Dave Sutton

Strategic Analytics is Harvard Business Review’s latest volume of essays by some of the best minds in modern marketing.

The compilation includes an article by Dave Sutton on how analytics helped retailer Vineyard Vines stitch together success and win over customers. Dave shares the detailed research and analytic strategies that sent that little pink whale swimming to new sales growth highs. The team at VV used analytics and automation to narrow in on specific customer personas based on… Show more

Strategic Analytics is Harvard Business Review’s latest volume of essays by some of the best minds in modern marketing.

The compilation includes an article by Dave Sutton on how analytics helped retailer Vineyard Vines stitch together success and win over customers. Dave shares the detailed research and analytic strategies that sent that little pink whale swimming to new sales growth highs. The team at VV used analytics and automation to narrow in on specific customer personas based on purchasing habits, interests, and personal engagement with the brand, a feat that would have been impossible without the help of their amazing marketing automation platform. This was one of TopRight’s most popular articles of all time – be sure to check it out! Show less

Marketing, Interrupted will put you on a
path to transform your marketing: how your
customer experiences you, understands you,
and interacts with you. It is a change in
mindset as well as methodology. No longer
is the brand story simply about you and
what you offer. Your brand, your products,
your services are not really the hero. The
power and impact of your brand, your
product, your services and your story comes
from making the customer the hero, and… Show more

Marketing, Interrupted will put you on a
path to transform your marketing: how your
customer experiences you, understands you,
and interacts with you. It is a change in
mindset as well as methodology. No longer
is the brand story simply about you and
what you offer. Your brand, your products,
your services are not really the hero. The
power and impact of your brand, your
product, your services and your story comes
from making the customer the hero, and
you, the marketer, serving as the guide on
their buying journey. Throughout the entire
customer lifecycle, the intention—actually
the requirement is to deliver on the brand
promise. Only then will prospects become
customers, and customers become brand
advocates.

Why? Because transforming marketing is
about so much more than what you
do. It’s about:
• Why you do what you do?
• What it is you do, based on that why?
• How you deliver it to your customers?
• What the impact is on their lives?

This level of marketing impact is required to give your customers a reason to care, a reason to buy, a reason to engage, a reason to stay. Market leaders routinely beat their competition and perhaps even change the rules of the game as they become category leaders and category defines. Show less

As a CMO, you’ve got a brand to build, leads to generate, revenue goals to hit, and the ambition to be TopRight in your industry.

You’ve got the opportunity to apply your collective knowledge into a winning strategy, but a few obstacles may have cropped up along the way, including:

Story: A lack of timely, relevant customer insights to define a truly compelling yet simple story and to connect with and engage your target audience.

Strategy: An inability to clearly connect… Show more

As a CMO, you’ve got a brand to build, leads to generate, revenue goals to hit, and the ambition to be TopRight in your industry.

You’ve got the opportunity to apply your collective knowledge into a winning strategy, but a few obstacles may have cropped up along the way, including:

Story: A lack of timely, relevant customer insights to define a truly compelling yet simple story and to connect with and engage your target audience.

Strategy: An inability to clearly connect that story to your customers through formats that they consume, in channels that they use, across every touch point, and at just the right stage in their buying journey.

Systems: Inability to align the necessary systems to flawlessly execute the strategy – with the supporting organization, culture, performance measures, data, and technology.

Overcoming these obstacles is incredibly important. Why?

Because they represent conditions for success—where you deliver on your brand promise and customers deliver on theirs (in terms of payment for your product or service).

We have learned from experience that success among TopRight companies occurs when they excel in the 3S’s: Story, Strategy, Systems.
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Most nonprofit organizations (NPOs) have separate and distinct marketing and development functions. Historically, this separation of critical activities has been done for good reason – to bring specific focus on building awareness for the mission and driving fundraising. However, there is significant opportunity in closer collaboration.

Not only are these two functional areas aligned in service to the key audiences and supporters of the organization, they both are employing similar… Show more

Most nonprofit organizations (NPOs) have separate and distinct marketing and development functions. Historically, this separation of critical activities has been done for good reason – to bring specific focus on building awareness for the mission and driving fundraising. However, there is significant opportunity in closer collaboration.

Not only are these two functional areas aligned in service to the key audiences and supporters of the organization, they both are employing similar tactics to understand the needs and motivations of those audiences. At best, disjointed insights efforts are costly, and at worst, they work at cross-purposes through confused messaging in the marketplace. Show less

Most nonprofit organizations (NPOs) - regardless of size - have separate and distinct marketing and development (fundraising) functions. This recognizes the importance of donors as an audience, their specific messaging needs and the unique types of outreach and experience required in development teams. However, the marketing and development functions are more alike than different, and especially so as both now engage people with active social and digital lifestyles.

The rapid evolution of information technology is changing the
ways that we connect, communicate, and collaborate, both as individuals and as enterprises. The convergent waves of consumer technology, mobility, social media, cloud computing, and “big data” are reshaping how companies go to market, make sales, and serve customers. These technologies are also reshaping how customers interact with providers and expect to be served. Equipped with information and linked through social media… Show more

The rapid evolution of information technology is changing the
ways that we connect, communicate, and collaborate, both as individuals and as enterprises. The convergent waves of consumer technology, mobility, social media, cloud computing, and “big data” are reshaping how companies go to market, make sales, and serve customers. These technologies are also reshaping how customers interact with providers and expect to be served. Equipped with information and linked through social media, customers continue to gain power and learn how to exercise it.
More than ever before, marketing, sales and service processes are two-way streets. Customers decide when to listen, and they demand to be heard. They also want to control the timing and process of consumption, so companies must be able to meet customer demand as soon as it materializes via whatever channel the customer has chosen. That means being ready at all times – and creates the opportunity to engage customers continuously, not just episodically. To play by the new rules of the technology-powered marketplace, marketing, sales and service processes – and the information and systems behind them – are converging. Not just because they overlap so much, but because the customer experiences them as parts of the same interaction. Show less

Does the introduction of Apple’s iPad mark the arrival of yet another consumer electronics fad or does it signal the beginning of a transformative era for business computing? With over 3 million units sold in the first quarter after launch, the iPad is clearly a consumer adoption success of unprecedented proportion. However, if the iPad takes off with businesses, we may be riding the front edge of a tidal wave of transformation.

We believe that the iPad and other new tablet technologies… Show more

Does the introduction of Apple’s iPad mark the arrival of yet another consumer electronics fad or does it signal the beginning of a transformative era for business computing? With over 3 million units sold in the first quarter after launch, the iPad is clearly a consumer adoption success of unprecedented proportion. However, if the iPad takes off with businesses, we may be riding the front edge of a tidal wave of transformation.

We believe that the iPad and other new tablet technologies have the potential to create entirely new customer experiences that no one has envisioned; to monetize the assets of a business in new ways never thought of before; and to solve complex, intractable business problems. The iPad represents much more than a personal productivity improvement device; it’s a “killer platform” that market leaders will use to enable new business strategies, to create sustainable advantages, empower customers and perhaps to transform businesses. Show less

We never miss an episode of Mad Men at TopRight, AMC’s critically acclaimed original series set in the 1960s fictional Sterling Cooper advertising agency on Madison Avenue – not only because the show is extremely well written and engaging, but also because there are terrific marketing lessons to be learned from the golden age of advertising – both what to do and in many cases what NOT to do.
The truth is that marketing has come a long way from the 1960’s when the art of persuasion was the… Show more

We never miss an episode of Mad Men at TopRight, AMC’s critically acclaimed original series set in the 1960s fictional Sterling Cooper advertising agency on Madison Avenue – not only because the show is extremely well written and engaging, but also because there are terrific marketing lessons to be learned from the golden age of advertising – both what to do and in many cases what NOT to do.
The truth is that marketing has come a long way from the 1960’s when the art of persuasion was the expertise that one had to develop to be successful in advertising. In one episode, Don Draper delivers the classic line that “People want to be told what to do, so badly, that they’ll listen to anybody”. Today’s marketer lives in a competitive world that is governed by the science of engagement. It’s become incumbent upon marketers to step up the truthfulness and entertainment value of their messages as consumers have become increasingly sophisticated and connected to information. But, there is still some truth in what Don Draper says. People may still want to be told what to do, however, now they may be listening more to their peers, friends and colleagues via the various social media channels rather than listening to traditional advertisers. And, that’s the intrinsic beauty of the show: Mad Men depicts a place and time “where the truth lies”, to borrow from one of the show’s taglines.
There are five important ways that marketing has evolved since the Mad Men days - review “Mad Men: Where the Truth Lies”, and learn how changes in culture & values, process, measurement, technology and organizational development have transformed marketing into a science as well as an art since the early 1960’s. You’ll also learn about some great marketers from the past and from the present day who successfully drive purchase intent with their target audience using the art of persuasion AND the science of engagement. Show less

In today’s business environment of tightening budgets and rigorous attention to measureable results, the expectations of marketing leaders and organizations to “raise their game” has never been higher. How well are companies responding to these changing expectations? Are marketing groups on the same page as other departments in the organization?

The changing online landscape has important implications for marketers and how they formulate strategy.

Enterprise Marketing Management presents a practical guide for transforming marketing into a scientific discipline that leverages every resource of the enterprise to drive sales. It presents case studies from such diverse companies as K-Mart, Nabisco, American Express, and Toshiba, offering concrete insights into how marketing should (or just as importantly, should not) work. And, using step-by-step methodologies, it demonstrates how the discipline of enterprise marketing management can help… Show more

Enterprise Marketing Management presents a practical guide for transforming marketing into a scientific discipline that leverages every resource of the enterprise to drive sales. It presents case studies from such diverse companies as K-Mart, Nabisco, American Express, and Toshiba, offering concrete insights into how marketing should (or just as importantly, should not) work. And, using step-by-step methodologies, it demonstrates how the discipline of enterprise marketing management can help marketing take advantage of its company’s investments in information gathering to make customer relationship management, new media, and marketing organization design, effective over the long term, as well as bring an ROI mindset to everything the discipline does.
This “playbook” reveals how to implement the principles and practices of this new science of marketing. It focuses on the use of information technology to close what the authors see as the “gap between marketing and the rest of the enterprise that is at fault for stagnating sales, high customer attrition, poor return on CRM and marketing investments, and overall poor financial results.” Essentially, it is talking about putting information to work to sell more and about helping marketers and the executives who employ them use marketing to make investments, not gambles, and to also effectively determine the return on those investments. Thus, the work is not about reinventing marketing, but adapting it, about knowing its basic principles (which are shown to align perfectly with sound business practices), and applying them.
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