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	Comments on: Chief Marketing Officers Admit Confusion and Concerns	</title>
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		By: Harry Klein		</title>
		<link>https://www.corporate-eye.com/main/chief-marketing-officers-admit-confusion-and-concerns/#comment-10870</link>

		<dc:creator><![CDATA[Harry Klein]]></dc:creator>
		<pubDate>Wed, 14 Jul 2010 16:30:09 +0000</pubDate>
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					<description><![CDATA[This data is fascinating to me in that it looks like it could have been been collected 20 years ago. The old marketing adage &quot;I know that 50% of my marketing isn&#039;t working, if I know which 50% I get rid of it&quot; is clearly still in play. 

The data &quot;reveals&quot; age-old marketing challenges of ROI, accountability, and delivering great customer experiences haven&#039;t been addressed by many marketers - not that they always can be - I truly understand that. 

But marketers can only begin to address these issues by developing a clear understanding of customer segments, developing robust, repeatable marketing processes that can be continuously improved, putting the customer at the center of all activity and fully embracing the social world in which we all now operate.

Marketers set themselves up for failure by not doing these things. When marketers make it up as they go they set themselves up for failure. When marketers are alienated and/or isolated from IT, operations, and sales they set themselves up for failure. When marketers don&#039;t have the support and buy-in of the C-suite they set themselves up for failure. When the C-suite sees alienation, isolation and lack of process all they can turn to to make a decision about anything is ROI. 

Organizations must recognize that customer experience must be defined by marketing. But it must be delivered on by a collaborative effort between marketing, sales, operations and especially IT. In the age of social media marketing IT is more of a strategic partner of marketing than ever before.

Marketers also have to get over themselves and understand that they are no longer in charge of messaging and branding. Yes they can and should create strategic marketing, messaging, and branding plans and implement them as best they can. But the &quot;reality&quot; of their brand is being defined in the market as customers and prospects make the determination as to whether or not their experience with the brand aligns with the brand promises. It&#039;s just that simple. Continuing to desire control of messaging indicates a fundamental lack of commitment to listening to customers. If you don&#039;t or won&#039;t listen to customers as a marketer or as an organization you will fail. 

Now I&#039;m not advocating spending an organization into oblivion to make customers happy. I am simply advocating that we live in the age of the customer. Everyday customers are more empowered and better equipped with new tools, data and knowledge. As marketers we all must have be listening and engaging with them in honest and open conversations or we will fail.]]></description>
			<content:encoded><![CDATA[<p>This data is fascinating to me in that it looks like it could have been been collected 20 years ago. The old marketing adage &#8220;I know that 50% of my marketing isn&#8217;t working, if I know which 50% I get rid of it&#8221; is clearly still in play. </p>
<p>The data &#8220;reveals&#8221; age-old marketing challenges of ROI, accountability, and delivering great customer experiences haven&#8217;t been addressed by many marketers &#8211; not that they always can be &#8211; I truly understand that. </p>
<p>But marketers can only begin to address these issues by developing a clear understanding of customer segments, developing robust, repeatable marketing processes that can be continuously improved, putting the customer at the center of all activity and fully embracing the social world in which we all now operate.</p>
<p>Marketers set themselves up for failure by not doing these things. When marketers make it up as they go they set themselves up for failure. When marketers are alienated and/or isolated from IT, operations, and sales they set themselves up for failure. When marketers don&#8217;t have the support and buy-in of the C-suite they set themselves up for failure. When the C-suite sees alienation, isolation and lack of process all they can turn to to make a decision about anything is ROI. </p>
<p>Organizations must recognize that customer experience must be defined by marketing. But it must be delivered on by a collaborative effort between marketing, sales, operations and especially IT. In the age of social media marketing IT is more of a strategic partner of marketing than ever before.</p>
<p>Marketers also have to get over themselves and understand that they are no longer in charge of messaging and branding. Yes they can and should create strategic marketing, messaging, and branding plans and implement them as best they can. But the &#8220;reality&#8221; of their brand is being defined in the market as customers and prospects make the determination as to whether or not their experience with the brand aligns with the brand promises. It&#8217;s just that simple. Continuing to desire control of messaging indicates a fundamental lack of commitment to listening to customers. If you don&#8217;t or won&#8217;t listen to customers as a marketer or as an organization you will fail. </p>
<p>Now I&#8217;m not advocating spending an organization into oblivion to make customers happy. I am simply advocating that we live in the age of the customer. Everyday customers are more empowered and better equipped with new tools, data and knowledge. As marketers we all must have be listening and engaging with them in honest and open conversations or we will fail.</p>
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