Marketing Officer Research Articles

Proses Personal Selling dalam Pemasaran KPR BCA

The mortgage is one of the excellent facilities from BCA. As a top product, BCA is aggressively offering that facility to its customers. BCA KCU Thamrin offered mortgages through their marketing officer. This study aims to examine and analyze the implementation of a personal selling strategy by BCA KCU Thamrin's marketing officers to achieve the target. This research is descriptive qualitative research with a case study method and the data collection technique uses in-depth interviews. The data analysis is using data reduction, data presentation, and making conclusions. The validity of the data is checked by the source triangulation method. The result of this research shows that the marketing officers of BCA KCU Thamrin strategy for offering mortgages to their customers is by integrating and follow the stages of personal selling strategy, which are Prospecting and Qualifying, Pre approach, Approach, Presentation and Demonstration, Overcoming Objection, Closing the Sale, and Follow Up. The implementation of personal selling strategy viciously has delivered BCA KCU Thamrin to achieve the best of satisfaction score by customers in 49 from 50 (98%). The conclusion that can be drawn is that achieving the best satisfaction score at BCA KCU Thamrin shows the strength of personal selling strategy.

Chief stores officer and retailer performance

This research investigates the performance implications for retailers of having a chief stores officer (CSO) in the top management team (TMT). Using a matched sample consisting of 120 public retailers, we find that CSO presence is positively associated with 3 different performance metrics, namely, comparable store sales, profit per store, and Tobin's q. We also identify a partial mediating mechanism and find that CSO presence improves retailer performance through enhanced inventory turnover. Our results are robust to controlling for a series of TMT characteristics (such as chief marketing officer presence, chief operating officer presence, and TMT diversity), time-invariant unobservables at the retailer level, different measures of key variables, and alternate model specifications. As the first study that explores the phenomenon of CSO presence, our findings have important implications for public retailers on how to leverage marketing expertise in the TMT to improve performance.

COVID-19, the outlook for corporations, and the changing demographic landscape: An interview with Chiqui Cartagena

Founded in 1916, The Conference Board is a nonpartisan, not-for-profit, memberdriven think tank that delivers trusted insights into what lies ahead. In the following interview with Chiqui Cartagena, the organisation’s Chief Marketing Officer and Leader of its Center for Marketing and Communications, Ms Cartagena discusses the most recent consumer confidence measures and offers key insights on how corporations have responded to the economic volatility created by the COVID-19 pandemic. Ms Cartagena also shares what The Conference Board is doing to prepare for a multicultural majority in the USA, and what it means on a personal level to be the first Latina Chief Marketing Officer of this powerful think tank.

Physics-related companies report mostly mild economic symptoms from COVID-19

Most makers of research tools for physical scientists report stable business. Some of their products are being used in the fight against the novel coronavirus.

Tracking the virus - privacy vs protection [COVID-19

A TWEET BY DATA analytics firm Tectonix recently went viral. The interactive video map shows how visitors returning from a Florida beach party spread out across the country. Many of those tested positive for Covid-19 and could infect thousands of others, underlining how reckless behaviour by individuals ignoring public health affects everyone else. It graphically illustrates why politicians and public health experts are so keen on tracking the public's movements. Data like this “can save lives at scale”, says Tectonix chief marketing officer Mike DiMarco, “but only when used responsibly. It should drive informed, productive decisions, not infringe on our rights.”

Chief marketing officer presence and firm performance: assessing conditions under which the presence of other C-level functional executives matters

This research extends understanding of the relationship between chief marketing officer (CMO) presence and firm performance by investigating how it is affected by the presence of three other functional heads (or CXOs) under various environmental and strategic contingencies. Results based on a panel of 401 U.S. manufacturers reaffirm the positive CMO presence–firm performance relationship and establish that the linkage is (a) strengthened by chief sales officer presence when industry sales volatility is high, (b) strengthened (weakened) by chief technology officer presence when industry innovation and firm differentiation (cost leadership) are high, and (c) strengthened (weakened) by chief supply chain officer presence when firm diversification (differentiation) is high. The study: expands top management team research by investigating executive dyads formed by the pairing of heads of functions advocated in the organizationally embedded view of marketing; delineates CXOs’ roles and orientations to clarify mechanisms that aid or hamper the CMO; and, identifies industry and firm-level contexts that affect the CMO–CXO interfaces. Additionally, the findings underscore the importance of appointing CMOs and, of CMOs spanning organizational silos.

SPE Board Announces Nominees 2021 President and 2020 Directors

Tom Blasingame is the nominee for 2021 SPE President. He and four others make up the slate of nominees recommended for positions open on the SPE Board of Directors. 2021 SPE President Tom Blasingame is a professor and holder of the Robert L. Whiting Professorship in the Department of Petroleum Engineering at Texas A&M University. His teaching and research activities focus on petrophysics, reservoir engineering, analysis and interpretation of well performance, exploitation of unconventional reservoirs, and technical mathematics. He also holds a joint appointment in the Department of Geology and Geophysics at the university. As of February 2019, Blasingame has graduated 67 MS (thesis) students, 34 MEng (report, non-thesis) students, and 14 PhD students. He served as assistant department head of graduate programs for the Department of Petroleum Engineering at Texas A&M from 1997 to 2003 and has been recognized with several teaching and service awards. 2020 SPE Directors Regional Director Middle East Qasem Al-Kayoumi is senior vice president technical center in Abu Dhabi National Oil Company’s (ADNOC) Upstream Directorate. His work experience includes drilling, reservoir management, reservoir simulation, field development, business planning, field operations, and technology development and deployment. Al-Kayoumi has been a member of SPE since 1985 and received a Regional Service Award in 2009. He helped establish the SPE Abu Dhabi Section, served as its chairman from 1993 to 1994, and continues to play an active role in section activities. Regional Director North America Zachary Evans is a senior storage engineer for TransCanada, based in Charleston, West Virginia. His work experience includes multiple underground gas storage development projects in the Appalachian Basin, specializing in reservoir characterization and performance monitoring, well integrity assessment, well test analysis, regulatory compliance, workover prioritization, employee hiring and training, and capital project oversight, and growth and expansion project coordination on the Columbia Gas Pipeline System. Before joining TransCanada, he worked in directional drilling and openhole logging as an MWD/LWD engineer and senior field engineer for Schlumberger in Saudi Arabia, Malaysia, and Australia. Technical Director Drilling David Reid is chief marketing officer for NOV, where he advises on technology development, direction, and acquisition strategies for the company. He also develops company culture strategies and provides internal consultancy and advice on market trends. He has held field, management, and executive roles at NOV in E&P business and technology, product management, and drilling rig package development. Reid joined Varco International in 1992 and has worked in Scotland, California, and Houston in service, operations, design, business and product development, leadership, and management roles. He has served on the board of directors of the NOV and Schlumberger IntelliServ joint venture since 2009. Technical Director Production & Facilities Robert Pearson is the technical director and founder of Glynn Resources, a consulting company based in Calgary. He has worked in production operations, completions engineering, and field development planning for onshore, offshore, frontier, and unconventional developments in several geographic regions. Pearson spent 10 years at Shell International prior to moving to Canada with Petro-Canada, now Suncor, as a district production operations supervisor. He cofounded and was subsequently president of APA Petroleum Engineering, which is now part of the RPS Energy Group. He worked for the group in Singapore and Brisbane before returning to Canada in 2015.

Communication and collaboration between chief data officers and chief marketing officers

To deliver a seamless, personalised customer experience, marketers require high-quality, complete and accurate data. In practice, however, data are frequently dispersed throughout the enterprise, locked away in siloed applications, in inconsistent formats or of poor quality. Ownership is not centralised, making it very difficult to remedy the situation and unlock the full potential of state-of-the-art industry tools and technologies. The magnitude of the challenge is beyond the scope and capabilities of the chief information officer. For this reason, some organisations have created a new role: the chief data officer (CDO). This paper explores a number of issues including the role of the CDO, the responsibility of the CDO compared with that of the chief information officer or chief digital officer, how organisational data maturity correlates to use of the CDO, how the chief marketing officer (CMO) has yet to leverage this new function, the challenges associated with such a collaboration and how various organisations are viewing the marketing data challenge. The paper goes on to describe the impact of the General Data Protection Regulation as a catalyst for data-quality initiatives and models for collaboration between the CMO and CDO. This paper forms the preliminary framework for a larger research initiative to be completed in the second and third quarters of 2019.

STRATEGI KOMUNIKASI PEMASARAN DIGITAL SITUS PEMBANDING HARGA TELUNJUK.COM

Abstract. The development of E-commerce in Indonesia has made the actors of digital industry create a price comparison site to help prospectice customers to make decisions in making a purchase. The existence of this price comparison business requires a marketing communication stratey than does not only make effort to draw the interest of the Internet users to visit to the site, but also on how to draw the attention of the online sellers and for them to cooperate. This article presents a digital marketing communication strategy of one of the price comparing websites in Indonesia, telunjuk.com, to increase their traffic. The research method used is the descriptive qualitative research method. Data were collected by interviewing key personnels at telunjuk.com i.e., Chief Marketing Officer as the the key informant and Digital Marketing Specialist as informant 1, and Content Specialist as informant 2. Besides that, the authors performed observations on the other price comparison sites and E-commerce sites through the internet media. The authors also performed a thorough rebiew of relevan print media. The result shows that the digital marketing communication strategy implemented by telunjuk.com in improving traffic is done through adding display advertising, SEM and SEO search engine optimization, and community platforms. Keywords: Digital Marketing Communication, Price comparison Sites

The impact of top management team characteristics and historical financial performance on strategic management accounting

PurposeThe purpose of this paper is to explore the impact of the top management team (TMT) characteristics and historical financial performance on strategic management accounting (SMA) usage.Design/methodology/approachObjective data were extracted from annual financial statements, as well as data from questionnaires in a sample of 94 enterprises were used.FindingsData analysis showed that one of the most important factors that influence the level of usage of SMA techniques is lagging historical performance of the enterprises. Those organizations that had low profitability in the past, due to the economic crisis, adopted and used innovative SMA tools more extensively, to improve their financial performance in the future. Based on Upper Echelons theory and Role theory, it was found that TMT characteristics (educational background, tenure, creativity) affect the adoption and the usage of SMA tools.Research limitations/implicationsFirst, this research was performed on one sector. Second, only a few SMA techniques were included. Third, some TMT characteristics were measured with only one item. As a result, it was not possible to check for reliability and validity of the measurements.Practical implicationsFirst, TMT characteristics influence the decision-making process and management control. This should be taken into account during the process of the selection of top managers. Moreover, SMA tools can be effectively used not only by CEOs and the managers of the accounting department, but from marketing managers as well. Consequently, a better communication between marketing and accounting managers is deemed essential to improve the performance of the company.Originality/valuePrevious research has studied the effect of CEOs and CFOs characteristics in the design of Management Control Systems. The authors explored for the first time, the effect of the characteristics of one more member of Board of the TMT, that is, Chief Marketing Officer (CMO), in the adoption and use of management accounting innovations (MAIs). Second, the authors studied one more characteristic of top level managers from Role theory, that is, creativity. Although many studies link creativity to the adoption of MAIs, this is the first time, to the best of the authors’ knowledge, that creativity is studied as an additional parameter that influences the adoption and use of SMA. Furthermore, this research provides additional knowledge about the effect of historical performance in MAIs usage. For the first time, it used objective data from annual financial statements, it calculated financial ratios, to measure historical financial performance. Moreover, this study provides knowledge about the effect of TMT characteristics in accounting choices in geographical areas, outside the USA.

Help Your CEO Fill Chief Marketing Officer Role

Help Your CEO Fill Chief Marketing Officer Role

The evolution of social media and its impact on organizations and leaders

ABSTRACTThis paper examines organizational impacts of social media on Fortune 100 companies over a 5-year period (2011–2016). Specifically, the study focuses on three broad areas of social media impact: (1) the adoption of social media platforms across industries and business models from 2011 to 2016, (2) the influence of social media adoption on the roles of the chief information officer (CIO) and chief marketing officer (CMO) and their changing relationships in companies over this time frame, and (3) the impact of social media on company strategy, governance, and the IT (information technology) and marketing functions. The results support the contention that the CMO role has evolved to meet the technology needs of the marketing function and that the relationship between the CMO and CIO has taken on greater importance. In most Fortune 100 companies in 2016, social media has transitioned to ownership by the marketing department and the CMO provides leadership for social media strategy while working closely with the CIO. This study contributes to a better understanding of the established role of social media in companies, governance structures, and the evolving roles of both the CIO and CMO in relation to social media trends. The study integrates the IT and marketing literature to provide an agenda for future work that builds on theory and establishes an ongoing cohesive research agenda.

Who delivers the bigger bang for the buck: CMO or CIO?

There is emerging evidence that the Chief Marketing Officer is likely to surpass the Chief Information Officer in IT spending. Hence, it is relevant and timely to understand the relative impact of the CMO and CIO on business value. This study uses the foundation of executive power and influence to examine this question and analyze the relative impact of powerful technology and marketing leaders on firm output. We find that the inclusion of a powerful technology leader is more predictive of a sustained increase in firm output than the inclusion of a powerful marketing leader over a one-year, five-year and seven-year period.

Is big data driving cooperation in the c-suite? The evolving relationship between the chief marketing officer and chief information officer

The chief marketing officer (CMO) and chief information officer (CIO) often fight for recognition and impact on strategic decision-making within the top management team – if they are included at all. Technological improvements have greatly increased the ability to gather customer data, which elevates the roles of the CMO and CIO while increasing their dependence on each other. The research on the relationship between senior executives outside of that with the CEO is limited; this paper fills that gap by exploring CMO/CIO cooperation. To analyze the dynamics of the CMO/CIO relationship, this research introduces a conceptual framework that captures three antecedents of cooperation: interdependence, CMO/CIO relationship structure, and CMO/CIO diversity. In cases in which dependence between the two executives is asymmetric, this paper proposes four cooperation mechanisms expected to mediate the relationship between these individual and organizational level antecedents and CMO/CIO cooperation. When the two executives cooperate, it leads to strategically aligned decision-making that increases business performance by integrating technology, data, and the customer into strategic decision-making.

Utilising data strategically: A measurement framework for digital communication efforts

This paper provides university communication and marketing leaders with a guide to the best practices in analytics and data measurement for digital communications. In a time when higher education marketers are bombarded with endless sources and types of data, and Big Data is an industry buzzword, senior managers are expected to effectively utilise this wealth of information in ways that make genuine impacts on key business outcomes. Drawing on both theoretical models and extensive practical experience, a chief marketing officer and a hands-on social media manager show communication professionals in higher education which metrics to focus on, how to apply theoretical principles to create a sustainable analytics strategy, and how to use data to improve communication strategy in pursuit of your institution’s specific business targets.

Influential Chief Marketing Officers and Management Revenue Forecasts

ABSTRACT We examine the role of the chief marketing officer (CMO) in corporate voluntary disclosure of future revenues. Using a sample of S&P 1500 firms for the period from 2003 to 2011, we find that the presence of an influential CMO in top management is positively associated with the likelihood of a firm issuing a management revenue forecast. We also find that firms with an influential CMO provide more accurate revenue forecasts than other firms. These findings extend to long-window change analyses and are robust to the use of a propensity score matched-pair approach. Overall, the results are consistent with the notion that CMO influence in top management appears to play an important role in voluntary revenue disclosures. JEL Classifications: M12; M31; M41. Data Availability: All data are publicly available from sources identified in the paper.

Do CMO Incentives Matter? An Empirical Investigation of CMO Compensation and Its Impact on Firm Performance

Despite growing interest in various facets of the position of chief marketing officer (CMO), there is very little research on CMO compensation. Accordingly, we set out to investigate the determinants of CMO compensation and its effect on firm performance. Employing the lens of agency theory, we hypothesize that the CMO’s marginal productivity will positively impact the amount of total compensation as well as the extent of performance-based compensation in the CMO’s compensation contract. Moreover, we hypothesize that deviations in contracting elements from predicted levels will adversely impact firm performance. Analyzing a sample of 9,230 firm-year observations over the period 1992–2013, we find that CMOs employed at firms with high advertising and R&D intensity, and operating in competitive product markets, command larger amounts of total compensation. Moreover, a greater proportion of their compensation is market based, with heightened sensitivity to movements in the firm’s stock price. We also find that deviations in CMO compensation elements have an adverse impact on operating performance (return on assets (ROA)), earnings surprises, and stock returns. Specifically, a 10% deviation in market-based compensation from predicted levels reduces ROA by 0.28%, dampens earnings surprises by 0.19%, and degrades annualized stock returns by 2.4%. This paper was accepted by Eric Anderson, marketing.

Blockbuster Entertainment Corp.: Growth Strategies for 1995

Despite its clear leadership position, Blockbuster was running out of places in which to open new stores. As the growth and profitability of its traditional video rental business slowed, James Hilmer, chief marketing officer, evaluated two growth opportunities: set up virtual reality parlors within existing video stores, the test marketing of which had shown positive results; or leverage its retailing skills by diversifying into specialty retailing of merchandise from entertainment properties of its partners Viacom and Paramount. In this effort to grow by brand extension, Hilmer analyzes which option lets Blockbuster leverage its existing brand the most. How do the two market segments compare in terms of size, existing and future competition, investment requirements and returns, and Blockbuster's ability to grow and defend itself in the segment?

Trilogy Corporation: Customer Value-Based Pricing

Steve Meyer, the chief marketing officer at Trilogy, was evaluating the best way to move forward with an innovative, customer value-based pricing approach for its enterprise software solutions. Trilogy had radically transformed its business from a product-centric organization to a customer-centric one, and value-based pricing was a pillar of this transformation. Meyer had to evaluate three pricing approaches: traditional license based, subscription based, and gain sharing. He had to assess which pricing approach Trilogy and Trilogy's clients would prefer and the conditions under which gain-sharing pricing would work. Meyer also had to address several adoption barriers that prevented customers from embracing the gain-sharing pricing approach.

ID Interviews Andreas Haldi, CMO of CYNORA GmbH

ID magazine recently had the opportunity to talk with Andreas Haldi, the newly appointed Chief Marketing Officer for CYNORA GmbH which develops blue OLED emitters based on thermally activated delayed fluorescent (TADF) technology. Haldi has worked with OLED on three continents. A native of Switzerland, he earned his M.S. degree from the Swiss Federal Institute of Technology in Zürich, then wrote his Master's thesis at the Optical Sciences Center at the University of Arizona before going on to earn his Ph.D. in electrical engineering from the Georgia Institute of Technology. Haldi began his professional life with OLED developer Novaled in Dresden, Germany, eventually moving to Seoul to open a Korea‐based office for Novaled. Last August, he joined CYNORA to lead promotion and sales activities. CYNORA was founded in 2008 and is based in Bruchsal, Germany.