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CMO COUNCIL™ REPORTS & RESOURCES

REPORTS


	MARKETING OUTLOOK 2010 The CMO Council State of Marketing Report, featuring the 2010 Marketing Outlook Audit, is the largest independent assessment of senior marketing executives today. This annual global benchmarking initiative undertaken by the Chief Marketing Officer (CMO) Council, gains insights into how senior marketing decision makers are managing marketing mix modeling, budget allocations and media mix spend, and investments into infrastructure, technology platforms and enhancements to internal competencies. Given the economic challenges and market pressures worldwide, this year's review of '08 performance and '09 challenges and intentions is far deeper and wider than before. The results of this study will be extremely valuable to all participants seeking peer-level input and consensus on critical issues and priorities in the year ahead.
	COMBATING COMPUTER STRESS SYNDROM Today’s digitally dependent consumers are increasingly overwhelmed and upset with technical glitches and problems in their daily lives. The source of their pain: frustrating, complex computers and devices, technical failures, viral infections, and long waits to resolve support issues that disrupt the flow of their work and personal lives. While the threats and complications with computers are on the rise, customer technical support has not kept pace to address the needs of a growing population of computer users that are highly dependent upon their device as part of their daily lives. The industry study – Combating Computer Stress Syndrome: Barriers and Best Practices in Tech Support, analyzes the results of a poll of more than 1,000 consumers in North America on the forces and factors at work with the different approaches to solving an expanding set of computer complexities. The report captures quantitative data on the experiences and attitudes of consumers as well as a snapshot of intimate conversations on challenges and best practices with support-related executives at popular communications service providers and computer device manufacturers.
	LEVERAGING LOYALTY TO TRANSFORM PUBLISHING As marketers look for new channels of customer engagement, magazine advertising has been a casualty as online opportunities from ereaders to online publications become more cost-effective and trackable options. However, in this consumer survey, we see that customers aren't quite ready to abandon their magazines and they are certainly not ready for an onslaught of iPad-vertising to interrupt their digital experience. This report reveals consumer intentions specific to magazine consumption and their openness to precision marketing tactics, even in a traditional channel.
	LEADING LOYALTY Feeling the Love From The Loyalty Clubs Today, customer loyalty and rewards programs are everywhere – it seems like every brand has one and the average consumer is carrying a handful of laminated cards from big retailers alongside a few hole-punched printed cards from their neighborhood burrito palace or dry cleaner. Yet, through the CMO Council’s research in The Leaders in Loyalty: Feeling the Love from the Loyalty Club these programs are leaving customers thinking of breaking up with brands rather than forging longer romances. In fact, 54 percent of the consumers surveyed let it be known that thanks to the barrage of irrelevant messages, low value rewards, and impersonal engagements, they are aren’t feeling the love, in fact they are thinking of asking for a divorce, threatening brands with defection.
	DEFINE WHERE TO STREAMLINE Making Marketing Supply Chains More Efficient, Agile and Enviro-Friendly With more than $1.5 trillion spent on marketing and communications worldwide, there are significant incentives for global enterprises to improve the way they source, select, manage, unify and align vendors, suppliers and service providers on strategic, creative, content, media, talent, distribution and production levels. Define Where to Streamline is the first step in a process to benchmark, analyze and provide a report card on the state of marketing supply chain management practices, as well as highlight the business benefits, productivity gains and risk reductions to be achieved by embracing a standardized Marketing Supply Chain Model.
	LOSING LOYALTY: THE CONSUMER DEFECTION DILEMMA Consumer defection and lapsed loyalty are rampant among major consumer packaged goods brands, a problem that is only worsening in the current recession. A new study by the CMO Council, conducted with Catalina Marketing's Pointer Media Network, provides the most comprehensive and detailed analysis ever undertaken of the defection dilemma among CPG brands. The study has major implications for marketers and underscores the critical need for brands to more effectively engage with individual consumers by tracking their loyalty behavior and responding with relevant communications and offers.
	PROTECTION FROM BRAND INFECTION The new Protection from Brand Infection report explores the degree to which senior global marketers are sensitized to, and concerned about, brand hijacking, product piracy, cyber fraud, and other Internet reputation risks. It also quantifies the impact these incidents are having on brand trust, confidence, credibility and affinity among consumers, channels and business partners. Through both enterprise and consumer research, it identifies best practices for pre-empting digital and/or physical counterfeiting and containing or mitigating the resulting damage to bruised or battered brands. The full report includes conversations with leading global marketers about the strategies and effectiveness of resources, solutions, and services being employed in the both the detection and protection of brand infection worldwide.
	MARKETING OUTLOOK 2009 The 2009 Marketing Outlook Survey, the largest independent assessment of senior marketing executives today, is an annual global benchmarking initiative undertaken by the Chief Marketing Officer (CMO) Council. Given the economic challenges and market pressures worldwide, this year's review of '08 performance and '09 challenges and intentions is far deeper and wider than before. The results of this study will be extremely valuable to all participants seeking peer-level input and consensus on critical issues and priorities.
	CALIBRATE HOW YOU OPERATE Current marketing operational models are becoming increasingly complex and more crucial to the strategic success of global businesses, but are facing significant challenges from entrenched corporate cultures, inter-departmental politics, and a lack of adequate data and information systems. According to new research, marketers fear they will be unable to implement the needed marketing platforms and automated processes required to effectively support strategic growth initiatives. Calibrate How You Operate reveals that global marketing executives are challenged by a lack of corporate mandate for alignment and integration. Some 41 percent of the 400-plus marketers audited point to siloed data and limited cross-functional feedback loops as major internal challenges subverting the marketing operational process.
	GIVING CUSTOMER VOICE MORE VOLUME The Giving Customer Voice More Volume research initiative examines the adoption and use of customer listening, feedback, engagement and advocacy systems across all markets and industry sectors, evaluating how well senior marketing executives are leveraging their contact center, help desk, telemarketing, consulting and agency partners to integrate Voice of Customer (VOC) capabilities into mainstream operations and organizational fabrics. The report takes a fresh look at marketing's ownership of the customer experience to provide perspective on the role of marketing executives in ensuring that all operational areas and organizational processes are harmonized and optimized to deliver on brand promises and drive customer advocacy, satisfaction and loyalty.
	TRACK THE YACK The Track the Yack voice of customer (VOC) study, part of the CMO Council's Reinvent Mobile campaign, gathers nearly 10,000 distinct sentiments based on some 4,000 online conversations between mobile PC users to analyze the preferences of today's diverse digital user base worldwide. Analysis of the consumer-generated conversations examines user perceptions, preferences, satisfaction levels and experiences surrounding leading mobile models and brands.
	ROUTES TO REVENUE AUDIT A milestone research initiative to benchmark the state of customer revenue realization, encouraging the adoption and the uses of technologies, solutions and professional services that drive deeper interaction and communication with customers. Centered around Customer Revenue Optimization (CRO), this report, sponsored by InfoPrint Solutions Company, drills into targeted strategies and solutions that significantly impact customer acquisition, monetization and ROI while exploring new developments in database, customer insight and print technologies.
	Discovering The Pivotal Point Consumer A breakthrough study of American consumer shopping behavior that is designed to provide fresh and actionable insight, backed by detailed data, to help Consumer Packaged Goods marketers and retailers better understand and address the global challenge of fragmentation and the need for precision marketing. Conducted by Catalina Marketing's Pointer Media Network, in conjunction with the CMO Council, the study unmasks the myth of the mass market in today's CPG industry, while underscoring the importance--and scarcity--of the Pivotal Point Consumer™ that is critical to the success of every product brand.
	CUSTOMER AFFINITY FROM OPTIMIZED CONTENT DELIVERY Seeking to measure the consistencies and disconnections in customer experience, the CMO Council set out to audit and catalog the Variance in Customer Experience across 25 major brands. The program was designed to identify limitations, liabilities and lost opportunities when companies do not enforce brand guidelines, control digital assets, and harmonize content origination and delivery channels worldwide.The final result is a comprehensive audit of individual channels of content delivers, along with an overall ranking that aggregates all touch points to create one final score that assesses the totality of the customer experience.
	SCENARIOS AND SOLUTIONS In any sizeable company, the functions of marketing and sales are crucial to success. No matter the product or service, marketing must drive programs that stimulate demand and sales must develop and mazimize opportunities. Successful execution of these functions has always been challenging, hinging on the sometimes strained and troubled relationship between sales and marketing. The Chief Marketing Officer (CMO) Council's strategic interest group, the Coalition to Leverage and Optimize Sales Effectiveness (CLOSE) gathered scores of global sales and marketing executives for in-depth brainstorming sessions in six cities around the world to probe the roots of these issues and create frameworks to resolve them. Secnarios and Solutions details the findings of these workshops.
	CLOSING THE GAP As more executives are being held accountable for process and sales optimization, bridging the gap and aligning sales with marketing is a critical imperative versus a luxury of company culture. The study, which reached out to a wide cross-section of marketing, sales and channel management professions worldwide, is part of a new initiative by the CMO Council to more tightly couple sales and marketing in helping companies drive business performance, improve lead quality and conversion rates, and acquire higher value, more profitable customers through better analytics. The report aggregates a worldwide audience of sales professionals seeking to further their effectiveness through knowledge exchange, peer-to-peer networking and best practice studies.
	BOTTOM LINE FROM THE FRONT LINE Driving the Bottom Line from the Front Line is a new CMO Council thought-leadership initiative that addresses the challenges facing global companies in their quest to develop world-class go-to-market capabilities. The study represents a "scorecard" that highlights an alarming trend among multinational companies: marketing and sales leaders give themselves decidedly poor marks when assessing their own go-to-market effectiveness!
	PERFECT HOW YOU PROJECT The Perfect How You Project survey of over 340 financial professionals, conducted by the BPM Forum and sponsored by Adaptive Planning, revealed that executives and financial staff, from a broad industry spectrum of small, medium and large companies, unanimously agreed that budgeting, forecasting and reporting are essential or very important to their business success. However, over 65 percent admitted they are not agile or adaptive in their financial practices, and even more significantly, 60 percent were not confident of hitting their 2008 expense and revenue plans.
	BUSINESS GAIN FROM HOW YOU RETAIN Business Gain From How You Retain examines ways companies can improve the return on customer equity and lifetime value by making customer insight, understanding and intimacy a hallmark of the organization. The study assesses the degree to which major global brands are unifying and centralizing customer data, undertaking effective marketing analytics, embracing advanced segmentation strategies, and empowering the frontline to act on customer intelligence and behavioral knowledge.
	CHANNEL PERFORMANCE OUTLOOK 2008 The CMO Council and The Channel Performance Board have completed the Channel Performance Outlook 2008 study and report to explore how vendor and manufacturer partners are interacting with resellers, dealers, and distributors to help you drive maximum results. Are vendors delivering the right deals, marketing mechanisms, and sales support to channel partners? The report includes insights from over 500 dealers, resellers, and distributors across six industry sectors (information technology, physical security and surveillance, telecommunications, consumer electronics, office products, and professional audio/visual equipment) representing a total market opportunity of over $5 trillion.
	MARKETING OUTLOOK 2008 The CMO Council released the findings of its annual Marketing Outlook survey with an upbeat report on spend levels mostly holding steady or trending upward in 2008. Many marketers say they are frustrated and stymied by organization cultures, senior management mindset, and insufficient budgets. More than 800 senior marketers across all global regions responded to the CMO Council audit, which looked at a wide range of planned investments, organizational changes, process improvements, and performance indicators.
	CUSTOMER AFFINITY REPORT According to research initiatives taken by the CMO Council, results indicate marketers are spending more time and resources on their customers. Profitability from Customer Affinity is a cooperative initiative developed from business schools, top market and customer relationship executives, designed to help marketers better understand how to manage the customer experience and improve return on account and customer relationships. The study provides viewpoints and opinions from the customer experience, compares and contrasts these beliefs with those of the technology industry, customer relations and channel executives.
	POWER OF PERSONALIZATION REPORT According to research initiatives taken by the CMO Council, results indicate marketers are spending more time and resources on their customers. Profitability from Customer Affinity is a cooperative initiative developed from business schools, top market and customer relationship executives, designed to help marketers better understand how to manage the customer experience and improve return on account and customer relationships. The study provides viewpoints and opinions from the customer experience, compares and contrasts these beliefs with those of the technology industry, customer relations and channel executives.
	TECHNOLOGY BUYING AND MEDIA CONSUMPTION SURVEY – Q3 2007 Conducted by TechTarget and the CMO Council October 2007. September 2007. This report is the third in a series of quarterly surveys to TechTarget’s IT Research Panel. Respondents’ preferences for media consumption and technology solutions will be compared to initial benchmarks established in our first two reports.1060 technology professionals responded to this survey. A full demographic profile of respondents is available at the end of this report.
	TECHNOLOGY BUYING AND MEDIA CONSUMPTION SURVEY - Q2 2007 Conducted by TechTarget and the CMO Council July 2007. This update to TechTarget and the CMO Council’s benchmark research further demonstrates the buying priorities and media consumption trends of information technology professionals as of Q2 2007. Continued emphasis on software demo downloads along with the emergence of IT Publisher’s websites as a key source of information are just two of the findings in this quarter’s update. Join Marilou Barsam and Donovan Neale-May as they discuss research findings from a series of quarterly technology marketing surveys to TechTarget’s IT Research Panel for the first and second quarters of 2007. The goal of these surveys is to establish a benchmark and trend analysis of buying priorities for technology solutions and media consumption trends. Also, Marilou and Donovan talk about how IT pros can align their business needs with their IT investments, favored content types and new media adoption. View this on-demand webcast
	SECURE THE TRUST OF YOUR BRAND CALL CENTER EXPOSURE: LEAKS & PEEKS Conducted by the CMO Council & Sponsored by Envision July 2007. With an estimated 100,000 call centers employing nearly 7.5 million workers handling an average of 1,708,379 calls per center per year, the opportunity for information leakage and data corruption is staggering. For many companies, the call center is the first direct touch point to the consumer, and often an opportunity to access a consumer’s personal information.
	COMPETITION AT THE CROSSROADS: STRATEGIC PLANNING AND ACTION IN DISRUPTIVE MARKETS Study by Deloitte & BPM Forum June 2007. Companies are having difficulty anticipating market change and are limited in their capacity to make effective course-correcting action. Only 35 percent of technology executives say their companies are very effective in managing market altering changes. These and more findings about the current state of competitive strategy are now available.
	DEFINE & ALIGN THE CMO REPORT Conducted by the CMO Council April 2007. “Define & Align the CMO” delivers a call-to-action to all key stakeholders – chief executives, Board members, executive recruiters, and senior marketers themselves – to adopt a shared consensus on the clear definition of the role of Chief Marketing Officer and its effective alignment within the organization to ensure its sustainability and allow for its continued growth and maturity within the executive hierarchy.
	TECHNOLOGY BUYING AND MEDIA CONSUMPTION SURVEY - Q1 2007 Conducted by TechTarget and the CMO Council March 2007. This report represents the first in a series of quarterly technology marketing surveys to TechTarget's IT Research Panel. The intent of this report is to establish a benchmark of the buying priorities and media consumption trends of information technology professionals as of Q1 2007 so to monitor any changes over the course of time.
	MARKETING OUTLOOK March 2007. This groundbreaking study uncovers the further changes executives plan to make in 2007 to upgrade organizational effectiveness, strengthen customer engagement and achieve even greater measurability. Most marketers say they will have larger budgets in 2007 to accomplish these goals.
	GLOBAL MOBILE MINDSET INITIATIVES February 2007. The Global Mobile Mindset Audit is the most comprehensive research effort ever undertaken to understand the needs, intentions and issues surrounding the purchase and use of mobile technology and services worldwide. Conducted by the CMO Council's Forum to Advance the Mobile Experience (FAME) and powered by Global Market Insite, Inc. (GMI), the audit surveyed nearly 15,000 consumers in 37 countries.
	COMPLY ON THE FLY: KEEPING PACE WITH THE CHALLENGES OF MOBILE DATA MANAGEMENT November 2006. Data security and compliance are hot-button issues in today’s business world. Now with the growing number of mobile communication devices – being used by evermore mobile and global knowledge workers – come new security and compliance imperatives. Are companies doing enough to address the emerging challenges? This timely report poses the question and delivers insights, answers, tactical responses and best practices. (500KB)
	CEE: THE FUTURE: BUILDING THE COMPLIANCE ENABLED ENTERPRISE September 2006. This groundbreaking study underscores the gap between management focus on compliance-related issues and IT’s lack of ability to implement critical policies and procedures—while revealing the state of corporate governance and legal discovery readiness, identifying potential vulnerabilities and offering recommendations for improvement. (2MB)
	SECURE THE TRUST OF YOUR BRAND FINAL REPORT September 2006. This groundbreaking study underscores the gap between management focus on compliance-related issues and IT’s lack of ability to implement critical policies and procedures—while revealing the state of corporate governance and legal discovery readiness, identifying potential vulnerabilities and offering recommendations for improvement.
	SECURE THE TRUST OF YOUR BRAND EXECUTIVE SUMMARY REPORT August 2006. As the business-consumer relationship becomes more digitally dependent, successful information security management is becoming a critical determinant of brand trust, confidence and reputation. This report details consumer insights and attitudes toward security issues and their effect on brand loyalty. It is the first in what will be an ongoing, comprehensive study of the impact of security on corporate brands.
	SECURE THE TRUST OF YOUR BRAND CONSUMER REPORT August 2006. As the business-consumer relationship becomes more digitally dependent, successful information security management is becoming a critical determinant of brand trust, confidence and reputation. This report details consumer insights and attitudes toward security issues and their effect on brand loyalty. It is the first in what will be an ongoing, comprehensive study of the impact of security on corporate brands.
	MARKET VIGILANCE PRODUCT DILIGENCE: POWERING PRODUCT MARKETING EFFECTIVENESS June 2006. A multi-billion dollar global computer equipment company had a problem: with product marketing stakeholders operating in silos, there was little overall control over data that poured into the company daily. As a result, competitive response decisions that should have taken days to make at most stretched to two months. The result: a huge dip in market share that translated into hundreds of millions of dollars lost. (800KB)
	ACCELERATE HOW YOU DIFFERENTIATE June 2006. Is Your Company an Alert Enterprise? The ability to quickly identify and respond to market and operational risks and opportunities is a major competitive advantage, and one in which information technology is playing an increasingly important role. The need for companies to become Alert Enterprises is forcing management to take a serious look at internal structures, cultures and capabilities. (850KB)
	SELECT & CONNECT: STRATEGIES FOR TARGETED ACQUISITION AND RETENTION April 2006. Select & Connect: Strategies for Targeted Acquisition and Retention explores the strategies, processes and methodologies to achieve maximum customer acquisition, retention and profitability. It also examines the marketing organization's level of customer knowledge, as well as the segmentation approaches used to target and acquire top prospects and profitable opportunities. By revealing pain points and best practices, our goal is to help marketers better define and implement optimal customer-centric programs. (1MB)
	TARGETING WITH TEXTING: THE VALUE OF JUST IN TIME MOBILE MESSAGING March 2006. According to professionals across a wide range of industries, text messaging has blossomed into a critical mechanism for enterprises and organizations as a means of instant, effective and affordable alerts. Text messaging, the practice of sending short messages to mobile devices, is enabling enterprises and governments to instantly send urgent alerts and notifications to support customer service, marketing, emergency management, and internal communication. And most companies expect to increase their usage of Short Message Service (SMS) in the coming year due to the immediacy, reach, mobility, and affordability that the medium offers. (400KB)
	REMOTE REVOLUTION REPORT December 2006. As the world's mobile and remote workforce expands rapidly, to an anticipated 878 million by the end of this decade, companies are increasingly grappling with tough questions about how to best support, secure and empower their workers. Employee expectations are rising for ubiquitous real-time access to messaging and data, and 24/7 support for the devices and applications that can help deliver it. Each new mobile worker represents not an incremental impact on security and support requirements, but a multiplier effect, since the average worker uses multiple devices, each carrying multiple new applications accessing the corporate network. The demands of IT support and security for mobile workers is on a growth curve that threatens to rapidly overwhelm businesses, becoming a serious business performance issue for companies of all sizes. (600KB)
	RETAILFLUENCY REPORT October 2005. The CMO Council, in partnership with The ConsumerEdge Research Group, surveyed retail shoppers at three consumer electronics stores in four U.S. markets to study the impact of the Internet on in-store purchasing behavior. While the findings represent a single snapshot of consumer behavior, they paint a clear and dramatic picture of the shifting landscape of media influence. The Internet is climbing in usage and purchasing influence, magazines, TV and radio are being marginalized, and newspaper influence, while still strong, appears increasingly limited to coupon offers and sale notifications. (300KB)
	DEFINE WHAT'S VALUED ONLINE SURVEY REPORT September 2005. Just as consumers now flock to the Internet to reserach vacation destinations or new cars, buyers of B2B technology turn to the Web to research IT products, services and solutions. In fact, the majority of today's technology buyers are using the Internet as their primary resource for purchasing decisions. According to eMarketer, last year 65 percent of U.S. B2B buyers turned to the Web first when researching technology solutions. That number is expected to rise nearly 70 percent in 2005. Clearly the Internet is the destination of choice for researching technology purchases. (1MB)
	CRUNCH TIME: GLOBAL COMPETITIVENESS AUDIT FULL REPORT April 2005. If you're an executive in the North American high technology or telecommunications industries, there is a high probability you are feeling the heat of increasing global competition. In general, your competition is bigger, tougher, and decidedly more global than ever before, and it is often coming from companies that heretofore did not sell into your market spaceUnfortunately, there is also a strong likelihood you have not taken all the steps necessary to prepare for this tougher and fiercer business environment. If your company is like most North American technology businesses, you are not conducting formal company-wide assessments of your competitiveness. There's no executive who is formally assigned to that task. What's more, your efforts and investments in product innovation, customer intimacy and operational improvements may be insufficient to keep pace with your tougher competition. (500KB)
	CRUNCH TIME EXECUTIVE SUMMARY REPORT February 2005. If you're in the technology or telecommunications industries, how do you rate your company's competitive preparedness? If you think you're in a "very good" position, consider yourself very lucky because the odds overwhelmingly suggest you shouldn't be that confident. In fact, more than 70 percent of executive in these industries say their preparation is good or fair, with another 15 percent sinking even lower. As the competition heats up, if you lack a competitive strategy, there's enough room for your rivals to take a lead. Knowing your industry is changing and understanding the essential drivers of future competitiveness are the first steps in closing this gap. (1MB)
	CRUNCH TIME PRESENTATION February 2005. Highlights: Three mega trends are cutting across the Tech industry increasing opportunity but also competitive intensity. Based on survey of 300 US Tech executives, companies need to be better prepared to respond to this trends and tougher competition. Raising the level of competitive strategy to the company level is needed to address the broader market dislocations that are occurring. US Tech is not standing still and taking key actions, however, it may not be enough considering the market changes underway; Need to Innovate beyond the core.a few big bets, engage Customer/Channel in CRM improvement efforts, and develop company level China and India strategies. In addition, global players and potentially tightening capital markets will keep pressure on price and margins, requiring continued focused on operations improvements and strong capital management. (500KB)
	DIGITAL DIRECTIONS SURVEY REPORT February 2005. Today's promotional marketing industry is in the midst of a metamorphosis. As the Internet realizes its potential in reaching consumers and business, and with the proliferation of wireless networks and digital devices, digital media and technology are transforming promotional marketing. But there appears to be a knowledge gap that is causing missed opportunities for marketers. Digital Directions: How Technology is Touching & Transforming Promotions is a new study of the impact of technology on promotional strategies, activities, processes, functions, and outcomes. And according to the survey's respondents, that impact is monumental. (800KB)
	STAGING & GAUGING SURVEY REPORT February 2005. After facing the challenges of reduced travel following 9/11 and event-spend cutbacks during the subsequent business slowdown, event marketing has rebounded magnificently. Expenditures on sponsorships, shows, conferences, meetings and other event activities grew by 15 percent in 2003 to over $140 billion, per Promotion Marketing Association/PROMO magazine. And industry insiders expect 2004 to also look strong. This environment led the Chief Marketing Officer (CMO) Council to launch a new thought leadership initiative that takes a closer look at the role, value, criticality and effectiveness of events as a vital part of the strategic marketing mix-from both the event manager and the CMO points of view. The first part of this initiative is a new survey entitled: Staging & Gauging: Do Events Pay Off? One component targeted event marketing managers, with 230 responding. The other targeted CMOs, with 189 respondents. (450KB)
	MPM REPORT 2004. Selected by our over 1,000 members as the most compelling topic facing CMO's today, this report is designed to be the definitive industry report on how companies should measure and quantify marketing's performance. It will also be an invaluable resource to assist marketing executives who want to build an MPM system in their company.
	MPM DVD 2004. Now you can view highlights of the presentation, discussion and debate that took place during the CMO Council's milestone Marketing Performance Measurement (MPM) Forum hosted at BusinessWeek's offices in New York on June 9, 2004. More than 120 senior technology marketers participated in the half-day program, which keyed off findings of a milestone Measures+Metrics Audit of senior marketers and C-level executives.
	DIGITAL MARKETING DIALOG REPORT Q4 2003. The Digital Marketing Dialog is an online survey conducted in Q4 of 2003 which received responses from over 400 top marketing decision makers regarding the impact, influence, role, value and uptake of digital marketing technologies and programs across all industry sectors. These and other topics were explored in this timely assessment of the trend towards more personalized, relevant and continuous market interaction through internet websites, email, instant and short messaging services and online viral communications. (3MB)
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CMO Council Contact:
Donovan Neale-May
Executive Director
650.328.5555 x4200
donovan@cmocouncil.org

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