With digital integration at the core of customer management, many marketers have been questioning whether the principles and approaches to branding are fundamentally different in a digitally led environment.
The warm weather is upon us. It’s a time of year often associated with the blossoming of love and relationships, which has me thinking about how marketing has leaped forward in its ability to build emotional connections with customers.
There is no let up for today’s CMO who needs to be the master of an ever-increasing variety of trades. Digital changed the game years ago, and now the CMO must be a skilled publisher, technologist and data analyst.
It wasn’t so long ago that CMOs and marketers came to realise they were under-resourced in managing their rapidly expanding digital activities. In fact, many marketing departments are still today far from optimal resourcing levels, if not noticeably below.
Commemoration of the 100th anniversary of the Anzac landing at Gallipoli has not only been a time to ponder a tragedy that affected too many Australian and New Zealander families, it also shone the headlights on the whole marketing profession.
Have you noticed the number of articles and excruciating LinkedIn updates imparting us with the irrefutable merits of ‘customer centricity’ and how it will change businesses and the world for the better for ever and ever? They now appear to stand as the new organisational words ‘du jour’, sitting comfortably alongside other grand terms like big data, content marketing, native advertising and other fashionable poetries of varying worth.
Australia’s retirement system has the enviable reputation of ranking among the best in the world. But despite being hailed as one of the most progressive retirement schemes, the ‘superannuation’ brand does not resonate as positively as it should in the hearts and minds of Australians.
We have reached a point in time where marketers need to beware of the latest fads, buzzwords and easy clichés. Many are at risk of losing sight of what distinguishes them as true professionals: Their ability to market the right product at the right time, through the right channel, to the right audience, in the right manner.
As the role of CMO and marketing leader evolves at a frantic pace, growing exponentially in complexity, a question remains: Should managers without recognised marketing credentials be appointed marketing leaders or CMOs?
No matter where you look, marketers are torn between excitement and apprehension about the new digital landscape. In fact, the questioning the digital evolution is raising can turn marketing operations on their heads for a number of valid reasons.
As our customers exhibit growing desire to be recognised for their preferences and passion points, ...
In the third and final episode of our 3-part CMO50 video series exploring modern marketing and why it’s become a matter of trust, we’re delighted to be joined by Telstra’s former CMO and now digital services and sales executive, Jeremy Nicholas, and Adobe VP Marketing Asia-Pacific and Japan, Duncan Egan.
Flash back to the classic film, Willy Wonka and the Chocolate Factory. Television-obsessed Mike insists on becoming the first person to be ‘sent by Wonkavision’, dematerialising on one end, pixel by pixel, and materialising in another space. His cinematic dreams are realised thanks to rash decisions as he is shrunken down to fit the digital universe, followed by a trip to the taffy puller to return to normal size.
Why is it there is no shortage of leadership development materials, yet outstanding leadership is so rare? Despite having access to so many leadership principles, tools, systems and processes, why is it so hard to develop and improve as a leader?
As a nation united by sport, brands are beginning to learn money alone won’t talk without aligned values and action. If recent events with major leagues and their players have shown us anything, it’s the next generation of athletes are standing by what they believe in – and they won’t let their values be superseded by money.
