Archive for the ‘Mktg – Careers’ Category

HOT: Why marketing is important (and cool) … and, certainly not dead !

September 20, 2012

Earlier this week, we posted the HBR article claiming that “Marketing is Dead”.

Fact is, many folks think that marketing is nothing more than a bunch of b.s. being dished by shysters.

And, some folks (think finance majors) regard marketing as unchallenging & touchy-feely … a discipline for folks who can’t cut it in finance.

Au contraire, mes amies.

This week at the annual Marketing 101 session for 1st year MBAs, I tried to convey that marketing plays a central role in most companies, is highly analytical, and – done right – is harder than it looks.

From the HomaFiles archives, here’s the HOT (Homa Online Tutorial) that pitches the case.

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Are marketers happy in their jobs? …

August 15, 2012

According to the Business Insider, the answer is a resounding “no”.

Five of the “10 Unhappiest Jobs in America” are in marketing or sales.

Arguably, 6 of the 10  if you count program managers


Security Officers are the least happy folks in their jobs

Here’s the full list:

1. Security Officer

2  Registered Nurse

3  Teacher

4  Sales Engineer 

5  Product Manager

6  Program Manager

7  Marketing Manager

8  Director of Sales

9  Marketing Director

10 Maintenance Supervisor

… see the source for details.

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Ken’s Take: Geez, and teacher is number 3 on the list.

As a happy teacher and recovering marketer, I don’t buy the survey results

But, it is what folks are reading about the noble marketing profession.

Antidote: Honk if you’re a happy marketer !

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Wanna be a CMO? … Then, start crafting your ‘mosaic’

January 4, 2011

TakeAway: One of the major trends among global top marketing talent is that the concept of traditional brand marketers is giving way to an emerging breed of “mosaic” marketers. 

The mosaic marketer may be someone who has worked in several international markets or across different marketing or functional disciplines such as classical brand management, customer/channel marketing, retail, luxury and customer relationship management.

Focus on the P&L…sound familiar, Advance Mark Strat guys?

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Excerpted from AdAge, “How to Become a CMO” By Marie Han Silloway, December 8, 2010  

Given this new reality, we believe there are seven critical competencies necessary for CMOs to succeed in this playing field:

1. Be a visionary, creative thinker
See what others don’t see, resulting in a stronger consumer and commercial proposition.

Example: When P&G launched one of their shampoo brands for women in China in the early 1990’s, the brand director was agile enough to launch single use sachets (trial size packages) in addition to regular bottles. They understood that female consumers holding down blue collar jobs in factories did not want to buy large amounts of shampoo. Typically, the factories had common shower facilities and they did not want to share their ‘good’ shampoo with others. Hence the sachets were not only affordable, but removed the embarrassment of refusing to share their nice shampoo.

2. Communicate effectively in and out of the region

Example: Dermot Boden, CMO of LG Electronics, is a 23-year veteran from the consumer healthcare world who’s worked across 20 countries, such as the U.K., the Philippines, U.S., Brazil  and Japan. LG wanted someone from a different industry, but with some Asia experience, and Dermot’s mandate was to work with the team to establish and elevate the marketing to world class levels. to shift the focus from product to consumer, and to lead the way to building a stronger relationship with consumers.  It was actually a huge change-management agenda requiring Dermot to understand the state of LG’s marketing across all of their global markets and know how to communicate effectively, respectfully and with finesse about raising the marketing bar.

3. Handle a complex portfolio across diverse markets
A diverse brand portfolio requires thoughtful investment strategies that take into account operational needs and restrictions of the market. As a result, the new breed of CMOs must be visionary but also able to balance innovation with commercial practicalities.

4. Focus on the P&L
Marketing will receive more and more operational and bottom line targets.

5. Be organizationally savvy
In a common pitfall, executives don’t invest enough time building “bridges” within the organization. In the field, it’s the relationships that lead to trust that will get you the test market you want or the focus that you need to make an initiative successful. At headquarters, it’s the relationship and trust that gets the budget approved or the KPI blessed.

6. Develop talent
The CMO needs to develop a culture that values talent and must know how to build a flexible team that can anticipate rapid market changes. Marketing is one of the hardest functions to develop competencies for because of the depth and breadth of strategy, innovation, lateral thinking and international perspective required.  In particular, exposure to international markets, growth markets, mature markets, religious and culturally diverse markets.

7. Speak another language
Some clients have recognized the role that Asia plays in leading innovation in certain categories and have built global R&D centers to drive innovation out of Asia in cosmetics, personal care products, food and beverage, apparel design and even sports such as Badminton. 
Speaking the local language enables one to connect with the local market and teams in a way that no other can.

Edit by AMW

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Outlook is Optimistic for Marketers’ Job Security

April 15, 2009

Excerpted from Brandweek, “Marketers Expect to Keep Jobs, Budgets” By Kenneth Hein, March 14, 2009

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While many reports suggest the sky is falling for marketers, a large number of top-level executives feel that their jobs and much of their staff’s jobs are safe. What’s more, the majority do not anticipate cutting their marketing budgets.

The CMO Council interviewed 659 global senior marketers online between mid-January and March 2. Overall, it found that marketers are not planning major restructuring, head-count reductions or wholesale agency terminations this year.

More than half do not feel their jobs are at risk and 20.6% simply are not sure. More than a third plan to keep their teams intact and 26% expect to add staff.

“There was not as much panic about job security that we thought there would be,” said Liz Miller, vp, programs and operations at the CMO Council. “The big story for the marketing community is it is not about budget slashing; it’s about budget reallocation. Marketers are looking to better support the sales team, drive business growth and engage the individual customer” …

“It’s not about window dressing this year … Marketers need to stop looking at how to refresh our brand, change our logo or what we mean to consumers. This year they don’t have the millions to do that. It’s how do you do it faster, better and more efficiently with less cash to waste on things that don’t work. You need to better support your sales team because they need leads, that’s the bottom line” …

Marketers top marching orders from their bosses are: Growing and retaining market share (48%), lowering costs and improving efficiencies (44%) and improving customer insight and retention (33%).

The top factors affecting marketers are customer anxiety and cutbacks (49%) and slower, more complex selling cycles (38%). The top frustrations were: Insufficient budget (43%), the organizational culture (37%) and senior management mindset (33%).

Overall, “We’re coming out of a long phase where the wind was in our favor … When they are in your favor you don’t need to be particularly smart to be somewhat successful. In these conditions, you need to be a lot smarter than before.”

Edit by SAC

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