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Learning and development (L&D) teams can...":1,"#Clicking this link will redirect to relevant products for the Author Shelley Osborne.":1,"#Sekoul Theodor Krastev<span ljsid-1=\"\">, </span>":1,"#Dan Pilat<span ljsid-1=\"\">, </span>":1,"#Zindel Segal<span ljsid-1=\"\">, </span>":1,"#Videhi Bhamidi<span ljsid-1=\"\">, </span>":1,"#Recently Viewed <span ljsid-2=\"\">(1544)</span>":1,"#ISBN: 9780470392492":1,"#by Rob Cross, Robert J. Thomas":1,"#Clicking this link will redirect to relevant products for the Authors Robert J. Thomas.":1,"#A key concept used throughout the book is <strong ljsid-1=\"\">organizational network analysis</strong> or <strong ljsid-3=\"\">ONA.</strong> This is a powerful new way for leaders to see what...":1,"#driving-results-through-social-networks":1,"#Clicking this link will redirect to relevant products for the Authors Rob Cross.":1,"#4 Results found for <span ljsid-1=\"\">\"marketing\"</span>":1,"#ISBN: 9781601633217":1,"#by Debbie Allen":1,"#Becoming a sought-after expert can fulfill a personal mission, while also providing benefits to others. The most valuable asset that an expert has is the time to share knowledge, experience, and skills that will impact others. Such an expert is the master of a craft and has passion as well as talent. This talent, and the desire...":1,"#the-highly-paid-expert":1,"#Clicking this link will redirect to relevant products for the Author Debbie Allen.":1,"#1 Result found for \"marketing\"":1,"#1 Result found for <span ljsid-1=\"\">\"marketing\"</span>":1,"#Mobile technology has enabled a larger number of people to communicate with one another than any other technical breakthrough in history. Those who market goods or services must be highly sensitive to the reality that customers use mobile technology to express their immediate satisfactions and dissatisfactions. This is why customer satisfaction has become more important than in the past and will continue to increase in significance.":1,"#The number of senior executives who are enthusiastic advocates of mobile technologies is growing rapidly. They rely on actual results based on successful initiatives that have moved products, raised brand awareness, and given marketers more confidence in mobile marketing and advertising. As a result, greater percentages of marketing budgets are moving into the mobile channel.":1,"#In March of 2008, the publisher John Wiley & Sons, Inc., publisher of the <em ljsid-1=\"\">For Dummies</em> franchise, employed Hipcricket to promote the annual “Dummies Month” with texting, mobile advertising, and a mobile website intended to reach the purchasers of <em ljsid-3=\"\">For Dummies </em>titles. This promotion included a text-to-win sweepstakes to win consumer electronics via SMS. When customers texted the word “Dummies,” their e-mail addresses were retained and they were sent $5 rebate coupons off any<em ljsid-5=\"\"> For Dummies</em> title.":1,"#mobilized-marketing":1,"#<strong ljsid-0=\"\">Jeff Hasen</strong> is chief marketing officer at Hipcricket, a leading mobile marketing and mobile advertising company. Named a top CMO on Twitter, Jeff is also the co-creator of the certification program for the Mobile Marketing Association and one of two individuals certified by the MMA to train on mobile marketing definitions, techniques, and benefits. He is a frequent speaker at industry events and writes for <em ljsid-2=\"\">Mobile Marketer</em>, imediaconnection.com, Technorati.com, and mobilegroove.com. He actively tweets @jeffhasen and blogs at jeffhasen.com.":1,"#Mobile technologies are expanding, and now is the time for marketers to learn how to activate a mobile brand and define best practices. The mobile phone is evolving into the new generation of personal computer. In some aspects, the advances have been tremendous. In others, mobile use may be at a very early stage. However, critical to mobile marketing’s success have been the advertisers, like Hipcricket, who saw it as a promising channel and were willing to use it in meaningful ways to share information.":1,"#Focusing on the fundamentals and communicating respectfully with customers through all channels.":1,"#Seeking out a strategic, creative vendor rather than one merely skilled in execution. More profits will be obtained by aligning a business’s brand with innovators rather than workhorses.":1,"#Being able to build or expand a customer marketing database. Mobile technology is a tool that is exceptionally suited for this purpose.":1,"#Looking for a provider with extensive carrier connections and relationships; this guarantees that more of a business’s customers and prospects can participate in the program.":1,"#Short message service (SMS), or text messaging, provides recipients with timely, personalized information. The ability to set up a text campaign in minutes gives mobile marketers the agility that their conventional marketing counterparts lack. Because most mobile subscribers have text-capable phones, text campaigns tend to be highly inclusive.":1,"#Selecting the best mobile marketing provider and getting the best out of the relationship should be primary considerations of marketing clients seeking an effective campaign. Some considerations include:":1,"#The Real Questions Marketers Should Ask":1,"#<em ljsid-0=\"\">QR Codes</em>: Quick Response (QR) codes are two-dimensional bar codes that can be scanned by any phone with a QR code scanner. Once scanned, the user is linked to a website, video, or other media type.":1,"#<em ljsid-0=\"\">Mobile Advertising</em>: Mobile advertising is any collection of text, graphics, or multimedia content displayed and accessible within an application for the purposes of promoting a commercial brand, product, or service.":1,"#<em ljsid-0=\"\">Mobile Web</em>: The mobile Web is extremely popular and attracts subscribers at a high rate. These subscribers tend to use it to access information such as store hours, nutritional information, and directions.":1,"#<em ljsid-0=\"\">Messaging</em>: SMS, or text messaging, is considered basic and is hardly ground-breaking but is highly effective in producing business results.":1,"#There are several mobile products available to assist individuals with mobile marketing campaigns. It is important to give careful consideration in order to find the best match:":1,"#Tools for Mobile Marketers":1,"#Hipcricket’s 2011 annual survey concluded that mobile retail websites had become indispensible tools for consumers who were now relying on these websites as means of locating desired products and obtaining coupons and special discounts. The survey also revealed that 63 percent of smartphone users had visited a retailer’s website from their mobile device, and 41 percent had done so while physically in the retail store. Interestingly, 50 percent had visited a competitor’s mobile website while in another store.":1,"#Advertising experts Borrell Associates have calculated that U.S. marketers will expend approximately $56.5 billion on mobile marketing and promotions by 2015, up from the $9.3 billion spent in 2010. Brands have been attracted to mobile technologies primarily because of their need to follow their consumers. Consumers have become increasingly more connected, agile, and committed to a lifestyle that involves social networking.":1,"#Part III: The Future":1,"#By the spring of 2011, Hipcricket had executed approximately 30,000 campaigns. Its solutions had been used by companies in 15 industries, primarily quick service restaurants, retail, travel, technology, and consumer packaged goods. At this time, Augme Technologies began acquisition talks with Hipcricket. The two industries were each powerful in their areas of expertise, and they had little overlap. That summer, a deal was reached which resulted in a combined client roster that included 10 of the world’s top 20 pharmaceutical companies and six of the world’s largest media companies.":1,"#The Future of Hipcricket":1,"#Europe has advanced greatly in basic mobile functions such as messaging. It has overcome interoperability problems that still afflict operators in the U.S. and abroad. However, the U.S. is now ahead of Europe in terms of hardware and software.":1,"#Mobile operators in the U.S. have attracted criticism for maintaining tight controls on messaging. The MMA and mobile industry officials developed the rules and guidelines that prevent abuse, such as spamming, which is particularly bothersome to global customers in places such as India. There, users may receive up to 100 promotional messages a day sent via SMS.":1,"#Alternately, ESPN’s strategy was based on inclusion. It gave consumers the ability to receive game scores and sports information by alerts sent to any SMS-enabled phone. However, ESPN’s most significant wireless product was delivered through the mobile Web. As of fall of 2011, 20 million of the 100 million mobile Web users were visiting ESPN’s site, giving it a noticeably dominant category share over its competitors.":1,"#News giant CNN took an expansive view of engaging customers across its platforms and enhancing the way that they looked at the brand. CNN understood that there were numerous device platforms available to accomplish this, including televisions, PCs, tablets, and mobile phones.":1,"#Social networks are a growing trend among the world’s population. As of July 2011, Facebook had more than 800 million members and has stated its intent to have 500 million mobile users globally. A related trend is the use of mobile technologies to reflect users’ immediate satisfactions and dissatisfactions. A recent survey revealed that among smartphone users, 46 percent claimed to have shared positive in-store experiences with others. Conversely, 40 percent stated they had used their phones in retail locations to express negative experiences.":1,"#Trends and Building for the Future":1,"#FordDirect, Ford Motor Company’s joint venture between itself and its dealers, announced a new mobile service in 2011. This service enabled television viewers who saw their Ford Fusion commercial to text “Fusion” to a short code to receive local offers. Viewers were then prompted to text their zip codes in order to receive relevant incentives. Further, they could indicate their desire to be contacted by a local dealer. This program was very successful, generating a 14 percent lead conversion rate.":1,"#In 2010, Belle Tire, one of the nation’s oldest tire retailers, integrated a mobile call to action to its existing television and radio campaigns. It offered a free set of tires in a text-to-win promotion. Consumers texted the word “Tire” to Belle Tire’s short code. All entrants received $20 mobile coupons and were invited to join the loyalty club. Fifty-five percent of people joined, and in a follow-up campaign, the figure increased to 77 percent.":1,"#MillerCoors initially employed SMS in its mobile campaigns, waiting for the time when smartphone usage would justify mobile Web programs. Despite the iPhone’s early promise, its limitations (i.e., expense, AT&T exclusivity, etc.) provided too many restrictions. Android proved to be the answer as it was available with any carrier.":1,"#By 2009, increasing consumer interest in customer loyalty programs indicated a large and unexploited opportunity for brands to interact with customers via mobile devices. An example of loyalty club brand success was Arby’s successful promotion involving TV personality Jimmy Kimmel. Kimmel mentioned their new Roastburger sandwich on his show, and in response approximately 65,000 people opted to join Arby’s mobile loyalty club.":1,"#Brands Produce Notable Campaigns":1,"#Hipcricket’s success in 2009 was emphasized by its campaign count, which doubled to exceed 50,000 that year. There was great response for mobile coupons and offers leading to trials and sales. To address this, Hipcricket made mobile coupons available to the more than 240 million Americans who had access to text messaging on their mobile phones. This permitted businesses that accepted credit cards to accurately track and measure the redemption and usage patterns of mobile coupons to enhance customer loyalty and sales.":1,"#Hipcricket was slowly evolving. By 2009, it was able to make effective sales pitches to potential clients by running demonstrations with mobile phones to convince businesses that their advertising money could be more effectively spent and easily tracked. Hipcricket also experienced an increase in assignments from brands and agencies, largely because it had become a full-service company that could bring clients extensive offerings including mobile advertising, mobile Web presence, and analytics.":1,"#Given the low cost of the Fox Chevrolet radio spot, having 300 customers show up in one day was a highly positive return on investment. The campaign reached a large number of motorists who listened to the promotion details on their car radios. All they had to do was respond.":1,"#Almost 500 listeners texted the keyword “Fox” to the station’s short code to enter the contest. Nearly 300 people arrived on the drawing date, and two were given the chance to buy a car for $98. On that one day, Fox sold 17 new cars and 17 used cars at full price.":1,"#2009 was a poor year for automobile sales, with numbers plummeting and many dealerships forced to shut down. However, in the spring of 2009, Fox Chevrolet of Timonium, Maryland sought the assistance of Hipcricket’s client Hearst Baltimore to devise a creative marketing program. A two-week radio campaign on Hearst’s 98 Rock station ran 10- and 15-second promotions urging listeners to text in to enter for the chance to purchase a car for $98.":1,"#Mobile Gets Busy":1,"#The conclusion was that the younger the mobile user, the more likely they were to rely on phones for current information, access the Web, and to purchase something with a single click. These metrics were valuable in convincing potential mobile marketing clients to further explore the benefits when planning advertising and outreach campaigns.":1,"#InSightExpress, a marketing research company, conducted a cell phone usage study in early 2009. The study revealed that 84 percent of younger American Boomers (ages 45 to 54) and 79 percent of older American Boomers (ages 55 to 64) owned cell phones. In addition, smartphone use had reached only 17 percent, with Generation Y (ages 18 to 24) selecting the most sophisticated devices, closely followed by Generation X (ages 25 to 44) at 24 percent.":1,"#Retail businesses were particularly hard-hit by the recession. The Simon Property Group, which owned 400 shopping malls catering to roughly 100 million shoppers yearly, sought a solution to this challenge. It hired Hipcricket to assist with communicating with customers regardless of the type of phone they were carrying. The campaign started with calls to action that were visible in malls and in mass marketing materials. Respondents were invited to join local VIP clubs where they could interact with the mall and its stores in exchange for information and offers.":1,"#by Jeff Hasen":1,"#In 2003, Braiker met Graham Knowles in a Seattle coffee house to discuss a mobile marketing...":1,"#A successful mobile marketing campaign must take the intended audience into consideration. Execution will be different depending on relevance to the individuals in a particular market. Some products require a greater degree of due diligence than others, and competent marketers must recognize the unique characteristics of each market and devise campaigns accordingly.":1,"#Clicking this link will redirect to relevant products for the Author Jeff Hasen.":1,"#Aaron Quinn, Anne Dunn, Edward H. Spence, Andrew Alexandra":1,"#21 Results found for <span ljsid-1=\"\">\"marketing\"</span>":1,"#Honor their boundaries.":1,"#Are open to different points of view.":1,"#Listen carefully and show appreciation.":1,"#Help others feel at ease.":1,"#Harmonizers interview well when they:":1,"#If you’re a harmonizer, apply your natural advocacy for others to advocating for yourself. Fitting in is fine, but only when it aligns with your values, wants, and needs. Self-awareness is your path to finding that right fit. Practice being discerning in your responses and honoring your agency in the interview process.":1,"#Interviewing with a Harmonizer":1,"#Harmonizers believe that other people’s opinions are more important than their own. They enter interviews looking for clues so they can determine how to behave. They don’t want to talk about the past; they want to talk about how well they’ll fit into the future. Harmonizer hiring managers are reluctant to ask difficult questions that might make the interviewee uncomfortable.":1,"#Harmonizers want everything to go smoothly and to put their audience’s needs first. They promote themselves through their adaptability because they want to be accepted. This can lead them to assume what others want and prevent them from revealing their authentic selves. In the end, they can end up feeling lost and potentially lose a job opportunity they might otherwise have won.":1,"#Harmonizer":1,"#Whether you like or dislike the interview process, you can make your interview experiences better by understanding the influence and nuances of interview styles.":1,"#When interviewing an examiner, begin and end with meaningful small talk. When interviewing with an examiner hiring manager, showcase your qualifications and be concise.":1,"#Focus solely on the technical and not the human side of business.":1,"#Are reluctant to talk about themselves.":1,"#Embellish answers to only the questions they’re interested in.":1,"#Avoid small talk and offer only brief responses.":1,"#Examiners interview poorly when they:":1,"#Are willing to show some vulnerability to make a connection.":1,"#Leverage their expertise but buffer it by listening and responding clearly.":1,"#Balance getting it right with confident professionalism.":1,"#Examiners interview well when they:":1,"#Some individuals look forward to interviews, while others loathe them. No matter how you feel about interviews, once you understand your interview style, you’ll do better at them. In <strong ljsid-1=\"\">Interviewology</strong>, career coach Anna Papalia explains that the key to successful interviewing is knowing yourself and what you want from the interview. Through describing four interview styles and providing best practices for each style, Papalia guides you to using self-awareness and the science of interviewing to obtain the best results from your interviews every time.":1,"#If you’re an examiner, understand that interviews are exploratory. There’s no template for success, and it’s not a pass/fail proposition. Interviews can have any number of results. Learn to approach interviews as experiential, open yourself to possibilities, and give yourself permission to make mistakes.":1,"#Interviewing with an Examiner":1,"#On the positive side, interviewers often appreciate examiners because they’re so dedicated to doing well. When examiners learn to balance getting it right with making a connection, they’ll vastly increase their chances of a positive interview experience and outcome.":1,"#Examiners prepare diligently for interviews. However, their preparation primarily involves ensuring they’ll have the right answers rather than making a connection with the interview team. This leaves them unprepared to expand on an answer or share a story.":1,"#Because they’re so focused on process, facts, and details, examiners tend to overlook showcasing their other qualities. They can seem very serious, one dimensional, and rigid, which makes it difficult for an interviewer to imagine how they’d fare in a team environment.":1,"#Examiners want to get things right. During an interview, this can make them quiet, hesitant, and overly concerned about the facts. They believe that their qualifications, rather than how personable they are, should garner them the position.":1,"#Examiner":1,"#When interviewing a challenger, let them know that you hear them and appreciate what they offer. This will help keep communication open and comfortable. When interviewing with a challenger hiring manager, recognize the person’s natural inclination to interrogate and don’t take it personally.":1,"#Talk their thinking through rather than planning what to say.":1,"#Lose situational awareness.":1,"#ISBN: 978-0-063-32757-3":1,"#Bring irrelevancy or insensitivity into the conversation.":1,"#Bombard others with questions.":1,"#Focus too much on investigating.":1,"#Challengers interview poorly when they:":1,"#Practice respectful restraint while conveying their point.":1,"#Recognize the needs of others.":1,"#Listen before asking questions.":1,"#Balance diplomacy with information sharing.":1,"#Apply their insight and expertise tactfully.":1,"#Challengers interview well when they:":1,"#If you’re a challenger, you must recognize the impact your behavior has on others and learn to modulate it so you can express yourself without alienating people. Practice your approach with a trusted advisor. Learn to listen more, pontificate less, and pick your battles. Share your points strategically. Use your inquiry talents to clarify issues rather than glorify yourself.":1,"#Interviewing with a Challenger":1,"#Challenger’s best qualities can become their worst liabilities in the interview process if they don’t learn how to manage them. The key for challengers is to find a balance. Through self-awareness and a willingness to modify their approach, challengers can bring inquiry and experience into the interview process without causing offense.":1,"#Challengers prize truth and integrity. The downside of this value system is that challengers can be blunt and lack the diplomacy required to successfully navigate the interview process. They’re suspicious when confronted by charm and aren’t concerned with making a connection.":1,"#Challengers don’t care if they’re liked; they just want to be who they are. They can be skeptical, disruptive, and demanding, and they often don’t value interview preparation. To challengers, interviews are investigations, and they want their questions answered.":1,"#When interviewing a charmer, establish a rapport and ask specific questions. When interviewing with a charmer hiring manager, initiate small talk to connect and help them feel liked.":1,"#Appear needy.":1,"#Focus on themselves.":1,"#Talk too much.":1,"#©2024 by Shift Philadelphia LLC":1,"#Charmers interview poorly when they:":1,"#Demonstrate that they’re both likable and capable.":1,"#Clearly articulate how what they have to offer matches hiring needs.":1,"#Balance the desire to be liked with self-confidence.":1,"#Charmers interview well when they:":1,"#If you’re a charmer, you must work toward becoming comfortable with not being liked by everyone and learn to view criticism as developmental feedback. As an interviewee, focus on using the interview process to amplify your qualifications. As an interviewer, strive to overcome your natural draw to a fellow charmer. Use a structured interview format for all interviews to help ensure a more unbiased and effective process.":1,"#Interviewing with a Charmer":1,"#An interview with a charmer can go awry when the candidate doesn’t temper their charm and, at the end, the interviewer realizes they learned very little about the person’s qualifications. Charmers can also end up talking their way into a position they’re not fully qualified for or capable of performing.":1,"#Unfortunately, the business world is biased toward charmers because they’re extroverted and accommodating. This can lead to choosing the wrong candidate. If both interviewee and interviewer are charmers, the process can derail into focusing on the newfound “kinship” rather than making the best choice.":1,"#Charmers love interviews because they love having an audience. To a charmer, an interview is a performance, and the goal is to get the audience to like them. Because charmers are so engaging, interviewers love to interview them. However, that doesn’t mean charmers are the best at interviewing. Their charm can get in the way of making an honest impression and keeping the process on track.":1,"#by Anna Papalia":1,"#Charmer":1,"#Part II: What’s Your Interview Style":1,"#You can’t change your fundamental style, but you can understand it. Through that self-knowledge, you’ll gain the ability to recognize and control your biases, modulate your behavior, and be more responsive to differences in style should you encounter them during an interview.":1,"#Often these styles overlap, creating up to 12 variations. Your style influences how you behave during an interview. No one style is inherently better at interviewing than another.":1,"#<em ljsid-0=\"\">Harmonizers</em> want to fit in, are agreeable, and hope to highlight themselves as team players.":1,"#<em ljsid-0=\"\">Examiners</em> are concerned with accuracy and consider the interview to be a test they must pass.":1,"#<em ljsid-0=\"\">Challengers</em> are individualistic and inquisitive. They expect answers to their questions.":1,"#<em ljsid-0=\"\">Charmers</em> are eager people pleasers. The interview is their opportunity to perform.":1,"#Everyone has their own approach to interviewing. However, every individual’s style can be classified into one of four groups:":1,"#The Four Interview Styles":1,"#The New Science of Interviewing":1,"#No “one best question” can tell you everything you need to know about a candidate. Don’t rely on intuition to help you choose the best person for the job. “Winging it” through an interview won’t ensure you land the position. Self-awareness, planning, and preparation are essential in every interview situation.":1,"#When you know yourself and your interview style, you’re better able to shape an interview to your best advantage. This is especially important when interview styles differ and lead to bias. Unrecognized interview bias is corrosive and commonplace.":1,"#Interviews are the primary determinant of your ability to acquire a job, promotion, or internship. If you’re on the hiring side, the interview process is your gateway to making the best hiring decisions.":1,"#Why It’s Important to Know Your Interview Style":1,"#The premise behind Papalia’s method is that self-awareness is crucial to successful interviews. You must understand yourself, how you relate to others, and how to use those factors to improve the interview experience.":1,"#This “aha” moment led Papalia on a journey to uncover four interview styles: <em ljsid-1=\"\">Charmer, Challenger, Examiner</em>, and <em ljsid-3=\"\">Harmonizer</em>. She abandoned her how-to-interview curriculum and developed a coaching and consulting practice designed around her <em ljsid-5=\"\">Interviewology Profile</em> assessment tool.":1,"#This pivotal conversation led Papalia to rethink how she taught and coached clients. She realized that traditional interviewing practices were based on the notion that participants must conform to a single standard, when in fact there could be more than one way to interview.":1,"#As a consultant and teacher, Papalia became frustrated by her inability to inspire some of her students with her how-to-interview curriculum. A relative who was also a teacher suggested her approach might not be appealing to these students’ learning styles.":1,"#Discovering the Four Interview Styles":1,"#Papalia’s epiphany led her to reevaluate her entire approach to interviewing and recruiting. Committed to making the interview process more meaningful and productive for both interviewers and interviewees, she quit her corporate job and launched her own consulting business.":1,"#Clicking this link will redirect to relevant products for the Author Anna Papalia.":1,"#Papalia’s epiphany led her to reevaluate her entire approach to interviewing and recruiting. Committed to making the interview process more meaningful and productive for both interviewers and interviewees, she quit her corporate job...":1,"#When she was interviewing a candidate while working as a corporate recruiter and had an epiphany about her own bias.":1,"#When she interviewed to land a coveted restaurant server job that allowed her to work and fund her college education.":1,"#When she interviewed for admittance to college—her sole goal during her troubled high school years.":1,"#Three interviews dramatically changed Anna Papalia’s life:":1,"#An Interview Can Change Your Life":1,"#Part I: About Interview Styles":1,"#Whether you’re an interviewer or an interviewee, you can use knowledge about interview styles to help direct interview sessions that lead to better outcomes.":1,"#Self-awareness of your own style, combined with your ability to discern and adapt to another person’s style, is crucial to turning every interview experience into a positive one.":1,"#<strong ljsid-0=\"\"><a ljsid-0-0=\"\">Anna Papalia</a></strong> is the CEO of Interviewology, a keynote speaker, and a career influencer with over 2.5 million followers across social media platforms. As a former director of talent acquisition turned career coach, she has advised more than 10 thousand clients. Nominated for HR Person of the Year in 2020, she is a highly sought-after thought leader on all things interviewing.":1,"#The most important asset you bring to the interview process is your authentic self. By understanding your own and another’s interview style, you’re better equipped to present yourself in a way that reflects who you are and what you want. Self-awareness is your best tool for interviewing successfully, whichever side of the process you’re on.":1,"#Part III: Applying Interview Styles":1,"#When interviewing a harmonizer, create a safe place for self-sharing. When interviewing with a harmonizer hiring manager, recognize their reluctance to probe deeply. Be confident that they already view you as a capable candidate.":1,"#Hide their authentic self.":1,"#Prioritize blending in.":1,"#Fear being rejected for who they are.":1,"#Lose themselves in what they think others want from them.":1,"#Harmonizers interview poorly when they:":1,"#Show their authentic selves.":1,"#There are four primary interview styles—<em ljsid-1=\"\">Charmer, Challenger, Examiner</em>, and <em ljsid-3=\"\">Harmonizer</em>—and 12 variations on those styles.":1,"#retail-marketing-strategy":1,"#ISBN: 9780749476915":1,"#by Constant Berkhout":1,"#Many retailers simply do not understand shoppers, as evidenced by the growing emphasis placed on in-store marketing. The move to more on-floor promotions stems from a 1995 study (which other studies refute), that indicated 70 percent of purchase decisions by grocery shoppers are made on impulse. Berkhout argues that humans simply cannot cope with making that many decisions; instead, shoppers largely make purchases by habit. Instead of arranging their stores in hopes of catching impulse purchases, retailers can make buyers happy by placing the most frequently purchased items in a prominent location and making it easy for...":1,"#Clicking this link will redirect to relevant products for the Author Constant Berkhout.":1,"#ISBN: 978-1-63265-138-9":1,"#Use the...":1,"#by Kevin Lund":1,"#conversation-marketing":1,"#Clicking this link will redirect to relevant products for the Author Kevin Lund.":1,"#<em ljsid-1=\"\"> *It all starts with the customer</em>.<em ljsid-3=\"\"></em>As customers put more demands on companies, businesses must listen to them and show them that their feedback is important. Many companies are now employing chief customer officers whose role is to hold their organizations accountable for their customers.":1,"#ISBN: 9781629560373":1,"#Noise causes distractions and makes people lose focus. In the business world, noise causes companies to focus on the wrong things and...":1,"#marketing-above-the-noise":1,"#by Linda J. Popky":1,"#Clicking this link will redirect to relevant products for the Author Linda J. Popky.":1,"#Building on the principle, espoused by Sergio Zyman, (<em ljsid-1=\"\">The End of Marketing As We Know It</em>), that marketing is a science, not an art, <strong ljsid-3=\"\">Enterprise Marketing Management</strong> presents a practical guide for transforming marketing into a scientific discipline that leverages every resource of the enterprise to drive sales. Providing case studies from diverse companies and step-by-step methodologies, Sutton and Klein demonstrate how the discipline of <em ljsid-5=\"\">enterprise marketing management</em> can help marketers take advantage of their company’s investments in information gathering to make customer relationship management, new media, and marketing organization design, effective over the long term, as well as bring an ROI mindset to everything marketing does.":1,"#21 minutes":1,"#ISBN: 9780471267720":1,"#enterprise-marketing-management":1,"#<strong ljsid-0=\"\">DAVE SUTTON</strong> and <strong ljsid-2=\"\">TOM KLEIN</strong>, founders of Marketing Scientists, LLC, are the leading authorities today on how to plug 21st-century technology and marketing techniques into the modern enterprise. Their preeminence in the field of Enterprise Marketing Management marks a culmination of a career-long involvement with some of the most important developments in contemporary business strategy, having worked with Jim Champy and Michael Hammer (Reengineering the Corporation), Fred Wiersema and Michael Treacy (Discipline of Market Leaders) and Michael Porter (Strategy and the Internet). In addition, they’ve had hands on marketing and strategy experience with the world’s biggest companies and brands, including NABISCO, CHANEL, CHASE, COCA-COLA, MERRILL LYNCH, GEORGIA-PACIFIC, MIT, HOST MARRIOTT, and many others.":1,"#Finally, because <strong ljsid-1=\"\">Enterprise Marketing Management</strong> is billed as a companion to <em ljsid-3=\"\">The End of Marketing as We Know It</em>, and because the advice offered is based on the guidelines espoused in the earlier work, we insist that you read Zyman’s book first, if you haven’t already. We believe that is especially critical to understand exactly what he and Sutton and Klein mean when they say marketing is a science not an art. Without Zyman’s detailed discussion of that assertion, it may appear that Sutton and Klein are taking a stance that is in direct opposition to the likes of Philip Kotler, who define marketing as an art <em ljsid-5=\"\">and</em> a science. They are not. In fact, you will find that taken together, <em ljsid-7=\"\">The End of Marketing as We Know It</em> and <strong ljsid-9=\"\">Enterprise Marketing Management</strong> admirably demonstrate the practical realities of Kotler’s eminent guidance.":1,"#At the end of each chapter, you will also find a set of guidelines to try out according to your own marketing situation. We recommend that before you decide not to read a chapter, check out these guidelines first. You may find something that piques your interest and demands that you examine that section more thoroughly.":1,"#©2003 Dave Sutton and Tom Klein":1,"#Sutton and Klein note that they have organized the book so that you can read it in its entirety in the order presented, or you can focus on individual chapters, according to your particular interests and needs. Because each chapter includes at least one case study of the theories introduced, we suggest that you at least read the case study (if you don’t plan to read the entire chapter). You will find that these examples represent a range of industries and outcomes—for example: “K-Mart: A Brand That Lost Its Way—and Its Customers,” “American Express: Connecting Marketing to Sales to Drive Increased Card Acceptance,” “Nabisco: Building a Brand Experience Blueprint to Escape the Commodity Trap,” and “Toshiba: Integrating Marketing Science into CRM.” It is the kind of information that will help you gain concrete insights into how marketing should (or just as importantly, should <em ljsid-1=\"\">not</em>) work.":1,"#Reading time: 12-14 hours, 236 Pages in Book":1,"#Sutton and Klein call this approach <em ljsid-1=\"\">enterprise marketing management</em> because they believe that marketing is too important not to be a part of the processes of the <em ljsid-3=\"\">entire</em> enterprise and that marketers must understand how to use every resource, “not just the traditional levers of the marketing mix” to increase their company’s sales and profits. In addition, the model applies the traditional levers of marketing, segmentation, and differentiation to develop a targeted <em ljsid-5=\"\">market</em>. And, management comes into play because the brand must be <em ljsid-7=\"\">managed</em> across every person, throughout the organization, who interacts with the customer. Understanding the importance of the brand is a key factor in this approach. The authors’ aim is to extend the lessons begun by Zyman that marketing is more than creating an image—it is about activating that image in order to convince people to buy more, for more money, so that the company can make more. Marketing’s job is to accomplish this by turning the brand into a “relationship” between the company and the customer.":1,"#<strong ljsid-0=\"\">Enterprise Marketing Management</strong> is the “playbook” that takes Zyman’s work to the next level of detail and reveals how to implement the principles and practices of this new <em ljsid-2=\"\">science </em>of marketing. It focuses on the use of information technology to close what the authors see as the “gap between marketing and the rest of the enterprise that is at fault for stagnating sales, high customer attrition, poor return on CRM and marketing investments, and overall poor financial results.” Essentially, they are talking about putting information to work to sell more and about helping marketers and the executives who employ them use marketing to make <em ljsid-4=\"\">investments</em>, not <em ljsid-6=\"\">gambles, </em>and to also effectively determine the return on those investments. Thus, the work is not about reinventing marketing, but adapting it, and about knowing its basic principles (which are shown to align perfectly with sound business practices) and applying them.":1,"#In his 1999 bestseller, <em ljsid-1=\"\">The End of Marketing as We Know It</em>, he argues that because technology has created a “consumer democracy,” mass advertising can no longer move the masses, retailing strategies can no longer force people to buy, and “Plan B”—price promotions—cannot build long-term customer loyalty. Thus, marketing must create value in the minds of consumers by building brands that deepen the consumer’s relationship with the product/ service. And, this can only occur if marketers realize that the discipline of marketing is more science than art, and that it must be approached in a systematic, logical way that involves defining a strategy that lies at the core of everything the organization does, focusing on results, understanding that marketing is an investment that should pay returns, creating demand, and selling everything the company can make.":1,"#During the past few years, an alarming amount of once stellar companies has gotten into trouble, not necessarily because they are guilty of trying to do an “Enron” around basic business ethics and/or accounting practices, but because their marketers have somehow forgotten that the only way they can make a profit is to sell more products/ services to more consumers. Instead, they think that marketing’s purpose is to make provocative ads and to boost volume with rebates and snazzy promotions. The result, says Sergio Zyman (former chief marketing officer of The Coca-Cola Company) is that marketing has become ineffective at most companies and “therefore is considered to be strictly a nonessential activity.”":1,"#The authors warn that though it may be tempting to make one marketing investment after another, it is an approach that goes against EMM principles. Not only is it important to plan for what <em ljsid-1=\"\">will </em>happen, it is also critical to measure what is happening and learn from it. “What good is a winning market initiative that you’re not able to repeat?”":1,"#Generally speaking, the process of optimizing marketing investments in this manner should follow the same EMM approach in every instance. Before even thinking of spending the first dollar, marketers must ensure that the investment is in alignment with the strategy that it is supposed to support. Then they must identify where in the brand experience blueprint to make the investment. This involves creating the marketing investment program— marketing element or customer touch point; developing a profile of the investment and the ROMI; and developing the nonfinancial metrics that are likely leading indicators of marketing return. Finally, they must implement the process or system that will let them evaluate the progress of their many investments, even before they are complete. This final step is about being prepared to answer the question: “Are we selling more?”":1,"#by Dave Sutton, Tom Klein":1,"#After successfully developing a brand architecture that describes the combination of emotional and functional benefits that drive purchase intent, translating these benefits across the entire brand experience, and developing a brand experience, marketing must still think about where to invest funds to drive sales. Sutton and Klein believe that the bottom line is that marketing must focus only on those campaigns and initiatives that make money, and that a disciplined scientific approach is the best way of identifying those areas. However, part of the effectiveness of bringing a scientific discipline to the issue lies in applying it from beginning to end and not waiting to employ ROI metrics after the fact.":1,"#When appropriately implemented, ABM brings substantial benefits. It creates an effective road map, based on the expected effectiveness and efficiency of each marketing activity, initiative, and/or campaign, that each business unit can use. It identifies the risks and critical success factors of each performance target. ABM apprises management of the number of leads required to achieve financial objectives, at each stage of the sales process. And, it aligns enterprise marketing and customer strategies with operational investments.":1,"#The authors believe that by applying activity-based costing theory, a rigorous process for evaluating which marketing activities create value can be established. This activity-based marketing (ABM) analysis represents a structured methodology to: apply scientific discipline as a means of maximizing the return on every marketing dollar spent across the enterprise; optimize the performance of each marketing channel, as well as the overall portfolio of channels; model what-if investment scenarios; forecast the number of leads needed per month, per channel, to achieve revenue objectives, and provide a common language and fact base for the marketing and executive teams to make informed decisions.":1,"#According to Sutton and Klein, even in a recession, effective marketing drives customers to businesses more frequently and persuades them to buy more products/ services for more money. Unfortunately, many shortsighted business leaders continue to insist that they cannot afford, or do not need, marketing in a slow economy. Viewing marketing as an expense, rather than an investment, they <em ljsid-1=\"\">budget </em>for marketing and fail to develop a marketing <em ljsid-3=\"\">investment </em>strategy. They are unaware of ROMI, they do not understand the need to track return on marketing assets (ROMA [marketing assets are just as important on a balance sheet as traditional assets]), and they do not have a comprehensive set of marketing investment management tactics. As a result, they continue to make the kinds of wrong decisions that erode their company’s value.":1,"#EMM demands that companies shift from a <em ljsid-1=\"\">make-centered</em> business model (which is structured around what the enterprise makes) to one that is <em ljsid-3=\"\">sell-centered</em>. In other words, it must be designed so that it delivers on the brand promise from the customer’s perspective rather than that of the company. All essential activities (i.e, procurement, manufacturing, warehousing, shipping, etc.) must focus on the customer. Thus, the starting point is the brand architecture, which is the foundation for the brand positioning, and the brand’s position, in turn, defines and guides everything and everyone associated with the brand. Although a wide variety of organizational structures can support the delivery of a profitable brand experience, strategy, as embodied in the brand architecture and brand experience blueprint, will determine which structure is best, how to structure each function, and how to structure partnership and alliance relationships beyond the enterprise.":1,"#The authors note that in virtually every industry, businesses face the same, continuous challenge of “designing and maintaining effective and efficient business models that maximize profitability and return on marketing investment (ROMI).” And, though this quest for the best people, process, performance measures, and technological capabilities is not a novel endeavor, new economic drivers have forced the reinvention of business models everywhere. The globalization of competition, the decreased sustainability of competitive advantages due to technological innovations, increasing customer demands, the lowering of traditional barriers to entry, and the increased demand for demonstrable ROMI are forcing many companies to reassess their business model designs toward one of two options: (1) centralizing business activities in order to improve overall operating efficiencies and reduce costs through improved buying power and scale economies; or (2) reorganizing business activities around customers to improve effectiveness of relationships, enhance overall strategic positioning, and increase revenues. With the EMM approach, marketing must move in both directions at once.":1,"#PART III: FROM “MAKE-CENTERED” OPERATIONS TO “SELL-CENTERED” OPERATIONS":1,"#Making the most of new media means integrating them into literally every element of the marketing mix, and ensuring that every element of the mix is be tracked and monitored at all times. “The name of the game is delivering on customer outcomes and <em ljsid-1=\"\">also</em> delivering on brand benefits,” which Sutton and Klein believe is almost unthinkable without new media. However, they also believe that for any new media investment, the overarching consideration must be ROI.":1,"#An evaluation of how new media might be continually integrated so as to segment customers further, by behavior, and deliver the benefits that will drive purchase intent.":1,"#A definition of the elements of the brand experience and the creation of a brand experience blueprint that takes into account the multiple channels that a customer might use to interact with the firm. When planning for specific customer outcomes (e.g., anything from downloading a brochure, when considering a purchase, to enrollment in an email-based service newsletter), the blueprint should take new media into account. These outcomes must be measurable and must include traditional financial metrics, such as revenue, volume, profit, and cash flow.":1,"#The development of a brand architecture that articulates the combination of attributes and benefits that drive purchase intent, and a description of the brand’s character/personality that can help establish the overall tone for marketing execution.":1,"#Another essential aspect of EMM is the use of new media to activate the brand. New media are all the tools of the electronic channel, including the Internet, websites, email, instant messaging, online services, cell phones, PDAs, etc., that can be used to communicate with and engage current and prospective customers in electronic conversations at any stage of the brand experience. Sutton and Klein believe that using such intimate, ongoing conversations presents an unparalleled marketing opportunity to manage the brand experience. They also note that as the electronic conversation increasingly becomes the primary interaction with customers, marketing must exert itself as the primary owner of that relationship, and in this way, ensure that all the benefits of the brand are communicated clearly, consistently, and compellingly at each touch point and/or customer contact. It is an approach that requires the following:":1,"#Enterprise marketing management application tools that can help companies cross-market and, at the same time, help marketers make better marketing decisions, while decreasing execution costs and time-to-market, are widely available. For example, the Zyman Marketing Group uses the Return on Marketing Investment (ROMI) model, a data-rich tool that permits an analysis of the historical performance of marketing channels. It projects the levels of prospects, lead meetings, and wins that will be necessary to meet prescribed revenue targets. And, it develops monthly lead requirements and forecasts to evaluate progress against business goals. On a broader scale, EMM applications can aid in the planning, execution, and measurement of marketing process reengineering activities. With this kind of higher productivity, marketers will spend less time thinking about lower-level activities and more time on in-depth analysis, strategic thinking, creative efforts, and other higher-value activities. Although most companies understand the value of cross-selling and technological capabilities, the key is to get them to work together by starting with a deep understanding of the customer, aligning everyone who speaks with the customer, and measuring results.":1,"#Once customers have been won over the first time, it is always easier to sell them additional products/services. This is not about cross-selling, but about activating the customer’s intent to <em ljsid-1=\"\">cross-buy</em>, and to accomplish this task, marketers must understand the EMM approach of cross-marketing. Sutton and Klein note that while many enterprises have invested in CRM technology and have taken the critical steps of analyzing customer data, few have thought through the strategic brand implications of focusing on customer retention and relationships. Thus, though they may be able to cross-sell, they are not cross-marketing. The difference is critical: Cross-selling is driven by business-unit or sales-rep tactics that result in the target only seeing <em ljsid-3=\"\">individual</em> products that just happen to be from one firm. By contrast, cross-marketing is driven by a consumer-centric marketing strategy that leads the target to see an <em ljsid-5=\"\">overall brand value proposition</em> that happens to be made up of individual products.":1,"#Thus, if CRM is properly focused and implemented, it can create a sustainable and profitable competitive advantage. This means that marketing must tailor and configure CRM applications so that they deliver on the benefits articulated in the brand architecture and also implement the brand experience blueprint for each brand across all channels, in a manner that reinforces the drivers of differentiation and preference. CRM analytics must be enhanced so that data is tailored to generate proper context and understanding, which will, in turn, help improve the brand experience for the customer. And, CRM capability must be connected with marketing’s ability to understand the dynamic nature of consumer trends. Combining these strengths will allow marketers to take control of its dialogue with influential and trendsetting customers and, thereby, gain an understanding of consumer behaviors that will allow marketing to drive purchase intent.":1,"#The next essential element in EMM involves plugging marketing into CRM, using the brand experience blueprint, which delineates the real business requirements for any CRM-related project. Sutton and Klein note that the CRM initiatives that generate the greatest business results are the ones in which companies are not only just using technology to <em ljsid-1=\"\">manage </em>the customer interaction in a more efficient manner, but also using it to deliver specific brand benefits. It is about transforming the raw customer usage data that most CRM and ERP systems provide into actionable customer insights about: why the sales force is selling or not selling; why customers are buying or not buying; what can be done to attract more customers, get them to buy more, and convince them to pay more than they pay to the competition; and what customers and noncustomers are saying about their experience with the company and the brand.":1,"#This is about more than just implementing the traditional marketing mix—it also involves developing a high-level destination for each element of the brand experience and ensuring that it is well synchronized with the benefits of the brand architecture. In addition, marketing must assess the current brand experience across each element; develop hypotheses for improving the experience; focus on the achievement of key metrics as a means of validating the hypotheses; leverage validation to create a brand experience blueprint; and create a blueprint release/implementation plan based on the relative difficulty/value of changes.":1,"#Nonetheless, this does not mean that enterprises should just provide a bunch of undifferentiated offerings and see which ones the customer goes after. Rather, marketing must pursue a targeted, focused strategy geared to bringing maximum value to the maximum number of customers— the key being to offer the <em ljsid-1=\"\">right </em>brand experience to each customer, which requires the creation of a <em ljsid-3=\"\">brand experience blueprint</em>. While the brand architecture describes the hierarchy of benefits and attributes that drive the customer to buy, the blueprint provides a detailed description of precisely how the customer is going to experience all the elements of the brand architecture across every touch point and every element of the marketing mix.":1,"#Sutton and Klein believe that when it comes to leveraging information technology in this stage of the brand experience, many opportunities exist to provide differentiated service support, including making product manuals available online (as well as via an 800 number) and routing the most important customers to the most knowledgeable support source rather than through a central system. Essentially, it is about adding value to the brand experience by: using the brand architecture as a guide in delivering the support-related benefits that drive customer purchase intent; building intelligence into products so that the company knows when they need service/repair; giving customers access to product-knowledge databases; and/or delivering automatic product/service updates.":1,"#Once customers begin using their purchases, the need for service (e.g., everything from repairs to upgrades) often arises, and though many companies want to spend the least possible amount of time on this kind of support, smart enterprises know that customer contact in this stage is where they have the greatest chance to make more money by selling more. Because service support is where a sustainable competitive advantage can be built (i.e., “an unassailable brand experience that will lead to higher sales and higher margins”), marketing must own the brand experience as it relates to service or run the risk of losing a great opportunity to differentiate the brand in the marketplace and generate higher margins.":1,"#Clicking this link will redirect to relevant products for the Authors Tom Klein.":1,"#Once customers have purchased the product/service, they must use it. And, and this is where, say Sutton and Klein, most companies drop the ball, for they neglect to provide additional information to customers or remain accessible to them. It is an oversight that causes enterprises to lose customers and miss numerous opportunities to continue selling; to upsell, cross-sell, and sell services; and to preserve and enhance their reputations. Thus, in this usage stage, marketing must understand enough about information technology to recognize what is possible and to reinforce the idea that marketing has ownership of the brand experience. This they can do by: continuing to communicate brand benefits and positioning; providing just-in-time information about the application of the product; incorporating product-use learning courses; developing differentiated services to assist in product usage; linking customers so they can share helpful experiences with each other; monitoring the product to ensure that it remains in perfect condition; and providing ancillary, updated information that drives product value.":1,"#The purchase stage, which includes all of the details of delivery, is the moment around which the entire process revolves and the point where information and process technology have altered the way the customer does business. Thus, despite the wide-spread embrace of Web-based transactions to improve the customer’s access to information, marketing still needs to think about how it can use the purchase, and all the information around the purchase, to differentiate the company and its brands: It can use the brand architecture to differentiate the purchase process and continue delivering the brand benefits that drive purchase intent. Marketing can consider how the brand’s benefits and character can be used to differentiate the product/service from that of the competition. It can integrate the sale so deeply into the customer’s purchasing process that it becomes as automatic as breathing. And/or, it can differentiate so as to give better products/services to the best customers, while improving margin overall.":1,"#Once customers have identified their needs, they will begin to evaluate their options so as to determine what to buy. Thus, marketing must articulate and deliver specific brand benefits so that customers have something to consider other than price: Marketers may, based on their brand architecture, continue to communicate differentiating brand benefits. They may compile and provide detailed comparative purchase information that accompanies product/service information. They may provide product/ service configuration tools that allow the customer to choose or configure from multiple suppliers. Using the customer’s past purchase history, they may recommend related products/configurations. Marketers may provide interactive profiling tools for identifying and choosing the correct product/service. And/or, they may build upselling or cross-selling capability for their sales force.":1,"#The first task in determining the parameters of the brand experience (which is defined by how the customer purchases and uses a product/service rather than by how a company is organized) is to help customers identify their needs. In this stage, marketers must think about how to add value to the brand experience by: developing a strong brand architecture and communicating emotional and functional benefits; integrating with the customer’s supply chain to make reordering or need identification automatic; and providing partner-oriented selling information to put the broader partner network (i.e., distributors, alliance partners, etc.) to work.":1,"#Sutton and Klein note that because marketing professionals seem to be reluctant to embrace technology, they frequently are unable to take ownership of the brand experience and evaluate their information- or serviceoriented investments on the basis of the most important criterion—the ability to help their companies sell more product/services. Thus, they cannot know whether it is more important to provide their customers’ engineers with access to up-to-date product specifications or provide customer purchasing departments with access to an invoice history. They cannot determine whether to invest in a new CRM system, so that they can improve customer service’s ability to recognize customers and potentially cross-sell, or create a product marketplace. And, they cannot decide whether to develop a product comparison tool to help self-service customers or invest in outbound teleselling capabilities. Although, in theory, no one approach is better than another, in practice, all have a definite measurable impact on the brand experience.":1,"#PART II: FROM INTERACTIONS/TRANSACTIONS TO SUSTAINING BRAND PREFERENCE":1,"#Marketing should also be connected to human resources and to operations. Because HR needs help in attracting and retaining the best people to drive the EMM initiative throughout the organization, marketers must develop a brand architecture for attracting the best employees as well as the best customers. And, given the fact that every part of the organization interacts and communicates with the customer, marketing must think about every potential touch point. It is up to operations (which includes manufacturing, service, support, warehousing, delivery, maintenance, etc.) to deliver on the promise of the brand once the customer has made a purchase. If marketing does not connect to operations, this cannot happen. Thus, marketing must evaluate and address how the brand’s positioning has been communicated and engaged throughout the company, and evaluate participation in developing ERP, supply chain management (SCM), and CRM information systems, and integrating with them.":1,"#Sutton and Klein believe that because EMM requires an analytical approach, much like managing investments, marketing must be rigorously systematic about its spending. Thus, companies that sell to consumers through a third party may consider integrating marketing with finance to better track marketing ROI. Considering that financial systems are now part of enterprise resource planning (ERP) systems, this finance/marketing connection can be as simple as performing regular analyses of return on marketing spending. Or, it can be as complex as integrating marketing’s planning, budgeting, and investing efforts with financial systems so that real-time assessments are always available.":1,"#Although there are many options for plugging marketing into the enterprise, the authors believe that connecting marketing to sales and finance will drive the most immediate returns. Companies that rely on direct selling with a sales force should focus on integrating marketing with this function. Because the brand architecture has been developed specifically to drive customer purchase intent, the obvious thing for marketing to do is to make this information accessible to the sales force. The content should conform to the way salespeople sell. It should be organized so that they can easily find the right content at the right time, based on their needs and the needs of the customer. The format must be composed in such a way as to be easily and consistently deliverable to every sales rep in every channel. The message should represent the conversation already taking place with customers, and it should be in alignment with customer goals, requirements, and business needs (instead of productfeature functionality). And, it should be formatted in a way that is useful to customers.":1,"#Using this data, it is now possible to make final customer targeting recommendations, build a strategic positioning statement, and create the architecture for the brand—a detailed schematic diagram of how the key benefits and attributes of a brand work together to convey the overall positioning. Once complete, this schematic will become a strategic marketing framework, visible to the entire organization, that can be used to begin communicating and delivering the identified customer benefits. It will also act as a metric against which all marketing and sales activities can be measured and aligned. Practicing enterprise marketing management not only involves doing the research necessary for developing the brand architecture, marketers must also reconfigure their thinking about how marketing should work with sales, finance, operations, service, HR, etc.—how marketing information flows from marketing to these other departments and back again. Sutton and Klein note that two principles hold sway here: One, the benefits described in the brand architecture are simply too important to remain exclusively within the marketing department. And, two, marketing has to rely on the rest of the company to help it deliver brand benefits and monitor what works and what does not.":1,"#Testing, optimizing, and validating hypotheses involve mapping out and projecting the potential power of each hypothesis and identifying ways to make each stronger via quantitative testing with target customers. This may include executing analytical methodologies such as stated versus derived benefit importance, likely purchaser profiling, demand-based segmentation, and purchase intent progression. This step should deliver detailed electronic tables that summarize all the data gathered and a presentation/summary document that details all key findings and implications.":1,"#Based on these conclusions and indicated actions, it is now possible to develop a comprehensive range of brand architecture hypotheses concerning product attributes, functional benefits, and emotional benefits that may be most effective in motivating customers to consume the brand. In addition, research hypotheses on key targeting variables, usage occasions, competitor brand awareness/ associations, and any other key knowledge gaps that need to be addressed can be developed. The result will be a detailed strategic hypothesis-testing brief that outlines all hypotheses, as well as a ready-to-field testing design and survey questionnaire.":1,"#Conducting a brand assessment is necessary because whatever is done with a brand must flow from current reality. Thus, product characteristics and their key benefits and attributes, business performance metrics, category insights and trends, competitive data and profiles, customer/consumer research and insights, pricing issues and analyses, industry analyses and trends, secondary research on customer usage and consumption habits, and expert interviews and surveys must be evaluated. The result will be a detailed brand situation assessment document that summarizes key findings regarding the market environment and attendant opportunities, customer/consumer targeting, the value proposition for the target audience, the competitive analysis, data and insight gaps, and conclusions/indicated actions.":1,"#The brand’s destination statement clearly articulates the following key elements: what business the marketer seeks to compete in for the long term; to whom the marketer plans to sell to now and in the future; what customers will receive that sets the brand apart from alternatives; how customers will benefit from the product/service; how customers will think, feel, and act about the brand; and how the business will benefit as a result. This articulation will provide focus for all the other activities required to develop the brand architecture.":1,"#The brand architecture, which can include emotional, functional, and physical benefits; product attributes; user imagery; and a variety of other intangibles, represents the brand’s structural integrity. It delineates how the brand is built, how it works, and how its components fit together to deliver meaningful benefits to the customer. It is grounded in the <em ljsid-1=\"\">science</em> of understanding why customers purchase and use products, and it provides direction about which combination of specific emotional and functional benefits can generate the greatest amount of customer purchase intent. Effectively constructing this kind of framework involves developing a destination statement; conducting a brand assessment; developing strategic hypotheses; testing, optimizing, and validating hypotheses; and creating brand positioning and architecture.":1},"version":197258}]