Monday, October 5, 2015

“Technology is now even a double-edged sword” –

The marketing is under greater pressure to change than ever before, but that’s good news for the professionals, argues IBM CMO Caroline Taylor. For the first time could Marketing decision makers present at budget negotiations a “solid business case”. In an interview with HORIZON she explains how the job of marketers changed by digitization.

The task list of companies in the digital domain is still long. A recent IBM study shows a large gap between the company’s internal perception of marketing and the actual experience of consumers. Then look at nearly 90 percent of marketers the individually tailored customer experience as critical to success. 80 percent also believe firmly on you at all interactions and in all communication channels, individual customers and market segments including in view. They are also confident of their ability to provide exceptional shopping experience, both offline (75 percent), online on PC (69 percent) as well as via mobile devices (57 percent).

which, however, contrasts with the estimate of 80 percent of consumers indicate that brand owners do not perceive them as an individual. Only 37 percent of respondents find that their favorite retailer perceives them as an individual. This personalized customer approach should be able to afford the digital marketing plan, as recommended by IBM.

How is the job of the marketer has changed through the Internet?
In the past, the job of the marketer was done once the customer purchased the product. If it was possible to give the customer a good feeling that he had chosen this brand, the task was completed successfully. Today it is on the other hand it, to get the resultant by buying relationship alive and strengthen – and on a possible non-annoying way. The customer should remember back to the brand even in his next purchase and he should ideally also influence his girlfriend within the meaning of the brand.

Preach thus not a model that actually from the B- to-B Marketing is where customers are already purely professionally interested in new product updates? In B-to-C marketing the awakening of positive emotions but the really important thing.
is It’s correct. In the B-to-C communication has always been about the awakening of emotions. But now the emotional side of a trade mark in the B-to-B marketing is becoming increasingly important. Conversely, we can raise the use of content on a personalized level that was usual earlier only for business customers now also in the B-to-C marketing. This is the new face of marketing after digitization. It has become much more interesting, but as a process also significantly exhaustive.

The other side of that face, that marketing is reduced ultimately only be a direct result of the steady measurability. But this performance marketing then eventually consumed by long-term brand equity built up in the not investing because there are no directly demonstrable performance.
I do not think that this criticism goes to the heart. While the line between performance and classic marketing blurred, but that is helpful for both sides. For while I measure what is happening in real time, I can recognize the long-term success pattern of my trademark on an appropriate technology platform. While I can say better, whether the company is moving in the right direction, I can plan with greater confidence, but to focus simultaneously on the optimization of my daily operations in real time.

This digital marketing controller must However, nature-conditioned digital channels prefer because of their compatible measurability. Does that not, conversely, that they contribute as a gatekeeper of the marketing strategy directly to the abolition of all analog instruments?
From the final out of the analog channels, we are still very far away. In marketing, it is ultimately always about being with his message as where the customers are. And a marketing team is good if it can assess the potential of all available channels. The technology can and should be only a consultant here. The decisions still people.

But has someone already told the people? Or is marketing software not so attractive for many, because they hope to gain from being able to leave the responsibility for complex strategy decisions.
We may be here a learning process similar to navigation systems on cars experience. Also there had indeed only some drivers with their car in the river landing, before the idea took hold that one should not blindly trust his navigation system. Not for nothing the printed map is still used today for travel planning and just as I believe we should not simply leave as marketers despite the new technological possibilities our maps. As soon as companies can pass fully automate their marketing really crazy things. Technology is now even a double-edged sword: If you do not put them wisely, it can terribly go wrong No matter will carry that label of marketers in the future – how much digital expertise he or she must have to still be effective. “? br /> The marketing decision-makers will need to understand in principle what is technically possible and what tasks can be solved so concretely. But of course it is totally okay to have its experts for the concrete implementation. What is clear, however, that there can be no marketing digital transformation, which will be implemented only by the subordinate experts. If I did not firmly believe as the head of the department at the potential of data-driven marketing, I can hardly expect to use my employee seriously for the introduction.

It’s the question of whether the CMOs have a serious vested interest. Because is not the end of the CFO decide on marketing once all actions are fully measurable?
The CFO was also earlier a major stakeholder in the marketing decision-making process. But if I wanted to get the necessary budget for my marketing plans ten years ago, I still had to offer an impressive show as possible to convince the CFO. Today I can on the other hand due to the data of our marketing platform to argue with a really solid business case. I have never met a CMO who would not have been happy about the possibilities of our marketing software. Because the marketing job was on the strategic level also previously not easy. You may have had fewer channels that were planned. But you also had significantly less concrete indicators to prove his own contribution to corporate development. Accordingly then was the status of marketing in most companies. read cam

The full interview HORIZON subscribers in the current issue 41


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