How many times have you heard sales people complain "our marketing needs to be better"? The role of the CMO is probably the most thankless job in the modern organization: the executives expect great branding and messaging to be propelled through all the optimal channels to market to maximize awareness and, ultimately, increase sales. And the marketing department rarely gets credit when things go well (that goes to sales), but always bears the brunt of the blame when revenue goals are missed. What's more, it's always really tough for marketers to get budget approved to support the campaigns their organizations need to create awareness, educate their market and drive new sales activity. Justifying the marketing ROI is probably the hardest calculation to produce in any organization.
When I was a young business studies student, the great Philip Kotler defined marketing simply as "Satisfying customers' needs and wants profitably". I'd go even further - it's about "Satisfying customers' needs profitably while successfully managing the expectations of the sales function". To this end, HfS analyst Reetika Joshi has been taking a deep look at how leading service providers are trying to help CMOs today...
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In 2013, our research shows three secular changes challenges challenging the success of the modern CMO:
» Analytics and the big data movement is gaining momentum with the need to now look beyond traditional web analytics and siloed projects, towards comprehensive marketing analytics that optimize all marketing activities, be it inbound or outbound.
» Mobile and the real estate value of the second screen: While addressing mobile in the past meant optimizing websites and emails to suit mobile formats, marketeers now need to rethink seriously the best ways to integrate mobile devices as important marketing channels as part of overall strategy.
» Social marketing and the fall of paid traditional media: Beyond simply increasing social