Marketing is evolving to be more paradoxical than ever. I mean this literally in the sense of brands finally noting they have to spend more to make more, and also figuratively in the dichotomy of being forced to amortize resources across humanity and tech with equal focus. While marketing must be more human led, it also must embrace the best of AI and other disruptive technologies if we are ever to truly crack the code on evolved customer understanding. This and only this will finally lead us to authentic personalization at scale—hence where the true contradiction lies in waiting.
Today the marketing function must be an engine that drives an organization’s value delivery system as well as the guidepost to better understanding customer wants and needs. Doing this will enable brands to meet customers where they are at, while emotionally engaging them at the same time. As a result, possessing the ability to be less formulaic and more agile and fluid in delivering CX has never been more important for organizations regardless of size or industry focus.
The same can also be said for brands having the ability to truly understand what brings customers the most joy as that is what they seem to be spending around. This will not only help with standard KPIS like extended LTV and higher customer acquisition, but also newly defined emotional ones, both qualitative (WOM) and quantitative (sales lift), that deliver improved business outcomes.
As a result of all cited above the above, I wanted to speak to a thought leader who sits at the intersection of the critical shifts in marketing as well as the new leadership tenets required for success. Steve Olenski is a lifelong marketer, content creator and brand strategist who is known throughout the industry as the ‘CMO Whisperer.’ This is a moniker that he has earned as a result of the deep connections and conversations he has with the world’s top brands and their leadership to understand the dynamic face of marketing in real-time.
His career has spanned many roles working with leading brands such as Forbes, Sony, Progressive, Oracle and most recently ETS. Following is a recap of our conversation:
Billee Howard: What are the top trends marketers need to be aware of as 2025 unfolds?
Steve Olenski: Among the most important trends for 2025 I see include something I’ve seen described as Mindful Marketing. Essentially what it involves is marketers being mindful of all the “stuff” that consumers and buyers must wade through on a daily basis. What a novel concept, right? Marketers actually being mindful or cognizant of the fact that those on the other end of the line are being bombarded like never before with content in all shapes and sizes. Mark my words, the marketers who master mindful marketing will succeed in the short AND long term. The key is to know where that “line” resides between just the right amount of content and maximum overload.
Another trend is regarding, what else, AI. Yes, I know even your mailman has thoughts on how AI will impact the world. I believe AI is set to become an even bigger game-changer in digital marketing, transforming how we engage with customers and create content. With AI-powered tools, marketers will have the ability to make smarter decisions, streamline repetitive tasks, and deliver levels of personalization we’ve only dreamed of before.
Howard: AI and disruptive technologies are flooding the marketing function. What are some best practices to be thinking about as marketers try to not only understand but adopt and apply all the new technology surrounding them?
Olenski: As mentioned, I think AI is going to play an even bigger role (and will continue to do so until machines take over the world, don’t laugh.) As for best practices, anyone who has spent more than 30 seconds with me knows I am the world’s biggest proponent for keeping things simple. When it comes to AI the need for simplicity is paramount. Do not ever rely on AI entirely. Or put another way, never take the human element out of marketing. Look at AI as a tool—a tool that is part of your overall marketing toolbox. If you keep it in that perspective, you will be fine. If, however, you lean into having AI doing pretty much everything for you while drink mai tais on a beach, you may have a problem.
Howard: Personalized CX has been discussed as an imperative for years, but few have really delivered on that promise which is why brand loyalty has waned significantly since COVID. Any thoughts on how brands can and should evolve to do better here? A great example is the idea of “passionomics” recently introduced by your good friend and one of my marketing idols Raja Rajamannar of MasterCard. This is where brands need to make shifts to better understand what brings customers joy as that is what they seem to be purchasing around. Tell me more.
Olenski: Yeah, when I first heard about Passionomics I knew it was definitely worth taking a closer look at if for no other reason, than the man behind it is not only friend, but one the best marketing minds in the world. The genesis of the idea comes from a study from MasterCard which revealed 6 in 10 people around the globe, are saving to spend on something they love, AKA have deep-rooted passions for. As Raja himself put it, “Passionomics reveals how personal interests shape our sense of self, and in turn, our purchasing choices, which are creating a ripple effect by influencing broader market trends.” It goes way beyond the “what” someone buys to the “why” behind it or the passion behind it. Sorry, didn’t mean to espouse the benefits of Passionomics, but when it comes to getting to the why behind a given purchase, that is where brands can truly separate themselves from the pack.
Howard: Marketing leadership is in a period of flux. New skills and alliances are a must. Please share your thoughts on how the function is shifting and the things CMOs should be most focused on within their roles in the year ahead.
Olenski: Marketing leadership is seemingly always in a state of flux. But that’s another story for another time. In terms of my thoughts on how the role of the CMO is shifting and what they need to be focused on, there is no one-size-fits-all answer. Apologies if someone was expecting the secret to life kind of response. No, there are many variables when it comes to what CMOs need to be focused on. These include, in no specific order, the current make up of the rest of the c-suite. Are there any former marketers among the CFO, CIO, CEO etc. crowd? Moreover, how do these fellow c-suiters view marketing? What is expected of the marketing team? Awareness? Revenue? You know the whole, Brand vs. Performance topic. The answer to THAT question may lie in the particular industry that a given brand plays in, or how well-known the brand is in that space. One thing that is applicable to ALL chief marketing officers is the absolute inherent need to always do right by your consumer or buyer. I don’t care how obvious that sounds. It is the truth and always better be.