by Jennifer Barron
Many senior marketers have not mastered the art of turning marketing-speak into the financial language that resonates with directors. If brand value and the benefits of brand-building investments are not translated into the language of numbers, marketing will always be at a disadvantage in winning over the board. Here are five reasons to bring brand into the boardroom. ...More
 
 
The "sunk-cost fallacy," in which people throw good money rather than "waste" what
they've already invested, can actually lead to smarter business decision-making,
researchers say. Sunk costs serve as a reminder of the importance once
attributed to a given outcome, helping people and organizations to persevere
even when the reasons for doing so are obscured by more immediate pressures.
That's particularly valuable after leadership transitions, when the precise
logic behind a past decision isn't clear, researchers note. Kellogg  Insight


 
 
 
What makes a valuable brand? Well, according to Brand Finance, who have put together this list, it comes from seeing just how much revenue contribution a brand makes to its parent company. It then estimates the amount it would cost to licence the brand if the business didn’t already own it.

The list of the top 50, courtesy of Marketing Week, does have a few surprises in it though, but only a few brands have managed to climb back up from where they once were.

http://www.marketingweek.co.uk/trends/the-best-of-british-brand-performers/4006338.article
 
 
Recent research from Fournaise Group (see prior post “CMOs: With Your New Great Power Comes New Great ROI Responsibilities”) revealed 90% of CEOs interviewed don’t trust the CMO. The general consensus among CEO ranks is c-suite marketers are disconnected from the short- and long-term goals of the organization because they cannot sufficiently link marketing return to bottom line results.

But what does this mean to today’s CMO? You have to be more focused on Marketing Performance Management. Marketing ROI is the proven correlation between marketing spend and gross profit generation. And while 69% of Marketers feel their strategies and campaigns do make an impact on the company’s business, they readily admit they can’t precisely quantify or prove the real marketing return on investment (ROMI). Seventy-seven percent (77%) of CEOs say that CMOs keep talking about brand, brand values, brand equity and other parameters that struggle to link marketing spend to results that really matter: revenue, sales, EBIT or even market valuation

Read more at http://www.business2community.com/marketing/6-golden-rules-to-improve-marketing-performance-management-and-earn-your-ceos-trust-0469158#7hKYLKQAaIJ0EH68.99 

 
 
CEO Dashboards can be a great way to shed light on customers and sales process performance and get feedback on how you as the CEO are performing your role.

Read more: http://www.marketingprofs.com/7/ceo-dashboards-visual-reports-help-sales-performance-celli.asp#ixzz2RaCdynh9
 
 
A survey conducted by Marketing Management Analytics and Financial Executives International found that just 7% of financial executives are satisfied with their company's ability to measure marketing ROI.

Read more: http://www.marketingprofs.com/7/roi-challenges-remain-discipline-pays-off-lenskold.asp#ixzz2RaGCDHv7