Tomorrows Word

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omorrow s wor

Shapetheagenda

Tomorrows wordRe-evaluatingtheroleomarketing


2/18

Everything changes

Thoseousworkinginmarketingbackinthatlonghotsummero

1976willbeabletorecallaverydierentworldromtoday.

Ontheinternationalstagetherewereriotsinaracially-dividedSouth

Arica;ChairmanMao,theounderoCommunistChina,passed

awaypeaceully;andBritainwenttowarwithIcelandovercod.

Concordecompleteditsrstcommercialfight,BjornBorgwonthe

rstoveconsecutiveWimbledontitles,andanewmusicgenre

calledpunkbegantoshakeupthemusicscene.

IBMbroughtouttherstlaserprinter,andAppleComputerswasounded,launching

itsAppleIImicrocomputer,oneotherstandmostsuccessulpersonalcomputersor

PCstheollowingyear.

Someoyoureadingthismaynotevenhavebeenbornin1976;ndingaworldothree

TVchannels,xedphonelines,andnoPCs,internetoremailacompletelyalienand

unnaturallandscape.

Yetitwasin1976thatTheCharteredInstituteoMarketinglastdenedwhatmarketing

is:Marketingisthemanagementprocessresponsibleoridentiying,anticipatingand

satisyingcustomerrequirementsprotably.

Whilstthisdenitionhasservedusaithullyorover30years,webelievethattheworld

marketersnowinhabithasundamentallychanged,andboththerolemarketingplays

anditsdenitionneedtobeexaminedaresh.

Withmassivetechnologicalchanges,globalisation,andthespreadomarketingtechniquesintonewareas,suchasthepublicsector,marketinghasundergone

enormouschangesoverthelast30years.Iitistoremainrelevantinthe21stcentury,

theproessionneedstoreassessitsroleinbusinessandsociety,andredenewhatwe

meanbymarketing.

OurlatestAgendaPaper,Tomorrows Word,aimstoopenupdebateonthesubject,so

letusknowyourthoughtsontheroleomarketinggoingorwardandoursuggestednew

denitionomarketing.

David Thorp

DirectoroResearch

andInormation

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Tomorrows WordRe-evaluating the role o marketing

agenda |tomorrows word

Executive summaryWhatstheroleomarketing?Itseemsanobviousquestion,

butchoosingoneansweriselusiveandlikelytobe

incomplete.Astheproessionhasbecomemorediverse,the

balanceopowerhasshitedinavourothecustomer,who

nowhasmorecontrolotherelationshipthaneverbeore

thankstotechnology.Astheroleothecustomerhasaltered,

sotootheroleomarketingneedstochangeinresponse.

Marketinghasbecomemoresophisticatedandyetitsstatus

withthecustomerandtherestobusinesshasneverbeen

lower.Complicatingthisisanincreasingdividebetweenthe

thoughtsoacademicsandtheexperiencesopractitioners.

Toaddressthis,TheCharteredInstituteoMarketingwantsto

openupthedebateaboutwhattheroleomarketingshould

be,andhowitcanmoveorwardasaproession.

Oneproposalistosub-dividemarketingintospecialisms.This

wouldenablemarketerstobecomeexpertsintheireld,rather

thanbeingexpectedtobeall-roundersandthencriticisedor

notunderstandingaparticularpartothebusiness.

WealsowanttoreconsiderTheCharteredInstituteo

Marketingsdenitionomarketing.Thecurrentdenitionthemanagementprocessresponsibleoridentiying,

anticipatingandsatisyingcustomerrequirementsprotably

is30yearsoldandweproposethatitisnolongertor

purpose.Tomorrows Wordoersanewdenitionthatplaces

valueromcustomer-centricityattheheartomarketing,whilst

acknowledgingtheincreasingrelevanceomarketingornot-

or-protandpublicsectororganisations.


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Recentresearchcommissionedby

TheCharteredInstituteoMarketing

showsthatover85%oUK

marketersagreethatmarketinghas

unquestionablychangedinthelast

30years.Thediversityosector

protornotorprot,privateor

publicismatchedonlybythe

diversityorole.Product/service

sellerorsocialandenvironmental

infuencer?Researcheror

communicator?Statistician,

technologistorlegalspecialist?

Innovatororbrandexpert?

Forsomeacademicsand

practitioners,marketinghas

becomeapredominantlyservice-

basedrole.Othersseetherisein

globalisationandtechnologyas

providingaprolierationonew

toolstoequipmarketersintheir

battletogainattention.Ismarketing

acorestrategythateveryoneinthe

companyshouldbeengagedin,ratherthanmerelythemarketing

departmentorhasitlargely

becomeapromotionaldiscipline,

withmuchoitsterritorystolenrom

underitsnosebyFinanceandHR?

Owingtotechnology,the

customerhasargreater

controloverrelationships,more

choiceoverchannels,andcan

demandbetterservice.Whenlet

unhappy,customerscaninstantly

communicatetheirdissatisaction

tolargegroupsopeoplevia

blogsandsocialnetworkingsites.

Boycottsocompaniescanbe

organisedmoreeectively,andthe

issuescanbecommunicatedto

potentiallyunlimitednumberso

people.

Compoundingthesechanges,

thereisstillamisconceptioninthe

widerbusinessworldaboutwhat

marketingisandwhatitdoes.Paul

FieldoTheFieldOrganisation

pointsouthowmarketinghas

becomesynonymouswith

advertisingandpromotion;Philip

Kotlernotedmanyyearsback

thatmarketingseemsmoreand

moretoocusonjustoneP.

[Source:CorrespondencewithTheCharteredInstituteoMarketings

ResearchandInormation

DepartmentCWRI].

ConsidertheviewoJonathon

Porrittwidelyread,widelytrusted

andoneothemostinfuential

mediacommentatorsonbusiness

andgovernmentalactivity.For

ONE: A view o the world

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thanisneeded,andpersuading

peopletoconsumemore.

Whetherwelikeitornot,this

misconceptionowhatmarketing

isanddoesisbecoming

commonplace.Asksomeone

atrandomwhatmarketingis

andyourelikelytoheareithera

sales-basedorcommunications

description,orasatiricaldiatribe

aboutitbeingtheartopersuading

peopletopartwiththeircashor

productstheydontreallywant

orneed,andthencomeback

ormoreothesame.Manyo

thecustomersthatweclaimto

understandandbuildrelationships

with,thinkthatmarketingis

largelyacommunications-led

discipline,andoperatingonlyatthe

promotionalendothebusiness

spectrum.

Whyisthis?Why,whenthereis

increasingevidencethatmarketing

isavalue-creatingpartothe

Owing to technology,

the customer has argreater control over

relationships, more choice

over channels, and can

demand better service.

Porritt,thecumulativeimpacto

billionsocorporatedollars,spent

marketingtheirproducts,year

ateryearateryear,stimulating,

reinorcingandexacerbating

peoplesconsumeristantasies,

isalmostwhollypernicious.

[Source:CWRI].Otenatthis

point,marketerswillrespondwith

anargumentaboutmarketing

beinganeutralproessionthat

canbeusedorgoodorbad

purposes.Porritthasdiculties

withthis,becauseregardlesso

howneutralthetheorymaybe,

todaysmarketingspend(whichis

obviouslydierentrommarketing

asaproession)constitutesa

majorimpedimenttoachievinga

moresustainablesociety.[Source:

CWRI.]

Needlesstosay,wedont

entirelyagreewithPorritts

provocativestance.Yethisviews

arerepresentativeoashitin

societyagainstcommoditisation,

commercialisationand

consumption.Thisnewstanceis

slowlybuildingupinthecollective

consciousnessomanypeople.

Asitismarketerswhoareseen

aspropagatingthatincrease

inconsumption,weneedto

acttoshowthatmarketingis

notjustaboutgeneratingmore

commodities,oeringmorechoice

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business,andcancontributetothe

strategicdirectionoacompany,

istheresuchagapbetween

therealityandtheperceptiono

marketing?Andhowshouldwe

denemarketingsrole?

Wewanttosuggestsomeoptions

thatareprovocative,butwebelieve

arevitalitheproessionisto

achieveincreasedrespectromthe

publicandgreaterstatuswithin

business.

MarketerLaurieYoungalertsus

totheactthatsomeothemost

widelyusedmarketingtechniques

areoutdatedandmaybesending

marketersinwrongdirections.

Manyothebasicconceptstaught

bymarketingacademics,suchas

theAnsomatrixandAIDA,are

dubiousandcancausemistakes

inotproperlyunderstood.This

ispartlyduetotheactthat

marketingwascodiedduringthe

managementscienceexcesses

othe1960sand1970s,andpartly

becausemanynotablemarketing

academicswereeconomistsby

background,whereasmarketing

ismoreabehaviouralactivity.

[Source:CWRI.]

AIDA,orinstance,wasdeveloped

in1924inabooktitledPsychology

o Selling Lie Insurance,beore

televisionormassradiowere

invented.AccordingtoYoung,it

hasneverbeenproperlytested

orsubstantiatedinamarketing

context.Yetweassumeairly

unquestioninglythatAIDAisa

useulmarketingtool.

Similarly,theAnsomatrixwas

basedontheacquisitionstrategies

omanuacturingcompaniesin

Chicagointhe1930s.Itwas

designedtogotoinnityin

bothdirections,andithasbeen

vastlysimpliedintothe2x2

matrixweseetoday.Perhaps

itsrelevanceanduseulnessto

21stcenturyservice,mediaand

virtualcompaniesshouldbemore

undamentallyquestioned?asks

Young.

StephenBrown,Proessor

oMarketingResearchatthe

UniversityoUlster,alsoalludesto

agapbetweenoutmodedorms

otheory,andtherealityo21st

centurymarketing.ForBrownthere

isanever-growingschismbetween

marketingpracticeandmarketing

academia.Academicsincreasingly

talktothemselves,Brownalleges,

andpractitionerslooktosel-styled

guruswithplatitudesorsale.This

deepeningdividecantbegoodor

oureld.[Source:CWRI].

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Torestoreaithbetween

practitionersandacademicsand

ocustherestobusinessonwhat

marketingis(andwhatitisnt),The

CharteredInstituteoMarketings

ResearchandInormationteam

suggeststhatweneedanewrole

proleormarketing.

Anydisciplinesplitsintospecialisms

asitbecomesmoresophisticated

andmoreknowledgeaccrues.A

scientistintheRenaissancewould

notdrawdistinctionbetween

chemistry,biologyorphysics;

heorshewouldalsodraw,paint

anddissect.Today,thosethree

disciplineshaveurthersub-divided

intohundredsospecialismsrom

astrophysicstozoology.

Considerthelawproession.Asit

becomessubdividedintoamily,

criminal,probateandcompany

law,theproessionitselandthe

sub-disciplinesareenhanced

byhavingclearlydelineatedrole

proles.Noonewantstheirlawyer

tobejackoalltrades,andno

lawyercouldsucceedbytryingto

beso.Marketingasaunctionmay

nowbeatthepointwhereitcould

benetromsimilarsub-divisions.

Increasingly,itsdicultora

marketertoattempttobeexpertin

alltheareaswecurrentlydeneas

marketing.Oneotheproblems

withthestatusomarketingisthat

acreativemarketeriscriticised

ornotbeingsucientlymetrics-

oriented;whereasagoodnumber-

cruncherisalsoexpectedtobea

disruptivethinker.

Intheuture,marketerscouldollow

oneothreebroadpaths:

Science.R&D,segmentation,

research,analysis,statistics,web

strategy,metrics,technology,data

andinormation.

Arts.Branding,advertising,

communications.Bymaking

thisareadiscrete,wereplace

thedisadvantageothisarea

beingperceivedasthewholeo

marketing,withtheadvantageoit

beingregardedasaspecialism.

TWO: A new role

Marketing as a unction

may now be at the point

where it could beneft

rom sub-divisions.

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Humanities.Social,ethical,cause-

related,not-or-prot,triplebottom

line.Includesbusinesssustainability,

publicsectorandsocialmarketing.

Thesewouldbespecialismsthat

theinterestedstudentwould

pursueasunitsontheirbroader

marketingcourse,andwould

useastheoundationtodevelop

theirowndetailedknowledgeand

understanding.

Socialmarketing,orexample,could

becomeaprominentcareerchoice

ormanymarketersoverthenext

30years.Thereisalargegroupo

peoplewhowouldbedrawntothis

asacareerpath,wereitnotorthe

publicandprivatemisconceptions

thatmarketingcurrently

conveys.TheUKgovernmentis

attheorerontorecognisinghow

marketingprinciplesromtheprivate

sectorcouldbeobenettolocal

authorities,NHStrustsandother

publicbodies.Forthemarketing

proession,thisrepresentsa

hugeopportunityoruturecareer

choices.Byclearlydelineating

thecreativesideomarketing,

thescienticside,andwhatwe

proposetocallthehumanities

side,whichwouldincludenot-or-

protandsocialmarketing,wecan

starttobreakdownsomeothe

misunderstandingsaboutmarketing.

Thesuccessulmarketeroten

needstobearightbraincreative

aswellasaletbrainscientist.

Thisisacomplexbalancingact

andbyaddressingtheneedto

separatetheareasintospecialisms,

thecomplexityotherolemight

begintobemorerecognisedthan

itistoday.Inourmarketingtraining,

weneedtoemphasisethisand

enablemarketerstospecialisein

areaswheretheywanttobuild

theircareer,thenaddoptionsthat

addressareaswheretheyarenot

naturallystrong.

Oneothereasonsmarketing

islessrespectedthanother

businessunctionsistheclaimthat

marketersdontunderstandother

partsothebusiness.Bystudying

aspecialism,insteadoever-more

advancedlevelsomarketing,the

socialmarketer,thecommunicator,

theresearcherorthethinkerhas

timetolearnandunderstandhow

therestobusinessworks.That

makesyoumoreboard-riendlyas

wellasbeingbetteratthejob.It

alsomeansmarketerswouldbe

betterpreparedorjobsthatare

currentlyseenasnon-marketing

roles.

Intheuture,youwontstudy

marketingassuch.Aterabasic

groundingintheconceptsand

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practicesomarketing,youopt

tostudyoneothethreesub-

disciplines.Thiswayyouwould

havethechoicetogetabroader

educationoarts,scienticor

humanitiesmarketingthinking.

Creativeswillocusontheirpart

othesubject,thenopttostudy

metricsoraccountancy(or

example)asaseparateunit.Those

whoaspiretoprogresstoboard

orCEOlevelwillstudyasecond

and/orthirdsub-disciplineaspart

otheirpost-graduatetraining,

whichwillgivethemarmerbase

ordevelopingmarketingstrategy

andvaluepropositions.

Whilethemechanicsohowthis

couldworkarefexibleandopento

considerablediscussion,itwould

enablemarketerstobuildtheir

owncareersmoredynamicallyand

tailortheirdevelopmenttotheir

strengths.Theycouldocusonan

areathatintereststhemtoagreater

degreethantheycantoday,and

itheyaremindedtoprogressto

seniorlevel,couldchoosewhich

optionstheyneedtounderstand

otherareasothebusiness.

Splittingtheroleintospecialisms

likethiscouldachievethree

specicaims:reducethe

perceptionthatmarketingis

mainlyacommunications-based,

promotionaldiscipline;showthat

marketingisacomplexbalancing

actoscienticandartistic

capabilities;andmoreeectively

enablemarketerstobecomemore

procientintheirchoseneldso

expertise,whilstalsogaininggood

workingknowledgeootherparts

otheorganisationandthewider

businessworld.

The UK government

is at the oreront

o recognising how

marketing principles

rom the private

sector could be

o beneft to local

authorities, NHS

trusts and other

public bodies.

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TimAmbleroLondonBusiness

Schoolquestionswhether

marketingshouldevenbea

separateroleinthebusinessat

all.Imarketingissupposedtobe

somethingthateveryoneinthe

companyengagesin,thenthe

questioniswhethermarketingisa

proession,shouldbeorwillbe.I

onetakesthecompany-wideview

omarketing,thenallmanagers

shouldbemarketers,althoughone

couldarguethatsomewillbemore

specialistthanothers.ForAmbler,

theactthatthereareproportionally

ewseniormanagementor

boardmemberswithamarketing

backgroundhasbeenpartly

broughtaboutbymarketers

themselves,byowingmoreloyalty

tothemarketingproessionthan

totheiremployers.Forexample,

theyseekbettermarketerjobs

elsewhereratherthanbetternon-

marketingspecialistjobsinternally.[Source:CWRI.]

Ourproposednewdenitiono

marketingsuggestsdroppingthe

termmanagementprocess,in

recognitionthateveryoneina

companyactsasamarketertoa

lesserorgreaterdegree.

Theproposaltosub-divide

marketingalsoneedstobe

consideredinlightotheact

thatmanyothecurrentrolesin

marketingoverlapthesedierent

broadareas.Inuturepaperswe

willconsiderhowanewtraining

modelormarketingmight

encompassthesevariations.

Oneargumentagainstthesub-

divisionconceptisthatsome

omarketingsstatusproblems

comeaboutbecauseotoomuch

ragmentationnottoolittle.We

wanttohearpractisingmarketers

viewsonthis,andonhowthe

currenttrainingormarketerscould

bereconsidered.

THREE: Rules o engagement

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Howeverweredenetheroleo

marketing,romourcanvassingo

awidevarietyoacademicsand

practitionersviewsromacrossthe

worldinrecentmonths,several

areashaveemergedthatneedto

beocusedon:

Power o the customer

Thedaysomarketing

controllingbrandsare

disappearingaswerecognisethatcommunitiesarenot

onlybecomingamoreactive

communicationchannelbut

theyarealsoactivelyshaping

thenatureobrands,according

toLesliedeChernatony,

ProessoroBrandMarketingat

BirminghamBusinessSchool.

Technology

Theprolierationo

technologicaladvancesinthe

last30yearsmeansthatthe

importanceogeographyhas

lessened,andaarwiderrange

otoolsarenowavailable.

Theinternetandglobalisation

havechangedtheruleso

engagementalmostentirely

inthattime.However,asTim

Amblerpointsout,thewebis

limitedbyphysicaldistribution,

lackohumancontactand

paymentsecurity.[Source:

CWRI].Thisexplainstherisein

importanceopersonalservice

inrecentyears,incontrastto

theapparentever-encroaching

ubiquityotheweb.

Fragmentation

Omediaandtheincreasing

importanceosegmentation

toreachaudiencesthatarenolongerapredictable,receptive

audienceorcommunications

messages.

Metrics

MichaelThomas,OBE,Past

CIMChairmanandPast

PresidentotheMarket

FOUR: Revaluing marketing

We engage customers through

engaged employees and need to

be prepared to challenge trends

that are clearing disengaging

customers and employees.

Juanita Cockton

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ResearchSociety,outlinesthe

requirementordevelopingreal

skillinmeasuringmarketing

capability,basedonthe

managedscorecardprinciple.

Imarketersgaveleadership

inthisareainsteadothe

boardroomorcingitonthem

theirstatusmightimprove.

[Source:CWRI]

People

Thereisaneedormanaging

peopletobegiventhesame

emphasisasthemarketing

mixandmarketingstrategy.

Weengagecustomers

throughengagedemployees

andneedtobeprepared

tochallengetrendsthatare

clearingdisengagingcustomers

andemployees,asJuanita

Cockton,ManagingDirector

oTheMarketingStudio

indicates.

[Source:CWRI].

Ethics

Marketersareperhaps

thebestcandidatesto

communicateinternallythe

needorenvironmental,social

andethicalconsiderations

tobebuiltintotheabrico

theorganisationsactivities,

notasabolt-ontosatisy

legalrequirementsororPR

purposes.

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Withthesechangesintheroleomarketinginmind,webelievethereisthe

needoranewdenitionomarketing.Ourexistingdenitionis30yearsold

andcomesromthepre-internet,pre-globalisationage.Itwascreatedwhen

therewaslessoaocusonrelationshipsoronservicemarketing,therewere

ewerchannelstomarket,andmarketingwasamuchsimplerdiscipline.Asa

consequence,webelievethatthecurrentdenitionisnolongertorpurpose.

Theollowinganglesarerepresentativeothedisparateviewsothepeoplewe

havespokento:

Thecurrentdenitionomarketingasamanagementdisciplineisoutmoded.

Marketingissomethingthatthewholeorganisationshouldengagein.

Managementalsoimpliesthatcompaniesdothingstocustomersinsteado

withthem,inthewordsoProessorEvertGummessonoStockholmBusiness

School.ForGummesson,successulcompaniesdontmanagecustomers;

theyinteractwiththem.[Source:CWRI].

Thedenitiondoesnottakeintoaccountmarketingsvalueornot-or-prot

companies.

Itwaswrittenbeoretodaysrecognitionthatallbusinessactivitiesimpacton

societyandtheenvironment,andbeoretodaysgrowingconcernatlevels

oconsumption.Businesssustainabilityneedstobebuiltintoanymarketing

strategy.

Themoveromtransactionaltorelationshipmarketing:todayscustomerhas

armorecontrol.Customertrustisthekeysignierorasuccessulcompany,

andincreasinglymarketerswillbejudgedonhowtheiractivitiesincreaseor

decreasecustomerstrustandtherebylietimevalue,accordingtoDonPeppers

andMarthaRogers,PhD.Marketingshouldthereorebedenedinrelationto

valuetobothparties,not(ornotonly)prot.

Theneedormarketingmetrics,whichincludeintangiblessuchasbrandvaluation.

WhilstthemajorityopractisingmarketersthatTheCharteredInstituteo

Marketingrecentlysurveyedbelievethattheexistingdenitionstillcoversthe

complexityomodernmarketing,thestoryisverydierentwhenconsideringtheactivitiesothepublicsectorandnot-or-protorganisations.Asignicant

FIVE: A new defnition or marketing

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37%eltthatthedenitiondoesnotsucientlyapplytotheseareas.Taking

theseconcernsintoconsideration,TheCharteredInstituteoMarketings

ResearchandInormationteamoerstheollowingsuggestednewdenitiono

marketing.

Marketingshouldbeaboutthinkingromthepointoviewothecustomer.Yet

manycompaniesstilloperateproduct-centricallymakingsomething,then

employingmarketingtogeneratedemandorit.Whilstmarketingundeniably

hasaroleincreatingdemand,inormingthisnewdenitionwevetriedto

addresswhatliesbeneaththeconceptobeingcustomer-centric.Stripaway

processandphilosophyandwhatmarketingreallymeansbecomesclear:its

aboutinfuencingbehaviouralchange.

Thatchangecanbeorthecustomer,and/ororthecompany,and/ororthe

shareholder,and/ororthewidercommunity.Marketingcannothappenwithoutan

exchangeoviews,beliesorgoods.Webelievethatmarketersneedtostart

seeingtheprocessoexchangeasbeingoneopositivebehaviouralchange.

The strategic business unction that

creates value by stimulating, acilitating

and ulflling customer demand.

It does this by building brands, nurturing innovation,

developing relationships, creating good customer

service and communicating benefts.

With a customer-centric view, marketing brings

positive return on investment, satisfes shareholders

and stakeholders rom business and the community,

and contributes to positive behavioural change and a

sustainable business uture.

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Whenmarketersadoptthisastheoundationowhattheydonotata

tacticalorprocedurallevel,whereareasoactivitycancarryonmuchasbeore

thenweshallstarttoseerealchangeonanumberolevels.Firstly,the

proessionwillbecomemorerespected,andthecynicalideathatmarketing

isaboutmanipulatingcustomersintobuyingthingstheydontreallywantcan

beeroded.Secondly,thevalueomarketingwillbeseenbythecustomer,

thecompany,theshareholderandthewiderbusinessworldinthecontexto

benecial,sustainableexchange.Finally,agreaternumberoskilled,thoughtul,

andinnovativepractitionerswillbedrawntoaproessionthattheymighthave

previouslydisregarded.

Manypractitionersandacademicshavehelpeduswiththepreparationothis

paper.TheCharteredInstituteoMarketingwouldparticularlyliketothankthe

ollowingortheircontributions.TheoverallviewsandopinionsinTomorrows

Worddonotnecessarilyrefecttheviewsotheindividualsmentioned.

We would like to open up the revised role o marketing and

the new defnition to the wider practising and academic

community. Would the role o marketing be served better

by splitting the proession into sub-disciplines? Does the

new defnition encompass marketing in the 21st century? Is

there really a gul between academics and practitioners, is

it widening and i so, what should be done about it? Tell us

by writing to [email protected].

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agenda |sources

Cathy AceSimon Fraser University, British Columbia,

and marketing consultant

Tim Ambler

Senior Fellow, London Business SchoolDr. Stephen BrownProessor o Marketing Research (ormerly

Proessor o Retailing) at the University o Ulster

Dr. Dave ChaeyDirector, Marketing Insights Limited

Juanita CocktonManaging Director, The Marketing Studio

Chris DaddHead o Interactive Services, WIN PLC

Leslie de ChernatonyProessor o Brand Marketing,

Birmingham Business School

Dr. Paul FifeldThe Fifeld Practice

Scott ForsythMarketing Director, Intermedia Total

Marketing Solutions

Jonathan Gabay

Marketing consultant and trainer

Proessor Evert GummessonStockholm University School o Business

David HaighFounder and CEO, Brand Finance

Charles HarknessBehaviour change specialist, DEFRA

Nicholas IndMarketing consultant and author

Tina JacobsMarketing communications expert

Gill KelleyMarketing consultant and trainer

Justin KirbyFounder and CEO,

Digital Media Communications

Proessor Nirmalya KumarDirector, Centre or Marketing,

London Business School

Jean LambertMEP

Jean-Marc LehuAssociate Marketing Proessor,

Pantheon Sorbonne University

Lord Marshall o Knightsbridge

Chairman, Pirelli UK; Past President oThe Chartered Institute o Marketing

John MayfeldFormer Chie Executive o the Institute o

Proessional Sales

Vanessa MoonMarketing consultant and trainer

Jamie MurphyAssociate Proessor, University o Western

Australia School o Business

Proessor Ken PeattieDirector, ESRC Centre or Business

Relationships Accountability, Sustainability

and Society (BRASS), Cardi University

Don Peppers and

Martha Rogers PhD

Jonathon PorrittCo-Founder o Forum or the Future and

Chairman o the UK Sustainable

Development Commission

Dr Brian SmithVisting Fellow, Cranfeld University

Proessor Merlin StoneMarketing academic and practitioner

Sabra SwinsonFCIM, marketing consultant

Anthony TasgalMarketing practitioner and trends specialist

Michael ThomasPast Chairman o The Chartered Institute

o Marketing; Past President o the Market

Research Society

Martin van MesdagMarketing consultant and author; Past Chairman

o The Chartered Institute o Marketing

David VosperMarketing consultant and trainer

Laurie YoungMarketer


17/18

agenda |looking ahead

Todaysyouthareapparentlydierentromusoldtimers:dierentintheway

theyaccessandprocessinormation,inthewaystheyinteractwiththeir

peersandinthewaytheylearn.Criticisedorsolongorspendingtoomuch

timegluedtocomputerscreensandlivinginvirtualworlds,itnowseems

thatexperienceslikethiscanactuallybepowerullearningtools,teaching

thebasicsostrategy,long-termplanningandormingprojectteamsand

partnershipsinawaythatisuniquelyhands-onandinstantlyreinorced.

Whichbegsthequestion;whatarewedoingtotraintheseyoungpeoplewhen

theywanttoenterourproession?Areweguiltyostickingtooldmodelso

trainingwhentherearemoredynamicalternativesthatoerbetterresults?

Inournextagenda,launchinginJanuary2008,wellbelookingattheway

wetrainanddevelopmarketersandaskingithelearninganddevelopment

proessionalsaregettingitright.

Then,tocoincidewiththe2008BeijingOlympics,wellbelookingaheadtothe

2012Olympicsandaskingithemuchtrumpetedmarketingopportunitiesthat

shouldfowinthewakeoLondonsbeingawardedtheGamesarejusthot

air,astheOlympicMovement,theGovernment,andthebigcorporationsdo

everythingwithintheirpowertokeepmarketingopportunitiesinthehandsoa

selectew.

Looking Ahead


18/18

8

+44 (0)1628 427427 www cim co uk/shop cimdirect@cim co uk

omorrow s wor

The Chartered Institute o Marketing

Moor Hall

Cookham

Maidenhead

Berkshire SL6 9QH, UK

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Email: [email protected]

www.cim.co.uk

The Chartered Institute o Marketing 2007.

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