Steve Kozel

AI will touch everything...

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If your customers have a pulse, then they have emotions. This article is almost 9 years old, yet it still holds the key to what’s holding a lot of companies back. “Our research across hundreds of brands in dozens of categories shows that it’s possible to rigorously measure and strategically target the feelings that drive customers’ behavior. We call them ‘emotional motivators.’ They provide a BETTER gauge of customers’ future value to a firm than ANY OTHER metric, including brand awareness and customer satisfaction, and can be an important new source of growth and profitability.” It’s not “new” any longer. A shift is happening. #brand #creative #customerexperience #emotions #beyondthebot https://lnkd.in/euwMST4u

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You 𝘬𝘯𝘰𝘸 you have talented people on your marketing team. But your organization just. isn’t. moving. forward. Worse - you may be facing negative growth. Innovation is not out of reach.  … and innovation isn’t a happy accident. Innovation = growth ... and it is a direct result of creating space where different viewpoints don’t just exist – they collide in the best possible way. The truth is, "𝗪𝗲'𝘃𝗲 𝗮𝗹𝘄𝗮𝘆𝘀 𝗱𝗼𝗻𝗲 𝗶𝘁 𝘁𝗵𝗶𝘀 𝘄𝗮𝘆" 𝙞𝙨 𝙘𝙤𝙨𝙩𝙞𝙣𝙜 𝙮𝙤𝙪 market share. As we head into 2025, I’ll share the framework I’ve used to help leaders like you turn marketing teams into growth engines. The competitive landscape of 2025 will only grow, and the hamster wheel isn’t just exhausting - it’s unsustainable. Stick around. I’ve got you. #marketexec #marketingleadership #growthstrategy

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An influential stream of thought in marketing is that all products have elements of service products and that thinking about even tangible products as service offerings can promote creative new thinking. #marketing David W. Stewart https://lnkd.in/gb9ik4vY

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We are in the height of the primary and election season, so I thought this recent study of 15,000 consumers from 15 countries was timely. In the U.S. , 88% of respondents believe that brands are doing things they consider political or politically motivated. The two highest responses in the survey as to what constitutes a "political act"? 1. Taking a stand on an issue 2. Using social platforms that host extremists Well good luck on finding a social platform devoid of extremists! As fare as taking a stand on issues , a majority of respondents believed that when a brand is under pressure to take a side on a controversial or political issue, they must take a position rather than stay silent. Why? Because the respondents believe if the brand stays silent, they assume it's doing nothing or hiding something. The findings suggest that brands shouldn't bow to pressure once they've taken a stand, and they should defend their decision based on values. So my advice is simple. Dust off the brand values, mission, and vision statements... and make your decisions on taking a stand based on what your brand stands truly for! If you don't know the answer, we can help. Good luck and if you have any advice for marketers or experiences, please share!

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As one who interacts with CMOs all the time I can tell you this topic is at or near the top of their collective priority list. And while I am skeptical of those who espouse best practices when it comes to generative AI - only because it is so nascent - I felt compelled to share this particular piece from my fellow CMSWire scribe, Tiffany Holland Why? Glad you asked. I felt compelled for the simple fact I agree with everything Tiffany opined on, which she breaks down into four truths, which are below along with my brief commentary. Do yourself a favor and read her piece. ➡️ Truth #1: Inaction With Generative AI in Marketing Is the Greatest Risk Yes, yes and YES. If I could climb the highest mountain I would and bellow this to the masses below. This ain't the time to "sit this one out" whilst the rest of the world, AKA your competition is taking full advantage. ➡️ Truth #2: Generative AI Offers More Value Than Just Operational Efficiency Tiffany deftly writes of the "narrow view" many CMOs and marketers have of Gen AI, which "offers only short-term benefits and overlooks the true power of machine learning." Dating myself big time here but this reminded me of the late 70's campaign professing that orange juice is not just for breakfast anymore. https://lnkd.in/e95uWbex ➡️ Truth #3: Generative AI Solutions Fails in the Traditional Marketing Model "Generative AI won’t deliver its full potential if organizations try to plug it into outdated operating models." Full Stop! Read and re-read that over and over and over and then, for the love of all things Holy, do NOT blame Gen AI if you do not adhere to this sage advice. ➡️ Truth #4: Ethical Governance of Generative AI in Marketing Is Critical I love that Tiffany saved this one for last because it is THE most important truth, by far. Gen AI and AI in general, is very much akin to the wild west right now; no rules of governance other than those self-imposed. Brands MUST self-govern the way they use Gen AI if for no other reason, it is the ethical thing to do. Please share your thoughts on all of this. I love a good conversation and yes, a debate if need be. Jeanniey John Aakansha Srota Manny Shelly Lou Jeff Raja Ted Lee David Alma Dom Rhonda #ai #GenAI #cmo

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#B2BMarketing is now really #BuyerGroup marketing. But you're probably just focused on the known target buyers. The problem is "hidden buyers" are 70% more likely to reject your brand if it's not well known. Here's a great article from LinkedIn's APAC content services head Daniel Hochuli in #FinancialMarketer on how brand building is needed to influence these hidden buyers.

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Can't believe it's been 6 years since this discussion aired, and it still resonates as certain brand traits remain timeless. Give this clear synopsis by Gayle Alden Robbins l MS Sustainability a read to see how great brands should still tick the same way today as back in 2018: https://lnkd.in/gkN2Wush "In an era where the average lifespan of brands is shrinking due to creative destruction, building customer lifetime loyalty is more important than ever. By forging emotional connections, practicing radical transparency, understanding and delighting customers, focusing on brand over advertising, and leading with passionate beliefs in a niche market, brands can create deep, enduring loyalty."

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“Everybody knows the strategy,” said the CEO to the CMO of a public tech company. The CMO said, “I’m not sure you’re right,” and investigated. A survey of 9 execs returned with 9 different answers. The CMO added strategic alignment to her list. I had questions. It is the CMOs job to drive strategic alignment? No. It's the CEO's job. In my over-simplified leadership framework, the CEO has three primary responsibilities: 1) Set the vision; 2) Hire the team (to realize the vision); and 3) Allocate resources (to execute the vision). Implicit in “setting the vision” is strategy.  But what if the CEO doesn’t set the vision? The organization has a major problem. Conflict will arise at every turn. Silos will thrive. If the CEO doesn’t set a clear strategy, the Heads of Sales, Marketing, Product, and Service will go in separate directions, ensuring chaos. No flywheel. Just chaos. If there’s a strategic void, should the CMO step in? Someone has to. Many CMOs are capable strategists. More importantly, they know how to drive consensus. To bring leadership teams together. To help CEOs align the organization around a crystal-clear business strategy. What the hell is a business strategy? Ah, there’s the rub. Defining strategy is like defining water (at least it is for me). I have to refer to experts. Alex H W Smith defines strategy as “The unique value a business provides to the market.” That works for me, at least as a starting point. You’ll need to read Alex’s book “No Bullsh*t Strategy,” to go deeper. Now prepare for blasphemy. Strategies are useless. Unless well executed. As Peter Druker put it, “Strategy is a commodity, execution is an art.” This is why I favor having the CMO help drive strategy. CMOs know how to turn strategy into artful execution that can align an entire organization. Can you stop talking about theory and provide an example? You betcha. My case in point? Case Paper. It’s an 80-year-old family-run business with over 400 employees. Their strategy? Never lose a customer (by providing superior service). Using Alex Smith’s framework, I might rephrase this: “Case Paper is the only paper distributor whose service makes customers smile.” We’re getting closer.  The magic happened in the execution. Six years ago, Case Paper adopted “on the case” as the company’s mantra. Employees are encouraged to demonstrate their “on-the-case-ness” by being reliable, resourceful, and responsive. Every month, an employee is recognized for being “on the case.” Every year, Case’s biggest customers are recognized with wonderfully silly “on the case” awards. Most importantly, all of Case’s communications are infused with dad humor and abundant color. They take customer service seriously but not themselves. Their recruitment ads are actually funny. Even their logo lockup is a pun. The words “on the” sit atop the word Case in their logo. Get it? The CMO of Case Paper did. And now he’s the CEO.  

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No one got fired by buying IBM products back in the 80s. 🚪 When a brand is familiar to your buyers, it can establish creditability and trust. But don’t let familiarity be the only factor. Familiarity associated with certain brand attributes (positioning) is step two in defining a brand’s CEP (category entry point). In #B2B, if your brand is not familiar with your buyers, it remains risky in their minds. And risk equals negative associations with your brand, even though your brand is none of those associations. +++++++++++++++++++++++++++ So how can you become a familiar brand to your buyers so creditability and trust can be established? Start with these things (high-level): ➡ Define and know your ICP ➡ Create your positioning and differentiation that resonate with your ICP ➡ Bring your positioning and differentiation to life in messaging and visual identity ➡ Find the right channel to make your brand known (to become familiar with your buyers) ➡ Test, refine, repeat your marketing efforts +++++++++++++++++++++++++++ It will take time for your brand to be familiar to your buyers. There is no silver bullet in getting your buyers to buy at the right time. However, if your brand remains top of mind that triggers certain CEP, then you are one step closer to being considered when your buyer is ready to buy. #brandtrust #branding #brandbuilding #strongbrands

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FREE! Find out if your brand is OUTFOXING the competition. This assessment gives you immediate insights to help you sharpen your brand's strategic claws and thrive, not just survive! https://bit.ly/4dJmzCO

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Unlock Your Business Potential with a Fractional CMO: Big Results Start with a Bold Marketing Strategy https://wix.to/lEL2ZZH

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What if you could get an idea tightly tailored to your brief, delivered in one week for a fixed price, but you had no idea exactly who came up with the concept? That’s the business model two former agency executives, Eric Segal and Brett Banker, have created with their consultancy X&O.

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CMO: "Hmm. Just leave it on..." When the funnel works but you don't know why... Look. We've all been there. This is the marketing "Circle of Life" ♻️ You inherit a messy marketing stack. Our first instinct as CMOs? FIX ALL THE THINGS 🔨 Make them: - Our way - Our standard - Our ideal process BUT... 👀 One of the most important things you should do first? Dig in and understand WHY they are that way. Too often we jump into "fix" mode. Before we get into "understanding" mode. - That "broken" landing page is converting at 45% - Those "outdated" email flows? Still driving pipeline 📌 TLDR; Don't rush to implement "your way" of doing things. Without understanding the context behind what's there. -- 👋 P.S. What else would you add?

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✈️ What do WWII bombers and your marketing strategy have in common? They both might suffer from survivor bias. During WWII, the Allies made a crucial mistake: they reinforced planes where they saw bullet holes. But one smart statistician, Abraham Wald, pointed out – those were the areas that DIDN'T need extra protection! The same principle applies to your marketing: Focusing only on successful touchpoints is misleading You're missing critical data from non-converting journeys Your strategy might be based on incomplete information Are you falling into the survivor bias trap in your marketing? 🤔 Share your thoughts in the comments! #MarketingStrategy #DataBias #Conversion

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Interesting article from Harvard Business Review discussing strategic vs operational planning. The author argues that marketing plans are often operational not strategic. They focus on outlining the actions that individuals should take. He recommends ditching the term “marketing strategy” and replacing it with “customer strategy” so the focus is outward instead of inward. The marketing plans I've developed for small firms usually are both strategic and operational. Small firms need help with positioning and distinguishing themselves from competitors and this necessarily means considering what's important to their clients and prospects (the strategy part). However, they also lack organization in their marketing and suffer from poor execution. They commit random acts of marketing with no consistency, monitoring or follow-through. I find that small firms care less about positioning (thinking they're experienced so why wouldn't someone want to hire them) and more about what steps they should be taking to promote the firm. My plan tries to address both strategy and operation and educate clients about why they are needed. What do you think about this article? https://lnkd.in/eCiyMNPv #legalmarketing #strategy #strategicplanning #lawfirm #cpafirm

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