This is Part 1 of a two-part posting on how to create and organize a center of excellence for demand generation and customer engagement
Kevin Joyce
Seasoned CMOs have all experienced it. A downturn in business and the sales EVP comes to the CMO and asks for one or more items.
As marketing leaders, we sometimes inadvertently lead our teams astray in demand generation efforts.
Bad things happen when sales reps ignore all of the insights their organization’s marketers place in the CRM system.
Embarking on a digital transformation can be compared to adopting a speed dating strategy.
In this increasingly digital world, expectations for marketing operations have never been higher.
As CMO, where do you start? How do you operationalize customer experience into a technology and data stack that empowers your people?
If you demand your website team structure their reports like this every week, the result will be an ever-improving website.
Let’s address the capabilities required to transform a traditional marketing organization into a modern revenue marketing machine.
Growing marketers must inevitably decide what markeitng operations to centralize and what to decentralize.
By seeing capabilities instead of skills, digital transformation becomes 10 or 20 capabilities we must acquire, instead of 200 skills.
Digital media spend is likely one of the largest pieces of the budget. But is it being well spent? How can you tell?
Management by objective (MBO) is intended to be measurable and directly tied to organization goals. But in marketing, they’re not.
Who owns data quality management? The campaign calendar? Let’s create some guiding criteria for coming up with the best answers.
What are CMOs held accountable for? Say we invest 5% of revenue in marketing, what do the CEO and board of directors expect in return?
