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如何面對海量信息？

????自從MySpace和Facebook首次信息爆炸出現以來，營銷官們一直在緊緊追趕社交媒體的步伐。一些首席營銷官在接受《財富》雜志（Fortune）采訪時表示，最初的時候他們完全能跟得上。但是，許多接受IBM調查的營銷官們認為，鑒于通過社交媒體可獲得如此多的新數據，他們面臨的主要問題是，如何利用這些信息流。

????對公司來說，可獲得數據量的增加——無論是廣告效果統計還是來自社交媒體的消費者反饋——都帶來了機遇和挑戰。科特勒表示，很多首席營銷官嘗試一次管理多個項目，結果導致力不從心。他說，一個替代方法是：“選擇會給CEO產生明顯影響的兩三個項目（來做）。”

????經驗豐富的首席營銷官認為，營銷官們必須管理高管層的預期，一次只確定幾個主要項目?？煽诳蓸饭荆–oca-Cola）前任首席營銷官彼得·希利強調，必須與首席執行官的目標保持緊密一致。他說：“這是首席營銷官可以獲得的最穩妥的保障”。希利稱，他在擔任首席營銷官期間只選擇了兩個關鍵的項目。希利的目標是：當消費者想購買軟飲時，首先想到的是可口可樂；當消費者想選擇最喜愛的軟飲產品時，想到的還是可口可樂。

????首席營銷官平均任期較短——目前是一年半到兩年之間，這使他們實現宏圖大志的機會少之又少。雖然首席營銷官的平均任期在穩步延長，但是在高管職位中，它仍是一個困難重重的職位。甘尼特報業集團（Gannett）首席營銷官麥爾彥·巴尼卡瑞姆警告說：“很多事情都超出營銷官控制的范圍。而且，很多時候首席營銷官離職是因為他們的實際工作內容和簽約時確定的工作內容不相符?！?/p>

????獲得首席執行官支持的一個方法，是盡量獲得消費者更多的信任。點評網站Bazaarvoice現任首席營銷官【曾擔任戴爾公司（Dell）首席營銷官】埃林·納爾遜稱，她供職戴爾公司時，戴爾正面臨著消費者的信任危機。她的首要任務是為公司的工程師和技術員工提供培訓，告訴他們消費者不滿的原因。工程師們茅塞頓開，開始著手不斷對產品進行完善。

Plenty of information, but what do you do with it?

????Marketers have been playing catch-up on social media since the first explosions of MySpace and Facebook, and several CMOs told Fortune they believe the initial catch-up is complete. But with so much new data available through such platforms, many of the CMOs surveyed by IBM said they struggle with how to use the information flowing in.

????The growth in data available to companies -- whether it's advertising results or consumer feedback from social media channels -- has created both opportunities and headaches. Kotler says that too many CMOs wind up over-extending themselves by trying to shepherd an array of projects all at once. "Choose two or three things that will have a highly visible impact on the CEO," he says, as an alternative approach.

????Experienced CMOs agree that marketers must manage the C-suite's expectations and opt to put their stamp on a few key projects at a time. Peter Sealey, former CMO of Coca-Cola (KO), stresses that the CMO must stay in lockstep with the chief executive's vision. "It's the best job security a CMO can have." Sealey says he picked just two critical battles during his tenure as CMO. When a consumer considered soft drinks, Sealey wanted that person to think of Coke first. Then when choosing a favorite, Sealey wanted the consumer to again turn to Coke.

????The short average tenure of the CMO position – until recently ranging from 18 months to two years – has offered a narrow window for these executives to produce big-picture results. While chief marketers agree that the average tenure of the position is steadily on the rise, it's still a difficult seat to keep at the executives' table. "There are a lot of things out of your control," Maryam Banikarim, CMO of Gannett (GCI), warns. "And, a lot of times, people leave because it wasn't the job they signed up for."

????One way to keep the support of the chief executive is to earn more trust from consumers. Erin Nelson, CMO of Bazaarvoice and former CMO of Dell (DELL), says that when she took the job at Dell, the company's relationship with its customers was in crisis. Her immediate task was to educate the engineers and the technical side of the company on why consumers were upset. The engineers were galvanized by the information and went to work on improving their products.

承認弱點，尋求幫助

????科特勒稱：“數字化時代意味著更智能的購物渠道”和更精明的消費者。“Twitter上的消息傳播得飛快。做得好的公司，人們不吝贊美之詞；做得不好的公司，人們也會批評?！?/p>

????那么，如何確保躋身“好公司”之列呢？接受IBM調查的首席營銷官們表示，他們首先要承認代溝給他們帶來的弱點。巴尼卡瑞姆稱，很多營銷官只是“雇傭一個人來負責社交媒體，然后說：‘看，這事已經搞定了?！?/p>

????誠然，要把控制權下放給數字原生代的年輕人，這一點很難做到，盡管有時候這或許是最好的方法。不久前還擔任著湯姆森路透（Thomson Reuters）首席營銷官的李·安·戴利說，“控制狂”營銷官很難放棄對每件事情的控制。

????但是，解決方案并沒有多少科技含量，營銷官們稱：通過讓熟悉新型媒體的年輕員工感受到管理層的重視，充分發揮他們的才能。戴利說：“充分信任那些善于利用技術變革的年輕員工，這樣，我對每次技術變革的應對都得心應手。我并不指望自己面面俱到。”和寶潔公司（Procter & Gamble）前任首席營銷官吉姆·史坦格一樣，他們都把反向教育作為向年輕團隊成員授權、以及讓營銷官在數字世界重新煥發生機的方法。

????反向教育本身并不是什么新鮮事物，但是其運用方式卻可以進一步完善。史坦格清晰地解釋二者的區別：首席營銷官必須充分信任年輕員工，但同時必須積極參與，這樣才能判斷哪些是好點子，哪些是餿主意。史坦格希望看到更多的首席營銷官能親自拜訪消費者，與消費者建立直接聯系，無論是現實世界的真實聯系還是網絡世界的虛擬聯系。

????換言之，很多公司口口聲聲地提倡反向教育，安排實習生用幾個暑期課程的時間，向經驗豐富的高管們介紹Facebook。這樣的反向教育即使確實存在，也是遠遠不夠的。

????接受IBM調查的首席營銷官中，能實現技術與社交媒體完美平衡的人屈指可數，這么低的比例讓史坦格深感不安。史坦格在寶潔公司工作時管理著世界上最龐大的廣告預算。

????史坦格說：“這種情況非常危險。首席營銷官需要親身參與。需要拿出80%的時間來寫博客嗎？沒必要。但是，一定要親身體驗。”

????充分利用數字革命意味著改善與他人的溝通（即使只是通過社交媒體）。如果首席營銷官們不能認識到這一點，（IBM的調查似乎暗示了這種情況），要想讓他們親自體驗社交媒體也會變得異常艱難。

????首席營銷官沒辦法拿出水晶球，預測新一代的顛覆性數字化平臺何時誕生；但也沒必要整天陷在追趕的游戲中?，F在就行動起來，用心經營與公司上下級同事的人際關系。這樣，即使新一輪創新革命來臨，首席營銷官的位置也會固若金湯。

????譯者：喬樹靜/汪皓

Admitting weakness, asking for help

????"Digital means more intelligent buying" and smarter customers, Kotler says. "Word will travel on Twitter about the good guys and the bad guys."

????So how do you make sure you are one of the "good guys"? The CMOs surveyed by IBM say they first need to admit to a generational disadvantage. According to Banikarim, too many CMOs simply "hire one person to do social media and say, 'Check, I've got that covered.'"

????To be sure, it can be difficult to relinquish control to a younger generation of digital natives, even in cases where that's the best approach. Lee Ann Daly, until recently the CMO at Thomson Reuters (TRI), warns that "control freak" CMOs might have a hard time leaving their fingerprints off of every effort.

????The solution, however, is low-tech, the marketers say: Get the most out of younger employees familiar with new media by making them feel valued at the meeting table. "I've handled each turn of the technology change wheel by trusting younger people who are using it," Daly says. "I can't be expected to be noodling around in every space." She joins Jim Stengel, former CMO of Procter & Gamble (PG), in stressing reverse mentoring as a way to both empower younger team members while refreshing CMOs working in the digital space.

????Reverse mentoring is not new, but how it is used can be improved. Stengel explains the distinction neatly: the CMO must trust younger employees while staying engaged enough to know the good ideas from the bad. Stengel wants to see more CMOs going straight into consumers' homes to directly build relationships, either in the flesh or through the digital space.

????In other words, the lip service reverse mentoring that goes on at many companies, in which an intern might "teach" Facebook to a seasoned exec over a couple summer sessions, is no longer adequate -- if it ever was.

????The number of CMOs in the IBM survey who were able to strike an ideal balance with technical and social media was disturbingly low to Stengel, the man once tasked with directing the world's largest ad budget while at P&G.

????"That's dangerous," Stengel says. "CMOs need to get personally involved. Do you need to spend 80% of your time blogging? No. But you need to put your feet in the water."

????Doing so might seem difficult to CMOs who don't recognize, as those in the IBM survey appear to do, that exploiting digital innovation actually means improving how we communicate with other people, even if it's through social media.

????CMOs can't pull out a crystal ball to predict the next major disruptive digital platform, but they don't have to stay caught in a constant game of catch-up. By investing in their relationships with coworkers from top to bottom now, chief marketers can put themselves in a solid position when the next innovation shockwave hits.