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5 Habits of Highly Adaptive Marketers

5 Habits of Highly Adaptive Marketers

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Published by Parneet Gosal
5 Habits of Highly Adaptive Marketers
5 Habits of Highly Adaptive Marketers

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Published by: Parneet Gosal on Mar 03, 2011
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06/15/2014

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Making Leaders Successul Every Day
Noeme 10, 2010 | Upae: Noeme 15, 2010
CMO Manae: Aap O Pes
 Cs Suzmano CMO & Makeng Leaesp Poessonals
 
© 2010, Forrester Research, Inc. All rights reserved. Unauthorized reproduction is strictly prohibited. Inormation is based on best availableresources. Opinions refect judgment at the time and are subject to change. Forrester®, Technographics®, Forrester Wave, RoleView, TechRadar,and Total Economic Impact are trademarks o Forrester Research, Inc. All other trademarks are the property o their respective companies. Topurchase reprints o this document, please email clientsupport@orrester.com. For additional inormation, go towww.orrester.com.
Fo CMO & Makeng Leaesp Poessonals
ExECUtivE SUMMAry
Tree out o our CMOs plan to revamp their organizations or the digital age by the end o 2011. Tereason? Teir initial eorts to create digital departments and outsource digital capabilities have le theirorganization in a state o disarray. Aer speaking with global marketing leaders who have successully navigated the digital age, Forrester has identied the ve habits o highly adaptive marketers. o truly transorm the marketing department into a more agile and innovative organization, CMOs must adoptthese habits: 1) Accept change; 2) dare the status quo; 3) act continuously; 4) participate personally; and5) tear down boundaries. Leaders o Adaptive Marketing organizations will grow their business aster,build stronger brands, and create a competitive advantage in both the short term and the long term.
tAbLE OF CONtENtS
TechooyEmpowered Cosumers DisruptMarketi OraiatiosMarketers Must Adapt Or PerishUeash Your Oraiatio’s AdaptabiityHow To Take The First Step To Become AAdaptie Marketi Oraiatio
whAt it MEANS
Adaptie Marketers Shape The Future O Marketi I Today’s Word
rECOMMENdAtiONS
CMOs Must Adapt Their Roe I The CSuiteSuppemeta Materia
NOtES & rESOUrCES
Foese neee makeng leaes omseen leang ans an ee aesngagences as ell as oug leaes omAccenue an e Lonon busness Scool.
Reated Research Documets
Noeme 10, 2010 | Upae: Noeme 15, 2010
CMO Manae: Aap O Pes
te Fe has O hgl Aape Makees
by Chris Stutma
 da M. Coopesen an Conne J. Magan
23510131414
 
©2010, Foese reseac, inc. repoucon PoeNoeme 10, 2010 | Upae: Noeme 15, 2010
CMO Manae: Aap O Pes 
Fo CMO & Makeng Leaesp Poessonals
2
TECHnOlOgY-EMPOWERED COnSUMERS DISRUPT MARKETIng ORgAnIzATIOnS
Marketers have never been challenged with so much change, so ast. Te new ecosystem o interactive media, mobile technology, and digital devices wreaks havoc on a marketer’s systemo planning and managing, like it did on the world o broadcast and print. In response, they arescrambling to adjust their organizations to try to keep up.
·
Marketing departments are in constant ux.
o break down the traditional organizationalsilos that prevent marketers rom quickly adjusting to new consumer behavior, 62% o marketing leaders have reorganized in the past year, and 84% have done so within the past twoyears. But CMOs aren’t done yet: 75% plan to reorganize beore the end o 2011 (see Figure 1).
1
·
Digital channels orce marketers to rethink their approach.
Marketers are realizing that digitalcapabilities and resources must be ully integrated into their organization and not treated as astandalone department or a competency to outsource. Indeed, 65% o marketing leaders point todigital and social marketing as the primary driver behind their next organizational structure.
2
·
Marketers labor to implement digital marketing strategies.
In a recent study by AccentureInteractive, 64% o marketers experienced problems trying to implement digital marketinginitiatives or related I projects. Tis inability to harness digital techniques has created a crisiso condence  only 4% o marketing leaders eel that they are very prepared to exploit digitalmarketing opportunities.
3
Fiure 1
reoganzng is A top Po Fo CMOs
Source: Forrester Research, Inc.57245
75% of CMOs planto reorganize bythe end of 2011.In the first sixmonths of 201026%By the end of 201032%In 201117%After 20118%Don’t know17%
“When do you expect the next reorganization to take place?”
Base: 100 marketing leadersSource: December 2009 Global Marketing Leadership Online Survey

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