In many companies, the marketing function is in steep decline. Over the last decade in particular, there has been a marked fall-off in the influence, stature and significance of the corporate marketing department. The trend toward integrated marketing — much discussed in earlier decades — seems to have been overtaken by a counter trend towarddisintegration.
You do not have to go far to find tales of woe. For years now, conferences and workshops for the marketing profession have been awash in advice about how to determine and demonstrate a return on investment for the function. Marketing departments have been the scenes of peprally-like meetings one moment and hand-wringing layoff announcements the next. Chief marketing officers — a title that cynics believe came into being as a cover for deep cuts in marketing headcount — have an average tenure of less than two years, according to surveys of 100 top-branded companies by executive recruiter Spencer Stuart.1 Every marketer, it seems, has a personal story to tell: the chairman who axes next year’s brand-development program without debate or discussion; the senior marketing vice president who hosts a “Marketing Day” for his global team and two weeks later is fired. What’s more, recent polls byChief Executive magazine indicate that 35% of CEOs claim their marketing organizations need improvement.2 A recent article inThe... To read the complete article, login or sign-up using the form below.
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