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Please, answer for your INITIAL posting and discuss ALL the following questions in great detail:

  1. Executive Summary for this reading. ( It should be more about one and half pages long)
  1. Which are the three most CRITICAL ISSUESfor this reading? Please explain why? and analyze, and discuss in great detail …
  1. Which are the three most relevant LESSONS LEARNEDfor this reading? Please explain why? and analyze, and discuss in great detail …
  1. Which are the three most important BEST PRACTICES for this reading? Please explain why? and analyze, and discuss in great detail …

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SPOTLIGHT ON THE NEW MARKETING ORGANIZATION Spotlight 82 Harvard Business Review July–August 2014 ARTWORK Markus Linnenbrink EVERYWHEREALLTHETIMEEVERYTHING 2009, epoxy resin, pigments, 20" x 39" x 82" HBR.ORG Scott Brinker is the chief technology officer at ion interactive. Follow his blog at chiefmartec.com. Laura McLellan is a research vice president at Gartner, where she focuses on marketing strategies. M IT has become central to marketing, and many companies are creating hybrid executives who straddle the two functions. by Scott Brinker and Laura McLellan The Rise of the Chief Marketing Technologist arketing is rapidly becoming one of the most technology-dependent functions in business. In 2012 the research and consulting firm Gartner predicted that by 2017, a company’s chief marketing officer would be spending more on technology than its chief information officer was. That oft-quoted claim seems more credible every day. A new type of executive is emerging at the center of the transformation: the chief marketing technologist. CMTs are part strategist, part creative director, part technology leader, and part teacher. Although they have an array of titles—Kimberly-Clark has a “global head of marketing technology,” while SAP has a “business information officer for global marketing,” for example—they have a common job: aligning marketing technology with business goals, serving as a liaison to IT, and evaluating and choosing technology providers. About half are charged with helping craft new digital business models as well. Regardless of what they’re called, the best CMTs set a technology vision for marketing. They champion greater experimentation and more-agile management of that function’s capabilities. And they are change agents, working within the function and across the company to create competitive advantage. Before we describe the role in detail, let’s consider the forces that gave rise to it. In a digital world, software is the chief means of engaging prospects and customers. A marketing team’s choice of software and how to configure and operate it, along with how creatively the team applies it, materially affects how the firm perceives and influences its audience and how the audience sees the firm. As digital marketing and e-commerce increasingly augment or replace traditional touchpoints, the importance of mastering those capabilities grows. Digital marketing budgets are expanding annually at double-digit rates, and CEOs say that digital July–August 2014 Harvard Business Review 83 SPOTLIGHT ON THE NEW MARKETING ORGANIZATION marketing is now the most important technologypowered investment their firms can make. This rise in digital budgets is not merely a migration of spending from traditional to digital media. A growing portion of marketing’s budget is now allocated to technology itself. A recent Gartner study found that 67% of marketing departments plan to increase their spending on technology-related activities over the next two years. In addition, 61% are increasing capital expenditures on technology, and 65% are increasing budgets for service providers that have technology-related offerings. The challenge of effectively managing all this technology is daunting. There are now well over 1,000 marketing software providers worldwide, with offerings ranging from major platforms for CRM, content management, and marketing automation to specialized solutions for social media management, content marketing, and customer-facing apps. Relationships with agencies and service providers now include technical interfaces for the exchange and integration of code and data. And bespoke software projects to develop unique customer experiences and new sources of advantage are proliferating under marketing’s umbrella. Bridging Marketing and IT In this new environment, the CMO and the CIO must collaborate closely. But executive-level cooperation isn’t enough; a supporting organizational structure is also needed. A company can’t simply split marketing technology down the middle, King Solomon style, and declare that the CMO gets the marketing half and the CIO gets the technology half. Such a neat division might look good on paper, but it leaves yawning knowledge gaps in practice. Marketing might not understand how to fully leverage what IT can offer, and IT might not understand how to accurately translate marketing requirements into technical capabilities. Instead, marketing technology must be managed holistically. In a virtuous cycle, what’s possible with technology should inspire what’s desirable for marketing, and vice versa. The right structure will help marketing become proficient with the array of CMTS’ EXPANDING REACH 71% OF LARGE 2013 PERCENTAGE COMPANIES WITH A CMT 2014 2016 PROJECTED AGENTS OF INNOVATION AT THE NEXUS Organizations with a chief marketing technologist are generally ahead of their peers in digital marketing maturity and experimentation to create competitive advantage. They spend, on average, one third more of their total marketing budget on digital (30% versus 21%) and twice as much of it on innovation (10% versus 5%). SOURCE GARTNER 84 Harvard Business Review July–August 2014 81% 89% The chief marketing technologist sits at the intersection of four groups of stakeholders, serving as a liaison and aligning goals, support, and strategy. OUTSIDE SOFTWARE & SERVICE PROVIDERS THE CMO & OTHER SENIOR MARKETING EXECUTIVES THE CHIEF THE CIO & THE IT MARKETING TECHNOLOGIST ORGANIZATION THE BROADER MARKETING TEAM THE RISE OF THE CHIEF MARKETING TECHNOLOGIST HBR.ORG Profile of a CMT software it must use to attract, acquire, and retain customers. It will help marketing leadership recognize how new technologies can open up new opportunities. And it will allow marketing to deftly handle the technical facets of agency and service provider relationships in both contract negotiations and dayto-day operations. The CMT’s job, broadly, is to enable this holistic approach. He or she is the equivalent of a business unit–level CIO or CTO. People in this role need technical depth—many have backgrounds in IT management or software development—but they must also be passionate about marketing. A common profile is an executive with an undergraduate degree in computer science and a graduate degree in business. Many CMTs have experience in digital agencies or with building customer-facing web products. Most CMTs report primarily to marketing, either to the CMO or to another senior marketing executive, such as the VP of marketing operations or the VP of digital marketing. Many also have dotted-line reporting relationships with IT. Acting as the connective tissue between different constituencies, these executives engage with four key stakeholders: the CMO and other senior marketing executives, the CIO and the IT organization, the broader marketing team, and outside software and service providers (see the exhibit “At the Nexus”). We will describe their interactions with these stakeholders in turn. The CMO and other senior marketing executives. The chief marketing technologist supports these executives’ strategy by ensuring technical capabilities and advocating for approaches enabled by new technologies. For example, Joseph Kurian, Aetna’s head of marketing technology and innovation for enterprise marketing, championed the use of “voice of the customer” software to collect user feedback across the company’s mobile and web interfaces. The software has improved customers’ digital interactions with Aetna—a key strategic priority. The CIO and the IT organization. CMTs facilitate and prioritize technology requests from marketing, translating between technical and marketing requirements and making sure that marketing’s systems adhere to IT policies. Andreas Starke, the business information officer for global marketing at SAP, is the principal point of contact between the two functions and streamlines the planning and execution Mayur Gupta, KimberlyClark’s global head of marketing technology and operations, epitomizes the evolving role of the CMT. Before coming to Kimberly-Clark, he was an enterprise architect and marketing technology strategist at SapientNitro, a marketing services provider that combines the creative culture of an agency with the technical capabilities of a systems integrator. In his current role, he is primarily responsible for managing the company’s marketing technology strategy and road map—advising on which big bets the company should make in expanding its technologyenabled marketing capabilities and how to prioritize and manage their adoption. Gupta and his team work closely with brand leaders throughout the company, identifying new ways to leverage software and information. For instance, he led the deployment of a new platform that integrates customer data from within and outside the firm to drive Kimberly-Clark’s “omnichannel” strategy, which aims at delivering more-consistent and personalized experiences across touchpoints. More broadly, he collaborates with IT leadership throughout the life cycle of such projects, from defining goals to acquiring and implementing technology. Gupta also leads the technology practice in the company’s Digital Innovation Lab, which is affiliated with a network of technology startups, accelerators, and incubators. Its projects range from experiments with connected devices and the Internet of Things to uses of augmented reality to optimize the shopping experience. of marketing technology projects. For example, he led the rollout of a shared automation platform to replace the disjointed systems used by previously siloed marketing groups. The broader marketing team. The CMT ensures that the marketing staff has the right software and training. Brian Makas, the director of marketing technology and business intelligence at ThomasNet, saw that field sales reps and support staff were inefficiently coordinating their activities through weekly Excel spreadsheets. He jettisoned that time-­ consuming process in favor of real-time views obtained through the company’s CRM system—and implemented the new protocol in just a week. Outside software and service providers. Here, the CMT assesses how well providers’ technical capabilities meet marketing’s needs, helps integrate the systems, and monitors their performance. Shawn Goodin, the director of marketing tech­ nology at the Clorox Company, led the evaluation of six vendors for a platform that would optimize customers’ experiences across channels and devices and integrate consumer data across marketing, sales, and R&D. The work of these CMTs shows just how openended this new role is—and why an executive fully at home in both marketing and IT is essential for the job.  HBR Reprint R1407F July–August 2014 Harvard Business Review 85 Harvard Business Review Notice of Use Restrictions, May 2009 Harvard Business Review and Harvard Business Publishing Newsletter content on EBSCOhost is licensed for the private individual use of authorized EBSCOhost users. It is not intended for use as assigned course material in academic institutions nor as corporate learning or training materials in businesses. Academic licensees may not use this content in electronic reserves, electronic course packs, persistent linking from syllabi or by any other means of incorporating the content into course resources. Business licensees may not host this content on learning management systems or use persistent linking or other means to incorporate the content into learning management systems. Harvard Business Publishing will be pleased to grant permission to make this content available through such means. For rates and permission, contact permissions@harvardbusiness.org. ...
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agneta
School: UC Berkeley

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Running head: SUMMARY AND ANALYSIS OF AN ARTICLE

The Rise of the Chief Marketing Technologist Article Analysis
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SUMMARY AND ANALYSIS OF AN ARTICLE
Executive Summary
The authors of this article are trying to explain the changes that technology has
influence in the world of business and in product and service delivery. As predicted five years
ago by Gartner; a firm dealing in research and consultancy, every business budget on
marketing technology has gone considerably high. Businesses are becoming more dependent
on technology in their marketing operations (Brinker & McLellan, 2014).
This transformation in business has led to the creation of a new executive role, the Chief
Marketing Technologists (CMT) are expected to act as a strategist and a technology leader to
help steer the business in the right direction. The CMT is expected to align the marketing
technology to the goals of the business and set a vision for technological marketing. It is by
the actions of the CMT that a business is able to realize a competitive advantage over the
other market competitors (Brinker & McLellan, 2014). The article also states that the
software used in the business determine the businesses' ability to influence the target market
and also influences the clients' opinion on the business, this is why it is critical for a company
to invest in the best digital marketing systems.
According to Brinker and Mc...

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Anonymous
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