Author: admin

This conversation is about getting marketers, agencies, media and tech to become more like chartered accountants – in a good way. That is, have letters after their name that mark them out to employers, peers and recruiters as the most horizontally skilled and relevant in the business – and be required to continue learning every year to keep them. Which is precisely why Mi3 and the Australian Marketing Institute (AMI) have partnered. Log-in and read Mi3’s articles and earn continuous professional development (CPD) points that count towards retaining the AMI’s Certified Practising Marketer (CPM) status. CPMs need 100 points every year to keep their status. So get reading.But first, listen to why chartered status, continuous learning and breadth of skills are critical for marketers and those in the supply chain that want to a) remain relevant and b) progress to the top and beyond.Menulog CMO Simon Cheng is using the AMI framework of 25 competencies to create “horizontal” marketers. “Don’t be afraid to swim in other lanes, and become best mates with the CFO” is his advice to marketers – and amass financial acumen much earlier in your career. For AFL marketing boss, Anthony Voyage, harnessing the framework is all about “marketing fitness” and gaining incremental advantage through it. Chelsea Wymer knows exactly the value of chartered status – because she’s CMO at Chartered Accounts Australia and New Zealand, which accredits 136,000 chartered accountants. Her advice? “Take control of your own learning” – and sign up with the AMI: “It really does tell the organisations we work for that we’re more than just ‘the colouring in department’; that we’re experts with serious tech and digital skills – and commercial acumen.”AMI CEO Bronwyn Heys says businesses need “bench-ready talent” if they are to promote from within – which requires more horizontal and “more adaptable” talent given accelerating flux. Hence developing the AMI’s 25 competencies with counterparts in the UK, Europe and the US. But she says there is one constant: “If you do not have commercial acumen as a marketer, you are going to fail.”AMI Board Chair Andrew Thornton says recruiters are exasperated at the lack of “broader, non-marketing expertise” in those applying for CMO roles. “It is really hindering where they are going,” he suggests.If recruiters are telling you what’s closing off your job options… it’s probably worth listening.

The stampede by companies into CX, with massive associated investments into martech, specialists teams and organisational overhauls, is having little impact on customer experience scores – and big banks, telcos, and car brands are at best benchmarked as average, despite investing billions collectively. CSBA Managing Director, Paul van Veenendaal, has seven years of CX performance data from 12,000 annual assessments across 200 Australian firms and it’s a sobering read for those firms heralding their commitment to connecting up and improving the experience across all customer contact points. In short, all that tech investment is simply not hooked up to customer contact centres – and NPS scores, which many leadership teams have linked to performance and bonuses, are “being gamed”, he warns, for better but hollow CX benchmarks. No big brands feature in the top 10 of CSBA’s CX rankings, and only one, a superannuation company, makes the top 20. Chatbots aren’t up to scratch yet, says van Veenendaal, and companies have “pretty much parked” speech analytics. Meanwhile despite heavy investment in digital transformation, call centre volumes have not declined over the last seven years – and those call centres are focused on the wrong outcomes and metrics, he says. Hence underwhelming CX scores across CSBA’s rankings. But some sectors are nailing it: Universities and colleges, utility companies and local authorities – the latter at least partially due to the policies of a one-time adman and former Victorian Premier. Here’s where van Veenendaal thinks it’s all going wrong – and how to fix it.