Fundamental Shifts in Marketing | Marketer Glen Drummond | AQ’s Blog and Grill

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Announcer: AQ’s Blog & Grill. Alan: Hi. Welcome to AQ’s Blog & Grill. Today
we’ve got Glen Drummund here. Glen, welcome back. Glen: Thanks Al. Great to be here. Alan: This is great. People are chatting,
and people talking about, people are writing about, this role of Chief Marketing
Officer. I think what’s interesting, and what’s emerging is
how the CMO role is migrating, is being influenced, or is actually
moving directly into the Chief Technology Officer space or
the Chief Information Officer space. There seems to be some merging
happening there. What do you think about this? Glen: I’ve heard some people, most recently
the Customers Experience Forum in Miami, there were some presentations talking
about this phenomena. Gartner has written about it, say
that by 2017, the IT spend of the Chief Marketing Officer will
exceed the IT spend of the Chief Information Officer in the organization.
We live in an industry that in some ways is a footnote
to that great ‘Wall Street Journal’ ad that says, ‘I know that
half the money I spend on advertising is wasted, I just don’t
know which half.’ Every layer of technology that we see coming
in from the most advanced content management software that
allows for personalization of content, marketing automation,
sales force automation; the ecosystem in that technology
stack that’s aimed at the Chief Marketing Officer and people
reporting into that function; all of it is intended to create
optimization, scale, using analytic feedback to correct errors
and improve incrementally on those errors. There is one thing, though, that’s, I think,
worthy of note, and that is that the reason this area has been
so prone to error in the past is because it ultimately deals with
intuition and an understanding of human motivation, and the
relationship of motivation and behavior. Where software that
historically has been able to say … say you take inventory
software and you say, ‘An inventory of customers is analogous
to inventory of boxes in a warehouse,’ let’s say. A box in
a warehouse is a physical object and a perspective customer
is a relational entity. Being really critical about the interrogation
of our assumptions that goes into the configuration
of that software, I think, is going to determine whether any particular
CMO has a long and sustained run or is ultimately held
to account for a set of investments that should’ve worked based
on the promises of the software but didn’t because of the
flimsiness of the assumptions that were used in employing that
software. I think it’s a really important challenge for us. Alan: Interesting. I’m going to make a wild-ass
prediction right here and say that by 2015, 2017, 4 years, 5 years out,
that the CMO will actually be the Chief Customer Officer. Glen: The names of the role and so on, even
the terms we use like Marketing Customer Experience, and so on; they’re subject
to great morphing pressure through trends and so on.
There is one reality, and that is that the purpose of an
organization is to create and sustain customer relationships.
That’s not going away. The challenge, I think, that is presented
to us when we are starting to use this incredibly sophisticated
technology is that as we do, it really interrogates some
of our earlier practices. We have to ask ourselves, ‘Will
models like demographics or even simple behavioral feedback
provide enough insight to truly personalize that content?’
I think the answer is, “No, we have to go deeper.’ Announcer: AQ’s Blog & Grill.

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