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Archive for the ‘Pricing’ Category

CMO resilience

Monday, March 11th, 2013 by Guest blogger

Partner of the iOpener institute for People & Performance, Jessica Pryce-Jones

The role of the Chief Marketing Officer (CMO) is changing apace. The recession has increased the pressure on marketers to deliver results and be able to clearly demonstrate the impact of those results on the bottom line. Add into the mix the challenge of integrating customer data from an ever increasing range of communication channels, including social media, and it’s clear that CMO’s are facing an unusual set of hurdles. (more…)

Come together

Friday, October 19th, 2012 by Guest blogger

David Fincham, director, Charterhouse

In marketing production, we often see inefficient procurement practices due to the lack of proximity between these two functions. While most companies have made some headway towards optimising production – a vital component of every marketing campaign – this is often only in one or two areas such as print and pre-press.

As marketing techniques continue to evolve and brands shift their focus towards digital, tackling production is becoming a more complex issue for marketing and procurement professionals alike. (more…)

Keep watch on the CPO

Friday, June 15th, 2012 by Guest blogger

Peter Colman, senior director at Simon Kucher & partners

The Chief Procurement Officer (CPO) is the person that all marketers should be watching.

The role has become prevalent as larger companies exploit cost cutting opportunities. But procurement and marketing need to get along to ensure sustained success. (more…)

How good is your promotions know how? Take our quiz to find out

Thursday, May 17th, 2012 by Guest blogger

Matt Butcher, director, PIMS-SCA

I regularly sit down with marketers reviewing and advising on their promotions and more often than not, clients are surprised by our expectations of the likely results. So it’s no surprise to me when the Institute of Promotional Marketing’s Marketing Gap Study confirms what my company already knows; that what marketers think consumers do fails to measure up to reality. As one example, marketers tend to vastly overestimate the degree to which consumers abuse the use of money-off coupons.

Getting redemption estimates wrong can be costly, particularly if promotions are uninsured. Our business relies upon an intimate knowledge of how consumers respond to promotions, using a database built over 25 years. Armed with this knowledge, I invite you to take a lighthearted test to see how you shape up!

The following are based on actual promotions that took place in recent years. Check your answers at the bottom.
(more…)

Watch out for the top five “don’ts” in marketing metrics

Thursday, April 26th, 2012 by Guest blogger

Fergus Gloster, managing director EMEA, Marketo

B2B marketers should share just two categories of metrics with senior management if they want the respect of the CEO and CFO: revenue metrics and marketing programme performance metrics, which document the impact of effort and investment and directly link it to revenue and profit.

These kind of metrics enable marketers to speak the financial language of business.  When it comes to marketing metrics, there are five key areas where things can often go awry and complicate forecasting….. (more…)

Awakening brands to the power of social media

Friday, April 13th, 2012 by Guest blogger

Jon Gunn, social brand editor, Gutenberg Networks

Increasingly over recent years, brands large and small have awoken to the reality that they need to engage with the emerging environment of social media. Some have accepted this because they see others doing the same and don’t want to lose their competitive advantage. Others recognise the expansion of permission based marketing and the shift in consumer behaviour from one of passive involvement to active engagement. (more…)

3 ways to wade out of the sticky margin jam

Tuesday, April 10th, 2012 by Guest blogger

Peter Colman, director, Simon-Kucher & Partners

Most marketing professionals in B2B and B2C use segmentation in various guises, but relatively little segmentation takes willingness-to-pay into account. The latter is therefore rarely used for managing prices and margins. This approach to segmentation can help to double the contribution margin from high-value customer segments. And what marketer would want to miss such an opportunity? (more…)

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