Comments on: The Deconstruction of Marketing http://blog.jimnovo.com/2007/01/30/marketing-deconstruction/ Moving from a Low Accountability to a High Accountability Business Model Tue, 7 Oct 2008 20:28:45 +0000 http://wordpress.org/?v=2.5.1 By: Phil Olivieri http://blog.jimnovo.com/2007/01/30/marketing-deconstruction/#comment-1314 Phil Olivieri Fri, 11 May 2007 12:58:30 +0000 http://blog.jimnovo.com/2007/01/30/marketing-deconstruction/#comment-1314 I believe that in order to properly deconstruct/decompose marketing, one also needs to look at the function in terms of it's fit within the culture of an organization. I support the well articluated position that "The most successful customer/marketing analytics programs gets analytics out of the cubicle and into the boardroom.". However, given my past experience of introducing and leading analytics functions at 3 large, national companies in the communications, telecommunications and retail industries, I am of the opinion that the existance of traditional marketing and analytics sub-cultures within a company's overall culture is wherein lies the challenge. My past experience suggests to me that a real dichotomy still exists between these two sub-cultures, which has made their mutual co-existance and integration an issue and a challenge. In all three cases, analytics was believed to have had senior management buy-in and support. However, when the "rubber hit the road", it became obvious that buy-in and support was supplanted by the true philosophical nature and operational focus of these businesses. Analytics or Analytical CRM, took a back seat to other traditional business functions, as budget for people, process and technology was concerned, and was also challenged on a daily basis to prove its existence. I still struggle with this business reality as I attempt to decompose the inherent sub-cultural idiosyncracies, conventions and tendancies in order to build an approach that would result in a better understanding by business stakeholders and lead to a successful integration. I believe that in order to properly deconstruct/decompose marketing, one also needs to look at the function in terms of it’s fit within the culture of an organization.

I support the well articluated position that “The most successful customer/marketing analytics programs gets analytics out of the cubicle and into the boardroom.”.

However, given my past experience of introducing and leading analytics functions at 3 large, national companies in the communications, telecommunications and retail industries, I am of the opinion that the existance of traditional marketing and analytics sub-cultures within a company’s overall culture is wherein lies the challenge.

My past experience suggests to me that a real dichotomy still exists between these two sub-cultures, which has made their mutual co-existance and integration an issue and a challenge.

In all three cases, analytics was believed to have had senior management buy-in and support. However, when the “rubber hit the road”, it became obvious that buy-in and support was supplanted by the true philosophical nature and operational focus of these businesses. Analytics or Analytical CRM, took a back seat to other traditional business functions, as budget for people, process and technology was concerned, and was also challenged on a daily basis to prove its existence.

I still struggle with this business reality as I attempt to decompose the inherent sub-cultural idiosyncracies, conventions and tendancies in order to build an approach that would result in a better understanding by business stakeholders and lead to a successful integration.

]]> By: Shivkumar http://blog.jimnovo.com/2007/01/30/marketing-deconstruction/#comment-450 Shivkumar Wed, 28 Mar 2007 07:23:19 +0000 http://blog.jimnovo.com/2007/01/30/marketing-deconstruction/#comment-450 Excellent analysis of whats happening at the clients' side. We have been evangalising customer data and customer intelligence driven marketing programmes in India for the last 7 years. Over the years we have been working with leading Tans-national as well as larger Indian companies and our experience has been similar. Though our interactions have been with the marketing team, references to "Data", "databases", "analytics", "mining" are seen to be in the "technlogy domain" and "not for me". Though things have been changing, and quite rapidly we have experienced the worst. Excellent analysis of whats happening at the clients’ side. We have been evangalising customer data and customer intelligence driven marketing programmes in India for the last 7 years. Over the years we have been working with leading Tans-national as well as larger Indian companies and our experience has been similar. Though our interactions have been with the marketing team, references to “Data”, “databases”, “analytics”, “mining” are seen to be in the “technlogy domain” and “not for me”. Though things have been changing, and quite rapidly we have experienced the worst.

]]> By: Adelino de Almeida http://blog.jimnovo.com/2007/01/30/marketing-deconstruction/#comment-43 Adelino de Almeida Wed, 31 Jan 2007 17:29:20 +0000 http://blog.jimnovo.com/2007/01/30/marketing-deconstruction/#comment-43 Excellent post. This sums what has happened to Marketing over the years. Unfortunately, it seems that most of the top management posts in Marketing are being staffed with folks that have very limited knowledge of either analytics or operations. As a result the three areas that Marketing should own (advertisement/sales, customer care, product development/management) are now taken apart and managed by nearly silo'ed departments. Excellent post.
This sums what has happened to Marketing over the years. Unfortunately, it seems that most of the top management posts in Marketing are being staffed with folks that have very limited knowledge of either analytics or operations. As a result the three areas that Marketing should own (advertisement/sales, customer care, product development/management) are now taken apart and managed by nearly silo’ed departments.

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