Contrary to popular belief, the super successful people are as much if not more prone to bouts of depression than less successful ones. In fact business consulting publication Forbes in a report claims that CEOs are twice as likely to suffer depression than others. Further, studies have also confirmed that this affliction troubles developed, wealthy nations more than the have-nots. Part of this could be explained by the fact that the higher humans go, they tend to get lonelier as there are fewer people at those levels. The competition eventually tires even the best and most resilient of them. Resilience itself may get weaker with increased success. These uber-successful people tend to work harder than others and so much effort means that they do not enjoy the time to focus on the simple things of life which bring joy. A lot of these high achievers started out at less exalted levels and thus once they reach the higher echelons they feel detached from their roots. In several such cases, they may have valued wealth, fame or power while young which they did achieve but as they grew older, they started valuing less tangible factors more.

CMOs typically belong to the marketing cadre but this might soon change. While marketers will obviously have the depth in their field to rise up to CMO levels, they may lack the breadth of experience that today’s challenges require. In fact marketing research conducted by the Fournaise Group has confirmed that around four-fifths of all CEOs do not trust their CMOs but instead have far greater faith on their CIOs or CFOs. Also CMOs have been known to shirk responsibility on the final ROI. But now in the highly fragmented world of B2B marketing, businesses have confirmed that they would rather make final purchase via company websites than sales personnel. This leads to shrinking of sales personnel, instead the marketing heads will need to manage the final sale through the website. This increases accountability. The engineering and product development teams will now be increasingly linked to marketing due to proliferation in the importance of data analytics.

Sales and marketing teams have in several organizations to their detriment worked at opposing poles. A more integrated team on the other hand enables better utilization of central resources. Their impact can be measured accordingly then and costs reduce to their clubbing of resources. A recent report has provided us certain tips to make this happen. First of all, the teams must be able to identify the problems as only then can solutions be derived. The goals must also be aligned with overall corporate strategyThe sales and marketing teams must also agree on their working approach and the organizational philosophy. None of this however will succeed unless the teams converge on their commitment levels.

Customers often pose unique challenges by asking questions which do not seem relevant. However, experienced and well trained customer servicing personnel can derive business intelligence out of such questions and answer in ways that will only enhance the customers’ experience. As an example, we can quote the case at one of Disney’s theme parks, where guests frequently ask the seemingly banal question on timing of the three pm parade. The staff members instead of answering the obvious, go to lengths to appease the customers by instead giving theme exact details of positions the parade will take up during various stages and vantage points from where ideal views can be witnessed. This service the cast members are able to provide due to the extensive insights the theme park has derived since opening up more than four decades back.

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