Teresa Allan

Because anyone who's kind of having interactions with them is generating insight and understanding. But ultimately, really identifying those opportunities and then feeding that into the organization to be able to connect in the right way at the right time with the right thing and with the right message. So for me, marketing needs to do some marketing on itself.

Because anyone who's kind of having interactions with them is generating insight and understanding. But ultimately, really identifying those opportunities and then feeding that into the organization to be able to connect in the right way at the right time with the right thing and with the right message. So for me, marketing needs to do some marketing on itself.

From a customer's perspective, they shouldn't stop at functions to say, OK, I've done my job in marketing. I'm going to hand it over to sales now. And then suddenly something completely different happens. And then as soon as the deal's closed, it's like, you know, great, my job's done in sales and chuck it over to customer success. And I was trying to think of an analogy of this.

From a customer's perspective, they shouldn't stop at functions to say, OK, I've done my job in marketing. I'm going to hand it over to sales now. And then suddenly something completely different happens. And then as soon as the deal's closed, it's like, you know, great, my job's done in sales and chuck it over to customer success. And I was trying to think of an analogy of this.

You know when you have to phone a utility and you have to identify what your problem is. And then they say, oh, we can't help you, but we'll put you on to someone else. And you have to start all over again and give them all your details. And they say, oh, no, we can't help you. And you have to go on to someone else. And then by the end of it, you're like, why am I saying this?

You know when you have to phone a utility and you have to identify what your problem is. And then they say, oh, we can't help you, but we'll put you on to someone else. And you have to start all over again and give them all your details. And they say, oh, no, we can't help you. And you have to go on to someone else. And then by the end of it, you're like, why am I saying this?

It's a really frustrating experience. And essentially... We want to bring all of those three together to stop that. It's all about customer experience and connecting the dots externally, which means under the skin internally, we have to connect all three together.

It's a really frustrating experience. And essentially... We want to bring all of those three together to stop that. It's all about customer experience and connecting the dots externally, which means under the skin internally, we have to connect all three together.

So in terms of that, I suppose, where did it start, the misunderstanding? I think marketing is seen as the creative department, right? So which often can be not taken seriously. We're talking B2B, right? So often it's kind of like, well, they don't understand the business or they go and do the fun stuff at the end.

So in terms of that, I suppose, where did it start, the misunderstanding? I think marketing is seen as the creative department, right? So which often can be not taken seriously. We're talking B2B, right? So often it's kind of like, well, they don't understand the business or they go and do the fun stuff at the end.

And I think that's, you know, if I'm being truly honest, when I first went into marketing over 25 years ago, I genuinely didn't really know what we were doing. And I was excited about all of that fun stuff.

And I think that's, you know, if I'm being truly honest, when I first went into marketing over 25 years ago, I genuinely didn't really know what we were doing. And I was excited about all of that fun stuff.

So it's that legacy, what marketing used to do. If you look at what marketing can do now with the access of data and insight, it's suddenly way more mature and it should have way more impact on a business in terms of being able to provide those insights on customers and make sure that it feeds into not only the commercial strategy, but also the business strategy.

So it's that legacy, what marketing used to do. If you look at what marketing can do now with the access of data and insight, it's suddenly way more mature and it should have way more impact on a business in terms of being able to provide those insights on customers and make sure that it feeds into not only the commercial strategy, but also the business strategy.

Well, it's also hard to prove an ROI and it's also an expense. So with all of these things, it's like a cost center. It's hard to prove impact. And, you know, they seem to be having fun. So are they taken seriously? All of those things are different now, apart from the having fun. We can still have fun in our jobs.

Well, it's also hard to prove an ROI and it's also an expense. So with all of these things, it's like a cost center. It's hard to prove impact. And, you know, they seem to be having fun. So are they taken seriously? All of those things are different now, apart from the having fun. We can still have fun in our jobs.

Right. So you've either closed it or you've lost it. Whereas marketing start right upstream. So connecting it up has in the past been difficult.

Right. So you've either closed it or you've lost it. Whereas marketing start right upstream. So connecting it up has in the past been difficult.

Or one plus one plus one equals seven.

Or one plus one plus one equals seven.