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A global study has revealed the key factors that influence CMO salaries, finding that CEO reports and C-level relationships matter the most, while digital marketing skills add value. And less than
More than half of CMOs feel they deserve more money for the work they are doing and nearly a third of the CMOs in the top income bracket feel under-respected among their c-suite peers.
The highest paid CMOs are the ones that can demonstrate they have transformed their brand’s digital marketing performance and have strategic alliances with other c-suite executives, according to a new survey.
Around the world, marketing leaders in companies with strong digital marketing outcomes earn more than their peers, as do those who report directly to their CEOs according to new global research by the CMO Council in their upcoming compensation report.
Wondering why marketing chiefs at companies burn out so quickly? Maybe its the pay.
Nearly Half of Chief Marketers Say They Are Not Being Fairly Compensated
Only 48 percent of CMOs believe they are fairly compensated, according to a new study by the CMO Council in partnership with Kimberly A. Whitler, Ph.D., Darden School of Business at the University of Virginia.
Only 48% of chief marketing officers feel fairly compensated, according to the CMO Council's first comprehensive compensation report.
First CMO Council benchmarketing report on chief marketing officer compensation finds digital marketing skills are a key ingredient in securing better salaries
The vast majority of CMOs and CIOs now recognize the need to have stronger relationships, but there still appears to be a ways to go toward forging such relationships at many organizations.
Sales teams are the lifeblood of every organization, tasked with acquiring market share and growing revenues and profits.
Nielsen Neuro president reveals how the application of neurscience to marketing can enable more in-depth views of customers and more targeted marketing
Collaboration. Alignment. Synergy. Call it what you want, but creating and selling a brand story in the digital age has raised the relationship bar between marketing and sales departments. Embracing that new level of teamwork, particularly among B2B organizations, is a work in progress.
According to the experts, the amount per day spent on digital, social and mobile channels by consumers is driving the need for marketers to leverage technologies in new ways. In fact, companies like Sales Force, for example, are already ahead of this trend. They are able to sell directly to marketers and, in some instances, circumvent IT.
Toyota tries to boost its positioning as an innovative brand with a Vine campaign that showcases the artwork of children from around the globe addressing the topic of futuristic transportation.
How Apple's changing IT and marketing dynamic is a reflection of the evolving partnership between CMO and CIO
There is a contradiction at the heart of automotive marketing. As strange as it may seem, in an industry as embracing of technology as the car industry, many now accept that car makers have on the whole failed to adapt to the new social media environment as adeptly as other industries. Compared to other sectors the car industry is still miles behind when it comes to integrating sales processes into social media marketing strategies.
In this post, “Big Data, or Big Disappointment?,” you can learn:
Research from the Chief Marketing Officer (CMO) Council’s upcoming “State of Marketing” report reveals that most CMOs are building greater alignment with executives in finance, IT and sales, but only 15 percent are actively forging relationships with heads of procurement. As a result, marketers lack the strategic sourcing capabilities and insights needed to minimize risk and gain maximum value from their partnerships and investments.
The latest issue of PeerSphere is now available. Among the articles aimed at global marketing leaders: