Watching COVID-19 infection rates spread around the country – with record infection rates now predominantly in the Southern and Western Tiers – only underscores how hard a decision it is for public officials to resist science and public health experts and reopen their schools later this month. Colleges and universities, both public and private, also are weighing this tough decision.
In the private-sector companies, in the service sector, most workers will remain remote – connected by laptops, wi-fi and Zoom calls. It’s been an adjustment that employers and employees have had to make – some of us willingly in our comfortable home offices, summer houses and outdoor patios, and grateful to still be working.
Yet in the education sector, remote education is not so easy for many students (and educators). At least that’s what a Marketing EDGE student survey – conducted in late spring and released in a report last month – has revealed. It’s one thing for a student to pursue an online education by choice. It’s wholly another scenario when all students are forced into this transition by circumstances.
Remote Education, Not So Easy for Everyone
I recently spoke with Marie Adolphe, the study author and senior vice president of program development at Marketing EDGE, about what education – and the workplace – can take from the findings to improve the situation for “remote realities.” [Disclosure: I am an avid contributor to Marketing EDGE, a marketing education non-profit organization. Marketing EDGE also is a client.]
Chet Dalzell (CD): Thank you Marie for undertaking this research – which I have to say made me most curious as to how students handled this forced adjustment, heading home mid-semester from campus and picking up their studies online. In short, how have these young adults handled the situation overall?
Marie Adolphe (MA): The majority of students have managed the situation quite well; but, a significant minority, 23%, have struggled with this mode of learning. These students are in danger of being left behind, and the colleges and universities are looking for ways to support them as many go back online for the fall semester.
CD: What were some of the most cited challenges they have faced?
MA: As you know, Chet, individuals learn in various ways, and for many students the interactive dynamics of the classroom is not only a preference, it is a necessity. The students we surveyed struggled to focus on their schoolwork due to the increased distractions of their home environment and the general chaos surrounding the pandemic. Students also struggled with the different teaching strategies generally employed online. Some reported increased assignments to make up for the lack of classroom discussions and stated that they felt like they were teaching themselves the material. One reason the results of this research were particularly alarming to those of us at Marketing EDGE is that some of the students struggling are also part of the diverse group of students who are the first in their family to attend college. It is a wake-up call for the marketing industry, especially in light of recent developments that have elevated calls for a more diverse pool of talent in our field. For the last few years, Marketing EDGE has heightened its focus on creating a more diverse and inclusive workforce. Given these tumultuous times, we’re doubling down on our efforts to work hand-in-hand with industry leaders and academics alike to provide support and resources so all students know there is a vibrant community within the marketing industry who is eager to welcome them into our field.
CD: What aspects of remote education do they appear to have well embraced? (My summer intern made the most of working remotely, but I wonder if it was as rewarding and engaging as it could have been for him.)
MA: Many students who participate in our programs have been making the most of the career related opportunities available this summer. We had more than 800 students participate in our EDGE Summer Series webinars where they learned about personal branding, sports marketing, e-commerce, and leadership. Students have also made the most of virtual internships, micro internships, and other opportunities to connect with brands and marketers. The resiliency that these students are learning will serve them well when in-person internships return and more importantly, as they prepare to take leadership positions later in their career.
CD: Is there any guidance or suggestions you believe educators, educational institutions – and employers with remote work forces – might take away from this study? Is Marketing EDGE planning any additional research or follow-up?
MA: It is important to find ways to connect with students (and employees) and to have them connect with each other. Our best advice to educators and employers is to first seek to understand the experiences of your students and workers by really listening to them. When possible, involve them in finding solutions and try to find consensus on how to move forward. We are all in unchartered waters and unleashing our inner creativity to solve these problems is a must. The solutions we find will not only support those who are struggling, they will help everyone else thrive, too. We will follow up with some of the respondents at the end of the upcoming fall semester to see if their experience of online learning has improved.
I thought it would be a wonderful idea to talk to one of the original greats in video advertising, Tim Hawthorne, founder of Hawthorne Advertising, who will be bestowed a “Lifetime Achievement” honor by Marketing EDGE as part of its EDGE Awards.
While we all hunker down, work from home, and stream video content, I thought it would be a wonderful idea to talk to one of the original greats in long-form video advertising, Tim Hawthorne, founder of Hawthorne Advertising. On June 1, Tim will be bestowed a “Lifetime Achievement” honor by Marketing EDGE in New York as part of its EDGE Awards. Here, he shares valuable perspective on a video advertising career in an increasingly rich, ubiquitous medium for consumers, brands, and marketers.
A ‘Love Story’ for Film
Chet: Tim, first of all, congratulations! I’m so happy to see you recognized by Marketing EDGE – with its mission of marketing education and professional development, bringing the best and brightest into the marketing field. When you graduated from college – Harvard University no less, in 1973 (really, I mean, “Love Story“) – did you have any inkling that you would build a career of first in direct-response television (DRTV) and video advertising?
Tim: No, I had no idea in 1968 as I matriculated to Harvard that I would eventually become a pioneer of direct response television marketing. (First of all, yes, “Love Story” for sure. I was wandering through the Harvard Yard in the fall of 1969 when they were shooting exteriors. Not sure, but I might be one of those students hurriedly rushing to class in the background.)
It was turbulent times while I attended Harvard – 1968-1973. (I’m actually Class of ’68 but took a year off after my sophomore year to teach school in Ethiopia with the Harvard Africa Volunteer Project, so I graduated in ’73.) Initially, I intended to study chemistry, then switched to social psychology, influenced by the turbulent social times in the late 60s. But after getting my hands on a still camera in Ethiopia, I decided I’d take a still photography/documentary filmmaking course when I reentered Harvard in the fall of ’71. I was fascinated with the process of editing film, and then determined I’d pursue a career in filmmaking.
Searching for a job post-graduation in my hometown of Minneapolis, I was fortunate to be hired by the investigative documentary unit of the local CBS station, WCCO-TV. I worked there for almost five years, advancing from production assistant to editor to cinematographer, learning the craft of long-form storytelling. Our unit produced amazing documentaries that were often the No. 1 rated television programs in the Minneapolis/St. Paul market and won multiple awards, including the du Pont-Columbia and Peabody awards. I then became a producer/director/writer when I moved to the NBC affiliate in Philadelphia and eventually worked for a number of LA-based network primetime reality-based shows such as “Real People” and “That’s Incredible.”
Chet: Did you grow up having a love for industrial films of the 50s and 60s – which I think were a great precursor to the infomercial age and video advertising?
Tim: No, I didn’t have any particular love for industrial films (which in the 50s, 60s, and 70s were the height of boring and simplistic video communications!) It’s my background in documentaries – telling a long form story on people and subjects – that seemed a natural basis on which to pioneer telling long-form consumer product stories.
Like many consumers, I’ve never liked being “sold” especially when I’ve felt manipulated. And of course, short-form TV commercial brand selling is very much about manipulating emotions (via humor, poignancy, excitement) and associating strong positive images (sex, strength, beauty) with a product – a very subtle and often deceptive way of selling.
Infomercial or long-form advertising has always been based on factual selling – the exposition of features and benefits – of course, in as entertaining a way as possible. But at least the channel is up-front about its message: Here’s a product, here’s what it can do, and here are the benefits to you. This “truth in advertising” has always appealed to me. Producing documentaries is also about discovering the truth about a person, group, or issue.
In 1984, having moved from LA to Iowa for lifestyle reasons (wanting to raise our daughter Jessica in the Midwest where I grew up), I was open for new opportunities. A local real estate investment entrepreneur heard of my background and approached me about producing a long-form commercial. It would be an hour long … and a challenge. That was November 1984, one of the first infomercials on air. Within 12 months, the infomercial had grossed more than $60 million dollars and dominated the long-form air waves. Fairfield Television Enterprise was the company I formed to market the infomercial and over 18 months we revolutionized long-form TV direct response.
Chet: How did early success stories translate to business growth? Were there mentors you paid close attention to? (Alvin Eicoff comes to mind).
Tim: Eighteen months after launching Ed Beckley’s real estate investment infomercial, I became disillusioned with the way the company was moving forward. I resigned in April 1986 and took a couple of months off before starting Hawthorne Communications, later to become Hawthorne Direct, and then become Hawthorne Advertising. In late June 1986, I was a one-person company with the goal to persuade Fortune 500 companies to add long-form TV commercials to their marketing mix. We were the first infomercial ad agency in the world and I was confident that virtually all products had, somewhere at their hearts, a fascinating story we tell and hold viewers’ attention for 28 minutes and 30 seconds.
The agency had a singular focus: TV long-form advertising. There was no road map for the industry. We invented it as we went along. Certainly Al Eicoff was the reigning master of DRTV (and his book “Or Your Money Back” a short-form DRTV bible) but his company focused on short-form DRTV (2 minutes or less). So I and my growing team began to innovate, and I began to write about and present the long form story to marketing groups and corporations literally around the world. There was no road map; we were the trailblazers.
A Litany of Firsts and Video Advertising Innovations
Chet: Trailblazer indeed. What are some of the innovations you have brought to the field of DRTV, infomercials, and more recently digital video programming? How has digital disruption affected the traditional DRTV and broadcast channel, from a marketing perspective?
Tim: I’ve been called a “leading architect” of the DRTV industry by producing an impressive string of “firsts”:
Co-founder and president of the first infomercial direct marketer to break the $50 million revenue per year mark, Fairfield Television Enterprises
Founder and chairman of the first infomercial advertising agency, Hawthorne Communications
Produced the first infomercial for: a Fortune 500 company – Time Life; a major music company – Time Life Music; a major credit card company – Discover Card; a major health insurance company – Blue Cross Blue Shield; and a retail driving campaign for a brand name product – Braun
Infomercial Agency of Record for the first infomercial for: a major computer company – Apple Computers; and a major weight loss company – Weight Watchers
Infomercial Agency of Record for the first “promo-mercial” – a half-hour promotion for a primetime TV series (NBC’s “JAG”)
Published the industry’s first newsletter: “The 1-800 Report”
Published the industry’s first hard-bound textbook on infomercials: “The Complete Guide to Infomercial Marketing”
Created the first long-form TV media buying computer analysis system – “Time Track”
Purchased the first long-term cable TV bulk media contract: Discover Network, for $50 per half hour, six hours per night
Established the first infomercial agency/traditional agency alliance with Earl Palmer Brown
As for innovations to digital video, Hawthorne was one of the first agencies to actively use video promotion on websites (late 1990s) and we pioneered the “drive online direct sales” with short-form TV commercials, which were designed to motivate new visitors to our web-based clients.
Yes, the digital economy has significantly disrupted DRTV, as it has the television entertainment model as a whole. With a 35% drop in primetime adult (18-49) viewership from 2015-2019, the era of aggregating mass audiences on broadcast TV is long over.
A Family Affair – and an Investment in the Future
Chet: Was it a great leap – or expansion – from Fairfield, Iowa (hey, I’m from Nebraska) to Los Angeles? What brought Hawthorne Advertising to LA (and beyond)? Was there a talent pool you needed there?
Tim: From the beginning, Hawthorne was somewhat disadvantaged being a national advertising agency headquartered in a small Iowa town. We did have a small LA office (two staff) from the early 90s to keep in touch with our West Coast clients. But when Jessica (my daughter) came on board in March 2007, she brought an energy and vision to the company previously unknown.
Her goal was to build the LA office and lead the company into a digital future. And she has done that in spades, making LA our headquarters, while our Iowa office strongly administratively supports LA to this day. Our LA office certainly had access to talent we always struggled to persuade to move to Iowa, as you, being a Nebraskan, are probably aware of. It was a brilliant move by Jessica which has allowed the company to continue to thrive going into our 35th year.
Chet: Well now we know why Marketing EDGE named Jessica Hawthorne-Castro a 2015 Rising Stars honoree. (You must be very proud!)
Tim: Yes, I’m very proud of Jessica’s ownership and leadership of the company. And it wasn’t by design. Jessica was a thriving talent agent at Endeavor, one of the few women agents at that male-dominated business with six years’ tenure. But she recognized that industry was missing certain business and spiritual values important to her. In February 2007, I coincidentally asked her if she had time to monitor a commercial talent audition in LA that we needed someone to attend. She did it, enjoyed it, and said she would be open to coming on board at Hawthorne. Over the next five years she soaked up the business, brought much-needed youthfulness to our efforts, advanced from client service associate to CEO, and built our LA office to 50-plus employees, while transforming the agency to a digital foundation.
Chet: As an author of several business books on DRTV and infomercial formats, and likely a bevy of company alumni in the field today, you’ve contributed so much to the professional development of data-driven marketers, marketing measurement, attribution and the like. What part of giving back to the field do you find most gratifying? Is there a particular “lifetime” achievement you’re most proud of?
Tim: My greatest achievement? Creating a company that has endured for 35 years and allowed hundreds of staff to learn, thrive, and grow in marketing knowledge and experience, while realizing greater personal achievement and confidence. We created a company that was a home for our staff to do great work amid friendship and respect. Undoubtedly my greatest achievement, far beyond any creative work for a client.
Thank you Tim – and we’re so happy to celebrate your contributions at the EDGE Awards come June 1. And much more video success ahead!
You might call this time of year, Jan. 15 to March 15, marketing data’s “high season,” based on all of the goings-on. There’s a lot of data love out there — and, like all relationships that are precious, they demand a huge amount of attention, respect, and honor — and celebration.
RampUp 2020 on the exact same dates as ANA, disappointingly. (Let’s avoid a scheduling conflict between these conferences next year, please. Brands, agencies, and data providers need to strategize and learn together.)
The Alliant infographic download got me thinking of some other “key” dates that might also be recognized on the Data Love calendar, reflecting other aspects of the love story. Not all love affairs are perfect — are there any? Sometimes there’s a quarrel and spats happen, without any abandonment of a full-on love affair.
1960 — The Direct Marketing Association (then, DMAA) develops its first self-regulatory ethics code for data and lists, in an early industry initiative to separate the good from bad players. It becomes the basis for practically every data protection (and consumer rights) framework since.
1971 — The Mail Preference Service is launched (today DMAChoice) the first marketing industry opt-out control program for consumers — the essential framework for every consumer choice tool in marketing (in-house and industry-wide) since.
1973 — The U.S. Department of Health, Education, and Welfare introduces and adopts eight Fair Information Principles. In 1980, the Organization of Economic Co-operation and Development adopts these principles for trans-border data flows. In 1995, The European Union, among other governments, enact variation and interpretation of these formally into law, eventually adopting the EU General Data Protection Regulation in 2018.
1991 — Jennifer Barret is named Acxiom’s privacy leader — among the first enterprises to name what essentially would become a “chief privacy officer.” In 2000, Trevor Hughes launches the International Association of Privacy Professionals. A nascent cottage industry evolves into a huge professional education and development organization that today includes tens of thousands of members.
1992 — A nonprofit and privacy advocacy organization, the Privacy Rights Clearinghouse, is formed, and soon thereafter begins tracking data security breaches, both public and private sector. Its breach list since 2005 is posted here. Data privacy and data security, as evidenced in Fair Information Practice Principles, go hand-in-hand.
1994 — The first online display ad appears on the Internet, by AT&T. (And the first commercial email perhaps the same year.) So marked the humble beginnings of Internet marketing — “direct marketing on steroids.” I thought Jeff Bezos used this term in Amazon (formed 1994) early days during a DMA conference – but alas, I’m having a hard time sourcing that one. Perhaps this quote was related to Google (formed 1998) and the real-time relevance of search!
1995-96 — Subscriber Ram Avrahami asserts a property right to his name in a lawsuit against S. News and World Report. Because he thwarted the spelling of his name on the magazine’s list – in a bid to discover who else the magazine rents its subscriber list to – the court ultimately rejects his challenge. The case, however, introduces a novel concept and set of questions:Is the value of any list or database tied to the presence of any one individual name on that list, a penny a name in this case? Or, is its value because of the sweat of the brow of the list/database creator (a business, nonprofit group, or other entity) that built a common attribute to which a list may derive commercial value?The “walled gardens” of today’s Digital Giants largely were built on such data collection. These two questions recognize that a “data-for-value” exchange must be perceived as mutually beneficial, or else consumer trust is eroded. “Who owns the data?” (a 20th Century assertion) might be better substituted today as “Who has a shared interest in the value and protection of data?” (a 21st Century proposition).
2006 — Facebook is formed, among the first companies that created a “social network.” (I’m sure the adult content sector preceded it, as it often points us the way.) In one industry after another, digital disruption reorders supply chains, consumer-brand relationships, shopping practices, and name-your-own-business here. The Great Recession, and venture capital, serves to speed the quest for data-defined efficiency and transformation.
2017 — Equifax, one of the United States three leading credit and information bureaus on Americans, experiences a breach of epic proportions. While the nation was fascinated with subsequent public hearings about Facebook, its data deals, and its (ahem, beneficial) targeted advertising practices, a potentially much more egregious purveyor of harm – sponsored government hacking of the highest order – largely gets a ho-hum from the general public, at least until this past week.
2020 — California fragments online privacy protection in the United States – only underscoring the need for the federal government to act sooner than later. Support Privacy for America.
So, yes, there’s a lot of Data Love out there — and, like all relationships that are precious, they demand a huge amount of attention, respect, and honor — and celebration. See you soon in Orlando!
When marketing pros provide advice, marketing practitioners listen. One of the high points of the New York marketing community calendar each year is the Silver Apple Gala hosted by the Direct Marketing Club of New York. The fete toasts the business and industry leadership success of honored individuals.
When marketing pros provide advice, marketing practitioners listen. One of the high points of the New York marketing community calendar each year is the Silver Apple Gala hosted by the Direct Marketing Club of New York. The fete, held this year on Nov. 7 near Times Square, toasts the business and industry leadership success of honored individuals, and at least one corporation or organization.
Each “Silver Apple” recipient has contributed for 25 or more years to our field, and since 1985, there have been 248 such honorees, including these four individuals in 2019:
Joe Pych, CEO, NextMark & Bionic Advertising Systems (Hanover, NH)
Britt Vatne, President, Data Management, ALC (Princeton, NJ)
Marketing, Career Wisdom They Share
So when more than 200 of your friends, family, and peers come together, what pearls of wisdom do you have to share?
“The ability to execute against the dream in real time,” is what excites Carl Horton, Jr., in his current position in B2B marketing at IBM. Horton credits colleagues who have placed “personal investments in me” and dared to let him take crazy ideas (artificial intelligence applications don’t seem so crazy today) and make them reality, as well as the unconditional love of family.
One key takeaway from Horton:
“The importance of diversity in leadership and innovation: The NextGen of innovation may come from someone of experience, income, race, gender, gender identity, very different from our own.”
Here, here, we need to foster it.
Britt Vatne, who leads the data management practice at ALC, talked about a career pivot 15 years ago, when she worked with a nonprofit client for the first time, March of Dimes, and it showed to her how critical acquiring, retaining, and growing donors are. She also credited industry luminaries, such as the late Bob Castle and the energetic Donn Rappaport (in the room) – as well as her father, who came to America from Norway, never finished primary school, and taught her “there is no substitute for hard work.” She was the first of her family to go to college.
“Being human, being respectful, and having integrity are non-negotiable,” she said. “Be a positive role model, and you’ll have the love and loyalty of family.”
And probably, quite a few colleagues and clients, too.
Joe Pych, who is the startup founder of two companies — NextMark and Bionic Advertising, says his “go-to metric is sales growth.” CRM [customer relationship management] is so much more of an opportunity than simply managing costs, he says. Set a goal, uncover an idea, execute, and measure results.
”I feel selfish standing alone with so much support I’ve received over the years,” he said, referring first to his mother, who put four children through college on an electrician’s salary – and then went and got a masters herself.
He also thanked many of his client data businesses that helped make his first company take off — companies, such as MeritDirect, ALC, Worlddata, and Specialists Marketing Services (SMS), among others – who took a chance on a Hanover, NH-based enterprise. To his wife, Robin.
“Those missed vacations, I’m sorry … again.”
Gretchen Littlefield, CEO of Moore DM Group for the past two years, also served at Infogroup for 14 years, where she helped develop its nonprofit, political, and federal government marketing practice – which propelled her into her current role atop Moore.
In 2018, she co-founded the Nonprofit Alliance, where she serves as vice chair, to advance in Washington the interests of nonprofit and charitable organizations.
“I fell into this business like everyone else,” she said, starting from data entry and advancing to “getting data [insights] out of the industry.”
She thanked many industry leaders among her mentors and influencers, among them Jim Moore, Larry May, and Vin Gupta.
“It seems as if on every innovation, we are working together and competing all the time. Coopetition,” she said. “The flow of data – from list rentals, to coops, to marketing clouds. We share data for growth.”
Littlefield also emphasized investment in education, citing Marketing EDGE and Direct Marketing Club of New York, for their respective roles in attracting bright students to the marketing field.
“Time goes by faster than we expect — Joe [Pych] and I were Marketing EDGE Rising Stars back in the day. I’m just as excited today as my first day in direct marketing, but mostly grateful for the friendships.”
In addition, there were three special honors bestowed, among them a first-time “Corporate Golden Apple” to Marketing EDGE for its more than half-century of creating and connecting market-ready college students for careers in marketing. And two Excellence Apples:
2019 Apple of Excellence, Advocacy: Tony Hadley, SVP, Regulation and Public Policy, Experian (Washington, DC)
2019 Apple of Excellence Disruptor: Mayur Gupta, CMO, Freshly (New York, NY)
There’s more to share – but that likely will be another post! Stay tuned …
Two weeks ago, Marketing EDGE bestowed a Lifetime Achievement Award at its inaugural EDGE Awards event in New York to Lester Wunderman, the data-driven advertising strategist and practitioner who founded the Wunderman agency and first coined the term “direct marketing” in the mid-1960s.
“I predicted what’s been happening. We’re beginning to see mass production get more personalized. Also digital, where you have interactions between sellers and buyers, has really helped to change marketing. It used to be that advertising was about a brand. Now it’s about individuals and what they want and need and most likely want to buy, so we’re being much more efficient than we used to be. We used to invest in broadcast media. Now we’ve become much more personalized.
Easy access to information and personalization is happening because the whole world is digital and the ability to locate prospects and customers and readdress them over time makes advertising more specific. From a database, we can know what each customer is likely to buy. It’s what I call direct marketing and it’s really the manufacturer and the consumer now having a relationship on the Internet.”
So with referenda all the rage these days, I ask, “Do we, as data-driven marketers, remain in the ‘direct marketing’ camp or do we leave to something new?”
We’re seeing evidence of change everywhere:
Marketing EDGE emerged from what once was the Direct Marketing Educational Foundation
Some here may argue no one is “leaving” direct marketing. We’re only recognizing that we’ve morphed into data-driven marketing, personalized marketing, accountable communications, digital, mobile, search and social — and the integration of these channels around the prospect or customer. While the “direct” nomenclature may encompass all this realm, many in the workforce — particularly digital natives — for whatever reason equate “direct marketing” with “direct mail” as if analytics never existed until Google came along.
The “stay” camp may actually be in some agreement with the other side: Yes, we’ve morphed, but all marketing is becoming direct (read, accountable and measurable) and if it isn’t, it ought to be or else we’re wasting client money.
Data from DMA shows that data-driven marketing is claiming an ever-larger slice of the ad spending pie, but it’s still not the whole pie: so we still have ways to go before “direct marketing” is indiscernible from the more general “marketing.” Until the day every creative is as comfortable with data as he or she is with pretty pictures and the big idea, we’re still a chasm away from uniting branding and data into one common cause. Until the day our data masters understand the art and skill of storytellers, we still need bridges and ambassadors between the two.
So do you vote to STAY or LEAVE — or should we just stop worrying about it, and be a bridge instead?
“Change” is ever-constant in life and marketing — like births, deaths and taxes. But what about “disruption?” I hear a lot of references to it these days. This higher usage of “disruption” in our vocabulary is not a re-statement about change, it’s about the magnitude of that change.
“Change” is ever-constant in life and marketing — like births, deaths and taxes. But what about “disruption?” I hear a lot of references to it these days.
This higher usage of “disruption” in our vocabulary is not a re-statement about change, it’s about the magnitude of that change. Change is incremental. Disruption is game changing. Disruption today is seemingly everywhere — in politics, in social and economic ebb and flows, in business — and certainly in marketing.
Are we ready for disruption? Do we not only accept disruption’s emergence, but also expect it, learn from it and truly embrace its challenges (and opportunities)?
That’s not always easy to do. However, disruption is the new normal. Did those of us in the world of direct marketing — who perhaps knew from the start that digital marketing was “direct marketing on steroids” — truly foresee the disruption that digital business models would wreak? Venture capital and Silicon Valley certainly placed bets on monetizing data and they have prospered. Still, traditional direct marketing has had to adapt to digital, social, local and mobile — our marketing discipline’s “own” digital disruption. We’ve had to anticipate disruption or pay the price, much like everybody else.
Most CMOs have to manage disruption, digital and otherwise, but today’s CMOs are rarely recruited from the data-rich realm of direct marketing. Branding still dominates CMO ranks. Branding budgets still drive the bulk of ad spending — even as data collection and analysis now influence more and more of that spend. The labels of “direct marketing,” “digital marketing” and even “integrated marketing” are now simply “marketing.” CMOs, with their dashboards, need to account for all they spend and the value that spending creates. Labels tend to reflect silos that stubbornly hang on but can mire the overall customer experience. Managing customer experience is managing disruption.
Millennials in the workplace are another disruptor. I thank them for the insights they bring to our business, and for the focused coverage and research their presence creates. They should dominate our imaginations as Baby Boomers and Generation X before – but we should resist classifying them with our prejudices, and rely on the data that the marketplace provides (as a target market) and their insights (as members of our marketing team).
Next week, Marketing EDGE will bestow its inaugural EDGE Awards in New York City. Lester Wunderman, MediaMath, Wharton Customer Analytics Initiative and six “Rising Stars” will all be in the spotlight. The first three honorees are disruptors in their own right, while the six “Rising Stars” actually have “disruption” as a criterion for their recognition. Marketing in the age of disruption may scare, carry risks, spur failure – but survival is the payoff if you’re lucky, and true innovation if you’re really lucky. What choice do we have but to embrace disruption?
For nearly half a century, Marketing EDGE has been helping to develop the next generation of marketing leaders … and as we prepare to turn 50 in 2016, we’re ready to soar! There’s one thing that has remained consistent throughout the history of this organization: Our mission and purpose! We educate, develop, grow and employ college students in our field.
In this week’s post, I have invited Marketing EDGE President Terri L. Bartlett to comment on last month’s 2015 “Rising Star” honorees (Twitter: @mktgEDGEorg #2015RisingStars). What impressed me most in honoring these young professionals in our field is how they teach me much about our business, and that learning about marketing happens in many directions – we are all teachers and students. Disclosure: Marketing EDGE is one of my clients and a cause I proudly support. I’m hopeful many of this blog readers support this organization, too — Chet
For nearly half a century, Marketing EDGE has been helping to develop the next generation of marketing leaders … and as we prepare to turn 50 in 2016, we’re ready to soar!
There’s one thing that has remained consistent throughout the history of this organization: Our mission and purpose! We educate, develop, grow and employ college students in our field.
As we prepare for this landmark year, we are launching a new campaign – “Find Your EDGE” – that leverages the great work we have done, and more importantly, the work ahead … as we continue to develop programs that bridge the gap between academic theory and the practical knowledge and skills required in the workplace … all with the promise that we will bring you the best, brightest, market-ready talent for your corporate needs. Here’s a video to tell the story: Find Your EDGE Video
This message was the perfect backdrop to introduce the outstanding Young Professionals and Corporation honored during the Marketing EDGE 2015 Rising Stars Awards Dinner in New York on June 9 — where more than 370 marketing professionals gathered to pay tribute to the evening’s honorees:
Return Path, with Matt Blumberg, CEO, accepting the award.
Hosted by marketing guru Dave Scott, also a Marketing EDGE Trustee (and our very own comedienne), the dinner and award presentation gave us all a unique snapshot on each individual’s career path, marketing prowess, motivations, and passion for mentoring, teaching and giving back … plus interests and hobbies, creating a better understanding of the authenticity of each individual honored.
From a brief look of our social media that evening – #2015RisingStars – one can see how fulfilling and fun a June night in New York City can be … all for a very important cause: our future as marketing practitioners, and ensuring the next generation of marketing leaders.
Mish Fletcher, OgilvyOne Worldwide @mishfletcher (representing the evening’s lead sponsor)
As you will see, the industry gathering demonstrates how those in our industry come together to support the mission of Marketing EDGE … for that and so much more, we say thank you for joining us as we transform our industry’s ability to attract and prepare great young professionals for generations to come.