On our vacation a couple weeks back, I asked the kids if they would like to make a movie. Alex had found Google Playground on my phone, of course, and decided to use the fox as the main character in his movie.
On our vacation a couple weeks back, I asked the kids if they would like to make a movie. Alex had found Google Playground on my phone, of course, and decided to use the fox as the main character in his movie.
After 9 years with WPP, I’m happy to let everyone know I’m leaving Mirum. It is only when you stop taking the train into NYC, or a car to JFK, that you realize how much time and energy you spend working.
That said, Mirum has been a great place the last 4 years. Nothing brings teams together like a big pitch, and it is amazing to see how an idea like an agency culture can be picked up and rallied around by people all over the world.
I hope Mirum can maintain its ability to be agile and entrepreneurial.
The definition of what is a digital agency has gotten more and more cloudy as all agencies do digital, but there is something in the original digital agency culture that still rings true and feels different. It isn’t what you do, it’s how you do it.
Of course when you’re pushing like mad to get things done, you forget how many of your personal projects have been neglected.
If you’ve come through to this page and read this far you are probably wondering about the leaky wooden sailboat and crumbing farm house. One is a lot further along then the other, but both are big awesome projects!
From left: David Painter, managing director of Chicago, L.A. and Northwest Arkansas; chief commerce activation officer Jay Mathew; and David May, svp of sales and marketing.
Mirum U.S., the WPP agency formed in 2015 via the consolidation of J. Walter Thompson’s global digital properties, has announced a series of key promotions following the recent departures of founder and former global CEO Dan Khabie, who resigned to pursue other opportunities in January, and global CMO John Baker.
Baker, who just confirmed to Adweek that he and the San Diego, Calif.-based agency parted ways, said Mirum has no plans to replace him. He had been with the company since its founding and spent another five years before that at JWT (now Wunderman Thompson). He said he looks to work with tech entrepreneurs and independent digital agencies after taking a brief break from the marketing world.
Similarly, Mirum does not plan to directly replace Khabie.
“As we continue to grow across the U.S., we are dedicated to creating a best-in-class team to support our clients.” Amanda Seaford, U.S. CEO, Mirum. Meanwhile, David May, vice president of client engagement, has been promoted to senior vice president of sales and marketing. David Painter, managing director of Chicago, will now be managing director of Chicago, Los Angeles and Northwest Arkansas. Jay Mathew, COO of the Mirum Shopper unit, becomes chief commerce activation officer of the agency. Joyce Zincke, head of operations, has been promoted to COO.
“As we continue to grow across the U.S., we are dedicated to creating a best-in-class team to support our clients,” Mirum U.S. CEO Amanda Seaford said in a statement. “These promotions will see that Mirum leads the way across all our business functions and remains at the vanguard of agencies embracing change in this new industry landscape.”
Baker, alongside Khabie, is credited with leading JWT’s digital capabilities before playing an instrumental role in the global Mirum network, which is now a stand-alone agency within Wunderman Thompson. He helped merge JWT’s 11 digital networks, which included Khabie’s company Digitaria, to form Mirum in 2015. Baker guided the branding and culture initiatives through the merger and managed the implementation of the different agency platforms. He also led the 2016 merger of Quirk, HeathWallace Dubai and Cleartag to form Mirum’s Middle East and Africa division.
John Baker, former global CMO of Mirum.“Our focus was to start with the people and the culture first,” Baker said, reflecting on the formation of Mirum, “Celebrate, not hide the successes of the acquired businesses. We brought people together through events and new business. Communication was prioritized and constant, including providing easy ways for teams to use social media to launch the new agency.”
In 2017, Digital Clarity Group praised Mirum’s leadership for following “best practices” through its formation, noting that 70 to 90 percent of mergers and acquisitions “fail” because the companies in question do not prioritize managing organizational change.
According to a person familiar with the business, Baker’s role had been largely operational across Mirum’s global offices. “That component is needed less” as regional CEOs have now taken up those responsibilities, the person said, explaining the likely reason why Mirum eliminated the CMO role.
With the new leadership appointments, Seaford, who became Mirum’s first U.S. CEO in July 2018, is now strategically placing key leaders across the country, the person explained. May is based in Arkansas, Painter and Mathew in Chicago and Zincke in Minneapolis.
“[Seaford] is being very strategic in spreading the work across the country,” the person said, so that Mirum’s San Diego headquarters is no longer seen as the sole “strong hub.” This source added, “she’s creating a more diverse team, truly. … They’re all great leaders.”
Still, “John is a major cultural loss to the business,” the person said. “He will be missed by all the entrepreneurs in the network.”
Khabie’s exit earlier this year came on the heels of the merger of Wunderman and JWT, although he said he had notified WPP CEO Mark Read about his plans to resign in early 2018. In an earlier interview, Khabie declined to reveal any specific plans regarding his next venture but said he hoped to have a related announcement in the coming months that would “definitely” fall within the marketing and technology sectors.
If it sounds cliche, it probably is. Ironically it is also exactly what our clients are asking for and even using it as the name of the initiative as they look for new approaches to marketing.
At Mirum we’ve been working on stepping back from the talk and doing the hard work around the systems and tools that can really allow people to work differently and deliver a better product.
At Dreamforce, SF Society Magazine posted some of my thoughts on how Salesforce can support agencies.
The challenge every company faces is how to be different, and how to be better.
For marketing agencies, this is doubly difficult. Our biggest asset is our people, and while we invest heavily in culture, people routinely move between agencies. They move because they can be productive quickly, and they can be productive because, despite all of the branding we put on our methodologies, what we do and how we do it is pretty commoditized.
And no one wants to be competing as a commodity.
We also have the challenge of client expectations. Moore’s Law has set the bar high. Every business is under pressure to make its product twice as good every 18 months, and to sell it at the same price.
Can we really expect our creative director to be twice as creative every 18 months?
The Salesforce marketing team also created this video:
It isn’t that for over 30 years direct marketing has told us relevancy increases conversion rates.
It isn’t because you’ve invested real cash in the tools to personalize but have a hard time managing the complexity of implementing it.
It isn’t because your customers get annoyed if they have to search for the information they are looking for.
It is because no one wants to be lost in a broadcast.
Yes conversion rates go up if you personalize. And yes you should use the full capability of the tools with simple strategies to get teams moving.
The real reason is to show you have empathy for your customers. Not because “the customer is always right” but because of the reason you got into your business in the first place. Because you want to do the right thing for your customers.
Found an old speech I gave in Berlin 2007. It was the first time I wrote out a presentation and learned it word for word, instead of preparing a set of notes and talking to them.
What is funny is how much the message is still relevant today, ten years later.
Strengthening and expanding a brand
Good morning and thank you for taking the time listen to my comments on branding for MVNO and mobile operators. I hope you are looking forward to Day 3.
You will be happy to hear is that I had considered doing a concentrated econometric analysis of the correlation between branding and ARPU growth across 15 international markets, but decided against it. I’m sure you have already seen quite a few powerpoint slides over the last two days – seeing as speakers average 1 slide every 10 seconds at a conference like this and you’ve probably been in 10 hours of presentation which means you have already seen some odd 3,600 powerpoint slides. I couldn’t possibly expect you to remember mine in such a state so instead I thought instead I’d tell you a story.
This is a story about brands and branding. It is made up of 3 simple points that are easy to remember, can be simple to implement and do increase customer loyalty. And loyalty means retention and revenue growth.
- 1 – Don’t Position yourself, Take a Position – There is no right answer, there is only one wrong answer — and that is not having an answer.
- 2 – Act, Don’t Talk – Your brand is not what you say, it is what you do.
- 3 – Communicate with the team – Don’t just talk to your customers, talk to your team and unite them around what you believe in.
Take a Position – There is no right answer, it is essential to have a single answer and believe it
What is the first thing we can learn from some of the most successful brands that have been built in the last decade. Brands like Google, Apple, Skype, Nike. These brands aren’t built on advertising, they are built on product innovation. Product innovation and product communication that focuses around a single very strong belief. Even in a commodity marketplace if you take a position, people will respond.
Google, Apple, Skype, Innocent Drinks – they are all single minded about what they stand for and focused all of their activity to reinforce a single message.
Google built a search engine after there were 5 other search engines in the market. They said we will innovate to amaze people and they have done that with search, mapping, text link advertising and email. There mission is to organise the worlds information – but there brand is based – in my opinion – on amazing people with what you can do with networked computers. Apple focuses on simplicity and design. Everything they do focuses on simplifying the task and make it beautiful.
At Ogilvy we call these positions a brand’s “Big Ideal.” Simply put you need to ask yourself a simple question and continue to return to the answer. The question is “The world would be a better place if …” The world would be a better place if everyone could find anything they were looking for immediately online. Google. The world would be a better place if everyones electronics were beautiful and worked well together. Apple.
For Dove, we believe the world would be a better place if women didn’t have a distorted opinion of beauty. Dove is in a competitive market with a fairly commodity product but Dove believes in real beauty and all of its products and marketing comes back to this core thought. What’s the truth about beauty? Dove recently set out across 10 countries and interviewed 3,000 women to find out. They learned that
only 2% of these women describe themselves as “beautiful,”
About 3/4 of them rate their beauty as “average”
Almost 1/2 of them think their weight is “too high”
When Dove took the position that women should see their real beauty, it found out a lot of woman agreed and because they believe in what Dove is doing, they buy their products.
Action – Your brand is not what you say, it is what you do.
If you believe in something, you have the taken the fist step that organises everything you do but if you really believe in something, you can’t just talk about it. You can’t market with claims, you need to market with services.
Nike says “just do it” and in 2001 it produced NikeID – a simple product configurator – call it a sophisticated online brochure – that allowed you to build your shoe online. They also realised they could send that request to the factory and ship it to your house. Now their website – which is a marketing tool – allows you to get the exact shoe you need to achieve your goals.
Take a simple sponsorship – The Run London 10k Road Race. Yes, they put their banners on the course and hand out runner hats with the famous swoosh, but they also offered an online tool that allowed runners to upload their favourite runs, share them with their friends, and track their progress in training for the event.
Today they’ve taken this idea on step further. Nike Plus is a monitor that records how you run and stores the information on your iPod which can then be synchronised with their website. This is a 20 Euro gadget – it started as a sales promotion with Apple – but given Nike’s obsession with helping people achieve their goals it lets you upload your numbers and your routes and your favourite tunes to a global community website. Track your progress on individual runs. Chart your calorie burn and compare it with other runners.
For Dove the services we’ve offered are a Self-Esteem Fund for young girls. A global forum where people can discuss issues around beauty. A commitment to using real women in all of its advertising – even if it takes 3 weeks to cast the perfect 50 year old for a Pro Age advertisement instead of the 3 hours with a modelling agency.
Nike and Dove understand branding and marketing today: It isn’t about telling your customers that your product is better, it is about doing things for them and people like them that complement your product.
Communication – Speaking to your team as well as your customer
The final tip focuses on communication. Today’s markets are complex and your organisations are run with smaller teams and everyone is incredibly busy. I’ve made the point that unless your whole team focuses on the brand ideal, you won’t deliver for your audience. The way this works is to take your “marketing idea” and communicate it across your internal teams from R&D to end sales.
This is a challenge – We all know we need our teams to be creative if they are going to be innovative and be relevant. 15 years ago you could simply tell the world that Gillette is “The Best a Man Can Get,” translate it into 50 languages and run your ads all with the same shot of the razor. Not the blue one, the shiny cool silver one. But what happens when you are asking your team to do events, you are expecting new applications on a quarterly cycle, that you need website applications – as well as tactical sales promotions to shift aging stock. The answer is you have to give your teams more – you have to let them take the ideal and work with it.
The good news is that if you have a strong ideal and focus everyone on supporting this belief, your marketing will naturally fall in line. The brand position isn’t just a tag line, it has to be a filter that can be used to evaluate marketing communications, website functionality, sales presentations, everything.
When Cisco says it believes it is the “Human Network” that is real amazing – not the routers and firewalls that make the IP network, it provides a single focus for its marketing organisations worldwide. It sets a stake in the ground that focuses on the benefit – that people can collaborate, communicate and work together — not just the product features. It forces everyone to return to a single point of reference whether they are an enterprise sales team, a direct marketer mailing small businesses or an awareness campaign for consumers that purchase through retail outlets and provides an easy way to say that work is “on brand” or “off brand.”
What is essential though is that the brand ideal is not seen as “just marketing,” it is seen as what the company believes in and everyone’s actions from product development, corporate management and local market sales promotion all rally around this one key point.
So, returning to our three key principals:
- Don’t Position yourself, Take a Position – There is no right answer, there is only one wrong answer — and that is not having an answer.
- Act, Don’t Talk – Your brand is not what you say, it is what you do.
- Communicate with your Team – Don’t just talk to your customers, talk to your team and unite them around what you believe in.
What does this mean for MVNOs? It means you all need to find a brand filter that your teams can rally around and you need to raise it up so it is more then an ad campaign. Only when you can come to a conference like this, or out on the strees with your customers, and have everyone give the same answer – that network is about phones that are fun, this network is about being a real reliable business tool, this is a network makes it easy for a parents to give a phone to their kids – then you will have real branding. And if you deliver on your beliefs, you will have loyal customers.
On Dove, our Vice Chairman and creative director had an interesting experience. He was in a London Taxi and mentioned that he worked in advertising and that he’d worked on the Dove campaign. The taxi drivers reaction was “that’s those posters with the fat birds innit? I like that, I can’t stand all of those ads with skinny bints – they’re not woman at all.” It is pretty clear that the Dove marketers didn’t intend for their campaign to be remembers as a “Fat Birds” campaign but it does show that a big ideal can be translated into any language for any market – even East London hackney.
If you talk about something your audience believes in, they will talk about it and that is the most effective marketing of all.
Hello everyone, for those of you that don’t know me I am John Baker, Frank Baker’s son, and thank you for coming out today and showing your support. It means a lot to all of us.
Right after my father passed away a friend of mine sent me a great quote — it said basically “no one should be afraid of dying, our biggest fear should be never living.”
We definitely don’t have that problem with Dad — he did more before he was 35 than most people imagine doing in a lifetime.
And this isn’t a boast, it is a gift. This means we can celebrate his life and do what he’d most want us to do — learn from it to make our own lives richer.
Most of us know that he was CEO of Andersen Group, but did you know he was hired as CEO at the age of 30 and held that job for over 45 years — even though the offer letter clearly states it was only a 2-year contract?
In 1959 Andersen Labs was a tiny electronics manufacturing company making components for missile guidance systems in West Hartford CT.
One story I heard was that when an important defense contractor came through to evaluate the company, he had my mom and his neighbors from Farmington fill out the back benches to make the company look big enough to get the contract. It must have worked, he took the company public as as “space stock” and then diversified by building it into a holding company that bought and sold over 10 other companies over the years.
In 1997, just before turning 70, he took Andersen into the newly opened up Russian market.
He partnered with some other big names in US private equity and took a controlling stake in a small Titanium manufacturer. As this company was rolled up into Russia’s largest Titanium manufacturer, he found himself sparring with some of Russia’s most famous oligarchs, and at a time when their power was unparalleled.
In 2000 he took over a business that had a contract with the Mayor of Moscow to bring cable broadband to the city. He raised foreign and local investment and when he sold that business in 2007, he sold all of the assets of Andersen Group with it.
And that is how he then made time to work on a little storm ravaged condominium association, Baytree, in Vero.
It is an incredible set of achievements, and demonstrates a successful career, but I don’t think we should be content to just remember what he did, we should work a little harder and try to capture who he was.
There is no doubt Dad was confident and capable, but he was also adventurous.
During the summer between his two years at business school, he and his French roommate got a set of sponsors to buy them an MG convertible so they could drive it from Boston to Rio de Janeiro. Remember it was 1954. There weren’t highways between New York and Chicago, much less Lima and La Paz. Armed with only a set of press credentials Dad got from someone, they drove through areas controlled by communist guerrillas in Guatemala and witnessed the revolution that followed.
While they were in Brazil, the dictator of 30 years died and Dad used his press pass to take pictures of the funeral and file them with the US papers.
And this entire trip was just 100 days over the summer break.
Obviously it helps on your adventures to be charismatic and Dad could definitely be convincing.
As an undergraduate trying to get on the Harvard Lampoon he convinced a group of friends it would be a good idea to “borrow” a 300-pound granite punch bowl from the Crimson (the grown up student paper at Harvard), and present it to the Mayor of Boston … while pretending to be a student group from Boston College! It didn’t take long for the mayor to realize it was joke, and they all laughed with the journalists covering the event. Yes, he made the Lampoon, and, yes, he made front page of the Boston papers.
There was something else that Dad cared about greatly and that was family.
When I think of my time growing up I’m always amazed to think of how incredibly active we all were.
When we went camping, we didn’t pull the car up to a nice camp site by a lake. We loaded up the station wagon – we called it the Momma Wagon — with dad, Karen, 6 kids, a couple friends, dogs, packs, boots, and parked at a trail head somewhere near North Conway and walked into the White Mountains for a week. Everyone carried a pack — big kids carried big packs, little kids carried little packs, the completely shocked Parisian daughter of his old roommate carried a pack, even Oliver, our golden retriever, had a doggie pack to carry his food.
Most week-ends we would work on the house on Deercliff road. It was a great house and Dad loved making it better. He was demanding as a general contractor, definitely. I can clearly remember the light flipping on at 8 am no matter what time I got dropped off the night before. A bowl of Raisin Brand and Grape Nuts, instant coffee, and onto the day’s program.
We’d build stone walls. We’d put up fences. We cut the lawn with a golf course style gang reel mower you had to run behind hoping it didn’t pull you into the woods or off the cliff.
One summer he cleared an area of small brush and planted some meadow seed in order to create an “Alpine Swale.” I’m still not sure that an Alpine Swale is real thing, but we created one and we loved it. And when he would entertain folks from the YPO or family friends he’d say, “look, we’ve made an alpine swale. Let me tell you what happens when you plant 1,000 crown vetch upside down — you get to plant them again!”
Dad loved doing things with lots of people, especially family.
And he didn’t stop at the immediate family but brought in extended family and friends. And friends’ families. Even ex’s, ex’s new partners and their families. He was always inviting everyone up to do something. He was incredibly inclusive.
This is because for families to be families they have to spend time together — and of course it being Dad that meant all of us, all together.
Together at night for dinner. Together every holiday week-end. Together around a campfire. Together on a 40-foot sailboat.
And we’d be together when he’d turn the spotlight on one of us with a classic set of 50 questions. That got intense, it has to be said, but I believe it is because he wanted to know us. it was because he wanted to make us stronger.
When he got back to owning sailboats, he first bought a C&C 38 called Finesse and later the Swan 47 Commotion that he and Karen lived on for years. And he would bring as many people as he could get on those boats.
He’d say bring your friends, bring your boyfiriend, bring your roommate. Or sometimes you’d find your friends sailing with Dad and Karen when you were somewhere else working!
Of course the first thing he would generally do is go straight out to sea and start practicing mark rounding and spinnaker driills, completely oblivious to the fact that the boyfriend or roommate was turning an obscure shade of green.
Yes, it was his agenda but the trips were amazing.
Marblehead to Maine, Newport to Bermuda, Antigua to St Lucia, across the Atlantic, Gibraltar to Majorca — these were epic trips he made happen for himself, but also something he gave to us.
And it carries on with his grand kids also telling stories of sailing trips on the next generation of boats.
His love of including everyone is why he and Karen bought the house in Farmington, Eight Bells, that was big enough to hold us all, and why as the grandkids got older he added a family room over the garage.
This meant they could host Memorial Day barbecues and big Thanksgiving week-ends. He could bring everyone together and watch the kids learn to swim, teach them to use a bow and arrow, or, of course, do yard work.
When you consider Dad & Karen owned that house for nearly 20 years, you see there is a set of kids that grew up going there.
Confident. Capable. Charismatic. Adventurous. Active. Inclusive. Driven. Successful.
These are the words that bring Dad back for me.
And if you are looking for that overarching lesson you can take from his life, I’d say it is simple: “it isn’t what you have that matters, it is what you do with it.”
Dad knew how to get a lot from everything he was given and everything he earned. He was a great father, an inspiring grandfather, and an amazing man.
And we have proof he would not want us to be glum today. As we reviewed his files we came across a hand written text from 2006 titled Funeral Preparation. He wrote,
“I had a great life. No sickness, did everything I wanted. I have wonderful children, a fantastic wife who I love very much and I made a few bucks. I would not ask for more, so lets celebrate!”
Had the good luck to go to CES this year. Like two years ago it is a big, big show, but I think I like it more after this trip. Not so much for the booths–although walking the floor with a good friend in from the London private equity scene was fun–it is more the clients and WPP teams that are there.
You can’t compete with LG or the new Chinese brands like LeEco, but you can have some really productive conversations and everyone is primed up thinking about technology and innovation!
Electronics at CES 2017? More like maker culture, actually.Our CMO John Baker covered a lot of ground at the tech world’s biggest event last week, and shares how innovative brands are the brands diving into maker culture.
There have been a number of articles post-election that look at how the tech industry and the internet pioneers are reacting to the upset. Re/code reported from tech entrepreneurs talking in anguish from the WebSummit stage in Portugal, the New York Times picked it up in the article below, the Atlantic asks if this will be a Silicon Valley’s Wake Up Call.
This isn’t a surprise, most digital companies are based in Democratic leaning metropolitan areas and the broader world sees the impact companies like Facebook, Google and Twitter have on how we get our information. Any upset forces people to question.
But there is a bigger shock to the the digital and tech community — have we been wrong about the techno utopia we think we’re creating? Is technology making the world a better, or a worse, place?
Since the iconic 1984 Apple MacIntosh ad, people that work in technology have embraced the idea that constant change driven by technology is progressive. We embrace change for the better. We believe digital networks create transparency which fuels an intelligent debate based on facts with decisions rooted in data. We build systems is to make us smarter and less beholden to whatever is the latest trend or headline, more efficient so everyone can have a better quality of life.
Instead of this Techno-Utopian vision that we see in tech companies’ manifestos, we are seeing a dystopia where bigotry and racism spread without check and polarize communities. Where complete lies are shared like facts. Where violence erupts more quickly because of the ability to incite like-minded mobs. Where jobs disappear to automation and analog dollars are replaced by digital pennies pushing increased income inequality and the belief that living standards are reducing for the majority.
Culture Eats Strategy for Breakfast is a well known business expression. Perhaps we need to recognize Culture Eats Technology for Breakfast as well. But unlike cutlure stopping a good strategy, culture eats technology to be amplified. Culture eats technology to reaffirm what it believes and broadcast it. Whether that is the Cluetrain Manifesto or the 88 Precepts, culture uses technology drive towards its goals and rally its people.
Which means as technologists we need to ask how we talk about the bigger problem. How we find the common ground between the camps.
It may be as simple as reinforcing the idea of being American — anyone who has been in trouble overseas and come across another American can attest to how quickly regional, sports, or class differences are replaced by a common national bond. It may that simple form of Humanism that happens when people are one on one as we saw when Pedigree brought a lost dog to Trump and Hillary rallies.
Technology won’t go away so we have to be better as using it.
We will be putting more microchips in more places, and over the next four years everyone from coast to coast will be checking Facebook and searching Google. Simple. All we need to do is find the common good and demonstrate the benefits to everyone.
Techno-Utopianism is here, it just needs to be better distributed.
Silicon Valley’s luminaries woke up Wednesday morning to a darkened new global order, one that the ceaseless optimism of their tech-powered visions seemed suddenly unable to conquer.
Across the technology industry, the reaction to Donald J. Trump’s electionto the presidency was beyond grim. There was a sense that the industry had missed something fundamental about the fears and motivations of the people who use its products, and that the miscalculation would cost the industry, and the world, greatly.
It is a great time to be alive if you love technology. In fact it is a great time to be alive even if you don’t love technology because the folks that do love it keep pushing the envelope which means the early and late majority get to revel in the benefits.
Innovation and user-centric design are pervading business. Entrepreneurs are spinning visions of new solutions. The media realizes tech innovation stories bring viewers.
And everyone is producing fantastic videos to showcase what could be next.
Here is a quick selection of amazing videos as examples.
Corning – A Day Made of Glass 2
The first A Day Made of Glass was a fantastic look at the future of display technology back in 2011. It has had more then 25m views which definitely demonstrates the power of visionary content. Even though Corning has gone more product-centric since, the sequel is worth viewing if you missed it because it puts technology into daily life — like the best science fiction.
Tesla – Wireless Charging
Tesla is of course synonymous with innovation but wireless charging for automobiles? This is fantastic in the original definition of the word.
Kickstarter Entrepreneurs – Kerv Payment Ring
Another great source of inspiration are the entrepreneurs pitching ideas on Kickstarter or other crowdfunding sites. Consider this payment ring from the UK. Kerv hit its kick starter goal and is working through production.
And of course no post about Digital Living can be complete without considering augmented and virtual reality. Having been to Redmond a year ago to do a number of these demos, it is impressive and mind reeling to consider how it can be applied.
Couple weeks ago I attended the Market Marketing Nation Summit and got to revisit how the amazing tribe of demand gen fanatics is going to take over the world. If direct marketers ever felt email took away the creativity of rolling 0ut an amazing dimensional DM pack with a maltese cross insert, I hope they have lost their spirit. What is coming next will require a lot of creativity as well as great strategy and understanding of data.
The argument for the CMO and CEO is simple: You know your customer experience is critical to your success and you believe your marketing is an important part of the brand experience. Since media has fragmented your anthem TV spot doesn’t define your brand experience, it is every e-mail, banner, sponsored Facebook post and website visit. You have to make them relevant or your competitors will and your customers will notice.
And of course you can’t manage that without software so it is time to talk about your plumbing, or the engine that powers the front-line of your brand experience.