Latest news with #ChiefMarketingOfficer
Forbes
4 days ago
- Business
- Forbes
Beyond Answers: The Hidden Opportunities In Customer Questions
Cassi Hallam, Chief Marketing Officer at System Pavers. Customer questions are often more than simple requests for information. But in our eagerness to provide answers, we often overlook the deeper insights that these questions hold. We get so focused on providing a solution that we miss the bigger picture of why the question is being asked, and we miss the opportunity it presents. Every question a customer brings to the table is a chance to truly understand their needs, uncover their concerns and even reveal your company's blind spots. Instead of just reacting, you can transform these invaluable learning moments into powerful customer breakthroughs. Here are three ways to do just that: Focus On Why The Question Is Being Asked Our first instinct when a customer asks a question is to provide an immediate answer. But as marketers, a more powerful response is to dig deeper and ask, 'Why?' A question can signal a communication gap, whether it's missing information or a message that simply isn't resonating with your audience. Answering the question for one customer solves their immediate problem, but it doesn't fix the underlying issue that prompted the question in the first place. We've all heard the leadership advice, 'If you want to get to the root of a problem, ask why three times.' The same principle can be applied here, but instead of asking the customer, we should be asking ourselves. Why did they ask this? What information is missing? Where is the disconnect? Years ago, I worked as a Global Marketing Director for a hot tub manufacturer, conducting in-depth customer research. Through this research, we discovered a significant difference in what people sought from a hot tub. Many desired a space for entertaining and gathering, while a smaller, quieter group typically wanted a more secluded spot for unwinding. To meet this evolving need, we designed a new, smaller hot tub built for a maximum of two people. As we debuted this new model at trade shows, we were consistently asked, 'How many people does it fit?' To this, we repeatedly answered, 'Two people,' and were often met with quizzical looks. Day after day, we provided this clarification, even encouraging people to get in (the dry version) and interact. It was only when we observed four people attempting to climb in at once that we realized the tub's design was visually implying it could accommodate more. The question stemmed from the incongruity between what they saw and what we were telling them. Once we understood this and made visual updates to clearly signal its two-person capacity, sales skyrocketed. It wasn't just about answering 'two people'; it was about thoughtfully addressing the deeper visual disconnect that customers were sensing but not articulating. Use Data To Find Questions, Not Answers Data is one of the most valuable tools in a marketer's arsenal, revealing patterns and providing insights into consumer behavior. While we often view data as a source of answers, it can also be used to unlock powerful questions. If you're struggling to pinpoint why a consumer asked a specific question or why they didn't ask a question, your data can put you on the path to finding an answer. Data tells us what consumers are doing: what they're buying, when they make a purchase, where they live, what systems they use, what payment method, etc. By analyzing these behaviors, we can preemptively answer questions and perhaps move beyond a sales roadblock before it is put in place. For example, say an electronics company that recently released its latest smartphone model noticed sales were struggling in a region that was historically a robust market. When digging through the data, it was discovered that the country had been moving toward a different model of charger than the one needed for this phone. This meant many new customers had to also buy an additional adapter alongside the phone, adding to an already significant expense. Realizing this was a common roadblock, the company understood why customers were hesitant. They began to manufacture their own adapter and include it with models sold. By meeting this unstated need and eliminating the friction of 'what adapter do I need?' sales rapidly began to pick up. Take Your Marketing Blinders Off As marketers, we can sometimes become a little too immersed in our products and messaging. By the time a campaign launches, we have seen the messaging and branding a thousand times. It's easy to forget that for our audience, it is all brand new. However, it's critical to remember that what seems obvious to us might be a complete mystery to them because we've been living and breathing these materials for months. While focus groups and consumer research can help offer a valuable perspective, I believe that seeking an outside opinion, often from someone with no vested interest, can quickly provide the clearest view. In a similar vein, sometimes, we need to step back and examine our own assumptions, especially when it comes to our audience. As marketers, it's our job to know and sell to the people who want what we offer. The disconnect can happen when who we think we're selling to and who the actual buyers are don't align. We often feel like we are supposed to have all the answers. But that doesn't mean we should be afraid of questions! By taking a moment to take a deeper dive into your customers' questions, wondering what led them to ask, and looking past your own assumptions, you'll be better positioned to meet their needs. Not only will you build a more loyal customer base but also you can move forward with the confidence that comes from knowing you're truly meeting their needs. Forbes Communications Council is an invitation-only community for executives in successful public relations, media strategy, creative and advertising agencies. Do I qualify?
Forbes
06-08-2025
- Business
- Forbes
How Choice Hotels Is Winning Over Value-Conscious Travelers
Travel Is Back — But Travelers Are Evolving. In a post-pandemic era where travel demand has surged and consumer expectations have shifted, Choice Hotels is positioning itself not just as a place to sleep, but as a catalyst for value-driven, experience-rich journeys. According to Noha Abdalla, Chief Marketing Officer of Choice Hotels, travelers today are booking closer to their departure dates and demanding flexibility, but one thing remains consistent: they're not giving up on travel. 'People are continuing to prioritize travel and the experiences that they get to achieve as they go,' Abdalla shared. Whether it's sporting events, concerts, or national parks, consumers are seeking out experiences that enrich their lives — and Choice is quietly winning in this landscape by being in the right place at the right time, for the right price. Serving the 'Value + Experience' Equation Abdalla is quick to point out that 'value' doesn't mean cheap. It means delivering more than what's expected — regardless of the price point. 'Whether you are spending $80 or $300 a night, we want you to feel like you're getting a good value for that money spent,' she said. That mindset is particularly relevant in an economic climate where many consumers are trading down from luxury stays, not because they want less, but because they want their money to go further. With over 4,000 properties within a mile of an interstate exit, Choice is uniquely positioned for the rise in road trip travel. 'Some have decided not to go anywhere by air, but instead to go by car,' Abdalla noted, explaining how location, accessibility, and reliability have played to their strengths. For families, solo adventurers, or the classic 'gals trip,' a trusted hotel brand in the right location can mean the difference between stress and ease. Loyalty Evolved: From Room Nights to Experiences Choice's Choice Privileges® program isn't just keeping up with modern loyalty expectations — it's setting a new bar. The brand recently made three strategic updates: Together, these updates helped the program earn top honors from U.S. News & World Report and Wallethub. As Elizabeth Von Tersch, Senior Travel Editor at U.S. News & World Report, explained, 'What we look at the most is how quickly someone can earn a free night. On average, with Choice Hotels, you're going to stay about 9 nights before you earn a free night. Across all hotel brands, it was about 15 nights.' Ms. Von Tersch added that Choice also leads when it comes to perks that are accessible sooner: 'Starting with 10 nights with Choice, you're going to get really nice perks like early check-in, late checkout, and free room upgrades... You typically don't get all three of those perks with bigger brands until 25 or even 40 nights.' Experience Is the New Currency Perhaps what's most forward-thinking is how Choice has woven experience redemption into its loyalty program. 'We try to make available to our guests experiences that they can redeem points for at low point values — and also at high point values for things that money can't buy,' Abdalla said. 'At TFL, we see how loyalty programs that offer live event access unlock emotional connections — consumers aren't just collecting room nights or points, they're earning memories,' said Jay Harig, SVP at TFL. 'It's that experiential reward—attending a concert or game using loyalty points or cash with points—that turns customers into advocates.' Through partnerships with Learfield Sports and Trackhouse Racing, guests can trade points not just for game tickets, but for behind-the-scenes access — sideline passes or meet-and-greets with NASCAR drivers. These rewards speak to a truth about modern consumers: they're collecting stories, not just stamps. Elizabeth Von Tersch commented on this trend as well: 'I think they [loyalty programs] can get it so many other places... But it is a nice perk at the end.' She added, 'It's nice to have live event access.' Partnerships That Extend the Brand's Reach Beyond NASCAR and college football, Choice's strategic alliances are quietly expanding the brand's footprint. Their partnership with Penn Entertainment allows members to use points across 20+ casinos. A deal with Westgate Resorts provides access to more family-style condo accommodations in places like Orlando and Park City. And through Preferred Hotels & Resorts, members can even redeem points at over 300 luxury properties worldwide. 'We see a lot of people using Choice Hotels and staying at Choice Hotels on their work trips so that they can use those points for leisure with their families,' Abdalla said. That dual-purpose loyalty ecosystem — business trips that fund bucket list experiences — reflects the modern blend of work and play. In an age where consumers are stretching their dollars and chasing meaning over materialism, Choice Hotels has carved a niche that's as practical as it is emotionally intelligent. With a focus on experience, partnerships that unlock new destinations, and a loyalty program tuned to modern behaviors, they've become more than just a mid-scale stalwart — they've become an enabler of better travel. As Abdalla puts it, 'It's about helping people get more value for their money — and more memories along the way.'
Yahoo
31-07-2025
- Business
- Yahoo
Aware Inc (AWRE) Q2 2025 Earnings Call Highlights: Navigating Challenges with Strategic Growth ...
Release Date: July 30, 2025 For the complete transcript of the earnings call, please refer to the full earnings call transcript. Positive Points Aware Inc (NASDAQ:AWRE) achieved best-in-class performance in the Department of Homeland Security's remote identity validation technology demonstration, highlighting its strength in combating identity fraud. The company received strong third-party validation for its technological capabilities, being recognized as a luminary in core identity technology in the PRISM project's Deepfake and Synthetic Identity Report. Aware Inc (NASDAQ:AWRE) has expanded its federal footprint internationally, securing national ID programs for two Middle Eastern governments. The company has made significant enhancements to its awareness platform, improving facial matching speed and mobile face capture reliability, which enhances user experience. Aware Inc (NASDAQ:AWRE) has strengthened its leadership team with strategic hires, including a new Chief Marketing Officer with extensive cybersecurity marketing experience, to drive demand and brand visibility. Negative Points Total revenue for the quarter decreased to $3.9 million from $4.3 million in the prior year period, largely due to the timing of perpetual license sales. Operating expenses increased to $5.9 million compared to $5.7 million in Q2 of 2024, attributed to expanding the team and hiring key executive leaders. The company reported a GAAP net loss of $1.8 million or $0.08 per diluted share, compared to a GAAP net loss of $1.1 million or $0.05 per diluted share in the same year-ago period. Adjusted EBITDA loss for Q2 increased to $1.4 million compared to an adjusted EBITDA loss of $1 million in the second quarter of 2024. Cash equivalents and marketable securities decreased to $23.7 million as of June 30, 2025, from $27.8 million as of December 31, 2024, indicating a reduction in available capital. Q & A Highlights Warning! GuruFocus has detected 5 Warning Signs with AWRE. Q: Lidos has been a long-standing partner of Aware. Today they announced a significant task order awarded by the FBI. Can you provide some insight into the press release and what this means for Aware's partnership with Lidos? A: AJ Amlani, CEO: We're very excited about the ongoing investments by the US federal government into the biometric industry and identity. While we don't comment on specific customers or partners, we look forward to being part of these investments as the federal government continues to recognize the importance of identity and biometrics. Q: Based on your current visibility, what do you expect for revenue in the second half of 2025 and what are the key factors that could influence that performance? A: David Traverse, CFO: We view the second half of 2025 as an important period for pipeline advancement and customer onboarding. However, revenue timing can vary by deal, and we don't have a clear line of sight yet. Our focus remains on execution and bringing new customers into production, setting us up for multi-year contracts and meaningful revenue over time. Q: Looking into 2026 and beyond, what are the key revenue growth levers you're focused on now? A: AJ Amlani, CEO: Our key growth levers include federal government work, the law enforcement market, and the commercial market. The US federal government has increased its budget significantly, with plans to spend on border security and related initiatives. In the commercial market, the acceptance of biometrics is growing, driven by technologies like Face ID, which enhance privacy and security. Q: Given that recurring revenue grew modestly, what steps are you taking to accelerate your subscription-based business? A: Brian Krause, CRO: We are investing in our go-to-market process and teams, focusing on scalable biometric projects and solutions. Our efforts are centered on larger market segments where our software solutions are deployed as enterprise infrastructure, leading to long-term, durable relationships. Q: How are you improving the sales cycle velocity and what are the bottlenecks today? A: Brian Krause, CRO: We have strengthened our end-to-end sales process and teams to focus on customer requirements. This alignment often results in shorter proof of value testing and higher success rates. Our focus is on understanding customer needs and delivering value quickly. For the complete transcript of the earnings call, please refer to the full earnings call transcript. This article first appeared on GuruFocus. Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data
Yahoo
22-07-2025
- Business
- Yahoo
BNSF aims to grow carload traffic with rail service upgrades
BNSF Railway carries more intermodal, coal, and grain traffic than any other railroad. And now it's looking to boost its relatively small carload network through a combination of improved service, more frequent customer switching, and tighter partnerships with its top short line connections. 'We know intermodal's a big part of the growth future. We've developed the ag [agriculture] shuttle network on the bulk side, and we certainly like our bulk network,' BNSF Chief Marketing Officer Tom Williams said in a recent interview. 'I don't want it to be lost that we care very much about that single-car merchandise network, too.' Over the past year BNSF has taken steps to improve the efficiency of its merchandise network, starting with pushing down terminal dwell at its hump yards and emphasizing on-time train departures. Those efforts paid off as BNSF posted all-time best terminal dwell figures in May. For the second quarter, terminal dwell was 21.9 hours, a 17% improvement compared to the second quarter of 2024. And — bucking the long-term industry trend — BNSF has increased service frequency for 225 of its merchandise customers. A carload facility that received three days of service per week, for example, might now see a BNSF local on its spurs five days a week. Some five-day-per-week customers, meanwhile, went to daily service. 'And that, in total, equates to about 21,000 additional annualized service days per year,' Williams said. The hope is that the more frequent local service will lead to volume growth once the industrial economy rebounds. The railway's Short Line Select program, rolled out last fall to improve interchange performance, has cut dwell nearly in half on participating short lines. Volume on the Short Line Select railroads is up around 5% this year, compared to flat volumes on other short line connections as well as the balance of BNSF's merchandise business. 'The whole name of the game of what we've been doing in the merchandise network is improving the velocity,' Williams said. The combination of more efficient terminals and more frequent local service helps cars spin faster from origin to destination and return. Car-miles per day are up 25% compared to a year ago, which shaves two days off the transit time for a car that moves 1,000 miles. What this means is that customers can move the same amount of freight using fewer cars, or put their suddenly surplus cars to work hauling more freight. 'It's good for us, it's good for the customers,' Williams said. 'We've reduced the inventory year over year by 20%.' Amid these operational improvements, BNSF in June introduced a new First Mile/Last Mile group that includes the 13 people from its Shortline Development and Industrial Products Business Development teams. Their focus is on understanding the needs of BNSF's merchandise customers. 'This isn't about us going to the customer and telling them this is our network and … you fit it or you don't,' Williams said. Rather, BNSF wants to collaborate with its carload customers, learn how rail fits into their supply chains, and how local service tweaks could better fit their needs and lead to growth, he explained. Short Line Select, meanwhile, aims to tighten the commercial relationship with top connecting railroads. Participating lines include Genesee & Wyoming's Alabama & Gulf Coast Railway, Burlington Junction Railway, Genesee & Wyoming's Portland & Western Railway, TNW Corporation's Texas Northwestern Railroad and Red River Valley & Western, and Watco's Timber Rock Railroad. 'One-third of our carload freight originates or terminates on a short line,' said Mark Ganaway, who leads BNSF's shortline team. 'That's a significant portion of our business. We needed a way to move from transactional relationships to strategic partnerships.' Last year BNSF handled 2.43 million merchandise carloads, a figure that does not include coal or grain. 'Interchanging more than 260,000 carloads per year, G&W and BNSF have an outstanding partnership. Having two G&W railroads — Alabama & Gulf Coast Railway in the east and Portland & Western Railroad in the west — participate in the BNSF Shortline Select program is a natural step in the evolution of our relationship,' said Kimberly Thompson, a vice president of sales and marketing at G&W. 'BNSF's program taps into the strengths of both a Class I and a short line to broaden both of our market reach and drive more traffic to rail as a safer and more sustainable alternative to trucking.' BNSF is adding shortline transload locations to its Premier Transload Program directory. It's also expanding its Certified Sites to include locations on short lines. The sites are rail-served properties that are ready for development. Among them: A site in the Mobile Gateway Park on the AGR in Alabama and a site on the Portland & Western that's 45 miles north of Portland and will emphasize import/export containerized traffic. The next step in BNSF's merchandise growth efforts will be improving the suite of technology tools that customers use to interact with the railroad, said Williams. Traditionally, BNSF has purchased off-the-shelf technology applications. Now it's building an in-house tech team that will develop BNSF-specific systems. Customers should see improvements rolled out over the next six to 18 months, Williams said. Subscribe to FreightWaves' Rail e-newsletter and get the latest insights on rail freight right in your Goldman Sachs advising BNSF on potential merger Analysis: UP-NS rail merger spotlights individual legacies in a legacy business Union Pacific, Norfolk Southern in merger talks: WSJ Report: Investment firm advising Union Pacific on potential rail merger The post BNSF aims to grow carload traffic with rail service upgrades appeared first on FreightWaves. Error while retrieving data Sign in to access your portfolio Error while retrieving data Error while retrieving data Error while retrieving data Error while retrieving data
Zawya
17-07-2025
- Business
- Zawya
Suad Merchant appointed Chief Marketing Officer at GEMS Education
Dubai, UAE: GEMS Education, the world's largest private K-12 school operator and a leader in providing quality education across the UAE and beyond, is pleased to announce the appointment of Suad Merchant as its new Chief Marketing Officer (CMO). Suad joins GEMS at a pivotal time in the dynamically evolving MENA region, where education's growing importance as a strategic contributor and shaper of tomorrow's leaders is undeniable. In her role, Suad will lead the group's global marketing, brand strategy, and communications efforts, reinforcing GEMS' reputation as a trusted, family-run institution delivering world-class education with heart and vision. Beyond leading branding and communications, the role is strategically crafted to be a key enabler of business growth and impact and ensure GEMS continues to lead in a sector critical to regional and global development. With a career spanning over 20 years in leadership roles across industries including financial services, information technology, and transformation consulting, Suad brings a wealth of experience in driving business transformation, building iconic brands, purpose-driven global initiatives, and crafting human-centred storytelling at scale. Her track record includes leading marketing and communications for some of the region's most respected organisations, delivering measurable impact through innovative campaigns and meaningful engagement across stakeholders and communities. Her appointment reflects GEMS Education's commitment to strengthening its leadership team with visionary talent, as the organisation continues on its mission to nurture young minds, empower educators, and leverage the latest technologies including AI to deliver transformative learning experiences. The MENA region is characterised by a confluence of vastly diverse nationalities and cultures, making the role of education, and GEMS as an education sector leader, even more vital. GEMS understands the need to cater to this rich tapestry, offering diverse curricula and approaches to educating young talent. Suad's leadership will be instrumental in communicating how GEMS addresses this unique requirement, preparing students not just academically, but also as globally aware and culturally intelligent individuals ready to contribute to the region's progress. Commenting on her appointment, Suad Merchant said: 'It's an honour to join GEMS Education, an organisation I've long admired for its scale, values, and deep commitment to shaping a brighter future for children around the world. Its technology, innovation, and purpose-driven strategies are redefining not just how their schools operate, but also how they inspire students to be pioneering, empathetic, and prepared to address global challenges with care and a One Team approach. This purpose-led approach resonates deeply with me. 'I look forward to working with our talented teams to tell our story boldly, drive meaningful innovation, accelerate growth, and continue inspiring a world where every child has the opportunity to dream, learn, and thrive.' Jay Varkey, Deputy CEO at GEMS Education, added: 'We are delighted to welcome Suad to the GEMS family. Her passion for education, coupled with her proven expertise in strategic marketing and transformation, makes her the ideal leader to take our brand and communications efforts to the next level. 'As we accelerate our growth plans globally and align with the region's increasing focus on education as a driver of progress, Suad's leadership will be instrumental in strengthening our brand, scaling our impact, and delivering on our vision. We are confident she will play a key role in driving our ambitions forward.' Suad holds a master's degree in marketing management and strategy and has been recognised as a dynamic leader in brand and business transformation in the region. About GEMS Education GEMS Education is one of the world's leading private K-12 education providers, educating over 200,000 students from 176+ nationalities across its global network of owned and managed schools. With nearly half a million alumni, GEMS has built a legacy of impact that spans generations and continents. Established in Dubai in 1959, GEMS remains a family-founded and family-led organisation, guided by its visionary founder and chairman Sunny Varkey, and his sons Dino Varkey (Group CEO) and Jay Varkey (Deputy Group CEO). With a focus on delivering high-quality education to students from all walks of life, GEMS offers a wide range of curricula and learning pathways. Each year, GEMS students graduate into the world's top universities, including all eight Ivy League institutions and every UK Russell Group university, and go on to become leaders, innovators, and changemakers in every sector. Through its expanding school network and philanthropic initiatives, GEMS is committed to its mission: to put a quality education within reach of every learner, everywhere.
