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| Thursday Morning Sessions |
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Session No. 1:
It's Time to Renovate and Restructure Marketing
The priorities and ground rules have clearly changed for today’s global marketing leaders. To meet increased business goals and shareholder demands, CEOs and boards are demanding greater accountability, performance analytics and hard evidence of marketing’s value. These mandates have induced CMOs to develop a performance-driven, outcome-centered business mindset in their organizations, in addition to new disciplines, best practices and technology-enabled processes. Highly measurable digital channels for accessing and engaging the market are proliferating, requiring different skills, resources and technical acumen. Marketers need to be fully aligned with strategic and financial goals, as well as deeply immersed in the culture and brand persona of the organization. Marketing can no longer lag other functional areas in embracing automation, process innovation and real-time decision support systems. Nor can companies rely on traditional agency models, procurement techniques and outsourced services. To explore these critical issues, the CMO Council has undertaken a new thought leadership initiative, “Renovate to Innovate: Building Performance-Driven Marketing Organizations.” Ahead of the full report to be released next month, Jan Soderstrom, CMO Council Advisory Board Chairman and leader of the Renovate to Innovate Task Force, will present provocative preliminary findings compiled from a dozen interviews with top marketing executives, as well as data from a revealing quantitative survey taken by close to 400 marketers. |
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Session No. 2:
Catering to Customer Choice in a Digital Age
During Carl Pascarella’s 12-year tenure as chief executive officer of Visa USA, the company has transformed from “merely” a purveyor of credit cards into a multi-dimensional payment services company targeting both business and consumer markets. By introducing a wide range of payment options and aggressively growing its debit card business, Pascarella made Visa USA the dominant and preferred brand for affluent, mainstream and small business markets. Under his leadership, Visa also invested heavily in infrastructure technology that could accommodate large transactional volumes and interface with all device and message types. By architecting an open platform, Visa has been able to rapidly deploy applications that drive new service offerings and better integrate and leverage merchant and bank data. In 2004, sales volume on Visa-branded cards in the U.S. grew to $1.045 trillion, a 19 percent increase over the year before. In his CMO Summit keynote, Pascarella, who recently stepped down as CEO, will address the many ways Visa has identified and leveraged market opportunities and how the company has turned competitive threats, such as security and identity theft, into ways to distinguish and create more trust in the Visa brand. Pascarella will highlight the value of brand “elasticity” by pointing to the successes Visa has had in rolling out and gaining traction with new products and services that cater to the specific needs of different market segments in the U.S. and other regions of the world. He will also look at the challenges and opportunities presented by the digital economy and the emergence of large and increasingly affluent markets like China, India and Eastern Europe. |
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Session No. 3:
Building Performance-Driven Marketing Organizations
As marketing operations scale for a global audience, marketers must develop rapid response capabilities to turn multiplying channels and dividing markets from a logistical nightmare into a competitive advantage. Managing worldwide marketing operations is a whole new game, from the tactical demands of sourcing and deployment to the strategic requirement of achieving global brand consistency. Marketers need the tools and processes to build leaner, meaner, more effective marketing machines to turn and deliver on a dime, anywhere, any time. The On-Demand marketing model holds many promises: helping CMOs integrate corporate strategy and global execution, align sales and marketing initiatives, improve yield and accountability, optimize allocation and spend, and magnify relevant metrics. What's real and what is fantasy? Lauren Flaherty, VP of On-Demand Marketing at IBM will spotlight the real world capabilities of On-Demand Marketing at some of the top IT companies in the world.
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Session No. 4
IT Partnerships that Scale the Value of Marketing
New technologies have tremendous influence in shaping the critical path for effective marketing, enabling access to customer and channel data that can sharpen decision-making and responsive performance. New applications allow marketers to customize, personalize and localize products in ways that can open new markets around the world virtually at the flip of a switch. But marketers are typically at the mercy of their IT departments, isolated from the control of applications, processes and data crucial to marketing operations. While marketers strive to innovate, their IT departments struggle to enforce the status quo. How are CMOs reaching out to forge productive partnerships with CIOs? What insights should marketing bring to the corporate debate over internal development versus outsourcing? How are strong marketers gaining access to the applications and data they need to renovate their departments? In this session, Microsoft and Akamai team up to offer complementary views on the internal and external approaches to building a world-class IT infrastructure. As CMO of Akamai, Lisa Arthur drives corporate, product and partner marketing from strategy to execution. She will share her insights on the power and flexibility of hosted applications and infrastructures. Christine Heckart, who was brought to Microsoft's IPTV group as GM of Marketing to develop unconventional marketing strategies for aggressive expansion, will address the unique challenges and requirements of gaining mindshare and support among an internal IT team. |
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Session No. 5
Global Marketing: Resonating Across and Within Borders
While the broadband and digital media revolution continues to shrink and homogenize the world, accommodating distinct cultural and social nuances, preferences, predispositions, and protocols remain a test for savvy and sensitive global marketers. With two thirds of the world's Internet users communicating in non-English, technology companies conducting business worldwide are challenged to interpret their products, programs, and policies in a way that connects and resonates with local populations, stakeholders and market constituencies. Translating brand values and qualities across borders can often be tricky stuff, not to mention the hurdle of assuring consistent positioning and messaging across multiple languages, channels of distribution, and diverse business environments. Embracing a global mindset has not been a hallmark of North American companies, nor has been their sensitivity to foreign marketing practices, creative approaches, promotional channels and customer handling processes. During lunch, Jocelyne Attal, Chief Marketing Officer of Avaya, will give perspectives on how American technology marketers can become more cross-culturally sensitive and in-sync with the forces and factors in international markets. Born in France, Jocelyne will draw on more than 20 years of marketing management experiences in the Americas, EMEA and Asia Pacific for leading U.S. companies like Avaya, IBM, Novell and Gateway. In her current position at Avaya, Attal runs global marketing in over 140 countries, serving more than one million customers including 90 percent of the Fortune 500. To connect globally and showcase its solutions worldwide, Avaya – an international leader in converged communication systems, applications and services – has become one of the key sponsors of the 2006 FIFA World Cup Soccer, a sport whose appeals transcends geographic borders and cultural boundaries. With revenues of over $4 billion, Avaya has some 20,000 employees worldwide. |
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| Thursday Afternoon Sessions |
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Session No. 6
Powering Channel and Field Effectiveness Online
The intersection of channel marketing and field sales is the crucible where performance marketing is kindled or killed. Everyone knows the importance of pipeline management; everyone talks about sales cycle reduction and conversion rate gains. But the stark reality is that most marketing teams remain distant and disconnected from sales, generating leads that die on the vine while channel teams squabble over territory. The challenges to effective channel and field integration are legion-from entrenched personality and organizational conflicts to poorly tailored technology solutions. How can CMOs cross the sales divide to maximize channel coverage and eliminate conflict? Which tools truly minimize complexity and streamline prospect harvesting? What process techniques improve adaptability, integration and measurement? Xerox has tackled these questions head-on, and in this session Michael Mac Donald, President of Global Accounts and Marketing Operations at Xerox will reveal his company's approach to serving the channel and field on-demand. |
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Session No. 7
Allocating and Adapting Spend to Address Market Dynamics
In the fast-growing game of global competition, many new companies are making high stakes investments to boost brand loyalty and competitive advantage. But the pressure for optimal spend is intense, and every budget dollar counts. Today's spend allocation challenges include increased product complexity, fierce global competition, internal politics and preferences, new marketing vehicles and channels, and growing pressure from sales and channel partners for a bigger share of spend. Encompassing all of these challenges is the new imperative to enable real-time adjustments to both marketing mix and marketing spend. Decisions still must be quantified and justified, but now instead of an annual or quarterly event, analysis and allocation is becoming another continuous function of performance marketing and measurement. How are companies changing their budgeting practices to improve market response? How are they determining dynamically what to spend and where? How do customer metrics like lifetime value affect spend allocation? What types of financial modeling are used to determine optimal spend allocation? As VP of brand marketing at HP, Gary Elliott oversees many high-cost marketing programs, including brand development, global advertising, corporate sponsorships, direct and online marketing and marketing communications. He will share his experience with measurement and spend allocation while managing countless programs to promote multiple products in a global market. |
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Session No. 8
The Challenge of Transforming a Brand
Beleaguered and buffeted brands are not uncommon today. Economic downturns, accounting irregularities, highly competitive landscapes, financial pressures, and many other factors have impacted brands around the world as big as General Motors, as respected as AIG, and as diversified as Tyco. Re-engineering a corporate brand is no easy task at the best of times, but it is an even greater challenge in the aftermath of the technology bust - and other ensuing corporate situations. This is the landscape Clent Richardson faced when he was appointed CMO of Nortel in the third quarter of 2004. Richardson quickly defined a strategy for transforming Nortel's brand and image by drawing on his 25-year track record as a transformation leader helping iconic brands including T-Mobile and Apple. Richardson built a global team which brought to market the award-winning "This is the way...this is Nortel" campaign that was launched in November 2004. This powerful rebranding and image campaign was crafted with the goal of polishing the brand and perception of Nortel in the eyes of shareholders, customers, employees, partners and local communities around the world. Richardson has since been credited with putting Nortel's confident future back in the spotlight. In this dynamic presentation, Richardson will candidly share his experiences with re-engineering the Nortel brand, including the obstacles faced, the goals set, some of the investments made, the progress achieved and the success metrics used. His keen insights on rebuilding a legendary brand within the context of the entire marketing mix are important for any executive who faces a highly competitive and challenging market.
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Session No. 9
Market Break-In Strategies: New Brands Nudging the Old Guard
Telecommunications, among many other technology categories, is experiencing significant disruption and disorder. Rapidly evolving broadband, wireless and IP-based technologies, widespread industry consolidation, a changing regulatory climate, as well as new spending priorities and economic realities are challenging incumbent cable and telco providers. The upheaval is opening up opportunities for aggressive category upstarts to grab market share and gain access to valued consumer and small business customers at unprecedented rates. Vonage is one company that is aggressively shaping and defining its leadership position in the evolving Voice over Internet Protocol (VoIP) sector. Since entering the market three years ago, Vonage has distanced itself from other VoIP service providers by delivering a commercial-grade broadband VoIP with new levels of service quality, choice and value. While initially having to overcome the tarnished image and peculiarities of early VoIP offerings, Vonage embarked on an interlinked direct response/branding campaign to gain trust and recognition, while also driving subscriptions among home and small business users. The company now has more than one million customers and a formidable share of the nascent VoIP market. With broadband telephony projected to be in 12.1 million households by 2009 (Jupiter) from just one percent today, Vonage is investing heavily in growing its brand and market presence.
Dean Harris, CMO of Vonage, will provide an engaging view of what it takes to break into a tightly controlled and regulated market, leverage market disenchantment with edgy integrated marketing, and overcome issues associated with past VoIP user experiences. With the need to both co-exist and compete with incumbents, Vonage has multiple branding, demand generation and lobbying requirements. Find out how Vonage is exploiting the power and efficiency of digital media channels to target and reach early converts, communicate a powerful value proposition, and cost-effectively acquire and close customers. You’ll also see arresting and catchy advertising creative that clearly illustrates a feisty attitude and resonance with the anti-establishment market. |
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| Friday Morning Sessions |
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Session No. 10
Marketing Calisthenics: Trends You Should Track
As prospects and customers spend an increasing amount of time online – reading about industry trends and developments, monitoring the competition, searching for information about products and services, and making purchases – how can companies efficiently and effectively incorporate digital marketing to achieve their multiple business objectives? eMarketer CEO Geoff Ramsey will provide unique perspective, insight and plenty of hard numbers to answer your questions about selling online and, just as importantly, how to use the Web as a decision-influencer within a multi-channel environment. B2B marketers will gain deeper understanding about numerous digital marketing techniques, including search, local search, e-mail marketing, contextual advertising, behavioral targeting, blogging, podcasts, Webcasts, and much more. |
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Session No. 11
Optimizing Global Brand: The New Game Plan at Dell - Chalk Talk from the NFL's Former Marketing Head Coach
In building a complete global business, companies not only need to carefully scale their marketing organizations’ products, programs, resources and technologies to a worldwide audience, they also need to deliver consistent, effective brand messaging across a multitude of geographies and customer segments. Embracing a global mindset can be a daunting task, but few would dispute that Dell, one of the top companies in technology, is up to the challenge. The world’s largest maker of computers saw its earnings jump more than 25 percent last year. But as the computer hardware sector matures, Dell is doing what all great companies do—exploring new avenues and taking advantage of new areas for growth. Dell’s focus now includes the offering of electronics products like TVs and music players; building out its already burgeoning B2B offerings, and taking these offerings and its brand messaging to markets around the world. In charge of this latter effort is Shawn Dennis, Dell’s vice president, Global Branding. Since starting at Dell in January, Dennis—the former CMO at another formidable brand, the National Football League—has focused on documenting global brand perceptions across all Dell business units and customer segments. In her keynote, Dennis will highlight these endeavors, including the growing of Dell’s B2C and B2B brands, and at a more tactical level, the scaling of Dell’s global marketing communication efforts. |
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Session No. 12
Enabling Strategic Customer Engagement and Value Selling
Applications like CRM, SFA and BI are finally beginning to deliver on the promise of customer intelligence. Businesses are increasingly able to capture, track and model buying behavior in ways that lead progressively to an optimized customer lifetime value. But marketers can't afford to lose themselves in technology at the expense of real customer relationships. Customer satisfaction and loyalty is founded on a true understanding of customer needs, which requires dialog as much as data to discover how those needs can be profitably met. How can marketers define and deliver real customer value while also driving customer lifetime value for the CFO? How can marketers move beyond the outdated vendor/customer relationship? Session presenter Janice Chaffin is CMO of Symantec and held numerous senior executive and marketing roles at Hewlett Packard. She will share her unique insights from having addressed the challenge of customer engagement from both the B2C and B2B perspectives at two of the world's largest technology companies.
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Session No. 13
Using Real-Time Marketing Intelligence to Improve Campaign Outcome
Empowered by the vast number of channels and choices at their disposal, consumers have more power to shape the buying process than ever before. With immediate online access to product reviews, comparisons, peer opinions, competitive pricing and purchasing options, the entire buying cycle can play itself out in a matter of minutes. Marketers are also gaining new capabilities, with unprecedented access to data on shopping behavior, product preferences, buying patterns, campaign effectiveness and channel flow. These dramatic changes in the marketing environment are difficult for most marketers to track, much less leverage for a competitive advantage, since every opportunity is matched by a hundred distractions. To find the critical path, marketers must keep a firm grounding in the fundamentals, optimizing the marketing mix for each customer segment. What channels are tuned for reaching which set of consumers? What is the right mix between online and offline marketing? What are the most effective new methods for retaining and maintaining customers? With an estimated 280 million customers, Internet giant Yahoo! pilots a marketing platform of astounding power and complexity, engaging consumers with a vast array of shopping utilities that deliver as much buyer satisfaction as they do behavioral data. As CMO at Yahoo!, Cammie Dunaway drives all worldwide branding efforts as well as the company's substantial product marketing initiatives. She will discuss her consumer marketing strategies for the next era of Internet growth.
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Session No. 14
Pipeline Priming and Visibility from Contact to Closure
No area of marketing has received more attention over the past few years than the lead generation pipeline. As the economy tightened, most companies shelved their lofty strategies and placed their bets on tactical marketing programs designed to fill the sales funnel. Such a universal focus on pipeline performance has led to a flood of new products and services designed to optimize the demand generation process. From lead staging applications to scorecards and pipeline metrics, marketers are faced with an escalating collection of point solutions and pipeline models designed to capture their attention and budget. What are the Critical Success Factors for pipeline optimization? Which Key Performance Indicators really matter? Why do so many CRM and SFA initiatives wind up gathering dust? Todd Forsythe is Vice President of Marketing at Oracle, responsible for developing and planning global marketing initiatives for Oracle Database, Oracle Fusion Middleware and Oracle Applications. He also oversees worldwide brand management, advertising, campaign planning, partner marketing, demand generation, Oracle.com, publishing, customer analytics and creative services. |
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