Recent reports state that the average tenure of a chief marketing officer (CMO) is now down to 18 - 24 months. Given the risky investment this represents to companies in terms of cost, commitment, resources and lost opportunity, the Virtual VP of Marketing model is becoming much more attractive.

For many growth-stage companies, marketing can be the most challenging function to resource for three main reasons: First, because marketing is hard to define; to some companies it means thought leadership, to others business development and others branding (which, in and of itself is one of least understood, often abused terms in business).

Second, once you define it, marketing success can be difficult to measure; therefore expectations in hiring a CMO may not be articulated in the most effective way. The result is a gap between the CEO and CMO from day one on priorities, objectives and resources.

Third, all to often a CMO expects to have the resources to hire specialized staff and/or an outside agency for lead generation, online marketing, pr, etc. In a growth-stage business, those resources cannot typically be justified. And as importantly, those business must by definition maintain maximum flexibility in the way resources are allocated and committed.

Companies need a Virtual VP of Marketing when they can’t or aren’t ready to justify the cost and commitment of a full-time marketing executive to address its needs, yet:

• Marketing deliverables and challenges are piling up.
• Marketing lags behind the company in terms of offerings, reputation, innovation, etc.
• The company hasn’t kept pace with its marketplace and needs an injection of strategic assessment and planning.
• New target markets or segments are being considered.
• Growth has slowed or stalled.
• Their industry is getting more competitive.
• Their business is becoming more marketing-dependent or marketing-driven.
• They need a fresh perspective that incorporates a healthy dose of customer feedback.
• They are considering an outside marketing/pr agency but don’t have the expertise to properly manage them.

What does a Virtual VP of Marketing do?

• Helps CEOs and other senior executives assess and define and rank their situation and market opportunities by incorporating input from key constituencies.
• Works with the executive team to develop and validate business/marketing strategies.
• Develops the go-to-market strategy and action plan with prioritized, cost justified marketing initiatives.
• Manages or leads the execution of key marketing programs, from awareness to lead generation to drive customer acquisition and retention.
• Develops all creative materials (design, copywriting, Web sites) in direct support of marketing objectives.
• Manages existing staff and vendors to optimize resource mix and output.

Bob London is president of London, Ink, a Maryland-based marketing and communications consulting firm, and serves as a Virtual VP of Marketing for growth stage companies that need an injection of marketing experience and leadership to drive key initiatives and results.

Great ideas here for many of us who market B2B offerings.

Taking the Jargon Out of Your Business by Wendy Bounds, WSJ: http://blogs.wsj.com/independentstreet/2008/01/31/taking-the-jargon-out-of-your- business/

We hear a lot from Indy Street readers about how hard it is for business-to-business shops to drum up media interest and buzz.

Writes one frustrated BtoBer: “Many of us provide sophisticated services and/or products. And that’s where our real challenges lie. How can we get some market exposure without having a big marketing and PR budget, or working with a pricey advertising/PR firm? Let me give you an insight … it’s tough!”

To those folks, I point out today’s Business Technology blog, which highlights how a software-maker named Tibco, broke out of its jargon-riddled, hard-to-understand, sophisticated niche with.

It’s a good example, because what Tibco sells – service-oriented architecture software – couldn’t sound more boring. But this self-deprecating video turns the jargon on its head.

Those who know me know that I’m a believer in this.  Fantastic that someone’s built a consulting practice around helping major corporations lighten up as a path to innovation.

Why You Should Include a Joker in Every Brainstorming Session:

http://www.fastcompany.com/articles/2007/11/interview-morreall.html?partn er=rss

The Fast Interview: John Morreall on the link between humor and innovation, why authoritarian bosses fear humor, and the funniest CEO in America.

From: FastCompany.com | November 2007 | By: Kermit Pattison

John Morreall, a professor at the College of William and Mary, is the founder of Humorworks, a consulting firm for companies such as AT&T, Cisco Systems, IBM and Time Warner. He has written four books on humor and is working on a new one titled “Funny Business” with New Yorker cartoon editor Bob Mankoff.

You say that humor increases productivity, reduces conflict, and fosters change. Is this a joke?

Humor is healthy, especially the way it reduces stress. Humor is the opposite of fight-or-flight emotions — especially fear and anger. I can’t be laughing with you and angry or afraid of you at the same time.

I love the Wall Street Journal. I love it every weekday and Saturday. It’s the best newspaper in the world. Except for the column inches devoted to editorials. Period, end of story.

But why does the Journal always fumble coverage of the advertising business? More posts on that to come, but the latest instance is its post-Super Bowl coverage of reactions to ads–by ad agency executives and, of all people, creatives? Talk about irrelevant, subjective navel-gazing.

Dear WSJ: Your ad industry coverage needs to be as sharp and forward thinking as the rest of your work!

Bob London is president of London, Ink, a Maryland-based marketing and communications consulting firm, and serves as a Virtual VP of Marketing for growth stage companies that need an injection of marketing experience and leadership to drive key initiatives and results.

 

How To Move CMOs Out Of Harm’s Way Feb. 4, 2008 (Investor’s Business Daily): http://money.cnn.com/news/newsfeeds/articles/newstex/IBD-0001-22 724238.htm

Warning: If you’re seeking job security, don’t think about becoming a chief marketing officer.

Over the last few months, the CMOs of Home Depot (NYSE:HD) HD, Wendy’s WEN, Rite Aid (OOTC:RADCO) (NYSE:RAD) RAD and Chico’s CHS changed over.

In a study of 100 leading consumer companies in June 2007, executive search firm Spencer Stuart reported that the average tenure of CEOs is 44 months but CMOs last only 26 months. In fact, 40 of 100 CMOs turned over in 2006 and 31 of 100 lost their jobs in 2007, noted Greg Welch, a practice leader in consumer goods at the Chicago-based search firm.

Why are CMOs facing a fast-moving revolving door?

Why most CMOs get fired (David Meerman Scott): http://money.cnn.com/news/newsfeeds/articles/newstex/IBD-0001-22724238.htm

A few weeks ago I get a call from Gary Stern, a columnist for Investors Business Daily.

Gary says, “I’m doing a story on the average tenure of Chief Marketing Officers, which is only 26 months. This is much shorter than 44 months, which is how long CEOs last. Can you comment?”

See the full post at http://www.webinknow.com/2008/02/why-most-cmos-g.html

See a preview of the IBD story at