Among the many changes wrought by the digital revolution, none is more profound than the effect it has had on the makeup of the marketing organization. A recent survey of marketing executives at more than 30 major corporations by The Boston Consulting Group aims to determine what, exactly, is going on organizationally and how these companies plan to capitalize on the opportunities afforded by today’s technologies—which they, rightly, see as difficult and time-consuming tasks.
Ray William Johnson curses constantly, often gives his audience the finger, and sometimes dresses up as a penguin, but he is attracting more than 5 million regular viewers, making him the biggest draw at Google Inc.'s online-video outlet. To be sure, major marketers like McDonald's have also taken notice.
P&G's CEO says he's cutting his ad spend and laying off employees because of the efficiency of new channels like Facebook and Google. But the assumption that digital media is free is one that too many marketers fall into. Success in all marketing channels lies in the way you integrate them with one another.
Choices about hierarchical structure and task allocation across managers are critical to current theories of organization. This paper focuses on is whether a firm assigns activities to functional managers to coordinate corporate-wide functions and exploit synergies (e.g., CMO and marketing activities) versus assigning activities to general managers responsible for business units.
The following 10 pillars will serve as the foundation for an adaptable business model where opportunities are readily assessed and innovation is regularly practiced. The reward is relevance, affinity and advocacy, creating an adaptive culture that signals an end to business as usual.
Companies are looking for specialized skills to access emerging markets and consolidate the customer experience. Here's a look at a number of executive appointments that illustrate new priorities.
As is often the case, even a list of 100 leaves room for desire. This compilation errs on the side of diversity rather than focus multiple spots on the staff of a few leading organizations to omit redundancy. In addition, numbering is secondary to overall inclusion.
Two recent articles argue that brainstorming doesn't make people more creative. So how might we remake the brainstorming process, given what science tells us?
One way that many organizations deal with social media gone wrong is to create guidelines for their employees. But more important than any guidelines you might write is the internal culture change needed to real to make yours a true social business.
As head of marketing for Samsung, Younghee Lee wants consumers to love Samsung the same way they love Apple. “Mobile can be a symbol of who you are,” she says. “A lot of people believe ‘what I have in my hands is me.’”