Clarke & Esposito

This is an interesting chart from BCG (link to the full report in the comments). Some of my thoughts on article and how we see it playing out in our sector. ➡️ Content generation offers significant opportunities. But it requires upfront work (e.g., positioning, message libraries, segmentation) to take full advantage of the time efficiencies generative AI can bring. We built our Capsule Messaging Collection™ for this very purpose (link in comments). ➡️ Generative AI will not eliminate the need for creativity and human touch. From BCG, "Over 70% [of CMOs] are concerned about GenAI's impact on creativity and brand voice, two domains in which humans continue to outperform algorithms." For our clients, the importance of building their brands as trusted sources of content, purpose-led, and as essential communities has never been greater. As a result, organizations are thinking much more about how they tell their story in new creative and emotive ways. ➡️ Social is being flipped on its head. From BCG, "Many of the operational aspects of social media will become automated and commoditized, but the increased volume of content might make it harder for a brand to stand out. That, in turn, will put more pressure on marketers to generate fresh creative ideas and increase the quality of the experiences that AI tools generate. In other words, efficiency will put more pressure on effectiveness." A large percentage of scholarly publisher's social media content is posting new articles. We have partnered with organizations to automate production, freeing up marketing and editorial time for high-value social content. ➡️Personalization requires a step change. Grom BCG, "Marketers also need to rethink how to conduct testing, because their dominant operating approach—running campaigns and periodic promotions—doesn't generate the data needed to inform a personalization engine." When our clients start to think seriously about personalization, it is not just about adding the right new tools (although that is important!). It is also a radically different approach to planning, team construction, ways of working, and more. Recognizing this is about transformation and not just a technology project helps organizations balance agile experiments with real meaningful change. ➡️ Data suggests marketing satisfaction in Scholarly Publishing is bleak. Does AI bring hope? From BCG, "Over the past decade, many marketing organizations have become increasingly chopped up into specialists. This forces more handoffs, makes coordination tougher, and limits career advancement options. AI has the power to change this structure by essentially providing every worker with a virtual assistant that can take out the toil and increase the joy of the work while also unlocking more opportunities for a worker to use available data. Armed with these expanded capabilities, marketing team members can broaden their skills, expand the scope of their work, and accomplish more in closer-knit teams."

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“The Silo Syndrome” - new cartoon and post: https://lnkd.in/g_EdeBsJ One of my favorite marketing observations comes from HP founder David Packard: “Marketing is too important to be left to the marketing department.” Our customers don’t care about our org charts. They don’t care which department is responsible for what. When they interact with different parts of a business, all they see is one brand. That means that every functional part of a company has a marketing role to play, whether they think about it that way or not. In 1988, a Goodyear manager named Phil Ensor coined the phrase “Functional Silo Syndrome” to describe how most organizations operate. He was inspired by the tall grain silos of his native rural Illinois, which reminded him of how departments, divisions, and geographies so often work in business: fragmented and insular. The “Silo” metaphor caught on and the “syndrome” has only gotten more challenging as the complexity of businesses has increased. I think that a big part of the marketing role is actually internal — helping the rest of the organization see the direct linkage between what they do and the end customers. Years ago, I helped bring the method cleaning products brand from the US to the UK. We had a small scrappy cross-functional team in London. At the launch, out of necessity, we shared the responsibility of customer service. Instead of a call center, the phone number on our products would ring in our actual office and we took turns talking to consumers on the “clean phone”. It was frustrating at times. One minute, we would be talking about supply chain issues or a promotion plan and the next we’d have to respond to Nigel from Edinburgh about a stain on his countertop. But it helped bring the customer into the room in a way I’d never seen before. Our brand eventually outgrew the “clean phone”, but I think it helped with our “Functional Silo Syndrome.” It reminded everyone in the office every day, from accounting, to product development, to marketing, who we ultimately worked for. For related cartoons and all the links in this post, click here: https://lnkd.in/g_EdeBsJ To sign up for my weekly marketoon email newsletter, click here: https://lnkd.in/gteDRRTd #marketing #cartoon #marketoon