Relevant bibliographies by topics / Chief marketing officers

Academic literature on the topic 'Chief marketing officers'

Author: Grafiati
Published: 10 December 2022
Last updated: 29 January 2023

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Journal articles on the topic "Chief marketing officers"

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John, R. Sparks. "Do Top Management Teams Need Chief Marketing Officers?" Academy of Management Perspectives 22, no. 2 (May 2008): 101–3. http://dx.doi.org/10.5465/amp.2008.32739763.

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Koo, David S., and Dongyoung Lee. "Influential Chief Marketing Officers and Management Revenue Forecasts." Accounting Review 93, no. 4 (October 1, 2017): 253–81. http://dx.doi.org/10.2308/accr-51946.

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ABSTRACT We examine the role of the chief marketing officer (CMO) in corporate voluntary disclosure of future revenues. Using a sample of S&P 1500 firms for the period from 2003 to 2011, we find that the presence of an influential CMO in top management is positively associated with the likelihood of a firm issuing a management revenue forecast. We also find that firms with an influential CMO provide more accurate revenue forecasts than other firms. These findings extend to long-window change analyses and are robust to the use of a propensity score matched-pair approach. Overall, the results are consistent with the notion that CMO influence in top management appears to play an important role in voluntary revenue disclosures. JEL Classifications: M12; M31; M41. Data Availability: All data are publicly available from sources identified in the paper.
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Key, Thomas Martin, and Astrid Lei Keel. "How executives talk." European Journal of Marketing 54, no. 3 (January 31, 2020): 546–69. http://dx.doi.org/10.1108/ejm-01-2019-0105.

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Purpose This paper aims to explore how chief executive officers (CEOs) and C-suite marketing executives (chief marketing officers [CMOs], chief customer officers [CCOs], chief branding officers [CBOs], etc.) talk about marketing concepts to better understand how marketers can more effectively articulate their value and increase their strategic influence within the firm. Design/methodology/approach Artificial intelligence-enabled computerized text analysis was used to identify and weight keywords from 266 CEO and C-suite marketing executive interviews. Custom marketing concept dictionaries were used to gauge overall marketing focus. Findings The analysis revealed opportunities for C-suite marketers to align specific marketing concepts with that of CEOs for increased strategic influence. Comparisons between C-suite marketing roles showed that CMOs are more focused on marketing strategy than specialized C-suite marketing positions, such as CCO and CBO. This points to a potential decrease in strategic impact for marketing executives dependent on the specialization of their position. Research limitations/implications Using IBM Watson’s black-box artificial intelligence may limit the ability to replicate results from the content analysis; however, the results identify important ways that marketing executives can use to increase their ability to articulate their value within the firm. Practical implications C-suite marketing executives who want to increase the strategic alignment of their role with their firm must pay close attention to the marketing concepts they talk about, and how those align with their CEO’s marketing knowledge. The creation of specialized C-suite marketing roles may unintentionally limit the strategic thinking and firm-level impact of marketers. Originality/value This paper represents the first use of artificial intelligence-enabled computerized text analysis to explore and compare executive speech acts to help increase marketing’s influence in the firm. It is also the first to explore differences in marketing concept use between C-suite marketing roles.
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Abernathy, John, Tom Kubick, and Adi Masli. "The Economic Relevance Of Chief Marketing Officers In Firms Top Management Teams." Journal of Business & Economics Research (JBER) 11, no. 12 (November 29, 2013): 555. http://dx.doi.org/10.19030/jber.v11i12.8263.

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Management theory suggests that the presence of the Chief Marketing Officer in the Top Management Team reflects a corporate emphasis on marketing and customer relations. Finance theory suggests that this emphasis should translate into additional shareholder wealth. However, prior research has failed to document such a relationship. Using performance attribution analysis, the authors construct a long-short portfolio that buys (sells) stocks of firms with (without) a Chief Marketing Officer in the Top Management Team and find this investment strategy would have earned risk-adjusted excess returns of approximately 3%. Additional analyses suggest the value of having a Chief Marketing Officer in the Top Management Team manifests primarily among firms with high operating margin, low asset turnover, high profitability, high R&D intensity and high advertising expenses. The authors conclude that having a Chief Marketing Officer in the Top Management Team has a positive impact on shareholder wealth.
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Lee, Heiwai, and Crystal J. Scott. "The Impact Of Customer Satisfaction On Chief Marketing Officers Compensation." Journal of Applied Business Research (JABR) 29, no. 1 (December 27, 2012): 35. http://dx.doi.org/10.19030/jabr.v29i1.7553.

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As an intangible marketing asset, customer satisfaction is rarely apparent on financial statements. The contribution of customer satisfaction on firm financial performance is well documented, but it is unclear whether this positive link is reflected in executive compensation. Besides, executives are often compensated for short-term financial results but the outcome of marketing actions is rarely captured in a short horizon. This research seeks to determine if the compensation of Chief Marketing Officers (CMO), who is primarily responsible for marketing outcome, is impacted by customer satisfaction. We find that customer satisfaction has a significantly positive impact on the total cash compensation of CMO and its cash and bonus components when controlling for firm performance, firm size, and innovation. Overall, our results support the inclusion of nonfinancial performance measures, specifically customer satisfaction, in designing senior marketing executive compensation packages.
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Feng, Cong, Pankaj C. Patel, and K. Sivakumar. "Chief global officers, geographical sales dispersion, and firm performance." Journal of Business Research 121 (December 2020): 58–72. http://dx.doi.org/10.1016/j.jbusres.2020.08.011.

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Boissoneau, Robert. "Strategic Planning As Used by Chief Executive Officers." Journal of Hospital Marketing 6, no. 2 (October 26, 1992): 1–17. http://dx.doi.org/10.1300/j043v06n02_01.

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Baldus, Brian J., and Lindle Hatton. "U.S. chief procurement officers’ perspectives on public procurement." Journal of Purchasing and Supply Management 26, no. 1 (January 2020): 100538. http://dx.doi.org/10.1016/j.pursup.2019.05.003.

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Appiah-Adu, Kwaku, and George Kofi Amoako. "The execution of marketing strategies in a developing economy." African Journal of Economic and Management Studies 7, no. 1 (March 14, 2016): 9–29. http://dx.doi.org/10.1108/ajems-07-2014-0052.

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Purpose – The purpose of this paper is to examine how market leaders use marketing strategies to maintain strong performance in their respective sectors within different economic contexts in an emerging developing economy. Design/methodology/approach – Case studies of three consistent, high performing market leaders based on the Ghana Club 100 rankings over the past decade are conducted. This involves structured interviews with chief executive officers (CEOs) and chief marketing officers (CMOs) of the organisations studied. Findings – The findings indicate that irrespective of the country of origin of the firm, or the economic context in a developing country, effective marketing strategies can be used to enhance the performance of organisations in their respective sectors. Originality/value – The approach used in this paper enables the authors to address the effectiveness of the marketing strategies across the past three decades covering the periods of pre-, during and post-economic reforms, and to examine the influence of different types of ownership (local, mixed foreign/local ownership and a multinational) on the execution of marketing strategies in a developing economy.
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Bromberg, Daniel E. "Police Chiefs, Organizational Justice, and Body-Worn Cameras: A Key to Releasing Video Footage." American Review of Public Administration 52, no. 4 (March 7, 2022): 255–67. http://dx.doi.org/10.1177/02750740221084330.

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This study addresses a missing link in the organizational justice literature—a police chief's trust in their officers. Most organizational and procedural justice studies examine these concepts from an officer's perspective, but fail to capture how leaders perceive their officers. Trust, however, is a relational concept, which implies there might be effects of a leader's trust in their officers. This study addresses if a police chief's level of trust in officers will affect their behavior as related to the release of body-worn camera footage. Body-worn cameras have been adopted across the United States and all over the world. However, if the footage they capture is rarely shared, cameras impact will be minimal. The findings suggest that if a chief has higher levels of trust in their officers, then the chief's willingness to release footage is increased, potentially leading to an improved relationship between law enforcement and communities.
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Dissertations / Theses on the topic "Chief marketing officers"

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Carver, James Richmond. "CMO: Chief Marketing Officer or Chief "Marginalized" Officer." Diss., The University of Arizona, 2009. http://hdl.handle.net/10150/195407.

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Traditionally, research investigating marketing's role and influence within the firm has focused on the marketing department and its ability to affect future firm strategies. Consequently, little is known about the antecedents of a Chief Marketing Officer's (CMO) role or influence. Yet the position of CMO is quite unique. Unlike other executive officers (e.g., CFOs), no reliable external validation or accreditation is generally recognized, required, or mandated. Similarly, firms are increasingly calling for their CMOs to justify their own existence, and many are even considering abandonment of the position entirely.The goal of this investigation is to understand how CMOs can generate influence within their respective firms given a lack of reliable external credentials. However, the current business press seems to suggest that there currently exists a great bias towards marketing in general and CMOs in particular. As a result, the current investigation uses a competing models approach to study CMO influence. Drawing upon the literature pertaining to competition, the author suggests that individuals, like firms, can generate their own competitive advantage by possessing unique bundles of resources (e.g., information). This is the common element in both models. As the uniqueness of the information provided by the CMO increases, other executive officers within the firm are more likely to confer expertise power to the CMO, which in turn leads to greater influence. The two models diverge as organizational legitimacy is introduced. In one model, the Socially Contingent model, the CMO can only garner expertise power to the extent that s/he possesses organizational legitimacy. In such a case, CMOs that lack organizational legitimacy will be unable to realize any gains in expertise power regardless of the uniqueness of their informational resources (i.e., organizational legitimacy moderates the relationship between the uniqueness of the information provided and expertise power). In the second model, the Merit-Based model, organizational legitimacy mediates the relationship between a CMO's expertise power and his/her influence. As a CMO's perceived expertise increases, other executive officers are more likely to support the CMO's initiatives, which in turn lead to greater influence during strategy design and implementation.
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Cooper, K. J. "Does CEO leadership style impact on adoption of the marketing concept? : a thesis submitted in partial fulfilment of the requirements for the degree of Master of Commerce in Management in the University of Canterbury /." 2007. http://library.canterbury.ac.nz/etd/adt-NZCU20070807.212420.

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Diamond, Andrea. "The career development and identity of Victorian local government chief executives: is gender a factor?" Thesis, 2007. https://vuir.vu.edu.au/1505/.

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The aim of this research is to investigate the variations in experiences, career identity and career development of female and male CEOs in Victorian local government, in order to establish if gender in any way either facilitates or hinders career success. The starting point for this study is not a hypothesis to be tested but rather an attempt to understand CEOs’ own conceptions. The study is also interested in the influence of Councillors on CEO career development and identity and seeks to establish whether CEOs and Councillors have a common understanding of success for a CEO. Phenomenography is the selected qualitative approach, as it provides a framework for describing experience and examining variations in experience. In-depth semi-structured interviews are conducted with 21 CEOs and Councillors and the interview transcripts form the basis of the research data. The findings identify that Councillors have a significant impact on the career development and experience of being a CEO. While outcomes for CEOs are clearly influenced by Councillors, CEO identity does not appear to be as interwoven with Councillor perceptions. CEOs do however, suggest that performance is not the major determinant of CEO success, but rather identify capacity to engage Councillors as the most crucial issue in gaining a successful outcome. The study also identifies a strong and recurrent theme of institutionalised sexism within the sector and as such finds that the experiences of females and males do differ in a number of ways. Female CEOs experience more scrutiny than their male colleagues and suggest that their actions reflect not only on them as individuals, but on all women.
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Diamond, Andrea. "The career development and identity of Victorian local government chief executives is gender a factor? /." 2007. http://eprints.vu.edu.au/1505/1/Diamond.pdf.

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The aim of this research is to investigate the variations in experiences, career identity and career development of female and male CEOs in Victorian local government, in order to establish if gender in any way either facilitates or hinders career success. The starting point for this study is not a hypothesis to be tested but rather an attempt to understand CEOs’ own conceptions. The study is also interested in the influence of Councillors on CEO career development and identity and seeks to establish whether CEOs and Councillors have a common understanding of success for a CEO. Phenomenography is the selected qualitative approach, as it provides a framework for describing experience and examining variations in experience. In-depth semi-structured interviews are conducted with 21 CEOs and Councillors and the interview transcripts form the basis of the research data. The findings identify that Councillors have a significant impact on the career development and experience of being a CEO. While outcomes for CEOs are clearly influenced by Councillors, CEO identity does not appear to be as interwoven with Councillor perceptions. CEOs do however, suggest that performance is not the major determinant of CEO success, but rather identify capacity to engage Councillors as the most crucial issue in gaining a successful outcome. The study also identifies a strong and recurrent theme of institutionalised sexism within the sector and as such finds that the experiences of females and males do differ in a number of ways. Female CEOs experience more scrutiny than their male colleagues and suggest that their actions reflect not only on them as individuals, but on all women.
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"CMO: Chief Marketing Officer or chief "marginalized" officer." THE UNIVERSITY OF ARIZONA, 2009. http://pqdtopen.proquest.com/#viewpdf?dispub=3355006.

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Nath, Pravin. "Antecedents of the chief marketing officer's presence and influence in top management teams." Thesis, 2006. http://hdl.handle.net/2152/2584.

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Rondão, Pedro Miguel Lopes. "CEO sociability: path towards brand equity and brand relationship." Master's thesis, 2019. http://hdl.handle.net/10071/19602.

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The current business context is highlighted by the need for information. Moreover, stakeholder’s considerate that it is imperative to establish transparency and mutual understanding. A constant request that transparency and Approachability should come from the brand's internal environment, justifying its true essence while humanizing its value to the community. Here, certain brands have introduced the continuous intervention of their CEOs, acting as a brand ambassador and the embodiment of its characteristics. Leaders who now act on relationship building, benefit Brand Equity and stakeholders' brand perception over its intangible value. However, this evidence contrasts with the academic development around this topic, assuming an embryonic stage and for which this research seeks to build understanding. This dissertation seeks to highlight the links between concepts and explore the influence of CEO Sociability on Brand Equity. Additionally, examine the influence of Sociability on the relational aspect between brand and consumer, as this outgoing leadership posture may engender those outcomes. Theoretical and empirical support is adopted to facilitate the comprehension around this topic. The exploratory aspect is reviewed in the use of qualitative and quantitative methods (8 interviews and 356 questionnaire respondents). Results showed that Sociability, captured by means of Credibility and Approachability, assumes to significantly influence Brand Equity and Consumer-Brand Relationship. Moreover, the latter also significantly influences Brand Equity. For Executives, their role in brand's value stems from their willingness to introduce this sociable leadership, as it benefits consumer's brand perception, where word-of-mouth builds brand positioning and sustainability.
O contexto empresarial destaca-se pela necessidade de informação, onde os stakeholders consideram imperativo garantir a transparência e mútuo entendimento. Surge o pedido contante de a transparência e aproximação partir do contexto interno da marca, justificando a sua essência e humanizando o seu valor na comunidade. Certas marcas têm introduzido a intervenção contínua do seu Diretor Executivo, funcionando como embaixador da marca e personificador das características desta, partindo de uma comunicação ativa e elevada sociabilidade, que age na construção de relação e acréscimo no valor intangível e percebido por stakeholders, atribuindo o destaque a consumidores. A evidência destes casos contrasta com o desenvolvimento académico neste tema, assumindo uma estatura ainda embrionária e para a qual esta investigação procura construir entendimento. Esta dissertação procura salientar as ligações entre conceitos, explorando a influência da Sociabilidade do CEO em Brand Equity e na relação entre marca e consumidor, visto que esta postura humana e extrovertida poderá implicar esses resultados. Suporte teórico e empírico é adotado, desenvolvendo entendimento do tema e do caráter exploratório garantido pelos métodos quantitativos e qualitativos usados (8 entrevistas e 356 questionários preenchidos). Os resultados mostram que a Sociabilidade do CEO, expressada através de Proximidade e Credibilidade, influencia significativamente Brand Equity e a Relação entre marca e consumidor. Além disso, o aspeto relacional influencia significativamente Brand Equity. Para Executivos, o seu papel no valor da marca parte da vontade de o CEO introduzir este cenário sociável, visto que beneficia a perceção do consumidor, onde o word-of-mouth sedimenta o posicionamento da marca.
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Books on the topic "Chief marketing officers"

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Steimle, Josh. Chief Marketing Officers at Work. Berkeley, CA: Apress, 2016. http://dx.doi.org/10.1007/978-1-4842-1931-7.

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Monson, Thomas N. What every great CEO knows about advertising. Medford, OR: Advantage Source, Inc., 2004.

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Apsŏn saramdŭl ŭi apsŏ kanŭn saenggak: Hong Sŏng-t'ae ŭi mak'et'ing t'ok'ŭ. Sŏul-si: design house, 2008.

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Discover your CEO brand: Secrets to embracing and maximizing your unique value as a leader. New York: McGraw-Hill, 2012.

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Parinello, Anthony. Getting to VITO (The Very Important Top Officer). New York: John Wiley & Sons, Ltd., 2005.

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Ariel, Dorfman. Terapia: Una novela. Waterville, Me: Thorndike Press, 2002.

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Ariel, Dorfman. Terapia. Rio de Janeiro, RJ: Objetiva, 1999.

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Blake's therapy: A novel. New York: Seven Stories Press, 2001.

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Terapia: Una novela. New York: Siete Cuentos Editorial, 2001.

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Office, General Accounting. Resolution Trust Corporation: Survey results on RTC's communication and real estate marketing : briefing report to the Honorable Albert V. Casey, President and Chief Executive Officer, Resolution Trust Corporation. Washington, D.C: The Office, 1992.

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Book chapters on the topic "Chief marketing officers"

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Steimle, Josh. "Seth Farbman." In Chief Marketing Officers at Work, 1–10. Berkeley, CA: Apress, 2016. http://dx.doi.org/10.1007/978-1-4842-1931-7_1.

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Steimle, Josh. "Virginie Glaenzer." In Chief Marketing Officers at Work, 101–8. Berkeley, CA: Apress, 2016. http://dx.doi.org/10.1007/978-1-4842-1931-7_10.

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Steimle, Josh. "Ada Chen Rekhi." In Chief Marketing Officers at Work, 109–19. Berkeley, CA: Apress, 2016. http://dx.doi.org/10.1007/978-1-4842-1931-7_11.

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Steimle, Josh. "Kieran Hannon." In Chief Marketing Officers at Work, 121–30. Berkeley, CA: Apress, 2016. http://dx.doi.org/10.1007/978-1-4842-1931-7_12.

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Steimle, Josh. "Phil Bienert." In Chief Marketing Officers at Work, 131–41. Berkeley, CA: Apress, 2016. http://dx.doi.org/10.1007/978-1-4842-1931-7_13.

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Steimle, Josh. "Margaret Molloy." In Chief Marketing Officers at Work, 143–53. Berkeley, CA: Apress, 2016. http://dx.doi.org/10.1007/978-1-4842-1931-7_14.

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Steimle, Josh. "Tom Buday." In Chief Marketing Officers at Work, 155–65. Berkeley, CA: Apress, 2016. http://dx.doi.org/10.1007/978-1-4842-1931-7_15.

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Steimle, Josh. "John Costello." In Chief Marketing Officers at Work, 167–74. Berkeley, CA: Apress, 2016. http://dx.doi.org/10.1007/978-1-4842-1931-7_16.

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Steimle, Josh. "Luanne Calvert." In Chief Marketing Officers at Work, 175–84. Berkeley, CA: Apress, 2016. http://dx.doi.org/10.1007/978-1-4842-1931-7_17.

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Steimle, Josh. "Trish Mueller." In Chief Marketing Officers at Work, 185–94. Berkeley, CA: Apress, 2016. http://dx.doi.org/10.1007/978-1-4842-1931-7_18.

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Conference papers on the topic "Chief marketing officers"

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Ko, Eun Hee, Douglas Bowman, Sierra Chugg, and Dae Wook Kim. "A study of chief marketing officer (CMO) tenure with competitive sorting model." In ACM SE '18: Southeast Conference. New York, NY, USA: ACM, 2018. http://dx.doi.org/10.1145/3190645.3190717.

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Reports on the topic "Chief marketing officers"

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Why the Chief Marketing Officer Matters. IEDP Ideas for Leaders, February 2016. http://dx.doi.org/10.13007/581.

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