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Do you know what your marketing plan is? Most CMOs struggle with this question every day. Bulldog Solutions recently put together a comprehensive guide to help the modern CMO create an agile B2B marketing plan.

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As organizations use technology to gain competitive advantage in the market, Human Resources professionals are embracing this trend to improve operations in everything from recruiting to building a global corporate culture. This shift has empowered HR leaders to shift from traditional skills and responsibilities and take on a larger and more strategic role within the business. To gain a more thorough understanding of the challenges these executives face as they transition to a technology-empowered team, Argyle Executive Forum in partnership with Oracle surveyed our Human Capital members. Our findings give a fascinating look at the top-of-mind issues facing the modern HR executive.

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Tom Kimner, Head of Americas Risk Practice at SAS, and Sanjiv Talwar, PhD, Head of Risk Capital and Stress Testing at the Bank of Montreal, discussed the evolution of capital management and the organizational and process implications of new regulatory capital requirements.

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Diane Kelley, Vice President of Provider Services & Customer Contact at Blue Cross & Blue Shield Association, and Christine Viera, VP of Product Marketing for CRM/CX Solutions at Oracle, discussed tailoring products and messages for different customers and building customer loyalty.

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Human Resources executives come in many forms of experience, approach, and business aptitude. The first rule of selling to any corporate C Suite executive is to know the company, and to the extent possible, know something about the HR leader’s approach to outside services. Some HR leaders see the use of outside services as a strategic weapon to help make their company more successful and at the other end of the spectrum are the HR “Police” that view their role as keeping all vendors, except those absolutely necessary, as far at bay as possible.

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By Sergio Corbo The most memorable training of my career happened at the Disney Institute. As I went through a week of class and “on the job” (yes, the latter was in Magic Kingdom) I learned the best lesson of my life through a story. It turns out that the most common question Disney employees get is “at what time is the 3 o’clock parade?” I can only imagine the face expression of any one of us being asked this question. I definitely don’t want to imagine the possible answers. Disney is just incredible about this. Employees are trained to deliver the Magic, while remaining real. How do they do that? Each employee is trained to take the question as a sign that the Customer needs help. “What is the Customer trying to tell me with this question?” That prompts to assess the situation and provide specific help. Imagine the picture. A sunny and pleasant morning with the family, by 11 AM turns in a zoo. People everywhere, hot, steamy, continuous re-planning what to do because the kids stopped way too many times, running after kids everywhere. Anyone of us in a situation like that loses the magic and a

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Matthew Geekie, Senior Vice President, Secretary & General Counsel at Graybar Electric Company Inc. discusses the key aspects of what he is looking for when purchasing a new service.

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Jeff Seacrist, Vice President of Product Management at Webtrends, discussed the evolving role of the chief marketing officer (CMO) and how CMOs can incorporate real-time data into their everyday processes.

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Fred Schlecht, Vice President of Talent Management for Dunkin’ Brands, and Holly Fasano, Senior Strategic Relationship Manager for Harvard Business Publishing Corporate Learning, discussed effective employee retention strategies and the shift from traditional performance reviews.

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