and self-serving”–and buyers sense this. Neale-May said B2B marketers annually invest $16.6 billion in digital content publishing, used primarily to produce leads.

The report surveyed more than 400 business buyers across a wide range of global industries and other disciplines. It found a critical need for marketing organizations to bring more discipline and strategic thinking to content specification, delivery, and analytics.

Continue reading…. 

CMO/CIO Summit: The Rise of Marketing Technology

Ad Age/BtoB

The May 20 conference in New York City will focus on the rise of marketing technology, how it’s changing organizations, and the impact on CMOs and CIOs. The opening keynote is by Eduardo Conrado, who early this year became senior VP, Marketing and IT at Motorola Solutions. Technology and marketing leaders from Nationwide and InterContinental Hotels Group along with executives from Razorfish and GE will discuss new relationships and a transformation underway.

Attendees will hear how savvy marketers and their partners in the tech suite have:
• Removed internal organizational silos
• Adopted marketing-tech platforms
• Unified the consumer experience across multiple channels
• Harnessed real-time data
• Measured performance and attributed growth to various activities
• Improved effectiveness to drive profit
• Justified increased marketing investment

Put “Marketing Technology: The Rise of CMO-CIO Alignment” on your Internet Week New York calendar. Register now for the afternoon conference sponsored by IDG.

 CMO/CIO Summit: The Rise of Marketing Technology

 

CIOs and CMOs Must Collaborate for Business Results

CIO Press Release

Research Conducted by CIO Highlights CIO/CMO Relationship Gaps and Misconceptions to Be Addressed at CIO/CMO Agenda Event

FRAMINGHAM, MA–(Marketwired – Apr 30, 2013) - CIO‘s 2013 CIO/CMO Partnership survey digs into the CIO/CMO relationship from how these executives view each other, to future IT spending. Overall, the results stress that CIOs and CMOs must work together now to ensure investments for automating marketing align with enterprise architecture for maximum business results. The growing need for collaboration and alignment between the CIO and CMO for technology solution adoption — highlighted in the survey — has sparked the launch of the CIO/CMO Agenda event, produced by CIO in partnership with The CMO Club.

CIO and CMO Perceptions
The majority of CIOs and CMOs (82% and 77% respectively) describe their relationship with the other as excellent/good and 40% of CIOs and 27% of CMOs believe that the relationship will continue to improve over the next year. One reason for this positive view of the relationship is that respondents most often characterized each other as a consultant or strategic player in technology decisions. However, 14% of CMOs see CIOs as a road block and an additional 19% view CIOs as a risk assessor. One-quarter of CIOs view CMOs as a rogue player (view chart). Adoption of cloud solutions without IT’s approval was also highlighted in IDG Enterprise’s CITE research, including employee use of consumer services (41%) and file sharing tools (31%). To benefit the enterprise, CIOs and CMOs believe that collaboration, agility, innovation, customer insight and influence with the CEO are key to developing a closer relationship, which is necessary for results.

Continue reading…