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What REALLY is Marketing Leadership
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What REALLY is Marketing Leadership


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  • 1.
  • 2. What it ReallyMeans to be a Leader in Marketing
    Interactive Insights Summit – Where Leaders Connect
    Las Vegas – October 13, 2010
  • 3. Mobile Marketing Rocks!(and you should do it!)
  • 4. What’s it mean to be aleaderin marketing.
    Especially in the context that half the campaignsfailbefore a dollar in media is spent!
    2 Items To Cover Today
  • 5. Thesis: a Leader is…
    Not someone that get’s allelements in their campaignsto be effective from the start….
    …but is honest when they don’t work, and is highly effective in (and committed to)improvement
  • 6. But Let’s Look at Failure First
  • 7. slide title
    $112 Billion Wasted
  • 8. $1 Billion Ad Spending Researched
    1.1 Million Consumers Surveyed
  • 9. What Did Learn From the Research?
  • 10. ING’s 4 Year Campaign: Fresh Thinking
  • 11. Today’s Ads For INGSimplifies A Complicated Financial World
  • 12. 36%
    More, What Do We Know?
  • 13. How Big A Difference Can Creative Make?
    Source: IAB Cross Media Study
  • 14. Creative Makes A BIG Difference
    Source: IAB Cross Media Study
  • 15. Just to See it Again
    Source: IAB Cross Media Study
  • 16. Messaging
    Yes, It’s That Bad, and Worse
  • 17. Didn’t Measure Mobile, but am Sure it Rocks!
  • 18. The Truth Is…Marketing is Hard
    Suppose you have 5 options:
    • 5 Brand Positionings
    • 19. 5 Customer Segmentations
    • 20. 5 Ad Creative Approaches
    • 21. 5 Magazine Schedules/Plans
    • 22. 5 Online Plans
    3,125 Combinations
    10 to 10th = 1 billion combinations
  • 23.
  • 24. What Sticks was Written to Be…
    A Clarion Call* to Marketersfor Change
    Clarion Call * A clarion call is a powerful request for action or an irresistible mandate. Frequently used in a religious context, or in a political context, in that a politician issues a challenge for action from the public.
  • 25. slide title
    What If They Don’t Take the Call?
  • 26. Calling? That Makes me Think of MobileMarketing
  • 27. slide title
    UGH! Now What?
  • 28. So What is Leadership?
  • 29. No storehouse of what makes advertising work
    General mistrust of data & research
    Knowing vs. doing gap
    Distorted lens of Marketers
    Fear of failure
    Marketing as ‘magic’ myth
    Poor alignment in incentives
    Resistance to collaboration
    Lack of systems for measurement / action
    What Sticks: Nine Problem Areas
  • 30. slide title
    Illogical Ad World
    How do the big three auto companies set their budgets?
    1 Media Director told us…
  • 31. Donny Deutsch Even Said
    “We did a wonderful spot…on the Superbowl… for Mitsubishi Gallant...that stops at the end and [says] go to “”
    We got about 600,000 clicks.
    Was that great or that not great?
    We told the client it was great, so it was great.”
    [nervous laughter]
    − Donny Deutsch speaking to 500 Marketers…
    Deutsch is the 14 largest agency in the US
  • 32. Not Using Mobile, That’s a Real Problem
  • 33. slide title
    So What Do We Do?
  • 34. Warren Bennis Said…
    “Leadership is a function of knowing yourself, having a vision that is well communicated, building trust among colleagues, and taking effective action to realize your own leadership potential.”
    Warren Bennis: American scholar, organizational consultant & author, pioneer of field of Leadership studies. Professor & Founding Chairman of The Leadership Institute at the USC
  • 35. Universal Agreement to Goals
    Have a Back Up Plan (Plan B)
    Know the Value of each Dollar
    What Sticks’ Leadership Steps
  • 36. Universal Agreement to Goals
    Have a Back Up Plan (Plan B)
    Know the Value of each Dollar
    What Sticks’ Leadership Steps
  • 37. slide title
    Universal Agreement
    How many companies had universal agreement?
  • 38. We Should All Agree on Mobile
  • 39. Universal Agreement to Goals
    Have a Back Up Plan (Plan B)
    Know the Value of each Dollar
    What Sticks’ Leadership Steps
  • 40. slide title
    Have a Back Up Plan
    How many Companies had a Back up Plan?
  • 41. Or Another Example
    For 5 select studies, creative testing was done prior to the research launch:
    Only 1 brand’s ads required no adjustment
    2 brands found 1/2 the ads were not effective
    Diluting the effectiveness of the campaign
    2 brands discarded ALL ads & started all over
    Both developed ads that scored much better
    Who were the 5 Advertisers?
    P&G J&J Kraft Nestle Target
  • 42. Harvey Mackay Said It Best
    "A dream is just a dream. A goal is a dream with a plan and a deadline."
  • 43. Universal Agreement to Goals
    Have a Back Up Plan (Plan B)
    Know the Value of each Dollar
    What Sticks’ Leadership Steps
  • 44. slide title
    Know the Value of Each $
    More Complicated, More Expensive
  • 45. Even Bigger Came from Adjusting the Marketing Mix
    Introducing New Menu Item: Grilled Chicken Flatbread Sandwich
    Reinvested 13.6% in Online
    Online + Broadcast
    5pt Gain!
    20% ofBroadcast Budget
    TV & Radio
    Point of DiminishedReturns
    Ad Frequency (or Budget or Time)
  • 46. Betcha’ Leaders Use Mobile
  • 47. What Happens When Leadership Works?
  • 48. slide title
    Ford F-150 Case Study
    “Most Important Car Launch in Ford’s History.”Bill Ford
  • 49. The F-150 Online Ads
  • 50. Mobile Reaches Consumers in Their Cars too
  • 51. How Big a Difference Can Little Changes Make?
    43% One Day Reach
  • 52. Online = 10X Value
    Interpretation: If it cost Roadblock $1 (indexed at 100) to increase purchase consideration, then it cost $1.35 for Online, $4.56 for magazine and $11.04 to TV to achieve the same increase.
  • 53. But Does It Impact Sales?
    Ford Media Mix *
    Cost of Portal Home Page Take-Over ad in study: $500,000
    Cost of Portal Home Page Take-Over ad today: $2,500,000
    Traditional Media
    (TV, Magazines)
    Equal to +$1,350,000,000in U.S. Truck sales
    Equal to $750,000,000 inU.S. Truck sales
    * Approx. $200 Million Budget
  • 54. Ford Executive Put It Best
    It isn't the incompetent who destroy an organization.
    It is those who have achieved something and want to rest upon their achievements who are forever clogging things up.
    Charles Sorenson
    Ford Motor Car
  • 55. In fact, Online CPM was lowest in 50%of studies
    Online “Cost Effectiveness” was lowest in changing brand metrics for 75%of studies
    Why Were Marketers So Slow…When the Data is So Compelling?
  • 56. Truth is…
    …No marketer wants to create a campaign that doesn’t work;
    And yet we do all too often
  • 57. You CAN Improve Ad Effectiveness
    +0% to INFINITY in Ad Effectiveness
    Insights from the What Sticks Research
    Low High
    Cut out International impressions 18% to 43%
    Manage Frequency 50% to 70%
    Capitalize on Time of Day/DoW 10% to 15%
    Ad Size matters 20% to 54%
    Page Placement really matters 6% to 350%
    Creative is “mission critical” 0% to 400%
    Total Gain Possible: 0% 2910%
  • 58. Getting to the new stuff before others do:
    Social Media
    Data Driven Opportunities
    So Where are Those Opportunities Today?
  • 59. What Does the Future Hold?
  • 60. Did I say, Mobile is the Future!
  • 61. Steve Jobs Said…
    “Innovation distinguishes between a leader and a follower.”
  • 62. Will You Lead Change?
    I cannot say whether things will get better if we change;what I can say is they must change if they are to get better.
    − Georg Christoph Lichtenberg
    18th-century German scientist,satirist and Anglophile
  • 63.
    +1 631 702 0682
    thank you!
  • 64. You Should Join the MMA.NOW!
  • 65.
    +1 631 702 0682
    thank you!
  • 66. greg stuart bio
    Greg Stuart is a recognized leader in digital media & advertising and was selected by Ad Age as one of “10 Who Made Their Mark” in 2006.
    He is the former CEO of the Interactive Advertising Bureau (IAB), the trade group for the interactive advertising & marketing industry. He grew the IAB’s revenues with a CAGR of 37% (overall +500%) while leading the industry from $6 billion to $17 billion in ad spending. The IAB customers included AOL, CNET, Google, Disney, NBD, Yahoo! & 400 others.
    Greg has more than two decades of hands-on operating experience as a proven business builder in the Digital Media and Technology arenas since 1993. He has extensive experience as CEO/Director/senior executive roles with Y&R, Sony Online Ventures,, Flycast Ad Network and venture-backed DeltaClick.
    In the last two years he has served as Advisor, Director and angel investor to venture-backed companies with a resulting $750 million in exits, each at least at a 10x multiple. He’s also worked with AT&T, Alcatel Lucent & Meredith in redefining their digital media opportunities for the future.
    Ad Age identified his book, “What Sticks: Why Most Advertising Fails and How to Guarantee Yours Succeeds,” as the “Number one of 10 books you should have read”.
    Aside from his industry leading status in advertising and digital media, his operating expertise is in leading cross-functional teams in product development, go-to-market strategy, company positioning, business development/deal making, marketing, and scalable revenue generation with a record of success in both rapid growth businesses and turnarounds.
    He currently serves on the Board of Zimbio, a next generation webzine with nearly 20 million uniques and backed by Menlo Ventures and August Capital. He had served on the Board of Rapt (Accel backed), Inc. in SF, sold to Microsoft; and Board of Allyes (Oak backed) in China, sold to Focus Media. Greg has also served on the Advisory Boards of a dozen venture-backed companies in Search, Mobile, Video, Research, & Social Media backed by Intel, Greylock, Sierra, Conway, TimeWarner, USVP, Union Square, Oak VC, DFJ, Canaan, Spark, Intel, First Round Capital and others.
    He is a member of the National Speakers Association and speaks around the world on the failings, and thus opportunities, of advertising - Istanbul, Israel, Germany, Mexico City, Jakarta, Sao Paulo, Switzerland, Zurich, Shanghai, Sydney, Barcelona, Monaco, Tokyo and others.
    Greg has a BA in Economics from the University of Washington and completed Wharton’s intensive Advanced Management Program in 2008. He lives happily outside of New York City in Bridgehampton, NY with his wife Pamela, twin daughters and son.