SWBR ’s Post

Welcome to OLIVER, Katy Dunn. 👋 With an impressive career spanning positions at RAPP and IAG, Katy joins the UK Senior Leadership Team as Executive Client Partnerships Director, and will focus on key accounts across fashion, retail and FMCG. Amina Folarin, CEO, OLIVER UK, said: “This appointment is part of our broader initiative to enhance OLIVER’s senior leadership capability, ensuring we remain at the forefront of marketing innovation and continue to deliver exceptional value through our unique in-house agency model. It follows other recent Senior hires and promotions, including Ed Lee – also previously RAPP – ensuring OLIVER is entering 2025 ready to enable clients to do better and faster marketing, powered by our bespoke GenAI technology offering.” https://lnkd.in/edP2JCpZ

“Marketing Seat at the Table” - new cartoon and post https://lnkd.in/g5sf9xz3 “A sign of success by any marketer is if they get sponsorship around the boardroom table.” I like this observation from Abigail Comber, former CMO at Debenhams. It’s a reminder of how much of the marketing role is an inside job — the ability of marketers to influence the rest of the organization. MarketingWeek reported earlier this month that more than a third of companies don’t have a marketer at all on the leadership team. For smaller businesses with fewer than 250 employees, that figure climbs to nearly half. And even for organizations with a marketing seat at the leadership table, the marketing function is often poorly understood and respected.   McKinsey reported last fall that companies that placed marketing at the center of their growth strategy are twice as likely to have greater than 5% annual growth. Yet they also found the impact of marketing was often hampered by the murkiness of the role, how the role was perceived by the rest of the organization, and how the role is measured. When McKinsey asked CEOs and CMOs of the same companies what their top three marketing metrics were, they only agreed half the time. CEOs tended to point at business outcomes like year-over-year revenue growth and margin improvements. CMOs often reported operational metrics like brand awareness. Abigail Comber suggested marketers remember to think like general managers: “Understand the P&L in your business. Understand what sales really mean to the business and the bottom line. Because too often you look at a marketeer and think all they talk about is the customer. I am very customer-centered but you have to be commercial too.” For related cartoons and all the links in this post, click here: https://lnkd.in/g5sf9xz3 To sign up for my weekly marketoon email newsletter, click here: https://lnkd.in/g9DBM6tD #marketing #cartoon #marketoon

“Marketing Seat at the Table” - new cartoon and post https://lnkd.in/g5sf9xz3 “A sign of success by any marketer is if they get sponsorship around the boardroom table.” I like this observation from Abigail Comber, former CMO at Debenhams. It’s a reminder of how much of the marketing role is an inside job — the ability of marketers to influence the rest of the organization. MarketingWeek reported earlier this month that more than a third of companies don’t have a marketer at all on the leadership team. For smaller businesses with fewer than 250 employees, that figure climbs to nearly half. And even for organizations with a marketing seat at the leadership table, the marketing function is often poorly understood and respected.   McKinsey reported last fall that companies that placed marketing at the center of their growth strategy are twice as likely to have greater than 5% annual growth. Yet they also found the impact of marketing was often hampered by the murkiness of the role, how the role was perceived by the rest of the organization, and how the role is measured. When McKinsey asked CEOs and CMOs of the same companies what their top three marketing metrics were, they only agreed half the time. CEOs tended to point at business outcomes like year-over-year revenue growth and margin improvements. CMOs often reported operational metrics like brand awareness. Abigail Comber suggested marketers remember to think like general managers: “Understand the P&L in your business. Understand what sales really mean to the business and the bottom line. Because too often you look at a marketeer and think all they talk about is the customer. I am very customer-centered but you have to be commercial too.” For related cartoons and all the links in this post, click here: https://lnkd.in/g5sf9xz3 To sign up for my weekly marketoon email newsletter, click here: https://lnkd.in/g9DBM6tD #marketing #cartoon #marketoon

“Marketing Seat at the Table” - new cartoon and post https://lnkd.in/g5sf9xz3 “A sign of success by any marketer is if they get sponsorship around the boardroom table.” I like this observation from Abigail Comber, former CMO at Debenhams. It’s a reminder of how much of the marketing role is an inside job — the ability of marketers to influence the rest of the organization. MarketingWeek reported earlier this month that more than a third of companies don’t have a marketer at all on the leadership team. For smaller businesses with fewer than 250 employees, that figure climbs to nearly half. And even for organizations with a marketing seat at the leadership table, the marketing function is often poorly understood and respected.   McKinsey reported last fall that companies that placed marketing at the center of their growth strategy are twice as likely to have greater than 5% annual growth. Yet they also found the impact of marketing was often hampered by the murkiness of the role, how the role was perceived by the rest of the organization, and how the role is measured. When McKinsey asked CEOs and CMOs of the same companies what their top three marketing metrics were, they only agreed half the time. CEOs tended to point at business outcomes like year-over-year revenue growth and margin improvements. CMOs often reported operational metrics like brand awareness. Abigail Comber suggested marketers remember to think like general managers: “Understand the P&L in your business. Understand what sales really mean to the business and the bottom line. Because too often you look at a marketeer and think all they talk about is the customer. I am very customer-centered but you have to be commercial too.” For related cartoons and all the links in this post, click here: https://lnkd.in/g5sf9xz3 To sign up for my weekly marketoon email newsletter, click here: https://lnkd.in/g9DBM6tD #marketing #cartoon #marketoon

“Marketing Seat at the Table” - new cartoon and post https://lnkd.in/g5sf9xz3 “A sign of success by any marketer is if they get sponsorship around the boardroom table.” I like this observation from Abigail Comber, former CMO at Debenhams. It’s a reminder of how much of the marketing role is an inside job — the ability of marketers to influence the rest of the organization. MarketingWeek reported earlier this month that more than a third of companies don’t have a marketer at all on the leadership team. For smaller businesses with fewer than 250 employees, that figure climbs to nearly half. And even for organizations with a marketing seat at the leadership table, the marketing function is often poorly understood and respected.   McKinsey reported last fall that companies that placed marketing at the center of their growth strategy are twice as likely to have greater than 5% annual growth. Yet they also found the impact of marketing was often hampered by the murkiness of the role, how the role was perceived by the rest of the organization, and how the role is measured. When McKinsey asked CEOs and CMOs of the same companies what their top three marketing metrics were, they only agreed half the time. CEOs tended to point at business outcomes like year-over-year revenue growth and margin improvements. CMOs often reported operational metrics like brand awareness. Abigail Comber suggested marketers remember to think like general managers: “Understand the P&L in your business. Understand what sales really mean to the business and the bottom line. Because too often you look at a marketeer and think all they talk about is the customer. I am very customer-centered but you have to be commercial too.” For related cartoons and all the links in this post, click here: https://lnkd.in/g5sf9xz3 To sign up for my weekly marketoon email newsletter, click here: https://lnkd.in/g9DBM6tD #marketing #cartoon #marketoon

“Marketing Seat at the Table” - new cartoon and post https://lnkd.in/g5sf9xz3 “A sign of success by any marketer is if they get sponsorship around the boardroom table.” I like this observation from Abigail Comber, former CMO at Debenhams. It’s a reminder of how much of the marketing role is an inside job — the ability of marketers to influence the rest of the organization. MarketingWeek reported earlier this month that more than a third of companies don’t have a marketer at all on the leadership team. For smaller businesses with fewer than 250 employees, that figure climbs to nearly half. And even for organizations with a marketing seat at the leadership table, the marketing function is often poorly understood and respected.   McKinsey reported last fall that companies that placed marketing at the center of their growth strategy are twice as likely to have greater than 5% annual growth. Yet they also found the impact of marketing was often hampered by the murkiness of the role, how the role was perceived by the rest of the organization, and how the role is measured. When McKinsey asked CEOs and CMOs of the same companies what their top three marketing metrics were, they only agreed half the time. CEOs tended to point at business outcomes like year-over-year revenue growth and margin improvements. CMOs often reported operational metrics like brand awareness. Abigail Comber suggested marketers remember to think like general managers: “Understand the P&L in your business. Understand what sales really mean to the business and the bottom line. Because too often you look at a marketeer and think all they talk about is the customer. I am very customer-centered but you have to be commercial too.” For related cartoons and all the links in this post, click here: https://lnkd.in/g5sf9xz3 To sign up for my weekly marketoon email newsletter, click here: https://lnkd.in/g9DBM6tD #marketing #cartoon #marketoon

“Marketing Seat at the Table” - new cartoon and post https://lnkd.in/g5sf9xz3 “A sign of success by any marketer is if they get sponsorship around the boardroom table.” I like this observation from Abigail Comber, former CMO at Debenhams. It’s a reminder of how much of the marketing role is an inside job — the ability of marketers to influence the rest of the organization. MarketingWeek reported earlier this month that more than a third of companies don’t have a marketer at all on the leadership team. For smaller businesses with fewer than 250 employees, that figure climbs to nearly half. And even for organizations with a marketing seat at the leadership table, the marketing function is often poorly understood and respected.   McKinsey reported last fall that companies that placed marketing at the center of their growth strategy are twice as likely to have greater than 5% annual growth. Yet they also found the impact of marketing was often hampered by the murkiness of the role, how the role was perceived by the rest of the organization, and how the role is measured. When McKinsey asked CEOs and CMOs of the same companies what their top three marketing metrics were, they only agreed half the time. CEOs tended to point at business outcomes like year-over-year revenue growth and margin improvements. CMOs often reported operational metrics like brand awareness. Abigail Comber suggested marketers remember to think like general managers: “Understand the P&L in your business. Understand what sales really mean to the business and the bottom line. Because too often you look at a marketeer and think all they talk about is the customer. I am very customer-centered but you have to be commercial too.” For related cartoons and all the links in this post, click here: https://lnkd.in/g5sf9xz3 To sign up for my weekly marketoon email newsletter, click here: https://lnkd.in/g9DBM6tD #marketing #cartoon #marketoon

Over the past year, marketing leaders including Starbucks’ Brady Brewer and GE’s Linda Boff have made the leap from CMO to CEO. And in 2025, we can expect to see similar transitions. We round up the CMOs who took on the top job in 2024. https://adweek.it/3P5l4nW