welcome to management TV we are today with philip kotler hello Philip how are you Eduardo I'm fine nice to see you again when you look at the breakthroughs that you did in the marketing science by installing the concepts of marketing at all levels maybe 20 years ago having a chief marketing officer was the only way of having that knowledge in a company today everyone reads your concepts of products and price and promotion is it as necessary do they add that amount of value added the CMO was created as a role in General Electric in IBM
and now there's about 1,200 to 1,600 CMOS in the United States at corporate lasting unfortunately on the average of two years however that's an average in there and some of them have been there for eight to ten years a CMO does five things for a company and one of them is to strengthen the corporate brand and the brands already within the company secondly recent accountability measures because the CEO now wants to know what he's getting back for his expenditures the new CMO also supposed to identify new opportunities he also and she or she also has
to measure the change in consumer landscape so that they're not missing some new values that are our input in play lots of it's it's it's a quite a menu for the CMO okay but that mostly relate to making the whole organization more customer marketing oriented yeah that's been my mission and drive for all these years to say that companies that are customer driven and market savvy segment savvy as well outperform those who are still in a product state of mind the product state of mind is sort of all we have to do is make better
products than the next guy it just doesn't work in fact we've got such commoditization that is settled in I'm most mature industries that you got to be not only different but unique in some way what about the relationship between the marketing departments and sales and operations yes it has traditionally been the source of conflict right which are the ways you would recommend to use to consider to smooth things out well I just wrote HBR Harvard Business Review article called ending the war between sales and marketing because that's the last place there should be anymore there
should be alignment and some integration the problem of the strained relationships has to do with marketing feeling that his job is to build a brand so that the salesman walks in as a known quantity I'm from IBM so they opened the door for him if he says I'm from a XYZ who are you so brand the marketing department unfortunately stopped its work at the stage of preparing the brand without watching sales and helping sales in stages like getting leads qualifying leads defining the different needs of the market and so on the other thing is the
sales people have complained that they haven't participated in the development of the marketing plan and therefore they don't accept the plan but not as a matter of spite just like hey I don't think we can sell it at that price or it's missing some features or the ads aren't very good so what we're doing now is recommending that we could solve this finger-pointing problem you know like when sales are down sales blames marketing marketing sales by having them better connected okay would that lead us to have again a sales and marketing vice president therefore one
head over the two to coordinate them instead of separating them because marketing used to ask for the same role the same level of sales and not to be under sales yes well you know marketing was under sales it sales in the big from the beginning was the oldest profession in the world and and but marketing 70 years old and when these people called marketers did certain things that helped the sales people but and they were located in the sales department there's a reason why they became a separate department eventually and that is market plants marketing
plans the sale they're not sales plans the salesmen are doing their sales bands once you say I need a marketing plan you're gonna have to have a larger view where sales is part of it and so you create a marketing what about the mix between marketing and strategy for example the blue ocean concept where instead of focusing on looking at your competitors and doing the same things a little bit better just think in new spaces in blue spaces instead of red spaces what are your thoughts on that how does it interlink with the marketing concepts
well let me first say that I've been recommending to everyone to read blue ocean strategy I think that's a real contribution some of it is a reformulation of ideas we've had but it's put in a nice way especially a thing they call their strategy canvas which and and there are six ways of getting ideas is that a book on marketing or is that a book on strategy remember marketing was sort of positioned as a communication area for a long time and then the four piece said it's more than communication its price and place in and
product features and and so then marketing moved into the next stage it's really segmentation targeting and positioning and then followed by the four piece well that's moving toward a strategic view in other words we had tactical marketing marketing was very tough yes we then moved at the stretch a strategic marketing meanwhile you had some people like Hamill and importer and so on timing from an reporter in his case from industrial strategy industrially how an industry should function and Hamill in another manner also interesting so they've been coming together and I don't know where the boundary
ends between what marketing what is marketing strategy or strategic marketing and what is the strategy that the management people are working on and probably it will not get better or because the boundaries of industries you know which it do we have a cellphone a computer a TV or yeah and the times are getting shorter so difference between tactical marketing and strategy was significant today is just shoot aim and then now we say fire fire fire you don't even say ready aim fire you know now it's fire fire fire fire
