Marketing Management

I was a bit flabbergasted when I wrote yesterday’s post noting that, according to a recent ITSMA and VisionEdge Marketing report, 59% of marketers don’t specify what they want in the marketing technology purchase process. I just couldn’t wrap my head around the magnitude of that number. Could that many marketers in 2012 be that […]

I accept that the relationship between marketing and IT is a complex one. Although my opinion is that marketing should specify, recommend, select, purchase, and operate its own marketing technology — I believe it is now an integral part of what marketing is in a digital world — I also acknowledge that other organizational structures

Laura McLellan, a research VP at Gartner, caused quite a stir at the beginning of this year when she boldly predicted that by 2017, CMOs will spend more on IT than CIOs. Exclaims of, “Really?!?!,” echoed among marketing and IT professionals alike for months thereafter. But the evidence was compelling, and those of us working

Nobody likes to see their idea lose. Everybody wants straight A’s. Look good for the boss. It’s the Lake Wobegon effect: all the children are above average. (If you don’t appreciate that joke, take this pop quiz.) So at some level it’s not surprising that survey data of Fortune 1,000 marketers from the CEB Marketing

Last week, I gently ribbed the Marketing Leadership Council of the CEB over their HBR post, Marketers Flunk the Big Data Test. I felt the statistics they were sharing about

Well, not hot like the Real Housewives of Madison Avenue. But in their article — The hot new CxO: Chief Marketing Technology Officer? — they acknowledge “a new role that’s a cross between the traditional chief marketing officer and chief technology officer.” And it’s become a hot topic. “CMTOs are using significant technology and analytical

The Corporate Executive Board had an eye-catching post on the HBR blog recently, Marketers Flunk the Big Data Test. They begin: The big-data explosion is driving a shift away from gut-based decision making. Marketing in particular is feeling the pressure to embrace new data-driven customer intelligence capabilities. No wonder a strong appetite for data is

Three separate worlds: Paid media such as advertising and sponsorships. Earned media such as Facebook likes, Twitter tweets, search engine rankings, and every other review and comment that other people make about you. Owned media such as your web site, microsites, landing pages, mobile apps, your brand’s Facebook page, your YouTube channel, and so on.

Julie Schwartz, SVP of research for the Information Technology Services Marketing Association, shared some fascinating results from a recent survey on marketing transformation they conducted with the following companies: They asked marketers in these firms about a number of different roles — community manager, social engagement leader, chief content officer, data scientist, and chief technologist:

The problem with the Chicago school of economics isn’t so much its belief in rational decision-making — we can save for another day the computational complexity arguments against such precision in our thinking. Rather, it’s that it is too easy to misjudge what people are optimizing in their decisions. How many times have you looked