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Nate Gibby Articles

Guest post by: Nate Gibby

Marketing Losing its Mojo? Not So Fast - Click To Read Article
Marketing analytics, market research, and innovative marketing tools (when used properly) can not only help an organization achieve its marketing and organizational objectives, but it can also help the marketer or CMO be more creative in his/her marketing efforts. When used properly, marketing creativity does not need to suffer from a CMO's focus on analytics and innovative tools (i.e. social media). Rather, the marketing analytics and tools will empower the CMO to be both more creative and more successful at achieving both marketing and organizational objectives.

More Thoughts on Marketing Analytics - Click To Read Article
MOs should be spending more time asking a set of difficult, yet critical, questions about their marketing strategies and efforts then working to develop a standardized set of marketing metrics.

Marketing Creativity vs. Analytics - Click To Read Article
It is only responsible for Fast Company to publish an article about a CMO's balancing of creativity and analytics in its most recent issue featuring the top 100 creative people in business. We've seen too many cool and creative ideas and approaches to marketing flounder when it comes to what matters most to business-driving bottom line results.

The Genesis of Strategic Marketing-Tier II Marketing (Part II) - Click To Read Article
Where the previous article explored key performance indicators, market research, customer segmentation, and positioning, this article describes the remaining characteristics of the organization engaging in Tier II marketing. The remaining characteristics include marketing strategy drives tools, touch point integration, performance measurement, and marketing mapped to the sales process.

Standardized Marketing Metrics and Organizational Singularity - Click To Read Article
The problem is that there isn't a standard set of marketing practices on which to base standardized metrics. Although nearly every organization may have a web site or a brochure, the usage of those tools is very disparate. marketing should be tied to the organization's key performance indicators, including profitability for a profit-driven organization. Beyond that, the organization should break down its KPIs according to its sales cycle and measure marketing's performance at every stage in that cycle.

Top Value Brands (Part 1 of 2) - Click To Read Article
A recent study listed the "top value" brands. This three part series explores from a marketing perspective that which will help other businesses learn to be successful by delivering this notion of "value."

Top Value Brands (Part 2 of 2) - Click To Read Article
The communication of value is where the real trick lies. After all, Target didn't get to be known for designer quality on a budget by getting lucky or stumbling upon something that worked. Effective communication of value is a product of three things: positioning, implicit communication and audience touch points.

The Genesis of Strategic Marketing-Tier II Marketing (Part I) - Click To Read Article
Where organizations engaging in Tier I marketing are tactically driven, Tier II marketing is driven by strategic goals and insights. The strategy drives the tactics.

The New Standard for Superbowl Ads - Click To Read Article
As marketers and advertisers we need to stop rating these ads based on subjective measures such as how much individuals "like" the ads. Rather, the standard by which these ads should be judged, within the marketing and advertising communities, should be how these ads help the organizations achieve their marketing and overall business objectives.

Marketing Tools v. Strategy and Tier I Marketing - Click To Read Article
For Tier I marketers, the marketing function is about tools and how to use them rather than a concise game plan that drives marketing decisions. When tools take precedence to strategy, the marketing function becomes no more than the process of developing content to fill brochures, ads, web sites and tweets.

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About the Author: Nate Gibby
RSS for Nate's articles - Visit Nate's website

As a seasoned marketing consultant, Nate Gibby is the co-founder and director of marketing services for Serfwerks, a marketing and design agency specializing in quantifying marketing performance and significantly improving marketing results. His specialty is developing marketing strategy and analyzing marketing performance. Prior to founding Serfwerks, he served as the director of marketing for a restaurant franchise with approximately $20 million in annual sales with restaurants in seven states. He also worked as a marketing consultant for two Salt Lake-based marketing and design agencies. Nate has taught marketing strategy courses for organizations such as the Small Business Development Center, chambers of Commerce, and the University of Utah. He has also been a guest lecturer at the University of Utah, Westminster College and Brigham Young University.

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More from Nate Gibby
Marketing Tools v Strategy and Tier I Marketing
Marketing Creativity vs Analytics
The New Standard for Superbowl Ads
The Genesis of Strategic MarketingTier II Marketing Part II
More Thoughts on Marketing Analytics


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