[AS SEEN AT MARKETINGPROFS] “Omnichannel is a priority for B2B and B2C. How do executives think about resorting their marketing mix to put the client at the center? Here are tips and actual quotes from the C-suite.”
President & Founder
Jane has more than 20 years of experience building marketing and communications strategies for leading technology, healthcare and financial services brands. Her early work was with business-to-consumer (b2c) companies like Perrier, Rollerblade and Black & Decker. She took her market testing b2c expertise to the business to business space helping large enterprise brands like IBM, Morgan Stanley Capital International, Fidelity and Microsoft Health to transform their client experience.
For fun:
Jane is an avid runner and cyclist and can be found on the soccer pitch. She enjoys traveling and exploring new parts of the world with her family.
Professional organizations:
EO (Entrepreneurs Organization), The Boston Club, The Commonwealth Institute, Boston Chamber of Commerce. Jane is also actively involved and on the boards of several non-profit organizations.
Education:
Jane has a BA from the University of Western Ontario, Canada and an MS from Boston University.
For fun:
Jane is an avid runner and cyclist and can be found on the soccer pitch. She enjoys traveling and exploring new parts of the world with her family.
Professional organizations:
EO (Entrepreneurs Organization), The Boston Club, The Commonwealth Institute, Boston Chamber of Commerce. Jane is also actively involved and on the boards of several non-profit organizations.
Education:
Jane has a BA from the University of Western Ontario, Canada and an MS from Boston University.
What B2B Marketers Could Learn From The B2C Playbook [Article]
[AS SEEN IN MARKETING DAILY] Customers continue to expect personalization, whether they’re acting as a consumer or B2B client. At Marketing Daily last week, I shared some thoughts on what B2B companies should learn from B2C.
Customer Advisory Boards: A Ticket to Understanding Transformation
Business transformation and disruption are not new concepts. But our clients’ advisory boards are expressing a new urgency to grapple with them. These boards are helping our clients (and us) understand what leaders believe they need to succeed.
Disrupt or be Disrupted
IBM recently released its 2015 C-suite study, which surveyed 5,000+ C-suite leaders from 21 industries and 70 countries. It emphasizes the same dominant theme we heard in the hundreds of c-level interviews we conducted this year—an obsession with disruption. We share some of the related issues—and specific quotes—from our own 2015 conversations that relate to and reinforce the findings in IBM’s newest study.
How Technology Makes Strange Bedfellows [Slideshow]
[AS QUOTED IN CIO | INSIGHTS] Thoughts on the origin and value of several unlikely B2B partnerships.
Want to Optimize Your Engagement Strategy? Focus on Executives
For B2B marketers and sellers, getting access to the C-suite and developing strong relationships with those leaders can often serve as the starting point of a long-term relationship between the individuals and the companies involved. The three most important reasons »
C-Suite Insights: From Digital Transformation to Customer Advocacy
Farland Group has the honor of helping our clients host forums that convene the top 20% of their customer base. At a recent gathering of 150 CIOs, it struck me that CIOs were engaged in a different set of discussions »
Customer Advisory Boards: Uncover “What You Know That Ain’t So”
Customer Advisory Boards are terrific tools to tap the rich source of customer insights. But, getting that customer insight and really hearing and understanding it in the context it is intended—versus the context in which you may wish to hear »
Is Your Facilitation Killing your Customer Advisory Board?
If your advisory board is struggling—or you’re just getting started and want to avoid the most common pitfall—consider carefully:
Is the person in the facilitator’s chair really ready to…facilitate? We share some of the common downfalls of board leaders and facilitators—and a checklist of characteristics that strong leaders share.
Customer Advisory Boards – It’s What You Celebrate
“Some say you are what you measure… but we seem to get results from what we celebrate.” This was a statement made by a CEO of a very large, publicly traded company—not really what I expected. ‘You get what you »
Other Teammates
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