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Agenda 15

03/30/2015 - 04/01/2015 Amelia Island FL

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IDG Communications Names Josh London Chief Marketing Officer

BusinessWire

NEW YORK–(BUSINESS WIRE)–International Data Group (IDG)—the world’s leading technology media, events and research company – today named Josh London to the newly created position of Chief Marketing Officer (CMO) for IDG Communications. London will lead a global, company-wide amplification of the IDG Communications brand, enhancing the company’s reputation as a global tech media, data and services company.

London Josh photo IDG Communications Names Josh London Chief Marketing Officer

London will direct the corporate worldwide marketing organization and the company’s go-to-market strategy to enhance the customer experience at all touch points. Based in New York, London reports to Michael Friedenberg, CEO, IDG Communications Worldwide, and is a member of IDG’s executive team.

“IDG is very excited to welcome Josh to the team,” said Michael Friedenberg. “Josh is an exceptional marketing executive with a stellar background in turning ideas into marketable products and services with customer appeal. We look forward to amplifying our position and value proposition to serve the most influential buyers and sellers of technology in the world.”

“We are witness to a transformative time in the media industry. IDG stands alone as an innovator among technology media companies with its premium brands, audiences, data, events and services,” said London. “I am incredibly excited to join the passionate team at IDG Communications and to lead the corporate marketing team at this pivotal moment in the company’s history.”

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Top Tips To Achieve Best Value From Your Marketing Agency

IDG Connect 0811 Top Tips To Achieve Best Value From Your Marketing Agency

These agencies are, of course, excellent at demonstrating their value to the business, using a raft of measurements to prove the quality of the campaign – from website visits to conversions and brand awareness. These metrics will often look fantastic – and make life far easier for the Marketing Manager to make the case for additional budget. But how much impact does higher numbers of website visits have on a business’ top line revenues?  If the CFO turns the tables and asks the Marketing team that question most, to be frank, will have little or no concrete information.

Below are five top tips to ensure you get the best value from your marketing budget – or marketing agency:

Tip #1 – Track, track, track your leads

Digital marketing offers the compelling promise of accurate measurement and rapid time to market, enabling companies to not only gain new understanding into the value of the marketing investment, but also to ramp up those campaigns that are proving to be incredibly successful. However, take a step back – just where is the value being delivered? Increasing web site visits four fold or delivering 100% more leads looks fantastic – and certainly proves the marketing agency’s skills – but the devil is in the detail, how many of these leads are actually driving sales?

The reality is that most companies simply do not know. They are failing to track these leads through the business and have no idea how many are qualified out by the sales team; at what stage; and why? Without this information not only are the measures of campaign success irrelevant but the marketing agency has no information to use to refine the campaign to truly meet business needs.

Tip # 2 – Scrutinize the detail

Marketers need to scrutinize in detail the ‘leads generated’ and determine whether they are within the company’s key target markets and geographies; whether they convert into the expected sales pipeline at the ratio expected; and ultimately into closed deals. Essentially, companies need to measure, and not just estimate, the true return on marketing investment.

Continue reading for more tips…

 

Customer Experience Tops Asia/Pacific CMOs’ Investment Agenda

IDC PMS4colorversion 1 Customer Experience Tops Asia/Pacific CMOs Investment Agenda

Singapore and Hong Kong, February 16, 2015 – International Data Corporation (IDC) announces today that this year customer experience will become the number one customer-related priority for organizations in Asia Pacific (excluding Japan) or APEJ. However, the CMO and CIO will need to partner and align their goals to guarantee success.

“Today, being first to market, having the lowest price, or being the best does not necessarily help. Businesses need to be agile and give customers what they want 24/7. Customers may buy your products or services, but what keeps them coming back is the experience,” says Daniel-Zoe Jimenez, Senior Program Manager, Big Data, Analytics, Enterprise Applications & Social Lead IDC Asia/Pacific.

He advises marketers to become savvier about the business, data, and customers to address the “empowered buyer” needs. CMOs are expected to lead the enterprise transformation around customer experience. In fact, IDC Asia/Pacific CMO Barometer shows that 31% of CMO roles are expanding to include customer experience and support.

Jimenez notes, “The CMO role is evolving to incorporate new responsibilities. In other regions, we have seen organizations completely replacing this role with a Customer Experience Head.”

There is no denying there has been a lot of hype around customer experience and many organizations still struggle with the concept, since there are many moving pieces and intangibles. However, customer experience is far from being just today’s buzzword; it is a top priority for CMOs in 2015.

“If you are not already thinking about this then you are not listening to your customers. The idea of delivering greater experiences is not new; but what is different now is that organizations are increasingly focused on ensuring these initiatives are tracked and are using metrics that are closely aligned to the business,” says Jimenez.

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The Power Of Location Is In Sharpening The Marketing Mix

MediaPost

Half the money I spend on advertising is wasted; the trouble is, I don’t know which half.” – John Wanamaker, founder, Wanamaker’s

The 2014 CMO Digital Benchmark Study from Leapfrog Online says CMOs’ lack of experience with emerging mobile technology is keeping their organizations a step behind the modern consumer. While that may be true in some cases, it’s not the intricacies of mobile technology that matter most. CMOs are in a position to know and do more in mobile than they may think. Why? Because the real power of mobile is revealing what to do to sharpen the entire marketing mix and get the right 50% working for them.

This comes from mining location for a deeper understanding of consumers and the dynamics of advertising. Since many marketers haven’t yet established the systems for getting the real value out of the medium, they tend to overlook location as an organizing principle.

This is where CMOs can set up for advantage. With a simple shift in perspective and using readily available mobile data, they can increase intelligence on what’s working, improve performance based on insights (re: when and how to reach people), and stretch resources further.

 

Continue reading here… 

Fix Programmatic So It Solves Marketing Problems

ClickZ

Programmatic platforms should help advertisers deliver performance at scale, but several proposed “fixes” are actually preventing the technology from doing its job.

At a recent conference, the chief marketing officer (CMO) of a major food and beverage brand said, “I don’t have an ad-tech problem, I have a marketing problem.”

This is right on.

We need to focus on making sure that advertising technology delivers performance at scale. Programmatic will only exit its awkward teenage stage if we focus on solving real marketing problems instead of wasting time thinking up new ad-tech buzzwords to package into media buys.

If 2014 marked the year that programmatic “arrived,” 2015 should be the year that it actually solves some marketing problems. Unfortunately, two leading proposed programmatic “fixes” actually prevent programmatic platforms from unleashing their potential – delivering advertiser performance at scale.

Viewability Is Not an End Unto Itself

Impression fraud is the major issue crippling programmatic traffic, and yet the industry’s response seems hung up on something else: viewability tracking. “Pay us to guarantee that you only pay for ads that are viewable!” goes the battle cry of ad-tech vendors after they terrify marketers with made-up statistics about purchased impressions that no one ever sees. It’s a ruse.

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A New Year’s Fitness Plan for Your CMO (Content Marketing Operations)

IDC PMS4colorversion 1 A New Years Fitness Plan for Your CMO (Content Marketing Operations)

By, Rich Vancil

Over the past few months, IDC has worked to define “Content Marketing” and to espouse its vital role in the execution of marketing campaigns.

If you’re not on-board yet as to the necessary role of Content Marketing — read no further !  But if you are, your next step is to assess your operational readiness for Content Marketing Operations. In a nutshell: does your marketing organization have the people, the tools, the process competency, and the leadership mandate, to roll-out Content Marketing capability across campaigns and product-lines?

IDC defines Content Marketing Operations as: “The execution of repeatable and coordinated processes to plan, create, develop, curate and distribute, and maintain the content assets and properties used for content marketing.”
Using IDC’s new MaturityScape framework, here is a 5-step model to help you assess where you are on the arc of “CMO” competency:
Figure A New Years Fitness Plan for Your CMO (Content Marketing Operations)
Stage 1: Ad Hoc — Business as Usual
Description: Business as usual — Content marketing does not exist. Assets are created by marketing, but they are mainly product marketing and corporate marketing assets and very rarely content marketing assets (refer to Figure 2). There is no strategy, governance, or process around asset creation, and most activities exist in silos of execution.
Business impact: Marketing, and in turn the entire company, is misaligned with the buyer. There is a lack of successful engagement with the marketplace, which leads to diminishing bookings and, in marketing’s case, defunding.
Stage 2: Opportunistic — Houston, We Have a Problem !
Description: Houston, we have a problem  !  Marketing acknowledges that content marketing as a function must be developed and that it must be differentiated from product marketing. Movement begins around content marketing, mainly focusing on the initial steps to understand and organize around the topic. Efforts are made to assess what assets currently exist within the organization.
Business impact: The marketing organization begins the process of reorganizing around content marketing; this includes new executives, new titles, and new initiatives. Significant “wins” do not occur in this stage, but initial momentum toward change can be observed.

 

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The New CMO’s First Hundred Day Playbook

IDC PMS4colorversion  The New CMOs First Hundred Day Playbook

By, Kathleen Schaub 

In a 2014 study, IDC found that 51% of CMOs at tech companies have held their position for fewer than two years. We predict many new CMOs again this year. How can a new executive start right? IDC interviewed 10 wise, seasoned, CMOs for a glimpse into their first hundred days playbook.

New%2BRoad%2BSign The New CMOs First Hundred Day Playbook

Transitions are vital moments when even the smallest executive actions have a disproportionate effect on outcomes. It’s a risky time for a new CMO who starts with neither the knowledge nor the alliances necessary for success. Fail to build momentum during the first hundred days, and a CMO will struggle for the rest of his/her (probably short) tenure. Job loss is not the only blow that may be suffered by a poorly conducted start. Many more CMOs fail to reach their full potential in their current position, thus putting a promising career on a slower track.

Success in the first hundred days, on the other hand, sets the stage for a brilliant performance. The 10 heads of marketing interviewed by IDC collectively recommended these six plays.

Play #1: Understand your real job.

Marketing is very closely tied to business context. A new CMO must assess quickly what work is really needed. Does the company need more awareness, a brand refresh, or a full product portfolio transformation? Each of these strategies requires a radically different approach from marketing.

Peter Isaacson, Demandbase: “What are the business goals of the company and the expectations for marketing? What are the business priorities and where is the company going? Get this straight from the mouth of the CEO. What is expected of you? Are there any unrealistic expectations that you need to set straight [such as] build a new category in the first two months? Get on the same page right from the beginning.”

Elisa Steele, Jive Software:  “There is a big opportunity and a big problem. No CMO in any company has exactly the same responsibility [as another CMO]. You know what a CFO does, what sales does, HR, etc. CMOs are different. Are they responsible for communications? Strategy? Product? Customer service? CEOs can create a spec of their own definition. But that requires a very mixed pool of candidates and it’s difficult to understand what any candidate’s power skill needs to be.”

Greg Estes, NVIDIA: “Building an executive team is like building a sports team. Different players are good at different things. [CEOs] might find they hired a great shortstop when they needed a good first baseman.”

Play #2: Speed up your learning curve.

The amount of information that needs to be absorbed in the first hundred days is prodigious. It’s best to approach learning in a direct and methodical way.

Paul Appleby, BMC: “To remain relevant, our number 1 priority must be to drive a new level of engagement with our customers. We are headquartered in Houston, Texas. However, our customers are based globally. As such, we need to engage with them globally. In my first three months, I travelled the globe and met with over 500 of our largest customers to understand the dynamic impact of digital disruption on their businesses. I also met with our teams in every major city where we operate. We listened and pivoted our engagement model, market positioning, and service delivery model based on what we heard.”

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Software Marketers Blaze Trails in Data-Driven Marketing

IDG Connect 0811 Software Marketers Blaze Trails in Data Driven Marketing

Technology is changing marketing in a hurry, and some CMOs have acknowledged that the unrelenting pace of the transformation intimidates them.

In a survey conducted by Forrester Research and Erickson Research, 85% of 117 CMOs surveyed said their responsibilities had changed significantly in the past few years. Amazingly, 97% of respondents only expected the pace of change to accelerate. The change is coming so fast and so furious, in fact, that 34% of the CMOs in this survey described the changes as “overwhelming.”

There’s one group of CMOs, however, that seems undaunted by the pace of change, and that’s software marketing executives. Because of their comfort with the world of technology, software and tech marketers, in fact, are far ahead in embracing marketing technology and the data-driven, customer focus this technology enables.

A study we conducted last year at my company, Bizo, before it was acquired by LinkedIn, provided some insight into just how far software marketers are ahead of their peers. Software companies have long been pioneers in B2B digital marketing. They were among the first to build websites back in the early days of the World Wide Web in the mid-1990s. They blazed trails with display advertising and were among the first to see the value in search advertising, content marketing, and social media. Even when they made missteps, such as jumping on the MySpace bandwagon, the experience of these early adopters allowed them to quickly grasp the significance of other social media launches, such as LinkedIn, Facebook, or Twitter.

The Bizo special report, “The Data-Driven Marketer,” indicated software marketers are also leading the way in adopting data-driven marketing practices. In The Data-Driven Marketer survey, Bizo queried more than 850 marketers. The responses showed that the subset of software marketers is far ahead of all respondents in virtually every aspect of data-driven marketing.

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Infographic: What is Content Marketing?

IDC PMS4colorversion 1 Infographic: What is Content Marketing?

If you looked away for a split second you may have missed the rise of Content Marketing from “buzz word” to “must have”. In fact, at the beginning of 2014 CMOs at the largest technology companies reported that “Building out content marketing as an organizational competency” was the 2nd most important initiative, only behind measuring ROI. Since then, they have responded by putting more budget, staff, and energy into the area, yet there is still confusion around the topic. What exactly is Content Marketing? Is it a type of marketing asset? Is it a process or a technique? Or something else?

IDC’s CMO Advisory Service, has seen this issue first hand and to help remedy the situation the group has  published a document, What Is Content Marketing? IDC Defines One of Marketing’s Most Critical New Competencies. Included within is a formal definition for Content Marketing.

 

Read more on clear guidelines and processes on how to execute new and exciting practices like Content Marketing
Marketing Assets Final Infographic: What is Content Marketing?

Infographic: What Marketers Talked About Most in 2014 CRM, analytics and lots of mobile

Adweek

According to data from Salesforce, 86 percent of top marketers say building a holistic marketing approach is a top priority, but only 29 percent of companies say they actually have the structure in place.

The data point is one of several findings compiled from the ad-tech vendor this year. In terms of tactics: email, social media and mobile continue to grow for brands.

But despite the growing interest in mobile marketing, only 51 percent of survey participants said they expect mobile to have a return on investment. Thirty percent of marketers use location-based technology, and 47 percent have an app.

Meanwhile, 68 percent of marketers polled said email is a key piece of their strategies. But a sizable chunk of marketers aren’t just blasting out emails—64 percent of respondents said their companies send out 1 million or fewer emails per year.

So, what keeps CMOs up at night? Per Salesforce’s findings, that includes data and analytics; new customer service roles; and lining up a company’s internal functions.

Check out Salesforce’s infographic below. (Click to expand for improved readability.)

salesforce infographic 01 2014 Infographic: What Marketers Talked About Most in 2014 CRM, analytics and lots of mobile