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Focus on the Customer: the Colliding Worlds of the CMO and CIO


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The speed of social marketing is creating unprecedented demands on CIOs to support the CMO. Historically, these two roles have had natural conflict; CIOs owning risk management while CMOs by design are constantly trying new things to reach the customer. Join us for best practices on how the marketing and IT teams can rally around the customer in creating social apps for awareness, conversion, and loyalty.

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Focus on the Customer: the Colliding Worlds of the CMO and CIO

  1. 1. Focus on the Customer: The Colliding Worlds of the CMO & CIO Salesforce Platform Jeff Thomas, Salesforce SVP, Platform MarketingSafe harbor Safe harbor statement under the Private Securities Litigation Reform Act of 1995: This presentation may contain forward-looking statements that involve risks, uncertainties, and assumptions. If any such uncertainties materialize or if any of the assumptions proves incorrect, the results of, inc. could differ materially from the results expressed or implied by the forward-looking statements we make. All statements other than statements of historical fact could be deemed forward-looking, including any projections of product or service availability, subscriber growth, earnings, revenues, or other financial items and any statements regarding strategies or plans of management for future operations, statements of belief, any statements concerning new, planned, or upgraded services or technology developments and customer contracts or use of our services. The risks and uncertainties referred to above include – but are not limited to – risks associated with developing and delivering new functionality for our service, new products and services, our new business model, our past operating losses, possible fluctuations in our operating results and rate of growth, interruptions or delays in our Web hosting, breach of our security measures, the outcome of intellectual property and other litigation, risks associated with possible mergers and acquisitions, the immature market in which we operate, our relatively limited operating history, our ability to expand, retain, and motivate our employees and manage our growth, new releases of our service and successful customer deployment, our limited history reselling products, and utilization and selling to larger enterprise customers. Further information on potential factors that could affect the financial results of, inc. is included in our annual report on Form 10-Q for the most recent fiscal quarter ended July 31, 2012. This documents and others containing important disclosures are available on the SEC Filings section of the Investor Information section of our Web site. Any unreleased services or features referenced in this or other presentations, press releases or public statements are not currently available and may not be delivered on time or at all. Customers who purchase our services should make the purchase decisions based upon features that are currently available., inc. assumes no obligation and does not intend to update these forward- looking statements. 1
  2. 2. The Colliding Worlds: Conflict, Cooperation, Innovation? Introducing our expert panelDoug Menefee Catherine Blades John Dunn Ann Sung RuckstuhlCIO, Schumacher Group Chief Marketing and CIO, GE Healthcare SVP & CMO, LiveOps Communications Officer, Flextronics 2
  3. 3. Current marketing and IT co-projects, environment   Unique perspective from digital agency, background in PR and marketing   Strategic CIO role to drive convergence of marketing and technology   Revamped how Schumacher runs their business3 Major Marketing Projects Involving CIO Configuration & Order CRM & Marketing Marketing Automation Management Automation & CRM Integration Project (1992, On-Prem) (2003, Hybrid) (2012, Cloud) Time Resources Involvement CIO CIO CMO CIO CMO CIO CMO Launch IT 1.5 Years 1 Year 1 Month 3
  4. 4. Key Observations 1 Evolving from dependency to collaboration 2 Requires CIOs with deeper understanding of LOB best practices 3 Increased focus on integration with other applications 4 Beyond features … total cost of ownershipCurrent marketing and IT co-projects, environment   My role: GE Advantage – Sales Force Effectiveness   Priority projects with marketing –  Marketing content becoming social –  Demand generation –  Digital marketing as an art and science   Advice –  CIOs need to adapt –  CMOs need the CIO 4
  5. 5. Social Media Means Business   In the beginning ­  Benchmarking, research, focus groups, surveys and audits   We learned (for the purpose of this presentation): ­  We will have the biggest impact on the business by focusing on three areas •  Talent acquisition, thought leadership, and overall public relations/brand and reputation management ­  We could not do it alone •  Dave Tulles, Radien6 and Johnson Beasely •  Internal partners – Human Resources, Learning and Development, Legal and IT. . .and every other business unit and function within the Company. . . ­  We must adopt a phased approach •  We don’t have the resources to not roll out in stages ­  We need to listen to will of the people •  It’s happening with or without us across multiple countries in numerous languages ­  We can help shape and drive the conversation while mitigating risk, if we participate.Plan of Attack – Talent Acquisition Phase 1  Power UP Digital assets include ­  Videos ­  Graphics for, LinkedIn, Monster, Facebook and other social sites that HR and the research deem appropriate ­  Banner ads on high potential job board sites ­  Gentle refresh of the careers page on to reflect new campaign ­  External engagement opportunity ­  Internal engagement opportunity 5
  6. 6. Campaign Expression: FacebookCampaign Expression: Banners 6
  7. 7. Where are the worlds colliding? CMO-CIO: Cooperation, conflict, customer-focused….?   How would you describe the two roles in your company?   What has evolved or changed the most?   What common objectives are they aligned on? Where are the gaps?   Where are the opportunities for CMO’s-CIO’s to innovate together? How has technology changed the conversation?   How does the CIO/CMO role relate to apps, systems, tools? For customer-facing apps?   What are good co-projects: analytics, mobility, cloud apps?   Alignment or disconnect around customer data? Getting together   What are high-value customer-centric projects that are good for bonding?   How can a cloud app platform help?   Advice on less co-operative types? 7
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