Leadership

Strategy

10 lessons Telstra has learnt through its T22 transformation

​ There isn’t a business in Australia that hasn’t experienced some form of transformation as digital connectivity pervades every aspect of our products, services and experiences as consumers and businesses. Australia’s largest telecoms provider, Telstra, however, is arguably on one of the most ambitious programs of work right now.

Leadership

Women in leadership the focus on International Women’s Day

International Women’s Day 2021 highlights how the COVID-19 pandemic unequally affected women, from losing jobs to having a greater care burden. CMO examines some of the measures organisations are taking to help redress that imbalance.

Strategy

Why it’s time for CMOs to embrace disruptive external partnerships

One of the clear trends to emerge during 2020 was brands striking external partnerships. And if Deloitte’s recent Marketing Trends 2021 report is to go by, such partnership aspirations remain firmly in the spotlight this year as a way to drive growth, meet changing customer needs, lift cultural credentials and drive innovation.

Leadership

CES: Why partnerships and shared values must be rewritten for future commercial and cultural prosperity

The rapid advancement of artificial intelligence (AI) and technology, globalisation and cultural conscience is creating a perfect storm of economic and societal change businesses and consumers must navigate. And if several CEOs and industry leaders speaking at last week’s Consumer Electronics Show are to be the guide, seeking out and rewriting the rules of partnership and pursuing value alignment not just between companies but also humans and machines will be vital to ensuring cultural equality and in turn, commercial success.

Leadership

The 5 big trends Julia Gillard sees defining 2021

There aren’t many of us who haven’t felt the profound impact of the COVID-19 crisis on our professional and personal lives. But just as it’s been a time of trauma, it’s also one of growth and opportunity to learn, says Australian former Prime Minister, Julia Gillard.

Leadership

7 ways the CMO50 are ensuring they remain future-fit

There’s no doubt marketing leadership has undergone massive transformation over the last 5-10 years with the rise of marketing technology, data and digitally driven marketing tools and insights, a push to personalise and be more customer experience-led, and more. So what does it take to ensure you remain a future-fit CMO?

CMO50 2020 #24: Allan Collins

This year, there were two key changes in Domino’s marketing it has never needed to do before - demonstrate the safety of its food preparation and delivery, including developing new operational methods like Zero Contact Delivery, and demonstrating why Domino’s should be trusted to continue operations when communities are in lockdown.

CMO50 2020 #26-50: Josie Brown

“I painted a brand mark on centre court of a Grand Slam mid-way through the tournament,” said Josie Brown. It was a dramatic, and symbolic, mark. “I barely dared to ask if we could paint “Australia is Open” on Rod Laver Arena, but with enormous support from the chief operating officer and tournament director, Craig Tiley. The impact was game-changing, not only for the reach of the message to the world, but also the cultural impact of how our purpose and values shaped our actions,” Brown said.

CMO50 #9 Joel Goodsir

One of the defining things of 2020 is the way it's affected businesses, pushing many rapidly into ecommerce and reinventing their whole marketing pitch along with it. "Some people are really hurting, but here we've had strong, unprecedented growth," Joel Goodsir told CMO.

CMO50 2020: Renee Garner

This year, Renee Garner did something she never expected to be doing as a marketer. "Penning a sassy little love letter to 572 of the amaysim family asking them to hold my hand, and bound into the sunset with a promise to each other that we will do the big things, the hard things, the little things, the courageous things, the ‘what’s right’ things, even if it hurts, to truly show BIG LOVE our customers,” Garner said.

CMO50 2020: Victoria Primrose

This year has shown Victoria Primrose how the geopolitical landscape, businesses and consumer priorities and perceptions have changed with COVID-19, along with the changing risk profile and where future opportunities will lie.

CMO50 2020 #7: Martine Jager

“A brand is, what a brand does,” said Martine Jager. As Westpac’s chief digital and marketing officer, Jager knows you can’t have a great brand positioning or strong brand consideration without trust in that brand. “This also translates into commercial outcomes as customers need to believe that the brand is a safe and secure place for their money – trust lies at the very heart of that,” she said.

CMO50 2020 #26-50: Jason Olive

When it comes to marketing innovation, Jason Olive is clear about the three key ingredients, but they’re not the usual tools of the trade. “I know we could be talking about data or marketing stacks here, but I really think it comes down to three broad organisational principles - bravery, trust and insightful challenge,” Olive said

CMO50 2020 #26-50: Vivianne Arnold

During Vivianne’s first 30 days at Hudson, her goal was to quickly make an impact with an innovative and quick-to-market campaign, designed to really drive revenue. Setting out to find out what the pain points and opportunities were for the business, she quickly discovered that a line of business, Talent Management (TM) and Graduate Assessment, needed a way to generate new leads.

CMO50 2020 #26-50: Natalie Sarich-Dayton

One of the hardest decisions the Brownes Dairy marketing team had to make during the first COVID lockdown in March was responding to consumer panic buying. “When we found out our customer service team were fielding calls that lids were ‘popping off’ in freezers, we knew we had to play our part in ensuring that the most basic, necessary product of fresh milk was available,” Sarich-Dayton explained

CMO50 2020 #26-50: Martin Brown

For Martin Brown, the effect of COVID-19 has been to accelerate many existing trends, creating a fluid context that marketers needed to adapt to. "Our marketing team learned to lift speed, test and learn and trial new techniques previously discounted. It’s been a period of great learning,” said Brown.

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Blog Posts

Brand storytelling lessons from Singapore’s iconic Fullerton hotel

In early 2020, I had the pleasure of staying at the newly opened Fullerton Hotel in Sydney. It was on this trip I first became aware of the Fullerton’s commitment to brand storytelling.

Gabrielle Dolan

Business storytelling leader

You’re doing it wrong: Emotion doesn’t mean emotional

If you’ve been around advertising long enough, you’ve probably seen (or written) a slide which says: “They won’t remember what you say, they’ll remember how you made them feel.” But it’s wrong. Our understanding of how emotion is used in advertising has been ill informed and poorly applied.

Zac Martin

Senior planner, Ogilvy Melbourne

Why does brand execution often kill creativity?

The launch of a new brand, or indeed a rebrand, is a transformation to be greeted with fanfare. So why is it that once the brand has launched, the brand execution phase can also be the moment at which you kill its creativity?

Rich Curtis

CEO, FutureBrand A/NZ

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