How would you characterize the strength and effectiveness of your marketing organization? Do you have the right talent, martech tools and focused strategy required to compete at the level necessary to grow within your industry?
Technology’s role in transforming marketing cannot be understated. Digital channels, automation and a multitude of platforms have helped expand the marketer’s role, requiring expanded skillsets and increased IT investments for successful execution of marketing plans. Yet most marketing teams remain understaffed and overburdened. It is in this environment that marketing as a service (MaaS) has emerged.
Oct 23, 2013
It’s an inevitable point in the life cycle of every great advancement or leap forward: that moment when the exceptional becomes the norm. It happened with phones, televisions, automobiles – things that were revolutionary concepts when they first arrived, but eventually nearly everyone had one, and suddenly owning such items isn’t viewed as remarkable, rather as necessary.
The same holds true for business skills, and that was the focus of a book I recently read by Jay Baer called “Youtility.” New technology has always demanded new skills, but as we’ve seen time and time again, as the technology becomes more prevalent and “the norm,” so too do the skills required to operate it, and that has an impact on how businesses should look for and asses new talent.
Jul 19, 2013
It’s a question every company faces with any new initiative or strategy shift that may require new or different skills and resources: Should we keep it in-house or are we better off paying someone else to do it? Sometimes arriving at an answer doesn’t take more than two seconds of thought. Other times, more due diligence is called for, and that’s what we’re going to examine in today’s post. I think there are four areas of analysis businesses need to consider when deciding whether or not to keep work in-house or look outside the company: core competencies, personnel, other resources (equipment, machinery, software, etc…) and financial impact/cost.
The first question you need to answer (aside from the main question of this post) ties directly back to the core competencies of your company. Is the new work or initiative you are considering in line with your core business competencies? To put it another way, will it divert the focus of your business and your people away from what they do best? To use an example on an individual scale, it doesn’t make sense for a sales person to spend time designing and building his or her own email marketing tool. That’s time spent not working leads, and no matter how great it would be to have an email marketing program built to 100% custom-fit specifications, it’s just not worth the effort with so many other viable options on the market. That example segues nicely into our second area of analysis…
May 14, 2013
Last Thursday, DocuStar and the Cincinnati American Marketing Association teamed up to host a panel
discussion featuring executives from the Cincinnati region. Participating in the event were Jerry Kathman, President and CEO of LPK; Chris McNamee, Vice President Marketing, Hobsons; Ed Burghard, CEO & Manager at The Burghard Group; and Heather Adkins, Vice President, Chief Strategy and Mission Officer, The Christ Hospital Health Network; and moderating was Dan Knowles, President of Brand Ubiquity.