Executive Briefings: Creating Market Leadership

Donovan Neale-May, Founder & Executive Director of the CMO Council
March 23rd, 2017

Technology moves quickly, thus understanding marketing trends that make an impact is critical in creating market leadership. This edition of C-Suite Executive Briefings features top thought leader Donovan Neale-May, Founder and Executive Director of the Chief Marketing Officer (CMO) Council, Executive Director of the Business Performance Innovation (BPI) Network, and Co-Founder and Managing Partner of The SABLE Accelerator (South African Business Link to Experts).

Donovan discusses how keeping pace with the latest digital marketing trends is challenging, at most. He shares his thoughts and insider business trends for creating market leadership.

 

The C-Suite is a vast audience of leaders who all have a little extra insight into their industry and the current business world. I sit down with these leaders to give them the opportunity to share that insight and give a glimpse to their personal stories as a business leader.

I recently had the opportunity to interview Donovan Neale-May, Executive Director of the Chief Marketing Officer (CMO) Council.

What is the role of a Chief Marketing Officer?

When we started the CMO Council back in 2003, the CMO was more of a Chief Branding Officer. The title has evolved dramatically with new requirements on the job, new alignments within the C-suite and a proliferation of the Chief titles.

The CMO today has to be the real architect custodian champion of customer experience, which is driven through a data-centric strategy that has a lot of technology underpinnings to it. But, more importantly, is one that aligns the organization across the multiplicity of disciplines.

What new challenges do today’s CMOs face in relation to leveraging technology to create a great customer experience?

It goes back to the issue of data and the multiplying sources of data. There are thousands of applications across all areas of interaction, operation, and campaign execution. The challenge is determining which ones to deploy, where to deploy them, and then how to take the data that each application generates and unify and integrate it, and pull out actionable insight that can help decision support from a marketing standpoint.

CMOs are overwhelmed with data sprawl. Data tends to reside in different repositories and siloes across different functional areas, which is a problem when you try to deliver an omni-channel experience.

CMOs today have got to forge a strong tie or linkage with the CIO and with IT organizations. Many CIOs are hiring IT professionals and bringing them into the marketing department.

We have heard that big data is the answer to creating a more focused customer experience. Do you think it has

created more problems than it has solved?

Today it is about APRs, and how you can connect into different data streams and data sources to have a seamless view and add value to the front-line information gap, to the back office disconnect gap – to the things that, typically, irritate or bother customers. From an experience standpoint, it has mostly to do with the fact that you have disconnected channels of engagement and touch-points that don’t have real-time, up to the minute, insight into the customer.

The cognitive computing model is going to be transformational because it takes technical complexity away.

What is the future of customer loyalty programs?

Customer loyalty is going to be embedded in the digital wallet, however, most customer loyalty programs do not work that well. If you look at the retail world, there is a lot of data being generated by loyalty rewards programs, however people use them only to get a discount. Therefore, you’re actually cannibalizing your business because it’s not value added, it’s just savings on a purchase.

The question then is, how do you take that insight, the transactional history, and leverage that in a granular way to cross sell, up sell, and get a competitive switch? Many marketing companies track millions of transactions a week from thousands of retail outlets, however it is generally historical purchasing. It is not necessarily going to predict what those customers are likely to buy in the future.

The loyalty rewards programs are good if they are fortified, well supported, implemented effectively, and people don’t have a hustle redeeming… getting value back from signing up to participate.

Here’s How Oprah Has Given New Life to the Weight Watchers Brand

Oprah is not your typical billionaire.

She’s a people person. She’s empathetic. She really connects with her audience. She’s compassionate, personable and approachable. She’s just like everyone else. In fact, she has contributed her success to realizing she is not better than everyone else just because she has money.

The woman is an inspiration to millions.

This is part of the reason that her stake in Weight Watchers has helped the company’s stock soar.

Meet Oprah!
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Weight Watchers stock shares shot up almost 20% in February when the company announced that they beat their earnings expectation. There is no doubt in anyone’s mind that it was Oprah’s “magic” that brought this ailing company back from the brink.

But it’s not just that she has a golden touch. Her very personality is what got Weight Watchers back on its feet.

Sharing the Same Experiences

In 2013, Oprah announced that she was allegedly a victim of racism in a handbag store. This sparked a debate on racism and got people actively talking about it. But this recap wasn’t put here for political purposes. It was put here to show that people empathize with Oprah, even when other celebrities don’t feel like she deserves the attention.

Continued from page 1

Why do people empathize with her?

Put simply, Oprah is just an everyday woman.

Sure, not every woman can buy a $30,000 purse, even secondhand or at a luxury discount, but we have all experienced a moment where we’ve felt discriminated against. In fact, stories run rampant of women being discriminated against just because of their gender. That is one reason that people can connect to her: she has had the same experiences as almost every other woman.

She has the same goals any woman has: to be successful, to feel good, to be healthy and to be happy. She used Weight Watchers to reach…

Come Fly Away with C-Suite TV

March 13, 2017 11:25 ET

C-Suite TV announces partnership with ReachMeTV and the launch of C-Suite Insights at the Airport Revenue News Conference in New Orleans

NEW YORK, NY–(Marketwired – Mar 13, 2017) – C-Suite TV, a web-based, digital on-demand business channel, is announcing their partnership with ReachMeTV, a multi-channel digital TV network, as well as the launch of their new show, C-Suite Insights, at the Airport Revenue News Conference in New Orleans on March 14. C-Suite TV is now the exclusive business-to-business content channel in airports and hotels in the US.

With over 1 billion passengers going through airports in the United States each year, C-Suite Insights will offer in-depth interviews with executives and thought leaders in the concessionaire industry. The show will be accessible via a portable over-the-top (OTT) platform to passengers throughout the top fifty airports in America. C-Suite TV programming can also be seen in over one million hotels across the country, including the Ritz-Carlton, W Hotels, Marriott, Hilton and Wyndham, among others.

Airports make up the largest captive market and passengers spend millions of dollars at concessionaires, which include shops, restaurants, and bars. The airport concession industry is $14 billion in size and the largest market of high net worth people in the world — 1.3 billion people in the U.S. and 3.3 billion people globally. This partnership gives audiences exclusive access to business executives and industry leaders who are running multi-billion dollar concessionaire companies.

“We are excited to be partnering with C-Suite TV and adding their specialty programming to our lineup. We believe this is the perfect opportunity to showcase both our extensive network and their wide array of business programs, giving travelers a chance to catch up on the latest business news — whether at the airport or at their hotels,” said Lynnwood Bibbens, ReachMeTV’s CEO and Co-Founder.

All episodes of C-Suite Insights will air on demand on C-Suite TV.

“I’m thrilled to launch this partnership with ReachMeTV because it gives C-Suite TV programming additional visibility and an audience looking to stay informed about the latest business news,” said Jeffrey Hayzlett, chairman of the C-Suite Network. “As a frequent traveler myself, it is important to me that our audience reaps the benefits and use the platform to gain a competitive advantage.”

For more information, visit www.csuitetv.com.

 


About C-Suite TV:
C-Suite TV, an entity of the C-Suite Network, is a web-based digital on-demand business channel featuring interviews and shows with business executives, thought leaders, authors and entrepreneurs providing news and information for business leaders. C-Suite TV is your go-to resource to find out the inside track on trends and discussions taking place in businesses today. This online channel is home to such shows as C-Suite with Jeffrey Hayzlett, Executive Perspectives Live and Best Seller TV, and more. C-Suite TV is part of C-Suite Network, the world’s most trusted network of C-Suite leaders. Connect with C-Suite TV on Twitter and Facebook.

About ReachMeTV
ReachMeTV is a multi-channel, digital TV entertainment network and integrated global distribution platform, built from the ground up, to reach modern viewers on the go. Today our network reaches over 100 million viewers. Our fully-integrated distribution platform connects thousands of screens in high-value, high-traffic public places into one dynamic entertainment network, and delivers multiple channels of world class entertainment to every screen on a screen by screen basis.

Executive Briefings: Disruption in Transportation and Delivery

• John Haber, 
Founder & CEO, Spend Management Experts
• March 9th, 2017
• John shares his thoughts on the Transportation and Delivery industries and what things are causing disruption amongst them. John has expertise from serving in executive finance positions for the world’s largest carrier and almost a decade as a supply-chain consultant. In his current role he provides the vision and strategic oversight helping clients save an average of 20% or more in logistics spend.

 

The Caring Effect – Celebrate and Reward Good Efforts

By Judith E. Glaser

 

Great leaders identify, measure, recognize, and reward meaningful efforts and achievements—and celebrate often with the people involved. Why should managers and leaders celebrate more? Creating a feeling of celebration helps meet people’s needs for inclusion, innovation, appreciation, and collaboration.

How might the disciplined practice of celebration change the culture? From my study of neuroscience, I know that celebration has a big impact because it literally works wonders in the brain. By releasing dopamine and other positive neurotransmitters, positive celebrations and intelligent conversations are not just ways of socializing and sharing information—they trigger healthy physical and emotional changes in the brain.

 

The Moment of Contact

Cultures either open you up to having healthy, trusting conversations or close you down so that you speak from fear, caution, and worry. As we communicate, we trigger neurochemicals that make us feel either good or bad, and we translate that inner experience into words, sentences, and stories. Feel good conversations trigger dopamine, oxytocin, endorphins and other chemicals that give us a sense of well-being.

When we converse with others, we are sharing our inner world, or sense of reality, validating reality with others, and measuring the levels of trust in our relationship to determine whether we can partner with others—and the quality of our conversations depends on how open or closed we feel at the moment of contact. The neurochemical reactions in our brains drive our states of mind, and these affect the way we build trusting relationships with others, how we communicate, and how we shape our relationships.

 

The Caring Effect

Our brains are designed to be social—and the need for celebration is greater than the need for safety. In fact, feeling socially excluded activates some of the same neural regions that are activated in response to physical pain. I refer to the various ways that leaders can celebrate and show appreciation, The Caring Effect. The opposite effect is manifest when people physically or emotionally check out.

When an employee begins to check out, managers often think of this person as uncooperative or unreasonable, which leads to counter-productive behaviors on the part of the manager—avoiding the person, talking judgmentally about them, or passing them over to HR for repair. This creates a vicious cycle: employee engagement continues to decline while the manager becomes exasperated with the employee’s performance until the tension is relieved—either by the boss deciding to fire the employee, the employee choosing to leave, or both resigning themselves to low satisfaction and performance.

Such negative behaviors signal that the social and psychological needs that drive performance are not being met. All people have deep-seated needs for meaning, purpose, connection, and inclusion that they want—and expect—to fulfill at work. How can you leverage your people’s social and psychological needs to fuel growth and productivity?

 

The Caring Effect… Take Five Steps Forward

The key is to use your Conversational Intelligence® (C-IQ)—your capacity to connect—to recognize social and psychological needs and translate this awareness into conversations that meet these needs.

Here are five steps you can take now:

            1:  Acknowledge people’s social and psychological needs. Our needs are sources of energy, motivation and engagement. Create a culture wherein people can meet the following seven needs:

1) Inclusion and belonging: we need to feel included and connected and in supportive relationships with others and be included in decisions that affect our job;

2) Appreciation and recognition: we need to be appreciated for our gifts, talents, and achievements and to recognize and appreciate others;

3) Challenge and achievement: we need to feel challenged to take risks and achieve results;

4) Trust and accountability: we need to feel that we can count on others to be fair and honest, clarify expectations, and be held accountable for results;

5) Growth and learning: we need to work where we can learn, grow and develop our skills and talents and contribute to organizational goals;

6) Power and control: we need to influence the results and actions we are accountable for; and

7) Meaning and purpose: we need to know that our work adds value, has meaning, and is part of something bigger than we are alone.

 

            Step 2: Model self-responsibility for meeting needs. Cultivate a culture of self-responsibility by expressing direct and timely feedback to others when their behavior detracts from your needs being met and by making clear requests regarding actions that they can take to better meet your needs. Also, asking them for feedback on whether your behavior is meeting their needs; if not, ask what needs are not being met and what actions they’d like you to take to better meet these needs.

 

            Step 3: Offer and accept support for identifying and meeting your needs. We often need help identifying our needs and support of others to meet them. As a leader, you can foster an environment in which people support each other in identifying and meeting their needs by offering support  (asking someone who appears distressed what’s going on that they  need help with) and accepting support  when it is offered.

 

            Step 4: Celebrate when needs are met.  Nothing builds momentum for continuing to meet these needs than celebrating the actions that lead to these needs being met. Celebrate the meeting of a need, and you can expect this need to become increasingly met going forward; fail to celebrate the meeting of a need and you demoralize the person.

 

            Step 5: Hire needs-intelligent employees.  Some employees may arrive to work intent on creating a sense of inclusion and belonging, while others may arrive resigned that they’ll never feel included. Identify those needs you want to meet in your culture and then hire people who have a strong connection to these needs and embody a sense of self-responsibility for ensuring that these needs are met.

In C-IQ cultures, people celebrate achievement often to meet their social and psychological needs in a healthy ways, resulting in higher morale and productivity.

 


ABOUT THE AUTHOR

Judith E. Glaser is CEO of Benchmark Communications, Inc. and Chairman of The Creating WE Institute. She is an Organizational Anthropologist, and consults to Fortune 500 Companies. Judith is the author of 4 best selling business books, including her newest Conversational Intelligence: How Great Leaders Build Trust and Get Extraordinary Results (Bibliomotion, 2013) Visit www.conversationalingelligence.com; www.creatingwe.com; jeglaser@creatingwe.com or call 212-307-4386.

Making Connections, Finding Your “Humor Being,” Achieving Excellence and Being Bad

March 07, 2017 10:00 ET

 

Best Seller TV’s March Programming Features Authors Lou Diamond, Steve Rizzo, Brigham Dickinson and Erika Andersen

NEW YORK, NY–(Marketwired – Mar 7, 2017) – Best Seller TV, one of the top online business shows on C-Suite TV, announces its March lineup featuring in-depth interviews with leading business authors Lou Diamond, author of Master the Art of Connecting, Steve Rizzo, author of Motivate This!: How to Start Each Day with an Unstoppable Attitude to Succeed, Regardless of Your Circumstances, Brigham Dickinson, author of Pattern for Excellence: Engage Your Team to WOW More Customers, and Erika Andersen, author of Be Bad First: Get Good at Things Fast to Stay Ready for the Future.

 

Lou Diamond, author of Master the Art of Connecting, talks about the difference between networking and connecting. He defines a network as the people you know, your contacts; whereas connecting means your main focus is working with someone you intend to have a longer, more meaningful relationship with. Increasing your network, he adds, means meeting more people, but everyone should strive to make more meaningful connections instead. Diamond, who has always had a talent of connecting with people, left a lucrative Wall Street career to become a business coach in order to help c-suite executives and companies understand what they want to do, where they want to take their business, and how to achieve that. He also cautions that in order to make a connection, people have to put the work in and adds, “If you really help people understand the power of connecting, you’re changing the world.”

 

Steve Rizzo, author of Motivate This!: How to Start Each Day with an Unstoppable Attitude to Succeed, Regardless of Your Circumstances, talks about how it’s easy to be motivated when things are going your way, but it’s when it’s difficult that people need to find the strength to get motivated. Rizzo, a former stand-up comedian for more than twenty years, wrote the book to encourage people from all walks of life to find their “humor being,” make conscious choices to enjoy themselves, find laughter, and use the power of thoughts to connect to a higher part of yourself. Rizzo says, “You have to become aware. Can’t fix something you don’t know is wrong.”

 

Brigham Dickinson, author of Pattern for Excellence: Engage Your Team to WOW More Customers, talks about what the ‘pattern of excellence’ is all about: being the best, taking your job seriously and showing people how to provide a great service to someone else. Dickinson recalls that writing the book came as “an accident,” after losing his marketing software business in the downturn economy of 2008. He became a student of the industry and began keeping a journal about all the things he learned, gathering enough valuable insight to write a book applicable to anyone who wants to be a perfectionist. The goal, Dickinson says, is to “take every moment you have and go above and beyond” in order to find fulfillment in your work while serving others.

 

Erika Andersen is the author of Be Bad First: Get Good at Things Fast to Stay Ready for the Future and talks about the key skill everyone should acquire: learn things quickly. She says, “In order to succeed at something, you’ll be bad at it first.” Andersen argues that people are normally bad at learning new things, because learning new skills requires them to put themselves in a vulnerable position. She states the way to overcome this is by saying, ‘I’m going to be bad at this, I’m new at this,’ and give yourself some leeway because no one is perfect at a skill they haven’t mastered. In regards to the c-suite, Andersen says that leaders need to “set the tone” — if leaders do something that’s outside their comfort zone, the employees will follow their lead and feel emboldened to step out of their comfort zone.

 

All episodes of Best Seller TV will air throughout the month on C-Suite TV and are hosted by TV personality, Taryn Winter Brill.

Best-selling author, speaker, and former Fortune 100 CMO Jeffrey Hayzlett created C-Suite TV to give top-tier business authors a forum for sharing thought-provoking insights, in-depth business analysis, and their compelling personal narratives.

“This month, we have a wide range of authors for every palate, including a former stand-up comedian,” Hayzlett said. “These authors provide a very high level of expertise and varied life experiences that, I hope, will inspire our audience to take their skills to the next level and exceed every expectation.”

For more information on TV episodes, visit www.csuitetv.com and for more information about the authors featured in Best Seller TV episodes, visit www.c-suitebookclub.com.

 


About C-Suite TV:
C-Suite TV, an entity of the C-Suite Network, is a web-based digital on-demand business channel featuring interviews and shows with business executives, thought leaders, authors and entrepreneurs providing news and information for business leaders. C-Suite TV is your go-to resource to find out the inside track on trends and discussions taking place in businesses today. This online channel is home to such shows as C-Suite with Jeffrey Hayzlett, Executive Perspectives Live and Best Seller TV, and more. C-Suite TV is part of C-Suite Network, the world’s most trusted network of C-Suite leaders. Connect with C-Suite TV on Twitter and Facebook.

UK vs USA: The Impact of Social Selling on B2B

A white paper from C-Suite Best Selling Author, Lee Bartlett. Lee’s research study delves into the Impact of Social Selling on the landscape of UK vs USA.

 

Research Paper 2017: The Impact of Social Selling on the B2B Landscape in the U.K. Vs. U.S.A

  • How are UK vs. US-based B2B buyers responding differently to information overload, a proliferation of suppliers and legacy pricing models?
  • Why are multinational sales leaders adopting different sales strategies, hiring policies and sales training in the UK vs. the US?
  • Why is speed to market so crucial for international companies looking to expand into Europe?

These are crucial questions for C-Suite executives in 2017.

Sales Leaders from five multi-national companies were interviewed with substantial operations in both the UK and the US. The aim was to assess the impact of social selling in the UK and how the growth of social networks over the past 5 years has affected the way their teams sell. Its purpose was also to understand the short-term plan for how these companies will adjust to technological advancement, an increase in automation, and changing customer buying habits. Finally, it sought to compare the adoption level of social selling strategies in the UK with that of the US and understand what is driving any differences between each geographical location.

 

Key points from the study:

 

Tangible cultural differences exist between selling in the UK vs. the US. Customer buying habits differ and regional sales models, hiring policy and the respective depth of engagement expected from sales professionals support this.

Vendor confusion is driving customers to adopt new ways of managing suppliers. Customers lack context more than ever before, and this is an opportunity for sales professionals to differentiate themselves by connecting the dots and demonstrating value. An increasingly systematic procurement approach is exposing poorly executed sales processes.

A contracting vendor landscape is driving a deepening of customer relationships and greater emphasis on customer retention. Vendor consolidation is forcing companies to focus on speed to market, as less established products or suppliers with weak relationships, little business critical value and an inability to differentiate themselves, run a high risk of being culled.

Complementing outbound sales efforts with social selling strategies has proven to yield demonstrable pipeline revenues in a short period. This is seen on both sides of the pond, yet more so in the US. Similarly, inbound selling is a great platform to justify international expansion into Europe, but it doesn’t address the cultural adjustment when establishing a physical presence overseas.

Customers are forcing legacy companies to alter their business model and pricing strategies. Sales organizations are shifting from selling products, to solving their customers’ business critical problems. For example, in the B2B data vendor space, rather than sell end users licenses, suppliers are increasing service levels to help customers farm and aggregate their proprietary systems on the buyer’s behalf, helping them better manage scarce resources and solve budgetary issues, while maintaining output.

Customer buying habits have changed more in the past 2 years than the previous 20 years, and companies are re-engineering their sales processes to match the changing customer journey. For deeper insight into these points, download the full report here.

 

 


ABOUT THE AUTHOR

Lee Bartlett is a consultant, author of the highly acclaimed book The No.1 Best Seller, and specialist in taking new technology products to market. With extensive experience selling to the financial sector and C-Suite executives, Lee has built multi-national sales teams, been the co-founder and CEO of a tech start-up and sold extensively across Europe, the US and Asia. He shares his personal sales methodology and experiences in his book and blog, both of which discuss the mindset, strategy and processes of top sales professionals.