Burger King CMO: don’t treat agencies like creative vending machines

Panel (L-R): Boyer, Geraldine Tunnell, SVP consumer and small business marketing at Dell, and Schwan
Panel (L-R): Boyer, Geraldine Tunnell, SVP consumer and small business marketing at Dell, and Schwan

Speaking at a panel in Cannes hosted by The Economist, Schwan spoke of the need for “true partnership” between clients and agencies.

“The client-supplier relationship is very transactional and doesn’t deliver, usually, great creative work,” he said.

“If you want to be a good client, don’t be a client, be a partner. Always work on the relationship, always talk very openly about the business side of life, the brand side of life.

“Agencies are not vending machines, right? You cannot throw in money and hope the creative work comes out. It doesn’t work like this, you cannot work like this. You always have to be very close, and that’s sometimes a challenge.”

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Five must-knows if you want to become a chief marketing officer, by Diageo, Johnson & Johnson and HP

Far from being the “coloring in department,” responsible for making people want to buy products, marketing now has a broader remit than ever.

And as industries are ever more disrupted by start-ups that think differently, brands and their guardians – the chief marketing officers (CMOs) – have an ever-harder task of keeping up with trends and working out what consumers want from them. Here are five things to know about what the job involves now for aspiring CMOs.

Most CMOs find their role is much broader than just advertising and branding. If someone makes a complaint via social media for example, it’s not just the PR team that has to think about responding, it’s a broader communications issue.

“There is the convergence between the corporate communications world and marketing, because everything converges in social media and you need an integrated strategy. There is more data than ever before, there’s the complexity of the media environment,” said Antonio Lucio, HP‘s chief marketing and communication officer, speaking on a panel hosted by The Economist at the Cannes Lions advertising festival Wednesday.

“The CMO needs to be a business person and a marketer second. If you don’t have a seat at the business table, you really don’t matter. (You must) demonstrate that your efforts are not only building the brand but are building the business,” he added.

Syl Saller, the chief marketing and innovation officer at drinks company Diageo, said the company thinks strategically about how it might be disrupted. “We have a specific strategy to think about, how are we going to disrupt ourselves, we partner with people like (venture capital firms) Prehype and Science, specifically starting from (the question) who is going to disrupt us? If it’s going to be somebody, how about it’s us. And we have some sort of control over that. Because it’s going to happen, you can’t stop it or…

SAP Hybris CMO, Jamie Anderson on justifying marketing budgets and preparing for the digital transformation

Data is the lifeblood of any company, and as modern marketers bury themselves in spreadsheets rather than Mad Men style cocktails, the reliance on data to glean insights is here to stay.

Leveraging data thus allows SAP Hybris chief marketing officer, Jamie Anderson, to drill down into the little details for every campaign, bringing into the light previously unknown areas.

“We use the intelligence from that [data] to make adjustment to campaigns all the time. I can see every campaign that we run globally, then I can click down and see the impact of every campaign and see if it is meeting requirements. I can also ask my team about the variances that arise,” said Anderson.

“The great thing about the level of insight we do, it forces you to think at a rigour and frequency you wouldn’t normally. If you think about it how’d we used to get reports, it’ll be monthly rollouts and it’ll be meaningless, because if you look at things like click through rates and open rates, who cares? Where’s the action at the end of it?” he added.

These sentiments were also echoed at a panel discussion on programmatic.

Now Anderson tracks the marketing cycle from demand to revenue, how much was spent on a campaign, the demand captured, converted into a lead or opportunity and long it took to convert it. This ability to measure everything is helping the marketing team justify decisions and costs to the other departments

“We measure everything so it’s important to show our executives and our peers that the money we’re spending has an impact. The value of intelligence we are getting means we can adjust and move faster,” said Anderson.

While B2B technology brands might get the schtick for not being as “sexy” as B2C brands, Anderson believes that there’s a bigger consolation in how B2B brands leverage technology to track returns.

“I still hear real horror stories in the B2C world, I was with a customer, who explained to me that globally they had 60 digital agencies they work with and they spend over €100m on digital advertising, they don’t know what their return is on it,” said Anderson.

“I’ve got a significantly smaller budget than that, but I know the return on practically every dollar I spend. Marketers are going to be pushed more and more on why they are doing that,” he added.

Illustrating with the example of a Google search, Anderson noted that…

Tech Talks: Kristel Kruustük Founder & CEO of Testlio

Tech Talks: Kristel Kruustük Founder & CEO of Testlio

Meet Kristel Kruustük, a one-time software tester who is leading innovative tech company Testlio into uncharted waters.

Emma Wheaton has worked as a magazine journalist and editor for a variety of print and digital publications covering business, lifestyle, design and travel for the past 10 years. Born and raised in Sydney, she is now living in Stockholm where she is the Features Editor – Europe for The CEO Magazine.

What would most 23-year-olds do if they felt disillusioned at work? Change jobs? Speak with their boss? Moan to their friends? Or perhaps they would challenge certain issues within the industry they love by building their own tech platform and launching a company.

Working as a software tester during college, Kristel Kruustük found the work environment wasn’t tester-friendly – as testers, their time wasn’t valued, pay was based on competition between colleagues, and teamwork was not encouraged. Notably, these issues also affected the end user too.

With a team-first mentality and a passion to build a platform that would change the way software quality assurance is done, the idea for Testlio was born. Co-founding the company with her now husband, Marko Kruustük, the pair entered the world’s largest hackathon, ‘AngelHack’, securing first place, a US$25,000 seed investment, and their first paying customer.

Kristel Kruustuk
Kristel & Marko Kruustük, co-founders of Testlio

The company has been profitable from day one and now works with the likes of Microsoft, Lyft, Salesforce, CBS Interactive and Flipboard. In 2016, it announced its US$6.25-million Series A funding – cementing its place in the US$3.5-trillion global IT services market.

In just 4 short years, under the leadership of the admittedly inexperienced Kristel, Testlio has grown into a thriving business with an office in Estonia and headquarters in the US. Women and minorities make up more than 50% of Testlio’s employees – a fact that stands out all the more in the tech industry.

Here, Kristel reveals what makes Testlio tick.

The CEO Magazine: Do you think your age was an advantage or a disadvantage when founding Testlio?

Kristel: It was both. I was hungry for success, and didn’t know what was waiting up ahead. If I had known how difficult entrepreneurship was, I might not have embarked on this journey.

Now I’m committed and determined to see it through and make Testlio a success. One disadvantage was not having any significant management experience and not defining clear roles and responsibilities for some key positions in the early stages.

Kristel Kruustuk
Kristel Kruustük, Founder & CEO…

Chargers CMO stepping down at summer’s end

Los Angeles Chargers chief marketing officer Ken Derrett is expected to step down from his position with the organization by the end of the summer, per Sports Business Daily’s Daniel Kaplan.

LA Chargers chief marketing officer Ken Derrett is leaving at the end of the summer. As of now he doesn’t have a new position lined up

— daniel kaplan (@dkaplanSBJ) June 22, 2017

He has been with the organization since 2001 and has served as the CMO since 2010.

Derrett was given the tough task of guiding the Chargers through their recent move from San Diego to Los Angeles.

The team…

Digital River, Adobe Strengthen Cloud Commerce Alliance

digital-river-adobe-cloud-commerce

Digital River on Wednesday announced it has expanded its ties with Adobe Experience Manager to offer an end-to-end cloud commerce solution targeting the high-tech industry.

The new solution, which is based on a 2015 agreement to integrate Digital River’s cloud-based Global Commerce Platform with Adobe Experience Manager, offers brands a fresh approach for bolstering their direct channel strategy and operating more competitively online.

It lets brands tailor every element of the commerce journey while addressing the C-suite’s priorities, according to Digital River.

The solution is available in the Adobe Experience Manager Package Share.

The new tool gives high-tech brands the ability to respond to online consumers’ demand for a consistent, dynamic shopping experience anywhere, any time, and on any device, said Errol Denger, Adobe’s director of commerce strategy.

Brands can use their in-house resources or a preferred system integrator to take advantage of the offering.

“This deal’s about expanding e-commerce presence for Adobe and distribution for Digital River,” remarked Ray Wang, principal analyst at Constellation Research.

“Many Digital River customers already have Adobe, but in newer markets this agreement makes it easier for integration and account management,” he told CRM Buyer.

An Adobe-approved reseller, Digital River provides services in several countries in Asia, Latin America, Russia and Eastern Europe, and the Middle East.

It also provides global online subscription services for Adobe’s Creative Cloud across 19 geographic regions.

What the Companies Offer

The Adobe Marketing Cloud, which includes Experience Manager, offers the following:

  • Integrated digital marketing solutions to organize, access and personalize marketing content;
  • Deep insights into what’s working with customers; and
  • The ability to deliver the best experiences to every customer across every…

Get answers to your content marketing questions

When it comes to content marketing, we know you have questions. Marketing Land’s Content Marketing Tools: A Marketer’s Guide has you covered. This guide examines the current market for content marketing tools and answers the following questions:

  • Why is content marketing growing so quickly?
  • What are the core elements of a content marketing strategy?
  • What capabilities do content marketing tools provide?
  • Who are the leading vendors of content marketing tools?
  • How much does content marketing software cost?

Included in the report are profiles of 24 leading content…

A unicorn in the cloud: Octave Klaba, CEO of OVH

A unicorn in the cloud: Octave Klaba

In a conference room at Les Docks de Paris, the stage is awash with flashing lights as the drum intro kicks off the show. In front of a crowd of smiling fans, OVH founder Octave Klaba shreds a riff from AC/DC’s ‘Riff Raff’ on electric guitar. Beside him, then-OVH CEO Laurent Allard plays on bass, calm as you like – the pair could just as easily be jamming in their garage. Together they are the rock stars of cloud computing, and this is their musical introduction for the 2016 OVH Summit.

As well as offering unique musical treats, the free event allowed OVH customers, partners and providers to voice concerns, ask questions, celebrate accomplishments and strengthen the collaboration. All IT professionals were encouraged to attend the various business and technical workshops to gain insights into an array of complex IT solutions and projects – the mentality behind the event tagline: “Changing the world together”.

Unsurprisingly, Octave has always had an intense curiosity about technology and computer science. This passion saw him found OVH in 1999 at the relatively youthful age of 24. “I have been fascinated by computer technology ever since I was 5 or 6 years old and that is why I couldn’t imagine doing anything else,” says Octave.

He went from CEO and CTO, then to CTO and Chairman – appointing Laurent Allard to the front seat in 2015 so he could spend more time focusing on the technology side – and then back to CEO again this year to lead the execution of the company’s technology agenda through the next phase of strategic growth.

Tech enthusiast Octave Klaba

The tech enthusiast was born in Poland in 1975, and by the early-90s he had seen the fall of the Berlin Wall, moved to France and studied at the Icam School of Engineering in Lille, training in the art of management within large-scale mature industries. But as is often the case, his career took a turn into entrepreneurialism.

Octave Klaba

“While at Icam, I spent my nights creating web pages, and when my American hosting space had no more storage left for my data, I immediately booked a flight to the US,” he explains.

“There, I learned that creating a custom-built server was quite simple. So once I returned to France, I created OVH with €4,000 that I’d borrowed from my family.”

I learned that creating a custom-built server was quite simple. So once I returned to France, I created OVH with €4,000 that I borrowed from my family.

Little by little, his father, mother and brother also joined in the adventure. Together, they grew the business from a fledgling hosting web company to a US$1 billion global company offering public and private cloud platforms, virtual private servers, dedicated servers, plus an array of web hosting and telecommunications services.

OVH is a leading global cloud provider

Currently the only non-American global cloud provider, OVH opened its first data centre in 2001, producing its first server in 2002, and opening its first European subsidiaries in Spain and Poland by 2004. Come 2009 and Octave was following the path of IP telephony, which took him to the cloud computing market. Then in 2011 OVH became an official ISP in France, and Octave set out to build the world’s largest data centre and expand its footprint into North America (Canada).

OVH has grown rapidly to become a leading provider of dedicated cloud infrastructure; today the company has more than 20 operational data centres around the world, which house around 270,000 machines, as well as being home to 18 million websites and 4 million domain names.

“We offer a wider range of services, more than our competitors. We are the only ones offering a choice among Public Cloud, Private Cloud and Dedicated Servers, all in a single private network, and with an application programming interface,” says Octave.

“This allows large enterprises to transfer their existing infrastructures to our Dedicated Server and Private Cloud infrastructures, without any modification. Then, and only then, can they begin the transformation of their applications using the Public Cloud in a natural way and still with OVH.” With this method, Octave says companies can save money that can then be reinvested into the strategic transformation of their IT applications.

Unicorn status

The company also claims a strong track record in innovation, which Octave says is a result of a prevailing start-up culture and ongoing company growth. OVH has a team of 400 dedicated research and development engineers. “Today we are a business with a global reach, but we wish to conserve a start-up dynamic,” he comments.

“We maintain and develop the power of execution of a smaller company, through the development of very collaborative and agile business models. At OVH, we have found a model that allows us to have a growth capacity…

A view to succeed: Marcus Moufarrige, Chief Operations Officer of Servcorp

A view to succeed: Marcus Moufarrige

As he surveys the sprawling expanse of New York City 85 floors below, Marcus Moufarrige easily grasps why businesses are clamouring to use his office. The view, stretching from river to river, is spectacular from his vantage point in the One World Trade Centre, the tallest skyscraper in the Western Hemisphere and sixth tallest, globally.

Since its opening in 2014, it has been touted the best office address in the world, an epicentre for retail and commerce, a hub of prestige and influence. It’s a location blue chip companies vie to be in, and has a space Marcus has made available to anyone, anywhere, at any time.

Marcus is COO of Servcorp, a multinational providing office space to 35,000 businesses in more than 155 locations across the globe. All of these offices in 54 cities boast exclusive addresses and stunning outlooks over water, city skylines, or rambling botanic gardens – perfect for first impressions, priceless in value. “Our philosophy is to help our clients be successful in business, so location is definitely where we focus a lot of energy,” Marcus says.

“Having a recognisable address is the premium niche we offer, always. The other factors that set us apart from our competitors are our fantastic support teams providing professional services and cutting-edge technology. We’ve invested $100 million to operate all our offices on one technology platform.

Marcus Moufarrige
Marcus Moufarrige, Chief Operations Officer of Servcorp

NTT was the first to step up and say it could deliver this international global network and was instrumental in helping us build it, while Dropbox is another service essential to our operations. Our clients can have the same technology no matter where they are working from in the world. Our locations, support and technology all combine to convert an empty space into a luxurious office suite.”

Servcorp was launched in 1978 by…

Trading spaces: Gilles Marino, Managing Director South Asia of Clestra Hauserman

Trading spaces: Gilles Marino

Gilles Marino will never forget the pivotal moment that led him to Hong Kong and his role as managing director of Clestra Hauserman South Asia.

It was 15 years ago, and already fluent in English while also having a solid understanding of Spanish, the French student was offered the opportunity to learn a third language – Russian, Japanese or Mandarin – at his engineering Grande Écola in Marseille.

Gilles Marino heads to China

“I loved the martial arts culture of Japan, so I was leaning towards Japanese,” he says. “But then I went to a presentation in Mandarin by a Chinese teacher who showed us a map of China, where France fitted in 18 times. I was like ‘Wow!’ He advised us to learn Mandarin because China was going to become the leading power of the world. It was a turning point for me.

“From that day on, I focused on China, and once I learned the language, I sent out my CV looking for an internship there and in 2002 got a job in Shenzhen with AESA Air Engineering.”

Gilles Marino

It was while working on Beijing’s Parkview Green Plaza that Gilles became familiar with Clestra, a global leader in removable office partitions and a partner on the project. The company designs, manufactures and installs prefabricated, removable or demountable office partitions that adapt to the changing needs of its clients.

“I looked at Clestra and became very interested in the scale of its operations and the size of the projects it was completing,” Gilles says. “So when it decided to directly market in Asia and asked me to join, I came on board as the South East Asia general manager in Singapore.”

Clestra Hauserman finds a premium market in Asia

With a rich history spanning more than a century, Clestra’s basic concept hasn’t altered since the founder of the company, Earl F Hauserman, recognised the potential that prefabricated partitions could offer to office space encased in the skyscrapers beginning to dot the skyline.

Today,…