Is not controlling the 4Ps beyond promotion holding marketers’ careers back?
Molly InnesWith the majority of marketers just having oversight over promotion, marketers face a “double-edged sword” when it comes to their career development.
With the majority of marketers just having oversight over promotion, marketers face a “double-edged sword” when it comes to their career development.
With most marketers reporting their function doesn’t have influence over pricing, the profession risks doing itself a disservice by being out of the loop.
Out of all the 4Ps, marketers are least likely to have influence over place. But the marketing function can bring valuable contributions to discussions around distribution strategy.
If NPD “hits all of the elements of a good marketing strategy”, why aren’t more marketers influencing innovation?
Has the advent of digital pushed a generation of marketers into roles focused on tactical execution to the detriment of developing strategic skills?
As data shows less than half of marketing leaders have any control over pricing and distribution, what can CMOs do to expand their influence?
Marketers are becoming increasingly focused on promotion at the expense of price, product and place. Why is this and what are the consequences?
While almost 90% of marketers have influence over advertising and comms, just a third are involved in discussions about price.
There is good knowledge among marketers around effectiveness theory, says Dr Grace Kite, but many are finding themselves stuck in conversations where businesses argue the rules don’t apply to them.
Segmentation and targeting are prerequisites for finding new avenues for growth, so why are marketers neglecting both?
In the latest episode, we explore marketing’s skills gap problem, from effectiveness to social media.
While 90.1% of marketers are degree educated, they are more likely to have an undergraduate qualification in a subject other than marketing.
Is a skills gap, complacency or the pursuit of quick wins forcing marketers to overlook key relationships beyond sales and the CEO?
Differing definitions, evolving practices and the expectation of increased rigour could all be driving a skills gap. How do brands begin to address these issues?
Some 60.5% of marketers say their organisation has an effectiveness skills gap – the biggest core marketing skills gap cited by Career & Salary Survey respondents.
Just 2.9% of marketers say their business is using AI to recruit, opting to use the tech in their search for junior and mid-level talent.
Are marketers underestimating the practice, strategic skill and training needed to craft an effective agency brief?
As poor practices like ghosting after interview and overly lengthy tasks become the norm, some argue marketing recruitment is “broken”.
Some 35.5% of CMOs report a brief writing skills gap in their business, as do almost two-fifths of marketers in large organisations.
A quarter of marketers rate their recent recruitment process as negative, according to Marketing Week’s 2025 Career & Salary Survey.
Are tactical skills under threat with teams spread thin, entry level roles becoming more generalist and the price for specialist talent rising?
As AI rapidly takes root within business, marketers can feel like they’re running just to stand still. But, is where AI fits strategically a bigger issue than the skills gap?
Performance marketing is the main tactical skills gap identified by marketers, according to 2025 Career & Salary Survey data.
A lack of AI expertise is emerging as a major skills gap, over and above knowledge of data, analytics and martech.
Almost two-thirds of brands have outsourced work to an agency or third party over the past 12 months.
Almost two-thirds of 2025 Career & Salary Survey respondents – and nearly three quarters of CMOs – believe marketing strategy is undervalued.
For the third year running, social media trumps knowledge of AI and performance marketing as the most overrated skill, according to exclusive data.
Over half of marketers say uncertainty is putting resourcing under pressure, with many struggling in the current jobs landscape.
Sales, closely followed by the CEO, may be the most important relationships for marketers to nurture, but do they feel the same way?
More than half of marketers say uncertainty is putting resourcing under pressure, according to Marketing Week’s 2025 Career & Salary Survey.
The road to genuine self-belief starts with embracing your professional identity and not trying to perform to stand out on LinkedIn.
Just over a quarter of marketers say finance is their key relationship within business, versus 50% who prioritise their ties with sales.