... encounters as they approach product manufacturing, reducing service variability in a six sigm... more ... encounters as they approach product manufacturing, reducing service variability in a six sigma-like fashion. ... We believe that companies do not have the luxury to decide whether or not ... that better explains customer behaviour and a road map for building modern service brands. ...
"Purpose – Despite efforts by researchers and managers to better link marketing activities with b... more "Purpose – Despite efforts by researchers and managers to better link marketing activities with business financial outcomes, there is general agreement that by and large CMOs (and marketing in general) have lost strategic decision-making influence within organizations. This research seeks to understand the causes of this decline and offer recommended solutions to counteract this trend.
Design/methodology/approach – In-depth interviews lasting between 40 and 55 minutes were conducted with twenty-five CEOs of service companies located in Western Europe, North America, and Australia. In total, thirteen difference countries were represented. Using Emerging Consensus Technique, we identified four main themes which cause the goals of CEOs and those of CMOs/marketing to diverge.
Findings – The primary cause of the decline of strategic influence of CMOs and marketing overall with CEOs is a function of four key issues: 1) the role of the CMO (e.g. task overload, focus on tactical issues, ‘outdated’ skill set), 2) lack of financial accountability (e.g. the inability to connect marketing efforts to financial returns), 3) digital and social media (e.g. a perceived obsession with new technology), and 4) lack of strategic vision and impact (e.g. lost sight of ‘core’ job, use of irrelevant metrics).
Practical implications –Our findings indicate that CMOs must address the four key issues uncovered for marketing to attain/regain a role in strategic decision-making. A proposed roadmap for putting marketing back on the CEOs agenda is presented to guide CMOs.
Originality/value –This research provides marketers with a CEO eye view of their role within organizations.
"
... encounters as they approach product manufacturing, reducing service variability in a six sigm... more ... encounters as they approach product manufacturing, reducing service variability in a six sigma-like fashion. ... We believe that companies do not have the luxury to decide whether or not ... that better explains customer behaviour and a road map for building modern service brands. ...
"Purpose – Despite efforts by researchers and managers to better link marketing activities with b... more "Purpose – Despite efforts by researchers and managers to better link marketing activities with business financial outcomes, there is general agreement that by and large CMOs (and marketing in general) have lost strategic decision-making influence within organizations. This research seeks to understand the causes of this decline and offer recommended solutions to counteract this trend.
Design/methodology/approach – In-depth interviews lasting between 40 and 55 minutes were conducted with twenty-five CEOs of service companies located in Western Europe, North America, and Australia. In total, thirteen difference countries were represented. Using Emerging Consensus Technique, we identified four main themes which cause the goals of CEOs and those of CMOs/marketing to diverge.
Findings – The primary cause of the decline of strategic influence of CMOs and marketing overall with CEOs is a function of four key issues: 1) the role of the CMO (e.g. task overload, focus on tactical issues, ‘outdated’ skill set), 2) lack of financial accountability (e.g. the inability to connect marketing efforts to financial returns), 3) digital and social media (e.g. a perceived obsession with new technology), and 4) lack of strategic vision and impact (e.g. lost sight of ‘core’ job, use of irrelevant metrics).
Practical implications –Our findings indicate that CMOs must address the four key issues uncovered for marketing to attain/regain a role in strategic decision-making. A proposed roadmap for putting marketing back on the CEOs agenda is presented to guide CMOs.
Originality/value –This research provides marketers with a CEO eye view of their role within organizations.
"
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Design/methodology/approach – In-depth interviews lasting between 40 and 55 minutes were conducted with twenty-five CEOs of service companies located in Western Europe, North America, and Australia. In total, thirteen difference countries were represented. Using Emerging Consensus Technique, we identified four main themes which cause the goals of CEOs and those of CMOs/marketing to diverge.
Findings – The primary cause of the decline of strategic influence of CMOs and marketing overall with CEOs is a function of four key issues: 1) the role of the CMO (e.g. task overload, focus on tactical issues, ‘outdated’ skill set), 2) lack of financial accountability (e.g. the inability to connect marketing efforts to financial returns), 3) digital and social media (e.g. a perceived obsession with new technology), and 4) lack of strategic vision and impact (e.g. lost sight of ‘core’ job, use of irrelevant metrics).
Practical implications –Our findings indicate that CMOs must address the four key issues uncovered for marketing to attain/regain a role in strategic decision-making. A proposed roadmap for putting marketing back on the CEOs agenda is presented to guide CMOs.
Originality/value –This research provides marketers with a CEO eye view of their role within organizations.
"
Design/methodology/approach – In-depth interviews lasting between 40 and 55 minutes were conducted with twenty-five CEOs of service companies located in Western Europe, North America, and Australia. In total, thirteen difference countries were represented. Using Emerging Consensus Technique, we identified four main themes which cause the goals of CEOs and those of CMOs/marketing to diverge.
Findings – The primary cause of the decline of strategic influence of CMOs and marketing overall with CEOs is a function of four key issues: 1) the role of the CMO (e.g. task overload, focus on tactical issues, ‘outdated’ skill set), 2) lack of financial accountability (e.g. the inability to connect marketing efforts to financial returns), 3) digital and social media (e.g. a perceived obsession with new technology), and 4) lack of strategic vision and impact (e.g. lost sight of ‘core’ job, use of irrelevant metrics).
Practical implications –Our findings indicate that CMOs must address the four key issues uncovered for marketing to attain/regain a role in strategic decision-making. A proposed roadmap for putting marketing back on the CEOs agenda is presented to guide CMOs.
Originality/value –This research provides marketers with a CEO eye view of their role within organizations.
"