Article - Marketing Issue
T
endency of emerging disruptive technologies has grown in big numbers for the past few years, though, senior marketing managers are impromptu for the new technology − only 20% are considered to be sagacious enough.
However, by 2017, CMOs will purchase more technology than CIOs according to the Gartner. This adverts a brain-wave − necessity of a tech-savvy CMO with flexibility to adapt and embrace disruptive technologies. This has erupted an unforeseen issue related to marketing sector. Man in the middle
Marketing stretches through different dimensions as the man in the middle. It undoubtedly is the critical intersection between the Customers and Sales &
Development. Thus, Marketing reaches the
Customers via trade shows, articles, press releases, win/loss interviews for feature info etc. Information gathered will be used to uplift executive teams in developing strong business strategies to gain competitive advantage. Development of product requirements, placing them in the market,
and bringing people to the market is how they interfere in Development. More importantly, Marketing enforces the Sales crew, and succour for customer HQ visits.
This rumbles us the essence of a vehement marketing division for an organization.
“We’ve grown. How we did things doesn’t work for us anymore.”
Every company’s culture changes with the growth; employees are brought in with their expectations of “how things go”. This may lead to associated breakdowns in business process. Such breakdowns should be identified and treated to be positive opportunities. To avoid being naïve in disruptive technology market, companies should look for opportunities to leverage cheap web-based knowledge sharing.
“We’re struggling here to put the right marketing group”
Banking a strong organizational structure is salient for reaching the goals − managing the functions is important mainly in cradleto-grave product management. Spinning with a lot of
endency of emerging disruptive technologies has grown in big numbers for the past few years, though, senior marketing managers are impromptu for the new technology − only 20% are considered to be sagacious enough.
However, by 2017, CMOs will purchase more technology than CIOs according to the Gartner. This adverts a brain-wave − necessity of a tech-savvy CMO with flexibility to adapt and embrace disruptive technologies. This has erupted an unforeseen issue related to marketing sector. Man in the middle
Marketing stretches through different dimensions as the man in the middle. It undoubtedly is the critical intersection between the Customers and Sales &
Development. Thus, Marketing reaches the
Customers via trade shows, articles, press releases, win/loss interviews for feature info etc. Information gathered will be used to uplift executive teams in developing strong business strategies to gain competitive advantage. Development of product requirements, placing them in the market,
and bringing people to the market is how they interfere in Development. More importantly, Marketing enforces the Sales crew, and succour for customer HQ visits.
This rumbles us the essence of a vehement marketing division for an organization.
“We’ve grown. How we did things doesn’t work for us anymore.”
Every company’s culture changes with the growth; employees are brought in with their expectations of “how things go”. This may lead to associated breakdowns in business process. Such breakdowns should be identified and treated to be positive opportunities. To avoid being naïve in disruptive technology market, companies should look for opportunities to leverage cheap web-based knowledge sharing.
“We’re struggling here to put the right marketing group”
Banking a strong organizational structure is salient for reaching the goals − managing the functions is important mainly in cradleto-grave product management. Spinning with a lot of
References: [1] Anon., 2012. Five Challenges For Tomorrow 's Global Marketing Leaders: Study. [2] Anon., 2014. It 's a Bird! It 's a Drone! It 's Amazon 's 3-D Smartphone? It Displays 3D Images, 3D Maps And 3D Gaming! [5] McCracken, G., 2013. The Five Stages of Disruption Denial. [Online] Available at: http://blogs.hbr.org/2013/04/disruption-denial/ [6] Zwilling, M., 2013. Startups Should be Wary of Disruptive Technologies. [Online] Available at: