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Australian marketers are outspending their Asian counterparts in both volume and sophistication when it comes to digital media, according to a new survey.
ISBA is planning to form a cross-industry initiative to improve the standing of marketing within companies after identifying that CMOs are becoming under-represented in the boardroom.
Digital marketing in Asia Pacific is facing a serious talent crunch. This was one of the key insights drawn from the “APAC Digital Marketing Performance Dashboard”, a research report done by the CMO Council, a worldwide professional association of senior marketeers.
Most companies and marketers in Asia Pacific remain at a formative stage when it comes to developing their digital capabilities, new research from the CMO Council has found.
Per the CMO (Chief Marketing Officer) Council, 67% of marketers worldwide rated email as the most successful digital marketing tactic. In today’s competitive marketing arena, however, the key to that success hinges on being able to engage your customers.
Donovan Neale-May, Executive Director, CMO Council offers this praise for Ellett’s book: “The insights and tools in ‘The CMO Manifesto’ are invaluable resources that can improve the odds of success for any marketing executive.”
Are CMO’s getting their head around mobile? A recent CMO Council survey concluded that only 14% of CMO’s were happy with their mobile strategy. Staggering really. Are CMO’s as far behind on mobile as they were on the web and social?
Better insight from customers can drive serious growth in your company, at least according to a recent study by IBM of over 1700 CEOs. But today, acquiring and interpreting customer data inherently must involve both the marketing and IT departments. In fact, recent research conducted by the CMO Council, suggests that this process should start with the Chief Marketing Officer (CMO) and the Chief Information Officer (CIO).
The CMO Council has trademarked a signature call to action for mobile marketers called Engage at Every Stage, which urges mobile marketers to use emerging Mobile Relationship Marketing (MRM) to increase customer interaction.
Are CMO’s getting their head around mobile? A recent CMO Council survey concluded that only 14% of CMO’s were happy with their mobile strategy.
The CMO Council recently compiled a full report titled ‘Engage at Every Stage: Using Mobile Relationship Marketing (MRM) to Put More Interaction in the Hands of the Customer.’ Follow this link to get the summary of the full report.
The need to make marketing more relevant is the driving force behind a growing emphasis on “localized” marketing. In a recent survey by the CMO Council, 86% of marketers said they intend to look for ways to better localize marketing content.
Content marketing is the new SEO, the new advertising and the new branding. Content has been compared to currency and marketing is the exchange on which it is bartered for attention. Content marketing has gained traction and earned the interest of senior marketing leaders – even the CMO Council has launched a white paperon content marketing and ROI.
The majority of b2b marketers have implemented, or are in the process of developing, mobile strategies to engage with customers and prospects, although they still face significant challenges with the platform, according to a study released last month by the Chief Marketing Officer Council.
BtoB, The Magazine for Marketing Strategists, named Donovan Neale-May, Executive Director of the Chief Marketing Officer (CMO) Council, to its Who's Who in B2B Marketing 2012 list. This annual Special Report features the top 100 key thought leaders and movers and shakers across a broad spectrum of the marketing industry. Neale-May was listed for the third consecutive year in the Associations category.
Nine out of 10 companies are using social networks in their marketing, but who is getting it right and what are they doing? Those are the questions marketing executive Kent Huffman set out to answer with his new book, 8 Mandates for Social Media Marketing Success: Insights and Success Stories from 154 of the World’s Most Innovative Marketing Practitioners, Authors, and Professors. The foreword was written by Dr. William J. Ward, Social Media Professor at Syracuse University, and the afterword was written by Liz K. Miller, Vice President of Programs & Operations at the CMO Council.
Last week, as Newell Rubbermaid President and CEO Michael Polk was announcing his company's reorganization as a “bold step critical to unlocking growth,” he was also revealing a bold change in the role of the company's chief marketing officer. “It all makes sense to put value chain, supply chain, and customer channel under delivery. The question is, if you're going to take a holistic view of the marketplace, to what degree are these two groups going to interact?” says Donovan Neale-May, executive director of The CMO Council. “When you think about product lifecycle management, it's collaborate to innovate.”
Chief marketing officers are under pressure to own critical areas of authority and influence inside enterprise organizations, reports the Chief Marketing Officer (CMO) Council in its second issue of PeerSphere, a peer-inspired, peer-driven, and peer-influenced quarterly journal. The cover story centers on the evolving role of the CMO and new requirements that must be met in order to develop and execute a successful marketing strategy.
In a recent study, "What's Critical in the Insurance Vertical," the CMO Council revealed that the insurance industry is in the enviable position of having consumers who are actively investigating where and how insurance organizations could become more involved in their lives. But the study also uncovered that insurance marketers did not have programs or strategies in place to truly exploit this opportunity through robust retention, cross-sell or upsell strategies.
Big data and analytics have climbed to the top of the corporate agenda, with ample reason. Together, they promise to transform the way many companies do business, delivering performance improvements not seen since the redesign of core processes in the 1990s. As such, these tools and techniques will open new avenues of competitive advantage.