The CMO CLUB Weekly Poll Results: How many board members including your CEO have significant marketing backgrounds?

120 CMOs responded:
50% 1 to 2 Board members
45% No Board members (0)
5% 3 to 5 Board members
0% 6 or more Board members

A few Quotes from CMOs in the club who responded:
“When I participate in board meetings I am the only legitimate marketing expert in the room. We have 3-4 ex CFOs, 2-3 ex Sales, and 2-3 ex HR but no Marketing.”

“The biggest challenge I have in leading the growth agenda is getting caught up in board and CEO discussions on tactical marketing where everyone has an opinion on marketing, vs the more important strategic customer engagement issues.”

“I like being the only marketing expert in the room. Even with a few one off questions, they look to me as the expert and tend to stay out of my way.”

“There is an increased interest from my CEO on bringing more customer or marketing expertise to the board vs. the CFO heavy board expertise today..”

Pete Krainik's CMO Insights - CMOs are like NBA Coaches - You are Only As Good As Your Team

I was listening to ESPN the other day and they were discussing NBA Coaches and their success. The conclusion, Phil Jackson, Coach of the World Champion Los Angeles Lakers, would not win a championship or even make the playoffs with my local team, the NJ Nets (on target to end up with the worst record of all time). NBA coaches are worth a few extra wins per year and can lead team to championships, as long as their talent is one of the best in the league.

Now let’s think of our position as CMOs. We need to lead the growth agenda for the company, lead the brand beyond the marketing department, engage with customers effectively and deliver value and customer service, ensure our company is differentiated in the market, and meet or exceed our metrics doing more with less. We can’t do everything ( although sometimes I fall into this trap and see many other CMOs going down this path), so the only way we can do all of the above is to make sure we have a team of the best marketers, business people, and leaders in our industry. How many of us really have the best, demand only the best and put the right amount of effort into training, coaching or replacing as needed to have a best in class marketing organization? Top to bottom, how would you rate your team? Everyone a star or best at what is needed for each position? No exceptions allowed. We focus and deliver on this and we have more time and insights for influencing our CEOs, board, and customers.

You don’t guarantee being the best in your industry with an all-star marketing team, but you have no shot without it.

Pete Krainik Interviewed by MIP Talk - Insights on Marketing and Customer Engagement

Click for Pete Krainik Interview

CMO CLUB Weekly Poll Question: Social Media and Predictive Analytics Tools are Biggest Needs for CMOs

Last weeks CMO CLUB Poll question: What Platform or tools do you have the biggest need for as CMO? One answer was expected, one answer surprised me.

Number one with over 27% of CMOs responding, Social Media planning and execution tools. No surprise here. Platforms and tools in this area come up at every CMO CLUB dinner these days. The interesting point in these conversations is a growing interest among CMOs for tools to help them plan their Social Marketing strategies within broader company strategies, vs. tools just for improved execution. This is a shift from 3-4 months ago.

The second largest response with over 25.5% of CMOs is predictive analytics or modeling. This is one area for CMOs in the club where you either believe and are passionate about predictive modeling in marketing or your don’t. Its all in or all out at this point for many. This will be one of our breakout sessions at our November CMO CLUB summit in SF.

Marketing Operations tools and platforms was third with almost 22% of CMOs responding as their biggest need. Based on CMO CLUB dinner conversations this is one area hit hard by recent economy and budget crunches within marketing. Large amount ot frustration but not number one for investment now. I think this number will change as we come out of the downturn. Lots of pent up frustration here.

Another surprise was the fact less than 12% found SEO/SEM tools and platforms as their biggest needs. Many CMOs have these in place and are now working on improving performance and return.

Are you using predictive modeling in marketing? What tools are you using for developing your social marketing strategies?

Does your Company Behavior Line up with Your Brand Messages and Promises?

I just finished reading Jonathan Salem Baskin’s recent blog “The Fatwa on my Head” http://dimbulb.typepad.com/my_weblog/2009/05/the-fatwa-on-my-head.html , and thought his insights timely given my thoughts after our CMO Thought Leadership Summit this past week.

My favorite quote from his blog is “Fond feelings toward names or logos don't have a direct link to sales. We can strive to make people think happy thoughts until we've exhausted our marketing budgets, but if branding is intended to get people to think about branding, it's sort of a circular, pointless pursuit.”

One of the single biggest take-aways from our summit, the breakout sessions and the conversations at breaks, dinners, and our reception, is the fundamental shift in marketing from brand building thru messaging, creative advertising and big marketing campaigns, to driving the growth agenda for your company by influencing the company wide behaviors your demonstrate.

I think about a recent conversation I had with Todd Townsend, new head of marketing at Qwest ( recent CMO at Sonic Drive In ), and when I asked him the single biggest take away from his time at Sonic that Qwest can benefit from, he quickly responded the focus on operational excellence within marketing and the entire organization. Susan Lintonsmith from Red Robin Restaurants, Ram Menon from Tibco, Mike Hogan from Gamestop, Scott Lutz from SAP, Kim Feil, in her keynote presentation, on her progress and plans at Walgreens, Barb Dondiego from Level 3 Communications, Ted Rubin at elf Cosmetics, Phil Clement at Aon, and others all had conversations with me recently in which their ability to influence company wide behaviors and customer facing employee buy in and commitment to customer service is what’s helping drive the brand.

Clearly we as marketing officers in our companies need to understand our target customer segments, develop “high impact”, clearly defined messaging and differentiation, etc. and implement programs to educate and influence our target audience as to why we are the best, or different, etc. But our role in driving the “actions talk louder than words” reality is critical to our success.

I also think that companies and Brands that have focused over the years on Brand Communications and campaigns exclusively are having a harder time moving to this “always on” social marketing approach as it requires a customer and partner engagement and a company wide behavior shift.

Does your company behavior align with your brand messages and promises?

Over 80 CMOs Expected at The CMO CLUB Thought Leadership Summit on May 19-20 in NYC

http://www.docstoc.com/docs/5162984/The-CMO-CLUB-May-Thought-Leadership-Summit-Agenda

Agenda, speakers, venue and registration details at www.thecmoclubsummit.com

Pete Krainik Shares Latest CMO CLUB Poll Results: Is Your Replacement working for You? CMOs say NO.

This past week's CMO poll question was simple. Do you have a direct report ready to be CMO? Over 91% of CMOs survey said NO. Thats’s right, over 91 % do not feel they have a current person working for them that could lead a marketing organization. Why is that? I asked that question to a number of CMOs at dinners this past week. A number of CMOs said they really do most/all of the strategic work in the company and their organization is really in place to execute the plans. Good execution skills, less strategic thought and leadership needed.

I had a theory that the larger the company, the higher the probability that a key report is being groomed or ready to lead the marketing organization. This is not the case. No difference in size of company and response to this question. Maybe given that many of us are brought in to lead significant change in the organization, the current staff is part of the current approach which needs to be changed? However, the question is someone ready, not is someone lined up to be CMO.

Do you think given many of us are brought in to fix major company wide problems in a short timeframe, grooming our replacement is a luxury we really can’t afford to focus on?

As leaders of our groups, we have the responsibility for development of talent and grooming the next generation of CMOs. As we talk about talent development and creating high performing marketing teams, the more reports we have that think, deliver and lead like CMOs, the better our organizations.

Sounds like time to rollout The Future CMO Club.

What % would CIOs or CFOs say have direct reports ready to be CIO or CFO?

Pete Krainik Shares Latest CMO CLUB Poll: Who is Driving Growth Agenda for your Company? CMO? Think Again.

Last weeks CMO CLUB poll question asked CMOs who was driving the growth strategy for their company. Of all CMOs that responded, only 21.4% stated they were driving the growth strategy. 28.6% stated their CEO drives the growth strategy and 25% stated Business Units drive the growth strategy. I was surprised by this number and assumed the number would be closer to 50% for CMOs when I developed the question.

In every CMO CLUB dinner I host, the conversation always includes a discussion on the role of the CMO, where they add value in their company, and how they differentiate themselves within the executive management team. Most CMOs feel they must be viewed as the “Go To” executive on the team for some critical strategic area of the business beyond corporate communications, demand generation expertise, branding, or sales enablement. What is that “Go To” area?

Many CMOs feel we must be THE EXPERT on our customers. No one in the business should know more about our customers (current and future) than the CMO. Anytime there is a question or request for insights on customers all eyes should look to the CMO.

Others feel they must be THE EXPERT in articulating the value prop for the company, products and services. Other CMOs feel they must be THE EXPERT in approaches for engaging customers.

A few weeks ago at our Atlanta CMO CLUB dinner, a definition of marketing (and the CMOs top priority) was shared that Marketing (and the CMO) are responsible for developing and driving the growth agenda for their company. I loved the discussion and have come to the conclusion that being the “GO TO” executive on customer insights, engagement, etc. are requirements for a seat at the table, but delivering on the growth agenda for your company is the key differentiator for the best CMOs in the industry. Think how you would answer this weeks poll question and then determine what you need to do to make sure the answer is CMO in the future.

Is your Organization Learning as Fast as the World is Changing? CMOs in Atlanta Share Ideas, Feb. 4, 2009

Sharing ideas for “Accelerating the Development of Top Marketing Talent” was the focus of our Atlanta CMO CLUB Dinner last night, February 4th. A senior group of CMOs including Joe Rooney from Cox, Jeff Gregor from Turner Broadcasting, David Grocer from Park N Fly, Phil Dolan from Navicure, Jessica Miller from Newell Rubbermaid, plus others shared perspectives on Talent Management lead by Peter McNally of (r) evolution talentPeter provided a number of great insights spurring a number of interesting and valuable conversations including:
1) The fundamental flaw of teaching and inspiring individuals to apply new approaches by attending management development programs. If other members of the individuals team have not taken the course, efforts to change may be resisted. Better approach: training entire management teams together.
2) The importance of internal talent development vs. always hiring from the outside. Outside hiring can cause retention problems, undercutting the ability to develop talent internally, with longer term erosion of management talent. Peter sited Talent on Demand by Peter Cappelli as a good book for exploring other outmoded models.
3) Is your Organization learning as fast as the world is changing? Do you have processes and programs in place to stay on top of the changing world? A number of CMOs noted that staying on top is not just for the junior people on our teams, but all management (it is about leadership, right?)
4) Development plans are not just for correcting problems. How focused are you as a CMO on building on your talent’s strengths in development plans?
5) CMOs should develop an inventory of skills and competencies across four dimensions, a) Thought Leadership, b) Personal Leadership, c) Marketing Mastery, and d) General Management.
6) Creating teams of highly motivated members is more important now than ever. Develop a real rallying point for the team and reward behavior in support of it. One CMOs called it getting your marketing team “in the zone”.
7) Make sure not only A rated managers hire A rated people, but B Rated hire A rated (vs. C rated). This is extremely important for longer term success.

I can tell the CMOs at the dinner were engaged based on the number of notes being taken and follow up conversations planned. Peter will be leading a breakout session at our May Thought Leadership Summit in NYC, May 19-20th so those of you that missed the dinner can benefit from his insight.

Pete Krainik Shares Recap of New York City CMO CLUB Dinner: It's All about Customer Segmentation and Retention

25 members of The CMO CLUB met on Feb 3rd at the New York City dinner (a record turnout) to share insights on marketing metrics and frameworks for responding to requests for marketing budget cuts. Chris Chanyk of MarketingNPV lead a roundtable discussion on 4 alternatives to consider for budget cut frameworks:
1) Portfolio Management
2) Priority Customer Relationship Impact
3) Marginal Return Analysis
4) Decomposition Matrix.

Other highlights from the conversations and specific examples from CMOs at the dinner include:
1) Its not about cutting one marketing vehicle or another, but thinking more carefully about customer segmentation and then applying limited resources to priority segments.
2) Customer loyalty and retention are first priority for many at the dinner.
3) Consumers in B2C and Customers in B2B are relating to brands on an emotional level, it is essential to tap into the passion of your customer, and engage with all of their senses. Social media is not about a new vehicle to push ads to consumers but a place to listen and learn from customers. Everyone talks about this but many CMOs admitted they are not where they want to be with leveraging social media this way.
4) Even with the growth of digital marketing and social media, in some industries, traditional media is not going away altogether. Print and TV are still effective for some demographics or industries. The key is the program or campaigns across the required media, not media specific approaches.
5) As CMOs, many of us lose sight of the importance of making sure your brand is aspirational. CMOs need to make their brands something that people have to have/can’t live without. Think in these terms when planning for 2009 and beyond.
6) Its not about awareness but the three A’s - Awareness, Association, and Advocacy (for both B2C and B2B)

Finally, during a thorough discussion on the current state, value, and future of social media, two upcoming training sessions and events were highlighted as available free to members of The CMO CLUB:

Social Media One Day Certification Program in NYC on Feb. 17 (One free registration for any member of marketing team with their CMO as member). Contact CMO CLUB member Roger Hollander if you or someone from your team wants to attend at 212.920.5514.The CSMS™ - Certified Social Media Specialist One Day Course Description:As advances in Social Media are bringing unprecedented efficiencies to both personal and professional relationships everywhere, having an in-depth and practical understanding of the latest Social Media terms, tools and technologies is becoming a critical part of the executive skill set.The CSMS™ (Certified Social Media Specialist) conveys an objective understanding of current Social Media terms, tools and technologies, and how they relate to each other, both individually and combined, to help executives build effective and comprehensive Social Media strategies that accomplish attainable and measurable organizational goals.The CSMS™, the first professional Social Media certification of its kind, was designed developed by Training Capital, Inc. and is being offered to members of the CMO Club and their reports.

Digiday:SOCIAL and Digiday:MOBILE Events in NYC on March 12th with free VIP registration for CMOs in the club and their reports ( details and to register attached). A few members of the club will be keynote panelists at the events. Digiday Social and Mobile Event Details for CMO CLUB Members.doc

Finally, our next NYC CMO CLUB dinner is set for March 12th right after the Didigday Event Reception and will include case study discussion around Leveraging Social Media. Register at www.signmeup.com/63475

15 CMOs Leading CMOs Only Sessions at The CMO CLUB Summit This Week (Details to get Recaps/Videos/Presentation Decks from Sessions)

We are two days away from The CMO CLUB’s “CMOs only” Summit in San Francisco and over 60 CMOs are scheduled to attend the two day sessions focused on sharing ideas on 1)ROI/Metrics, 2) Effective Marketing in a Down Economy, and 3) Leading company wide change and influence as a CMO.

15 CMOs plus other selected “thought leaders” in the industry are set to share insights and lead worksessions with CMOs at the summit.

Some of the “high impact” sessions include:
- Heidi Melin, CMO at Polycom sharing her expertise and lesssons learned in meaningful measurements and monitoring for day to day success
- Michelle Cervantez, CMO at Jaccuzzi and Greg Estes, new CMO at Mozes sharing specific ROI metrics and processes they use to ensure success and leverage metrics for effective relationships with their CEO
- Eileen Zicchino, CMO at JP Morgan sharing her insights on how she has remained as an effective CMO for 9 years now, especially in these trying times
- Report of our CMO CLUB research on “Driving In-Market Success by Leading Organizational Alignment” – interview results and CMO survey results to be shared.
- CMOs Hope Frank, Phil Clement, and Jarvis Cromwell sharing their insights on Marketing in and Economic Downturn and what it really means for CMOs
- Phil Delrivo from Total Beauty, Mike Doernberg - CEO at ReverbNation, and Stuart Halperin –CEO at Ultimate Movie Site, sharing ideas for pushing the envelope on new approaches for online marketing (not online 101 but true “game changing” approaches)
- Meredith Hanrahan – CMO Salary.com, Ram Menon – CMO Tibco, and Holly Ripley-Boyd – CMO at Ness Technologies leading a panel and group session on “Being a Better CMO”.

After reviewing all sessions with speakers and session leaders, the insights are going to be amazing and it is great to see all session leaders bringing their “A Game” to the summit.

All members in the club will be receiving live session recap updates from the summit and access to full videos and presentations from the sessions after the conclusion of the summit.

If you have not joined the club yet, are the head of marketing for your company, and want access to insights from 60+ CMOs from the summit plus access to CMOs only dinners and our CMOs only website, please request membership at today at www.thecmoclub.com

We are already working on our May 19-20, 2009 CMO Summit in NYC so hold the date and let me know if you would like to help lead a session.

Insights from CMOs: Pat Lapointe on Marketing Measurement

Pete Krainik interviews Pat Lapointe, Marketing Measurement Expert and Managing Partner, MarketingNPV. Topics include why measurement programs stall, ideas for turning around stalled programs, examples of companies doing it well, plus advice for CMOs with a desire to measure and improve marketing investment. 15 minute audo interview.

MP3 File

Pete Krainik: Update from The Consumer Goods Growth and Innovation Forum: Do You Have Innovation Processes/Platforms in Place as CMOs?

I was fortunate enough this week to attend Consumer Goods Technology’s Growth and Innovation Forum, an entire conference focused on sharing ideas on approaches for ensuring innovation success within the Consumer Goods Industry. A great event that marketing executives should put on their list of events to attend.

Yesterday I had lunch with Jennie Rodriquez – VP Strategy at Coca Cola, Mary Beth Robles – VP Innovation at Colgate-Palmolive, Jeff Bellairs – Director Worldwide Innovation at General Mills, Kurt Schweitzer - VP at Kimberly-Clark, Karen Milley – Director Product Development at Smucker’s, Raymond Lau - Principal Scientist at Altria, and Tony Grzesik - Industry Specialist at Microsoft. The lunch discussion quickly moved to innovation and the approaches, platforms and internal/external environments required for innovation success for new products, services and technologies. Given the importance within the Consumer Goods Industry of creating a stream of new products and product extensions, I was surprised at the level of focus, discipline and most importantly, the passion from each of the Innovation Execs at the table.

Everyone of these companies have implemented structured ideation processes for 1) collecting and prioritizing ideas from employees, partners, and consumers, 2) designing and implementing idea collaboration platforms for input, sharing, and then managing delivery of prioritized ideas, and 3) programs for motivating employees and customers to come forward with ideas and rewarding them for winning ideas.

As heads or marketing and officers in our companies, innovation plays a large part of our leadership role. How many of us have structured ideation processes like the product groups within Consumer Goods companies? I’m not suggesting expensive platforms and “creativity smothering” policies and procedures, but simply putting some effort into how you best incent the input of new ideas, idea collection , collaboration (to build on the ideas) , and prioritization of ideas and the project management for delivery.
In addition, at the end of the dinner I asked the group for one piece of advice they would give CMOs regarding innovations. There answers:
1) Think about more strategic, higher impact, innovations then shorter term tactical needs.
2) Think broader across the business vs. marketing department only innovations. Demonstrate the “Officer” part of the CMO title.
3) Champion innovation efforts within your company. Invest time for input and feedback to innovation teams and help motivate employees working on innovation efforts.

Pete Krainik on Creating a "CMOs Only" Summit With The Goal of being the Most Valuable Event CMOs have Ever Attended

As a fellow CMO, I wanted to reach out to you and share details on our upcoming CMO Peer to Peer Summit, November 6-7 in San Francisco. When I was CMO at DoubleClick and then EVP Marketing at Avaya, I became frustrated with many of the "CMO" events in the industry. Vendor driven "Pay to play" presentations, room key sponsors, "So What" Marketing 101 Presentations, and CMO events with less than 20% of the attendees as real CMOs. Sound familiar? Come join other CMOs this November in SF.


Register for the summit at: www.signmeup.com/60982

I look forward to seeing you at The Summit and please call me at 908 342 1632 with any questions. You can get more details on the club at www.thecmoclub.com

Pete Krainik Thoughts on The Three Things that Really Separate CMO Stars from other CMOs

Last night was our 8th CMO CLUB dinner in September and as I attend the dinners and listen to CMOs around the country, it is becoming clearer and clearer to me that when you set aside all the new hot marketing and social media technologies, discussions about the short tenure of CMOs, and the down economy, there are three things that really separate CMO Stars from all the others.

The first thing, marketing expertise and the ability to combine the art of customer engagement with the science of hitting your numbers, is the area most CMOs spend their time. We all think about how to differentiate ourselves through our campaigns, websites, and PR activities. We focus our time and resources on developing our demand generation engines (B2B and B2C) and working with our teams and outside vendors to integrate the data with planning tools, analytics/reporting tools, and monitoring metrics, etc. We think about ways to leverage new social media and ad networks within our integrated approach to customers and partners. We create our scorecard and ROI dashboards and share them internally within out teams and our management. 90% of our CMO CLUB dinner conversations are in this area. In my opinion we have a large number of CMOs throughout the club that excel in this area and are always in demand for giving advice at dinners and our events.
Listening to hundreds of CMOs it has become clear to me that CMOs that combine the expertise noted above with the following two areas of expertise, are the CMOs with the best jobs, careers, and tenure.

The second thing: You are an officer in the company so focus on delivering value as an officer. This is much harder to accomplish for many CMOs, but your ability and comfort level in interacting with your CEO and other C Levels is critical to not only keep your job but thrive in your role. Become THE expert in your company on your customers and be the one at the C Level table that is looked to whenever strategic planning goes on for implications, reactions and success with your customers. Start every conversation with you CEO on the current revenue and profit picture and plans and ideas for THE BUSINESS, NOT JUST MARKETING, to maintain or improve results. Ensure your ROI metrics deal in those terms and those terms only (you can have your own department specific metrics on costs per lead, solicits to responder rates, days to close qualified leads, brand awareness and consideration, etc.). Really think about how an officer should act and what they focus on and make sure a large part of each week is in support of those areas of focus.

The third thing: Your success is driven by how aligned and motivated your company employees are with your marketing, demand generation, and customer engagement plans. The really, really successful CMOs are experts in this area and enjoy engaging employees throughout the organization. I keep thinking back to Kevin Joyce’s presentation at our May Summit and his obvious commitment and success in this area within Kodak. How much time are you spending every week sharing your marketing plans with other departments and partners? I think the stars are spending significant time in this area. Get people excited about what your company stands for, why you are different, your plans for getting the word out and driving sales.

So in summary, continue to be the company expert in delivery of marketing plans and development of the marketing operations engine for ongoing success, but increase your focus on acting as an officer and aligning your company around your marketing plans, if you want to make more money, stay longer and get on that short list for a CEO position. Any other recommendations for being a CMO Star?

Pete Krainik from the iMedia Brand Summit – One Stop Shopping for CMOs plus an Interesting Idea for Staying on Top of New Digital Marketing Tools

I’m in San Diego this week at the iMedia Brand Summit. Hundreds of people here and only a handful of CMOs. I love this event as it gives me a great snapshot of all digital media trends, new technologies, and a sharing of ideas on how many of the most aggressive and insightful Brands are leveraging digital media. A good 2 day investment for CMOs.

I ran into David Smith, CEO at Mediasmith last night at the cocktail reception and thought he had an interesting approach to staying on top of changing digital marketing. I asked him how his agency stayed current on all the latest technologies and approaches. In addition to everyone’s regular responsibilities, he created a list of key areas like widgets, video search, ad networks, etc. He then went to all the younger people in his office and asked them to pick one area they had a passion for and to become the “go to” person in his agency for this area. Benefits include a deeper focus in each area without everyone having to try to stay on top of everything plus a great motivator for young talent to be appreciated and a key part of their company.

As CMOs you may want to use this idea in your marketing organizations. Any other thoughts for staying on top of ever changing digital marketing?

A CMO Dilemma: Is Your CEO treating your position like an Agency?

A few weeks ago I was having a drink with Phil Clement, CMO at AON, the multi-billion dollar Risk Management Services Company, and we starting talking about the short tenure and issues of credibility for CMOs. Phil raised an interesting point, he noted, ”one of the problems I see, is the CMO in many companies, is treated like we treat agencies”.

Are you in this situation?
1) New agency review every 2 years. Has your company looked for a new head of marketing every two years?
2) When budget cuts are required, agency budgets get cut first. Is your budget the first to be approached for cuts?
3) Agencies are hired many times for a specific expertise, or “creative ideas” track record, and viewed as a “one trick pony” of expertise and value. Were you hired or promoted for a specific “expertise” or are you always asked by your CEO and other C Level peers for “creative” update?
4) Many times companies hold agencies accountable for delivery then review results in a “dog and pony show” format. Do you tend to rely on “show and tell” videos, print ads, and campaigns?

If so a few suggestions for moving to true “C” level respect and support:
1) If you continually demonstrate results and pull your peers and CEO into ongoing planning and results sessions around revenue, new business, customer engagement and satisfaction, and brand growth, you avoid the annual “Marketing dept. review session”. My experiences show, out of site, means out of mind, and results in an agency approach to your value. Agencies come in periodically and are not viewed as singularly focused on your business. Make sure you are in the conversation all the time and viewed as singularly focused on business success.
2) Make sure you blend your specific marketing “expertise” with demonstrated expertise in business leadership. This comes up in every CMO CLUB dinner yet we still tend to migrate quickly to marketing metrics, marketing vehicle leverage, or new social media for customer interaction. For example, be known by your peers and CEO as the “Branding Expert” AND person that brings products to marketing faster and more successfully than anyone in the company.
3) It’s all about the numbers. Demonstrate not only your ability to deliver revenue, profits, etc. but demonstrate how you leverage metrics to manage day to day progress and change quickly as needed to continue to move the dial. Get out from behind the “high flash” presentations to your peers and CEO and move to a business review format and approach.

These are just a few ideas to get the conversation started. What other advice would CMOs give to avoid getting caught up in the “treated like an agency” dilemma?

Pete Krainik Interviewed on "Be The Voice" Blog with David Spark

Interview by David Spark from Spark Media Solutions on the growth of The CMO CLUB.

http://bethevoiceblog.com/?p=14[3

Insights from CMOs: Retaining and Motivating Marketing Stars

Michele Deziel CMO at Modiv Media, Ram Menon EVP Worldwide Marketing at Tibco, Warren Rifkind CMO at Community Loans of America, and Alex Romanovich CMO at EPAM share their insights and lessons learned on how to retain and motivate your marketing stars. Highlights of the discussion include specific examples of what worked and didn't work in their careers, what to do when someone announces they are leaving, and the types of assignments and responsibilities lead to motivated stars.

MP3 File

Insights from CMOs: New Approaches for Demand Gen in B2B

David Scott, CEO Marketfish (recent CMO at Entellium), Tim Matthews, CMO PGP, Andrew Gaffney, CEO Demand Gen Report, and Pete Krainik, The CMO CLUB, discuss new approaches for improved demand gen in B2B. August 12, 2008

MP3 File