AMRO ads and landing pages break the Rule of Specificity; they never reveal what is being sold. I look over this page, and I still have the same, burning question: What does this company sell? Read her full post.
If you are in the San Francisco Bay Area at the end of the month, Pragmatic Marketing is presenting at Software 2005. The conference runs from Apr26-27 at the Santa Clara Convention Center.
Software 2005 is a one-stop event that delivers best practices for the entire life cycle of a software company with sessions on funding, development, launch, scaling, liquidity, and managing in mature markets. The conference features a powerful lineup of speakers, breakout groups, and networking opportunities -- all designed to provide insight into the most important challenges facing software executives today. (http://www.software2005.com/)
Marketing departments at technology companies are losing influence in the C-suite, primarily because of their inability to show the effectiveness of their marketing investment. More than 80% of respondents in the CMO Council study said they were dissatisfied with their ability to prove marketing ROI.
'Particularly in technology and telecommunications sectors, the marketing role is often subjugated,' said Donovan Neale-May, executive director of the CMO Council.
Neale-May said the biggest problem is the lack of effective marketing measurement systems. 'You have to show in a very exacting way where and how marketing is impacting the performance of the company and the value of the business,' he said.
Here's how companies surveyed measure the effectiveness of marketing.
Today, there is a major shift in thinking on how to build a major corporate personality. To play the game, one must clearly figure out the secret powers of e-commerce and the role of new technologies in contrast to traditional print and old-fashioned, mass-advertising driven models. Read Avoiding Cyber Oblivion by Naseem Javed.
We don't have time for the strategic when we're consumed with the tactical. Christine Hannis, head of communications for BBDO Europe writes,
"People can't bear to miss a call. Everybody thinks the next call can be something really exciting. And getting so many calls proves social success. It fulfills a fundamental insecurity."
How many rocks can you add to a bucket of sand? Phone calls, meetings, and email are the sand; visits to the market are the rocks. Is your day so filled with the tactical that you haven't allocated time for the strategic portion of your job?
We truly live in a Dilbert world. Product managers often express concern that their company either has no strategy or, if there is one, they don't know what it is.
In The Quest for Exceptional Workforce Performance, Accenture reports that only 12 percent of respondents reported that more than 75 percent of their workforce fully understands the company's strategic priorities; and just 17 percent said more than 75 percent of their employees understand the connection between their jobs and corporate strategy execution.
In the absence of a corporate strategy, each department creates their own: development builds, marketing brands, sales sells. Product management has an opportunity here to identify the corporation's distinctive competence based on customer input, and communicate it both within the product teams and to the senior execs.
Product management is a well-understood role in virtually every industry except technology. In the last ten years, the product management role has expanded its influence in technology companies yet we continue to hear the question, "Who needs product management?" Read the Apr 2005 newsletter: Who Needs Product Management?
Let's assume someone really good-looking swept you off your feet with promises of a life of bliss. You dated, got engaged, and then tied the knot. About five minutes after you left the church together in your limo, your new spouse suddenly turned into the ugliest, meanest, rudest person you had ever met. A broken heart and many months later, you were free, and you vowed to yourself: 'Never again.'
This is the mindset of today's software buyer. Especially those considering big-ticket, enterprise-wide programs.
All of that data flying at you by e-mail, instant message, cell phone, voice mail and BlackBerry--it could actually be making you dumber. Dr. Edward Hallowell, a psychiatrist who specializes in attention deficit disorder, has identified a related disorder he calls attention deficit trait, and he says it's reaching epidemic proportions in the corporate world. "It's the great seduction of the information age," Hallowell tells News.com's Alorie Gilbert. "You can create the illusion of doing work and of being productive and creative when you're not." Dr. Hallowell dispenses some advice worthy of your attention in Why don't we pay attention anymore?