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tomorrow’s word

Shapethe

agendaTomorrow’s word Re-evaluatingtheroleofmarketing

Everything changesThoseofusworkinginmarketingbackinthatlonghotsummerof

1976willbeabletorecallaverydifferentworldfromtoday.

Ontheinternationalstagetherewereriotsinaracially-dividedSouth

Africa;ChairmanMao,thefounderofCommunistChina,passed

awaypeacefully;andBritainwenttowarwithIcelandovercod.

Concordecompleteditsfirstcommercialflight,BjornBorgwonthe

firstoffiveconsecutiveWimbledontitles,andanewmusicgenre

called‘punk’begantoshakeupthemusicscene.

IBMbroughtoutthefirstlaserprinter,andAppleComputerswasfounded,launching

itsAppleIImicrocomputer,oneofthefirstandmostsuccessfulpersonalcomputersor

‘PCs’thefollowingyear.

Someofyoureadingthismaynotevenhavebeenbornin1976;findingaworldofthree

TVchannels,fixedphonelines,andnoPCs,internetoremailacompletelyalienand

unnaturallandscape.

Yetitwasin1976thatTheCharteredInstituteofMarketinglastdefinedwhatmarketing

is:‘Marketingisthemanagementprocessresponsibleforidentifying,anticipatingand

satisfyingcustomerrequirementsprofitably.’

Whilstthisdefinitionhasservedusfaithfullyforover30years,webelievethattheworld

marketersnowinhabithasfundamentallychanged,andboththerolemarketingplays

anditsdefinitionneedtobeexaminedafresh.

Withmassivetechnologicalchanges,globalisation,andthespreadofmarketing

techniquesintonewareas,suchasthepublicsector,marketinghasundergone

enormouschangesoverthelast30years.Ifitistoremainrelevantinthe21stcentury,

theprofessionneedstoreassessitsroleinbusinessandsociety,andredefinewhatwe

meanby‘marketing’.

OurlatestAgendaPaper,Tomorrow’s Word,aimstoopenupdebateonthesubject,so

letusknowyourthoughtsontheroleofmarketinggoingforwardandoursuggestednew

definitionofmarketing.

David ThorpDirectorofResearchandInformation

tomorrow’s word

Tomorrow’s WordRe-evaluating the role of marketing

agenda |tomorrow’s word

Executive summaryWhat’stheroleofmarketing?Itseemsanobviousquestion,butchoosingoneansweriselusiveandlikelytobeincomplete.Astheprofessionhasbecomemorediverse,thebalanceofpowerhasshiftedinfavourofthecustomer,whonowhasmorecontroloftherelationshipthaneverbeforethankstotechnology.Astheroleofthecustomerhasaltered,sotootheroleofmarketingneedstochangeinresponse.

Marketinghasbecomemoresophisticated–andyetitsstatuswiththecustomerandtherestofbusinesshasneverbeenlower.Complicatingthisisanincreasingdividebetweenthethoughtsofacademicsandtheexperiencesofpractitioners.Toaddressthis,TheCharteredInstituteofMarketingwantstoopenupthedebateaboutwhattheroleofmarketingshouldbe,andhowitcanmoveforwardasaprofession.

Oneproposalistosub-dividemarketingintospecialisms.Thiswouldenablemarketerstobecomeexpertsintheirfield,ratherthanbeingexpectedtobeall-roundersandthencriticisedfornotunderstandingaparticularpartofthebusiness.

WealsowanttoreconsiderTheCharteredInstituteofMarketing’sdefinitionofmarketing.Thecurrentdefinition–‘themanagementprocessresponsibleforidentifying,anticipatingandsatisfyingcustomerrequirementsprofitably’–is30yearsoldandweproposethatitisnolongerfitforpurpose.Tomorrow’s Wordoffersanewdefinitionthatplacesvaluefromcustomer-centricityattheheartofmarketing,whilstacknowledgingtheincreasingrelevanceofmarketingfornot-for-profitandpublicsectororganisations.

RecentresearchcommissionedbyTheCharteredInstituteofMarketingshowsthatover85%ofUKmarketersagreethatmarketinghas‘unquestionablychangedinthelast30years.’Thediversityofsector–profitornotforprofit,privateorpublic–ismatchedonlybythediversityofrole.Product/servicesellerorsocialandenvironmentalinfluencer?Researcherorcommunicator?Statistician,technologistorlegalspecialist?Innovatororbrandexpert?

Forsomeacademicsandpractitioners,marketinghasbecomeapredominantlyservice-basedrole.Othersseetheriseinglobalisationandtechnologyasprovidingaproliferationofnewtoolstoequipmarketersintheirbattletogainattention.Ismarketingacorestrategythateveryoneinthecompanyshouldbeengagedin,ratherthanmerelythemarketingdepartment–orhasitlargelybecomeapromotionaldiscipline,withmuchofitsterritorystolenfromunderitsnosebyFinanceandHR?

Owingtotechnology,thecustomerhasfargreater

controloverrelationships,morechoiceoverchannels,andcandemandbetterservice.Whenleftunhappy,customerscaninstantlycommunicatetheirdissatisfactiontolargegroupsofpeopleviablogsandsocialnetworkingsites.Boycottsofcompaniescanbeorganisedmoreeffectively,andtheissuescanbecommunicatedtopotentiallyunlimitednumbersofpeople.

Compoundingthesechanges,thereisstillamisconceptioninthewiderbusinessworldaboutwhatmarketingisandwhatitdoes.PaulFifieldofTheFifieldOrganisationpointsouthowmarketing‘hasbecomesynonymouswithadvertisingandpromotion;PhilipKotlernotedmanyyearsbackthatmarketingseemsmoreandmoretofocusonjustoneP.’[Source:CorrespondencewithTheCharteredInstituteofMarketing’sResearchandInformationDepartment–CWRI].ConsidertheviewofJonathonPorritt–widelyread,widelytrustedandoneofthemostinfluentialmediacommentatorsonbusinessandgovernmentalactivity.For

ONE: A view of the world

tomorrow’s word

thanisneeded,andpersuadingpeopletoconsumemore.Whetherwelikeitornot,thismisconceptionofwhatmarketingisanddoesisbecomingcommonplace.Asksomeoneatrandomwhatmarketingisandyou’relikelytoheareitherasales-basedorcommunicationsdescription,orasatiricaldiatribeaboutitbeingtheartofpersuadingpeopletopartwiththeircashforproductstheydon’treallywantorneed,andthencomebackformoreofthesame.Manyofthecustomersthatweclaimto

understandandbuildrelationshipswith,thinkthatmarketingislargelyacommunications-leddiscipline,andoperatingonlyatthepromotionalendofthebusinessspectrum.

Whyisthis?Why,whenthereisincreasingevidencethatmarketingisavalue-creatingpartofthe

Owing to technology,

the customer has far

greater control over

relationships, more choice

over channels, and can

demand better service.

Porritt,‘thecumulativeimpactofbillionsofcorporatedollars,spentmarketingtheirproducts,yearafteryearafteryear,stimulating,reinforcingandexacerbatingpeople’sconsumeristfantasies,isalmostwhollypernicious.’[Source:CWRI].Oftenatthispoint,marketerswillrespondwithanargumentaboutmarketingbeinganeutralprofessionthatcanbeusedforgoodorbadpurposes.Porritt‘hasdifficultieswiththis’,becauseregardlessofhowneutralthetheorymaybe,‘today’smarketingspend(whichisobviouslydifferentfrommarketingasaprofession)constitutesamajorimpedimenttoachievingamoresustainablesociety’.[Source:CWRI.]

Needlesstosay,wedon’tentirelyagreewithPorritt’sprovocativestance.Yethisviewsarerepresentativeofashiftinsocietyagainstcommoditisation,commercialisationandconsumption.Thisnewstanceisslowlybuildingupinthecollectiveconsciousnessofmanypeople.Asitismarketerswhoareseenaspropagatingthatincreaseinconsumption,weneedtoacttoshowthatmarketingisnotjustaboutgeneratingmorecommodities,offeringmorechoice

tomorrow’s word

business,andcancontributetothestrategicdirectionofacompany,istheresuchagapbetweentherealityandtheperceptionofmarketing?Andhowshouldwedefinemarketing’srole?

Wewanttosuggestsomeoptionsthatareprovocative,butwebelievearevitaliftheprofessionistoachieveincreasedrespectfromthepublicandgreaterstatuswithinbusiness.

MarketerLaurieYoungalertsustothefactthatsomeofthemostwidelyusedmarketingtechniquesareoutdatedandmaybesendingmarketersinwrongdirections.‘Manyofthebasicconceptstaughtbymarketingacademics,suchastheAnsoffmatrixandAIDA,aredubiousandcancausemistakesifnotproperlyunderstood’.Thisispartlyduetothefactthatmarketingwascodifiedduringthe“managementscience”excessesofthe1960sand1970s,andpartlybecause‘manynotablemarketingacademicswereeconomistsbybackground,whereasmarketingismoreabehaviouralactivity.’[Source:CWRI.]

AIDA,forinstance,wasdevelopedin1924inabooktitledPsychology of Selling Life Insurance,before

televisionormassradiowereinvented.AccordingtoYoung,ithasneverbeenproperlytestedorsubstantiatedinamarketingcontext.YetweassumefairlyunquestioninglythatAIDAisausefulmarketingtool.

Similarly,theAnsoffmatrixwasbasedontheacquisitionstrategiesofmanufacturingcompaniesinChicagointhe1930s.Itwasdesignedtogotoinfinityinbothdirections,andithasbeenvastlysimplifiedintothe2x2matrixweseetoday.‘Perhapsitsrelevanceandusefulnessto21stcenturyservice,mediaandvirtualcompaniesshouldbemorefundamentallyquestioned?’asksYoung.

StephenBrown,ProfessorofMarketingResearchattheUniversityofUlster,alsoalludestoagapbetweenoutmodedformsoftheory,andtherealityof21stcenturymarketing.ForBrownthereisan‘ever-growingschismbetweenmarketingpracticeandmarketingacademia.Academicsincreasinglytalktothemselves,’Brownalleges,‘andpractitionerslooktoself-styledguruswithplatitudesforsale.Thisdeepeningdividecan’tbegoodforourfield.’[Source:CWRI].

tomorrow’s word

Torestorefaithbetweenpractitionersandacademicsandfocustherestofbusinessonwhatmarketingis(andwhatitisn’t),TheCharteredInstituteofMarketing’sResearchandInformationteamsuggeststhatweneedanew“roleprofile”formarketing.

Anydisciplinesplitsintospecialismsasitbecomesmoresophisticatedandmoreknowledgeaccrues.AscientistintheRenaissancewouldnotdrawdistinctionbetweenchemistry,biologyorphysics;heorshewouldalsodraw,paintanddissect.Today,thosethreedisciplineshavefurthersub-dividedintohundredsofspecialismsfromastrophysicstozoology.

Considerthelawprofession.Asitbecomessubdividedintofamily,criminal,probateandcompanylaw,theprofessionitselfandthesub-disciplinesareenhancedbyhavingclearlydelineatedroleprofiles.Noonewantstheirlawyertobejackofalltrades,andnolawyercouldsucceedbytryingtobeso.Marketingasafunctionmaynowbeatthepointwhereitcouldbenefitfromsimilarsub-divisions.

Increasingly,it’sdifficultforamarketertoattempttobeexpertinalltheareaswecurrentlydefineas“marketing”.Oneoftheproblemswiththestatusofmarketingisthatacreativemarketeriscriticisedfornotbeingsufficientlymetrics-oriented;whereasagoodnumber-cruncherisalsoexpectedtobeadisruptivethinker.

Inthefuture,marketerscouldfollowoneofthreebroadpaths:• Science.R&D,segmentation,

research,analysis,statistics,web

strategy,metrics,technology,data

andinformation.

• Arts.Branding,advertising,

communications.Bymaking

thisareadiscrete,wereplace

thedisadvantageofthisarea

beingperceivedasthewholeof

marketing,withtheadvantageofit

beingregardedasaspecialism.

TWO: A new role

Marketing as a function

may now be at the point

where it could benefit

from sub-divisions.

tomorrow’s word

• Humanities.Social,ethical,cause-

related,not-for-profit,triplebottom

line.Includesbusinesssustainability,

publicsectorandsocialmarketing.

Thesewouldbespecialismsthattheinterestedstudentwouldpursueasunitsontheirbroadermarketingcourse,andwoulduseasthefoundationtodeveloptheirowndetailedknowledgeandunderstanding.

Socialmarketing,forexample,couldbecomeaprominentcareerchoiceformanymarketersoverthenext30years.Thereisalargegroupofpeoplewhowouldbedrawntothisasacareerpath,wereitnotforthepublicandprivatemisconceptionsthat“marketing”currentlyconveys.TheUKgovernmentisattheforefrontofrecognisinghowmarketingprinciplesfromtheprivatesectorcouldbeofbenefittolocalauthorities,NHStrustsandotherpublicbodies.Forthemarketingprofession,thisrepresentsahugeopportunityforfuturecareerchoices.Byclearlydelineatingthecreativesideofmarketing,thescientificside,andwhatweproposetocallthe“humanities”side,whichwouldincludenot-for-profitandsocialmarketing,wecanstarttobreakdownsomeofthemisunderstandingsaboutmarketing.

Thesuccessfulmarketeroftenneedstobea“rightbrain”creativeaswellasa“leftbrain”scientist.Thisisacomplexbalancingact–andbyaddressingtheneedtoseparatetheareasintospecialisms,thecomplexityoftherolemightbegintobemorerecognisedthanitistoday.Inourmarketingtraining,weneedtoemphasisethisandenablemarketerstospecialiseinareaswheretheywanttobuildtheircareer,thenaddoptionsthataddressareaswheretheyarenotnaturallystrong.

Oneofthereasonsmarketingislessrespectedthanotherbusinessfunctionsistheclaimthatmarketersdon’tunderstandotherpartsofthebusiness.Bystudyingaspecialism,insteadofever-moreadvancedlevelsof“marketing”,thesocialmarketer,thecommunicator,theresearcherorthethinkerhastimetolearnandunderstandhowtherestofbusinessworks.Thatmakesyoumoreboard-friendlyaswellasbeingbetteratthejob.Italsomeansmarketerswouldbebetterpreparedforjobsthatarecurrentlyseenasnon-marketingroles.

Inthefuture,youwon’tstudy“marketing”assuch.Afterabasicgroundingintheconceptsand

tomorrow’s word

practicesofmarketing,youopttostudyoneofthethreesub-disciplines.Thiswayyouwouldhavethechoicetogetabroadereducationofarts,scientificorhumanitiesmarketingthinking.

Creativeswillfocusontheirpartofthesubject,thenopttostudymetricsoraccountancy(forexample)asaseparateunit.ThosewhoaspiretoprogresstoboardorCEOlevelwillstudyasecondand/orthirdsub-disciplineaspartoftheirpost-graduatetraining,whichwillgivethemafirmerbasefordevelopingmarketingstrategyandvaluepropositions.

Whilethemechanicsofhowthiscouldworkareflexibleandopentoconsiderablediscussion,itwouldenablemarketerstobuildtheirowncareersmoredynamicallyandtailortheirdevelopmenttotheirstrengths.Theycouldfocusonanareathatintereststhemtoagreaterdegreethantheycantoday,andiftheyaremindedtoprogresstoseniorlevel,couldchoosewhichoptionstheyneedtounderstandotherareasofthebusiness.

Splittingtheroleintospecialismslikethiscouldachievethreespecificaims:reducetheperceptionthatmarketingismainlyacommunications-based,promotionaldiscipline;showthatmarketingisacomplexbalancingactofscientificandartisticcapabilities;andmoreeffectivelyenablemarketerstobecomemoreproficientintheirchosenfieldsofexpertise,whilstalsogaininggoodworkingknowledgeofotherpartsoftheorganisationandthewiderbusinessworld.

The UK government

is at the forefront

of recognising how

marketing principles

from the private

sector could be

of benefit to local

authorities, NHS

trusts and other

public bodies.

tomorrow’s word

TimAmblerofLondonBusinessSchoolquestionswhethermarketingshouldevenbeaseparate“role”inthebusinessatall.Ifmarketingissupposedtobesomethingthateveryoneinthecompanyengagesin,thenthequestionis‘whethermarketingisaprofession,shouldbeorwillbe.Ifonetakesthecompany-wideviewofmarketing,thenallmanagersshouldbemarketers,althoughonecouldarguethatsomewillbemorespecialistthanothers.’ForAmbler,thefactthatthereareproportionallyfewseniormanagementorboardmemberswithamarketingbackgroundhasbeenpartlybroughtaboutbymarketersthemselves,‘byowingmoreloyaltytothemarketing“profession”thantotheiremployers.Forexample,theyseekbettermarketerjobselsewhereratherthanbetternon-marketingspecialistjobsinternally.’[Source:CWRI.]

Ourproposednewdefinitionofmarketingsuggestsdroppingtheterm“managementprocess”,inrecognitionthateveryoneinacompanyactsasamarketertoalesserorgreaterdegree.

Theproposaltosub-dividemarketingalsoneedstobeconsideredinlightofthefactthatmanyofthecurrentrolesinmarketingoverlapthesedifferentbroadareas.Infuturepaperswewillconsiderhowanewtrainingmodelformarketingmightencompassthesevariations.

Oneargumentagainstthesub-divisionconceptisthatsomeofmarketing’sstatusproblemscomeaboutbecauseoftoomuchfragmentation–nottoolittle.Wewanttohearpractisingmarketers’viewsonthis,andonhowthecurrenttrainingformarketerscouldbereconsidered.

THREE: Rules of engagement

tomorrow’s word

Howeverweredefinetheroleofmarketing,fromourcanvassingofawidevarietyofacademicsandpractitionersviewsfromacrosstheworldinrecentmonths,severalareashaveemergedthatneedtobefocusedon:

• Power of the customer‘Thedaysofmarketingcontrollingbrandsaredisappearingaswerecognisethatcommunitiesarenotonlybecomingamoreactivecommunicationchannelbuttheyarealsoactivelyshapingthenatureofbrands,’accordingtoLesliedeChernatony,ProfessorofBrandMarketingatBirminghamBusinessSchool.

• Technology Theproliferationoftechnologicaladvancesinthelast30yearsmeansthattheimportanceofgeographyhaslessened,andafarwiderrangeoftoolsarenowavailable.Theinternetandglobalisationhavechangedtherulesofengagementalmostentirelyinthattime.However,asTimAmblerpointsout,‘thewebislimitedbyphysicaldistribution,lackofhumancontactandpaymentsecurity.’[Source:CWRI].Thisexplainstheriseinimportanceofpersonalserviceinrecentyears,incontrasttotheapparentever-encroachingubiquityoftheweb.

• FragmentationOfmediaandtheincreasingimportanceofsegmentationtoreachaudiencesthatarenolongerapredictable,receptiveaudienceforcommunicationsmessages.

• MetricsMichaelThomas,OBE,PastCIMChairmanandPastPresidentoftheMarket

FOUR: Revaluing marketing

‘We engage customers through

engaged employees and need to

be prepared to challenge trends

that are clearing disengaging

customers and employees.’Juanita Cockton

tomorrow’s word

ResearchSociety,outlinestherequirementfor‘developingrealskillinmeasuringmarketingcapability,basedonthemanagedscorecardprinciple.Ifmarketersgaveleadershipinthisarea–insteadoftheboardroomforcingitonthem–theirstatusmightimprove.’[Source:CWRI]

• People Thereisaneedformanagingpeopletobegiventhesameemphasisasthemarketingmixandmarketingstrategy.‘Weengagecustomersthroughengagedemployeesandneedtobepreparedtochallengetrendsthatareclearingdisengagingcustomersandemployees,’asJuanitaCockton,ManagingDirectorofTheMarketingStudioindicates.[Source:CWRI].

• EthicsMarketersareperhapsthebestcandidatestocommunicateinternallytheneedforenvironmental,socialandethicalconsiderationstobebuiltintothefabricoftheorganisation’sactivities,notasa“bolt-on”tosatisfylegalrequirementsorforPRpurposes.

tomorrow’s word

Withthesechangesintheroleofmarketinginmind,webelievethereistheneedforanewdefinitionofmarketing.Ourexistingdefinitionis30yearsoldandcomesfromthepre-internet,pre-globalisationage.Itwascreatedwhentherewaslessofafocusonrelationshipsoronservicemarketing,therewerefewerchannelstomarket,andmarketingwasamuchsimplerdiscipline.Asaconsequence,webelievethatthecurrentdefinitionisnolongerfitforpurpose.

Thefollowinganglesarerepresentativeofthedisparateviewsofthepeoplewehavespokento:

• Thecurrentdefinitionofmarketingasa“management”disciplineisoutmoded.

Marketingissomethingthatthewholeorganisationshouldengagein.

“Management”alsoimpliesthat‘companiesdothingstocustomersinsteadof

withthem,’inthewordsofProfessorEvertGummessonofStockholmBusiness

School.ForGummesson,successfulcompaniesdon’tmanagecustomers;

theyinteractwiththem.[Source:CWRI].

• Thedefinitiondoesnottakeintoaccountmarketing’svaluefornot-for-profit

companies.

• Itwaswrittenbeforetoday’srecognitionthatallbusinessactivitiesimpacton

societyandtheenvironment,andbeforetoday’sgrowingconcernatlevels

ofconsumption.Businesssustainabilityneedstobebuiltintoanymarketing

strategy.

• Themovefromtransactionaltorelationshipmarketing:today’scustomerhas

farmorecontrol.Customertrustisthekeysignifierforasuccessfulcompany,

andincreasinglymarketerswillbejudgedonhowtheiractivitiesincreaseor

decreasecustomers’trustandtherebylifetimevalue,accordingtoDonPeppers

andMarthaRogers,PhD.Marketingshouldthereforebedefinedinrelationto

“valuetobothparties”,not(ornotonly)“profit”.

• Theneedformarketingmetrics,whichincludeintangiblessuchasbrandvaluation.

WhilstthemajorityofpractisingmarketersthatTheCharteredInstituteofMarketingrecentlysurveyedbelievethattheexistingdefinition‘stillcoversthecomplexityofmodernmarketing’,thestoryisverydifferentwhenconsideringtheactivitiesofthepublicsectorandnot-for-profitorganisations.Asignificant

FIVE: A new definition for marketing

tomorrow’s word

37%feltthatthedefinitiondoesnotsufficientlyapplytotheseareas.Takingtheseconcernsintoconsideration,TheCharteredInstituteofMarketing’sResearchandInformationteamoffersthefollowingsuggestednewdefinitionofmarketing.

Marketingshouldbeaboutthinkingfromthepointofviewofthecustomer.Yetmanycompaniesstilloperateproduct-centrically–makingsomething,thenemploying“marketing”togeneratedemandforit.Whilstmarketingundeniablyhasaroleincreatingdemand,informingthisnewdefinitionwe’vetriedtoaddresswhatliesbeneaththeconceptofbeing“customer-centric”.Stripawayprocessandphilosophyandwhatmarketingreallymeansbecomesclear:it’saboutinfluencingbehaviouralchange.

Thatchangecanbeforthecustomer,and/orforthecompany,and/orfortheshareholder,and/orforthewidercommunity.Marketingcannothappenwithoutanexchange–ofviews,beliefsorgoods.Webelievethatmarketersneedtostartseeingtheprocessofexchangeasbeingoneofpositivebehaviouralchange.

“The strategic business function that creates value by stimulating, facilitating and fulfilling customer demand.

It does this by building brands, nurturing innovation, developing relationships, creating good customer service and communicating benefits.

With a customer-centric view, marketing brings positive return on investment, satisfies shareholders and stakeholders from business and the community, and contributes to positive behavioural change and a sustainable business future.”

tomorrow’s word

Whenmarketersadoptthisasthefoundationofwhattheydo–notatatacticalorprocedurallevel,whereareasofactivitycancarryonmuchasbefore–thenweshallstarttoseerealchangeonanumberoflevels.Firstly,theprofessionwillbecomemorerespected,andthecynicalideathatmarketingisaboutmanipulatingcustomersintobuyingthingstheydon’treallywantcanbeeroded.Secondly,thevalueofmarketingwillbeseenbythecustomer,thecompany,theshareholderandthewiderbusinessworldinthecontextofbeneficial,sustainableexchange.Finally,agreaternumberofskilled,thoughtful,andinnovativepractitionerswillbedrawntoaprofessionthattheymighthavepreviouslydisregarded.

Manypractitionersandacademicshavehelpeduswiththepreparationofthispaper.TheCharteredInstituteofMarketingwouldparticularlyliketothankthefollowingfortheircontributions.TheoverallviewsandopinionsinTomorrow’s Worddonotnecessarilyreflecttheviewsoftheindividualsmentioned.

We would like to open up the revised role of marketing and

the new definition to the wider practising and academic

community. Would the role of marketing be served better

by splitting the profession into sub-disciplines? Does the

new definition encompass marketing in the 21st century? Is

there really a gulf between academics and practitioners, is

it widening and if so, what should be done about it? Tell us

by writing to shapetheagenda@cim.co.uk.

tomorrow’s word

agenda |sources

Cathy Ace Simon Fraser University, British Columbia, and marketing consultant

Tim Ambler Senior Fellow, London Business School

Dr. Stephen Brown Professor of Marketing Research (formerly Professor of Retailing) at the University of Ulster

Dr. Dave Chaffey Director, Marketing Insights Limited

Juanita Cockton Managing Director, The Marketing Studio

Chris Dadd Head of Interactive Services, WIN PLC

Leslie de Chernatony Professor of Brand Marketing, Birmingham Business School

Dr. Paul Fifield The Fifield Practice

Scott Forsyth Marketing Director, Intermedia Total Marketing Solutions

Jonathan Gabay Marketing consultant and trainer

Professor Evert Gummesson Stockholm University School of Business

David Haigh Founder and CEO, Brand Finance

Charles Harkness Behaviour change specialist, DEFRA

Nicholas Ind Marketing consultant and author

Tina Jacobs Marketing communications expert

Gill Kelley Marketing consultant and trainer

Justin Kirby Founder and CEO, Digital Media Communications

Professor Nirmalya Kumar Director, Centre for Marketing, London Business School

Jean Lambert MEP

Jean-Marc Lehu Associate Marketing Professor, Pantheon Sorbonne University

Lord Marshall of Knightsbridge Chairman, Pirelli UK; Past President of The Chartered Institute of Marketing

John Mayfield Former Chief Executive of the Institute of Professional Sales

Vanessa Moon Marketing consultant and trainer

Jamie Murphy Associate Professor, University of Western Australia School of Business

Professor Ken Peattie Director, ESRC Centre for Business Relationships Accountability, Sustainability and Society (BRASS), Cardiff University

Don Peppers and Martha Rogers PhD

Jonathon Porritt Co-Founder of Forum for the Future and Chairman of the UK Sustainable Development Commission

Dr Brian Smith Visting Fellow, Cranfield University

Professor Merlin Stone Marketing academic and practitioner

Sabra Swinson FCIM, marketing consultant

Anthony Tasgal Marketing practitioner and trends specialist

Michael Thomas Past Chairman of The Chartered Institute of Marketing; Past President of the Market Research Society

Martin van Mesdag Marketing consultant and author; Past Chairman of The Chartered Institute of Marketing

David Vosper Marketing consultant and trainer

Laurie Young Marketer

agenda |looking ahead

Today’syouthareapparentlydifferentfromusoldtimers:differentinthewaytheyaccessandprocessinformation,inthewaystheyinteractwiththeirpeersandinthewaytheylearn.Criticisedforsolongforspendingtoomuchtimegluedtocomputerscreensandlivinginvirtualworlds,itnowseemsthatexperienceslikethiscanactuallybepowerfullearningtools,teachingthebasicsofstrategy,long-termplanningandformingprojectteamsandpartnershipsinawaythatisuniquelyhands-onandinstantlyreinforced.

Whichbegsthequestion;whatarewedoingtotraintheseyoungpeoplewhentheywanttoenterourprofession?Areweguiltyofstickingtooldmodelsoftrainingwhentherearemoredynamicalternativesthatofferbetterresults?

Inournextagenda,launchinginJanuary2008,we’llbelookingatthewaywetrainanddevelopmarketersandaskingifthelearninganddevelopmentprofessionalsaregettingitright.

Then,tocoincidewiththe2008BeijingOlympics,we’llbelookingaheadtothe2012OlympicsandaskingifthemuchtrumpetedmarketingopportunitiesthatshouldflowinthewakeofLondon’sbeingawardedtheGamesarejusthotair,astheOlympicMovement,theGovernment,andthebigcorporationsdoeverythingwithintheirpowertokeepmarketingopportunitiesinthehandsofaselectfew.

Looking Ahead

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tomorrow’s word

The Chartered Institute of MarketingMoor HallCookhamMaidenheadBerkshire SL6 9QH, UK

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