Over the past 15 years waging war in the technology marketplace, I’ve come
to appreciate that the first battle for marketing is often the one fought
inside a company between sales and marketing. Let’s face it, the two
functions are often at odds due to the he fundamental schism of one function
primarily rewarded for delivering near term results, i.e. get sales this
quarter, and the other function primarily rewarded for creating competitive
advantage and building brand preference.
It’s no wonder there’s a lot of finger pointing in the hallways and
conference rooms across America. But when internal struggles consume
cycles, it’s always with the collective company’s back to the customers
and prospects vs. forming a customer-facing united front, the only winners in
the fight are competitors who have figured it out.
So here are a few consideration for marketers on how t... (more)
It's anyone's guess when the recession bottoms out and we get back to
growth. Rather than remain in a "state" of denial - like California did for
too long - or adopt a hunker down mentality - "let's just ride this one out"
- as many companies have, there's a middle path of taking proactive measures
steps now, so that when growth reappears, your company is better positioned
to gain an unfair share of the increased customer demand that will be there
to harvest. Here are a few considerations to come out will your guns
Get back to basics. One of my colleagues recently s... (more)
Given all the pressure to deliver "in quarter" results, it's becoming
increasingly difficult to get executive attention on strategy formation
and/or re-examination. Executive energy is largely consumed with driving
operational excellence and available "cycles' are devoted to sales and growth
initiatives designed to drive near-term, measurable improvements in sales
and/or profitability. It makes sense given we are still "heads down"
working our way out of an enduring global recession.
Nevertheless, there's a risk that by ignoring meaningful strategy formulation
today, your com... (more)
Having created and shaped several successful brands over the past decade,
including FrontBridge (acquired by Microsoft) and FileNet (acquired by IBM),
there are a few fundamentals that are key to successful brand development. It
has to start at the top with the CEO supporting an investment in branding and
disciplined brand management. Without that, it’s a non-starter. Given
technology companies are continuously innovating and changing products, the
brand strategy has to be differentiated and relevant to target markets and
the executional guidelines have to be consistently applied... (more)
This Q/A with Grant Johnson, conducted recently by Drew Neisser, CEO of
Renegade, a NYC-based social media and marketing consultancy, also ran here
on The Drew Blog.
B2B companies for the most part have been playing catch up to their B2C
counterparts in the social media arena. One company that is coming on strong
in this area is Pega, a company that helps other companies be more focused on
their customers via BPM and CRM software solutions. I was delighted to able
to catch up with Grant Johnson, Pega’s CMO as part of the soon to be
released Social Media Fitness Study. (BTW, CMO’... (more)