Two of my very good friends, Romi Mahajan of the KKM Group and Aseem Badshah of Socedo shot a video discussing our most recent blog post on the Return of the Marketing Mix. Ultimately, marketing is a mix of channels, tactics, and bets, of which some are measurable and some are not. It’s time for marketers to reclaim their role as engagers, risk-takers, and experimenters!!
Agile Marketing, Business Intelligence, Content Marketing, Conversational Marketing, Innovation, Interactive Marketing, Marketing, ROI, Social Media, Social Networking, Thought Leadership, Transformation
Are Marketers over indexing on ROI and the return of the Marketing Mix?
Agile Marketing, Business Intelligence, Content Marketing, Conversational Marketing, Data Mining, Enterprise 2.0, Inbound Marketing, Innovation, Interactive Marketing, Marketing, Real Time Marketing, ROI, Strategy
The Return of the “Marketing Mix”
Fashions change.
This cliché doesn’t apply just to hemlines and jeans, but to business as well. Anyone who claims that business is all about logic and data needs to get a reality-check; Marketers are perhaps the worst offenders here, much to their detriment. Of late, Marketers have suffered from a deep alienation from the real essences of their profession and we hope that 2018 will usher in a return to sanity.
This alienation – or departure from sanity in Marketing- stems from the over-indexing on Data and Measurement. While this sounds strange, even counterintuitive and heretical, it stands the test of logic and does not require a deep knowledge of Marketing to understand. Data and Measurement are no doubt valuable but they can also be the refuge of scoundrels.
The key in the above paragraph is the term “over-indexing.” In other areas of life, the tendency to over-index is called zealotry. In Marketing, the zealotry of measurement has created an untenable situation in which Marketing is asked to be as resilient as Physics or Mathematics; So too are Marketers, who feel forced to conform to the fashions of the day. For the past decade or so, the fashion has been “Performance Marketing” or, in a wild conflation of strategy and channel, “Digital Marketing.”
The genesis story here is a good one. Marketing for a long time appeared to be a cocktail of guesses mixed with a dose of manipulation. Organizations started to get frustrated with the lack of predictability and rising costs associated with Marketing and the ecosystem of agencies and media companies that had to be invoked when even considering bringing a product, service, or brand to market. Theories of consumer reception abounded, but the overall logic of Marketing appeared to be something akin to “do it and it will work.” Since no company could afford to shut off all Marketing, they continued in an inertial frame for decades.
Then came the Internet. Almost overnight- or so it seemed- behavior patterns changed. In addition, the almost infinite real estate and low cost of replication on the Internet, allowed for a completely different cost structure for Marketing. Completing the hat-trick was the fact that digitized Marketing can be “revved” quickly and tests of efficacy can be run in record time. A heady mix indeed!
And for a while it seemed great. Marketers could “go to market” quickly and bypass the usual middle-men.
Soon, however, the false “quants” took over and started writing how Marketing was both a “Science” and “Predictive.” Tomes could be written about the false attribution that plagued the marketing scene with the eminent measurability of Digital Marketing. We neglected Pater Semper Incertus Est.
Marketers new to the profession became one-channel ponies. They only knew Digital Marketing. They also grew up under the totalitarianism of measurement. They believed in the falsity of attribution and hewed only to the channels that provided an easy story for attribution.
Lo and behold, pundits declared the demise of “traditional” marketing. Some said TV was dead. Others eulogized radio. Still others print and outdoor. Digital Marketing was ROI Marketing and ROI Marketing was King (forgive the pun!)
The zealotry created real problems for real Marketers. First, they were subjected to Wall Street-type time-frames. What would in a sane world take a year, had to be measured in weeks or months. Second, the need to show ROI created a channel bias in which they were forced to market in only those channels which were eminently measurable. Third, they lost the Art which defined Marketing and chose, instead, to genuflect at the altar of a false science. CMOs lost their jobs in 18 months because they could not prove the ROI they agreed to. Marketing lost its way.
Fast forward to now.
Are Marketers ready to reclaim their profession? Are they ready to bring back that Evergreen-yet-needs-to-be-
We predict that 2018 will be the year in which Marketers re-embrace the notion of managing a portfolio of bets, of which some are measurable and others are not. The rush to measurement restricts the channels Marketers pick to engage with, not unlike a Chef with an infinitude of ingredients but only one ladle and one pan with which to create a gourmet meal.
The portfolio will no doubt contain elements of Digital Marketing but will also likely concentrate on what the current and future audience really needs and could, thus, index on physical marketing, TV, Radio, Outdoor, even Print. Who knows. Why discount ideas and channels a priori?
Ironically, the zealotry around measurability and ROI lands Marketers in an ironic soup- they restrict themselves from generating real ROI by thinking of it as an input and not as an outcome.
All fashions have their arc. It’s high time we reclaim Marketing from the ROI zealots and re-engage with the world as it is and as it could be.
Guest post by:
Romi Mahajan, Blueprint Consulting
Steven Salta, Agilysys
In much of industry, the idea of “Digital Transformation” has taken root. At the core of this process is the need to replace antiquated and “slow” processes, products, and service offerings with agile, automated, and “smart” processes, products, and service offerings. In addition, digital transformation is about the inclusion of all potentially interested parties (employees, partners, customers, influencers) in the creation and execution of new lines of business and innovation.
While the concept of Digital Transformation has been around in the entire Internet Age, necessary elements have indeed been missing. First, not always were the underlying technologies ready for “prime-time.” What works in manicured and controlled environments doesn’t always work at scale or in fast-moving, instant-decision environments. Second, the culture of transformation has not always been present with many forces internally and externally being focused on the power of the status quo. Third, Digital Transformation requires the foregrounding of certain parts of the organization at the perceived expense of others parts. With these constraints, the prevailing scenario for transformation has been characterized by the gap between intention and execution.
Of the organizational barriers that impede the progress for Digital Transformation, the schism between IT and Business is perhaps the most profound. Business users in organizations are governed by entirely different imperatives than IT teams are. While business changes, roles and cultures do not always keep up with the dynamism of business models and the directives that come out of the C-suite.
Business users are defined by the “Power of NOW!” while IT is chartered with issues of security, governance, compliance (and at times control) that if applied in the canonical methodology, are antagonistic to the time-based agility that has come to define modern business.
This happens even when IT teams and Business teams are friendly and believe in the same overall set of goals. This is the result of technology configurations that were not flexible or adaptive, two defining characteristics of true Digital Transformation.
When IT and Business are in Harmony, agility is possible in a way that does not run afoul of the core mandates of IT. When IT and Business are in structural harmony, all of the manic energies of the organization can be trained on the same end goal.
Running IT like a Business and running Business in an IT-native world are keys to Digital Transformation. At stake here is the ability of organizations to navigate the shoals of modernity and complexity, in which every expanding pools of data and ever-growing avenues of expansion characterize business.
As such, Digital Transformation is the ultimate expression of IT-Business Harmony and IT-Business Harmony is the starting point of real Digital Transformation.
Guest post by:
Romi Mahajan, KKM Group
Srini Venugopal, Epicor Software
Data is the watchword in organizations large and small. In fact, how an organization frames data is the single most important determination of future success or failure. As some put it, Data is the new “oil,” the commodity of most value in the modern age.
Many business leaders understand this intuitively. As business-users in the organization are forced to make larger number of critical decisions with larger “payloads” on a more frequent basis, the idea that these decisions must be data-driven is at the fore. Gut instinct is fine but gut instinct inflected with timely, contextual, and comprehensive knowledge of relevant data is a winning strategy.
While the idea of being “data-driven” is fundamental and powerful, most organizations fall short. Intentions are necessary but not sufficient. For most organizations, the technology and operational infrastructure that defines their “data” is predicated on notions that made sense in an earlier era in which there were simply less sources of data and less change to existing sources. The “size” of the data question makes for a complexity that is not pre-defined and therefore the solution to the data problem has to be flexible and adaptive. Data infrastructure maturity is necessary in today’s business environment and has 4 basic qualities: Governance, Security, Agility, and Automation.
Without these 4 qualifiers, 2 core facets of the solution are absent- democratizing access to data and liberating IT from the backlog and fatigue associated with constantly-changing business needs. Business-users work in the “NOW” timeframe while IT has its own rhythms. In order to truly be data-driven in a way that scales, organizations must empower business-users while simultaneously freeing IT to innovate. While there are cultural hurdles to this state, the biggest blockers are infrastructural.
Until very recently, good enough was, alas, good enough. The internecine conflict between Business and IT was considered just a fact of life, a “cost of doing business.” With automation technology, business users’ data needs can be managed on the fly and without the need for reactive hand-coding, conferring agility to the business teams and handing time back to the IT teams to innovate and more resources from lower value tasks to higher value tasks. This structural win-win is available today and harmonizes the needs of Business and IT.
If data is the new oil then an infrastructure to capitalize on it is necessary- an infrastructure that is mature and “Hub”-like. While all organizations are different, they are similar in their data needs and the data platforms that win will accommodate diversity and change inherently.
Guest post by:
Romi Mahajan
Chief Commercial Officer, TimeXtender
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Social Listening: Harness Marketing Insights from Consumer Conversations
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Your Customer Experience Never Sleeps: Creating a 24/7 Partnership
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Stop Drowning in Digital Data: Social Listening for Campaign Measurement
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Pilot to Deployed: Employee Advocacy Is How You Scale Social
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The Social Sales Cycle: Real-Time Customer Engagement
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Boldly Take Your Content Where No One Has Gone Before: Tactics for Better Content and Competition Analysis
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Sentiment Analysis: Extracting Meaningful Information While Not Oversimplifying Your Data
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Moving from Screen to Device and Back Again: The Omni-Channel Experience
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Scaling Social Globally: Best Practices for Engaging with an International Audience
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How to Create a Cultural Model for Effective Social Media Management
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Real Talk about Real-Time Marketing
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From Data to Direction: How to Convert Social Media Data Into Actionable Insights
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Protecting Your Brand: The State of Social Infrastructure in the Enterprise
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Marketing at the Speed of Life: Engaging Consumers When, Where, and How They Want
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Advocate Marketing Decoded: 5 Proven Steps to Powering Advocates in Retail
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The Mobile Enterprise: Engaging Where Your Customers Are
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Engaging Employee Advocates: How Electronic Arts Is Activating Employees to Amplify the Brand’s Message
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Transform Events into Meaningful Experiences: Lessons in Real-Time Marketing
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Customer Service Is the New Marketing: Turning Satisfaction Into Sales
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Content Marketing: Is 2014 Really Shaping Up to Be the Year of Video?
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Superb Social Customer Service: The New Key Differentiator
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From Employee to Advocate: Mobilize Your Team to Share Your Brand Content
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Measurement: Best Practices on Turning Insight into Action
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It’s All One Big Bucket: Paid, Earned and Owned
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Multi-Screen Engagement: Marketing Across Devices
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Trust is the New Currency: Innovative Models for Business Transactions
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Too Many Platforms: The Next Wave of Social Management Integration
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Social Organization: What are Best Practices for Internal Collaboration?
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Social Media Predictions for 2014: What Do You Need to Watch?
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Reengineering for the Age of Social Selling: Structuring the Modern Sales Team
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Socially Driven Collaboration: How Social Business is Changing The Roles of Marketing and IT
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Native Advertising: Latest Ad Fad, or the Future of Publishing?
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Your Advocates’ Content Outperforms Your Own: Learn to Leverage Advocates to Create Brand Content
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The Essential Guide to Webinars: Deliver Value to the Right Audiences
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Empowering Employees: Could Your Staff Be Your Best Brand Advocates?
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What Is a Social Media Expert? Professional Development in an Evolving Field
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Making an Impact on Facebook: Buy Attention, or Earn It?
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Trending Your Small Business: Twitter Strategies and Tips for the Entrepreneur
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Infographics, Images, and the Value of Impressions: Why are Visual Features Vital to Social Marketing?
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Monetizing Facebook for Small Business: A Hands On Guide
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Retail & the Mobile Web: Showrooming, Social Shopping, and More: Webinar Replay
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Webinar date: 2/05/13
Social Media & Organizational Change: Disruptor or Facilitator?
Participants: Romi Mahajan, Vivek Bhaskaran, Joseph Jaffe and Paul Dunay
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What’s Next for the Social Media Age? Predictions from the Experts for 2013
Participants: Kat Mandelstein, Ray Wang, Peter Coffee and Paul Dunay
Webinar date: 12/18/12
Harnessing the Power of Networks: How to Incentivize the Online Behavior You Need
Participants: Lauren Friedman, Rob Fuggetta, Mark Kithcart and Paul Dunay
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SEO, Influencers, or Quality- What is Your Trump Card in Content Marketing?
Participants: Wendy Lea, Jeff Ogden, Lee Odden and Paul Dunay
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Effective Brand Marketing on Twitter: How to Rise Above the Noise
Participants: Morgan J. Arnold, Andre Bourque, Belinda Hudmon and Paul Dunay
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Marketing Goes Mobile – and Local: How Location-Based Services Transform Mobile Marketing
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Webinar date: 10/23/12
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CMRO Quantarium
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Welcome to my blog, my name is Paul Dunay and I lead Red Hat's Financial Services Marketing team Globally, I am also a Certified Professional Coach, Author and Award-Winning B2B Marketing Expert. Any views expressed are my own.
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