Customer experience has to live up to expectations created by advertising, according to Ikea U.S. marketing manager Leontyne Green. "For Ikea, if the experience in the store doesn't meet the promise in our advertising, we not only miss the opportunity to build trust, but we alienate customers further than if we had ignored their needs altogether," she says.
In last week’s post, “Old Guys Scoring Jobs: The Sizzle Doesn’t Sell,” I told you about a 56-year-old ad exec and a 28-year-old executive MBA from Cornell who both feel they face career problems—because of age bias. They’re both worried they aren’t viewed as “sizzling” by employers. When facing age discrimination, you can just file a legal action. Or you can show the employer that you’re offering much more than the sizzle. You can show up with a highly-targeted business plan that proves you're worth hiring.
Last week I talked to a lecture-hall full of executive MBA students at Cornell’s Johnson School of Management. During the cocktail reception, a seasoned exec told me about difficulties in getting ahead at her company. Despite her prowess on the job, she thinks her age is the problem. My guess is she’s about 28. But old guys worry about bias, too. How can old execs compete with young creative types who have a finger on the pulse of what’s cool today?
Daniela Gorenstein is the executive at Groupon responsible for convincing Madison Avenue that the discount giant is a friend, not an enemy. She discusses why she thinks aad gencies are too hostile toward Groupon and how Groupon can help their clients. "Outside of just the one-and-done tests to drive a crazy amount of sales, what does that mean for that national brand next?" she asks.
How does a CMO prepare for the day the pink slip comes? Here are some insights from three executives--Nigel Dessau (Intel), Julie Ann Robertson (National Wildlife Foundation), Charlie Lawrence (Franke), who have recently found themselves in a transition.
When we think about our brands, we think long-term and short-term. I like to think in terms of reputation and advertising. My rep is based on my long-term behavior, how I handle myself, how I behave, and the trail I leave behind. Advertising is more ephemeral—I might try ways to enhance my visibility and to promote my products and services. Although an ad campaign might bomb, my rep keeps me afloat so I can try again.
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.
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.