CMO Today

Re-imagining the modern stadium as a technology and business platform has significant implications for sports teams and marketers. Stadiums are more connected than ever before and so are the fans that walk through the turnstile. This hyperconnectivity is creating new ways for teams, sponsors and advertisers to engage with fans and create new revenue streams.

Telecom has become a perilous industry for carriers, characterized by market saturation, high operating costs, and dogged competition. Future success depends on telcos identifying and retaining their high-value customers by personalizing interactions and using data to drive decision-making. CMOs have the organizational influence necessary to lead this customer engagement, but they’ll need to collaborate effectively with their CIOs

Cultivating your personal digital brand is no mere act of vanity. It is more important than ever for executives to manage their online reputation. Deloitte LLP CMO Diana O’Brien shares her perspectives on the necessity to cultivate your online brand, social media as a personal brand-building tool, and what’s she learned about how to remain true to herself online.

Ad spending is up 12.3 percent over the past four years, but ad recall is down 11 percent—a troubling trend that is causing marketers to rethink their strategy and creative. To increase advertising’s effectiveness, CMOs should consider using custom ad formats, real-time content programming, and the element of surprise to help audiences recall—and embrace—the brand.

Risk traditionally hasn’t been within the purview of CMOs, but in today’s technology-driven business environment, brands are more vulnerable than ever. Working with their C-suite counterparts, CMOs can follow leading risk management practices to plan for and, ideally, avoid damaging incidents.

Data doesn’t have to be flawless to be useful; in fact, many marketers are surprised at what they can do with the less-than-ideal information they collect. The key, says James Guszcza, chief data scientist for Deloitte Consulting LLP, is recognizing that the first step isn’t buying specific technology—it’s identifying a business challenge and determining how data can help.