RENEGADE THINKING from the CEO of Renegade, the social media & marketing agency that helps clients make more out of less by transforming communications into "Marketing as Service."

Q+A on Repositioning with Jennifer Warren of RadioShack

11/19/14

Jennifer Warren

Creativity has always been tough to define, and even tougher to measure. But when it comes to marketing especially for a brand like Radio Shack, creativity can be the difference between another year of retrenchment and a major turnaround. So, how do you know which creative idea is the one you need? And once you have it, how do you execute?

Searching for answers, I caught up with Jennifer Warren, VP of Worldwide Marketing at RadioShack and recent winner of The CMO Award for Creativity. Our conversation ranged on a variety of topics, but her main takeaway is something that sounds a lot easier to talk about than actually get right: make sure you have a creative idea that resonates with your audience, and tell them your story in a way that inspires sharing.

Drew: Creativity can emerge in a lot different ways from how you approach problems to creative marketing campaigns.  How are you being “creative” in your current role and how has that helped you?
As a retailer in the middle of a turn-around, creativity comes into play a lot especially when it comes to day-to-day problem-solving and making the marketing budget work harder. There is always a solution for a problem, you just have to keep pushing to find the answer. And when it comes to advertising, we are majorly outspent by our competitors so one of the filters we put the advertising through, is whether it is creative enough to get people talking about it and making it easy to share.  

Drew: Some agency sages believe “it isn’t creative unless it sells.”  Do you share that belief and if so, is there still a role for branding building activities in your marketing mix that may not have an immediate or directly measurable impact on sales?
Without building your brand and standing for something beyond just price, it’s impossible to compete with some of the online only retailers. I do agree that a marketers’ job is to drive sales, but the way in which you do it is different depending on the challenge at hand and meeting both short and long-term goals.  For example, our biggest marketing challenge is that our brand has struggled in the past therefore we were not making it onto customers consideration set.  We do our share of product/price promotional activity, to drive immediate sales, but we’ve also done things (i.e, the Superbowl campaign) to try to dramatically change the way people think about our brand and get back on their consideration set.

Drew: Radio Shack has faced some strong headwinds in the last couple of years, with changes in how people buy consumer products (a lot of it has shifted online) and changing demographics. What role has marketing played in helping the brand to overcome some of these challenges?
First, you have to understand your current customers and what they need from you in order to keep them. In our case, we have a customer base that still values face-to-face interaction and someone to talk to about technology and bounce ideas off of before they buy it.  To compete, we need to dial up our strength and marketplace advantage— our in-store expertise and store experience.  At the same time, you can’t be a relevant consumer electronics retailer today without a strong online presence, because even those that want to buy in-store turn online to do research before making a decision.  With this in mind, we recently launched a new dynamic (mobile friendly) website that balances promotional selling with solution-driven and idea centric content. It’s a much better experience than before, and we see it as a foundation to continue to build our online presence.

Drew: From an overall marketing perspective, what recent program or initiative are you particularly proud of?
The development, re-platform, and launch of our new web experience- which launched on Wednesday, was a major initiative that was accomplished with a cross-functional team and in 8 months time.

Drew: What challenges have you faced in your efforts to get the entire company engaged with the brand and how have you overcome them?
I joined RadioShack because re-positioning the brand was one of the key pillars that our CEO identified within the turn-around strategy, and our entire management team believes in the importance in achieving that goal.  Nobody views it as a “marketing thing”, but rather something that we all own together and are responsible for bringing to life within our individual areas.

Drew: Mobile seems like an ideal opportunity for local engagement – what kinds of things have you tried on mobile and what if any has been working for you?
We use promotional tactics, such as Retail Me Not, to geo-target customers on their mobile devices which have worked well for us. We were also one of the only retailers to immediately begin accepting Apple Pay, and we hope to get learnings and use them to our advantage once more capabilities roll out. We’ve only scratched the surface in our mobile opportunity.

Drew: Storytelling is a big buzzword right now.  Is your brand a good storyteller and if so, can you provide an example of how you are telling that story?
Our brand promise “Anything is possible, when we do it together” is a great platform for storytelling.  We generate a lot of content that show how customers can use technology to solve problems or bring ideas to life (turn lights on and off with their cell phone and a wemo switch) or bring ideas to life (3d Print your latest prototype, and put it through our product incubator process to bring it to market). We want to partner and build a truly collaborate relationship with our customers.  Our goal is to help them realize their goals, help answer their questions and solve their problems.

Why CMOs Should FLAIC Out on Their Personal Brands

10/21/14

personal_branding-1Whether you call it Cobbler’s Children Syndrome or just basic neglect, talk to a cross-section of CMOs and you’ll discover a startling anomaly—though they dedicate their careers to building brands, very few have made time to take care of their own personal brands. This oversight leaves many a senior executive poorly positioned – especially when they become suddenly unemployed around fifty years of age, two fearsome and often concurrent inevitabilities. (If this article looks familiar, then you read it first on Forbes.com).

The good news is that many current heads of marketing are awakening to this issue.  At The CMO Club’s recent summit in Los Angeles, nearly half of the 150+ attendees joined a workshop on personal branding.  An informal survey of those folks revealed the degree of neglect—less than 20% rated their personal brand at 7 or higher on a scale of 1 to 10 and over 60% rated themselves below a 5!  This was not a case of modesty (remember we’re talking about CMOs here!) but more like deer transfixed by headlights, they want to move on but somehow they can’t.

When confronting this group with the obvious need for developing personal brands, there was little dispute.  In fact, 98% acknowledged having Googled themselves, fully recognizing that if they didn’t take care of their own reputation, Google would do it for them.  At the same time, these marketing leaders felt there were some pretty significant barriers to overcome and ranked them as follows:

  1. Insufficient time—they were simply too busy doing other aspects of their job;
  2. Conflict of interest—many felt time invested building their own brand might be interpreted as self-promotional rather than as a good for their companies;
  3. Building CEO’s brand instead—many felt obligated to focus on increasing the profile of their CEO while sublimating their own;
  4. Not sure how—in light of the above issues, many felt overwhelmed at the prospect of building their own brands and just weren’t sure where to start.

To encourage these CMOs to stop flaking out on their personal brands, I offered up a tongue-in-cheek acronym, FLAIC, which they both appreciated and responded to with a request for greater detail.  And at the risk of oversimplifying what is a career-long exercise, here is FLAIC (Focus, Lead, Adapt, Invest, Cultivate) spelled out, a 5-step process for marketers to build their personal brands:

FOCUS:  Though an obvious foundational component to any marketing campaign, many CMOs have not thought about the need for a strategy statement, a document that helps bring focus to one’s personal branding efforts. These statements help senior marketers define what makes them compelling or unique, an exercise that requires at least an ounce of ambition and a cup of introspection.  Since just about everyone’s career is a work in progress, these statements encourage the writer to challenge and stretch his or her sense of self.

LEAD:  With a personal brand statement in hand, senior marketers can then turn their attention to providing thought leadership around their area(s) of expertise.  This thought leadership can be shared in writing (articles, blogs, comments), videos and of course speaking engagements.  The key here is that the content is well crafted and reflects positively on the both the individual and the company for whom he/she works.  (Note—part of leading means making sure your company sees the value of having thought leaders and savvy CMOs secure this understanding prior to taking a job.)

ADAPT: Like corporate brands, it is easy for marketing individuals to get pigeon holed as experts in only one area (i.e. “he’s a car guy” or “she’s a traditional media pro”) which can become career limiting.  While still being focused on your overall brand strategy (i.e. innovator, metrics-oriented, team builder, etc.), you can use your content to demonstrate your breadth of expertise (e.g. “What Pharma can learn from car marketers” or “What TV can learn from digital”).  Note—for many CMOs adapting also means learning new skills via rigorous course-work.

INVEST: Building a personal brand can’t be done without investing time, money or both.  Roberto Medrano, CMO of SOA, started writing and blogging regularly 5 years ago, a commitment of time made more challenging by the fact that English is not his first language.  This investment, which included finding native editors, paid off for Medrano as he was recently ranked 12th among 250 top CMOs, a fact his company celebrated in this release.  For CMOs who don’t like to write, paying ghostwriters or creating video tutorials are equally viable options.

CULTIVATE:  Initially, I had this as C for Connect, given the critical nature that a network plays in building personal brands. But after Evan Greene, CMO of The Recording Academy, shared the story of how old connections often come out of the woodwork during Grammy season; I suspect Cultivate is more instructive.  The idea here is that building a personal brand also includes cultivating and maintaining mutually beneficial relationships.  Support your fellow marketers, even if it’s just the occasional retweet or a pithy comment on an article, and watch the good karma boomerang.

Final note: Though personal branding is hardly a new idea (Tom Peters wrote about The Brand Called You back in 1997,) it does seem to be getting fresh attention from senior marketers as evidence by interest in this basic strategy worksheet.  Now what remains to be seen is whether or not this next generation of marketing leaders will step up to FLAIC or merely flake out.

CMO Personal Branding Worksheet

10/5/14

Personal-Branding-Naming-AlternativesI recently had the pleasure of leading a session on Personal Branding at The CMO Club Summit with Evan Greene, the CMO of Grammys.  The session was really well attended and it was clear by all accounts that this was an area of great interest to senior marketers. The following is a document I prepared for the attendees that is a compilation of guidance team Renegade found from a number of sources (see credits at the bottom).

Why CMOs Need to Care About Their Personal Brand

  • Enhances your value to your current employer.
  • No job is forever.
  • If you don’t control your reputation, someone else will (i.e. Google)

 Personal Brand Statement Overview

  • A short and sweet statement that describes who you are and what you bring to the table. It answers the questions, “what makes you great?” and “what makes you compelling?” but should not be confused with a mission statement (which tend to be more lofty and less job specific).
  • You could be a “reliable, strategic planner” or “a innovative professional connector.” Or, your statement might be something like, “inspiring others to excel.” Are you amazingly well organized? Do people enjoy working with you for your fantastic sense of humor?
  • Your brand statement should be consistent with how others perceive you. Don’t describe yourself as a team builder if your team thinks otherwise.  However, if you have hit some professional brick walls, it may be time for reinvention and it is okay therefore to make your brand statement aspirational.

 Three Components to Consider

  1. Figure out your emotional appeal
    1. How do people benefit from working with me?
    2. How do CEOs benefit from working with me?
    3. How do I make people feel?
    4. What words do others use to describe me?
  2. Determine your description
    1. What field or industry am I in (or do I want to be in)?
    2. What are the words I would use to describe my work?
    3. Who is my target audience?
  3. Describe your role
    1. What service do I have to offer people / companies?
    2. What do I do that makes me stand out from everyone else?

 

Draft Your Personal Brand Statement (here are a few statement starters)

All modesty aside, I am great because_________________________________________________

Yes! I am compelling because______________________________________________________

But seriously, I am special because___________________________________________________

I am different from your average CMO because…________________________________________

Making it Real: Getting Started

If you say you’re an innovative leader you better innovate on the job and lead a productive team.  If you claim to be a results-driven marketer then you should have the case histories with hard data to back it up. Now we can consider all the things you can do to build your personal brand beyond simply doing your job:

  • Basic Appearance: Are you dressing the part?  Does your business card reflect your personal brand statement?  Your resume should express & support your personal statement.
  • Social Basics: Do your social profiles back up your statement?  Are they consistent?  If you claim to be digitally savvy or cutting edge, are you on the latest social channels?
  • Social Channels: How many you choose to be active on is up to you but the key word here is active.  The only way to understand and claim social savvy is to be active.
  • Content Creation: If being a thought-leader is an important part of your brand, then you need to demonstrate that by creating content for your personal blog/website and/or for other legitimate publications. If you don’t like writing, find a ghostwriter or better yet, learn to like it. Or make a video.  Whatever you do, your content should be authentically you and focused on what you want to be known for.
  • Content Upgrade: Does the content you post support your personal statement?  If you claim creativity as part of your personal statement, make sure your content is creative.  (Hint: post better content even if that means posting less!)

Making it Real: Additional Tactics

  • Rekindle Old Ties: Contact and meet with old friends.  Make new ones by going to networking events.  Use these encounters to sharpen the elevator version of your personal statement.  No more “same old, same old” responses.
  • Learn A New Skill: This skill should support your brand statement and give you a new area to write about and discuss with peers.

Good Sources on Personal Branding

The above merely scratches the surface on this topic. I have an article in the works that I will share shortly spelling out FLAIC (Focus, Lead, Adapt, Invest, Cultivate), an acronym I whipped up just for the unique challenges of marketing execs.  As always, let me know if you have thoughts to add.

7.5 Surefire Ways to Drive Brand Hatred

09/30/14
deadlysins

Note: Found this cartoon after I wrote my post.

Recognizing that brands have sabotaged themselves since the days of Noah via a host of slowly eroding sins, the purpose of this article is to put the spotlight on the flash faux pas that instantaneously dissolve loyalty and ignite brand hatred. This hatred, often expressed with the exclamatory #EpicFail on social media, is typically motivated by one of the following sinful ineptitudes. Some of these might seem laughable unless, of course, they happen to you.

1. Sloth: “We care about you–your call will be answered in 600 minutes.”
Ignore me at your own risk.  I am not just one customer any more.  I am me AND my social media-empowered army of friends and associates.  Make us wait longer than we think we deserve at your bar or store or so-called hotline and our wrath will be heard faster than you can say, “may I help you.”  68% of us will leave and never comeback, but that’s just a fraction of your problem.  A mighty minority of us will attack you like ninjas on Yelp or TripAdvisor or some other rating service leaving a lingering trail of forewarning rage.  Yes, be afraid of sloth.

2. Avarice: “What exactly do you mean your service doesn’t work as expected?”
This one is as easy as 1-2-3. 1: Over promise. 2: Under-deliver. 3: Duck and cover.  I think I’m safe in saying that everyone hates feeling they’ve been ripped off.  This is less about the feeling that you paid too much for something.  Sure that hurts, but that’s usually on us for not doing our homework.  No, this is paying for what you think is a premium service only to find out it’s unreliable or doesn’t perform as advertised.  That tactic will guarantee recognition, however, on the list of the Most Hated Companies in America!

3. Wrath: “You’re pissed off? How do you think I feel?”
Chances are I wouldn’t last five minutes on a customer service desk especially when the 4th boneheaded caller/yeller in a row refuses to realize that his miniscule problem is, in fact, a user caused error.  Be that as it may, shouting back at your disgruntled customers in person, on the phone, or online is a shortcut up “Schlitz” creek without the proverbial paddle.  Just ask the folks at Amy’s Baking Company how their epic tirade on Facebook worked out (hint: not so well).  Even in the face of “wait until you hear this one” user incompetence, customer service interactions need to start with a bit of empathy AND be driven by the sincere goal of turning each and every detractor into a brand promoter.

4. Gluttony: “We’re so happy you’re our customer. Want fries with that?”
We get it.  Just about every business wants to sell more products especially to its existing customers.  And reaching out to your existing customers in person, via email, direct mail or phone can be beneficial to both parties, especially if the interaction coincides with a need cycle.  But there’s a line here where enough is way more than enough. It’s a line that once crossed, replaces receptivity with fervent animosity followed by a vitriolic tweet decrying the 13th contact by Brand X that particular week.

5. Pride: “Honestly, we’re too busy right now to care about your little problem.”
The flip side of overselling is acting disinterested.  This is especially the case in social media when brands have a presence but consciously or unconsciously ignore relevant conversations.  To label this behavior prideful may be a stretch, though it does send a message that the brand simply can’t be bothered to converse with the hoi polloi.  The big risk here is that you could unwittingly ignore a customer with influence; who responds by turning your cold shoulder into a hot topic.

6. Lust: “Nice to see you again Mr. Jones. You there, get back in line.”
Showing preference for one type of customer over another is tricky business. Airline reward programs come with a sense of fairness: Fly more and enjoy clearly defined perks. But treat one customer better or worse because of who they are and you’re begging for animosity. For example, the cable company that breaks protocol to respond faster to an outage at a celebrity’s house is likely to get an earful from the regular (and ignored) guy around the corner. The extreme case here is when Chick-fil-a’s CEO expressed preference for “traditional” families, generating a firestorm of brand hatred.

7. Envy: “Did I mention, we’re just like Apple only…”
Perhaps this has happened to you.  You’re shopping for something and the sales person says, “This is just like the leading brand, only many dollars cheaper.”  So you buy it, head home, and open the box only to discover that instead of saving money you wasted it on an inferior product.  Yeah, that pisses me off big time, especially since it’s so avoidable.  It’s okay to make cheaper products (in fact, thanks for giving us choices) as long as you manage our expectations and don’t pretend to be something you aren’t.

7½. Control: “Press 0 as many times as you want, there are no humans here.”
Want to see unadulterated ire? Piece of cake–just make your customers feel helpless. For example, don’t bother telling the passengers in the terminal that their plane is delayed until an hour after its obvious and too late for them to do anything about it.  Or don’t offer a digital support center that empowers your customers to make adjustments to their accounts at any hour of the day from any device.  Or, my favorite, remove the hit “0” option from your customer service phone tree, setting up the opportunity for fruitless loops of avoidable anger.

Final Note: There is a silver lining within all this talk of hate and sin.  Customers that express brand hatred are a bit like the friend that tells you about the spinach in your teeth.  It’s embarrassing for sure but not as bad as the real enemy here—indifference. Vocally angry customers are creating the opportunity for you to address their issues. You just need to be listening and then try to remedy the situation.  Indifferent consumers are quietly unsalvageable.

 

10 Refreshingly Useful Ideas That Also Sell Wine & Beer

06/18/14

In the world of wine and beer marketing, sexy, clever and or entertaining ads are the headline grabbers. The purpose of this article is to reveal another framework in which the promotional activity of these beverages also provides intrinsic value—an approach we Renegades call “Marketing as Service.” Here are 10 refreshing examples that hopefully will inspire you to bring more utility to your marketing regardless of the product category. (FYI–if this article seems familiar, then you read it first on MediaPost.com).

Packaging that does more than pop

1. Nothing says, “drink me now” like a wine bottle that also doubles as a glass.  Caps off to the folks at Copa Divino or making a re-sealable container called The Copa Glass. Zipz Wine is taking a similarly picnic chic approach and is now available in six-cup-packs at major ballparks.

Copa Glass

2. Heineken has found a way to help its fans light up the night, literally, with its prototype “Ignite” bottles that respond to toasting, drinking and even pulsing music at coolly dim events, the first of which was the Milan Design Fair.

Heineken lights up

Heineken Ignite bottle

3. In a bid to attract millennials away from cocktails and craft beers, Uproot Wines is trying a whole new type of labeling system that describes its “Flavor Palette” with a color coded guides versus traditional grape-type descriptors.

Encouraging social and antisocial media behavior

4.Brazil’s AmBev offered Rio carnival partiers a free train ride home simply by scanning their Antarctica beer and then handing in the can at a specially designed turnstile, simultaneously limiting drunk driving and freeing the grounds from the usual post-revelry rubbish piles. What’s not to love?

5. New Castle Brown, a brand distinguished by ads with attitude, brought its tongue in cheeky approach to Twitter, offering $1 for its first 50,000 followers. While one buck won’t buy brand love, it does start the conversation, one that New Castle can continue online and offline with its new address book (the checks are sent by mail!).

Camera blocker

Norte photo blocker

6. Norte beer recognized that every night out need not be recorded for posterity and thusly created a beer cooler that doubles as a Photoblocker , providing both utility and distinctive on-premise signage.

7. Another clever brand, Sol beer set up a recycling bin for neck ties next to the ones for paper & cans at commuter stations, offering a free beer to anyone who got into the spirit, which I guess we could call “tying one off.”

 

Tie recycle bin

Sol Tie Recycling Bin

Inspiring online, offline and mobile

8. From the savvy folks who created a Book of World Records as a means of inspiring fun pub conversations, comes the Guinness pub finder app, which is another quintessential example of Marketing as Service. The app does exactly what you’d expect helping even Android users find the nearest pints of their beloved Irish dry stout.

9. At a music festival in South Africa, beer sponsor Windhoek delighted attendees by enabling them to order a free beer via their smartphones, which was then promptly delivered via specially designed drones to their GPS-identified location. Now that’s service with a smile.

Beer drone

10. Surrounding brand marketers are a number of apps designed to help connect consumers with the right place or product. The TastingRoom.com offers a personalized wine finder based on your preferences while the TapHunter helps you locate the nearest Craft Beer venue.

Final Note: Admittedly some of these ideas seem more like PR-chasing stunts than genuine efforts to deliver a service of value but hey, you’ve got to start somewhere.  For more thought-provoking ideas, join me for a panel discussion on innovative marketing at the upcoming Wine/Beer Technology Symposium in Napa on June 30th.

Q + A on Leadership w Stephanie Anderson, CMO, Time Warner Cable Business Class

05/28/14

stephanie anderson

Sorry Kermit the Frog, if you think its hard being green–try being a CMO. The demands are relentless, the barriers to success are often as large inside the company pond as they are out of it and the timeframe for delivering meaningful results are a de minimis hop or two away. So finding a CMO who knows how to not just survive but thrive under these conditions is worth celebrating — which is exactly what The CMO Club did when they recognized Stephanie Anderson with their President’s Circle Award late last year.

During her tenure as CMO of Time Warner Cable Business Class, among other accomplishments Anderson reorganized her group, established a Customer Experience and Knowledge (CEK) team and most recently led the launch of PerkZone, a multi-dimensional customer loyalty program.  (Proud disclosure: TWCBC is a Renegade client and is part of the team that created and manage PerkZone!)  Here is my interview with Anderson conducted around the time of The CMO Awards.

Drew: A CMO has a lot of choices in terms of where they invest their time.  What have been your top priorities in the last 12 months?
I think when you are in any leadership role you need to spend the right proportion of time with key stakeholders and constituents to get the job done in a collaborative way, without being too far into the details or overshadowing your people.  I use my boss’s rule: 1/3, 1/3, 1/3.  A third of my time is spent with my peer group and up, making sure they all understand the strategy, focus, and priorities for Marketing, Advertising and Offers and 1/3 is spent with my direct reports (3 GVPs and 2 VPs) helping them with priorities and any people/budget issues, and 1/3 out in the market, with customers, suppliers, vendors, events, continuing education, etc.

Drew: Have there been any big surprises in terms of what’s worked really well and what hasn’t?
Not any big surprises about what has worked.  But, one that continues to baffle me is that I have had challenges drawing a straight line conclusion that direct mail influences the web or overall leads, even though we have used purls, phone numbers, vanity urls – but over time, without the DM in our industry you start to see a reduction in overall sales related calls.

Drew: Big data is a big part of the CMO conversation these days.  How are you tackling big data?
This is a tough one.  We are revamping our database as we speak to not just be more encompassing, but really more searchable and friendly.  The data is useless without the ability to pull together the storyline and make decisions based on what you find out.  That is the challenge.

Drew: Innovation is a sexy word but not as sexy to a CEO as ROI.  Have you been able to link your innovative marketing activities to the kinds of business metrics favored by CEOs?
Yes, and more importantly in my case our CFO (who has the office next to mine!).  I, myself, actually drive us harder than the CFO because I want us to always be spending on relevant, revenue impacting marketing initiatives.  I think the easiest and most enjoyable is SEM.  The toughest is loyalty and brand – but we do prove the link to revenue or reduced churn or improved consideration in everything we do.

Drew: Marketing seems to be getting increasingly complex in terms of ways to spend and ways to monitor. Has it gotten more complex for you and if so, how are you dealing with that complexity?
More sophisticated, not necessarily more complex.  The depth of knowledge you can glean from online activity to inform offline is sophisticated, and extremely useful.  We have one marketing team that has all digital and mass for that reason – because of the relationship between on and off line.  Also, while the analytics can seem daunting, the end results generally help you make better decisions overall, so now you may spend a bit more of your budget tracking, learning and understanding and less on the actual tactics because you’ve mastered and fine-tuned them.

Drew: How do you stay close to your customers when you operate in so many markets and have so many different types of business customers?  
Not so well on the low end, but we are changing that.  We serve very small, small, medium and large enterprises.  It’s easy when you are dealing with a national customer to be responsive, available, etc.  but in the mass world of transactional, very small and small, it becomes harder and pretty soon your relationship is boiled down to email and a monthly bill.  We do have newsletters, are building a value–added benefits program for small business and try to send them information that can help their business grow and/or stay healthy.  It’s getting better as we use campaign and life cycle management tools, but there’s always room for improvement.  Our job is collecting and keeping customers.

Drew: One of the big challenges a CMO faces is organizational, given all the different marketing channels.  How are you addressing these organizational challenges? 
I am going for Best in Class in this area.  I recently implemented what I call an “outside in” structure that takes the customers and competitors in the segments we serve into consideration.  So I have a lead GVP of Small, a lead GVP of mid-market and Channels, and a GVP of Enterprise and Carrier business.  They run the marketing end-to-end for their segment including offers, competitive, life cycle strategy and then I have two functional teams that are shared resources – one is mass & digital and the other is customer experience and knowledge for all of the database and research/retention etc.

It’s a new design, but I believe any structure that puts the customers/prospects at the core of it should work out!

Drew: Content marketing is a hot topic at the moment. Are you increasing your investment in this area?
Content marketing is hot – but not new.  Being in technology, that is the way we work – be relevant, educate and then solve.  I would say yes, we are increasing our investment here but not because we are following a content trend, but because our own thought leadership and solutions have advanced and we need to be able to tell our stories quickly and with the prospect or customer in mind.

Drew: As CMO, have you been able to address the entire customer experience?   
Yes, I actually have a Customer Experience and Knowledge (CEK) team.  We work very closely to survey and research what customers/prospects want, pilot the findings in market and then implement across the company, working especially close with our care organization and field operations.  We all own the interactions as employees of TWC, but my team has the ultimate accountability to make sure we capture and harness the best experience possible and deploy that across our business.

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