Marketing companies uganda,marketing consultant job description 401k,sales manager business plan ppt,viral advertising means - New On 2016

In order for new or existing businesses to grow, all aspects of a company’s visual communication must be targeted to appeal to potential customers as much as possible. One of the most important ways businesses can project the right message to their target customers is through good design. Speaking at both a B2B Marketing and a Public Relations conference in the space of a week has yielded some insightful discussions.
With my involvement in the B2B marketing space, I get to talk to a lot of marketing and PR professionals about marketing and communications programs. In the B2B technology world, traditional digital marketing tends to focus directly on the customer as defined by sales. Creating a mix of content assets that describe a tech company’s products and services is not content marketing in the way that we practice it today. Content Marketing is an approach and commitment by a brand to understand the specific needs of a target audience segment and to plan, create and promote content that addresses those needs. What many B2B companies are doing with their marketing and content is to execute tactics – create a blog, videos, microsite, articles, and other content without necessarily connecting those tactics to an overarching business goal (outside of hoping for leads). When is it the right time for a B2B technology company to commit to a content marketing strategy? Guided by a strategy that answers why, for who and to what end, tech companies can plan and implement content programs accountable to how buyers discover, consume and act on information that will lead to engagement and sales – even advocacy. For example, a white paper authored with an industry analyst for the B2B company can be joined by an eBook c0-created with customers and influencers that serves as a resource for the industry. Informing buyers and constituents about your technology solutions isn’t enough to be competitive in the B2B space. What I love about working with tech companies in the B2B space is that they often have great products, an impressive roster of customers and important insights about those customers.
Creating such a strategy and introducing creative ideas from other industries and engagements is exactly what I find so compelling. Experience with social and emerging media channels such as Twitter, Facebook, Google + and Pinterest a plus! COMPARING THE MARKETING strategies and tactics of business units today with those often years ago, the most striking impression is one of marketing strategy obsolescence. It is not even necessary to take a ten-year period to show the rapid obsolescence of marketing strategies. Many companies feel that their marketing operations need regular reviews and overhauls, but do not know how to proceed.
One hears more talk today about the marketing audit as being the answer to evaluating marketing practice just as the public accounting audit is the tool for evaluating company accounting practice. You’ll be joining the 130,000 Smart Insights members from 80 countries who trust our advice to Plan, Manage and Optimize their marketing.
At Smart Insights we believe that there are many reasons you need a digital marketing strategy. All of our digital marketing strategy advice for members is grouped on our hub page - see our full checklist listing. Last week, I gave my talk at Search Insider Summit on the Rise of the Marketing Technologist.
However, since slides can’t capture the full dynamics of the presentation, I thought I would follow with an essay version of my talk as well.
Internal technology is what we use to manage and analyze marketing operations, such as analytics, SEO auditing, competitive intelligence, and social media monitoring.
One of the reasons it’s getting harder is because of the growing number of technology decisions marketers must struggle with.
Every time a new platform or application arrives on the field, the decision space actually grows exponentially. Marketers have the vision, incentives, accountability, and alignment — but often lack the technical depth. Now, since each of these players has some of the pieces, it might be suggested that the solution is to bring everyone together for a big meeting and let the answer emerge from consensus.
Speaking of contention, any discussion of marketing must address the frequently broken relationship between marketing and IT. IT is primarily concerned with stability, security, economy, standardization, and functional specs. But the relationship between marketing and IT isn’t the only way to manage technology.
I propose a new role in the marketing department: a marketing CTO or chief marketing technologist.
The marketing CTO would be perched at the intersection of those three spheres of marketing technology, providing the technical leadership to orchestrate and optimize them. Instead, I am suggesting that technology become one of the vertical pillars of the marketing function — with the marketing CTO as its head. Resources that used to be begged, borrowed, or bought would instead become a native part of the marketing organization.
I do think it’s better to think of this capability holistically as marketing technology, rather than breaking it down into separate specialties. The marketing CTO is the person who combines marketing vision and technical depth to direct the entire landscape of a company’s marketing technology portfolio. Ultimately, the goal of the marketing CTO is to enable the CMO to wield technology as a strategic marketing capability.
But while a marketing CTO can be a great change agent, catalyst, and leader for this new branch of marketing, integrating technology more deeply into the marketing function isn’t a one-person show. But even though not all marketers have a background as a graphic designer or art director, such creative capabilities are deeply interwoven into the culture of marketing.
That is how marketing must embrace technology — as a new fundamental building block of its DNA. A key benefit to empowering marketing with its own technical talent will be an acceleration of the clockspeed in implementing technology-based programs. The overarching vision is that the cross-pollination of marketing and technology cultures will lead to innovative hybrid models of marketing technology management that are indigenous to this new era of marketing.
And the value of developing such innate technical savvy will only increase as scale and scope of marketing technology grows. One of the most fascinating fields of research today is at the intersection of computer science and marketing.
Thanks to the economies of cloud computing, these computational marketing capabilities will not be limited to a handful of the Fortune 500.
If I’ve persuaded you of the potential of this future, your first question may be: where do we find these mythical creatures called marketing technologists? But the talent, skill set, and experience that we’re looking for does exist out there. Many of them have already infiltrated marketing, perhaps through an interactive agency, a web development project, or search engine optimization. Within the next several years, marketing technologists and marketing CTOs could be some of the hottest jobs in our industry. Agencies should focus on the creative services, outside perspective, consultative expertise, and best practices that they can bring to their clients. On the contrary, I believe that strong marketing technology leadership at companies will actually help agencies and vendors, since it will enable those marketing departments to make technology associated decisions faster and easier — based on solid judgment, not superstition. Better yet, such technologically-savvy marketers will be better able to apply the contributions from agencies and vendors — and ultimately will have a better chance of success. There are a number of certifications for PMs out there, by different organisations (AIPMM, Pragmatic Marketing, Blackblot etc.). I think we agree on your second point though: I believe that technology should be more tightly integrated with the creative process. Good post, very aligned with one I was going to give but had to back out of SIS at the last minute. How do we enable position specs to be written so that more and more people with generalist and broad skill sets are coveted? How do we awaken recruiters and hiring managers to realize business focused ideas and execution matter more than job titles? How do we create organizations that reward and embrace new and highly misunderstood skill sets like search at the top of the process rather than working to maintain the status quo? You raise excellent questions about the different ways to scale technology leadership in marketing across large organizations (such as IBM). Thanks for pointing out that the field of competitive and market intelligence was probably underrepresented in my presentation and post.
And given how fast this industry is growing, in all directions simultaneously, that’s just going to get more challenging in the years ahead.

I am in total agreement that there is a very real, but largely unseen, need for people who understand IT and marketing. I’ve been an IT techie for 17 years and recently made the leap to the Search Engine Marketing world. My background in data analysis and IT Systems management give me a perspective that the marketing department doesn’t have. I agree with other comments that the role is similar to Product Management of a suite of technology products. As a Marketing and Communications agency it’s sometimes difficult to explain why we have such a big technology department and why it brings such important value to our offer but we are basically the in-sourced Marketing Technologists.
All marketing professionals should have technology background and a certain level of know-how in term of execution and integration with company current technology- Feasibility of technology integration is key to harvest full potential of the blossoming technology landscape.
I’ll research more to be prepared when I graduate and take a Master in this, if it exist by now!
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Businesses have, in some cases, a split second to convince a customer that what they can offer will not only meet but exceed their expectations. Our aim as a design agency is to help our clients achieve that goal, by figuring out with them what exactly it is that they want to say and offering up the best solutions of how to do it.
Investments are made in advertising and editorial in the appropriate publications, speaking and sponsoring at the right events and creating a mix of owned media such as white papers, case studies and reports in the hopes that a C-level executive will find, read and be inspired by them. Content Marketing programs reaches, engages and inspires buyers as well as those that influencer buyers. Not only are thought leadership objectives served with such an eBook, but so are customer acquisition and advocacy as the eBook is customized for specific customer segments and repurposed across channels from social networks to email to paid search ads.
With co-created content marketing, not only do you create a higher quality content asset that participants are inspired to help promote, but you create an experience for the customers, influencers and prospects involved with it. Humanization of B2B content is essential to differentiate and create more relevant and meaningful experiences.
More often than not, they also need someone with a strategic perspective that can pull all those important ingredients together to create content marketing strategy. As B2B companies undergo their planning for 2015, I hope posts like this one provide some perspective on the role that a content marketing strategy can play in the marketing mix for next year and beyond.
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Cited for his expertise by The Economist, Forbes and the Wall Street Journal, he's the author of the book Optimize and presents internationally on integrated content, search, social media and influencer marketing. The growth economy of 1950 to 1970 has been superseded by a volatile economy that produces new strategic surprises almost monthly. Some companies simply make many small changes that are economically and politically feasible, but fail to get to the heart of the matter.
This might lead one to conclude that the marketing audit is a new idea and also a very distinct methodology.
Rudolph Dallmeyer, a former executive in Booz Allen & Hamilton, remembers conducting marketing audits as early as 1952.
So we have developed a series of resources to help you create marketing and digital marketing plans to grow a business. Based on the positive feedback I received from brands, agencies, and technology vendors alike, it apparently resonated deeply. Web applications, widgets, Facebook apps, iPhone apps, Android apps, interactive ads, the semantic web, and even the connected features of your products are now part of marketing’s realm.
As marketers, we now manage a vast, extended web that includes landing pages, microsites, social media outposts, mobile apps, dynamic ads and more. External technology includes the platforms we use to reach our audience and deliver content — web sites, ads, landing pages, email campaigns, and apps of all kinds.
Marketers have more application and platform decisions to make than ever — bid management, campaign management, conversion optimization, attribution management, marketing automation, social media monitoring, behavioral targeting etc. Marketing is more concerned with speed, agility, innovation, market impact, differentiation, and customer experience. The accountability so widely promoted in digital marketing has you in the hot seat for results.
This person would be a technologist, with a strong background in software and technology management.
Like the other facets of marketing, I believe the shift from strict silos such as search or social to a more integrated approach is important. Timeframes, technical specifications, architecture choices, and final deliverables can all be reviewed by an expert who is perfectly aligned with marketing’s agenda. This can be analogous to the relationship between a less-technical CIO and his or her CTO, or between a product CTO and the CEO. The future of marketing is having technologists seamlessly embedded throughout the marketing department — collaborating in synchronized harmony across many teams. Part of this speed-up will be purely organizational — having engineers directly on your team, sitting right next to you, perfectly aligned with your mission is bound to be faster than the slow and arduous process of constantly crossing organizational boundaries and vying for the attention of people who are not 100% focused on your goals. This is the emerging field of computational marketing — somewhat analogous to the revolution of computer science and finance that birthed the industry of computational finance. A whole generation of web developers and web entrepreneurs have developed these commingled capabilities — out of necessity and desire.
They shouldn’t fear this future where marketers have more direct technology leadership.
Yours are excellent stories to hear, as I suspect a number of marketing groups are moving in this direction — it makes sense given the state of marketing.
They know the customer and the market inside out, and they are the ones that can help form a product the customer wants. Yes, it presents itself as though it is, but technology has been a part of marketing since marketing begun.
I think there is a question as to whether the universe of technology in which marketing is now operating is analogous to other shifts in media. We have been evangelizing & selling marketing automation in the cloud here in Belgium for the past decade. I briefly mentioned competitive intelligence as an internal technology in the 3 spheres diagram, but truthfully, that was just picked as one example out of a large number of possible ones. It makes more sense for smaller companies and start ups, but if there is a CMO and CTO in strong collaboration, then this can be accomplished between them as well, then the CTO may be accountable to technology that makes more over arching sense, and the CMO to traffic etc.
The importance of utilizing technology for marketing professionals is only going to increase over time.
The articles and books published are fewand they stress only in passing the necessity of applying marketing to shippingcompanies, without analyzing the subject in depth.
The marketing information subsystem, which provides daily information relevant todevelopments in the external enterprise’s environment, that is necessary for marketingplanning. From the clothes we wear and the magazines we buy, to the restaurants we frequent and the websites we visit; our choices as consumers increasingly define who we and how others see us. Modern consumers make vast assumptions about what a business has to offer just by looking at their logo, website design or sales brochure.
The editorial plans that drive a strategic approach to content marketing include specific goals right along with the ability to adjust and optimize program performance. This type of approach is entirely transferrable to B2B companies that engage in industry events. When not at conferences, consulting, or working with his talented team, he's likely on a beach somewhere doing absolutely nothing. Competitors launch new products, customers switch their business, distributors lose their effectiveness, advertising costs skyrocket, government regulations are announced, and consumer groups attack. True, the company develops an annual marketing plan, but management normally does not take a deep and objective look at the marketing strategies, policies, organizations, and operations on a regular basis. Eldridge, The Management of the Marketing Function (New York: Association of National Advertisers, 1967). The result, predictably, will be an explosion of marketing technology products and services over the next 5 years. I view this as a kind of solar system model, with many platform planets orbiting your central marketing strategy. Web shops, agencies, and technology vendors may have a good mix of marketing vision and technical depth, but their business alignment has a different vector than yours. It’s only sensible that you should have full control over the means and mechanisms to deliver those results.

We coined the term marketing technopologist for a person who brings together strengths in marketing, technology and social interaction. There will always be some specialization, but the real potential is in broadly connecting the dots.
A CMO doesn’t need to have been a Chief Creative Officer, but he or she must know how to manage and lead such resources.
They often have a formal engineering background followed by business or marketing graduate studies or in-the-trenches experience. Neither should be trying to substitute for solid marketing technology leadership at their clients. My particular division is structured similar to what you suggested here, but our focus is really data and analytic. The plethora of choices in marketing technology and methods is only going to become more complex. Most marketers we talk to do get the idea, but aligning other functions in the process (sales, channel management, IT) can sometimes result in sales and implementation cycles that span years instead of months… Having techies in the marketing organisation with access to the decision makers could surely help. In any case, I can cite many examples of where it is important for the CMO to leverage technology especially for SEO!! Mobile, social, ideation, predictive markets, video everywhere, big data, it’s all exploding and layered with a startup innovation cycle on steroids.
So I was looking how to combine them and the CMT looks just what I love: Marketing and Computer Science.
This article presents the stages ofmarketing implementation that should be ideally followed by companies, which areactivated in merchant shipping.
INTRODUCTIONThe marketing of shipping companies activating in merchant shipping, is the science ofBusiness to Business Marketing (B2B marketing), which deals with the satisfaction ofcharterer’s – shipper’s needs for the carriage of goods by sea, with main aim the profit ofthe enterprise. The external marketing environment of a shipping enterprise is distinguished intothe micro and macro environment and consists of the forces that affect the capacity of theenterprise to develop and to maintain successful transactions and relations with its clients.The micro-environment includes all those factors emanating from the shipping market itselfand affect the chartering policy of charterers – shippers and the demand for sea transportservices. We use brands to advertise what our hobbies are, what aspirations we have, what we’ve achieved, what we stand for and how much money we have.
If a brand doesn’t immediately engage with a customer then the chances are they will look elsewhere. Today companies are selling increasing numbers of small and medium-sized cars and fuel economy is a major selling point. These changes represent both opportunities and problems and may demand periodic reorientations of the company’s marketing operations. At the other extreme, companies install aggressive new top marketing management hoping to shake down the marketing cobwebs.
Lavidge, president of Elrick and Lavidge, dates his firm’s performance of marketing audits to over two decades ago. It’s just that their incentives cause them to value their own respective priorities more. Additionally, the article attempts a comparativeanalysis of marketing implementation in bulk and liner shipping companies. This satisfaction presupposes on the one hand correct diagnosis of theshipping market to better understand and forecast client’s (charterer’s – shipper’s) transportneeds and on the other hand appropriate organization, planning and control of the shippingenterprise’s means. Such factors are the regulations instituted by the international maritimeorganizations, the ports’ policies, the banks’ policies, the developments in sea borne tradeetc. Ten years ago computer companies were introducing ever more powerful hardware for more sophisticated uses.
In between there must be more orderly ways to reorient marketing operations to changed environments and opportunities. Our sole focus is to provide marketing data by working internal and externally (separate analytic team sits within marketing work on campaign ROI).
A lot of the best brands have been spearheading efforts to leverage their marketing expertise for the benefits of their channel partners. From bulkshipping, the tanker shipping companies were chosen and from liner shipping, thecontainer shipping companies were chosen for investigation. The more the shipping enterprise tries to discover what its clients need,to adapt the chartering policy to their requirements, to offer appropriate transport services,to negotiate the freight as a function to what it offers, as well as to communicate effectivelywith the market it targets, the more are the possibilities to achieve the most appropriate,efficient and long-lasting commercial operation of its vessels1.All shipping enterprises have limited capabilities concerning the means, the resources andthe management abilities for their ships. The correct, sound and timely provision ofinformation is more imperative to a shipping enterprise than it is to another landenterprise, because the shipping company moves its vessels worldwide, its revenue isrealized in foreign currencies (mainly dollars) and the international events significantlyaffect freight levels and consequently the position of the enterprise in the shipping world.Therefore, much information is necessary to the shipping companies in order to offerappropriate transport services and satisfy their clients’ needs.
The macro-environment includes all those factors caused by social forces and physicalcauses, which do not originate from the shipping market but affect the demand of seatransport services, as well as the buying behaviour of the charterers. An empirical research wascarried out in 2005 concerning the implementation of marketing in the largest tankerand liner shipping companies – organization models – in the world. This means that it is impossible to exploit all thechances of the shipping market with equal effectiveness.
More specifically, personsoccupied with chartering of ships exchange such a great volume of information, useful forunderstanding the tendencies of the charter market and necessary for correct decision-making and correct planning. Sort of like a Oreo cookie, we are the cream in the middle with marketing and engineering on each side. The matching of the shippingenterprise capabilities with the needs and the desires of its clients is fundamental for theprovision of the desired transport services, the satisfaction and retention of charterers andthus the commercial success of the enterprise2. The information exchanged between shipowners, agents,charterers and shippers concerns matters such as demand and supply of ships, port dues,canal dues, fuel prices, congestion in certain ports etc4. His current research interests include marketing strategy, international marketing, and new product development. The shipping company must organize itsresources in such a manner as to be able to apply the marketing process’ stages and toachieve a long-lasting and more effective commercial operation of its ships. The applicationof marketing presupposes correct diagnosis, planning, organization, implementation andcontrol of marketing effort. The internal file subsystem, which provides information concerning the developmentsin the internal enterprise’s environment, such as ship’s operating cost, vessel’s charteringpolicy, voyage estimation etc.2. On the other hand, environmental threat is a challenge presented byan adverse trend or development in the environment, which can undermine the position ofthe company if no appropriate marketing action is undertaken6. The marketing research subsystem, which includes the official primary researches,conducted by external sources and concerns information related to a specific marketingproblem the shipping enterprise faces.
Threats in the shippingmarketing environment are caused by the institution of new IMO stricter regulations withconsequences in ship management as well as the reduction in the supply of able seamenwith an increase of wages as a result. The main work of marketing staff is to combine themarketing tools in an effective marketing programme, so that the offered transport servicessatisfy the charterers’ – shippers’ requirements.
Opportunities in the shipping marketing environmentare created by new technology, as well as by development of world trade.
This work could be simplified if all factorsaffecting the clients of the shipping enterprise were under the full control of marketing staff.Usually, the factors affecting the behaviour of the charterers originate from the micro- andmacro-environment of the shipping marketing and therefore are beyond the control ofadministrative staff. In order for ashipping enterprise to draw up noteworthy marketing plans, it must firstly gather theappropriate information concerning its internal and external environment and thereafter ithas to investigate the environment’s opportunities and threats. Therefore, shipping enterprise must follow up of the charterers’ needs,as well as forecast future changes in their chartering policy.
The answer to this problem liesin the gathering of appropriate information given by the marketing research subsystem.3. The segmentation of the shipping market is a behavioral one, since it is based on the buying behaviour of the charterers – shippers. The marketing decision support subsystem, which consists of statistical programs anddecision models that provide necessary information for businessmen, so as to help them takethe best marketing decisions5.
The market segments are based on the charterers – shippers’ needs for sea transport of cargo with a specific type of vessel to a specific geographical region and with specific chartering terms.
Gregor focuses primarily on major marketing, strategy, and organization assignments for U.S. Although the other subsystems of the MIS aim to thesystematic gathering, classification, analysis and distribution of the necessary informationtowards the staff, the marketing decision support subsystem aims to feed information for theunusual and non-standardized problems the decision makers meet (for example the transfer ofships from one market to another during periods of a shipping crisis). The shipping market is constituted by separate segments differentiated as to the type of cargo, the type of ship, the trade routes, the type and duration of charter. In every segment the buying behavior of the charterers – shippers presents common characteristics.
Rodgers III is Principal and Founder of Hamilton Consultants, a marketing and strategy consulting services firm, as well as a professional associate with the MAC Group, where he was formerly Senior Vice President. Rodgers focuses on business strategy, marketing planning and auditing, acquisitions and mergers, and organization and control.

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